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The Harvard Business Review Annotated Bibliography

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The Harvard Business Review Annotated Bibliography


All Articles, 1922 through 2007, with Indexes to Authors, Titles and Subjects
STEPHEN K. JOHNSON

McFarland & Company, Inc., Publishers


Jefferson, North Carolina, and London

LIBRARY

OF

CONGRESS CATALOGUING-IN-PUBLICATION DATA

Johnson, Stephen K., 1958 The Harvard business review annotated bibliography : all articles, 1922 through 2007, with indexes to authors, titles and subjects / Stephen K. Johnson. p. cm. Includes bibliographical references and index. ISBN 978-0-7864-4182-2 softcover : 50# alkaline paper 1. Harvard business review Bibliography. 2. Business Bibliography. 3. Economic history Bibliography. I. Title. Z7164.C81.J64 2010 [HF1007] 016.33 dc22 2009001315 British Library cataloguing data are available 2010 Stephen K. Johnson. All rights reserved No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying or recording, or by any information storage and retrieval system, without permission in writing from the publisher. Cover image 2010 Shutterstock Manufactured in the United States of America

McFarland & Company, Inc., Publishers Box 611, Jeerson, North Carolina 28640 www.mcfarlandpub.com

Table of Contents
Preface 1 3

THE BIBLIOGRAPHY

Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Afrmative Action, Equal Opportunity and Multicultural Issues 3; Book Reviews Encompassing an Array of Topics 5; Business as a Profession or Philosophy 6; Business Ecosystems 8; Business School Curriculum 8; Change Management 10; Corporate Board of Directors Topics 14; Corporate or Individual Philanthropy 19; Corporate Reorganization or Downsizing 20; Employee Assessment 21; Employee Pensions or Retirement Issues 22; Employee Problems 25; Employee Prot Sharing or Employee Owned Businesses 28; Employee Turnover or Termination Issues 29; Employee Wage or Salary Structures 30; Entrepreneurial Issues 32; Executive Growth or Professional Development 38; Foreign Operations or Subsidiaries 44; Gender or Racial Workplace Issues 47; Health Care Delivery Issues 50; Human Resource Management Issues 54; Innovation, Creativity or Knowledge Based Economy 61; Job Design and Enrichment Issues 68; Labor Unions or Labor Relations 71; Leadership Issues 79; Lines of Business Reporting 85; Management Science or Theoretical Framework 86; Management Styles or Management Responsibilities 88; Managerial Communication Issues 94; Managerial Compensation Issues 98; Managerial Decision Making 103; Managerial Goals and Achievement of Goals 105; Managerial Selection or Assessment of Management 106; Middle Management Issues 111; Multinational Companies 113; Nonprot Organization Topics 116; Organizational Behavior and Dynamics 118; Organizational Effectiveness 125; Public Interest Topics 129; Research and Development 134; Role and Impact of Management Consultants 136; Upper-Echelon Managerial Concerns 138; Work Groups or Teamwork 141; Worker Safety or Mental Health Concerns 144; Worker Training and Development Topics 145

Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
Advertising Campaigns or Advertising Media 147; Brand Management 152; Consumer Demographics or Behavior 155; Credit or Leasing Arrangements 157; Customer Service Issues 158; Customized Products or Niche Marketing 161; Distribution Channels and Logistics 161; Electronic Commerce 164; Industrial or Commercial Markets 168; International Marketing 169; Market Share 172; Market Strategy, Positioning and Segmentation Topics 173; Market Trends or Forecasting Topics 180; Marketing Research 181; Mass Communication Issues 185; New Product Development 185; Pricing Strategies and Decisions 190; Product Life Cycles 192; Public Relations 193; Purchasing Groups 194;

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Retailing, Selling and Promotion Issues 195; Sales Force Management 200; Sampling, Testing and Survey Instruments 205; Service Economy Markets 205; Trade Associations or Cooperatives 208; Vendor Relations 208; Vertical or Horizontal Integration 208

Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
Alliance Building 209; Analysis, Simulation Activities 210; Competitive or Strategic Advantages 211; Corporate Objectives or Performance 213; Opportunities or Threats 216; Protability or Corporate Growth 217; Strategic Business Units 220; Strategic Planning 221

Economics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225
Agribusiness Concerns 225; Automobile and Trucking Industries 226; Command Economies or Totalitarian Governments 227; Currency Transactions 229; Economic Depression or Recession Conditions 230; Economic Conditions in Foreign Nations or Regions (excludes the United States, Japan and Communist/Totalitarian Nations) 231; Economic Development or Industrial Policy Topics 233; Economic Indicators, Output, Statistics or Productivity 237; Economic or Business Forecasting 240; Economic Safety Net Topics 241; Economics as a Profession or the Role of Economists 242; Energy or Fuel Resources 243; Environmental Issues and Costs 245; Federal Reserve System and Monetary Policy 248; Global Economics or Foreign Trade Topics 249; Ination or Deation and Its Impact on an Economy 256; Japanese Economic and Business Practices 257; Market Economies or Free Enterprise 258; Nationalized or State-Owned Businesses 261; Regulated or Subsidized Industries 261; Tax or Fiscal Policy Issues 262; Transportation Industries (e.g., Airlines, Rail, Highways) 265; Unemployment Issues 269; Wartime Economy 270; World War IIs Aftermath 275

Finance and Banking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277


Banking Industry Activities 277; Bond Portfolios or Bond Markets 281; Company Takeover Issues or Merger-Acquisitions Topics 282; Consumer Credit Industry 287; Corporate Finance Decisions 288; Dividend Policies or Strategies 296; Initial Public Offerings 296; Institutional Investment 297; International Finance 298; Investment Banking, Private Equity, Capital Markets and Venture Capital Issues 300; Publicly Traded Companies or Disclosure Process 302; Real Estate Issues 304; Securities and Investment Analysis 306; Shareholder Relations or Shareholder Value Issues 308; Socially Responsible Investments 310

Business Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311


Anti-Trust Laws and Situations 311; Arbitration or Negotiation Activity 313; Bankruptcy Issues 314; Commercial Liability Issues 315; Consumer Interests and Protection 315; Contracts and Agreements 317; Estate, Trusts or Inheritance Topics 317; Ethics or Dishonesty Issues 317; Governmental Impact or Regulation 321; Insurance or Risk Management Issues 324; Intellectual Property Topics or Trade Secrets 325; Judicial Action or Litigation 327; Role of Attorneys 327

Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
Accounts Receivable Strategy 328; Assets Issues Concerning Accounting 329; Audit Issues 329; Cash Flow Issues 329; Depreciation Methods 330; FASB or GAAP Statements 330; General Accounting Principles and Issues 331; Ination Accounting 332; International Accounting Issues 332; Inventory Management Issues 333; Management or Cost Accounting Topics 334; Operating or Other Budget Topics 337; Other Financial Accounting Topics 338; Pension Accounting Topics 340; Role of Accountants 340; Tax Accounting Strategies 341

Decision Sciences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341


Flow Charts or Decision Trees 341; Mathematical or Statistical Analysis for Problem Solving Purposes 342; Operational Research Topics 344; Utilization of Graphic Displays 345

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Table of Contents

Information Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346


Automation or Computerization and Its Impact 346; Computer Privacy or Computer Ethics Issues 350; Computer Security Issues 350; Computer Software Industry or Issues 350; Information or Network Based Economy 351; Systems Management or Maintenance 352; Telecommunication or Network Issues 356; Workforce or Marketplace Integration with Technology 356

Operations and Production. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358


Computer Aided Design or Manufacturing 358; Engineers and Engineering 359; Factory Operations 359; Factory Locations 360; Manufacturing Resource Planning 362; Manufacturing Systems 364; Materials and Supply Chain Management 366; Product Costs 369; Product Development and Time to Market 370; Project Analysis 371; Quality Control Issues 371; Reengineering Issues 373; Technological Change 373

Public Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 374


Business-Government Interaction 374; Domestic Politics 377; Foreign Policy or International Affairs 378; National Defense Issues 378; Public Administration 381; Urban Regional Affairs 383

Social Behavior, Race, Culture and Religion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 384 Science . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387


Importance of Scientic Research 387

Importance of Education Articles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389 Author Index Title Index Subject Index 391 414 458

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Preface
Being a business librarian is a perfect career for someone like myself, given my love for the stock market, business-oriented cable programming, and business publications such as the Wall Street Journal, Fortune Magazine, Business Week, The Financial Times, and my favorite, the Harvard Business Review. With its feature articles, case studies, interviews and monthly segments Keeping Informed, Tool Kit, First Person and Forethought, Harvard Business Review provides insight into the worlds economy as well as its social structure, its biological environment, and a plethora of other subjects and issues relevant to ones work life as well as the markets and emerging technologies. Its articles, be they from a recent issue or something published 40 or 50 years ago, possess a timeless quality, and more often than not, often stand the test of time. As a university librarian, I often work with students and faculty members who major or teach in departments other than our school of business (e.g., education and law, public administration, psychology and social behavior). Students in this context often need articles focusing on leadership, organizational behavior, human resource management, decision making, communication and ethics for their course work. Harvard Business Review is often the source that provides the most germane material. Faculty members also can use Harvard Business Review for a myriad of course requirements (e.g., someone teaching a seminar class for school administrators who is in need of material dealing with issues involving organizational behavior; an MIS professor having students critique articles published during the 1940s in infancy of MIS and the computer; or, to cite a recent case, a professor leading a law seminar focusing on the impact of globalization, part of which involved taking the class to Argentina). What I realized over ten years ago was that it paid to be on top of articles published by Harvard Business Review if I wanted to help satisfy the needs of library users on my campus. To achieve this, as well as enhance my personal grasp of business, I started writing two or three annotations on every article to appear in Harvard Business Review since it inception in October 1922. It was a fascinating project, one that it took me nine years to complete. My real hope is that this annotative bibliography can trigger greater use in classroom discussion and research on college campuses and other organizations. Moreover, I hope that the bibliography can contribute to 20th century (and early 21st century) American and world history. What I instantly found were first-person accounts of what it was like to operate a business during the 1920s, the Great Depression and under Franklin Roosevelts New Deal programs; in Europe during the same time period, and of the events that led to the rise of Nazi Germany, Fascist Italy and subsequently World War II. There is great historical significance in these articles on how American business and industry mobilized for World War II and then the rampant inflation and labor strife

Preface following the war. In the 1950s and 1960s, many of the articles deal with the notion of the organizational man working for huge corporations. Articles also explore and explain the political and social turmoil of the 1960s and 1970s, the stagflation that stymied the American and world economies through the early 1980s, the rise of Japan as an economic power, and more recently, the information economy and electronic commerce as well as efforts towards globalization that took hold starting in the early 1990s. My strong belief is that not enough people know about these articles. Most significantly, they were never indexed by the H.W. Wilson Company until the late 1950s, when it launched its Business Periodicals Index. In its early days, Harvard Business Review also published material by prominent non-business academics such as Reinhold Niebuhr, Alfred North Whitehead, and Margaret Mead. Peter Drucker was a frequent contributor to the publication. In recent times, contributors including Rosabeth Moss Kanter, C.K. Prahalad, Harry Levinson, John Kotter, Michael Potter, Regina Herzlinger, Pankaj Ghemanat, Henry Mintzberg, Gary Hamel and Theodore Levitt made phenomenal contributions to peoples understanding of the global and information economy. A tremendous opportunity related to this annotated bibliography arose in the summer of 2000 when the EBSCO Corporation obtained exclusive rights to make the entire archive of Harvard Business Review articles available to its database users. My experience with fully digitized archives of publications is that it is phenomenal for those who know precisely what they want in an article, but browsing can be difficult and cumbersome. This makes an annotated bibliography a valuable source of information and reference tool. Another hope of mine is that this book will be a helpful aid to the EBSCO archives of Harvard Business Review. In creating this bibliography, the articles

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going back to the October 1922 launch of Harvard Business Review were assigned to one of approximately 200 subject headings or themes. I set up this classification scheme based on the divisions or departments that one might find in a universitys school of business (e.g., accounting, business law, decision sciences, finance and banking, information systems, management, marketing, operations or production and strategy). There were also articles from subject areas including education, public administration and government, the importance of science and social behavior and religion. All of these constitute the broad classification terms under which I developed terms more specific to that subject area. Many articles were impossible to pigeon hole into a specific category. I would change the subject classification of those articles each time I looked at them. Finally, I had to stop and take a damn the torpedoes approach. The moral of this for users of this bibliography is to examine a broad range of classification terms when searching for articles relevant to ones subject-specific needs. Entries are in backward-moving chronological order, and if the article is from a regular feature book reviews in the monthly For the Managers Bookshelf segment, for example this is noted immediately preceding the descriptive annotation. I can hardly begin to express my gratitude to my incredible wife, Deb, and my stepson, Jordan; the three dogs (Shadow, Dana and Dax) we have had during these nine years; both my and Debs families; and the many people I have had the great privilege of working with (were I to name all of you, the list would go on for pages). Know that I will always be grateful to all of you. Thanks! Stephen K. Johnson Business and Distance Education Librarian The University of South Dakota

THE BIBLIOGRAPHY
Management
Afrmative Action, Equal Opportunity and Multicultural Issues
See Also: Gender or Racial Workplace Issues

5 Thomas, D. A. and R. J. Ely. 1996. Making Differences Matter: A New Paradigm for Managing Diversity. HBR 74 (September-October, no. 5): 79 90.
Thomas and Ely discuss why some organizations, in seeking access to a more diverse clientele, know why their demographics better match those of their targeted consumers.

1 Hewlett, S. A., C. B. Luce and C. West. 2005. Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives. HBR 83 (November, no. 11): 7482.
Hewlett and her coauthors examine the inordinate amount of community service that minority professionals participate in outside the workplace. These same individuals also engage in more than their share of recruiting, mentoring and committee work in their professional employment.

6 Gentile, M. C. 1991. The Case of Unequal Opportunity. HBR 69 ( July-August, no. 4): 1425.
[HBR Case Study Feature]Gentiles case study involves a promotion decision for an overseas post in which a candidates race may need to be considered.

2 Thomas, D. A. 2004. Diversity as Strategy.


HBR 82 (September, no. 9): 98108.
Thomas describes how much of IBMs turnaround in the last decade stems from the companys unwavering commitment to diversity and hiring from Americas Asian, Black, Gay, Hispanic and other underrepresented communities; all of which produces new and protable markets.

7 Thomas, R. R., Jr. 1990. From Afrmative Action to Afrming Diversity. HBR 68 (March-April, no. 2): 107117.
Todays rms need to create openly multicultural workplaces that tap the full potential of every employee without articial programs, standards or barriers. Thomas offers ten guidelines for managing a diversity and organizational culture.

3 Humphreys, J. 2002. The Best of Intentions. HBR 80 ( July, no. 7): 3142.
[HBR Case Study Feature]Humphreys case study focuses on a sales manager who must decide whether to hire an African-American sales representative for a socially conservative district in the American South.

8 Hall-Sheehy, J. W. 1986. The Unknown Vietnam Vet Manager. HBR 64 (May-June, no. 3): 117 121.
Companies who buy the stereotype of Vietnam veterans being high-risk employees short-change themselves. Many Vietnam veterans gained responsibility and leadership skills from this that will make them successful corporate managers.

4 Bowen, W. G., D. Bok and G. Burkhart. 1999.


A Report Card on Diversity: Lessons for Business from Higher Education. HBR 77 ( January-February, no. 1): 138149.
As former university presidents of Princeton and Harvard, Bowen and Bok challenge the notion of pure merit for university admissions. The authors also probe whether race-sensitive admissions policies has been successful and the ramications this has for corporate hiring.

9 Bowe, F. 1985. Intercompany Action to Adapt Jobs for the Handicapped. HBR 63 ( January-February, no. 1): 166168.
[Ideas for Action Feature] Having employees who become disabled return to their jobs makes economic sense in light of the electronic aids and other devices that are available.

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Afrmative Action legislation are susceptible to endless litigation and crippling nancial judgments.

10 Pati, G. C. and G. Morrison. 1982. Enabling


the Disabled. HBR 60 ( July-August, no. 4): 152 168.
[Special Report Feature] Pati and Morrison describe how disabled employees are more productive when they help design their employment responsibilities.

18 Boyle, B. B. 1973. Equal Opportunity for


Women Is Smart Business. HBR 51 (May-June, no. 3): 8595.
Since few companies have made any signicant commitment to upgrade the status of women, Boyle describes ten components of an effective afrmative action plan.

11 Pati, G. C. and J. L. Adkins, Jr. 1980. Hire the


Handicapped-Compliance Is Good Business. HBR 58 ( January-February, no. 1): 1422.
[Special Report Feature] Pati and Adkins describe how companies are oblivious to the plight of disabled job applicants. The Department of Labor will soon enforce provisions of The Vocational Rehabilitation Act of 1973 which levies stiff nes for companies not in compliance.

19 McKersie, R. B. 1968. Vitalize Black Enterprise. HBR 46 (September-October, no. 5): 88 99.
McKersie argues that until minority groups become the employers rather than the employees, they will remain on the outer fringes of the American economy despite the efforts of American companies to hire and train unemployed African-Americans and other minorities.

12 Gumpert, D. E. 1979. Seeking MinorityOwned Businesses as Suppliers. HBR 57 ( JanuaryFebruary, no. 1): 110116.
Gumpert discusses how corporations engaged in minority purchasing and set-aside programs face signicant obstacles for nding minority businesses capable of serving as reliable suppliers and subcontractors.

20 Barrett, R. S. 1968. Gray Areas in Black and


White Testing. HBR 46 ( January-February, no. 1): 9295.
[Management Memo Feature] African-American job applicants typically score lower than their white counterparts on standardized tests. Barrett points out how this creates a signicant dilemma for businesses committed to being equal opportunity employers while, at the same time, striving to maintain skilled workforces.

13 Nathanson, R. B. 1977. The Disabled Employee: Separating Myth from Fact. HBR 55 (MayJune, no. 3): 68.
[Ideas for Action Feature] Nathanson argues how employer reluctance for hiring disabled workers stems from unfounded myths and false assumptions.

21 Ward, L. B. 1965. The Ethnics of Executive Selection. HBR 43 (March-April, no. 2): 628, 171 172.
[Problems in Review Segment] Ward reports on religious barriers that many face for executive careers.

14 Deutsch, A. R. 1976. Does Your Company


Practice Afrmative Action in Its Communications? HBR 54 (November-December, no. 6): 16, 186188.
[Ideas for Action Feature] Deutsch explains how communications materials in most companies is being produced as if afrmative section never existed.

22 Burr, H. B. 1963. Why Penalize Firms Hiring


Handicapped Workers? HBR 41 ( July-August, no. 4): 5658.
By bridging the employment barrier posed by disabilities, less need would exist for the public sector and private enterprise to support disabled individuals and their dependents.

15 Churchill, N. C. and J. K. Shank. 1976.


Afrmative Action and Guilt-Edged Goals. HBR 54 (March-April, no. 2): 111116.
Churchill and Shank contend that government and business are approaching employment equality for women and minorities the wrong way. A model needs to be developed that shows the ow or movement of both groups into management capacities.

23 Perry, J. 1963. Business Next Target for Integration. HBR 41 (March-April, no. 2): 104115.
Management must help improve the African Americanss place throughout industry to help eliminate racial prejudice.

16 Purcell, T. V. 1974. How GE Measures Managers in Fair Employment. HBR 52 (NovemberDecember, no. 6): 99104.
General Electric has historically been a leader in providing equal employment opportunities to AfricanAmericans, women, and other minorities. Purcell describes how GE initiated a reporting structure that rewards or penalizes top management by their ability to increase these employment levels.

24 Morrow, J. J. 1957. American Negroes: A


Wasted Resource. HBR 35 ( January-February, no. 1): 6574.
Morrow argues why it is in industrys best interests to hire and provide better employment opportunities to African-American citizens.

25 Parkinson, R. 1948. Fair Employment Practices


Legislation. HBR 26 ( January, no. 1): 115128.
Given the impact of the war, Congress is apt to devote a great deal of time debating and implementing fair employment practices and anti-discrimination legislation. Corporate executives, in turn, need to be sensitive to this issue in light of the number of disabled veterans needed to be absorbed into the workforce.

17 Chayes, A. H. 1974. Make Your Equal Opportunity Program Court-Proof. HBR 52 (September-October, no. 5): 8189.
Companies who have not assessed how compliant their organization are with regard to the recently enacted

Management

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Book Reviews Encompassing an Array of Topics


26 Dickson, D. N. 1986. Self-Help from Japan.
HBR 64 ( January-February, no. 1): 820.
[For the Managers Bookshelf Feature] Arguing how the Japanese changed international corporate competition for good, Dickson reviews six recently published books relevant to Japanese business practices.

34 Bowen, N. C. 1981. Books for the Thoughtful Executive. HBR 59 (November-December, no. 6): 4856.
[For the Managers Bookshelf Feature] Fourteen recently published books that the Baker Library added to its collection are reviewed.

35 _____. 1981. Books for the Thoughtful Executive. HBR 59 (March-April, no. 2): 6674.
[For the Managers Bookshelf Feature] Bowen looks at recently published books that the Baker Library at the Harvard Business School recently acquired in the areas of energy policy, women in business, ethics, regulation and strategy.

27 Webber, A. M. 1985. Globalization and Its


Discontents. HBR 63 (May-June, no. 3): 3854.
[For the Managers Bookshelf Feature] Webber reviews several books, such as Jonathan Kwitnys Endless Enemies: The Making of an Unfriendly World, on the changing assumptions that American managers need to grasp if their rms are to be globally competitive.

36 Daniells, L. M. 1980. Books for the Thoughtful Executive. HBR 58 (November-December, no. 6): 6572.
[For the Managers Bookshelf Feature] Daniells describes several new books received by the Baker Library in the areas of entrepreneurialship, organizational behavior, strategic planning, career planning, business history, investments, and labor relations.

28 Nye, J. S., Jr. 1985. Nuclear Dilemmas. HBR 63 (March-April, no. 2): 2834.
[For the Managers Bookshelf Feature] Nye assesses books by Freeman Dyson and Jonathan Schell concerning the possibility of nuclear war.

29 Dyer, D. 1984. Reconsidering Industrial Relations. HBR 62 (November-December, no. 6): 8 16.
[For the Managers Bookshelf Feature] Dyer reviews some recently published books pertaining to organized labors impact on economic performance and whether employee ownership is a legitimate remedy.

37 _____. 1980. Books for the Thoughtful Executive. HBR 58 ( July-August, no. 4): 2332.
[For the Managers Bookshelf Feature] Daniells produces 12 paragraph reviews of 20 recently published books in strategic planning, organizational behavior, managerial economics, general management, investments, nance, control, and social issues.

30 Gumpert, D. E. 1984. Probing the Venture


Capital Creation Process. HBR 62 (March-April, no. 2): 2330.
[For the Managers Bookshelf Feature] Gumpert reviews several books relevant to writing business plans and in dealing with venture capitalists.

38 Chateld, M. V. 1979. Considering the Future and Assessing the Past. HBR 57 ( July-August, no. 4): 5056.
[For the Managers Bookshelf Feature] Chateld reviews Katona and Strumpels A New Economic Era; Wayss The Future of Business: Global Issues in the 80s and 90s; along with Blackler and Browns Job Redesign and Management Control: Studies in British Leyland and Volvo.

31 Dickson, D. N. 1983. Understanding Mad Hatter Finance. HBR 61 (September-October, no. 5): 2632.
[For the Managers Bookshelf Feature] Dickson assesses books relevant to nancial management such as Seligmans The Transformation of Wall Street: A History of the Securities Exchange Commission and Modern Corporate Finance and Donaldson and Lorschs Decision Making at the Top.

39 _____. 1979. Books for the Thoughtful Executive. HBR 57 (March-April, no. 2): 6374.
[For the Managers Bookshelf Feature] Heilbroners Beyond Boom and Crash, Boorstins The Republic of Technolog y: Reections on Our Future Community, along with The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker are among recently published books reviewed by Chateld.

32 Chateld, M. V. 1983. Books for the Thoughtful Executive. HBR 61 ( January-February, no. 1): 4854.
[For the Managers Bookshelf Feature] Chateld reviews six recently published books on topics dealing with industrial policy, statistical forecasting, science and technology, along with the nature of Japanese business.

40 Judd, M. 1978. Books for the Thoughtful Executive. HBR 56 (November-December, no. 6): 5056.
[For the Managers Bookshelf Feature] Judd reviews 15 recently published books relevant to market strategy, divestment, human resource management, compensation, the environment and economics.

33 _____. 1982. The Analytical Engine. HBR 60


(May-June, no. 3): 4650.
[For the Managers Bookshelf Feature] Among other things, Chateld reviews Jeremy Bernsteins The Analytical Engine: ComputersPast, Present and Future as well as The Money Lenders: Bankers in a World of Turmoil by Anthony Sampson.

41 _____. 1978. Books for the Thoughtful Executive. HBR 56 ( July-August, no. 4): 7277.
[For the Managers Bookshelf Feature] Judd reviews 17 recently published books, circa. 1978, relevant to zero-based budgeting, strategic planning and organizational design.

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derpinnings of American-style stock-market capitalism.

42 _____. 1978. Books for the Thoughtful Executive. HBR 56 (March-April, no. 2): 174184.
[For the Managers Bookshelf Feature] Judds literature review encompasses 16 recently published books on management and an array of other issues.

50 Hamel, G. 1996. Strategy as Revolution. HBR


74 ( July-August, no. 4): 6983.
Hamel contends that strategy consists of nothing more than following the rules of an industry. Companies are now redening those rules. As such, a new philosophical foundation is critically needed.

43 Kipp, L. J. 1977. Books for the Thoughtful Executive. HBR 55 (November-December, no. 6): 158162.
[For the Managers Bookshelf Feature] Kipps literature review assesses Walter Hellers The Economy: Old Myths and New Realities, Henning and Jardims The Managerial Woman, along with Remaking American Values: Challenge to a Business Society by Chamberlain.

51 DeMott, B. 1989. Reading Fiction to the Bottom Line. HBR 67 (May-June, no. 3): 128134.
DeMott challenges the notion that literature has no relevance to the business world, particularly in a world fraught with chaos and unpredictability.

44 Lovett, R. W. 1977. Business Sits for Its Portrait. HBR 55 ( July-August, no. 4): 160162.
[For the Managers Bookshelf Feature]E. R. Harrimans I Reminisce, As I See It by J. Paul Getty, or Stanley Marcuss Minding the Store: A Memoir are utilized by Lovett to illustrate the number of approaches that exist for recording corporate history.

52 Bartlett, J. W. 1988. The Real Business of Bonre. HBR 66 ( July-August, no. 4): 1619.
[For the Managers Bookshelf Feature] In reviewing Tom Wolfes novel, The Bonre of the Vanities, Bartlett senses that Wolfe must believe that contemporary society has come unhinged through its worship of money.

45 Chateld, M. V. 1976. Books About People Who Make Business History. HBR 54 (NovemberDecember, no. 6): 174186.
Chatelds literature review involves de Mares Corporate Lives; Putting the Corporate Board to Work by Brown; and Turrants Drucker: The Man Who Invented the Corporate Society.

53 Baida, P. 1986. Flying Kites with Ben


Franklin. HBR 64 ( January-February, no. 1): 98 109.
Ben Franklin could teach some valuable lessons on business, philanthropy and public life; particularly in regards to nancial independence, having a deep understanding of people and keen entrepreneurial acumen.

46 _____. 1975. Some Books Published in 1975


About Business. HBR 53 (November-December, no. 6): 154160.
Chatelds literature review focuses on Galbraiths Money: Where It Went; The Quiet Revolution: Reections on the Changing Prole of American Business by Robert Dunlop and Fernandezs Black Managers in White Corporations.

54 Haspeslagh, P. 1982. Portfolio Planning: Uses


and Limits. HBR 60 ( January-February, no. 1): 5873.
Business theories or ideas often surface that are divorced from reality. These approaches typically fail since a rms future is more often determined by its managerial judgment than its structural position.

47 _____. 1975. From Banking to Multinational


Operations. HBR 53 ( July-August, no. 4): 158 160.
Chateld reviews Martin Mayers The Bankers: Consulting for Organizational Change by Fritz Steele; and Corporate Lib: Womens Challenge to Management, edited by Eli Ginzberg and Alice Yohalem.

55 Smith, G. D. and L. E. Steadman. 1981. Present Value of Corporate History. HBR 59 (NovemberDecember, no. 6): 164173.
Business history needs to concentrate on the dynamic accumulation of past events and decisions along with the implications those have on the future. All-too-often, this genre consists of self-serving celebrations or sensational exposes.

48 Twedt, D. 1975. Management Handbooks for


Continuing Education. HBR 53 ( July-August, no. 4): 3646, 161.
[Keeping Informed Feature] Habitual retooling of ones skills and knowledge is never been more important given the complexity of todays operating environment. Twedt recommends several books on information technology, ethics, and marketing.

56 Chateld, M. V. 1980. Attack On- And Support of-Business Practices. HBR 58 (September-October, no. 5): 163166.
[For the Managers Bookshelf Feature] Chateld reviews several recently published books that attack corporate practices, most notably J. Patrick Whites On a Clear Day You Can See General Motors.

Business as a Profession or Philosophy


49 Handy, C. 2002. Whats a Business For? HBR
80 (December, no. 12): 4955.
[Big Picture Feature] In the aftermath of the Enron and Worldcom scandals, Handy examines the un-

57 Brooks, J. 1978. Review of The Visible Hand.


HBR 56 ( January-February, no. 1): 148150.
[For the Managers Bookshelf Feature]Brooks reviews Alfred Chandlers The Visible Hand on the development in corporate management between the 1840s and the end of World War I.

7
58 Barnett, R. C. and R. Tagiuri. 1973. What Young People Think About Managers. HBR 51 (May-June, no. 3): 106118.
Barnett and Tagiuri administered a questionnaire for teenagers relevant to management and occupational preferences. The two found that this population possesses a strong grasp of what management entails but lack an understanding of the many nancial concepts involved with business.

Management

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thors describe how faith enables people to perceive and act on Gods answer to each situation within their limited power of discernment.

67 Cole, A. H. 1958. Transcendental Aspects of


Business. HBR 36 (September-October, no. 5): 51 60.
Cole rejects the notion business can be described in just material or physical terms. The transcendental aspects (i.e., the primacy of the spiritual and superindividual in contrast to the material and empirical) are equally important and should weigh heavily in the mindset of executives.

59 Lodge, G. C. 1970. Top Priority: Renovating


Our Ideology. HBR 48 (September-October, no. 5): 4355.
Before any social problem can be solved, the role that government plays in American life needs to be revamped.

60 Andrews, K. R. 1969. Toward Professionalism


in Business Management. HBR 47 (March-April, no. 2): 4960.
Whether business possesses the attributes of professionalism is largely contingent on whether it does anything to enhance society.

68 Levitt, T. 1958. The Danger of Social Responsibility. HBR 36 (September-October, no. 5): 41 50.
Businesses would have a better chance to survive and be better corporate citizens if they focused on long-term prots and let government deal with the socio-economic problems of people.

61 Blough, R. M. 1966. Business Can Satisfy the


Young Intellectual. HBR 44 ( January-February, no. 1): 4957.
Highly sophisticated college graduates are necessary for todays job market given the complexity of organizations and their operating environments as well as technological change.

69 Gardner, B. B. and L. Rainwater. 1955. The Mass Image of Big Business. HBR 33 (NovemberDecember, no. 6): 6166.
Gardner and Rainwater cite several studies in which a large majority had a favorable attitude toward big business despite the apprehensiveness that people also possess about business.

62 Bunke, H. C. 1965. Priests Without Cassocks. HBR 43 (May-June, no. 3): 103109.
Bunke maintains corporate executives live a white lie by upholding the prot-and-loss standard in private while publicly downplaying it.

70 Winschuh, J. 1951. Young Businessmen and Germanys Future. HBR 29 (May, no. 3): 3541.
Winshuh describes how a new generation of German executive is emerging in what is a most chaotic time. This group must have a strong sense of espirit-de-corps for responding to attacks from anti-capitalist antagonists.

63 Donham, P. 1962. Is Management a Profession? HBR 40 (September-October, no. 5): 6068.


Donham contends that businessmen should not be considered professionals since they never place service above personal gain and that their primary devotion is to prots; which is how it should be.

71 Abrams, F. W. 1951. Managements Responsibilities in a Complex World. HBR 29 (May, no. 3): 2934.
Abrams, as Standard Oils CEO, believes that management will achieve the status of a profession when public duty is its overarching priority.

64 Johnson, A. M. 1961. Business History for the Businessman. HBR 39 (May-June, no. 3): 3244, 174176.
[Keeping Informed Feature] Johnsons essay provides an annotated list of books that traces business history in the United States from the robber baron days, through the socially conscious New Deal, to the new frontier as embodied by the Kennedy Administration.

72 Drucker, P. F. 1950. Management Must Manage. HBR 28 (March, no. 2): 8086.
Drucker argues that American management must articulate its functions and responsibilities in a free enterprise structure. This will generate a legitimacy which is sorely lacking.

73 Roper, E. 1949. The Public Looks at Business.


HBR 27 (March, no. 2): 165174.
Roper nds that the publics view of the business community is primarily shaped by how business satises their needs.

65 Rice, J. H. 1960. Existentialism for the Businessman. HBR 38 (March-April, no. 2): 135143.
Existentialisms emphasis on self-knowledge and its concepts of responsibility, anxiety, and guilt provide a fresh approach to meaning in business life.

74 Cole, A. H. 1945. Business and the Stream of


Social Thought. HBR 23 (Winter, no. 2): 203210.
Coles reviews sixteen books that dene the historical and social underpinnings of business and economics.

66 Learned, E. P., A. R. Dooley and R. L. Katz. 1959. Personal Values and Business Decisions. HBR 37 (March-April, no. 2): 111120.
To ease the tensions and conicts when an executives spiritual values and their daily demands clash, the au-

75 Taussig, F. 1941. My Fathers Business Career.


HBR 19 (Winter, no. 2): 177184.
Taussig discusses the career of his father who was born

7692

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depends on the collective health of the organizations that inuence the creation and delivery of a product. Knowing what to do means understanding ones ecosystem and the organizations role in it.

and educated in Prague and then emigrated to the United States in 1846. The elder Taussig worked in a chemical rm, was a tax collector, bridge builder and even a physician.

76 Moore, C. W. 1939. The Rise of the Industrial


Executive. HBR 18 (Autumn, no. 1): 8293.
Moores epistolary article consists of letters from Andrew Dennison to his sons as a way to capture the history of this familys business throughout New England.

85 von Ghyczy, T. 2003. The Fruitful Flaws of


Strategy Metaphor. HBR 81 (September, no. 9): 8694.
It may be tempting to draw business lessons from disciplines like warfare, biology, or music. One, however, needs to examine how these metaphors break down and must never be seduced by them.

77 Gras, N. S. B., H. M. Larson, R. M. Hower and F. E. de Roover. 1937. The Literature of Business History. HBR 16 (Autumn, no. 1): 105125.
Literature review encompassing two dozen biographies of business leaders and the historical practices of the period.

86 Meehan, W. F., III, R. Lemmens and M. R.


Cohler. 2003. What Venture Trends Can Tell You. HBR 81 ( July, no. 7): 1818.
[Forethought Feature] Meehan and his coauthors discuss new McKinsey & Co. research on what the venture capital industry means for the broader business community.

78 Lawrence, W. 1931. George Fisher Baker [Eulogy]. HBR 9 ( July, no. 4): 385388.
Contains the text of the authors eulogy for a distinguished Wall Street banker and benefactor for the Harvard Business School.

79 Donham, W. M. 1927. The Social Signicance of Business. HBR 5 ( July, no. 4): 406419.
Donham nds the United States to be a nation of idealists. American society is also materialistic. Complicated social, political, and international questions press for solutions and compel reappraisal as to the signicance of business.

87 Sutcliffe, K. M. and K. Weber. 2003. The High Cost of Accurate Knowledge. HBR 81 (May, no. 5): 7482.
New research indicates how senior management interprets its external environment is more important than how it knows its operating or competitive environment.

88 Moore, J. F. 1993. Predators and Prey: A New


Ecology of Competition. HBR 71 (May-June, no. 3): 7586.
Upper management must grasp the various stages relevant to a business ecosystem. In this context, rms cannot be perceived as isolated competitors because rms evolve around innovation, working cooperatively and by satisfying consumer needs.

80 Usher, A. P. 1925. Sources of Modern Businesses and Practice. HBR 3 (April, no. 3): 275286.
Usher writes why Jacques Savarys The Perfect Businessman, on 17th century business practices, stands the test as a great classic in business literature.

81 Lowell, A. L. 1923. The Profession of Business. HBR 1 ( January, no. 2): 129131.
True professions seek to expand, not restrict, the number of practitioners. They also work to improve the preparation of new employees for the work theyll do.

89 Bower, M. 1987. Self-Improvement for


CEOs. HBR 65 ( January-February, no. 1): 110112.
[For the Managers Bookshelf Feature] Bower reviews Thomas Hortons What Works for Me in which 16 CEOs discuss their environmental constraints.

Business Ecosystems
82 Breakthrough Ideas of 2007. 2007. HBR 85
(February, no. 2): 2054.
[The HBR List Feature] Twenty writers produced one page essays on the trends that will make an impact on business in the foreseeable future.

90 Nolan, J. 1975. Protect Your Public Image with


Performance. HBR 53 (March-April, no. 2): 135 142.
Nolan maintains American management is particularly passive at communicating its point of view to the American public. Moreover, its grossly out-of-step with some important social and political trends.

83 Mayo, A. J. and N. Nohria. 2005. Zeitgeist


Leadership. HBR 83 (October, no. 10): 4560.
[Big Picture Feature] By analyzing how Americas business landscape evolved on a decade-by-decade basis throughout the 20th century, Mayo and Nohria describe the profound impact that six contextual factors (i.e., government intervention, global events, demographics, social mores, technology and organized labor) or zeitgeist has on a rms well-being.

91 Nazarevsky, V. A. 1974. A Soviet Economist Looks at U.S. Business. HBR 52 (May-June, no. 3): 4957.
Nazarevsky describes the forces changing American business such as computerization, centralization, the growth of R&D, diversication, and worker discontent.

Business School Curriculum


92 Contu, D. 2006. Leadership in Literature: A
Conversation with Business Ethicist Joseph L. Badaracco, Jr. HBR 84 (March, no. 3): 4755.

84 Iansiti, M. and R. Levien. 2004. Strategy as Ecology. HBR 82 (March, no. 3): 6878.
Stand-alone strategies never work when ones success

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[Different Voice Feature] A smaller proportion of students entering MBA programs have backgrounds in the liberal arts. As a Harvard Business School faculty member, Badaracco argues that MBA students will grow far more in leadership, business ethics and organizational behavior by being well-grounded in the works of Sophocles, Shakespeare, Joseph Conrad and Arthur Miller than the analytical techniques that are now in vogue.

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tween academic performance from an MBA program and career success and leadership in any corporate organization.

100 Andrews, K. R. 1961. Reaction to University Development Programs. HBR 39 (May-June, no. 3): 116134.
Over 6,000 executives appraise university-sponsored executive development programs from the standpoint of the quality of instruction, impact on promotion, and the general values gained.

93 Bennis, W. G. and J. OToole. 2005. How


Business Schools Lost Their Way. HBR 83 (May, no. 5): 96104.
Bennis and OToole describe how business schools are so focused on scientic rigor that the complex, messy, multidisciplinary and unquantiable issues that characterizes most business decision-making is ignored. As such, todays students are not being instilled with ethical behavior, leadership qualities and other useful skills.

101 Fielden, J. S. 1959. Business Education. HBR 37 (November-December, no. 6): 3542, 182192.
[Thinking Ahead Feature] Fielden discusses a recently published Carnegie study on the problems inherent with undergraduate business curriculums. The study advocates a broad, intellectually challenging curriculum with a rm foundation of liberal arts courses for business school students.

94 Linder, J. C. and H. J. Smith. 1992. The Complex Case of Management Education. HBR 70 (September-October, no. 5): 1633.
[HBR Case Study Feature] Bay International Industries questions its involvement with a business schools MBA program as top management nds the business school spends too much time on theory at the expense of execution.

102 Selekman, B. M. 1958. Cynicism and Managerial Morality. HBR 36 (September-October, no. 5): 6171.
Business schools are increasingly helping executives make decisions involving personnel, customers as well as government bureaucrats. In addition, the topics of justice and ethical dealings are surfacing in tandem with efciency and protability issues throughout business schools in the United States.

95 Jenkins, R. L., R. C. Reizenstein and F. G.


Rodgers. 1984. Report Cards on the MBA. HBR 62 (September-October, no. 5): 2030.
[Probing Opinions Feature] From surveying a wide array of corporate executives and academics, the authors examine whether business schools adequately prepare their graduates for the rigors of corporate life.

103 Andrews, K. R. 1951. Executive Training in


Human Relations. HBR 29 (September, no. 5): 5870.
After experimenting for four years, Andrews nds the case study method to be particularly effective when teaching about issues affecting companies.

96 Behrman, J. N. and R. I. Levin. 1984. Are Business Schools Doing Their Job? HBR 62 ( JanuaryFebruary, no. 1): 140147.
[Special Report Feature] Behrman and Levin nd that business schools do not emphasize the boldness, imagination and creativity that MBA students must possess in an economy driven by innovation and information.

104 Conant, J. B. 1947. Science and the Practical Arts. HBR 25 (Autumn, no. 4a): 543553.
Despite having no formal training, increasing numbers of corporate executives make decisions having scientic or technical ramications. Conant is troubled by this and advocates that college business administration majors be exposed to the historical developments in the sciences in lieu of the basic science courses they are required to take.

97 Wendel, W. H. 1981. Desirable Job Title: Executive in Residence. HBR 59 (November-December, no. 6): 3034.
[Ideas for Action Feature] Following retirement as the president of the Kennecott Corporation, Wendel describes his exhilerating experience as Cornell Universitys executive-in-residence.

105 Calkins, R. D. 1946. Objectives of Business Education. HBR 25 (Autumn, no. 1): 4657.
To develop effective business administration programs, business school objectives need to be cogent before they can become educational goals. A planning document also needs to address how these objectives and goals can be achieved.

98 Steele, J. E. and L. B. Ward. 1974. MBAs: Mobile, Well Situated, Well Paid. HBR 52 ( JanuaryFebruary, no. 1): 99110.
Steele and Ward studied the career paths of members from six different MBA classes at sixteen universities; the class of 1947 being the earliest and 1969 as the most recent class.

106 _____. 1945. A Challenge to Business Education. HBR 23 (Winter, no. 2): 174186.
Instead of focusing only on business concepts, Calkins emphasizes that business schools must do more in integrating economic principles with social needs.

99 Livingston, J. S. 1971. Myth of the Well-Educated Manager. HBR 49 ( January-February, no. 1): 7989.
Livingston argues how no direct relationship exists be-

107 Larson, H. M. 1944. Danger in Business History. HBR 22 (Spring, no. 3): 316327.
Larson articulates the importance of integrating a formal historical assessment of business and industry into the business school curriculum.

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119 Christensen, C. M., M. Marx and H. H. Stevenson. 2006. The Tools of Cooperation and Change. HBR 84 (October, no. 10): 7280.
Christensen and his coauthors contend that rms have an assortment of tools to make employees cooperate with change programs. Choosing the right tool requires assessing the organization and knowing what people agree on in terms of their desired end results.

108 Bates, G. E. 1942. Twenty Years. HBR 21 (Autumn, no. 1): 14.
Bates, in his capacity as the Harvard Business Reviews editor, discusses the journals operating philosophy and history.

109 Donham, W. B. 1936. Training for Leadership in a Democracy. HBR 14 (Spring, no. 3): 261 272.
Donham argues how business school curriculum must change from a training mission to where greater emphasis is placed on understanding systems and processes.

120 Sirkin, H. L., P. Keenan and A. Jackson. 2005.


The Hard Side of Change Management. HBR 83 (October, no. 10): 108118.
Managing change is difcult. Sirkin and his coauthors contend that companies must pay attention to the hard components (e.g., project duration and stafng requirements) with change management than they do with the soft side (i.e., corporate culture and motivation). A simple formula, known as DICE (project duration, integrity of performance, the level of commitment from senior management along with the additional effort needed from employees affected from these hard changes) enables a company to determine whether its hard change initiatives are on track or in trouble.

110 Hopkins, E. M. 1933. Unity as an Educational Ideal. HBR 11 ( July, no. 4): 409417.
Hopkins nds Harvard Business Schools traditional methods of inquiry must become more exible. In particular, what constitutes culture should always be re-examined.

111 Gragg, C. I. 1932. Diagnosis and the Developing Science of Business. HBR 10 ( January, no. 2): 192202.
As an academic discipline, the eld of business is perilously in danger to being without a theoretical base, research methodology or organized body of knowledge.

112 Lincoln, J. T. 1929. Company Training for College Graduates. HBR 7 ( July, no. 4): 432443.
Lincoln describes how corporate personnel directors are actively developing internships for college upperclassmen.

121 Garvin, D. A. and M. A. Roberto. 2005. Change Through Persuasion. HBR 83 (February, no. 2): 104112.
A prevailing attitude for most employees is what worked in the past is still good enough. As such, most are reluctant to change their habits. Garvin and Roberto emphasize how change requires more than just a great turnaround plan. Turnaround leaders, in particular, must convince people how radical changes are necessary if an organization is to survive and thrive. Accomplishing this involves a four-prong persuasion campaign to make these changes work.

113 Donham, W. M. 1927. The Emerging Profession of Business. HBR 5 ( July, no. 4): 401405.
Donham emphasizes how business school curriculums must deal more with rapidly changing environments.

114 Gay, E. F. 1927. The Founding of the Harvard Business School. HBR 5 ( July, no. 4): 397400. 115 Lawrence, W. 1927. George F. Baker Foundation: An Appreciation. HBR 5 ( July, no. 4): 395 396.

122 Hemp, P. and T. A. Stewart. 2004. Leading Change When Business Is Good. HBR 82 (December, no. 12): 6070.
[HBR Interview with IBMs CEO, Samuel J. Palmisano] When Palmisano was named CEO in 2002, his primary aim was to get IBMs different divisions to work together. IBMs 320,000 employees were asked to comment on a new set of corporate values, out of which spawned a new set of values that now guide IBMs operations.

116 Young, O. D. 1927. Dedication Address. HBR 5 ( July, no. 4): 384394. 117 Callan, J. C. 1922. Some Relations Between Technical and Business Training. HBR 1 (October, no. 1): 8186.
Callan discusses how the scope and scale of business education keeps increasing.

123 Hamel, G. and L. Valikangas. 2003. The Quest for Resilience. HBR 81 (September, no. 9): 5263.
Achieving strategic resilience is never easy. This is particularly the case in a turbulent age such as this. Hamel and Valikangas describe how the capacity to reinvent ones business model before circumstances force them to provides rms with an undeniable advantage.

Change Management
118 Kotter, J. P. 2007. Leading Change: Why Transformation Efforts Fail. HBR 85 ( January, no. 1): 96103.
[Best of HBR (March-April 1995) Feature] To cope with more challenging or new environments, businesses often need to transform or reinvent themselves. Kotter describes the eight deadly mistakes that doom these transformation efforts.

124 Hirschhorn, L. 2002. Campaigning for Change. HBR 80 ( July, no. 7): 98104.
Large-scale change initiatives often collapse under the weight of their own complexity. Hirschhorn nds that the success behind any change program has more to do with execution than with conceptualization. As such, bringing order to this means organizing ones change effort

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into three synchronized campaigns: (1) political; (2) marketing; and (3) military.

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125 Gilbert, C. and J. L. Bower. 2002. Disruptive Change: When Trying Harder Is Part of the Problem. HBR 80 (May, no. 5): 94101.
Companies often overact to market disruptions by committing too many resources too quickly. Successful companies, however, see threats as opportunities. Gilbert and Bower explain how top management can frame innovations in a balanced manner that allows them to recognize threats and also seize opportunities.

132 Semler, R. 2000. How We Went Digital Without a Strategy. HBR 78 (September-October, no. 5): 5158.
[First Person Feature] As CEO for a major Brazilian manufacturer, Semler describes how his employees shaped the companys strategic direction with the Internet and the lessons that were learned along the way.

133 Abrahamson, E. 2000. Change Without Pain. HBR 78 ( July-August, no. 4): 7579.
The process of change can tear an organization apart. Abrahamson believes that companies should alternate major change initiatives with carefully-paced incremental changes. This should trigger stability and produce change without the pain.

126 Meyerson, D. E. and B. Fryer. 2002. Turning an Industry Inside Out: A Conversation with Robert Redford. HBR 80 (May, no. 5): 5762.
[Different Voice Feature] Redford discusses his Sundance Institutes impact on the movie industry and why incremental change is feasible if ones leaders possess credibility.

134 Beer, M. and N. Nohria. 2000. Cracking the Code of Change. HBR 78 (May-June, no. 3): 133 144.
Todays fast-paced economy means that businesses must change or perish. Few companies manage these change transformations as well as they should. In fact, about 70 percent of all change initiatives fail. Beer and Norhia describe two corporate transformation theories that are based on economic value (i.e., Theory E) and organizational capability (i.e., Theory O).

127 Coutu, D. L. 2002. The Anxiety of Learning. HBR 80 (March, no. 3): 100106.
[HBR Interview with Edgar Schein] Despite the time, money and energy that executives pour into corporate change initiatives, psychologist Edgar Schein explains why few companies succeed in reinventing themselves.

128 Kegan, R. and L. L. Lahey. 2001. The Real Reason People Wont Change. HBR 79 (November, no. 10): 8492.
Kegan and Lahey nd that many employees apply their productive energy toward a hidden and competing commitment. Hence, employee resistance to change doesnt always reect opposition or inertia.

135 Christensen, C. M. and M. Overdorf. 2000. Meeting the Challenge of Disruptive Change. HBR 78 (March-April, no. 2): 6676.
When companies are young, their resources dene what they can and cannot do. As they mature, more of their abilities stem from their processes and organizational values. Christensen and Overdorf explain why smaller companies respond to major market shifts better than their larger counterparts do.

129 Wetlaufer, S. 2001. The Business Case Against


Revolution. HBR 79 (February, no. 2): 112119.
[An Interview with Nestles Peter Brabeck] Brabeck reveals how skeptical he is of the relentless push to radically transform every facet of a companys operations. He respects technology but doesnt consider it central to a rms strategy. Success, instead, derives from a continuous improvement that slow and steady change produces.

136 Sternin, J. and R. Choo. 2000. The Power of Positive Deviancy. HBR 78 ( January-February, no. 1): 1415.
[Forethought Feature]Save the Children has helped the Vietnamese people reduce childhood malnutrition. Sternin and Choo explain how this has ramications for companies wanting to change employee behavior.

130 Hemp, P. 2001. Managing for the Next Big


Thing. HBR 79 ( January, no. 1): 130139.
[An Interview with EMCs Michael Ruettgers] EMC has been a successful company over the last decade. CEO Michael Ruettgers discusses his companys managerial philosophy that allowed it to anticipate and exploit disruptive technologies, market opportunities, and develop business models ahead of its competitors.

137 Wetlaufer, S. 1999. Driving Change: An Interview with Ford Motor Companys Jacques Nasser. HBR 77 (March-April, no. 2): 7688.
Nasser discusses how he is working to make Fords 55,000 salaried employees view the company from the context of a shareholder.

138 Pascale, R., M. Millemann and L. Goija. 1997.


Changing the Way We Change. HBR 75 (November-December, no. 6): 126139.
Most rms enhance their competitiveness by implementing improvement programs which typically produce disappointing results. Pascale and his coauthors nd that managers need to tap their employees to help the company achieve its goals.

131 Heimbouch, H. 2000. Racing for Growth: An Interview with PerkinElmers Greg Summe. HBR 78 (November-December, no. 6): 148154.
Summe discusses how PerkinElmer (which was formerly known as EG&G) needed to shed the weight of its past glories and rediscover the technological innovation that had once been the soul of the company when he rst joined the company in 1998.

139 Baldwin, C. Y. and K. B. Clark. 1997. Managing in an Age of Modularity. HBR 75 (September-October, no. 5): 8493.

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mon denominators among companies who successfully transform themselves.

Modularity is a familiar principle in the computer industry. Businesses now turn to modularity in which different companies independently design and produce components that are tted into a complex product to be more competitive. Specic design rules then become essential.

147 Taylor, W. 1994. Control in an Age of Chaos. HBR 72 (November-December, no. 6): 6476.
[Books in Review Feature] Taylor reviews the following three books on surviving and prospering in todays highly-competitive environment, while nurturing individual creativity and a democratic spirit: (i) Kellys Out of Control: The Rise of Neo-Biological Civilization; (ii) Built to Last: Successful Habits of Visionary Companies by Collins and Porras, as well as (iii) Zacharys Showstopper! The Breakneck Race to Create Windows NT and the Next Generation at Microsoft.

140 Beers, M. C. 1996. The Strategy That


Wouldnt Travel. HBR 74 (November-December, no. 6): 1831.
[HBR Case Study Feature] Beers case study focuses on the managerial techniques and problems inherent with introducing change programs at multiple sites.

141 Larkin, T. J. and S. Larkin. 1996. Reaching


and Changing Frontline Employees. HBR 74 (May-June, no. 3): 95109.
Too many companies depend on charismatic executives to inspire ones frontline employees. Research from communication experts indicates that front-line supervisors are the real opinion leaders in any rm. These individuals should communicate major company changes to front-line employees as opposed to senior management.

148 Duck, J. D. 1993. Managing Change: The Art of Balancing. HBR 71 (November-December, no. 6): 109118.
Managing change is a daunting task. Management needs to think of new ways for doing this. Duck developed a means for managers to do this which he calls the Transition Management Team. This is a group of company leaders who oversee corporate change efforts and ensure that leaders and followers work together.

142 Strebel, P. 1996. Why Do Employees Resist Change? HBR 74 (May-June, no. 3): 8694.
Major change initiatives often fail despite the best efforts of senior executives. Many employees perceive change as disruptive and intrusive. To close this gap, management must reassess the mutual obligations and commitments that exist between a company and its employees.

149 Goss, T., R. Pascale and A. Athos. 1993. Risking the Present for a Powerful Future: The Reinvention Roller Coaster. HBR 71 (November-December, no. 6): 97108.
Firms need to be completely reinvented in todays turbulent business environment. They can not simply undergo incremental change. Companies who authentically reinvent themselves and create a new context have the means to achieve unprecedented results in quality, service ratings, cycle time, market share, and nancial performance despite the changes to ones business paradigm.

143 Garvin, D. A. 1995. Learning Processes for Strategic Advantage. HBR 73 (September-October, no. 5): 7692.
Garvin leads a roundtable discussion of four senior managers who led their rms into becoming processbased organizations.

144 Stevenson, H. H. and M. C. Moldoveanu. 1995. The Power of Predictability. HBR 73 ( JulyAugust, no. 4): 140143.
[Thinking Ahead Feature] Intense business competition and a rapidly changing global business economy are squashing the human need for a predictability. Stevenson and Moldoveanu urge contemporary organizations to understand why predictability is crucial for their employees, customers, and suppliers.

150 Martin, R. 1993. Changing the Mind of the Corporation. HBR 71 (November-December, no. 6): 8194.
Troubled corporations often resist change. Instead they work to maintain the status quo as opposed to seizing new opportunities. Outside entities typically shoulder the blame for ones woes when internal factors should be scrutinized and examined far more than they are.

151 Frey, R. 1993. Empowerment or Else. HBR 71 (September-October, no. 5): 8094.
[First Person Feature] Cin-Made, a manufacturer of mailing tubes and composite cans, once had marginal prots, poor labor relations, rigid work rules, and a high cost structure. Frey, president and owner of Cin-Made, describes how his company initiated employee empowerment and prot sharing. Cin-Made is now a dynamic and protable company with actively involved employees.

145 Tichy, N. and R. Charan. 1995. The CEO as


Coach. HBR 73 (March-April, no. 2): 6878.
[An Interview with AlliedSignals Lawrence A. Bossidy] Bossidy maintains that successful transformations depend on ones capability to communicate the danger of preserving the status quo as well as articulating the benet of organizational change.

146 Kotter, J. P. 1995. Leading Change: Why


Transformation Efforts Fail. HBR 73 (March-April, no. 2): 5967.
Companies usually engage in transformation efforts when their operating environment become more competitive and difcult. Kotters study discovers several com-

152 Schaffer, R. H. and H. A. Thomson. 1992.


Successful Change Programs Begin with Results. HBR 70 ( January-February, no. 1): 8091.
Since management seems preoccupied on activities as opposed to results, most corporate improvement programs have little impact on operational and nancial performance. Schaffer and Thomson also nd that these

13
anticipated improvements rarely materialize since no clear connection exists between actions and outcomes.

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161 Boyle, R. J. 1984. Wrestling with Jellysh. HBR 62 ( January-February, no. 1): 7483.
Boyle describes how Honeywells corporate habits and organizational culture changed.

153 Crozier, M. 1991. The Changing Organization. HBR 69 ( July-August, no. 4): 138140.
[The Boundaries of Business Feature] Crozier examines the extend to which managers question their views and practices in a changing economy.

162 Schrank, R. 1981. Horse-Collar Blue-Collar Blues. HBR 59 (May-June, no. 3): 133138.
Schrank focuses on whether automation will displace blue collar labor and the likely socio-economic ramications from this.

154 Austin, J. E. 1991. The Boundaries of Business. HBR 69 ( July-August, no. 4): 127140.
[Commentaries from the Experts] In the developing world, poverty remains pervasive. Economics and politics are unstable and less predictable than in developed economies. Austin describes how scarce supplies of technology, capital, and competent employees aggravate the challenges facing these businesses.

163 Kotter, J. P. and L. A. Schlesinger. 1979.


Choosing Strategies for Change. HBR 57 (MarchApril, no. 2): 106114.
Organizational change efforts invariably encounter human resistance. Prior to instituting any type of change, Kotter and Schlesinger urge top management to assess the likely resistance.

155 Kanter, R. M. 1991. Championing Change: An Interview with Bell Atlantics CEO Raymond Smith. HBR 69 ( January-February, no. 1): 92101.
Raymond W. Smith, chairman and CEO of Bell Atlantic, describes how organizational, and technological changes made his company more accountable, team-oriented and, subsequently, more effective.

164 Rosen, B. and T. H. Jerdee. 1977. Too Old or Not Too Old. HBR 55 (November-December, no. 6): 97106.
Rosen and Jerdee surveyed HBR subscribers and found that a strong belief exists that older employees can be as exible and innovative as their younger counterparts.

156 Beer, M., R. A. Eisenstat and B. Spector. 1990.


Why Change Programs Dont Produce Change. HBR 68 (November-December, no. 6): 158166.
Beer and his coauthors offer a six step sequence to trigger effective change which begins at the periphery and then moves to the corporate core.

165 Lawrence, P. R. 1969. How to Deal with Resistance to Change. HBR 47 ( January-February, no. 1).
[HBR Classic Feature] First published in 1954, Lawrence maintains that worker hesitance to change does not arise from technological change. The culprit, instead, is often the changes in peoples social networks.

157 Chew, W. B. 1990. The Case of the Machinists Mutiny. HBR 68 (November-December, no. 6): 1430.
[HBR Case Study Feature] Chews case study focuses on a manufacturers difculties in changing from general purpose screw machines to a more exible manufacturing technology.

166 Peterson, W. H. 1967. The Future & the Futurists. HBR 45 (November-December, no. 6): 158166.
[Keeping Informed Feature] Peterson examines several books (e.g., Edward Bellamys Looking Backward: 20001887, Utopia by Sir Thomas More, along with Platos Republic) about the future and how the thinking of company decision-makers might be affected.

158 Kanter, R. M. 1989. The New Managerial Work. HBR 67 (November-December, no. 6): 85 92.
Kanter contends that the nature of managerial work is radically changing as rms restructure to generate exibility and innovation. Collaborative work, in particular, will increase as hierarchy diminishes.

167 Leavitt, H. J. 1967. The Company President Is a Berkeley Student. HBR 45 (November-December, no. 6): 152157.
Leavitt nds the cynicism which rebellious University of California students embody is also manifest in a new breed of company president that is arising.

159 Stevenson, H. H. and D. E. Gumpert. 1985.


The Heart of Entrepreneurship. HBR 63 (MarchApril, no. 2): 8594.
Organizations that encourage their employees to strike out and create new products are best positioned for a rapidly changing business environment. Stevenson and Gumpert examine how organizations can balance an employees air for entrepreneurship in conjunction to the organizations goals and demands.

168 Bright, J. R. 1963. Opportunity & Threat in


Technological Change. HBR 41 (November-December, no. 6): 7686.
Dealing with technological change is a serious problem for business management as well as society. Bright pleads for managers and workers to learn as much as possible about technology as possible to demystify it.

160 Collins, E. G. C. 1984. Taking Hold of Change. HBR 62 (May-June, no. 3): 5464.
[For the Managers Bookshelf Feature]Collins reviews The One Minute Manager by Blanchard and Johnson; Rosabeth Moss Kanters The Change Masters; and Schons The Reective Practitioner.

169 Fraisse, P. 1959. Of Time and the Worker. HBR 37 (May-June, no. 3): 121125.
Fraisse explains the physical and psychological ramications when workers break their natural rhythm or temporal horizons.

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178 Nolan, R. and F. W. McFarlan. 2005. Information Technology and the Board of Directors. HBR 83 (October, no. 10): 96106.
As the cost, complexity and consequences with information technology keeps rising, corporate directors need a framework to develop IT practices that t the companies which they oversee. Too many corporate boards are skittish about information technology which often stems from the computer crashes, cyber-attacks, competitive pressures and compliance with government regulations of the last ten years. Companies with IT governance committees are better able to control IT project costs and possess more competitive advantages.

170 Bursk, R. A. 1958. Opportunities for Persuasion. HBR 36 (September-October, no. 5): 111119.
Bursk is interested whether motivational research can help eliminate the fear and hostility of people to change.

171 Lawrence, P. R. 1954. How to Deal with Resistance to Change. HBR 32 (May-June, no. 3): 4957.
Lawrence nds that employee resistance to change does not stem from technological change. Resistance, instead, arises from changes in a workers social or human relationships.

172 Bowden, G. T. 1947. The Adaptive Capacity of Workers. HBR 25 (Summer, no. 4): 527542.
In the new peacetime economy, Bowden is interested whether industrial workers can maintain an experimental attitude toward changing circumstances as was the case during World War II.

179 Kambil, A. and B. Beebe. 2005. Springboard


to a Swan Dive. HBR 83 (February, no. 2): 5968.
[HBR Case Study Feature] A technology companys CFO is invited to join the board of directors for another company. No doubt, this is prestigious and a great honor. Kambil and Beebes case study focuses on the realities and responsibilities that a corporate directorship demands, particularly in a postSarbenes-Oxley business environment.

173 Selekman, B. M. 1945. Resistance of Shop


Changes. HBR 24 (Autumn, no. 1): 119132.
Selekman describes some perplexing reasons why workers resist technological changes that might make their work physically easier.

174 Coffman, P. B. 1935. The Theory of a Business Policy Audit. HBR 13 ( July, no. 4): 435452.
Coffman nds the most difcult responsibility for management involves coping with changing conditions.

180 McGovern, G. J., D. Court, J. A. Quelch and B. Crawford. 2004. Bringing Customers into the Boardroom. HBR 82 (November, no. 11): 7080.
Corporate boards lack a clear understanding as to whether their companies are meeting customer needs and whether ones marketing strategies can drive top-line growth. Because of that, McGovern and her coauthors developed a series of management reports to help corporate boards comprehend these issues.

Corporate Board of Directors Topics


175 Klausner, M. 2007. Reducing Directors
Legal Risk. HBR 85 (April, no. 4): 2828.
[Forethought Feature] In light of the recent spate of lawsuits directed at corporate directors, Klausner provides outside directors with suggestions on protecting themselves from shareholder-driven litigation.

181 Nadler, D. A. 2004. Building Better Boards.


HBR 82 (May, no. 5): 102111.
Achieving high performance, not regulatory compliance, is the primary challenge for corporate boards. To accomplish this, directors must systematically examine their purpose, tasks, information and agenda; all of which can turn a good board into a great one.

176 Konrad, A. M. and V. W. Kramer. 2006. How Many Women Do Boards Need? HBR 84 (December, no. 12): 2222.
[Forethought Feature]Only 15 percent of Fortune 500 board members are women. Konrad and Kramer examine the impact on boardroom dynamics when the presence of female board members is increased. In essence, women often broaden a boards discussions to better represent the concerns of a wider set of stakeholders. They are also more dogged in pursuing answers to difcult questions and provide a more collaborative approach to leadership.

182 Allen, W. T. and W. R. Berkley. 2003. In Defense of the CEO Chair. HBR 81 (September, no. 9): 2425.
[Forethought Feature] If the roles of CEO and board chairman are separated, Allen and Berkley worry how an otherwise well-functioning business might be encumbered.

183 Montgomery, C. A. and R. Kaufman. 2003.


The Boards Missing Link. HBR 81 (March, no. 3): 8693.
Board members need to forge new connections with shareholders. Montgomery and Kaufman contend it is incidental how board members relate to management.

177 Useem, M. 2006. How Well-Run Boards


Make Decisions. HBR 84 (November, no. 11): 130 138.
[Best Practice Feature] From interviewing board members and executives at 31 companies, Useem developed several tools to aid corporate boards in their decision-making. Useem was also allowed access to three boardroom decisions and provides a comprehensive analysis of the dynamics that went into those decisions.

184 Sonnerfeld, J. A. 2002. What Makes Great


Boards Great. HBR 80 (September, no. 9): 106113.
[Best Practice Feature] Effective corporate boards are high functioning work groups that are characterized by a climate of respect, trust and frankness between board members themselves and with company management.

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185 Conger, J. A., D. Finegold and E. W. Lawler, III. 1998. Appraising Boardroom Performance. HBR 76 ( January-February, no. 1): 136148.
Corporate directors are rarely subjected to performance appraisals. Done properly, appraisals help boards become more effective by clarifying individual and collective responsibilities. Once in place, an appraisal process is difcult to dismantle, making it harder for a new CEO to dominate a board or avoid being held accountable for poor performance.

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a director in a publicly traded company with the ease in which directors can be sued by disgruntled shareholders under United States law.

193 Johnson, E. W. 1990. An Insiders Call for


Outside Direction. HBR 68 (March-April, no. 2): 4655.
[From the Boardroom Feature]The prosperity and economic stability of the last 50 years have made corporate directors complacent, clubby and passive. Corporate directors need to be reinvigorated as rms nd themselves under attack from a hornets nest of aggressive competitors and investors.

186 Donaldson, G. 1995. A New Tool for Boards:


The Strategic Audit. HBR 73 ( July-August, no. 4): 99108.
Donaldson explains how a strategic audit committee, comprised of a rms outside directors, can provide an orderly method for reviewing strategy without triggering disputes over authority. They also do much to \reassure shareholders and other stakeholders.

194 Patton, A. and J. C. Baker. 1987. Why Wont Directors Rock the Boat? HBR 65 (November-December, no. 6): 1018.
[From the Boardroom Feature] Patton and Baker address practices that undermine many corporate boards; namely, having a CEO serve as board chairman.

187 Redraw the Line Between the Board and the CEO. 1995. HBR 73 (March-April, no. 2): 153165.
[Perspectives Feature] Five corporate leaders nd that an increasing emphasis is placed on accountability to ones shareholders. This leads to more power being transferred to ones corporate board.

195 Alderfer, C. P. 1986. The Invisible Director on


Corporate Boards. HBR 64 (November-December, no. 6): 3852.
[From the Boardroom Feature] Group dynamics play an indelible role with corporate boards of directors. Alderfer nds that most directors are oblivious to this as well as correcting a boards behavior to make it more effective.

188 Pound, J. 1995. The Promise of the Governed Corporation. HBR 73 (March-April, no. 2): 8998.
Company failures often transpire from awed managerial decisions that were never challenged. Pound advocates a form of corporate governance in which senior managers and corporate directors truly collaborate on decisions and regularly seek the input from all stakeholders.

196 Perkins, R. B. 1986. Avoiding Director Liability. HBR 64 (May-June, no. 3): 814.
[From the Boardroom Feature]Perkins tells corporate directors how important it is that they be vigilant. Doing so, reduces their exposure from liability involving corporate misdeeds.

189 Lorsch, J. W. 1995. Empowering the Board. HBR 73 ( January-February, no. 1): 107117.
Empowerment here refers to outside directors having the capability and independence to monitor top managements performance as well as inuence a rms strategic direction.

197 Anderson, C. A. 1984. Corporate Directors


in Japan. HBR 62 (May-June, no. 3): 3038.
[From the Boardroom Feature]Anderson discusses Japanese corporate governance practices and the rights that individual shareholders possess.

190 Salmon, W. J. 1993. Crisis Prevention: How


to Gear Up Your Board. HBR 71 ( January-February, no. 1): 6875.
Corporate boards have improved markedly since Salmon rst became a director in 1961. Still, they are not keeping pace with the need for real change, particularly in managing long-term corporate strategy and handling the selection, assessment as well as compensation of top management.

198 Muckley, J. E. 1984. Dear Fellow Shareholder. HBR 62 (March-April, no. 2): 4664.
[From the Boardroom Feature] From examining the proxy statements and directors compensation packages of 200 American corporations, Muckley questions whether corporate directors spend too much time thinking on their perks rather than their responsibilities.

191 Pound, J. 1992. Beyond Takeovers: Politics Comes to Corporate Control. HBR 70 (MarchApril, no. 2): 8393.
Pound describes how politics, not takeovers, will characterize corporate governance issues during the 1990s.

199 Dayton, K. N. 1984. Corporate Governance: The Other Side of the Coin. HBR 62 ( JanuaryFebruary, no. 1): 3437.
[From the Boardroom Feature] As the former CEO of the Dayton-Hudson Corporation, Dayton describes how the development of an effective board is akin to building an effective management team.

192 Sahlman, W. A. 1990. Why Sane People


Shouldnt Serve on Public Boards. HBR 68 (MayJune, no. 3): 2836.
[From the Boardroom Feature] An individuals reputation, time and nances is jeopardized from being

200 Andrews, K. R. 1982. Rigid Rules Will Not Make Good Boards. HBR 60 (November-December, no. 6): 3446.
[From the Boardroom Feature] Andrews critiques a highly contentious American Law Institute proposal to reform corporate governance.

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[For the Managers Bookshelf Feature] Judd reviews a number of studies, guidebooks, and periodicals devoted to the work of a corporate director.

201 Unterman, I. and R. H. Davis. 1982. The Strategy Gap in Not-for-Prots. HBR 60 (MayJune, no. 3): 3040.
[From the Boardroom Feature] Unterman and Davis examine how trustee boards and corporate boards differ, particularly in how each is involved with strategic planning.

210 Crafts, P. C., Jr. 1979. Overseas Trips for Directors. HBR 57 (November-December, no. 6): 2837.
[From the Boardroom Feature] Crafts describes how the First National Bank of Boston takes its directors to its overseas branch ofces as a way to expose them to the operating conditions of these sites.

202 Andrews, K. R. 1981. Corporate Strategy as a


Vital Function of the Board. HBR 59 (NovemberDecember, no. 6): 174184.
[From the Boardroom Feature] Andrews discusses what role company directors should have with strategic planning and corporate strategy.

211 Lear, R. W. 1979. Compensation for Outside


Directors. HBR 57 (November-December, no. 6): 1828.
[From the Boardroom Feature]Lear provides a rationale for compensating outside directors as their work becomes more challenging. .

203 Carroll, D. T. 1981. Boards and Managements: Ten Challenges and Responses. HBR 59 (September-October, no. 5): 6268.
[From the Boardroom Feature] Carroll believes that company management should utilize their boards in more of a mentoring capacity. Because of tradition, directors are rarely engaged in this capacity.

212 Wommack, W. W. 1979. The Boards Most Important Function. HBR 57 (September-October, no. 5): 4862.
[From the Boardroom Feature] Wommack nds that a corporate boards most important function involves approving or amending managements recommendations for the companys future.

204 Andrews, K. R. 1981. Replaying the Boards


Role in Formulating Strategy. HBR 59 (May-June, no. 3): 1826.
[From the Boardroom Feature] Andrews describes the response of readers to whether effective boards should require management to generate a unique and durable strategy that is periodically reviewed by the corporate board.

213 Felton, S. M., Jr. 1979. Case of the Board and the Strategic Process. HBR 57 ( July-August, no. 4): 2036.
[From the Boardroom Feature] Feltons case study examines the extent to which outside directors should be active in the strategic direction of a rm.

205 Levy, L. 1981. Reforming Board Reform. HBR 59 ( January-February, no. 1): 166172.
[From the Boardroom Feature] Levy emphasizes that simply installing a new committee or majority of outsiders will not be enough to transform a corporate board.

214 Mueller, R. K. 1979. Criteria for the Appraisal of Directors. HBR 57 (May-June, no. 3): 4852.
[From the Boardroom Feature] Mueller describes the recently issued Authoritative Summary of the Duties and Responsibilities from the American Bar Association.

206 Andrews, K. R. 1980. Directors Responsibility for Corporate Strategy. HBR 58 (NovemberDecember, no. 6): 3042.
[From the Boardroom Feature]Andrews questions whether a corporate board should participate in formulating strategy when its function is to review corporate actions.

215 Perkins, D. S. 1978. What the CEO and Board Expect of Each Other. HBR 57 (MarchApril, no. 2): 2434.
[From the Boardroom Feature] Perkins, the CEO of Jewell Companies, assesses his relationship with the 12 individuals on his board of directors; ten of which were outside directors.

207 Estes, R. M. 1980. Corporate Governance in the Courts. HBR 58 ( July-August, no. 4): 5064.
[From the Boardroom Feature] Independent directors historically had the capability to dismiss shareholder lawsuits against management. Estes discusses how present-day courts are grappling with this power.

216 Vagts, D. F. 1978. Why Directors Need to Keep Records. HBR 56 (November-December, no. 6): 2830.
[From the Boardroom Feature] Even if a board carries out its functions in a prudent manner, Vagts explains how a burden of proof rests on the corporation and its directors in the event of litigation.

208 Baruch, H. 1980. The Audit Committee: A


Guide for Directors. HBR 58 (May-June, no. 3): 174186.
[From the Boardroom Feature] Baruch examines the duties of an audit committee in supervising the accounting process as well as monitoring corporate legality and ethics.

217 Andrews, K. R. 1978. The Roundtable Statement on Boards of Directors. HBR 56 (SeptemberOctober, no. 5): 2438.
[From the Boardroom Feature] Andrews reports on the efforts of The Business Roundtable, approximately 180 chief executives, to institute reforms on issues relevant to corporate directors.

209 Judd, M. 1980. Reference Sources on Boards of Directors. HBR 58 (May-June, no. 3): 2632.

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218 Mace, M. L. 1978. What Todays Directors Worry About. HBR 56 ( July-August, no. 4): 3051.
[From the Boardroom Feature] Mace sees corporate directors being most concerned about their liability as corporate directors, dealing with tender offers, and assessing a CEOs performance.

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[From the Boardroom Feature] Mace pursues whether compensation packages for directors should include stock options.

227 Lauenstein, M. C. 1977. Preserving the Impotence of the Board. HBR 55 ( July-August, no. 4): 3546.
[From the Boardroom Feature] Launensteins satirical piece describes what companies do to make their corporate boards ineffective.

219 Lewis, R. F. 1978. What Should Audit Committees Do? HBR 56 (May-June, no. 3): 2226, 172174.
[From the Boardroom Feature] As of June 30, 1978, all publicly-traded companies are mandated to establish audit committees comprised of only outside directors.

228 Lovdal, M. L., R. A. Bauer and N. H. Treverton. 1977. Public Responsibility Committees of the Board. HBR 55 (May-June, no. 3): 4064, 178181.
[From the Boardroom Feature] American companies face important decisions involving social responsibility. Lovdal and his coauthors describe the experiences of several companies who created standing committees devoted to these issues.

220 Mace, M. L. 1978. Should the Retiring CEO


Stay on the Board? HBR 56 (May-June, no. 3): 16 22.
[From the Boardroom Feature] Mace examines how advisable it is for a retiring CEO to remain a corporate director.

221 Marcus, S. and K. D. Walters. 1978. Assault on Managerial Autonomy. HBR 56 ( January-February, no. 1): 5766.
Corporate boards are seen as remote, insensitive and not particularly reecting the publics they serve. Marcus and Walters describe a number or reforms now being oated; all of which would redene a corporations relationship to society.

229 Mace, M. L. 1977. The Board and the New CEO. HBR 55 (March-April, no. 2): 1632, 160 164.
[From the Boardroom Feature]Mace discusses the de facto powers that departing CEOs gain in conjunction with the dynamics that occur when a new CEO assumes power.

230 _____. 1976. Designing a Plan for the Ideal Board. HBR 54 (November-December, no. 6): 2036, 198.
[From the Boardroom Feature] A high amount of turnover for outside directors on corporate boards provides companies with an opportunity to reassess the role of its directors.

222 Weiss, E. J. and D. E. Schwartz. 1978. Disclosure Approach for Directors. HBR 56 ( JanuaryFebruary, no. 1): 1830, 162166.
[From the Boardroom Feature]With condence in American corporations waning, Weiss and Schwartz urge corporations to do far more to make their corporate boards more independent and transparent.

231 _____. 1976. Attracting New Directors. HBR 54 (September-October, no. 5): 4658, 180183.
[From the Boardroom Feature] Mace nds that board candidates now ask more questions about their functions, relationships with top management and their legal responsibilities to stockholders before accepting invitations to serve.

223 Estes, R. M. 1977. The Emerging Solution to


Corporate Governance. HBR 55 (November-December, no. 6): 2026, 164.
[From the Boardroom Feature] The roles and responsibilities of corporate directors are fraught with ambiguity which erodes a boards ability to oversee corporate decision-making.

232 Cabot, L. W. 1976. Louis W. Cabot on an Effective Board. HBR 54 (September-October, no. 5): 4046.
[From the Boardroom Feature] Cabot nds it paramount for top management to make board effectiveness a top priority.

224 Mace, M. L. 1977. Compensation of Directors. HBR 55 (September-October, no. 5): 52, 192.
[From the Boardroom Feature] Outside directors must be better compensated for their time and energy. In some industries, directors are highly active in overseeing the business. Outside directors in manufacturing industries, by comparison, have a far more passive role.

233 Estes, R. M. 1976. The Case for Counsel to Outside Directors. HBR 54 ( July-August, no. 4): 125132.
Estes believes that a board of directors should retain their own attorney to deal with the many issues confronting outside directors.

225 Mueller, R. K. 1977. The Hidden Agenda.


HBR 55 (September-October, no. 5): 4052.
[From the Boardroom Feature] Mueller discusses the agenda process that corporate directors embark on, particularly from the standpoint of issues that are likely to have adverse consequences for the company.

234 Hannan, R. D. 1976. Board Membership Accept or Decline. HBR 54 (May-June, no. 3): 24 30, 186188.
[From the Boardroom Feature] Hannan provides a number of questions that anybody should ask before accepting membership on a corporate board.

226 Mace, M. L. 1977. Stock Options for Outside


Directors. HBR 55 ( July-August, no. 4): 6767.

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243 Wilde, F. B. and R. F. Vancil. 1972. Performance Audits by Outside Directors. HBR 50 ( JulyAugust, no. 4): 112116.
Wilde and Vancil note a trend toward more constructive use of the expertise that outside directors possess, particularly when appraising the performance of upper management.

235 Stone, C. D. 1976. Public Directors Merit a Try. HBR 54 (March-April, no. 3): 2034, 156.
[From the Boardroom Feature] Stone advocates having directors of public companies be elected by the public-at-large.

236 Barr, J. W. 1976. The Role of the Professional


Director. HBR 54 (May-June, no. 3): 1824.
[From the Boardroom Feature] Because of time constraints, Barr describes why an average director has a difcult time executing their duties. Barr also wonders if company directors shouldnt be granted professional status so that all of a directors time isnt devoted to being a director.

244 Mace, M. L. 1972. The President and the


Board of Directors. HBR 50 (March-April, no. 2): 3749.
Corporate boards are supposed to do the following: (i)counsel management; (ii) make management account for its actions; and (iii) choose a company president. Mace counters that corporate boards are inadequate in each of these capacities.

237 Marbut, R. G. 1975. Management Information Systems for Directors. HBR 53 (NovemberDecember, no. 6): 1424.
[From the Boardroom Feature] Marbut explains why management information systems designed for corporate boards should be tailored to accommodate the unique requirements that every company possesses.

245 Mautz, R. K. and F. L. Neumann. 1970. The Effective Corporate Audit Committee. HBR 48 (November-December, no. 6): 5765.
Mautz and Neumann nd audit committees to be quite effective if staffed and organized in appropriate ways with outside directors.

238 Chandler, M. 1975. Its Time to Clean Up the Boardroom. HBR 53 (September-October, no. 5): 7382.
Public criticism is mounting that most boards are too cozy with top management. Chandler emphasizes how an outside directors primary purpose is to monitor the CEO. Moreover, if private industry doesnt change, the courts and the federal government will no doubt intercede.

246 Towl, A. R. 1965. Outside Directors Under Attack. HBR 43 (September-October, no. 5): 135 147.
Towl discusses congressional anti-trust legislation that would prohibit corporate directors from serving on two or more corporate boards.

239 Mace, M. L. 1975. Legal Guidelines for Directors. HBR 53 (September-October, no. 5): 1824, 168.
[From the Boardroom Feature]Mace explains why the Securities and Exchange Commission opted to scrap publishing a set of guidelines on the responsibilities of corporate directors.

247 Smith, E. E. 1958. Put the Directors to Work. HBR 36 (May-June, no. 3): 4149.
Clear evidence exists that company directors do not function effectively. Directors, in most companies, were once a vital organ for companies. This changed when company management usurped these functions.

248 Williams, C. M. 1955. Cumulative Voting. HBR 33 (May-June, no. 3): 108114.
When electing candidates to corporate boards, cumulative voting has been a back door technique; a practice being investigated by Congress and some state legislatures.

240 Johnson, S. C. and R. M. Thomson. 1974.


Active Role for Outside Directors of Foreign Subsidiaries. HBR 52 (September-October, no. 5): 1314.
[Ideas for Action Feature] Johnson and Thomson describe the important role that outside directors play in the governance of a company.

249 Blair, W. T. 1950. Appraising the Board of Directors. HBR 28 ( January, no. 1): 101113.
Although little research has been conducted on the role and impact corporate directors have in the success of a corporation, Blair opted to assess the composition, responsibilities, and remuneration practices of company directors.

241 Lewis, R. F. 1974. Choosing and Using Outside Directors. HBR 52 ( July-August, no. 4): 7078.
Choosing outside directors may be the most important decision a CEO makes. Lewis discusses the criteria to engage in and pitfalls to avoid when selecting ones directors.

250 Weinberg, S. J. 1949. A Cooperation Director Looks at His Job. HBR 27 (September, no. 5): 585593.
Weinberg describes his experiences as an outside director for a number of corporations, circa 1949.

242 Estes, R. M. 1973. Outside Directors: More


Vulnerable Than Ever. HBR 51 ( January-February, no. 1): 107119.
All directors face increasing exposure to costly litigation. Companies must do far more to protect directors from liability stemming from health, safety, environmental and an array of other issues.

251 Swope, G. 1945. Some Aspects of Corporate Management. HBR 23 (Spring, no. 3): 314322.
Swope, formerly the CEO for General Electric, discusses the makeup and responsibilities of a corporate board of directors along with how upper management should be selected and compensated.

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252 Bates, G. E. and E. M. Zuckert. 1942. Directors Indemnity: Corporate Policy or Public Policy. HBR 20 (Winter, no. 2): 244264.
Because of their capacity as duciaries, the courts have consistently ruled that corporate directors are liable for a rms insolvency or other problems if those duties are not carried out in good faith. Bates and Zuckert nd it natural for outside directors to insist on indemnity protection.

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Corporate philanthropy has undergone a signicant transformation in which companies are encouraged to play a leadership role in social problem solving. Many rms now engage in strategic philanthropy to help worthwhile causes as well as advancing ones name recognition and public image to garner a competitive edge.

260 Riggs, H. E. 1986. Fund-Raising Lessons


from High-Tech Marketing. HBR 64 (NovemberDecember, no. 6): 6466.
[Ideas for Action Feature] Each potential donor possesses their own value system. A fund-raiser should know how to discern those specic values. Riggs also emphasizes that fund-raisers should operate in a manner similar to high-tech marketers.

253 Bates, G. E. 1940. The Board of Directors. HBR 19 (Autumn, no. 1): 7287.
No standard pattern exists on what corporate directors do. More often, the size and nature of a business, along with its personnel, are usually indicative of the issues confronting a corporate director.

261 Morris, R. I. and D. A. Biederman. 1985.


How to Give Away Money Intelligently. HBR 63 (November-December, no. 6): 151159.
Choosing worthy charities can be a painfully difcult process with serious commercial or political ramications. The charitable giving process can be made more efcient and rewarding if donations are viewed as investments and executed like any other capital spending decision.

254 Bower, M. 1931. Becoming a Director: A


Business Honor or a Financial Boomerang? HBR 9 (April, no. 3): 371382.
One of the nest ways to atter a person is offering them membership on the board of directors for a business. Bower warns how important it is for potential directors to realize the risks of accepting this responsibility.

Corporate or Individual Philanthropy


255 Thomas, A. and L. Fritz. 2006. Disaster Relief, Inc. HBR 84 (November, no. 11): 114122.
Corporations are typically generous when a natural disaster occurs. This largesse would be far more effective if corporations and aid agencies collaborated beforehand to prepare for the next emergency.

262 Howe, F. 1985. What You Need to Know About Fund Raising. HBR 63 (March-April, no. 2): 1826.
[Ideas for Action Feature]Howe explains how successful fundraising efforts provide prospective donors with the opportunity to advance their goals.

263 Delbanco, A. 1982. What Makes America Exceptional? HBR 60 (November-December, no. 6): 168182.
[For the Managers Bookshelf Feature] Delbanco assesses several books that have bearing on todays managers from the National Endowment of the Humanities new Library of Americas project.

256 Quelch, J. and V. K. Rangan. 2003. Prot


Globally, Give Globally. HBR 81 (December, no. 12): 1617.
[Forethought Feature] Quelch and Rangan nd that corporate philanthropy is not keeping pace with the aggregate sales growth of transnational corporations. Not only is this bad corporate citizenship, it also doesnt serve the best interests of a rm.

264 Cabot, L. W. 1978. Corporate Support of Education: No Strings Attached. HBR 56 ( July-August, no. 4): 139144.
Corporate giving should not be limited to institutions who support the free-enterprise system. Moreover, corporations should be careful about making sweeping generalizations about university faculty members.

257 Porter, M. E. and M. R. Kramer. 2002. The Competitive Advantage of Corporate Philanthropy. HBR 80 (December, no. 12): 5668.
Porter and Kramer examine how rms enhance the value of their philanthropy.

258 _____. 1999. Philanthropys New Agenda:


Creating Value. HBR 77 (November-December, no. 6): 121136.
The number of charitable foundations in the United States has doubled over the past twenty years. The assets for these foundations have increased more than 1,100 percent over the same period. Porter and Kramer developed a framework to systematically analyze how foundations create value.

265 Malott, R. H. 1978. Corporate Support of Education: Some Strings Attached. HBR 56 ( JulyAugust, no. 4): 133138.
Despite the perception of colleges being hotbeds for radical politics and economics, Marlott argues how important it is for organized business to increase its nancial support; albeit more selectively.

266 Purcell, T. V. and R. Webster. 1969. Window


on the Hard-Core World. HBR 47 ( July-August, no. 4): 118129.
Many programs designed to improve Americas innercities fail since they are conceived by bureaucrats and other outsiders who have no grasp of the bleakness of

259 Smith, C. 1994. The New Corporate Philanthropy: Integrating Social Initiatives with Strategic Goals. HBR 72 (May-June, no. 3): 105119.

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managers to shape their organizations in a variety of ways through the use of expert systems, executive information systems, and other similar tools.

the inner-city. For companies to effectively aid people living in the ghettos, they must understand the conditions that these residents are subject to.

267 Pollard, J. A. 1960. Emerging Pattern in Corporate Giving. HBR 38 (May-June, no. 3): 103112.
Pollard describes how corporate contributions for education are passing from the spur-of-the-moment giving to planned investments related to both the public as well as company interests.

274 Perkins, D. S. 1987. What Can CEOs Do for


Displaced Workers? HBR 65 (November-December, no. 6): 9093.
Perkins, as CEO of the Jewel Companies, argues that CEOs need to give displaced workers the same attention they give to strategic planning, growth and even their own compensation packages.

268 Selekman, B. M. and S. K. Selekman. 1941.


Matthew Carey. HBR 19 (Spring, no. 3): 326341.
Selekman and Selekman describe an imminent Philadelphia philanthropist and businessman, Matthew Carey, who was one of the rst to call attention to the plight of the unemployed and downtrodden while articulating why a system of relief was critical.

275 Collier, A. T. 1979. The Co-Corp: Big Business Can Re-Form Itself. HBR 57 (November-December, no. 6): 121134.
A consumer-oriented corporation, as advocated by Collier, is similar to mutual life insurance companies and would be organized for customer service, product quality and to reduce prices rather than for prot-generating purposes. Collier contends that this organizational format would generate greater condence in business as well as stabilize returns on invested capital.

Corporate Reorganization or Downsizing


269 Pillmore, E. M. 2004. How Were Fixing Up Tyco. HBR 81 (December, no. 12): 96103.
[First Person Feature]As Tycos rst-ever vice president for corporate governance, Pillmore describes how hard the company is working to restore the trust of all its stakeholders.

276 Corey, E. R. 1978. Should Companies Centralize Procurement? HBR 56 (November-December, no. 6): 102110.
Beginning in the early 1970s, many American companies restructured or centralized their procurement apparatuses in the face of shortages, shrinking margins and increased public scrutiny on how companies do business. Corey emphasizes that these efforts often clash with the notion of divisional accountability in terms of cost containment and protability.

270 Goold, M. and A. Campbell. 2002. Do You Have a Well-Designed Organization? HBR 80 (March, no. 3): 117124.
Goold and Campbell explain why organizational design is neither a science nor an art and how it is shaped mostly by politics.

271 Handy, C. 1992. Balancing Corporate Power:


A New Federalist Paper. HBR 70 (November-December, no. 6): 5973.
In governing increasingly complex organizations, chief executives are turning to federalism, one of the worlds oldest political philosophies. Federalism is characterized by a redistribution of power, the absence of bureaucracy and the use of many strong leaders to balance power among those in the center of the organization.

277 Drucker, P. F. 1974. New Template for Todays Organization. HBR 52 ( January-February, no. 1): 4553.
Drucker offers new principles of organizational design that should make it possible for organizations to function and perform more effectively.

278 _____. 1973. New/Old Top Management Aid: The Executive Secretariat. HBR 51 5): 68.
[Ideas for Action Feature] Drucker explains how useful the position of executive secretariat would be for coordinating the activities of the company for top management.

272 Train, A. S. 1991. The Case of the Downsizing Decision. HBR 69 (March-April, no. 2): 1430.
[HBR Case Study Feature] Trains case study focuses on a companys decision to reduce staff in an otherwise protable operation.

279 Hanan, M. 1969. Corporate Growth


Through Internal Spinouts. HBR 47 (NovemberDecember, no. 6): 5566.
Hanans approach calls for medium and large sized companies to spin out their service functions (e.g., purchasing, human resources, sales management) into subsidiary prot centers. Each of the prot centers would manage its own business and negotiate with both the parent company and other companies to sell its services.

273 Applegate, L. M., J. I. Cash, Jr. and D. Q.


Mills. 1988. Information Technology and Tomorrows Manager. HBR 66 (November-December, no. 6): 128136.
Harold Leavitt and Thomas Whisler published a 1958 Harvard Business Review article titled, Management in the 1980s in which they predicted that rms would downsize and become atter in terms of their hierarchy. Middle management, in other words, would shrink in size. Applegate and her coauthors assess Leavitts and Whislers vision and predict how technology will enable

280 Greiner, L. E. 1967. Patterns of Organization


Change. HBR 45 (May-June, no. 3): 119130.
Greiner describes the differences between successful and unsuccessful attempts to carry out reorganization schemes.

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281 Daniel, D. R. 1966. Reorganizing for Results.
HBR 44 (November-December, no. 6): 96104.
As the pressures of competition mount, margin levels and protability put a premium on efcient organization. Daniel, in turn, offers a pragmatic approach to determining an organizations optimal structure.

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282 The Holding Company as an Aid in Reorganization. 1924. HBR 2 ( January, no. 2): 233237.
[HBR Case Study Feature]The Henry F. Lucas Implement Company endured slumping 1920 sales and aging receivables. The company was subsequently structured into subsidiaries. The case study examines the benet that a holding company offers in such a reorganization.

[Ideas for Action Feature] Following a system that employees and management both detested, a new employee evaluation system was implemented at Cyanamid. Supervisors would be expected to compliment subordinates on their strengths and accomplishments. Shortcomings should be addressed only if they were serious or within the employees power to change.

289 Winstanley, N. B. 1980. Legal and Ethical Issues in Performance Appraisals. HBR 58 (November-December, no. 6): 186192.
[Ideas for Action Feature] Winstanley points out the dangers with performance reviews, particularly when done in an uncontrolled and bias-laden manner.

290 Levinson, H. 1976. Appraisal of What Performance? HBR 54 ( July-August, no. 4): 3046, 160.

Employee Assessment
283 Jackman, J. M. and M. H. Strober. 2003. Fear of Feedback. HBR 81 (April, no. 4): 101107.
[Best Practice Feature] Organizations prot when employees ask for feedback and deal with constructive criticism. Nobody employees or management likes the performance review process. Jackman and Strober nd this unfortunate. Once people know how they are doing relative to managements priorities, their work should be more in align with organizational goals.

[Thinking Ahead Feature] For the appraisal process to be worthwhile, Levinson nds it critical that job descriptions be behavioral as well as results oriented.

291 Patz, A. L. 1975. Performance Appraisal: Useful but Still Resisted. HBR 53 (May-June, no. 3): 7480.
Despite their many problems, performance reviews are not likely to be abandoned by top management as an assessment tool.

292 Rieder, G. A. 1973. Performance Review


A Mixed Bag. HBR 51 ( July-August, no. 4): 6167.
Rieder explains how performance reviews are often complicated or misused and, instead, advocates a review process geared to results management.

284 Levinson, H. 2003. Management by Whose


Objectives. HBR 81 ( January, no. 1): 107116.
[Best of HBR Feature] Levinson identies a constellation of problems that cripple performance appraisal systems and nds that almost every performance measurement system ignores the individuals needs or desires.

285 Peiperi, M. A. 2001. Getting 360 Degree Feedback Right. HBR 79 ( January, no. 1): 142147.
[Best Practice Feature] Though the 360-degree feedback scheme is popular throughout many companies, Peiperi describes it as bureaucratic, politically tense and excruciating process, fraught with vulnerabilities and hidden conicts.

293 McGregor, D. 1972. An Uneasy Look at Performance Appraisal. HBR 50 (September-October, no. 5): 133139.
[HBR Classic Feature]McGregor advocates allowing subordinates to establish personal short-term goals and then to evaluate their performance themselves.

294 Oberg, W. 1971. Make Performance Appraisal


Relevant. HBR 50 ( January-February, no. 1): 6167.
While performance appraisals are an accepted tool, they often yield indifferent results. Oberg contends performance assessment is typically out of sync with organizational objectives.

286 Grote, D. 2000. Performance Appraisal Reappraised: Public Sector Models. HBR 78 ( JanuaryFebruary, no. 1): 2121.
[Forethought Feature] Some of the best ideas about performance appraisal now come from governmental agencies which have developed systems to differentiate between weak and strong employees.

295 Thompson, P. H. and G. W. Dalton. 1970.


Performance Appraisal: Managers Beware. HBR 48 ( January-February, no. 1): 149157.
Top management often perceives its evaluation apparatus for its managerial and engineering class of employees as fair and optimal. That structure, however, typically triggers high levels of cynicism. Thompson and Dalton counter with an objective-focused feedback structure, particularly useful in a technology-oriented environment.

287 Kelley, R. and J. Caplan. 1993. How Bell Labs


Creates Star Performers. HBR 71 ( July-August, no. 4): 128139.
Research at Bell Laboratories captured productivity differences between average employees and the so-called stars. The latter possesses a capacity for networking, self-management and taking initiative. Kelley and Caplan emphasize that it is difcult to establish productivity programs for knowledge workers compared to factory workers.

296 Sloan, S. and A. C. Johnson. 1968. New Context of Personal Appraisal. HBR 46 (NovemberOctober, no. 6): 1430.
[Keeping Informed Feature] Sloan and Johnson argue that management must reexamine its appraisal

288 Gellerman, S. W. and W. G. Hodgson. 1988.


Cyanamids New Take on Performance Appraisal. HBR 66 (May-June, no. 3): 4641.

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Though increasing in usage, Shaeffer warns that misuse can unwittingly occur with the merit rating process for salary and wage purposes.

methods in light of the new theoretical approaches and new organizational dynamics that have surfaced.

297 Kindall, A. F. and J. Gatza. 1963. Positive Program for Performance Appraisal. HBR 41 (November-December, no. 6): 153166.
Kindall and Gatza provide ve steps for effective appraisals that are predicated on ones job duties being clearly communicated. It also includes a mutual agreement on performance goals which subordinates set themselves.

306 Ward, L. B. 1948. Personnel Testing. HBR 26 (March, no. 2): 181193.
Ward describes how psychological testing is contributing to the profession of human resource management.

298 Mayeld, H. 1960. In Defense of the Performance Appraisal. HBR 38 (March-April, no. 2): 8187.
Mayeld, in response to HBR articles from Douglas McGregor (1957) and Rensis Likert (1959), expresses his unabashed support for the employee performance assessment process.

307 Percival, A. J. and G. B. Gross. 1946. Job Evaluation: A Case History. HBR 24 (Summer, no. 4): 466497.
Perceival and Gross describe an unusually successful job evaluation program that helped improve industrial relations and brought legitimacy to a companys wage structure.

308 The Point Plan for Industrial Control. 1928.


HBR 6 ( January, no. 2): 219230.
[Summaries of Business Research Feature] The point system is a worker efciency scheme that a number of industrial companies have recently implemented.

299 Likert, R. 1959. Motivational Approach to


Management Development. HBR 37 ( July-August, no. 4): 7582.
A fundamental aw with performance reviews is how managers behave in ways that are threatening, rejecting, and ego-deating. This not only affects the subordinates sense of self, it also impairs a superiors capability to effectively function.

309 Starch, D. 1922. The Use and Limitations of Psychological Tests. HBR 1 (October, no. 1): 7180.
Starch argues that no one has devised a satisfactory method for objectively measuring or evaluating personality traits.

300 Kelly, P. R. 1958. Reappraisal of Appraisals.


HBR 36 (May-June, no. 3): 5968.
A great deal of dissatisfaction exists involving employee appraisals which often stems from an employees inability to clearly grasp the objectives and limitations of the appraisal process.

Employee Pensions or Retirement Issues


310 Fitzgerald, T. H. 1988. The Loss of Work:
Notes from Retirement. HBR 66 (March-April, no. 2): 99103.
Retirement can mean the loss of ones self. Fitzgerald urges executives contemplating retirement to think about what they presently do to cultivate their creative powers. This helps insure that the end of a career does not translate to the loss of life.

301 McGregor, D. 1957. An Uneasy Look at Performance Appraisal. HBR 35 (May-June, no. 3): 8994.
McGregor discusses a number of reasons why managers resist engaging in the appraisal process.

302 Sherwin, D. S. 1957. The Job of Job Evaluation. HBR 35 (May-June, no. 3): 6371.
Under the assumption that workers are a companys most valuable asset, Sherwin questions whether job evaluations and the merit rating process are successful in making these assets the focal point for a rm.

311 Moody, H. F., Jr. and E. D. Higgins. 1984.


Selling the 401(k) Plan to Employees. HBR 62 (November-December, no. 6): 6873.
Companies should launch a high-priority communications effort, particularly for their lower-level employees, to explain the mechanisms of their 401(k) plan.

303 Flanagan, J. C. and R. K. Burns. 1955. Employee Performance Record: A New Appraisal and Development Tool. HBR 33 (September-October, no. 5): 95102.
Foremen can now track the positive as well as negative actions of every assembly line worker under an assessment method pioneered by General Motors.

312 Underwood, D. 1984. Toward Self-Reliance in Retirement Planning. HBR 62 (May-June, no. 3): 1820.
[Ideas for Action Feature] Underworld contends that rms are negligent by not establishing and promoting voluntary retirement savings programs.

304 Purcell, T. V. 1955. Observing People. HBR 33 (March-April, no. 2): 90100.
Purcell nds that ones ability to observe and evaluate people is essential to being a successful foreman or leader of any kind.

313 Emering, E. J. 1982. In a Merger, Consider All Employee Benet Funding. HBR 60 ( January-February, no. 1): 4648.
[Ideas for Action Feature]In acquiring other companies, Emering describes the sticker shock many rms encounter as to the acquired companys unfunded pension liability.

305 Shaeffer, R. E. 1949. Merit Rating as a Management Tool. HBR 27 (November, no. 6): 693 705.

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314 Figge, H. E., Jr. 1981. Defusing the Pension Liability Bomb. HBR 59 (November-December, no. 6): 157163.
Figge examines the problems created when pension liabilities are unfunded. This debt runs into the tens of billions of dollars and amounts to an economic time bomb.

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[Ideas for Action Feature] Since ination erodes the purchasing power of retirees on xed pension benets, Heaton examines the responsibilities that employers have toward their retired employees.

323 Gelb, B. D. 1977. When Compulsory Retirement at 65 Is Ended... HBR 55 ( July-August, no. 4): 68.
[Ideas for Action Feature] Gelb nds it inevitable that mandatory retirement at age 65 will be banned by either Congress or the Supreme Court for several reasons.

315 Stolte, M. D. 1981. Pension Plan Sponsors: Monitor Yourselves. HBR 59 (March-April, no. 2): 136143.
Corporate sponsors of dened pension plans must be vigilant in monitoring their performance and decisionmaking in the same manner they are with their portfolio managers.

324 Collins, E. G. C. and W. A. Lankenner. 1975.


Dont Call It Early Retirement. HBR 53 (September-October, no. 5): 103118.
[Interviews with Wheelock Whitney and William G. Damroth] Wheelock and Damroth respond to questions on what happens to executives after they opt for early retirement and whether they miss the fast-paced business world.

316 Dreher, W. A. 1981. Pension Plan Sponsors: Open the Actuarial Black Box. HBR 59 ( JanuaryFebruary, no. 1): 3234.
[Ideas for Action Feature] Dreher assesses the adequacy of funding level, from surveying 180 pensions plans.

317 Sanders, T. R. 1980. Corporate and Personal


Planning for Retirement. HBR 58 (March-April, no. 2): 3742.
[For the Managers Bookshelf Feature] Sanders assesses a variety of handbooks, pamphlets, books, magazines and academic journals relevant to retirement planning.

325 Judd, M. and K. B. Tracy. 1975. Sources on the New Pension Law. HBR 53 (May-June, no. 3): 3637, 165.
[For the Managers Bookshelf Feature] Judd and Tracy describe published commentary and reference sources relevant to the recently enacted Pension Reform Law of 1974 or the landmark Employee Retirement Security Act [ERISA] of 1974.

318 Bradford, L. P. 1979. Can You Survive Your Retirement? HBR 57 (November-December, no. 6): 103109.
Bradford writes on his difcult transition with retirement and how his professional reputation seemed to vanish.

326 Carlson, D. G. 1974. Responding to the Pension Reform Law. HBR 52 (November-December, no. 6): 133144.
Carlson believes the scope of the Employee Retirement Income Security Act of 1974 will be profound and that the new law will require higher pension outlays and other changes.

319 Margady, M. 1979. How to Manage Pension Plans in Mergers. HBR 57 ( July-August, no. 4): 4048.
[Special Report Feature] In evaluating the impact of an acquired companys pension plan, the acquiring company must ascertain the size of that rms unfunded liability.

327 Paul, R. D. 1974. Can Private Pension Deliver. HBR 52 (September-October, no. 5): 2234, 165166.
[Thinking Ahead Feature] Paul contends that many private pension plans in the United States are antiquated and ill-suited for the new economy that is materializing.

320 Tepper, I. and R. D. Paul. 1978. How Much Funding for Your Companys Pension Plan? HBR 56 (November-December, no. 6): 68.
[Ideas for Action Feature] Tepper and Paul describe how similar pension funding is to the capital budgeting process.

328 Bassett, P. C. 1972. Progressive Approach to Pension Funding. HBR 50 (November-December, no. 6): 125141.
Private pension funds are in the limelight. Many rms are scrutinizing their future nancial requirements for these funds. Using a case study, Bassett developed an actuarial valuation model to enable companies to forecast their pension-fund obligations.

321 Rappaport, A. M. 1978. Prepare for the World


of Post-65 [and Early] Retirement. HBR 56 ( JulyAugust, no. 4): 67.
[Ideas for Action Feature] Congress enacted legislation whereby employees cannot be forced into retirement prior to age 70. As such, Rappaport urges rms to assess how their retirement patterns are changing when devising retirement plans.

329 Ellis, C. D. 1971. Danger Ahead for Pension Funds. HBR 49 (May-June, no. 3): 5056.
Corporate pension funds are the largest and fastest growing pool of private capital in the United States. The demands on this pool should grow exponentially. Few corporate managers, however, are thinking about the responsibilities of these obligations.

322 Heaton, H. 1977. Ination Protection for Retired Employees. HBR 55 (September-October, no. 5): 812.

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339 Johnson, H. J. 1956. Problems of Retirement. HBR 34 (March-April, no. 2): 2135, 170172.
[Thinking Ahead Feature]With retirement looming, many executives are morose over their nancial and emotional well-being.

330 Tyson, R. C. 1968. Lets Keep Our Dual Retirement System. HBR 46 (March-April, no. 2): 219, 166168.
[Thinking Ahead Feature] Tyson examines two issues involving private pension systems with public policy ramications.

340 Gradison, W. D., Jr. 1955. Key Questions in


Pension Fund Investment. HBR 33 ( July-August, no. 4): 8490.
Investing billions of dollars in pension monies is a new and signicant responsibility for corporate management. Though some aspects of this can be done in conjunction with employee representatives, management must still determine the investment strategy with regards to these funds.

331 Foote, G. H. and W. S. McLaughlin. 1965.


The Presidents Stock in Pension Planning. HBR 43 (September-October, no. 5): 91106.
Foote and McLaughlin surveyed 490 large corporations about their prevailing pension levels and cost patterns to make inter-industry comparisons.

332 Miljus, R. C. and A. C. Johnson. 1963.


Multi-Employer Pensions & Labor Mobility. HBR 41 (September-October, no. 5): 147161.
Miljus describes the important advantages that portable pensions offer management, unions, and workers. However, they also restrain employee mobility.

341 Babson, P. T. 1955. Timing Your Retirement.


HBR 33 (March-April, no. 2): 6874.
Babson engages in a cost-benet analysis for companies who implement a retirement age of less than age 65.

333 Rimlinger, G. V. 1960. Health Care of the


Aged: Who Pays the Bill? HBR 38 ( January-February, no. 1): 108116.
Employers will likely have to pay a greater share of retiree health costs, either through voluntary methods or by compulsory measures under Social Security.

342 Imberman, A. A. 1954. Racketeering in


Health and Welfare Funds. HBR 32 (NovemberDecember, no. 6): 7280.
The Taft-Hartley Act provided management with a legal right to jointly participate with organized labor on negotiated health or other welfare plans. Imberman nds that, because of a lack of courage, management capitulated to the unions over the administration of these plans.

334 Holland, D. M. 1959. What Can We Expect from Pensions? HBR 37 ( July-August, no. 4): 125140.
Private pension plans have grown exponentially. Holland discusses the forms and dimensions of private pension plans, the impact these plans have on the American economy, as well as their cost to American management.

343 Calvert, G. N. 1954. Cost-of-Living Pension Plan. HBR 32 (September-October, no. 5): 101109.
Calvert explains how vulnerable pensioners are because of ination and that a high priority for society, government, and private industry should be to absorb its impact.

335 Howell, P. L. 1958. Common Stocks and Pension Fund Investing. HBR 36 (November-December, no. 6): 92106.
With rising wages, higher living costs, and lower bond yields, Howell discusses how important it is for companies to revamp their assumptions and investment strategies concerning pension fund management.

344 Hall, H. R. 1953. Plan Your Retirement Activities Early. HBR 31 (September-October, no. 5): 118128.
Executives need to view retirement as a positive opportunity. Whenever change is viewed as negative, events such as retirement are miserable endeavors. Hall nds it critical for people to prepare a careful retirement strategy far in advance of actually retiring.

336 Perrow, C. 1957. Are Retirement Adjustment Programs Necessary? HBR 35 ( July-August, no. 4): 109115.
Perrow discusses if management should be responsible for assisting employees with the psychological adjustments necessary with retirement.

345 _____. 1953. Executives Financial Preparation


for Retirement. HBR 31 ( January-February, no. 1): 8396.
Hall emphasizes that preparing for retirement demands the same energy and foresight that executives apply towards business strategy.

337 Otis, H. W. 1957. Comparing Pension Costs.


HBR 35 ( July-August, no. 4): 5866.
Otis describes the advantages and disadvantages of insured and trusteed pension plans from a cost-benet standpoint.

346 Sedgwick, R. M. 1953. A New Pension Plan. HBR 31 ( January-February, no. 1): 7082.
Sedgwick proposes a pension plan for companies to offer employees with 35 years of service: $1,000 a year for the rest of their life based on a $3,600 average annual salary. Pensioners would also draw $1,500 in social security benets.

