Search results

Recent research conducted by the IBM Institute for Business Value found that 53 percent of organizations will position environmental sustainability as a top business priority by 2024.

The 3000 CEOs in our 2022 CEO study report that the greatest pressure they experience for improved sustainability and transparency now comes from their board, investors and ecosystem partners.

For successful organizations, sustainability is an integral part of the business strategy.

Moving toward a more sustainable enterprise is an opportunity to transform and drive innovation throughout and beyond the organization.

While most organizations now have a sustainability strategy, only 37 percent have aligned sustainability objectives with their business strategies. Leading organizations co-create with ecosystem partners in new ways, creating new business platforms, pursuing innovation and aligning sustainability measures.

Over the past year, the IBM Institute for Business Value (IBV) surveyed and interviewed tens of thousands of executives, employees and consumers around the world to learn what high-performing organizations are doing differently, and where executives are making the biggest bets.

After thousands of interviews over several years the researchers identified five trends that executives can explore to help prepare for a future characterized by disruption and change.

Executives are learning how to redefine how humans and technology work together.

Businesses need to reinvent their operations holistically to realize the full benefits of digital transformation.

A comprehensive record of strategic tech and talent trends the leaders can use to prepare for 2022 and beyond.

The recent IBM Institute for Business Value CEO survey of 3,000 chief executives globally offers insight into CEO attitudes and behaviors in order to discern the strategies and actions most highly correlated to successful digital transformation and performance.

The IBM Institute for Business Value, in collaboration with the Oxford Economics, surveyed 3,000 CEOs and senior public sector executives between September and November 2020. The analysis identified a group of CEOs whose outlook on transformation and success with digital implementation sets them apart from others.

These Dynamic CEOs, who represent 38 percent of all commercial leaders in the IBM IBV research, shared two crucial insights: that traditional business models no longer differentiate their organizations; their organization?s digital transformation journey will never be complete.

These Dynamic CEOs are almost 70 percent more likely to lead high performing organizations than other top leaders.

Almost 90 percent of Dynamic CEOs expect their business and IT investments to deliver a material improvement in business performance over the next three years, with the greatest emphasis on investments in customer experience improvement, decision-making processes and business agility.

The purpose is to theorize and empirically estimate the impact of the gendered nature of the offender-victim dyad and crime type on time to arrest.

Predictions regarding the impact of gendered offender-victim dyads and crime type on time to arrest are constructed by extending role congruity theory and tested using data from the FBI's National Incident-Based Reporting System across five crime types using dyadic-based event history methods.

The authors find strong empirical support that role expectations derived from the gender composition of offender-victim dyads and the masculinity of the crime type affect time to clearance.

This research is the first to theorize and empirically test the relative impact of role congruency and the relational nature of the offender-victim dyad in the adjudication process. Furthermore, the research shows that the construction of “normal crime” can be enhanced by applying a gendered and relational approach, based on social psychological theory, which is predictive of crime clearance.

Future research is required to validate the results for crimes where law enforcement has less discretion and are feminine typed.

The results imply that by accounting for the expectations generated by gender roles when applied to offender-victim dyads a casual mechanism is established that better organizes previously inconsistent results with respect to the impact of gender on time to clearance. Thus, the authors' utilization of role congruity theory of gender provides a more consistent explanation for inequalities in time to clearance that may be fruitful for evaluating other steps in the adjudication process.