Working Smarter, Not Harder

Process Improvement Dynamics Under Constrained Resources: Managing the Work Harder versus Work Smarter Balance

This paper considers the problem of managing process improvement when resources are constrained. The paper develops a system dynamics model that formalizes the critical interaction between firstand second-order improvements as options for governing production. Both firstand second-order improvement are effective in boosting short-term organizational performance, whereas only second-order improv...

P21: The Role of Educational Neuroscience on Talent Management

Educational neuroscience or mind, brain, and education science was born in the past two decades from the mega of research findings of neuroscience, education, and psychology. These finding develop our understandings about teaching and learning. Our knowledge about different areas of the brain and their activity in the learning and memory process, effect of the different areas in training and sp...

Competitive Incentives: Working Harder or Working Smarter?

Almost all jobs require a combination of cognitive effort and labor effort. This paper focuses on the effect that competitive incentive schemes have on the chosen combination of these two types of efforts. We use an experimental approach to show that competitive incentives may induce agents to work harder but not necessarily smarter. This effect was stronger for women. JEL Classifications: J33,...

How to work smarter, not harder.

Working Smarter and Harder: A Longitudinal Study of Managerial Success

We thank Glenn Carroll, Jeffrey Pfeffer, Bob Sutton, and James Wade for comments on earlier drafts of this paper. We measure the effects of motivation and ability on the early career success of a sample of Master's of Business Administration (MBA) graduates in the early years of their careers. We argue that performance is a joint effect of two important individual characteristics: general cogni...