338 Ain, S. C. 1956. OASI: Impact on Private


Pension Plans. HBR 34 (May-June, no. 3): 101108.
Ain discusses how private pension plans are affected by the Old Age & Survivors Insurance (OASI) program along with some OASI program changes that are being proposed.

347 Ackerman, L. J. and W. C. McKain, Jr. 1952. Retirement Programs for Older Workers. HBR 30 ( July-August, no. 4): 97108.
Ackerman and McKain surveyed 400 companies to

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examine problems relevant to old age and retirement. The two contend that business and aided by all levels of government is on the verge of offering a highly humane approach to its older workers.

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356 Allen, H. and W. Bunn. 2007. How Risky Is Overtime, Really? HBR 85 (May, no. 5): 2626.
[Forethought Feature] When competing against low-wage competitors from the Third World, many European and American manufacturers are being hampered by governmental mandates on overtime . Allen and Bunn counter that long hours are not harmful to peoples health and do not lead to higher injury rates.

348 Henderson, C. R. 1952. A Better Pension Program. HBR 30 ( January-February, no. 1): 6274.
Current pension programs do not protect workers from ination or the possibility that an employer goes out of business. To counter these issues, Henderson advocates granting employees equity shares in their pension plan based on ones average earnings over their working life.

357 Manguarian, G. E. 2007. Realizing What Youre Made Of. HBR 85 (March, no. 3): 125130.
[First Person Feature] Mangurian describes what he learned about resilience and leadership following spinal cord damage that left him permanently paralyzed.

349 Justin, J. J. 1950. Pension Plans: Check List for Administrators. HBR 28 (November, no. 6): 114 122.
Justin demysties pension planning and administration by creating a simple and practical 200-item checklist for human resource specialists that also references past HBR articles.

358 Parsons, G. D. and R. T. Pascale. 2007. Crisis at the Summit. HBR 85 (March, no. 3): 8089.
Overachievers are susceptible to a hard-to-detect afiction known as summit syndrome. If summit syndrome is ignored, the most promising careers can likely be derailed once a gifted individual has mastered their job or attained a goal.

350 Schwartz, E. L. 1950. Employer Initiative in Pension Programs. HBR 28 (May, no. 3): 5970.
Employee pension programs are closer to reality than many businesses believe. Firms need to accept this reality to stymie union demands or competitive pressures for ones best employees from taking their toll.

359 Gerson, B. 2006. The Reign of Zero Tolerance. HBR 84 (November, no. 11): 3952.
[HBR Case Study Feature]Following the dismissal of a materials chemist for unauthorized e-mailing and Internet usage, employees at Applied Devices nd that top managements zero-tolerance policies for computer usage to be too draconian.

351 Baker, J. C. 1940. Pensions for Executives. HBR 18 (Spring, no. 3): 309321.
Baker challenges prevailing attitudes that executives, unlike employees, should not be part of a companys pension plan.

360 Fryer, B. 2006. Sleep Decity: The Performance Killer. HBR 84 (October, no. 10): 5359.
[A Conversation with Harvard Medical School Professor Charles A. Czeisler] When corporations push employees to work too long with too little sleep, the toll on morale, worker safety and performance is harmful and dangerous. Czeisler also describes four neurobiological malfunctions that stem from sleep deprivation.

352 Sollohub, W. A. 1937. Social Security in France. HBR 15 (Spring, no. 3): 283294.
Sollohub describes how similar the French and American social security systems are to one another.

353 Selekman, B. M. 1937. The Social Security Act. HBR 15 (Winter, no. 2): 174188.
Selekman describes the signicance of the Social Security Act with regards to the federal governments role in American life.

361 Morison, R., T. Erickson and K. Dychtwald. 2006. Managing Middlescence. HBR 84 (March, no. 3): 7886.
Midcareer employees and managers make up more than half of todays workforce. They work long hours and are known for their loyalty and commitment. New research, however, indicates that this segment feels taken advantage of, burned out, bored and bottlenecked. Like adolescence, middlescence is a time of frustration, confusion and alienation. Companies are ill equipped to manage middlescence given its pervasive and culturally uncharted nature.

354 Folsom, M. B. 1936. Company Annuity Plans


and the Federal Old Age Benet Plan. HBR 14 (Summer, no. 4): 414424.
Something must be done as the percentage of Americans over age 65 is increasing at a faster rate than it is with other age groups; much of this stems from improving mortality rates.

Employee Problems
355 Bennett, N. 2007. Munchausen at Work. HBR 85 (November, no. 11): 2425.
[Forethought Feature] Bennett describes the impact of the Muchchausen Syndrome which is when people fabricate problems and then work to win praise for having solved them, in the workplace.

362 Kets de Vries, M. F. R. 2005. The Dangers of Feeling Like a Fake. HBR 83 (September, no. 9): 108116.
Many executives are convinced that theyre not worthy of the upper-echelon positions which they hold. Moreover, they fret that someone will unmask them as a fraud. Kets de Vries labels this psychosis as neurotic imposture. It is characterized by a fear of failure, the fear of success, perfectionism, procrastination and workaholism. The careers of people in this predicament are ultimately ruined. Their companies invariably suffer, too.

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lights for another software rm. In particular, does the primary employer have any recourse with this employee?

363 Hallowell, E. M. 2005. Why Smart People


Underperform. HBR 83 ( January, no. 1): 5462.
Any time people are overscheduled or overburdened, their brains do not work the way they should. Modern ofce life and a condition known as attention decit trait are turning steady workers into frenzied underachievers. Hallowell, a practicing psychiatrist, offers strategies to help people overcome this attention decit trait.

371 Boyatzis, R., A. McGee and D. Goleman. 2002. Reawakening Your Passion for Work. HBR 80 (April, no. 4): 8594.
Boyatzis and his coauthors offer strategies to help executives and others take stock of their lives to replenish their energy, creativity, commitment and passion for their work.

364 Morse, G. 2004. Executive Psychopaths. HBR 82 (October, no. 10): 2022.
[Forethought Feature] Maintaining that roughly 1 percent of any population is psychopathic, Morse explains how easy it is for this personality type to seep into any management team and produce indelible damage. The work of two psychologists on what organizations can do to ush out this personality type is also discussed.

372 Coutu, D. L. 2002. Managing Emotional Fallout. HBR 80 (February, no. 2): 5560.
[An Interview with Dr. Steven Hyman] As past director of the National Institute of Mental Health, Hyman argues that workplace problems involving stress and depression are the worst they have ever been.

365 Berglas, S. 2004. Chronic Time Abuse. HBR 82 ( June, no. 6): 9097.
People who abuse time whether they are chronic procrastinators or who work obsessively to meet deadlines weeks in advance can disrupt a businesss morale and operating efciency. Time management counseling is pointless for both types of employees, most of who suffer from a brittle self-image and are likely to fear change.

373 Carr, N. 2002. Bobs Meltdown. HBR 80 ( January, no. 1): 2534.
[HBR Case Study Feature] Carrs case study focuses on a rms best manager who loses his composure and berates a fellow manager in public.

374 Carr, N. G. 2001. Curbing the Procrastination Instinct. HBR 79 (October, no. 9): 2626.
[Forethought Feature] Carr discusses a recent study by Dan Ariely of MIT and Klaus Wertenbroch of INSEAD that nds the manner in which deadlines are set determines the degree to which procrastination transpires.

366 Coutu, D. L. 2004. Losing It. HBR 82


(April, no. 4): 3745.
[HBR Case Study Feature]A rms star consultant appears to be on the verge of a nervous breakdown in light of the rambling, incoherent e-mail messages he keeps sending to clients. Inappropriate exchanges with colleagues are also taking place. Respondents provide ideas on what this rm should do.

375 Cliffe, S. 2001. What a Star: What a Jerk!


HBR 79 (September, no. 8): 3748.
[HBR Case Study Feature] Cliffes case study examines a star performer with a highly abrasive personality.

367 Weeks, J. 2004. Whining Away the Hours. HBR 82 (May, no. 4): 2021.
[Forethought Feature] Employee complaints can actually be good for morale, particularly for circumstances in which nothing will get rectied.

376 Waldroop, J. and T. Butler. 2000. Managing Away Bad Habits. HBR 78 (September-October, no. 5): 8998.
People possessing bad business habits create their individual glass ceilings. Waldroop and Butler examine the root causes of six behavior patterns to help employees recognize and correct their aws.

368 Roche, E. 2003. Do Something: Hes About to Snap. HBR 81 ( July, no. 7): 2331.
[HBR Case Study Feature] Max Dyer, a talented programmer, is terrible to others at work. Co-workers nd Max to be losing his grip on reality and close to being mentally ill. Management is being begged to do something. What makes this problematic, however, is that Max has done nothing wrong.

377 Lieblich, J. 1994. Managing a Manic-Depressive. HBR 72 (May-June, no. 3): 2032.
[HBR Case Study Feature] Lieblichs case study features an energetic executive, once enthusiastic and well-liked, now diagnosed as manic-depressive.

369 Nicholson, N. 2003. How to Motivate Your Problem People. HBR 81 ( January, no. 1): 5665.
Difcult employees often command a disproportionate share of a managers time. Instead of pushing solutions on problem employees, Nicholson nds that a manager should pull solutions from these individuals by creating circumstances in which this employee can channel their motivation toward achievable goals.

378 Williamson, A. D. 1993. Is This the Right


Time to Come Out? HBR 71 ( July-August, no. 4): 1828.
[HBR Case Study Feature] A nancial advisory rms highest producing consultant is gay and determined to bring his partner to the companys 50th anniversary dinner. Upper management, on the other hand, is preoccupied with how some clientele might react.

370 Fryer, B. 2002. The Moonlighter. HBR 80


(November, no. 11): 3342.
[HBR Case Study Feature] Fryers case study focuses on a computer software programmer who moon-

379 Rothstein, L. R. 1992. The Case of the Tempermental Talent. HBR 70 (November-December, no. 6): 1625.
[HBR Case Study Feature] Rothsteins case study

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focuses on a gifted worker, adroit at handling complex design problems with innovative solutions. In the aftermath of a company reorganization, this person has become unreliable, even violent.

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tion of character or for depriving that person of property (i.e., their job).

380 Banas, G. E. 1992. Nothing Prepared Me to Manage AIDS. HBR 70 ( July-August, no. 4): 26 33.
[First Person Feature] Banas discusses his experiences with two employees who contracted the AIDS virus and how management must balance a workers need for condentiality in conjunction with the fear and anxiety that the other employees are likely to have.

387 Blake, R. R. and J. S. Mouton. 1984. Overcoming Group Warfare. HBR 62 (November-December, no. 6): 98108.
Blake and Mouton offer advice for companies plagued with employee cliques who do not get along.

388 Olson, F. C. 1984. How Peer Review Works at Control Data. HBR 62 (November-December, no. 6): 5864.
[Ideas for Action Feature] Olson describes Control Datas peer-review apparatus for resolving employee grievances.

381 Tedlow, R. S. and M. S. Marram. 1991. A Case


of AIDS. HBR 69 (November-December, no. 6): 1425.
[HBR Case Study Feature] Tedlow and Marrams case study considers whether an HIV-infected person should be hired and how this should be conveyed to the other employees. Moreover, this will likely trigger a host of problems should this employee be promoted to a senior position.

389 Bartolome, F. 1983. The Work Alibi: When Its Harder to Go Home. HBR 61 (March-April, no. 2): 6775.
Whenever executives engage in workaholic practices, all too often, it stems from profound communication-oriented problems with ones spouse.

382 Wrich, J. T. 1988. Beyond Testing: Coping


with Drugs at Work. HBR 66 ( January-February, no. 1): 120130.
[Special Report Feature] Many rms are adopting drug-testing initiatives to assign drug abusers to either treatment or disciplinary action. Wrich, in turn, nds that drug-testing initiatives typically create more problems than they solve.

390 Ewing, D. W. 1983. How to Negotiate with Employee Objectors. HBR 61 ( January-February, no. 1): 103110.
Ewing contends that dissidents are frequently valuable employees with real concerns. Management needs to learn what motivates them to speak out. Doing so helps create win-win solutions.

383 Hammond, S. C., D. A. DeCenzo and M. H. Bowers. 1987. How One Company went Smokeless. HBR 65 (November-December, no. 6): 4445.
[Ideas for Action Feature] With enthusiastic support from top management and an effective communication campaign, Blue Cross/Blue Shield of Marylands three-phase program motivated most tobacco-using employees to stop smoking.

391 Bensinger, P. B. 1982. Drugs in the Workplace. HBR 60 (November-December, no. 6): 48 60.
[Special Report Feature] Bensinger offers steps for companies to counter workplace drug abuse.

392 Kets de Vries, M. F. R. 1979. Managers Can Drive Their Subordinates Mad. HBR 57 ( July-August, no. 4): 125134.
Kets de Vries describes the impact on subordinates when a leader becomes delusional and loses touch with reality.

384 Leap, T. L. and M. D. Crino. 1986. How to Deal with Bizarre Employee Behavior. HBR 64 (May-June, no. 3): 1822.
[Ideas for Action Feature] Leap and Crino warn employers that it is important to consider whether an employees erratic or bizarre behavior truly endangers the other employees in that organization before taking any disciplinary-type action.

393 Cooper, M. R., B. S. Morgan, P. M. Foley and L. B. Kaplan. 1979. Changing Employee Values: Deepening Discontent. HBR 57 ( January-February, no. 1): 117125.
From an extensive study and employee attitude data collected over a 25 year period, Cooper and his coauthors discuss how American worker attitudes and values have shifted in a way that reects profound dissatisfaction.

385 Campbell, D. N., R. L. Fleming and R. C.


Grote. 1985. Discipline Without Punishment At Last. HBR 63 ( July-August, no. 4): 162178.
[Special Report Feature] Campbell and his coauthors describe how employees are now able to create workable programs to provide self-discipline.

394 Huberman, J. 1975. Discipline Without Punishment Lives. HBR 53 ( July-August, no. 4): 68.
[Ideas for Action Feature Huberman describes the remedial effect involved with the discipline without punishment process he helped devise for a Canadian plywood manufacturer. This was later instituted by several American manufacturers.

386 Kleinmuntz, B. 1985. Lie Detectors Fail the Truth Test. HBR 63 ( July-August, no. 4): 3642.
[Ideas for Action Feature] Firms can pay dearly when placing blind faith in lie detector tests. Kleinmuntz emphasizes how lying is a complex phenomena that can not readily be measured by physiological changes. Dismissed employees can easily bring a lawsuit for defama-

395 Leeman, C. P. 1974. Contracting for an Employee Counseling Service. HBR 52 (March-April, no. 2): 2024.
[Ideas for Action Feature]Leeman argues how em-

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404 Glennon, J. R., W. J. Smith and L. E. Albright. 1960. New Dimension in Measuring Morale. HBR 38 ( January-February, no. 1): 106107.
Morale surveys are excellent diagnostic tools for locating employee discontent. Glennon and his coauthors offer a simple, but effective, method for identifying possible trouble areas.

ployee counseling services benet companies in the long run.

396 Sirota, D. and A. D. Wolfson. 1973. Pragmatic Approach to People Problems. HBR 51 ( January-February, no. 1): 120128.
Executives may be known for their problem-solving abilities. It is not uncommon, however, for these individuals to be inept at diagnosing employee discontent. Sirota and Wolfson describe why it is paramount for management to ascertain the nature of these problems.

405 Covner, B. J. 1950. Management Factors Affecting Absenteeism. HBR 28 (September, no. 5): 4248.
Covners study analyzes the high rates of absenteeism among industrial workers and what management should do to alleviate this problem.

397 Levinson, H. 1972. Easing the Pain of Personal Loss. HBR 50 (September-October, no. 5): 8088.
Loss is a subtle, often overlooked, phenomenon that robs people of psychological stability and deprives organizations of human productivity. Levinson offers ideas for repairing these damaged moorings.

Employee Prot Sharing or Employee Owned Businesses


406 Rosen, C., J. Case and M. Staubus. 2005. Every Employee an Owner [Really]. HBR 83 ( June, no. 6): 122130.
When done right, Rosen and his coauthors nd that broad-based employee ownership does produce higher productivity, lower work force turnover, and higher margins. Whenever a true culture of employee ownership exists, employee owners know their obligation not only to company management but also to one another. Employee-owners are also most cognizant of the nancial and performance targets that need to be satised.

398 Sadler, M. and J. F. Horst. 1972. Company/ Union Programs for Alcoholics. HBR 50 (September-October, no. 5): 2234, 152156.
[Problems in Review Feature] Sadler and Horst describe a comprehensive control program to promote the early detection of alcoholism and motivate problem drinkers to seek treatment.

399 Fitzgerald, T. H. 1971. Why Motivation Theory Doesnt Work. HBR 49 ( July-August, no. 4): 3744.
Fitzgerald discusses why employee motivation problems stem from an array of historical and cultural trends.

400 Kelley, J. W. 1969. Case of the Alcoholic Absentee. HBR 47 (May-June, no. 3): 1436, 168170.
[HBR Case Study Feature] Kelleys case study involves an alcoholic and their impact on those with whom they work. The ABC Electronics Companys strategy with regards to this problem is also assessed.

407 Gross, B. 1998. The New Math of Ownership. HBR 76 (November-December, no. 6): 68 74.
The high-technology industry suffers from acute problems involving employee retention. Gross, the chairman and founder of Idealab, offers a radical solution: All workers should be provided with a signicant stake in a rms equity. Employees would then be more emotionally involved in the struggle to outdo the competition and emerge victorious.

401 Porter, L. W. and E. E. Lawler, III. 1968. What Job Attitudes Tell About Motivation. HBR 46 ( January-February, no. 1): 118126.
Many executives are disenchanted with the attitude of their employees toward their jobs. Porter and Lawler counter that management often assesses job attitudes in the wrong manner. The two also discuss managerial tactics that aggravate these problems.

408 Stewart, G. B., III. 1990. Remaking the Public Corporation from Within. HBR 68 ( July-August, no. 4): 126137.
Stewart explains how leveraged equity purchase plans (LEPP) function since building personal wealth through equity is a better motivator than any bonus plan.

402 Beckhard, R. 1967. The Confrontation Meeting. HBR 45 (March-April, no. 2): 149155.
Following any period of major change within an organization, a great deal of confusion and dysfunctional energy surfaces that adversely affects productivity and morale. Beckhard describes how important it is for top management to be efcient in assessing the mood of their organization.

409 Rosen, C. and M. Quarrey. 1987. How Well Is Employee Ownership Working? HBR 65 (September-October, no. 5): 126132.
[Special Report Feature] More than eight million employees participate in employee stock ownership plans [ESOPs]. Rosen and Quarrey assess the performance of 45 ESOP companies in comparison to similar sized [nonESOP] companies. ESOP company sales grew are growing at 5 percent faster clip than their nonESOP counterparts. The authors nd that ESOP companies really perform best when workers have a say in corporate policy.

403 Zaleznik, A. 1965. The Dynamics of Subordinacy. HBR 43 (May-June, no. 3): 119131.
Zaleznik offers guidelines to junior and senior level employees for resolving conicts.

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410 Bradley, K. and A. Gelb. 1985. Employee Buyouts of Troubled Companies. HBR 63 (September-October, no. 5): 121130.
The nancial performance of companies in which employees obtain ownership in their troubled company is mixed. Bradley and Gelb attempt to examine the following: (i) what accounts for the increasing visibility of employee buyouts; (ii) why has their performance varied so much; and (iii) are there common patterns and lessons that employee-owners and public policy makers can learn from?

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tion coming from the Common Market nations that mandates employee participation in major corporate decisions.

418 Rowe, R. L. 1949. Prot-Sharing Plans in Industry. HBR 27 (September, no. 5): 559584.
Rowe argues how prot sharing plans are an effective way to stymie ination, industrial unrest and the increasing power of organized labor.

419 Kestnbaum, M. 1940. A Study in Management Prerogatives. HBR 19 (Autumn, no. 1): 8898.
In a collective bargaining environment, unions are making demands on matters that are historically in the purview of senior management. Kestnbaum assesses how well Hart Schaffner & Marx and the Amalgamated Clothing Workers have worked together for more than thirty years.

411 Majerus, R. E. 1984. Workers Have a Right


to a Share of Prots. HBR 62 (September-October, no. 5): 4250.
[Ideas for Action Feature] Majerus explains why prot sharing should be part of the collective bargaining process.

412 OToole, J. 1979. The Uneven Record of Employee Ownership. HBR 57 (November-December, no. 6): 185197.
OToole examines the level of employee motivation and morale in companies with high levels of employee ownership.

420 Cooper, L. W. 1930. The Clothing Workers Factory in Milwaukee. HBR 9 (October, no. 1): 89100.
The Hart, Schaffner and Marx Company, manufacturers of mens apparel, has a Milwaukee manufacturing facility in which the Amalgamated Clothing Workers of America has operated and managed for two years.

413 Ewing, D. W. and P. M. Banks. 1979. When


Employees Run the Company. HBR 57 ( JanuaryFebruary, no. 1): 7590.
[An Interview with Leamon J. Bennett of Puget Sound Plywood] Worker-owned companies appear to be making a comeback as a result of changes with the tax code and the regulatory environment. Moreover, a Department of Labor study contends that employee-owned companies typically generate higher growth and protability. Puget Sound Plywood was one of the rst companies to attempt to operate in this manner.

421 Hicks, C. J. 1924. What Can the Employer Do to Encourage Savings and Wise Investment by Industrial Employees? HBR 2 ( January, no. 2): 192200.
Smart organizations are cognizant that extra inducements are necessary, in the form of prot sharing or company stock, for maintaining a top-ight work force.

414 Blumberg, P. J. 1977. Implications of Representation Trend for U.S. Corporations. HBR 55 ( January-February, no. 1): 4654, 170.
[From the Boardroom Feature] Blumberg points out how prevailing opinion is different in the United States than it is in Europe toward organized labor becoming corporate directors.

Employee Turnover or Termination Issues


422 Nalbantian, H. R. and A. Szostak. 2004. How Fleet Bank Fought Employee Flight. HBR 82 (April, no. 4): 116125.
[Best Practice Feature] Most companies gure the best way to retain employees is by offering them substantial pay raises. Fleet Bank, however, discovered that employees care about career opportunities more than they do about pay.

415 Orr, D. 1977. David Orr on Employee Representation and Cooperation. HBR 55 ( JanuaryFebruary, no. 1): 3646.
[From the Boardroom Feature] Pressures are mounting in Europe that organized labor be granted seats on corporate boards of directors.

423 Krug, J. A. 2003. Why Do They Keep Leaving. HBR 81 (February, no. 2): 1617.
[Forethought Feature] A new study describes how executive turnover skyrockets following a merger or acquisition.

416 Reum, W. R. and S. M. Reum. 1976. Employee Stock Ownership Plans: Plusses and Minuses. HBR 54 ( July-August, no. 4): 133143.
Reum and Reum examine how employee stock ownership plans [ESOP] will be affected by the 1974 Employee Retirement Income and Security Act or ERISA.

424 Sertogulu, C. and A. Berkowitch. 2002. Cultivating Ex-Employees. HBR 80 ( June, no. 6): 2021.
[Forethought Feature] Former employees can be a key asset that rms typically neglect. Sertogulu and Berkowitch explain how ones alumni can play a signicant role in any organization.

417 Brua, L. A. 1973. Worker Groups Gain Power in Common Market Companies. HBR 51 (November-December, no. 6): 810.
[Ideas for Action Feature] Brua describes legisla-

425 Rigby, D. 2002. Look Before You Lay Off. HBR 80 (April, no. 4): 2021.

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[Ideas for Action Feature] Employers will encounter situations in which they must terminate a worker. Unless they take some necessary precautions, they will have a difcult time showing just cause for the dismissal in the judicial system.

[Forethought Feature] A Bain & Company study reveals that laying off workers during economic downturns is detrimental to a business in the long run. Companies with few or no layoffs signicantly outperformed those with high levels of employee layoffs.

426 Kesner, I. F. 2002. The Coach Who Got Poached. HBR 80 (March, no. 3): 3140.
[HBR Case Study Feature]Kesners case study features a divisional president with an aptitude for recruiting and developing talent only to have others in his rm poach that talent.

434 Bierman, L., J. C. Ullman and S. A. Youngblood. 1985. Making Disputes Over Dismissals Win-Win Situations. HBR 63 ( January-February, no. 1): 160162.
[Ideas for Action Feature] The state of South Carolina instituted a state-sponsored mediation program that is helping resolve complaints over employee discharges.

427 Bendapudi, N. and R. P. Leone. 2001. How to Lose Your Star Performer Without Losing Customers, Too. HBR 79 (November, no. 10): 104112.
Bendapudi and Leone studied the resignations of 200 employees from 57 companies on what transpires when a vital contact employee leaves a rm. In essence, most strategies for retaining those clients are ineffective since they focus on the rms perspective as opposed to the clients.

435 Ewing, D. W. 1983. Case of the Disputed


Dismissal. HBR 61 (September-October, no. 5): 3862.
[Problems in Review Feature] Ewings case study explores the ramications of a manager dismissing a capable employee out of frustration or indignation.

428 Stybel, L. J. and M. Peabody. 2001. The


Right Way to Be Fired. HBR 79 ( July-August, no. 7): 8695.
Many workers, believing in the promise of employment security, possess a tenure mindset and are devastated when suddenly red or laid off. In contrast, workers with an assignment mentality view each job as one in a series of career-building steps. The latter are far more resilient when let go.

436 Lund, R. T., D. C. Bumstead and S. Friedman. 1975. Inverse Seniority: Timely Answer to the Layoff Dilemma? HBR 53 (September-October, no. 5): 6572.
Lund and his coauthors examine whether companies can lay off their employees based on seniority if that results in a disproportionate reduction of female or minority workers.

429 Ibarra, H. 2000. Making Partner: A Mentors Guide to the Psychological Journey. HBR 78 (March-April, no. 2): 147155.
Ibarra discusses how professional service rms can secure and retain the young MBA talent they have cultivated from leaving for Internet start-up companies.

437 Flowers, V. S. and C. L. Hughes. 1973. Why Employees Stay. HBR 51 ( July-August, no. 4): 49 60.
Flowers and Hughess research focuses why employees opt to stay with an organization, a crucial issue for companies committed to maintaining a motivated and productive work force.

430 Cappelli, P. 2000. A Market-Driven Approach to Retaining Talent. HBR 78 ( January-February, no. 1): 103113.
Cappelli discusses a strategy for retaining ones employees that is predicated on accepting a new reality: the market, as opposed to the rm, determines the movement of ones employees.

438 De Pasquale, J. A. and R. A. Lange. 1971. JobHopping and the MBA. HBR 49 (November-December, no. 6): 412, 151153.
[Special Report Feature] From surveying the recent graduates of 12 MBA programs, De Pasquale and Lange analyze whether an inordinate amount of job-hopping exists among this population. They also studied if the salaries for those who job-hop differ from those who stay with one company.

431 Wetlaufer, S. 1998. After the Layoffs, What Next? HBR 76 (September-October, no. 5): 2442.
[HBR Case Study Issues]With staff levels reduced by 20 percent, Wetlaufers case study examines what poor staff morale did to a department-store chain near bankruptcy.

439 Labor Turnover in a Shoe Factory. 1923.


HBR 1 ( July, no. 4): 491494.
[Summaries of Business Research Feature] Training and instructional costs, spoiled work, and additional wear-and-tear on machinery need to be factored in when assessing the nancial impact of employee turnover.

432 Parkhouse, G. C. 1988. Inside OutplacementMy Search for a Job. HBR 66 ( January-February, no. 1): 5660.
After 32 years with one company and then being let go, Parkhouse describes how an outplacement rm saved him and helped him land a new job.

Employee Wage or Salary Structures


440 Cascio, W. F. 2006. The High Costs of Low Wages. HBR 84 (December, no. 12): 2323.
[Forethought Feature]In comparing the wage and employee benet structures of Costco and Sams Club, Cascio concludes that stingy pay and benet packages

433 Condon, T. J. and R. H. Wolff. 1985. Procedures That Safeguard Your Right to Fire. HBR 63 (November-December, no. 6): 1618.

31
invariably trigger higher long-term costs. While Costcos practices might initially seem more expensive, it has a low employee turnover rate compared to the high level that plagues Sams Club. Since the costs relevant to employee turnover are expensive, Sams Clubs [or WalMarts] public image, protability and stock price are adversely affected by their wage philosophy.

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Gillette and several other companies encountered in switching to a salary structure.

449 Gordon, T. J. and R. E. LeBleu. 1970. Employee Benets, 19701985. HBR 48 ( January-February, no. 1): 93107.
The cost of employee benets has grown more than twice as fast as wages and salaries which is catching the attention of top management. Gordon and LeBleu describe the work of a panel of experts in assessing the pressures facing this sector.

441 Kerr, S. 2003. The Best-Laid Incentive Plans. HBR 81 ( January, no. 1): 2737.
[HBR Case Study Feature] Rainbarrel Products created an incentive plan for its workforce. Unintended consequences, however, surfaced which the rm must now cope with.

450 Kaponya, P. G. 1962. Salaries for All Workers. HBR 40 (May-June, no. 3): 4957.
In response to pressures emanating from the collective bargaining process, Kaponya offers ideas on how feasible it is for blue-collar employees to be paid on a salary basis as opposed to wages.

442 Knez, M. and D. Simester. 2002. Making


Across-the-Board Incentives Work. HBR 80 (February, no. 2): 1617.
[Forethought Feature] Companywide incentive packages usually produce disappointing results. Knez and Simester describe a group incentive scheme implemented by Continental Airlines in 1995 that that made for more efcient employees and timely ights.

451 Crandall, R. E. 1962. De-Emphasized Wage Incentives. HBR 40 (March-April, no. 2): 113116.
Crandall discusses why wage incentives are unlikely to cure a companys production problems.

443 Case, J. 2001. When Salaries Arent Secret.


HBR 79 (May, no. 5): 3749.
[HBR Case Study Feature] Cases case study examines the impact on a rm whose employee salaries always treated as condential were leaked.

452 Jacques, E. 1962. Objective Measures for Pay Differentials. HBR 40 ( January-February, no. 1): 133138.
Jacques offers a radically new policy for establishing pay scales to do away with mistrust, stress, and leadership failures.

444 Zehnder, E. 2001. A Simpler Way to Pay.


HBR 79 (April, no. 4): 5361.
[First Person Feature] Zehnder describes the importance of seniority in the compensation practices of his consulting rm.

453 Foster, K. E., G. F. Wajda and T. R. Lawson. 1961. Global Plan for Salary Administration. HBR 39 (September-October, no. 5): 6266.
Foster and his coauthors offer an approach for companies to accurately compare their salary schedule with those of their competition.

445 Kohn, A. 1993. Why Incentive Plans Cannot


Work. HBR 71 (September-October, no. 5): 54 63.
[In Question Feature] A number of studies are indicating that incentive salary plans can have a detrimental impact on the long-term nancial health of a rm.

454 Forgen, J. H. 1961. Product Mix for Fringe Benets. HBR 39 ( July-August, no. 4): 6468.
Fringe benets now account for 18 percent of American wages. Forgen offers a three-step approach to managing the growth of these benet packages which cannot be allowed to just grow.

446 Kanter, R. M. 1987. The Attack on Pay. HBR 65 (March-April, no. 2): 6067.
Traditional compensation systems that value status, as opposed to ones contribution, do not reward the entrepreneurial and creative thrust that American industry desperately needs from its workers. As such, some American employers are changing their pay practices to forge better links between compensation and performance.

455 Torbert, F. 1959. Making Incentives Work. HBR 37 (September-October, no. 5): 8192.
Once heralded as a panacea for all labor-management problems, technology changes are threatening to make individual piecework pay structures extinct. On another front, Torbert describes the benets of group incentive plans for achieving better worker participation and productivity.

447 Platten, D. C. 1983. The Employee Benets Does the Company Also? HBR 61 (September-October, no. 5): 2022.
[Ideas for Action Feature]Platten describes Chemical Banks experiences instituting reimbursement benets accounts for employees to receive tax-free reimbursements.

456 Hazard, L. 1957. What Economists Dont Know About Wages. HBR 35 ( January-February, no. 1): 4856.
Hazard explains to management how wages are a cost. With workers, in contrast, wages are a means of subsistence. Moreover, workers are preoccupied with status along with having management acknowledge their capabilities.

448 Hulme, R. D. and R. V. Bevan. 1975. The Blue Collar Worker Goes on Salary. HBR 53 (March-April, no. 2): 104112.
By no longer paying hourly wages to their production workers, Hulme and Bevan describe the resistance

457 Liner, J. 1956. Proposed: Self-Insurance of


Group Welfare Plans. HBR 34 ( January-February, no. 1): 95100.

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Sanders urges management to investigate and experiment with some recently developed wage structures.

Liner outlines the mechanics for handling self-insurance plans which are not for every company or organization.

467 Methods of Wage Payment: The Day Wage.


1924. HBR 3 (October, no. 1): 99103.
[Summaries of Business Research Feature] Article examines the miscellaneous premiums, bonuses, along with prot sharing, involved in establishing wage structures.

458 Fisher, A. M. and J. F. Chapman. 1954. Big


Costs of Little Fringes. HBR 32 (September-October, no. 5): 3544.
Company management rarely know the exact magnitude of employee benets in their own companies. Even if they did, they have no benchmarks to work with regards to industry trends.

468 Incentive Systems of Wage Payments. 1924.


HBR 2 ( July, no. 4): 474480.
[Summaries of Business Research Feature] Employers are discovering some disadvantages from utilizing piece rate wage structures. Many are gravitating to other wage payment methods.

459 Page, R. C. 1953. Industry Calls in the Doctor. HBR 31 (September-October, no. 5): 109117.
Rising health costs are triggering concern at all levels of industrial activity, particularly with regards to organized labor, prepayment health plans, social security, executive health or for retirees. When these factors are considered from the standpoint of cost, Page describes how their rising amounts are staggering in scope.

469 Methods in the Setting of Piece Rates by Time Study: The Mentley Automatic Devices Company. 1924. HBR 2 (April, no. 3): 373376.
[HBR Case Study Feature] A manufacturer of electric generators and starters must consider a host of concerns when developing a piece-rate wage structure.

460 Clarke, R. J. and D. H. Ewing. 1950. New


Approach to Employee Health Programs. HBR 28 ( July, no. 4): 101124.
Several New York City banks instituted a comprehensive health maintenance program with a major New York City medical clinic. Clarke and Ewing examine the impact this had on employee morale and in reducing absenteeism.

470 Methods of Wage Payment: A Critical Evaluation. 1924. HBR 2 (April, no. 3): 355361.
[Summaries of Business Research Feature] This summary attempts to provide an impartial discussion on the different types of wage systems. It emphasizes that if management has the condence of its workers and bases its wages on a desire to be fair, relations will almost always be satisfactory no matter what form of wage payment is adopted.

461 Kerr, C. and L. H. Fisher. 1950. Effect of Environment and Administration on Job Evaluation. HBR 28 (May, no. 3): 7796.
Besides the prevailing wages that exist throughout a rms external environment, sound wage structures factor in the skill and accountability that are necessary for a position.

Entrepreneurial Issues
471 Morse, G. 2007. A Formula for the Future. HBR 85 ( July-August, no. 7/8): 2323.
[Conversation Feature] The Zildijian Company is Americas oldest family-run company. Morses interview with CEO, Craigie Zildijan, focuses on Zildijan being the rst woman to run a 14th generation family business, the challenges of leading a family-owned business into the future, succession planning and the importance of taking risks.

462 Simons, G. 1948. Payroll Flexibility Through


Employee Trusts. HBR 26 ( July, no. 4): 441453.
Employers and policymakers are both cognizant that nancially distressed workers are unlikely to be effective workers, Simons describes how employers can benet from a U.S. Tax Code provision in providing medical, disability, and pension benets to their workforce.

463 Balderston, C. C. 1942. The Wage-Setting Dilemma. HBR 20 (Summer, no. 4): 402405.
Balderston believes that more incentives need to be placed on lowering unit costs while increasing annual earnings.

472 Hamm, J. 2002. Why Entrepreneurs Dont


Scale. HBR 80 (December, no. 12): 110115.
[The Entrepreneur Feature] Hamm, a leadership coach, discusses four management tendencies that are effective for small companies but destructive to bigger organizations.

464 Ley, W. H. 1935. Protections of the Disabled Worker. HBR 13 (April, no. 3): 309320.
Ley opines that American industry needs to assist and protect its workers from the burdens of disability and sickness through insurance coverage.

473 Kuemmerle, W. 2002. A Test for the Fainthearted. HBR 80 (May, no. 5): 122129.
[The Entrepreneur Feature] Being passionate about their ideas, successful entrepreneurs typically take huge risks. Kuemmerles questionnaire enables potential entrepreneurs to discover whether they possess the makeup to engage in entrepreneurship.

465 Taeusch, C. F. 1935. Wage Policies and Employment. HBR 13 ( January, no. 2): 129140.
Taeusch criticizes the emphasis labor leaders place on wage rates at the expense of long-term income.

474 Batten, F. 2002. Out of the Blue and into the


Black. HBR 80 (April, no. 4): 112119.
[The Entrepreneur Feature] Batten describes how

466 Sanders, T. H. 1926. Wage Systems: An Appraisal. HBR 5 (October, no. 1): 1120.

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the Weather Channel challenged misconceptions relevant to corporate entrepreneurship and that corporate support is essential for advancing innovative ideas.

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[HBR Case Study Feature] Millers case study involves the death of a beloved son that casts an enormous pall over a family-owned building supply business.

475 Tedlow, R. S. 2001. What Titans Can Teach Us. HBR 79 (December, no. 11): 7079.
Ordinary business people can replicate the traits of Andrew Carnegie, George Eastman and Sam Walton by having a clear mission and consistent message.

483 Maruca, R. F. and J. M. Milhaven. 2000. When the Boss Wont Budge. HBR 78 ( JanuaryFebruary, no. 1): 2535.
[HBR Case Study Feature]Maruca and Milhavens case study focuses on AllerGen, a young biotechnology rm, that is headed for possible bankruptcy. AllerGens CEO and founder are in denial about this possibility.

476 Bricklen, D. 2001. Natural Born Entrepreneur. HBR 79 (September, no. 8): 5359.
[First Person Feature] Bricklin, the developer of spreadsheet software, discusses his life as a professional tinkerer and an entrepreneur which is analogous to scrambling from one slippery rock to another.

484 Bishop, S. 1999. The Strategic Power of Saying No. HBR 77 (November-December, no. 6): 5061.
[First Person Feature] From starting her own executive recruiting rm, Bishop explains why the hardest part of being an entrepreneur is learning how to turn down business.

477 Kim, W. K. and R. A. Mauborgne. 2000. Knowing a Winning Business Idea When You See One. HBR 78 (September-October, no. 5): 129 138.
Kim and Mauborgne offer three tests to free top management from uncertainty when identifying ideas with commercial potential.

485 Peterman, J. 1999. The Rise and Fall of J. Peterman Company. HBR 77 (September-October, no. 5): 5866.
[First Person Feature] Peterman describes the rise and fall of his catalog company and the lessons he learned from creating his dream. He also delves into the nature of trust and the strong internal controls that are critical for any expanding company.

478 Hansen, M. T., H. W. Chesbrough and N. Nohria. 2000. Networked Incubators: Hothouses of the New Economy. HBR 78 (September-October, no. 5): 7484.
Business incubators are the hottest way to nurture and grow edging businesses. Start-up companies are typically offered ofce space, funding and other basic services until they achieve more solid nancial footing.

486 Magretta, J. 1998. Governing the FamilyOwned Enterprise: An Interview with Finlands Krister Ahlstrom. HBR 76 ( January-February, no. 1): 112123.
As head of a prominent European family-owned company, Ahlstrom discusses how he is leading his company through a major transformation so that it is repositioned for global competition.

479 Champion, D. and N. Carr. 2000. Starting Up in High Gear: An Interview with Venture Capitalist Vinod Khosla. HBR 78 ( July-August, no. 4): 92100.
Venture capitalist Vinod Khosla discusses how the Internet has opened up unparalleled opportunities for entrepreneurs. Khosla, however, also worries that greed is more pervasive which affects entrepreneurs and their infant businesses.

487 Miller, W. D. 1998. Siblings and Succession in the Family Business. HBR 76 ( January-February, no. 1): 2236.
[HBR Case Study Feature] Millers case study examines a range of issues surrounding succession in a family business. In this case, the board of directors are stuck in the middle of an emotionally torn and feuding family.

480 Maruca, R. F. 2000. Entrepreneurs Versus Executives at Cocaba.com. HBR 78 ( July-August, no. 4): 3038.
[HBR Case Study Feature] Marucas case study describes how the founders of a successful e-commerce business engaged in an us-versus-them mindset after three seasoned executives were hired.

488 Bhide, A. 1996. The Questions Every Entrepreneur Must Answer. HBR 74 (November-December, no. 6): 120132.
Since small businesses face an array of opportunities and problems, Bhide developed a three-step sequence of questions that entrepreneurs should ask themselves to establish their priorities.

481 Maddy, M. 2000. Dreams Deferred: The Story of a High-Tech Entrepreneur in a Low-Tech World. HBR 78 (May-June, no. 3): 5669.
[First Person Feature]Adesemi, an American startup in Africa, attempted to blanket the continent with much needed wireless communication services. The company failed. Monique Maddy, Adesemis CEO, describes four important lessons she learned in starting a business in an emerging market.

489 _____. 1994. How Entrepreneurs Craft Strategies That Work. HBR 72 (March-April, no. 2): 150163.
The most important element for entrepreneurial success is ones speed in seizing opportunities and eliminating unpromising ideas. Most entrepreneurs, however, spend little time on research and planning.

490 Firnstahl, T. W. 1993. The Center-Cut Solution. HBR 71 (May-June, no. 3): 6271.
[First Person Feature] Firnstahl, a Seattle restaurateur, describes how his ve Seattle restaurants stayed in

482 Miller, W. D. 2000. The Ghost in the Family Business. HBR 78 (May-June, no. 3): 3451.

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[Growing Concerns Feature] Entrepreneurs must be aware that searching for venture capital is expensive and can ruin a business who isnt prepared for its harsh realities.

business in the face of operating losses, falling income and increasing costs. By downsizing, Firnstahl eliminated his entire corporate staff and headquarters. Greater responsibility was granted to his line managers. All of this helped generate a 200 percent turnaround in cash ow between 1991 and 1992.

498 Teal, T. A. and G. E. Willigan. 1989. The


Outstanding Outsider and the Fumbling Family. HBR 67 (September-October, no. 5): 1430.
[HBR Case Study Feature]Teal and Willigans case study focuses on a family business in which an outsider has a pivotal capacity.

491 Kao, J. 1993. The Worldwide Web of Chinese


Business. HBR 71 (March-April, no. 2): 2436.
[Four Corners Feature]The business environment in China consists of a global network of entrepreneurial relationships that are inuenced by Confucian tradition (e.g., family, savings, hard work, tangible goods and obedience). Kao describes how a new management style is emerging among emigrant Chinese entrepreneurs that encompasses traditional Chinese values as well as Western practices with the latters emphasis on exibility, innovation and assimilating outsiders.

499 Karr, M. 1988. The Case of the Endangered Entrepreneurs. HBR 66 (November-December, no. 6): 1426.
[HBR Case Study Feature] Karrs case study describes how a video game and business graphics business ran into cash ow problems when a major distributor fails to pay its account.

492 Bhide, A. 1992. Bootstrap Finance: The Art of Startups. HBR 70 (November-December, no. 6): 109117.
The practice of bootstrapping requires becoming operational on projects that generate immediate cash ow. One must also avoid growing too quickly.

500 Kaplan, R. 1987. Entrepreneurship Reconsidered: The Anti-Management Bias. HBR 65 (May-June, no. 3): 8489.
Kaplan examines why mass culture is celebrating todays entrepreneur similar to the way it did with the social activists of the 1960s.

493 Veit, K. 1992. The Reluctant Entrepreneur. HBR 70 (November-December, no. 6): 4049.
[First Person Feature] Starting a business was the only option Veit had after being red as an insurance executive. He describes the long hours, low pay, risk and little security one encounters. Luck is also an important component when owning a business.

501 Reich, R. B. 1987. Entrepreneurship Reconsidered: The Team as Hero. HBR 65 (May-June, no. 3): 7783.
Reich nds that American history has two entrepreneurial traditions: The rst focuses on the individual using the Horatio Alger motif. With the second approach, everyone in the organization makes an entrepreneurial contribution which brings hope to the American economy.

494 Anderson, K. 1992. The Purpose at the Heart of Management. HBR 70 (May-June, no. 3): 5262.
[First Person Feature] Anderson started and grew her own medical technology company. When gross income reached nine million dollars, she stepped aside because she lacked the management skills to take the company into its next phase. After an 18 month respite, Anderson describes how she rejoined the company with a fresh understanding of what management is about.

502 Thurston, P. H. 1986. When Partners Fall


Out. HBR 64 (November-December, no. 6): 24 34.
[Growing Concerns Feature] Believing it inevitable that partners will differ on running a small business, Thurston offers a number of measures to prevent disputes from turning into crises.

495 Webber, A. M. 1992. Japanese-Style Entrepreneurship. HBR 70 ( January-February, no. 1): 92104.
[An Interview with Softbanks CEO, Masayoshi Son] Masayoshi Son, Softbanks CEO, personies the young Japanese business leader who is breaking out of the rigid Japanese structure.

503 Gumpert, D. E. 1986. The Joys of Keeping the Company Small. HBR 64 ( July-August, no. 4): 614.
[Growing Concerns Feature] Gumpert interviews Anchor Brewings Fritz Maytag on whether keeping his microbrewery small strengthens employee cohesiveness and enhances product quality.

496 Rosenbluth, H. 1991. Tales from a Nonconformist Company. HBR 69 ( July-August, no. 4): 2636.
[First Person Feature] When deregulation transformed the travel industry in 1978, Philadelphia-based Rosenbluth Travel refocused its business model from travel to information and, subsequently, became a global travel management company.

504 Stancill, J. M. 1986. How Much Money Does Your New Venture Need? HBR 64 (May-June, no. 3): 122139.
[Growing Concerns Feature] Stancill describes how new entrepreneurs should compile nancial forecasts that encompass three elements: (i) an income statement; (ii) a balance sheet; and a (iii) cash ow statement that encompasses a ve year period and includes three scenarios: (i) a most likely scenario; (ii) a most pessimistic scenario; and nally (iii) a most optimistic scenario.

497 Timmons, J. A. and D. A. Sander. 1989.


Everything You (Dont) Want to Know About Raising Capital. HBR 67 (November-December, no. 6): 7073.

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505 Gumpert, D. E. 1986. Stalking the Entrepreneur. HBR 64 (May-June, no. 3): 3236.
[For the Managers Bookshelf Feature] In reviewing several recently published books on entrepreneurship, Gumpert nds that most are fascinating tales but neglect to provide insights as to the entrepreneurial process.

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panies, Thurston nds the best approach to strategic planning is contingent on the CEOs style and capabilities along on how they include others in managerial decisions.

514 Churchill, N. C. and V. L. Lewis. 1983. The Five Stages of Small Business Growth. HBR 61 (May-June, no. 3): 3050.
[Growing Concerns Feature]Churchill and Lewis describe ve phases that small businesses pass through during their lifespan.

506 Kets de Vries, M. F. R. 1985. The Dark Side of Entrepreneurship. HBR 63 (November-December, no. 6): 160167.
Kets de Vries has researched a wide variety of entrepreneurs who found themselves out of control in a way that ruined their lives and business.

515 Boyd, D. P. and D. E. Gumpert. 1983. Coping with Entrepreneurial Stress. HBR 61 (MarchApril, no. 2): 4464.
[Growing Concerns Feature] Boyd and Gumpert analyze the emotional and physiological impact from owning a business.

507 du Toit, D. F. 1985. Confessions of a So-So Controller. HBR 63 ( July-August, no. 4): 5056.
[Growing Concerns Feature] As a company president, du Toit was preoccupied with annual sales growth that he never established adequate procedures for controlling credit, revenues and inventory.

516 Grisanti, D. A. 1982. The Agony of Selling Out to Relatives. HBR 60 (November-December, no. 6): 614.
[Growing Concerns Feature] As one who recently sold his share in a family restaurant business to a younger sibling, Gristani describes the following: (i) the rivalry that ensued between his brother and him; (ii) how hard it was for each to air their differences; (iii) the price that each share was worth; along with (iv) the tax ramications that transpired.

508 OConor, C. W. 1985. Packaging Your Business for Sale. HBR 63 (March-April, no. 2): 5258.
[Growing Concerns Feature] Selling a business must be seen as a major strategic goal that can lead to nancial reward and personal satisfaction for its principals.

509 Gumpert, D. E. and D. P. Boyd. 1984. The Loneliness of the Small-Business Owner. HBR 62 (November-December, no. 6): 1824.
[Growing Concerns Feature] Gumpert and Boyd explain why loneliness has such a corrosive impact on small business owners.

517 Gumpert, D. E. 1982. Entrepreneurship: A


New Literature. HBR 60 (March-April, no. 2): 50 60.
[Keeping Informed Feature] Incorporated businesses more than doubled between 1975 and 1980. As such, Gumpert critiques some of the professional literature relevant to entrepreneurship.

510 Matthews, G. H. 1984. Run Your Business or


Build an Organization? HBR 62 (March-April, no. 2): 3444.
[Growing Concerns Feature] Matthews stresses that entrepreneurs need to transform their ventures from personal endeavors to businesses that can function without them.

518 Fox, H. W. 1982. Quasi-Boards: Useful Small Business Condants. HBR 60 ( January-February, no. 1): 158165.
[Growing Concerns Feature] Fox explains the manner in which small companies can obtain expert advice at a relatively low cost using independent overseers or quasi boards. These quasi boards perform many of the functions that conventional boards do for publicly traded companies but without the latters legal power or accountability.

511 Drucker, P. F. 1984. Our Entrepreneurial


Economy. HBR 62 ( January-February, no. 1): 58 64.
Drucker describes why small companies, and the entrepreneurs who own and manage them, are the U.S.s catalyst for economic growth.

512 MacMillian, I. C. 1983. The Politics of New Venture Management. HBR 61 (November-December, no. 6): 816.
[Growing Concerns Feature] Many entrepreneurs make a colossal mistake by not mobilizing their outside stakeholders (e.g., bankers, investors, suppliers and customers), each of whom has a vested interest in the success of their company.

519 Stancill, J. M. 1981. Realistic Criteria for Judging New Ventures. HBR 59 (November-December, no. 6): 6072.
[Growing Concerns Feature]Given their high rate of failure, proprietors of start-up ventures must be hardnosed in evaluating their business plans. Stancill provides objective criteria for assessing the advantages and disadvantages of entrepreneurial ideas.

513 Thurston, P. H. 1983. Should Smaller Companies Make Formal Plans. HBR 61 (SeptemberOctober, no. 5): 162188.
[Growing Concerns Feature] With smaller com-

520 Hand, J. H., W. P. Lloyd and R. B. Rogow. 1981. Use Advance Agreements to Minimize Owner Discord. HBR 59 (September-October, no. 5): 46 50.
[Growing Concerns Feature] With family and other small business ventures, the rights and responsi-

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[Growing Concerns Feature] Timmons interviewed approximately 1,200 entrepreneurs and found that people are not just born with entrepreneurial skills. Successful entrepreneurs, instead, are procient at self-assessment and teamwork.

bilities of each participant must be clearly dened in writing.

521 Welsh, J. A. and J. F. White. 1981. A Small


Business Is Not a Little Business. HBR 59 ( July-August, no. 4): 1832.
[Growing Concerns Feature] Management principles that apply to large companies with regard to cashow, break-even analysis, return-on-investment and debt-equity analysis are not necessarily applicable to smaller businesses .

529 Gumpert, D. E. 1979. Future of Small Business May Be Brighter than Portrayed. HBR 57 ( July-August, no. 4): 170188.
[Growing Concerns Feature] Despite the ndings of a Congressional subcommittee on small business, Gumpert nds that interest in small business is growing as opposed to shrinking.

522 du Toit, D. F. 1980. Confessions of a Successful Entrepreneur. HBR 58 (November-December, no. 6): 4448.
[Growing Concerns Feature] du Toit describes how he disobeyed some elementary rules that every entrepreneur should follow who wishes to retain control of a fast-growing company.

530 Vesper, K. H. 1979. New-Venture Ideas: Do Not Overlook Experience Factor. HBR 57 ( JulyAugust, no. 4): 164170.
[Growing Concerns Feature] Vesper probes the ways that entrepreneurs develop new venture ideas based on their avocations or hobbies.

523 Jain, S. K. 1980. Look to Outsiders to


Strengthen Small Business Boards. HBR 58 ( JulyAugust, no. 4): 162170.
[Growing Concerns Feature] To tap needed expertise, Jain believes that small companies must recruit outside experts as board members.

531 Edmunds, S. W. 1979. Performance Measures


for Small Businesses. HBR 57 ( January-February, no. 1): 172176.
[Growing Concerns Feature]Edmunds argues that small businesses need benchmark planning data if they are to develop effective operating plans.

524 Collins, E. G. C. 1980. When Friends Run


the Business. HBR 58 ( July-August, no. 4): 87 102.
[Interview with Alan Ladd, Jr., Jay Kanter and Gareth Wigan] Ladd, Kanter and Wigan describe why the Ladd Company was formed, the trust that each partner has for one other and why trust is essential for any endeavor in which creativity is paramount.

532 Hatten, K. J. 1978. Case of the Pugnacious


Presidents. HBR 56 ( January-February, no. 1): 34 48, 166.
[Problems in Review Feature] An owner with a minority interest in a patio furniture manufacturer is on the verge of retirement and is having difculty obtaining his capital in the business.

525 America, R. F. 1980. How Minority Business


Can Build on Its Strength. HBR 58 (May-June, no. 3): 116121.
As an ofcial in the Small Business Administration, America describes a new policy in which minority businesses having the best chance for success are the only ones with a realistic chances for funding and other forms of assistance.

533 Jackson, A. A. 1977. Small Business Development and Management. HBR 55 (SeptemberOctober, no. 5): 182186.
[For the Managers Bookshelf Feature] Jackson assesses a number of books relevant to small business development, such as: Baumbacks How to Organize and Operate a Small Business; Klugs The Basic Book of Business as well as Small Business Management by Broom and Longenecker.

526 Schmedel, S. 1980. Taking on the Industry


Giant. HBR 58 (March-April, no. 2): 8293.
[An Interview with Gene M. Amdahl] Amdahl describes why he left IBM in 1970 to form his own manufacturing company along with the promises and pitfalls that he faces as a competitor to IBM.

534 Hlavacek, J. D., B. H. Dovey and J. J. Biondo.


1977. Tie Small Business Technology to Marketing Power. HBR 55 ( January-February, no. 1): 106 116.
Product joint ventures occur when two companies engage in product innovation of some kind. The smaller company typically provides the technology while the larger company executes the marketing efforts.

527 Berolzheimer, M. G. 1980. The Financial and


Emotional Sides of Selling Your Business. HBR 58 ( January-February, no. 1): 612.
[Growing Concerns Feature] From owning and operating the Duraame Company, Berolzheimer discusses the emotional roller coaster he encountered when the Kingsbury Charcoal Company offered to purchase his company for an unbelievable price.

535 Barnes, L. B. and S. A. Hershon. 1976. Transferring Power in the Family Business. HBR 54 ( July-August, no. 4): 105114.
An agonizing experience for any family-owned business occurs when power is transferred from one generation to another.

528 Timmons, J. A. 1979. Careful Self-Analysis and Team Assessment Can Aid Entrepreneurs. HBR 57 (November-December, no. 6): 198206.

536 Woodward, H. N. 1976. Management Strategies for Small Companies. HBR 54 ( January-February, no. 1): 113121.

37
Woodward, a company turnaround specialist, contends that growing ones sales is not the panacea that many believe. The same holds true for new product lines which can decimate ones overhead costs.

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throughout the world. White nds it critical for companies having such talent to share their expertise to make everyone far more protable.

537 Timmons, J. A. 1971. Black Is Beautiful Is


It Bountiful? HBR 49 (November-December, no. 6): 8194.
Timmonss research reveals that motivational and entrepreneurial training programs are key for developing minority enterprises.

545 Coates, C. B. 1964. The Case of the Lonesome Loan. HBR 42 (November-December, no. 6): 622, 182184.
[Problems in Review Feature] Coates describes a young entrepreneurs frustrations when nancing his rst business venture.

538 Gilmore, F. F. 1971. Formulating Strategy in


Smaller Companies. HBR 49 (May-June, no. 3): 7181.
Many sophisticated models for formulating corporate strategy are useless for medium and smaller-sized companies. Gilmore, instead, outlines a conference table approach to strategy based on intuition and judgment.

546 Golde, R. A. 1964. Practical Thinking for Small Business. HBR 42 (September-October, no. 5): 147161.
Golde argues that small-business planning should never be perceived as a diluted form of large-company planning since it has its own special problems and potentials.

539 Levinson, H. 1971. Conicts That Plague


Family Businesses. HBR 49 (March-April, no. 2): 9098.
Friction between fathers and their children often complicates a family-run business. Moreover, the business often become moribund unless these parties owe up to these hostilities.

547 Donnelley, R. G. 1964. The Family Business.


HBR 42 ( July-August, no. 4): 93105.
Despite its poor press, Donnelley contends that family management is not all bad.

548 Hall, W. P. 1964. Franchising New Scope


for an Old Technique. HBR 42 ( January-February, no. 1): 6072.
Hall contends that franchising might be the best solution to the problems facing independent wholesalers and retailers.

540 Berman, J. A. 1970. The Birth of a Black Business. HBR 48 (September-October, no. 5): 419, 152.
[Special Report Feature] As a venture capitalist who actually nanced minority-owned businesses, Berman advises large corporations, venture capitalists and minority entrepreneurs on the pitfalls awaiting all of them.

549 ONeal, F. H. 1963. Minority Owners Can Avoid Squeeze-Outs. HBR 41 (March-April, no. 2): 150168.
ONeal offers ways for partnerships to avoid bitter squabbling by owners and managers.

541 Brower, M. and D. Little. 1970. White Help for Black Business. HBR 48 (May-June, no. 3): 4 16, 163164.
[Special Report Feature]Brower and Little describe a survey of corporate executives and minority entrepreneurs on how best to promote minority capitalism.

550 Dearden, J. 1963. Prot-Planning Accounting


for Small Firms. HBR 41 (March-April, no. 2): 6676.
Dearden nds that small companies often shortchange themselves with irrelevant or incorrect accounting information.

542 Gross, A. 1967. Meeting the Competition of Giants [Re Small Business Feature]. HBR 45 (May-June, no. 3): 172186.
Gross nds that small business has a particular niche to ll and that it offers real advantages over their larger competitors.

551 Newman, L. E. 1959. Advice for Small Company Presidents. HBR 37 (November-December, no. 6): 6976.
Newman, as a president of a small company, describes how he receives candid and frank advice or criticism through an independent board of advisors.

543 Schrage, H. 1965. The R & D Entrepreneur: Prole of Success. HBR 43 (November-December, no. 6): 5669.
Physicists and other scientists frequently leave their positions with a university or large corporation to form their own company. Despite their exuberance, nagging questions exist, such as whether a business manager should lead the operation.

552 Donham, P. and C. L. Fitzgerald. 1959. More


Reason in Small Business Financing. HBR 37 ( July-August, no. 4): 93103.
Donham and Fitzgerald assess small business nancing arrangements as well as the newly created Small Business Investment Corporation.

544 White, L. T. 1965. Management Assistance


for Small Business. HBR 43 ( July-August, no. 4): 6774.
American management is regarded as brilliant

553 Hosmer, W. A. 1957. Small Manufacturing


Enterprises. HBR 35 (November-December, no. 6): 111122.
Hosmer examines the state of small manufacturing enterprises throughout the United States.

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563 Rosenthal, R. L. 1945. Rx for Smaller Business. HBR 24 (Autumn, no. 1): 2231.
Rosenthal maintains that an entrepreneurs most pressing problem is not the availability of capital. Too many small businesses, instead, are focused on the talents of one individual.

554 Donham, P. 1957. Whither Small Business? HBR 35 (March-April, no. 2): 7381.
Donham laments how small businesses are too dependent on the federal government for help during downturns in the business cycle or when bad decisions are made.

555 _____. 1955. Books for Small Business. HBR


33 (November-December, no. 6): 135147.
[Looking Around Feature]Donham reviews some pamphlets issued by the Small Business Administration [SBA].

564 Stoddard, W. L. 1940. Small Business Wants Capital. HBR 18 (Spring, no. 3): 265274.
Stoddard worries that Congress will pass a carte blanche funding measure to rescue small business operations from an acute shortage of operating capital. Small business should receive management advice in accounting, merchandising, and market analysis.

556 Schwartz, E. L. 1954. Will Your Business Die


with You? HBR 32 (September-October, no. 5): 110122.
Schwartz warns executives in closely-held companies how crucial it is for them to engage in proper succession and estate planning.

565 Cherington, P. T. 1939. The Small Retailer: An


Appraisal. HBR 17 (Spring, no. 3): 326330.
Cherington argues that the prospects for small business are bleak in comparison to their larger chain store competitors.

557 Freedman, H. S. 1952. Effective Management


in Small Business. HBR 30 (March-April, no. 2): 8194.
Freedman emphasizes how small businesses must live within their limitations of money, time, and management personnel with cost-control procedures, wage plans, measurements, and pricing structures.

566 Nicholson, J. L. 1938. Fallacy of Easy Money for the Small Business. HBR 17 (Autumn, no. 1): 3134.
Nicholson describes the problems small businesses encounter in obtaining long-term or permanent capital at reasonable rates.

558 Shattuck, M. A. 1950. Estate Planning for the Owner-Manager. HBR 28 (May, no. 3): 103109.
Shattuck assesses the options available for entrepreneurs of small and medium sized companies on who should their businesses be turned over to.

567 Fraser, C. E. 1925. Can the Small Merchant Compete with the Large Store? HBR 3 ( July, no. 4): 456465.
Some believe that higher consumer prices are inevitable when too many retailers exist.

559 Freedman, H. S. 1950. Scientic Management in Small Business. HBR 28 (May, no. 3): 3353.
Freedman nds small business managers predisposed to the idea that scientic management is applicable only to large corporations; nothing could be more wrong.

Executive Growth or Professional Development


568 Ulrich, D. and N. Smallwood. 2007. Building a Leadership Brand. HBR 85 ( July-August, no. 7/8): 92100.
Ulrich and Smallwood examine how some companies have a consistent pipeline of excellent managers. In essence, these organizations possess a leadership brand whose standards are linked to a required set of leadership and managerial traits.

560 Robbins, I. D. 1948. Management Services


for Small Business Through Trade Associations. HBR 26 (September, no. 5): 627640.
Small business executives, as opposed to their counterparts from large corporations, need to be experts in many aspects of business. Trade associations could do much to alleviate the dearth of managerial information that small business managers suffer from.

561 Mace, M. L. 1947. Management Assistance


for Small Business. HBR 25 (Autumn, no. 4a): 587594.
Mace argues that small businesses owners must be more proactive in obtaining management assistance from commercial bankers, suppliers, advisory councils, and trade associations instead of turning to the federal government for assistance.

569 Coyne, K. P. and E. P. Coyne, Sr. 2007. Surviving Your New CEO. HBR 85 (May, no. 5): 62 69.
Coyne and Coyne describe how perilous life is for senior management anytime a CEO transition occurs. Organizational reshufes and unwelcome career changes are all likely. The two also provide advice on how senior management can make a good impression and maximize their chances of survival and success under a new CEO.

562 Abbott, C. C. 1946. Small BusinessA Community Problem. HBR 24 (Winter, no. 2): 183196.
Abbott stresses that the small business problem is multi-dimensional in scope and that no single remedy (i.e., government solutions like the Small Business Administration) can help solve it.

570 Kaplan, R. S. 2007. What to Ask the Person in the Mirror. HBR 85 ( January, no. 1): 8695.
The higher an executive rises in an organization, the fewer people there are to tell them about their mistakes. To help people assess themselves, Kaplan constructed a

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series of questions for them to gain perspective and develop new personal strategies for themselves.

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571 Sonnenfeld, J. A. and A. J. Ward. 2007. Firing Back: How Great Leaders Rebound After Career Disasters. HBR 85 ( January, no. 1): 7684.
Sonnenfeld and Ward contend that leaders can rebound, even triumph, from being red or accused of misconduct. The comebacks of individuals such as Bank Ones Jamie Dimon, J. Crews Mickey Drexler as well as Jimmy Carter, Martha Stewart and Michael Milken illustrate this notion.

their time, money and attention. Sull and Houlder offer a framework for analyzing ones priorities before a crisis strikes.

578 Roberts, L. M., G. Spreitzer, J. Dutton and R.


Quinn. 2005. How to Play to Your Strengths. HBR 83 ( January, no. 1): 7480.
People gain far more by developing their gifts and leveraging their natural skills than by repairing their weaknesses. Roberts and her coauthors describe the Reected Best Self or RBS tool that they developed to help people understand and leverage these strengths.

572 Moments of Truth: Global Executives Talk About the Challenges That Shaped Them as Leaders. 2007. HBR 85 ( January, no. 1): 1525.
Eight executives produced one-page essays on the qualities they possess for leading their organizations.

579 Ibarra, H. and K. Linesback. 2005. Whats Your Story? HBR 83 ( January, no. 1): 6471.
All people construct narratives about themselves on where theyve come from and where theyre going. These narrative threads or stories make an enormous difference in how a person can convince themselves and others that these plans make sense. They also help in coping with change.

573 Drucker, P. F. 2006. What Executives Should Remember. HBR 84 (February, no. 2): 144152.
Peter Drucker died recently at age 96. Harvard Business Review never had a more prolic and insightful author than Drucker. This article is a compilation of Druckers managerial advice. It focuses primarily on the nature of knowledge work (i.e., when employees use their minds as opposed to their hands or brawn) along with organizational behavior and executive growth types of topics.

580 Drucker, P. F. 2004. What Makes an Effective Executive. HBR 82 ( June, no. 6): 5863.
Effectiveness is a discipline and, like any discipline, it must be learned. Effective executives know the authority they possess exists only because of the trust their organization has in them. As such, they think of the organizations needs and opportunities before they think of themselves.

574 Breakthrough Ideas for 2006. 2006. HBR 84 (February, no. 2): 3567.
[The HBR List Feature] This years Annual Survey of Important Business Ideas tackles topics like sourcing in China; skills that leaders should never be without; and why body area networks will change how people live their lives.

581 Ludeman, K. and E. Erlandson. 2004. Coaching the Alpha Male. HBR 82 (May, no. 5): 5867.
Alpha males are natural leaders who thrive on responsibility that most people would nd overwhelming. Those strengths also drive peers and underlings hysterical which is why alpha males need coaching.

575 Uzzi, B. and S. Dunlap. 2005. How to Build Your Network. HBR 83 (December, no. 12): 5360.
[Managing Yourself Feature] Strong inter-personal networks must carefully be constructed through activities that bring one into contact with a diverse group of individuals. Uzzi and Dunlap discuss how one can engage in shared activities to diversify their contacts and develop a more potent social and professional network.

582 Ghoshal, S. and H. Bruch. 2004. Reclaim Your Job. HBR 82 (March, no. 3): 4145.
[Managing Yourself Feature] When managers complain about a lack of time and resources, theyre really expressing their fear of taking action. To overcome busyness, Ghoshal and Bruch offer three strategies that should help a manager operate more independently.

576 Cohn, J. M., R. Khurana and L. Reeves. 2005.


Growing Talent as if Your Business Depended on It. HBR 83 (October, no. 10): 6270.
Corporate boards and top management never seem to grasp how the lack of leadership development programs poses the same threats that accounting blunders and other mishaps do to their long-term viability. The authors emphasize how leadership development programs cannot be stand-alone activities assigned to the human resource department.

583 Nash, L. and H. Stevenson. 2004. Success


That Lasts. HBR 82 (February, no. 2): 102109.
[Managing Yourself Feature] People who achieve lasting success and experience real satisfaction rely on what Nash and Stevenson refer to as a kaleidoscope strategy to structure their aspirations and activities.

584 Bunker, K. A., K. E. Kram and S. Ting. 2002. The Young and the Clueless. HBR 80 (December, no. 12): 8087.
When smart and ambitious young managers are promoted too quickly, they often lack the emotional competencies that come with time and experience.

577 Sull, D. N. and D. Houlder. 2005. Do Your


Commitments Match Your Convictions? HBR 83 ( January, no. 1): 8291.
People usually reassess their priorities after some personal upheaval (e.g., an illness, divorce or loss of a job). A gap typically exists between the things people value most in conjunction to the ways that they actually spend

585 Ibarra, H. 2002. How to Stay Stuck in the Wrong Career. HBR 80 (December, no. 12): 4047.
[Managing Yourself Feature] Ibarra offers advice to individuals in their midcareer stage as to the approach they should consider if theyre considering a new career.

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595 Eisenhardt, K. M., J. L. Kahwajy and L. J. Bourgeois. 1997. How Management Teams Can Have a Good Fight. HBR 75 ( July-August, no. 4): 7786.
Management teams whose members challenge one anothers thinking develop a more comprehensive grasp of their choices and make more competent decisions. Top management, however, must nd a way to promote constructive conict without letting it degenerate into interpersonal conict.

586 Craig, E., J. Kimberly and H. Bouchikhi. 2002. Can Loyalty Be Leased? HBR 80 (September, no. 9): 2223.
[Forethought Feature] From surveying 400 midlevel executives, Craig and her coauthors contend that managers would be far more committed to their organizations if those rms did more to enhance the skills that would make them attractive in the job market.

587 Berglas, S. 2002. The Very Real Dangers of Executive Coaching. HBR 80 ( June, no. 6): 8692.
Executive coaches often exacerbate a bad situation by discounting some psychological problems with the executives who they deal with.

596 Waldroop, J. and T. Butler. 1996. The Executive as Coach. HBR 74 (November-December, no. 6): 111119.
Good coaching requires keen observation, sensible judgment and an ability to take appropriate action. This is particularly true in making the most out of an organizations resources. Waldroop and Butlers coaching paradigm is an effective way for a manager to succeed.

588 Kaplan, R. E. 2002. Know Your Strengths.


HBR 80 (March, no. 3): 2021.
[Forethought Feature] Many executives overlook their strengths which is as dangerous as not knowing ones weaknesses.

589 Munck, B. 2001. Changing a Culture of Face


Time. HBR 79 (November, no. 10): 125131.
[Best Practice Feature] Marriott transformed its corporate culture by implementing a management exibility program to help managers achieve a better balance between their work and home lives.

597 Bernhard, H. B. and C. A. Ingols. 1988. Six Lessons for the Corporate Classroom. HBR 66 (September-October, no. 5): 4048.
[Getting Things Done Feature] American companies annually spend $30 billion on corporate education. Bernhard and Ingols studied the training and development programs of a number of large corporations and describe the common components of successful programs.

590 Hutchinson, J. W. and J. W. Alba. 2001. When Business Is a Condence Game. HBR 79 ( June, no. 6): 2021.
[Forethought Feature]An executive will never survive without a strong sense of self-condence. Hutchinson and Alba nd that misplaced condence produces serious problems. They then offer ways for executives to balance their condence levels.

598 Ciulla, J. B. 1986. Elbows Off the Boardroom


Table. HBR 64 (September-October, no. 5): 4650.
[For the Managers Bookshelf Feature] Ciulla reviews Letitia Baldridges Complete Guide to Executive Manners and Judith (a.k.a. Miss Manners) Martins Common Courtesy on the place of etiquette in the workplace.

591 Coutu, D. L. 2001. A Conversation with Literary Critic Harold Bloom. HBR 79 (May, no. 5): 6368.
[Different Voice Feature]Bloom explains why senior executives should read the great works of literature no matter how busy they seem. Doing so stretches an executives mind by making them reect on mankinds predicament.

599 Kantrow, A. M. 1986. Why History Matters to Managers. HBR 64 ( January-February, no. 1): 8188.
Management can learn a great deal from history. It must not, however, rely blindly on it.

592 Fusaro, R. 2000. Peer-to-Peer. HBR 78 (September-October, no. 5): 3232.


[Forethought Feature] Fusaro reports that CEO peer groups are emerging. These will offer edging CEOs a forum to test and exchange ideas.

600 Bolt, J. F. 1985. Tailor Executive Development to Strategy. HBR 63 (November-December, no. 6): 168176.
Leading American companies are training and developing their top executives in signicantly different ways than was done in the past. New managers, in particular, must be procient at analyzing a companys competitive position and developing action plans to achieve certain strategic goals.

593 Komisar, R. 2000. Goodbye Career, Hello Success. HBR 78 (March-April, no. 2): 161174.
[First Person Feature]Komisar describes why nontraditional career paths might prove lucrative in the new economy.

601 Finn, D. 1983. The Price of Ignoring Posterity. HBR 61 (May-June, no. 3): 137144.
Executives are too bashful about their accomplishments. Finn nds they are worthy of the fame granted artists, writers, scientists and statesmen.

594 Drucker, P. F. 1999. Managing Oneself.


HBR 77 (March-April, no. 2): 6475.
Drucker stresses that people, in todays complex world, must learn to manage and develop themselves in ways that make the greatest contributions to their organizations and communities.

602 Levinson, H. 1983. A Second Career: The


Possible Dream. HBR 61 (May-June, no. 3): 122 129.
Levinson warns executives and other professionals that before they embark on a second career, they need to com-

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prehend what their ego ideals (i.e., their hidden images of how they would like to be perceived) are.

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611 Gross, P. J. 1977. How to Make That Trip


Abroad More Exciting. HBR 55 (March-April, no. 2): 1414.
[Ideas for Action Feature] Gross offers ideas to make international business trips more rewarding.

603 Ashkenas, R. N. and R. H. Schaffer. 1982.


Managers Can Avoid Wasting Time. HBR 60 (May-June, no. 3): 98104.
Executives should break down their challenging tasks into discrete projects. Doing this should lead to a more gratifying experience.

604 Seiler, J. A. 1981. Review of Holding On or Letting Go. HBR 59 (March-April, no. 2): 6466.
[For the Managers Bookshelf Feature] Seiler reviews Samuel Oshersons psychological study of 20 men who, at midlife, voluntarily left careers in technical, academic, and managerial elds to establish themselves as artists, actors, or as craftsmen.

612 Patton, A. 1976. The Coming Flood of Young Executives. HBR 54 (September-October, no. 5): 2038, 178180.
[Thinking Ahead Feature] Patton nds that employment opportunities for executives are thinning despite surging enrollment numbers at business schools.

613 Feingold, K. 1976. Information Sources on Life-Style/Career Planning. HBR 54 ( January-February, no. 1): 144146.
[For the Managers Bookshelf Feature] Feingold reviews Roods Realizing Your Executive Potential, Moving Up: How to Get High Salaried Jobs by Djeddah, along with Grecos How to Get the Job Thats Right for You.

605 Veiga, J. F. 1981. Do Managers on the Move Get Anywhere? HBR 59 (March-April, no. 2): 20 39.
[Probing Opinions Feature] Though many managers see mobility as desirable and essential for success, Veiga nds that few grasp its rules.

614 Levitt, T. 1974. The Managerial Merry GoAround. HBR 52 ( July-August, no. 4): 120128.
Many successful managers are able to switch to new jobs in radically different industries. Levitt believes this illustrates the creation of a professional managerial class.

606 Kantrow, A. M. 1980. Why Read Peter Drucker? HBR 58 ( January-February, no. 1): 74 82.
Kantrow examines the ideas and thought processes behind the writings of Peter Drucker.

607 Roche, G. R. 1979. Much Ado About Mentors. HBR 57 ( January-February, no. 1): 1428.
[Ideas for Action Feature] Roche and his associates surveyed approximately 4,000 executives and found that executives who worked with a mentor were happier with their work and career than those who did not.

615 Cuddihy, B. R. 1974. How to Give PhasedOut Managers a New Start. HBR 52 ( July-August, no. 4): 6169.
No longer is it uncommon for executives and other high-salaried professionals to nd themselves out of a job. Unlike clerical and blue collar employees, these managers are unprepared for this fate. Cuddihy contends these managers are typically terminated because they have become managerially obsolete.

608 Collins, E. G. C. and P. Scott. 1978. Everyone Who Makes It Has a Mentor. HBR 56 ( JulyAugust, no. 4): 89101.
[Interviews with Franklin Lunding, George Clements and Donald Perkins of the Jewel Companies] Lunding, Clements and Perkins have all served as chief executive ofcers for the Jewel Companies. The three describe the Jewel Companies commitment to mentoring younger managers in a manner that encourages them to be bold, innovative and daring.

616 Goldston, E. 1973. Executive Sabbaticals: About to Take Off? HBR 51 (September-October, no. 5): 5768.
Goldston, CEO of Eastern Gas and Fuel Associates, describes how recharged he was following a six-month sabbatical. Goldston also surveyed CEOs of Fortune 500 corporations and found solid support for the idea of executive sabbaticals.

609 Foy, N. 1977. Action Learning Comes to Industry. HBR 55 (September-October, no. 5): 158168.
Action learning differs markedly from traditional managerial training, particularly in how participants diagnose problems facing the organization. Participants then try to persuade their peers and management to accept their diagnosis and action plan.

617 Bowen, C. P., Jr. 1973. Lets Put Realism into Management Development. HBR 51 ( July-August, no. 4): 8087.
Most managerial training methods try to mold managers according to some ideal as opposed to letting highpotential management candidates prove themselves under real conditions.

610 Johnston, T. J. 1977. Mobile ManagersWell


Paid and Discontent. HBR 55 (September-October, no. 5): 67.
[Ideas for Action Feature]Johnstons survey gauges the career satisfaction of executives with a transient career path compared to those who have remained with one company over a long period of time.

618 Veiga, J. F. 1973. The Mobile Manager at Mid-Career. HBR 51 ( January-February, no. 1): 115119.
[Management Memo Feature] From extensive research on the moves of 1,200 managers, Veiga developed a matrix showing which forces most affect mobility (i.e., company, family, or personal issues).

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Stolz describes seven misconceptions rampant with executive development programs.

619 Bennett, J. B. and R. L. Weiher. 1972. The Well-Read Manager. HBR 50 ( July-August, no. 4): 134145.
[Keeping Informed Feature] Bennett and Weiher explain where executives can look for published research and articles on business in general or with regards to their specialty.

628 Ferguson, L. L. 1966. Better Management of Managers Careers. HBR 44 (March-April, no. 2): 139153.
Managers can be far more effective if they possess a better understanding of the behavioral criteria and other data relevant to human resource management as opposed to relying on intuition.

620 Chandler, W. P., III [pseudonym]. 1972. A


Lot of Learning Is a Dangerous Thing. HBR 50 (March-April, no. 2): 122131.
Chandler jests that a liberal education has no relevance for an executive.

629 Brouwer, P. J. 1964. The Power to See Ourselves. HBR 42 (November-December, no. 6): 156 165.
Brouwer explains how the notion of self-concept [i.e., growth and realizing ones self-potential] is critical in managerial development.

621 Steiner, J. 1972. What Price Success? HBR 50


(March-April, no. 2): 6974.
Steiner explains how an executives greatest achievements can be marred by an identity crisis in which the talents and strengths that made that person successful can also lead to enormous anxiety.

630 Ewing, D. W. 1964. The Knowledge of an Executive. HBR 42 (March-April, no. 2): 91100.
Ewing writes how an executives knowledge base is predicated on three distinct layers: methods, realities, and goals which have a profound impact on executive development.

622 Barton, T. H. 1971. New Windows on the


World. HBR 49 (September-October, no. 5): 136 145.
[Keeping Informed Feature] American executives should subscribe to and read European newspapers or magazines to broaden their perspective.

631 Argyris, C. 1964. T-Groups for Organizational Effectiveness. HBR 42 (March-April, no. 2): 6074.
A new way of helping executives develop new inner resources involves T-groups. T-groups enable individuals to control their behavior more readily, give and receive feedback, experiment with new behavior and to accept ones self.

623 Livingston, J. S. 1969. Pygmalion in Management. HBR 47 ( July-August, no. 4): 8189.
Many executives play Pygmalion-like roles in developing able subordinates and in stimulating their performance. Livingston attempts to grasp the secrets of the Pygmalions success and to ascertain how they differ from managers who fail to develop top-notch subordinates.

632 Aguilar, F. J. 1963. The Case of the Earmarked Executives. HBR 41 (November-December, no. 6): 619, 192200.
[Problems in Review Feature] Aguilar describes a simulation tool he developed for top-level management development.

624 Levinson, H. 1969. On Being a Middle-Aged


Manager. HBR 47 ( July-August, no. 4): 5160.
Once a person enters middle age, they inevitably travel on a descending path. A crisis follows this seemingly sudden realization. The person who fails to mature in this sense becomes a disease to ones organization. Managers who pursue wisdom and a healthy sense of self become an organizational treasure.

633 House, R. J. 1963. Management Development Is a Game. HBR 41 ( July-August, no. 4): 130143.
House created a game-like environment to determine how managerial development yield the best results.

625 Maunser, F. F. 1968. What Books Do Presidents Read. HBR 46 (March-April, no. 2): 160 166.
[Keeping Informed Feature] Maunser surveyed 200 company presidents as to what their most meaningful and stimulating books have been.

634 Christian, R. W. 1962. Guides to Programmed Learning. HBR 40 (November-December, no. 6): 3644, 173179.
[Keeping Informed Feature]Programmed learning will have a tremendous inuence on business operations. Christian looks at how managers might take advantage of it and then provides a reading list of the best sources.

626 Learned, E. P. 1966. Problems of a New Executive. HBR 44 ( July-August, no. 4): 2028, 166 176.
[HBR Classic Feature] Learned examines how much an existing administrative framework changes whenever a new executive is hired and whether the outsider will ever nd their place and be effective in this framework.

635 Levinson, H. 1962. A Psychologist Looks at Executive Development. HBR 40 (September-October, no. 5): 6975.
Levinson offers a sobering diagnosis on the failings of executive coaching and appraisal.

627 Stolz, R. K. 1966. Executive Development


New Perspective. HBR 44 (May-June, no. 3): 133 143.

636 Demos, R. 1961. The American Image of Success. HBR 39 (March-April, no. 2): 4550.
People do attain the wealth, power, or a sterling reputation from their work. Yet, their success often feels

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empty from the narrowness and spiritual impoverishment that a career demands.

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637 Hazard, L. 1960. Humanities for the Businessman. HBR 38 (November-December, no. 6): 3944.
[Looking Around Feature] Hazard offers a plan of study and a reading list to broaden the cultural literacy of corporate executives.

646 Bennett, W. E. 1956. Master Plan for Management Development. HBR 34 (May-June, no. 3): 7184.
Given the wide-array of techniques associated with management training (e.g., role playing, case studies, psychological testing, guided discussions and coaching), Bennett discusses the importance of a master plan with regards to this training.

638 Barry, F. G. and C. G. Coleman, Jr. 1958.


Tougher Program for Management Training. HBR 36 (November-December, no. 6): 117125.
Barry describes how the Bendix Radio Company engages in a survival-of-the-ttest training culture to acclimate its management trainees to changing conditions.

647 Warner, W. L. and J. C. Agegglen. 1956. Successful Wives of Successful Executives. HBR 34 (March-April, no. 2): 6470.
As sociologists at the University of Chicago, Warner and Abegglen examined the roles placed on women in conjunction to the careers of their corporate executive spouses.

639 Saxenian, H. 1958. Criterion for Emotional


Maturity. HBR 36 ( January-February, no. 1): 56 68.
Saxenian developed criteria on emotional maturity that can help in selecting and developing executives and supervisors. This evaluation is based on ones ability to work by themselves and then with others while under pressure.

648 Anshen, M. 1955. Better Use of Executive


Development Programs. HBR 33 (November-December, no. 6): 6774.
Executive training programs can provide tremendous benets if top management critically examines all facets of these programs on a consistent basis.

640 Bursk, E. C. 1957. New Dimensions in Top Executive Reading. HBR 35 (September-October, no. 5): 93112.
The extent of ones reading is an indicator of professionalism. Bursks professional approach calls for reading which is more intellectual and theoretical.

649 Kallejian, V. J., I. R. Weschler and R. Tannenbaum. 1955. Managers in Transition. HBR 33 ( July-August, no. 4): 5564.
Kallejian and his coauthors developed a case study on executive team building and the myriad of communication problems that arise in a television manufacturing facility.

641 Spates, T. G. 1957. Success and Executive


Skills. HBR 35 ( July-August, no. 4): 135141.
[Looking Around Feature]Spates reviews recently published books relevant to executive skills and success.

650 Pamp, F. E., Jr. 1955. Liberal Arts as Training for Business. HBR 33 (May-June, no. 3): 4250.
The demands placed on management have historically been quantitative. With automation and the computer, Pamp discusses how these demands are changing. Executives now need greater intellectual depth that comes only from a liberal arts oriented education.

642 Gibson, G. W. 1957. The Filmed Case in Management Training. HBR 35 (May-June, no. 3): 123130.
Gibson describes how some management training programs have incorporated cinematic features into their curriculum to generate discussion.

651 Katz, R. L. 1955. Skills of an Effective Administrator. HBR 33 ( January-February, no. 1): 3342.
Ones technical, human, and conceptual abilities are inter-related skills that can be developed. The relative importance of each skill varies according to the level of managerial responsibility.

643 Jessop, W. S. 1957. Tapping New Sources of Knowledge. HBR 35 (March-April, no. 2): 147 157.
[Thinking Ahead Feature] Jessop argues that executives will grow, be well-rounded and more effective if they diversify their readings and interests into areas which have no bearing on business.

652 Anshen, M. 1954. Executive Development: In-Company vs. University Programs. HBR 32 (September-October, no. 5): 8391.
Based on the Bell Systems experience, Anshen describes the extent to which in-company executive training programs are popular and how these programs differ from university-offered programs.

644 Andrews, K. R. 1957. Is Management Training Effective: Measurement, Objectives, and Policy. HBR 35 (March-April, no. 2): 6372.
Andrews describes how social scientists are assessing the effectiveness of management training programs.

645 _____. 1957. Is Management Training Effective: Evaluation by Managers and Instructors. HBR 35 ( January-February, no. 1): 8594.
Andrews discusses the difculty of assessing the effectiveness of management training programs.

653 Wald, R. M. and R. A. Doty. 1954. The Top Executive: A Firsthand Prole. HBR 32 ( July-August, no. 4): 4554.
Managers who identify themselves with their organization and whose greatest satisfaction is derived from their work are likely to be executive material. Wald and Doty are also curious whether the dimensions that successful executives possess can be identied and measured.

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company opted to open a research and development facility in Shanghai, China. Vasella hopes this will provide Novartis with access to Chinas scientic talent and its huge market of potential consumers.

654 Furst, B. 1954. Train Your Memory. HBR 32 (March-April, no. 2): 105112.
Most executives are faced with the necessity of remembering many names and faces, lists of gures along with complex arguments. Furst contends that the effort spent on memory development will do much to relieve the burdens placed on executives.

662 Ghemawat, P. 2005. Regional Strategies for Global Leadership. HBR 83 (December, no. 12): 98108.
Successful global companies seem to be engaged in regionally focused strategies that require exibility and creativity. Ghemawat describes how these rms need to decide what constitutes their region and incorporate ve strategies into their existing business framework.

655 Sampson, R. C. 1953. Train Executives While They Work. HBR 31 (November-December, no. 6): 4254.
Sampson believes that most executives feel responsible for their own self-development and the success of their organization. Like most people, however, they resent feeling pushed or manipulated. Sampson nds executives most stimulated by training programs when confronted by immediate problems in their organization.

663 Roche, E. 2005. Riding the Celtic Tiger.


HBR 83 (November, no. 11): 3950.
[HBR Case Study Feature] An Irish executive for an American multinational company in Dublin is offered a phenomenal opportunity at his companys California home ofce. Accepting this, however, means uprooting his family and leaving a more robust economy than that of the United States.

656 Learned, E. P. 1951. Trends in Administration. HBR 29 ( July, no. 4): 127134.
[Thinking Ahead Feature] Learned writes about an array of problems which executives are likely to encounter throughout the 1950s.

657 Bursk, E. C. and D. T. Clark. 1949. Reading


Habits of Business Executives. HBR 27 (May, no. 3): 330345.
Bursk and Clark discuss their survey ndings on what corporate executives read for professional and recreational purposes.

664 Ghemawat, P. 2003. The Forgotten Strategy. HBR 81 (November, no. 11): 7684.
Companies typically see globalization as a matter of taking a superior business model and extending it geographically. Differences between nations are obstacles that need to be overcome. Ghemawat explains how arbitrage works from the standpoint of these differences.

658 Folts, F. E. 1938. The Recent Literature of


Business Management. HBR 17 (Autumn, no. 1): 117124.
Folts reviews James Gillespies book Principles of Rational Industrial Management in which Gillespie castigates scientic management for ignoring the human element along with books by J. E. Walters (Modern Management) and Glover and Mazes Managerial Control.

665 Xin, K. and V. Pucik. 2003. Trouble in Paradise. HBR 81 (August, no. 8): 2735.
[HBR Case Study Feature] The Chinese executives of successful joint ventures in Shanghai envision a future that includes the launch of a new national brand and creation of hundreds of jobs. Their American partner, however, is fuming since the performance of this joint venture has been less than stellar. Xin and Puciks case study ponders whether this venture can be saved.

659 Heyman, J. K. 1930. The Importance of Private Business Histories. HBR 8 (April, no. 3): 354 358.
Heyman discusses how important it is to explore a companys history in a manner that generates constructive criticism instead of glorication.

666 Vanhonacker, W. R. 2000. A Better Way to Crack China. HBR 78 ( July-August, no. 4): 2022.
[Perspectives Feature] Vanhonacker describes how Eastman Kodak pioneered a new corporate structure in China that closely parallels many Western companies.

Foreign Operations or Subsidiaries


660 Ghemawat, P. 2007. Mapping Differences:
The Central Challenge of Global Strategy. HBR 85 (March, no. 3): 5868.
A rms international strategy must be evaluated on a regular basis given how ones markets and production facilities are more globalized than ever. Ghemawat provides upper management with a framework to think through their options.

667 Hastings, D. F. 1999. Lincoln Electrics Harsh Lessons from International Expansion. HBR 77 (May-June, no. 3): 162178.
[First Person Feature] As Lincoln Electrics former CEO, Hastings describes the setbacks his company encountered in attempting to penetrate the European market; most of which stemmed from Lincoln Electrics assumption that it would be successful anywhere throughout the world with its production capabilities and corporate culture. The companys top management lacked international expertise and had no grasp of Europes labor culture.

661 OConnell, A. 2007. Novartiss Great Leap of Trust. HBR 85 (March, no. 3): 2626.
[Conversation Feature] Despite Chinas record on protecting intellectual property, Daniel Vasella, CEO of the pharmaceutical maker Novartis, discusses why his

668 Maruca, R. F. 1994. The Right Way to Go Global: An Interview with Whirlpool CEO David Whitman. HBR 72 (March-April, no. 2): 134149.
Whirlpool chairman and CEO, David R. Whitwam, discusses why Whirlpool opted to internationalize and

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what the company learned from developing an international presence. The company now has manufacturing facilities in 11 nations. Its products are marketed to over 120 nations.

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676 Dickson, D. N. 1983. Case of the Reluctant Multinational. HBR 61 ( January-February, no. 1): 618.
[Problems in Review Feature]Dicksons case study focuses on a company who hopes to purchase an international company who hopes to force its suitor to absorb an entirely different organizational culture.

669 Nichols, N. A. 1993. From Complacency to


Competitiveness. HBR 71 (September-October, no. 5): 162171.
[An Interview with Vitros Ernesto Martens] As CEO of Vitro Sociedad Anonima [Mexico] since 1985, Ernesto Martens is the rst non-family individual to hold his position in the 84-year history of the company. Martens describes how his company intends to become more competitive on a global basis.

677 Davidson, W. H. and P. Haspeslagh. 1982.


Shaping a Global Product Organization. HBR 60 ( July-August, no. 4): 125132.
A pressing problem for many multinational corporations is the magnitude of diversity that is inherent in these organizations and how these organizations should be organized and coordinated.

670 Das, G. 1993. Local Memoirs of a Global Manager. HBR 71 (March-April, no. 2): 3847.
[First Person Feature] From making Vicks Vaporub into one of Procter & Gambles most successful brands in India, Das describes how successful global brands tap the local institutions and traditions that their geographical diversity provides.

678 Killing, J. P. 1982. How to Make a Global Joint Venture Work. HBR 60 (May-June, no. 3): 120127.
Killing discusses how company executives might manage their joint ventures structures with other international companies or organizations.

671 Lawrence, P. and C. Vlachoutsicos. 1993.


Joint Ventures in Russia: Put the Locals in Charge. HBR 71 ( January-February, no. 1): 4454.
[Four Corners Feature] Lawrence and Vlachoutsicos nd that the benets of Western-Russian joint ventures far exceed the risks when Russias many talented and experienced managers are placed in charge.

679 Sheppard, I. T. 1982. If Kidnappers Strike... HBR 60 ( January-February, no. 1): 5256.
[Ideas for Action Feature] Kidnapping episodes of corporate executives for foreign countries are rampant. Sheppard describes why rms engaged in foreign operations should establish emergency response groups (ERGs) to alleviate this problem.

672 Webber, A. M. 1989. The Case of the China Diary. HBR 67 (November-December, no. 6): 14 40.
[HBR Case Study Feature] By maintaining a daily diary while he worked to open a new textile plant in China, Webbers case study focuses on Geoff Parker and how he dealt with Chinas society, bureaucracy and economy from the late 1970s through the Tianamen Square confrontation.

680 Wells, L. T., Jr. 1974. Dont Overautomate


Your Foreign Plant. HBR 52 ( January-February, no. 1): 111118.
Wells describes why it is not terribly economical to install automated equipment in underdeveloped nations. Companies that do automate their Third World plants need to strike a judicious balance between laborers and machinery.

673 Bartlett, C. A. and S. Ghoshal. 1986. Tap


Your Subsidiaries for Global Reach. HBR 64 (November-December, no. 6): 8794.
After a miserable European launch of Pampers, Procter & Gamble changed how it executed its European marketing strategy by reinstating its country managers and local subsidiary structures.

681 Widing, J. W., Jr. 1973. Reorganizing Your Worldwide Business. HBR 51 (May-June, no. 3): 153160.
Widing investigates how rms can integrate ones foreign activities with their domestic activities. Many companies with international operations nd that their organizational structures are no longer appropriate for the changing conditions of the business.

674 Austin, J. E. and J. C. Ickis. 1986. Managing After the Revolutionaries Have Won. HBR 64 (May-June, no. 3): 103109.
Using Nicarauga as a case study, Austin and Ickis describe how multinational companies can operate in unstable political environments, even following a revolution.

682 Rock, M. L. and C. I. Sym-Smith. 1973. Incentives for Foreign Nationals. HBR 51 (MarchApril, no. 2): 3242, 158.
[Special Report Feature] Rock and Sym-Smith offer advice for developing incentive programs and yardsticks that reward a managers accomplishments in a foreign operation.

675 Berlew, F. K. 1984. The Joint Venture A


Way into Foreign Markets. HBR 62 ( July-August, no. 4): 4854.
[Ideas for Action Feature] Berlew describes how small companies can benet by establishing themselves overseas and engaging in licensing practices.

683 Tsurumi, Y. 1971. Myths That Mislead U.S. Managers in Japan. HBR 49 ( July-August, no. 4): 118127.
Most American companies operating in Japan realize that their Japanese employees must be provided with managerial and operational training. Tsurumi identies

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693 Butler, W. J. and J. Dearden. 1965. Managing a Worldwide Business. HBR 43 (May-June, no. 3): 93102.
An array of control problems will provide obstacles for operating the ideal world enterprise.

seven myths that hamper American companies when recruiting and training capable Japanese professionals.

684 Hoskins, W. R. 1970. How to Counter Expropriation. HBR 48 (September-October, no. 5): 102111.
Hoskins assesses the political, economic, and legal steps that companies should pursue if their assets are conscated by a foreign nation.

694 Clee, G. H. and W. M. Sachtjen. 1964. Organizing a Worldwide Business. HBR 42 (November-December, no. 6): 5567.
Clee and Sachtjen describe three dominant organizational patterns that have evolved in response to the pressures for managing an enterprise along with the advantages and disadvantages they raise for upper management.

685 Parks, F. N. 1969. Survival of the European Headquarters. HBR 47 (March-April, no. 2): 79 84.
During the early 1960s, many American companies established European ofces to expand their operations. The performance of these ofces, despite their initial fanfare, is often disappointing.

695 Skinner, C. W. 1964. Management of International Production. HBR 42 (September-October, no. 5): 125136.
Neither loose delegation or heavy-handed domination will solve ones manufacturing problems overseas. Better situational thinking, along with fewer extreme positions on the difcult issues, is essential to this problem.

686 Schnapp, J. B. 1968. The Case of the Crisis in


Caribia. HBR 46 (November-December, no. 6): 162185.
[Problems in Review Feature] Schnapps case study describes some dilemmas encountered by a young American executive in charge of a Brazilian facility.

696 Vernon, R. 1963. Saints and Sinners in Foreign


Investment. HBR 41 (May-June, no. 3): 146161.
American business is being confronted with anti American hostilities abroad. To deal with this hostility, Vernon urges Americans to to take a number of steps to reduce this distrust.

687 Williams, C. R. 1967. Regional Management


Overseas. HBR 45 ( January-February, no. 1): 87 91.
Williams points out the advantages that exist with regional management arrangements for certain types of companies engaged in international business.

697 Hodgson, R. and H. E. R. Uyterhoeven. 1962.


Analyzing Foreign Opportunities. HBR 40 (March-April, no. 2): 6079.
To evaluate foreign business opportunities, one must look beyond market growth. Hodgson and Uyterhoeven created an opportunity analysis model to help top management make sounder decisions on where and how to invest.

688 Mace, M. L. 1966. The President and International Operations. HBR 44 (November-December, no. 6): 7284.
Mace offers a strategy and other useful ideas for companies engaged in foreign ventures.

689 Gaddis, P. O. 1966. Analyzing Overseas Investment. HBR 44 (May-June, no. 3): 115122.
Managers can make more effective analyses and comparisons to their foreign operations. All relevant forms of earnings and losses that are expected to ow from a proposed investment must be taken into consideration.

698 Clee, G. H. and Lindsay. F. A. 1961. New Patterns for Overseas Operations. HBR 39 ( JanuaryFebruary, no. 1): 6573.
By adapting the systems management concept to economic development, American businesses can emulate what the Soviet Union is doing in the underdeveloped world.

690 Lee, J. A. 1966. Cultural Analysis in Overseas


Operations. HBR 44 (March-April, no. 2): 106114.
American managers invariably make unconscious references to their own culture. Lee contends that this leads to many business problems and offers a four-step approach to prevent such matters.

699 Lineld, S. J. 1960. Overseas Operations. HBR 38 (September-October, no. 5): 4150.
[Looking Around Feature] Lineld reviews the best books and articles available on conducting business overseas.

691 Smith, D. T. 1966. Financial Variables in International Business. HBR 44 ( January-February, no. 1): 93104.
Smith discusses problems with varying tax levels along with the cost of borrowing when the parent corporations reports income from foreign operations

700 Fayerweahter, J. 1957. Foreign Operations: A Guide for Top Management. HBR 35 ( JanuaryFebruary, no. 1): 127135.
Corporate management must measure their operating philosophy against a valid yardstick with regards to its international divisions to overcome many of the challenges relevant to these operations.

692 Barnes, W. S. 1965. Guides to International Operations. HBR 43 (November-December, no. 6): 2637+.
Barnes discusses how the confusion that typically surrounds a companys foreign operations can be reduced.

701 Wharton, C. R., Jr. 1954. Aiding the Community: A New Philosophy for Foreign Operations. HBR 32 (March-April, no. 2): 6472.
Wharton discusses the social investment businesses

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must make with their international operations to improve living standards and eliminate poverty and ignorance.

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708 Fels, A. 2004. Do Women Lack Ambition? HBR 82 (April, no. 4): 5060.
[Managing Yourself Feature]For women, far more than with men, the decision to pursue an interest is repeatedly reconsidered and often abandoned. To realize their dreams, women must understand why they are willing to walk away from them.

702 James, C. L. 1932. International Control of


Tin Ore. HBR 11 (October, no. 1): 67 -75.
James describes how the British Empire produces over 50 percent of the worlds tin.

709 Babcock, L., S. Laschever, M. Gelfand and D.

Gender or Racial Workplace Issues


703 Esarey, S. and A. Hasleberger. 2007. OffRamp Or Dead End? HBR 85 (February, no. 2): 5769.
[HBR Case Study Feature] After missing another school play, Cheryl Jarnis is coming to realize that being a marketing director for a major British corporation is hampering her responsibilities as a mother. Esarey and Haslebergers case study ponders whether: (i) Ms. Jarnis should stay with her company; (ii) if there is anything Ms. Jarnis can do to rectify her current situation with her company, or (iii) should Ms. Jarnis simply chuck everything?

Small. 2003. Nice Girls Dont Ask. HBR 81 (October, no. 10): 1416.
[Forethought Feature] Management typically shortchanges women since men are far more likely to negotiate for what they want than women. Babcock and her coauthors assert that this is costly for companies and requires managerial intervention.

710 Wellington, S., M. Brumit Kropf and P. R.


Gerkovich. 2003. Whats Holding Women Back? HBR 81 ( June, no. 6): 1819.
[Forethought Feature] Female executives and CEOs of Fortune 500 companies were both surveyed as to the barriers that women face in advancing through corporate hierarchies.

704 Ely, R. J., D. E. Meyerson and M. N. Davidson. 2006. Rethinking Political Correctness. HBR 84 (September, no. 9): 7887.
Ely and her coauthors argue that political correctness erodes the abilities of people to develop meaningful relationships across racial, gender and religious lines.

711 Waite, T. J. 2003. Keeping to the Fairway. HBR 81 (April, no. 4): 2937.
[HBR Case Study Feature] Pace Sterling, Incorporated sponsors an annual professional golf tournament at a country club in which only men can be members. Waites case study pursues whether the marketing value that this sponsorship provides is diminishedor heightened by controversy of this nature.

705 Carlson, D. S., K. M. Kacmar and D. Whitten.


2006. What Men Think They Know About Executive Women. HBR 84 (September, no. 9): 2828.
[Forethought Feature] Carlson and her coauthors nd that attitudes about women in executive positions have improved but not to the extent perceived by men from replicating a 1985 Harvard Business Review study.

712 Carver, K. A. and A. B. Livers. 2002. Dear White Boss. HBR 80 (November, no. 11): 7681.
Carver and Livers crafted a hypothetical letter from an African-American manager on the systematic racism that is rampant throughout the corporate world.

706 Hewlett, S. A. and C. B. Luce. 2005. OffRamps and On-Ramps: Keeping Talented Women on the Road to Success. HBR 83 (March, no. 3): 4354.
[Big Picture Feature] Stepping off the career fast track is easy. Getting back on is difcult. At some point in their careers, many highly qualied and committed women actually step off this fast track . Hewlett and Luce compiled survey data that reveals the extent of this issue and what organizations might do to reverse this brain drain. The trick is helping people maintain the connections which enables them to re-enter the workforce without being marginalized.

713 Hewlett, S. A. 2002. Executive Women and the Myth of Having It All. HBR 80 (April, no. 4): 6573.
Hewletts survey reveals the difculty that highly educated and high-earning women face achieving any semblance of a work-family balance.

714 Thomas, D. A. 2001. The Truth About Mentoring Minorities: Race Matters. HBR 79 (April, no. 4): 98107.
Thomas studied the progression of minorities at three large U.S. corporations and found that minorities who advance the furthest had a vibrant network of mentors and corporate sponsors.

707 Cunningham, C. R. and S. S. Murray. 2005. Two Executives, One Career. HBR 83 (February, no. 2): 125131.
[Managing Yourself Feature] To balance career and family pressures, the two authors shared an executives job with Fleet Banks Foreign Exchange Group for six years. In essence, they acted as one person with the strengths and ideas of two executives. The two describe the hurdles they faced in winning over management, their peers and clientele with the concept.

715 Hayashi, A. M. 2001. Mommy-Track Backlash. HBR 79 (March, no. 3): 3342.
[HBR Case Study Feature] Hayashis case study examines how a ctional company might strike an equitable solution on workload issues for knowledge workers who are parents along with those who are non-parents.

716 McCracken, D. M. 2000. Winning the Talent War for Women: Sometimes It Takes a Revolu-

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study focuses on a woman who is the logical choice for a newly-created directors position. Her drawback is that a major product line will be launched while shes on maternity leave.

tion. HBR 78 (November-December, no. 6): 159 167.


During the early 1990s, Deloitte and Touche realized that many talented women had left the rm. Many of these departures resulted from uncompromising career options in Deloittes male dominated culture. Stemming this tide was both urgent and difcult; nonetheless, it enabled Deloitte to grow faster than any of its competition.

724 Kimmel, M. S. 1993. What Do Men Want? HBR 71 (November-December, no. 6): 5063.
[In Question Feature]American men face a workplace environment that includes increasing numbers of women in an economy in which thousands of males are being let go. Kimmel explains the impact this has on men who are now forced to re-evaluate themselves, their value systems and their jobs.

717 Connor, J. C. 2000. It Wasnt About Race, Or Was It? HBR 78 (September-October, no. 5): 3746.
[HBR Case Study Feature] Connors case study focuses on a major accounting rms partners and associates having to come to grips with race relations.

725 Havens, T. 1993. The Change-Dazed Manager. HBR 71 (September-October, no. 5): 2237.
[HBR Case Study Feature] Havenss case study, based on a ctitious diary of a high-level executive, illustrates the problems that arise from changing jobs in a dual-career marriage.

718 Meyerson, D. E. and J. K. Fletcher. 2000. A


Modest Manifesto for Shattering the Glass Ceiling. HBR 78 ( January-February, no. 1): 126138.
Women have made enormous gains in the corporate world. Still, they make up only 10 percent of senior managerial posiitons in Fortune 500 companies. Myerson and Fletcher examine how this glass ceiling can be shattered.

726 Nichols, N. A. 1993. Whatever Happend to Rosie the Riveter? HBR 71 ( July-August, no. 4): 5462.
[In Question Feature] Management has traditionally been a male domain in light of the traditional male characteristics of assertiveness and decisiveness. Women are now assuming managerial positions similar to the legendary Rosie the Riveter during World War II. Americas present competitive crisis, much like World War II, gives women the chance to redene the qualities of a manager.

719 Thomas, D. A. and S. Wetlaufer. 1997. A Question of Color: A Debate on Race in the U.S. Workplace. HBR 75 (September-October, no. 5): 118134.
Although some gains in racial diversity were made in the two decades since afrmative action became law, Thomas and Wetlaufer lead a symposium on this topic with executives of color.

720 Magretta, J. 1997. Will She Fit In? HBR 75 (March-April, no. 2): 1832.
[HBR Case Study Feature] Magrettas case study involves a female partner with a prestigious consulting rm whose most important client made an unwanted sexual advance.

727 Reardon, K. 1993. The Memo Every Woman Keeps in Her Desk. HBR 71 (March-April, no. 2): 1622.
[HBR Case Study Feature]The overall atmosphere of a software company is eroding the self-worth of a female employee which is compelling her to send a memo to the companys CEO.

728 Schwartz, F. 1992. Women as a Business Imperative. HBR 70 (March-April, no. 2): 105114.
Schwartz reports on the miserable job American companies are doing in managing and motivating their female employees. As a result, only a fraction of the capabilities that female employees possess are tapped. This represents a terrible waste of productivity.

721 Tannen, D. 1995. The Power of Talk: Who


Gets Heard and Why. HBR 73 (September-October, no. 5): 138150.
Men and women have different approaches to conversational styles that typically stem from ones childhood experiences. Tannen demonstrates how ones style affects who is heard, who gets credit and what gets done.

722 Schrank, R. 1994. Two Women, Three Men on a Raft. HBR 72 (May-June, no. 3): 6880.
[Reprint from a 1977 issue of HBR] An Outward Bound raft trip was intended to build better teamwork and teach the art and techniques of survival under adverse conditions. The males on this trip manage to protect their power from the women by building doubts and by supplying negative reinforcement which is analogous to the challenge many women face in the business world.

729 Niven, D. 1992. The Case of the Hidden Harassment. HBR 70 (March-April, no. 2): 1222.
[HBR Case Study Feature] Nivens case study involves a male manager who enters an unoccupied ofce of a female subordinate to look for a le. The manager notices an electronic mail message left on the computer monitor relevant to the womans sex life.

730 Loveman, G. W. 1990. The Case of the PartTime Partner. HBR 68 (September-October, no. 5): 1229.
[HBR Case Study Feature] Lovemans case study involves a talented female associate in a law rm and whether she should be granted partnership because of the exible work schedule she has from having small children.

723 Mock, C. and A. Bruno. 1994. The Expectant


Executive and the Endangered Promotion. HBR 72 ( January-February, no. 1): 1625.
[HBR Case Study Feature]Mock and Brunos case

49
731 Stone, N. 1989. Mothers Work. HBR 67
(September-October, no. 5): 5056.
[For the Managers Bookshelf Feature] Stones essay focuses on Fuchs Womens Quest for Economic Equality and Hocschilds Second Shift.

Management
HBR 60 (March-April, no. 2): 148149.

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740 _____. 1982. Stepping Out of Glass Slippers.


[For the Managers Bookshelf Feature]Collins reviews Collette Dowlings new book, The Cinderella Factor, on the fantasy worlds many women let themselves get trapped into.

