Professor of Management David Waldman says creating an environment that makes it easy for people to pursue business ideas is a challenge universities face, but ASU is taking steps to improve this.

As someone who has been both an entrepreneur and on a mission to progress through an organization, I have sought advice on frequent occasions from individuals I consider successful by multiple definitions.

The hidden costs of dishonesty can fundamentally derail organizations, creating an imperative for business leaders to have clear and meaningful codes of conduct, according to a W. P. Carey School of Business researcher. A recent survey shows both encouraging and troubling trends: 22 percent of respondents believe one has to bend the rules or act unethically to get ahead ... and that's the good news. The bad news? More than 40 percent said they would act unethically if directed by their boss.

Merger mania and a bigger-is-better mentality largely rule the business world, but sometimes the exception — spin-offs — provide an alternate path to prosperity if the organization can weather the storms of such a radical change. Among the keys to spin-off success are supportive management and flexible employees, according to Kevin Corley, a management professor at the W. P. Carey School of Business. "Two words help us understand why spin-offs occur: money and flexibility," Corley says. The biggest reason for spinning off part of a company into its own independent entity is that there is an opportunity for the owners and/or shareholders of the parent company to realize a monetary gain through the spin-off.

New research by PetSmart Chair in Business Leadership Jeff LePine explores the ties between multiplex work relationships and job performance.