To obtain support for novel business concepts, founders need to go beyond standard pitches, according to new research by Luis Martins, professor of management at the McCombs School of Business at The University of Texas at Austin.

What is required is what he calls fictional framing. It’s a narrative strategy that constructs a future world blending the real and imaginary. Though telling a story, it makes something drastically radical seem possible.

In a study published in the Academy of Management Journal, researchers Krishnan Nair and Eric Y. Lee, assistant professors in the Department of Management at Mays Business School, found that companies led by Republican CEOs generally pursued competitive strategies that more closely resembled those of their industry peers, while Democratic-led firms tended to conform less.

A new study tested the link between stroke recovery outcomes and factors like home health service density, transportation access, and walkability.

Insurance coverage is a significant barrier to accessing virtual pulmonary rehabilitation programs for people with chronic obstructive pulmonary disease (COPD), according to a new study in the July 2026 issue of Chronic Obstructive Pulmonary Diseases: Journal of the COPD Foundation, a peer-reviewed, open access journal.

Work intensity is significantly higher under poor line managers, according to new research led by Bayes Business School (City St George’s, University of London) that could have strong implications for global occupational health and productivity.

A practitioner article published in the SMS Explorer, “AI Will Help Formulate Strategy, But Should Never Finish It,” by Michael Olenick, challenges a growing assumption in the business world: that generative AI can take strategy off executives’ plates. As AI tools grow more capable, the debate has shifted from whether AI can contribute to strategy to whether it should lead it. Olenick, drawing on more than two decades of AI-aided strategy research, argues it should not—and explains precisely where the line must be drawn.

The article examines the role generative AI can—and cannot—play in the strategy process, drawing on Olenick’s development of VSTRAT, an AI-aided strategy system he first built in 2002 and later advanced as a research fellow at INSEAD. The piece references published findings that large language models can generate and evaluate strategies at levels comparable to entrepreneurs and investors, while insisting that the ability to produce strategic outputs is not the same as the authority to commit to them.