The LSE Business Review and Business & Management INK are both committed to the exchange of knowledge and driven by the belief that social and behavioral science has the power to improve society. With this shared purpose, our new, co-branded blog series, Business Research into Practice, will focus on current examples of business and management ideas, theories, and research being turned into real-world practice.

Each month we’ll be sharing new posts written by a global mix of policymakers, practitioners, and academics who stand at the intersection of academia and business and are experts in their field. If you have ideas for topics, or a post that you would like to write yourself, please send an email to Business & Management INK at




Photo of pedestrians walking in a crowd

Welcome Boomerang Employees Back — Effectively

A recent Paychex survey asked individuals who quit their jobs if they were satisfied with their original decision and whether they had any regrets. About 80 percent of the more than 800 employees surveyed said that they did have regrets about quitting. In addition, 78 percent of individuals who left their jobs said that they would like to have their old job back, and 68 percent had tried to do so. Paychex dubbed this the “great regret.” However, these results give employers valuable information about the potential to work with those who have been called “boomerang employees” in previous generations.


Photo of student with backpack.

Five Elements to Help Universities Better Serve Their Main Stakeholders: Students

As the world continues to evolve, so do the needs of US college students. Heidi M. Neck and Christopher P Neck draw from their combined 50 years of teaching over 100,000 students as they examine what students want in today’s classroom.


Graduating students shift their tassels.

Business Schools are Ignoring Students’ Changing Aspirations. They Must Focus on Management as a Calling

Andrew Hoffman writes that business schools are slow to respond to students’ changing ideals, sticking to a heavy emphasis on 50-year-old notions of shareholder primacy and a “greed is good” mentality. He proposes a different business school model that emphasizes management as a calling.


When a Crisis Hits: Be Resilient and a Catalyst for Positive Change

Positive resilience — the ability to overcome challenges without taking unfair advantage of others — is a key trait that should be present in an organization’s response to a crisis.


Doing Decolonizing 

Business schools and universities across the world are being swept up by a diversified array of decolonizing movements in response to the […]


Outlines of various human figures in different genders and colors

What Does Inclusion Actually Mean?

What does it actually mean for an organization to be inclusive? The authors of this post offer suggestions and context for organizations trying to answer that question.


Metaverse – Together Alone?

How virtual reality platforms respond, and how they protect users and their data, that will ensure the metaverse is a force for good, not the opening of a door to a malevolent underworld.


Preparing the Next Generation of Graduates Using Interdisciplinary Team-Based Learning 

Professional bodies and industry leaders often suggest there’s a mismatch between the theoretical knowledge students acquire at university and the skills they […]


An Invisible Bias with Real Implications for Women Leaders

The underrepresentation of women in senior leadership positions across all sectors is clearly not a pipeline issue. Research points to bias as one reason they aren’t getting ahead.



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