732 Schwartz, F. N. 1989. Executives and Organizations: Management Women and the New Facts of Life. HBR 67 ( January-February, no. 1): 6576.
Popular perception might be that female managers are more expensive to employ than their male counterparts; most of which stems from their higher level of turnover. Schwartz counters that these additional costs can be eliminated if several items are factored into this equation.

741 deForest, M. E. 1981. Mexican Workers North of the Border. HBR 59 (May-June, no. 3): 150157.
Most Mexican workers now working in the United States are typically from small Mexican towns. The only work available in these Mexican towns involves sharecropping, working in small stores, tending bar, or fabricating goods to sell in the streets. deForest discusses how Mexican and Chicano workers are drawn to living and working in squalid conditions throughout the United States.

733 Seymour, S. 1987. The Case of the Mismanaged Ms. HBR 65 (November-December, no. 6): 7787.
Seymours case study focuses on the complexities for one of the thorniest issues facing management.

742 Rowe, M. P. 1981. Dealing with Sexual Harassment. HBR 59 (May-June, no. 3): 4246.
[Ideas for Action Feature] Rowe emphasizes the importance of employers sending out unmistakable signals that serious retribution will be taken against those adjudicated of sexual harassment.

734 Jones, E. W., Jr. 1986. Black Managers: The Dream Deferred. HBR 64 (May-June, no. 3): 84 95.
Though African-American and other minorities are entering management at unprecedented levels, Jones discusses the frustration, isolation, anger and despair that many minority managers feel.

743 Collins, E. G. C. and T. B. Blodgett. 1981. Sexual Harassment ... Some See It ... Some Wont. HBR 59 (March-April, no. 2): 7694.
Collins and Blodgett describe the joint survey of professional women that HBR developed in conjunction with Redbook Magazine on what constitutes sexual harassment and how difcult EEOC guidelines are to enforce.

735 Sutton, C. D. and K. K. Moore. 1985. Executive Women-20 Years Later. HBR 63 (SeptemberOctober, no. 5): 4266.
[Probing Opinions Feature] Sutton and Moore examine the results of a follow-up survey that was done in 1965 as to the attitudes that male and female executives have on an array of gender-oriented issues.

744 Fitt, L. W. and D. A. Newton. 1981. When the Mentor Is a Man and the Protegee Is a Woman. HBR 59 (March-April, no. 2): 5660.
[Ideas for Action Feature] Fitt and Newton explain why the transition from helping a woman learn a job to helping her develop a career is not an easy transition.

736 Sape, G. P. 1985. Coping with Comparable Worth. HBR 63 (May-June, no. 3): 145152.
With the courts nding private and public employers liable for wage and employment discrimination, Sape provides employers with ideas to avoid litigation.

745 Schwartz, F. N. 1980. Invisible Resource:


Women for Boards. HBR 58 (March-April, no. 2): 618.
[From the Boardroom Feature] Despite how female corporate directors doubled in number between 1976 and 1979, the ratio of female to male directors remains low.

737 Leap, T. L. and L. R. Smeltzer. 1984. Racial


Remarks in the Workplace: Humor or Harassment? HBR 62 (November-December, no. 6): 7479.
Leap and Smeltzer examine the consequences of racial taunting which frequently occurs in factories, warehouses along with ofce environments.

738 Rosen, B., S. Rynes and T. A. Mahoney. 1983. Compensation, Jobs, and Gender. HBR 61 ( JulyAugust, no. 4): 170190.
[Probing Opinions Feature] Rosen and his coauthors discuss the results of a HBR survey as to what constitutes fair pay and whether jobs that possess equal value can even begin to generate equal compensation.

746 Rowe, M. P. 1978. Case of the Valuable Vendors. HBR 56 (September-October, no. 5): 4060.
[Problems in Review Feature] Rowes case study examines an incident of subtle discrimination that has destructive consequences for a computer manufacturer.

739 Collins, E. G. C. 1982. The Entrepreneur Sees Herself as Manager. HBR 60 ( July-August, no. 4): 140150.
[An Interview with Lore Harp] Collins interviewed Lore Harp [CEO of Vector Electronics] on the problems that women encounter as entrepreneurs.

747 Collins, E. G. C. and A. I. Esposito. 1978. A Woman in the Boardroom. HBR 56 ( January-February, no. 1): 7786.
[An Interview With Joan Ganz Cooney] As one of the few women serving on a corporate board of directors, Cooney discusses her experiences and debunks many conventional views of women in high-powered positions.

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More women will be hired for supervisory or executive positions than men during the 1970s. Orth and Jacobs describe how business will beneit from this.

748 Schrank, R. 1977. Two Women, Three Men on a Raft. HBR 55 (May-June, no. 3): 100108.
Schrank utilizes a raft trip down a river in Oregon to illustrate the dynamics between men and women in a team environment.

757 Purcell, T. V. 1968. Break Down Your Employment Barriers. HBR 46 ( July-August, no. 4): 6576.
Purcell points out how some imaginative and bold companies are ghting discrimination toward AfricanAmericans and other minorities.

749 Lear, F. 1975. EEO Compliance Behind the Corporate Mask. HBR 53 ( July-August, no. 4): 138146.
A companys symbolism, jargon and inexibility are good indicators of its resistance to women and minorities.

750 Barnett, R. C. 1974. Johnnie Will Be an Executive, and Janie Will Be a... HBR 52 (May-June, no. 3): 89.
[Ideas for Action Feature]Barnett contends Janie will outshine Johnnie scholastically, but as she grows older, she tends to forgo ambition and prestigious occupations.

758 Haynes, U., Jr. 1968. Equal Job Opportunity: The Credibility Gap. HBR 46 (May-June, no. 3): 113120.
Hayness study of large corporate home ofces located in New York City revealed that African-American employees constitute only 2.6 percent of employees despite that New York City possesses a large African-American population.

751 Rosen, B. and T. H. Jerdee. 1974. Sex Stereotyping in the Executive Suite. HBR 52 (MarchApril, no. 2): 4558.
Most managers genuinely believe that their personnel decisions are gender-neutral. Rosen and Jerdee counter that personnel decisions are often predicated on traditional male/female concepts.

759 Bowman, G. W., N. B. Worthy and S. A. Greyser. 1965. Are Women Executives People? HBR 43 (May-June, no. 4): 1428, 164178.
[Problems in Review Feature] Bowman and her coauthors surveyed over 2,000 executives on the role of women in top management.

760 Fuller, F. M. and M. B. Batchelder. 1953.


Opportunities for Women at the Administrative Level. HBR 31 ( January-February, no. 1): 111128.
The manner in which women behave on a job rather than how they perform their technical responsibilities is largely the chief criteria used to judge their executive potential.

752 Fretz, C. F. and J. Hayman. 1973. Progress


for Women Men Are Still More Equal. HBR 51 (September-October, no. 5): 133142.
Fretz and Hayman perceive a mindset on the part of upper-echelon management that women are not committed to their work and have no desire to accept responsibility. As such, males are favored over females for managerial positions.

753 Jones, E. W., Jr. 1973. What Its Like to Be a


Black Manager. HBR 51 ( July-August, no. 4): 108 116.
Jones describes the unwillingness of whites to face the possibility that an African-American might ll a white position.

Health Care Delivery Issues


761 Abercrombie, G. 2007. Whos Your Weakest Link? HBR 85 (December, no. 12): 1516.
[Forethought Feature] Abercrombie describes Hoffman-La Rochesa pharmaceutical manufacturer of antiviral drugs preparation in the event a u pandemic somewhere in the world.

754 Blodgett, T. B. 1972. Borderline Black Revisited. HBR 50 (March-April, no. 2): 132139.
Readers respond to Father Purcells case study on whether an African-American manager, whose performance was mediocre, should be let go when the company is in a period of downsizing.

762 Calkins, C. and J. Sviokla. 2007. What Health Consumers Want. HBR 85 (December, no. 12): 1415.
[Forethought Feature] A new survey should trigger innovative thinking on the part of the health care industry. From it, Calkins and Sviokla nd that health product consumers are highly diverse market that can be segmented by health and economic status.

755 Purcell, T. V. 1971. Case of the Borderline Black. HBR 49 (November-December, no. 6): 128150.
[Problems in Review Feature] Preferential treatment of minority employees is a problem that many companies contend with. Purcells case study involves an African-American employee, with a so-so performance record, who is a likely candidate to be retrenched stemming from reduced corporate earnings.

763 Aspinall, M. G. and R. G. Hammermesh. 2007. Realizing the Promise of Personalized Medicine. HBR 85 (October, no. 10): 108117.
Aspinall and Hamermesh believe that medicines future depends on genetic and other diagnostic testing. Treatments could then be more individualized which would produce better outcomes. The health care industry, however, must shed itself of obsolete business models, regulations, reimbursement schedules as well as the behavior of some physicians.

756 Orth, C. D., 3rd and F. Jacobs. 1971. Women


in Management: Pattern for Change. HBR 49 ( July-August, no. 4): 139147.

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764 Reddy, M. and B. Swanepoel. 2006. Cutting
the Cost of HIV. HBR 84 (September, no. 9): 21 22.
[Forethought Feature] By applying capital-asset portfolio modeling principles to its medical treatment programs, Reddy and Swanepoel describe how a South African mining rm improved employee heath, reduced absenteeism and stemmed the spread of HIV.

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771 Christensen, C. M., R. Bohmer and J. Kenagy. 2000. Will Disruptive Innovations Cure Health Care? HBR 78 (September-October, no. 5): 102112.
Simpler alternatives to present-day health care exist that are being thwarted by established health care institutions. Instead of working to preserve the status quo, physicians and pharmaceutical companies should ask how can they encourage more disruptive innovations. If this occurs, higher quality health care could be feasible at lower costs.

765 Herzlinger, R. E. 2006. Why Innovation in Health Care Is So Hard? HBR 84 (May, no. 5): 5866.
[Big Picture Feature] The packaging and delivery of medical treatment is often inefcient and user-unfriendly. Herzlinger examines why innovation efforts in health care are largely unsuccessful.

772 Wyke, A. 1997. Can Patients Drive the Future of Health Care? HBR 75 ( July-August, no. 4): 146150.
[Books in Review Feature] Wyke reviews Regina Herzlingers Market-Driven Health Care: Who Wins, Who Loses in the Transformation of Americas Largest Service Industry on three powerful trends involving American health care.

766 Spear, S. J. 2005. Fixing Health Care from the


Inside, Today. HBR 83 (September, no. 9): 7891.
By taking an operations approach to health care, many hospital personnel (e.g., physicians, nurses, technicians and administrators) are making enormous short-term improvements in patient care as well as in lowering the operating costs of their hospitals. This derives, in large part, from Toyotas famous production system. Hospitals are then able to break free from what Spear labels as the work-around culture which covers up many of the root causes of inefciency and high levels of waste.

773 Peisch, R. 1995. When Outsourcing Goes Awry. HBR 73 (May-June, no. 3): 2437.
[HBR Case Study Feature] Peischs case study focuses on a hospital CEOs attempt to outsource its anesthesiology services.

774 Nichols, N. A. 1994. Medicine, Management,


and Mergers. HBR 72 (November-December, no. 6): 104114.
[An Interview with Mercks P. Roy Vagelos] Mercks former CEO, P. Roy Vagelos, describes how the acquisition of a prescription-benets-management company, Medco Containment Services, will generate cost containment, increased market share and access to drug-use information.

767 Porter, M. E. and E. O. Teisberg. 2004. Redening Competition in Health Care. HBR 82 ( June, no. 6): 6476.
Health plans, providers, payers, and others in the American health care system have competed too long on cost. Porter and Teisberg nd that Americas health care system can be xed with positive-sum competition; the same approach that enables other American industries to thrive.

775 Teisberg, E. O., M. E. Porter and G. B. Brown.


1994. Making Competition in Health Care Work. HBR 72 ( July-August, no. 4): 131141.
Much of the health care reform debate focuses on onetime only cost savings. Teisberg and her coauthors nd that sustaining these reductions over a period of time is the most important issue facing policymakers. This requires a form of competition that is radically different than the competition facing other industries.

768 Herzlinger, R. E. 2002. Lets Put Consumers


in Charge of Health Care. HBR 80 ( July, no. 7): 4455.
[Big Picture Feature] Herzlinger explains how the health care industry is shielded from consumer pressures. Corporate policyholders must control these costs by providing employees with a choice of competing insurance coverages. Employees should also be charged prices which accurately reect the true cost for health care.

776 Brailer, D. J. and R. L. Van Horn. 1993.


Health and the Welfare of U.S. Business. HBR 71 (March-April, no. 2): 125132.
By becoming involved in the supply side of the health care market (e.g., creating ones own health care clinic or joining with other companies to develop ones own health care plan), Brailer and Van Horn see tremendous potential in developing cost-effective economies for ones work force.

769 Goldsmith, J. 2001. The New Health Cost


Crisis. HBR 79 (November, no. 10): 2021.
[Forethought Feature] Health care ination is rising at double-digit rates. Goldsmith offers top management advise on restructuring their health insurance benets.

770 Meliones, J. 2000. Saving Money, Saving Lives. HBR 78 (November-December, no. 6): 57 67.
[First Person Feature] Hospital administrators at Duke Childrens Hospital were forced to start thinking like a protable corporation and less like a money-losing nonprot organization in the aftermath of their $11 million dollar operating loss.

777 Nichols, N. A. 1992. Prots with a Purpose: An Interview with Tom Chapman of the Greater Southeast Health Care System. HBR 70 (November-December, no. 6): 8697.
The Greater Southeast Community Hospital was losing money and on the verge of bankruptcy. Under Tom

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Herzlinger maintains that employers are shifting the costs from one payer to another by redesigning their health insurance policies.

Chapmans leadership, the hospital not only is protable but it can also reinvest its prots into Washington, D.C.s Anacostia neighborhood.

778 Kovner, A. R. 1991. The Case of the Unhealthy Hospital. HBR 69 (September-October, no. 5): 1226.
[HBR Case Study Feature]Kovners case study focuses on the new CEO for a hospital whose patient-base is primarily Medicaid recipients. Losses are mounting since Medicaid payments rarely cover a hospitals operating costs.

786 Coddington, D. C., L. E. Palmquist and W. V.


Trollinger. 1985. Strategies for Survival in the Hospital Industry. HBR 63 (May-June, no. 3): 129 138.
The competition that the health care industry now faces has never been more intense. The authors examine the options facing the industry such as downsizing or engaging in joint-ventures.

779 Goldsmith, J. 1989. A Radical Prescription for Hospitals. HBR 67 (May-June, no. 3): 104111.
Goldsmith predicts that hospitals will likely manage chronic diseases in a patients home. Hospital visits would then only be for special treatments.

787 Aaron, H. J. and W. B. Schwartz. 1985. Hospital Cost Control: A Bitter Pill to Swallow. HBR 63 (March-April, no. 2): 160168.
The United States is about to enter a wrenching debate on how the growth of hospital spending can be slowed. Aaron and Schwartz believe that this can only be done through sacricing certain types of medical benets.

780 Herzlinger, R. E. 1989. The Failed Revolution in Health Care The Role of Management. HBR 67 (March-April, no. 2): 95105.
Herzlinger assesses why the 1980s never became the decade of American health care that many hoped. Despite improved services and more efcient services, health care costs continued to skyrocket.

788 Gelb, B. D. 1985. Preventive Medicine and Employee Productivity. HBR 63 (March-April, no. 2): 1216.
[Ideas for Action Feature] Gelb cites evidence on how physical tness makes workers healther and more productive.

781 _____. 1987. Who Prots from Nonprots?


HBR 65 ( January-February, no. 1): 93106.
Herzlinger and Krasker empirically tested the performances of 14 major for-prot and non-prot health care chains and found that the for-prot chains offered the same number of services, while charging the same, if not lower, prices from having lower operating costs.

789 Reisler, M. 1985. Business in Richmond Attacks Health Care Costs. HBR 63 ( January-February, no. 1): 145155.
Reisler describes how Richmond, Virginia, a fairly conservative city, implemented a city-wide Health Maintenance Organization (HMO) to combat skyrocketing health care costs.

782 Reisler, M. 1986. Game Plan for Business Coalitions on Health Care. HBR 64 (NovemberDecember, no. 6): 5660.
[Ideas for Action Feature]Reisler describes the competition between eight health management organizations and preferred provider organizations in the Richmond, Virginia metropolitan area. Richmonds costs have stabilized. The downside from this competition is a chaotic situation involving the quality and accessibility of service.

790 Malloy, J. M. and D. B. Skinner. 1984.


Medicare on the Critical List. HBR 62 (November-December, no. 6): 122135.
Malloy and Skinner focus on the impact that both Medicare and Medicaid have on the demand and cost for hospital services.

783 Rowe, M. P., M. Russell-Einhorn and M. A. Baker. 1986. The Fear of AIDS. HBR 64 ( JulyAugust, no. 4): 2836.
[Ideas for Action Feature]Rowe and her coauthors report on the hysteria taking place in the workplace because of the AIDS epidemic. The authors also offer suggestions on what top-management can do to allay these fears.

791 Walsh, D. C. 1984. Is There a Doctor InHouse? HBR 62 ( July-August, no. 4): 8494.
In addition to providing health-care services, some innovative companies are developing in-house medical departments to adjudicate diagnoses as well as research environmental health factors.

792 Egdahl, R. H. 1984. Should We Shrink the


Health Care System? HBR 62 ( January-February, no. 1): 125132.
From his perspective as a surgeon and hospital administrator, Egdahl describes why health care cost-management programs are prone to failure unless there is a reduction in the number of hospitals and physician specialists.

784 Herzlinger, R. E. and J. Schwartz. 1985. How


Companies Tackle Health Care Costs: Part I. HBR 63 ( July-August, no. 4): 6881.
Herzlinger and Schwartz describe how many companies have slashed health care costs by implementing service limits, raising employee payments, along with establishing exible benet plans.

785 Herzlinger, R. E. 1985. How Companies Tackle Health Care Costs: Part II. HBR 63 (September-October, no. 5): 108120.

793 Hiatt, H. H. 1984. The Coming of Corporate Medicine. HBR 62 ( January-February, no. 1): 610.
[For the Managers Bookshelf Feature] Hiatt reviews Paul Starrs, The Social Transformation of Ameri-

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can Medicine, in which Starr chronicles a host of problems plaguing American medicine.

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794 Young, D. W. and R. B. Saltman. 1983. Preventive Medicine for Hospital Costs. HBR 61 ( January-February, no. 1): 126133.
Whether state-regulated or voluntary, Young and Saltman explain how cost-containment programs might remedy rising hospital costs.

Herzlinger argues how physicians, hospital administrators, corporations and organized labor must reassess their decision-making criteria with regards to preventive care, self-insurance and other company health programs. In addition, Herzlinger emphasizes how government regulation does little to help organizations control costs.

795 Bradford, C., G. Caldwell and J. C. Goldsmith. 1982. The Hospital Capital Crisis: Issues for Trustees. HBR 60 (September-October, no. 5): 56 68.
[From the Boardroom Feature] In the midst of nancial and technological turmoil, Bradford and his coauthors believe that hospital trustees must abandon some long cherished notions if they are to keep their hospitals ourishing.

802 Miller, A. B. 1978. How Companies Can Trim Employee Health Benets Claims. HBR 56 ( January-February, no. 1): 68.
[Ideas for Action Feature] Miller urges companies to develop a scheme to systematically monitor their monthly health care benet payments.

803 Brown, M. and H. L. Lewis. 1976. Small Hospitals Contract for Management Help. HBR 54 (May-June, no. 3): 67.
[Ideas for Action Feature] The problems confronting small hospitals keep growing in complexity. One way for these hospitals to cope is through contract management. Here, trustees contract with an outside organization to operate the institution.

796 Harrison, D. H. and J. R. Kimberly. 1982.


HMOs Dont Have to Fail. HBR 60 ( July-August, no. 4): 115124.
Since many HMOs are on the cusp of bankruptcy, far more needs to be done in monitoring and controlling how enrollees utilize services.

797 Wood, C. T. 1982. Relate Hospital Charges to


Use of Services. HBR 60 (March-April, no. 2): 123130.
Present hospital cost setting techniques and routine daily-charge calculations are based on dividing total operating costs by the total patient days; a price-setting technique that would be grossly unacceptable in private industry.

804 Fragner, B. N. 1975. Employees Cafeteria Offers Insurance Options. HBR 53 (NovemberDecember, no. 6): 710.
[Ideas for Action Feature]Fragner advocates a new approach so that employees can select their own benet and pay levels on the assumption that the needs for each employee differ.

805 Webber, J. B. and M. A. Dula. 1974. Effective Planning Committees for Hospitals. HBR 52 (May-June, no. 3): 133142.
Though long-range planning committees exist in most hospitals, most are ineffective bodies that never make decisions, solve problems or get anything done. Webber and Dula nd this disappointing because todays hospitals should have an extermal committee to assess their environment along with internal strengths and weaknesses.

798 Goldsmith, J. C. 1981. Outlook for Hospitals: Systems Are the Solution. HBR 59 (September-October, no. 5): 130141.
[An Interview with Thomas Frist, M.D. and James A. Campbell, M.D.] In contrast to single, stand-alone community hospitals, Frist and Campbell describe the virtures of multi-hospital systems for generating economies of scale and preventing duplication.

799 _____. 1980. The Health Care Market: Can Hospitals Survive? HBR 58 (September-October, no. 5): 100112.
Alternative means for delivering hospital care will grow as hospital costs escalate. Hospitals that do not respond to these challenges by broadening their mix of services and by delivering more exible distribution systems will likely experience nancial and strategic difculties.

806 Grifth, J. R., W. M. Hancock and F. C. Munson. 1973. Practical Ways to Contain Hospital Costs. HBR 51 (November-December, no. 6): 131 139.
Grifth and his coauthors focus on the following items for containing hospital costs: (i) facility and services planning; (ii) patient scheduling; (iii) medical control of facility utilization; and nally (iv) administrative control for human resources and other expenditures. The authors emphasize the importance that administrators and hospital trustees have in utilizing benchmarks based on norms and standards.

800 Enthoven, A. C. 1979. Consumer-Centered


vs. Job-Centered Health Insurance. HBR 57 ( January-February, no. 1): 141152.
Enthoven contends that job-centered health insurance is a major barrier to economic competition in health services and is a root cause for an array of administrative burdens.

807 Ellwood, P. M., Jr. and M. E. Herbert. 1973.


Health Care: Should Industry Buy It or Sell It? HBR 51 ( July-August, no. 4): 99107.
The health maintenance organization (HMO) has entered the consciousness of companies. For a xed fee, a HMO will provide complete health care to a group for an extended period of time as a way to contain costs.

801 Herzlinger, R. 1978. Can We Control Health Care Costs? HBR 56 (March-April, no. 2): 102110.

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Critics of the American pharmaceutical industry maintain that branding and other promotional practices contribute to the high cost of prescription drugs. Bauer and Field counter that the Soviet experience contradicts this assertion.

808 Howard, G. G. 1973. Anatomy of a Hospital Trustee. HBR 51 (May-June, no. 3): 6571.
Lay hospital trustees know little about running a hospital. Since executives who serve on these boards cannot be window dressing, Howard describes how conscientious stewardship means becoming closely acquainted with the operations and staff to generate intelligent decisions.

816 Grace, E. J. 1959. Keep Your Employees Out of the Hospital. HBR 37 (September-October, no. 5): 119126.
A program emphasizing preventive medicine increases employee health, morale and productivity while trimming insurance costs. Grace, a practicing physician and clinic manager, offers a plan by which business and the medical community can achieve the advantages of preventive medicine.

809 Platou, C. N. and J. A. Rice. 1972. Multihospital Holding Companies. HBR 50 (May-June, no. 3): 1421, 146149.
Platou and Rice explain how hospitals who join a holding company enjoy the benets of consolidation (i.e., superior administrative staff, strong capital base, and expanded central services) as well as independence and exibility.

810 Pettengill, D. W. 1971. Writing the Prescription for Health Care. HBR 49 (November-December, no. 6): 3743.
Pettengill, as a health insurance industry executive, maintains that business can either champion a proposal that nationalizes health care or one that preserves, but improves, the existing private, pluralistic system.

817 Wade, L. J. 1956. Needed: A Closer Look at Industrial Medical Programs. HBR 34 (MarchApril, no. 2): 8190.
Wade describes how industrial medical departments are making many positive contributions to the job satisifaction and productivity of employees.

818 Brennan, J. J., Jr. 1954. Hospitals Need Business Know-How. HBR 32 (September-October, no. 5): 92100.
With rising hospital operating costs, Brennan describes how hospitals are notoriously inefcient particularly from the standpoint of procurement.

811 Forsyth, G. C. and D. G. Thomas. 1971. Models for Financially Healthy Hospitals. HBR 49 ( July-August, no. 4): 106117.
Traditional accounting tools are too weak to fashion sound nancial policy. Forsyth and Thomas describe some exible and powerful nancial models to enable hospital managers to keep abreast of internal as well as external developments relevant to their organizations.

819 Klarman, H. E. 1951. Economics of Hospital Service. HBR 29 (September, no. 5): 7189.
Klarman describes the organizational complexity involved with the modern hospital and the attention corporate executives must give toward the economic vitality of their local hospitals.

812 Wasyluka, R. G. 1970. New Blood for Tired Hospitals. HBR 48 (September-October, no. 5): 6574.
The business community is meek in how it avoids todays health care crisis. Wasyluka argues that hospitals are in desperate need for people with strong managerial and analytical aptitude to stymie these skyrocketing costs.

820 Bjorn, W. 1944. Low-Cost Hospitialization Protection. HBR 22 (Winter, no. 2): 256264.
Bjorn wonders about the American governments role in health care administration since private industry seems to adequately provide adequate protection.

813 Underwood, J. M. 1969. How to Serve on a


Hospital Board. HBR 47 ( July-August, no. 4): 73 80.
Hospitals are typically run by a policy-making board of trustees, made up of prominent executives from a community. Underwood draws on 23 years of service on such a board to discuss the role of executives in the development of modern hospitals.

821 McFarland, R. A. 1943. A Medical Program in Aviation. HBR 22 (Autumn, no. 1): 93127.
McFarland examines the value that companies receive who implement on-site medical programs [i.e., on-site physician or nurse] based on the experiences of the airline industry.

Human Resource Management Issues


822 Levy, M. 2007. Look to Your Front Line for the Future. HBR 85 ( July-August, no. 7/8): 5556.
[Perspectives Feature] An organizations future success is predicated on how attuned it is to the inuence that their front-line employees possess from dealing with ones customers and markets.

814 Landgraf, W. E. 1967. Needed: New Perspective on Health Services. HBR 45 (September-October, no. 5): 7583.
Landgraf describes how alarmed public policymakers, corporate executives, academics and social authorities are over the escalation of hospital costs. Non-prot hospitals, which account for over 65 percent of hospital admissions, have the highest cost-per-patient day ratios.

823 Bassi, L. and D. McMurrer. 2007. Maximizing Your Return on People. HBR 85 (March, no. 3): 115123.
[Took Kit Feature] Unlike contemporary metrics in human resource management, Bassi and McMurrer

815 Bauer, R. A. and M. G. Field. 1962. Ironic


Contrast: US and USSR Drug Industries. HBR 40 (September-October, no. 5): 8997.

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describe an instrument that can measure how effective a rm manages its human capital and help gauge that rms return on its workforce.

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830 Hemp, P. 2004. Presenteeism: At WorkBut


Out of It. HBR 82 (October, no. 10): 4958.
[HBR at Large Feature] As companies attempt to control their health care costs, an often overlooked topic is the havoc caused by common ailments such as hay fever, headaches, arthritis, depression, asthma and even heart burn. Employees with these ailments will report to work; albeit they function far below full capacity. Hemp cites studies showing the aggregate impact of this invisible drain amounting to approximately $150 billion.

824 Erickson, T. J. and L. Gratton. 2007. What


It Means to Work Here. HBR 85 (March, no. 3): 104112.
Companies who create signature experiences that convey their rms values and heritage are more likely to attract committed and productive professionals.

825 Berglas, S. 2006. How to Keep A Players Productive. HBR 84 (September, no. 9): 104112.
Most managers ultimately deal with an A player. A players, though psychologically awed and difcult to manage, still provide a great deal to an organization. Berglas describes how managers can help these workers by praising them in an authentic manner and in setting boundaries for their performance expectations.

831 Buchanan, L. 2004. Civics and Civility. HBR 82 (October, no. 10): 3546.
[HBR Case Study Feature] A newly hired employee at the Clarion Company is injecting a strident political tone into Clarions organizational culture. Buchanans case study pursues what, if any, recourse does upper management have in this situation?

826 Kaufman, G. 2006. How to Fix HR. HBR


84 (September, no. 9): 3030.
[Forethought Feature] Kaufman describes how human resource departments are bogged down in power struggles, bureaucratic programs and special projects which simply marginalize the department.

832 Dychtwald, K., T. Erickson and B. Morison. 2004. Its Time to Retire Retirement. HBR 82 (March, no. 3): 4857.
Long-standing human resource practices are to invest heavily in youth and phase out ones older workers. This practice must change. Companies will otherwise nd themselves running off a demographic cliff as baby boomers age.

827 Huselid, M. A., R. W. Beatty and B. E. Becker.


2005. A Players or A Positions?: The Strategic Logic of Workforce Management. HBR 83 (December, no. 12): 110117.
Effective business strategy requires differentiating a rms products and services in ways that create value for customers. This also requires a differentiated workforce. As such, businesses need to adopt a portfolio approach to workforce management in which their strategically important A positions, supporting B positions, and surplus C positions are systematically identied. A disproportionate share of resources must then be earmarked to make sure A players hold A positions.

833 Morel-Samuels, P. 2002. Getting the Truth into Workplace Surveys. HBR 80 (February, no. 2): 101109.
[Tool Kit Feature] Morel-Samuels exposes some glaring failures of workplace assessment tools and offers ways to enhance their design.

834 Sorcher, M. and J. Brant. 2002. Are You Picking the Right Leaders? HBR 80 (February, no. 2): 7885.
CEOs instinctively overvalue particular qualities and skills (e.g., favoring team players, operationally skilled candidates, dynamic public speakers) while overlooking other qualities when hiring and promoting candidates. Sorcher and Brant developed an evaluation process in which a group of people observes a candidates behavior over a period of time and in different circumstances.

828 Geissler, C. 2005. The Cane Mutiny: Managing a Graying Workforce. HBR 83 (October, no. 10): 3142.
[HBR Case Study Feature][HBR Case Study Feature] Medignostics HR manager sees a disaster on the horizon. His rms workforce is aging. Moreover, the company is not attracting younger talent. Top management, however, is preoccupied with cutting operating costs but oblivious to the severity of this demographic issue. For Medignostics to be competitive, does top management need to be proactive over this demographic shift?

835 Drucker, P. F. 2002. Theyre Not Employees, Theyre People. HBR 80 (February, no. 2): 7077.
Drucker reminds companies who utilize a high degree of freelance talent or who outsource the more mundane tasks that a rms most important responsibility is developing the talent of their workforce.

829 Sullivan, C. 2005. A Stake in the Business.


HBR 83 (September, no. 9): 5764.
[First Person Feature] Sullivan, Outback Steak Houses chairman, describes his companys formula for growth and development. It is rooted in putting employees rst through a humane work environment and by offering fabulous career opportunities. Turnover among hourly employees is low. This, in turn, creates happy restaurant customers. Sullivan also discusses the pressures facing his company to achieve high growth levels to accommodate this strategy.

836 Weinberger, D. 2001. Garbage In, Great Stuff


Out. HBR 79 (September, no. 8): 3032.
[Forethought Feature] Pristine data might be excellent for computers. Weinberger, however, believes that messy inputs generate the best decisions involving human beings.

837 Cappelli, P. 2001. Making the Most of OnLine Recruiting. HBR 79 (March, no. 3): 139146.
[Tool Kit Feature] When competition for talent is erce, rms who master the art of on-line recruiting will be the ones attracting and keeping the best employees.

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employees undergo medical and psychological testing along with scrutinizing their backgrounds, family history and friendships.

838 Wetlaufer, S. 2000. Who Wants to Manage a Millionaire? HBR 78 ( July-August, no. 4): 5360.
[HBR at Large Feature] Wetlaufer interviewed CEOs, human resource executives, executive headhunters and others to discover that working millionaires are forcing their rms to be creative and surpass benchmarks and other marketplace targets.

846 Rodgers, F. S. and C. Rodgers. 1989. Business and the Facts of Family Life. HBR 67 (November-December, no. 6): 121129.
Family issues are surfacing as an integral part of many organizational missions. Firms seeking to attract the most talented work force now show far greater sensitivity to dependent care, work and career exibility type issues.

839 Friedman, S. D., P. Christensen and J. DeGroot. 1998. Work and Life: The End of the ZeroSum Game. HBR 76 (November-December, no. 6): 119130.
Many companies see work and ones personal life as competing priorities in a zero-sum game (i.e., a gain in one means a loss in the other). Friedman and his coauthors describe a new tact in which management and employees collaborate to achieve work and personal objectives in a manner that benets everyone.

847 Prietula, M. J. and H. A. Simon. 1989. The Experts in Your Midst. HBR 67 ( January-February, no. 1): 120124.
Few rms recognize the worth of the analytical reasoning, intuitive judgment, and grasp of ones operations possessed by todays knowledge worker. The authors insist that top management must grasp the difculty that new employees have in absorbing these qualities.

840 Galford, R. 1998. Why Doesnt This HR Department Get Any Respect? HBR 76 (March-April, no. 2): 2440.
[HBR Case Study Feature] Galfords case study focuses on the little input that a HR department is allowed to offer with regards to recruiting, development, and strategic planning.

848 Nightingale, H. 1988. Battle Bureaucracy with Temporary Transfers. HBR 66 ( July-August, no. 4): 124126.
[Ideas for Action Feature] Nightingale describes how the Canadian Governments central statistics agency makes use of a pool of employees to ll temporary assignments throughout the agency if workow needs necessitates extra help or when vacant positions transpire.

841 Ulrich, D. 1998. A New Mandate for Human


Resources. HBR 76 ( January-February, no. 1): 124135.
Human resources departments must refocus their work away from activities which sap value from the organization in light of the challenges in todays competitive environment. Focus, instead, should be on outcomes that improve a rms performance.

849 Friedman, D. E. 1986. Child Care for Employees Kids. HBR 64 (March-April, no. 2): 2834.
[Special Report Feature] Friedman explains why company-provided day care is a competitive tool to attract and retain workers, reduce absenteeism and accidents.

842 Hewlett, S. A. 1991. The Human Resources Decit. HBR 69 ( July-August, no. 4): 131133.
[The Boundaries of Business Feature]Hewlett examines the human resources component of business since customer service, product quality and work skills are critical elements of corporate success.

850 Mills, D. Q. 1985. Planning with People in Mind. HBR 63 ( July-August, no. 4): 97105.
Innovative efforts to manage morale and improve individual and organizational performances are placing enormous emphasis on an array of human resource planning techniques.

843 Asakawa, J. 1991. A Longer Vacation. HBR 69 (May-June, no. 3): 138150.
Asakawa has written a ctional situation in which a Japanese manager, named Kimihara, proposes an unheard-of two-month vacation for his employees.

851 Foulkes, F. K. and A. Whitman. 1985. Marketing Strategies to Maintain Full Employment. HBR 63 ( July-August, no. 4): 3034.
[Ideas for Action Feature] Companies offering steady employment experience less resistance to technological change, incur lower training costs, enjoy greater recruiting advantages and pay far less in unemployment insurance.

844 Johnston, W. B. 1991. Global Work Force


2000: The New World Labor Market. HBR 69 (March-April, no. 2): 115129.
A global market for labor is developing. Developed nations proportion of the work force is shrinking in contrast to the Third World. Countries who produce welleducated workers but neglect to offer them good job opportunities will lose these skilled workers to the United States, Germany or the Pacic Rim nations.

852 Drucker, P. F. 1986. How to Make People


Decisions. HBR 63 ( July-August, no. 4): 2226.
[Getting Things Done Feature] Of the myriad of decisions that an executive makes, none is more important than those involving human beings.

845 Marx, G. T. 1990. The Case of the Omniscient Organization. HBR 68 (March-April, no. 2): 1230.
[HBR Case Study Feature]Marxs case study looks at a very successful high tech company which made its

853 Rowe, M. P. and M. Baker. 1984. Are You


Hearing Enough Employee Concerns? HBR 62 (May-June, no. 3): 127135.
Organizations who fail to offer constructive ways for employees to vent will likely encounter high absenteeism,

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low morale, poor performance, litigation and the loss of competent employees.

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862 Ewing, D. W. and P. M. Banks. 1980. Listening and Responding to Employees Concerns. HBR 58 ( January-February, no. 1): 101114.
[An Interview with A. W. Clausen of Bank of America] Clausen describes Bank of Americas philosophy on employee input, complaints and privacy.

854 Ewing, D. W. 1983. Your Right to Fire. HBR 61 (March-April, no. 2): 3242.
[Keeping Informed Feature]Ewing assesses whether management still possesses their long-time prerogative to re employees in light of some confusing court decisions.

855 Rosow, J. M. and R. Zager. 1983. Punch Out


the Time Cards. HBR 61 (March-April, no. 2): 12 30.
[Special Report Feature] Rosow and Zager report on the many companies who allow alternative work schedules giving employees more control over their professional and personal lives.

863 Nolten, S. D. 1979. Does Flextime Improve Productivity? HBR 57 (September-October, no. 5): 1222.
[Ideas for Action Feature] Roughly 13 percent of American businesses allow workers to set their arrival and departure times. From surveying 445 businesses with extime arrangements, Noltens research team found that extime arrangements are perceived as an effective tool for enhancing worker productivity.

856 Melohn, T. H. 1983. How to Build Employee


Trust and Productivity. HBR 61 ( January-February, no. 1): 5661.
[Growing Concerns Feature] Melon examines the effects of the North American Tool & Die Company working to build trust between its management and workforce. His ndings indicate a strong correlation exists between nancial results and employee morale.

864 Mills, D. Q. 1979. Human Resources in the 1980s. HBR 57 ( July-August, no. 4): 154162.
The demands that companies place on their employees, coupled with employee expectations, in an environment driven by intense competition from foreign imports, technological developments and deregulation will have a profound inuence on the direction of the human resource management eld in the 1980s.

857 Ewing, D. W. 1982. Due Process: Will Business Default? HBR 60 (November-December, no. 6): 114122.
To keep the federal and state governments at bay, company management must be proactive in addressing employee grievances on issues such as employee privacy and toxic wastes.

865 McDaniel, J. W. and J. L. Martin. 1979. Save Money by Paying Workers Social Security Taxes. HBR 57 (May-June, no. 3): 812.
[Ideas for Action Feature] The authors describe how a hospital saves some $50,000 annually by paying the employees portion of their Social Security premiums themselves.

858 Skinner, W. 1981. Big Hat, No Cattle: Managing Human Resources. HBR 59 (September-October, no. 5): 106114.
Todays management is far more attuned to the feelings of their employees than was the case with previous generations. Skinner, however, is bafed why todays employees are not as productive, loyal or dedicated to their organizations than was the case in previous eras.

866 Swart, J. C. 1979. Flexitimes Debit and Credit


Option. HBR 57 ( January-February, no. 1): 1012.
[Ideas for Action Feature] Swart explains the virtues of ex time in which employees can start and nish work at their own discretion provided the total number of hours required for a given time period is met.

859 Foulkes, F. K. 1981. How Top Non-Union


Companies Manage Employees. HBR 59 (September-October, no. 5): 9096.
From analyzing 26 large and non-union corporations, Foulkes nds that their success comes from paying close attention to personnel matters and by creating an organizational climate that fosters personal growth.

867 Sonnenfeld, J. 1978. Dealing with the Aging Work Force. HBR 56 (November-December, no. 6): 8192.
Most companies were caught off guard when Congress and the President increased the mandatory retirement age to age 70. Sonnenfeld describes many of the demographic trends and improvements in life expectancy that are prevalent with todays labor force and debunks many of the stereotypes that plague older workers.

860 Chateld, M. V. 1981. Books on the Management of Human Resources. HBR 59 ( July-August, no. 4): 3436.
[For the Managers Bookshelf Feature] Chateld reviews six recently published books on human resource management.

868 Zager, R. 1978. Managing Guaranteed Employment. HBR 56 (May-June, no. 3): 103115.
Zagar writes on the experiences of the Lincoln Electric Company in guaranteeing employment on the belief that employees will work the hardest when they are condent about their future.

861 Summers, C. W. 1980. Protecting All Employees Against Unjust Dismissal. HBR 58 ( January-February, no. 1): 132139.
Summers describes managements obligation to guarantee employee rights and due process as a social and ethical obligation.

869 Ewing, D. W. 1977. What Business Thinks About Employee Rights. HBR 55 (September-October, no. 5): 8194.
Ewings survey nds that upper-echelon executives do favor greater employee rights even with regards to whistle-blowing.

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878 Greenwald, C. S. and J. Liss. 1973. Part-Time Workers Can Bring Higher Productivity. HBR 51 (September-October, no. 5): 2022, 166168.
[Ideas for Action Feature] Greenwald and Liss, both of who switched from full-time to part-time status with the Federal Reserve Bank in Boston, describe the benets of enabling employees to engage in this option.

870 Foulkes, F. K. and H. M. Morgan. 1977. Organizing and Stafng the Personnel Function. HBR 55 (May-June, no. 3): 142154.
From studying human resources departments in several large corporations, Foulkes and Morgan describe several characteristics of effective operations involving: (1) policy formulation and implementation; (2) audit and control; and (3) possessing an innovative nature.

879 Cheek, L. M. 1973. Cost Effectiveness Comes


to the Personnel Function. HBR 51 (May-June, no. 2): 96105.
Productivity increases in organizations can have a signicant impact on revenue and prots. Personnel departments, while directly involved with such efforts, are often stymied from sharing in the success of these efforts because of their inability to garner the condence of top management.

871 Ewing, D. W. and W. A. Lankenner. 1976.


IBMs Guidelines to Employee Privacy. HBR 54 (September-October, no. 5): 8290.
[An Interview with Frank T. Cary of IBM] Cary explains why IBM granted privacy rights to its employees despite being under no pressure do so.

872 Beer, M. and R. A. Ruh. 1976. Employee Growth Through Performance Management. HBR 54 ( July-August, no. 4): 5966.
Beer and Ruh explain the management development system that Corning Glass developed for helping management counsel as well as judge its employees.

880 Meyer, P. 1971. When to Use Employment Contracts. HBR 49 (November-December, no. 6): 7073.
[Management Memo Feature] Meyer pursues whether employment contracts are worth the time and effort to execute.

873 Mintzberg, H. 1976. Planning on the Left


Side and Managing on the Right. HBR 54 ( JulyAugust, no. 4): 4958.
Mintzberg describes a recent nding how the brain is structured in terms of logical and creativity capabilities and the implications this has for human resource management.

881 Ewing, D. W. 1971. Who Wants Employee


Rights. HBR 49 (November-December, no. 6): 2235, 155160.
[Probing Opinions Feature] Ewins survey of subscribers to Harvard Business Review examined whether employees should be granted due process privileges when dismissed from a job or when violating company rules.

874 Bright, W. E. 1976. How One Company Manages Its Human Resources. HBR 54 ( JanuaryFebruary, no. 1): 8193.
Bright describes the relational database one company constructed with employee information, manpower forecasts and a sundry of other company needs in a manner thats easy to access.

882 Wheeler, K. E. 1970. Small Business Eyes the Four-Day Workweek. HBR 48 (May-June, no. 3): 132147.
Wheeler lists the advantages and disadvantages that companies should consider prior to implementing a four day work week.

875 Wanous, J. P. 1975. A Job Preview Makes Recruiting More Effective. HBR 53 (September-October, no. 5): 16, 166168.
[Ideas for Action Feature] Wanous describes the recruitment process in which the prospective employee and the organization both put their best foot forward. As such, each ends up with inadequate knowledge about the other. This leads to high levels of employee turnover in entry-level capacities.

883 Gaddis, P. O. 1969. Winning Over Indifferent Youth. HBR 47 ( July-August, no. 4): 154158.
[Thinking Ahead Feature] Too many youth take industrial efciency, progress and productivity for granted. Seeing no need for their services in business, Gaddis argues that it is no wonder why many American youth are not feeling called to management-oriented careers.

884 Walker, J. W. 1969. Forecasting Manpower


Needs. HBR 47 (March-April, no. 2): 152164.
[Keeping Informed Feature] Walker explains why business needs broadly conceived manpower projections derived from solid business forecasts.

876 Mills, T. 1975. Human Resoruces-Why the


New Concern? HBR 53 (March-April, no. 2): 120 134.
Mills describes the sudden interest that American management has for the human factors relevant to the production of goods and services.

885 Wilkinson, J. J. 1968. How to Manage Maintenance. HBR 46 (March-April, no. 2): 100111.
Traditionally perceived as a lost cause, Wilkinson describes opportunities that now exist for increasing the productivity of maintenance personnel.

877 Foulkes, F. K. 1975. The Expanding Role of the Personnel Function. HBR 53 (March-April, no. 2): 7184.
Organizations are being forced to upgrade the inuence and prestige of their personnel departments as a result of social, legal and regulatory pressures.

886 Knowles, H. P. and B. O. Saxberg. 1967.


Human Relations and the Nature of Man. HBR 45 (March-April, no. 2): 2240, 172178.
[Keeping Informed Feature]The manner in which management values its workers has a positive correlation

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to the way in which employees perceive their impact on the organization.

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be harmful if their results are taken indiscriminately and evaluated with bias.

887 Alfred, T. M. 1967. Checkers or Choice in Manpower Management. HBR 45 ( January-February, no. 1): 157169.
Alfred describes why an open system of placement and promotion will be far more successful than the traditional closed system for getting the right people to the right jobs at the right times.

896 Schmidt, W. H. and R. Tannenbaum. 1960. Management of Differences. HBR 38 (November-December, no. 6): 107115.
When differences among employees cause feelings to run high, management must know how to understand the nature of these differences and systematically deal with those problems to preserve corporate harmony and individual feelings.

888 Hekimian, J. S. and C. H. Jones. 1967. Put


People on Your Balance Sheet. HBR 45 ( JanuaryFebruary, no. 1): 105113.
Corporate executives should perceive of their workforce as assets as opposed to expense items. Moreover, certain analytical techniques need to be developed similar to those used with physical or nancial assets.

897 Berwitz, C. J. 1960. Beyond Motivation. HBR 38 (May-June, no. 3): 123125.
[Management Motivation Feature] Berwitz ponders whether society lost sight of the forces that stimulate people to rise above their limitations.

889 Myers, C. A. 1966. Behavioral Sciences for


Personnel Managers. HBR 44 ( July-August, no. 4): 154162.
Myers assesses several recently published social science-oriented books on personnel management.

898 Blum, F. H. 1958. Social Audit of the Enterprise. HBR 36 (March-April, no. 2): 7786.
Company management should examine whether it really sees its work force as people as opposed to being functional parts of an organization.

890 Eckley, R. S. 1966. Company Action to Stabilize Employment. HBR 44 ( July-August, no. 4): 5161.
Eckley points out what companies have experienced in making stable employment a company objective.

899 Kahne, H. R., C. F. Ryder, L. S. Snegireff and


G. Wyshak. 1957. Dont Take Older Workers for Granted. HBR 35 (November-December, no. 6): 9094.
Kahne and her coauthors address the impact that older workers have on American business and industry and offer advice to companies on how to maximize the output of these employees.

891 Ewing, D. W. 1965. Is Nepotism So Bad?


HBR 43 ( January-February, no. 1): 2240, 156160.
[Problems in Review Feature] 2,700 business executives were queried by HBR on the topic of nepotism. Despite its stickiness and sensitivity, many respondents saw benets to the practice.

900 Collier, A. T. 1955. Dilemma in Human Relations. HBR 33 (September-October, no. 5): 59 67.
Corporate executives should be preoccupied with human relations in the same manner they were during World War II with production techniques. Collier addresses whether workers are more productive if they feel they are making their own choices.

892 Barrett, R. S. 1963. Guide to Using Psychological Tests. HBR 41 (September-October, no. 5): 138146.
Barrett pursues whether psychological testing actually works or if it produces group think type conformity.

893 Northrup, H. R. 1963. The Case for Boulwarism. HBR 41 (September-October, no. 5): 86 97.
Northrup describes the development and principles behind General Electrics often misinderstood employee relations policy.

901 Saltonstall, R. 1955. Whos Who in Personnel Administration. HBR 33 ( July-August, no. 4): 7583.
Saltonstall maintains that a carefully thought out statement of responsibilities enables line and staff employees to know whos who and who does what in personnel administration.

894 Sternbach, R. A., L. A. Gustafson and R. L. Colier. 1962. Dont Trust the Lie Detector. HBR 40 (November-December, no. 6): 127134.
During 1961, theft and embezzlement generated losses of over $1,000,000,000 to American businesses. American management, to counter those losses, has turned to lie detectors to gauge employee honesty. Sternbach and his coauthors describe some shortcomings involving lie detector machines for this purpose.

902 Argyris, C. 1954. Human Relations in a Bank. HBR 32 (September-October, no. 5): 6372.
Argyriss case study involving a bank assesses whether top-management can reliably obtain an employees perspective from interviewing and listening techniques.

903 McFarland, D. E. 1954. Dilemma of the Industrial Relations Director. HBR 32 ( July-August, no. 4): 123132.
Human resources executives seem perplexed. On paper, they are highly placed. In actuality, their position is considered ancillary. McFarland wonders if these individuals will ever earn the respect of top management and the rest of the organization that they so desire.

895 Souerwine, A. H. 1961. More Value from Personnel Testing. HBR 39 (March-April, no. 2): 123 130.
Souerwine warns that even good testing programs can

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Work Flow and Human Relations. HBR 27 ( January, no. 1): 107122.
Richardson and Walker describe how important it is for management and workers to be cognizant on how ones work ow functions from the initial sale order to the nal shipment of the product.

904 Saltonstall, R. 1952. Evaluating Personnel Administration. HBR 30 (November-December, no. 6): 93104.
Saltonstall, as a former personnel director for a New England textile mill, has long been interested in whether a rms personnel department can accurately be evaluated similar to the way the production, sales, engineering, and other departments are.

905 Bowden, G. T. 1952. The Problem of Employee Turnover. HBR 30 (September-October, no. 5): 7282.
Far more needs to be done to improve the relationships between supervisors and employees. These tensions account for most resignations and dismissals and are costlier than most acknowledge.

913 Nielsen, V. C. 1944. Preparing for Post-War Personnel Relations. HBR 22 (Winter, no. 2): 239 248.
Nielsen believes that personnel administration is in its nascent stages and will radically change when United States servicemen return to private sector employment. Nielsen also outlines some issues or problems that managers must be sensitive to.

906 Whyte, W. F. 1952. Economic Incentives and


Human Relations. HBR 30 (March-April, no. 2): 7380.
Many human resources specialists and industrial engineers contend that economic incentives are not paying off in higher productivity. Human relations efforts [e.g., worker identication with the organization, their sense of genuinely feeling appreciated] drives productivity far greater than theorists originally believed. Whytes article probes how these two components can be integrated.

914 McFarland, R. A. 1943. The Older Worker in Industry. HBR 21 (Summer, no. 4): 505520.
McFarland, after reviewing physiological and psychological research relevant to older workers, discovers that a decline in performance by older workers is not what people perceive it to be.

915 Barloon, M. J. 1941. Financial Reports to Employees. HBR 20 (Autumn, no. 1): 124131.
More companies issue nancial reports to their workforce on the nancial status of their organization. Barloon maintains that these reports should dwell on the limit of an organizations wage paying capacity and how employees can impact a rms productivity and protability.

907 Fox, H. 1951. Utilization of Older Manpower. HBR 29 (November, no. 6): 4054.
Fox discusses some serious social, economic, psychological, and physiological ramications with American workers getting older.

916 Norgen, P. H. 1938. Sweden: Where Employers Compromise. HBR 16 (Summer, no. 4): 400 410.
Norgen urges American executives to pay attention to a partnership between Swedish workers and their employers which is the most outstanding feature of Swedens social and economic order.

908 Drucker, P. F. 1951. Population Trends and


Management Policy. HBR 29 (May, no. 3): 7378.
Drucker predicts the impact that baby boom births will have through the 1960s. This rate will invariably atten out. When that happens, skilled labor will likely be the Americas scarcest resource.

909 Jennings, E. and F. Jennings. 1951. Making


Human Relations Work. HBR 29 ( January, no. 1): 2955.
Jennings and Jenningss experiment nds that worker productivity is stymied if management possesses a condescending attitude toward their industrial workforce. The two discussed ways for management to create a more positive and productive work environment.

917 Robbins, E. C. 1937. Development of Personnel Records. HBR 15 (Spring, no. 3): 361365.
Robbins believes that the human resource management eld will become more specialized and complex. He also discusses the extensive record-keeping that companies should compile on all levels of employees.

910 Haire, M. 1950. Use of Tests in Employee Selection. HBR 28 ( January, no. 1): 4251.
Many human resources specialists nd themselves turning to standardized tests when hiring prospective employees. While merit exists for these tests, they are no substitute for skilled interviewing and being committed to effective training and supervision techniques.

918 Hopwood, J. O. 1935. Job Analysis and Classication in Payroll Administration. HBR 13 ( January, no. 2): 141156.
Hopwood delineates the underlying personnel management philosophies behind payroll administration, job design, and labor relations.

919 Ewing, D. H. 1933. Employee Aptitude Interviews as Tools in Personnel Management. HBR 12 (October, no. 1): 106115.
Employee aptitude surveys are a new development. Ewing describes them as a systematic attempt to ascertain, through interviewing, employee attitudes and grievances.

911 Golden, C. S. 1949. Understanding Union Attitudes. HBR 27 ( July, no. 4): 412418.
Golden stresses how essential it is for corporate executives to grasp the sentiments of their working class employees in a non-judgmental manner.

912 Richardson, F. L., Jr. and C. R. Walker. 1949.

920 Van Drooge, H. 1933. Arriving at a Labor Recruiting Policy Through Statistical Interpretation of

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Routine Employment Data. HBR 12 (October, no. 1): 4758.
Many companies, particularly in the mining industries, face acute labor shortages. Van Drooge discusses how labor agents function in attracting a work force.

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928 Coutu, D. 2007. Picking Winners: A Conversation with MacArthur Fellows Program Director Daniel J. Socolow. HBR 85 (May, no. 5): 121 126.
[Different Voice Feature] Very few programs have captured the American imagination as powerfully as the MacArthur Fellows Program. Coutus interview with Daniel Socolow focuses on what business leaders can learn from the program in targeting exceptional talent.

921 Makepeace, R. S. 1932. Stabilizing Factory


Employment. HBR 10 ( January, no. 2): 241256.
Makepeace is curious why so many able body people can never nd employment; be it in times of economic depression or during periods of great prosperity.

929 Carini, G. and B. Townsend. 2007. $152,000


for Your Thoughts. HBR 85 (April, no. 4): 2324.
[Forethought Feature]To foster employee creativity, Carini and Townsend urge companies to make employees demonstrate the validity of their ideas far more than is the norm. This will generate ideas that are better formulated while, at the same time, do not hamper innovation.

922 Donald, M. J. and E. K. Donald. 1929.


Trends in Personnel Administration. HBR 7 ( January, no. 2): 143155.
A growing recognition now exists in how personnel administration has a denite place in the success of an organization.

923 Miles, G. H. 1925. The Extent and Application of Psychology and Psychological Methods in English Industrial Life. HBR 4 ( January, no. 2): 138144.
Great Britain has done much to ameliorate the plight of industrial workers which stem from humanitarian concerns instead of scientic principles.

930 Goffee, R. and G. Jones. 2007. Leading Clever People. HBR 85 (March, no. 3): 7279.
Employing highly creative individuals is crucial for an economy driven by ideas and intellectual prowess. If clever employees have a dening characteristic, it is that they never want to be led. Management must provide these personalities with the recognition they demand while protecting them from organizational politics and policies. These employees also need the space to take risks even if that leads to failure.

924 Hotchkiss, W. E. 1923. Industrial Relations Management. HBR 1 ( July, no. 4): 438450.
Hotchkiss argues that industrial management must have the capability to systematically analyze the human forces involved in industry without engaging in impulse.

931 Cohen, D. 2006. Whats Your Return on Knowledge? HBR 84 (December, no. 12): 2828.
[Forethought Feature]Cohen nds that rms with vibrant knowledge-management (KM) programs accept the premise that knowledge management is earning its keep without demanding hard numbers which are often misleading.

925 Riegel, J. W. 1923. The Appraisal of Labor


Efciency. HBR 1 (April, no. 3): 342354.
Riegel denes labor efciency as the degree to which employees apply their abilities in the interest of the employer.

932 Kanter, R. M. 2006. Innovation: The Classic Traps. HBR 84 (November, no. 11): 7083.
Grand declarations about innovation are typically followed by mediocre execution and anemic results. Kanter offers a number of suggestions for top management to avoid the traps that stymie innovation.

Innovation, Creativity or Knowledge Based Economy


926 Coyne, K. P., P. Gorman-Clifford and R. Dye.
2007. Breakthrough Thinking from Inside the Box. HBR 85 (December, no. 12): 7079.
To generate good ideas, organizations need to create new boxes for people to think inside as opposed to thinking outside the box. Organizations also need to remove obstacles that prevent individuals from speaking up.

933 Schoemaker, P. J. H. and R. E. Gunther. 2006.


The Wisdom of Deliberate Mistakes. HBR 84 ( June, no. 6): 108115.
Individuals and organizations go to great lengths to avoid making errors. Mistakes are seen as defects. Moreover, rms are designed for optimum performance as opposed to learning. Schoemaker and Gunther nd that making mistakes correctly is a powerful way to accelerate learning and increase ones competitiveness. Executives who apply conventional and systematic approaches seem slower at solving problems than those who test their assumptions by knowingly making mistakes.

927 Nonaka, I. 2007. The Knowledge Creating Company. HBR 85 ( July-August, no. 7/8): 162 171.
[Best of HBR Feature] Western managements view on the notion of knowledge is colored by a heavy reliance on quantiable data. Using Japanese companies such as Honda and Sharp for illustration, Nonaka nds that knowledge depends more on the tacit and highly subjective insights of employees than it does on the quantitative data desired by American management.

934 Hamel, G. 2006. The Why, What, and How


of Management Innovation. HBR 84 (February, no. 2): 7284.
Management breakthroughs are systemic changes that deliver long-lasting advantages to rms committed to their practices.

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942 Davenport, T. H., L. Prusak and H. J. Wilson. 2003. Whose Bringing You Hot Ideas and How Are You Responding? HBR 81 (February, no. 2): 5864.
Davenport and his colleagues focus on individuals who are adept at ushering new ideas into an organization. Recent research found that this individual resembles their counterparts at other organizations in how they think and work more so than they do with their own colleagues.

935 Florida, R. and J. Goodnight. 2005. Managing for Creativity. HBR 83 ( July-August, no. 7): 126131.
Most companies will never gure out how to accommodate the complex and chaotic nature of the creative process while increasing efciency, improving efciency, productivity and quality. Florida and Goodnight illustrate how a companys creative capitalas opposed to its raw materials, transportation systems or political inuence are its most important assets using SAS Institute. Creative employees have ideas that can spawn new technologies, products or services.

943 Bunderson, J. S. and K. M. Sutcliffe. 2003.


When to Put the Brakes on Learning. HBR 81 (February, no. 2): 2021.
[Forethought Feature] An overemphasis on learning and experimentation often distract teams from their real goals. It also induces them to abandon adequate solutions in favor of untried approaches.

936 Leonard, D. and W. Swap. 2004. Deep


Smarts. HBR 82 (September, no. 9): 8897.
The baby boomer generation is on the verge of retirement. As such, there will be an exodus of knowledge workers, Leonard and Swap explain that the knowledge accumulated by this generation must be passed on to their successors in a patient and systematic manner.

937 Moore, G. A. 2004. Darwin and the Demon: Innovating Within Established Enterprises. HBR 82 ( July-August, no. 78): 8692.
Innovation comes in many forms (e.g., products, processes, marketing, business models, etc.). The innovation model that a rm selects depends on where it is in their products life cycle.

944 Kim, W. C. and R. Mauborgne. 2003. Fair Process: Managing in the Knowledge Economy. HBR 81 ( January, no. 1): 127136.
[Best of HBR Feature] When employees dont trust management to make good decisions or behave with integrity, their motivation is seriously compromised. This is important since knowledge-based organizations are totally dependent on the commitment and ideas of their employees.

938 Bonabeau, E. 2004. The Perils of the Information Age. HBR 82 ( June, no. 6): 4554.
[Big Picture Feature] Anytime information is plentiful, it often gets used to imitate others as opposed to helping them make better decisions. Bonabeau contends that businesses who understand how imitation works can gird themselves against their worst effects by avoiding mindless imitation.

945 Wood, R. C. and G. Hamel. 2002. The World Banks Innovation Market. HBR 80 (November, no. 11): 104113.
[Best Practice Feature] Wood describes how the new products team at the World Bank created an Innovation Marketplace for people to present their ideas on alleviating global poverty.

946 Rigby, D. and C. Zook. 2002. Open-Market Innovation. HBR 80 (October, no. 10): 8089.
A growing number of rms are exploring the notion of open-market innovation through tools such as licensing, joint ventures and strategic alliances. Rigby and Zook see this bringing the benets of free trade to the ow of new ideas.

939 Hammer, M. 2004. Deep Change: How Operational Innovation Can Transform Your Company. HBR 82 (April, no. 4): 7481.
Hammer explains how breakthrough operational innovations not just steady improvements can destroy competitors and shake up entire industries. These are deep changes that truly affect the essence of an organization. Dell, Toyota, and Wal-Mart embody this notion.

947 Lynn, G. S. and R. Reilly. 2002. How to Build


a Blockbuster. HBR 80 (October, no. 10): 1819.
[Forethought Feature] Developing successful products takes more than creative individuals. Top executives, in particular, must provide the necessary resources and cut through an organizations red tape as well make it easier to create hit products.

940 OReilly, C. A., III and M. L. Tushman. 2004.


The Ambidexterous Organization. HBR 82 (April, no. 4): 7481.
OReilly and Tushman show that big organizations can pioneer radical innovations. Such ambidextrous organizations allow executives to pioneer radical or disruptive innovations while also pursuing incremental gains. Individuals here possess the attributes of rigorous cost cutters along with being free-thinking entrepreneurs.

948 Pearson, A. E. 2002. Tough-Minded Ways to


Get Innovative. HBR 80 (August, no. 8): 117124.
[Reprinted from the May-June 1988 issue of HBR] Pearson explains why rms must constantly pursue ways to alter every component of their operation. This will make them more dynamic and innovative in the eyes of their client base.

941 Fleming, L. and A. Juda. 2004. A Network of


Invention. HBR 82 (April, no. 4): 2222.
[Forethought Feature]Social and professional networks are crucial to the innovation process in how they catalyze many small networks into larger ones.

949 Drucker, P. F. 2002. The Discipline of Innovation. HBR 80 (August, no. 8): 95102.
[Reprinted from the May-June 1985 issue of HBR]

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Successful entrepreneurs do not belong to a particular personality group. They do, however, possess an abiding commitment to the systematic practice of innovation.

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950 Wolpert, J. D. 2002. Breaking Out of the Innovation Box. HBR 80 (August, no. 8): 7683.
Innovation initiatives must have access to the insights and capabilities of other businesses. They also must be protected from boom-bust cycles and short-term cost reductions.

[Forethought Feature] Large organizations can easily be stymied by tradition and a corrosive sense of territoriality that hinders any sort of progress. Bellmann and Schaffer believe the gains made by large global rms occurs when people from different product groups work together to meet client needs and create new products.

957 Roe, M. A. 2001. Cultivating the Gold-Collar Worker. HBR 79 (May, no. 5): 3233.
[Forethought Feature] Roe discusses the work of a higher education and technology center in Denver that train gold-collar workers (i.e., those with a solid grounding in mathematics and science).

951 Amabile, T. M., C. N. Hadley and S. J.


Kramer. 2002. Creativity Under the Gun. HBR 80 (August, no. 8): 5261.
Some people nd they do their most creative work under tight deadlines. Amabile and her coauthors nd that creativity is stymied anytime creative endeavors face acute time pressures. Top management needs to be extremely careful in imposing tight time pressures since complex cognitive processing takes time.

958 Schrage, M. 2001. Playing Around with Brainstorming. HBR 79 (March, no. 3): 149154.
[Books in Review Feature] Schrage reviews Tom Kelleys The Art of Innovation in which Kelley explains how his company, the Silicon Valley design rm of IDEO, operates.

952 Davenport, T. H. and J. Glaser. 2002. Justin-Time Delivery Comes to Knowledge Management. HBR 80 ( July, no. 7): 107111.
[Best Practice Feature] Many knowledge workers struggle to keep up with the massive amount of information that they are required to. This is particularly the case in the medical eld. Davenport and Glaser explain how specialized knowledge can be built into the jobs of highly-skilled workers so that anytime a physician, for example, orders medicine or lab tests, the decision is automatically checked against a huge clinical database as well as the patients medical record.

959 Hansen, M. T. and B. von Oetinger. 2001. Introducing T-Shaped Managers: Knowledge Managements Next Generation. HBR 79 (March, no. 3): 106116.
Most companies do a poor job of capitalizing on the expertise scattered across their organizations. To overcome this, Hansen and von Oetinger suggest T-shaped management. T-shape management induces top management to share this knowledge freely across their organization [i.e., the horizontal part of the T] while also remaining committed to their individual unit [i.e., the vertical portion of the T].

953 Herbold, R. J. 2002. Inside Microsoft: Balancing Creativity and Discipline. HBR 80 ( January, no. 1): 7279.
Microsofts corporate culture was innovative and exible when Herbold became chief operating ofcer. The company also faced a nightmare stemming from its conicting practices and systems. Herbold describes how his ofce worked to bring discipline to the company without it losing its creativity.

960 Maletz, M. C. and N. Nohria. 2001. Managing in the Whitespace. HBR 79 (February, no. 2): 102111.
Maletz and Nohrias research focuses on the whitespace that almost every rm has. With whitespaces, procedures and authority are vague but entrepreneurial and innovative activity ignites the rm.

954 Sutton, R. I. 2001. The Weird Rules of Creativity. HBR 79 (September, no. 8): 94103.
Managing for creativity means standing what is known about management on its head. Sutton contends management is efcient and productive. In terms of creativity, however, American management does almost everything wrong.

961 Eppinger, S. D. 2001. Innovation at the Speed of Information. HBR 79 ( January, no. 1): 149158.
[Tool Kit Feature] A Design Structure Matrixes (DSM) streamlines a companys innovation efforts. The information ows, as opposed to the projects work ows, are emphasized in this DSM scheme.

955 Hudson, K. 2001. Transforming a Conservative Company. HBR 79 ( July-August, no. 7): 4553.
[First Person Feature] The Brady Corporation was a conservative Midwestern company when Hudson became its CEO. By getting people to loosen up and enjoy themselves, an esprit de corps and sense of innovation transpired among its work force. Sales doubled over the six-year period while net income and market capitalization almost tripled.

962 Bangle, C. 2001. The Ultimate Creativity Machine: How BMW Turns Art into Prot. HBR 79 ( January, no. 1): 4755.
[First Person Feature]Few companies combine art and commerce as passionately than the German car manufacturer, BMW. As BMWs design director, Bangle describes how he manages the tension between the manufacturers designers, engineers and nance managers.

963 Lee, F. 2001. The Fear Factor. HBR 79 ( January, no. 1): 2930.
[Forethought Feature] Companies always pursue innovative ideas. Status-conscious employees, however, are often afraid to test their ideas in an error free work environment. Organizational commitments such as this

956 Bellmann, M. and R. H. Schaffer. 2001. Freeing Managers to Innovate. HBR 79 ( June, no. 6): 3233.

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Networked computers are making it possible to codify, store and share knowledge. Hansen and his coauthors discuss an array of knowledge management strategies being implemented in several industries.

often foster environments averse to experimentation and innovation.

964 Hamel, G. 2000. Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue. HBR 78 ( July-August, no. 4): 137146.
[Best Practice Feature] IBM deteriorated to becoming a has-been in the early 1990s. Hamel tells how IBM which lagged behind every competitor in the aftermath of the mainframe caught the Internet bug. A small band of activists [or rebels] is responsible for this turnaround.

972 Drucker, P. F. 1998. The Discipline of Innovation. HBR 76 (November-December, no. 6): 149157.
[HBR Classic Feature] Drucker denes innovation as the means by which an entrepreneur creates new wealth-producing resources. Moreover, innovation can be controlled to produce opportunities in a systematic manner.

965 Hargadon, A. and R. I. Sutton. 2000. Building an Innovation Factory. HBR 78 (May-June, no. 3): 157166.
New ideas are the precious currency for the new economy. Moreover, the best innovators utilize old ideas as raw material for new ideas.

973 Amabile, T. M. 1998. How to Kill Creativity. HBR 76 (September-October, no. 5): 7688.
Even in todays knowledge economy, many managers unwittingly kill employee creativity. Amabile contends it is possible to combine business imperative and creativity if managerial policies are carefully engineered.

966 Brown, J. S. and P. Duguid. 2000. How to Capture Knowledege Without Killing It. HBR 78 (May-June, no. 3): 7380.
[Thinking About Feature]Brown and Duguid explain the differences between processes (i.e., the way things are formally organized in most organization) and practices (i.e., how things actually get done). The trick is tap the creativity of knowledge workers in a manner that blends ones practices and processes.

974 Prokesch, S. E. 1997. Unleashing the Power of Learning. HBR 75 (September-October, no. 5): 146168.
[An Interview with British Petroleums John Browne] As British Petroleums CEO, Browne discusses how his company became poised for high levels of growth.

967 Wenger, E. C. and W. M. Snyder. 2000. Communities of Practice: The Organizational Frontier. HBR 78 ( January-February, no. 1): 139 145.
For companies that operate on knowledge, a community of practice is a group of people who share knowledge in free-owing and creative ways to foster new approaches to problem solving.

975 Wetlaufer, S. 1997. Whats Stiing the Creativity at Coolburst? HBR 75 (September-October, no. 5): 3651.
[HBR Case Study Feature] Wetlaufers case study focuses on a fruit juice manufacturer who seeks to enhance the creativity of its employees.

968 Wetlaufer, S. 2000. Common Sense and Conict. HBR 78 ( January-February, no. 1): 114125.
[An Interview with Disneys Michael Eisner] Eisner discusses the challenges he confronted in building Disney and how an organizational culture fosters creativity.

976 Leonard, D. and S. Straus. 1997. Putting Your


Companys Whole Brain to Work. HBR 75 ( JulyAugust, no. 4): 110122.
Conict is essential to innovation. The creative process, however, breaks down whenever disputes get personal. Leonard and Straus nd that managers who are successful in fostering innovation have different approaches to trigger a sense of creative abrasion.

969 Hamel, G. 1999. Bringing Silicon Valley Inside: Encouraging In-Company Entrepreneurs. HBR 77 (September-October, no. 5): 7084.
Traditional rms spend their energy on resource allocation to avoid failure. Silicon Valley companies, in turn, utilize a vastly different business model for nurturing innovation; one which Hamel labels resource attraction.

977 Quinn, J. B., P. Anderson and S. Finkelstein. 1996. Managing Professional Intellect: Making the Most of the Best. HBR 74 (March-April, no. 2): 7183.
Managing human intellect and converting it to useful products [or services] is the most critical demand placed on an executive. A rms success is dened more from its intellectual and systems capabilities than by its physical assets.

970 Vischer, J. 1999. Will This Open Space


Work? HBR 77 (May-June, no. 3): 2840.
[HBR Case Study Feature] Vischers case study focuses on the advantages and drawbacks to open-space work spaces and whether knowledge workers prefer walls, doors, as well as their privacy more than people perceive?

978 How Can Big Companies Keep the Entrepreneurial Spirit Alive. 1995. HBR 73 (NovemberDecember, no. 6): 183192.
[Perspectives Feature]Five executives discuss what their companies do to trigger creativity and initiative from their employees.

971 Hansen, M. T., N. Nohria and T. Tierney. 1999. Whats Your Strategy for Managing Knowledege? HBR 77 (March-April, no. 2): 106118.

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979 Pine, B. J., II, B. Victor and A. C. Boynton. 1993. Making Mass Customization Work. HBR 73 (September-October, no. 5): 108121.
Pine and his coauthors argue that mass customization necessitates a total transformation for a rm. To achieve this difcult goal, rms must attain high quality at a low cost through a work force which is highly skilled, exible and capable of handling a high degree of complexity.

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1940s and 1950s continue to be industry leaders during the 1990s. Henderson nds this longevity stems from a management philosophy that encourages specialized knowledge and fosters a exibility that enables the organization to meet and ourish in a constantly-changing, competitive environment.

986 Prokesch, S. E. 1993. Mastering Chaos at the High-Tech Frontier. HBR 71 (November-December, no. 6): 134144.
[An Interview with Silicon Graphics Ed McCracken] McCracken, president of Silicon Graphics, explains how staying on the cutting edge of innovation and by producing chaos for the rest of the industry is really the only way to gain a competitive advantage.

980 Bartlett, C. A. and S. Ghoshal. 1995. Changing the Role of Top Management Beyond Systems to People. HBR 73 (May-June, no. 3): 132142.
The systems and culture that enabled upper management to control employees also stymied creativity and initiative. Upper management needs to tap every persons knowledge and skills to create an individualized corporation in which information and informed decisions ow through personal relationships.

987 Garvin, D. A. 1993. Building a Learning Organization. HBR 71 ( July-August, no. 4): 7892.
As corporations seek to improve and gain a competitive edge, continuous improvement programs are proliferating. Unfortunately, failed programs far outnumber successes since companies have never grasped that organizations and people must learn to learn before they can improve.

981 Simons, R. 1995. Control in an Age of Empowerment. HBR 73 (March-April, no. 2): 8088.
Many executives nd it difcult to maintain any semblance of control in organizations that have to be creative, exible and innovative to survive. Simons explains the importance of diagnostic control systems, beliefs systems, boundary systems, and interactive control systems for this kind of organization.

988 Drucker, P. F. 1992. The New Society of Organizations. HBR 70 (September-October, no. 5): 95105.
Knowledge has replaced land, capital and labor as societys primary economic resource. A knowledge-based society requires organizations to focus on continuous improvement, innovation and the exploitation of knowledge. People and organizations must learn to innovate as a systematic process to exploit this knowledge.

982 Ghoshal, S. and C. A. Bartlett. 1995. Changing the Role of Top Management: Beyond Structure to Processes. HBR 73 ( January-February, no. 1): 8696.
Firms need to shift from being top-down operations and, instead, encourage a bottom-up philosophy that generates initiatives from the operating units who are closest to the customer base.

989 Nonaka, I. 1991. The Knowledge-Creating


Company. HBR 69 (November-December, no. 6): 96104.
Knowledge-creating rms will grant individual employees the capability to contribute to organizational effectiveness. Companies who compete on knowledge have much to learn from the Japanese who tap the tacit and often subjective insights, intuitions, and ideals of their workforce.

983 Davis, S. and J. Botkin. 1994. The Coming of


Knowledge-Based Business. HBR 72 (SeptemberOctober, no. 5): 165170.
With knowledge products (e.g., tires that actually notify the driver of the amount of air pressure or clothing that heats up or cools down in response to the external temperature changes), the user and the product become smarter the more the product is used. Davis and Botkin see the next wave of American economic growth stemming from this type of product.

990 Argyris, C. 1991. Teaching Smart People How


to Learn. HBR 69 (May-June, no. 3): 99109.
Competitive success is increasingly dependent on learning. Most people do not know how to learn, particularly when it comes to failure. Employees need to critically reect on their behavior, identify the ways that they often inadvertently contribute to their organizations problems, and then change how they act.

984 Webber, A. M. 1994. Surviving in the New Economy. HBR 72 (September-October, no. 5): 7692.
[Books in Review Feature] In the context of the New Economy (i.e., individuals being allowed to work more independently but challenged to do more with less and having new duties added to ones standing responsibilities), Webber reviews three books: (i) Dorseys The Force, (ii) The West Point Way of Leadership by Donnithorne, and (iii) Senges The Fifth Discipline Fieldbook.

991 Brown, J. S. 1991. Research That Reinvents


the Corporation. HBR 69 ( January-February, no. 1): 102117.
For companies to keep pace with rapid technological change and cope with unstable business environments, their research departments must continuously design new technological products and engage in other innovative developments. Xeroxs Palo Alto Research Center (PARC) is cited because of its prototypes and new work practices.

985 Henderson, R. 1994. Managing Innovation


in the Information Age. HBR 72 ( January-February, no. 1): 100106.
Pharmaceutical companies that were started in the

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1000 Quinn, J. B. 1985. Managing Innovation:
Controlled Chaos. HBR 63 (May-June, no. 3): 73 84.
Large companies who understand the innovative process in an environment of chaos possess an impressive record of developing new products and technologies. They are also effective at paying close attention to the needs of their customers.

992 Prahalad, C. K. and G. Hamel. 1990. The


Core Competencies of the Corporation. HBR 68 (May-June, no. 3): 7993.
To prevail in todays global economy, companies must identify, cultivate and exploit their core competencies which is the aggregated learning that transpires when a rm coordinates its diverse production skills with multiple levels of technologies.

993 Taylor, W. 1990. The Business of Innovation: An Interview with Paul Cook. HBR 68 (MarchApril, no. 2): 96106.
[An Interview with Paul M. Cook of Raychem Corporation]Cook discusses what top management should do to stimulate creativity and the obstacles that are likely to be encountered with the innovation process.

1001 Drucker, P. F. 1985. The Discipline of Innovation. HBR 63 (May-June, no. 3): 6772.
Successful entrepreneurs do not belong to a particular personality group. They do, however, possess an abiding commitment to the systematic practice of innovation.

994 Schrage, M. 1989. Innovation and Applied


Failure. HBR 67 (November-December, no. 6): 4248.
[For the Managers Bookshelf Feature] Schrages essay focuses on Thomas Hughess new book, American Genesis: A Century of Invention and Technological Enthusiasm, which chronicles inventions and systems innovations between 1870 to 1970 when American technology reinvented the world.

1002 Orkin, N. 1984. Rewarding Employee Invention: Time for Change. HBR 62 ( January-February, no. 1): 5657.
[Ideas for Action Feature] Orkin argues that Congress should enact legislation to reward employee innovation and other inventions that grow the American economy

995 Pearson, A. E. 1988. Tough-Minded Ways to Get Innovative. HBR 66 (May-June, no. 3): 99 106.
Pearson explains why rms must vigilantly pursue ways to alter every aspect of their business model and become more dynamic and innovative in the eyes of their clientele.

1003 Ronstadt, R. and R. J. Kramer. 1982. Getting the Most Out of Innovation Abroad. HBR 60 (March-April, no. 2): 9499.
Ronstadt and Kramer believe that the global battle for economic supremacy hinges on the technological prowess of ones corporate competitors.

1004 Rosenbloom, R. S. and A. M. Kantrow. 1982.


The Nurturing of Corporate Research. HBR 60 ( January-February, no. 1): 115123.
Rosenbloom and Kantrow explain why many rms are expanding their corporate research efforts. These same rms are, paradoxically, enhancing their control over these efforts; something the two authors nd to be counterproductive.

996 Lorsch, J. W. and P.F. Mathias. 1987. When


Professionals Have to Manage. HBR 65 ( July-August, no. 4): 7883.
Lorsch and Mathias emphasize how a rms specialists (e.g., management consultants, lawyers, accountants, architects, investment brokers, engineers, etc.) who generate the services are the guts for the rm.

997 Walton, R. E. and G. I. Susman. 1987. People Policies for the New Machines. HBR 65 (March-April, no. 2): 98106.
Computerized machinery and systems efforts require a profound investment to implement. Walton and Susman emphasize that advanced manufacturing technology or ATM will mandate a workforce which is innovative, multi-skilled and exible.

1005 Salerno, L. M. 1980. Creativity by the Numbers. HBR 58 (May-June, no. 3): 122132.
[An Interview with Robert N. Noyce] Noyce discusses being part of a fast-moving industry, managing scientists, the exibility Intels employees have and the strategic approaches that Intel engages in.

1006 Poppel, H. L. 1978. The Information Revolution: Winners and Losers. HBR 56 ( JanuaryFebruary, no. 1): 1416, 159.
[Ideas for Action Feature]Poppel explains how the Information Revolution is changing the direction and shape for many industries.

998 Collins, E. G. C. 1986. A Company Without


Ofces. HBR 64 ( January-February, no. 1): 127136.
[An Interview with Steve Shirley of the F International Corporation] Shirley talks about the challenges and rewards of holding an organization together whose workers are engaged in telecommuting from home.

999 Wriston, W. B. 1986. The World According to Walter. HBR 64 ( January-February, no. 1): 6569.
Wriston, formerly CEO of Citibank, discusses the challenges of doing business in a global marketplace in which ideas and money move faster than ever before.

1007 Gluck, F. W. and R. N. Foster. 1975. Managing Technological Change: A Box of Cigars for Brad. HBR 53 (September-October, no. 5): 139 150.
A corporate CEO learns a lesson from the company gady on the roles of technical experts and top management in the strategic control of major products and processes.

67
1008 Mendell, J. S. 1969. The Case of the Straying Scientist. HBR 47 ( July-August, no. 4): 416, 158160.
[Problems in Review Feature]Mendells case study examines the impact of a talented scientist whose attention has turned to other research interests.

Management
HBR 41 (May-June, no. 3): 7283.

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1017 Levitt, T. 1963. Creativity Is Not Enough.


Levitt maintains that the advice companies give about being more creative is too abstract. Far greater emphasis should be devoted to execution-oriented issues.

1009 Hughes, E. C. 1968. Preserving Individualism on the R&D Team. HBR 46 ( January-February, no. 1): 7282.
Hughes describes the balancing act management faces in enabling researchers and other knowledge workers to be effective members of the organization while preserving their professional individualism.

1018 Schorn, D. A. 1963. Champions for Radical New Inventions. HBR 41 (March-April, no. 2): 7786.
Most large industrial organizations are similar to the military in how ambivalent they are toward innovation efforts. Schorn pleads for people to champion new concepts.

1019 Corson, J. J. 1962. Innovation Challenges


Conformity. HBR 40 (May-June, no. 3): 6774.
Corson describes how the nonconformist employee, rather than the organizational man, contributes more to an organization with ideas that produce market leadership and success.

1010 Peterson, R. W. 1967. New Venture Management in a Large Company. HBR 45 (May-June, no. 3): 6876.
The Du Pont company devised a new approach for new product development that combines the advantages of size with the entrepreneurial zeal found in small companies.

1011 Miles, R. E. 1966. The Afuent Organization. HBR 44 (May-June, no. 3): 106114.
The highest priority for a modern corporation is to maximize the employment and return on their nancial and physical assets. No such drive exists for training and developing ones employees. Miles contends the cost for not maximizing ones human resources will be catastrophic.

1020 Gladdis, P. O. 1961. The Age of Massive Engineering. HBR 39 ( January-February, no. 1): 138 145.
The new knowledge in corporate enterprises is changing all business models and imposing new demands on corporate management.

1021 Katz, R. L. 1960. Toward a More Effective Enterprise. HBR 38 (September-October, no. 5): 80102.
The conventional ways on how enterprises should be organized and administered seem obsolete. As such, corporate management must pursue radically different approaches to tap the enthusiasm and potential of their employees.

1012 Randall, L. K. 1965. Organizational Paradox. HBR 43 ( July-August, no. 4): 8687.
Randall contends that middle and top management sacrices too much creativity by being too preoccupied with managerial controls.

1013 Ewing, D. W. 1964. Tension Can Be an Asset. HBR 42 (September-October, no. 5): 7178.
Tension can stimulate learning, enthusiasm, creativity, and self-appraisal. Ewing, however, describes why not all forms of tension are useful.

1022 Miles, S. B., Jr. and T. E. Vail. 1960. Dual Management. HBR 38 ( January-February, no. 1): 2730, 149154.
[Thinking Ahead Feature]As business has become far more intellectual or scientic, managing professional employees is proving difcult for managers schooled in the traditional methods of business and management training.

1014 Drucker, P. F. 1964. The Big Power of Little Ideas. HBR 42 (May-June, no. 3): 619, 180182.
[Thinking Ahead Feature] Drucker argues that people and organizations need to engage in more risktaking with their ideas.

1023 Orth, C. D. 1959. The Optimum Climate for Industrial Research. HBR 37 (March-April, no. 2): 5564.
The basic product of research laboratories is the creative work of ones research scientists. Orth examines why scientists are different from other professional employees and what company management should do to integrate these knowledge workers.

1015 Hirschmann, W. B. 1964. Prot from the


Learning Curve. HBR 42 ( January-February, no. 1): 125139.
Hirschmann nds it possible to capitalize on the predictable patterns of improvement which enables managers to unlock many doors to their progress.

1016 Phelps, D. M. and W. Gallagher. 1963. Integrated Approach to Technical Stafng. HBR 41 ( July-August, no. 4): 122129.
Phelps and Gallagher contend scientic companies waste precious manpower resources by failing to coordinate their recruiting, training, and manpower planning efforts.

1024 Randle, C. W. 1959. Problems of R&D Management. HBR 37 ( January-February, no. 1): 128136.
With corporate research growing in signicance, Randle reports on the consulting rm of Booz, Allen & Hamilton survey of 100 large American rms known for their research effectiveness to gauge the organizational inuences between the research sector and top management.

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plement, has an inclusive and democratic organizational culture. Some business mistakes and public relations mishaps have triggered a perception that Nutorims inclusive culture is hampering their ability to make prudent decisions.

1025 Wright, D. M. 1955. Adventure or Routine. HBR 33 (September-October, no. 5): 3339.
Wright nds that nominally capitalistic enterprises are routine while nominally socialistic enterprises are surprisingly adventuristic. Regardless of the economic system, dynamic growth comes from how an organization fosters adventure.

1033 Simons, R. 2005. Designing High-Performance Jobs. HBR 83 ( July-August, no. 7): 5462.
Simons describes four questions that employees should answer in carrying out their jobs. The answers to these questions constitute the four basic spans of a job (i.e., control, accountability, inuence and support). When these spans are optimally structured just right, talented employees have an easier time executing company strategy. Conversely, when the settings are off, employees will typically incur difculty with their work.

1026 Mitchell, J. P. 1955. Shortage of Skilled Labor. HBR 33 (September-October, no. 5): 2130, 162.
[Thinking Ahead Feature]Mitchell describes how urgent it is for the United States to raise the technological skills of its workforce.

1027 Randall, F. D. 1955. Stimulate Your Executives to Think Creatively. HBR 33 ( July-August, no. 4): 121131.
Randall discusses the importance for top management to mine the ingenuity and imagination of its executives that is stymied by specialization, systemization and procedural controls.

1034 Butler, T. and J. Waldroop. 2004. Understanding People People. HBR 82 ( June, no. 6): 7886.
People do their best work when their work matches their individual interests. Managers can increase productivity by taking into account the relational interests and skills of each individual employee when making personnel choices and project assignments. Butler and Waldroop explain how relational work consists of the following dimensions: inuence, interpersonal facilitation, relational creativity, and team leadership.

1028 Schaifer, R. 1950. Big Business and Small Business: A Case Study. HBR 28 ( July, no. 4): 97 108.
Big and small businesses both have vital roles to play in the American economy, particularly from the standpoint of innovation.

1029 Northrup, H. R. 1948. Industrial Relations with Professional Workers. HBR 26 (September, no. 5): 543559.
Northrup examines the social dynamics between professional employees such as engineers or chemists with corporate management.

1035 Herzberg, F. 2003. One More Time: How Do You Motivate Employees? HBR 81 ( January, no. 1): 8696.
[Best of HBR Feature] Herzberg claims the only way to motivate employees is by providing them with challenging work, responsibility as well as accountability.

1036 Britt, T. W. 2003. Black Hawk Down at Work. HBR 81 ( January, no. 1): 1617.
[Forethought Feature]Research demonstrates that even the most committed employees feel demotivated anytime they no longer nd meaning to their work or if they perceive there is no chance to succeed in it.

Job Design and Enrichment Issues


1030 Coutu, D. 2007. Making Relationships Work. HBR 85 (December, no. 12): 4550.
[Different Voice Feature] Coutus interview with John Gottman, a psychologist and head of the Relationship Research Institute, nds that how people behave at work is similar to what they do at home. Top management should examine successful marriages as a paradigm for developing productive workplace relationships.

1037 Corwein, V., T. B. Lawrence and P. J. Frost. 2001. Five Strategies of Successful Part-Time Work. HBR 79 ( July-August, no. 7): 121127.
[Best Practice Feature] With nearly 10 percent of professionals working part-time, Corwin and her coauthors offer ve strategies for professional part-timers to enhance their status at work.

1031 Amabile, T. M. and S. J. Kamer. 2007. Inner Work Life: Understanding the Subtext of Business Performance. HBR 85 (May, no. 5): 7283.
Amabile and Kamer describe how people perform better when their workday experiences include more positive emotions along with more favorable perceptions of their work, their team, leadership and their organization. Managements attitude also has an indelible impact on the inner work life of employees.

1038 Sandberg, J. 2001. Understanding Competence at Work. HBR 79 (March, no. 3): 2428.
[Forethought Feature] Competence means more than satisfying a checklist of skills. It encompasses how employees dene their work and the manner in which they carry out those responsibilities.

1039 Loehr, J. and T. Schwartz. 2001. The Making of a Corporate Athlete. HBR 79 ( January, no. 1): 120128.
Management theorists have long examined why some people ourish under pressure while others fold. Loehr and Schwartz nd that a successful approach to sus-

1032 Garvin, D. A. 2006. All the Wrong Moves.


HBR 84 ( January, no. 1): 1829.
[HBR Case Study Feature] Nutorims, a manufacturer of a popular performance enhancing sports sup-

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tained high performance must consider people as a whole. As such, companies must address their employees physical, emotional and spiritual welfare as well as their cognitive capacities for them to perform more passionately.

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its permanent staff was retrenched. Work was then contracted out to these former workers who are in business for themselves but are able to lease the companys equipment. The company is now prosperous.

1040 Butler, T. and J. Waldroop. 1999. Job


Sculpting: The Art of Retaining Your Best People. HBR 77 (September-October, no. 5): 144152.
Job sculpting requires management to exercise psychological skill in matching workers to their positions based on deeply embedded interests on the part of the worker. It is not a skill that requires management to have special training other than to carefully listen when employees describe what they like and dislike about their jobs.

1046 Adler, P. S. 1993. Time and Motion Regained. HBR 71 ( January-February, no. 1): 97109.
New United Motor Manufacturing Inc. (NUMMIs) auto assembly plant is a joint venture between by General Motors and Toyota. Employees dene their own job standards which is more effective than the time-and-motion studies as developed by industrial engineers.

1047 Herzberg, F. 1987. One More Time: How Do You Motivate Employees? HBR 65 (September-October, no. 5): 109120.
[HBR Classic Feature] Herzberg claims the only way to motivate employees is by providing them with challenging work, responsibility as well as accountability.

1041 Hart, C. W. L. 1995. The Power of Internal


Guarantees. HBR 73 ( January-February, no. 1): 6474.
Internal guarantees are the commitments or pledges made by the employees in one department to those in other departments. The former group will accomplish a task according to specications or else pay a penalty. These arrangements help foster a spirit of partnership between the different parts of an organization.

1048 Boyle, D. C. 1987. The 100 Club. HBR 65


(March-April, no. 2): 2627.
[Ideas for Action Feature]Diamond Fiber Products in Massachusetts enhanced its protability and growth by rewarding employees for good attendance, avoiding injury and achieving plantwide production goals.

1042 Rothstein, L. R. 1995. The Empowerment Effort That Came Undone. HBR 73 ( January-February, no. 1): 2031.
[HBR Case Study Feature] Rothsteins case study involves a once prosperous company that is stagnating. The CEO is working to revamp the corporate culture to empower his employees. The management team is another matter; all who were nurtured in a traditional managerial school of thought.

1049 Stone, P. J. and R. Luchetti. 1985. Your Ofce Is Where You Are. HBR 63 (March-April, no. 2): 102117.
Stone and Luchetti voice concern that workers lack the privacy to function effectively given the current ofce craze with open cubicles in conjunction to the advent of personal computing, .

1043 Leonard-Barton, D., H. K. Bowen and K.


B. Clark. 1994. How to Integrate Work and Deepen Expertise. HBR 72 (September-October, no. 72): 121130.
[Regaining the Lead in Manufacturing Series] Leonard-Barton and her coauthors emphasize that rms must be faster and more efcient at meeting the needs of their consumers better than their competition.

1050 Walton, R. E. 1985. From Control to Commitment in the Workplace. HBR 63 (March-April, no. 2): 7784.
Management now believes that workers respond best and creatively if provided with broader responsibilities and acknowledged for their contributions.

1044 Waterman, R. H., Jr., J. A. Waterman and B. A. Collard. 1994. Toward a Career-Resilient Workforce. HBR 72 ( July-August, no. 4): 8795.
The old employer-employee covenant (i.e., an employer provides lifetime employment in exchange for loyalty and adequate performance from the employee) is dead. Waterman and his coauthors argue that a new emphasis needs to be placed on employability as opposed to employment. In this, employers provide employees with opportunities to develop new skills. Employees, in turn, are more marketable should the rms circumstances change.

1051 Bolt, J. F. 1983. Job Security: Its Time Has Come. HBR 61 (November-December, no. 6): 115 123.
Guaranteeing job security is a growing trend. Companies seem more cognizant toward the long-term benet of stable employment versus the short-term gains from layoffs.

1052 Hoop, C. C. and J. N. Wolzansky. 1983.


Matching White-Collar Skills to the Work. HBR 61 (November-December, no. 6): 6468.
[Ideas for Action Feature] Hoop and Wolzansky describe the efforts of a Westinghouse division to quantify each jobs tasks for determining the most important skill levels.

1045 Semler, R. 1994. Why My Former Employees Still Work for Me. HBR 72 ( January-February, no. 1): 6474.
[First Person Feature]Semco, a Brazilian manufacturing company, was in nancial trouble when much of

1053 Mintzberg, H. 1981. Organization Design: Fashion or Fit? HBR 59 ( January-February, no. 1): 103116.
The assumption that all organizations are alike leads Mintzberg to argue that issues such as span of control, de-

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1062 Herzberg, F. 1974. The Wise Old Turk. HBR 52 (September-October, no. 5): 7080.
Herzberg discusses four approaches to job motivation which management must consider for their job enrichment or motivation efforts.

grees of job enlargement, forms of decentralization, planning systems or matrix structures cannot be chosen at random. They are, instead, predicated from how ones organization is designed and constructed.

1054 Guest, R. H. 1981. Review of Work Redesign. HBR 59 ( January-February, no. 1): 4652.
[For the Managers Bookshelf Feature] Guest reviews Hackman and Oldhams new book, Work Redesign, on the need to nd creative ways for unlocking a workforces vast potential.

1063 Walton, R. E. 1974. Improving the Quality of Work Life. HBR 52 (May-June, no. 3): 1216, 155.
As employers learn to tailor individual employee work assignments, Walton believes the quality of employee work life will increase.

1055 Runcie, J. F. 1980. By Days I Make the Cars. HBR 58 (May-June, no. 3): 106115.
Many workers operate in squalid conditions. That prevents them from performing their jobs well and spawns cynicism toward the mission of their company.

1064 Elbing, A. O., H. Gadon and J. R. M. Gordon. 1974. Flexible Working Hours: Its About Time. HBR 52 ( January-February, no. 1): 1833, 154155s.
[Special Report Feature] Used successfully in Europe, a more exible workweek plan is attracting notice. It bypasses the length of the workweek and enables workers to allocate their own hours.

1056 Jacques, E. 1979. Taking Time in Evaluating Jobs. HBR 57 (September-October, no. 5): 124132.
Jaques describes how to evaluate the signicance of all the jobs within an organization through a notion known as the time span of discretion. This notion is predicated on the maximum amount of time necessary to complete ones longest tasks.

1065 Ford, R. N. 1973. Job Enrichment Lessons from AT&T. HBR 51 ( January-February, no. 1): 96106.
Ford describes how AT&T has been a pioneer in enriching white- and blue-collar jobs. This has done much to bolster employee motivation, improve efciency, productivity and reduce employee turnover.

1057 Walton, R. E. 1979. Work Innovations in the United States. HBR 57 ( July-August, no. 4): 8898.
Organizations can improve their operating results if they embrace a work culture that promotes improvement and humanity.

1066 Walton, R. E. 1972. How to Counter Alienation in the Plant. HBR 50 (November-December, no. 6): 7081.
Overcoming worker alienation requires restructuring the work place in the following manner: (i) the way tasks are packaged into jobs; (ii) how workers are rewarded; and (iii) how positions of authority are established.

1058 Foy, N. and H. Gadon. 1976. Worker Participation: Contrasts in Three Countries. HBR 54 (May-June, no. 3): 7183.
Top management needs to grasp how work is carried out internationally and not try to export its own work culture.

1067 Myers, M. S. 1971. Overcoming Union Opposition to Job Enrichment. HBR 49 (May-June, no. 3): 3749.
Organizational development efforts are often impeded by labor unions who see their prerogative as limiting the roles and reward systems of workers. Myers describes four approaches that have been effective in developing cooperation between management and union ofcials in job enrichment efforts.

1059 Scobel, D. N. 1975. Doing Away with the


Factory Blues. HBR 53 (November-December, no. 6): 132142.
A long-standing perception of many is that factory employees are untrustworthy as well as unproductive. Scobel, as the Eaton Corporations manager for employee relations and development, describes what his company is doing to create a new workplace environment that does away with this mindset.

1068 Roche, W. J. and N. L. MacKinnon. 1970. Motivating People with Meaningful Work. HBR 48 (May-June, no. 3): 97110.
Texas Instruments implemented a program for providing workers with managerial activity and making their work more stimulating.

1060 Hackman, J. R. 1975. Is Job Enrichment Just a Fad? HBR 53 (September-October, no. 5): 129138.
Job enrichment efforts are more than a fad. Hackman offers a number of common denominators that both successful and unsuccessful projects possess.

1069 Paul, W. J., Jr., K. B. Robertson and F. Herzberg. 1969. Job Enrichment Pays Off. HBR 47 (March-April, no. 2): 6178.
Five British companies studied whether job enrichment efforts can efciently be implemented.

1061 Whitsett, D. A. 1975. Where Are Your Unenriched Jobs? HBR 53 ( January-February, no. 1): 7480.
Whitsett offers eleven clues for spotting opportunities to improve the scope of jobs, productivity, and employee satisfaction.

1070 Herzberg, F. 1968. One More Time: How Do You Motivate Employees? HBR 46 ( JanuaryFebruary, no. 1): 5362.
Herzberg claims the only way to motivate employees

71
is by providing them with challenging work, responsibility as well as accountability.

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1071 Fiedler, F. E. 1965. Engineer the Job to Fit


the Manager. HBR 43 (September-October, no. 5): 115122.
Instead of following the traditional approach of trying to make the manager t a job, better performance is likely if the job is structured to t a managers strengths.

The usual problems of the foreman-worker relationship are magnied in an automobile assembly plant by the pressure from the moving line. Turner describes lessons that can be learned from managements attempts to solve this problem.

1080 Saltonstall, R. 1953. What Employees Want from Their Work. HBR 31 (November-December, no. 6): 7278.
Saltonstall describes how crucial it is to reduce employee morale problems to their proper scope and in applying the relevant principles of everyday administration.

1072 Schein, E. H. 1964. How to Break in the


College Graduate. HBR 42 (November-December, no. 6): 6876.
The expectations and needs of the college graduate vis-a-vis those of the organization are often far apart. As such, a self-defeating pattern emerges.

1073 Huberman, J. 1964. Discipline Without Punishment. HBR 42 ( July-August, no. 4): 6268.
Huberman describes a new approach for maintaining good workmanship, high productivity, and plant discipline. It builds on employee self-respect in lieu of harsh discipline.

1081 Walker, C. R. and R. H. Guest. 1952. The Man on the Assembly Line. HBR 30 (May-June, no. 3): 7183.
Walker and Guest describe how assembly lines look and feel to those who work on them.

1082 Walker, C. R. 1950. The Problem of the Repetitive Job. HBR 28 (May, no. 3): 5458.
A prevailing assumption is that manufacturing plant costs are lower whenever a machine operators job is more specialized or subdivided. Walker describes how factory managers now know that bored operators never turn out defect-free or high quality products.

1074 Myers, M. S. 1964. Who Are Your Motivated Workers? HBR 42 ( January-February, no. 1): 7388.
Myers describes a six year study that Texas Instruments initiated on the benet of challenging jobs and why work rules and titles are counter-productive.

1083 Worthy, J. C. 1950. Factors Inuencing Employee Morale. HBR 28 ( January, no. 1): 6173.
Sears Roebucks management was particularly surprised by a study of employee morale which found that wages or salaries were secondary to being genuinely respected by management.

1075 Aldis, O. 1961. Of Pigeons and Men. HBR


39 ( July-August, no. 4): 5963.
A large proportion of workers hold jobs that are boring and repetitive. Workers in these capacities are motivated to perform by threats as opposed to positive rewards. One important problem for the future is making these jobs more interesting and eliminating this threatening facet with the workplace.

1084 Vicary, J. W. 1948. Labor, Management and


Food. HBR 26 (May, no. 3): 305312.
Vicarys survey of industrial managers and workers examines whether employee cafeterias affect productivity and morale.

1076 Foley, J. J. 1959. How Not to Handle Productivity Disputes. HBR 37 (September-October, no. 5): 6880.
Management, too often, has abdicated its primary responsibility in motivating workers to achieve their maximum potential.

1085 Green, W. 1931. The Five Day Week. HBR 9 (April, no. 3): 270276.
Shortened work days and weeks have decreased production unit costs and are making industry more efcient.

1077 Moore, L. B. 1956. Too Much Management, Too Little Change. HBR 34 ( January-February, no. 1): 4148.
Moore wonders how there can be improvement when management has the attitude that workers must always be kept busy or be considered indolent. Worker enthusiasm is lost when management lacks the conviction that all individuals possess the capability to improve.

Labor Unions or Labor Relations


1086 von Hoffman, C. 1998. Does This Company Need a Union? HBR 76 (May-June, no. 3): 2438.
[HBR Case Study Feature] Von Hoffmans case study involves a clerical staff pursuing unionization; much of which stems from a lack of respect shown to them by the rms professional staff.

1078 Turner, A. N. 1955. Management and the Assembly Line. HBR 33 (September-October, no. 5): 4049.
Turner is concerned whether the technological environment in a manufacturing plant provides assembly line employees with a sense of satisfaction and meaning.

1087 Noble, B. P. 1993. Reinventing Labor. HBR 71 ( July-August, no. 4): 114127.
[An Interview with Union President Lynn Williams] Williams, president of the United Steelworkers of America (USWA) since 1984, discusses todays labor movement in conjunction to the economic condition of the United States.

1079 _____. 1954. Foremen: Key to Worker Morale. HBR 32 ( January-February, no. 1): 7686.

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Management

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1095 Imberman, W. 1983. Who Strikes and Why? HBR 61 (November-December, no. 6): 18 28.
[Special Report Feature] If company management assesses its potential for a strike and does everything it can to remedy potential problems, their rm will more likely have a stable relationship with its employees.

1088 Hoerr, J. 1991. What Should Unions Do? HBR 69 (May-June, no. 3): 3045.
Hoerr believes that unions are not necessarily an impediment to industrial competitiveness. Germany and Japan, for example, have unions in technologically advanced and highly competitive companies. American unions, on the otherhand, must reinvent themselves by training workers, pursuing employee ownership and taking into account the large number of women and minorities in todays work force.

1096 Levitan, S. A. and C. M. Johnson. 1983.


Labor and Management: The Illusion of Cooperation. HBR 61 (September-October, no. 5): 816.
[Thinking Ahead Feature] Levitan and Johnson nd that labor and management have both been grossly oversold on the notion of participative management.

1089 McCormick, J. 1989. The Case of the NotSo-Supermarket. HBR 67 (March-April, no. 2): 1428.
[HBR Case Study Feature] McCormicks case study focuses on whether a chain of supermarkets can avoid a labor showdown with one of its unions.

1097 Mills, D. Q. 1983. When Employees Make Concessions. HBR 61 (May-June, no. 3): 103113.
For nancially struggling rms, employee concessions might be tempting. Mills explains why these concessions can produce an albatross for companies in unexpected ways.

1090 Luria, D. D. 1986. New Labor-Management Models from Detroit? HBR 64 (SeptemberOctober, no. 5): 2232.
[Thinking Ahead Feature] Global competition is producing a sense of accommodation between management and labor. This is particularly true with older, more traditional companies in the United States. The American automobile industry, in particular, has been instrumental in reforming industrial management policies and compensation practices.

1098 Scobel, D. N. 1982. Business and Labor From Adversaries to Allies. HBR 60 (NovemberDecember, no. 6): 129136.
Scobel describes how business and organized labor were brought together in an alliance for solving Chrylsers nancial problems.

1091 Sibbernsen, R. D. 1986. What Arbitrators Think About Technology Replacing Labor. HBR 64 (March-April, no. 2): 816.
[Keeping Informed Feature] Given the emphasis on cutting costs, eliminating inefciences and changing operating conditions, many work rules and practices are being eliminated. As such, Sibbernsen senses that a high degree of grievances and arbitration is likely. He also describes how arbitrators are likely to respond.

1099 Freedman, A. and W. E. Fulmer. 1982. Last Rites for Pattern Bargaining. HBR 60 (MarchApril, no. 2): 3048.
[Special Report Feature] Freedman and Fulmer describe how wage and benet terms in highly unionized industries set the pace for other contracts; a practice known as partnering. However, as economic pressures mount, wages will be set according to product demand and the local labor market.

1092 Kuttner, R. 1985. Sharing Power at Eastern Air Lines. HBR 63 (November-December, no. 6): 91101.
Kuttner describes a remarkable contract negotiated between Eastern and its machinists in which the latter agreed to substantial wage and benet concessions. In return, the machinists assumed responsibility for managing the shop oor. This has produced a workforce committed to saving money and improving service.

1100 Fulmer, W. E. 1981. Step-by-Step Through a Union Campaign. HBR 59 ( July-August, no. 4): 94102.
Fulmer describes a seven-step process utilized by organized labor to win collective bargaining rights in factories and other organizations.

1093 Barbash, J. 1985. Do We Really Want Labor on the Ropes? HBR 63 ( July-August, no. 4): 1020.
[Thinking Ahead Feature] Barbash reminds management that trade unions have played an essential role in the American economy and to quit thinking about decimating organized labor.

1101 Schrank, R. 1979. Are Unions an Anachronism? HBR 57 (September-October, no. 5): 107 115.
Schrank describes two imminent threats that cloud organized labors future: One involves an organizational maturity that has produced a rigid bureaucracy. The other pertains to the demographics of todays labor market.

1094 Reisman, B. and L. Compa. 1985. The Case


for Adversarial Unions. HBR 63 (May- June, no. 3): 2236.
[Special Report Feature] As labor leaders with MBAs and law degrees from Ivy League universities, Reisman and Compa argue vehemently against the assertion that American labor-management relations are undergoing a fundamental shift.

1102 Guest, R. H. 1979. Quality of Work Life Learning from Tarrytown. HBR 57 ( July-August, no. 4): 7687.
Guest describes how General Motors instituted a quality of work life [QWL] program for its Tarrytown, New York workforce that involves employees in decisions affecting their work lives in a manner that is selfenhancing.

73
1103 Imberman, W. 1979. Strikes Cost More Than You Think. HBR 57 (May-June, no. 3): 133138.
Over a three year span, Imberman tabulated how the nancial and emotional cost of 28 strikes were far greater than a reduction in net earnings.

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European and Japanese companies allow greater worker involvement in management. This is known as industrial democracy. Weiher reviews a number of books and scholarly articles relevant to this topic.

1104 Mills, D. Q. 1979. Flawed Victory in Labor


Law Reform. HBR 57 (May-June, no. 3): 92102.
Following the defeat of the 1978 Labor Reform Act in Congress, Mills assesses the hostility from both business and organized labor to this legislation.

1112 Bendiner, B. 1974. Unions Expanding International Coordination. HBR 52 (March-April, no. 2): 1216.
[Ideas for Action Feature] Bendlier explains how 125 of the largest unions are afliated with the World Auto Councils of the International Metalworkers Federation.

1105 Fulmer, W. E. 1978. When Employees Want to Oust Their Union. HBR 56 (March-April, no. 2): 163170.
Fulmer examines why decertication petitions are being led as often as they are, the campaigns that rankand-le members are exposed to and the strategies pursued by management.

1113 Rosow, J. M. 1971. Now Is the Time for Productivity Bargaining. HBR 50 (November-December, no. 1): 7889.
With productivity bargaining, management and labor write an agreement that enables both parties to work together in creating an atmosphere of ongoing cooperation.

1106 Batt, W. L., Jr. and E. Weinberg. 1978.


Labor-Management Cooperation Today. HBR 56 ( January-February, no. 1): 96104.
Organized labor shows little interest in blurring the distinction between labor and management. Codetermination, in which a union obtains seats on the corporate board of directors, is essentially irrelevant.

1114 Vogel, A. 1971. Your Clerical Workers Are Ripe for Unionism. HBR 49 (March-April, no. 2): 4854.
Vogel nds that, among clerical workers, the loyalty they traditionally had for management is breaking down.

1115 Kennedy, T. 1970. Freedom to Strike Is in the


Public Interest. HBR 48 ( July-August, no. 4): 4557.
Kennedy explains how a free collective bargaining structure is a vital component to the American free enterprise system.

