For young adults accustomed to continually checking their cellphones, even a single day without access to them can be anxiety-producing. What are the implications for executives about managing this constantly connected generation?
In contemporary society, many people, particularly those under the age of 30, rely on their smartphones for a variety of important activities, including waking up in the morning, listening to music, following the news, finding bus schedules, and communicating with friends and family. A 2015 survey by the Pew Research Center found that 15% of Americans between ages 18 and 29 were “heavily dependent” on their smartphones for online access. There is no question that smartphones make our lives easier and more connected. But at what cost? Several studies have warned that excessive phone use can affect cognitive abilities, sleep, the quality of social interactions, and the ability to engage at work.
Based on the behavior we observed in our classrooms and the extent to which technology is infiltrating young people’s lives, we discussed what we could do to make our students more conscious of the costs associated with unrestrained use of mobile phones and other internet-connected devices. After reading about various ideas for curbing dependency on phones and devices, we decided to initiate a one-day project in which graduate students in our organizational behavior and leadership courses at the University of Bologna in Italy and the Bordeaux, France, campus of Kedge Business School would be asked to suspend all connectivity and keep a journal about their experience. This article is based on the experiences of 153 graduate students who participated in this project between 2015 and 2017.
ãã®èšäºã¯ MIT Sloan Management Review ã® Winter 2018 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã9,000 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã ?  ãµã€ã³ã€ã³
ãã®èšäºã¯ MIT Sloan Management Review ã® Winter 2018 çã«æ²èŒãããŠããŸãã
7 æ¥éã® Magzter GOLD ç¡æãã©ã€ã¢ã«ãéå§ããŠãäœåãã®å³éžããããã¬ãã¢ã ã¹ããŒãªãŒã9,000 以äžã®éèªãæ°èã«ã¢ã¯ã»ã¹ããŠãã ããã
ãã§ã«è³Œèªè ã§ã? ãµã€ã³ã€ã³
Avoiding Harm in Technology Innovation
To capitalize on emerging technologies while mitigating unanticipated consequences, innovation managers need to establish a systematic review process.
Make a Stronger Business Case for Sustainability
When greener products and processes add costs, managers can shift other levers to maintain profitability.
How to Turn Professional Services Into Products
Product-based business models can help services firms achieve greater scale and profitability. But the transformation can be challenging.
Do You Really Need a Chief AI Officer?
The right answer depends on the strategic importance and maturity of AI in your company.
Where To Next? Opportunity on the Edge
Doing business in regions considered less stable or developed can pay off for companies. But they must invest in working with local communities.
Make Smarter Investments in Resilient Supply Chains
Many companies invest in resilience only after a disruption. Applying the concept of real options can help decision makers fortify supply chain capabilities no matter the crisis.
The Three Traps That Stymie Reinvention
Organizational identity, architecture, and collaboration can be either assets or liabilities to pursuing growth in new sectors.
What Makes Companies Do the Right Thing?
Vaccine makers varied widely in their engagement with global public health efforts to broaden access to COVID-19 immunizations. Ethically motivated leadership was a dominant factor.
Build the Right C-Suite Team for Your Strategy
CEOs can foster a more effective leadership team by understanding when to tap senior executives' competitive instincts and when to encourage collaboration.
A Better Way to Unlock Innovation and Drive Change
A strengths-based approach to building teams can win employee commitment to change and foster an inclusive, agile culture.