MIT Sloan School of Management

A new book, “Disposable Workers,” argues that gig workers, freelancers, contractors, part-timers, adjuncts, and other contingent workers deserve more respect.

Companies’ use of ‘disposable workers’ is transforming employment | MIT Sloan Freelancers, contractors, part-timers, gig workers, adjuncts, and other contingent workers deserve more respect, MIT Sloan professor emeritus Paul Osterman writes in his book “Disposable Workers.”

High data liquidity (when data assets can easily be reused and combined) boosts business performance, particularly when it comes to AI use.

Data liquidity leads to AI success | MIT Sloan Three levers — data architecture, data preparation, and data permissions — determine whether data becomes a reusable strategic asset or stays trapped in silos.

As organizations scale generative AI, traditional governance models prove to be too rigid or too loose. Minimum viable governance puts in place just enough oversight to enable responsible innovation without slowing progress.

Balance AI innovation and risk with ‘minimum viable governance’ | MIT Sloan As organizations scale generative AI, traditional governance models prove to be too rigid or too loose. Minimum viable governance calibrates oversight to risk, enabling responsible innovation.

“AI negotiators can do some things humans cannot do, and they can be exploited in ways humans cannot be exploited.” — MIT Sloan professor Jared Curhan

The surprising power of warmth in AI negotiations | MIT Sloan In MIT’s international AI Negotiation Competition, “warmer” agents achieved better outcomes in negotiations with other AI agents.

Most organizations struggle to move from AI experimentation to seeing a return on their investments. Here are five common AI mistakes and how you can overcome them.

What leaders still get wrong about AI | MIT Sloan Organizations are struggling to succeed with AI. Research from the MIT Center for Information Systems Research shows common mistakes and how to overcome them.

By providing climate startups with strategic funding from philanthropists and private companies for early-stage and scale-up costs, catalytic climate finance can make climate technologies less risky and more attractive to private investors.

Building a case for catalytic climate finance | MIT Sloan Many climate technologies fail not because of their effectiveness but because they falter in the “missing middle” of financing. The MIT Catalytic Climate Finance Project aims to bridge that gap.

Leaders are facing unpredictable challenges, and AI is part of a “bewildering onslaught of change” that is driving executives to seek learning opportunities.

What senior leaders want to know about AI | MIT Sloan Leaders are turning to MIT Sloan Executive Education to learn more about AI, including managing humans amid technological change and rethinking their relationships with IT departments.

Much of today’s corporate AI adoption is aimed at automation. But MIT economists Daron Acemoglu, David Autor, and Simon Johnson argue that AI can also move in a different direction — one that extends human judgment, creates new tasks, accelerates skill acquisition, and raises the value of human expertise.

Pro-worker AI, explained | MIT Sloan Artificial intelligence can make workers more capable and productive, but only if leaders design and deploy it to augment human judgment.

What do we need to know about these virtual coworkers and how to get the most out of this collaboration? And how can we be effective leaders of teams of agents — or, at the very least, guide how AI is used in our work and our organizations?

5 things to consider when working with AI | MIT Sloan Researchers at the MIT Initiative on the Digital Economy share the latest insights about getting the most from working with AI, such as personality pairing and reorganizing job tasks.