1107 McIsaac, G. S. 1977. Whats Coming in


Labor Relations? HBR 55 (September-October, no. 5): 2236, 190.
[Thinking Ahead Feature]Since the end of World War II, the U.S. economy has set benchmarks among the industrialized nations in every area except one: labor relations.

1116 Raskin, A. H. 1970. The Labor Movement Must Start Moving. HBR 48 ( January-February, no. 1): 108118.
Raskin examines how well positioned the labor movement is for the 1970s and predicts that the insulation that union leadership has wrapped itself in will break down.

1108 Stessin, L. 1977. Expedited Arbitration: Less


Grief Over Grievances. HBR 55 ( January-February, no. 1): 128134.
Grievance arbitration was launched during the 1940s. Stessin now sees it as too rigid, uneconomical, and a process being taken advantage of by too many workers.

1117 Hildenbrand, G. H. 1968. Cloudy Future for Coalition Bargaining. HBR 46 (November-December, no. 6): 114128.
Hildenbrand assesses the viability and legality of an AFL-CIO plan to shift from plant-by-plant bargaining units to a more centralized format that spans entire industries.

1109 Smardon, R. A. 1976. In Collective Bargaining, the Winner Can Be a Loser. HBR 54 ( JulyAugust, no. 4): 67.
[Ideas for Action Feature] When strike issues are negotiated, effective labor relations directors carry as many issues as possible down to the wire. The strike issue is eventually dropped. A labor relations director can then extract concessions on the part of the rm to enable a union to claim victory.

1118 Skibbins, G. J. and C. S. Weymar. 1966.


The Right to Work Controversy. HBR 44 ( JulyAugust, no. 4): 619, 162166.
[Problems in Review Feature] Skibbins and Weymar explain the specics involved with the right-to-work argument.

1110 Chamot, D. 1976. Professional Employees Turn to Unions. HBR 54 (May-June, no. 3): 119 127.
White collar workers are increasingly becoming unionized. This stems from feeling isolated and because of new laws that were recently implemented. Chamot assesses the advantages and disadvantages of this development.

1119 Stryker, P. 1965. Can You Analyze This Problem? HBR 43 (May-June, no. 3): 7379.
Strykers case study involves the negotiations between management and organized labor in a plant where quarter panes for automobiles are manufactured.

1111 Weiher, R. L. 1975. Sources on Industrial


Democracy. HBR 53 (September-October, no. 5): 164173.

1120 Summers, C. W. 1965. Labor Relations in the Common Market. HBR 43 (March-April, no. 2): 148160.
American management must be far more cognizant

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Management

74
mance and Reality. HBR 36 (May-June, no. 3): 7690.
In the 25 years since Franklin Roosevelt rst became President of the United States, Selekman examines the directions that trade unions have taken, what this portends for the rank-and-le and the impact trade unions have on their communities.

on the collective bargaining differences that exist on an international basis if they engage in foreign business.

1121 Livernash, E. R. 1964. Brighter Future for


Collective Bargaining. HBR 42 (September-October, no. 5): 6670.
Collective bargainings track record will soon be tested. Livermash wonders if this can be done without undue militancy or hard-line bargaining postures from management or organized labor.

1131 Hazard, L. 1958. Unionism: Past and Future. HBR 36 (March-April, no. 2): 5965.
Hazard analyzes the underlying causes of unions and their future throughout the United States.

1122 Blum, A. A. 1964. Labor at the Crossroads. HBR 42 ( July-August, no. 4): 619, 172.
[Keeping Informed Feature] Blum reviews several books written by critics of organized labor on whether labor is in a state of crisis.

1132 Watson, E. T. P. 1958. Diagnosis of Management Problems. HBR 36 ( January-February, no. 1): 6976.
Watson describes an approach to solving industrial management problems. Management should consider the possibility that these problems are symptoms of a more underlying trouble involving upper management.

1123 Shils, E. B. 1964. Transportations Labor Crisis. HBR 42 (May-June, no. 3): 8498.
Shils explains how union fractionalization and excessive inter-union competition are the main reasons why the transportation industry is in the economic state that its in.

1124 Berg, T. L. 1962. Union Inroads in Marketing Decisions. HBR 40 ( July-August, no. 4): 67 73.
Albeit unintentional, union activities sometimes disrupt a companys marketing efforts. The unions rankand-le are, ironically, are hurt the most by this.

1133 Selekman, B. M. 1958. Is Management Creating a Class Society? HBR 36 ( January-February, no. 1): 3746.
Selekman discusses the moral philosophy inherent with human relations. Individual employees are too often seen as human beings. Labor, in contrast, is an abstraction for upper management. Selekman worries if this could trigger an irreconcilable class struggle.

1125 Kassalow, E. M. 1962. New Union Frontier:


White Collar Workers. HBR 40 ( January-February, no. 1): 4152.
Kassalow reports on why many white collar employees desire union membership.

1134 Lens, S. 1956. Will Merged Labor Set New Goals? HBR 34 (March-April, no. 2): 5763.
Lens, a labor leader from Chicago, describes the reasoning behind the AFL-CIO merger and how this affects the collective bargaining process and domestic politics.

1126 Blum, A. A. 1961. Collective Bargaining Ritual or Reality? HBR 39 (November-December, no. 6): 6369.
Blum wonders if management and labor are ready to engage in purposeful dialogue or will the process be contaminated by meaningless bargaining games.

1135 Wickersham, E. D. 1956. Repercussions of


the Ford Agreement. HBR 34 ( January-February, no. 1): 6173.
With the 1955 UAW-Ford Motor Company labor agreement, Wickersham assesses the economic impact of the supplementary unemployment benets agreed to by the company and the union.

1127 Bruner, D. 1960. Has Success Spoiled the


Unions? HBR 38 (May-June, no. 3): 7378.
Bruner believes that the American labor movement has developed into another middle-class special interest group. As such, the fervor it possessed during the 1930s has been lost.

1136 McMurry, R. N. 1955. War and Peace in


Labor Relations. HBR 33 (November-December, no. 6): 4860.
McMurry claims that current labor strategies are simply fair weather programs and explains why it is essential for management to establish a preventive labor policy. This will help maintain a balance of power between the company and its union.

1128 Mangum, G. L. 1960. Taming Wildcat


Strikes. HBR 38 (March-April, no. 2): 8896.
Management needs to severely crack down on wildcat strikes which run rampant only under weak business leadership.

1129 Shostak, A. B. 1959. Labor Relations. HBR 37 (November-December, no. 6): 2531, 175176.
[Looking Ahead Feature] Books relevant to labor relations are consistently on the business best sellers lists. Shostak reviews two genres of books: problems in dealing with individual workers and the changing scene of labor-management relations.

1137 Foy, F. C. and R. Harper. 1955. Round One: Union Versus Company Publications. HBR 33 (May-June, no. 3): 5967.
Company management is losing momentum to organized labor by not discussing its side of controversial issues with its many stakeholders.

1138 Sayles, L. R. 1954. Wildcat Strikes. HBR 32 (November-December, no. 6): 4252.
Sayles nds wildcat strikes to be a way for rank-and-

1130 Selekman, B. M. 1958. Trade Unions: Ro-

75
le union members to register their disgust with both management and their industrial unions.

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1147 Hardman, J. B. S. 1953. Labor in Midpassage. HBR 31 ( January-February, no. 1): 3948.
Hardman contends whatever direction organized labor opts for depends a great deal on managements understanding of labors internal problems and struggles.

1139 Strauss, G. 1954. White Collar Are Different. HBR 32 (September-October, no. 5): 7382.
White collar workers present special problems to both management and the unions. Strauss warns company executives that white-collar unionization is a reality that they better face up to.

1148 Sayles, L. R. and G. Strauss. 1952. Conicts Within the Local Union. HBR 30 (November-December, no. 6): 6983.
Like any organization, Sayles and Strauss nd that that industrial unions contend with competing interests and organizational complexities.

1140 Myers, A. H. 1954. Evaluating the Proposed


Labor-Law Changes. HBR 32 (May-June, no. 3): 124132.
Proposed changes in federal labor laws are not likely to satisfy many of the objections being raised by both management and labor.

1149 Moser, G. V. 1952. The International Labor


Organization. HBR 30 ( July-August, no. 4): 109 120.
Moser is concerned whether the International Labor Organizations socialistic inuence wont seep into the American labor movement and threaten Americas JudeoChristian heritage.

1141 Allen, J. L. and C. W. Randle. 1954. Challenge of the Guaranteed Annual Wage. HBR 32 (May-June, no. 3): 3748.
Allen and Randle outline the gravity in which industry, organized labor, and the government regard the guaranteed annual wage in conjunction to the collective bargaining process.

1150 Schultz, G. P. 1952. Decision Making: A Case Study in Industrial Relations. HBR 30 (MayJune, no. 3): 105113.
Schultzs case study focuses on the collective bargaining process throughout the New England region and if a particular region can stymie managements exibility in developing fallback positions.

1142 Delaney, G. P. 1953. The ILO: Threat or


Opportunity. HBR 31 (November-December, no. 6): 120128.
Delaney disputes George Mosers assertions from a 1952 HBR article concerning the supposed socialist tendencies of the International Labor Organization. The ILO should be perceived as a cautious and deliberate body, not given to hasty or doctrinaire methods in pursuit of its aims.

1151 Strauss, G. and L. R. Sayles. 1952. The Unpaid Local Leader. HBR 30 (May-June, no. 3): 91 104.
Unpaid union leaders carry the bulk of responsibility for local unions. Without them, the paid union ofcials would be swamped. Strauss and Sayles examine the personality characteristics, motivation and satisfation that this group derives from their work.

1143 Myers, A. H. 1953. Arbitrating Industrial


Efciency. HBR 31 ( July-August, no. 4): 6068.
If productivity is to increase, union cooperation will materialize only if workers can share in the earnings.

1144 Teele, J. W. 1953. The Continuous Contract. HBR 31 (May-June, no. 3): 103112.
Teele contends that the stop and start system of negotiations is the source of more consternation between management and organized labor. His continuous contract principle would be a more human approach and do more to win industrial peace.

1152 Lens, S. 1952. Wage Stabilization from Labors Viewpoint. HBR 30 (March-April, no. 2): 4652.
As a long-time union ofcial, Lens explains why wage stabilization efforts are a colossal mistake. Even without them, the notion of runaway ination would not be anywhere near the problem that policy makers and economists fear given present-day unemployment levels.

1153 Sayles, L. R. 1952. Seniority: An Internal


Union Problem. HBR 30 ( January-February, no. 1): 5561.
Sayles examines the many complexities and conicting pressures rampant in most industrial unions.

1145 Sayles, L. R. and G. Strauss. 1953. What the Worker Really Thinks of His Union. HBR 31 (May-June, no. 3): 94102.
Sayles and Strauss examine rank-and-le members sentiments toward their union and its ofcers.

1146 Thompson, K. M. 1953. Human Relations


in Collective Bargaining. HBR 31 (March-April, no. 2): 116126.
Neither company management or labor unions seem satised with their collective bargaining experiences. Thompson, however, believes that human wants are unlimited, and even insatiable. As such, the negotiations serve as a useful instrument in reconciling the divergent goals of management and organized labor.

1154 Reilly, G. D., R. S. Haslam and R. Modley. 1951. Threat of the Walsh-Healey Act. HBR 29 ( January, no. 1): 8698.
Companies engaged in government contracts must abide by minimum wage mandates. Reilly and his coauthors predict that this will trigger another contentious round to increase wages.

1155 Barkin, S. 1950. Trade Unionist Appraises Management Personnel Philosophy. HBR 28 (September, no. 5): 5964.

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1164 Lens, S. 1948. Meaning of the Grievance Procedure. HBR 26 (November, no. 6): 712722.
Lens argues how industrial peace is best served if the grievance process is accepted as legitimate.

Because of collective bargaining, Barkin contends many of the underpinnings with personnel administration need to be revamped.

1156 Selekman, B. M. and S. K. Selekman. 1950.


Productivity and Collective Bargaining. HBR 28 (March, no. 2): 127144.
Executives in industries with heavy union involvement take on almost a defeatist attitude. Selekman and Selekman, however, describe a wide array of industries governed by collective bargaining agreements in which productivity problems are not an issue.

1165 Levy, B. H. 1948. Collective Bargaining Under the Taft-Hartley Act. HBR 26 ( July, no. 4): 468479.
Levy contrasts how the 1947 Taft-Hartley Act changed the collective bargaining process from what transpired when the Wagner Acts National Labor Relations Board was implemented during the 1930s.

1157 Wolf, R. B. 1949. Collective Bargaining in Small Scale Industry: A Case Study. HBR 27 (November, no. 6): 706714.
The hosiery industry is featured in Wolf s case study to illustrate the collective bargaining process in smaller industries.

1166 Walker, R. G. 1948. The Misinformed Employee. HBR 26 (May, no. 3): 267281.
Walker advocates adding a representative from labor to the management council. Doing so might help promulgate a companys operating results to its workforce and stem the misinformation that invariably materializes.

1158 Steibler, J. 1949. Minnesota Labor Relations


Act: An Opinion Survey. HBR 27 (November, no. 6): 666677.
Stiebler surveyed Minnesotas labor leaders, corporate executives, and others well-versed in the collective bargaining process about their perceptions of the 1939 Minnesota Labor Relations Act; an ambitious attempt to extend a state governments presence into labor-management relations.

1167 Worker, John [psuedonym]. 1948. My Union: An Inside Story. HBR 26 ( January, no. 1): 108114.
Worker describes the ambivalence that many rankand-le union members feel toward their unions leadership, particularly with the mob mentality that is pervasive throughout industrial unions.

1168 Witte, E. E. 1947. Labor-Management Relations Under the Taft-Hartley Act. HBR 25 (Autumn, no. 4a): 554575.
Witte describes some likely ramications with the passage of the Taft-Hartley Act over President Trumans veto.

1159 Lewis, W. A. 1949. Arbitrating a Wildcat


Strike. HBR 27 ( July, no. 4): 498504.
Lewis, an attorney with labor relations expertise, describes the likely result if the perpetrators of wildcat strikes are discharged and then pursue arbitration.

1169 Barkin, S. 1947. Handling Work Assignment


Changes. HBR 25 (Summer, no. 4): 473482.
Barkin wonders if a workers equity in their job can be reconciled with managements need to adjust operations, reduce costs, and sometimes, reassign workers.

1160 Selekman, B. M. and S. K. Selekman. 1949.


Productivity and Labor Relations. HBR 27 (May, no. 3): 373392.
Productivity, since the end of the war, has increased in every major sector except transportation despite the tension that is rampant between management and labor over the use of technology and other efciency measures.

1170 Fenton, F. P. 1947. Labors Objectives. HBR 25 (Summer, no. 4): 463472.
Fenton articulates organized labors goals and objectives; a difcult endeavor given the fervent anti-union hysteria throughout many parts of the United States with union leaders being perceived as criminals or Bolsheviks.

1161 Marceau, L. and R. A. Musgrave. 1949. Strikes in Essential Industries: A Way Out. HBR 27 (May, no. 3): 286292.
Marceau and Musgrave pursue a viable solution to the current labor strife and the recently enacted Taft-Hartley Act in a manner that does not resort to cumpulsory arbitration or weakens management or organized labor.

1171 Sabsay, N. 1947. From the Workers Point of


View. HBR 25 (Spring, no. 3): 339347.
Sabsay, an International Association of Machinists member, discusses why his local went on strike and why management and union relations are as strained as they are.

1162 Selekman, B. M. 1949. Varieties of Labor


Relations. HBR 27 (March, no. 2): 175199.
Selekman surveys contemporary industrial relations directors to understand how certain dynamics evolve in given situations.

1172 Selekman, B. M. 1947. Conict and Cooperation in Labor Relations. HBR 25 (Spring, no. 3): 318338.
Selekman questions whether full production and human satisfaction are achievable in assembly line or other industrial shop activities.

1163 Kozmetsky, G. 1949. Unions Financial Reporting. HBR 27 ( January, no. 1): 1323.
American unions have become economically and politically powerful over the last fteen years. By handling other peoples money, Kozmetsky argues unions have a responsibility to report their nancial standing similar to what publicly traded companies are required to do.

1173 Brown, E. C. 1947. Free Collective Bargaining or Government Intervention? HBR 25 (Winter, no. 2): 190206.
Despite World War II being over, Brown describes

77
how major and minor labor disputes still receive federal intervention instead of being settled at the local level.

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1183 Sabsay, N. 1944. A Machinist Looks at Management. HBR 22 (Winter, no. 2): 249255.
Organized labor always seems blamed when efforts for improving management-labor relations fail. Sabsay nds this amateurish.

1174 Witte, E. E. 1947. Wartime Handling of Labor Disputes. HBR 25 (Winter, no. 2): 169189.
Witte nds that American labor disputes were handled effectively during World War II. However, the strife that resulted immediately after World War II was inevitable given the mounting tensions and restrictions that occurred because of the war.

1184 Roper, E. 1943. The Public Looks at Labor Unions. HBR 21 (Summer, no. 4): 425431.
Ropers surveyed Americans as to their perceptions of labor unions and found an uneasiness with the racketeering, militancy, rigidity, and how unions have little regard for the public good or the welfare of the employer.

1175 Selekman, B. M. 1946. Wanted: Mature Labor Leaders. HBR 24 (Summer, no. 4): 405 426.
Selekman remains concerned about the short-sighted behavior, even criminal misconduct, of many union leaders.

1185 Robbins, E. C. 1943. Management Labor Cooperation. HBR 21 (Summer, no. 4): 415424.
Middle Americas ndings on whether the hostility between employers and employees interferes with the war effort is examined.

1176 Littler, R. M. C. 1946. Managers Must Manage. HBR 24 (Spring, no. 3): 366376.
Littler laments that regulatory hardships, particularly in the area of labor relations, stymie the efciency and productivity of American rms.

1186 Myers, A. H. 1942. Laws and Men in Labor


Relations. HBR 21 (Autumn, no. 1): 8394.
The 1930s produced more legislative activity on labor relations than any other decade in American history. Myers developed several case studies to illustrate the problems involving human resource management in conjunction to these legislative developments.

1177 Gomberg, W. 1946. Union Interest in Engineering Techniques. HBR 24 (Spring, no. 3): 356365.
Gomberg describes organized labors interest in time studies, job evaluations, and other industrial engineering techniques.

1187 Selekman, B. M. 1941. Living with Collective Bargaining. HBR 20 (Autumn, no. 1): 2133.
Selekman advocates a collective bargaining process that is made up of socially interdependent parts in an integrated workplace. It would consist of businesses of every size, all levels of government as well as local and national unions.

1178 Snider, J. L. 1946. Managements Approach


to the Annual Wage. HBR 24 (Spring, no. 3): 326 338.
Organized labors public relations thrust in the next ve years should focus on a guaranteed annual income and a forty hour work week.

1188 Littler, R. 1941. Code of Union Conduct. HBR 20 (Autumn, no. 1): 1020.
Littler argues that organized labor must agree to a code of conduct. This code would prescribe allowable union activities. Physical violence, seizure of other peoples property and misrepresenting statements would be prohibited.

1179 Taft, P. 1945. Understanding Union Administration. HBR 24 (Winter, no. 2): 245257.
To be effective with the collective bargaining process, Taft urges company executives to be cognizant of the intra-union forces that shape the actions of union leaders.

1189 Eliel, P. 1941. Labor Peace in Pacic Ports.


HBR 19 (Summer, no. 4): 429437.
Eliel writes of the transition to a more harmonious labor-management relationship at West coast seaports which were highly acrimonious during most of the 1930s.

1180 Selekman, B. M. 1945. Handling Shop


Grievances. HBR 23 (Summer, no. 4): 469483.
For grievances to be handled effectively, Selekman describes why it is important for them to be based on the organizational culture of the shop and not through some static clauses of a collective bargaining agreement.

1190 Smith, F. G. 1941. Handling Labor Grievances in the Bituminous Coal Industry. HBR 19 (Spring, no. 3): 352363.
Smith examines the coal mining industrys well-established history with the collective bargaining process.

1181 _____. 1945. Administering the Union


Agreement. HBR 23 (Spring, no. 3): 299313.
Selekman points out that if good will is to exist between organized labor and management, it must be contingent on both the actions and inactions of every affected individual.

1191 Barkin, S. 1941. Wage Policies of Industrial Unions. HBR 19 (Spring, no. 3): 342351.
Barkin believes the notion of industrial democracy (i.e., joint deliberations with employers on all matters affecting their work and the sense of being taken seriously instead of paternalistically) ranks as the prime objective for rank-and-le union members.

1182 _____. 1945. When the Union Enters. HBR 23 (Winter, no. 2): 129143.
Selekman describes the intense loyalties, bitter hostilities, and bewilderment that take place whenever unions receive the right to represent a companys workforce.

1192 Ruttenberg, H. J. 1940. The Fruits of Industrial Peace. HBR 18 (Spring, no. 3): 285294.
Ruttenberg demonstrates the impact organized labor

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1201 Woolenberg, R. P. and E. N. Cooper. 1938. Labor in the Pacic Coast Paper Industry: A Case in Collective Bargaining. HBR 16 (Spring, no. 3): 366372.
The paper mills of the Pacic Northwest were some of the rst companies to engage in collective bargaining. Wollenberg and Cooper describe many of the difculties and challenges facing the process.

can have for increasing industrial output when management acknowledges its legitimacy.

1193 Bergen, H. B. 1940. Management Prerogatives. HBR 18 (Spring, no. 3): 275284.
With passage of the Wagner Act and the implementation of collective bargaining, Bennion nds that managements traditional prerogatives (e.g., to hire, transfer, promote, or terminate employees) are on the verge of being eliminated.

1194 Stein, R. M. 1939. Workers Education:


Todays Challenges. HBR 18 (Winter, no. 2): 207 214.
Stein is disappointed by organized labors indifference to the importance of worker training and continuing education given how progressively complex the world is becoming.

1202 Lescohier, D. D. 1937. Labors Drive to Power, 19331937. HBR 15 (Summer, no. 4): 405 416.
Lescohier argues that labor unrest tends to be very cyclical (i.e., periods of strife followed by industrial calm). He also sees industrial relations entering a new chapter in how unions are securing new members and how rank-and-le members are being paid higher benets.

1195 Selekman, B. M. 1939. Conict and Collaboration. HBR 17 (Spring, no. 3): 356368.
Selekman analyzed 25 recently published books involving organized labor and concludes that collective bargaining, worker safety standards, and the social security system are here to stay.

1203 Robbins, E. C. 1937. Collective Bargaining


Under the Wagner Labor Act. HBR 15 (Summer, no. 4): 393404.
Robbins assesses the United States Supreme Courts decision to uphold the National Labor Relations Act (i.e., the Wagner Labor Act) which legitimizes collective bargaining.

1196 Nixon, R. A. 1939. Appropriate Collective Bargaining Units National Labor Relations Board Decisions. HBR 17 (Spring, no. 3): 317325.
Nixon writes on the controversial jurisdiction granted the National Labor Relations Board to dene a unit or group of employees for collective bargaining purposes.

1204 Whitehead, T. N. 1935. Human Relations Within Industrial Groups. HBR 14 (Autumn, no. 1): 113.
If collaboration is to materialize between management and organized labor, both parties must recognize one anothers social needs.

1197 Ruttenberg, H. J. 1939. The Strategy of Industrial Peace. HBR 17 (Winter, no. 2): 159176.
Ruttenberg, a union ofcial, writes how important it is for management to cease challenging the rights of unions to exist. Workers should be governed by the same democratic principles that govern our political life instead of the paternalistic manner of most corporate managers.

1205 Slichter, S. H. 1934. Labor Under the National Recovery Act. HBR 12 ( January, no. 2): 142 163.
The National Recovery Act [N.R.A.] laws, with the support of the major industrialists at the time, limit the number of working hours employees can work.

1198 Robbins, E. C. 1939. American Business Leaders and Labors War. HBR 17 (Winter, no. 2): 153158.
Organized labor is undergoing internal strife on whether one all-encompassing union should exist to represent all laborers as opposed each craft having its own union. This strife makes it difcult for corporate executives, engaged in collective bargaining, to operate their plants.

1206 Barnett, G. E. 1931. Causes of Jurisdictional


Disputes in American Trade Unions. HBR 9 ( July, no. 4): 400408.
No element of American trade union activity is subject to more scrutiny than how jurisdictional disputes are handled. These disputes are occurring too frequently and adversely affect industry.

1199 Cross, I. B., Jr. 1938. The Role of Grievance Machinery in Union-Management Relations. HBR 17 (Autumn, no. 1): 105116.
Cross explains why management and organized labor must be committed to developing workable procedures for handling employee grievances.

1207 Daugherty, C. R. 1931. Anti-Union Contracts. HBR 9 ( January, no. 2): 191201.
Anti-Union contracts are agreements employees are coerced into signing which forfeits their right to belong to a union.

1200 Gilbertson, H. S. 1938. Management and


Collective Bargaining. HBR 16 (Summer, no. 4): 385399.
With the advent of collective bargaining, a new order is on the verge of transpiring. This promises to be a difcult transition.

1208 Mitchell, B. 1930. The Present Situation in the Southern Textile Industry. HBR 8 (April, no. 3): 296307.
Not one cotton factory in the South is engaged in collective bargaining with unions like the United Textile Workers. Mitchell sees this as the death knell for the industry.

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1209 Heermance, E. L. 1928. Some Impressions of the British Trade Association. HBR 6 (April, no. 3): 304312.
Membership in British trade unions is soaring despite sales revenue for British businesses being in decline.

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group. Kellerman developed a typology for classifying subordinates by the degree of their engagement in the organization. Crtitical distinctions exist on how leaders should lead and managers should manage based on these typologies.

1210 Mullen, W. H. 1928. Some Principles Underlying the Interpretations of an Industrial Relations Agreement. HBR 6 (April, no. 3): 293303.
Mullen assesses the impact of having almost every Chicago area mens clothing manufacturer operate under collective bargaining agreements with the Amalgamated Clothing Workers of America.

1218 Snowden, D. J. and M. E. Boone. 2007. A Leaders Framework for Decision Making. HBR 85 (November, no. 11): 6876.
Leadership approaches that work in one set of circumstances often fail in other situations. Snowden and Boone apply concepts from the complexity sciences to leadership principles to enable executives to sort whatever issues they have into one of ve leadership contexts.

1211 Duncan, C. S. 1927. New Elements in American Business Efciency. HBR 5 (April, no. 3): 269280.
Industrial peace came to the United States during the 1920s. This produced higher wages and a better trained work force.

1219 McCreary, L. 2007. My Extreme MBA: How Hardship, Chaos, and the Fog of War Made a Stronger, Wiser, More Resilient Leader. HBR 85 (October, no. 10): 128137.
[A Conversation with Rory Stewart Feature]Stewart tells of his work in Iraq for both the Coalitions Provisional Authority as well as an NGO with groups of suffering and disillusioned people. He describes how these experiences helped him balance his principled commitment with a canny pragmatism.

1212 Unionism and Production in the Bituminous Coal Industry. 1926. HBR 4 (April, no. 3): 334340.
[Summaries of Business Research Feature]The author compares production outputs in unionized bituminous coal mines versus non-union mines.

1213 Hoopingarner, D. L. 1926. Some Practical


Aspects of the Voluntary Arbitration of Labor Disputes. HBR 4 (April, no. 3): 297302.
For arbitration to be successful, good will and concern for the public interest must be deeply embedded on the part of both sides.

1220 Tichy, N. M. and W. G. Bennis. 2007. Making Judgment Calls: The Ultimate Act of Leadership. HBR 85 (October, no. 10): 94102.
All leaders make judgment calls that dene their tenure. Tichy and Bennis emphasize that good leadership-oriented judgment is a process that never arises from single Eureka type of moments.

1214 Riegel, J. W. 1925. Structural Features of


Shop-Committee Plans. HBR 4 (October, no. 1): 1731.
Riegel argues how the structural framework behind labor and management relations determines whether collective bargaining succeeds or fails.

1221 Martin, R. 2007. How Successful Leaders Think. HBR 85 ( June, no. 6): 6067.
People need to examine how successful leaders think in terms of coping with conicting ideas, strategies or dilemmas involving their organizations.

1215 The Installation of the Shop Committee. 1923. HBR 2 (October, no. 1): 119123.
[HBR Case Study Feature] A New England textile manufacturer, The Argosy Mills, operates on an open shop basis (i.e., they do not retaliate against union members) and is now on the verge of implementing an employee representation plan that would operate outside its collective bargaining arrangement.

1222 George, B., P. Sims, A. N. McLean and D. Mayer. 2007. Discovering Your Authentic Leadership. HBR 85 (February, no. 2): 129138.
[Managing Yourself Feature] George and his coauthors nd that authentic leaders work hard at understanding and developing themselves. In addition, these leaders possess a passion for some kind of purpose stemming from their self-discipline and meaningful relationships with others.

1216 Williams, W. 1923. A Theory of Industrial


Conduct and Leadership. HBR 1 (April, no. 3): 322330.
Williams argues that the lack of economic and social recognition for industrial workers must change.

1223 Ancona, D., T. W. Malone, W. J. Orlikowski


and P. M. Senge. 2007. In Praise of the Incomplete Leader. HBR 85 (February, no. 2): 92100.
Todays top executives face pressures to provide solutions to issues which are both complex and multi-dimensional. They also need charisma and foresight to rally ones stakeholders around a vision for the future. Since no leader can be good at everything, Ancona and her coauthors nd it crucial for leaders to work with others to compensate for their personal shortcomings.

Leadership Issues
1217 Kellerman, B. 2007. What Every Leader Needs to Know About Followers. HBR 85 (December, no. 12): 8491.
Little research exists on the subordinates of a leader. These followers are typically perceived as an amorphous

1224 Ibarra, H. and M. Hunter. 2007. How Leaders Create and Use Networks. HBR 85 ( January, no. 1): 4047.
[Managing Yourself Feature] Leaders need to al-

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[Best of HBR [2001] Feature]Level 5 leadership is seen as the highest level in a hierarchy of executive capabilities. Collins identies the characteristics common to Level 5 leadership, such as: humility, ferocious resolve and the tendency to give credit to others while assigning blame to oneself.

ways network with others outside their organization. Ibarra and Hunter emphasize that networking is not a talent. Nor does it require a gregarious personality. It is, instead, a skill that involves a great deal of perseverance.

1225 Frohman, D. 2006. Leadership Under Fire. HBR 84 (December, no. 12): 124131.
[First Person Feature] As head of Intels manufacturing and research facility in Israel, it was Frohmans responsibility to determine how Intel would respond to Iraqs ballistic missiles at the start of the 1991 Gulf War. Though he decided to keep the facility open, Frohmann describes the magnitude of this decision since the lives of so many employees were at stake.

1232 Quinn, R. E. 2005. Moments of Greatness:


Entering the Fundamental State of Leadership. HBR 83 ( July-August, no. 7): 7483.
Quinn maintains that leaders do their best work when they act on their deepest values and instincts as opposed to imitating others.

1226 Mangurian, G. 2006. Responsibility


Junkie. HBR 84 (October, no. 10): 3030.
[Conversation Feature] Boston Pops conductor, Keith Lockhart, discusses the challenges of managing a venerable institution with its many traditions. The Boston Pops also constitutes a team with performers who desire prima donna status.

1233 Rooke, D. and W. R. Torbert. 2005. Seven Transformations of Leadership. HBR 83 (April, no. 4): 6676.
Rooke and Torbert emphasize that leaders are made, not born. Moreover, leadership styles are never xed. People who develop into more self-aware individuals, able to interpret their surroundings, are likely to emerge as more effective leaders.

1227 Spreier, S. W., M. H. Fontaine and R. L. Malloy. 2006. Leadership Run Amok. HBR 84 ( June, no. 6): 7282.
Overachieving leaders can be very successful since they are task and goal focused personalities. They also possess a dark side in how they: (i) command and coerce subordinates rather than coach and collaborate with them; (ii) engage in shortcuts; and (iii) neglect to communicate crucial information. As such trust, morale and workplace productivity dissipates under this personality type.

1234 Ready, D. A. 2004. How to Grow Great Leaders. HBR 82 (December, no. 12): 92100.
Few leaders excel at both the unit and enterprise levels. Corporations need people capable of running business units, functions and regions. Leaders must be developed to manage the tensions that ensue between unit and enterprise priorities.

1235 Maccoby, M. 2004. Why People Follow the Leader: The Power of Transference. HBR 82 (September, no. 9): 7685.
One can not lead without followers. Getting followers, however, takes more than talent and charisma. Maccoby discusses why leaders must grasp that followers are driven by their own motivations.

1228 Coutu, D. 2006. Lessons in Power: Lyndon Johnson Revealed. HBR 84 (April, no. 4): 4752.
[Different Voice Feature] Coutu interviewed Robert Caro, a Pulitzer prize-winning historian, who maintains that few leaders ever accumulated power and used it more effectively than Lyndon Johnson, the 36th President of the United States.

1236 Joni, S. A. 2004. The Geography of Trust.


HBR 82 (March, no. 3): 8288.
Successful leaders understand that trust, integrity, and expertise are a function of ones relationships . They also know that changes in relationship-based structural trust depends on where people stand on the organizational map for their rm or organization.

1229 Kramer, R. M. 2006. The Great Intimidators. HBR 84 (February, no. 2): 8896.
Great intimidators are leaders who sometimes trample on peoples feelings by setting impossible standards. They are, however, capable of leading change when tremendous resistance, inertia or a crisis exists. Leaders like this often possess tremendous insight into human motivation and organizational behavior.

1237 Prentice, W. C. H. 2004. Understanding Leadership. HBR 82 ( January, no. 1): 102109.
[Best of HBR Feature] Prentice denes leadership as the accomplishment of a goal through the direction of human assistants for providing people with the maximum opportunity for growth without creating anarchy. Great leaders are ones who can sustain this on a daily basis and under a wide variety of circumstances.

1230 Goffee, R. and G. Jones. 2005. Managing Authenticity: The Paradox of Great Leadership. HBR 83 (December, no. 12): 8694.
Followers will almost always feel duped when leaders play roles that are not part of their authentic self. Goffee and Jones nd authentic leaders, being highly attuned to their environments, rely on an intuition from their formative experiences to understand how to gain acceptance in both work and social circles.

1238 Maccoby, M. 2004. Narcissistic Leaders: The Incredible Pros, Inevitable Cons. HBR 82 ( January, no. 1): 92101.
[Best of HBR Feature] Todays business leaders maintain a markedly higher prole than their predecessors did prior to the 1980s. Maccoby nds that a love for the limelight often stems from a narcissistic personality. Narcissists are good for companies that need people with

1231 Collins, J. 2005. Level 5 Leadership: The


Triumph of Humility and Fierce Resolve. HBR 83 ( July-August, no. 7): 136146.

81
vision and the courage to take them in new directions. Narcissists can also lead companies into trouble by refusing to listen to the advice and warnings from others.

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1239 Goleman, D. 2004. What Makes a Leader?


HBR 82 ( January, no. 1): 8291.
[Best of HBR Feature from November-December 1998]Effective leaders possess high levels of emotional intelligence. Exhibiting emotional intelligence in the workplace means understanding ones emotional makeup and that of others. This helps enable a leader to keep people in sync with their goals.

why so many leaders not only in business but also in politics, religion, and the media display a remarkable adeptness and ability to attain power. Then, invariably, they engage in stupidity and lose everything theyve stood and worked for.

1247 Kanter, R. M. 2003. Leadership and the Psychology of Turnarounds. HBR 81 ( June, no. 6): 5867.
Leaders need to apply certain psychological interventions (e.g., replacing secrecy and denial with dialogue, blame and scorn with respect, avoidance and turf protection with collaboration, and passivity and helplessness with initiative) to counter the death spiral, that typically involves nger pointing and criticizing colleagues.

1240 Zaleznik, A. 2004. Managers and Leaders: Are They Different? HBR 82 ( January, no. 1): 74 81.
[Best of HBR Feature] Managers and leaders are two very different types of people. In this article from 1977, Zaleznik argues how American organizations have a managerial mystique which perpetuates a managers personality but also tends to stie the development of a leader.

1248 Kim, W. C. and R. Mauborgne. 2003. Tipping Point Leadership. HBR 81 (April, no. 4): 6069.
William Bratton became police commissioner of New York City in 1994 when turf wars over jurisdiction and funding were rampant. Bratton turned New York into the safest city in the nation in less than two years with no increase in his operating budget. Kim and Mauborgne discuss how Bratton succeeded despite limited resources, low staff morale, opposition from powerful vested interests and an organization wedded to the status quo.

1241 Coutu, D. L. 2004. Putting Leaders on the Couch. HBR 82 ( January, no. 1): 6571.
[HBR Interview with Manfred F. R. Kets de Vries] Kets de Vries, as a psychoanalyst and leadership scholar, describes the psychological prole of successful CEOs based on their vulnerabilities and susceptibility to depression. In essence, healthy leaders actively engage in self-observation and self-analysis.

1249 Greenberg, J. W. 2002. September 11, 2001: A CEOs Story. HBR 80 (October, no. 10): 5864.
As CEO of Marsh & McLennan, Greenberg describes leading a rm through the 9/11 tragedy, helping the families of lost colleagues, relocating employees, recapturing data and restoring the companys business capabilities.

1242 Offerman, L. R. 2004. When Followers Become Toxic. HBR 82 ( January, no. 1): 5460.
Few leaders are cognizant as to how susceptible they are to the inuence of their followers. Offerman explains how a good set of core values, some trusted friends and a little paranoia can prevent a leader from going astray.

1243 Bennis, W. G. 2004. The Seven Ages of the Leader. HBR 82 ( January, no. 1): 4653.
Bennis describes how a leaders life is a series of mindbending challenges and gut-wrenching crises. Knowing what to expect at each stage of this journey offers tremendous advantages to any leader.

1250 Schaeffer, L. D. 2002. The Leadership Journey. HBR 80 (October, no. 10): 4247.
[First Person Feature] Schaeffer describes how he adopted three different leadership styles in his 30-year career as CEO for WellPoint Health Networks, head of the Health Care Finance Administration in the Carter Administration and as president of Blue Cross/Blue Shield of California.

1244 Kellerman, B. 2004. Leadership Warts and All. HBR 82 ( January, no. 1): 4045.
[Thinking Ahead Feature] People must recognize that leadership is not a moral concept and that leaders can be trustworthy or deceitful, cowardly and brave, as well as greedy and generous.

1251 Bennis, W. G. and R. J. Thomas. 2002. Crucibles of Leadership. HBR 80 (September, no. 9): 3945.
[HBR at Large Feature] No simple formula can explain how great leaders are derived. Bennis and Thomas contend it has something to do with the way people handle adversity and what they learn from their setbacks.

1245 Conger, J. A. and R. M. Fulmer. 2003. Developing Your Leadership Pipeline. HBR 81 (December, no. 12): 7684.
Some rms are adept at building a steady, reliable pipeline of leadership talent. Conger and Fulmer refer to as succession management. Eli Lilly, Dow Chemical, Bank of America, and Sonoco Products have all created long-term processes for achieving this.

1252 Farson, R. and R. Keyes. 2002. The Failure Tolerant Leader. HBR 80 (August, no. 8): 6471.
Although a growing number of companies are seeing failure as a prerequisite to innovation, they still have difculty accepting failure at a personal level. Failure tolerant leaders are executives who help workers overcome their anxieties about failure at a personal level. Doing so creates an intelligent, risk-taking culture that produces sustained innovation.

1246 Kramer, R. M. 2003. The Harder They Fall. HBR 81 (October, no. 10): 5866.
Social psychologist Roderick M. Kramer examines

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1259 Kotter, J. P. 2001. What Leaders Really Do.
HBR 79 (December, no. 11): 8596.
[Reprinted from the May-June 1990 issue of HBR] Kotter contends that most American corporations are over-managed and poorly led. Management entails coping with complexity. Leadership, in turn, means dealing with the major changes in a way that aligns people by communicating to them about these new directions.

1253 Heifetz, R. A. and M. Linsky. 2002. A Survival Guide for Leaders. HBR 80 ( June, no. 6): 65 74.
[Managing Yourself Feature] Leadership is frequently seen as a glamorous and exciting pursuit. Heifetz and Linksy emphasize how this image ignores the darker side of leadership anytime followers attempt to remove a leader particularly when an organization has no choice but to endure difcult times.

1260 Goleman, D., R. Boyatzis and A. McGee.


2001. Primal Leadership: The Hidden Driver of Great Performance. HBR 79 (December, no. 11): 4252.
Goleman and his coauthors describe how an executives mood and behavior affects an organizations performance.

1254 Dutton, J. E., P. J. Frost, M. C. Worline and


J. M. Lilius. 2002. Leading in Times of Trauma. HBR 80 ( January, no. 1): 5561.
In times of trauma, Dutton and her coauthors nd that leaders can help other individuals and their organizations recover by demonstrating their own compassion. Doing so helps employees nd their own way and support one another.

1255 Heifetz, R. A. and D. L. Laurie. 2001. The Work of Leadership. HBR 79 (December, no. 11): 131140.
[Reprinted from the January-February 1997 issue of HBR] Social, technological and market changes are forcing businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people in an organization to engage in adaptive work. This runs counter to a prevailing notion that leadership consists of having vision and aligning people.

1261 Kellerman, B. 2001. Required Reading. HBR 79 (December, no. 11): 1522.
Kellerman describes several seminal [and eclectic] books on leadership which range from Machiavellis The Prince to The Feminine Mystique by Betty Friedan.

1262 Cladini, R. B. 2001. Harnessing the Power of Persuasion. HBR 79 (October, no. 9): 7279.
Persuasion skills exert a much greater inuence over peoples behavior than is the case with formal power structures. As such, persuasion is one of a leaders most important tools. Cialdini discusses the principles of persuasion (i.e., liking, reciprocity, social proof, consistency, authority and scarcity) and how they can be applied in business.

1256 Peters, T. J. 2001. Leadership: Sad Facts and


Silver Linings. HBR 79 (December, no. 11): 121 128.
[Reprinted from the November-December 1979 issue of HBR] Peters emphasizes that top management cannot solve problems in a manner that people perceive they can. More-often-than-not, issues and problems typically come to them late. Top management also tends to be shielded from bad news. What top management can do is shape ones business values and educate by example in hopes of alleviating these obstacles.

1263 Useem, M. 2001. The Leadership Lessons of Mount Everest. HBR 79 (October, no. 9): 5158.
[HBR at Large Feature] An eleven day backpacking trip through the Himalayas made Useem realize how extreme challenges are an effective way to teach leadership skills.

1264 Bararacco, J. L., Jr. 2001. We Dont Need Another Hero. HBR 79 (September, no. 8): 120 126.
The most effective moral leadership comes from those who work behind the scenes for quiet victories. These quiet leaders operate incrementally and with patience in preventing the moral wrongs in the workplace from taking place.

1257 Pagonis, W. G. 2001. Leadership in a Combat Zone. HBR 79 (December, no. 11): 107116.
[Reprinted from the November-December 1992 issue of HBR] As a lieutenant general during the Persian Gulf War, Pagonis nds that leadership must be understood as a difcult task. Leadership encompasses being aware of ones strengths, knowing how to communicate goals and then shaping an organizations vision by educating employees and obtaining their feedback.

1265 Charan, R. 2001. Conquering a Culture of Indecision. HBR 79 (April, no. 4): 7482.
A culture of indecision can be transformed by a leader capable of fostering intellectual honesty and trust among employees. The most critical component in such a transformation is that an organizations social operating mechanisms (i.e., executive committee meetings, budget and strategy reviews) are centered on honest dialogue.

1258 Peace, W. H. 2001. The Hard Work of Being a Soft Manager. HBR 79 (December, no. 11): 99104.
[Reprinted from the November-December 1991 issue of HBR] Peaces notion of soft management does not connotate weak management. Instead, it requires candor, sensitivity, and a willingness to suffer the consequences of unpopular decisions. Moreover, effective managers listen to objections and complaints and can understand how subordinates think and feel.

1266 Abrashoff, D. M. 2001. Retention Through


Redemption. HBR 79 (February, no. 2): 136141.
[Different Voice Feature] The United States Navy and corporate America both have difculty retaining good employees. Abrashoff, a naval commander, writes how he departed from standard operating procedure to

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engage his sailors in their work and how this helped produce a high proportion of re-enlistments.

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1274 Zaleznik, A. 1997. Real Work of Leaders. HBR 75 (November-December, no. 6): 5363.
[Reprint of a 1989 article] Too much emphasis is placed on management to create workplace harmony. Zaleznik, however, nds that workers prefer a task leader who grasps the substance of their work and has on aggressiveness that sparks their imagination and creativity.

1267 Collins, J. 2001. Level 5 Leadership: The


Triumph of Humility and Fierce Resolve. HBR 79 ( January, no. 1): 6676.
Level 5 leadership is seen as the highest level in a hierarchy of executive capabilities. Collins identies the characteristics common to Level 5 leadership, such as: humility, ferocious resolve and the tendency to give credit to others while assigning blame to oneself.

1275 Sange, P. M. 1997. Communities of Leaders


and Learners. HBR 75 (September-October, no. 5): 3032.
[Looking Ahead Feature] Sanges essay on leadership contends that leaders are not the isolated heroes that contemporary myth makes them out to be. Leadership, in the future, will be distributed among diverse individuals working in teams.

1268 Goffee, R. and G. Jones. 2000. Why Should


Anyone Be Led by You? HBR 78 (September-October, no. 5): 6270.
A study found that great leaders share four unexpected qualities. Those qualities must then be mixed and matched to meet the demands of particular circumstances.

1269 Goleman, D. 2000. Leadership That Gets Results. HBR 78 (March-April, no. 2): 7890.
Drawing on interviews of more than 3,000 executives, Goleman explores six leadership behaviors that can yield positive results depending on ones circumstances

1276 Heifetz, R. A. and D. L. Laurie. 1997. The Work of Leadership. HBR 75 ( January-February, no. 1): 124134.
Social, technological and market changes are forcing businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people to engage in adaptive work. This runs counter to a prevailing notion that leadership consists of having vision and aligning people.

1270 Maccoby, M. 2000. Narcissistic Leaders: The Incredible Pros, the Inevitable Cons. HBR 78 ( January-February, no. 1): 6878.
Todays business leaders maintain a markedly higher prole than was the case with their predecessors from the 1950s through the 1980s. Maccoby nds that this love for the limelight often stems from a narcissistic personality. Narcissists are good for companies in need of people with vision and the courage to take them in new directions. Narcissistic chief executives can also lead companies into trouble by refusing to listen to the advice and warnings of subordinates.

1277 Farkas, C. M. and S. Wetlaufer. 1996. The Ways Chief Executive Ofcers Lead. HBR 74 (May-June, no. 3): 110124.
A study of more than 150 chief executive ofcers (CEOs) from around the world found that successful CEOs possess ve styles of leadership based on the needs of the company rather than adhering to a personal management style.

1271 Mintzberg, H. 1998. Covert Leadership: Notes on Managing Professionals. HBR 76 (November-December, no. 6): 140147.
The orchestra conductor is a common metaphor for todays managers. Bramwell Tovey of the Winnipeg Symphony Orchestra disputes the notion of conductors having complete control. Tovey, instead, practices covert leadership, which refers to a leadership style that uses a sense of nuances, boundaries, and limitations.

1278 Bennis, W. G. 1996. The Leaders as Storyteller. HBR 74 ( January-February, no. 1): 154160.
[Books in Review Feature] Bennis sees Howard Gardners Leading Minds: An Anatomy of Leadership becoming a classic in leadership studies.

1279 Bowen, H. K., K. B. Clark and C. A. Holloway. 1994. Make Projects the School for Leaders. HBR 72 (September-October, no. 5): 131140.
[Regaining the Lead in Manufacturing Series] Leadership and vision are keys for developing superior products. Effective leaders are those who see a future that does not yet exist. They also possess a capability to connect that vision to specic actions. Bowen and his coauthors use Hewlett-Packards efforts to develop a DeskJet printer to illustrate these leadership and vision qualities.

1272 Goleman, D. 1998. What Makes a Leader?


HBR 76 (November-December, no. 6): 92105.
Effective leaders possess high levels of emotional intelligence. Exhibiting emotional intelligence in the workplace means understanding ones emotional makeup and that of others. This helps enable a leader to keep people in sync with their goals.

1273 Hill, L. and S. Wetlaufer. 1998. Leadership


When There Is No One to Ask: An Interview with ENIs Franco Bernabe. HBR 76 ( July-August, no. 4): 8096.
CEO Franco Bernabe discusses how he transformed the Italian energy industrial group from being a debtridden, government-owned entity into a protable publicly traded corporation.

1280 Pagonis, W. G. 1992. The Work of the Leader. HBR 70 (November-December, no. 6): 118126.
As a lieutenant general during the Persian Gulf War, Pagonis nds that leadership must be understood as a difcult task. Leadership encompasses being aware of ones strengths, knowing how to communicate goals and then shaping an organizations vision by educating employees and obtaining their feedback.

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standards, history, limitations and the prospect of failure factor into his views.

1281 Kim, W. K. and R. A. Mauborgne. 1992.


Parables of Leadership. HBR 70 ( July-August, no. 4): 123128.
It seems easy to recognize leadership in action. It is difcult, however, to describe the phenomena since leadership cannot be reduced to personal attributes, predetermined roles or activities. Kim and Mauborgne provide ve parables to help illustrate the essential qualities of leadership.

1288 _____. 1987. Gerald R. Ford: The Statesman as CEO. HBR 65 (September-October, no. 5): 7681.
[An Interview with Gerald R. Ford] Former President Ford nds that strong leaders place the interests of their organization ahead of self-interest or personal aggrandizement. Moreover, a leaders integrity must be above reproach.

1282 Zaleznik, A. 1992. Managers and Leaders: Are They Different? HBR 70 (March-April, no. 2): 126135.
Zaleznik emphasizes that managers and leaders have different personalities, attitudes toward goals, perceptions of work and relationships with co-workers. Managers tend to avoid making policy changes on anything that has been effective in the past. Leaders, by contrast, prefer to make improvements, even with policies that have been successful.

1289 _____. 1986. James Callaghan: The Statesman as CEO. HBR 64 (November-December, no. 6): 106112.
[An Interview With James Callaghan] Callaghan, Great Britains prime minister from 1976 to 1979, emphasizes how essential it is for leaders to possess courage and conviction in making decisions and taking action even when its done impetuously.

1283 Hinterhuber, H. H. and W. Popp. 1992. Are You a Strategist or Just a Manager? HBR 70 ( January-February, no. 1): 105114.
Helmuth von Moltke, chief of the Prussian general staff from 1858 to 1888 was perhaps the greatest strategist ever. von Moltke found that strategy is applied common sense that can not be taught. Good entrepreneurs and managers, like good generals, are born with the talents that make them successful. These innate talents still need to be developed and honed.

1290 _____. 1986. The Statesman as CEO. HBR


64 ( July-August, no. 4): 6673.
[An Interview With Helmut Schmidt] Former German Chancellor, Helmut Schmidt, discusses his notions of political leadership and why the United States is handicapped in world leadership by presidents with insufcient executive or political experience.

1291 Peters, T. J. 1979. Leadership: Sad Facts and


Silver Linings. HBR 57 (November-December, no. 6): 164172.
Peters emphasizes that top management cannot solve problems in the manner that people perceive they can. Issues and problems typically come late to top management who sometimes are shielded from bad news. What top management must do is shape business values and educate by example.

1284 Rosener, J. B. 1990. Ways Women Lead.


HBR 68 (November-December, no. 6): 119133.
A new generation of women is making its way into top management. Rosener describes how this cohort draws on the skills and attitudes they developed from their shared experiences as women. In particular, women must make real efforts to encourage collaboration and share information as well as power. Coveting or hoarding formal authority the way males do becomes counterproductive.

1292 Brooks, J. 1979. Leadership. HBR 57


(March-April, no. 2): 6263.
[For the Managers Bookshelf Feature]Brooks reviews James MacGregor Burnss certain-to-be a classic, Leadership.

1285 Kotter, J. P. 1990. What Leaders Really Do.


HBR 68 (May-June, no. 3): 103111.
Kotter contends that most American corporations are over-managed and poorly led. Management entails coping with complexity. Leadership, in turn, means dealing with major changes in a way that aligns people through communicating these directions.

1293 Zaleznik, A. 1977. Managers and Leaders: Are They Different? HBR 55 (May-June, no. 3): 6778.
Zaleznik explains two conicting roles that always seem to exist within organizations: Managers have the responsibility for maintaining a sense of equilibrium within the organization. Leaders, on the other hand, are necessary to create or imagine new approaches for an organization to exploit.

1286 Kelley, R. E. 1988. In Praise of Followers. HBR 66 (November-December, no. 6): 142148.
Corporate success does not always spring from outstanding leadership. Kelley points out that without good followers, leaders are irrelevant. Moreover, while we train leaders, followers are expected to develop on their own.

1294 Tannenbaum, R. and W. H. Schmidt. 1973.


How to Chose a Leadership Pattern. HBR 51 (May-June, no. 3): 162180.
[HBR Classic Feature] Tannenbaum and Schmidt address how modern managers can lead by being democratic in their dealings with subordinates while maintaining the necessary level of authority throughout their organizations.

1287 Webber, A. M. 1988. Jimmy Carter: The


Statesman as CEO. HBR 66 (March-April, no. 2): 6269.
[Interview with Jimmy Carter] Former President Carter discusses leadership and how moral and ethical

85
1295 Argyris, C. 1973. The CEOs Behavior: Key
to Organizational Development. HBR 51 (MarchApril, no. 2): 5564.
Arygris examines CEOs who encourage subordinates to be frank, trusting and willing to take risks but whose behavior then stymies this frankness, trust and risk taking.

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1303 Argyris, C. 1954. Leadership Pattern in the Plant. HBR 32 ( January-February, no. 1): 6375.
Argyris engages in an ethnographic study of a leader in a deteriorating organization and the relationship this leader has with 20 or so middle-management supervisors.

1296 Henshel, H. B. 1971. The President Stands Alone. HBR 49 (September-October, no. 5): 3745.
Company presidents must have signicant strengths and talents that provide foresight and a sense of the avant garde to frame strategies that may seem impetuous, radical and even dangerous to subordinates.

1304 Lee, I. J. 1954. Procedure for Coercing Agreement. HBR 32 ( January-February, no. 1): 39 45.
Lee discusses ways for leaders in management groups to get operating decisions on controversial decisions made without slighting the minority.

1305 Imberman, A. A. 1950. Labor Leaders and


Society. HBR 28 ( January, no. 1): 5260.
Imberman describes his study on the value systems, inuences, and leadership qualities of union bosses.

1297 Zaleznik, A. 1967. Management of Disappointment. HBR 45 (November-December, no. 6): 5970.
No one is ever immune to disappointment. Leaders seeking power and responsibility are particularly vulnerable to episodes that do not conform to their wishes or desires. Zaleznik explains how the key for closing the gap between what a leader wants to do and how they accomplish it is constructive introspection.

1306 Gras, N. S. B. 1949. Leadership, Past and


Present. HBR 27 ( July, no. 4): 419437.
Gras describes the leadership vacuum corporate executives have created for themselves by their myopia and in being disengaged from most aspects of American society.

1307 Tomajan, J. S. 1945. But Who Is to Lead


the Leader? HBR 23 (Spring, no. 3): 277282.
Tomajan describes true leaders as seless, always willing to hear another persons story, calm, and judicial. They also see their business as an organization of people united with one another to satisfy human needs.

1298 _____. 1963. The Human Dilemmas of


Leadership. HBR 41 ( July-August, no. 4): 4955.
Only by getting their own emotions in order can leaders make sound and consistent decisions. Zaleznik offers suggestions for people to resolve and control their inner conicts.

1308 Whitehead, T. N. 1936. Leadership Within


Organizations. HBR 14 (Winter, no. 2): 161171.
Two interdependent leadership qualities that successful executives possess are the ability to integrate and assist their followers in achieving a common purpose.

1299 Prentice, W. C. H. 1961. Understanding


Leadership. HBR 39 (September-October, no. 5): 143151.
Prentice denes leadership as the accomplishment of a goal through the direction of human assistants. This provides people with the maximum opportunity to grow without creating anarchy. Great leaders are ones who can sustain this on a daily basis and under a wide variety of circumstances.

Lines of Business Reporting


1309 Leavitt, H. J. 2003. Why Hierarchies Thrive? HBR 81 (March, no. 3): 96102.
Leavitt explains why hierarchies persist despite how business prognosticators predict their imminent demise. Leavitt also addresses what can be done to prevent hierarchies from becoming toxic for any kind of organization.

1300 Bennis, W. G. 1961. Revisionist Theory of Leadership. HBR 39 ( January-February, no. 1): 26 36, 146150.
[Keeping Informed Feature] Benniss article attempts to create a sense of order from the chaos that the many books and articles associated with leadership are creating.

1301 Tannenbaum, R. and W. H. Schmidt. 1958.


How to Chose a Leadership Pattern. HBR 36 (March-April, no. 2): 95101.
Tannenbaum and Schmidt address how the modern leader can be democratic in their dealings with subordinates while maintaining the necessary authority throughout their organization.

1310 Lester, R. K., M. J. Piore and K. M. Malek. 1998. Interpretive Management: What General Managers Can Learn from Design. HBR 76 (March-April, no. 2): 86100.
Companies are abandoning their old hierarchical models, with its functional divisions and clear lines of authority, to cope with highly unpredictable markets and rapid change. Most managers, however, remain locked into the mechanical mind-set of the industrial age.

1302 Smith, G. A., Jr. 1956. Questions the Business Leader Should Ask Himself. HBR 34 (MarchApril, no. 2): 4956.
Smith explains how periodic soul searching can mean the difference between success and failure for an executive and their organization.

1311 Bartlett, C. A. and S. Ghoshal. 1990. Matrix Management: Not a Structure, a Frame of Mind. HBR 68 ( July-August, no. 4): 138147.
Matrix organizational structures consist of parallel reporting relationships, multiple information channels and overlapping responsibilities. Bartlett and Ghoshal ex-

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American management can learn a great deal from physicians engaged in evidence-based medicine (i.e., the idea that decisions in medical care should be based on the latest and best knowledge and research). It means being relentless in seeking new knowledge and insight from both inside and outside ones organization. Moreover, ones assumptions, knowledge and skills need to be consistently updated. At present, too many professionals feed off obsolete knowledge garnered from their university education or through information from vendors with products and services to sell.

plain how this structure became antiquated in todays large, often global-oriented, organization.

1312 Banks, P. M. and D. W. Ewing. 1980. Its


Not Lonely Upstairs. HBR 58 (November-December, no. 6): 111132.
[An Interview with Renn Zaphiropoulos] Zaphiropoulos explains the Versatec Companys [manufacturer of graphic plotters] management philosophy which consists of concentric circles in lieu of the conventional pyramid.

1313 Davis, S. M. and P. R. Lawrence. 1978. Problems of Matrix Organizations. HBR 56 (MayJune, no. 3): 131142.
Davis and Lawrence probe the problems and strengths of matrix organizations from studying rms who implemented the structure.

1321 Stalk, G., Jr. and R. Lachenauer. 2004. Hard Ball: Five Killer Strategies for Trouncing the Competition. HBR 82 (April, no. 4): 6271.
The winners in business play hardball and never apologize for it. Softball players, by contrast, never play to win. They play to play. That approach may reect the recent focus of management science, which Stalk and Lachenauer argue, has gone soft.

1314 Morse, G. E. 1965. Pendulum of Management Control. HBR 43 (May-June, no. 3): 158164.
Morse assesses the impact that decentralization has on people and their performance.

1315 Fisch, G. G. 1963. Stretching the Span of


Management. HBR 41 (September-October, no. 5): 7485.
Fisch emphasizes that span-of-management [SOM] decisions need to be based on the concrete realities affecting operations.

1322 Prusak, L. and T. H. Davenport. 2003. Who Are the Gurus Gurus? HBR 81 (December, no. 12): 1416.
[Forethought Feature]Prusak and Davenport seek to identify the most inuential living management thinkers and business intellectuals by surveying todays business gurus.

1316 Schleh, E. C. 1957. Make Your Staff Pay Its


Way. HBR 35 (March-April, no. 2): 115122.
Staff-line relationships are always complicated. Schleh examines the notions of jurisdiction in the context of staff-line relationships.

1323 Hout, T. M. 1999. Are Managers Obsolete? HBR 77 (March-April, no. 2): 161168.
[Books in Review] Hout reviews Sherman and Schultzs Open Boundaries: Creating Business Opportunity Through Complexity on how business progress in a nonlinear manner and that success and failure in business is contingent on the complexities beyond a managements control.

1317 Urwick, L. F. 1956. The Managers Span of


Control. HBR 34 (May-June, no. 3): 3947.
Since the end of World War II, businesses have grown in size, complexity, and geographical coverage. As such, the workloads of executives have dramatically increased.

1324 Shapiro, E. 1997. Managing in the Age of


Gurus. HBR 75 (March-April, no. 2): 142148.
[Books in Review Feature]Shapiro reviews Micklethwait and Wollridges The Witchdoctors: Making Sense of the Management Gurus on the problems of management theory.

1318 Mylander, W. H. 1955. Management by Executive Committee. HBR 33 (May-June, no. 3): 5158.
Mylander describes how the E. I. du Pont Company pioneered and still utilizes the executive committee structure of management.

1325 Freedman, D. H. 1992. Is Management Still a Science? HBR 70 (November-December, no. 6): 2638.
[In Question Feature] Management is a science, albeit not the traditional type of science that involves the analysis, control and prediction of organizational behavior. The business world, in contrast, is characterized by uncertainty, chaos, and complexity which are not conducive to the traditional components of scientic research.

Management Science or Theoretical Framework


1319 Coutu, D. 2006. Ideas as Art. HBR 84 (October, no. 10): 8289.
[The HBR Interview Feature] Stanford Universitys James March, perhaps best known for his pioneering contributions to organization and management theory, discusses aesthetics, leadership and the usefulness of academic scholarship with respect to business.

1326 Henderson, B. D. 1989. The Origin of Strategy. HBR 67 (November-December, no. 6): 139145.
Henderson nds that the business world operates in the same manner as the animal kingdom (i.e., no two species can coexist if they make their living in the same manner). Two enterprises who deal in the same goods or services will encounter the fate that one will gain ascendency over the other.

1320 Pfeffer, J. and R. I. Sutton. 2006. EvidenceBased Management. HBR 84 ( January, no. 1): 62 74.

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1327 Drucker, P. F. 1988. Management and the
Worlds Work. HBR 66 (September-October, no. 5): 6576.
Managements essential task is to enable people to work together so that their strengths are maximized. Drucker nds that managers who understand and act on this principle are visionary and possess the capacity to generate greater earnings.

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Process in 3-D. HBR 47 (November-December, no. 6): 8087.


Mackenzie diagrams the activities, functions, and basic elements of an executives job so that executives can begin to conceptualize the many facets of their work.

1328 Chateld, M. V. 1978. Trends in European Management. HBR 56 ( January-February, no. 1): 152158.
Chateld reviews several books (e.g., People at Work by Gyllenhammer and Garsons Workers Self Management in Industry: The Western European Experience) on how Europe redened its notion of management.

1336 Drucker, P. F. 1969. Managements New Role. HBR 47 (November-December, no. 6): 49 54.
Drucker identies ve new and different assumptions to correspond to todays realities and in dealing with the scope, task, position and the nature of management.

1337 Myers, M. S. 1966. Conditions for Manager


Motivation. HBR 44 ( January-February, no. 1): 5871.
Myers reports on an extensive study of 1,400 upper, middle, and lower managers done at Texas Instruments on factors that motivate management.

1329 Boettinger, H. M. 1975. Is Management Really an Art? HBR 53 ( January-February, no. 1): 54 64.
In the ne arts, an apprentice and mentor relationship typically materializes. The latter typically points out and describes the great works of the masters in that eld. Boettinger is bewildered why this relationship never materialized throughout American management.

1338 Cochran, T. C. 1962. The World of Business. HBR 40 (September-October, no. 5): 155 159.
Cochran reviews a four volume set titled, The World of Business: A Selected Library of the Literature of Business from the Accounting Code of Hammurabi to the 20th Century Administrators Prayer.

1330 Grayson, C. J., Jr. 1973. Management Science and Business Practice. HBR 51 ( July-August, no. 4): 4148.
Grayson contends that management science is so remote from everyday managerial practice that much of its applicability has been abdicated. Grayson also discusses how this chasm can be bridged.

1339 Koontz, H. 1962. Making Sense of Management Theory. HBR 40 ( July-August, no. 4): 2446.
[Keeping Informed Feature] Koontz describes the six schools of management theory whose differences are confusing to executives interested in the theoretical framework of their profession.

1331 Bennis, W. G. 1972. Chairman Mac in Perspective. HBR 50 (September-October, no. 5): 140148.
[Special Report Feature] Bennis describes how Douglas McGregor became an epochal gure in the eld of management and organizational behavior.

1340 Johnson, H. L. 1962. Books About Management Philosophy. HBR 40 (May-June, no. 3): 160174.
[Thinking Ahead Feature] Johnsons literature review focuses on seven books which are relevant to fashioning a practical business philosophy.

1332 Mockler, R. J. 1971. Situational Theory of Management. HBR 49 (May-June, no. 3): 146 155.
As situational thinking exerts more of an inuence on managerial thought and practice, Mockler comments on the books that reect this trend.

1341 Drucker, P. F. 1959. Potentials of Management Science. HBR 37 ( January-February, no. 1): 2530, 146150.
[Thinking Ahead Feature] Management science is being hailed as the answer to making business conform to the dynamic advances that are revolutionizing the worlds economy. Drucker believes that the eld must develop a theoretical framework and research methodology for any of this to materialize.

1333 Lee, J. A. 1971. Behavioral Theory vs. Reality. HBR 49 (March-April, no. 2): 2028+.
[Keeping Informed Feature] Lee examines why executives, managers and administrators who have been exposed to modern human resource management theories seem to ignore those teachings.

1342 Summer, C. E., Jr. 1959. The Managerial


Mind. HBR 36 ( January-February, no. 1): 6978.
Summer outlines the many unique qualities that differentiate an executives mindset from the mindsets of leaders in the creative, scientic, or professional communities.

1334 Vandell, R. F. 1970. Management Evolution in the Quantitative World. HBR 48 ( JanuaryFebruary, no. 1): 8392.
With quantitative analysis and electronic data processing, management is undergoing radical changes that should create sharp discontinuities unless management can grasp the magnitude of these tools.

1343 Ohmann, O. A. 1957. Search for a Managerial Philosophy. HBR 35 (September-October, no. 5): 4151.
Managers are not inclined to philosophize or theorize on what they do. As the word, executive implies, they

1335 Mackenzie, R. A. 1969. The Management

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1352 Feiss, R. A. 1924. Life of Frederick W. Taylor A Review. HBR 3 (October, no. 1): 8588.
Feiss describes the chaotic state that American industry was in when Frederick Taylor rst analyzed it and how Taylor was xated on the multi-dimensional aspects of industrial problem solving.

are doers. For managers to practice their craft skillfully, they must have a good idea on what they are trying to achieve.

1344 Anderson, E. H. 1949. The Meaning of Scientic Management. HBR 27 (November, no. 6): 678692.
Anderson describes how scientic management is a philosophy that utilizes the standards and methods of scientic research for generating solutions to an array of managerial problems.

1353 Mixter, C. W. 1923. The General Question


of Extent and Method of Control Under Scientic Management. HBR 2 (October, no. 1): 1322.
Mixter discusses two methods or philosophies behind scientic management.

1345 Smith, D. T. 1945. Education for Administration. HBR 23 (Spring, no. 3): 360371.
Smith believes that careers in business, public administration, the nonprots, education, defense require an administrative frame of reference as well as a grasp of the philosophical and theoretical underpinnings of administration.

1354 Shaw, A. W. 1923. Simplication: A Philosophy of Business Management. HBR 1 ( July, no. 4): 417427.
Simplication in Shaws framework is a business philosophy that discourages all unnecessary motions.

1346 Donham, W. B. 1936. The Theory and


Practice of Administration. HBR 14 (Summer, no. 4): 405413.
Donhams denes administration as the determination and execution of policies involving action, conceived by human beings, and implemented through human organizations.

1355 Donham, W. M. 1922. Essential Groundwork for a Broad Executive Theory. HBR 1 (October, no. 1): 110.
A theory of business is needed to enable executives to learn from the past and guide them through their present circumstances.

1347 Henderson, L. J. 1934. Science, Logic and the Human Intercourse. HBR 12 (April, no. 3): 317327.
Because science makes use of conceptual schemes, theories, and a wide array of thinking, Henderson believes that business should be more conscientious in developing a theoretical framework similar to sciences.

Management Styles or Management Responsibilities


1356 Li, S. and K. S. Yeh. 2007. Maos Pervasive Inuence on Chinese CEOs. HBR 85 (December, no. 12): 1617.
[Forethought Feature] Mao Zedong, the Chinese Premier from 1949 through 1976, has been dead for 31 years. Many top Chinese executives still function the way Mao operated in his heyday when China was in a state of chaotic ux and groups of people being ruthlessly pitted against one another.

1348 Bingham, M. V. 1931. Managements Concern with Research in Industrial Psychology. HBR 10 (October, no. 1): 4053.
Bingham believes industrial psychology possesses two purposes. One is to enhance employee earnings. The other involves reducing tension in the work place which stymies the organizations efciency.

1357 Gabarro, J. J. 2007. When a New Manager Takes Charge. HBR 85 ( January, no. 1): 104117.
[Best of HBR (May-June 1985) Feature]: Some managers are adept anytime they start a new job. They master their new responsibilities and get along with both senior management and their subordinates. Other new managers are inept at this. Gabarro discusses his eld research from 14 managerial successions.

1349 Donald, W. J. 1927. Management Reserch


Methods and Qualications. HBR 5 ( January, no. 2): 149156.
Managerial research owes much to scientic research for providing its methodological framework.

1350 Certain Limitations in the Application of Scientic Management. 1925. HBR 4 (October, no. 1): 106111.
[HBR Case Study Feature] The Walker Piano Company, a producer of the highest quality grand and upright pianos, is on the verge of implementing scientic management principles.

1358 Ghemawat, P. 2005. Regional Strategies for Global Leadership. HBR 83 (December, no. 12): 98108.
Successful global companies seem engaged in regionally focused strategies that require exibility and creativity. Ghemawat describes how rms need to decide what constitutes their region and incorporate ve strategies into their existing business framework.

1351 Sheldon, O. 1925. The Development of Scientic Management in England. HBR 3 ( January, no. 2): 129140.
Great Britains industrial problems provide Sheldon with hope that scientic management will be investigated and ultimately adopted.

1359 Buckingham, M. 2005. What Great Managers Do. HBR 83 (March, no. 3): 7079.
Great managers possess a knack for discovering, developing and valuing an employees unique characteristics in a way that meets the larger organizational goals. Cap-

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italizing on a persons uniqueness invariably spawns a stronger sense of team unity and leads to more creative thinking.

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the public perception of the role of the CEO. In an interview, Welch describes his personal theory of business, his style and how his upbringing inuenced him.

1360 Fryer, B. 2004. The Micromanager. HBR 82 (September, no. 9): 3140.
[HBR Case Study Feature] Fryers case study involves a CEOs management style which is so hands-on that everyone, particularly the upper-echelon managers, are feeling suffocated. The head of marketing, in particular, nds the style oppressive that stymies the creativity of her department.

1368 Bruch, H. and S. Goshal. 2002. Beware the Busy Manager. HBR 80 (February, no. 2): 6269.
Time is the one resource that managers lack the most. Managers think they are attending to important matters as they rush from meeting-to-meeting, constantly checking their e-mail, and hence, ghting res. Bruch and Ghosal nd that effective action is dependent on a combination of focus (i.e., the ability to pinpoint a goal and see it through to completion) and energy (i.e., the strength that derives from intense personal commitment).

1361 Gosling, J. and H. Mintzberg. 2003. The Five Minds of a Manager. HBR 81 (November, no. 11): 5463.
The world of a manager is complicated and confusing. For it to be more coherent, a manager must synthesize the insights from different mind-sets into a comprehensive whole.

1369 Kim, W. K. and R. A. Mauborgne. 1997. Fair Process: Managing in the Knowledge Economy. HBR 75 ( July-August, no. 4): 6576.
Firms can tap the ingenuity of their employees if company management instills the principles of fair process and creates an environment of trust.

1362 Christensen, C. M. and M. E. Raynor. 2003. Why Hard-Nosed Executives Should Care About Management Theory. HBR 81 (September, no. 9): 6674.
With a deeper understanding on how managerial theory can be useful, management can pursue new directions on the basis of something other than an individuals credentials or past success.

1370 Teal, T. 1996. The Human Side of Management. HBR 74 (November-December, no. 6): 35 44.
[Thinking Ahead Feature] Great managers possess ingenuity, imagination, honesty and integrity. Teal contends that the scarcity of good managers and the proliferation of mediocre ones stems from management training and education programs that focus on technical issues and neglect the importance of character.

1363 Bartlett, C. A. and S. Ghoshal. 2003. What Is a Global Manager? HBR 81 (August, no. 8): 101 108.
[Best of HBR Feature] Instead of having just one country manager, Bartlett and Ghosal believe it crucial for transnational companies to create networks of regional specialists [i.e., strategist, architect or coordinator] to adapt to a world more fragmented by ideology, religion, and mistrust than at any time in history.

1371 Mintzberg, H. 1996. Ten Ideas Designed to Rile Everyone Who Cares About Management. HBR 74 ( July-August, no. 4): 6166.
[Thinking Ahead Feature] Mintzberg offers his ideas about management fads, management education, and societys worship of CEOs and management gurus.

1364 Carr, N. 2002. Unreal Options. HBR 80


(December, no. 12): 2222.
[Forethought Feature] Executives who manage their business projects like a portfolio are warned never to overlook an array of human factors.

1372 Nohria, N. and J. D. Berkley. 1994. Whatever Happened to the Take-Charge Manager? HBR 72 ( January-February, no. 1): 128139.
The 1980s take-charge manager believed that by adopting total quality programs and self-managed teams, their companies would be competitive. Those management fads rarely produced their promised results. To stem this trend, American managers should ignore voguish management fads and accept managerial responsibility.

1365 Miller, D. and J. Hartwick. 2002. Spotting Management Fads. HBR 80 (October, no. 10): 26 27.
[Forethought Feature] Too often business fads fail to deliver on their promises. Miller and Hartwick describe how management can differentiate fads from the tools which are likely to endure.

1373 Bartlett, C. A. and S. Ghoshal. 1992. What Is a Global Manager? HBR 70 (September-October, no. 5): 124132.
Transnational corporations operate in a volatile world that feeds off global-scale efciency, local responsiveness and the capability to leverage learning worldwide. No single manager can build these capabilities. As such, global management is a network of business managers, country managers and functional managers.

1366 Bennis, W. G. 2002. Will the Legacy Live


On? HBR 80 (February, no. 2): 9599.
To understand how business has changed over the last 50 years, Bennis urges people to read Alfred Sloans 1963 classic, My Years with General Motors in conjunction with Jack Welchs 2001 bestseller, Straight from the Gut.

1367 Collingwood, H. and D. L. Coutu. 2002.


Jack on Jack. HBR 80 (February, no. 2): 8894.
[HBR Interview with Jack Welch of General Electric] Jack Welch did more than anyone else to change

1374 Greco, R. B. 1992. From the Classroom to the Corner Ofce. HBR 70 (September-October, no. 5): 5463.
[First Person Feature]Greco, who began her career as a nun, then became a bank secretary and then, the

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Japanese Company Taught Me. HBR 68 (November-December, no. 6): 167172.
Rehfeld learned ten management techniques that can strengthen and improve any American company from working for Toshiba.

banks CEO, describes how teaching and management are so interconnected.

1375 Wever, K. S. and C. S. Allen. 1992. Is Germany a Model for Managers? HBR 70 (SeptemberOctober, no. 5): 3643.
[In Question Feature] Despite higher labor costs and fewer resources, German companies are producing globally competitive products. This makes Germany a puzzle to most American managers.

1383 Vlachoutsicos, C. and P. Lawrence. 1990.


What We Dont Know About Soviet Management. HBR 68 (November-December, no. 6): 50 64.
[Four Corners Feature]Western managers operating in the Soviet Union must understand the Soviet management structure and how it combines power from both the top down and bottom up. This leads to a decisionmaking processes that is both centralized and decentralized.

1376 Dyer, D. 1991. A Voice of Experience: An Interview with TRWs Frederick C. Crawford. HBR 69 (November-December, no. 6): 114126.
Crawford nds that TRWs success stems from gaining employee condence and by using common sense and decency in their dealings with their workforce.

1377 Peace, W. H. 1991. The Hard Work of Being


a Soft Manager. HBR 69 (November-December, no. 6): 4047.
[First Person Feature] Peaces notion of soft management does not connotes weak management. Instead, it requires candor, sensitivity, and a willingness to suffer the consequences of unpopular decisions. Moreover, effective managers listen to objections and complaints to understand how subordinates think and feel.

1384 Mintzberg, H. 1990. The Managers Job: Folklore and Fact. HBR 68 (March-April, no. 2): 163176.
Mintzberg explains how managerial work involves interpersonal roles, informational roles as well as decisional roles. These roles, in turn, require enormous skills in developing peer relationships, negotiating, motivating subordinates, resolving conicts, and in establishing information networks.

1378 Hampden-Turner, C. 1991. The Cross-Cultural Quagmire. HBR 69 (September-October, no. 5): 93103.
[The Boundaries of Business Feature] HampdenTurner nds that American managers are incapable of learning from other cultures and notorious in assuming that their techniques possess universal appeal.

1385 Avishai, B. and W. Taylor. 1989. Customers Drive a Technology-Driven Company: An Interview with George Fisher. HBR 67 (November-December, no. 6): 106114.
[An Interview with George Fisher of Motorola, Inc.] In Avishai and Taylors interview, Motorolas CEO, George Fisher, explains how his company can understand, anticipate and respond to customer needs. Fisher also believes that the Japanese are not receptive to change which is an important factor for competitive success.

1379 Barsoux, J. L. and P. Lawrence. 1991. The


Making of a French Manager. HBR 69 ( July-August, no. 4): 5867.
Barsoux and Lawrence describe the cleverness of French managers; a moxie that would never have come from a business-directed education.

1386 Semeler, R. 1989. Managing Without Managers. HBR 67 (September-October, no. 5): 7684.
As CEO for a large Brazialian corporation, Semler describes the unorthodox managerial philosophy that his company engages in and how the company can generate that handsome prot margins that it does.

1380 Schaffer, R. H. 1991. Demand Better Results and Get Them. HBR 69 (March-April, no. 2): 142149.
Schaffer nds the key to getting results is setting a specic, modest and measurable goal relevant to an important problem in the organization. Each success is a springboard for more ambitious demands that are carefully supported by plans, controls, and persistence from the top. People typically like working in a results-oriented environment.

1387 Pearson, A. E. 1989. Six Basics for General Managers. HBR 67 ( July-August, no. 4): 94101.
Successful general managers, like great coaches, stress fundamentals. Pearson focuses on six tasks that are the foundation for effective performance for the organization as well as these general managers.

1381 Thorbeck, J. 1991. The Turnaround Value of Values. HBR 69 ( January-February, no. 1): 52 62.
[First Person Feature] Thornbeck discusses how he learned that confrontational innovation is no way to manage from having played a critical role in achieving higher sales, lower costs and bigger prots at three companies.

1388 Livingston, J. S. 1988. Pygmalion in Management. HBR 66 (September-October, no. 5): 121130.
The way managers treat their subordinates inuences what employees expect from themselves. Superior managers create a sense of enthusiasm and high performance expectations. Weak and ineffective managers do just the opposite. Given the high cost of employee turnover, only the most supportive and positive managers should be in charge.

1382 Rehfeld, J. E. 1990. What Working for a

91
1389 Ninomiya, J. S. 1988. Wagon Masters and Lesser Managers. HBR 66 (March-April, no. 2): 8490.
Ninomiya draws on more than 20 years in middle management to describe the seven most common breeds of dysfunctional managers (i.e., from the godfather to the ostrich.) Good managers are similar to the wagon masters of the American westward movement. Each understands that their job is to insure that the group achieves its goal in a way that morale is high along the way.

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1396 Wrapp, H. E. 1984. Good Managers Dont Make Policy Decisions. HBR 62 ( July-August, no. 4): 822.
[HBR Classic Feature] Wrapp nds that effective managers must be astute psychologists, masters at subtly developing opportunities, and leaders who provide the right amount of direction and encouragement to their subordinates. They are not likely to produce detailed objectives or generate organizational master plans. Instead, Wrapp argues, they are opporunists who pursue problems with a vengeance.

1390 Kirp, D. L. and D. S. Rice. 1988. Fast Forward Styles of California Management. HBR 66 ( January-February, no. 1): 7485.
Kirp and Rice describe Californias corporate culture as oating in a realm of its own. What people take as California chic is managements efforts to build loyalty and commitment among highly mobile and individualistic workers.

1397 Hurst, D. K. 1984. Of Boxes, Bubbles, and Effective Management. HBR 62 (May-June, no. 3): 7888.
Hurst compares two managerial strategies: (i) a hard box strategy that focuses on hard numbers and facts; in contrast to, (ii) the bubble style deals with new ideas, innovation and coping with ambiguity.

1391 Varney, R. 1987. The Business of News.


HBR 65 ( July-August, no. 4): 124126.
When analyzing the 1966 demise of the New York Herald, Varney warns executives everywhere: no matter what your product, good business means knowing your market and heeding the bottom line.

1398 Kantrow, A. M. 1980. Review of Managing in Turbulent Times. HBR 58 (November-December, no. 6): 6465.
[For the Managers Bookshelf Feature] Kantrow reviews Peter Druckers new book, Managing in Turbulent Times.

1392 Webber, A. M. 1987. The CEO Is the Company. HBR 65 ( January-February, no. 1): 114122.
[For the Managers Bookshelf Feature] Akio Moritas Made in Japan, An Wangs Lessons as well as Sonny Kleinelds study of Hicks Waldron in Staying at the Top are reviewed by Webber. All three books raise important questions on managerial practices and corporate purpose. Each book also emphasizes that a CEOs value system shapes the culture and manner in which their companies operate.

1399 Josefowitz, N. 1980. Management Men and Women: Closed vs. Open Doors. HBR 57 (September-October, no. 5): 5662.
[Ideas for Action Feature]Josefowitz contends that female managers are far more apt to encourage their staffs to seek them out. Female managers are also more apt to engage in a managing by walking around style than their male counterparts.

1400 Kanter, R. M. 1979. Power Failure in Management Circuits. HBR 57 ( July-August, no. 4): 6575.
Kanter nds that employees typically desire bosses with clout and inuence. With inuential managers, employee morale is usually higher since powerful bosses tend to delegate more, reward talent, and develop teams in which subordinates are placed in signicant positions.

1393 Firnstahl, T. W. 1986. Letting Go. HBR 64


(September-October, no. 5): 1418.
[Growing Concerns Feature] A difcult experience for many chief executives is learning to delegate and coaching others instead of doing everything yourself. It also means forfeiting some cherished roles and witnessing others develop the expertise that was once yours.

1401 Levinson, H. 1978. The Abrasive Personality. HBR 56 (May-June, no. 3): 8694.
Levinson discusses ways in which top management can keep a talented, yet abrasive, personality in challenging capacities without sacricing the feelings of those around them.

1394 Skinner, W. 1985. Make It or Sell ItDont


Keep Track of It. HBR 63 (September-October, no. 5): 3640.
[For the Managers Bookshelf Feature] Lee Iacoccas 1984 autobiography set sales records for books relevant to business. Skinner compares Iacoccas managerial style with ITTs Harold Geneens who is the subject of a 1984 biography. Skinner nds the Geneen biography to be one of the best books ever published on an executive.

1402 Pascale, R. T. 1978. Zen and the Art of Management. HBR 56 (March-April, no. 2): 153162.
Pascale researched Japanese companies in Japan as well as Japanese companies whose operations are in the United States. Pascale nds that Japanese management utilizes ambiguity as a tool for fostering a more participative decision-making culture.

1395 Yang, C. Y. 1984. Demystifying Japanese Management Practices. HBR 62 (November-December, no. 6): 172182.
[Special Report Feature]Yang assesses the problems and weaknesses inherent with traditional Japanese managerial practices.

1403 Skinner, W. and W. E. Sasser. 1977. Managers with Impact: Versatile and Inconsistent. HBR 55 (November-December, no. 6): 140148.
Skinner and Sassers research nds that effective man-

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1411 Katz, R. L. 1974. Skills of an Effective Administrator. HBR 52 (September-October, no. 5): 90102.
[HBR Classic Feature] Ones technical, human, and conceptual abilities constitute three developable and inter-related skills that contribute signicantly to being an effective manager. The relative importance of each skill varies with the level of managerial responsibility.

agers are inconsistent in their focus, behavioral patterns and priorities when attacking problems and in dealing with subordinates or superiors.

1404 Morley, E. and A. Silver. 1977. A Film Directors Approach to Managing Creativity. HBR 55 (March-April, no. 2): 5970.
A movie directors work in managing the creative process is similar to what a manager does in managing creative projects in how each phase is a temporary system, limited in duration, in which people come together and then disband.

1412 Johnson, R. T. and W. G. Ouchi. 1974.


Made in America (Under Japanese Management). HBR 52 (September-October, no. 5): 6169.
Johnson and Ouchi probe how Japanese companies that operate in the United States are more productive and outperform their American counterparts.

1405 Ewing, D. W. and P. Banks. 1977. Participative Management at Work. HBR 55 ( JanuaryFebruary, no. 1): 117127.
[An Interview with John F. Donnelly of Donnelly Mirrors] Donnelly explains how participative management is a more successful operating philosophy than authority-based management. In the former, employees are kept apprised of the issues and problems facing the company and how the benets and burdens stemming from any course of action are equally shared.

1413 McKenney, J. L. and P. G. W. Keen. 1974.


How Managers Minds Work. HBR 52 (MayJune, no. 3): 7990.
Many successful managers solve problems intuitively as opposed to systematically. Many systematic managers nd this intuitive approach sloppy. McKenney and Keen argue that both camps need to learn to complement one another.

1406 Collins, E. G. C. and W. A. Lankenner. 1976.


Failure Is a Word I Dont Accept. HBR 54 (March-April, no. 2): 7988.
[An Interview With John H. Johnson of Johnson Publishing Company] Johnson talks about a CEOs role with regards to employee motivation and organizational success.

1414 The Management Style of John deButts: An


Interview. 1974. HBR 52 ( January-February, no. 1): 3442, 155156.
[Probing Opinions Feature] The demands placed on an executives time are enormous. The larger the company, the greater the responsibility. There are no tricks for managing ones time. By deciding what is important for him to solve, deButts explains how he can answer his telephone calls and correspondence while maintaining rapport with a far-ung group of managers.

1407 Fram, E. H. and H. J. Mossien. 1976. High Scores on the Discourtesy Scale. HBR 54 ( January-February, no. 1): 12, 146.
[Ideas for Action Feature] Fram and Mossien contend the discourtesy exhibited by many managers trickles into company operations and ultimately affects customers.

1415 McMurry, R. N. 1973. Power and the Ambitious Executive. HBR 51 (November-December, no. 6): 140145.
McMurry describes why executives must use political power, which may seem devious and even Machiavellian, to acquire and keep power.

1408 Visible Management at United Airlines.


1975. HBR 53 ( July-August, no. 4): 9097.
[An Interview with E. E. Carlson] Despite no experience in the airlines industry when recently named United Airliness CEO, Carlson argues that United must be decentralized to have the speed and exibility that small companies need in todays competitive marketplace.

1416 Greiner, L. E. 1973. What Managers Think of Participative Leadership. HBR 51 (March-April, no. 2): 111117.
Greiners notion of participative leadership involves extroverted leaders who openly share decision-making and authority with subordinates. Greiner also discovered noteworthy differences between younger and older managers as to the validity of participative leadership.

1409 Mintzberg, H. 1975. The Managers Job: Folklore and Fact. HBR 53 ( July-August, no. 4): 4961.
Mintzberg points out how managers engage in an intertwined and complex combination of roles. Understanding these roles necessitates understanding oneself through introspection and objectivity.

1417 Huse, E. F. and M. Beer. 1971. Eclectic Approach to Organizational Development. HBR 49 (September-October, no. 5): 103112.
Different managers should be expected to employ different methods. Ones method should be expected to change over time based on the circumstances facing them.

1410 Oncken, W., Jr. and D. L. Wass. 1974.


Management Time: Whos Got the Monkey? HBR 52 (November-December, no. 6): 7580.
Oncken and Wasss parable (i.e., the monkey on ones backs) shows that a managers control over timing and content, in large part, determines their success as managers.

1418 Adler, N. A. 1971. The Sounds of Executive Silence. HBR 49 ( July-August, no. 4): 100105.
Adler describes the reticence of most executives toward important and controversial issues not directly related to their businesses.

93
1419 Drucker, P. F. 1971. What We Can Learn from Japanese Management. HBR 49 (MarchApril, no. 2): 110122.
Decision by consensus, lifetime employment, and continuous training are Japanese ideas that Drucker warns American executives to pay more attention to. They will enhance American decision-making, planning and worker productivity.

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1427 Nowoiny, O. H. 1964. American vs. European Management Philosophy. HBR 42 (MarchApril, no. 2): 101108.
Nowoiny discussses the differences between U.S. and European managers and what each can learn from the other.

1420 Davis, S. M. 1969. U.S. Versus Latin America: Business & Culture. HBR 47 (November-December, no. 6): 8898.
Davis wonders why Latin American executives have an easier time applying American management principles than is the case with their American counterparts when doing business in Latin America.

1428 Tilles, S. 1963. The Managers Job: A Systems Approach. HBR 41 ( January-February, no. 1): 7381.
By thinking of a job in a systems framework, a manager can take advantage of new knowledge, coordinate more effectively, and have a clearer grasp of corporate needs.

1429 Harrison, J. C., Jr. 1961. How to Stay on


Top of the Job. HBR 39 (November-December, no. 6): 100108.
Harrison examines how busy executives keep tabs on the tasks which are delegated to their subordinates.

1421 Anshen, M. 1969. The Management of


Ideas. HBR 47 ( July-August, no. 4): 99107.
To prosper in a fast-changing world, top management must think more like philosophers than efciency experts. As such, a new business leader is the one who stretches their mind beyond the management of physical resources to conceptualizing businesss new philosophies.

1430 Ewing, J. S. 1961. Patterns of Delegation. HBR 39 ( July-August, no. 4): 3240+.
[Keeping Informed Feature]Ewing assesses books which discuss how to delegate, the manner in which companies handle delegation and some casebooks on delegation.

1422 Lee, J. A. 1968. Developing Managers in


Developing Countries. HBR 46 (November-December, no. 6): 5565.
Many fundamental differences exist in managerial styles between the United States and the Third World; all of which must be considered when selecting and training managers for international assignments.

1431 Selekman, B. M. 1959. Sin Bravely: The Danger of Perfectionism. HBR 37 ( January-February, no. 1): 105118.
Modesty and humility are virtues which should be exercised more frequently. Far too many executives act and sound as if they are demigods by the false impressions they create.

1423 Wrapp, H. E. 1967. Good Managers Dont


Make Policy Decisions. HBR 45 (September-October, no. 5): 9199.
Wrapp nds that effective managers must be astute psychologists, masters at subtly developing opportunities, and leaders who provide the right amount of direction and encouragement to their subordinates. They are not likely to produce detailed objectives or generate organizational master plans. Instead, Wrapp argues, they are opporunists who pursue problems with a vengeance.

1432 Ericson, R. F. 1958. Should Management Be Idealistic? HBR 36 (September-October, no. 5): 143156.
[Looking Around Feature] Ericsons literature review examines whether management should be more autocratic or if more participative methods should be utilized as advocated by many social scientists and philosophers.

1424 Hansen, J. J. 1965. The Case of the Punctilious President. HBR 43 (November-December, no. 6): 160176.
[Problems in Review Feature] Readers are asked whether a taut ship or slack ship is the more appropriate style of managerial control.

1433 Kline, B. E. and N. H. Martin. 1958. Freedom, Authority, and Decentralization. HBR 36 (May-June, no. 3): 6975.
To develop the necessary balance between organizational discipline and freedom, a conict must be resolved between the way businessmen perceive Americas economic system in conjunction with what their employees experience in their daily work.

1425 Miles, R. E. 1965. Human Relations or Human Resources? HBR 43 ( July-August, no. 4): 148163.
[Keeping Informed Feature] Miles reviews recent evidence on how more managers are adopting aspects of participative management.

1434 Emch, A. F. 1954. Control Means Action


on the Part of Every Key Action. HBR 32 ( JulyAugust, no. 4): 9298.
Emch explains why top management should understand the signicance of the control process.

1426 Sontoff, H. 1964. What Is the Manager?


HBR 42 (November-December, no. 6): 2436, 188.
[Keeping Informed Feature] Sontoff describes recent research ndings relevant to managerial roles and practices.

1435 Wrape, H. E. 1952. Tightening Work Standards. HBR 30 ( July-August, no. 4): 6474.
Wrape worries how the average worker produces at levels far below their potential. Managements task must

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[Forethought Feature] Seemingly sensible strategies often fail to produce their desired results. These strategies are often couched in language that is sweeping and vague. Heath and Heath refer to this syndrome as the curse of knowledge. Uniting people behind ones organizational goals can be done only through language and stories that are concrete.

be to demand higher worker expectations and create a fair days work ethos.

1436 Given, W. B., Jr. 1952. Reaching Out in


Management. HBR 30 (March-April, no. 2): 3345.
Givens, as American Brake Shoe Companys CEO, denes his companys managerial philosophy as reaching out. Though difcult to practice, the philosophy has paid huge dividends, stimulated an inter-departmental ow of ideas, greater job satisfaction, and deeper loyalty to the company.

1444 Argenti, P. A. and T. S. Haley. 2006. Get Your Act Together. HBR 84 (October, no. 10): 2626.
[Forethought Feature] A recent New York Times expos focused on an internal Wal-Mart memo. As a way to cut health care expenditures, all Wal-Mart stores were directed to hire more part-time workers as well as reject less-healthy applicants. Argenti and Haley emphasize that public relations nightmares like Wal-Marts happen when companies lack an integrated approach to their communication processes.

1437 _____. 1946. Freedom Within Management. HBR 24 (Summer, no. 4): 427437.
Given describes bottom-up management, a revolutionary notion. By trying to trigger the thinking of every individual throughout an organization, the head of a business or division tries to encourage initiative through improved products and through savings.

1445 Frisch, B. and L. Chandler. 2006. Off-Sites


That Work. HBR 84 ( June, no. 6): 117126.
[Best Practice Feature] People seem to always believe that everything will be taken care of when offsite workshops are set up to discuss ones strategic issues. Frisch and Chandler assert that truly candid strategy discussions will only emerge from rigorously designed meetings. The two urge paying close attention to the rms internal politics and utilize carefully designed frameworks, decision points, and group exercises. An action plan afterwards ensures clear accountability and follow-through.

Managerial Communication Issues


1438 Guber, P. 2007. The Four Types of the Storyteller. HBR 85 (December, no. 12): 5259.
Leaders often use action-crafted stories to captivate and inspire people. These stories are designed to turn thoughts into goals and then into results. Guber emphasizes that storytellers (i.e., the leader) must convey their stories with the utmost candor.

1439 Gronstedt, A. 2007. Employees Get an Earful. HBR 85 ( June, no. 6): 2626.
[Forethought Feature] With video iPods and audio podcasts fast becoming consumer staples, employees now have the exibility to keep up with company or industry developments at their convenience.

1446 Hamm, J. 2006. The Five Messages That Leaders Must Manage. HBR 84 (May, no. 5): 114 123.
Effective leaders routinely ask: what needs to happen today to get us where we want to go or what vague belief or notion can I clarify or debunk? Top management, all too often, takes for granted that everyone in their organization shares their assumptions and are in sync with their mental models. CEOs who communicate precisely can generate a shared vision of their goals and opportunities.

1440 Burrell, L. 2007. A Larger Language for Business. HBR 85 (May, no. 5): 2828.
[Conversation Feature] Having conducted poetry workshops for corporations such as Astra-Zeneca, Boeing and Citigroup, Whyte describes how poetry enables people to become more creative, better leaders, and grasp the necessity of corporate social responsibility.

1441 Kirby, J. 2007. Stay on the Q & A Offensive. HBR 85 (April, no. 4): 2525.
[Conversation Feature] Kirbys interview with Michael Sheehan a communications consultant who worked with President Clinton discusses why the question-and-answer session following a speakers presentation should be more than an afterthought.

1447 Kellerman, B. 2006. When Should a Leader Apologize and When Not? HBR 84 (April, no. 4): 7281.
An apology from a leader is really a performance. Every syllable matters. Successful apologies can turn enmity into a personal or organizational triumph. Apologies that are late or tepid can bring about ruin. Grasping what apologies can and cannot do helps one avoid making foolhardy apologies.

1442 Bartolome, F. and J. Weeks. 2007. Feed the Gold in Toxic Feedback. HBR 85 (April, no. 4): 2426.
[Forethought Feature] Upper management needs unending feedback from consumers and employees even if those responses are rude or irrelevant. If done right, these responses will produce meaningful information about ones processes or strategic direction

1448 Denning, S. 2004. Telling Tales. HBR 82


(May, no. 5): 122129.
[First Person Feature] The age-old practice of storytelling is one of the most effective tools a leader can use provided they are carefully matched to a particular situation.

1443 Heath, C. and D. Heath. 2006. The Curse of Knowledge. HBR 84 (December, no. 12): 2022.

1449 Beer, M. and R. A. Eisenstat. 2004. How to Have an Honest Conversation About Your Business Strategy. HBR 82 (February, no. 2): 8289.
Few executives make any effort to engage their em-

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ployees in honest conversation about strategic and organizational problems. Beer and Eisenstat discuss how senior management can gain a clear picture of the gap between strategic goals and organizational capabilities through their staff.

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Stressful Conversations. HBR 79 ( July-August, no. 7): 112119.


Weeks points out the heavy emotional toll that stressful conversations carry. Avoiding such issues or appeasing difcult individuals almost aggravates a problem or relationship.

1450 Elsbach, K. D. 2003. How to Pitch a Brilliant Idea. HBR 81 (September, no. 9): 117123.
Venture capitalists, top executives and entrepreneurs never look at one anothers idea. Instead, they each tend to size up the person whose making a demonstration or presentation. Elsbach counters with how presenters can successfully overcome this obstacle.

1458 Gadiesh, O. and J. L. Gilbert. 2001. Tranforming Corner Ofce Strategy into Frontline Action. HBR 79 (May, no. 5): 7279.
Every company is confronted by the challenge on providing employees with clear strategic directions in conjunction to having an environment which nurtures exibility and risk taking.

1451 Fryer, B. 2003. Storytelling That Moves People: A Conversation with Screenwriting Coach Robert McKee. HBR 81 ( June, no. 6): 5155.
[Different Voice Feature] McKee maintains that to involve people at their deepest level, one needs to tell stories which harnesses their imagination.

1459 Morgan, N. 2001. The Kinesthetic Speaker:


Putting Action into Words. HBR 79 (April, no. 4): 112120.
Morgan explains why todays speeches lack a kinesthetic connection which is dened as an audiences primal need to experience a presentation both intellectually and physically with nonverbal messages that reinforce the verbal ones.

1452 Galford, R. and A. Drapeau. 2003. The Enemies of Trust. HBR 81 (February, no. 2): 8895.
It takes more than personal integrity to build a trusting company. Constant vigilance is essential for protecting this trust from the enemies of inconsistent messages, dishonest feedback and the unwillingness to tolerate incompetence.

1460 Roche, E. 2001. Words for the Wise. HBR


79 ( January, no. 1): 2627.
[Forethought Feature] Roche describes research on American presidents that utilizes a charisma rating based on the number of image-based words used in their inaugural address. Executives that use clear, vivid images to communicate bottom-line goals are far more likely to capture the loyalty of their workforce.

1453 Argenti, P. 2002. Crisis Communication Lessons from 9/11. HBR 80 (December, no. 12): 103109.
[Real Practice Feature]Argenti moderates a forum of top executives from a range of industries on how their companies restored operations and morale after the 9/11 disaster.

1461 Kaplan, R. S. and D. P. Norton. 2000. Having Trouble with Your Strategy? Then Map It. HBR 78 (September-October, no. 5): 167176.
Any workforce requires clear information to successfully implement their rms business strategy. Kaplan and Norton nd that strategy maps provide employees with a visual representation as to how their jobs are connected to the rms overarching goals.

1454 Manzoni, J. F. 2002. A Better Way to Deliver


Bad News. HBR 80 (September, no. 9): 114119.
[Tool Kit Feature] Most managers do not enjoy doling out negative feedback. Employees often become defensive. Its often a discussion which does more harm than good. Manzoni offers ways to deliver honest, constructive critiques to enhance an employees performance and explains how generating more effective feedback requires an open-minded approach.

1462 Pfeffer, J. and R. I. Sutton. 1999. The SmartTalk Gap. HBR 77 (May-June, no. 3): 134144.
Pfeffer and Sutton nd that many organizations reward certain employees for their talking or smart talk. Employees who make the effort to take action are ignored. Even with the knowledge that oats around any organization, many rms are plagued by an inertia from knowing too much and doing too little; something the authors refer to as a knowing-doing gap.

1455 Lencioni, P. M. 2002. Make Your Values


Mean Something. HBR 80 ( July, no. 7): 113117.
[Tool Kit Feature] Corporate values statements are typically bland, toothless, and even dishonest. Lencioni contends that these statements are highly destructive in how they produce cynical workers and undermine management.

1463 Conger, J. A. 1998. The Necessary Art of Persuasion. HBR 76 (May-June, no. 3): 8497.
Conger describes how persuasion consists of these essential elements: (i) establishing credibility, (ii) framing to nd common ground, (iii) providing vivid evidence, and then (iv) an emotional connection.

1456 Williams, G. A. and R. B. Miller. 2002.


Change the Way You Persuade. HBR 80 (May, no. 5): 6473.
New research indicates that persuasion is most effective when tailored to one of the following ve decisionmaking styles: charismatic, thinking, skeptic, following as well as controlling.

1464 Argyris, C. 1994. Good Communication That Blocks Communication. HBR 72 ( July-August, no. 4): 7786.
Argyris explains how the new techniques of corporate communication (i.e., focus groups, surveys, or manage-

1457 Weeks, H. 2001. Taking the Stress Out of

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1472 DAprix, R. 1982. The Oldest [and Best]
Way to Communicate with Employees. HBR 60 (September-October, no. 5): 3032.
[Ideas for Action Feature] When trying to communicate with employees, top management would be far more successful in a face-to-face venue instead of using closed-circuit television shows or fancy house organs.

ment-by-walking around) block organizational learning. These techniques promote defensive reasoning by encouraging employees to believe that their role is to criticize management while the role of management is to take action and x whatever is wrong.

1465 Rogers, C. R. and F. J. Roethlisberger. 1991. Barriers and Gateways to Communication. HBR 69 (November-December, no. 6): 105113.
[Reprint of a January-February, 1952 article] Rogers and Roethlisberger found the greatest barrier between individuals is their inability to listen to one another with intelligence, understanding, and skill. Moreover, people tend to evaluate what others say relative to their value systems or experiences.

1473 Fielden, J. S. 1982. What Do You Mean


You Dont Like My Style? HBR 60 (May-June, no. 3): 128138.
Writers need to do far more than stating their basic message when writing effective letters and memos. Fielden stresses the importance for writers to convey what their recipient[s] should feel in response.

1466 Charan, R. 1991. How Networks Reshape


Organizations for Results. HBR 69 (SeptemberOctober, no. 5): 104115.
Corporate networks are designed to empower managers to talk openly about one anothers motives and, subsequently, build trust. Typically selected by CEOs for their business skills and personal motivation, members of these networks are drawn from across the companys functions, hierarchy, business units, and geography.

1474 McCaskey, M. B. 1979. The Hidden Messages Managers Send. HBR 59 (November-December, no. 6): 135148.
McCaskey examines the hidden messages that many managers utilize through their grimaces and other gestures. Management, in particular, must be more cognizant of the ambiguity associated with these messages.

1467 Foster, R. D. 1991. The Case of the TeamSpirit Tailspin. HBR 69 ( January-February, no. 1): 1425.
[HBR Case Study Feature] Fosters case study examines an airlines efforts to create more of a team ethos and enhance creativity using cross-functional task forces, open communication, recognition committees, and individual initiative.

1475 Jackson, A. A. 1976. Information Sources in Business Writing and Speaking. HBR 54 (MayJune, no. 3): 178182.
Jackson recommends several books to enhance ones business writing and speaking capabilties, such as: Browns Effective Business Report Writing or Writing for Results in Business, Government, and the Professions by David Ewing.

1468 Lovett, P. D. 1988. Meetings That Work:


Plans Bosses Can Approve. HBR 66 (NovemberDecember, no. 6): 3844.
[Getting Things Done Feature]Meetings designed to get approval for a plan are often poorly run. They are typically overloaded with unimportant facts and reams of paper. Effective presenters know how to get policymakers to focus on the important elements (i.e., the vision and plan of action) using simplicity.

1476 Jay, A. 1976. How to Run a Meeting. HBR 54 (March-April, no. 2): 4357.
For people responsible for running a meeting, Jay points out how a wide array of human crosscurrents can sweep a discussion off course.

1477 Newman, R. G. 1975. Case of the Questionable Communiqus. HBR 53 (November-December, no. 6): 2640, 162.
[Problems in Review Feature] Newmans case study focuses on effective reports or memos and whether a general manager effectively explains why no one will receive a pay raise next year.

1469 Argyris, C. 1986. Skilled Incompetence.


HBR 64 (September-October, no. 5): 7481.
Many managers will do anything to avoid hurting the feelings of others. All candor is then lost and the communication process suffers. Management doesnt make effective decisions when it engages in this practice.

1478 Harriman, B. 1974. Up and Down the Communications Ladder. HBR 52 (September-October, no. 5): 143151.
Harriman describes the steps one company took, as well as the obstacles they faced, when implementing an upward communications program. This enabled employees to apprise top management on how to more efciently execute company operations.

1470 Reardon, K. K. 1984. Its the Thought That


Counts. HBR 62 (September-October, no. 5): 136 141.
Reardon spells out the importance for executives to learn the norms and mores of another culture in which they do business with.

1479 Swift, M. H. 1973. Clear Writing Means


Clear Thinking Means... HBR 51 ( January-February, no. 1): 5962.
Swift nds that managers typically revise their words and thoughts simultaneously. He then assesses the memo that a manager reworked to generate a well-focused message.

1471 Seiler, J. A. 1984. Architecture at Work.


HBR 62 (September-October, no. 5): 111120.
Seiler describes how the architecture of its buildings reects a rms strategic mission and its fundamental values.

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1480 Prince, G. M. 1972. Creative Meetings Through Power Sharing. HBR 50 ( July-August, no. 4): 4754.
Prince analyzes the dynamics of meetings and believes that judicious managers make their organizations more productive by collaborating with subordinates in problem solving.

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1488 Fielden, J. S. 1965. For Better Business Writing. HBR 43 ( January-February, no. 1): 164172.
[Keeping Informed Feature] Fielden reviews several books that help executives write cogently and generate more persuasive reports.

1489 _____. 1964. What Do You Mean I Cant


Write? HBR 42 (May-June, no. 3): 144156.
Fielden emphasizes how people need to be more conscious of their writing ability if they want to rise in their organization or eld.

1481 Fenn, D. H., Jr. and D. Yankelovich. 1972.


Responding to the Employee Voice. HBR 50 (May-June, no. 3): 8391.
Employees are increasingly frustrated by their inability to get managements attention. Fenn and Yankelovich offer a system of upward communication that provides built-in feedback. It also provides employees with an opportunity to participate in the companys objectives.

1490 Trull, S. G. 1964. Strategies of Effective Interviewing. HBR 42 ( January-February, no. 1): 89 94.
In numerous areas of administration (e.g., employment, promotion, sales, etc.), a modest effort aimed at developing interviewing techniques would yield handsome results.

1482 Golde, R. A. 1972. Are Your Meetings Like This One? HBR 50 ( January-February, no. 1): 68 77.
Meetings are an important source of motivation. A variety of studies indicates that managers spend up to 50 percent of their time in meetings. These meetings, too often, turn managers off rather than on. Goldes case study also solicits feedback from readers.

1491 Farson, R. E. 1963. Praise Reappraised. HBR 41 (September-October, no. 5): 6166.
Farson examines whether praise really motivates and stimulates people.

1492 Gibson, G. W. 1963. More Return from Your Film Dollar. HBR 41 ( July-August, no. 4): 162170.
Gibson nds that business lms have never reached their potential or promise as a training tool. He also describes what might be done to make them more effective.

1483 Hodgson, A. M. and W. R. Dill. 1970. Sequel to The Misred Missive. HBR 48 (November-December, no. 6): 105110.
Hodgson and Dill assess the conclusions readers sent in response to previous issues case study.

1493 Keyes, L. C. 1961. Prots in Prose. HBR


39 ( January-February, no. 1): 105112.
Since written communication is a dysfunctional component in almost every organization or company, Keyes offers ways to improve this by working from the inside out.

1484 Gelfand, L. I. 1970. Communicate Through


Your Supervisors. HBR 48 (November-December, no. 6): 101104.
[Management Memo Feature] Good plant communication is frequently intertwined with favorable employee attitudes.

1494 Schultz, W. C. 1958. The Interpersonal Underworld. HBR 36 ( July-August, no. 4): 123135.
In every meeting, covert activities develop among participants in which a subtle struggle materializes for attention, status, inuence and to be accepted.

1485 Hodgson, A. M. and W. R. Dill. 1970. Programmed Case: The Misred Missive. HBR 48 (September-October, no. 5): 140152.
[Problems in Review Feature] Hodgson and Dills case study involves a memorandum sent to purchasing executives at the Dashman Company.

