Wharton Thought Leadership
At Wharton, we believe that knowledge is the muscle of business. Our 225+ faculty, as well as 20 research centers and initiatives, are the brain trust that powers this engine. Wharton thought leadership crosses multiple disciplines and is available to you in a variety of ways — academic research, books, interviews, and more. Immerse yourself in Wharton knowledge, and gain valuable business insight that can help you achieve your goals within your own organization today.
Organizational politics are just as pervasive as presidential ones, but many people mistakenly believe they can hide in their office and pretend they’re not there. But there is no escape: politics are as much a part of organizational life as they are a part of national life. Learn the top three office politics mistakes, and tips for avoiding them. More »
We’re living in a time when computer programs already dominate Wall Street, and when driverless cars and delivery drones are moving from science fiction to mundane fact. But those developments may be just the tip of the iceberg. Martin Ford, author of Rise of the Robots: Technology and the Threat of a Jobless Future, tells Knowledge@Wharton what the robot revolution means for jobs in the future. More »
Older workers (defined in the United States as 55+) are a rapidly growing segment of the workforce, and research shows that their job performance is superior in nearly every aspect than that of younger cohorts. Yet they pose a unique challenge for younger supervisors. Here’s advice on how to maximize productivity and performance. More »
In their new ebook Friend or Foe: When is Cooperation a Better Strategy than Competition? Seasoned negotiators know every deal can’t be “win-win,” so they’re skilled at multiple approaches for getting the most for their organizations. Similarly, the authors of the new book Friend & Foe argue that to succeed in life and at work, being either fundamentally cooperative or fiercely competitive won’t get you the best outcomes. In fact, Wharton professor Maurice Schweitzer and Adam Galinsky of Columbia explain that humans are hardwired to do both. More »