Mutual common interest: a key to sustainable social and organizational performance improvement

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

“What could I do to get people to go the extra mile?” This is the recurring question for many managers, but often a mere extra yard could generate much greater benefit than the effort required. How? Through using the focused power of mutual common interest, coupled with effective diffusion of management skills to lower levels. What do I mean by this?

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

Robinson, D. (2012), "Mutual common interest: a key to sustainable social and organizational performance improvement", Development and Learning in Organizations, Vol. 26 No. 2, pp. 4-6. https://doi.org/10.1108/14777281211201150