1495 Harlow, R. F. 1957. Communications for Executives. HBR 35 (November-December, no. 6): 145156.
[Looking Around Feature] Since being procient in communication, a fundamental skill for every executives, Harlow offers wyas for managers to improve in this realm.

1486 Prince, G. M. 1969. How to Be a Better


Meeting Chairman. HBR 47 ( January-February, no. 1): 98108.
The traditional styles of committee work stymies creativity. Prince argues that the chairs of these committees need to use their wit, possess tact and grasp the rules of order.

1496 Nichols, R. G. and L. A. Stevens. 1957. Listening to People. HBR 35 (September-October, no. 5): 8592.
Nichols nds that many busy executives never acquired the necessary skills and desire to listen well.

1487 McMurry, R. N. 1965. Clear Communication for Chief Executives. HBR 43 (March-April, no. 2): 131147.
The intelligence that company presidents often receive from subordinates is often incomplete or even slanted. This insulates a company president from the reality as to what really takes place within their organization and operating environment.

1497 Ewing, D. W. 1955. Business Dictionaries. HBR 33 (September-October, no. 5): 149156.
[Looking Ahead Feature] Ewing reviews several business-oriented dictionaries such as Robert Schwartzs The Dictionary of Business and Industry or The Encyclopedic Dictionary of Business that Prentice-Hall published in 1952.

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emphasizes that effective communication is the cornerstone of any successful organization.

1498 Francisco, L. M. 1955. Sound Slidelms. HBR 33 ( July-August, no. 4): 143155.
[Looking Ahead Feature] Francisco explains how soundlms are being produced for an array of managerial purposes.

1507 Powlison, K. 1947. Explaining the Facts to Employees. HBR 25 (Winter, no. 2): 145157.
With the rash of industrial strikes that have taken place following the end of World War II, Powlison is bafed why corporations such as General Motors are inept at articulating how precarious their nancial circumstances are to their workforce.

1499 Bales, R. F. 1954. In Conference. HBR 32


(March-April, no. 2): 4450.
Since most business decisions are made in conference, Bales offers advice on committee dynamics and other issues that should be examined for successful decision-making purposes.

1500 Roethlisberger, F. J. 1953. The Administrators Skill: Communication. HBR 31 (NovemberDecember, no. 6): 5562.
Roethlisbergers case study features a classic misunderstanding between a foreman and a worker in an industrial plant which should make executives think about their interpersonal communication skills.

Managerial Compensation Issues


1508 Fryer, B. 2003. In a World of Pay. HBR 81
(November, no. 11): 3140.
[HBR Case Study Feature] Fryers case study features an American marketing superstar who wants to work in Europe. It also includes a CEO for a German company who wants the pizzazz this woman offers. But can [and should] Typware AG pay what she expects?

1501 Davis, K. 1953. Management Communication and the Grapevine. HBR 31 (September-October, no. 5): 4349.
No administrator should try to abolish the company grapevine which should be analyzed more thoroughly and used for better communication.

1509 Elson, C. 2003. Whats Wrong with Executive Compensation? HBR 81 ( January, no. 1): 6877.
[A Roundtable Discussion] Experts in the realm of managerial compensation discuss whether high salaries produce successful performances.

1502 Keyes, L. C. 1953. Advertising Copy Hit


or Miss? HBR 31 (May-June, no. 3): 7182.
Until top management stops being enamored with its own words, the language of business will remain heavy, long-winded, and difcult. Keyes contends this gobbledygook produces the most waste in business.

1510 Sahlman, W. A. 2002. Expensing Options Solves Nothing. HBR 80 (December, no. 12): 90 96.
Sahlman believes that expensing executive options will accomplish nothing. Only ethical management, sensible governance, sufcient internal control systems and comprehensive disclosure will save investors from catastrophe.

1503 Ratner, V. M. 1953. Television for Business Meetings. HBR 31 (May-June, no. 3): 6470.
Ratner nds that theater television could be effective or efcient for meetings involving people in distant places with savings that would be signicant.

1511 Hall, B. J. 2000. What You Need to Know About Stock Options. HBR 78 (March-April, no. 2): 121129.
Hall sees stock option grants as being the best form of executive compensation. They enable managers to act in ways that ensure the long-term success of their companies as well as the well-being of workers and shareholders.

1504 Johnson, W. 1953. The Fateful Process of


Mr. A Talking to Mr. B. HBR 31 ( January-February, no. 1): 4956.
Johnson explains why people have not learned to speak and listen and that an administrators most important attribute may be their ability to respond to symbols.

1512 Rappaport, A. S. 1999. New Thinking on


How to Link Executive Pay with Performance. HBR 77 (March-April, no. 2): 91101.
Senior management seems to always be rewarded regardless of their companys performance. Rappaport explains how corporate boards can coordinate executive pay in conjunction to shareholder expectations.

1505 Rogers, C. R. and F. J. Roethlisberger. 1952. Barriers and Gateways to Communication. HBR 30 ( July-August, no. 4): 4652.
Management consultants and academics are interested in the communication process. Rogers, a psychologist, analyzes the process from a social behavioral standpoint. Roethlisberger, on the other hand, assesses this topic from an organizational behavioral perspective.

1513 Pfeffer, J. 1998. Six Dangerous Myths About


Pay. HBR 76 (May-June, no. 3): 108120.
Businesspeople are adopting many wrongheaded ideas on compensating their management teams and other high performing employees.

1506 Ronken, H. O. 1951. Communication in the


Work Group. HBR 29 ( July, no. 4): 108114.
Building an organization takes enormous time and administrative skill. For example, routines need to be established while people need to get to know one another to be able to work comfortably with each other. Ronken

1514 Brownstein, A. R. and J. P. Morris. 1992.


Who Should Set CEO Pay? The Press? Congress? Shareholders? HBR 70 (May-June, no. 3): 2838.
[In Question Feature] Executive compensation will be an explosive political issue with the 1992 Presiden-

99
tial campaign. Politicians claim that overcompensated CEOs diminish U.S. competitiveness. Brownstein and Morris contend that the political debate over executive compensation issue is oversimplied. Rather than cut CEO pay, corporations should extend incentive-based compensation to all employees. Doing this will shrink an organizations salary gap.

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[From the Boardroom Feature] Scotese examines whether golden parachute packages are an abuse of executive privileges.

1522 Patton, A. 1985. Those Million-Dollar-AYear Executives. HBR 63 ( January-February, no. 1): 5662.
[From the Boardroom Feature] Patton examines several underlying causes for the explosion in the compensation packages of top management.

1515 Ehrenfeld, T. 1992. The Case of the Unpopular Pay Plan. HBR 70 ( January-February, no. 1): 1423.
[HBR Case Study Feature] Ehrenfelds case study examines Top Chemicals performance-based compensation program in conjunction to its quality improvement program.

1523 Stata, R. and M. A. Maidique. 1980. Bonus System for Balanced Strategy. HBR 58 (November-December, no. 6): 156163.
Stata and Maidique offer an executive bonus system that connects a companys goals to ones personal goals in a manner that utilizes ROA and sales growth as performance measures to balance both long- and short-term goals.

1516 Jensen, M. C. and K. J. Murphy. 1990.


CEO Incentives Its Not How Much You Pay, but How. HBR 68 (May-June, no. 3): 138153.
Serious issues exist how chief executive ofcers are compensated. In particular, the compensation of a CEO is seldom pegged to company earnings or achieving certain strategic goals. Jensen and Murphy nd that current CEO salaries are not out of sync to other periods during the 20th century in conjunction to real income.

1524 Kraus, D. 1980. Executive Pay: Ripe for Reform? HBR 58 (September-October, no. 5): 3648.
[From the Boardroom Feature] Kraus explains how executive pay issues generate the high amount of media coverage that it does. Moreover, outrage from the public, shareholders, corporate directors and public policy makers is also on the rise. As such, compensation committees should peg executive pay to corporate performance.

1517 Tibbetts, J. S., Jr. and E. T. Donovan. 1989.


Compensation and Benets for Startup Companies. HBR 67 ( January-February, no. 1): 140147.
[Growing Concerns Feature] Tibbets and Donovan describe the tension that startup companies face when attracting talented managers. These rms typically lack the nancial wherewithal to match what that manager would make elsewhere.

1525 Baker, J. C. 1978. Are Executives Overpaid?


HBR 56 ( July-August, no. 4): 5466.
[Special Report Feature] Corporate directors and chief executive ofcers can no longer ignore criticisms of compensation practices. Neglecting to respond to this only makes executive compensation practices susceptible to statutory restraints.

1518 Mason, K. 1988. Four Ways to Overpay Yourself Enough. HBR 66 ( July-August, no. 4): 6974.
Mason describes a new compensation scheme known as the shareholder executive linkage formula. It pegs CEO salaries to shareholder values. Additional compensation could be paid on stock purchased at market value. Stock options would be replaced with puts and calls. With this scheme, a top executives goals will likely match those of a rms shareholders.

1526 Hanson, R. E. and C. D. Harnick. 1978. Executive Perks and Personal Income Taxes. HBR 56 ( July-April, no. 4): 2026.
[Ideas for Action Feature] The Securities & Exchange Commission recently instituted action on the treatment of personal benets. Hanson and Harnick predict that the Internal Revenue Service will carefully scrutinize the tax returns of higher income employees.

1519 dArbeloff, A. and F. Van Veen. 1986. Stop Taxing Away Big Companies Talent. HBR 64 (May-June, no. 3): 3846.
[Special Report Feature] To keep exceptional executives from leaving for start-up ventures, publiclytraded corporations often nd the deck stacked against them through Americas tax laws on the nancial incentives that can be offered.

1527 Carey, J. F. 1978. Successors to the Qualied Stock Option. HBR 56 ( January-February, no. 1): 140146.
The 1976 Tax Reform Act eliminated qualied stock option plans. These were a popular, long-term incentive plan. Executives could acquire stock holdings at low risk and with favored tax treatment. Carey assesses what companies and their executives might pursue in lieu of these qualied stock option plans.

1520 Murphy, K. J. 1986. Top Executives Are Worth Every Nickel They Get. HBR 64 (MarchApril, no. 2): 125132.
Despite public outrage, Murphy nds that the pay and performance of top executives are strongly related in a manner that actually benets shareholders.

1528 Foote, M. R. 1977. Controlling the Cost of International Compensation. HBR 55 (NovemberDecember, no. 6): 123132.
Footes surveyed the costs of a dozen multinational companies who use American employees to ll overseas positions. These costs are higher than anyone anticipated.

1521 Scotese, P. G. 1985. Fold Up Those Golden


Parachutes. HBR 63 (March-April, no. 2): 168172.

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[Ideas for Action Feature] Patton describes why the federal governments pay structure discourages innovation and high quality performance.

1529 Brindisi, L. J., Jr. 1977. Comeback for Restricted Stock Plans. HBR 55 (September-October, no. 5): 1418, 190.
[Ideas for Action Feature] Brindisi describes how stock appreciation plans for company executives have proliferated over the last couple of years. Executives, and even employees, who voluntarily leave their companies before a specic period of time, forfeit these assets. They can, however, still vote and collect dividends.

1538 Foote, G. H. 1973. Performance Shares Revitalize Executive Stock Plans. HBR 51 (November-December, no. 6): 121130.
Because of new developments affecting qualied stock options, Foote describes how companies are using other types of long-term executive stock plans to infuse more incentives into their executive compensation plans.

1530 Baker, J. C. 1977. Are Corporate Executives


Overpaid? HBR 55 ( July-August, no. 4): 5156.
When factored to corporate earnings, Baker criticizes the inordinately high salaries and bonus payments that top executives receive.

1539 Lewellen, W. G. and H. P. Lanser. 1973. Executive Pay Preferences. HBR 51 (September-October, no. 5): 113122.
Lewellen and Lanser nd little interest in stock options and various forms of insurance on the part of executives. Executives, instead, seem more interested in higher pay and more vacation time. As such, the two authors advocate for more of a cafeteria approach to executive compensation practices.

1531 Tracy, K. B. 1977. On Executive Compensation. HBR 55 ( January-February, no. 1): 144153.
Tracy reviews several textbooks pertaining to executive compensation practices (e.g., Bergs Managing Compensation; How to Compensate Executives by Checks and Crystals Financial Motivation of Executives).

1532 Williams, D. C. 1976. Accelerating Pay


Rates for Managers Who Switch Employers. HBR 54 (November-December, no. 6): 812.
[Ideas for Action Feature] Williams describes his survey of ofcers and key executives who job-hop and its impact on their income.

1540 Young, D. 1973. Fair Compensation for Expatriates. HBR 51 ( July-August, no. 4): 117126.
Executives in multinational corporations are likely to work overseas. Young examines the factors which should go into compensating executives who face issues such as cultural dislocation, varying living standards and the schooling of their children.

1533 Kraus, D. 1976. The Devaluation of the


American Executive. HBR 54 (May-June, no. 3): 8494.
Kraus worries that nancial incentives are not utilized enough to motivate executives. Hence, their job performance could be eroding. It also might stymie the number of talented people who desire managerial careers.

1541 Salter, M. S. 1973. Tailor Incentive Compensation to Strategy. HBR 51 (March-April, no. 2): 94102.
Incentive compensation must be consistent with a rms strategy and goals. Salter discusses these incentives based on short-term versus long-term goals, ones appetite for risk, interdivisional relationships as well as the rms reward structure.

1534 Roche, G. R. 1975. Compensation and the


Mobile Executive. HBR 53 (November-December, no. 6): 5362.
Roches survey examines why upper-echelon executives change companies and the impact compensation plays in those decisions.

1542 Dearden, J. 1972. How to Make Incentive Plans Work. HBR 50 ( July-August, no. 4): 117124.
Dearden provides a framework for planning an incentive system that suits a companys structure. He also describes how compensation formulas, bases and deferred payments function.

1535 Srinivasa Murthy, K. R. and M. S. Salter.


1975. Should CEO Pay Be Linked to Results. HBR 53 (May-June, no. 3): 6673.
Compensation in most companies uctuates without regard to protability, return on equity or earnings per share. Companies who let executive pay get out of whack with company protability are susceptible to trouble.

1543 Patton, A. 1972. Why Incentive Plans Fail. HBR 50 (May-June, no. 3): 5866.
Incentive programs as executive motivators are a common corporate practice. Roughly two-thirds of publicly traded companies utilize them. Patton, however, contends these programs do not motivate executives.

1536 Sasser, W. E. and S. H. Pettway. 1974. Case of Big Macs Pay Plans. HBR 52 ( July-August, no. 4): 3048.
[Problems in Review Feature] Sasser and Pettway examine the difculty in designing compensation packages for managers from service industry businesses.

1544 Salter, M. S. 1972. What Is Fair Pay for the Executive. HBR 50 (May-June, no. 3): 613, 144 146.
[Special Report Report] Salter describes the notion of compensation equity which means an executives salary is comparable to others in the organization as well as industry norms.

1537 Patton, A. 1974. Does Federal Pay Demotivate More Than Motivate. HBR 52 ( JanuaryFebruary, no. 1): 1214.

1545 Hettenhouse, G. W. 1971. Compensation Cafeteria for Top Executives. HBR 49 (SeptemberOctober, no. 5): 113119.
Some companies allow their executives the exibility

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to design their own payment package on the belief that executives need different measures of cash and benets.

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1554 Foote, G. H. 1964. When Deferred Compensation Doesnt Pay. HBR 42 (May-June, no. 3): 99106.
Foote describes how poorly designed deferred compensation plans weaken initiative, produce a large turnover of effective executives while keeping in place unproductive managers.

1546 Patton, A. 1970. Are Stock Options Dead? HBR 48 (September-October, no. 5): 2033, 152 154.
[Thinking Ahead Feature] Tax reform has a profound impact on stock options. If eliminated, Patton worries that executives and entrepreneurs will have little incentive to work for the long-term interests of their companies.

1555 Patton, A. 1963. Upturn in Executive Compensation. HBR 41 (September-October, no. 5): 133137.
McKinsey & Companys ninth annual survey indicates how upper-echaleon executive pay is rising but not as quickly as that of executives abroad.

1547 Hettenhouse, G. W. 1970. Cost Benet Analysis of Executive Compensation. HBR 48 ( July-August, no. 4): 114124.
Hettenhouse nds that most corporate decision-makers are oblivious to what alternative compensation plans offer.

1556 Baker, J. C. 1963. Stock Options at the Crossroad. HBR 41 ( January-February, no. 1): 22 30, 164166.
[Thinking Ahead Feature] Baker discusses the future of executive stock options.

1548 Carpenter, R. B. 1968. High Cost of Restricted Stock Options. HBR 46 (November-December, no. 6): 139148.
Many companies pay executive bonuses using restrictive stock issues. Carpenter explains why deferred stock is a much better payment medium for bonuses from the standpoint of both the company and the executive.

1557 Patton, A. 1962. Executive Compensation Here and Abroad. HBR 40 (September-October, no. 5): 144154.
As the total compensation packages of American chief executives fell in 1961, the pay of foreign chief executives jumped 9 percent.

1549 Lewellen, W. G. 1968. Executives Lose Out, Even with Options. HBR 46 ( January-February, no. 1): 127142.
Lewellen assesses how indirect benets, particularly with executive stock options, have proliferated even though total compensation packages are not much above preWorld War II pay levels.

1558 Holland, D. M. and W. G. Lewellen. 1962.


Probing the Record of Stock Options. HBR 40 (March-April, no. 2): 132150.
Holland and Lewellen probe how effective stock options are as a form of executive compensation.

1550 Patton, A. 1966. Top Executive Pay: New


Facts & Figures. HBR 44 (September-October, no. 5): 9497.
Patton and his McKinsey colleagues analyze changes with executive pay stemming from the 1964 tax law.

1559 Patton, A. 1961. Executive Compensation. HBR 39 (September-October, no. 5): 152157.
Patton and his McKinsey researchers estimate how pension contributions for a chief executive ofcers amount to 26 percent of their total compensation package.

1551 _____. 1965. Deterioration in Top Executive


Pay. HBR 43 (November-December, no. 6): 106118.
Patton decries how the compensation of top management has suffered from ination over the past decade.

1560 Campbell, E. D. 1961. Stock Options Should Be Valued. HBR 39 ( July-August, no. 4): 5258.
Shareholders and corporate management are in need of a dollar valuation measure for stock options so informed decisions can be made as to their legitimacy.

1552 Dearden, J. and W. S. Edgerly. 1965. Bonus Formula for Division Heads. HBR 43 (SeptemberOctober, no. 5): 8390.
Many executive compensation methods inadvertently reward executives for taking actions contrary to corporate interests. Dearden and Edgerly developed a bonus structure which considers the health of the company and its operating divisions.

1561 Ford, H., II. 1961. Stock Options Are in the Public Interest. HBR 39 ( July-August, no. 4): 45 51.
Ford speaks out in favor of restricted stock options for upper-echelon executives and then describes the policies that Ford Motor has in place to stem a variety of abuses.

1562 Patton, A. 1961. What Is an Executive Worth? HBR 39 (March-April, no. 2): 6573.
The value of top executives depends on the decisions they make and how those decisions affect company prots.

1553 Patton, A. 1964. Executive Compensation by 1970. HBR 42 (September-October, no. 5): 137146.
Patton contends that 1970 will bring important changes in compensation patterns that include a greater role for cash compensation, the single-package approach, and performance appraisal.

1563 Griswold, E. N. 1960. Are Stock Options Getting Out of Hand? HBR 38 (November-December, no. 6): 4955.
Companies should reconsider their stock options plans which are a less effective incentive device than perceived.

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cheaper and offer more exibility than other executive compensation and pension structures.

1564 Patton, A. 1960. Trends in Executive Compensation. HBR 38 (September-October, no. 5): 144154.
Patton explains how the past six years have seen many changes in top executive compensation in terms of pay levels as well as in their relationship to sales and prots.

1573 Patton, A. 1954. Old-Fashioned Initiative for Modern Enterprise. HBR 32 ( July-August, no. 4): 6773.
Patton describes the impact that cash incentives, realignment of staff and line salary arrangements, the pinpointing of accountability for decision making and decentralization has on an organizations protability and return on investment ratio.

1565 Stewart, J. M. 1959. Annual Report on Executive Compensation. HBR 37 (September-October, no. 5): 100110.
Stewart analyzed the sales to prots to executive compensation patterns with 791 publicly-traded companies in 23 industries.

1574 _____. 1953. Executive Compensation: Tax


Gimmicks vs. Incentives. HBR 31 (November-December, no. 6): 113119.
Top level executives may want to defer income. Doing so will enable them to reduce their income tax liability. Middle managers, on the other hand, are usually not in position to defer income.

1566 Smyth, R. C. 1959. Bonus Plans for Executives. HBR 37 ( July-August, no. 4): 6674.
Smyth analyzes the problems in administering incentive bonus plans for executives and offers advice to improve their effectiveness.

1567 Patton, A. 1958. Annual Report on Executive Compensation. HBR 36 (September-October, no. 5): 129140.
Patton describes how CEO compensation practices increased during 1957 despite overall company prots being down.

1575 Rosow, J. M. 1953. Executive Compensation in Small Companies. HBR 31 (May-June, no. 3): 5563.
Rosows study, from a sample of CEOs from 433 small companies, assesses the relationship of compensation to sales volume and the impact that industry patterns have on executive pay.

1568 _____. 1957. Annual Report on Executive Compensation. HBR 35 (September-October, no. 5): 125136.
Patton uses linear regression methods to analyze the relationship between prot changes and the salaries of chief executives for one-half the companies listed on the New York Stock Exchange.

1576 Simons, G. 1953. The Joint Capital Trust. HBR 31 (March-April, no. 2): 5769.
Simons urges corporations who utilize stock options, incentives, prot sharing or pension plans to investigate joint capital trusts for rewarding management.

1577 Patton, A. 1951. Incentive Compensation


for Executives. HBR 29 (September, no. 5): 3546.
Patton examines whether incentive compensation can harness the entrepreneurial spirit of managers.

1569 Rothschild, V. H. 1957. Financing Stock


Purchases by Executives. HBR 35 (March-April, no. 2): 136144.
Rothschild outlines several ways companies can aid their executives in purchasing shares of common stock.

1578 Towl, A. R. 1951. Patterns of Executive Compensation. HBR 29 ( July, no. 4): 2536.
Towl nds that the the level of managerial teamwork has signicant effect on a companys executive compensation structure; more so than is the case with company size, industry or the composition of the board of directors.

1570 Patton, A. 1955. Industry Patterns of Executive Compensation. HBR 33 (September-October, no. 5): 121132.
Patton, as a McKinsey & Company consultant, describes a McKinsey study on the impact of the 1954 recession on executive compensation practices throughout sixteen industries.

1571 _____. 1955. Building on the Executive Compensation Survey. HBR 33 (May-June, no. 3): 8490.
To develop a sound compensation program, Patton emphasizes that executive compensation surveys needed to be supplemented with other techniques.

1579 Patton, A. 1951. Current Practices in Executive Compensation. HBR 29 ( January, no. 1): 5664.
Patton, who assisted with a recent American Management Association survey of corporate executives, believes that overall executive compensation is relative to company prots. Hence, the higher the prot margin, the greater the salary increase. In addition, faster growing companies are likely to pay higher salaries than more mature companies.

1572 Lasser, J. K. and V. H. Rothschild. 1955.


Deferred Compensation for Executives. HBR 33 ( January-February, no. 1): 89102.
Deferred compensation plans typically involve a xed salary, along with some type of provision for annual payments, over a period of years following retirement. Lasser and Rothschild explain why these plans are considerably

1580 Baker, J. C. 1943. A Just Gauge for Executive Compensation. HBR 22 (Autumn, no. 1): 75 87.
Baker describes a statistical tool he developed to determine if executive salaries are reasonable or unreasonable.

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1581 _____. 1941. Executive Compensation by Small Textile Companies. HBR 20 (Autumn, no. 1): 8191.
Based on treasury statistics, Baker discovered that smaller textile manufacturers pay a signicantly higher proportion of total sales revenue in executive salaries than their larger counterparts. This concerns Baker since these manufacturers might be draining too much from their liquid assets to pay salaries of this magnitude.

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pensation of Corporation Executives: The 1928 1932 Record. HBR 13 (Spring, no. 3): 321333.
Prior to recent congressional legislation, information on executive compensation patterns was almost never made available for publicly traded companies.

Managerial Decision Making


1590 OConnell, A. 2007. Hotter Heads Prevail.
HBR 85 (December, no. 12): 2222.
[Forethought Feature] Faculty researchers at the University of Maryland and Boston College nd that effective decision makers are passionate about issues facing their organization. This passion, however, never interferes with their analytical reasoning capabilities.

1582 _____. 1940. Stock Options of Executives.


HBR 19 (Autumn, no. 1): 106122.
Since the 1920s, stock options and warrants have been popular executive compensation tools, particularly during times of large prots.

1583 _____. 1939. How Should Executives Be Paid. HBR 18 (Autumn, no. 1): 94106.
Since no philosophy or comprehensive body of literature exists concerning executive salaries, Baker urges industry associations, academics, and management consultants to develop principles of this magnitude.

1591 Rigby, D. and B. Bilodeau. 2007. Selecting Management Tools Wisely. HBR 85 (December, no. 12): 2022.
[Forethought Feature] Executives work with an abundance of management tools such as benchmarking, outsourcing, customer segmentation, etc. Choosing the right tool for the situation at hand can be difcult. Rigby and Bilodeau developed a classication scheme which organizes these tools into ve categories.

1584 _____. 1938. Executive Compensation Policies of Small Industrial Companies, 19281936. HBR 16 (Summer, no. 4): 466480.
Baker analyzes how much executives in small rms are paid in actual dollars. He also assesses the percentage of earnings and of sales paid to executives in salary and bonuses.

1592 Brousseau, K. R., M. J. Driver, G. Hourihan and R. Larsson. 2006. The Seasoned Executives Decision Making Style. HBR 84 (February, no. 2): 110121.
New research shows that problems are analyzed and acted on far differently by top management than by lower levels of management. As people evolve into senior managerial responsibilities, they often change how they utilize information and evaluate their options.

1585 _____. 1937. The Compensation of Executive Ofcers of Steel Corporations. HBR 15 (Summer, no. 4): 473485.
Baker investigates executive compensation patterns in publicly-traded steel companies.

1586 _____. 1937. Operating Expenses and Executive Compensation Policies of Investment Companies, 19291935. HBR 15 (Spring, no. 3): 337 351.
Based on data received following a Congressional investigation, Baker compares the compensation of investment company ofcers to executives in both the industrial and retail sectors.

1593 Hammond, J. S., R. L. Keeney and H. Raiffa. 2006. The Hidden Traps in Decision Making. HBR 84 ( January, no. 1): 118126.
[Best of HBR (1998 article) Feature]Bad decisions can be traced to how those decisions were made. For example, were alternatives clearly dened in addition to the costs and benets being accurately weighed? Hammond and his coauthors offer ways for management to ensure that their decisions are sound and reliable. The two also discuss eight psychological traps that affect how people make business decisions.

1587 _____. 1936. Incentive Compensation Plans


for Executives. HBR 15 (Autumn, no. 1): 4461.
Details of bonus and incentive payments are almost always vague and shrouded in secrecy. Believing that is inherently bad policy, Baker surveyed companies who pay additional compensation and discovered that only a fraction of those companies ever crafted a formal plan which their shareholders are privy to.

1594 Bazerman, M. H. and D. Chugh. 2006. Decisions Without Blinders. HBR 84 ( January, no. 1): 8897.
Bazerman and Chugh explain how individuals have cognitive blinders which prevents them from seeking, using or sharing relevant information during ones decision making process.

1588 _____. 1936. Executive Compensation Compared with Earnings. HBR 14 (Winter, no. 2): 213224.
Bakers correlation analysis determines if a relationship exists between corporate earnings and executive compensation.

1595 Rogers, P. and M. Blenko. 2006. Who Has the D?: How Clear Decision Roles Enhance Organizational Performance. HBR 84 ( January, no. 1): 5261.
Even in highly respected companies, decision making gets bottlenecked when ambiguity or tension exists

1589 Baker, J. C. and W. L. Crum. 1935. Com-

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ances, and institutional history. Leaders acknowledging this make far better decisions than those who contend that decisions are events that they alone control.

over who decides what. Rogers and Blenko describe their RAPID (recommend, agree, perform, input and decide) approach to help organizations unclog these bottlenecks.

1596 Buchanan, L. and A. OConnell. 2006. A


Brief History of Decision Making. HBR 84 ( January, no. 1): 3241.
[Decision Making Feature]People now seem more sophisticated at managing risk. They also possess a greater understanding of human behavior and technology than in the past. Still, decision making seems no closer to being a rational process.

1603 Hayashi, A. M. 2001. When to Trust Your Gut. HBR 79 (February, no. 2): 5965.
In examining the notion of gut instincts, Hayashi interviewed upper-echelon executives at Johnson & Johnson and AOL on how important ones intuitive capabilities are in conjunction to their decision making processing.

1597 Gavetti, G. and J. W. Rivkin. 2005. How


Strategists Really Think: Tapping the Power of Analogy. HBR 83 (April, no. 4): 5463.
Executives often use analogies or analogical reasoning when making strategic decisions or in developing breakthrough ideas. Often, they are oblivious to the pitfalls of these analogies. Gavetti and Rivkin nd that those managers who pay particular attention to their analogical thinking are apt to make more effective strategic decisions.

1604 Hammond, J. S., R. L. Keeney and H. Raiffa. 1998. The Hidden Traps in Decision Making. HBR 76 (September-October, no. 5): 4758.
[Thinking About Feature] Decision-making is an executives most important responsibility. Bad decisions might stem from bad information. They can also result from a bad decision-making process. Hammond and his coauthors examine eight psychological traps that affect how people make business-oriented decisions.

1605 Augustine, N. R. 1995. Managing the Crisis You Tried to Prevent. HBR 73 (November-December, no. 6): 147158.
Crisis management is the one aspect of business where a CEOs inuence is the most pronounced. A rms future typically depends on how well its CEO handles these challenges.

1598 Fuld, L. 2003. Be Prepared. HBR 81 (November, no. 11): 2021.


[Forethought Feature] Corporate strategists can easily be bogged down by vast amounts of data. Fuld describes a sophisticated early warning system that separates the wheat from the chaff with regards to this data and its impact on decision making.

1606 Etzioni, A. 1989. Humble Decision Making. HBR 67 ( July-August, no. 4): 122126.
A new model for decision-making is emerging. Corporate decision makers can now proceed with partial information and then adapt to new information as it becomes available.

1599 Lovallo, D. and D. Kahneman. 2003. Delusions of Success: How Optimism Undermines Executives Decisions. HBR 81 ( July, no. 7): 5663.
Most major business initiatives (i.e., mergers and acquisitions, capital investments, market entries) never pay off. Lovallo and Kahneman nd that a combination of cognitive biases (e.g., anchoring and competitor neglect) and organizational pressures lead managers into making overly optimistic forecasts in analyzing major investment proposals. As such, many managers lead their organizations into initiatives that are doomed to fail.

1607 Isenberg, D. J. 1987. The Tactics of Strategic Opportunism. HBR 65 (March-April, no. 2): 9297.
Managers who bridge the gap between short-term demands and long-term direction are far more receptive to ideas and opportunities even when those seem murky. This breed of manager is also adept at taking action under uncertain conditions without having all the information they need.

1600 Sull, D. N. 2003. Managing by Commitments. HBR 81 ( June, no. 6): 8291.
The best managers know when to make commitments and when to break them. Sull emphasizes that the actions one takes today have a signicant impact on ones future success or failure.

1608 Einhorn, H. J. and R. M. Hogarth. 1987.


Decision Making: Going Forward in Reverse. HBR 65 ( January-February, no. 1): 6670.
Deciding what to do and how to do it draws on past experience and is intuitive and diagnostic. One looks for patterns, makes judgments that link events, and searches for metaphors and theories that help explain causes and effects. Thinking forward, in contrast, involves weighing variables and engaging in calculations or forecasts.

1601 Bonabeau, E. 2003. Dont Trust Your Gut.


HBR 81 (May, no. 5): 116123.
[Frontiers Section] Though intuition plays an important role in decision making, it is also unreliable. This is particularly true in complicated situations. Bonabeau offers a set of analytical tools to help leverage a persons instincts without being sabatoged by the weaknesses inherent from intuition.

1602 Garvin, D. A. and M. A. Roberto. 2001. What You Dont Know About Making Decisions. HBR 79 (September, no. 8): 108116.
Garvin and Roberto explain how decision making is a process fraught with power plays, politics, personal nu-

1609 Greiner, L. E., D. P. Leitch and L. B. Barnes. 1970. Putting Judgment Back Into Decisions. HBR 48 (March-April, no. 2): 5967.
Modern information systems, which provide management with computer-generated indexes of performance, can aid company decision-makers. They are, however, no substitute for management intuition when judging the performance of organizational units.

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1610 Jones, C. H. 1968. The Money Value of Time. HBR 46 ( July-August, no. 4): 94101.
Many decisions can be handled more effectively using a scheme which Jones refers to as treating the minimization of demands on executive time. This criteria provides alternative courses of action which can also be measured.

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whether executives are capable of adapting to new paradigms.

1611 Drucker, P. F. 1967. The Effective Decision. HBR 45 ( January-February, no. 1): 9298.
The risk taking judgments executives make can best be understood if broken into six sequential steps.

Managerial Goals and Achievement of Goals


1620 Haspeslagh, P., T. Noda and F. Boulos. 2001. Its Not Just About the Numbers. HBR 79 ( JulyAugust, no. 7): 6473.
Value-based management (VBM) programs may sound seductively simple. They are, however, difcult and expensive to implement. Haspeslagh and his coauthors describe ve characteristics shared by rms who successfully implemented these programs.

1612 Hunt, P. 1966. Fallacy of the One Big


Brain. HBR 44 ( July-August, no. 4): 8490.
Hunt explains how business decisions are never made in a few moments by one big brain. They are, instead, made by a lot of smaller brains which must be synchronized with one another over a considerable period of time.

1613 Argyris, C. 1966. Interpersonal Barriers to Decision Making. HBR 44 (March-April, no. 2): 8497.
Argyris investigated the decision-making capabilities of 165 top-level executives from six companies and discovered some inherent problems.

1621 Collins, J. 1999. Turning Goals Into Results: The Power of Catalytic Mechanisms. HBR 77 ( July-August, no. 4): 7084.
A catalytic mechanism is a straightforward managerial tool that is a vital connection between an organizations aims and its performance.

1614 Guth, W. D. and R. Tagiuri. 1965. Personal Values and Corporate Strategy. HBR 43 (September-October, no. 5): 123134.
Executives value systems have a profound impact on the programs and ideas that an executive identies with.

1622 Simons, R. and A. Davila. 1998. How High Is Your Return on Management? HBR 76 ( JanuaryFebruary, no. 1): 7081.
Simons and Davila describe a new ration known as the return on management (ROM) which gauges the payback from a companys scarcest resource: managers time and energy. ROM is a rough estimate. Knowing which organizational elements maximize a companys productive energy will signicantly aid management.

1615 Larson, R. L. 1962. How to Dene Administrative Problems. HBR 40 ( January-February, no. 1): 6880.
By not knowing how to identify administrative problems, Larson explains how executives waste precious time making decisions that are expensive and unproductive.

1623 Sherwin, D. S. 1976. Management of Objectives. HBR 54 (May-June, no. 3): 149160.
Organizations should be seen as an array of specied objectives coordinated by individuals from different departments.

1616 Longstreet, V. M. 1961. Management R & D. HBR 39 ( July-August, no. 4): 125134.
Just as new products go through the research-and-development process, new ideas and methods of decision making can be nurtured and tested to increase the effectiveness of an executive.

1624 Schaffer, R. H. 1974. Demand Better Results-and Get Them. HBR 52 (November-December, no. 6): 9198.
Schaffer nds that most organizations fail to establish performance improvement expectations. As such, many rms never reach their productivity potential.

1617 Bennion, E. G. 1961. Econometrics for Management. HBR 39 (March-April, no. 2): 100112.
Bennion offers guidance to managers on how their business judgment can be aided by econometric models and linear programming.

1625 Lasagna, J. B. 1971. Make Your MBO Pragmatic. HBR 49 (November-December, no. 6): 6469.
Lasagna show how Wells Fargo Bank of San Francisco, utilized a management by objectives process for its planning and control functions in a way that is exible for the specic needs of small groups within the organization.

1618 Kepner, C. H. and B. B. Tregoe. 1960. Developing Decision Makers. HBR 38 (SeptemberOctober, no. 5): 115124.
Kepner and Tregoe describe an original approach for training executives with regards to their decision making skills.

1626 Levinson, H. 1970. Management by Whose


Objectives. HBR 48 ( July-August, no. 4): 125134.
Levinson points out how the notion of management by objectives is self-defeating in how it utilizes a reward-punishment psychology.

1619 Hurni, M. L. 1955. Decision Making in the


Age of Automation. HBR 33 (September-October, no. 5): 4958.
With the advent of automation, Hurni questions if traditional decision making processes are outmoded and

1627 Bayliss, W. H. 1969. Management by CSROEPM. HBR 47 (March-April, no. 2): 8589.
Baylisss spoof synthesizes the many conicting no-

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the companys stakeholders. This is done to dissect the CEOs intellectual and emotional fortitude. Moreover, stakeholders need to know how this CEO can help them achieve their their goals and protect them from trouble. Smart CEOs know that their success is contingent on how well they respond to these tests.

tions for handling managerial problems into one acronym: CSROEPM or communication, system, results, objectives, exception, participation and motivation.

1628 Graves, C. W. 1966. Deterioration of Work Standards. HBR 44 (September-October, no. 5): 117128.
Graves offers new insights since most popular managerial styles no longer can solve the problem of deteriorating productivity.

1637 Lucier, C. and J. Dyer. 2007. The Hidden Good News About CEO Dismissals. HBR 85 ( July-August, no. 7/8): 2021.
[Forethought Feature] The upsurge in CEO dismissals can be linked to changes in corporate governance practices. In addition, increasing numbers of external board members are far more independent than was case with previous generations of board members.

1629 Drucker, P. F. 1963. Managing for Business


Effectiveness. HBR 41 (May-June, no. 3): 5360.
Managers will get better results from their time and resources with the right plan of action, method of analysis, and understanding of decision principles.

1630 Quinn, J. B. 1961. Long-Range Planning of Industrial Research. HBR 39 ( July-August, no. 4): 88102.
Effective industrial planning requires ones research and operating people to harmonize their efforts toward the attainment of predetermined and realistic goals.

1638 Ready, D. A. 2007. Make Your Company a Talent Factory. HBR 85 ( June, no. 6): 6977.
A 2005 survey of human resources managers found that most rms have an insufcient pipeline of high-potential employees who are ready for leadership positions. Ready and Conger describe two companies, Procter & Gamble and the HSBC Group, who are nurturing this talent.

1631 Dale, E. 1960. Management Must Be Made


Accountable. HBR 38 (March-April, no. 2): 4959.
Dale explains the impact on management when partial proprietors can not vote in proportion to their stock.

1639 Coutu, D. 2007. We Googled You. HBR 85 ( June, no. 6): 3747.
[HBR Case Study Feature] An ordinary Google search has created a crisis for the CEO of a luxury retailer in how it produced the details of arrest involving the frontrunner to run his Shanghai store.

1632 Merrihue, W. V. and R. A. Katzell. 1955. ERI: Yardstick of Employee Relations. HBR 33 (November-December, no. 6): 9199.
ERI is an index designed to measure the extent to which employees accept and perform in accordance with organizational objectives.

1640 Watkins, M. D. 2007. Help Newly Hired


Executives Adapt Quickly. HBR 85 ( June, no. 6): 2630.
[Forethought Feature]Poor acculturation is often responsible when newly hired executives fail; estimated in one study to be at 40 percent at any time. Watkins describes how rms can better assimilate newly hired senior-level executives and avoid organizational cultural mishaps.

1633 Powlison, K. 1950. The Prot Motive Compromised. HBR 28 (March, no. 2): 102108.
Particularly with large corporations in which the function of management and ownership seem separate, Powlison bemoans that too many executives seem guided by operating motives instead of protability.

1634 Lewis, H. T. 1948. Evaluating Department


Efciency. HBR 26 (May, no. 3): 313328.
Though difcult to appraise, Lewis advocates having every department engage in a self-study process as to their contribution to the organizations overall mission.

1641 Nadler, D. A. 2007. The CEOs 2nd Act. HBR 85 ( January, no. 1): 6672.
Using a motif from the theater, Nadler nds that a CEOs initial brilliance typically fades once their rm solves its immediate problems (i.e., Act I). Another set of challenges invariably follows (i.e., Act II). These new challenges often require less swashbucking and more humility. The experiences, skills and temperament that yielded triumph in Act I are often the antithesis for those needed in Act II.

Managerial Selection or Assessment of Management


1635 Bower, J. L. 2007. Solve the Succession Crisis by Growing Inside-Outside Leaders. HBR 85 (November, no. 11): 9096.
Bowers research nds that CEOs who were internally developed tend to be very successful provided these individuals have a strong outside perspective.

1642 Morrison, M. 2007. The Very Model of a Modern Senior Manager. HBR 85 ( January, no. 1): 2739.
[HBR Case Study Feature] The recent ring of a national sales director has a boards executive committee and top management wondering if their company should create a competency model for its senior management. Doing so would codify the capabilities needed to head any of the companys diverse units. Morrisons case study examines whether this would oversimplify the responsibilities of senior management.

1636 Lansberg, L. 2007. The Tests of a Prince. HBR 85 (September, no. 9): 92101.
When a new CEO assumes power, they are tested by

107
1643 Burrell, L. 2006. The CEO Who Couldnt Keep His Foot Out of His Mouth. HBR 84 (December, no. 12): 3546.
[HBR Case Study Feature] A chief executive ofcers [CEO] caustic and condescending comments are ruining staff morale, alienating customers and wreaking havoc on the rms stock price. Burrells case study pursues whether this companys board of directors should terminate the CEO.

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and developed. Two of every ve CEOs now hired last less than two years in this capacity. Too often, new CEOs are plucked from a remarkably small number of recruiting rms. These candidates are typically charismatic but lack the critical skills or are just a bad t. Moreover, most rms are without meaningful succession plans. Corporate boards also seem oblivious to the problem.

1650 Ciampa, D. 2005. How Leaders Move Up. HBR 83 ( January, no. 1): 4653.
Designated CEO frontrunners need to grasp that the qualities that helped them achieve a number two position in an organization are likely insufcient in becoming a successful internal candidate to be chief executive ofcer. These individuals must master the art of forming coalitions and winning support, understanding their bosses point of view, knowing their limitations as well as managing the political side [i.e., the shadow organization] that is based on unspoken relationships and alliances.

1644 Beeson, J. 2006. Indispensible. HBR 84 (September, no. 9): 3750.


[HBR Case Study Feature] Edward Bennett is a talented chief executive ofcer [CEO] who successfully steered Astar Enterprises into its international operations and markets. Bennetts problem is that he is fast approaching retirement age and appears to be thumbing his nose at his boards edict that he develop a succession plan.

1645 Groysberg, B., A. N. McLean and N. Nohria. 2006. Are Leaders Portable? HBR 84 (May, no. 5): 92100.
General Electric has long been perceived as a talent incubator for top executives. Groysberg and his coauthors examined the careers of 20 former General Electric executives who went on to lead other companies. Over the long run, the performances of these one-time General Electric executives were disappointing.

1651 Cappelli, P. and M. Hamori. 2005. The New


Road to the Top. HBR 83 ( January, no. 1): 2532.
[Research Report Segment] The road to the executive suite and the attributes of the individuals who get there have changed over the past 20 years, even in the largest and most stable companies. Cappelli and Hamori discuss how corporate attitudes and hierarchies are shifting and how people should determine their next career move.

1646 Beer, M. 2006. Big Shoes to Fill. HBR 84


(May, no. 5): 4354.
[HBR Case Study Feature] The founder and chief executive ofcer of a surgical implants manufacturer was revered throughout his industry. Prior to his death, his rm began struggling with dwindling margins and cash ow problems. Competitors also developed their own competitive products by engineering around this companys patents. Worse, the rm has not had a major product launch in over four years. Stephanie Fortas, an outsider, was named to lead the company. What should Ms. Fortas do to resuscitate this company?

1652 Peebles, M. E. 2005. Into the Fray. HBR 83


( January, no. 1): 1523.
[HBR Case Study Segment]An international beverage company executive learns about the cutthroat games people sometimes play following the resignation of the head of U.S. operations. This individual is competing with a peer to replace this executive and is grossly appalled by how this counterpart schmoozes with upper management from the home ofce in Paris.

1653 Freeman, K. W. 2004. The CEOs Real Legacy. HBR 82 (November, no. 11): 5158.
[First Person Feature] Freeman, who recently retired as CEO of Quest Diagnostics, discusses his handoff experience and approach to succession planning. Incumbent CEOs must put aside their ego and actively manage the process of selecting and grooming a successor.

1647 Edelman, R. and T. Hiltabiddle. 2006. The


Nice Guy. HBR 84 (February, no. 2): 2131.
[HBR Case Study] Paul Kennedy is a compassionate boss. Will that, however, stymie his efforts to become his rms CEO? Four individuals comment on what Kennedy should do to show that he is indeed CEO material.

1648 Menkes, J. 2005. Hiring for Smarts. HBR


83 (November, no. 11): 100109.
Menkes contends that the standard intelligence test, despite many shortcomings, is a better predictor for gauging managerial success than anything else. In addition, one needs to grasp how executive intelligence is comprised of accomplishing tasks, working with people and judging oneself. Those components can be congured to enable a candidate to demonstrate a particular aptitude on these standardized intelligence tests.

1654 Cespedes, F. V. and R. M. Galford. 2004. Succession and Failure. HBR 82 ( June, no. 6): 31 42.
[HBR Case Study Feature] The retiring CEO of a major media company is grooming the perfect successor to head Aleph Records. One problem, however. This heir apparent wants to leave Aleph Records.

1649 Charan, R. 2005. Ending the CEO Succession. HBR 83 (February, no. 2): 7281.
Something is obviously amuck in how CEOs are hired

1655 Groysberg, B., A. Nanda and N. Nohria. 2004. The Risky Business of Hiring Stars. HBR 82 (May, no. 5): 92100.
The research of Groysberg and his coauthors demonstrates that the superstars one eagerly recruits will likely underperform for their new rm compared to their pre-

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[First Person Feature]Bossidy discusses the extraordinary amount of time and emotional energy he invested in evaluating, recruiting and developing good managers.

vious employer. One is far better off grooming stars than buying them.

1656 Poundstone, W. 2003. Beware the Interview


Inquisition. HBR 81 (May, no. 5): 1819.
[Forethought Feature] Poundstone explains how grilling candidates with brutal job interviews backres.

1664 Ciampra, D. and M. Watkins. 1999. The


Successors Dilemma. HBR 77 (November-December, no. 6): 160168.
Ciampa and Watkins discuss the phenomena of the successors dilemma. This frequently is an emotional power struggle between a CEO and their would-be heirs. The authors offer four ways for companies to avoid this.

1657 Bennis, W. G. and J. OToole. 2003. Dont Hire the Wrong CEO. HBR 81 (May-June, no. 3): 170178.
The high turnover of CEOs is indicative of how most corporate boards are unclear about leadership and how people are selected for leadership roles. Bennis and OToole argue that corporate directors must acknowledge that real leaders will overturn the status quo and that insiders are typically poor leaders.

1665 Galford, R. 1999. Whats He Waiting For? HBR 77 (November-December, no. 6): 3747.
[HBR Case Study Feature] Galfords case study involves the plight of an ineffective chief executive ofcer who appeared to be ideal for this position.

1658 Wiersema, M. 2002. Holes at the Top: Why CEO Firings Backre. HBR 80 (December, no. 12): 7077.
A corporate board and its CEO share responsibility for ones corporate performance. Hence, when CEOs fail, Wiersema believes the board also failed for not providing more diligent oversight.

1666 Fernandez-Araoz, C. 1999. Hiring Without


Firing. HBR 77 ( July-August, no. 4): 108124.
A wrong hire can easily derail a rm. Fernandez-Araoz cites studies on how 30 to 50 percent of executive-level hires end in rings or forced resignations. He also offers ways to improve this process.

1667 Lorsch, J. W. and R. Khurana. 1999.


Changing Leaders: The Boards Role in CEO Succession. HBR 77 (May-June, no. 3): 107121.
[A Roundtable Discussion with Philip Caldwell, George Kennedy, G.G. Michelson and Alfred Zeien] A chief executive ofcer (CEO) is the one person who determines a rms future and economic well-being. Lorsch and Khurana moderate a roundtable discussion on the selection process for hiring a new CEO and its impact on employees, investors and other stakeholders.

1659 McNulty, E. 2002. Welcome Abroad (But


Dont Change a Thing). HBR 80 (October, no. 10): 3240.
[HBR Case Study Feature] The new CEO of a family-owned toy manufacturer was hired from the outside. She now experiences resistance to her efforts to implement production changes.

1660 Khurana, R. 2002. The Curse of the Superstar CEO. HBR 80 (September, no. 9): 6066.
Charisma appears to be the one quality that struggling companies desire when pursuing a new CEO. No conclusive evidence exists that charismatic leadership affects a companys performance. Khurana nds that charismatic leaders have a knack for destabilizing organizations which might lead to a more dynamic company. It can also produce a troubled legacy to overcome.

1668 Adler, G. 1997. When Your Star Performer


Cant Manage. HBR 75 ( July-August, no. 4): 22 36.
[HBR Case Study Feature] Adlers case study focuses on a manager who knows he can do a job himself and discounts the importance of social interaction with his underlings.

1661 Walker, C. A. 2002. Saving Your Rookie


Managers from Themselves. HBR 80 (April, no. 4): 97102.
[Best Practice Feature] Most employees are promoted into managerial positions on the basis of their technical competence. Often, however, that aptitude never translates into effective managerial competence. Moreover, many of these rookie managers fail to grasp how their jobs have changed.

1669 _____. 1996. When a New Manager Stumbles, Whos at Fault? HBR 74 (March-April, no. 2): 2242.
[HBR Case Study Feature] Adlers case study examines a securities rm who promoted its star sales representative to a management position. In six months time, this manager is in deep trouble and about to lose his job.

1662 Axelrod, B., H. Handeld-Jones and E.


Michaels. 2002. A New Game Plan for C Players. HBR 80 ( January, no. 1): 8088.
Axelrod and her coauthors label c managers as those who deliver results that are acceptable but who fail to innovate or inspire the people they lead. Organizations, in turn, need to establish rigorous, disciplined processes for evaluating and retaining these c level managers.

1670 Sonnerfeld, S. 1995. When the CEO Cant Let Go. HBR 73 (September-October, no. 5): 24 40.
[HBR Case Study Feature] Sonnerfelds case study examines the plight of a rm whose CEO is on the verge of retiring. This CEOs choice to replace him runs counter to the desire of a coterie of board members.

1663 Bossidy, L. 2001. The Job No CEO Should Delegate. HBR 79 (March, no. 3): 4649.

1671 Levinson, H. and N. Stone. 1990. The Case of the Perplexing Promotion. HBR 68 ( JanuaryFebruary, no. 1): 1121.
[HBR Case Study Feature] Levinson and Stones

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case study focuses on a rm needing to select a successor to their retiring CEO among two stellar executives.

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1680 Swinyard, A. W. and F. A. Bond. 1980. Who


Gets Promoted? HBR 58 (September-October, no. 5): 618.
[Probing Opinions Feature] Swinyard and Bond surveyed more than 11,000 recently promoted executives on the basis of the college they attended, their undergraduate major[s], age, and past work experience.

1672 Jenks, J. M. and B. L. P. Zevnik. 1989. ABCs


of Job Interviewing. HBR 67 ( July-August, no. 4): 3842.
[Ideas for Action Feature] Most executives have little experience interviewing applicants for managerial positions. Jenks and Zevnik offer a format to aid executives obtain the most pertinent information from each interviewed candidate.

1673 Bartolome, F. 1989. Nobody Trusts the Boss Completely Now What? HBR 67 (March-April, no. 2): 135142.
Employees typically see a boss as a judge-like character. As such, most remain quiet to protect themselves or their co-workers. Management, on the other hand, must watch for telltale signs of trouble (e.g., a decline in the information ow, deteriorating morale, ambiguous verbal messages or nonverbal signals).

1681 Levinson, H. 1980. Criteria for Choosing Chief Executives. HBR 58 ( July-August, no. 4): 113120.
The ability to select high level executives requires a sense of knowing which personality facets are essential for which jobs. Levinson developed a matrix of 20 personality dimensions for this purpose.

1682 Davis, S. M. 1979. No Connection Between


Executive Age and Corporate Performance. HBR 57 (March-April, no. 2): 68.
[Ideas for Action Feature]Davis compiled the ages of executives from the ten largest companies throughout ten industries. Using regression analysis, he correlated those ages to ratios relevant to returns on total capital, equity, growth in sales and earnings per share to ascertain whether industries with older executives (e.g., railroads or steel) underperform industries having a younger executive base.

1674 Anonymous. 1988. Worldwide Executive Mobility. HBR 66 ( July-August, no. 4): 105123.
Reports on a Harvard Business Review survey which was distributed to executives who changed companies in 1987 and utilized executive search rms.

1675 Dearden, J. 1987. Measuring Prot Center


Managers. HBR 65 (September-October, no. 5): 8488.
Believing that the performance measurement system utilized by decentralized companies is awed, Dearden argues why different yardsticks should be utilized when measuring the performances of ones prot centers.

1683 Pitts, R. A. 1977. Unshackle Your Comers. HBR 55 (May-June, no. 3): 127136.
Large, diversied companies with a variety of middle management positions have the capability to offer unlimited opportunities and professional development challenges to promising executives.

1676 Vancil, R. F. 1987. A Look at CEO Succession. HBR 65 (March-April, no. 2): 107117.
Choosing a chief executive ofcer is likely the most important strategic decision a company makes. As such, the board of directors and others who have a hand in the selection of this person must consider the hopes and fears of every stakeholder (i.e., management, employees, shareholders, public policy makers, the media, etc.).

1684 Hess, H. 1976. The Real Peter Principle: Promotion to Pain. HBR 54 ( July-August, no. 4): 1012, 158159.
Hess contends that people often are promoted to their level of anxiety and depression instead of their level of incompetence. As such, anxiety and depression are often the culprit for why people do not perform well.

1677 Collier, A. T. 1986. Debate at Wickersham


Mills. HBR 64 (September-October, no. 5): 92 105.
[HBR Classic Feature] In drama format, four nalists vie to be president of a textile company. Each has conicting views on the nature and purpose of this business.

1685 Mitchell, M. D. 1976. The Transition Meeting: A Technique When Changing Managers. HBR 54 (Mary-June, no. 3): 1316, 182.
Mitchell explains how benecial it is to have meetings between an outgoing manager and their replacement.

1678 Kizilos, T. and R. P. Heinisch. 1986. How a Management Team Selects Managers. HBR 64 (September-October, no. 5): 612.
[Special Report Feature]Honeywells use of a team approach to select its new managers was effective in getting buy-in for its organizational goals.

1686 Thain, R. J. 1975. Campus Recruiting: Too Much Corporate Bungling. HBR 53 (March-April, no. 2): 1214.
[Ideas for Action Feature] Thain reports on how badly rms bungled their recruiting efforts with last years MBA graduates from the University of Chicago.

1679 Gabarro, J. J. 1985. When a New Manager Takes Charge. HBR 63 (May-June, no. 3): 110123.
Gabarro discusses his research ndings involving management successions and then offers strategies that new managers might pursue.

1687 Warren, E. K., T. P. Ference and J. A. F. Stoner. 1975. Case of the Plateaued Performer. HBR 53 ( January-February, no. 1): 3038, 146148.
[Problems in Review Feature] Large numbers of managers have essentially plateaued in regards to their capabilities. Little chance exists that they will ever be promoted or assigned additional duties. Warren and his

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General Electric conducted a series of in-house studies and experiments in lieu of its traditional appraisal methods to improve the job performance of its management team.

colleagues discuss the enormous strain this places on an organization.

1688 Perlmutter, H. V. and D. A. Heenan. 1974.


How Multinational Should Your Your Top Managers Be? HBR 52 (November-December, no. 6): 121132.
When executives of multinational companies are faced with appointing managers to foreign posts, Perlmutter and Heenan discuss whether this should be a person from the home country in lieu of the host nation.

1697 Bowman, G. W. 1964. What Helps or Harms Promotability. HBR 42 ( January-February, no. 1): 626, 184.
[Problems in Review Feature] Bowman describes how 2,000 business executives were queried on the personal and background factors that inuence promotability, particularly from the standpoint of minorities.

1689 Levinson, H. 1974. Dont Chose Your Own Successor. HBR 52 (November-December, no. 6): 3362.
Levinson argues that CEOs who insist on selecting their own successors are engaging in detrimental and hazardous conduct. Appointments should, instead, be made in a committee context.

1698 Greyser, S. A. 1962. The Case of the Unplanned Promotion. HBR 40 (November-December, no. 6): 156171.
[Problems in Review Feature] Greysers case study involves a human relations manager and a department manager who arrange an inter-departmental promotion. The psyche of a bright young man is wounded who felt the job should be his.

1690 Miner, J. B. 1973. The Real Crunch in Managerial Manpower. HBR 51 (November-December, no. 6): 146158.
Believing that companies will face an acute shortage of managers in ve years, Miner believes this makes them dependent on the very young people who are disenchanted with American business and management.

1699 Collier, A. T. 1962. Decision at Zenith Life. HBR 40 ( January-February, no. 1): 139157.
HBR readers are asked to decide who should succeed Cap Robbins as Zenith Life when he turn 65 in two years,

1691 Byham, W. C. 1970. Assessment Centers for Spotting Future Managers. HBR 48 ( July-August, no. 4): 150160.
Bynham describes assessment centers which enable companies to assess promising trainees in action and then evaluate them objectively for managerial aptitude.

1700 _____. 1960. Debate at Wickersham Mills.


HBR 38 (May-June, no. 3): 4963.
In drama format, four nalists vie to be president of a textile company. Each has conicting views on the nature and purpose of a business. Readers are then asked to select which nalist is worthy of selection.

1692 Dearden, J. 1968. Appraising Prot Center Managers. HBR 46 (May-June, no. 3): 8087.
Top management in decentralized companies have a difcult task when evaluating the management of its different prots centers. Dearden, being highly critical of traditional assessment methods, offers a new appraisal technique.

1701 Patton, A. 1960. How to Appraise Executive Performance. HBR 38 ( January-February, no. 1): 6370.
Patton maintains that individual goals must be determined in advance and offers ways to judge whether these goals are achieved using both qualitative and quantitative methods.

1693 Dommersmuth, W. P. 1966. On the Odds of Becomming Company President. HBR 44 (MayJune, no. 3): 6572.
Dommermuths study of 239 corporations demonstrates how company presidencies typically go to individuals who have spent most of their careers in a single eld.

1702 Hempbill, J. K. 1959. Job Descriptions for Executives. HBR 37 (September-October, no. 5): 5567.
Many companies are dissatised with the conventional methods for analyzing an executives work. Hemphill offers an approach that measures managerial performance based on ten dimensions.

1694 Fielden, J. S. 1966. The Right Young People for Business. HBR 44 (March-April, no. 2): 7683.
Fielden examines where tomorrows young managers will come from and what business can do to attract them.

1703 Gaddis, P. O. 1959. The Project Manager. HBR 37 (May-June, no. 3): 8997.
A new type of manager is emerging from all the different facets of technology. Gaddis examines the type of individual necessary in this environment and offers assessment methods to evaluate their effectiveness.

1695 Scheid, P. N. 1965. Charter of Accountability for Executives. HBR 43 ( July-August, no. 4): 8898.
Scheids discusses how management can enhance its motivational capabilities to improve employee performance.

1704 Bower, M. 1957. Nurturing High-Talent


Manpower. HBR 35 (November-December, no. 6): 6672.
Bower surveyed young executives and determined that many corporations are inept at satisfying and keeping their competent managers and analysts. Effective compa-

1696 Meyer, H. H., E. Kay and J. R. P. French, Jr. 1965. Split Roles in Performance Appraisal. HBR 43 ( January-February, no. 1): 123129.

111
nies, in contrast, are always organized for attracting retaining this talent.

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Middle Management Issues


1714 Bower, J. L. and C. G. Gilbert. 2007. How
Managers Everyday Decisions Create or Destroy Your Companys Strategy. HBR 85 (February, no. 2): 7279.
Bower and Gilbert nd that division managers have a powerful impact on how corporate strategy is executed. The two believe that strategies are crafted more at the operational levels of a company, as opposed to the home ofce, by how division resources are allocated to ones programs and facilities.

1705 Randle, C. W. 1956. How to Identify Promotable Executives. HBR 34 (May-June, no. 3): 122134.
Business faces acute shortages of capable executives. Randle surveyed 3,000 executives to gauge the characteristics that promotable executives possess.

1706 Janney, J. E. 1954. Company Presidents Look at Their Successors. HBR 32 (September-October, no. 5): 4553.
As todays company presidents assess the individuals who will replace them, Janney examines the mixed feelings these incumbents have.

1715 Hill, L. A. 2007. Becoming the Boss. HBR


85 ( January, no. 1): 4856.
The transition for rst time managers is difcult and gets harder as rms become leaner. Moreover, beginning managers often fail from a naivet on what it means to be a boss. Those who can acknowledge their credulity have a far greater chance to be a successful manager.

1707 Judson, A. S. 1954. New Approach to Executive Selection. HBR 32 (March-April, no. 2): 127 136.
Judson describes an employee interviewing method, known as the indirect approach, which is intended to assess a candidates personality.

1708 McMurry, R. N. 1954. Man-Hunt for Top


Executives. HBR 32 ( January-February, no. 1): 46 62.
For a person to manage a large, complex, and diversied enterprise, McMurry contends that they must be uniquely motivated and possess some extraordinary qualications.

1716 Priestland, A. and R. Hanig. 2005. Developing First-Level Leaders. HBR 83 ( June, no. 6): 112120.
British Petroleum [BP] recently discovered its 10,000 or so frontline supervisors, all of who are scattered throughout the world, felt disconnected from the company. A rst-level leaders training program was implemented which has been quite effective at bridging this isolation.

1709 Learned, E. P. 1949. Problems of a New Executive. HBR 27 (May, no. 3): 362372.
Learned focuses on the existing administrative framework when new executives are hired. Learned also pursues how an outsider nds their place and becomes effective in a new organizational framework?

1717 Kanter, R. M. 2004. The Middle Manager as Innovator. HBR 82 ( July-August, no. 78): 150 161.
[Best of HBR Feature]Middle-level managers who produce innovative, growth-oriented accomplishments are not rebrands or rule breakers. They work, instead, through existing networks to uncover opportunities and build coalitions to drive change.

1710 Haldane, B. 1947. A Pattern for Executive


Placement. HBR 25 (Autumn, no. 4a): 653663.
Haldane applied engineering techniques to personnel and evaluation procedures for selecting management personnel.

1718 Nguyen-Huy, Q. 2001. In Praise of Middle


Managers. HBR 79 (September, no. 8): 7279.
Nguyen-Huys six year study found that middle management is the most important component in implementing organizational change.

1711 Selekman, B. M. 1946. Wanted: Mature


Managers. HBR 24 (Winter, no. 2): 228244.
Selekman describes the mature manager as one not likely to make hasty or moralistic judgments on issues involving human, social, or technical difculties. This individual is, instead, analytical and grasps the complexities involved with labor relations.

1719 Uyterhoeven, H. 1989. General Managers in the Middle. HBR 67 (September-October, no. 5): 136145.
[HBR Classic Feature]In an article originally published in 1972, Uyterhoeven describes the plight of middle managers who have the accountability of top management without its authority.

1712 Chapple, E. D. and G. Donald, Jr. 1946.


Method for Evaluating Supervisory Personnel. HBR 24 (Winter, no. 2): 197214.
Chapple and Donald describe the Interaction Chronograph Method, a human resource tool for scientically evaluating the personality characteristics of executives and other supervisory personnel.

1720 Klein, J. A. and P. A. Posey. 1986. Good Supervisors are Good Supervisors Anywhere. HBR 64 (November-December, no. 6): 125128.
Good supervisors can easily switch from traditional to participative management systems. Average supervisors, on the other hand, ounder without strict rules and clear-cut lines of authority to fall back on.

1713 The Manseld Boiler and Heather Company. 1922. HBR 1 (October, no. 1): 115116.
[HBR Case Study Feature] The works manager for The Manseld Boiler was dismissed for insubordination despite leading an efcient production operation.

1721 Lorsch, J. W. and H. Takagi. 1986. Keep-

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act in terms of an operational system and be procient with their interpersonal skills.

ing Managers Off the Shelf. HBR 64 ( July-August, no. 4): 6065.
Lorsch and Takagi discuss how many managers, in their forties and fties, have worked for the same corporation throughout their careers. Most will never rise higher. They have, in other words, plateaued. Keeping plateaued managers productive and motivated is difcult.

1730 Gellerman, S. W. 1976. Supervision: Substance and Style. HBR 54 (March-April, no. 2): 8999.
Having analyzed the work of front-line supervisors in the food processing industry, Gellerman discusses how substance and style interact.

1722 Hall, K. and L. K. Savery. 1986. Tight Rein, More Stress. HBR 64 ( January-February, no. 1): 160164.
[Probing Opinions Feature]Hall and Savery studied a group of middle managers and discovered that authority, with the likelihood of being undercut, puts them under severe pressure.

1731 Hughes, E. C. 1974. Shelf Sitters Reexamined. HBR 52 (May-June, no. 3): 3846, 160164.
[Special Report Feature] Those middle managers who will never rise higher throughout their organizations constitute a signicant problem for an organization.

1723 Kellogg, D. E. 1985. The Closed-Loop Case. HBR 63 ( July-August, no. 4): 6065.
[Growing Concerns Feature] Kellogg discusses how smaller companies can get their middle managers and supervisors to be more focused on operational problems and business opportunities than their larger counterparts.

1732 Connor, S. R. and J. S. Fielden. 1973. Rx


for Managerial Shelf Sitters. HBR 51 (NovemberDecember, no. 6): 113120.
An important problem facing companies involve managers who have been passed over for promotion but remain on the payroll. Conner and Fielden contend the cost for this is astronomical. As such, they propose a scheme to re-educate or re-tool this manager.

1724 Klein, J. A. 1984. Why Supervisors Resist Employee Involvement. HBR 62 (September-October, no. 5): 8795.
Klein explains how insecurity and resentment are why many rst-line supervisors dislike employee involvement and quality-of-life programs.

1733 Uyterhoeven, H. E. R. 1972. General Managers in the Middle. HBR 50 (March-April, no. 2): 7585.
A middle manager accomplishes their goals largely through managing through relationships with an array of individuals in an agile manner.

1725 Kanter, R. M. 1982. The Middle Manager as Innovator. HBR 60 ( July-August, no. 4): 95105.
Kanter examines what motivates middle managers to initiate creative changes that will have a lasting impact on their organizations.

1734 Roethlisberger, F. J. 1965. The Foreman: Master and Victim of Double Talk. HBR 43 (September-October, no. 5): 2237, 176184.
[HBR Classic Feature] Roethlisberger describes the ambiguous position that a foreman encounters.

1726 Bittel, L. R. and J. E. Ramsey. 1982. The


Limited, Traditional World of Supervisors. HBR 60 ( July-August, no. 4): 2636.
[Ideas for Action Feature] Bittel and Ramsey describe the results from a survey of manufacturing-oriented supervisors on how their responsibilities have changed along with their comfort level in counseling employees.

1735 Porter, L. W. 1963. Where Is the Organizational Man? HBR 41 (November-December, no. 6): 5361.
Porter examines the personalities of middle managers in large organizations compared to those in smaller organizations and nds the latter more compatible for organization man type personalities.

1727 Nelson, M. 1981. Difcult Life of the Middle Manager. HBR 59 (September-October, no. 5): 3031.
[For the Managers Bookshelf Feature]Nelson reviews Earl Shorriss new study titled: The Oppressed Middle: Politics of Middle Management From Corporate Life.

1736 Mann, F. C. and J. K. Dent. 1954. The Supervisor: Member of Two Organizational Families. HBR 32 (November-December, no. 6): 103112.
With the Taft-Hartley Act, unit supervisors are considered to be part of management. Mann and Dent question whether, psychologically, a unit supervisor really belongs to management.

1728 Patton, A. 1981. The Coming Promotion


Showdown. HBR 59 (March-April, no. 2): 4656.
[Ideas for Action Feature]Patton discusses the impact of baby-boom generation growing older and economic ination with regards to middle management.

1737 Roethlisberger, F. J. 1951. Training Supervisors in Human Relations. HBR 29 (September, no. 5): 4757.
Roethlisberger describes his ambivalence towards businesss emphasis on training middle management to understand the role human relations has in business.

1729 Sasser, W. E., Jr. and F. S. Leonard. 1980. Let First-Level Supervisors Do Their Job. HBR 58 (March-April, no. 2): 113121.
Top management must enhance the status of their rst line supervisors. This is a group which must think and

1738 _____. 1945. The Foreman: Master and Victim of Doubletalk. HBR 23 (Spring, no. 3): 283298.

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Roethlisberger points out how the pressures relative to production, maintaining quality, holding costs down, and keeping employees productive makes the work of the modern foremen signicantly more complex than it was 25 years earlier.

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challenges given Siemenss traditions and organizational culture.

1745 Desai, M. A., C. F. Foley and J. R. Hines,


Jr. 2004. Venture Out Alone. HBR 82 (March, no. 3): 2222.
[Forethought Feature] If joint ventures are really so important to overseas expansion, Desai and coauthors wonder why U.S. multinationals shun them.

1739 Northrup, H. R. 1945. The Foremans Association of America. HBR 23 (Winter, no. 2): 187202.
Northrup describes the associations for foremen which stem largely from the power accrued by organized labor. Industrial foremen are now nothing more than straw bosses who can no longer hire, re, or set production goals as was the case prior to World War II.

1746 Prahalad, C. K. and K. Liberthal. 2004. The End of Corporate Imperialism. HBR 81 (August, no. 8): 109117.
[Best of HBR Feature] Instead of imposing Western models of commerce on developing nations, Prahalad and Liverthal argue that multinational corporations would do better if their operations were tailored to the unique conditions of an emerging nation.

1740 _____. 1943. Unionization of Foreman.


HBR 21 (Summer, no. 4): 496504.
Northrup pursues whether shop foreman should be classied as management or non-management. If the latter, are they be eligible for union membership and, if so, what impact would this have on production and maintenance workers?

1747 Itoh, R. and T. Vestring. 2001. Buying Into


Japan, Inc. HBR 79 (November, no. 10): 2628.
[Forethought Feature] Itoh and Vestring discuss how McDonalds, IBM and Microsoft built successful Japanese operations. The two also nd that Japanese managers and workers are starting to see why the Japanese economy needs a fusion of new ideas if it is to rebound.

Multinational Companies
1741 Santos, J. 2007. Strategy Lessons from Left Field. HBR 85 (April, no. 4): 2021.
[Forethought Feature]Santos describes how multinational companies from the Third World (e.g., Indias major steel manufacturer, Mittal Steel or Cemex, a cement manufacturer from Mexico) are outperforming many of their industrialized world counterparts in an array of performance measures.

1748 Birkinshaw, J. and N. Hood. 2001. Unleash


Innovation in Foreign Subsidiaries. HBR 79 (March, no. 3): 131137.
[Best Practice Feature]Companies should see their foreign subsidiaries as peninsulas as opposed to islands. They are extensions of a multinational companys strategic domain instead of being isolated outposts.

1742 Khanna, T. and K. G. Palepu. 2006. Emerging Giants: Building World-Class Companies in Developing Countries. HBR 84 (October, no. 10): 6069.
Trade liberalization is eliminating many of the Third Worlds protectionist barriers. As such, multinational corporations stormed into these emerging markets. Khanna and Palepu, however, describe how local companies persevered by restructuring their businesses and exploiting niche opportunities to withstand this onslaught.

1749 Khanna, T. and K. Palepu. 1999. The Right Way to Restructure Conglomerates in Emerging Markets. HBR 77 ( July-August, no. 4): 125135.
Khanna and Palepu nd that huge conglomerates who operate in the emerging economies of the Pacic Rim nations should not be dismantled. Instead, those nations need to develop market initiatives and provide other services.

1750 Kogut, B. 1999. What Makes a Company


Global. HBR 77 ( January-February, no. 1): 165 170.
[Books in Review Feature] Kogut reviews Robert Reichs The Myth of the Global Corporation on whether global markets are really creating globally minded corporations.

1743 Jones, G. G. 2006. The Rise of Corporate Nationality. HBR 84 (October, no. 10): 2022.
[Forethought Feature] With outsourcing and offshoring occurring more frequently, multinational companies may appear divorced from the nation-state. After examining this assumption, Jones nds that nationality still has a strong inuence on multinational corporations.

1751 Prahalad, C. K. and K. Lieberthal. 1998. The End of Corporate Imperialism: Big Emerging Markets. HBR 76 ( July-August, no. 4): 6879.
Prahalad and Lieberthal discuss how multinational companies can create new business models and develop a new mind-set by: (i) reconguring their resource base; (ii) reexamining their cost structure; (iii) redesigning their product development process; and nally (iv) challenging the assumptions as to the cultural mix of their top managers.

1744 Stewart, T. A. and L. OBrien. 2005. Transforming an Industrial Giant. HBR 83 (February, no. 2): 114122.
[An Interview with Siemens CEO, Heinrich von Pieter]von Pieter describes how the German conglomerate, Siemens, transformed itself from a technically superb but slow-moving industrial giant to a nimble and market-driven multinationals; all of this poses enormous

1752 Khanna, T. and K. Palepu. 1997. Why Fo-

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1760 Reich, R. B. and E. D. Mankin. 1986. Joint Ventures with Japan Give Away Our Future. HBR 64 (March-April, no. 2): 7886.
Japanese companies are establishing production facilities throughout the United States. Reich and Mankin nd this counterproductive to U.S. economic interests since it gives the Japanese access to American engineering and production skills.

cused Strategies May Be Wrong for Emerging Markets. HBR 75 ( July-August, no. 4): 4151.
[World View Feature] Companies operating in emerging markets must engage in a wide array of marketing strategies pertaining to labor markets, regulatory systems and product capital given the global competition involved with todays fast-paced markets.

1753 Maljers, F. A. 1992. Inside Unilever: The


Evolving Transnational Company. HBR 70 (September-October, no. 5): 4652.
[Four Corners Feature] Unilevers evolution into a transnational company stems from trial-and-error and by responding to their market environment as opposed to applying some kind of strategic theory.

1761 Encarnation, D. J. and S. Vachani. 1985. Foreign Ownership: When the Hosts Change the Rules. HBR 63 (September-October, no. 5): 152 160.
Encarnation and Vachani studied twelve multinational companies operating in India and the hostile equity laws they encountered. Despite these laws, all 12 rms managed to prosper from by being adroit at planning and negotiation.

1754 Bleeke, J. A. and D. Ernst. 1991. The Way to Win in Cross-Border Alliances. HBR 69 (November-December, no. 6): 127135.
Despite the challenges that strategic cross-border alliances pose, they are viable components of international strategy. Bleeke and Ernst studied 49 alliances throughout the world and found that cross-border alliances are particularly advantageous when edging into new businesses or into new geographic regions.

1762 Bartlett, C. A. 1983. MNCs: Get Off the Reorganization Merry-Go-Around. HBR 61 (March-April, no. 2): 138146.
Even the most successful companies struggle at managing their global operations. As such, they often engage in reorganization efforts. Bartlett analyzes ten diverse and successful multinational companies who never engaged in these reorganization efforts.

1755 Taylor, W. 1991. Logic of Global Businesses: An Interview with ABBs Percy Barnevik. HBR 69 (March-April, no. 2): 90105.
Barnevik discusses the changes that ABB Zamech, Polands leading manufacturer of steam turbines, went through following its reorganization into discrete prot centers.

1763 Doz, Y. L. and C. K. Prahalad. 1980. How MNCs Cope with Host Government Intervention. HBR 58 (March-April, no. 2): 149157.
Doz and Prahalad discuss why host governments often limit the strategic autonomy of multi-national corporate managers.

1756 Reich, R. B. 1991. Who Is Them? HBR 69 (March-April, no. 2): 7789.
The bonds between companies and nations is rapidly eroding. Global managers those without ties to any country are likely to possess interests that diverge from those of the United State. The new global managers job is to exploit the opportunities created from high-powered technology.

1764 Wiechmann, U. E. and L. G. Pringle. 1979.


Problems That Plague Multinational Marketers. HBR 57 ( July-August, no. 4): 118124.
Wiechmann and Pringle surveyed 40 multinational companies from the consumer packaged goods sector to assess the relationship between home ofces and their international subsidiaries.

1757 _____. 1990. Who Is Us? HBR 68 ( January-February, no. 1): 5364.
With globalization, Reich contends that foreignowned corporations who invest in American-based production facilities, might contribute more to American competitiveness than commonly perceived.

1765 Heenan, D. A. and W. J. Keegan. 1979. The Rise of Third World Multinationals. HBR 57 ( January-February, no. 1): 101109.
As OPEC and other third world nations industrialize, Heenan and Keegan examine the impact of multinational corporations from these nations as they expand into the United States and Western Europe.

1758 Ohmae, K. 1989. Planting for a Global Harvest. HBR 67 ( July-August, no. 4): 136145.
A signicant problem with global organizational structures involves ones regional managers and keeping them from developing a native perspective. Multinational corporations, instead, need to develop a shared identity and set of values.

1766 Franko, L. G. 1978. Multinationals: The


End of U.S. Dominance. HBR 56 (November-December, no. 6): 93101.
Franko describes how American corporate hegemony is not as pervasive as perceived. Continental European and Japanese conglomerates are proving difcult adversaries for American multinationals. In addition, multinational inuence has waned as many third world and socialist economies have extracted favorable terms.

1759 _____. 1989. Managing in a Borderless World. HBR 67 (May-June, no. 3): 152161.
A managers rst task is to eradicate the notion of borders. As such, Ohmae points out the importance for management to develop an equidistant view with all its customers.

1767 Galbraith, J. K. 1978. The Defense of the Multinational Company. HBR 56 (March-April, no. 2): 8393.

115
Galbraith castigates the secrecy and denial that multinational corporations exhibit as to their foreign origins and power.

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1768 Bradley, D. G. 1977. Managing Against Expropriation. HBR 55 ( July-August, no. 4): 7583.
Bradley describes the errors that many international managers make by misgauging the political and social climate of a host nation.

1776 Diebold, J. 1973. Developing Nations More Attractive for Plants of MNCs. HBR 51 ( July-August, no. 4): 812.
[Ideas for Action Feature] Diebold forecasts the long-range impact of technological investments by multinational corporations in the third world.

1769 Rummel, R. J. and D. A. Heenan. 1978. How Multinationals Analyze Political Risk. HBR 55 ( January-February, no. 1): 6776.
Surveys indicate that multinational corporations pay little attention to engaging in risk analysis when determining the political climates of their overseas markets.

1777 Kuin, P. 1972. The Magic of Multinational Management. HBR 50 (November-December, no. 6): 8997.
Kuin is captivated by how multinational companies can assimilate managers from different cultures and backgrounds into productive work teams.

1770 Blodgett, T. B. and P. Banks. 1976. NestleAt Home Abroad. HBR 54 (November-December, no. 6): 8088.
[An Interview with Pierre Liotard-Vogt of Nestle Alimentana] Liotard-Vogt describes why Nestle is in an enviable position since most Americans perceive it as a domestic company instead of an international conglomerate.

1778 Gabriel, P. P. 1972. MNCs in the Third World: Is Conict Unavoidable? HBR 50 ( JulyAugust, no. 4): 93102.
Many see an eventual confrontation between multinational companies and the governments of third world nations. Gabriel contends harmony is in the interest of both parties.

1779 Ewing, D. W. 1971. MNCs on Trial. HBR 50 (May-June, no. 3): 130143.
[Keeping Informed Feature] With American investment in plant and equipment abroad growing prodigiously, multinational companies are nding themselves in a crossre between their foreign critics and domestic unions.

1771 Prahalad, C. K. 1976. Strategic Choices in


Diversied MNCs. HBR 54 ( July-August, no. 4): 6778.
Prahalad assesses the advantages and disadvantages of multinational companies adopting a global matrix organizational structure.

1780 Bradley, G. E. and E. C. Bursk. 1972.


Multinationalism and the 29th Day. HBR 50 (November-December, no. 1): 3747.
Top executives from General Electric and IBM are interviewed on whether multinational companies have the capability to grow and overcome many obstacles throughout the next decade.

1772 Ewing, D. W. and P. Banks. 1975. Who


Controls MNCs? HBR 53 (November-December, no. 6): 97108.
[An Interview with William I. Spencer of Citicorp] Sepncer nds that MNCs engage in tremendous sovereign risk with regards to the nationalism, tariffs and quotas. As such, they must deal with the possibility of expropriation and divergent cultures.

1781 Vernon, R. 1967. Multinational Enterprise


& National Sovereignty. HBR 45 (March-April, no. 2): 156172.
[Thinking Ahead Feature] Vernon examines whether international harmonization exists between corporate family groups as well as the nation-states that they operate in.

1773 Sorenson, R. Z., II and U. E. Wiechmann. 1975. How Multinationals View Marketing Standardization. HBR 53 (May-June, no. 3): 3854, 166167.
[Probing Opinions Feature]Sorenson and Wiechmannn surveyed 27 leading multinational companies engaged in consumer packaged goods on whether global marketing activities should be standardized.

1782 Karsten, C. F. 1965. Should Europe Restrict U.S. Investment. HBR 43 (September-October, no. 5): 5361.
The day when Western European nations went begging for American companies to establish manufacturing and other facilities in their countries is over. Karsten, a Dutch banker, contends something must be done to moderate American expansion desires.

1774 Wells, L. T., Jr. 1975. Social Cost/Benet


Analysis for MNCs. HBR 53 (March-April, no. 2): 4048, 150154.
[Special Report Feature]Wells describes how third world governments are engaging in a societal cost/ benet analysis to scrutinize investment in their nations.

1775 Parks, F. N. 1974. What Role for European HQ-and Where? HBR 52 ( July-August, no. 4): 6 7.
[Ideas for Action Feature] Parks describes the emphasis multinational companies place on product structure and how this affects the role and location of their European headquarters.

1783 Kircher, D. P. 1964. Now the Transnational Enterprise. HBR 42 (March-April, no. 2): 610, 172176.
[Thinking Ahead Feature] Forward-thinking companies will reap signicantly from a new form of internationally owned enterprise known as the transnational company.

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Learn from Venture Capitalists. HBR 75 (MarchApril, no. 2): 3644.
[Social Enterprise Feature] Letts and her coauthors contend that private foundations might tackle social problems more effectively if they improved their organizational health through a venture capital model.

Nonprot Organization Topics


1784 Ballou, B. and D. L. Heitger. 2006. Tapping a Risky Labor Pool. HBR 84 (December, no. 12): 2830.
[Forethought Feature] With an innovative business model, Cincinnati Works, a nonprot employment agency, has placed 4,000 working poor and chronically unemployed people in jobs. Cincinnati Works also provides the necessary services and counseling to keep these people gainfully employed.

1792 Andreasen, A. R. 1996. Prots for Nonprots: Find a Corporate Nonprot. HBR 74 (November-December, no. 6): 4759.
[Social Enterprise Feature]Cause-related marketing alliances between nonprot bodies and for-prot corporations can benet any nonprot agency. These alliances are often the only way for a nonprot organization to survive. Nonprots risk being involved in a supercial campaign or nding themselves linked to a rm whose business practices are antithetical to the nonprot body.

1785 Foster, W. and J. Bradach. 2005. Should


Nonprots Seek Prots. HBR 83 (February, no. 2): 92100.
Nonprot agencies increasingly feel compelled to engage in earned income or for-prot ventures to reduce their dependence on fund-raising. Foster and Bradach emphasize how these for-prot ventures are frequently resource sinks when overhead costs and managerial energies are factored in.

1793 Taylor, B. E., R. E. P. Chait and T. P. Holland. 1996. The New Work of the Nonprot Board. HBR 74 (September-October, no. 5): 3646.
[Social Enterprise Feature] All too often, a nonprot organizations board is a collection of high-powered people engaged in low-level activities. Taylor and her coauthors emphasize how important it is that non-prot boards engage in strategic planning.

1786 Rangan, V. K. 2004. Lofty Missions, Down


to Earth Plans. HBR 82 (March, no. 3): 112119.
[Tool Kit Feature] Most nonprot organizations have broad and inspirational mission statements. Rangen describes why nonprots also need a systematic method that connects their calling to their programs.

1787 Bradley, B., P. Jansen and L. Silverman. 2003.


The Nonprot Sectors $100 Billion Opportunity. HBR 81 (May, no. 5): 94103.
To help the nation cope with its stresses, the nonprot sector must challenge its traditional notion of stewardship.

1794 Herzlinger, R. E. 1996. Can Public Trust in Nonprots and Governments Be Restored. HBR 74 (March-April, no. 2): 97108.
The United Way, Blue Cross and Orange County, California have all been embroiled in fraud and nancial mismanagement. This mismanagement of funds by nonprot and governmental agencies is eroding the public trust. Herzlinger argues that a lack of accountability lies at the heart of these scandals. Moreover, nonprot organizations should be forced to undergo the same disclosure process required of publicly traded companies.

1788 McFarlan, F. W. 1999. Working on Nonprot Boards: Dont Assume the Shoe Fits. HBR 77 (November-December, no. 6): 6480.
[Social Enterprise Feature] Most corporate executives will serve on a nonprot organizations board at one time or another. McFarlan explains how the experiences garnered from business never quite prepares one for the nonprot sector.

1795 Scheff, J. and P. Kotler. 1996. How the Arts Can Prosper Through Strategic Collaborations. HBR 74 ( January-February, no. 1): 5262.
[Social Enterprise Feature] The performing arts are being hit hard by shrinking audiences, rising debt, and cuts in government funding. Scheff and Kotler nd that one way for ne arts organizations to succeed is through strategic collaboration with private industry. EDS Corporations arrangement with the Detroit Symphony Orchestra exemplies this concept.

1789 Ryan, W. P. 1999. The New Landscape for Nonprots. HBR 77 ( January-February, no. 1): 127137.
Nonprot social sector organizations are always being forced to reassess their purpose for existing. Ryan examines how nonprot organizations can adapt to environments which are changing and more competitive.

1790 Dees, J. G. 1998. Enterprising Nonprots. HBR 76 ( January-February, no. 1): 5467.
[Social Enterprises Feature] Many nonprot organizations are looking for commercial ways to raise more funds since they face rising costs, more competition for fewer donations and grants along with increased rivalry from for-prot companies entering the social sector. Dees developed a framework to help nonprot leaders determine whether or not a commercial activity is working.

1796 Howard, A. and J. Magretta. 1995. Surviving Success: An Interview with the Nature Conservancys John Sawhill. HBR 73 (September-October, no. 5): 108119.
Sawhill explains why the Nature Conservancy must undergo immediate change for it to ever achieve its longterm mission.

1797 Bowen, W. G. 1994. When a Business Leader Joins a Nonprot Board. HBR 72 (September-October, no. 5): 3843.
[Social Enterprise Feature]Bowen urges nonprot organizations to recognize that outside directors from the business community are unlikely to contribute the

1791 Letts, C. W., W. Ryan and A. Grossman.


1997. Virtuous Capital: What Foundations Can

117
same bottom-line approach that they do in their professional lives.

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1798 Herzlinger, R. E. 1994. Effective Oversight:


A Guide for Nonprot Directors. HBR 72 ( JulyAugust, no. 4): 5260.
[Social Enterprise Feature] Herzlinger writes on the increased scrutiny nonprot organizations face stemming from recent revelations on assets being misused, excessive compensation practices and organizational inefciency.

Control in Nonprot Organizations; Management Principles for Nonprot Agencies and Organizations edited by Gerald Zaltman and Tracy Daniels The Nonprot Organization Handbook.

1805 Young, D. W. 1982. Nonprots Need Surplus Too. HBR 60 ( January-February, no. 1): 124 131.
Given how the United States tax code treats nonprot agencies, Young discusses whether these organizations should be allowed to generate operating surpluses to acquire xed assets and grow their working capital.

1799 Drucker, P. F. 1989. What Business Can Learn from Nonprots. HBR 67 ( July-August, no. 4): 8893.
Drucker nds nonprot organizations to be successful by giving people responsibility for meaningful tasks, holding them accountable for their performance, rewarding them with training and more demanding assignments. What enhances the effectiveness of nonprots is the manner in which they engage in strategic thinking as well as utilize their knowledge workers and board of directors.

1806 Herzlinger, R. and H. D. Sherman. 1980.


Advantages of Fund Accounting in Nonprots. HBR 58 (May-June, no. 3): 94105.
Herzlinger and Sherman advocate the use of business accounting and nancial statement reporting procedures for nonprot agencies. Doing this makes ones nancial status less complex.

1800 Chait, R. P. and B. E. Taylor. 1989. Charting the Territory of Nonprot Boards. HBR 67 ( January-February, no. 1): 4454.
[Special Report Feature] Chait and Taylor examine why seemingly astute business executives lose their business and managerial bearings as nonprot agency trustees.

1807 Anthony, R. N. 1980. Making Sense of Nonbusiness Accounting. HBR 58 (May-June, no. 3): 8393.
For most individuals involved in the nonprot sector, learning an accounting system is often more difcult than learning a foreign language.

1808 Stern, A. R. 1980. Instilling Activism in Trustees. HBR 58 ( January-February, no. 1): 2432.
[From the Boardroom Feature] Nonprot organizations hospitals in particular face dire problems. It is critical that trustees be selected for reasons other than their potential to make large contributions.

1801 Harvey, P. D. and J. D. Snyder. 1987. Charities Need a Bottom Line Too. HBR 65 ( JanuaryFebruary, no. 1): 1422.
[Ideas for Action Feature] Board members and donors need to insist that nonprot organizations institute a system of standards and measurements to sustain a sense of purpose, effectiveness and efciency.

1809 Goldsmith, J. C. 1979. Farewell to the Volunteer Fireman. HBR 57 (May-June, no. 3): 1418.
[Ideas for Action Feature] Goldsmith examines nonprot agencies which employ knowledge professionals such as physicians, social workers, educators, scientists or attorneys. Individuals from these ranks typically become chief executive for their organization. Goldsmith nds that these individuals often fail from a lack of administrative exposure.

1802 Skloot, E. 1983. Should Not-for-Prots Go


Into Business? HBR 61 ( January-February, no. 1): 2026.
[Special Report Feature] Skloot nds that many not-for-prot organizations are nancially overextended and must stabilize their budgets and diversify their revenue bases through donations or establishing earned income ventures to ensure their survival.

1810 Selby, C. G. 1978. Better Performance from Nonprots. HBR 56 (September-October, no. 5): 9298.
Selby describes the managerial and marketing problems plaguing nonprot agencies. To address these problems, one needs to examine the unique characteristics that these organizations possess.

1803 Andreasen, A. R. 1982. Nonprots: Check


Your Attention to Customers. HBR 60 (May-June, no. 3): 105110.
Too often nonprot organizations fail to focus their marketing efforts on the desires of their clientele. In addition, nonprot management seems passive or oblivious to the competitive forces which often arise from unexpected quarters.

1811 Raymond, T. J. C. and S. A. Greyser. 1978.


The Business of Managing the Arts. HBR 56 ( July-August, no. 4): 123132.
The role of management for ne arts organizations generates little attention. Raymond and Greyser describe how crucial good managerial practices are for the vibrancy of the performing arts.

1804 Barnard, M. S. 1982. Books for the Thoughtful Executive. HBR 60 ( January-February, no. 1): 148150.
[For the Managers Bookshelf Feature] Barnard assesses recently published books on nonprot management such as Anthony and Herzlingers Management

1812 Mittenthal, R. A. and B. W. Mahoney. 1977. Getting Management Help to the Nonprot Sector. HBR 55 (September-October, no. 5): 95103.
Mittenthal and Mahoney describe the efforts of cor-

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Lippincott and Aannestad examine seven fundamental questions that board members and policy-makers should pursue for a voluntary nonprot organization.

porate executives in New York City to provide managerial and nancial expertise to minority-owned businesses and nonprot agencies.

1813 Herzlinger, R. 1977. Why Data Systems in


Nonprot Organizations Fail. HBR 55 ( JanuaryFebruary, no. 1): 8186.
Nonprot organizations do not lack data. If anything, they possess an overabundance of data and other statistics. Herzlinger, instead, describes how nonprots lack systematically provided information to help management do its job.

Organizational Behavior and Dynamics


1821 Morse, G. 2007. Set Up to Fail. HBR 85
( June, no. 6): 2828.
[Conversation Feature] Paul Ormerod, a theoretical economist, is interviewed whether failure is inherent in every type of biological, social or economic system. Ormerod emphasizes that rms should not be preoccupied about preventing failure. Failure is often a tremendous means for triggering innovative solutions.

1814 Stewart, C. T. 1976. Standards of Care for


Trustees. HBR 54 ( January-February, no. 1): 1426.
[From the Boardroom Feature] Very little case law exists on the duciary responsibilities that trustees of nonprot organizations possess.

1815 Shapiro, B. P. 1973. Marketing for Nonprot


Organizations. HBR 51 (September-October, no. 5): 123132.
Too often, top management in nonprot organizations see marketing as an occasional duty. As such, Shapiro describes each element of the marketing mix (i.e., communications, distribution channels, pricing, and product policy) in terms of nonprot marketing.

1822 Detert, J. R. and A. C. Edmondson. 2007. Why Employees are Afraid to Speak. HBR 85 (May, no. 5): 2325.
[Forethought Feature] By interviewing approximately 200 employees at a particular company, Detert and Edmondson examined how employees are prevented from bringing ideas or grievances to their employers. Half of these respondents felt it was not safe to challenge the status quo at their organization even if it helped improve the organizations product line, processes or performance.

1816 Fulmer, V. A. 1973. Cost/Benet Analysis


in Fund Raising. HBR 51 (March-April, no. 2): 103110.
Fulmer discusses how nonprot institutions need to discount future cash ows to present value particularly if they are heavily dependent on gifts in the form of pledges. He also suggests ways in which donors and recipients can work to mitigate these hidden costs.

1823 Reardon, K. K. 2007. Courage as a Skill. HBR 85 ( January, no. 1): 5864.
Reardon nds that courage in business differs from the courage needed in life-and-death situations. In business, courage often arises from careful preparation by individuals who can quickly size up a situation in a manner that is never wreckless. That differs markedly from the courage that is necessary in life-and-death situations.

1817 MacLeod, R. K. 1971. Program Budgeting Works in Nonprot Institutions. HBR 49 (September-October, no. 5): 4656.
MacLeod explains how nonprot service organizations have long neglected cost accounting concepts. This resistance, however, is breaking down as benefactors are demanding better control over expenditures, materials and manpower.

1824 Hurley, R. F. 2006. The Decision to Trust. HBR 84 (September, no. 9): 5562.
[Managing Yourself Feature] Distrustful environments often produce expensive and terminal problems. Recent surveys show that 80 percent of Americans do not trust corporate executives. Whether people opt to trust or not trust someone, they undergo a decision-making process. It is important that leaders understand how this decision-making process is constructed.

1818 Fenn, D. H., Jr. 1971. Executives as Community Volunteers. HBR 49 (March-April, no. 2): 416, 156157.
[Problems in Review Feature] Executives offer little leadership when they volunteer for community action groups. As a result, they often engage in mundane tasks. Fenn offers measures to correct this.

1825 Neilson, G. L., B. A. Pasternack and K. E.


Van Nuys. 2005. The Passive-Aggressive Organization. HBR 83 (October, no. 10): 8292.
Passive-aggressive organizations are typically lled with well-intentioned people who are victims of awed processes and policies. Decisions here are routinely criticized, often ignored and even reversed. They are also places where more energy goes into thwarting initiatives than igniting them. Whenever the healthy impulses (i.e., to learn, share and achieve) are stymied, other harmful, but adaptive behavior, arise in this type of organization.

1819 Trainor, J. L. 1966. Government Use of Nonprot Companies. HBR 44 (May-June, no. 3): 3852, 182.
[Thinking Ahead Feature]Trainor assesses the role of nonprot companies which subsist on governmental contract work.

1820 Lippincott, E. and E. Aannestad. 1964.


Management of Voluntary Welfare Agencies. HBR 42 (November-December, no. 6): 8798.

1826 Weiss, J. and J. Hughes. 2005. Want Collaboration?: Accept and Actively Manage Conict. HBR 83 (March, no. 3): 92101.

119
Companies engage in all sorts of practices to enhance collaboration among their different functions. These practices typically have a limited impact for achieving collaboration since they neglect to address its core problem: conict. By knowing how to manage conict, leaders can turn a major liability into a signicant asset.

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1834 Coutu, D. L. 2003. Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick. HBR 81 (April, no. 4): 8490.
Organizations such as nuclear power plants, reghting outts or hospital emergency rooms can not afford to make mistakes. Weick examines the characteristics of these high-reliability organizations (HROs) and offers ways for other organizations to implement them into their philosophies and practices.

1827 MacCormack, A. 2004. Management Lessons from Mars. HBR 82 (May, no. 5): 1819.
[Forethought Feature]NASAs fabled Faster, Better, Cheaper initiative hastened the agencys spacecraft development. When these missions began to fail, MacCormack nds that this blame must be placed on faulty organizational learning instead of any of the spaceships hardware.

1835 McClelland, D. C. and D. H. Burnham. 2003. Power Is the Great Motivator. HBR 81 ( January, no. 1): 117126.
[Best of HBR Feature] When it comes to leading companies, McClelland and Burnham emphasize how power (i.e., being strong, inuential and making an impact) is more critical than the need to get things done.

1828 Coutu, D. L. 2003. In Praise of Boundaries: A Conversation with Miss Manners. HBR 81 (December, no. 12): 4145.
[Different Voice Feature] More and more people consider colleagues to be friends or family. Miss Manners, however, believes that removing peoples inhibitions in the ofce creates more problems than it solves.

1836 Livingston, J. S. 2003. Pygmalion in Management. HBR 81 ( January, no. 1): 97106.
[Best of HBR Feature] Using George Bernard Shaws play, Pygmalion, Livingston explores whether how one person treats another is a transforming experience.

1829 Gilmour, D. 2003. How to Fix Knowledge Management. HBR 81 (October, no. 10): 1617.
[Forethought Feature] People tend to hoard their information and release it selectively. This is a core problem in many corporate cultures. Some rms, however, nd that their employees are more eager to share their knowledge if it makes them appear more valuable to their rm.

1837 Manville, B. and J. Ober. 2003. Beyond Empowerment: Building a Company of Citizens. HBR 81 ( January, no. 1): 4853.
Although this is the knowledge economy, Manville and Ober argue that our managerial and governance systems are stuck in the industrial era.

1830 Sala, F. 2004. Laughing All the Way to the


Bank. HBR 81 (September, no. 9): 1617.
[Forethought Feature]Executives rated outstanding by their superiors use humor more than twice as often as those deemed average.

1838 Morse, G. 2003. Why We Misread Motives. HBR 81 ( January, no. 1): 1818.
[Forethought Feature] Well-meaning managers often push the wrong levers and develop incentives that do not reect the needs of their employees. Here, extrinsic motivators are stressed while intrinsic incentives are ignored.

1831 Kleiner, A. 2003. Are You in the In Crowd?


HBR 81 ( July, no. 7): 8692.
Every organization seems to have a core group that dominates all its goings-on. It is all self-serving. These core groups contradict the vital premise that everyone has a common stake in the success of the company. Talking or complaining about them is also taboo.

1839 Edmondson, A. and S. E. Cha. 2002. When


Company Values Backre. HBR 80 (November, no. 11): 1819.
[Forethought Feature] Edmondson and Cha describe research done on corporate values and the effect if employees sense that top managements decisions are at odds with those values.

1832 DeLong, T. J. and V. Vijayaraghavan. 2003. Lets Hear It for B Players. HBR 81 ( June, no. 6): 96102.
A players may be a companys superstars. However, a rms best supporting actors keep it running smoothly. Direct them well and an organization benets signicantly. Without reward and encouragement, B players tune out or leave.

1840 Levitt, T. 2002. Creativity Is not Enough.


HBR 80 (August, no. 8): 137144.
[Reprinted from the May-June 1963 issue of HBR] Levitt maintains that most advice companies receive on being creative is often too abstract. Greater emphasis, instead, needs to be placed on execution.

1833 Perlow, L. and S. Williams. 2003. Is Silence


Killing Your Company? HBR 81 (May, no. 5): 52 58.
Behind every failed product, broken processes, and regretted career moves is a person who bit their tongue rather than speak up. Perlow and Williams discuss why silence is catastrophic for an organization and its employees.

1841 Chesbrough, H. W. and D. J. Teece. 2002. Organizing for Innovation: When Is Virtual Virtuous. HBR 80 (August, no. 8): 127134.
[Reprinted from the May-June 1996 issue of HBR] Though virtual organizations may sound appealing in terms of exibility and responsiveness, Chesbrough and Teece question if the virtual concept has been overemphasized. The two authors developed a framework to help managers determine when to innovate by going vir-

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[Different Voice Feature] Coutus interview of choreographer Mark Morris focuses on his approach to people management, the creative process and how creativity can be utilized in a business environment.

tual and when to form alliances or rely on internal developments.

1842 Morse, G. 2002. Management by Fire. HBR 80 ( July, no. 7): 5761.
[A Conversation with Chef Anthony Bourdain] Bourdain describes how the level of intimacy, loyalty, and teamwork found in a restaurants kitchen parallels a crisis situation.

1851 Baldwin, D. G. 2001. How to Win the


Blame Game. HBR 79 ( July-August, no. 7): 5562.
[Different Voice Feature]Baldwin, a former major league pitcher, explains how blame is a powerful force within an organization. Blame can be a teaching tool that helps people avoid making repeat mistakes that also spurs employees to put forward their best efforts.

1843 Cross, R. and L. Prusak. 2002. The People Who Make Organizations Go or Stop. HBR 80 ( June, no. 6): 104112.
Personal contacts and informal networks breeds a sense of accomplishment for most employees. It is a colossal mistake for senior management to disregard or circumvent these informal networks.

1852 Prusak, L. and D. Cohen. 2001. How to Invest in Social Capital. HBR 79 ( June, no. 6): 86 93.
Businesses run better when people have close ties and trust one another. Prusak and Cohen explain how this cohesiveness is threatened when so many people work offsite. Top management must grasp how important it is to invest in social capital.

1844 Coutu, D. L. 2002. How Resilience


Works. HBR 80 (May, no. 5): 4655.
[HBR at Large Feature] Coutu examines how a persons level of resilience is indicative as to who succeeds and fails than ones education, experience or training.

1845 Freeland, R. F. 2002. When Organizational Messiness Works. HBR 80 (May, no. 5): 2425.
[Forethought Feature] Alfred Sloan produced a classic with regards to hierarchical management. Freeland, in turn, contends that Sloan never practiced what he preached since General Motors has always been a loosely constructed organization.

1853 Bonaneau, E. and C. Meyer. 2001. Swarm Intelligence: A Whole New Way to Think About Business. HBR 79 (May, no. 5): 106114.
Though minimally intelligent, ants and bees are similar to business in that their work is largely self-organized and unsupervised. They are also collectively capable of nding highly efcient solutions and can adapt to changing environments.

1846 Graham, G. L. 2002. If You Want Honesty, Break Some Rules. HBR 80 (April, no. 4): 4247.
[First Person Feature] When Graham became CEO of Advanced Cardiovascular Systems (ACS), some radical practices were instituted to create a culture of integrity; all of which led to ACS becoming more powerful and nimble in responding to internal and external changes.

1854 Bhide, A. 2000. David and Goliath, Reconsidered. HBR 78 (September-October, no. 5): 26 27.
[Forethought Feature] Bhide points out that large corporations and small start-ups exist symbiotically and are not mutually exclusive organizational structures.

1855 Bohn, R. 2000. Stop Fighting Fires. HBR 78 ( July-August, no. 4): 8291.
Fire ghting represents a familiar way for doing business, particularly for developing new products. Fire ghting, however, consumes most of an organizations resources. Some companies never have to ght res because of their strong problem-solving cultures. This allows them to engage in a sense of triage for understanding the root causes of a problem before tackling it.

1847 Bonaneau, E. 2002. Predicting the Unpredictable. HBR 80 (March, no. 3): 109116.
Bonabeau explains how some companies use agentbased modeling to analyze the collective behavior of groups of people.

1848 Orbanes, P. 2002. Everything I Learned About Business, I Learned from Monopoly. HBR 80 (March, no. 3): 5157.
[Different Voice Feature] Orbanes, a game designer, outlines the similarities that effective game design has with business management.

1856 Shapiro, E. C. 2000. Managing in the Cappuccino Economy. HBR 78 (March-April, no. 2): 177183.
[Books in Review Feature] Shapiro reviews Chris Argyriss new book, Flawed Advice and the Management Trap, which argues that most advice on organizational learning, change, and employee commitment is counterproductive.

1849 Szulanski, G. and S. Winter. 2002. Getting


It Right the Second Time. HBR 80 ( January, no. 1): 6269.
Once a business performs a complex activity well, upper management often wants to replicate that success. Doing so is surprisingly difcult. Businesses nearly always fail when they try to reproduce a best practice.

1857 Eisenhardt, K. M. and D. C. Galunic. 2000.


Co-Evolving: At Last, a Way to Make Synergies Work. HBR 78 ( January-February, no. 1): 91102.
Companies that manage to achieve synergistic success typically engage in a corporate strategic process known as coevolving. The term originated in biology and refers to the way two or more ecologically interdependent

1850 Coutu, D. L. 2001. Genius at Work: A


Conversation with Mark Morris. HBR 79 (October, no. 9): 6368.

121
species become intertwined over time. This produces a shifting web of relationships that enables one to seize synergies while eliminating nonproductive ones.

Management

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Set-Up-To-Fail Syndrome. HBR 76 (March-April, no. 2): 101113.


Bosses are often responsiblealbeit unwittinglyfor an employees inadequate performance. Manzoni and Barsoux label this dynamic as the set-up-to-fail syndrome. By trying to motivate employees, bosses instead end up making an employees performance worse.

1858 Mintzberg, H. and L. van der Heyden. 1999.


Organigraphs: Drawing How Companies Really Work. HBR 77 (September-October, no. 5): 87 94.
Traditional organizational charts are xated on hierarchy and bureaucracy. They never illustrate how companies or organizations really function. As such, Mintzberg and van der Heyden developed an organigraph that maps the manner in which a rm functions and how its employees and management team interact.

1865 Goffee, R. and G. Jones. 1996. What Holds the Modern Company Together? HBR 74 (November-December, no. 6): 133148.
Corporate culture is an important component in holding a company together given todays pressures. It also provides a rm with identify and direction. Goffee and Jones emphasize that no one particular culture is appropriate for every organization.

1859 Frost, P. and S. Robinson. 1999. The Toxic Handler: Organizational Hero and Casualty. HBR 77 ( July-August, no. 4): 96107.
Organizations benet immeasurably from small cadres of employees, labeled by Frost and Robinson as toxic handlers, who comfort, reassure and shoulder the frustrations, anger, and grief experienced by their colleagues; all of which enables high quality work to be performed.

1866 Majchrzak, A. and Q. Wang. 1996. Breaking the Functional Mind-Set in Process Organizations. HBR 74 (September-October, no. 5): 9299.
Majchrzak and Wang nd that process-oriented departments have faster cycle times in comparison to functional departments provided an organization has a collaborative culture.

1860 Friedman, R. 1999. The Case of the Religious Network Group. HBR 77 ( July-August, no. 4): 2840.
[HBR Case Study Feature] Friedmans case study focuses on a manufacturing company who encouraged worker-organized network organizations, particularly among underrepresented groups. This has spawned a social conservative religious group that threatens to tear the company apart.

1867 Handy, C. 1995. Trust and the Virtual Organization. HBR 73 (May-June, no. 3): 4050.
[Thinking Ahead Feature] Virtual organizations exist in many places at once but nowhere in particular. As such, Handy describes the managerial dilemmas posed by virtual organizations when managing people one seldom sees.

1861 Wetlaufer, S. 1999. Organizing for Empowerment: An Interview with AESs Roger Sant and Dennis Bakke. HBR 77 ( January-February, no. 1): 110126.
Sant and Bakke discuss the AES Electric Corporations employee empowerment efforts. Its emphasis is on having fun, being creative and being a good teammate in an environment that lacks a corporate hierarchy and places decision-making in the hands of frontline employees.

1868 McClelland, D. C. and D. H. Burnham. 1995. Power Is the Great Motivator. HBR 73 ( January-February, no. 1): 126139.
[Reprint of a 1976 article]McCelland and Burnham studied American corporate executives with regards to their need for power. The two found that effective managers crave power for the purpose of inuencing people in a healthy context.

1869 Bartlett, C. A. and S. Ghoshal. 1994.


Changing the Role of Top Management: Beyond Strategy to Purpose. HBR 72 (November-December, no. 6): 7990.
Todays managers must emphasize purpose, process and people over strategy, structure and systems. Bartlett and Ghosal discuss ways in which upper management can dene a companys purpose, instill corporate ambition and give meaning to employees work.

1862 Goold, M. and A. Campbell. 1998. Desperately Seeking Synergy. HBR 76 (September-October, no. 5): 130142.
Many companies devote enormous resources to synergy programs that often fail. Goold and Campbell believe that this failure often stems from executives who underestimate what synergy and collaboration programs encompass and who overestimate its benets.

