California Management Review

Image Credit | Best AI enables knowledge-based capabilities to be reproduced, personalized, and distributed at an unprecedented scale and relatively low marginal cost. PDF Artificial intelligence is changing the economics of expertise by weakening its traditional dependence on scarce professional time.

Over the past few years, generative AI has already challenged companies to rethink how they approach value creation and the organization of work. Yet, while generative AI is increasingly applicable, its benefits have proven difficult to quantify. Many executives have struggled to translate gains in speed, quality, or capacity into traditional ROI metrics. Only recently have companies started to develop clear assessment approaches to managing AI ROI.

Image Credit | freshidea Human psychology provides approaches and interventions for understanding how AI agents interact with environments, even though the mechanisms are different PDF Managers increasingly need to lead, motivate, and manage artificial intelligence as well as humans. But how can this be done effectively? Recent decades have prioritized understanding the psychology of humans as key skills for managers. Do those skills still hold true when managing AI as well as humans?

Executives, investors, and advisors love comeback stories. They draw energy from narratives in which once‑great firms rediscover themselves and regain their former dominance. But most post‑decline realities look very different. The central lesson for managers is simple and uncomfortable. After serious decline, greatness is rarely recoverable. The real task is not to recreate the past but to build a viable, defensible position under new and often harsher conditions.

Abstract AI competition is widely framed as a winner-take-all race. Mobile consumer data for the AI assistant category from 2023 through 2025 suggests otherwise: three strategies coexist, and all are growing. Scale (ChatGPT), adjacency (Gemini), and premium specialization (Claude) capture value in strategically distinct ways. Major launches reward the launcher without measurably harming rivals.

Abstract Addressing environmental crises requires firms to pursue sustainability transformation rather than incremental change. Drawing on socioemotional wealth theory and the ability-willingness paradox, this article examines how family involvement shapes the transformation of family businesses toward circular business models.

Abstract A core promise of Open Strategy is that strategic transparency translates into superior strategic outcomes. Yet this depends on a fundamental premise: organizational members must actively engage with the information provided. It can be conceptualized as engaged transparency, or the social processes through which transparency is collectively made meaningful.

There is a gap in developing leadership performance wherein constructive feedback could enable growth, but it is the very element that is missing to achieve it. If identifying organizational strategy and goals leads to the establishment of work priorities; success for leaders usually is determined by their contributions therein. Throughout this process, organizations should provide performance feedback as a part of talent development.

Image Credit | Andrey Kiselev Existing brand equity frameworks could actually mask early signs of psychological erosion in premium brands PDF The dominant frameworks for measuring brand health have produced a structural blind spot in marketing management practice.

Image Credit | InfiniteFlow Current supplier scorecards do not measure commodity breadth - a supplier's ability to address multiple distinct industries simultaneously. PDF Wars. Pandemics. Trade embargos. Climate shocks. Policy shifts. Each disruption type has its own playbook, yet the same firms consistently survive all of them while others do not. The explanation is structural.