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The purpose of this paper is to speak of the importance of connecting people in the workplace. It describes the types of connections that foster employee development and engagement, and proposes methods and tools that help strengthen these connections.

The analysis in this report is based on industry and literature reviews and interviews with top executives. It builds on research carried out by Deloitte Research on talent management.

In today's competitive talent market, it is not sufficient for companies to follow a traditional “attract‐retain” talent management strategy. A “develop‐deploy‐connect” strategy seems to better engage and meet the demands of the workforce. Of these three components, “connect” is emerging as the most important but least understood.

Because value today is created largely out of interactions, people's connections are increasingly important and complex. Companies that do not invest thought and effort in understanding this amorphous topic will find themselves battling attrition. Conversely, meaningful connections help people build the networks and relationship skills that lead to professional effectiveness and organizational growth.

This article categorizes connections into three main types: people to people, to a sense of purpose, and to the resources they need. It presents leaders with a solid framework, research‐backed ideas and leading practices to connect people for performance.

Robin Athey explains why current acquisition and retention strategies will fall short in light of the impending talent crisis.

The purpose of this paper is to raise the profile of deep succession planning to identify key talent. Older workers are now forming a significant proportion of the workforce. This cohort could be lost to retirement leaving industry and commerce short of talent.

A range of research and other relevant literature is reviewed. Real life experiences with clients developing their older workers are reported and practical suggestions made for implementation.

There is little literature on organisation‐deep succession planning. The process needs to be linked to organizational objectives with ownership at all levels.

The main implications of this paper are that organization‐deep succession planning is a complex process requiring commitment and long term planning at all levels. Without a thorough analysis of age and skill profile no workable plan can be made.

This report brings together a range of data around succession planning that should take place across the organization, not just at board level. It will be of value to HR, L&D and equality professionals.

How can executives improve the odds of generating breakthrough ideas and solutions in their organizations? In contrast to methods like brainstorming and widely available ideation methods – this viewpoint proposes more disciplined approaches to thinking can greatly enhance the odds of breakthroughs. Through a series of illustrative examples primarily focused on creating differentiated thought leadership, this article outlines five approaches to critical thinking that can enhance the likelihood of new strategies and discoveries.

As a viewpoint this article is based on personal reflection and analysis of prior professional experiences

This viewpoint outlines five strategies that executives can use to sharpen their thinking skills to generate breakthroughs. These include: attending to anomalies; pushing ideas to their limit and beyond; changing coordinate frames; building on and adapting prior models to new contexts; and “black box” abstraction as approaches every strategist and researcher can adopt to generating breakthroughs. The five techniques are illustrated through personal and other examples.

This reflective viewpoint provides pragmatic critical thinking tools that can help strategists and thought leaders improve the options for creating breakthrough ideas and solutions.

This chapter reviews the recent developments at the intersection of personalization and AI in marketing and related fields. We provide a formal definition of personalized policy and review the methodological approaches available for personalization. We discuss scalability, generalizability, and counterfactual validity issues and briefly touch upon advanced methods for online/interactive/dynamic settings. We then summarize the three evaluation approaches for static policies – the Direct method, the Inverse Propensity Score (IPS) estimator, and the Doubly Robust (DR) method. Next, we present a summary of the evaluation approaches for special cases such as continuous actions and dynamic settings. We then summarize the findings on the returns to personalization across various domains, including content recommendation, advertising, and promotions. Next, we discuss the work on the intersection between personalization and welfare. We focus on four of these welfare notions that have been studied in the literature: (1) search costs, (2) privacy, (3) fairness, and (4) polarization. We conclude with a discussion of the remaining challenges and some directions for future research.

The interorganizational environment faced by business organizations presents unique challenges for management accounting and control. Past management accounting research has shown interest in such collaborations because despite their benefits, such relationships pose significant issues of coordination and control. As information and communication systems supplement management control systems in their support of decision facilitation and decision influencing, examining the design of management accounting systems (MASs) in the management of interorganizational relationships and assessing how it affects the attainment of interorganizational exchange partner performance objectives is important. In this chapter, I extend past accounting research to examine the complementary nature of decision-facilitation and decision-influencing objectives of MAS design as enabled by the use of integrated information systems in interorganizational settings. The economic theory of complementarity is employed to examine synergistic effects of complementary MAS objectives. A field survey is used to examine hypothesized relationships, and data were obtained from 116 organizations involved in strategic alliance activity. This chapter reports findings that support the view that the degree of complementarity in decision-facilitation and decision-influencing objectives assists in the development of capabilities that enhance performance in the interorganizational relationship. The study blends theory in the areas of strategy, information systems, and management accounting and extends management accounting research in the context of IT-enabled interorganizational relationships.

This paper seeks to assess the impact of consumer ethics and their piracy attitudes on piracy behaviors. The extent of such piracy is difficult to estimate because no worldwide statistics are available, but conservative estimates indicate that it costs manufacturers billions of dollars.

The research was conducted using Israeli consumers through a structured questionnaire. Data were analyzed mostly through regression models.

Attitudes to piracy served as a partial mediator of the impacts of consumer morals and ethics on actual piracy.

The major limitation is the use of a convenience sample and future research should replicate and extend this study using random samples.

First, firms should advertise piracy as unethical. This would result in recognition of unethical piracy behavior by some part of the population. For piracy reduction, such people should recognize the need to “balance the ethical book” within the same context of behavior. In other words, if they have pirated from a company in the past, such people should be encouraged to purchase from the same company in the future.

The paper assesses the impact of consumer ethics and their piracy attitudes and behaviors.

The purpose is to understand why contract instability occurs when small landowners lease their land to large landholders.

The authors develop a contract theoretical model to understand the stability problem in the farmland lease contract in China, where most landowners are small landholders.

Results from the doubly robust estimation method used on randomly selected interview data from 552 households in nine provinces of China indicate that contract instability can arise endogenously when large landholders sign a contract. The authors conclude that a suitable rent control regime or contract enforcement may be necessary to promote a large-scale farmland transfer in China.

The authors develop a contract theoretical model and apply it to the land rental market in China. Data used are original and collected from farmers located in nine provinces of China.

The purpose of this paper is to investigate the mediating effect of employee turnover intentions (ETI) on the relationship between perceived human resource management (PHRM) and presenteeism. The notion of presenteeism is described as coming to work when unwell and unable to work with full capacity.

Using social exchange theory and structured equation modelling, hypotheses were tested using responses from 200 full-time Australian employees.

The results show that employees’ PHRM significantly influenced presenteeism and ETI. As predicted, PHRM negatively influenced presenteeism and ETI positively influenced presenteeism. The direct influence of PHRM on presenteeism was fully mediated by ETI.

This paper suggests that organisations expecting to address presenteeism by promoting PHRM may experience an adverse result when employees conceal turnover intentions.

Form the perspective of social exchange, this study focuses on ETI as a mediating variable and sheds light on employees’ hidden attitudes about their jobs to explain how PHRM can influence presenteeism in Australia. Consequently, the findings should help both organisations and employees to identify ways that PHRM can reduce presenteeism.

This paper examines the unique meditational role of ETI in the relationship between PHRM and presenteeism, which is an area of inquiry that has not been fully examined in the literature of HRM. In addition, it examines presenteeism among Australian employees in relation to PHRM.