1863 Argyris, C. 1998. Empowerment: The Emperors New Clothes. HBR 76 (May-June, no. 3): 98107.
Empowerment is difcult to establish in an organization due to the ambitious feelings of management and how ambiguous employees are about it. Change programs and practices are also full of inherent inconsistencies that cripple innovation, motivation, and drive.

1870 Nichols, N. A. 1994. Does New Age Business Have a Message for Managers? HBR 72 (March-April, no. 2): 5260.
[In Question Feature] Many so-called new age businesses have accommodating work schedules, a sense of social responsibility and create products that workers believe in. Nichols reviews three alternative business books written by executives like Tom Chappell from Toms of Maine; Anita Roddick of the Body Shop; and Susie Tompkins of Esprit, each of who promotes a vision of new age entrepreneurship.

1864 Manzoni, J. F. and J. L. Barsoux. 1998. The

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1878 Wallace, D. 1985. John Le Carre: The Dark
Side of Organizations. HBR 63 ( January-February, no. 1): 614.
[For the Managers Bookshelf Feature] Wallace sees many similarities between Le Carres novels involving intrigue, human loyalty and organizational behavior in which human values are subordinate to organizational goals.

1871 Krackhardt, D. and J. R. Hanson. 1993. Informal Networks: The Company Behind the Chart. HBR 71 ( July-August, no. 4): 104113.
Krackhardt and Hanson discuss how much of an organizations work is done through informal networks. These are complex relationships which cross functions and divisions. Formal organizational charts never reveal the individuals who other employees, regardless of title or rank, confer on technical matters or discuss ofce politics.

1872 Howard, R. 1992. The CEO as Organizational Architect: An Interview with Xeroxs Paul Allaire. HBR 70 (September-October, no. 5): 106 123.
Xeroxs CEO, Paul Allaire, explains how Xeroxs reorganization efforts hinge on changing the fundamental manner in which the company is managed. Xerox, in particular, is changing from a function-oriented organization to one that is innovative and responsive to the market. This requires Xerox to redene its processes, skills and corporate culture.

1879 Collins, E. G. C. 1983. Managers and Lovers. HBR 61 (September-October, no. 5): 142153.
Collins describes the impact when high-level employees fall in love for an organization .

1880 _____. 1983. The Contexts in Which People Work. HBR 61 (March-April, no. 2): 810.
[For the Managers Bookshelf Feature]Collins reviews seven recently published books on the impact corporate culture has on the manner in which people work.

1881 Barnes, L. B. 1981. Managing the Paradox


of Organizational Trust. HBR 59 (March-April, no. 2): 107116.
Barnes attempts to dene trust, why it works and how people destroy themselves from acting on three destructive assumptions.

1873 Hirschhorn, L. and T. Gilmore. 1992. The New Boundaries of the Boundaryless Company. HBR 70 (May-June, no. 3): 104115.
The traditional boundaries of hierarchy, function, and geography made organizations rigid and unresponsive. Still, people are seriously mistaken if they believe that no boundaries are necessary. Hirschhorn and Gilmore contend that boundaries that are psychological, as opposed to organizational, are needed for todays rms.

1882 Handy, C. 1980. Through the Organizational Looking Glass. HBR 58 ( January-February, no. 1): 115121.
Handy describes how society has moved into a period of discontinuous change whereby many of its operating assumptions or paradigms are losing credence.

1874 Slater, P and W. G. Bennis. 1990. Democracy Is Inevitable. HBR 68 (September-October, no. 5): 167176.
In updating their article from 1964, Slater and Bennis still contend that democracy is the only form of government compatible for industries in which change and the creative or scientic spirit is omnipresent.

1883 Neilsen, E. H. and J. Gypen. 1979. The Subordinates Predicaments. HBR 57 (SeptemberOctober, no. 5): 133143.
A problem that almost every organization faces is meeting an organizations need for an appropriate amount of hierarchy while also satisfying a subordinates need to protect their individual identity.

1875 Jacques, E. 1990. In Praise of Hierarchy. HBR 68 ( January-February, no. 1): 127133.
The notion of hierarchy may be the most misunderstood and criticized notion of modern day management. Jacques contends that it is still the most effective organizational format that large rms can utilize.

1884 Mills, T. 1978. Europes Industrial Democracy: An American Response. HBR 56 (November-December, no. 6): 143152.
With European industrial democracy, power is being transferred from management and investors to the working people. Mills describes the political development of this phenomena.

1876 Ohmae, K. 1989. Companyism and Do More Better. HBR 67 ( January-February, no. 1): 125132.
Effective strategic thinking in Japan is torpedoed by two interrelated concepts: companyism and the simplistic idea of do more better. Companyism blinds management to a changing environment as well as to ones competition. Doing more better leads one directionless.

1885 Argyris, C. 1977. Double Loop Learning in


Organizations. HBR 55 (September-October, no. 5): 115125.
Companies obsessed with hiding their problems usually possess a rigid culture and a faulty organizational learning structure. Argyris believes this can be alleviated through a process he calls double loop learning.

1877 Bartolome, F. and A. Laurent. 1986. The Manager: Master and Servant of Power. HBR 64 (November-December, no. 6): 7781.
Managers are action oriented and not introspective on how they relate to others. As such, Bartolome and Laurent nd that workplace conicts are often power differences that disturb interpersonal relations.

1886 Kotter, J. P. 1977. Power, Dependence, and Effective Management. HBR 55 ( July-August, no. 4): 125136.
Kotters argument focuses on the positive aspects of power, particularly in a world in which organizations are growing more complex.

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1887 McClelland, D. C. and D. H. Burnham. 1976. Power Is the Great Motivator. HBR 54 (March-April, no. 2): 100110.
Neither personal aggrandizement or the need to get along with everyone is what motivates an effective manager. McClelland and Burnham, instead, contend that this individual needs to inuence the behavior of others for the good of the organization. Good managers, in other words, desire power to achieve things better or more efciently than what has been done in the past.

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rooted in its ideological orientation and that understanding these ideological differences can help prevent destructive conict from seeping into an organization.

1895 Ewing, D. W. 1971. Who Wants Corporate Democracy. HBR 49 (September-October, no. 5): 1228, 146149.
[Problems in Review Feature]HBR readers were surveyed on the inuence employees have. These results lead Ewing to believe that a basic shift is transpiring whereby less autocratic practices are being utilized by American corporations.

1888 Luke, R. A., Jr. 1975. Matching the Individual and the Organization. HBR 53 (May-June, no. 3): 1734, 165.
[Keeping Informed Feature] One of managements most difcult responsibilities is designing and developing an organization so that the structure ts the nature of the work along with the individuals engaged in the work.

1896 Hanan, M. 1971. Make Way for the New Organization Man. HBR 49 ( July-August, no. 4): 139145.
The new organization person has a different set of values than their postWorld War II counterpart. This person belongs chiey to their professional discipline. Corporate belonging, in this stratum, ranks lower than ones social belonging.

1889 Rayner, D. G. 1975. Battle Won in the War on the Paper Bureaucracy. HBR 53 ( January-February, no. 1): 814.
[Ideas for Action Feature]As companies grow, corporate bureaucracy becomes more stiing with paper work and systems taking priority over people.

1897 White, B. F. and L. B. Barnes. 1971. Power Networks in the Appraisal Process. HBR 49 (MayJune, no. 3): 101109.
White and Barnes explain how the traditional superiorsubordinate relationships is giving way to a multiple relationships structure.

1890 Culliton, J. W. 1974. Once Upon a Seesaw. HBR 52 (March-April, no. 2): 99109.
Cullitons fable involves a seesaw who lived a charmed life. Then, its managers began to tinker with the seesaw. The results were complicated, even disastrous. A consultant is then hired to nd a way to improve the seesaw.

1898 Lombard, G. F. F. 1971. Relativism in Organizations. HBR 49 (March-April, no. 2): 5565.
With business, relativism is a revolutionary principle. It implies that organizational goals [e.g., prot, costs, turnover] are one set of goals to meet. Individual needs, group norms, and social causes become a second set of goals to satisfy.

1891 Goggin, W. C. 1974. How the Multidimensional Structure Works at Dow Corning. HBR 52 ( January-February, no. 1): 5465.
Goggin describes Dow Cornings matrix form of organization in which decision making is pushed further down the line which improves communication and enhances innovation.

1899 Culbert, S. A. and J. M. Elden. 1970. An


Anatomy of Activism for Executives. HBR 48 (November-December, no. 6): 131142.
The youth of the late 1960s and early 1970s have championed an ethos that stresses egalitarian values and community life which are likely to be incompatible in an authoritarian hierarchy. This clash will have a profound impact on corporate culture.

1892 Tracy, L. 1972. Postscript to the Peter Principle. HBR 50 ( July-August, no. 4): 6571.
Tracy describes how parahierarchies of secretaries often ll the gaps produced by inept bosses. These parahierarchies and vertical hierarchies will someday crumble as a far more efcient brand of horizontal hierarchy emerges.

1900 Kelly, J. 1970. Make Conict Work for You. HBR 48 ( July-August, no. 4): 103113.
Kelly nds that the traditional concepts of human relations particularly about conict being harmful are patently antiquated and should be discarded.

1893 Greiner, L. E. 1972. Evolution and Revolution as Organizations Grow. HBR 50 ( July-August, no. 4): 3746.
Every organizations growth is characterized by ve interlocking stages; each of which produces a managerial crisis or a revolution. A management aware of its past can more readily anticipate this revolution and move more easily into its next developmental phase.

1901 Morse, J. J. and J. W. Lorsch. 1970. Beyond Theory Y. HBR 48 (May-June, no. 3): 6168.
Rather than believing that one correct approach [i.e., McGregors Theory Y] exists, Morse and Lorsch nd that effective organizations are structured to their tasks and people.

1902 Zaleznik, A. 1970. Power and Politics in Organizational Life. HBR 48 (May-June, no. 3): 47 60.
Disbelief surfaces anytime management makes decisions on a rationalistic or analytical basis. Zakeznik, in

1894 Harrison, R. 1972. Understanding Your Organizations Character. HBR 50 (May-June, no. 3): 119128.
Harrison nds that an organizations character is

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nizational problems if they understand an employees work in regards to their prescribed and discretionary roles.

turn, nds that personalities and politics are most important when assessing organizational decision-making.

1903 Levinson, H. 1970. A Psychologist Diagnoses Merger Failures. HBR 48 (March-April, no. 2): 139147.
Rational economic and personal reasons exist for companies engaged in the merger and acquistions process. Levinson offers some psychological factors which often lead to disappointing results, if not failure.

1912 Culliton, J. W. 1962. Age of Synthesis. HBR 40 (September-October, no. 5): 3640, 180184.
Culliton describes how academics are more engaged in wholeness thinking in that organizations have an identity greater than their parts.

1904 Athos, A. G. 1970. Is the Corporation Next


to Fall? HBR 48 ( January-February, no. 1): 4961.
Corporations will be profoundly affected when more members of the youth movement, with their emphasis on the unique and subjective nature in human beings, take their place in the business world.

1913 Leavitt, H. J. 1962. Unhuman Organizations. HBR 40 ( July-August, no. 4): 9098.
Leavitt poses several questions to the popular organizational dilemma of toughness versus participation.

1914 Porter, E. H. 1962. The Parable of the Spindle. HBR 40 (May-June, no. 3): 5866.
Porters case study features a befuddled restaurant chain president on how organizational systems react.

1905 Walker, A. H. and J. W. Lorsch. 1968. Organizational Choice: Product vs. Function. HBR 46 (November-December, no. 6): 129138.
A perplexing problem facing organizations is whether to organize around functions or on a product basis. Walker and Lorsch examine two companies: one organized on a product basis, the other by function.

1915 Koch, E. G. 1961. Three Approaches to Organization. HBR 39 (March-April, no. 2): 3243, 160162.
[Keeping Informed Feature] Koch examines a number of recently published books on the proper exercise of authority, organization and with control.

1906 Lippitt, G. L. and W. H. Schmidt. 1967. Crises in a Developing Organization. HBR 45 (November-December, no. 6): 102112.
Lippitt and Schmidt apply personality development traits to the creation, growth, maturation, and decline of business organizations as a way to comprehend certain business crises.

1916 Kerr, C., J. T. Dunplap, F. Harrison and C. A. Myers. 1961. Industrialism and World Society. HBR 39 ( January-February, no. 1): 113126.
The forces calling for conformity among both industrialized and developing nations are signicantly stronger than those seeking diversity.

1907 Cleland, D. I. and W. Munsey. 1967. Who


Works with Whom? HBR 45 (September-October, no. 5): 8490.
As the complexity of organizational structures grow, Cleland and Munsey describe a new method for charting interpersonal relationships that derives from systems theory.

1917 Miles, S. B., Jr. 1961. The Management Politician. HBR 39 ( January-February, no. 1): 99104.
Miles describes how politics is embedded in how business is conducted.

1918 Wright, D. M. 1960. The Administrative Fallacy. HBR 38 ( July-August, no. 4): 113114.
[Management Memo Feature] Wright describes the administrative fallacy as an assumption that affairs are working well if they take place without apparent friction and aired done through proper channels.

1908 Gragg, C. I. 1963. Whose Fault Was It? HBR 42 ( January-February, no. 1): 107110.
The impulse to assign blame is intrinsic. Published posthumously, Graggs article argues that a more constructive solution is to ask: what happened and why?

1909 Seiler, J. A. 1963. Diagnosing Interdepartmental Conict. HBR 41 (September-October, no. 5): 121132.
After carefully studying interdepartmental conicts, Seiler nds that while some disputes are harmful, most are not.

1919 Argyris, C. 1960. Organizational Effectiveness Under Stress. HBR 38 (May-June, no. 3): 137 146.
The be nice approach to employees causes few personnel or production problems for rms that are coasting along. It is quite another matter for companies who are striving to grow and be protable.

1910 McMurry, R. N. 1957. Conicts in Human Values. HBR 41 (May-June, no. 3): 130145.
Differences in values, as opposed to poor communication, is often at the heart of numerous labor relations and performance breakdowns.

1920 _____. 1958. The Organization: What Makes It Healthy? HBR 36 (November-December, no. 6): 107116.
Argyris describes why the traditional criteria (e.g., grievance occurrence, absenteeism, and employee turnover) used by top management for assessing their organizational climate is inadequate.

1911 Brown, W. 1962. What Is Work? HBR 40 (September-October, no. 5): 121129.
Brown describes how managers can cope with orga-

1921 Bauer, R. A. 1958. Limits of Persuasion.


HBR 36 (September-October, no. 5): 105110.
Shapiro examines the historical tensions between a

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companys manufacturing and marketing divisions and then offers ways to alleviate this rift.

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echelon executives, technical specialists and blue collar workers.

1922 McMurry, R. N. 1958. The Case for Benevolent Autocracy. HBR 36 ( January-February, no. 1): 8290.
McMurry explains why a benevolent autocracy for industrial management is an effective structure.

1930 Whitney, W. R. 1933. Relation of Science to Industry. HBR 11 ( July, no. 4): 445456.
Whitney is captivated by how inter-woven science and industry are since nothing remains in the same state from one moment to the next in this world.

1923 Villers, R. 1954. Control and Freedom in a


Decentralized Company. HBR 32 (March-April, no. 2): 8996.
Villers describes how centralized planning and control, when done in conjunction with decentralized authority, does much to alleviate the impersonal nature of large-scale organizations.

1931 Bingham, M. V. 1926. Measures of Occupational Success. HBR 5 (October, no. 1): 110.
Based on studies done by various professions, Bingham ponders what constitutes vocational or professional success.

1932 Robinson, W. 1925. Functionalizing a Business Organization. HBR 3 (April, no. 3): 321328.
Robinson comments how business organizations, having combined functions, are more logically segregated than ever before.

1924 Drucker, P. F. 1952. Management and the


Professional Employee. HBR 30 (May-June, no. 3): 8490.
American business now employs thousands of biologists, chemists, engineers, geologists, economists, statisticians and other professional employees; far more so than prior to World War II. Drucker describes the tension and different value systems that exist between these professionals and the managers who have worked for a company or organization their entire careers.

Organizational Effectiveness
1933 Ashkenas, R. 2007. Simplicity-Minded Management. HBR 85 (December, no. 12): 101109.
[Best Practice Feature]Corporations often become unwieldy, ungovernable and too complex as they grow. Ashkenas urges top management to attack the complexity in their organizations with a simplicity-minded vengeance.

1925 Andrews, K. R. 1950. [Looking Ahead]. HBR 28 (March, no. 2): 147161.
Vannevar Bushs Modern Arms and Free Men, James Gillespies Free Expression in Industry, Organization and Management by Chester Barnard, and William Givenss Bottom Up Management are reviewed by Andrews as signicant works relevant to the burgeoning eld of human relations.

1934 Stewart, T. A. 2007. Northwestern Mutuals Ed Zore on Staying Relevant. HBR 85 (December, no. 12): 2424.
[Conversation Feature] As CEO of Northwestern Mutual, Zore believes that companies are placing too much emphasis on innovation which almost never generates customer value. Northwesterns success stems from staying relevant to their consumers needs by making customer service and lower operating costs their highest priority.

1926 Johnson, R. W. 1949. Human Relations in Modern Business. HBR 27 (September, no. 5): 521541.
Many dismiss the burgeoning eld of human relations as pop psychology. Human relations, instead, focuses on the complex interpersonal relationships between the people who work in any type of organization.

1935 Cliffe, S. 2007. Business Library CEO Lynne Brindley on Helping to Spur Business Innovation. HBR 85 (November, no. 11): 3232.
[Conversation Feature] The British Librarys Lynne Brindley is interviewed on how the librarys mission and organizational culture has changed and whether this has led to a more user-friendly agency.

1927 Roethlisberger, F. J. 1948. Human Relations: Rare, Medium, or Well Done? HBR 26 ( January, no. 1): 89107.
Roethlisberger, when attempting to generate a working denition of human relations reviews ve books to demonstrate how this emerging eld utilizes concepts from psychology, sociology and anthropology.

1936 Stadler, C. 2007. The 4 Principles of Enduring Success. HBR 85 ( July-August, no. 7/8): 6272.
Stadler describes how researchers are studying Europes best performing companies to benchmark what sets them apart from other large companies. Four ndings emerged that indicate how top performers exploit existing assets before exploring new ones, diversify their business portfolios, remember their mistakes and are conservative about change.

1928 Gras, N. S. B. 1940. The Growth of Rigidities. HBR 18 (Spring, no. 3): 322336.
Rigidities, are described by Gras as the difculties and resistance that enthusiastic and well-intentioned people encounter from within their organizations.

1929 Roethlisberger, F. J. 1938. Social Behavior in Industry. HBR 16 (Summer, no. 4): 424435.
Roethlibergers ethnography focuses on the social dynamics and norms prevalent in factory environments based on interviews and observations of upper-

1937 Eskew, M. 2007. Stick with Your Vision. HBR 85 ( July-August, no. 7/8): 5657.
[Perspectives Feature] As CEO of United Parcel Service, Eskew stresses that research, scenario planning

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1945 Kaplan, R. S. and D. P. Norton. 2005. The Ofce of Strategy Management. HBR 83 (October, no. 10): 7280.
Most rms suffer from a disconnect between strategy formulation and strategy execution. Establishing a dedicated unit to orchestrate both would help bridge this gap. This unit would also be a convenient focal point for ideas to percolate throughout an organization.

and effort are essential for gauging what consumers need over the next ve to ten years.

1938 Mintzberg, H. 2007. Productivity Is Killing the American Enterprise. HBR 85 ( July/August, no. 7/8): 2525.
[Forethought Feature] Mintzberg argues that employees and shareholders are both punished whenever research and development is slashed, brands are poorly funded or personnel is cut.

1939 Davies, G. and R. Chun. 2007. To Thine


Own Staff Be Agreeable. HBR 85 ( June, no. 6): 28.
[Forethought Feature] A study found that when employee attitudes are high toward their employer, customer loyalty is likely to be greater, too.

1946 _____. 2005. The Balanced Scorecard: Measures That Drive Performance. HBR 83 ( JulyAugust, no. 7): 172180.
[Best of HBR [1992] Feature] Traditional measures of performance (e.g., return on equity and earnings per share) are inadequate. These measures worked well in the industrial era. They are, however, out-of-step with the skills and competencies that organizations must master in todays environment. The balanced scorecard incorporates nancial measures based on actions already taken with operational measures that involve customer satisfaction, internal processes and the ability of an organization to improve.

1940 Sull, D. N. and C. Spinosa. 2007. Promise-Based Management: The Essence of Execution. HBR 85 (April, no. 4): 7886.
At its heart, every organization is a dynamic network of promises made between employees and their colleagues, clients or other stakeholders. Sull and Spinosa describe how critical initiatives often linger because of broken or poorly crafted promises.

1941 Rogers, P. and H. Saenz. 2007. Make Your Back Ofce an Accelerator. HBR 85 (March, no. 3): 3030.
[Forethought Feature] Rogers and Saenz discuss how administrative functions such as nance, human resource management and procurement might be restructured to enable rms to reduce their selling and administrative expenditures.

1947 Mankins, M. C. and R. Steele. 2005. Turning Great Strategy into Great Performance. HBR 83 ( July-August, no. 7): 6472.
By examining an array of high performing rms, Mankins and Steele nd that the creation of tight links between planning and execution does much to close the gap between strategy and performance.

1948 Kirby, J. 2005. Toward a Theory of High


Performance. HBR 83 ( July-August, no. 7): 3039.
[HBR at Large Feature] Twenty-three years following the publication of Peters and Watermans book, In Search of Excellence, Kirby examines the writings of an array of academicians and consultants and discovers that tremendous strides have occurred in the development of a working denition on what constitutes a high performance company.

1942 Kaplan, R. S. and D. P. Norton. 2006. How


to Implement a New Strategy Without Disrupting Your Organization. HBR 84 (March, no. 3): 100 109.
Kaplan and Norton nd that a management system based on their balanced scorecard framework (i.e., a companys value is dened and communicated through this scorecard when implementing and monitoring a particular strategy) is the best way way to align ones strategy and structure.

1949 Denrell, J. 2005. Selection Bias and the Perils of Benchmarking. HBR 83 (April, no. 4): 114 119.
[HBR At Large Feature] Denrell argues that those who simply look at successful companies for their best practices are engaged in a practice that is doomed to fail. Successful companies possess an array of common traits; most notably, a resilience or ability to overcome initial setbacks. Hence, to grasp what makes a business successful, one needs to examine how a rm rebounds from setbacks and failures.

1943 Charan, R. 2006. Conquering a Culture of Indecision. HBR 84 ( January, no. 1): 108117.
[Best of HBR (2001 article) Feature] Charan nds that corporate underperformance often stems from ambivalence and indecision. Cultures of indecision can only be overcome through a leadership that is committed to fostering intellectual honesty and trust throughout the entire organization.

1944 Garvin, D. A. 2006. All the Wrong Moves.


HBR 84 ( January, no. 1): 1829.
[HBR Case Study Feature] Nutorim is a manufacturer of a popular performance enhancing sports supplement with an organizational culture that is inclusive and democratic. Some horrendous business mistakes is triggering a belief that the companys ability to make prudent decisions is being stymied by this culture.

1950 Stewart, T. A. and L. OBrien. 2005. Execution Without Excuses. HBR 83 (March, no. 3): 102111.
[An HBR Interview with Michael Dell and Kevin Rollins of Dell Computer] Dell Computer is a particularly adept at entering new markets with impeccable timing. Michael Dell [Dells founder] and Kevin Rollins [current CEO] discuss how high expectations as well as execution that is disciplined, guide the companys operations and its 53,000 employees.

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1951 Ghemawat, P. 2004. The Growth Boosters. HBR 82 ( July-August, no. 78): 3540.
[Books in Review Feature] Ghemawats literature review encompasses three recently published books on organizational effectiveness: Chris Zooks Beyond the Core, Ram Charans Protable Growth Is Everyones Business, and the Adrian Slywotzky and Richard Wise book, How to Grow When Markets Dont.

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tional tendency to continue using established patterns of behavior. It is also a primary reason why seemingly successful rms often fail to react to major changes in their operating environment.

1952 Ulrich, D. and N. Smallwood. 2004. Capitalizing on Capabilities. HBR 82 ( June, no. 6): 119127.
[HBR Spotlight Feature] By monitoring ones organizational capabilities (i.e., top-notch leadership, a high-performance culture, and innovation prowess), a rm can make the most of its intangible assets. Doing so, translates those hard-to-dene strengths into competitive advantages.

1960 Hagel, J., III and M. Singer. 1999. Unbundling the Corporation: Customer Relations, Product Innovation and Infrastructure Functions. HBR 77 (March-April, no. 2): 133141.
Interaction costs refer to the money and time spent on the exchange of goods, services and even ideas. Hagel and Singer explain that as businesses move into electronic networks, activities that companies traditionally considered integral to their business will be performed by new and specialized competitors who can perform them more efciently and faster.

1953 Nohria, N., W. Joyce and B. Roberson. 2003. What Really Works. HBR 81 ( July, no. 7): 4252.
Nohria and his coauthors outline a set of management practices (i.e., their 4+2 formula) that are imperative for producing superior nancial performance on a sustained basis.

1961 Rucci, A. J., S. P. Kirm and R. T. Quinn. 1998. The Employee-Customer-Prot Chain at Sears. HBR 76 ( January-February, no. 1): 8298.
Sears Roebuck radically changed how it does business. By doing this, Sears dramatically improved its nancial results in a turnaround that was a marked departure from the rms logic and culture.

1954 Hammer, M. 2001. The Superefcient


Company. HBR 79 (September, no. 8): 8291.
Most companies do a good job at streamlining their internal processes. However, how they interact or share their processes with other companies is often a catastrophe.

1962 Kleiner, A. and G. Roth. 1997. How to Make Experience Your Companys Best Teacher. HBR 75 (September-October, no. 5): 172177.
Experience can be ones best teacher. It is not, however, the case in corporate life. Many companies stumble along, oblivious to the lessons learned in the past. Old ways of thinking are never discussed. This, in turn, spawns new mishaps. Kleiner and Roth advocate the use of learning histories to help enhance a rms success.

1955 Sawhney, M. 2001. Dont Homogenize: Synchronize. HBR 79 ( July-August, no. 7): 100108.
Sawhney discusses the synchronizing strategies that companies such as 3M, Thomson Financial and Proctor & Gamble use for becoming more efcient.

1963 de Geus, A. 1997. The Living Company. HBR 75 (March-April, no. 2): 5160.
Many companies fail because management is xated on making goods and services. They forget about their organization being a community of people. In contrast, companies who survive for long periods regard themselves as stewards of a long-standing enterprise. They foster growth and renewal, value prots as necessary for existence and concentrate on developing people.

1956 Reichheld, F. F. 2001. Lead for Loyalty.


HBR 79 ( July-August, no. 7): 7684.
The higher the level of loyalty that a company engenders from its customers, workers, and suppliers, the more protable it will be.

1957 Huang, J. 2001. A New Blueprint for Business Architecture. HBR 79 (April, no. 4): 149158.
[Different Voices Feature] Huang nds that the Internet does not render the physical world any less important. People still need social and sensual contact. Companies that prosper will be those that effectively integrate the physical with the virtual.

1964 Collis, D. J. and C. A. Montgomery. 1995.


Competing on Resources: Strategy in the 1990s. HBR 73 ( July-August, no. 4): 118128.
Collins and Montgomery explain how their resourcebased view (RBV) framework portrays a business as collection of capabilities which helps determine the competitive advantages that a rm possesses.

1958 Coutu, D. L. 2000. Creating the Most Frightening Company on Earth: An Interview with Andy Law of St. Lukes. HBR 78 (September-October, no. 5): 142150.
Andy Law explains how St. Lukes Communications constantly works to reinvent itself. This, in turn, is making St. Lukes into one of the most successful advertising agencies throughout Great Britain.

1965 Drucker, P. F. 1994. The Theory of the Business. HBR 72 (September-October, no. 5): 95107.
Most corporations possess a business theory. Many rms, however, do not change this theory when their environmental and operating assumptions are no longer relevant. Drucker strongly urges organizations to keep examining their business theories or assumptions to see if they are still valid and, if not, make the necessary changes.

1959 Sull, D. N. 1999. Why Good Companies


Go Bad. HBR 77 ( July-August, no. 4): 4252.
[Thinking About Feature] Inertia is an organiza-

1966 Wormack, J. P. and D. T. Jones. 1994. From Lean Production to the Lean Enterprise. HBR 72 (March-April, no. 2): 93105.

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1973 Howard, R. 1990. Values Make the Company: An Interview with Robert Haas. HBR. 68 (September-October, no. 5): 132144.
[An Interview with Robert Haas of Levi Strauss] Robert Haas, as CEO of Levi Strauss, discusses why companies need to place more accountability, authority and information into the hands of their frontline employee, who, after all, are closest to Levi Strausss products and customers.

A few companies make use of lean-production techniques. Firms also need to embrace the concept of a lean enterprise. Wormack and Jones dene this as a group of individuals, functions, and companies who are legally separate but operationally synchronized. It ensures that a value stream supplies products and services in a way that provides maximum value to ones clientele.

1967 Kaplan, R. S. and D. P. Norton. 1993.


Putting the Balanced Scoreboard to Work. HBR 71 (September-October, no. 5): 134149.
Kaplan and Nortons balanced scorecard provides a comprehensive framework for translating a rms strategic objectives into a coherent set of performance measures.

1974 Webber, A. M. 1990. Consensus, Continuity, and Common Sense: An Interview with Compaqs Rod Canion. HBR 68 ( July-August, no. 4): 114125.
Compaq Computers CEO, Rod Canion, discusses Compaqs corporate culture and the manner in which his company embraces consensus management.

1968 Normann, R. and R. Ramirez. 1993. From


Value Chain to Value Constellation: Designing Interactive Strategy. HBR 71 ( July-August, no. 4): 6577.
Successful companies, in todays fast-paced environment, reinvent value by reconguring the roles among their suppliers, partners and customers.

1975 Bower, J. L. and T. M. Hout. 1990. Business and Battles: Lessons from Defeat. HBR 68 ( JulyAugust, no. 4): 4853.
[For the Managers Bookshelf Feature] In reviewing Cohen and Goochs Military Misfortunes: Lessons from Defeat, Bower nds relevance to Americas corporations, particularly the Big Three automakers during the 1970 to 1986 era. This was a period when strategies were predicated on outdated notions, organizations rooted in bureaucratic routines and leadership more interested in getting along than in winning battles.

1969 Pearson, A. E. 1992. Corporate Redemption and the Seven Deadly Sins. HBR 70 (MayJune, no. 3): 6575.
Pearson focuses on the managerial errors that stymie a rms competitiveness. He also points out what companies should do to enhance their overall performance by setting higher standards, promoting innovation and developing a performance-based reward system for their highly motivated and skilled workers.

1976 Chandler, A. D., Jr. 1990. The Enduring


Logic of Industrial Success. HBR 68 (March-April, no. 2): 130140.
Chandler explains the logic with rst mover rms who possess a willingness to make large-scale investments in production, marketing, and management in order to exploit the economies of scale and scope.

1970 Stone, N. 1992. Building Corporate Character: An Interview with Stride Rite Chairman Arnold Hiatt. HBR 70 (March-April, no. 2): 94104.
Stride Rite chairman Arnold Hiatt discusses his shoe manufacturers progressive corporate practices. For example, a day care center and no-smoking policy creates a healthy work environment which has led to a protable company.

1977 Tichy, N. and R. Charan. 1989. Speed, Simplicity, Self-Condence: An Interview with Jack Welch. HBR 67 (September-October, no. 5): 112121.
Tichy and Charan interview with Jack Welch, CEO of General Electric, discusses how GE is being revitalized to be more exible and agile.

1971 Kaplan, R. S. and P. D. Norton. 1992. The Balanced Scorecard: Measures That Drive Performance. HBR 70 ( January-February, no. 1): 7179.
Managers are increasingly inclined to believe that the traditional measures of performance (e.g., return on equity and earnings per share) are inadequate. These measures worked well in the industrial era. They are, however, out-of-step with the skills and competencies companies need for todays environment. The balanced scorecard incorporates nancial measures based on actions already taken and with operational measures involving customer satisfaction, internal processes and the organizations ability to improve.

1978 Barwise, P., P. R. Marsh and R. Wensley. 1989. Must Finance and Strategy Clash? HBR 67 (September-October, no. 5): 8590.
Barwise and his coauthors describe why marketing and nance departments each have an essential role in ensuring that a rms strategic investment is sound.

1972 Blaxill, M. F. and T. M. Hout. 1991. The


Fallacy of the Quick Overhead Fix. HBR 69 ( JulyAugust, no. 4): 93101.
To remain viable and competitive, companies cannot simply reduce overhead expenditures. The real answer is creating robust manufacturing processes that enables rms to lower their overhead.

1979 Bower, J. L. 1988. Fast-Cycle Capacity for Competitive Power. HBR 66 (November-December, no. 6): 110118.
Bower and Hout emphasize that successful companies provide what consumers seek in terms of high quality, more innovative products, better customer service and lower costs. This is achieved by systematically taking time out of their operations. Fast-cycle companies are integrated systems that are designed to deliver value to consumers.

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1980 Pearson, A. E. 1987. Muscle-Build the Organization. HBR 65 ( July-August, no. 4): 4955.
Pearson describes how organizations can be strengthened and provides new approaches for attracting and developing future organizational leaders.

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Organizational effectiveness depend in large part on the ability to integrate ones workers with the orgranizations goals of protability and continued existence.

1981 Bhide, A. 1986. Hustle as Strategy. HBR


64 (September-October, no. 5): 5965.
Savvy managers know that growth and protability come directly from superior execution through hustle and getting things done right.

1989 Wilkinson, J. J. 1968. How to Manage Maintenance. HBR 46 (March-April, no. 2): 100 111.
Traditionally perceived as a lost cause, Wilkinson describes opportunities that exist for increasing the productivity of maintenance personnel in addition to reducing costs.

1982 Hirsch, R. F. 1986. How Success Short-Circuits the Future. HBR 64 (March-April, no. 2): 7277.
Using the electric utility industry for illustration purposes, Hirsch describes how easy it is for top management to be blindsided from years of success. Utility executives neglected to challenge many of their assumptions on technological progress and growth until bankruptcy and other maladies occurred.

Public Interest Topics


1990 Barner, M. 2007. Be a Socially Responsible Citizen. HBR 85 ( July-August, no. 7/8): 5960.
[Perspectives Feature] Barner, as IKEAs communications director, discusses how business can improve the environment and be socially responsible by using strategic planning principles.

1983 Carroll, D. T. 1983. A Disappointing Search for Excellence. HBR 61 (November-December, no. 6): 7888.
[For the Managers Bookshelf Feature] With Peters and Watermans book, In Search of Excellence, now a year old, Carroll questions a number of Peters and Watermans assertions.

1991 Brugham, J. and C. K. Prahalad. 2007. Creating Businesss New Social Compact. HBR 85 (February, no. 2): 8090.
Some companies are now devoting attention to consumers from the Third World and other impoverished areas. Moreover, nongovernmental organizations (NGOs) are creating their own businesses to provide jobs and benets for poverty-stricken people. Brugham and Prahalad focus on how companies and NGOs can nd mutual benet as partners.

1984 Blodgett, T. B. 1983. Cadbury Schweppes: More Than Chocolate and Tonic. HBR 61 ( January-February, no. 1): 134144.
[An Interview with Sir Adrian Cadbury] Cadbury Schweppes is a British company known for its humane and farsighted outlook. Adrian Cadbury discusses his companys decentralized decision-making, emphasis on shared values and goals along with its human resources management philosophy.

1992 Porter, M. E. and M. R. Kramer. 2006. Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility. HBR 84 (December, no. 12): 7892.
Corporate social responsibility is an inescapable priority for business leaders in every sector. The prevailing approaches to social responsibility, however, seem disconnected from corporate strategy. Porter and Kramer offer a fundamentally different way to examine the relationship between business and society that does not treat corporate growth and social welfare as a zero-sum game.

1985 Shapiro, B. P. 1977. Can Marketing and Manufacturing Coexist? HBR 55 (September-October, no. 5): 104114.
Shapiro discusses the historical tensions between a companys manufacturing and marketing divisions and then offers ways to alleviate this rift.

1993 Paine, L., R. Deshpande, J. D. Margolis and


K. E. Bettcher. 2005. Up to Code: Does Your Company Meet World Class Standards? HBR 83 (December, no. 12): 122133.
[Best Practice Feature]Codes of conduct have long been a feature of corporate life. In response to corporate corruption, dozens of industry, government, investor, and other worldwide groups have proposed codes and guidelines to govern corporate behavior. The Global Business Standards [GBS] Codex contains a set of overarching principles and conduct standards for putting those principles into practice. This code can easily be benchmarked by those wishing to follow suit.

1986 Hackett, J. T. 1974. Drawbacks of Continuing Corporate Growth. HBR 52 ( January-February, no. 1): 68.
[Ideas in Action Feature] Hackett explores the detrimental effects that bigness has on a rms operations.

1987 Houston, B. 1972. Lets Put More Spirit in de Corporation. HBR 50 (November-December, no. 6): 5561.
The intangible element of esprit de corps is one thing that separates healthy companies from decrepit ones. Houston also explains how cash ow is a critical component of a healthy company.

1994 Zadek, S. 2004. The Path to Corporate Responsibility. HBR 82 (December, no. 12): 125132.
[Best Practice Feature] Having been under tremendous pressure from corporate and social activists,

1988 Miner, J. B. 1968. Bridging the Gulf in Organizational Performance. HBR 46 ( July-August, no. 4): 102110.

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of DuPont, Holliday describes how the company developed a three-pronged approach for translating the concept of sustainability into nuts-and-bolts business practices.

Zadek describes how Nike transformed itself from a poster child for corporate irresponsibility to a progressive leader who champions ethical business practices.

1995 Dunn, D. and K. Yamashita. 2003. Microcapitalism and the Megacorporation. HBR 81 (August, no. 8): 4654.
Hewlett-Packards perspective on corporate social responsibility goes beyond writing checks to charities. The company applies its own competencies and enlists key partners to help troubled regions overcome barriers to economic progress. In the process, HP learns to compete in the developing world.

2002 Fondation, L., P. Tufano and P. Walker. 1999. Collaborating with Congregations: Opportunities for Financial Services in the Inner City. HBR 77 ( July-August, no. 4): 5768.
Traditional nancial service companies nd it too costly to serve inner-city residents. However, by working with social service groups, most notably, the churches, these nancial service companies can do more to bring prosperity to inner-city America.

1996 Cone, C. L., M. A. Feldman and A. T. DaSilva. 2003. Causes and Effects. HBR 81 ( July, no. 7): 95101.
[Best Practice Feature] As companies put their names and resources to ghting breast cancer and child hunger, Cone and her coauthors contend that these companies should determine whether these public interest endeavors meet their business objectives.

2003 Kanter, R. M. 1999. From Spare Change to


Real Change: The Social Sector as Beta Site for Business Innovation. HBR 77 (May-June, no. 3): 122 133.
Many top companies are realizing that working to resolve the social problems plaguing the United States energizes their development as a business.

1997 Rosen, S., J. Simon, J. R. Vincent and W. MacLeod. 2003. AIDS Is Your Business. HBR 81 (February, no. 2): 8087.
Rosen and her coauthors argue how the twin rationales of globalization strategies: cheap labor and fastgrowing markets are threatened by the AIDS epidemic. AIDS prevention and treatment will pay off in nancial terms since a workforce is likely to be more productive and less costly.

2004 Kaku, R. 1997. The Path of Kyosei. HBR


75 ( July-August, no. 4): 5563.
[Thinking About Feature] Many global companies believe they have a moral duty to respond to the worlds problems. They are, however, unsure of what to do and, at the same time, generate a reasonable prot for their shareholders.

2005 Rangan, V. K., S. Karim and S. Sandberg.


1996. Doing Better at Doing Good. HBR 74 (May-June, no. 3): 4254.
Rangan and his coauthors examine why socialchange initiatives such as smoking cessation, cancer testing or birth control campaigns often fail.

1998 Florida, R., R. Cushing and G. Gates. 2002.


When Social Capital Sties Innovation. HBR 80 (August, no. 8): 2020.
[Forethought Feature] Florida and his coauthors disagree on the notion that social capital (i.e., a strong social network) fuels productivity and innovation.

1999 Martin, R. L. 2002. The Virtue Matrix:


Calculating the Return on Corporate Responsibility. HBR 80 (March, no. 3): 6875.
Executives wanting to make their organizations more socially responsible are likely to confront many obstacles. Martin developed a virtue matrix for analyzing and seeing how these forces interact.

2006 Tahija, J. 1993. Swapping Business Skills for Oil. HBR 71 (September-October, no. 5): 64 77.
[World View Feature] Transnational corporations should be engaging in certain social responsibilities when involved in the Third World. Tahija also urges companies to send their most socially-skilled people overseas.

2007 Nichols, N. A. 1993. Third-World Families


at Work: Child Labor or Child Care? HBR 71 ( January-February, no. 1): 1223.
[HBR Case Study Feature] Nichols case study involves a vice president of a clothing manufacturer who discovers Pakistani girls, as young as ten, working in one of his rms plants.

2000 Meyerson, D. E. 2001. Radical Change, The


Quiet Way. HBR 79 (October, no. 9): 92100.
Knowledge workers often try to change a companys assumptions, practices or values when they feel their company is wrong. Meyerson describes the uncomfortable dilemma they encounter when they do speak out. Resentment is directed toward them when they speak up too loudly. Conversely, anger gnaws at them when they remain silent.

2008 Bane, M. J. and D. T. Ellwood. 1991. Is American Business Working for the Poor? HBR 69 (September-October, no. 5): 5866.
[In Question Feature] Poverty directly harms economic competitiveness and becomes a business issue since most poor people are part of the current or future U.S. workforce. As such, the challenge for American business is to fashion poverty policies that encourages work, strengthens families, but does not put undue burden on employers.

2001 Holliday, C. 2001. Sustainable Growth the


DuPont Way. HBR 79 (September, no. 8): 129134.
[Best Practice Feature] Sustainable growth seeks to affect more of the worlds people through developing markets which promote and sustain economic prosperity, social equity, and environmental integrity. As CEO

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2009 Kirp, D. L. 1989. Uncommon Decency: Pacic Bell Responds to AIDS. HBR 67 (May-June, no. 3): 140151.
Kirp describes why San Franciscos Pacic Bell Company recognized AIDS as a factor in their corporate environment and companys philosophy.

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convincingly present themselves as individuals who care about the world in which they live.

2017 Goldberg, R. A. 1979. Food Supply and the


Third World. HBR 57 (May-June, no. 3): 6872.
[For the Managers Bookshelf Bookshelf ] Goldbergs literature review assesses Wortman and Cummingss To Feed This World: The Challenge and the Strateg y; Food First: Beyond the Myth of Scarcity by Lappe and Collins along with Susan Georges How the Other Half Dies: The Real Reason for World Hunger.

2010 Blodgett, T. B. 1989. Why General Mills Mixes in Health Care. HBR 67 (March-April, no. 2): 3234.
[Ideas for Action Feature] Blodgett describes why General Mills embarked on a social cause with Altcare, a nonprot organization, to nd ways that are more costeffective to provide the elderly with health care.

2018 Palmieri, V. H. 1979. Corporate Responsibility and the Competent Board. HBR 57 (MayJune, no. 3): 4648.
[From the Boardroom Feature] Palmieri explains how the goals of traditional constituencies such as stockholders or employees differ markedly from those of public constituencies (e.g., environmentalists or consumer groups). Moreover, corporations must be capable of balancing these differing constituencies.

2011 Drier, P., D. C. Schwartz and A. Greiner.


1988. What Every Business Can Do About Housing. HBR 66 (September-October, no. 5): 5261.
[Special Report Feature] American business is adversely affected when housing costs are exorbitant, particularly in cities like Boston or San Francisco. As a result, labor shortages are transpiring or rms are opting to move out of the metropolitan area. The authors advocate federal government assistance to implement community housing partnerships.

2019 Burford, V. L. and A. I. Esposito. 1978. Todays Executive: Private Steward and Public Servant. HBR 56 (March-April, no. 2): 94101.
[An Interview with Irving S. Shapiro] Shapiro emphasizes that 30 to 40 percent of a CEOs time is spent making the American corporate system work in a more socially conscious manner.

2012 Avishai, B. 1987. Managing Against


Apartheid. HBR 65 (November-December, no. 6): 4956.
[An Interview with Anthony H. Bloom] Bloom, a leading South African businessman, contends that black rule is inevitable and that international trade sanctions are a catastrophe. Moreover, American companies need to remain in South Africa as model for civilized behavior.

2020 Marcus, E. and R. L. Heaton. 1977. Bad


Day at Bunker Point. HBR 55 ( January-February, no. 1): 1012, 164.
[Ideas for Action Feature] Gulf Oil implemented a training program for its managers to recognize that Gulf s ability to live and work in any community is contingent on community good will.

2013 Beaty, D. T. and O. Harari. 1987. South


Africa: White Managers, Black Voices. HBR 65 ( July-August, no. 4): 98105.
From in-depth interviews with black workers in South Africa, Beaty and Harari nd that South African blacks see the workplace as an extension of apartheid. Hence, their productivity is inseparable from their politics.

2021 Daniells, L. M. 1976. On Business, Society,


and the Environment. HBR 54 (September-October, no. 5): 170172.
[For the Managers Bookshelf Feature] Daniells assesses (i) Ackermans (1975) The Social Challenge to Business; (ii) The Corporate Conscience by Linowes; along with (iii) Jacobys (1973) Corporate Power and Social Responsibility: A Blueprint for the Future.

2014 Blodgett, T. B. 1987. A Hand Up, Not a Handout. HBR 65 ( July-August, no. 4): 8490.
[An Interview with E. Cabell Brand] Brand, a businessman and consultant in Virginia, discusses the Total Action Against Poverty (TAP) program that he spearheaded, to lift the poor out of isolation and into the socio-economic mainstream.

2022 Watson, J. G. and C. D. Rowe. 1976. A Company Seeks Prots with a Sioux Indian Tribe. HBR 54 ( July-August, no. 4): 710.
[Ideas for Action Feature] Watson and Rowe explain the camouage net assembly plant that the Brunswick Company established with Native American citizens in North Dakota.

2015 Price, R. M. 1984. Commitment Without


Involvement. HBR 62 (September-October, no. 5): 162172.
[For the Managers Bookshelf Feature] Price reviews Irving Shapiros book, Americss Third Revolution: Public Interest and the Private Role on how business can better meet its responsibility for creating social justice and equality.

2023 Kipp, L. J. 1976. Books for the Thoughtful Executive. HBR 54 (March-April, no. 2): 3840, 158.
[For the Managers Bookshelf Feature] Several books involving management and the public interest are reviewed, such as: Stones Where the Law Ends: The Social Control of Corporate Behavior as well as Measuring Businesss Social Performance: The Corporate Social Audit by Corson and Steiner.

2016 Finn, D. 1980. Public Invisibility of Corporate Leaders. HBR 58 (November-December, no. 6): 102110.
Finn writes on the failure of corporate executives to

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advocates federal contracting prorgrams which target inner-city businesses and seeks tax benets for rms working in the public interest.

2024 Golden, L. L. L. 1975. Corporations Cannot Continue to Be Faceless. HBR 53 (SeptemberOctober, no. 5): 68.
[Ideas for Action Feature] Golden argues that businesss lack of credibility stems from business being unwilling to speak out on issues of wide national concern.

2033 Bauer, R. A. and D. H. Fenn, Jr. 1973. What Is a Corporate Social Audit? HBR 51 ( January-February, no. 1): 3748.
Bauer and Fenn assess the problems inherent in a social audit and then offer a general scheme for rst-time audits.

2025 Blodgett, T. B. and C. W. Pope. 1975. The Corporation and Its Obligations. HBR 53 (MayJune, no. 3): 127138.
[An Interview with C. Peter McColough of Xerox Corporation] McColough discusses Xeroxs commitment and obligations to constituencies beyond its stockholders.

2034 Berg, A. 1972. Industrys Struggle with World Malnutrition. HBR 50 (November-December, no. 1): 130141.
Few world problems are more critical than malnutrition which American industry is best equipped to solve. Technical failures, pricing errors, distribution snags and friction with foreign governments, however, have wreaked havoc on this happening.

2026 Banks, L. 1975. The Mission of Our Business Society. HBR 53 (May-June, no. 3): 5765.
Banks assesses the balance between American business with government and other elements of American society and whether business possesses the exibility to accommodate societys changing needs and values.

2027 Pati, G. C. 1974. Business Can Make ExConvicts Productive. HBR 52 (May-June, no. 3): 6978.
Some managers are discovering that, with proper training and counseling, male and female convicts can be reliable and highly productive employees.

2035 Briscoe, R. 1971. Utopians in the Marketplace. HBR 49 (September-October, no. 5): 410, 134, 149152.
[Special Report Feature] Briscoe assesses some common complaints about corporate practices and then describes how one group of critics formed a consumer cooperative.

2028 Bogart, L. 1973. The Future of Retailing. HBR 51 (November-December, no. 6): 1632, 176.
[Thinking Ahead Feature] Bogart discusses survey results of department, chain, and discount store executives on how American retailers can help with an array of economic and social challenges.

2036 Rockefeller, R. C. 1971. Turn Public Problems to Private Account. HBR 49 ( January-February, no. 1): 131138.
Rockefeller warns corporate executives how they must nd ways to make company objectives more relevant to societys major concerns.

2029 Ackerman, R. W. 1973. How Companies


Respond to Social Demands. HBR 51 ( July-August, no. 4): 8898.
Ackerman discusses the cost for corporate social responsibility and wonders if this can be factored into the prot strategies of top management.

2037 Cohn, J. 1970. Is Business Meeting the Challenge of Urban Affairs? HBR 48 (March-April, no. 2): 6882.
McKinsey & Company surveyed 247 major American corporations on their social problem-solving experiences. Cohn, the lead investigator, offers suggestions for companies interested in developing corporate urban affairs programs.

2030 Hecht, J. L. 1973. Employers Join to Promote Open Housing. HBR 51 ( July-August, no. 4): 14, 150152.
[Ideas for Action Feature] Hecht discusses why many companies are collaborating to promote fair housing policies.

2038 Miller, I. 1969. Business Has a War to Win.


HBR 47 (March-April, no. 2): 412, 164168.
[Thinking Ahead Feature]Miller calls on the business community to lead in the ght against Americas domestic troubles which are compounding in scope and complexity.

2031 Andrews, K. R. 1973. Can the Best Corporations Be Made Moral? HBR 51 (May-June, no. 3): 5764.
Andrews focuses on public responsibility in a private corporation and why it is incumbent for chief executive ofcers to incorporate social concerns into their corporate objectives.

2039 Collier, A. T. 1968. Business Leadership and a Creative Society. HBR 46 ( January-February, no. 1): 154168.
[HBR Classic Feature] Corporate leaders must possess a vision that is predicated on a future built by people from all races, creeds, and backgrounds. Collier demands that this be driven by cooperation and togetherness.

2032 McCall, D. B. 1973. Prot: Spur for Solving Social Ills. HBR 51 (May-June, no. 3): 4654, 180182.
[Thinking Ahead Feature] For business to help solve societys problems, McCall contends that any solution must have a protability component to it. He also

2040 Hazard, L. 1968. Business Must Put Up.


HBR 46 ( January-February, no. 1): 212, 168170.
[Thinking Ahead Feature]Hazard shows how important an executives skills are for developing programs for abolishing poverty.

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2041 Silver, I. 1967. The Corporate Ombudsman. HBR 45 (May-June, no. 3): 7787.
As the corporate conscience, an ombudsman can investigate complaints, dispense justice, check excesses, and help assure fair and equal treatment to ones employees and consumers.

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2050 _____. 1962. Conservative Labor/Radical Business. HBR 40 (March-April, no. 2): 8092.
Entrepreneurs are typically conservative on social and political topics and then radical on technical and entrepreneurial issues. Selekman argues how businesspeople must acknowledge their responsibility to ease the social unrest caused by the technical revolution they helped ignite.

2042 Champion, G. 1967. Creative Competition. HBR 45 (May-June, no. 3): 6167.
Corporate support for urban renewal, education, retraining, the environment, and other social problems areas embody the greatness of the public and private sectors of the American economy.

2051 Drucker, P. F. 1962. Big Business and the


National Purpose. HBR 40 ( January-February, no. 2): 4959.
Drucker argues that the American public is no longer hostile to big business and looks to corporate executives for leadership in this era of frightening change.

2043 Scanlon, J. J. 1967. How Much Should a Corporation Earn. HBR 45 ( January-February, no. 1): 420, 186187.
[Thinking Ahead Segment] Scanlon explores the earnings levels required for American businesses to meet national objectives.

2052 Selekman, B. M. 1961. Businessmen in Power. HBR 39 (September-October, no. 5): 95 110.
As potent scientic discoveries are developed into specic technologies and machines, managements authority will dramatically increase. Selekman wonders if management will use these new powers to enrich society or pursue a survival of the ttest ethos.

2044 Broehl, W. G., Jr. 1966. Insights Into Business and Society. HBR 44 (May-June, no. 3): 616.
[Keeping Informed Feature] Browhl discusses some emerging viewpoints relevant to the public responsibilities of American business.

2053 Baum, M. 1960. The Case for Business Civilization. HBR 38 (November-December, no. 6): 5664.
Baum castigates the critics of business who also label American society as being materialistic, juvenile, and having no respect for the arts.

2045 Drucker, P. F. 1965. Is Business Letting


Young People Down? HBR 43 (November-December, no. 6): 4955.
Management faces a critical problem with its response to the demands, expectations, and pressures of American youth who seek a more rational and purposeful approach from American business.

2046 Austin, R. W. 1965. Responsibility for Social Change. HBR 43 ( July-August, no. 4): 4552.
Austin chastises top management for not broadening its view of social changes that are taking place.

2054 Byron, W. J. 1960. Needed: Local Leadership in Depressed Areas. HBR 38 ( July-August, no. 4): 115124.
Byron offers a number of ideas for local communities through its corporate executives, organized labor and local governments to utilize for alleviating ones unemployment problems.

2047 Sare, W. L. 1965. Financial Adventure of James Debenture. HBR 43 (May-June, no. 3): 110 118.
Sares parody on the James Bond novels illustrates the serious social responsibilities corporations have. In addition, Sare discusses the dangers that exist when government exercises greater control on American business.

2055 Finn, D. 1959. Struggle for Ethics in Public Relations. HBR 37 ( January-February, no. 1): 4958.
With industry being more public relations focused, company executives are confronted by a responsibility to serve the public interest in the course of their business activities.

2048 Taylor, J. F. A. 1965. Is the Corporation Above the Law? HBR 43 (March-April, no. 2): 119 130.
Maintaining that the corporation is the representative agency in modern industrial society, Taylor argues that the problems that exist in governing modern corporations are best solved by dening when a rms independence encroaches on the public interest.

2056 Toynbee, A. J. 1958. Will Businessmen Be Civil Servants. HBR 36 (September-October, no. 5): 2338, 164170.
[Thinking Ahead Feature] Toynbee nds that present-day society is in danger of losing its creativity which stem from its preoccupation with global peace, organization, administration and efciency.

2049 Selekman, B. M. 1962. Call for Business


Statesmanship. HBR 40 ( July-August, no. 4): 2022.
Published posthumously, Selekman argues how management, labor and government must work harmoniously if the benets of the scientic revolution are to be tapped.

2057 Cary, C. O. 1958. Can Corporations Act as Partner? HBR 36 (May-June, no. 3): 139152.
[Thinking Ahead Feature]Cary discusses the need to adopt corporate structures for present day realities given how our economy is on the threshold of exploiting a wide array of scientic and technological frontiers.

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Model for Innovation. HBR 84 (March, no. 3): 5866.
Procter and Gambles growth historically came from its in-house research and development. A new CEO at Procter and Gamble detected that the payoffs from inhouse R&D were diminishing. As such, Procter and Gamble embraced a connect and develop model by scouring the outside world for proven technologies, packages and products that P&G could improve and then market. This approach enabled Procter and Gamble to increase its R&D productivity by nearly 60 percent.

2058 Collier, A. T. 1953. Business Leadership in a Creative Society. HBR 31 ( January-February, no. 1): 2938.
Corporate leaders need a vision that is predicated on a boundless future and crafted by people from all races, creeds, and backgrounds.

2059 Welcker, J. W. 1949. The Community Relations Problem of Industrial Companies. HBR 27 (November, no. 6): 771780.
Welcker investigates some factors that inuence how manufacturers are perceived in their community.

2060 Ballaine, F. K. 1947. Businessmen and the


Community Forum. HBR 25 (Spring, no. 3): 372 384.
Ballaine chastises the business communitys indifference to community activities, particularly at a time when business must demonstrate its responsibilities as corporate citizens.

2067 Nohria, N. 2005. Feed R&D or Farm It Out? HBR 83 ( July-August, no. 7): 1728.
[HBR Case Study Feature] RLK Media built its reputation as a manufacturer of high-end and critically acclaimed electronic products. To slash R&D costs, the company is considering outsourcing its software development efforts to India. RLKs CEO is warned by his chief scientist that this will wreak havoc on the rms productivity efforts and cause RFK to lose its market orientation.

2061 Donham, W. B. 1933. Failure of Business


Leadership and the Responsibility of the Universities. HBR 11 ( July, no. 4): 418435.
Donham laments how business leaders have little grasp of their interdependence with Americas societal and educational structures.

2068 Hamel, G. and G. Getz. 2004. Funding Growth in an Age of Austerity. HBR 82 ( July-August, no. 78): 7684.
Many organizations are cutting expenditures by subjecting product development programs to rigorous costbenet analysis. Hamel and Getz argue that frugality is not a growth strategy and that little correlation exists between corporate performance and the amount spent on innovation.

2062 _____. 1931. Can American Business Meet


the Present Emergency? HBR 9 (April, no. 3): 257 269.
Western Civilization will be at risk if American business neglects to develop a sound plan that encompasses a social and egalitarian ethos.

2063 Usher, A. P. 1924. The Inuence of American Business on National Life. HBR 2 (April, no. 3): 257267.
Usher argues that more emphasis needs to be placed on businesss role in American society.

2069 Chesbrough, H. W. 2003. A Better Way to Innovate. HBR 81 ( July, no. 7): 1213.
[Forethought Feature] Chesbrough looks at what leading-edge companies do to harvest ideas from outside their organization. These companies and the organizations that they outsource with both benet by sharing their R&D with others even when it is their competition.

Research and Development


2064 Scinta, J. 2007. Where More R&D Dollars Should Go. HBR 85 ( July-August, no. 7/8): 2626.
[Forethought Feature] American rms now spend more on research and development than they did several years ago. Scinta worries that most of this is spent on new product development at the expense of long-term innovation efforts.

2070 Brown, J. S. 2002. Research That Reinvents


the Corporation. HBR 80 (August, no. 8): 105114.
[reprinted from the January-February 1991 issue of HBR] As companies try to keep pace with rapid technological changes and cope with unstable business environments, their research departments must continuously design new technological products and other innovative developments. Xeroxs Palo Alto Research Center (PARC) is cited because of its prototypes of new technologies, products and new work practices.

2065 Lakhani, K. R. and L. B. Jeppesen. 2007.


Getting Unusual Suspects to Solve R&D Puzzles. HBR 85 (May, no. 5): 3030.
[Forethought Feature] People on the outside of an organization often have innovative solutions for even the toughest R&D problems. The authors describe how their company is similar to a temporary placement agency in that it posts corporate R&D problems, along with monetary rewards, for outsiders to solve.

2071 Thomke, S. 2002. Enlightened Experimentation: The New Innovation. HBR 79 (February, no. 2): 6675.
The high cost of experimentation places a damper on the attempts of rms to create new products. Thomke nds that companies can take innovation to higher levels by rethinking or revamping their R&D process from the ground up.

2066 Huston, L. and N. Sakkab. 2006. Connect and Develop Inside Procter & Gambles New

2072 Kuemmerle, W. 1997. Building Effective

135
R&D Capabilities Abroad. HBR 75 (March-April, no. 2): 6172.
To remain competitive, Keummerle explains how companies are building global research and development (R&D) networks.

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2080 Merten, U. and S. M. Ryu. 1983. What Does the R&D Function Actually Accomplish? HBR 61 ( July-August, no. 4): 2428.
[Ideas for Action Feature] Few corporate relationships are more troubled than that between R&D and top management because the two parties have never found common ground on what constitutes the R&D process.

2073 Iansiti, M. 1993. Real-World R&D: Jumping the Product Generation Gap. HBR 71 (MayJune, no. 3): 138149.
System-focused rms organize teams of researchers, engineers and executives early in the R&D process. To examine how different technologies affect the manufacturing process and product design, Iansiti studied twelve mainframe computer companies and found that systemfocused rms were the most economical in how they achieved the best product improvements.

2081 Frohman, A. L. 1982. Technology as a Competitive Weapon. HBR 60 ( January-February, no. 1): 97104.
Frohman warns that increasing R&D expenditures are no guarantee that a rm can exploit its technology as a competitive weapon.

2074 Kodama, F. 1992. Technology Fusion and


the New R&D. HBR 70 ( July-August, no. 4): 70 78.
Companies wanting to stay ahead of the pack must move beyond the traditional breakthrough approach to research and development. They must, instead, embark on a strategy of technology fusion which blends several previously separate elds of technology.

2082 Manseld, E. 1981. How Economists See R&D. HBR 59 (November-December, no. 6): 98 106.
Manseld discusses the signicant body of research that research and development (r&d) has on a rms nancial performance and market share.

2083 Balthasar, H. U., R. A. Boschi and M. M.


Menke. 1978. Calling the Shots in R&D. HBR 56 (May-June, no. 3): 151160.
A ow of new products, while difcult to achieve, can pay off psychologically and provide a steady growth of revenue and prots. Bathasar and his coauthors focus on the way a Swiss pharmaceutical company forecasts its R&D efforts.

2075 Kantrow, A. M. 1986. Industrial R&D:


Looking Back to Look Ahead. HBR 64 ( July-August, no. 4): 4052.
[For the Managers Bookshelf Feature] Kantrow reviews recently published books on the research laboratories of Bell Labs and General Electric as well as some biographies on a variety of R&D pioneers.

2084 Thompson, P. H. and G. W. Dalton. 1976.


Are R&D Organizations Obsolete? HBR 54 (November-December, no. 6): 105116.
Thompson and Dalton examine whether creative and innovative engineers become obsolete like machinery or if it is the organization becomes obsolete in how they stymie individual development.

2076 Lee, T. H., J. C. Fisher and T. S. Yau. 1986.


Is Your R&D on Track? HBR 64 ( January-February, no. 1): 3444.
[Getting Things Done Feature] Lee and his coauthors offer a method for assessing the progress of individual R&D projects along with ones overall R&D program.

2085 Brooks, H. 1972. Whats Happening to the


U.S. Lead in Technology. HBR 50 (May-June, no. 3): 110118.
Until recently, it was generally felt that the United States had a comfortable lead over the rest of the world in basic research and technology. Brooks describes how this changed with the resurgence of industry in Western Europe and Japan, the concentration of research and development in the American aerospace and defense industries as well as the current state of graduate scientic education.

2077 Fusfeld, H. I. and C. S. Haklisch. 1985. Cooperative R&D for Competitors. HBR 63 (November-December, no. 6): 6076.
[Special Report Feature] Global competition has driven many companies to abandon their go-it-alone R&D strategy. As such, many rms are establishing cooperative research and development organizations with their competitors.

2078 Schmitt, R. W. 1985. Successful Corporate


R&D. HBR 63 (May-June, no. 3): 124128.
By examining Bell Labs and GEs Research and Development Center, Schmitt describes the strategic choices faced by corporate R&D managers.

2086 Quinn, J. B. 1971. Next Big Industry: Environmental Improvement. HBR 49 (September-October, no. 5): 120131.
Quinn predicts that the environmental movement might produce protable new markets for business expansion.

2079 Roussel, P. A. 1983. Cutting Down the Guesswork in R&D. HBR 61 (September-October, no. 5): 155160.
Top managements difculty in selecting worthwhile R&D projects stems largely from an inability to communicate with their R&D staff.

2087 Coddington, D. C. and J. G. Milliken. 1970.


Future of Federal Contract Research Centers. HBR 48 (March-April, no. 2): 103116.
Federal contract research centers (e.g., with the Pentagon, NASA, the Atomic Energy Commission and other government agencies) are signicant to business execu-

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[Thinking Ahead Feature]Ulin discusses industrial research throughout the United States and the relationship that exists between research, new products and the level of capital expenditures.

tives for the important role they play in developing expensive technologies that private industry would never risk undertaking.

2088 McGlauchlin, L. D. 1968. Long Range Technical Planning. HBR 46 ( July-August, no. 4): 5464.
McGlauchlin describes how a large, multi-division company coordinates its research efforts in conjunction with its engineering and marketing capabilities.

2097 Rubenstein, A. H. 1957. Guides to R&D. HBR 35 (May-June, no. 3): 133146.
[Looking Around Feature] Rubensteins literature review focuses on why corporate research and development efforts are critical in this day-and-age,

2089 Lawrence, P. R. and J. W. Lorsch. 1967. New Management Job: the Integrator. HBR 45 (November-December, no. 6): 142151.
With the rapid rate of market and technological change, executives are increasingly concerned about the difculty in achieving a unied effort throughout r&dintensive organizations.

2098 Stolz, R. K. 1957. Planning: Key to Research Success. HBR 35 (May-June, no. 3): 8288.
Top management must make systematic planning with its research endeavors a higher priority.

2099 Rubenstein, A. H. 1957. Setting Criteria for R&D. HBR 35 ( January-February, no. 1): 95104.
Attempts to apply standard control and evaluation techniques to research and development efforts are difcult and typically lead to misunderstanding between management and company researchers.

2090 Cook, L. G. 1966. How to Make R & D


More Productive. HBR 44 ( July-August, no. 4): 145153.
Cook examines the problems involved with controlling research and development costs and pushes for a program appraisal staff so that R & D expenditures can be better focused on programs having the most promise.

2100 Arnold, P. M. 1954. Why Not Try Cooperative Research? HBR 32 ( July-August, no. 4): 115 122.
Despite its cost and complexities, Arnold explains why competing rms need to engage in research and development efforts on a cooperative basis.

2091 Cooper, A. C. 1964. R&D Is More Efcient


in Small Companies. HBR 42 (May-June, no. 3): 7583.
Cooper pursues whether there is a substantial difference in how new products are developed among different size companies.

2101 Turner, H. S. 1954. How Much Should a Company Spend on Research? HBR 32 (May-June, no. 3): 101112.
Turner worries whether research and development will be supported in the current business environment. He also examines how sound research programs should be designed by company management.

2092 Drucker, P. F. 1963. Twelve Fables of Research Management. HBR 41 ( January-February, no. 1): 103108.
Though the number of researchers doubled over the last ten years, the number of people who are known as research administrators, coordinators, expediters is growing at an even faster pace.

2102 Graham, D. 1931. Research Expenditures and


Their Effect on the General Electric Company [Student Section]. HBR 10 (October, no. 1): 117125.
Graham describes why it is important for business and industry to invest in research and development.

2093 Quinn, J. B. and J. A. Mueller. 1963. Transferring Research Results to Operations. HBR 41 ( January-February, no. 1): 4966.
Quinn and Muller believe that no best managerial solution exists for transferring the ow of technology into action.

Role and Impact of Management Consultants


2103 Morse, G. 2006. Shut Up and Stop Whining. HBR 84 (December, no. 12): 2626.
[Conversation with Larry Winget on Irrational Leadership]Winget, a motivational speaker, describes why he makes people feel uncomfortable with who they are in lieu of making them feel good about themselves or enthusiastic about their potential.

2094 Solo, R. A. 1962. Gearing Military R&D to Economic Growth. HBR 40 (November-December, no. 6): 4960.
Despite how R&D expenditures have skyrocketed, the rate of output per employee-hour has dwindled. Solo questions whether R&D is a drag on productivity.

2095 Bierer, B. B., Jr. 1962. Marketing R&D for


Military Products. HBR 40 (September-October, no. 5): 111120.
Producing defense or space products is tricky and full of pitfalls. It can be protable with soundly conceived product planning.

2104 Nadler, D. A. 2005. Confessions of a Trusted Counselor. HBR 83 (September, no. 9): 6877.
Few jobs in business may seem as glamorous as being a consultant who is also the condante to a companys CEO. This is, however, daunting work. Consultants in this capacity must continuously question their motivation and loyalty makes their life more thorny than the organizational problems facing any client.

2096 Ulin, R. P. 1958. What Will Research Bring About? HBR 36 ( January-February, no. 1): 27.

137
2105 Sherman, S. and A. Freas. 2004. The Wild West of Executive Coaching. HBR 82 (November, no. 11): 8290.
American rms annually spend an estimated $1 billion dollars on executive coaching. Sherman and Freas see coaching as essential since it produces behavioral change and growth on the part of the coachee. Its drawback is how information is scarce and unreliable as to its effectiveness .

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2112 Frankenhuis, J. P. 1977. How to Get a Good Consultant. HBR 55 (November-December, no. 6): 133139.
Organizations typically utilize consultants to cut costs as well as obtain an independent view or specic expertise. Satisfactory results stem from top management being intuitive on who to hire as a consultant along with the role that the consultant should play.

2106 Buday, R. 2003. A Consultants Comeuppance. HBR 81 (February, no. 2): 2635.
[HBR Case Study Feature] Budays case study involves a new CEO wanting to slash his companys heavy use of consultants and whether the consultants, in turn, can persuade the CEO that their work is worth its cost.

2113 Jay, A. 1977. Rate Yourself as a Client. HBR


55 ( July-August, no. 4): 8492.
Jay nds that effective executives possess the ability to effectively utilize consultants who suggest ways to dene their problems. Jays article also offers ways to hire and negotiate fees with a consulting rm.

2107 Leonard, D. and W. Swap. 2000. Gurus in


the Garage. HBR 78 (November-December, no. 6): 7182.
Highly successful business architects referred to by Leonard and Swap as mentor capitalists assist entrepreneurs with everything from employee recruiting to attracting initial seed capital. Mentor capitalists are typically motivated by a desire to share expertise, to see their protgs succeed and experience the gamblers fun of making money.

2114 Baker, J. K. and R. H. Schaffer. 1969. Making Staff Consulting More Effective. HBR 47 ( January-February, no. 1): 6271.
Recent developments with computer-based methods for analytical decision making and planning are bringing staff consultants into the realm of line managers. Baker and Schaffer describe one companys experiences in making internal consultants interact with line management.

2108 Kesner, I. F. and S. Fowler. 1997. When Consultants and Clients Clash. HBR 75 (November-December, no. 6): 2238.
[HBR Case Study Feature] A consulting rm encounters difculty when their assumptions are radically different from those of their client involving a merger with another rm who offers the same products and services.

2115 Tilles, S. 1961. Understanding the Consultants Role. HBR 39 (November-December, no. 6): 8799.
Tilles contends management needs to accept responsibility whenever a consultant produces poor results.

2116 Krentzman, H. C. and J. N. Samaras. 1960.


Can Small Businesses Use Consultants. HBR 38 (May-June, no. 3): 126136.
Krentzman and Samaras interviewed the CEOs of more than 700 small companies on the benet and drawbacks from using management and other consultants.

2109 Stevenson, H. H. and W. A. Sahlman. 1988. How Small Companies Should Handle Advisers. HBR 66 (March-April, no. 2): 2834.
[Growing Concerns Feature] Operating a small business is getting more complex. Getting good advice is more important than ever. Not knowing a wide-array of regulations or implementing the wrong computer system might have devastating ramications for a rm. Stevenson and Sahlman discuss how top management must be more proactive in its dealings with consultants and other advisers.

2117 Rawlings, E. W. 1957. How the Air Force Uses Management Consultants. HBR 35 ( July-August, no. 4): 4550.
As an organization that manages more than $36 billion in assets, Rawlings discusses the importance of business consultants for the United States Air Force.

2118 Perry, J. and R. W. Straus. 1952. A Story of Executive Relationships. HBR 30 (March-April, no. 2): 5372.
Perrys case study involves a manufacturer of kitchen cabinets who is experiencing productivity problems and an intransigent union. A management consultant is hired to assess the situation and discovers deep seated communication problems, hidden agendas, and little identication with the company throughout the company.

2110 Turner, A. N. 1982. Consulting Is More Than Giving Advice. HBR 60 (September-October, no. 5): 130141.
After a sense of trust is developed, the consulting process will be more effective if consultants and clients can work together in diagnosing problems and in implementing solutions.

2111 Kelley, R. E. 1979. Should You Hire an Internal Consultant? HBR 57 (November-December, no. 6): 110120.
The growing use of internal consultants results from a more fast-paced environment along with technological changes which are facilitating more exible organizational designs.

2119 Brown, T. H. 1943. The Business Consultant. HBR 21 (Winter, no. 2): 183189.
Brown discusses how a business executive might prosper from utilizing some kind of management consultant.

2120 Donham, R. 1940. Management Consultants Deal with People. HBR 19 (Autumn, no. 1): 3341.

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2127 Bennett, N. and S. A. Miles. 2006. Second in Command: The Misunderstood Role of the Chief Operating Ofcer. HBR 84 (May, no. 5): 7078.
Many views exist on the role of a chief operating ofcer (COO). COOs are necessary for executing ones corporate strategy. They are also responsible for a rm meeting their quarterly earnings expectations. On the other hand, a chief executive ofcer (CEOs) is needed to be a public gure who communicates with ones many internal and external constituencies. Bennett and Miles discuss the attributes that create an effective working relationship between the two positions.

Donham discusses the many difculties inherent for management consultants in dealing with clients and their organizations.

2121 Dean, J. 1938. The Place of Management Counsel in Business. HBR 16 (Summer, no. 4): 451465.
Dean describes the rise of the management consulting industry that was designed to aid management with a kaleidoscopic economic environment by making specialized assistance available on a professional basis.

Upper-Echelon Managerial Concerns


2122 Hayes, R. H. and W. J. Abernathy. 2007.
Managing Our Way to Economic Decline. HBR 85 ( July-August, no. 7/8): 138149.
[Best of HBR Feature] From the July-August 1980 issue, Hayes and Abernathys article describes how American management is avoiding making the hard, makeor-break decisions on technological competitiveness.

2128 Wademan, D. 2005. The Best Advice I Ever


Got. HBR 83 ( January, no. 1): 3544.
[Perspectives Feature] Wademan compiles essays from six chief executive ofcers on advice they received from a past manager or mentor. The context in which that advice was offered is also provided. All six essays demonstrate that people nd wisdom when they least expected to.

2123 Rosen, R. M. and F. Adair. 2007. CEOs


Misperceive Top Teams Performance. HBR 85 (September, no. 9): 3030.
[Forethought Feature] A new study indicates that CEOs have a rosier view of senior managements performance than other high ranking executives. NonCEOs often nd their organizations to be decient at talent development, cross-marketing, innovative thinking and implementing change.

2129 Porter, M. E., J. W. Lorsch and N. Nohria. 2004. Seven Surprises for New CEOs. HBR 82 (October, no. 10): 6272.
Even well prepared chief executives can be blindsided by the realities and limitations of being a chief executive ofcer. CEOs, many times, lose their legitimacy from: (i) visions that are unconvincing; (ii)actions that are inconsistent with the values they espouse; or (iii) when self-interest appears to trump the welfare of the organization.

2124 Doz, Y. L. and M. Kosonen. 2007. The Real


Deal at the Top. HBR 85 ( June, no. 6): 98104.
Customers are increasingly demanding integrated solutions from the rms in which they do business with. Doz and Kosonen contend that these solutions will never materialize as long as business units are run like efdoms. Top management, moreover, must be concerned with developing more inter-dependent and collaborative units.

2130 Mankins, M. C. 2004. Stop Wasting Valuable Time. HBR 82 (September, no. 9): 5865.
Firms routinely squander the time of their top executives who spend no more than three hours a month discussing strategy. Mankins has several suggestions for making meetings a more streamlined, effective tool to produce real competitive advantages.

2125 Bossidy, L. 2007. What Your Leader Expects of You. HBR 85 (April, no. 85): 4.
Having been CEO at both AlliedSignal and Honeywell, Bossidy describes what leaders should seek from their subordinates. Bossidy nds that his most effective employees are those who generate ideas; even off-the-wall ideas. Effective employees are also procient at collaborating with people from other divisions and at spearheading initiatives even when its outcome seems uncertain.

2131 Gulati, R. 2004. How CEOs Manage Growth Agendas. HBR 82 ( July-August, no. 78): 124132.
Five executives discuss their strategies, struggles and successes in pursuit of top-line growth.

2132 Sulkowicz, K. J. 2004. Worse Than Enemies: The CEOs Destructive Condant. HBR 82 (February, no. 2): 6471.
CEOs always need a condant. They must, however, examine their own motives as well as those of their condants. Those relationships will be dangerous, if not catastrophic, if they dont.

2126 Miles, S. A. and M. D. Watkins. 2007. The Leadership Team: Complementary Strengths or Conicting Agendas. HBR 85 (April, no. 4): 90 98.
By bringing two or more people together with complementary strengths, an organization can compensate for the limitations of each individual. It can also produce confusion, turf battles, and disagreements over an organizations priorities. Miles and Watkins emphasize that it is important for an organizations board of directors and chief executive ofcer to foster a shared vision and trust.

2133 Green, S., F. Hassan, J. Immelt and M. Marks. 2003. In Search of Global Leaders. HBR 81 (August, no. 8): 3845.
[Perspectives Feature] Five high-level executives describe what constitutes global leadership and what it takes to run a global company.

2134 Mezias, J. M. and W. H. Starbuck. 2003.


What Do Managers Know, Anyway? HBR 81 (May, no. 5): 1617.
[Forethought Feature]Top management often has

139
grossly distorted perceptions of their business and markets. Accurate perceptions on the part of upper management is less important to a companys welfare than managements willingness to seek feedback and learn from it.

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Barry review Andrew Groves new book, Only the Paranoid Survive , on how to bridge the narrow line between the catastrophic and opportunity and knowing how to seize opportunities.

2135 Fuller, J. 2002. A Letter to the Chief Executive. HBR 80 (October, no. 10): 9499.
Fullers ctional letter, as a board member, to a CEO, illustrates the challenges and complexities of running a company in todays uncertain business environment.

2143 Levinson, H. 1996. The Leader as Analyst. HBR 74 ( January-February, no. 1): 158158.
[Books in Review Feature]Levinson reviews Manfred F. R. Kets de Vries book, Life and Death in the Executive Fast Lane.

2136 Eckert, R. A. 2001. Where Leadership


Starts. HBR 79 (November, no. 10): 5361.
[First Person Feature] As Mattels new CEO, Eckert explains how he initially coped from not knowing his customers, competition or Mattels employees and management team.

2144 Hout, T. M. and J. C. Carter. 1995. Getting It Done: New Roles for Senior Executives. HBR 73 (November-December, no. 6): 133145.
Hout and Carter compare and contrast the roles of current CEOs to that of their predecessors given how complex contemporary business competition has become.

2137 Champion, D. 2001. Off with His Head?


HBR 79 (October, no. 9): 3546.
[HBR Case Study Feature] Champions case study focuses on a CEO who led his company through a number of highly protable years. Now, following a year of poor performance, he is in danger of being forced to resign.

2145 Adler, G. 1995. The Case of the Floundering Expatriate. HBR 73 ( July-August, no. 4): 2440.
[HBR Case Study Feature] Adlers case study focuses on the difculties that a highly respected American executive encounters when on assignment in Europe.

2146 Harris, T. G. 1993. The Post-Capitalist Executive. HBR 71 (May-June, no. 3): 114122.
[An Interview with Peter F. Drucker of Claremont University] Drucker contends that managers must learn to function in a world in which information supersedes authority and be able to manage circumstances in which they do not possess authority.

2138 Simons, R. 1999. How Risky Is Your Company? HBR 77 (May-June, no. 3): 8595.
Success can blind upper-management to many organizational dangers. Because of this, Simmons developed a risk exposure calculator which enables management to assess an array of environmental risks.

2147 MacKay, H. B. 1990. The CEO Hits the


Road (and Other Sales Tales). HBR 68 (MarchApril, no. 2): 3244.
[Getting Things Done Feature] CEOs who spend time with their sales force calling on enforce clients and dealing with prospective customers will learn more about their company and its operating environment than they ever imagined.

2139 Kotter, J. P. 1999. What Effective General


Managers Really Do. HBR 77 (March-April, no. 2): 145159.
[HBR Classic Feature] Kotter attempts to capture the daily behavior patterns for an executive and how this individual organizes and plans their priorities and activities.

2140 Black, J. S. and H. B. Gregersen. 1999. The


Right Way to Manage Expats. HBR 77 (MarchApril, no. 2): 5263.
[World View Feature] Sending executives abroad is expensive. Research indicates that 10 to 20 percent of American executives sent abroad return home early due to job dissatisfaction or culture shock. Moreover, nearly one-third of executives who stay for their entire duration, never perform to the expectations of their superiors. Black and Gregersen explain how essential it is that a companys workforce possess an international focus.

2148 Wriston, W. B. 1990. The State of American Management. HBR 68 ( January-February, no. 1): 7883.
The American economy remains prosperous despite the many predictions of its imminent demise. Wristons belief is forged by the entrepreneurial spirit throughout the American economy and how the bureaucratic mindset of corporate management is crumbling.

2149 Ames, B. C. 1989. Straight Talk from the New CEO. HBR 67 (November-December, no. 6): 132138.
CEOs have two commitments: (i) earning an attractive return for investors; and (ii) providing attractive work opportunities to their employees. Their business needs to be run by developing strategic plans. Division and department managers, following approval of these plans, need to be granted all the authority they need to achieve the planned results.

2141 Katzenbach, J. R. 1997. The Myth of the


Top Management Team. HBR 75 (November-December, no. 6): 8292.
Katzenbach explains why upper-echelon management teams are often ineffective and that this must change if a rm is to reach its highest level of performance.

2142 Brandenburger, A. M. and B. J. Nalebuff. 1996. Inside Intel. HBR 74 (November-December, no. 6): 168175.
[Books in Review Feature] Brandenburger and

2150 Zaleznik, A. 1989. Executives and Organizations: Real Work. HBR 67 ( Janurary-February, no. 1): 5764.
Too much emphasis is placed on management to cre-

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2159 McDonald, A. 1972. Conict at the Summit:
A Deadly Game. HBR 50 (March-April, no. 2): 5968.
Power struggles in the executive suites are deadly for most corporations. McDonald lays the groundwork for a more realistic appraisal of this situation and suggests criteria for selecting more responsible executives.

ate workplace harmony. Zaleznik, however, nds that workers prefer a task leader who grasps the substance of their work and an aggressiveness that sparks their imagination and creativity.

2151 Pearce, W. H. 1986. I Thought I Knew


What Good Management Was. HBR 64 (MarchApril, no. 2): 5965.
Pearce discusses the dangers when general managers devote too much time to strategy. They typically sacrice the trust and cooperation of underlings.

2160 Eastlack, J. O., Jr. and P. R. McDonald. 1970. CEOs Role in Corporate Growth. HBR 48 (May-June, no. 3): 150163.
[Problems in Review Feature] From a survey of 250 Fortune 500 CEOs, Eastlack and McDonald analyze the approaches that chief executive ofcers take to enhance company performance.

2152 Isenberg, D. J. 1984. How Senior Managers Think. HBR 62 (November-December, no. 6): 8090.
Isenberg nds that executive decision-making is typically done on intuition and acting without rationale decision-making techniques.

2153 Vancil, R. F. and C. H. Green. 1984. How CEOs Use Top Management Committees. HBR 62 ( January-February, no. 1): 6573.
Vancil and Green discuss the manner in which IBM and General Electric instituted management committees that are comprised of senior ofcers along with the benet they bring to the CEOs at both companies.

2161 Patton, A. 1967. The Coming Scramble for Executive Talent. HBR 45 (May-June, no. 3): 155 171.
Patton explores how companies will utilize incentives, rewards, training, and other measures to harness executive talent.

2162 Bailey, J. C. 1967. Clues for Success in the Presidents Job. HBR 45 (May-June, no. 3): 97104.
Certain attitudes and skills characterize chief executives who are superior in handling conicts in an organization.

2154 Kotter, J. P. 1982. What Effective General


Managers Really Do. HBR 60 (November-December, no. 6): 156167.
Kotter nds that an executives day is typically marked by interruptions and disjointed conversations with subordinates, superiors and countless others. Behavior that seems a waste of time is precisely what the best executives engage in.

2163 Hansen, J. J. 1966. The Case of the Convalescent. HBR 44 (May-June, no. 3): 160178.
[Problems in Review Feature] Hansens case study focuses on a top management team worried about an unforeseen slump in corporate earnings.

2164 Levinson, H. 1965. Who Is to Blame for


Maladaptive Managers? HBR 43 (November-December, no. 6): 143158.
Levinson analyzes six managerial actions likely to produce problematic behavior from subordinates.

2155 Levinson, H. 1981. When Executives Burn


Out. HBR 59 (May-June, no. 3): 7281.
Todays work environment, with its high-paced and highly politicized work environment, is a festering ground for executive burnout. Levinson offers top management techniques to counter this stress.

2156 Hayes, R. H. and W. J. Abernathy. 1980. Managing Our Way to Economic Decline. HBR 58 ( July-August, no. 4): 6777.
Most industries require an organizational commitment to compete in the marketplace on technological grounds. Hayes and Abernathy contend that American management has directed its attention elsewhere.

2165 Dill, W. R., W. B. S. Crowston and E. J. Elton. 1965. Strategies for Self-Education. HBR 43 (November-December, no. 6): 119130.
Dill and his coauthors nd that todays executives cannot afford to be diverted or wait for others to provide a vaccine against obsolescence.

2166 Daniel, D. R. 1965. Team at the Top. HBR


43 (March-April, no. 2): 7482.
Daniel nds that a pluralistic chief executive is likely to emerge because of technology, product proliferation, and internationalization achieving greater organizational importance.

2157 Bartolome, F. and P. A. L. Evans. 1980.


Must Success Cost So Much? HBR 58 (MarchApril, no. 2): 137148.
Bartolome and Evans examine how some executives have developed meaningful private lives.

2167 Ward, L. B. 1961. Do You Want a Weak Subordinate? HBR 39 (September-October, no. 5): 622.
[Problems in Review Feature] Wards survey of 4,000 executives indicates a strong preference for dull, retiring subordinates over argumentative, rebellious types.

2158 Sturdivant, F. D. and R. D. Adler. 1976. Executive Origins: Still a Gray Flannel World? HBR 54 (November-December, no. 6): 125132.
Sturdivant and Adler examine whether todays managers differ from their counterparts at the start of the 20th century. The two found that todays leaders are a more homogenous group than their forebears.

2168 Norris, L. W. 1960. Moral Hazards for an Executive. HBR 38 (September-October, no. 5): 7279.
Norris describes how capable executives can stand up

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to the many problems and dilemmas facing todays organizations by maintaining a balance between their value system and the necessities of a particular situation.

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2178 Houser, J. D. 1938. Methods or Results: Prot


Motives or Ego. HBR 16 (Spring, no. 3): 290298.
Houser contends corporate management should be more sensitive toward the grievances of both employees and consumers while, at the same time, be far more effective at articulating the importance and role of prots in the lives of every stakeholder.

2169 Edmunds, S. 1959. The Reach of an Executive. HBR 37 ( January-February, no. 1): 8796.
An executive obviously does not know every person or process throughout their organization. They will know the right things if the right variables are measured by their information systems.

2179 Coffman, P. B. 1932. Testing for Ability in Management. HBR 10 (April, no. 3): 269279.
With constantly changing conditions, Coffman reminds readers how overseeing the operation of a business is an executives most difcult task.

2170 Campbell, T. C., Jr. 1957. Capitalism and


Christianity. HBR 35 ( July-August, no. 4): 3744.
Campbell explains how many executives and entrepreneurs are faced with demands and pressures that are antithetical to their religious beliefs.

2171 Anshen, M. 1957. Businessmen, Lawyers,


and Economists. HBR 35 (March-April, no. 2): 107114.
Large organizations, when faced with allocating scarce resources, typically utilize working groups made up of executives, attorneys and economists. Ashen discusses some problems that frequently arise with this setup.

Work Groups or Teamwork


2180 Gratton, L. and T. J. Erickson. 2007. 8 Ways to Build Collaborative Teams. HBR 85 (November, no. 11): 100109.
Large, diverse teams are important if businesses are to pull off major initiatives. Gratton and Ericksons study nds that productive teams are led by task and relationship oriented people. The authors also provide ways for developing a collaborative culture even when teams are seperated by great distances.

2172 Spencer, L. M. 1955. Ten Problems That


Worry Presidents. HBR 33 (November-December, no. 6): 7583.
Spencers survey found that CEOs are like most people in how they misuse time. What differentiates CEOs from others is their desire for self-improvement along with an ability to produce when the pressure is on.

2181 Groysberg, B. and R. Abrahams. 2006. Lift Outs: How to Acquire a High Functioning Team. HBR 84 (December, no. 12): 133140.
[Best Practice Feature] By hiring experienced groups of employees from a competitor, a rm can dramatically enhance its talent pool. People on these liftout teams obviously do not need to become acquainted with one another. Their long-standing relationships and trust helps them make a quick impact at their new rm. Groysberg and Abrahams describe how successful liftouts go through four interdependent stages; all of which must be meticulously managed.

2173 Janney, J. E. 1952. Company Presidents Look at Themselves. HBR 30 (May-June, no. 3): 5970.
Janney mentions how a chief executive ofcer is typically the one who determines a rms personality regardless of their technical training or business administration techniques.

2174 Cole, A. H. 1949. The Evolving Perspective


of Businessmen. HBR 27 ( January, no. 1): 123128.
Cole reviews ten books and one academic journal article relevant to the responsibilities and outlooks of top management.

2182 Brett, J., K. Behfar and M. C. Kern. 2006. Managing Multicultural Teams. HBR 84 (November, no. 11): 8491.
Multicultural teams offer advantages to rms engaged in international business. Brett and her coauthors emphasize the importance for top management to know the following: (i) how to identify cultural conict; (ii) how to intervene in ways to get a team back on track; and nally (iii) how to empower a teams membership to deal with disagreements themselves.

2175 Hart, J. K. 1949. The Management of Figures. HBR 27 ( January, no. 1): 2433.
Formerly left to accountants, statisticians and industrial engineers, Hart reports on how upper management is now more interested in managerial accounting and quantitative analysis issues than ever before.

2176 Barnhard, C. I. 1940. Comments on the Job


of the Executive. HBR 18 (Spring, no. 3): 295308.
Barnhard responds to Melvin Copeland generally favorable review of his 1938 book, The Functions of the Executive.

2183 Kirby, J. 2006. Just Trying to Help. HBR 84 ( June, no. 6): 3546.
[HBR Case Study Feature]A manager hears about another teams project to know its seriously awed. His team leader, however, considers him presumptuous and discounts all his ideas. Should a colleague with strong opinions butt-in or keep out of this type of situation?

2177 Copeland, M. T. 1940. The Job of an Executive. HBR 18 (Winter, no. 2): 148160.
Copeland reviews Charles Barnards, The Functions of the Executive, which Copeland believes is a masterly contribution to the study of management and organizational behavior.

2184 Katzenbach, J. R. and D. K. Smith. 2005.


The Discipline of Teams. HBR 83 ( July-August, no. 7): 162171.
[Best of HBR [1993] Feature] Katzenbach and Smith explain how certain characteristics distinguish a

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delivery service have a soccer tournament that manages to strengthen the companys culture across its national boundaries.

true team of workers from a working group. Team members have complementary skills and pursue a common goal. Each member is accountable for their teams performance. Working groups, in contrast, rely on the individual contributions of its members for the groups performance.

2192 Ferris, W. P. 2002. Theater Tools for Team Building. HBR 80 (December, no. 12): 2425.
[Forethought Feature] Ferris explains how a small business software rm uses improvisational theater techniques for repairing some of its pressing organizational problems.

2185 Fischer, B. and A. Boynton. 2005. Virtuoso Teams. HBR 83 ( July-August, no. 7): 116123.
High stakes projects typically need all-star and short-lived teams of experts or virtuosos who, not surprisingly, are known for being elitist, temperamental, egocentric and difcult to work with.

2193 Sethi, R., D. C. Smith and C. W. Park. 2002.


How to Kill a Teams Creativity. HBR 80 (August, no. 8): 1617.
[Forethought Feature]New research indicates how innovation is being thwarted from the team-building, diversity, cohesiveness and autonomy efforts that are presently in vogue.

2186 Evans, P. and B. Wolf. 2005. Collaboration Rules. HBR 83 ( July-August, no. 7): 96104.
Evans and Wolf describe how the Linux open-source software community (i.e., being essentially a volunteer, self-organizing community of thousands of programmers who collaborate brilliantly with one another) might be the best model for companies wanting to boost growth, learning and innovation; a formula successfully implemented by Toyota.

2194 Edmondson, A., R. Bohmer and G. P. Pisano. 2001. Speeding Up Team Learning. HBR 79 (October, no. 9): 125132.
[Best Practice Feature] Edmondson and her coauthors explain how cross-functional business teams can function with the same urgency that a surgical team does.

2187 Casciaro, T. and M. S. Lobo. 2005. Competent Jerks, Lovable Fools, and the Formation of Social Networks. HBR 83 ( June, no. 6): 9299.
People are more likely to choose congenial colleagues who may not be terribly adept over temperamental, but competent, coworkers when they need assistance. Casciaro and Lobo believe this has profound ramications for any organization as lovable fools often bridge the gaps that exist between diverse groups who are not apt to interact. Tragically, the networking skills these employees bring to an organization are discounted by management. Hence, this employee is particularly vulnerable to downsizing or other detrimental activity.

2195 Katz, N. 2001. Getting the Most Out of Your Team. HBR 79 (September, no. 8): 2222.
Katz explains how optimizing each members performance is the most critical challenge facing any type of team.

2196 Heimbouch, H. 2001. Should This Team be Saved? HBR 79 ( July-August, no. 7): 3140.
[HBR Case Study Feature] Heimbouchs case study involves a team assigned to rejuvenate a cosmetics company.

2197 Druskat, V. U. and S. B. Wolff. 2001. Building the Emotional Intelligence of Groups. HBR 79 (March, no. 3): 8090.
Druskat and Wolff describe why emotional intelligence is at the heart of effective work teams. For this to materialize, team members must establish the norms that produce mutual trust as well as develop a sense of group identity and efcacy.

2188 Cross, R., J. Liedtka and L. Weiss. 2005. A


Practical Guide to Social Networks. HBR 83 (March, no. 3): 124132.
[Best Practice Feature] Work is a collaborative endeavor. Harnessing the power of seemingly invisible groups for achieving organizational goals is a murky and elusive undertaking. Cross and his coauthors describe three types of social networks for cross-functional work teams and the framework needed to make each ourish.

2189 Fleming, L. 2004. Perfecting Cross-Pollination. HBR 82 (September, no. 9): 2224.
[Forethought Feature] Fleming discusses how cross-functional innovation teams can be effectively constructed.

2198 Levy, P. F. 2001. When Good Teams Go Wrong. HBR 79 (March, no. 3): 5159.
[HBR at Large Feature] Members who worked at a sewage treatment plant performed their difcult work with little supervision and were dedicated to the organizations mission. Levy describes how this work ethos produced a catastrophic failure.

2190 Majchrzak, A., A. Malhorta, J. Stamps and J.


Lipnack. 2004. Can Absence Make a Team Grow Stronger? HBR 82 (May, no. 5): 131137.
[Best Practice Feature] Far-ung teams can be remarkably productive, even outperforming groups whose members work side-by-side. Majchrzak and her coauthors offer ideas on managing them.

2199 Parcells, B. 2000. The Tough Work of Turning Around a Team. HBR 78 (November-December, no. 6): 179184.
[Best Practices Feature] Even the most talented teams perform poorly. Parcells, one of the professional footballs most successful coaches, offers three rules to reverse the fortunes of underperforming organizations.

2191 Hemp, P. 2003. The DHL EuroCup: Shots on Goal. HBR 81 (November, no. 11): 4352.
[HBR at Large Feature]Employees of a worldwide

2200 Wieck, K. 1996. Prepare Your Organization


to Fight Fires. HBR 74 (May-June, no. 3): 143148.
[Books in Review Feature] Weick nds lessons for

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senior management from Norman Macleans 1992 book, Young Men and Fire, in how the work in todays corporations is unfolding in small, temporary groups. Here, the stakes here are high, turnover is chronic, foul-ups and the unexpected are always common.

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2207 Hardaker, M. and B. K. Ward. 1987. How to Make a Team Work. HBR 65 (November-December, no. 6): 112120.
[Getting Things Done Feature] IBM utilizes a planning process known as process quality management or PQM for setting goals and assigning responsibilities in a team environment.

2201 Leavitt, H. J. and J. Lipman-Blumen. 1995.


Hot Groups. HBR 73 ( July-August, no. 4): 109117.
High-achieving groups can bring energy and ingenuity to any social or organizational setting. To promote these groups, organizations should encourage spontaneity, break down barriers, select talented people and respect their capabilities for self-motivation.

2208 Webber, A. M. 1987. Red Auerbach on Management. HBR 65 (March-April, no. 2): 84 91.
[An Interview with Arnold Red Auerbach of the Boston Celtics] Auerbach provides insights on organizational pride, teamwork, discipline and what it takes to help others win in basketball or in business.

2202 Wetlaufer, S. 1994. The Team That Wasnt. HBR 72 (November-December, no. 6): 2238.
[HBR Case Study Feature] Wetlaufers case study focuses on an ineffective management team at a glass manufacturer which also addresses the notions of teamwork and leadership.

2209 George, W. W. 1977. Task Teams for Rapid Growth. HBR 55 (March-April, no. 2): 7180.
Litton Industries has had tremendous success developing informal work teams for achieving and managing rapid growth in a historically structured and formal operating environment.

2203 Meyer, C. 1994. How the Right Measures Help Teams Excel. HBR 72 (May-June, no. 3): 95 104.
Many companies are shifting from control-oriented, functional hierarchies to faster and atter multifunctional teams to provide better customer service. To maximize team effectiveness, a measurement system must be developed to empower team members. Traditional resultsoriented performance measures will not help multifunctional teams monitor their performance.

2210 Chambers, J. C., S. K. Mullick and D. A.


Goodman. 1971. Catalytic Agent for Effective Planning. HBR 49 ( January-February, no. 1): 110119.
Major planning can be done through groups who are capable of embracing more expertise and specialized knowledge than any single individual. There are negatives involved with group work of this nature (e.g., the bandwagon effect). To counter this, the authors describe ways to manage a planning group.

2204 Katzenbach, J. R. and D. K. Smith. 1993.


The Discipline of Teams. HBR 71 (March-April, no. 2): 111124.
Teams, in essence, strive for something greater than anything its members could achieve individually. Katzenbach and Smith explain how certain characteristics distinguish a true team of workers from a working group. Team members have complementary skills and pursue a common goal. Each member is accountable for their teams performance. Working groups, in contrast, rely on the individual contributions of its members for the groups performance.

2211 Middleton, C. J. 1967. How to Set Up a Project Organization. HBR 45 (March-April, no. 2): 7382.
Middleton analyzes companies who assign major tasks to specialized units as opposed to functional departments.

2212 Blake, R. R., J. S. Mouton, L. B. Barnes and


L. E. Greiner. 1964. Breakthrough in Organization Development. HBR 42 (November-December, no. 6): 133155.
The study of Blake and his coauthors developed evidence that behavioral science concepts on team building can produce identiable and measurable results.

2205 Rappaport, R. 1993. To Build a Winning Team. HBR 71 ( January-February, no. 1): 110120.
[An Interview with Head Football Coach Bill Walsh of Stanford University] Walsh is the former San Francisco 49ers football coach. He now coaches the Stanford University football team and nds that there are many similarities between coaching and organizational management. This is particularly true as organizations realize that success requires increased knowledge and competence in developing people. Moreover, teams who are committed to their players are the most successful.

2213 Gomersall, E. R. 1964. The Backlog Syndrome. HBR 42 (September-October, no. 5): 105 115.
Instead of directly attacking their real production-oriented problems, Gommersall nds that management often exploits employee insecurity which generates needless expense and frustrations.

2206 Stayer, R. 1990. How I Learned to Let My Workers Lead. HBR 68 (November-December, no. 6): 6683.
Stayer, as CEO of Johnsonville Sausage, describes how he granted his employees with greater autonomy through out the creation of work teams. Doing this also attened his companys hierarchy.

2214 Wickersberg, A. K. and T. C. Cronin. 1962.


Management by Task Force. HBR 40 (NovemberDecember, no. 6): 111118.
Originally derived from the military, the task-force approach to solving managerial problems in an era of complexity and technological change, is also effective in modern industry.

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burned out entrepreneur who also experiences work and family problems despite the success of his company.

2215 Fisch, G. G. 1961. Line-Staff Is Obsolete. HBR 39 (September-October, no. 5): 6779.
Slavish adherence to the line-staff concept lies at the root of many postwar organizational problems. Fisch describes why the functional teamwork concept is a much better concept.

2222 Levinson, H. 1996. When Executives Burn Out. HBR 74 ( July-August, no. 4): 152163.
[Originally Published in 1981]Executive burnout transpires when talented and motivated people reach a point where they can no longer summon the energy and motivation that they once had.

2216 Berwitz, C. J. 1952. The Work Committee:


An Administrative Technique. HBR 30 ( JanuaryFebruary, no. 1): 110124.
Berwitz explains how work committees deal with a pressing problem and arrive at a workable solution. These committees must be able to think through every detail since management isnt likely to have any preconceived notions on any issue at hand.

2223 Raines, L. J. and S. P. Push. 1986. Protecting Pregnant Workers. HBR 64 (May-June, no. 3): 2630.
[Ideas for Action Feature] Unborn babies and pregnant women can both be harmed from workplace exposure to certain chemicals, fumes, and electrical signals. Raines and Push warn companies on the importance of developing fetal protection policies.

Worker Safety or Mental Health Concerns


2217 Hewlett, S. A. and C. B. Luce. 2006. Extreme Jobs: The Dangerous Allure of the 70 Hour Workweek. HBR 84 (December, no. 12): 4959.
[Big Picture Feature]Extreme jobs entail work weeks of 60 or more hours. They also involve tight deadlines and a great deal of travel. Professionals in this milieu often feel more exalted than exploited. What emerges from Hewlett and Luces research, however, is a complex picture of the all-consuming career, rewarding in many ways that also has a profound downside to individuals and society.

2224 Ivancevich, J. M., M. T. Matteson and E. P. Richards, III. 1985. Whos Liable for Stress on the Job? HBR 63 (March-April, no. 2): 6072.
[Special Report Feature] Ivancevich and his coauthors contend that management can no longer afford to ignore the issue of psychological stress that surfaces from ones work environment.

2225 Davis, S. M. and R. L. Gould. 1981. Three Vice Presidents in Mid-Life. HBR 59 ( July-August, no. 4): 118130.
Almost all individuals are susceptible to a mid-life transition or crisis. Davis and Gould explain how individuals must take stock of themselves and face their past and mortality if they are to grow.

2218 Fryer, B. 2005. Are You Working Too Hard: A Conversation with Mind/Body Researcher Herbert Benson. HBR 83 (November, no. 11): 5358.
[Different Voice Feature] Stress typically leaves a mind and body feeling overloaded. It also causes businesses to lose over $300 billion each year with absenteeism, lowered productivity as well as exorbitant hospital and other medical costs. Benson, a Harvard neuroscientist, emphasizes that individuals who learn to regulate stress are apt to be more productive and happier at work.

2226 Levinson, H. 1981. What Killed Bob Lyons? HBR 59 (March-April, no. 2): 144162.
[HBR Classic Feature] Successful, hard-working, and aggressive, Bob Lyons drove himself relentlessly. His fatal heart attack stems from an inability to balance the demands of his internal forces with external reality.

2219 Cryer, B., R. McCraty and D. Childre. 2003.


Pull the Plug on Stress. HBR 81 ( July, no. 7): 102 107.
[Managing Yourself Feature] Stress refers to ones internal reaction to negative, threatening or worrisome situations. Cryer and his coauthors studied more than 50,000 workers in over 100 different companies and found that learning to manage stress is easier than most people believe.

2227 Benson, H. and R. L. Allen. 1980. How Much Stress Is Too Much? HBR 58 (SeptemberOctober, no. 5): 8692.
Benson and Allen explain what top management should know on the dangers inherent with stress and how stress can be balanced to benet both an employee and the organization.

2228 White, J. R. and G. Steinbach. 1978. Motivating Executives to Keep Physically Fit. HBR 56 (March-April, no. 2): 16, 184186.
[Ideas for Action Feature] White and Steinbach describe the consequences of poor health practices among company executives; a common occurrence in most American companies.

2220 Kramer, R. M. 2002. When Paranoia


Makes Sense. HBR 80 ( July, no. 7): 6269.
In light of the September 11th attacks and Enrons collapse, Kramer discusses how distrust is benecial in the workplace environment.

2229 Peters, R. K. and H. Benson. 1978. Time


Out from Tension. HBR 56 ( January-February, no. 1): 120124.
Peters and Benson nd that few individuals know enough to alleviate the harmful impact of stress.

2221 Wetlaufer, S. 2000. When Everything Isnt


Half Enough. HBR 78 (March-April, no. 2): 2839.
[HBR Case Study Feature] Wetlaufer focuses on a

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2230 Levinson, H. 1975. On Executive Suicide.
HBR 53 ( July-August, no. 4): 118122.
Conscientious executives, with high aspirations, seem particularly susceptible to setbacks that can trigger depression, let alone suicide.

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Service for Small Plants. HBR 14 (Summer, no. 4): 450459.


Lilley describes how manufacturers now provide industrial medical coverage (i.e., workers compensation) for injuries incurred at work.

2231 Benson, H. 1974. Your Innate Asset for Combating Stress. HBR 52 ( July-August, no. 4): 4960.
As society experiences rapid technological progress, corporate managers will be forced to make behavioral adjustments to cope with a frenzied and high-pressured lifestyle.

2240 Talbott, J. H. 1936. Problem in Industrial


Physiology and Medicine. HBR 14 (Summer, no. 4): 437449.
Talbott and his investigators examine how harmful high factory temperatures are on workers and offer suggestions on ameliorating this situation.

2232 Levinson, H. 1963. What Killed Bob Lyons? HBR 41 ( Januart-February, no. 1): 127146.
Levinsons ctitious character, Bob Lyons, is a highly successful and aggressive executive with a knack for getting things done. A Type A personality, Lyons is on the verge of killing himself from stress and tension.

Worker Training and Development Topics


2241 Wademan, D. 2007. The Best Advice I Ever Got. HBR 85 (December, no. 12): 2121.
[Conversation Feature] Wademans interview of Hans-Paul Burkner, now CEO of the Boston Consulting Group, focuses on the mentoring Burkner received from a senior consultant when he started there in 1981.

2233 _____. 1959. The Psychologist in Industry. HBR 37 (September-October, no. 5): 9399.
Levinson offers four specic steps for management to improve its psychological services.

2234 McMurry, R. N. 1959. Mental Health in Industry. HBR 37 (March-April, no. 2): 7986.
Mental illness threatens any organization and its employees. McMurry nds companies are so in denial [or ostrich-like] toward this problem.

2242 Gilkey, R. and C. Kitts. 2007. Cognitive


Fitness. HBR 85 (November, no. 11): 5366.
[Managing Yourself Feature] New neuroscienceoriented research reveals that the brains neural networks and cognitive abilities can be strengthened through mental exercising and by interacting with ones environment.

2235 Farnsworth, D. L. 1957. Health Under Pressure. HBR 35 (November-December, no. 6): 47 58.
The physical and mental pressures managers operate under get progressively worse despite our knowledge on the importance of good health practices and emotional well-being.

2243 Schwartz, T. 2007. Manage Your Energy, Not Your Time. HBR 85 (October, no. 10): 6373.
[Managing Yourself Feature] Time is a nite resource. Energy, however, is different. Schwartz describes how ones energy can be renewed and expanded based on the four wellsprings (i.e., the body, emotions, mind and spirit) that humans possess.

2236 McMurry, R. N. 1952. The Executive Neurosis. HBR 30 (November-December, no. 6): 33 47.
McMurry denes executive neurosis as a malady found in any organization where people are under tremendous stress to satisfy deadlines and other pressures. McMurry nds this can be remedied if corporate management works in conjunction with the medical and counseling professions.

2244 Ericsson, K. A., M. J. Prietula and E. T. Cokely. 2007. The Making of an Expert. HBR 85 ( July-August, no. 7/8): 114121.
Ericsson and his coauthors nd that genius is not an innate characteristic. Expertise and exceptional performance stem from years of practice, dedicated coaching and a relentless effort to understand and correct ones mistakes.

2237 Fugal, G. R. 1951. Reducing Industrial Accidents. HBR 29 ( July, no. 4): 8290.
Fugal describes General Electrics successful efforts to reduce industrial accidents which saved the company a signicant amount of capital.

2245 Brockner, J. 2006. Why Its So Hard to Be Fair. HBR 84 (March, no. 3): 122129.
[Best Practice Feature] Brockner examines some psychological reasons for management to resist being perceived as fair. In essence, organizations do prosper when employees believe they are being fairly treated (i.e., when they feel respected and understand why important decisions are being made). Moreover, fairness reduces costs, lowers employee turnover and fosters a culture that ignites innovation.

2238 Simmonds, R. H. 1951. Estimating Industrial Accident Costs. HBR 29 ( January, no. 1): 107 118.
The cost of workplace accidents can be better quantied in conjunction to a companys prot margin. Thinking along this line makes companies more proactive in preventing these accidents.

