The study of "transformational leadership" has dominated leadership literature since the first wave of celebrity CEOs emerged into the limelight in the early 1990s.

In his research, Stuart Gillan, a visiting assistant professor of finance at the W. P. Carey School of Business, writes that some shareholders register their reaction to a company's performance by simply buying or selling stock.

Business-process agility is top-of-mind for many business and technology executives these days. But just what is it? Why do companies need it? How do they get it? And what role does technology play?

Imagine a software strategy that allows an organization to combine the disparate data threads it collects about customers, then, using the Web and other technologies as well as non-technical methods, put the data to work to develop closer ties with customers.

Your workplace relationships with co-workers as well as bosses have a huge impact on how you view the organization, and whether you perceive your work as being worthwhile.

Knowledge Management (KM) systems have provided companies with a tool that allows them to collect and provide access to the collective expertise of their employees. The appeal is obvious: Sharing experiences and lessons leads to efficiency and innovation.

Building an ethical culture has become increasingly important for boards and CEOs, but the task is not as simple as instituting policies and procedures. Employees are looking for consistent role models, according to a researcher at the W. P. Carey School of Business.

At the most basic level, the performance of individuals allows organizations to realize their strategic goals. But what is performance?

It has long been the practice of business to employ lobbyists in an attempt to influence policy makers and regulators about such issues as environmental laws, trade policies and government spending programs.

When an employee underperforms, supervisors must decide whether to fire that person or wait to see whether performance improves. In the balance are the transition costs of finding a replacement and getting that person up to speed mdash; costs could be saved if the original employee improves.