INSEAD Knowledge

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Articles from this source (221)

Family firms (2/2): How private equity can help a family firm

19.3.2020 

Family firms (1/2): European family firms are good at institutionalisation

18.3.2020 

Understanding decisions (2/2): Deciphering how people ratiocinate

16.3.2020 

Understanding decisions (1/2): Reveal mental models that drive decisions and behaviours

12.3.2020 

Managing creativity (2/2): A two-step process

4.3.2020 

Managing creativity (1/2): How top museums prepare their permanent exhibitions

25.2.2020 

Founders: Key ingredient of a successful start-up (2/2)

12.2.2020 

Founders: Key ingredient of a successful start-up (1/2)

7.2.2020 

Between managers and employees: clarity of feedback is crucial

17.1.2020 

Why you should base your purchasing on sound management science (2/2)

2.1.2020 

Why you should base your purchasing on sound management science (1/2)

30.12.2019 

Do your employees promote your company on social media?

6.12.2019 

Two basic questions regarding any universal basic income experiment

15.11.2019 

Advice for dual-career couples

1.11.2019 

Family firms: Transferring power (2/2)

25.10.2019 

Family firms: Transferring power (1/2)

23.10.2019 

Debt is cheaper for publicly traded companies than for privately held ones

4.9.2019 

Most innovative countries in the world (2/2): Healthcare is the future

2.9.2019 

Most innovative countries in the world (1/2)

29.8.2019 

Unexpected product benefits: how best to market them

15.8.2019 

Everyone should understand the basic principles of corporate finance

22.7.2019 

Agile iterations: maybe the cycles at your company should be longer

19.6.2019 

Labels on food packages do affect us

14.6.2019 

Family businesses (2/2): The importance of institutionalisation to family businesses

5.6.2019 

Family businesses (1/2): A Latin America case study

30.5.2019 

Skills which global cosmopolitans bring to the table

25.4.2019 

Designing durable alliances (2/2): The case of Renault and Nissan

18.3.2019 

Designing durable alliances (1/2)

13.3.2019 

Negotiating in tense situations (2/2): Be proactive

7.2.2019 

Negotiating in tense situations (1/2): An example from the pharma industry

4.2.2019