2246 Drucker, P. F. 2005. Managing Yourself.


HBR 83 ( January, no. 1): 100109.
[Best of HBR Segment from 1999] In the past,

2239 Lilley, T. 1936. Group Industrial Medical

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2254 Gabarro, J. J. and J. P. Kotter. 1993. Managing Your Boss. HBR 71 (May-June, no. 3): 150157.
[Reprint of a 1980 HBR article] Gabarro and Kotter point out how effective managers invest the time and effort to manage not only relationships with their subordinates but also those with their bosses. All employees need a strong grasp of both their boss and themselves, particularly in terms of one anothers strengths, weaknesses, needs, and work styles.

workers relied on their companies to chart their career paths. Times are drastically different now. By knowing their strengths, values and priorities, a knowledge worker needs to know how to position themself to make the greatest contribution to their organization and community.

2247 Gabarro, J. J. and J. P. Kotter. 2005. Managing Your Boss. HBR 83 ( January, no. 1): 9299.
[Best of HBR Segment from 1980] Anytime a relationship between a manager and subordinate is rocky, a subordinate needs to manage this relationship by understanding the bosss strengths, weaknesses, priorities and work style. Doing this should produce a relationship characterized by unambiguous mutual expectations in which both parties are more productive.

2255 Wiggenhorn, W. 1990. Motorola U: When Training Becomes an Education. HBR 68 ( JulyAugust, no. 4): 7183.
Motorola established its Training and Education Center (now known as Motorola University) to expand participative management and improve product quality tenfold over a ve year span.

2248 Kirby, J. 2004. Passion for Detail: A Conversation with Thoroughbread Trainer, D. Wayne Lukas. HBR 82 (May, no. 5): 4954.
[Different Voice Feature] As a race horse trainer, Lukas is famous for holding almost every record in racing. His greatest legacy, however, is developing a whole new generation of great trainers.

2256 Gabarro, J. J. and J. P. Kotter. 1980. Managing Your Boss. HBR 58 ( January-February, no. 1): 92100.
Gabarro and Kotters notion of managing ones boss involves understanding the organizational objectives and pressures placed on ones boss and then dealing with a boss in such a context.

2249 Gray, D. 2003. Wanted: Chief Ignorance


Ofcer. HBR 81 (November, no. 11): 2224.
[Forethought Feature] Gray explains how ignorance management is a far more important organizational skill than knowledge management.

2257 Brooks, J. 1978. Review of Ten Thousand


Working Days. HBR 56 (September-October, no. 5): 6465.
[For the Managers Bookshelf Feature]Brooks reviews Robert Schranks Ten Thousand Working Days on the many jobs Schrank has had and how this developed his expertise on workplace issues.

2250 Kesner, I. 2003. Leadership Development: Perk or Priority. HBR 81 (May, no. 5): 2936.
[HBR Case Study Feature] Kesners case study probes how Zendal Pharmaceuticals must cope with its executive education program budget being slashed by 75 percent.

2258 Levinson, H. 1973. Asinine Attitudes Toward Motivation. HBR 51 ( January-February, no. 1): 7076.
Many managers contend that workers can only be motivated with a stick applied to the backside. Here, workers are motivated by threats of punishment. This only produces poor morale, inefciency, low productivity and high absenteeism.

2251 Grifn, N. S. 2003. Personalize Your Management Development. HBR 81 (March, no. 3): 113118.
[Best Practice Feature] Grifn describes four managers-in-training programs that Nationwide Financial operates on the assumption that one-size-ts-all training never tends to be successful.

2252 Tichy, N. 2001. No Ordinary Boot Camp. HBR 79 (April, no. 4): 6370.
[HBR at Large Feature]Many companies run boot camps for new employees which are orientation programs designed to help these employees. New employees typically emerge from them possessing strong bonds to both the other recruits and the organization. Tichy describes a particular program where new employees actually run the company.

2259 Sherwin, D. S. 1972. Strategy for Winning Employee Commitment. HBR 50 (May-June, no. 3): 3747.
Corporate cultures need to change if production declines, employee morale, and concern for the company are to be reversed. Moreover, management cannot rely on power. It must, instead, embrace a leadership philosophy that emphasizes shared objectives.

2260 Hodgson, J. D. and M. H. Brenner. 1968.


Successful Experience: Training Hard-Core Unemployed. HBR 46 (September-October, no. 5): 148156.
Hodgson and Brenner describe a host of problems that transpired for companies who hired and attempted to train the hard-core unemployed.

2253 McColgan, E. A. 1997. How Fidelity Invests in Service Professionals. HBR 75 ( JanuaryFebruary, no. 1): 137143.
[Ideas at Work Feature] Investment in staff training or development is a signicant key to success for service businesses. McColgan describes the successful model for training and development model that Fidelity Institutional Retirement Services utilizes.

2261 Gomersall, E. R. and M. S. Myers. 1966.


Breakthrough in On-the-Job Training. HBR 44 ( July-August, no. 4): 6272.
Gomersall and Myers describe how Texas Instruments

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engaged in an innovative behavioral study conducted on its newer workers.

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2266 Stoddard, W. L. 1951. Public Education for Labor Skills. HBR 29 (May, no. 3): 6172.
Stoddard worries that present day industrial education programs are not turning out the right type of skilled worker needed for the American economy. More emphasis should then be placed on vocational-technical education.

2262 Murphy, J. R. and I. A. Goldberg. 1964. Strategies for Using Programmed Instruction. HBR 42 (May-June, no. 3): 115132.
Programmed instruction learning requires active responses with immediate feedback. Trainees can advance to more complex material when fully ready.

2263 McClelland, D. C. 1962. Business Drive and


National Achievement. HBR 40 ( July-August, no. 4): 99112.
Psychologists now study how workers spend their time when they are not under pressure. People who spend this time thinking of better ways to do things better are ones high achievers.

2267 Walker, C. L., Jr. 1949. Education and Training at International Harvester. HBR 27 (September, no. 5): 542558.
Walker maintains that industrial education is nally achieving the stature it should in companies like International Harvester. It does much to enhance productivity, employee morale and ease the communications barriers that plague all organizations.

2264 Surface, J. R. 1954. Resistance to Training. HBR 32 (March-April, no. 2): 7378.
Surface investigates the extent to which worker resist training and how this threatens other organizational training programs.

2268 Livingston, J. S. and P. R. Ignatius. 1947. Effective Use of Training Films. HBR 25 (Autumn, no. 4a): 637651.
Many companies are duped into spending large sums on producing training lms with disappointing results.

2265 Andress, F. J. 1954. The Learning Curve as a Production Tool. HBR 32 ( January-February, no. 1): 8797.
With Andresss learning curve notion, workers learn as they work. The more an operation is performed, the more efcient a worker becomes. Direct labor costs should then begin to decline.

2269 Payment of Operatives During a Training


Period. 1924. HBR 2 ( January, no. 2): 241248.
[HBR Case Study Feature] Stockland Mills, an employer of 200 in a community of 15,000, has a high turnover rate with its apprentice labor; most of which are women.

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2270 Fanuele, M. J. 2006. Embrace the Dark Side. HBR 84 (October, no. 10): 2424.
[Forethought Feature] Historically, many advertisements for long-standing brands projected a life that was blemish-free. Given the impact of reality TV and other contemporary phenomena, todays consumer is no longer captivated by these articial images. Fanuele contends that present-day brands need authenticity in how they portray life and the people depicted in them.

2273 Abraham, M. M. and L. M. Lodish. 1990. Getting the Most Out of Advertising and Promotion. HBR 68 (May-June, no. 3): 5060.
[Special Report Feature]Marketing managers once were incapable of measuring the impact that advertising and promotion efforts had on incremental sales. As such, they were forced to rely on a number of unexamined assumptions. Single-source marketing data now enables management to measure the sales impact that would have occurred had advertising or promotion never been utilized.

2271 Peebles, M. E. 2003. And Now, a Word from


Our Sponsor. HBR 81 (October, no. 10): 3142.
[HBR Case Study Feature]Bryant Pharmaceuticals is looking at alternatives to its traditional advertising medium. Peebles case study focuses on the times when clever marketing smacks of chicanery.

2274 Schroer, J. C. 1990. Ad Spending: Growing Market Share. HBR 68 ( January-February, no. 1): 4448.
[Special Report Feature] Schroer contends that market leaders win ad wars by creating a sense of disequilibrium in which they outspend their competition by a wide margin for a sustained period of time.

2272 Levitt, T. 1993. Advertising: The Poetry of Becoming. HBR 71 (March-April, no. 2): 134137.
[The Gray Area Feature] Levitt explains the manner in which advertising is a door opener for ones products and services. As such, it creates employment and spurs innovation by facilitating the free ow of commerce.

2275 Jones, J. P. 1990. Ad Spending: Maintaining Market Share. HBR 68 ( January-February, no. 1): 3842.
[Special Report Feature] Manufacturers typically base advertising budgets on a case rate system that ties ad-

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2283 Bartos, R. 1981. Ads That Irritate May Erode Trust in Advertised Brands. HBR 59 ( July-August, no. 4): 138140.
[Ideas for Action Feature] Bartos disputes the advertising industrys contention that a certain amount of irritation is advisable for creating an effective advertisement.

vertising to sales. Jones argues that a better format ties a brands market share to its share of the total media exposure. Jones also developed an analytical tool to help one determine its advertising budget.

2276 Buchanan, B. and D. Goldman. 1989. Us


vs. Them: The Mineeld of Comparative Ads. HBR 67 (May-June, no. 3): 3850.
[Getting Things Done Feature]A new law was instituted in 1989 whereby advertisers can be tried in federal court for making false claims in comparative advertisements. Buchanan and Goldmans article offers suggestions to advertisers for avoiding prosecution of this nature.

2284 Farris, P. W. 1981. Advertisings Link with Retail Price Competition. HBR 59 ( January-February, no. 1): 4044.
[Ideas for Action Feature] Farris explains how advertised brands command higher wholesale prices and retail prot margins.

2277 Collins, J. M. 1989. Image and Advertising. HBR 67 ( January-February, no. 1): 9499.
As consumers zap TV ads with their remote controls or watch videos instead of television programming, print ads might reemerge as a crucial forum. Effective print ads possess graphic punch to capture immediate attention.

2285 McNiven, M. A. 1980. Plan for More Productive Advertising. HBR 58 (March-April, no. 2): 130136.
Advertising and sales promotional efforts need to encompass two components. The rst part involves the allocation of a dollar amount as a budget line item. Part two encompasses cost cutting in a manner which examines each element in ones advertising scheme.

2278 Kahn, H. L. 1986. Your Own Brand of Advertising for Nonconsumer Products. HBR 64 ( January-February, no. 1): 2426.
[Growing Concerns Feature] Kahn urges managers in small and medium-sized companies who manufacture complex or industrial-oriented products to shed their reticence about advertising.

2286 Dhalla, N. K. 1980. Advertising as an Antirecession Tool. HBR 58 ( January-February, no. 1): 158165.
[Ideas for Action Feature] Dhalla sees it worthwhile for companies to build marketing models. Advertising would be treated as an independent variable that affects sales as opposed to a dependent variable that is a function of sales.

2279 Buchanan, B. 1985. Can You Pass the Comparative Ad Challenge? HBR 63 ( July-August, no. 4): 106113.
Buchanan urges marketing managers whose products are victimized in comparative advertisements to assess the quality of data used to substantiate the comparative advertisement.

2287 Fajen, S. R. 1978. More for Your Money


from the Media. HBR 56 (September-October, no. 5): 113121.
With higher media costs, Fajen discusses how advertisers are questioning the benet from what they receive from their money.

2280 Ogilby, D. and J. Raphaelson. 1982. Research on Advertising Techniques That WorkAnd Dont Work. HBR 60 ( July-August, no. 4): 1418.
[Ideas for Action Feature] A rift developed between the intuition that energizes copywriters of television and magazine advertisements with the quantitative research demanded by their clientele as to the efcacy of an advertising campaign.

2288 Killough, J. 1978. Improved Payoffs from Transnational Advertising. HBR 56 ( July-August, no. 4): 102110.
Killough discusses the difculty when transferring advertising content and messages from one nation to another nation.

2281 Garbett, T. F. 1982. When to Advertise Your


Company. HBR 60 (March-April, no. 2): 100106.
Corporate advertising transcends public relations along with product and brand advertising. Gabert encourages companies to use it when constructing a lasting and favorable impression.

2289 Dhalla, N. K. 1978. Assess the Long-Term Value of Advertising. HBR 56 ( January-February, no. 1): 8795.
Management needs to see advertising as a capital investment given its ability to generate sales revenue. For this to transpire, Dhalla emphasizes how important it is to assess the customer-holdover or cumulative effect from a media campaign.

2282 Hartley, R. F. and T. A. Moore. 1981. New Video Technology Poses Perils for Some Advertisers. HBR 59 (September-October, no. 5): 2428.
[Ideas for Action Feature] American households now have the capability to videotape their favorite television programs. In doing this, commercials can be deleted. This development might have a detrimental effect on products such as detergent, deodorants and soaps in which television advertising is an effective medium for making contact with audiences.

2290 Bogart, L. 1976. Mass Advertising: The Message Not the Measure. HBR 54 (SeptemberOctober, no. 5): 107116.
Bogart discusses the ramications of the advertising industrys preoccupation with the numbers.

2291 Bever, T. G., M. L. Smith, B. Bengen and T. G. Johnson. 1975. Young Viewers Troubling Re-

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sponses to TV Ads. HBR 53 (November-December, no. 6): 109120.
Forty-eight elementary school students were interviewed by a team consisting of a psychologist, advertising consultant, medical school professor and a marketing consultant on how capable they are of processing information through advertisements and how susceptible they are to irresponsible advertisers.

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2299 Ryan, M. P. and R. H. Colley. 1967. Preventive Maintenance in Client-Ad Agency Relations. HBR 45 (September-October, no. 5): 6674.
As many as 300 major companies switched advertising agencies during 1966. The tension that exists between all types of companies and their advertising agencies is costly and must be avoided.

2292 Lambin, J. J. 1975. What Is the Real Impact of Advertising? HBR 53 (May-June, no. 2): 139147.
In terms of empirical knowledge, large gaps exist on the impact advertising has on market share, competition, consumer buying habits, particularly among children. Lambin cites studies done in Western Europe as to its economic and social signicance.

2300 Dichter, E. 1966. New Word-of-Mouth Advertising Works. HBR 44 (November-December, no. 6): 147166.
Consumers perceive most advertising medium as a calculating sales tool. Dichter explores the extent to which they pursue and accept friendly product advice from friends and family.

2293 Krugman, H. E. 1975. What Makes Advertising Effective? HBR 53 (March-April, no. 2): 96 103.
Having an idea of the number of advertising exposures a reader or viewer actually pays attention to should enable an advertiser to determine the optimal exposure level needed to capture ones audience.

2301 Ramond, C. K. 1965. Must Advertising Communicate to Sell? HBR 43 (September-October, no. 5): 148159.
Reynolds discusses how many companies have learned about developing prot yardsticks for advertising or marketing campaigns.

2294 Greyser, S. A. 1972. Advertising: Attacks


and Counters. HBR 50 (March-April, no. 2): 2228, 140146.
[Special Report Feature] Amidst allegations as to the social effects of advertising, Greyser argues that advertisers must look at the assertions and tone of their messages through the eyes of a consumer.

2302 Newton, D. A. 1965. Advertising Agency Services: Make or Buy? HBR 43 ( July-August, no. 4): 111118.
Eight corporations were analyzed to assess what marketing decision-makers should consider to generate the highest return from their advertising agency dealings.

2303 Roberts, J. 1962. Mythology on Madison Avenue. HBR 40 (September-October, no. 5): 98102.
Advertisings effectiveness depends primarily on the creative and technical skills of those with advertising expertise. Roberts nds that an outstanding advertising campaign combines disregard for rigid formulas and a healthy respect for the consumers intelligence.

2295 Greyser, S. A. and B. B. Reece. 1971. Businessmen Look Hard at Advertising. HBR 49 (MayJune, no. 3): 1826, 157165.
[Problems in Review Feature]HBR replicated a study done in 1962 on the perceptions executives have on the effectiveness of advertising. The 1971 results showed signicantly more uneasiness about advertising stemming from its truthfulness and social impact.

2304 Colley, R. H. 1962. Squeezing the Waste Out of Advertising. HBR 40 (September-October, no. 5): 7688.
Colley discusses what top management should do to develop advertising campaigns that have sound objectives and measurable results.

2296 Levitt, T. 1970. Morality of Advertising.


HBR 48 ( July-August, no. 4): 8492.
To curb the excesses of advertising, Levitt advises both business and government to distinguish between embellishment and mendacity.

2305 Freeman, C. 1962. How to Evaluate Advertisings Contribution. HBR 40 ( July-August, no. 4): 137148.
Freeman offers a way to appraise the value of advertising dollars by comparing their contribution to sales goals from the standpoint of investing the same money in other types of marketing or sales efforts.

2297 Whitney, J. O. 1970. Better Results from


Retail Advertising. HBR 48 (May-June, no. 3): 111 120.
Much of the waste in advertising efforts could be ameliorated from more collaboration between copywriters, layout artists and key executives through a more participative management approach.

2306 Greyser, S. A. 1962. Businessmen Re Advertising: Yes, but... HBR 40 (May-June, no. 3): 2046+.
[Problems in Review Feature] Greyser surveys company executives on the role, function, and inuence that advertising has on American society.

2298 Morrill, J. E. 1970. Industrial Advertising


Pays Off. HBR 48 (March-April, no. 2): 414, 159 169.
[Problems in Review Feature] The effectiveness of Industrial advertising is often questioned. Morrill describes a technique for measuring its contribution to ones total selling effort.

2307 Cox, D. F. 1961. Clues for Advertising Specialists. HBR 39 (November-December, no. 6): 160182.
[Keeping Informed Feature] In the second of a

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2317 Dean, J. 1951. How Much to Spend on Advertising. HBR 29 ( January, no. 1): 6574.
Dean describes the principal methods for determining how much a rm should invest in advertising.

two part series, Cox describes how the reactions of a market audience can be scientically measured.

2308 _____. 1961. Clies for Advertising Specialists. HBR 39 (September-October, no. 5): 160176.
[Keeping Informed Feature] Some of the most signicant advances in American business stem from a cross-pollination of ideas. This is particularly true for the advertising industry.

2318 Lucas, D. B. and S. H. Britt. 1950. Measurement of Advertising Audiences. HBR 28 (September, no. 5): 90101.
Lucas and Britt describe the complexities that marketing and advertising executives face when deciphering a wide array of conicting claims from different media outlets.

2309 Bursk, E. A. 1960. Advertising in Adversity. HBR 38 (May-June, no. 3): 2530, 149152.
[Thinking Ahead Feature]Bursk explains how advertising needs to be particularly sensitive to ideas which originate from corporate management.

2310 Gamble, F. R. 1959. Advertising Agency Costs & Prots. HBR 37 (November-December, no. 6): 103112.
Gamble discusses how advertising agencies attempt to achieve a level of efciency that enables them to generate a reasonable prot even if their volume falls at.

2319 Mullen, W. H. 1949. Measurement of National Advertising. HBR 27 (September, no. 5): 622645.
Mullen believes that tracking the changes ones competitors makes to their advertising allotments is an effective indicator of their strategic intent.

2320 Hollander, S., Jr. 1949. A Rationale for Advertising Expenditures. HBR 27 ( January, no. 1): 7987.
Hollander nds that many advertising campaigns are based on a simple percentage of sales. Corporate managers should, instead, be required to determine the amount of advertising expenditures needed to produce a particular amount of sales.

2311 Forrester, J. W. 1959. Advertising: A Problem in Industrial Dynamics. HBR 37 (MarchApril, no. 2): 100110.
Forrester describes why the industrial dynamics approach is a better way to create and manage more effective advertising efforts.

2312 Starch, D. 1958. Do Ad Readers Buy the Product? HBR 36 (May-June, no. 3): 4958.
Companies who advertise insist on knowing if people who are exposed to their products actually purchase them. Starch explains how marketing departments can ascertain this through recently developed research techniques.

2321 Cassady, R., Jr. and R. M. Williams. 1949.


Radio as an Advertising Medium. HBR 27 ( January, no. 1): 6278.
Cassady and Williams pursue the areas where radio is used as an advertising tool; for which little research has been conducted.

2313 Rubel, I. W. 1958. Toward Better Advertiser-Agency Relations. HBR 36 (March-April, no. 2): 107114.
Rubel nds that neither advertisers nor their advertising agency grasps the nancial exigencies and technological pressures facing the other party.

2322 Borden, N. H. 1946. Selling Newspaper Space to National Advertisers. HBR 24 (Summer, no. 4): 438452.
The newspaper industry, in competition with the edging radio industry, must improve on its market research capabilities if it is to capture national advertising revenues.

2314 Marshall, M. V. 1951. Review of Literature on Advertising. HBR 29 ( July-August, no. 4): 127 134.
[Looking Around Feature] Marshalls literature review examines some recently published material relevant to advertising practices.

2323 _____. 1946. Use of Newspapers by National Advertisers. HBR 24 (Spring, no. 3): 295305.
In light of radios growing popularity, Borden examines whether newspapers will remain as an advertising outlet based on his survey of newspaper and advertising executives.

2315 Mayer, E. N., Jr. 1951. Direct Mail Advertising. HBR 29 ( July, no. 4): 3751.
Mayer likens the preparation needed for launching a direct mail campaign to playing an organ with all its buttons, stops, pedals and keys that must be mastered before any music can be played.

2324 Tousley, R. D. 1944. Advertising Fresh Fruits and Vegetables [II]. HBR 23 (Autumn, no. 1): 79 94.
Tousley investigates the effectiveness of cooperative advertising from the California Fruit Growers and the American Cranberry Association. He is also interested in state government paid advertisements for fruit and vegetable commodities.

2316 Bernstein, S. R. 1951. Good Taste in Advertising. HBR 29 (May, no. 3): 4250.
Though an infrequent practice, offensive advertising besmirches the entire advertising industry. Law-abidding or ethical advertisers need to cry foul more often when this practice surfaces.

2325 Gregory, P. M. 1944. Appraisal of Mortgage Advertising. HBR 23 (Autumn, no. 1): 3245.
The advertising of mortgages might help even-out the

151
ups and downs inherent with business and real estate cycles. Gregory also warns of some dangers that exist with advertising of this nature.

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2335 Advertising and Sales Promotion of Textile Products. 1929. HBR 8 (October, no. 2): 108116.
[HBR Case Study Feature]Textile products do not utilize advertising mediums like other commodities. Moreover, the industry has not kept pace with changes in selling methods. Three hypothetical textile manufacturers are utilized in this case study to illustrate sound advertising programs might be formulated.

2326 Tousley, R. D. 1944. Advertising Fresh Fruits


and Vegetables. HBR 22 (Summer, no. 4): 447 458.
Tousley discusses the advertising and sales promotion campaigns of cooperative associations in conjunction to the impact state legislatures have in this area.

2327 Dameron, K. 1942. Information in Advertising. HBR 20 (Summer, no. 4): 482495.
Dameron believes that consumer demand for informative advertising is widespread in present-day advertsing campaigns.

2336 Falk, A. T. 1929. Analyzing Advertising Results [Part One]. HBR 7 ( January, no. 2): 185194.
Falk explains how difcult it is to measure the effectiveness of ones advertising efforts in well-managed businesses.

2328 Borden, N. H. 1938. Two Years of Advertising Books. HBR 16 (Winter, no. 2): 247254. 2329 Henderson, L. J. 1937. Aphorisms on the
Advertsing of Alkalies. HBR 16 (Autumn, no. 1): 1723.
Henderson, a biochemist, writes a tongue-in-cheek piece on how advertising is used to create consumer demand for personal health products that border on quackery.

2337 Poffenberger, A. T. 1928. The Unknown Quantity in Marketing. HBR 6 ( January, no. 2): 188193.
As the needs and wants of humans demand being satised, the function of advertising is to show consumers how these wants can best be satised.

2338 Consumer Advertising. 1927. HBR 5 (April, no. 3): 351357.


[HBR Case Study Feature] The Barbour Welting Company illustrates the effectiveness of direct advertising.

2330 Redlich, F. 1936. German Advertising and


Its Regulation During the Last Three Years. HBR 15 (Autumn, no. 1): 95104.
When discussing the economic impact of the Third Reichs policies on German advertising, Redlich emphasizes how Americans see the circulation gures for a newspaper or magazine. These numbers are unknown for German mass media outlets. That makes it impossible for an advertiser to determine the value of an advertising space.

2339 Vaile, R. S. 1927. The Use of Advertising During the Depression. HBR 5 (April, no. 3): 323 330.
During a recent economic downturn, the difference in sales for rms that advertised heavily compared to those who did not, was signicant in the consumer goods industries.

2340 Freyd, M. 1926. The Analysis of Keyed Returns. HBR 4 (April, no. 3): 313318.
Anytime consumers request samples or catalogs, manufacturers need to comprehend that those requests are critical for gauging the effectiveness of their advertising and promotional campaigns.

2331 Chalkley, L., Jr. 1934. Flow of Sales


Through Retail Drug Stores: A Factual Study. HBR 12 ( July, no. 4): 427436.
To measure the effectiveness of advertising, a manufacturer needs to know the amount of retail sales on a particular product line. Gathering that information is difcult.

2341 Preliminary Analysis of the Advertising Possibilities of a Product. 1925. HBR 4 (October, no. 1): 111121.
[HBR Case Study Feature] With advertising used more frequently, a need exists to scientically measure its impact on consumers.

2332 Link, H. C. 1933. A New Method of Testing Advertising Effectiveness. HBR 11 ( January, no. 2): 165177.
Link describes how psychologists surveyed over 1,500 housewives in 15 separate metropolitan areas on their perceptions of a variety of advertising campaigns. This might be the rst time a survey of this magnitude was executed.

2342 Borden, N. H. 1925. The Harvard Advertising Awards. HBR 3 (April, no. 3): 257264.
Borden describes how quickly organizational resources earmarked for advertising have grown.

2333 Sommer, A. R. 1932. Premium Advertising. HBR 10 ( January, no. 2): 203212.
Sommer links premium advertising to granting consumers cash discounts and premiums.

2343 Taylor, A. E. 1924. Consumption, Merchandising and Advertising of Foods. HBR 2 (April, no. 3): 282295.
Whenever producers nd themselves with a glut of processed food, advertising campaigns are made to induce consumers to increase consumption.

2334 Gregg, M. T. 1930. Testing Advertising.


HBR 9 (October, no. 1): 111123.
Gregg describes the efforts that have taken place since the beginning of the century to scientically evaluate the impact or effectiveness of advertising.

2344 Starch, D. 1923. Testing the Effectiveness


of Advertisements. HBR 1 ( July, no. 4): 464474.
Starch describes how scientic methodology is applied to advertising in hopes of making it more effective.

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ers in a virtual environment can interact with a product. Edery is particularly interested in the ctional products from virtual games or the movies which make their way into the real world (e.g., Bertie Blotts Every Flavor Beans from the Harry Potter books and lms).

2345 Hammett Manufacturing Company. 1923.


HBR 1 (April, no. 3): 378382.
[HBR Case Study Feature] Discusses how advertising expenditures can be tied to the business cycle.

2346 McCann, H. K. 1923. Planning and Preparation of an Advertising Campaign. HBR 1 (April, no. 3): 308313.
McCann stresses how important it is to analyze both the product and its market before embarking on any kind of advertising campaign.

2352 Rust, R. T., V. A. Zeithaml and K. N. Lemon. 2004. Customer-Centered Brand Management. HBR 82 (September, no. 9): 110118.
[Tool Kit Feature] Rust and his coauthors argue that brand management must be reinvented to enhance customer equity and change how management thinks about its goals, metrics along with the role of a wellmanaged brands.

Brand Management
2347 Farrelly, F. J. and S. A. Greyser. 2007. Sports
Sponsorships to Rally the Home Team. HBR 85 (September, no. 9): 2224.
[Forethought Feature] By sponsoring a sports team, a company has a tremendous tool for enhancing its brand and creating cohesion throughout its organization.

2353 Nunes, P. F. and S. Dull. 2004. Found in


Translation. HBR 82 (May, no. 5): 1920.
[Forethought Feature] Nunes and Dull write that companies struggling to rejuvenate tired brands should look at SoBe beverages, Nissan and some other Asian brands.

2348 Lodish, L. M. and C. F. Mela. 2007. If Brands Are Built Over Years, Why Are They Managed Over Quarters? HBR 85 ( July-August, no. 7/8): 104112.
Companies typically over-invest in their promotions. They also under-invest in advertising, product development and distribution channels. Lodish and Mela exhort consumer goods companies to develop long-term strategies for brand performance and then to quit blaming the big box discount retailers for the dilution of their brands.

2354 Quelch, J. A., J. E. Austin and N. Laidler-Kylander. 2004. Mining Gold in Not-for-Prot Brands. HBR 82 (April, no. 4): 2424.
[Forethought Feature] Nonprot organizations now emphasize the value of their brands; many of which are trusted by consumers. These organizations see how brand valuation enhances their inuence as they negotiate co-branding alliances with corporate partners.

2355 Kumar, N. 2003. Kill a Brand, Keep a Customer. HBR 81 (December, no. 12): 8695.
Firms typically generate 80 percent to 90 percent of their prots from less than 20 percent of their brands. As such, most brands are not protable. Kumar, however, nds most rms oblivious to the hidden costs of a losing brand.

2349 Goldstein, D. G. 2007. Getting Attention for Unrecognized Brands. HBR 85 (March, no. 3): 2428.
[Forethought Feature] Consumers often prefer recognizable brands even if that brand has clear shortcomings. Since brand recognition is crucial for consumer purchasing decisions, Goldstein provides marketing managers of unrecognizable brands with several strategies to overcome their predicament.

2356 Corstjens, M. and J. Merrihue. 2003. Optimal Marketing. HBR 81 (October, no. 10): 114121.
[Best Practice Feature] Corstjens and Merrihue describe how Samsung bases its marketing allocation decisions on hard data rather than on tradition and instinct.

2350 Eccles, R. G., S. C. Newquist and R. Schatz.


2007. Reputations and Its Risks. HBR 85 (February, no. 2): 104114.
Firms with positive reputations have a more loyal customer base who will purchase a broader range of products and services. They are also better able to attract talented employees. The shareholder value for this category of companies is likely to be higher than rms with mundane or negative reputations. Most companies, however, are oblivious on why it is important to manage their reputations.

2357 Zeng, M. and P. J. Williamson. 2003. The Hidden Dragons. HBR 81 (October, no. 10): 92 99.
If Chinese brands are not on a companys radar screen, they should be. Zeng and Williamson describe how Chinese companies such as Haier, Legend and Pearl River Piano are quietly gobbling up market share rivals throughout Asia, Europe, and the United States who are older and nancially stronger.

2358 Raman, A. P. 2003. The Global Brand FaceOff. HBR 81 ( June, no. 6): 3546.
[HBR Case Study Feature] Ramans case study focuses on a cosmetics company who is pursuing a new global branding initiative. The territory manager for Eastern Europe counters why his region will never go for this product. Five international marketing experts discuss how the home ofce should proceed.

2351 Edery, D. 2006. Reverse Product Placement


in Virtual Worlds. HBR 84 (December, no. 12): 2424.
[Forethought Feature] A host of studies indicate that well-designed placements in virtual games are more effective than television or lm placements because play-

2359 Blasberg, J. and V. Vishwanath. 2003. Mak-

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ing Cool Brands Hot. HBR 81 ( June, no. 6): 2022.
[Forethought Feature] Consumer-product consultants nd that any brand, regardless of its competitive position, can outperform its category norms through aggressive innovation and promotion techniques.

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[Tool Kit Feature]To help rms create strong corporate brands, Hatch and Schultz developed a series of diagnostic questions aimed at revealing misalignments in ones corporate vision, culture and image.

2360 Holt, D. B. 2003. What Becomes an Icon Most? HBR 81 (March, no. 3): 4349.
[Big Picture Feature]Nike, Apple, Harley-Davidson are examples of iconic brands. Holt denes an iconic brand as a symbol that consumers identify with and celebrate. By offering a compelling myth, these brands can help people resolve lifes tensions.

2368 Locke, C. 2000. Smart Customers, Dumb Companies. HBR 78 (November-December, no. 6): 187191.
[Books in Review Feature] Locke reviews Cristol and Sealeys Simplicity Marketing: Relieving Customer Stress in the Digital Age which argues that companies need to consolidate their product and service functions and not fret about developing new labeling and product extensions.

2361 Keller, K. L., B. Sternthal and A. Tybout. 2002. Three Questions You Need to Ask About Your Brand. HBR 80 (September, no. 9): 8086.
Keller and his coauthors argue that people responsible for positioning brands need to concentrate on the differences that sets each brand apart from its competition.

2369 Keller, K. L. 2000. The Brand Report Card. HBR 78 ( January-February, no. 1): 147157.
[Thinking Ahead Feature] Building and properly managing brand equity is a priority for companies of all sizes. Few managers, however, can step back and objectively assess their brands strengths and weaknesses. Keller describes some characteristics shared by strong brands.

2362 Clancy, K. J. and J. Trout. 2002. Brand Confusion. HBR 80 (March, no. 3): 2222.
[Forethought Feature] Clancy and Trout maintain that a CEOs ultimate job is to prevent brand dilution so that consumers do not nd it difcult to distinguish between competing products.

2370 Aaker, D. A. and E. Joachimsthaler. 1999.


The Lure of Global Branding. HBR 77 (November-December, no. 6): 137146.
Creating strong global brands cannot be done by an edict from upper-echaleon management. Firms, instead, need to tap their organizational structures, processes and culture to develop a global brand strategy.

2363 Mitchell, C. 2002. Selling the Brand Inside. HBR 80 ( January, no. 1): 99105.
[Tool Kit Feature] An important, but often overlooked, target group is ones employees. When ignored, these employees can undermine a companys marketing and advertising efforts.

2371 Ward, S., L. Light and J. Goldstein. 1999.


What High-Tech Managers Need to Know About Brands. HBR 77 ( July-August, no. 4): 8595.
Ward and his coauthors examine the impact that brand management has on the high-technology sector and offer ve steps that can be instrumental in the development of brand management.

2364 Wetlaufer, S. 2001. The Paradox of Star


Brands. HBR 79 (October, no. 9): 116123.
[An Interview with Bernard Arnault of LVMH]The French manufacturer, LVMH, is one of the worlds most successful manufacturers of luxury items. Wetlaufers interview with chairman Bernard Arnault focuses on the characteristics of luxury brands.

2372 Dunne, D. and C. Narasimhan. 1999. The New Appeal of Private Labels. HBR 77 (May-June, no. 3): 4152.
[Thinking About Feature]Consumer-goods manufacturers typically loath private-label products for making consumers more price-sensitive and reducing their prot margins. Dunne and Narashimhan counter with the benets that private labels offer savvy manufacturers.

2365 Lederer, C. and S. Hill. 2001. See Your


Brand Through Your Customerss Eyes. HBR 79 ( June, no. 6): 125133.
[Tool Kit Feature] The interweaving of company brands (e.g., Microsoft and Intel stickers being on Dell computers or Subaru with its L.L. Bean Outback station wagon) is becoming common. Lederer and Hill explain how important portfolio management is with regards to brand management of this nature.

2373 Aaker, D. A. 1997. Should You Take Your Brand to Where the Action Is? HBR 75 (September-October, no. 5): 135145.
With regards to brand management, vertical marketing involves taking a brand to a market segment that is either above or below its present position. Before making such a move, management must ascertain whether this is worth risking ones brand identity. In general, Aaker nds that management should avoid engaging in vertical extensions whenever possible.

2366 Jackson, M. 2001. Bringing a Dying Brand


Back to Life. HBR 79 (May, no. 5): 5361.
[First Person Feature] Jackson purchased the Harlem Globetrotters in 1993. By providing quality basketball, forging good business relationships and by insisting on accountability, the attendance, revenue and protability for the Globetrotters has dramatically increased.

2367 Hatch, M. J. and M. Schultz. 2001. Are the


Strategic Stars Aligned for Your Corporate Brand? HBR 79 (February, no. 2): 128134.

2374 Vishwanath, V. and J. Mark. 1997. Your Brands Best Strategy. HBR 75 (May-June, no. 3): 123131.
In studying premium brands, Vishwanath and Mark

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2382 Berry, L. L., E. K. Lefkowith and T. Clark. 1988. In Services, Whats in a Name? HBR 66 (September-October, no. 5): 2830.
[Ideas for Action Feature] Selecting a companys name is critical for new rms in highly competitive markets or those seeking to expand their services or geographic reach.

nd that market share does not drive protability alone. Instead, a brands protability is really determined by the products market environment.

2375 Joachimsthaler, E. and D. A. Aaker. 1997.


Building Brands Without Mass Media. HBR 75 ( January-February, no. 1): 3950.
[World View Feature] Relying on mass media campaigns to build strong brands is an antiquated strategy. New media channels enable customers bypass advertisements. Joachimsthaler and Aaker describe how several European companies utilize alternative brandbuilding approaches that will be more common in todays post mass-media age.

2383 Petty, P. H. 1985. Behind the Brands at P & G. HBR 63 (November-December, no. 6): 7890.
[An Interview with John Smale] Smale discusses how Procter & Gamble sustains its reputation for excellence, utilizes business teams and develops talented managers.

2376 Quelch, J. A. and D. Harding. 1995. Brands Versus Private Labels: Fighting to Win. HBR 74 ( January-February, no. 1): 99111.
Quelch and Harding maintain private labels (i.e., store brands) account for 14 percent of supermarket sales. Byand-large, their market share increases when the economy is suffering.

2384 Jackson, B. B. and B. P. Shapiro. 1979. New


Way to Make Product Line Decisions. HBR 57 (May-June, no. 3): 139149.
Jackson and Shapiro describe a more systematic approach to product line management using a computer model.

2377 Maruca, R. F. 1995. How Do You Grow a


Premium Brand? HBR 73 (March-April, no. 2): 2240.
[HBR Case Study Feature] Marucas case study examines a prestigious chain of health clubs who wants to extend its brand to a mid-price hotel chain.

2385 Cohen, A. I. and A. L. Jones. 1978. Brand Marketing in the New Retail Environment. HBR 56 (September-October, no. 5): 141148.
Cohen and Jones describe how retailers like Sears, General Electric and Levi Strauss now have more spophisticated tools at their disposal for managing their brands and measuring their markets and distribution channels

2378 Quelch, J. A. and D. Kenny. 1994. Extend Prots, Not Product Lines. HBR 72 (SeptemberOctober, no. 5): 153160.
Consumers are likely to balk any time they deal with a vast array of choices. Hence, the problems and risks associated with the proliferation of extending brands and product lines are formidable Any company who engages in this risk undermines its brand loyalty.

2386 Margulies, W. P. 1977. Make the Most Out of Your Corporate Identity. HBR 55 ( July-August, no. 4): 6674.
Corporate identity is dened as the sum of the ways a company chooses to identify itself to its various stakeholders.

2379 Maruca, R. F. 1994. Can This Brand Be


Saved? HBR 72 (September-October, no. 5): 2036.
[HBR Case Study Feature]Marucas case study involves a company attempting to revive its brand of shampoo that is losing market share. A debate surfaces between an advertising agencys account representative and the companys sales manager.

2387 Dietz, S. 1973. Get More Out of Your Brand


Management. HBR 51 ( July-August, no. 4): 127 136.
Dietz explains the differences between the bureaucratic and entrepreneurial functions of brand management based on its life stage.

2380 Jones, J. P. 1990. The Double Jeopardy of Sales Promotions. Harvard Business Review. 68 (September-October, no. 5): 145157.
Manufacturers are investing more in market promotions at the expense of advertising. Jones contends that promotional efforts rarely produce repeat business. Moreover, the demand on products with low price elasticity is never affected by these pricing opportunities.

2388 Levitt, T. 1966. Branding on Trial. HBR 44 (March-April, no. 2): 2038+.
[Thinking Ahead Feature] Levitt pursues whether a brand holder possesses the right to withhold their branded products from distribution outlets whose business practices might compromise or diminish the reputation of the brand.

2381 Buzzell, R. D., J. A. Quelch and W. J. Salmon. 1990. The Costly Bargain of Trade Promotion. HBR 68 (March-April, no. 2): 141149.
Power has shifted from manufacturers to retailers. This is triggering an increase in trade promition efforts particularly among supermarkets, drug store chains and discounters like Wal-Mart and Target. Advertising loses much of its luster in this context.

2389 Luck, D. J. and T. Nowak. 1965. Product Management Vision Unfullled. HBR 43 (MayJune, no. 3): 143154.
Luck and Nowak describe an approach that has been widely adopted by multiproduct manufacturers despite many organizational difculties.

2390 Kline, C. H. 1965. The Case of the Diversication Dilemma. HBR 43 (May-June, no. 3): 1230, 157, 172174.
[Problems in Review Feature] Klines case study

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focuses on the plight of an industrial company and whether it should diversify and attempt to penetrate some consumer markets.

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2391 Kotler, P. 1965. Phasing Out Weak Products. HBR 43 (March-April, no. 2): 107118.
Kotler offers a practical control system for companies to maintain a product mix free from unprotable products.

to suffer any time companies increase their margins by cutting costs. Mitra and Golder explain how consumer perceptions with regards to product quality often lag several years behind from when the reductions were initially implemented.

2399 Mahajan, V. and Y. Wind. 2006. Capturing the Ricochet Economy. HBR 84 (November, no. 11): 2526.
[Forethought Feature] A ricochet economy is one where the purchases and investments of immigrants living in the United States bounce back to their former nation. Companies who neglect to see the potential of this ricochet economy are missing out on tremendous marketing opportunities.

2392 Ames, B. C. 1963. Payoff from Product Management. HBR 41 (November-December, no. 6): 141152.
Despite sharp criticism, Ames describes how the product manager concept remains a highly effective mechanism if applied with realistic expectations.

2393 Martineau, P. 1958. Sharper Focus for the Corporate Image. HBR 36 (November-December, no. 6): 4958.
Companies have engaged in institutional advertising and generating good-will for years. With more emphasis now being placed on ones brand and product image, rms are also doing a great deal to enhance their corporate image.

2400 Gopal, A. and R. Srinivasan. 2006. The New Indian Consumer. HBR 84 (October, no. 10): 2223.
[Forethought Feature] India is undergoing profound socio-economic changes; most of which stem from the 1990s when Indias economy became integrated into the global economy. Consumers, now a staple of Indias economy, symbolize the nations openness to change.

2394 Cunningham, R. M. 1956. Brand Loyalty: What, Where, How Much? HBR 34 ( January-February, no. 1): 116128.
Cunningham describes the pioneering study on consumer brand loyalty that Massachusetts Institute of Technology implemented.

2401 Bonoma, T. V. 2006. Major Sales: Who Really Does the Buying. HBR 84 ( July-August, no. 7 8): 172181.
[Best of HBR (May-June 1982) Feature] Identifying a rms decision makers and their purchasing motives requires the aptitude of a psychologist. Bonoma is mystied over why many sales organizations overlook the psychological information that is available on consumer personality types. This information is often free and can produce a more effective sales strategy.

2395 Gardner, B. B. and S. J. Levy. 1955. The Product and the Brand. HBR 33 (March-April, no. 2): 3339.
Gardner and Levy describe how qualitative research offers insight into consumer motives with regards to brand management.

2396 Borden, N. H. 1946. Advertising Branded Parts to Consumers. HBR 25 (Autumn, no. 1): 129144.
As fabricated material becomes a more important component with consumer goods, Borden examines the branding strategies that manufacturers will utilize.

2402 Nunes, P. F. and F. V. Cespedes. 2003. The Customer Has Escaped. HBR 81 (November, no. 11): 96105.
The options for distribution channels are proliferating. Consumers are now more sophisticated in knowing how companies market to them; most of which by being equipped with online information to make advantageous decisions.

Consumer Demographics or Behavior


2397 Howe, N. and W. Strauss. 2007. The Next
20 Years: How Customer and Workforce Attitudes Will Evolve. HBR 85 ( July-August, no. 7/8): 41 52.
[Big Picture Feature]Howe and Strauss have monitored the cultural and philosophical differences between generations for approximately 30 years. They do it to gauge whether these differences affect the workplace as well as Americas economic, social and political structures.

2403 Silverstein, M. J. and N. Fiske. 2003. Luxury for the Masses. HBR 81 (April, no. 4): 4857.
Whenever a new product or service category emerges, it seems to be a luxury-oriented item. Middle-market consumers, in particular, are more likely to now pursue high-end quality and taste.

2404 Johnson, B. A. and P. C. Nunes. 2002. Target the Almost Rich. HBR 80 ( June, no. 6): 2224.
[Forethought Feature] Marketers have skillfully targeted the middle class and extremely wealthy segments but have neglected consumers with household incomes of approximately $100,000. Johnson and Nunes offer three tactics to capture this almost-rich segment.

2398 Mitra, D. and P. N. Golder. 2007. Quality Is in the Eye of the Beholder. HBR 85 (April, no. 4): 2628.
[Forethought Feature]Product quality is perceived

2405 Nunes, J. C. and P. Boatwright. 2001. Pricey


Encounters. HBR 79 ( July-August, no. 7): 1819.
[Forethought Feature]Research indicates that incidental prices (i.e., prices for unrelated products ob-

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[Special Report Feature]With the computer summary tapes now available, the 1970 census offers marketing data containing unprecedent depth to the business community.

served during the purchasing process) can inuence what consumers are willing to pay for the item they originally sought.

2406 Seybold, P. B. 2001. Get Inside the Lives of


Your Customers. HBR 79 (May, no. 5): 8089.
Many companies do little to examine the context to which customers select, buy and use their products and services. As such, they miss out in deepening loyalty and expanding their sales base.

2414 Dichter, E. 1965. Discovering the Inner


Jones. HBR 43 (May-June, no. 3): 610, 157.
[Thinking Ahead Feature] Dichter examines the changing pattern of thinking on the part of American consumers and the impact this has on ones marketing efforts.

2407 Hagel, J., III and J. F. Rayport. 1997. The Coming Battle for Customer Information. HBR 75 ( January-February, no. 1): 5365.
[Thinking About Feature]Companies are collecting information on customers to tailor their offerings to specic needs or services. Consumers, in turn, are increasingly edgy about the amount and depth of information collected on them. Hagel and Rayport are interested if consumers will demand ownership of this data and demand some sense of value in exchange for it. If so, access to information might be costly and complex.

2415 Hopkinson, T. M. 1964. New Battleground:


Consumer Interest. HBR 42 (September-October, no. 5): 97104.
Instead of viewing a consumer as solely a sales prospect, it is time for business to take a more encompassing look at ones consumer and assess the full range of their diverse needs and desires.

2416 Mainer, R. and C. C. Slater. 1964. Markets


in Motion. HBR 42 (March-April, no. 2): 7582.
Mainer and Slater describe a scheme that promptly detects changes in consumer behavior. It also enables management to examine its marketing strategy on its mature product lines.

2408 McKenna, R. 1991. Marketing Is Everything. HBR 69 ( January-February, no. 1): 6579.
Consumer choice is being transformed by technology. This produces a new marketing paradigm predicated on the knowledge and experience of consumers. As such, McKenna believes that the 1990s will belong to the consumer.

2417 Boyd, H. W., Jr. and S. J. Levy. 1963. New Dimension in Consumer Analysis. HBR 41 (November-December, no. 6): 129140.
Marketers should make decisions in terms of consumption systems and subsystems to ensure that consumer needs and wants are spelled out in meaningful detail.

2409 Levitt, T. 1990. The Case of the Migrating


Markets. HBR 68 ( July-August, no. 4): 1224.
[HBR Case Study Feature] Levitts case study probes whether an established company should maintain the status quo to keep their established customer base happy. Doing things differently would likely attract a younger consumer but would also alienate its traditional client base.

2418 Cunningham, R. M. 1961. Customer Loyalty


to Store and Brand. HBR 39 (November-December, no. 6): 127137.
Cunninghams article explores the interrelationships between store loyalty and brand loyalty.

2419 Bullock, H. A. 1961. Consumer Motivation


in Black and White [Part II]. HBR 39 ( July-August, no. 4): 110124.
Bullock describes how African-American and White audiences can be captured simultaneously in a manner that can alleviate racial intolerance.

2410 Bonoma, T. V. 1982. Major Sales: Who Really Does the Buying? HBR 60 (May-June, no. 3): 111119.
Psychological research on consumers can produce effective sales results. As such, Bonoma is dumbfounded how marketing executives overlook this research.

2411 Bartos, R. 1980. Over 49: The Invisible Market. HBR 58 ( January-February, no. 1): 140148.
Contrary to public perception, Bartos sees Americans, age 49 and older, as a bonanza for marketers since they now have the money and opportunity to indulge in luxury travel, restaurants, and theater.

2420 _____. 1961. Consumer Motivation in Black and White [Part I]. HBR 39 (May-June, no. 3): 89104.
African-Americans and Whites are obviously subject to different reference groups. Bullock discusses what the most important differences are for marketers to understand.

2412 _____. 1978. What Every Marketer Should Know About Women. HBR 56 (May-June, no. 3): 7385.
Bartos points out how marketers have grossly underestimated the number of working women and why they should understand that working women are different consumers than stay-at-home mothers.

2421 Bernstein, P. L. 1961. The Trojan Horse of Population Growth. HBR 39 (March-April, no. 2): 7886.
Bernstein is skeptical about projections made about population growth and if that will trigger greater consumer demand for goods and services.

2413 Eckler, A. R. 1970. Prot from the 1970


Census Data. HBR 48 ( July-August, no. 4): 416, 174177.

2422 Robinson, D. E. 1958. Fashion Theory and Product Design. HBR 36 (November-December, no. 6): 126139.
Robinson contends that American clothing manufac-

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turers and retailers are inept at gauging and responding to changes in womens fashions.

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2423 Newman, J. W. 1957. New Insight, New Progress, for Marketing. HBR 35 (November-December, no. 6): 95102.
Newman offers ideas for rms to consider with regards to grasping consumer desires.

[Ideas for Action Feature] Stancill nds that credit should be offered to consumers anytime the probability of collecting from them is at least 70 percent.

2433 Boggess, W. P. 1967. Screen-Test Your Credit Risks. HBR 45 (November-December, no. 6): 113 122.
Too liberal credit can cost money through bad debt loses. Being too cautious in extending credit can easily mean the loss of sales and prots. Boggess describes some new computer-generated techniques with consumer credit that can help alleviate defaults as well as retain good accounts.

2424 Alevizos, J. P. and A. E. Beckwith. 1954.


Downtown Dilemma. HBR 32 ( January-February, no. 1): 109119.
From surveying consumers throughout the Boston metropolitan area, Alevizos and Beckwith discovered that consumers desire downtown or city venues for style and luxury items but prefer suburban stores for childrens wear and stock items (e.g., hosiery, cosmetics, etc.).

2434 Welshans, M. T. 1967. Using Credit for Prot Making. HBR 45 (November-December, no. 1): 141157.
A National Association of Credit Management and HBR joint study found that more rms are liberalizing their credit practices and then treating their credit departments as prot centers.

2425 Brewster, R. C. 1953. More Psychology in


Selling. HBR 31 ( July-August, no. 4): 9199.
Brewster contends that marketers will never be able to cope with the problems that lay ahead in retailing, wholesaling, advertising, distribution and salesmanship without doing research on people and their way of thinking.

2435 Cook, D. C. 1963. The Case Against Capitalizing Leases. HBR 41 ( January-February, no. 1): 145161.
Cook discusses the history and status of leases, as well as the practical considerations of nancial reporting.

2426 Tosdal, H. R. 1939. The Customer and


Consumption in Recent Literature. HBR 17 (Summer, no. 4): 508514.

2427 Spengler, J. J. 1934. Population Growth,


Consumer Demand and Business Prots. HBR 12 ( January, no. 2): 204221.
Spenglers analysis of the 1930 census indicates a slowing of the United Statess population growth.

2436 Johnson, R. W. 1961. More Scope for Credit Managers. HBR 39 (November-December, no. 6): 109120.
Management can no longer afford to overlook the prot potential that often lies dormant with credit departments.

2428 Tosdal, H. R. 1933. Hand-to-Mouth Buying. HBR 11 (April, no. 3): 299306.
Tosdal argues that far more empirical research is needed to understand the a hand-to-mouth phenomena in America today.

2437 Griesinger, F. K. 1955. Pros and Cons of Leasing Equipment. HBR 33 (March-April, no. 2): 7589.
Manufacturers, users of industrial equipment as well as lenders are now seeing leases as a nancing and marketing device of unusual promise.

2429 Clark, F. E. 1928. An Analysis of the Causes


and Results of Hand-to-Mouth Buying. HBR 6 ( July, no. 4): 394400.
Clark describes how signicantly hand-to-mouth buying has grown since World War I.

2438 Rollins, J. W. 1954. Trend to Fleet Leasing. HBR 32 ( July-August, no. 4): 108114.
Vehicle leasing is an expanding phenomenon that increasing numbers of companies nd advantageous.

2430 Copeland, M. T. 1924. Customers Buying


Habits. HBR 2 ( January, no. 2): 139153.
Copeland investigates consumer buying habits and nds that successful salesmanship stems from knowing these habits.

2439 Cary, W. L. 1949. Sale and Lease-Back of


Corporate Property. HBR 27 (March, no. 2): 151 164.
The sales and leaseback device is promoted as a panacea for most corporate needs based on a wide array of business and tax advantages.

2431 _____. 1923. Relation of Consumers Buying Habits to Marketing Methods. HBR 1 (April, no. 3): 282289.
Copeland contends that manufacturers must be far more diligent in analyzing the buying habits of their customers in the format of a marketing plan.

2440 McNeill, R. B. 1944. The Lease as a Marketing Tool. HBR 22 (Summer, no. 4): 415430.
Few manufacturers distribute their equipment using leasing arrangements which would provide working capital and nance advantages to buyers. Doing so would enable manufacturers to have an easier time completing transactions.

Credit or Leasing Arrangements


2432 Stancill, J. M. 1979. Is Your Bad Debt Expense Too Low? HBR 57 (May-June, no. 2): 67.

2441 Grimes, W. H. 1940. Distribution and the


Finance Company. HBR 18 (Winter, no. 2): 199 206.

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sues that should be considered when purchasing new machinery.

Grimes describes how the sale of open market notes, through commercial brokers, works in collaboration to consumer installment credit.

2442 Weiss, J. D. 1938. Installment Selling: A


Critical View. HBR 17 (Autumn, no. 1): 96104.
Marketing executives seem to have little concern over the economic and social hardships facing American households and stem from installment purchases.

2452 Leasing Versus Installment Sales in Marketing of Manufacturers Equipment. 1927. HBR 6 (October, no. 1): 9095.
[HBR Case Study Feature] Purchasers of industrial equipment are usually not willing to reduce their working capital for this type of purchase. Banks are also reluctant to offer credit. As such, equipment producing companies often nd themselves extending long-term credit.

2443 Schmalz, C. N. 1938. Where Is Installment Selling Headed? HBR 17 (Autumn, no. 1): 8595.
Schmalz explains how installment selling, which is replacing deferred sales, will generate a growing proportion of retail sales over the next twenty years.

2444 Jones, O. T. 1936. Factoring. HBR 14


(Winter, no. 2): 186189.
Factoring is a pricing strategy that originated in the textile industry. More industries now utilize it as way to generate more working capital.

Customer Service Issues


2453 Ariely, D. 2007. The Customers Revenge.
HBR 85 (December, no. 12): 3143.
[HBR Case Study Feature] Arielys case study involves an irate customer and a Detroit automaker. Among other things, the customer threatens to use YouTube to air his grievances with the manufacturer. In essence, how should companies deal with unhappy customers in the Internet Age?

2445 Nugent, R. 1933. Three Experiments with Small Loan Interest Rates. HBR 12 (October, no. 1): 3546.
On loans of $300 or less, interest rates between 10 and 30 percent a month constitute usury. Nugent assesses some model state legislation that has been introduced across the country.

2454 Hart, C. W. 2007. Beating the Market with Customer Satisfaction. HBR 85 (March, no. 3): 3032.
[Forethought Feature] Despite Wall Streets ultimatum for rms to reduce their costs through outsourcing and automation, Hart cites research by a University of Michigan professor whereby companies with high levels of customer service and satisfaction outperformed the rms listed on the S&P indices. Moreover, the cash ows and stock values for these customer service-centric companies was less volatile than it is with the S&P companies.

2446 Froman, L. A. 1933. The Cost of Installment Buying. HBR 11 ( January, no. 2): 227236.
No one knows the exact volume of installment buying done in the United States. Froman estimates that 15 percent of consumer goods are purchased in this manner.

2447 Revenue Determination in the Case of Installment Sales. 1929. HBR 7 ( July, no. 4): 473 482.
[HBR Case Study Feature] Installment sales are triggering questions on what constitutes earnings when sales are derived from deferred payments. The recently enacted income tax exasperates this issue for rms such as the ctitious Bancroft Company.

2455 Meyer, C. and A. Schwager. 2007. Understanding Customer Experience. HBR 85 (February, no. 2): 116126.
Meyer and Schwager dene customer experience as a subjective response customers have based on their contact with a company. Ignoring this concept is dangerous given how consumers now have a number of choices and channels for pursuing a good or service.

2448 The Selection of Security for Financing Automobile Dealers Purchases. 1929. HBR 7 (April, no. 3): 357362.
[HBR Case Study Feature] Discusses how automobile manufacturers offer nancing to their dealers.

2449 Financing Installment Sales. 1928. HBR 6 ( July, no. 4): 487493.
[HBR Case Study Feature] Installment sales are growing in popularity among manufacturers and merchants. The plights of both the Perry Company and Dalt Trucking Company are examined as to the impact this has on ones working capital.

2456 Fleming, J. H., C. Coffman and J. K. Harter. 2005. Manage Your Human Sigma. HBR 83 ( July-August, no. 7): 106114.
Six Sigma principles are extremely useful in manufacturing contexts. They are not, however, useful for human interaction puposes. Fleming and his coauthors implemented a quality improvement tool which they labeled human sigma. This new methodology should generate a method for assessing, managing and improving employee-customer encounters predicated a single measure.

2450 Perkins, J. H. 1928. Installment Selling [Reviews of Business Literature]. HBR 6 (April, no. 3): 367368. 2451 Shall We Buy This New Machine? 1927.
HBR 6 (October, no. 1): 101105.
[HBR Case Study Feature]Discusses an array of is-

2457 Gulati, R. and J. B. Oldroyd. 2005. The


Quest for Customer Focus. HBR 83 (April, no. 4): 92101.
Since most rms desire being close to their customers, many made heavy investments in database software and

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other technologies to help organize and nurture these relationships. These investments, however, have not paid off. Relationship building is not about building information systems. It is, instead, a four stage learning process.

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[Best Practice Feature] The research that Rigby and his coauthors conducted on customer relationship management (CRM) revealed four pitfalls that managers stumble into when implementing these programs.

2458 Womack, J. P. and D. T. Jones. 2005. Lean


Consumption. HBR 83 (March, no. 3): 5868.
Lean consumption is designed to squeeze the inefciency out of the manufacturing or service rendering process. By streamlining their systems for providing goods and services, and by making it easier for customers to buy and use those products or services, a growing number of companies are actually lowering their costs while saving everyone time.

2466 Arussy, L. 2002. Dont Take Calls, Make


Contact. HBR 80 ( January, no. 1): 1617.
[Forethought Feature] Call centers typically emphasize speed over service. As such, they invariably alienate consumers far more than they help them. Arussy offers four ideas that can make call centers the source of business value.

2467 Chase, R. B. and S. Dasu. 2001. Want to


Perfect Your Companys Service?: Use Behavioral Science. HBR 79 ( June, no. 6): 7884.
Maintaining that behavioral science can provide insight into improved service, Chase and Dasu offer advice on ways to enhance a customers experience and produce a positive memory of the process.

2459 Rigby, D. K. and D. Ledingham. 2004. CRM Done Right. HBR 82 (November, no. 11): 118129.
[Best Practice Feature]Early adapters of customer relationship management (CRM) systems are often disappointed by CRMs high cost or its elusive benets. Rigby and Ledingham describe how some rms have extracted impressive value from CRM.

2468 Berry, L. L. 2001. The Old Pillars of Retailing. HBR 79 (April, no. 4): 131137.
[Best Practice Feature] Berry emphasizes that customers still need to be offered superior solutions and treated with respect on an emotional level no matter if an entrepreneur is running a physical store, a catalog business or an electronic commerce site.

2460 Dhar, R. and R. Glazer. 2003. Hedging Customers. HBR 81 (May, no. 5): 8692.
Dhar and Glazer urge cmpanies to treat customers as individuals even if their collective behavior is not difcult to anticipate. That behavior should be diagnosed like one does with a stock in their investment portfolio.

2469 Maruca, R. F. 2000. Mapping the World of


Customer Satisfaction. HBR 78 (May-June, no. 3): 3030.
[Forethought Feature] As more companies engage in global commerce, they are also conducting internationally-oriented customer satisfaction studies. Northwestern Universitys Kellogg School of Business nds that these satisfaction studies should be used with caution.

2461 Berry, L. L. and N. Bendapudi. 2003. Clueing in Customers. HBR 81 (February, no. 2): 100 106.
[Best Practice Feature] Berry and Bendapudi describe the effectiveness of the Mayo Clinic at designing and managing a consistent message which is something that other service organizations should emulate.

2462 Reinartz, W. and V. Kumar. 2002. The Mismanagement of Customer Loyalty. HBR 80 ( July, no. 7): 8694.
Reinartz and Kumar examine the relationship between customer loyalty and prots. The two discovered that not all loyal customers are protable and vice versa.

2470 Prahalad, C. K. and V. Ramaswamy. 2000. Co-Opting Customer Competence. HBR 78 ( January-February, no. 1): 7990.
Companies must recognize that ones customers are a partner for creating value. Prahalad and Ramaswamy describe the shifting role of the consumer and how this affects a companys core competencies.

2463 Taylor, A. 2002. Driving Customer Service. HBR 80 ( July, no. 7): 2425.
[Forethought Feature]Taylor describes how Enterprise Rent-A-Car developed its system for providing superior customer service based on an ambitious and largely autonomous workforce.

2471 Forunier, S., S. Dobscha and D. G. Mick.


1998. Preventing the Premature Death of Relationship Marketing. HBR 76 ( January-February, no. 1): 4251.
[Thinking Ahead Feature] Customer satisfaction rates in America are at an all-time low. Complaints, boycotts, and other manifestations of consumer discontent are increasing. At some point, corporate performance will suffer unless relationship marketing becomes what it is meant to be.

2464 Stock, J., T. Speh and H. Shear. 2002. Many Happy (Product) Returns. HBR 80 ( July, no. 7): 1617.
[Forethought Feature]Savvy companies often nd that a good merchandise return policy boosts prots since it fosters loyal relationships with ones customers and suppliers.

2465 Rigby, D. K., F. F. Reichheld and P. Schefter.


2002. Avoid the Four Perils of CRM. HBR 80 (February, no. 2): 101109.

2472 Smith, N. C., R. J. Thomas and J. A. Quelch. 1996. A Strategic Approach to Managing Product Recalls. HBR 74 (September-October, no. 5): 102112.
Companies must be prepared to deal with a product recalls. Firms with such a plan will react far more quickly and earn praise for their excellent customer service.

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ments can produce additional customers. Reichheld and Sasser discuss the notion of defection analysis that solicits feedback from defecting customers.

2473 Reichheld, F. F. 1996. Learning from Customer Defections. HBR 74 (March-April, no. 2): 5670.
Companies focus too much on seeking new customers. They often fail to see how protable loyal customers are. Much can be learned by listening to dissatised customers and why they opted to defect.

2480 Firnstahl, T. W. 1989. My Employees Are My Service Guarantee. HBR 67 ( July-August, no. 4): 2834.
[Growing Concerns Feature] Customer satisfaction guarantees are worthless if consumers are made to jump through hoops any time they complain. Firnstahl discusses how most consumers nd forms and contacting management irksome and even embarrassing.

2474 Prokesch, S. E. 1995. Competing on Customer Service. HBR 73 (November-December, no. 6): 100118.
[An Interview with British Airways Sir Colin Marshall] As chairman of British Airways, Colin Marshall explains why many passengers are willing to pay more for superior service.

2481 Keiser, T. C. 1988. Negotiating with a Client You Cant Afford to Lose. HBR 66 (November-December, no. 6): 3034.
[Ideas for Action Feature] Keiser describes a scenario when a customer that a rm has always counted on, turns combative. The rms choices are limited since they cant afford to lose this customer who contributes to their protability.

2475 Jones, T. O. and W. E. Sasser, Jr. 1995. Why Satised Customers Defect. HBR 73 (NovemberDecember, no. 6): 8899.
Companies who excel in satisfying customers are procient in both listening to customers and in interpreting what customers with different levels of satisfaction tell them. Customers, who say on surveys how satised they are often mean that they are not completely satised. In all probability, this sector will defect when given the opportunity.

2482 Lele, M. M. and U. S. Karmarkar. 1983. Good Product Support Is Smart Marketing. HBR 61 (November-December, no. 6): 124132.
Lele and Karmarkar contend that identifying customer expectations with regards to product support is an essential component for any successful marketing venture.

2476 Gouillart, F. J. and F. D. Sturdivant. 1994.


Spend a Day in the Life of Your Customers. HBR 72 ( January-February, no. 1): 116127.
Many top managers barely retain contact with customers as their rms grow relying, instead, on subordinates to dene the market for them. A senior executives greatest skill may be their ability to gain a sense of the market through customer contact and then translate those insights into the strategic management process.

2483 Matteris, R. J. 1979. The New Back Ofce Focus on Customer Service. HBR 57 (March-April, no. 2): 146159.
Matteis describes how Citibank revamped its customer service efforts by utilizing minicomputers and then redesigning jobs and the work environment.

2477 Reichheld, F. F. 1993. Loyalty-Based Management. HBR 71 (March-April, no. 2): 6474.
Increasing customer loyalty can enhance a rms protability. Few rms, however, engage in this practice. Reichheld explains why a loyal customer base must be an integral component of a companys basic business strategy.

2484 Chase, R. B. 1978. Where Does the Customer Fit in a Service Operation? HBR 56 (November-December, no. 6): 137142.
Chase contends that the less contact a consumer has with a service operation, the greater the potential for the operation to operate at peak efciency.

2478 Treacy, M. and F. Wiersema. 1993. Customer Intimacy and Other Value Disciplines. HBR 71 ( January-February, no. 1): 8496.
Treacy and Wiersema nd that market leaders typically focuses on either operational excellence, customer intimacy or product leadership. The two authors emphasize that todays consumer possesses a well-dened concept of value with regards to the convenience of a purchase, the after-sale service, and the products dependability.

2485 Andreasen, A. R. and A. Best. 1977. Consumers Complain Does Business Respond? HBR 55 ( July-August, no. 4): 93101.
From telephone surveys of 2,400 households, Andreasen and Best conclude that American business is inept at responding to consumer complaints.

2486 Shapiro, B. P. 1974. Manage the Customer, Not Just the Sales Force. HBR 52 (September-October, no. 5): 127136.
Shapiro admonishes top management that more emphasis is needed on serving the buyer. Less attention should be placed on motivating their sales force.

2479 Reichheld, F. F. and Sasser W. E. Jr. 1990. Zero Defections: Quality Comes to Services. Harvard Business Review. 68 (September-October, no. 5): 105113.
Loyal customers are important and lucrative. As their purchases increase over time, the operating costs from these purchases diminish. Moreover, their favorable com-

2487 Adam, J., Jr. 1973. Put Prot in Its Place. HBR 51 (March-April, no. 2): 150164.
[Thinking Ahead Feature] Adam argues that the real purpose of a business is to build customer satisfaction. When that is achieved, the prots and operating capital will follow.

161
2488 Hutchison, W. M., Jr. and J. F. Stolle. 1968. How to Manage Customer Service. HBR 46 (November-December, no. 6): 8596.
Hutchison and Stolle emphasize that customer service has an undeniable impact on corporate earnings. As such, they developed a six-step program to manage these efforts.

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(QFD) is the house of quality, a kind of conceptual map that provides for inter-functional planning and communications. The focus of this house of quality notion is that products should be designed to reect customers desires and tastes.

2489 Shriver, D. W., Jr. and R. S. Robinson, Jr.


1968. Case of the Constant Consumers. HBR 46 ( July-August, no. 4): 150158.
[Problems in Review Feature] Shriver and Robinsons case study examines whether any effort should be applied in servicing old accounts when attractive new accounts appear on the horizon.

Distribution Channels and Logistics


2496 Huang, M. H. 2006. Eliminate the Middleman? HBR 84 (March, no. 3): 3343.
[HBR Case Study Feature] USTech, an American consumer electronics giant, has long outsourced its production to TaiSource, a Taiwanese manufacturer. TaiSource also acts as a middleman or distributor. Some USTech executives want to bypass TaiSource and sell directly to the red-hot Chinese market. Will USTech be cutting their throat if TaiSource is eliminated as its middleman?

2490 Bursk, E. C. 1966. View Your Customers as Investments. HBR 44 (May-June, no. 3): 9194.
While many companies use the investment approach for new product planning and brand promotion, no such effort is being done with customer development.

2497 Shapiro, B. P., V. K. Rangan and J. J. Sviokla.


2004. Staple Yourself to an Order. HBR 82 ( JulyAugust, no. 78): 162171.
[Best of HBR Feature] An important job for any executive is to ensure that customers are never annoyed by their rms order management processes. Managers who staple themselves to an order will see their company from a customers perspective. Ones interdepartmental relations and nancial performance is also likely to improve from this.

Customized Products or Niche Marketing


2491 Verganti, R. 2006. Innovating Through Design. HBR 84 (December, no. 12): 114122.
Products that emerge from design-driven innovation often provide consumers with new ways of living. These design driven brands also tend to have long shelf lives.

2492 Kenny, D. and J. F. Marshall. 2000. Contextual Marketing: The Real Business of the Internet. HBR 78 (November-December, no. 6): 119 125.
Companies must use the Internet to provide customized messages to their customer base; a process Kenny and Marshall refer to as contextual marketing. They should not worry about creating web sites.

2498 Corsten, D. and N. Kumar. 2003. Prots in the Pie of the Beholder. HBR 81 (May, no. 5): 2223.
[Forethought Feature] Corsten and Kumar describe how grocery suppliers and retailers joined forces to streamline operations during the early 1990s; an initiative known as efcient consumer response or ECR.

2493 Peppers, D., M. Rogers and B. Dorf. 1999. Is


Your Company Ready for One-to-One Marketing? HBR 77 ( January-February, no. 1): 151160.
Implementing a one-to-one marketing program is a complex endeavor. Ones sales staff must be trained to identify, track and interact with each individual customer. Products or services also need to be recongured to meet that customers needs.

2499 Bovet, D. and J. Martha. 2000. Biogen Unchained: Supply Chain Partnering. HBR 78 (MayJune, no. 3): 2828.
[Forethought Feature] Bovet and Martha describe how Biogen circumvented the traditional supply chain to get a breakthrough drug to market for treating multiple sclerosis following FDA approval. Achieving this makes Biogen a virtual manufacturer.

2494 Pine, B. J., II, D. Peppers and M. Rogers. 1995. Do You Want to Keep Your Customers Forever? HBR 73 (March-April, no. 2): 103113.
Too many companies bombard their customers with mass marketing and by offering too many choices. Database and interactive technologies make it possible for businesses to accumulate information on individual consumer preferences which produces a learning relationship between the business and its customers.

2500 Slywotzky, A. J. 2000. The Age of the Choiceboard. HBR 78 ( January-February, no. 1): 4041.
[Perspectives Feature]Slywotzky predicts that customer selections will send a signal of some kind to a suppliers manufacturing system. This, in turn, triggers the procurement wheels of assembly and delivery to replenish these items.

2495 Hauser, J. R. and D. Clausing. 1988. The


House of Quality. HBR 66 (May-June, no. 3): 63 73.
The basic design tool of quality function deployment

2501 Narus, J. A. and J. C. Anderson. 1996. Rethinking Distribution: Adaptive Channels. HBR 74 ( July-August, no. 4): 112122.
Competitive advantages exist for rms engaged in innovative management practices with their distribution channels in a manner that makes them more exible and responsive.

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2510 Ackerman, K. B. and B. J. La Londe. 1980.
Making Warehousing More Efcient. HBR 58 (March-April, no. 2): 94102.
Ackerman and La Londe see warehousing as an important segment of business for which productivity gains can readily be accomplished.

2502 Fites, D. V. 1996. Make Your Dealers Your Partners. HBR 74 (March-April, no. 2): 8496.
Many predicted Caterpillars demise a decade ago. The company now has the worlds largest market share for construction and mining equipment. Fites, as Caterpillars CEO, explains why his companys success emanates from its relationships with its dealer network.

2503 Fuller, J. B., J. OConor and R. Rawlinson.


1993. Tailored Logistics: The Next Advantage. HBR 71 (May-June, no. 3): 8798.
Logistics are an important component of business strategy. They affect production, offer savings and create customer value. Fuller and his coauthors contend that logistically distinct businesses possess a strong grasp of their customer base that enables them to service their markets better.

2511 Herron, D. P. 1979. Managing Physical Distribution for Prot. HBR 57 (May-June, no. 3): 121132.
Herron examines the impact that efcient physical distribution management (PDM) systems has on corporate protability.

2512 Heskett, J. L. 1977. Logistics-Essential to


Strategy. HBR 55 (November-December, no. 6): 8596.
Heskett nds that logistics have a profound impact on the success and failure of any business. More attention needs to be devoted to it when formulating business strategy.

2504 Shapiro, B. P., V. K. Rangan and J. J. Sviokla.


1992. Staple Yourself to an Order. HBR 70 ( JulyAugust, no. 4): 113122.
Shapiro and his coauthors tracked each step involving the order processing of 18 companies and discovered that most executives never see the order management cycle (OMC) as a whole system [i.e., a 10-step process that starts with order planning and ends with post-sales service]. As such, each step consists of overlapping and confusing responsibilities.

2513 Shapiro, B. P. 1977. Improve Distribution


with Your Promotional Mix. HBR 55 (MarchApril, no. 2): 115123.
Shapiro examines how marketers of industrial and consumer goods can garner support from their distributors and dealer networks.

2505 Bowersox, D. J. 1990. The Strategic Benets of Logistics Alliances. HBR 68 ( July-August, no. 4): 3645.
[Getting Things Done Feature]Bowersox explains how logistics alliances lower distribution and storage costs.

2514 Weigand, R. E. 1977. Fit Products and Channels to Your Markets. HBR 55 ( January-February, no. 1): 95105.
Marketers need to be aware of managerial and legal problems any time they are involved in multiple markets. Weigand offers an array of solutions for dealing with these issues.

2506 Cespedes, F. V., E. R. Corey and V. K. Rangan. 1988. Gray Markets: Causes and Cures. HBR 66 ( July-August, no. 4): 7582.
Between $7 billion to $10 billion in products are sold annually outside the authorized distribution channels for manufacturers. These gray markets can stem from pricing policies of suppliers, reseller cost differentials, supplier franchise practices, or contract terms.

2515 Geoffrion, A. M. 1976. Better Distribution


Planning with Computer Models. HBR 54 ( JulyAugust, no. 4): 9299.
Geoffrion believes that the conceptual design and computational capabilities of computer models for distribution planning has fallen short of what is needed from a decision support tool.

2507 Stern, L. W. and F. D. Sturdivant. 1987. Customer-Driven Distribution Systems. HBR 65 ( July-August, no. 4): 3441.
[Getting Things Done Feature] Stern and Sturdivant describe the benets that accrue to rms who gain a competitive edge through their distribution systems.

2516 Friedman, W. F. 1975. Physical Distribution: The Concept of Shared Services. HBR 53 (March-April, no. 2): 2436, 148150.
[Thinking Ahead Feature]Friedman touts the advantages that shared services offer in enhancing market position and customer service relationships as well as by lowering distribution costs.

2508 Schneider, L. M. 1985. New Era in Transportation Strategy. HBR 63 (March-April, no. 2): 118126.
Passage of the Staggers Rail Act, in conjunction with the 1980 Motor Carrier Act, means that transportation policy is even more important for companies.

2517 Heskett, J. L. 1973. Sweeping Changes in Distribution. HBR 51 (March-April, no. 2): 123 132.
Heskett describes how technological change in terms of transportation, warehousing, inventory control along with order processing is on the verge of changing the American economy.

2509 Shapiro, R. D. 1984. Get Leverage from Logistics. HBR 62 (May-June, no. 3): 119126.
The right logistical system can enable a rm to achieve its strategic goals particularly in an environment of stiff competition

2518 Stern, G. L. 1972. Trafc: Clear Signals for Higher Prots. HBR 50 (May-June, no. 3): 7282.
Freight charges amount to a signicant portion of dis-

163
tribution costs. Still, too few companies scrutinize them carefully. Sterns article provides a cost-reporting structure for controllers to utilize in conjunction with sales managers.

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2526 Magee, J. F. 1960. The Logistics of Distribution. HBR 38 ( July-August, no. 4): 89101.
Magee describes ways in which industrial logistics can be achieved; all of which would have a signicant impact on product design, plant investment, and the conguration of organizations.

2519 Pirasteh, R. 1969. Prevent Blunders in Supply and Distribution. HBR 47 (March-April, no. 2): 113127.
Not having the right information in the hands of the right managers at the right time is most pervasive in the areas of supply and distribution than any other area of a company. Pirasteh explains how important centralized management information systems are for supply and distribution activities.

2527 Plowman, E. G. 1956. A Shipper Looks at National Transportation Policy. HBR 34 (MarchApril, no. 2): 128136.
Plowman contends that federal regulations on freight shipments should do more to ensure more competition and then argues that railroads should not be nationalized.

2520 Gepfert, A. H. 1968. Business Logistics for


Better Prot Performance. HBR 46 (NovemberDecember, no. 6): 7584.
Management is usually guilty of little foresight when making decisions about distribution facilities; thereby depriving rms of the needed exibility for making future changes.

2528 Livesey, C. A. 1945. Appraising the Mill Supply Distributor. HBR 23 (Summer, no. 4): 493506.
Livesey describes how supply rms distribute industrial and maintenance products and whether-or-not manufacturers of this product are well-served from this channel.

2521 Stolle, J. F. 1967. How to Manage Physical


Distribution. HBR 45 ( July-August, no. 4): 93 100.
Management of a rms physical distribution apparatus requires more than the latest in analytical tools. Too often, management neglects many of the basic issues relevant to organizing and grouping physcial distribution activities.

2529 Teele, S. F. and E. C. Bursk. 1944. Marketing Practices of Food Manufacturers. HBR 22 (Spring, no. 3): 358376.
Teele and Bursk critique a recent Federal Trade Commission report concerning the distribution methods and a wide array of costs incurred by food manufacturers.

2530 Freiberg, A. M. 1941. Milk Delivery: Necessity or Luxury? HBR 20 (Autumn, no. 1): 116123.
With fresh milk having high distribution costs, a steady shift toward canned milk has transpired. Freiberg analyzes some options to decrease these costs, including regulating fresh milk as a public utility.

2522 Doody, A. F. and W. R. Davidson. 1967.


Next Revolution in Retailing. HBR 45 (May-June, no. 3): 420, 188.
[Thinking Ahead Feature] Doody and Davidson predict the impact of highly automated central distribution facilities will have on mass merchandising.

2523 Neuschel, R. P. 1967. Physical Distribution Forgotten Frontier. HBR 45 (March-April, no. 2): 125134.
Physical distribution is difcult to measure and control, particularly given its vulnerability to an array of marketing decisions. Neuschel and his McKinsey colleagues studied 26 large companies on their ability to generate current information, have aggressive personnel in place, having an awareness of distribution economics along with a grasp of the overall issues.

2531 Madigan, J. J. 1937. Securing Lowest Total Freight Costs in Movement of Packing House Products. HBR 15 (Spring, no. 3): 352360.
Mardigan describes the freight costs and other problems facing Armour and Company in shipping meat from their packing houses to grocers.

2532 Ryan, F. W. 1935. Functional Elements of Market Distribution. HBR 13 ( January, no. 2): 205224.
Ryan contends that for people to understand marketing, they must understand the production and distribution processes.

2524 McGarrah, R. E. 1966. Logistics for the International Manufacturer. HBR 44 (March-April, no. 2): 154166.
For companies to perform effectively in international markets, logistics functions must also be in sync with international nancial considerations.

2533 Engle, N. H. 1934. The Marketing Structure in the Grocery Store Industry. HBR 12 (April, no. 3): 328338.
The distribution channels in the grocery store industry are very complex. Engle argues that these channels need to be studied and measured more effectively than is currently being done.

2525 Flood, K. U. 1961. Questions in CompanyOperated Transport. HBR 39 ( January-February, no. 1): 127135.
Flood questions whether management should engage in transport functions themselves and, if so, should they buy, lease, or rent their conveyance modes?

2534 McNair, M. P. 1931. Trends in Large Scale Retailing. HBR 10 (October, no. 1): 3039.
McNair writes on the retailing industrys distribution revolution that has transpired over the last ten years.

2535 Copeland, M. T. 1931. Some Present Day

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manufacturers when using agents compared to independent dealers or retailers.

Problems in Distribution. HBR 9 (April, no. 3): 299310.


Copeland argues how distribution methods are less stable [circa. 1931] than they were in 1900 despite more efcient production and business practices being utilized today.

2545 Distribution Policy of a Hosiery Manufacturer. 1925. HBR 3 ( January, no. 2): 240247.
[HBR Case Study Feature] The Drury Hosiery Company sells low cost, durable hosiery to both men and women. 65 percent of its sales are to wholesalers with 29 percent going to chain stores. The company is now considering the ramications of making their product available in department stores.

2536 Cunningham, R. M. 1930. The Steel Container as a Method of Handling Freight. HBR 8 (April, no. 3): 329345.
Denite advantages exist for using containers when moving less than [train] carload freight. Cunningham questions whether all the economies exist as proponents claim.

2546 Selection of Channels of Distribution for


Accessory Equipment. 1925. HBR 3 ( January, no. 2): 229233.
[HBR Case Study Feature]The Alamac Company, a drill manufacturer, is examining its policy of conning its product distribution to wholesalers on an exclusive basis.

2537 StoreDoor Delivery. 1929. HBR 7 (April, no. 3): 342350.


[HBR Case Study Feature] Store-deliveries are dened as the direct collection and delivery of freight which moves in both directions between the rail-head and the shipper. Increasing numbers of rail lines, such as the ctitious American Railway Express Company, are giving serious consideration to this delivery mode.

2547 Successful Distribution Through Exclusive Wholesalers. 1924. HBR 3 (October, no. 1): 112115.
[HBR Case Study Feature]The Stewart Company, a pharmaceutical drug manufacturer, is on the verge of establishing an exclusive wholesaler network.

2538 Perkins, J. H. 1928. Recent Criticisms of


Distribution [Reviews of Business Literature]. HBR 6 (April, no. 3): 372380.

2548 Control of Retail Distribution by a Shoe Company. 1924. HBR 2 ( July, no. 4): 502505.
[HBR Case Study Feature] The Childers Shoe Company has historically utilized wholesalers to distribute its shoe products to retailers. The company is now pondering the feasibility of establishing a factory-outlet retailing structure.

2539 Distribution Problems of a Cotton Mill.


1928. HBR 6 ( January, no. 2): 240246.
[HBR Case Study Feature] In distributing its lines of cotton dresses, shirts, draperies and other yarn-dyed fabrics, the Tousley Manufacturing Company is confronted by problems that are inherent when wholesalers are ones primary distibution channel.

2549 Distribution Policies of Tire Manufacturers. 1923. HBR 2 (October, no. 1): 114119.
[HBR Case Study Feature] Tire manufacturers typically grant retail franchises to large rumbers of retailers; most of which sell competing brands of tires. This case study focuses on a tire company who opted to distribute their tires via exclusive retail agencies.

2540 The Manufacturers Agent as a Channel of Distribution. 1927. HBR 6 (October, no. 1): 95101.
[HBR Case Study Feature] Three ctitious manufacturers are analyzed on the advantages and disadvantages when utilizing a manufacturers agent.

2541 Planning the Methods of Distribution for a


New Product. 1926. HBR 4 (April, no. 3): 341346.
[HBR Case Study Feature] Assesses the plights of the Cardiff Manufacturing Company [producers of jute twine] as well as Beaton and Company [importers of a French record player] on distribution systems that best serve their product lines.

Electronic Commerce
2550 Kirby, J. and T. A. Stewart. 2007. The Institutional YES: How Amazons CEO Leads Strategic Change in a Culture Obsessed with Todays Customer. HBR 85 (October, no. 10): 7482.
[The HBR Interview Feature with Jeff Bezos] Bezos discusses his Amazon.coms counterintuitive and entrepreneurial culture.

2542 Mazur, P. M. 1925. Is the Cost of Distribution Too High? HBR 4 (October, no. 1): 716.
Mazur describes how distribution is concerned with far more than the transporting of nished goods to retail outlets.

2543 Griffen, C. E. 1925. Wholesale Organization in the Automobile Industry. HBR 3 ( July, no. 4): 424435.
Griffens article describes the wholesale distribution structure used to market new automobiles.

2551 Correa, M. E. 2007. Leading Change in Latin America. HBR 85 (October, no. 10): 4042.
[Forethought Feature] Correa describes how Maisa, a Chilean forestry and wood manufacturing company, motivates its B2B suppliers and customers to be environmentally friendlier.

2544 Isaacs, N. 1925. On Agents and Agencies.


HBR 3 (April, no. 3): 263274.
Isaacs describes the benets and disadvantages facing

2552 McNulty, E. 2007. Boss, I Think Someone Stole Our Consumer Data. HBR 85 (September, no. 9): 3750.
[HBR Case Study Feature] An electronics retailer

165
discovers that it is the source of a large number of fraudulent credit card transactions. With its reputation at stake, painful decisions are imminent.

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2553 OConnell, A. 2007. Outdoor-Apparel Startup CEO Chris Van Dyke on New Ways to Feed Customers Passions. HBR 85 (September, no. 9): 2626.
[Conversation Feature] As CEO of the outdoor apparel start-up, NAU, Van Dyke is interviewed on how to engage new generations of online consumers who want online dialogue with the companies that they buy from.

tiser-supported model is unlikely to succeed with online content since advertisers are unlikely to pay high rates for something Internet users are likely to ignore. Winder explains why a cable television paradigm is more realistic.

2560 Nunes, P. F. and A. Kambil. 2001. Personalization? No Thanks. HBR 79 (April, no. 4): 3234.
[Forethought Feature]Nunes and Kambil describe a Vanderbilt University study in which 42 percent of web users saw no benet to Internet sites that made recommendations to them.

2554 Gregory, J. R. and D. E. Sexton. 2007. Hidden Wealth in B2B Brands. HBR 85 (March, no. 3): 2323.
[Forethought Feature] B2B companies frequently skimp when it comes to brand building. Gregory and Sexton argue that B2B brand managers had better be concerned about brand equity since it drives revenue and market capitalization. The two developed a tool to gauge the relationship between brand perception and revenue, protability as well as cash ow measures.

2561 Porter, M. E. 2001. Strategy and the Internet. HBR 79 (March, no. 3): 6278.
Rather than focus on prots, the .com and established companies are chasing customers through discounting, channel incentives and advertising. Though the Internet offers a better technological platform than previous generations of IT, to gain a competitive advantage requires building on effective strategy.

2555 Algesheimer, R. and P. M. Dholakia. 2006. Do Customer Communities Pay Off ? HBR 84 (November, no. 11): 2630.
[Forethought Feature] Ducati, LOMO, and eBay are companies who provide customer communities for their consumers. These individuals can then interact with one another regarding that rms products and services. Algesheimer and Dholakias research nds that those who participate in customer communities are more likely to bid, spend money and win more auctions than those who do not participate.

2562 Tjan, A. K. 2001. Finally, a Way to Put Your Internet Portfolio in Order. HBR 79 (February, no. 2): 7685.
Many companies allow scores of online projects to percolate through their organizations to capitalize on the Internets potential. Tjan believes that more harm than good results from this. Firms are urged to engage in internet portfolio planning by using maps or matrixes to coordinate their Internet initiatives. This helps avoid needless headaches and overspending.

2563 Stopford, J. 2001. Should Strategy Makers Become Dream Weavers? HBR 79 ( January, no. 1): 165169.
[Books in Review Feature] Stopford reviews Slywotzky and Morrisons How Digital Is Your Business that provides a template for assessing how far ones company should go when implementing a digital business design.

2556 Hemp, P. 2006. Are You Ready for E-tailing


2.0? HBR 84 (October, no. 10): 2828.
[Forethought Feature] Hemp describes how ecommerce can be a social experience in which shoppers get to interact with other shoppers in a 3-D web space.

2564 Kanter, R. M. 2001. The Ten Deadly Mistakes of Wanna-Dots. HBR 79 ( January, no. 1): 91 100.
Wanna dots are established organizations that seek to incorporate the Internet into their businesses. Most wanna dots are laggards. They are not rst movers who exhibit organizational curiosity and a desire to innovate.

2557 _____. 2006. Avatar-Based Marketing.


HBR 84 ( June, no. 6): 4857.
[Frontiers Feature]Advertising has always targeted a hip, attractive and popular personae. With the help of the advertised product (i.e., the avatar or alter ego), these individuals are waiting to emerge from their normal self. Hemp describes why marketers need to inuence their online consumers in ways that capture this online alter ego.

2558 Rayport, J. F. and B. J. Jaworski. 2004. Best


Face Forward. HBR 82 (December, no. 12): 4758.
[Big Picture Feature] Firms serve their consumers through an array of interfaces (i.e., retail clerks to web sites to voice-response telephone systems). As such, Rayport and Jaworski describe how rms should integrate their customer interface systems to generate maximum efciency and effectiveness.

2565 Fryer, B. 2001. Power to the People. HBR 79 ( January, no. 1): 2021.
[Forethought Feature] As CEO of Epinions.com, Nirav Tolia explains how the retailing industry is being shaken up by peer-to-peer computing.

2566 Wise, R. and D. Morrison. 2000. Beyond the Exchange: The Future of B2B. HBR 78 (November-December, no. 6): 8596.
Recent changes in the nancial services sector shows how B2B electronic commerce might transpire. The traditional skills of product development, manufacturing and marketing will likely be marginalized in this milieu. Ones ability to understand and capitalize on market dynamics are most important in this environment.

2559 Winder, J. 2001. Net Content: From Free


to Fee. HBR 79 ( July-August, no. 7): 2223.
[Forethought Feature]Internet content providers have a difcult time making money online. An adver-

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2575 Moon, Y. and F. X. Frei. 2000. Exploding the Self-Service Myth. HBR 78 (May-June, no. 3): 2627.
[Forethought Feature] Many companies buy into the myth that the Internet is one big self-service site. Its not. The problem is that any time a rm does less, its customers end up doing up more. Consumers then become frustrated and annoyed. Moon and Frei explain how the notion of co-production might alleviate this frustration.

2567 Coutu, D. L. 2000. Too Old to Learn. HBR 78 (November-December, no. 6): 3752.
[HBR Case Study Feature] Coutus case study focuses on the difculties facing an insurance company assimilating its sales and technology groups to create an electronic commerce presence.

2568 Jap, S. 2000. Going, Going, Gone. HBR 78 (November-December, no. 6): 3030.
[Forethought Feature]Reverse auctions may seem like a good deal for commercial buyers. A new study, however, raises issues that should make buyers wary of this channel.

2569 McAfee, A. 2000. The Napsterization of B2B. HBR 78 (November-December, no. 6): 1819.
[Forethought Feature] Peer-to-peer networks are emerging which allow companies to eliminate the complexities and cost of networking.

2576 Nunes, P., D. Wilson and A. Kambil. 2000. The All-in-One Market. HBR 78 (May-June, no. 3): 1920.
[Forethought Feature] Nunes and his coauthors explain how the Internet offers many different transaction modes to sellers and buyers, making it an all in one marketplace.

2570 Reichheld, F. F. and P. Schefter. 2000. ELoyalty: Your Secret Weapon on the Web. HBR 78 ( July-August, no. 4): 105113.
Acquiring customers on the Internet is expensive. Most executives, however, concentrate on attracting consumers as opposed to retaining them. Protability will be elusive unless consumers stick around and generate a high volume of repeat purchases.

2577 Sinha, I. 2000. Cost Transparency: The Nets Real Threat to Prices and Brands. HBR 78 (March-April, no. 2): 4350.
[Thinking Ahead Feature]The Internet represents the biggest threat to the following company functions: (i) its ability to brand its products; (ii) extract a premium price from buyers; and (iii) generate high prot margins. Sinha explains that this threat transpires because of cost transparency, a situation made possible by the abundance of free, easily obtained information on the Internet.

2571 Kephart, J. O. and A. R. Greenwald. 2000. When Bots Collide. HBR 78 ( July-August, no. 4): 1718.
[Forethought Feature] Many buyers on the Internet use software agents called snapbots, which search the Internet for the cheapest price for a particular product. To compete on the Web, rms need to understand the market dynamics of these snapbots.

2578 Carr, N. 2000. Hypermediation: Commerce as Clickstream. HBR 78 ( January-February, no. 1): 4647.
[Perspectives Feature] Carr describes why the prediction that producers of goods and services would use the Web to connect directly with consumers is wrong.

2572 Hoffman, D. L. and T. P. Novak. 2000.


How to Acquire Customers on the Web. HBR 78 (May-June, no. 3): 179188.
[Best Practice Feature] Most web retailers spend more to acquire customers than they get back in revenue. Hoffman and Novack, in turn, contend that this is not necessary based on the experience of CDnow who created afliate markets whereby other sites place a link to CDnow. If a consumer uses that link, the home site receives a percentage of the sale from CDnow.

2579 Evans, P. and T. S. Wurster. 1999. Getting


Real About Virtual Commerce. HBR 77 (November-December, no. 6): 8498.
In its rst generation, electronic commerce is like a land-grab. Internet space is claimed by whoever gets a site rst with the resources to create a credible business. Now a second generation of e-commerce is on the verge of emerging that is being shaped more by strategy than with experimentation. Firms are also shifting their attention from claiming cyber-space to defending or capturing it.

2573 Carr, N. 2000. On the Edge. HBR 78


(May-June, no. 3): 118132.
[An Interview with Akamais George Conrades] Akamai Technologies in Cambridge, Massachusetts, is transforming the way the Internet works. George Conrades, its CEO, discusses how Akamai Technologies linked its web content and services with its end-users through distributed services and proprietary software.

2580 Sealy, P. 1999. How E-Commerce Will Trump Brand Management. HBR 77 ( July-August, no. 4): 171176.
[Books in Review Feature] Sealey reviews three new marketing books: (i) Maklan and Knoxs Competing on Value; (ii) Radical Marketing by Hill and Rifkin on how niche marketers such as Boston Beer operate; and nally (iii) Godins Permission Marketing on the importance of engaging in dialgogues with ones customers.

2574 Kaplan, S. and M. Sawhney. 2000. E-Hubs: The Best B2B Marketplaces. HBR 78 (May-June, no. 3): 97106.
Kaplan and Sawhney explain how electronic hubs are Internet-based intermediaries that host electronic marketplaces and mediate transactions among rms.

2581 Maruca, R. F. 1999. Web Site Blues. HBR


77 (March-April, no. 2): 2435.
[HBR Case Study Feature] Marucas case study examines the problems that a traditional brokerage rm encounters from their new online trading division.

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2582 Yofe, D. B. and M. A. Cusumano. 1999.
Judo Strategy: The Competitive Dynamics of Internet Time. HBR 77 ( January-February, no. 1): 7082.
The rise of Internet-based competition is triggering David-and-Goliath type-battles between companies. Yofe and Cusumano describe how smart companies use a competitive approach known as judo strategy. With judo strategy, Internet start-ups turn their competitors strengths and size against them by rapid movement, exibility and leverage and avoiding head-on-battles.

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2589 Spar, D. and J. J. Bussgang. 1996. Ruling the Net. HBR 74 (May-June, no. 3): 125133.
Business will radically change because of the Internet. Spar and Bussgang discuss three impediments (e.g., the lack of copyright protection, a lack of a secure form of exchanging money for services and how to best enforce online security) that exist for both businesses and consumers.

2590 Chesbrough, H. W. and D. J. Teece. 1996.


When Is Virtual Virtuous? HBR 74 ( January-February, no. 1): 6574.
Though virtual organizations may sound appealing in terms of exibility and responsiveness, Chesbrough and Teece question if the virtual concept has been overemphasized. The two authors developed a framework to help managers determine when to innovate by going virtual and when to form alliances or rely on internal developments.

2583 Shapiro, C. and H. R. Varian. 1998. Versioning: The Smart Way to Sell Information. HBR 76 (November-December, no. 6): 106118.
Shapiro and Varian discuss how digital information products are subject to the laws of economics. Competitive forces will keep marginal costs down. Success in the digital information sector depends on determining customer needs, achieving true differentiation, and in developing a positioning and pricing plan.

2584 Malone, T. W. and R. J. Laubacher. 1997.


The Dawn of the E-Lance Economy. HBR 76 (September-October, no. 5): 144152.
Business, in Malone and Laubachers paradigm, is carried out by independent contractors connected through personal computers and electronic networks. These electronically linked freelancers, or e-lancers, come together to produce and sell goods and services. Big companies, along with the old rules of business, are dangerously at-risk in this environment.

2591 Rayport, J. F. and J. J. Sviokla. 1995. Exploiting the Virtual Value Chain. HBR 73 (November-December, no. 6): 7587.
Businesses compete in two worlds: one a physical world of resources that can be seen and felt along with a virtual world made up of information. Firms seeking to create value in the virtual world must look to the marketspace; a phenomena that Rayport and Sviokla label electronic commerce.

2592 _____. 1994. Managing in the Marketplace. HBR 72 (November-December, no. 6): 141150.
Rayport and Sviokla describe how the ongoing information revolution eliminates the traditional marketplace interaction between a physical seller and the physical buyer. Marketspace transactions, instead, are transpiring in which customers nd out about products, buy products, and then have them delivered. Brand loyalty will ultimately dissipate in this environment.

2585 Ghosh, S. 1998. Making Business Sense of


the Internet. HBR 76 (March-April, no. 2): 126 135.
Businesses must understand the competitive advantages that the Internet provides for them by offering direct links to customers and suppliers, streamlined value chains, a means for launching new products, and effective marketing channels.

2586 Coyne, K. P. and R. Dye. 1998. The Competitive Dynamics of Network-Based Businesses. HBR 76 ( January-February, no. 1): 99111.
New computing power and strong mapping software has improved the understanding of management with regards to their networked customers. Firms can then exploit their customers online usage to enhance their protability.

2593 Malone, T. W., J. Yates and R. I. Benjamin. 1989. The Logic of Electronic Markets. HBR 67 (May-June, no. 3): 166172.
[Special Report Feature] Electronic markets will make buying certain goods and services more attractive, particularly for industrial customers. The cost of negotiating and consummating deals should be reduced. Moreover, consumers will have electronic connections to their suppliers which that selections can be made more readily.

2587 Tedlow, R. S. 1996. Roadkill on the Information Superhighway. HBR 74 (November-December, no. 6): 164166.
[Perspectives Feature] Tedlow explains why the interactive home shopping craze will zzle in the near future.

2594 Rosenberg, L. J. and E. C. Hirschman. 1980. Retailing Without Stores. HBR 58 ( July-August, no. 4): 103112.
Rosenberg and Hirschman explain why nonstore retailing will accelerate rapidly with the development of telecommunications in retail structures.

2588 Deighton, J. 1996. The Future of Interactive


Marketing. HBR 74 (November-December, no. 6): 150162.
Deighton discusses the transformation in marketing with the move from broadcast marketing to interactive marketing because of the world wide web.

2595 McNair, M. P. and E. G. May. 1978. The Next Revolution of the Retailing Wheel. HBR 56 (September-October, no. 5): 8191.
McNair and May describe the consequences facing manufacturers and retailers from telecommunication systems with regards to: (i) retail life cycles; (ii) the inuence

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a small company wanting to sell long-term, intangible services to large commercial accounts.

consumers will have; (iii) the rise of specialty stores; along with (iv) some other happenings.

2596 Widing, J. W., Jr. and C. G. Diamond. 1964.


Buy by Computer. HBR 42 (March-April, no. 2): 109120.
Purchases by computer can return 50 percent to 100 percent on operating expenses and investment costs. Widing and Diamond are bewildered why company management does not insist on making purchases this way.

2602 Jackson, B. B. 1985. Build Customer Relationships That Last. HBR 63 (November-December, no. 6): 120128.
With regards to industrial markets, Jackson explains how the building and maintenance of lasting customer ties takes coordinatination on the part of the seller to meet both the customers immediate as well as future needs.

Industrial or Commercial Markets


2597 Anderson, J. C., J. A. Narus and W. van
Rossum. 2006. Customer Value Propositions in Business Markets. HBR 84 (March, no. 3): 9099.
Without understanding a customers preferences, suppliers often stress points that deliver relatively little value to their targeted clientele. Best-practice suppliers, however, concentrate on the one or two points that deliver the most value to their commercial segments. Anderson and his coauthors describe how to identify and solve the critical needs of ones commercial clientele.

2603 Reichard, C. J. 1985. Industrial Selling: Beyond Price and Persistence. HBR 63 (March-April, no. 2): 127133.
Tremendous effort goes into a successful industrial sales campaign. As such, Reichard offers suggestions for turning industrial prospects into customers.

2604 Shapiro, B. P. and T. V. Bonoma. 1984. How to Segment Industrial Markets. HBR 62 (MayJune, no. 3): 104110.
Shapiro and Bonoma developed a classication scheme for existing and prospective industrial clients that fosters complex groupings of situations, events and personalities.

2598 Narayandas, D. 2005. Building Loyalty in Business Markets. HBR 83 (September, no. 9): 131 139.
[Tool Kit Feature] The benets of customer loyalty are signicant in business-to-business markets. Business customers invariably need customized products, quantities or prices. The word-of-mouth endorsements they provide to other businesses is priceless. Narayandas developed a framework to help marketers develop greater loyalty from this clientele base.

2605 van Leer, R. K. 1976. Industrial Marketing with a Flair. HBR 54 (November-December, no. 6): 117124.
van Leer describes the difculty of selling industrialtype products in which ten other aggressive competitors sell the same product(s).

2606 Huberman, J. 1975. Management with Objectives-Or by Reactions. HBR 53 (November-December, no. 6): 1012.
[Ideas for Action Feature] Huberman developed a dialogue between a regional sales manager and one of the companys regional managers on the importance of win-win strategies involving suppliers and other vendors.

2599 Anderson, J. C. and J. A. Narus. 1998. Business Marketing: Understand What Customers Value. HBR 76 (November-December, no. 6): 5365.
[Ideas at Work Feature] Despite the pressures that industrial customers place on suppliers to cut prices, Anderson and Narus are dumbfounded how few suppliers can actually dene or measure the value of their companys products.

2607 Ames, R. C. 1972. Build Marketing Strength into Industrial Selling. HBR 50 ( JanuaryFebruary, no. 1): 4860.
Ames ponders why so many industrial sales forces perform below their potential and offers six principles to reshape this selling function into a dynamic, market-oriented apparatus.

2600 Myer, R. 1989. Suppliers Manage Your


Customers. HBR 67 (November-December, no. 6): 160168.
Category-killer stores like Wal-Mart routinely demand extra consideration or add-ons from their suppliers. These add-ons add signicant cost to suppliers. Myer urges suppliers to capture and analyze this data to grasp these expenses.

2608 _____. 1970. Trappings vs. Substance in Industrial Marketing. HBR 48 ( July-August, no. 4): 93102.
Creating an industrial marketing apparatus will never guarantee success. Still, unless a real change in attitude takes place throughout an entire organization, Ames emphasizes that sustentative results will never materialize.

2601 Green, D. 1989. Learning from Losing a Customer. HBR 67 (May-June, no. 3): 5458.
VideoStar Connections, a provider of temporary satellite networks to corporate clients, lost its most signicant customer, Digital Equipment Corporation, to a major competitor. Green describes the self-appraisal that VideoStars executives engaged in. Top management came to understand how important positioning was for

2609 Thompson, J. W. and W. W. Evans. 1969.


Behavioral Approach to Industrial Selling. HBR 47 (March-April, no. 2): 137151.
Thompson and Evans describe how the Carborundum Company developed an integrated sales program

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for industrial marketing based on behavioral science techniques.

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International Marketing
2618 Yip, G. S. and A. J. M. Bink. 2007. Managing Global Accounts. HBR 85 (September, no. 9): 102111.
Serving global accounts is difcult and frequently unprotable. Yip and Bink describe how global account management [GAM] programs treat a clients worldwide operations as one integrated account for developing coherent pricing, product specications and service strategies. Since GAM programs are not for every rm, Yip and Bink developed an instrument for rms to decide whether or not to utilize them.

2610 Ames, R. C. 1968. Marketing Planning for Industrial Products. HBR 46 (September-October, no. 5): 100111.
From studying the planning practices of 50 industrial companies, Ames explores how the marketing concepts that work well with consumer goods companies are so difcult to apply to industrial products.

2611 Walker, A. W. 1967. How to Price Industrial Products. HBR 45 (September-October, no. 5): 125132.
A price level/market share curve can help industrial product and construction executives make more accurate pricing quotations.

2619 Bremmer, I. and F. Zakaria. 2006. Hedging


Political Risk in China. HBR 84 (November, no. 11): 2225.
[Forethought Feature]International rms who operate in China will be exposed to epidemics, political unrest, social instability and spikes in commodity prices. Bremmer and Zakaria contend, however, that global companies who create and institutionalize a systematic framework for assessing those risks are well-positioned to capitalize on Chinas enormous promise.

2612 Cook, P. W., Jr. 1963. Fact and Fantasy on Identical Bids. HBR 41 ( January-February, no. 1): 6772.
Cook explains how identical bids are many times more honest, more competitive and more practical than other bids.

2613 Lewis, H. T. 1950. Industrial Procurement and Marketing. HBR 28 (September, no. 5): 49 58.
With industrial sales, Lewis emphasizes how important it is for sales representatives to be cognizant of the decision-making process with the company they hope to generate business from.

2620 Holt, D. B., J. A. Quelch and E. L. Taylor. 2004. How Global Brands Compete. HBR 82 (September, no. 9): 6875.
Global branding has lost much of its luster, Transnational companies, such as Coca-Cola and Nike, are lightning rods for the anti-globalization movement. That shouldnt be the case. When brands are marketed around the world, they take on an aura of excellence and a set of obligations; two qualities which must be properly managed.

2614 _____. 1938. Present Status of Reciprocity as a Sales Policy. HBR 16 (Spring, no. 3): 299313.
Lewiss surveyed purchasing ofcers, sales managers, and corporate executives and discovered how natural it is for rms to place orders among their better customers, even at added cost, as a friendly gesture of appreciation.

2621 Vanhonacker, W. R. 2004. When Good Guanxi Turns Bad. HBR 82 (April, no. 4): 1819.
[Forethought Feature] Relationships come rst in China. Vanhonacker explains how guanxi, or personal connections, can divide the loyalties of Chinese sales and procurement people.

2615 Moore, C. W. 1937. Integration of Merchandising and Selling in Marketing Industrial Equipment. HBR 15 (Summer, no. 4): 497505.
Moore describes the merchandising, sales, and servicing problems facing manufacturers of heavy industrial equipment.

2622 Prahalad, C. K. and A. Hammond. 2002. Serving the Worlds Poor Protably. HBR 80 (September, no. 9): 4857.
[Big Picture Feature]Although individual incomes throughout the developing world are low, Prahalad and Hammond nd the aggregate buying power for these nations to be quite large. For example, a signicant market exists for luxury goods such as satellite television and phone services.

2616 Cost-Plus Basis for a Long-Term Purchase


Contract. 1924. HBR 2 (April, no. 3): 370373.
[HBR Case Study Feature] The Monsted Company utilizes a high-grade steel that the Beverly Steel Company is able to produce. The case study explores the feasibility and advantages of lling these orders on a cost-plus basis.

2617 Copeland, M. T. 1924. Buying Motives for


Industrial Goods. HBR 2 (April, no. 3): 303318.
In contrast to consumers goods where many purchases are instinctive or emotional, Copeland nds the buying motives and purchasing techniques for industrial goods to be far more rational.

2623 Gratchev, M. V. 2001. Making the Most of Cultural Differences. HBR 79 (October, no. 9): 2830.
[Forethought Feature] The cultural differences that companies contend with are most apparent in economies making the difcult transition to capitalism. Gratchev discusses how 3Ms Russian operation turned Russias cultural differences to its advantage.

2624 Ghemawat, P. 2001. Distance Still Matters: The Hard Reality of Global Expansion. HBR 79 (September, no. 8): 137147.

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organization adept at applying a local focus to its international operations.

[Tool Kit Feature] Companies often overestimate the attractiveness of foreign markets by losing sight of the difculties involved in pioneering new and often different territories.

2632 Dyson, E. 1991. Micro-Capitalism: Eastern


Europes Computer Future. HBR 69 ( January-February, no. 1): 2637.
[Four Corners Feature] Computer entrepreneurs are emerging from state organizations to begin building a market economy throughout Central Europe and the USSR. Dyson sees a golden opportunity for Western rms to partner with the East Europeans in automating their factories and training people to work in small service businesses such as software, distribution, and technical services.

2625 Arnold, D. 2000. Seven Rules of International Distribution. HBR 78 (November-December, no. 6): 131137.
Multinational rms that enter a new market in a developing country typically partner with a local distributor. This helps in dealing with local business practices, meeting regulatory requirements, hiring and managing local personnel and gaining access to potential customers. These partnerships invariably deteriorate when sales and revenue levels plateau.

