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  • Even though we interact with some form of artificial intelligence (AI) every day, a new report from UQ Business School researchers discovered two-thirds of Australians don’t trust AI systems. This raises the question: What does this mean for the future of Australian businesses?
  • Research shows that trust within an organisation is critically important for successfully navigating crises and disruption. Management expert from The University of Queensland Business School, Professor Nicole Gillespie, shares insights on how leaders can maintain employee trust during the current COVID-19 crises.
  • Cancel culture — withdrawing support for public figures when they do or say something offensive — has become so widespread it was Macquarie Dictionary’s 2019 word of the year. Marketing expert, Dr Alison Joubert from The University of Queensland Business School explains how this trend is affecting society and marketers.
  • There’s a long list of corporate scandals that have damaged public trust in respected businesses. Research suggests that corporate wrongdoing is often due to ‘ethical blind spots’ rather than wilful misconduct.
  • Despite a series of suicides by high-profile chefs, conditions have not improved in Australian restaurant kitchens according to one UQ Business School researcher who is exploring ways to create change.
  • It is one of the fastest growing entertainment industries, yet esports lacks regulation and governance, leaving it open for unethical practices and risky behaviours. Although esports is fast becoming mainstream, it still operates in a world of its own, where none of the usual rules apply.
  • A new, high-value asset is being traded on global markets. Described as ‘the new oil’, data has powered the growth of digital giants like Amazon, Google and Facebook by allowing them to target customers more effectively and boost sales. Companies need to develop a more ethical approach or face a backlash, says UQ Business School data expert Dr Ida Someh.
  • Corporate scandals are often blamed on a couple of ‘bad apples’ in the ranks of management, but they are usually indicative of a larger fault in the system. Research shows how to avoid them by designing organisations with trust embedded in the foundations.

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