2626 Bartlett, C. A. and S. Ghoshal. 2000. Going


Global: Lessons from Late Movers. HBR 78 (MarchApril, no. 2): 132142.
Bartlett and Ghoshal studied successful multinational companies from Brazil, the Philippines and Australia in how global competition became an opportunity for them to build their capabilities. Doing this helped these multinationals leapfrog into the more protable segments of their industry.

2633 Sanderson, S. W. and Hayes R. H. 1990. Mexico Opening Ahead of Eastern Europe. HBR 68 (September-October, no. 5): 3242.
[Four Corners Feature] Sanderson and Hayes explain how Mexico, as opposed to Eastern Europe, will be North Americas greatest opportunity for foreign investment because of its more friendly political and regulatory environment toward foreign investment than Eastern Europe.

2627 Yan, R. 1998. Short-Term Results: The Litmus Test for Success in China. HBR 76 (September-October, no. 5): 6175.
[World View Feature] In Chinas turbulent market, Yan describes how sustainable and long-term positions must be based on a series of successful short-term moves.

2634 Kashani, K. 1989. Beware of the Pitfalls of Global Marketing. HBR 67 (September-October, no. 5): 9198.
Kashani describes the risks inherent with global marketing and why many rms suffer from poor research, narrow vision and inexibility in their global marketing efforts.

2628 Williamson, P. J. 1997. Asias New Competitive Game. HBR 75 (September-October, no. 5): 5567.
[World View Feature] Western rms, in penetrating the Pacic Rim economies, face stiff competition from lesser-known Asian companies in nations who utilize unusual tactics and strategies.

2635 Nukazawa, K. 1988. Japan & the USA: Wrangling Toward Reciprocity. HBR 66 (MayJune, no. 3): 4252.
[Special Report Feature] Nukazawa contends that Japans arrogance and inaccessibility are ending as steps are being taken to introduce market forces into Japanese agriculture, end protectionism, and increase Japans presence in international bodies.

2629 Vanhonacker, W. 1997. Entering China: An


Unconventional Approach. HBR 75 (March-April, no. 2): 130140.
[World View Feature] Western rms should enter Chinese markets as wholly foreign-owned enterprises (WFOEs), a structure that is faster to establish and easier to manage.

2636 van Mesdag, M. 1987. Winging It in Foreign


Markets. HBR 65 ( January-February, no. 1): 71 74.
With a shot-in-the-dark marketing strategy, companies simply take existing products from their domestic markets and try them in suitable foreign markets and based on little research.

2630 Yan, R. 1994. To Reach Chinas Consumers, Adapt to Guo Qing. HBR 72 (September-October, no. 5): 6674.
[World View Feature] China will resist foreign ideas and products that do not match Chinese norms. Understanding guo qing, which means Chinese characteristics, or the special situation in China, is crucial for foreign marketers who want to deliver appealing products to Chinese consumers.

2637 Quelch, J. A. and E. J. Hoff. 1986. Customizing Global Marketing. HBR 64 (May-June, no. 3): 5968.
For companies that are beginning to engage in global marketing efforts, Quelch and Hoff discuss how to manage the transition phase of this process.

2638 Perlmutter, H. V. and D. A. Heenan. 1986.


Corporate to Compete Globally. HBR 64 (MarchApril, no. 2): 136152.
[Thinking Ahead Feature] Global Strategic Partnerships (GSPs) between smaller companies and their giant counterparts have evolved into an important strategic option that touches every sector of the world economy.

2631 Howard, R. 1991. Italys GFT Goes Global. HBR 69 (September-October, no. 5): 2844.
[Four Corners Feature] Gruppo GFT, the Italian manufacturer of designer apparel, is a genuinely global

171
2639 Kotler, P. 1986. Megamarketing. HBR 64
(March-April, no. 2): 117124.
Companies that want to operate in certain global markets must master the art of supplying intangible benets to the gatekeepers of that region (e.g., governments, labor unions and other interest groups), all of which can block protable entry into that market.

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portunities and offers them ways to benet from these markets.

2648 Goldman, M. I. 1978. An Ofce in Moscow? HBR 56 (November-December, no. 6): 153 160.
After weighing the advantages and disadvantages for operating in Moscow, Goldman nds that establishing such an ofce can be nancially protable for American rms.

2640 Hamel, G. and C. K. Prahalad. 1985. Do


You Have a Global Strategy? HBR 63 ( July-August, no. 4): 139148.
Hamel and Prahalad contend that current perspectives on global competition are simply inadequate. Most American companies, moreover, have no grasp of what global strategy really encompasses.

2649 Mauser, F. F. 1977. Losing Something in Translation. HBR 55 ( July-August, no. 4): 14, 163 164.
[Ideas for Action Feature]Mauser warns marketers and top management about the competitive disadvantages they face from not knowing a local language or its customs.

2641 Hill, J. S. and R. R. Still. 1984. Adapting


Products to LDC Tastes. HBR 62 (March-April, no. 2): 92101.
Hill and Still emphasize how important it is for multinational companies to tailor their consumer product lines to local customs and market conditions when penetrating Third World markets.

2650 Barrett, M. E. 1977. Case of the Tangled Transfer Price. HBR 55 (May-June, no. 3): 2036, 176178.
[Problems in Review Feature] Barretts narrative illustrates some dilemmas plaguing exporting companies with regards to shipping manufactured goods to different nations and the customs authorities.

2642 Levitt, T. 1983. The Globalization of Markets. HBR 61 (May-June, no. 3): 92102.
Well-managed companies tend to shift their emphasis from customizing items to offering standardized products, on a global basis, that are functional, reliable and low priced.

2651 Kenny, R. M. 1976. Helpful Guidance from


International Advisory Boards. HBR 54 (MarchApril, no. 3): 1419, 159.
[Ideas for Action Feature] International advisory boards are a new development for multinational companies wanting to avoid political and social entanglements.

2643 Lumsden, A. J. 1981. New Interest of U.S.


Industry in the Caribbean. HBR 59 ( July-August, no. 4): 140154.
[Ideas for Action Feature] Lumsden explains why American business interest in the Caribbean has been rekindled.

2652 Sweeney, J. K. 1970. A Small Company Enters the European Market. HBR 48 (SeptemberOctober, no. 5): 126132.
Sweeney describes the success of a small company in penetrating the European market and why others, beside corporate giants, can succeed abroad.

2644 Brasch, J. J. 1981. Using Export Specialists to


Develop Overseas Sales. HBR 59 (May-June, no. 3): 68.
[Growing Concerns Feature]Export management companies are manufacturers representatives who account for approximately 10 percent of all U.S. export sales.

2645 Roby, J. L. 1980. Is the China Market for You? HBR 58 ( January-February, no. 1): 150158.
[Ideas for Action Feature] Roby nds the Chinese to be 20 to 30 years behind the West in labor-saving devices. As such, Westerm companies up to this challenge can achieve great success with the Chinese market.

2653 Buzzell, R. D. 1968. Can You Standardize Multinational Marketing? HBR 46 (NovemberDecember, no. 6): 102113.
Buzzell describes how a growing number of multinational companies standardized elements of their marketing programs to produce cost savings and more consistent dealings with their international clientele.

2646 Chateld, M. V. 1979. Books for the


Thoughtful Executive. HBR 57 (November-December, no. 6): 5764.
[For the Managers Bookshelf Feature] Chateld describes recently published books relevant to Canadas economy and business climate.

2654 Robinson, D. E. 1968. U.S. Style of Life Invades Europe. HBR 46 (September-October, no. 5): 140147.
Robinson describes how successful the United States has been in developing new lifestyle standards for Europe and other international markets.

2655 Carson, D. 1967. Comparative Marketing


A New-Old Aid. HBR 45 (May-June, no. 3): 22 44, 184186.
[Keeping Informed Feature] Carson describes some ideas that could spur American businesses to achieve far greater success with international marketing.

2647 Pezeshkpur, C. 1979. Systematic Approach


to Finding Export Opportunities. HBR 57 (September-October, no. 5): 182196.
[Growing Concerns Feature] Pezeshkpur chides American small businesses for not pursuing e xport op-

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business services and other forms of good will to citizens in nations which American businesses have dealings with.

2656 Pryor, M. H., Jr. 1965. Planning in Worldwide Business. HBR 43 ( January-February, no. 1): 130139.
Pryor analyzes some planning mistakes made whenever business is conducted in foreign nations.

2665 Larson, H. M. 1934. China Trader Turns Investor: A Biographical Chapter in American Business History. HBR 12 (April, no. 3): 345358.
Larson proles John Perkins Cushing, one of Bostons most adventurous merchants, who imports high quality Chinese goods.

2657 OConnell, D. J. and J. J. Benson. 1963.


Sourcing Abroad for Domestic Prot. HBR 41 (March-April, no. 2): 8794.
Alert American companies are nding competent personnel, products and suppliers in foreign countries.

2666 Ho, P. 1933. The Development of Chinese


Department Stores. HBR 11 (April, no. 3): 280288.
Foreign interests control Chinese department stores, but are inept at grasping Chinese buying habits.

2658 Dichter, E. 1962. The World Customer. HBR 40 ( July-August, no. 4): 113122.
Already hard-pressed to determine what makes the U.S. consumer buy what they buy, marketers are also struggling with how foreign purchasers buy the American consumer goods that they do.

2667 Stamp, L. D. 1931. The Geographical Approach to the Study of Some Business Problems. HBR 10 (October, no. 1): 6977.
Stamp argues how critical it is for managers to be astute students of world geography since we live and operate in a world knitted by economic and social ties.

2659 Hagler, J. A. 1960. How Are Marketers


Meeting the Import Challenge? HBR 38 (September-October, no. 5): 107114.
Hagler argues how the marketing strategies for many American rms are in dire need of overhaul as foreign companies are beating American rms at their own selling game throughout the United States.

2668 Strauss, W. V. 1930. Foreign Distribution of


American Motion Pictures. HBR 8 (April, no. 3): 307315.
Strauss explains why few American industries are dependent on foreign industries as is the motion picture industry.

2660 Hall, E. T. 1960. The Silent Language in


Overseas Business. HBR 38 (May-June, no. 3): 87 96.
Hall contends that executives can gain a better understanding on doing business in foreign countries by appreciating the cultural differences in terms of time, space, and material possessions.

2669 The International Scope of Merchandising Principles. 1927. HBR 5 ( July, no. 4): 487495.
[HBR Case Study Feature] Most American rms nd selling in international venues to be mysterious, complicated and almost foreboding. Page & Shaw, a producer of high grade candy, illustrates the merchandising principles that exporting rms should consider.

2661 Clee, G. H. and A. Di Scipio. 1959. Creating a World Enterprise. HBR 37 (November-December, no. 6): 7789.
Major revisions in business thinking and methods are essential if American companies are to enhance their market share in international markets.

2670 Case Studies in Direct Importing. 1927. HBR 5 ( January, no. 2): 226235.
[HBR Case Study Feature] Manufacturers are increasingly obtaining raw materials from foreign nations themselves as opposed to contracting with importing middlemen. This case study examines the Kennard Leather Company as well as the Van Houston Rubber Company. The former has engaged in direct importing practices for its South African supplies. The latter continues to utilize an import middleman witl its European suppliers.

2662 Enlen, W. J. 1958. Lets Export Marketing Know-How. HBR 36 (November-December, no. 6): 7076.
While American businesses have aided underdeveloped nations grow their industrial capacity, Enlen argues that these nations must develop greater marketing saavy.

2671 Jones, O. 1924. The Agitation for Control of


the Lancshire Cotton Industry. HBR 2 ( July, no. 4): 447452.
World War I devastated the British cotton industry which was engaged in heavy levels of exports. As such, the Lancshire mill will be saddled with excess manufacturing capacity until prewar conditions of international trade are reached.

2663 Lee, C. H. 1958. How to Reach the Overseas Market by Licensing. HBR 36 ( January-February, no. 1): 7781.
Lee nds that the licensing of manufacturing and marketing rights to foreign rms can be very useful for American companies not wishing to develop foreign markets with their own resources.

2664 Butler, W. J. 1952. Public Relations for Industry in Underdeveloped Countries. HBR 30 (September-October, no. 5): 6371.
Throughout the world, American business is resented for being imperialist and greedy. Butler believes that American businesses have an obligation to render non-

Market Share
2672 Woo, C. Y. 1984. Market-Share LeadershipNot Always So Good. HBR 62 ( January-February, no. 1): 5054.
[Ideas for Action Feature] Many rms mistakenly

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equate high market share with increased protability. To generate higher returns, more emphasis needs to be placed on competitive strategy based on a products characteristics as opposed to being preoccupied with market share.

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Market Strategy, Positioning and Segmentation Topics


2679 Chhatpar, R. 2007. Innovate Faster by Melding Design and Strategy. HBR 85 (September, no. 9): 3032.
[Forethought Feature] Chhatpar nds that organizations would make better decisions on new products and markets if designers were involved at each stage of the development process.

2673 Woo, C. Y. and A. C. Cooper. 1982. The


Surprising Case for Low Market Share. HBR 60 (November-December, no. 6): 106113.
Woo and Cooper nd that companies who possess low market share sometimes have high margins and, thus, very protable; particularly in industries having slow growth and few product changes.

2674 Hamermesh, R. G., M. J. Anderson, Jr. and J. E. Harris. 1978. Strategies for Market Share Businesses. HBR 56 (May-June, no. 3): 95102.
Hameremsh and his coauthors examine companies who do not possess high market share levels but who generate respectable return of equity and other ratios, prot margins and sales growth rates.

2680 Schoder, D. 2007. The Flaw in Customer Lifetime Value. HBR 85 (December, no. 12): 26 26.
[Forethought Feature] The customer lifetime value concept determines which customers are worth investing in and which should be dropped. Schoder describes the aws of this concept and offers suggestions on what marketers should do in lieu of the customer lifetime value concept.

2675 Bloom, P. N. and P. Kotler. 1975. Strategies for High Market-Share Companies. HBR 53 (November-December, no. 6): 6372.
High market share and increased protability seem interchangeable. Bloom and Kotler, however, point out that headaches come to high market share companies in how they become targets for competitors, consumer organizations and government agencies.

2681 Haglu, A. and T. Eisenmann. 2007. A Staged Solution to the Catch 22. HBR 85 (November, no. 11): 2526.
[Forethought Feature] Credit card companies often engage in a two-sided platform marketing approach with merchants. The merchants, in turn, receive subsidies from the credit card companies. Hagiu and Eisenmann nd this a risky strategy and counter with a staged marketing approach which is utilized by both Google and Amazon.

2676 Buzzell, R. D., B. T. Gale and R. G. M. Sultan. 1975. Market ShareA Key to Protability. HBR 53 ( January-February, no. 1): 97107.
Buzzell and his coauthors document how market share percentages and return-on-investment ratios possess a positive correlation; meaning that enterprises with high market shares are considerably more protable than their smaller-share rivals.

2682 Kumar, V., J. A. Petersen and R. P. Leone.


2007. How Valuable Is Word of Mouth. HBR 85 (October, no. 10): 139146.
[Tool Kit Feature] Often ones most protable clientele are not those who purchase the most from them. Instead, they are ones most enthusiastic customers, regardless of how little they purchase. This is because of how they refer ones products or brands to others.

2677 Fruhan, W. E., Jr. 1972. Pyrrhic Victories


in Fights for Market Share. HBR 50 (SeptemberOctober, no. 5): 100107.
Before companies attempt to expand their market share, three questions need to be addressed: (i) Do we have the resources to win and retain the share? (ii) Can we remain competitive if we dont reach our target? and (iii) Will federal regulators let us pursue this strategy? Fruham describes some consequences for companies neglecting to do this.

2683 Jacques, F. M. 2007. Even Commodities


Have Customers. HBR 85 (May, no. 5): 110119.
James became head of marketing for a cement manufacturer in 2001. Since cement has historically been treated as a commodity, upper echelon management in this company were oblivious to the importance of marketing. Jacques describes what he and his associates did to weave marketing into the companys management process.

2678 Oxenfeldt, A. R. 1959. How to Use Market Share Measurements. HBR 37 ( January-February, no. 1): 5968.
Market-share measurements though widely used as a management tool for forecasting, appraising performances and goal setting are an anemic diagnostic device if not used carefully.

2684 Watts, D. J. and J. Peretti. 2007. Viral Marketing for the Real World. HBR 85 (May, no. 5): 2323.
[Forethought Feature]Viral marketing is like a virus in that small numbers of people can seed an idea or product which then effortlessly reaches millions of people. Despite its apparent simplicity, viral marketing is difcult to execute. Hence, Watts and Peretti advocate big seed marketing which is a hybrid that contains viral marketing tactics coupled with mass media techniques.

2685 Bryce, D. J. and J. H. Dyer. 2007. Strate-

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2691 Kesner, I. F. and R. Walters. 2005. Class Or Mass? HBR 83 (April, no. 4): 3545.
[HBR Case Study Feature] Neptune Gourmet Seafoods wants to keep its upscale image. The company, however, is now saddled with high levels of excess inventory. Some want Neptune to launch a second, more inexpensive product line. Others fear the company will cannibalize its premium image and product line if this strategy is pursued.

gies to Crack Well-Guarded Markets. HBR 85 (May, no. 5): 8492.


Bryce and Dyer studied how successful organizations enter an already protable industry. Most do not duplicate existing business models by competing for crowded distribution channels or going after mainstream customers. They instead attack their competition at its weakest points which then produces a competitive advantage.

2686 Levitt, T. 2006. What Business Are You In? HBR 84 (October, no. 10): 126137.
[Classic Advice Feature] As a Harvard Business School professor, Theodore Levitt [19252006] helped develop many contemporary marketing practices. Levitt had 26 articles published in Harvard Business Review. These excerpts illustrate how Levitt provoked upper management into meeting the needs of their customers.

2692 McGrath, R. G. and I. C. MacMillian. 2005. Market Busting: Strategies for Exceptional Business Growth. HBR 83 (March, no. 3): 8089.
No rm outperforms its rivals if it tries to compete the same way these competitors do. many rms are nding new sources of growth by reconguring its unit of business (i.e., what customers are billed for) along with its key metrics (i.e., how a rm measures its success).

2687 Cohen, M. A., N. Agrawal and V. Agrawal. 2006. Winning in the Aftermarket. HBR 84 (May, no. 5): 129138.
[Tool Kit Feature] Most companies view aftersales services as a necessary evil. Because of this, they squander the after-markets potential. Cohen and his coauthors counter that ones spare parts and service calls can be a source of lucrative prots. Moreover, its often more economical for a business to increase their parts and service-related sales than it is to nd new customers.

2693 Kim, W. C. and R. Mauborgne. 2004. Value Orientation: The Strategic Logic of High Growth. HBR 82 ( July-August, no. 78): 172180.
[Best of HBR Feature] Kim and Mauborgne explain how innovative companies break away from their competition by creating products or services in which there is no direct competition.

2688 Yankelovich, D. and D. Meer. 2006. Rediscovering Market Segmentation. HBR 84 (February, no. 2): 122131.
Segmentation efforts are often too focused on traditional demographics [e.g., age, gender, and income]. Yankelovich and Meer, in turn, describe the elements behind a smart segmentation strategy and how one can identify the groups worth pursuing (i.e., the underserved, dissatised and those most likely to make a rst-time purchase).

2694 Levitt, T. 2004. Marketing Myopia. HBR 82 ( July-August, no. 78): 138149.
[Best of HBR Feature]Every industry, particularly those considered at some point to be hot, encounters decay because of mismanagement. Much of this stems from managements emphasis on selling as opposed to marketing. Companies must think more about the needs of their customers and less on the longevity of their products.

2695 Thomas, J. S., W. Reinartz and V. Kumar.


2004. Getting the Most Out of All Your Customers. HBR 82 ( July-August, no. 78): 116123.
Stable growth is built on the protability of ones customers and not some raw number or loyalty factor. Thomas and her coauthors describe a tool that enables rms to get more from direct marketing. Firms must, however, see this as a single system for generating prots as opposed to maximizing performance measures at each stage of the process.

2689 Christensen, C. M., S. Cook and T. Hall. 2005. Marketing Malpractice: The Cause and the Cure. HBR 83 (December, no. 12): 7483.
Markets are simple if one looks at them from the point of view of a consumer (i.e., the consumer has a job to do, you have a product or service and does that service or product do what the consumer needs for doing that job?). Christensen and his coauthors argue that marketing executives focus too much on ever-narrower demographic segments and trivial product extensions.

2690 Roberts, J. H. 2005. Defensive Marketing: How a Strong Incumbent Can Protect Its Position. HBR 83 (November, no. 11): 150157.
[Best Practice Feature] Marketing is typically perceived as a tool for growth (i.e., rms engage in it to launch products and gain market share). For nearly every launched product and market entrant, there exists an incumbent who must defend their position. Roberts illustrates this incumbency notion with an Australian telecommunications company, Telstra, which used a combination of four strategies to fend off a market newcomer.

2696 Nunes, P. F., B. A. Johnson and R. T. S. Breene. 2004. Selling to the Moneyed Masses. HBR 82 ( July-August, no. 78): 95104.
A larger proportion of households earns higher-thanaverage incomes than ever before. Nunes and his coauthors describe how marketers can capitalize on this extremely protable consumer segment.

2697 Zook, C. and J. Allen. 2003. Growth Outside the Core. HBR 81 (December, no. 12): 6673.
Most protable growth comes when companies go beyond their core businesses into an adjacent space (e.g., Nikes move into the golf market). These efforts fail approximately 75 percent of the time. As such, this move into adjacent markets is difcult.

175
2698 Rosenblum, D., D. Tomlinson and L. Scott.
2003. Bottom-Feeding for Blockbuster Businesses. HBR 81 (March, no. 3): 5259.
Rosenblum and his coauthors describe companies who are quite protable from dealing with the needs of buyer segments shunned by their competitors .

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[Forethought Feature] As marketing director for Hallmark Cards, Robinette discusses how his company connects with consumers on an emotional level.

2707 Corstjens, M. and M. Carpenter. 2000. From Managing Pills to Managing Brands. HBR 78 (March-April, no. 2): 2022.
[Forefront Feature] Heavy investment and research-and-development activity is creating a proliferation of new pharmaceutical drugs. This makes it harder for any individual drug to stand out on its scientic merits. Drug companies need to learn more about marketing and build brand and consumer loyalty similar to manufacturers of consumer-goods.

2699 Stone, D. B. 2003. A Rose by Any Other


Name. HBR 81 (March, no. 3): 2239.
[HBR Case Study Feature] Rose Partywares largest retail customer wants their own private-label line of party goods manufactured. Six commentators discuss the advantages and disadvantages of this offer.

2700 Klein, D. 2003. Disintegrated Marketing.


HBR 81 (March, no. 3): 1819.
[Forethought Feature]Companies typically assign aspects of their marketing campaigns to specialty agencies or internal working groups. Klein, in turn, nds that a systems engineering approach to be a far more effective way to manage these campaigns.

2708 Kim, W. K. and R. A. Mauborgne. 1999.


Creating New Market Space. HBR 77 ( JanuaryFebruary, no. 1): 8394.
Companies who apply intuitive thinking and a systematic approach to their marketing strategies can create their own markets and avoid competing with established rms.

2701 Lurie, R. S. and A. J. Kohli. 2002. A Smarter Way to Sell Commodities. HBR 80 (April, no. 4): 2426.
[Forethought Feature] With careful research and questioning, Lurie and Kohli discuss how a commodities seller can assess a customers perception of their risks.

2709 Eisenhardt, K. M. and S. L. Brown. 1998.


Time Pacing: Competing in Markets That Wont Stand Still. HBR 76 (March-April, no. 2): 5969.
In rapidly changing and highly competitive industries, time pacing creates relentless urgency around meeting deadlines. People here concentrate on a common set of goals that provides a sense of control in otherwise chaotic markets.

2702 Nunes, J. C. and B. A. Johnson. 2001. Are Some Customers More Equal Than Others? HBR 79 (November, no. 10): 3750.
[HBR Case Study Feature] Nunes and Johnsons case study examines the impact and likely reaction if an amusement park offers preferred status to its corporate clientele.

2710 MacMillan, I. C. and R. G. McGrath. 1997. Discovering New Points of Differentiation. HBR 75 ( July-August, no. 4): 133145.
[Managers Tool Kit Feature] Most protable strategies are predicated on differentiation (i.e., offering consumers something they value that competitors dont have). MacMillan and McGrath offer a two-part approach to help rms identify new differentiation points and thereby develop successful strategies.

2703 Almquist, E. and G. Wyner. 2001. Boost


Your Marketing ROI with Experimental Design. HBR 79 (October, no. 9): 135141.
[Tool Kit Feature] Many marketing messages (e.g., television advertisements, telephone solicitations, supermarket circulars or Internet banner advertisements) fail to hit their targets or elicit the desired response. Almquist and Wyner explain that adopting a more scientic approach will make it easier and more cost effective for companies to capture the right audience.

2711 Blattberg, R. C. and J. Deighton. 1996.


Manage Marketing by the Customer Equity Test. HBR 74 ( July-August, no. 4): 136144.
Identifying ones most loyal customers and getting them to spend more on products or services should produce a desired optimal customer equity level.

2704 Brown, S. 2001. Torment Your Customers (Theyll Love It). HBR 79 (October, no. 9): 8288.
Brown advocates returning to an era when marketing succeeded by tormenting consumers instead of pandering to them.

2712 Grant, A. W. H. and L. A. Schlesinger. 1995.


Realize Your Customers Full Prot Potential. HBR 73 (September-October, no. 5): 5975.
A rms most fundamental goal must be to attain the full prot potential from each customer. Information and technology tools also exist so that these relationships can be linked to the returns that a particular customer generates.

2705 Fryer, B. 2001. Leading Through Rough


Times. HBR 79 (May, no. 5): 116123.
[An Interview with Novells Eric Schmidt] Novell was faltering from misguided acquisitions, product missteps, and a high level of unsold inventory when Schmidt became CEO. Schmidt describes how Novell regained its protability through cost reductions, divestitures and new product rollouts.

2713 OBrien, L. and C. Jones. 1995. Do Rewards


Really Create Loyalty. HBR 73 (May-June, no. 3): 7583.
Most companies make the mistake of rewarding new customers. OBrien and Jones counter that companies need to nd ways to offer value to their most loyal cus-

2706 Robinette, S. 2001. Get Emotional. HBR


79 (May, no. 5): 2425.

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that they have to be market-driven and customer-oriented and grasp that information permeates every corporate function.

tomers in proportion to the value that the customer creates for the company.

2714 Anderson, J. C. and J. A. Narus. 1995. Capturing the Value of Supplementary Services. HBR 73 ( January-February, no. 1): 7585.
Anderson and Narus discuss why rms need to assess their entire line of services to determine their value and cost for meeting the needs of customers, gaining more business and enhancing prots. These services might include technical problem solving, equipment installation, training, maintenance programs, rebates and electronic data interchange for placing orders.

2721 McKenna, R. 1988. Marketing in an Age of


Diversity. HBR 66 (September-October, no. 5): 8895.
Todays technology has created a dizzying array of products, services and markets. The old days of mass production and mass marketing are now obsolete. McKenna nds this is a world of variety and options, niches, increased competition and changing organizational structures.

2715 Slywotzky, A. J. and B. P. Shapiro. 1993.


Leveraging to Beat the Odds: The New Marketing Mindset. HBR 71 (September-October, no. 5): 97 107.
Companies should treat marketing expenses as investments that drive their revenue in the same manner that capital outlays are treated.

2722 Garvin, D. A. 1987. Competing on the Eight Dimensions of Quality. HBR 65 (November-December, no. 6): 101109.
Garvin believes that high quality means pleasing costumers instead of just protecting them from annoyances. Todays managers need an aggressive strategy to gain and hold markets with high quality as their competitive lynchpin. Management also needs a conceptual bridge to the consumers vantage point in order to achieve these quality gains.

2716 Hamel, G. and C. K. Prahalad. 1991. Corporate Imagination and Expeditionary Marketing. HBR 69 ( July-August, no. 4): 8192.
Corporate imagination and expeditionary marketing are keys for unlocking new markets. A companys corporate imagination is based on thinking outside ones current business boundaries for innovative product concepts and strategies. Global competitive battles are won by companies who build and dominate new markets.

2723 Shapiro, B. P., V. K. Rangan, R. T. Moriarty and E. B. Ross. 1987. Manage Customers for Prots (Not Just Sales). HBR 65 (September-October, no. 5): 101108.
Maintaing that careful analysis of ones customers and product lines will steer one into protable markets, Shapiro and his colleagues maintain that customers fall into one of four categories: (i) carriage trade customers who cost a lot to serve but pay top dollar; (ii) bargain basement customers who are sensitive to price but not sensitive to service and quantity; (iii) passive customers who cost less to serve but who do pay high prices; and nally (iv) aggressive customers who demand quality and the best service while insisting on low prices.

2717 Rappaport, A. S. and S. Halevi. 1991. The Computerless Computer Company. HBR 69 ( JulyAugust, no. 4): 6980.
Rappaport and Halevi predict that by the year 2000, successful computer companies will purchase computers from third parties instead of building them themselves. These companies will also follow a new set of strategic rules.

2718 Moriarty, R. T. and U. Moran. 1990. Managing Hybrid Marketing Systems. HBR 68 (November-December, no. 6): 146155.
Though hybrid marketing systems might be an effective way to enhance market share while decreasing costs, they are difcult to manage. Moriarty and Moran describe a tool known as the marketing and sales productivity (MSP) system that coordinates customer information among different units.

2724 Achenbaum, A. A. and F. K. Mitchel. 1987. Pulling Away from Push Marketing. HBR 65 (May-June, no. 3): 3840.
[Ideas for Action Feature] Achenbaum and Mitchel describe how marketers are turning away from push marketing (i.e., enticing consumers through advertising) toward pull marketing (i.e., utilizing coupons and other trade deals) techniques.

2719 Hart, C. W. L., J. L. Heskett and W. E. Sasser, Jr. 1990. The Protable Art of Service Recovery. HBR 68 ( July-August, no. 4): 148156.
Service mishaps are inevitable. Frontline employees, however, must be encouraged and trained to rectify these mishaps. Firms can not be so xated on the cost for doing this as it costs ve times more to replace a customer than it does to retain one.

2725 Bonoma, T. V. 1986. Marketing Subversives. HBR 64 (November-December, no. 6): 113 118.
Believing that American companies have fairly rigid marketing structures, Bonoma contends that marketing subversives are those who challenge the status quo and put marketing practices in line with competitive realities.

2720 Shapiro, B. P. 1988. What the Hell Is Market Oriented? HBR 66 (November-December, no. 6): 119125.
To remain competitive, savvy companies must realize

2726 Ghemawat, P. 1986. Sustainable Advantage. HBR 64 (September-October, no. 5): 5358.
Knowing when to sustain ones competitive advantages and being able to adjust to ones marketing strategies is the basis to successful strategy.

177
2727 Gumpert, D. E. 1986. Porsche on Nichemanship. HBR 64 (March-April, no. 2): 98106.
[An Interview with Peter Schutz and Jack Cook] Schutz and Cook describe the mindset of Porsche owners and how Porsche works to capture that mindset with their automobile lines.

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keting strategies that were previously successful, even as market conditions change, market inertia is likely to transpire.

2736 Levitt, T. 1981. Marketing Intangible Products and Product Intangibles. HBR 59 (May-June, no. 3): 94102.
All products possess an element of intangibility. People often use appearances to make judgments on them.

2728 Shapiro, B. P. 1985. Rejuvenating the Marketing Mix. HBR 63 (September-October, no. 5): 2834.
[Getting Things Done Feature] Shapiro examines how inter-related the four components are that make up the marketing mix.

2737 Wind, Y. and V. Mohajan. 1981. Designing Product and Business Portfolios. HBR 59 ( January-February, no. 1): 155165.
Wind and Mohajan assess several product portfolio models to aid companies in assessing the compatability of their strategy to each item in their product lines.

2729 DeBruicker, F. S. and G. L. Summe. 1985.


Make Sure Your Customers Keep Coming Back. HBR 63 ( January-February, no. 1): 9298.
Marketers need to grasp that as consumers change, the benets they seek from a product or service changes. DeBruicker and Summe offer several strategies for companies to consider.

2738 Wilson, A. and C. West. 1981. The Marketing of Unquestionables. HBR 59 ( January-February, no. 1): 91102.
Wilson and West examine how marketers should promote their products or services if perceived by mainstream society as taboo.

2730 Bonoma, T. V. 1984. Making Your Marketing Strategy Work. HBR 62 (March-April, no. 2): 6876.
Bonoma emphasizes how important it is for marketing managers to execute a number of strategies relevant to their marketing efforts.

2739 Weigand, R. E. 1980. Buying In to Market Control. HBR 58 (November-December, no. 6): 141149.
Techniques exist in lieu of patents, copyrights, and carefully guarded trade secretsthat encourage buyers to remain loyal to a rm.

2731 Levitt, T. 1983. After the Sale Is Over...


HBR 61 (September-October, no. 5): 8793.
In a progressively more service or technology oriented economy, the relationship between a seller and a buyer doesnt end when a sale is consummated. Vendors, in turn, must interact with ones purchasers to ascertain their ongoing complaints and future needs.

2740 Levitt, T. 1980. Marketing Success Through


Differentiation if Anything. HBR 58 ( January-February, no. 1): 8391.
Levitt describes how a product or services differentiated attributes enable marketers to capture customers from the competition and then keep them.

2732 Quelch, J. A. 1983. Its Time to Make Trade


Promotion More Productive. HBR 61 (May-June, no. 3): 130136.
Consumer product manufacturers should see trade promotion from more of a tactical perspective. More should be done on the design, evaluation, and management of these efforts.

2741 Resnik, A. J., P. B. B. Turney and J. B. Mason.


1979. Marketers Turn to Counter-Segmentation. HBR 57 (September-October, no. 5): 100106.
Resnik and his coauthors nd that consumer attitudes are changing by becoming more conservative and simple. Marketers, as such, should think about aggregating or clustering their market segments as opposed to segmenting them.

2733 Bonoma, T. V. 1983. Get More Out of Your Trade Shows. HBR 61 ( January-February, no. 1): 7583.
Most sales and marketing executives are disdainful, toward participating in trade shows. Miller discusses the signicant benets that can be reaped from these events.

2742 Shapiro, B. P. 1979. Making Money Through


Marketing. HBR 57 ( July-August, no. 4): 135142.
Shapiro emphasizes that well-tuned marketing operations concentrate on doing a few important tasks well. They also operate in the right markets and are consistent in how they execute.

2734 Kaikati, J. G. 1982. Marketing Without Exchange of Money. HBR 60 (November-December, no. 6): 7274.
[Ideas for Action Feature] Kaikati reports how some companies nd barter to be a better means of marketing slow-moving goods than selling them through conventional channels.

2743 Levitt, T. 1977. Marketing When Things Change. HBR 55 (November-December, no. 6): 107113.
Marketing entails having what a customer wants at the price they want. Despite inevitable changes in consumer values and needs, effective marketers maintain their allegiance to this concept. Their operating strategies, however, will always be tweaked or reinterpreted.

2735 Bonoma, T. V. 1981. Market Success Can


Breed Marketing Inertia. HBR 59 (September-October, no. 5): 115121.
Since top management is reluctant to tinker with mar-

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2752 Peterson, E. 1974. Consumerism as a Retailers Asset. HBR 52 (May-June, no. 3): 91100.
Peterson points how consumerism can be used as an effective marketing tool. Giant Food, for example, boosted its sales revenue and prot margins after winning the condence of its buying public in the Washington, D.C. metropolitan market.

2744 Kotler, P. 1977. From Sales Obsession to


Marketing Effectiveness. HBR 55 (November-December, no. 6): 6775.
Enormous differences exist in long-term effectiveness between companies who are sales oriented compared to those who are market-oriented. To nudge organizations to the latter mode, Kottler developed a ve function marketing effectiveness audit.

2745 Wilson, A. and B. Atkin. 1976. Exorcising


the Ghosts in Marketing. HBR 54 (September-October, no. 5): 117127.
Just as brilliant military strategies can end in disaster, the same is true with business strategies. Wilson and Atkin describe some ghosts who have haunted marketers for decades.

2753 Schiele, G. W. 1974. How to Reach the Young Consumer. HBR 52 (March-April, no. 2): 7786.
The youth market constitutes both teenagers and college students. Companies with aggressive merchandising efforts, geared to young consumers, will increase their market share and be more protable.

2746 Strang, R. A. 1976. Sales Promotion Fast


Growth, Faulty Managment. HBR 54 ( July-August, no. 4): 115124.
Few rms compile information on how much they spend on promotion efforts. Strang analyzes the growing importance of promotion and offers suggestions for companies to improve on these efforts.

2754 Barker, S. M. and J. F. Trost. 1973. Cultivate the High Volume Consumer. HBR 51 (MarchApril, no. 2): 118122.
[Management Memo Feature] Barker and Trost contend that a small proportion of buyers typically accounts for a large share of ones sales. Marketers for these goods, however, seem unaware of who these purchasers are.

2747 Morein, J. A. 1975. Shift from Brand to Product Line Marketing. HBR 53 (September-October, no. 5): 5664.
Though in its infancy, product line marketing is an alternative to the traditional brand approach. Morein discusses the differences between the two approaches and why the product line approach can rectify some of the inherent weaknesses with the brand approach.

2755 Kotler, P. and S. J. Levy. 1971. Demarketing, Yes, Demarketing. HBR 49 (November-December, no. 6): 7480.
Kotler and Levy describe when excess demand entices companies to scale back or engage in de-marketing efforts.

2748 Levitt, T. 1975. Marketing Myopia. HBR


53 (September-October, no. 5): 2644, 173181.
[HBR Classic Feature]Levitt reminds readers how every major industry was once a growth industry and then entered a period of stagnation or decline.

2756 Greene, M. R. 1969. How to Rationalize Your Marketing Risks. HBR 47 (May-June, no. 3): 114123.
Better marketing decisions are more likely when management estimates its possible losses and honestly factors those risks into their decision making. Knowing those risks helps a company minimize its risks.

2749 Clewett, R. M. and S. F. Stasch. 1975. Shifting Role of the Product Manager. HBR 53 ( January-February, no. 1): 6573.
The product management structure enables a managerial focus on products as prot-generating systems. Despite its successes, Clewett and Stasch point out some shortcomings involved with this scheme for managers in large, multiproduct organizations.

2757 Barnett, N. L. 1969. Beyond Market Segmentation. HBR 47 ( January-February, no. 1): 152 166.
[Keeping Informed Feature] Barnett assesses segmentation techniques that marketers use in new product development and then discusses the advantages that product segmentation offers over traditional marketing techniques.

2750 Hanan, M. 1974. Reorganize Your Company Around Its Market. HBR 52 (November-December, no. 6): 6374.
Hanan introduces the notion of marketcentering whereby companies organize their operations around the markets that should be served as opposed to production or other functions.

2758 Schiff, J. S. and M. Schiff. 1967. New Sales Management Tool: ROAM. HBR 45 ( July-August, no. 4): 5966.
Schiff and Schiff explain why the return on assets (ROA) ratio, as opposed to the return on investment (ROI) ratio, should be factored into certain marketing decisions.

2751 Levitt, T. 1974. Marketing Tactics in a Time


of Shortages. HBR 52 (November-December, no. 6): 67.
[Ideas for Action Feature] Material shortages can sometimes create opportunities for making adjustments to ones product-lines, pricing structure or in generating new customer accounts.

2759 Adler, L. 1967. Systems Approach to Marketing. HBR 45 (May-June, no. 3): 105118.
Adler demonstrates why the systems approach to marketing is both practical and advantageous. There are, however, certain steps that must be observed when implenting this strategy.

179
2760 Baier, M. 1967. Zip Code New Tool for
Marketers. HBR 45 (November-December, no. 1): 136140.
Baier points out how the zip codes sectional center system provides useful cultural and economic areas for segmented marketing.

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with market planning is in its nascent stage. Buell reviews published research relevant to the products and services that companies should sell during the next few years, how these decisions should be reached and how the cost and contributions to prot should be measured.

2761 Bursk, E. C. 1966. The Case of the Product


Priority. HBR 44 (March-April, no. 2): 616, 171.
[Problems in Review Feature] Bursks case study involves a company facing a quandary about one of its products that is technically superior to its competition. The drawback is that it involves an area in which the rm has little experience.

2769 Felton, A. P. 1959. Making the Marketing Concept Work. HBR 37 ( July-August, no. 4): 5565.
When companies embrace the total marketing concept, their efforts are typically uncoordinated. Felton identies the necessary steps to successfully integrate this concept and then explains many of the pitfalls associated with it.

2762 Kotler, P. 1965. Diagnosing the Marketing Takeover. HBR 43 (November-December, no. 6): 7072.
Kotler discusses how companies can coordinate their actions and eliminate organizational conicts.

2770 Ansoff, H. I. 1957. Strategies for Diversication. HBR 35 (September-October, no. 5): 113 124.
One method for measuring the prot potential of alternative products begins by forecasting a variety of trends and contingiencies and then works toward the long-term objectives of the rm.

2763 Reynolds, W. H. 1965. More Sense About Market Segmentation. HBR 43 (September-October, no. 5): 107114.
Most companies would do better looking at the market as relatively uniform and then appeal to the consumers desire for variety as opposed to trying to serve a multitude of small markets.

2771 Felton, A. P. 1956. Conditions of Marketing Leadership. HBR 34 (March-April, no. 2): 117127.
Change is widespread and continuous with regards to ones market characteristics and distribution channels. As such, virtually every sales plan will be out-of-date in no time.

2764 Yankelovich, D. 1964. New Criteria for Market Segmentation. HBR 42 (March-April, no. 2): 8390.
Buyers need to be divided by more than age, gender, income bracket, or location. Yankelovich believes that atttitudes, motivations, values, usage paterns, and tastes must also be factored in to create more meaningful groupings.

2772 Kline, C. H. 1955. The Strategy of Product Policy. HBR 33 ( July-August, no. 4): 91100.
Executives make decisions every day on their product line structure relevant to manpower, factory space, and marketing strategies. Kline describes why many successful manufacturers have formal product policies to summarize the characteristics that their products should possess.

2765 Lear, R. W. 1963. No Easy Road to Market Orientation. HBR 41 (September-October, no. 5): 5366.
The majority of companies still cling to product orientation. Pressures, however, are mounting for a change to a market orientation strategy. Lear examines ways to implement a practical compromise.

2773 Staudt, T. A. 1954. Program for Product Diversication. HBR 32 (November-December, no. 6): 121132.
Staudt describes how critical it is that careful planning involves product diversication efforts.

2766 Kuehn, A. A. and R. L. Day. 1962. Strategy of Product Quality. HBR 40 (November-December, no. 6): 100110.
Kuehn and Day offer methods to measure a consumers capability to differentiate between competing products.

2774 Colley, R. H. 1952. Needed a Marketing


Preparedness Plan. HBR 30 (March-April, no. 2): 106118.
Serious hardships are likely for companies who do not match their dramatic gains in production capacity with comparable gains in marketing prociency.

2767 Levitt, T. 1960. Marketing Myopia. HBR


38 ( July-August, no. 4): 4556.
Every major industry was once a growth industry in which its strengths lay unchallenged. Invariably, a runaway substitute emerged that pushes the industry into stagnation.

2775 Culliton, J. W. 1948. The Management Challenges of Marketing Costs. HBR 26 ( January, no. 1): 7488.
To capture marketing costs, executives must make concerted efforts to standardize the minute parts of their marketing process, develop internal performance standards and engage in as many controlled experiments as possible.

2768 Buell, V. P. 1960. Guides to Market Planning. HBR 38 ( July-August, no. 4): 3742, 143 152.
[Looking Around Feature]The literature involved

2776 Lewis, H. T. 1936. A Marketing of Petroleum Products. HBR 14 (Spring, no. 3): 312324.
Most marketing problems involved with petroleum

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the entertainment industry is a risky proposition. Since entertainment companies need to understand the impact that social inuences have on successful movies, Watts and Hasker provide ve strategies to exploit these inuences.

stem from nding protable markets for crude oil and not retail sales of gasoline to consumers.

2777 Tosdal, H. R. 1933. Some Recent Changes in the Marketing of Consumer Goods. HBR 11 ( January, no. 2): 156164.
Tosdal contends that the marketing eld is now more sensitive to consumers and their needs. Marketers are also more cognizant that increasing sales volumes and prot levels are not necessarily concomitant to one another.

2785 Kumar, V., R. Venkatesan and W. Reinartz. 2006. Knowing What to Sell, When, and to Whom. HBR 84 (March, no. 3): 131137.
[Tool Kit Feature] Most companies do a poor job of predicting the behavior of their clientele. Based on the work of a Noble Prize-winning economist, Kumar and his coauthors offer a new way to predict consumer behavior that delivers markedly better results for providing customers with what they want and when they want it.

2778 Beach, E. R. 1932. Double Features in Motion-Picture Exhibitions. HBR 10 ( July, no. 4): 505514.
Beach examines the economic benets for movie theaters to show double features (i.e., two movies for the price of one) to lure customers; a source of great consternation to movie distributors.

2779 Alexander, R. S. 1927. Commercial Fairs and Expositions. HBR 5 ( July, no. 4): 433447.
Alexander describes how an industrys annual exposition is an effective way to understand that industrys dynamics.

2786 McNulty, E. 2005. Just in Time for the Holidays. HBR 83 (December, no. 12): 3949.
[HBR Case Study Feature]This is the busiest time of the year for North Pole Workshops. Santa and his elves had it easy when wooden blocks, train sets or dolls were in vogue. Now everything seems far more complicated. Demand inexplicably surged for one toy this fall. Several teenage celebrities then doomed this years hot toy by calling it so yesterday. McNultys respondents examine whether Santa will ever again be able to forecast the tumultuous childrens toy market.

2780 Smith, E. R. and P. W. Smith. 1925. Determining a Sales Quota Basis. HBR 4 (October, no. 1): 4956.
A good sales quota is a written plan that emphasizes the buying habits and demographics of potential purchasers of a particular commodity.

2781 Adding a Product of Different Quality and Price to an Established Line: The Badger Watch Company and the Gareld Tire Company. 1925. HBR 3 (April, no. 3): 357367.
[HBR Case Study Feature] The impact of adding a new product line to ones existing products is examined. This new line would be either higher or lower in quality than the existing lines.

2787 Simon, H. 1992. Lessons from Germanys Midsize Giants. HBR 70 (March-April, no. 2): 115 125.
Simon describes how Germanys small and midsize companies, known as the Mittelstand, embody what the global economy is about with its strategic focus, geographic diversity and by providing consumer value.

2788 Bonoma, T. V. 1989. Marketing Performance What Do You Expect? HBR 67 (September-October, no. 5): 4448.
[Special Report Feature] Bonoma nds it essential that marketing departments provide top management with a honest appraisal on the anticipated performance of a product or brand.

2782 Reciprocity: The Aimesbury Company. 1924. HBR 2 ( July, no. 4): 490496.
[HBR Case Study Feature] The Aimesbury Company, a manufacturer of industrial equipment, is in need of coal. One bidder, a long-time purchaser of mining machinery, submitted a bid higher than any of the competing bidders. Aimesburys purchasing department strenuously objects to this arrangement.

2789 Barnett, F. W. 1988. Four Steps to Forecast Total Market Demand. HBR 66 ( July-August, no. 4): 2838.
[Getting Things Done Feature] Barnett nds that forecasting market demand is essential for creating a smart marketing strategy.

2783 Tenny, L. S. 1924. Management Problems


of Cooperative Marketing Associations. HBR 2 ( July, no. 4): 453464.
Tenny believes that the manner in which farmers organize into marketing cooperatives will be one of the most important developments throughout American agriculture.

2790 Wheelwright, S. C. and D. G. Clarke. 1976.


Corporate Forecasting: Promise and Reality. HBR 54 (November-December, no. 6): 4064, 198.
[Probing Opinions Feature] Wheelwright and Clarke contend that far more communication is needed between the people who prepare market forecasts and those who utilize them.

Market Trends or Forecasting Topics


2784 Watts, D. J. and S. Hasker. 2006. Marketing in an Unpredictable World. HBR 84 (September, no. 9): 2530.
[Forethought Feature] Predicting megahits in

2791 Weiner, E. 1976. Future Scanning for Trade


Groups and Companies. HBR 54 (September-October, no. 5): 14, 174176.
[Ideas for Action Feature] Weiner describes what

181
the American Council of Life Insurance is engaged in for keeping abreast of emerging consumer and social trends.

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2800 Learned, E. P. 1932. Recent Books on Marketing. HBR 10 (April, no. 3): 332340.

2792 Robinson, D. E. 1975. Style Changes: Cyclical, Inexorable, and Foreseeable. HBR 53 (November-December, no. 6): 121131.
Products, no matter how useful, cannot be successfully marketed if their appearance (i.e., shape, color, or texture) doesnt t a buyers constantly changing notion of what is and is not stylish.

2801 Smith, D. B. 1927. Planning Sales for a Manufacturing Company. HBR 5 ( January, no. 2): 186196.
Detailed planning for both the production and distribution phases is critical before any reliable estimate of future sales can be made.

2793 Thurston, P. H. 1971. Make TF Serve Corporate Planning. HBR 49 (September-October, no. 5): 98102.
Thurston discusses why technological forecasting and corporate planning are inter-connected particularly when the future is uncertain.

2802 Lincoln, E. E. 1926. Sales and Orders as an Aid in Forecasting. HBR 5 (October, no. 1): 4146.
Lincoln asserts that caveats exist when using last years sales order numbers to forecast future projections.

2803 Custen Manufacturing Company Methods of Forecasting Sales. 1926. HBR 4 (April, no. 3): 353357.
[HBR Case Study Feature] The Custen Manufacturing Company manufactures two types of merchandise. Each line has its own sales manager. Budgetary control is based on planned sales. Three methods for estimating each divisions sales revenue are probed.

2794 Dory, J. P. and R. J. Lord. 1970. Does TF


Really Work? HBR 48 (November-December, no. 6): 1628, 168.
[Keeping Informed Feature] Because technological forecasting [TF] is fraught with managerial resistance and other obstacles, Dory and Lord believe that it has never fullled its promise as an effective way to anticipate future change.

2804 Landsdowne Company: A Case Dealing with the Decreasing of Seasonal Valuation in Production. 1923. HBR 1 (April, no. 3): 375378.
[HBR Case Study Feature] Case study examines the impact when demand for tools and other gardening supplies is heaviest in the spring and fall while low during winter and summertime.

2795 Levitt, T. 1969. The New Markets-Think


Before You Leap. HBR 47 (May-June, no. 3): 53 67.
Levitt argues that computer extrapolations do not produce effective marketing plans; that these projections must be tempered with common sense.

2805 Stone, E. L. 1923. Forecasting the Future


Market for a Large Community. HBR 1 (April, no. 3): 269281.
Stone discusses how forecasting future business volume varies so widely among industries.

2796 Haley, R. I. and R. Gatty. 1968. Monitor


Your Market Continuously. HBR 46 (May-June, no. 3): 6569.
Haley and Gatty nd it crucial that organizations be diligent in monitoring their operating environment and consumer markets by using frequent and short surveys in light of how frequently markets change, .

Marketing Research
2806 Stengel, J. R., A. L. Dixon and C. T. Allen. 2003. Listening Begins at Home. HBR 81 (November, no. 11): 106117.
[Best Practice Feature] Stengel and his coauthors shadowed Proctor & Gamble [P&G] employees, conducted one-on-one interviews, and surveyed 3,500 members of the marketing staff. This was done to ascertain what P&G was doing right as well as wrong and what mattered most to its employees. It also produced the most sweeping redesign of P&Gs marketing organization in 60 years.

2797 Garretson, R. C. and F. F. Mauser. 1963.


The Future Challenges Marketing. HBR 41 (November-December, no. 6): 168188.
[Thinking Ahead Feature] Garretson and Mauser predict that marketers will face staggering challenges and opportunities over the next thirty years.

2798 Levy, S. J. 1959. Symbols for Sale. HBR 37 ( July-August, no. 4): 117124.
A modern assumption is that people are faced with alternatives and that their motivation stems from a wide variety of directions. As such, social science oriented concepts are playing a fundamental role in marketing and management.

2807 Loveman, G. 2003. Diamonds in the Gold Mine. HBR 81 (May, no. 5): 109113.
[Best Practice Feature] Harrahs Entertainments CEO, Gary Loveman, explains how his company trumps its competitors by mining customer data, running experiments using consumer information and, then, using those ndings to develop marketing strategies that keep customers coming back for more.

2799 MacGowan, T. G. 1949. Forecasting Sales. HBR 27 (November, no. 6): 760770.
MacGowan describes how small-to-medium size companies can produce very credible forecasts without having to hire additional specialists.

2808 Ulwick, A. W. 2002. Turn Customer Input


into Innovation. HBR 80 ( January, no. 1): 9197.
[Best Practice Feature] Ulwick describes a new

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other businesses to ascertain changes that are occuring in consumer tastes and distribution channels.

methodology for gathering, analyzing and utilizing consumer input for the purpose of triggering the innovation process.

2809 Magidson, J. and G. Brandyberry. 2001.


Putting Customers in the Wish Mode. HBR 79 (September, no. 8): 2628.
[Forethought Feature] Focus groups are intended to discern consumer desires for developing products and services. Inexplicably, few companies capitalize on utilizing them.

2816 Lodish, L. M. and D. J. Reibstein. 1986.


New Gold Mines and Mineelds in Market Research. HBR 64 ( January-February, no. 1): 168182.
[Keeping Informed Feature]New technologies enable marketing managers to obtain data-driven insight for capturing the pulse of ones market. Lodish and Reibstein emphasize that these techniques, if misapplied, can also wreak organizational havoc.

2810 Rossi, P., P. DeLurgio and D. Kantor. 2000. Making Sense of Scanner Data. HBR 78 (MarchApril, no. 2): 2424.
[Forethought Feature]Rossi and his coauthors explain a new statistical technique, called Bayesian shrinkage to help manufacturers analyze retail sales data and target their marketing programs.

2817 Andreasen, A. R. 1985. Backward Market Research. HBR 63 (May-June, no. 3): 176182.
[Ideas for Action Feature] Andreasen argues how management must collaborate far more in the design of market research to make it benecial.

2811 Evans, P. B. and T. S. Wurster. 1997. Strategy and the New Economics of Information. HBR 75 (September-October, no. 5): 7083.
Evans writes on the changing nature of information technologies and how that causes businesses to change their strategic plans. Smaller competitors, in particular, must learn to harness information in ways that provides them with a competitive advantage in the marketplace.

2818 _____. 1983. Cost-Conscious Marketing Research. HBR 61 ( July-August, no. 4): 7479.
[Growing Concerns Feature] Andreasen advises managers of small businesses to consider techniques such as test marketing, focus interviews, visual observations and an array of secondary sources as alternatives to the more expensive types of market research.

2819 Daniells, L. M. 1982. Sources on Marketing. HBR 60 ( July-August, no. 4): 4042.
[For the Managers Bookshelf Feature] Daniells describes an annual index and abstract put out by the Congressional Information Service: American Statistics Index and Statistical Reference Index. Each set describes the existence of what would otherwise be esoteric: government agency and trade association reports.

2812 Burke, R. R. 1996. Virtual Shopping:


Breakthrough in Marketing Research. HBR 74 (March-April, no. 2): 120131.
Traditional market research approaches such as questionnaires, focus groups and test marketing are expensive and time-consuming. Those results can also be unreliable. Burke describes a new alternative, the virtual store, for overcoming these limitations. Virtual-shopping simulations are easy and inexpensive for creating readily available data.

2820 Hershey, R. 1980. Commercial Intelligence


on a Shoestring. HBR 58 (September-October, no. 5): 2230.
[Growing Concerns Feature] Hershey denes commercial intelligence as being composed of publicly available information on the competitive capabilities for achieving ones long-term strategy and goals.

2813 Bessen, J. 1993. Riding the Marketing Information Wave. HBR 71 (September-October, no. 5): 150161.
Although difcult and expensive to build, todays sophisticated customer information technologies can help sort massive amounts of data for targeting small groups of responsive customers. These technologies can enable large rms to develop market niches in a way similar to their smaller competitors.

2821 Green, P. E. and Y. Wind. 1975. New Way to Measure Consumers Judgments. HBR 53 ( JulyAugust, no. 3): 107117.
Green and Wind describe a marketing research technique, conjoint measurement, for assessing consumer beliefs on the capabilities of a product deemed most important.

2814 Barabba, V. P. 1990. The Market Research Encyclopedia. HBR 68 ( January-February, no. 1): 105117.
Five major stages comprise company research efforts. Barabba provides management with suggestions to determine each tasks dimensions as well as the resources and data needed.

2822 Smith, S. A. 1974. Research and PseudoResearch in Marketing. HBR 52 (March-April, no. 2): 7376.
[Management Memo Feature] Smith contends that too often market research is window dressing undertaken to satisfy other needs such as boosting the egos of marketing executives or enabling advertising agencies to sell their services.

2815 Johansson, J. K. and I. Nonaka. 1987. Market Research the Japanese Way. HBR 65 (MayJune, no. 3): 1622.
[Special Report Feature] Rather than paying for high-priced marketing consultants, Japanese executives debrief all levels of employees who deal with retailers and

2823 Reavey, E. P., Jr. 1973. Motorola Executives Call on Consumers in Their Homes. HBR 51 (November-December, no. 6): 67.
[Ideas for Action Feature] Reavey discusses Mo-

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torolas efforts for capturing consumer opinions as to their product lines.

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marketing situation is dynamic and competitive as opposed to engaging in management by trial and error.

2824 Kotler, P. 1970. Corporate Models: Better Marketing Plans. HBR 48 ( July-August, no. 4): 135149.
Because marketing is heavily involved with complex relationships and beset with imperfect knowledge, many decisions are made using sheer intuition instead of rational analysis. Kotler discusses how companies can analyze alternatives with a computer.

2833 Greyser, S. A. 1961. The Case of the Befuddled Brewers. HBR 39 (March-April, no. 2): 136154.
[Problems in Review Feature] Management once had to be goaded into engaging in marketing research. A more daunting problem now is getting management to effectively utilize the research being done.

2825 Cox, D. F. and R. E. Good. 1967. How to Build a Marketing Information System. HBR 45 (May-June, no. 3): 145154.
Cox describes how marketing information systems hold great promise for company decision makers.

2834 Oxenfeldt, A. R. 1961. Scientic Marketing: Ideal and Order. HBR 39 (March-April, no. 2): 5164.
Oxenfeldts research project described in diary format is a prototype of a new type of research that absorbs the complexity and messy reality of business life.

2835 Adler, L. 1960. Phasing Research into the


Marketing Plan. HBR 38 (May-June, no. 3): 113 122.
In the past, discussion surfaced on creating a unied concept of what constitutes marketing research. Market researchers then had to grapple with the same issues that corporate management struggles with.

2826 Kotler, P. 1967. Operations Research in


Marketing. HBR 45 ( January-February, no. 1): 30 44, 187188.
[Keeping Informed Feature] Kotler discusses the potential of mathematical decision models with regards to new products, pricing, distribution, and sales management.

2836 Schreier, F. T. 1959. Seven Fallacies in Marketing Logic. HBR 37 (September-October, no. 5): 111118.
Schreirer points out why purely descriptive information relevant to an organizations marketing situation must be interpreted before management makes any kind of decisions.

2827 Feder, R. A. 1965. How to Measure Marketing Performance. HBR 43 (May-June, no. 3): 132142.
Feders solution for gauging marketing performance hinges on information systems that pinpoint overand under-spending. Ones marketing efforts, however, are sometimes a drain on prots.

2828 Stern, L. W. and J. L. Heskett. 1965. Grass


Roots Market Research. HBR 43 (March-April, no. 2): 8396.
By using a new research approach to capture competitive market shifts, rms can develop superior long-range marketing strategies.

2837 Enright, E. J. 1958. Market Testing. HBR 36 (September-October, no. 5): 7280.
Enright denes what market testing consists of with regards to new products.

2829 Buzzell, R. D. 1963. Is Marketing a Science. HBR 41 ( January-February, no. 1): 3240, 166.
[Keeping Informed Feature]Buzzell discusses how advances in marketing science are beneting ones decision-makers.

2838 Hollander, S. C. 1957. New Marketing Concepts. HBR 35 (September-October, no. 5): 151158.
[Looking Ahead Segment] Hollander reviews several recently published books and articles relevant to marketing, distribution, and retailing.

2839 Friend, I. and I. B. Kravis. 1957. New Light


on the Consumer Market. HBR 35 ( January-February, no. 1): 105116.
New marketing research techniques have emerged enabling market researchers to assess some 1,500 items of information from every category of income and occupational classes in 91 American cities.

2830 Britt, S. H. and I. A. Shapiro. 1962. Where


to Find Marketing Facts. HBR 40 (September-October, no. 5): 4450, 171178.
Britt and Shapiro assess how marketing managers can access important sources of good, up-to-date consumer and market-oriented data.

2831 Newman, J. W. 1962. Put Research into


Marketing Decisions. HBR 40 (March-April, no. 2): 105112.
A successful business operation calls for a high-quality intelligence system. Newman describes how new advances can be incorprated into marketing research and the decision-making process.

2840 Bogart, L. 1956. How to Get More Out of


Marketing Research. HBR 34 ( January-February, no. 1): 7484.
Changes in consumer buying habits and the social structure account for the recent boom in marketing research.

2841 Martineau, P. 1955. Its Time to Research the


Consumer. HBR 33 ( July-August, no. 4): 4554.
Relying too heavily on lifeless statistics, marketing research is decient at seeing consumers as dynamic and complex individuals.

2832 Mills, H. D. 1962. Marketing as a Science.


HBR 39 (September-October, no. 5): 137142.
Executives can use scientic reasoning even though a

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2851 _____. 1937. Quantitative Market Analysis Methods. HBR 15 (Spring, no. 3): 321336.
Brown describes an array of quantitative analysis tools all of which are in their infancy for market analysis.

2842 Caplow, T. 1952. Market Attitudes: A Research Report from the Medical Field. HBR 30 (November-December, no. 6): 105112.
Caplow, a sociologist, examined how physicians make decisions about advertised therapeutic products from professional journals, by direct mail, and through sales representatives.

2852 _____. 1937. Quantitative Market Analysis: Scope and Uses. HBR 15 (Winter, no. 2): 233 244.
Market research is a recent phenomenon. Much of it stems from the Great Depression whereby sales revenue dropped. Executive attitudes and their willingness to invest in market research is also changing.

2843 Wilson, A. R. 1952. Qualitative Market Research. HBR 30 ( January-February, no. 1): 7586.
A clear picture as to a products prospective demand will never emerge from the emphasis many market researchers place on questionaires, random sampling, or utilization of statistical techniques.

2844 Bogart, L. 1951. Use of Opinion Research.


HBR 29 (March, no. 2): 113124.
Bogart discusses how Standard Oil Company uses opinion research and believes that opinion research offers a valuable tool to objectively size up situations affecting any company.

2853 Learned, E. P. 1936. Recent Books on Marketing. HBR 14 (Spring, no. 3): 375379.

2854 Cassady, R., Jr. and H. M. Haas. 1935. Analyzing the Market of Mail Order House Retail Stores. HBR 13 ( July, no. 4): 493502.
Obtaining reliable consumer information ranks as one of the most vexing challenges facing marketers. Cassady and Haas describe a study done by two stores in the Twin Cities [Minneapolis and Saint Paul] area who track the license plate numbers of automobiles.

2845 Foster, F. L. 1951. Review of Literature in


the Field of Marketing. HBR 29 ( January, no. 1): 127136.

2846 Cheskin, L. and L. B. Ward. 1948. Indirect Approach to Market Reactions. HBR 26 (September, no. 5): 572580.
Cheskin and Ward investigate how markets react to advertising efforts along with the manner in which new products are launched. The two are also interested in why these costs are less tangible in comparison to production costs.

2855 Link, H. C. and I. Lorge. 1935. Psychological Sales Barometer. HBR 13 ( January, no. 2): 193204.
A psychological sales barometer measures why there are more or fewer buyers for a good or service.

2856 Lazarsfeld, P. F. 1934. The Psychological Aspect of Market Research. HBR 13 (October, no. 1): 5471.
Lazersfeld assesses whether the methodology involving psychological research is incorporated into market research.

2847 Dichter, E. 1947. Psychology in Marketing


Research. HBR 25 (Summer, no. 4): 432445.
American industry has been notably successful at determining sales potentials and measuring the effectiveness of its advertising campaigns. It has not been effective at gauging consumer motivation.

2857 Learned, E. P. 1934. Recent Books on Marketing. HBR 12 ( July, no. 4): 450457.

2848 Thomsen, F. L. 1946. How Good Is Marketing Research? HBR 24 (Summer, no. 4): 453465.
Little effort is being made to critically assess whether executives benet from marketing research.

2858 Weaver, H. G. 1926. The Development of a Basic Purchasing Power Index by Counties. HBR 4 (April, no. 3): 266274.
Weaver examines the value of Bureau of Census and other governmental statistical data for a corporate marketing department.

2849 Tallman, G. B. 1939. When Consumers Buy


at Wholesale. HBR 17 (Spring, no. 3): 339349.
Tallmans research indicates that consumers who buy at wholesale are likely to be upper echaleon employees with extensive business contacts, who live in better homes and have greater opportunity to make use of discounts than those who are involved in menial work.

2859 Freyd, M. 1926. The Experimental Evaluation of a Merchandising Unit. HBR 4 ( January, no. 2): 196202.
Many advertising and marketing problems can be solved by the experimental evaluation method. Freyd contends this evaluation process is more reliable than the biased data many businesses utilize for guidance.

2850 Brown, L. O. 1937. Quantitative Market


Analysis Multiple Correlation; Accuracy of the Methods. HBR 16 (Autumn, no. 1): 6273.
The market correlation method for establishing market potential is an important development in quantitative analysis. Brown describes how the method is beyond the experimental stage and is now a reliable forecasting tool.

2860 Weld, L. D. 1923. Process of Commercial Research. HBR 1 ( January, no. 2): 175186.
Though most executives believe their business differ from other businesses, Weld reminds readers how the same economic constructs are applicable for all businesses.

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Mass Communication Issues


2861 Vanderwicken, P. 1995. Why the News Is
Not the Truth. HBR 73 (May-June, no. 3): 144 149.
Vanderwicken reviews books such as Paul Weavers News and the Culture of Lying ; Mort Rosenblums Who Stole the News; as well as Cynthia Crossens Tainted Truths as to the mass medias stranglehold on American society

2869 Mullen, W. H. 1936. A Money Measure of


Magazine Reader Interest. HBR 14 (Spring, no. 3): 370375.
Magazine publishing is becoming more niche oriented. Mullen assesses the impact of niche publications on overall advertising revenues.

2862 Kelmenson, L. A. 1980. Vast Wasteland Revisited. HBR 58 (November-December, no. 6): 2829.
[From the Boardroom Feature] Kelmenson argues that corporate boards need to do far more in demanding that television executives be far more responsible in their programming decisions.

2870 Hettinger, H. S. 1935. Some Fundamental Aspects of Radio Broadcasting. HBR 14 (Autumn, no. 1): 1428.
Hettinger offers a historical analysis on how the radio broadcasting industry transpired.

2871 Herring, E. P. 1935. Politics and Radio Regulation. HBR 13 ( January, no. 2): 167178.
Congress in 1934 abolished the Federal Radio Commission and replaced it with the Federal Communication Commission. Herring contends that the federal government needs to develop criteria or rules for owning these stations.

2863 Wells, W. D. 1970. Its a Wyeth, Not a Warthol, World. HBR 48 ( January-February, no. 1): 2632.
[Problems in Review Feature] With profound changes taking place with mass media outlets, Wells examines the impact this has on the average consumer or American in terms of their daily activities, shopping habits, family relationships, hopes and worries, reading and television habits.

2872 Herring, J. M. 1931. Equalization of Broadcasting Facilities Within the United States. HBR 9 ( July, no. 4): 417430.
Congress is delving into the problems faced by radio broadcasters such as interference along with areas that are underserved throughout the United States.

2864 Frawley, E. D. 1962. TV and Public Service: A Proposal for Action. HBR 40 (May-June, no. 3): 113122.
It appears that the networks have gone as far as possible with public affairs programming. Since more needs to be done on this topic, Frawley offers a proposal to remedy this with a tax exemption.

2873 Cogswell, G. R. 1926. Radio Development and Consumer Buying and Patronage Motives. HBR 4 ( January, no. 2): 203210.
The general public seems to accept the radio whereby it is considered a necessary luxury.

2865 Fraught, M. C. 1952. The Future of Television. HBR 30 (May-June, no. 3): 4149.
Fraught describes why pay-as-you-see television offers a phenomenal opportunity for American education and culture.

New Product Development


2874 Moore, G. A. 2007. To Succeed in the Long Term, Focus on the Middle Term. HBR 85 ( JulyAugust, no. 7/8): 8490.
Moores notion of the horizon 2 vacuum pertains to innovations which are on the verge of being commercialized. Anytime ones innovations are brought to market, they must compete with existing products for company resources. These innovations often disappear from top managements radar screen and then suffer from benign neglect.

2866 Goldsmith, A. N. 1950. Television: Techniques and Applications. HBR 28 (March, no. 2): 5579.
Goldsmith predicts that television, if properly developed and guided, will become a powerful medium for humanity.

2867 Long, C. D., Jr. 1940. News Print: Costs


and Competition. HBR 18 (Spring, no. 3): 372 383.
The paper used for newsprint needs to be cheap. Its supply must be abundant for meeting the daily demands of a press that prides itself in never missing a deadline.

2875 Nambisan, S. and M. Sawhney. 2007. A Buyers Guide to the Innovation Bazaar. HBR 85 ( June, no. 6): 109118.
[HBR Spotlight Feature] Companies now frequently pursue innovative solutions and new products from outside their organizations, an experience labeled as the innovation bazaar, Most managers nd it a bewildering experience. Namnisan and Sawhneys article provides a conceptual guide to help demystify this process.

2868 Hettinger, H. S. 1939. The Marketing of


Radio Broadcasting Service. HBR 17 (Spring, no. 3): 301316.
Because radio broadcasting derives its operating revenue from advertisers, Hettinger worries that advertisers might accrue signicant inuence in shaping broadcasted programs.

2876 Hackett, J. P. 2007. Preparing for the Perfect Product Launch. HBR 85 (April, no. 4): 45 50.
[First Person Feature] Hackett, the chief executive ofcer for Steelcase, an ofce furniture manufacturer,

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Whenever manufacturers increase the number of functions that their products can perform, they risk exposing their consumers to feature fatigue.

describes a four-part framework that provides his rms product development team with the mental aptitude and development time to effectively market a new product line.

2877 Nambisan, S. and M. Sawhney. 2007. Meet


the Innovation Capitalists. HBR 85 (March, no. 3): 2424.
[Forethought Feature] Innovation capitalists are business enterprises that serve as intermediaries between inventors, entrepreneurs and multinational corporations. They typically evaluate technologies from inventors which are rened to help them achieve their market potential.

2884 Allmendinger, G. and R. Lombreglia. 2005. Four Strategies for the Age of Smart Services. HBR 83 (October, no. 10): 131145.
[Frontiers Feature] Manufacturers should provide smart services which build intelligence (i.e., awareness and connectivity) into their products. Eaton Electronics illustrates this with their home security systems; all of which enables Eaton to cultivate a richer, longer-term relationship with its consumers.

2878 Christensen, C. M., H. Baumann, R. Ruggles and T. M. Sadtier. 2006. Disruptive Innovation for Social Change. HBR 84 (December, no. 12): 94101.
Efforts to solve social problems often fail to produce favorable results. Misdirected investment is a primary reason for this failure. Catalytic innovations, which offer simpler, good-enough solutions, are effective at helping underserved populations.

2885 Gourville, J. T. 2005. Holding Fast. HBR 83 ( June, no. 6): 3546.
[HBR Case Study Feature] Because of its longstanding reputation for quality, Crescordias product line of orthopedic devices outperform those of their competitors. A new technology, still a long way from being accepted by mainstream customers, might disrupt Crescordias business model. Should Crescordia sit tight until it can offer a perfect product or should it enter the fray and risk tarnishing its image with this new technology?

2879 Nunes, P. F. and W. W. Driggs. 2006. What Serves the Customer Best? HBR 84 (October, no. 10): 3750.
[HBR Case Study Feature]Glenmeadie, a whiskey distiller, is investing heavily in the front end (i.e., glitzy or image-focused marketing campaigns) of its business at the expense of developing new products. Nunes and Diggss case study examines whether Glenmeadie will be hurt if new product development is not adequately funded.

2886 Suarez, F. and G. Lanzolla. 2005. The HalfTruth of First-Mover Advantage. HBR 83 (April, no. 4): 121127.
[Best Practice Feature]First movers rarely reap long-lasting benets from their head start. Typically, rst movers are clobbered in the marketplace. Successful rst-movers, however, are effective at analyzing their operating environments and resources. They intuitively grasp which type of rst-mover advantage is likely to be the most effective.

2880 Burrell, L. 2006. Smart Product Design.


HBR 84 (September, no. 9): 2323.
[Forethought Feature] Effective designers possess a keen ability to observe, listen and communicate with diverse groups of individuals. Dan Williams, a design director at Motorola, is interviewed on how designers utilize a host of attributes to develop products that excite people.

2887 Charkravorti, B. 2004. The New Rules for Bringing Innovations to Market. HBR 82 (March, no. 3): 5867.
The more networked a market is, the harder it is for innovation to transpire. Charkravorti nds that smart innovators learn to orchestrate marketwide change by starting from the endgame they desire.

2881 Gourville, J. T. 2006. Eager Sellers Stony Buyers: Understanding the Psychology of NewProduct Adoption. HBR 84 ( June, no. 6): 98106.
Companies who successfully introduce new products are perceived to be ourishing. Research, however, indicates that new innovations fail at staggering rates. Gourville focuses on the clash between consumers who are forced to psychologically change because of a new product and executives who overvalue their innovations.

2888 Moon, Y. 2004. Dont Just Do Something, Stand There! HBR 82 (March, no. 3): 1617.
[Forethought Feature]Sonys $1,500 pet robot will be virtually useless unless the company can articulate how the device will be useful.

2889 Andrew, J. P. and H. L. Sirkin. 2003. Innovating for Cash. HBR 81 (September, no. 9): 76 83.
Between ve and as many as nine of every ten new products ends up as a nancial failure. Different innovations require different approaches. Selecting the most suitable approach often yields two or three times the prots of the least optimal approach.

2882 Selden, L. and I. C. MacMillan. 2006.


Manage Customer-Centric Innovation Systematically. HBR 84 (April, no. 4): 108116.
Selden and MacMillan offer a systematic approach for companies to grasp what their customers really want from new product innovation.

2883 Rust, R. T., D. V. Thompson and R. W. Hamilton. 2006. Defeating Feature Fatigue. HBR 84 (February, no. 2): 98107.

2890 Goldenberg, J., R. Horowitz, A. Levav and D. Mazursky. 2003. Finding Your Innovation Sweet Spot. HBR 81 (March, no. 3): 120129.
[Tool Kit Feature] Most ideas for new products are either uninspired or impractical. The authors offer a

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2891 Craumer, M. 2002. The Sputtering R&D Machine. HBR 80 (August, no. 8): 2536.
[HBR Case Study Feature] Craumers case study focuses on a market share leader from the appliance industry and an upstart rivals product line.

customization, many managers are discovering how the concept can produce unnecessary costs and complexity. Gilmore and Pine describe a framework to help managers determine the type of customization they should pursue.

2899 MacMillan, I. C. and R. G. McGrath. 1996.


Discover Your Products Hidden Potential. HBR 74 (May-June, no. 3): 5873.
[Managers Tool Kit Feature]MacMillan and McGrath describe how their Attribute Categorization and Evaluation (ACE) Matrix helps management understand consumer behavior and determine if a product possesses salient attributes for an array of customer segments.

2892 Thomke, S. and E. von Hippel. 2002. Customers as Innovators: A New Way to Create Value. HBR 80 (April, no. 4): 7481.
Thomke and von Hippel describe why some companies develop a more counterintuitive approach to product innovation.

2893 Boulding, W. and M. Christen. 2001. FirstMover Disadvantage. HBR 79 (October, no. 9): 2021.
[Forethought Feature] Boulding and Christens research examines why late entrants into the marketplace are likely to be more protable than the early movers.

2900 Adler, P. S., A. Mandelbaum, V. Nguyen and


E. Schwerer. 1996. Getting the Most Out of Your Product Development Process. HBR 74 (MarchApril, no. 2): 134152.
[Ideas at Work Feature] Management will benet if it applies a process management approach to its product development efforts. Adler and his coauthors emphasize that creativity will never be destroyed whenever process management or standardization are instituted.

2894 Vishwanath, V. and D. Harding. 2000. The Starbucks Effect. HBR 78 (March-April, no. 2): 1717.
[Forethought Feature] By making coffee chic, Starbucks set off a chain reaction that boosted an entire industrys prot base.

2901 Virden, T. W. 1995. Can This High-Tech Product Sell Itself? HBR 73 (November-December, no. 6): 2440.
[HBR Case Study Feature] A newly hired marketing director failed to ascertain the nancial support that upper management is willing to pay for creating a dynamic campaign on a new product line.

2895 Tabrizi, B. and R. Walleigh. 1997. Dening


Next-Generation Products: An Inside Look. HBR 75 (November-December, no. 6): 116125.
Fourteen leading high technology rms were surveyed on their next-generation product development efforts. Tabrizi and Walleigh discovered that most rms are incapable of completing these products on schedule because of problems stemming from the product-denition phase.

2902 McKenna, R. 1995. Real-Time Marketing. HBR 73 ( July-August, no. 4): 8798.
With todays uncertain marketplace, some rms, such as Philips NV, are having consumers aid in their product development efforts.

2896 Leonard, D. and J. F. Rayport. 1997. Spark


Innovation Through Empathic Design. HBR 75 (November-December, no. 6): 102115.
Leonard and Rayport explain how empathic design is a market research tool that requires company representatives to observe customers using products or services in the context of their own environment. Marketing managers can then identify the unexpected uses or problems stemming from their products and services.

2903 Bower, J. L. and C. M. Christensen. 1995. Disruptive Technologies: Catching the Wave. HBR 73 ( January-February, no. 1): 4353.
Most established companies will rarely commercialize their new technologies, particularly if it does not initially meet the demands of its mainstream clientele. Bower and Christensen argue that companies need to spot these disruptive technologies and nurture those technologies by creating organizations who are independent from the mainstream.

2897 Iansiti, M. and J. West. 1997. Technology


Integration: Turning Great Research into Great Products. HBR 75 (May-June, no. 3): 6982.
The number of technologies from which companies can choose has soared. Moreover, product life cycles are shorter. Companies are forced to develop and commercialize new technologies faster than ever. As such, companies who are the most adept at selecting from an array of technologies as opposed to creating them possess an indelible advantage.

2904 Maruca, R. F. and A. L. Halliday. 1993. When New Products and Customer Loyalty Collide. HBR 71 (November-December, no. 6): 22 33.
[HBR Case Study Feature] Maruca and Hallidays case study focuses on Pacer Athletic Shoes who recently upgraded its offerings for the serious runner while also expanding into walking shoes.

2898 Gilmore, J. H. and B. J. Pine, II. 1997. The


Four Faces of Mass Customization. HBR 75 ( January-February, no. 1): 91101.
As companies throughout the world embrace mass

2905 Willigan, G. E. 1992. High-Performance


Marketing: An Interview with Nikes Phil Knight. HBR 70 ( July-August, no. 4): 90103.
Willigans interview with Nike founder and CEO, Phil Knight, emphasizes the importance of developing a good

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from Customers. HBR 60 (March-April, no. 2): 117122.
von Hippel describes how ones customers are a phenomenal source for new product launches.

product before it has an emotional tie with its consumer base.

2906 House, C. H. and R. L. Price. 1991. The Return Map: Tracking Product Teams. HBR 69 ( January-February, no. 1): 92101.
House and Price describe how Hewlett-Packard developed a metric, the Return Map, to provide a useful indicator of the effectiveness of a new product development and for helping its marketing, research and manufacturing areas collaborate with one another.

2915 Kiser, J. W., III. 1982. Tapping Eastern Bloc Technology. HBR 60 (March-April, no. 2): 8592.
While difculties exist when acquiring technology from the Soviet bloc nations, opportunities also exist for those engaging in these efforts.

2907 Gomory, R. E. 1989. From the Ladder of


Science to the Product Development Cycle. HBR 67 (November-December, no. 6): 99105.
Gomory emphasizes that product leadership can be triggered from imported science and technology if its production efforts are effectively managed.

2916 Ford, D. and C. Ryan. 1981. Taking Technology to Market. HBR 59 (March-April, no. 2): 117126.
Corporate management of technology requires careful planning with its technology, markets and developmental activities. R&D activities must be coordinated to ensure an optimum linkage between a companys product and process technologies.

2908 Elder, T. 1989. New Ventures: Lessons from


Xerox and IBM. HBR 67 ( July-August, no. 4): 146154.
[For the Managers Bookshelf Feature] Elder reviews Chposky and Leonsiss Blue Magic and Smith and Alexanders Fumbling the Future about IBM and Xerox.

2917 White, G. R. and M. B. W. Graham. 1978.


How to Spot a Technological Winner. HBR 56 (March-April, no. 2): 146152.
White and Graham offer a framework for top management to assess the strategic merit of technical innovations.

2909 Wheelwright, S. C. and W. E. Sasser, Jr. 1989. The New Product Development Map. HBR 67 (May-June, no. 3): 112127.
To aid new product launches, Wheelwright and Sasser developed a map to provide management with a better sense of where to go with their new products in a way that sharpens their sense of where theyve been.

2918 Dean, J. 1976. Pricing Policies for New Products. HBR 54 (November-December, no. 6): 141153.
[HBR Classic Feature] Dean describes why it is crucial for marketers to examine consumer preferences and engage in feasibility studies when pricing their new products.

2910 Krubasik, E. G. 1988. Customize Your Product Development. HBR 66 (November-December, no. 6): 4652.
[Special Report Feature] For Krubasik, the best way to develop a product is contingent on the opportunity cost and the entry risk that a situation presents.

2919 Klompmaker, J. E., G. D. Hughes and R. I. Haley. 1976. Test Marketing in New Product Development. HBR 54 (May-June, no. 3): 128 138.
Klompmaker and his coauthors discuss how to implement test marketing, what its aims should be, and then to what use the test market should be put.

2911 Takeuchi, H. and I. Nonaka. 1986. The


New New Product Development Game. HBR 64 ( January-February, no. 1): 137146.
Companies are realizing that the traditional, sequential approach to developing new products will not succeed in todays fast-paced and ercely competitive new product environment.

2920 Davidson, J. H. 1976. Why Most New Consumer Brands Fail. HBR 54 (March-April, no. 2): 117122.
Davidson demonstrates why most new consumer brands fail. In essence, unless a new brand is cheaper or better than its competitors, it probably will not survive.

2912 Shanklin, W. L. and J. K. Ryans, Jr. 1984.


Organizing for High-Tech Marketing. HBR 62 (November-December, no. 6): 164171.
Shanklin and Ryans discuss how companies can forge long-term links between their marketing and researchand-development efforts.

2921 Cadbury, N. D. 1975. When, Where, and


How to Test Market. HBR 53 (May-June, no. 3): 96105.
Cadbury wonders if test marketing is really necessary.

2913 McDonough, E. F., III and F. C. Spital. 1984. Quick-Response New Product Development. HBR 62 (September-October, no. 5): 5258.
McDonough and Spital explain why rms should mobilize their product development efforts by granting it high visibility.

2922 Zarecor, W. D. 1975. High-Technology


Product Planning. HBR 53 ( January-February, no. 1): 108115.
Intuition can help a company when growth levels off or if new products seem to be the only solution. Zarecor contends, however, that market analysis and the denition of product goals are the best sources for new product ideas.

2914 von Hippel, E. 1982. Get New Products

189
2923 Merims, A. M. 1972. Marketings Stepchild: Product Publicity. HBR 50 (November-December, no. 6): 107113.
Few companies integrate product publicity into their marketing plans. Much of this stems from inadequate planning and communication, failure to set goals, insufcient distribution of publicity materials, and little effort devoted to scientically measuring the contribution of these efforts.

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Cycle. HBR 43 (November-December, no. 6): 81 94.


A successful new product strategy includes a plan for the timed sequence of conditional moves which would produce a longer, healthier product life for many goods.

2932 Lorsch, J. W. and P. R. Lawrence. 1965. Organizing for Product Innovation. HBR 43 ( JanuaryFebruary, no. 1): 109122.
Lorsch and Lawrence studied some conicting patterns of teamwork between two companies and discovered how difcult it is to coordinate the research, sales, and production efforts when developing new products and processes.

2924 Sorenson, R. Z., II. 1972. U.S. Marketers


Can Learn from European Innovators. HBR 50 (September-October, no. 5): 8999.
Though Europe lags in transferring research into products, it does not lag behind the United States with its innovative packaging and marketing skills. Sorenson encourages American managers to look at Europe for innovative ideas and marketing assistance.

2925 Hanan, M. 1969. Corporate Growth Through Venture Management. HBR 47 ( January-February, no. 1): 4361.
Hanan describes an approach known as venture management for solving problems relevant to new product development and generating market penetration.

2933 Scheuble, P. A., Jr. 1964. ROI for NewProduct Planning. HBR 42 (November-December, no. 6): 110120.
Scheuble nds that realistic evaluations can be done on new products if one reorganizes their accounting notions and engages in return on investment [ROI] analysis.

2934 Greyser, S. A. 1964. The Case of the Unproductive Products. HBR 42 ( July-August, no. 4): 2030, 160172.
[Problems in Review Feature] New products are laden with problems that often generate nancial loses. Still, they are a critical activity for most rms to pursue.

2926 Dusenbury, W. 1967. CPM for New Product Introductions. HBR 45 ( July-August, no. 4): 124139.
The critical path method may turn out to be as useful in marketing as has been the case with technical development. Dusenbury describes the Diamond Alkali Companys with this method in terms of speed, management control, and improved communications when launching new products.

2935 Stewart, J. B. 1959. Functional Features in


Product Strategy. HBR 37 (March-April, no. 2): 6578.
Stewart describes why a products functional features are so misunderstood by consumers.

2927 Hamburg, M. and R. J. Atkins. 1967. Computer Model for New Product Demand. HBR 45 (March-April, no. 2): 107115.
Hamburg and Atkins offer a future sales levels forecasting model to guide marketing decisions for a new product during its early stages.

2936 Howard, J. A. 1959. Coordinating Product Development. HBR 37 ( January-February, no. 1): 3336, 150156.
[Looking Around Feature] Howard engages in a literature review relevant to new product development.

2928 Adler, L. 1966. Symbiotic Marketing. HBR


44 (November-December, no. 6): 5971.
Adler describes how many companies make use of the exibility and power from pooled efforts with competitors with regards to new opportunities.

2937 Johnson, S. C. and C. Jones. 1957. How to Organize for New Products. HBR 35 (May-June, no. 3): 4962.
Johnson and Jones describe an organizational process that every company should engage in when launching a new product line.

2929 Cooper, A. C. 1966. Small Companies Can


Pioneer New Products. HBR 44 (September-October, no. 5): 162179.
[Problems in Review Feature] Coopers study of ve small manufacturers shows how R & D problems are not insurmountable for developing more advanced products.

2938 Dean, J. 1950. Pricing Policies for New Products. HBR 28 (November, no. 6): 4553.
Dean sees it crucial for marketers to explore consumer preferances and engage in feasibility studies when attempting to price new products.

2939 Adams, R. G. 1934. Teletypewriter Service on an Exchange Basis. HBR 12 ( July, no. 4): 498505.
The American Telephone & Telegraph (AT&T) company launched a new teletypewriter invention. AT&Ts corporate subscribers can now carry out direct written communication in real-time with their branch ofces or with other subscribers. Adams is intrigued in how the teletypewriter will be marketed by AT&T particularly in how the invention can be utilized by its end-users.

2930 Levitt, T. 1966. Innovative Imitation. HBR 44 (September-October, no. 5): 6370.
Levitt argues that American business needs to engage in systematic initiative thinking in the same manner it does with innovative thinking.

2931 _____. 1965. Exploit the Product Life

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Rao and his coauthors contend that the best defense in a price war is to emphasize some other options for protecting market share such as: (i) competing on quality rather than price; (ii) alerting customers to the negative aspects of low-priced opposition; (iii) revealing ones strategic intention and capabilities; and nally (iv) seeking the support from interested third parties.

Pricing Strategies and Decisions


2940 Bala, V. and J. Green. 2007. Charge What Your Products Are Worth. HBR 85 (September, no. 9): 2222.
[Forethought Feature] Bala and Green describe how the perceived benets of a product can be charted in conjunction to a specic price.

2941 Geisman, J. and J. Maruskin. 2006. A Case


for Discount Discipline. HBR 84 (November, no. 11): 3032.
[Forethought Feature] Geisman and Maruskin discuss ways for companies to control and manage how their negotiated discounts are distribtuted; a practice that few rms practice.

2949 Blackburn, A. and M. Halprin. 1998. The Case of the Protless PC. HBR 76 (November-December, no. 6): 2846.
[HBR Case Study Feature] Blackburns case study explores how personal computer manufacturers can make money in an increasingly price-competitive consumer market.

2950 Cooper, R. and W. B. Chew. 1996. Control


Tomorrows Costs Through Todays Designs. HBR 74 ( January-February, no. 1): 8898.
Companies historically applied a cost-plus approach to their pricing decisions. High prices are charged anytime a product is initially released. They are lowered when production or supply increases. In todays market and technological environment, a rm must set its cost from the outset using techniques such as target costing (i.e., determining how much customers are willing to pay for a product and then designing the product within those parameters).

2942 Anderson, E. and D. Simester. 2003. Mind


Your Pricing Clues. HBR 81 (September, no. 9): 96103.
Consumers know when theyre receiving a bargain from the signals they receive from retailers. Retailers, however, often mismanage these cues. Anderson and Simester describe how these cues are powerful tools for guiding ones purchasing decisions.

2943 Gourville, J. and D. Soman. 2002. Pricing and the Psychology of Consumption. HBR 80 (September, no. 9): 9096.
Few executives realize how pricing affects the consumption of their product. Gourville and Soman explain why the relationship between pricing and consumption should form the core of customer strategy.

2951 Dolan, R. J. 1995. How Do You Know When the Price Is Right? HBR 73 (September-October, no. 5): 174183.
[Managers Tool Kit Feature] Setting the price of a good or service is often a difcult and uncertain process. Dolan addresses the many considerations that are needed when determining these prices.

2944 Srinivasan, S., K. Pauwels, D. Hanssens and M. Dekimpe. 2002. Who Benets from Price Promotions? HBR 80 (September, no. 9): 2223.
[Forethought Feature] Although a temporary discount can generate a great deal of customer excitement, its impact on revenue can be short-lived. Srinivasan and her coauthors describe why promotional efforts need to be tactical.

2952 Marn, M. V. and R. L. Rosiello. 1992. Managing Price, Gaining Prot. HBR 70 (SeptemberOctober, no. 5): 8494.
The most effective way for a rm to capture its maximum prot is to get its pricing right. Marn and Rosiello describe why a 1 percent increase in price leads to an 11.1 percent increase in operating prot.

2945 Urbany, J. E. 2001. Are Your Prices Too Low? HBR 79 (October, no. 9): 2627.
[Forethought Feature]Urbany describes why pricing managers set prices too low which saps their companys prot margins.

2953 Kovac, E. J. and H. P. Troy. 1989. Getting Transfer Prices Right: What Bellcore Did. HBR 67 (September-October, no. 5): 148154.
[Getting Things Done Feature] Bellcore rectied some glaring inequities that surfaced with their current chargeback system.

2946 McNealy, S. 2001. Welcome to the Bazaar.


HBR 79 (March, no. 3): 1819.
[Forethought Feature] As CEO of Sun Microsystems, McNealy discusses how some new pricing models will make the supply chain more efcient.

2954 Karr, M. 1988. The Case of the Pricing Predicament. HBR 66 (March-April, no. 2): 1020.
[HBR Case Study Feature] Karrs case study explores whether a machine-tool companys pricing structure can withstand the pressure from new competition and more demanding customers.

2947 Baker, W., M. Marn and C. Zawada. 2001.


Price Smarter on the Net. HBR 79 (February, no. 2): 122126.
[Best Practice Feature] Baker and his coauthors describe how the Internet enables rms to test different prices and gauge customer responses.

2948 Rao, A. R., M. E. Bergen and S. Davis. 2000.


How to Fight a Price War. HBR 78 (March-April, no. 2): 107116.

2955 Ross, E. B. 1984. Making Money with Proactive Pricing. HBR 62 (November-December, no. 6): 145155.
To develop a proactive pricing strategy, rms must know how to analyze data about its customer base, competition and the economics of their industry.

191
2956 Jackson, B. B. 1980. Manage Risk in Industrial Pricing. HBR 58 ( July-August, no. 4): 121133.
Jackson provides an analytical framework for manufacturers to apply toward major uctuations in commodity prices.

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Pricing Policy. HBR 41 (March-April, no. 2): 20 30, 172173.


[Keeping Informed Feature]Peterson reviews Gardiner Meanss new book, Pricing Power and the Public Interest.

2957 Farris, P. W. and D. J. Reibstein. 1979. How


Prices, Ad Expenditures, and Prots Are Linked. HBR 57 (November-December, no. 6): 173184.
Farris and Reibstein illustrate the correlation that exists between prices, advertising expenditures and protability.

2966 Grifn, C. E. 1960. When Is Price Reduction Protable. HBR 38 (September-October, no. 5): 125132.
In industries such as automobile manufacturing, price reductions do not generate greater market demand since price elasticity is not as great as many believe.

2958 Shapiro, B. P. and B. B. Jackson. 1978. Industrial Pricing to Meet Customer Needs. HBR 56 (November-December, no. 6): 119127.
Shapiro and Jackson develop a framework to help management make pricing decisions in a manner that balances the products price to its perceived benets.

2967 Oxenfeldt, A. R. 1960. Multi-Stage Approach to Pricing. HBR 38 ( July-August, no. 4): 125133.
Oxenfeldt offers six steps for executives seeking a longrange, policy-oriented approach to their pricing structures.

2959 Fuss, N. H., Jr. 1975. How to Raise PricesJudiciously-To Meet Todays Conditions. HBR 53 (May-June, no. 3): 1012, 164.
[Ideas for Action Feature] Fuss describes how todays climate of ination, chronic shortages, and stagnation makes implementing effective pricing strategies more difcult than ever.

2968 Dean, J. 1955. Decentralization and Intracompany Pricing. HBR 33 ( July-August, no. 4): 6574.
Dean describes why decentralized organizational structures have two intertwined features: prot centers and competitive transfer prices.

2960 Reynolds, A. 1974. A Kind Word for Cream


Skimming. HBR 52 (November-September, no. 6): 113120.
Reynolds explains the concept of cream skimming and emphasizes that what might look like a predatory price is often a fair price.

2969 Greer, H. C. 1952. Cost Factors in PriceMaking. HBR 30 ( July-August, no. 4): 3345.
Greer describes how cost, price and volume are so intertwined with regards to ones pricing decisions.

2970 Hansen, H. L. and P. Niland. 1952. Esso


Standard: A Case Study in Pricing. HBR 30 (MayJune, no. 3): 114132.
Hansen and Niland describe how Esso Standard Oil Company, a price leader in the oil industry, helped prevent oil prices from rising as a way to stem inationary pressures.

2961 Shapiro, B. P. 1968. Psychology of Pricing.


HBR 46 ( July-August, no. 4): 1425, 160.
[Keeping Informed Feature] Shapiro pursues the following: (i) whether consumers really know the prices of common goods; (ii) if prices are indicative as to the quality of that good; and (iii) at what point are competing goods judged by their prices.

2971 Learned, E. P. 1948. Pricing of Gasoline: A Case Study. HBR 26 (November, no. 6): 723756.
Standard Oil of Ohio, a price leader in the gasoline industry, allowed Learned to examine company records to determine how they developed their pricing structure.

2962 Oxenfeldt, A. R. 1966. Product Line Pricing. HBR 44 ( July-August, no. 4): 137144.
Marketing managers typically develop prices that increase the sales of the other products they offer. Hence, demand for a rms product line is often interrelated.

2972 Bliss, C. A. 1948. Some Field Notes on Freight Absorption. HBR 26 (November, no. 6): 656670.
Bliss interviewed company executives to determine if their pricing strategies will change in light of the Supreme Courts recent basing point decisions.

2963 Hinkle, C. L. 1965. The Strategy of Price Deals. HBR 43 ( July-August, no. 4): 7585.
Hinkles ve year study on consumers and their purchasing decisions sheds insight into the role of promotion in conjunction to the pricing strategies of retailers.

2973 Cassady, R., Jr. and E. T. Grether. 1943. Locality Price Differentials in the Western Retail Grocery Trade. HBR 21 (Winter, no. 2): 190206.
Cassady and Grether investigate whether grocery chains are driving out rivals through price cutting in urban markets west of the Mississippi River.

2964 Sampson, R. T. 1964. Sense and Sensitivity


in Pricing. HBR 42 (November-December, no. 6): 99105.
Sampson offers a price-sensitivity model to enable corporate decision-makers to structure their pricing decisions in a more strategic and meaningful manner.

2974 Dean, J. 1942. Direct Control of Machinery Prices. HBR 20 (Spring, no. 3): 277289.
Many inherent problems exist with the heavy machine industrys pricing structure. Dean contends that this is an industry fraught with vague pricing structures along with

2965 Peterson, W. H. 1963. Divergent Views on

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2984 The Waldman Company. 1929. HBR 7 (April, no. 3): 362366.
[HBR Case Study Feature] The Waldman Company manufactures pleasure automobiles. Demand in the early 1920s was heavy. Production reached unprecedented levels. A 1923 recession triggered high levels of unsold cars. This study examines whether upper management should heed its sales departments advice and reduce the automobiles price.

an informal pattern of discounting that makes price administration and product comparisons impossible.

2975 Phillips, C. F. 1941. Price Policies of Food Chains. HBR 19 (Spring, no. 3): 377388.
Phillips sees it critical to know the methods and policies that chain stores utilize when establishing prices when comparing prices between chain and independent stores.

2976 Hansen, H. 1941. Premium Advertising. HBR 19 (Winter, no. 2): 185196.
Hansen traces the use of premiums and coupons on low-priced, packaged consumer goods.

2985 Price Revision in Falling Markets. 1928.


HBR 6 (April, no. 3): 359366.
[HBR Case Study Feature] The Drayton Piano Company, Dameron Shoe Company, and The Avalon Company cases illustrate the complexities in reducing ones prices to meet changing economic or marketing conditions.

2977 Copeland, M. T. 1940. Price Trends of Industrial Chemicals. HBR 18 (Summer, no. 4): 437 447.
Copeland investigates how chemical prices are responding to new materials or processes and rapid expansion taking place throughout this industry.

2986 A Problem in Cash Discount. 1927. HBR 6 (October, no. 1): 110113.
[HBR Case Study Feature] This case study examines whether the freight costs incurred by the National Manufacturing Company should be factored into the amount of cash discounts the company offers for expeditious payment.

2978 Nickerson, C. B. 1940. The Cost Element in


Pricing. HBR 18 (Summer, no. 4): 417428.
Nickerson describes the relationship between cost and ones selling price.

2979 Vanderblue, H. B. 1939. Pricing Policies in


the Automobile Industry: Incidence of Demand. HBR 18 (Autumn, no. 1): 6481.
Vanderblue examines whether General Motors automobile prices are excessively rigid.

2987 Policy of a Shoe Manufacturer with Regard to Special Orders. 1925. HBR 3 (April, no. 3): 348 356.
[HBR Case Study Feature] The Darrow Shoe Company will special-order pairs of shoes to retain customer good will. The cost for this is $1.00 more than the selling price of shoes made in the usual manner. This case study examines whether the Darrow Shoe Company should factor in more of its production costs for its branded shoes.

2980 _____. 1939. Pricing Policies in the Automobile Industry. HBR 17 (Summer, no. 4): 385401.
Vanderblue examines three inter-related issues that must be factored in when determining the cost for an automobile: (i) what will the automobile cost to manufacture; (ii) what will the market pay for it; and (iii) in what quantity can it be sold at the price that one establishes?

2988 David, D. K. 1923. Retail Merchandising in Relation to General Business Conditions. HBR 2 (October, no. 1): 3742.
David describes how retailers, as the last step in the distribution process, bear the brunt of criticism from consumers whenever prices are increased.

2981 Taylor, M. D. 1934. Prices of Branded Grocery Commodities During the Depression. HBR 12 ( July, no. 4): 437449.
Taylor replicated an earlier study on brand-name consumer goods prices between independent merchants and chain store operations in the Durham, North Carolina metropolitan area.

Product Life Cycles


2989 Shapiro, B. P. 1989. The Case of the Tech Service Tangle. HBR 67 ( July-August, no. 4): 14 26.
[HBR Case Study Feature] Shapiros case study involves an Industrial Chemical Companys Pigments Division whose sales curves on its successful product lines have now attened.

2982 Wheeler, C. T. 1932. Dollar Books: A Pricing Experiment. HBR 10 (April, no. 3): 341347.
Wheeler discusses a promotional scheme that some book publishers are engaging in to broaden the book market in spite of ardent opposition from the bookseller industry.

2983 Williams, A. F. 1930. The Problem of the


Furniture Retailer. HBR 8 ( July, no. 4): 460467.
Furniture factories have operated at 65 percent of capacity since 1926. Williams discusses two ways to increase output which involve slashing prices as well as engaging in installment selling.

2990 Potts, G. W. 1988. Exploit Your Products


Service Life Cycle. HBR 66 (September-October, no. 5): 3236.
[Ideas for Action Feature] The service life cycle covers products in need of maintenance. Potts describes how the computer maker, Data General Corporation, assigns its computers into four stages. Each of these stages has its own challenges such as whether service prices

193
should rise or whether to increase ones inventory of spare parts.

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2991 Tyebjee, T. T., A. V. Bruno and S. H. McIntyre. 1983. Growing Ventures Can Anticipate Marketing Stages. HBR 61 ( January-February, no. 1): 6266.
Every rm passes through a four-stage marketing development process. Successful companies, however, plan for each stage instead of haphazardly reacting to them.

volves a public relations nightmare triggered by a baby stroller accident involving the infant child of a prominent celebrity.

2999 Dye, R. 2000. The Buzz on Buzz. HBR 78 (November-December, no. 6): 139146.
Word-of-mouth promotion is a potent force that can catapult products from obscurity to achieving commercial success. Dye explains how this buzz can shape a market, particularly as globalization and brand proliferation grow in signicance.

2992 Hayes, R. H. and S. C. Wheelwright. 1979.


Link Manufacturing Process and Product Life Cycles. HBR 57 ( January-February, no. 1): 133140.
Products pass through a series of major stages. The production process used in the manufacture of a particular product does the same in how it begins with a uid process that is highly exible but not cost efcient.

3000 Berkeley, S. 2000. Web Attack. HBR 78


(September-October, no. 5): 2020.
[Forethought Feature] Anti-business agitators are gaining the upper-hand against their targeted corporations by using the world-wide web (www). Berkeley argues how rms would be far shrewder if their web sites were used to deect these attacks.

2993 Davidson, W. R., A. D. Bates and S. J. Bass. 1976. The Retail Life Cycle. HBR 54 (NovemberDecember, no. 6): 8996.
Davidson and his coauthors examine whether Malcolm McNairs wheel of retailing theories have stood the test of time and then compare those theories to more contemporary theories.

3001 Sommenfeld, S. 1994. Media Policy: What


Media Policy? HBR 72 ( July-August, no. 4): 1832.
[HBR Case Study Feature] Sommenfelds case study examines a public-relations catastrophe from a donation that was unwittingly funneled to a radical prolife group.

2994 Dhalla, N. K. and S. Yuspeh. 1976. Forget


the Product Life Cycle Concept! HBR 54 ( January-February, no. 1): 102112.
Everything in the marketplace is presumed to be mortal [i.e., brands are born, grow lustily, attain maturity, and then enter their declining years before being buried]. Dhalla and Yuspeh believe management, too often, cannibalizes brands that could still be protable. An information system should also be developed to track a particular brand.

3002 Johnson, P. T. 1993. How I Turned a Critical Public into Useful Consultants. HBR 71 ( January-February, no. 1): 5666.
[First Person Feature]Johnson describes how Bonneville Power Administrations customers participated in the utility companys decision-making process and how this improved operations, created good will and generated better corporate decisions.

2995 Case, H. M. 1966. Designed Decay. HBR 44 ( January-February, no. 1): 126131.
Case argues that products and systems should be constructed to last the shortest feasible time.

3003 Kay, J. H. 1989. Corporate Architecture from the Outside In. HBR 67 (March-April, no. 2): 166172.
[For the Managers Bookshelf Feature] In reviewing Waltons Architecture and the Corporation, Kay describes the impact that architectural design has on boosting employee morale and enhancing a rms image.

Public Relations
2996 Martin, D. 2003. Gilded and Gelded: Hard-Won Lessons from the PR Wars. HBR 81 (October, no. 10): 4454.
[First Person Feature] While image consultants and executives work to gild a companys image, Martin describes how special interest groups and the media geld a company with countless little cuts.

3004 OConnor, J. T. 1988. Architecture: Building Corporate Symbols. HBR 66 (September-October, no. 5): 131133.
OConnor describes the economic impact and symbolism that American urban architecture represents with its symbolism, particularly from the standpoint of the skyscrapper.

3005 Ewing, D. W. 1983. Case of the Rogue Division. HBR 61 (May-June, no. 3): 166184.
[HBR Case Study Feature] Ewings case study focuses on a companys ability to persevere through embarrassing revelations.

2997 Kirby, J. 2002. The Skeleton in the Corporate Closet. HBR 80 ( June, no. 6): 3548.
[HBR Case Study Feature] Kirbys case study involves a CEO who needs to decide whether a newly discovered document will destroy the companys culture of integrity and as a fair-dealing corporate citizen.

3006 Kelley, D. 1982. Critical Issues for Issue Ads. HBR 60 ( July-August, no. 4): 8087.
Kelley describes the benets of business advocacy campaigns so that business can both improve its image and challenge the assumptions of its critics. These advertisements, however, must focus on individual rights as well as the moral rectitude of the organization.

2998 Fryer, B. 2001. When No News Is Good News. HBR 79 (April, no. 4): 3949.
[HBR Case Study Feature] Fryers case study in-

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Galbraith questions why business is so preoccupied in defending its merits to the general public whose essentially indifferent to these efforts.

3007 Stevens, A. 1981. Brandstanding: LongLived Product Promotion. HBR 59 (May-June, no. 3): 5458.
[Ideas for Action Feature] Product publicity can achieve the same long-term benets and continued exposure as advertising and is well-suited for promoting brand lines that have a longer life than individual products.

3017 Pimlott, J. A. R. 1953. Public Relations Down to Earth. HBR 31 (September-October, no. 5): 5060.
Pimlott discusses the extent to which management should rely on public relations specialists for guidance.

3008 Banks, L. 1978. Taking on the Hostile


Media. HBR 56 (March-April, no. 2): 123130.
The medias antagonism towards business ourishes anytime companies are passive in responding to unwarranted criticism,

3018 Brown, J. J. 1952. A Neglected Audience in Public Relations. HBR 30 ( January-February, no. 1): 105109.
Two types of audience groups exist with corporate public relations efforts. The rst is the general public in which the brunt of public relations efforts are directed at. The second, who Brown explains is neglected, are professionals such as ministers, journalists, ministers, academics who have the ability to inuence the publics perceptions on a given issue.

3009 Burger, C. 1975. How to Meet the Press.


HBR 53 ( July-August, no. 4): 6270.
Burger provides suggestions to executives for explaining a situation from a companys standpoint in either the print or broadcast media.

3010 Mason, R. S. 1974. Whats a PR Director


For, Anyway? HBR 52 (September-October, no. 5): 120126.
It is essential for top management to determine what a public relations directors role, responsibilities and their reporting relationships are prior to lling the position.

3019 Pinkerton, W. M. 1950. Businessmen and


the Press. HBR 28 (May, no. 3): 2532.
Corporate management now interacts with the media far more than they ever did. While this presents exciting opportunities, Pinkerton describes some likely problems for executives to be cognizant of.

3011 Henry, K. 1967. Perspective on Public Relations. HBR 45 ( July-August, no. 4): 1434, 162 165.
[Keeping Informed Feature] Henry points out how important changes relevant to public relations are transpiring.

Purchasing Groups
3020 Hardy, K. G. and A. J. Magrath. 1987. Buying Groups: Clout for Small Businesses. HBR 65 (September-October, no. 5): 1624.
[Growing Concerns Feature] In a price sensitive marketing environment, small market wholesalers, retailers and manufacturers have found buying groups to be an effective way to counter the giants.

3012 Finn, D. 1961. The Price of Corporate Vanity. HBR 39 ( July-August, no. 4): 135143.
Public relations can be a vital social force in bringing honest criticism and dynamic leadership to the forefront.

3013 Nossiter, B. D. 1959. Managements Cracked Voice. HBR 37 (September-October, no. 5): 127133.
Management is eager to make its case before a public increasingly deaf to business-sponsored pronouncements. As such, Nossiter contends it must learn to cope with the changing winds of public opinion.

3021 Burt, D. N. and W. R. Soukup. 1985. Purchasing Role in New Product Development. HBR 63 (September-October, no. 5): 9097.
Burt and Soukup describe how rms can improve their chances of successfully launching a new product if the expertise of their purchasing departments is tapped.

3014 Bird, C. and T. D. Yutzy. 1957. You Have to


Manage Public Relations. HBR 35 (November-December, no. 6): 5965.
Bird and Yutzy discuss how challenging it is to engage in internal public relations and develop an in-house publication.

3022 Suss, W. H. 1984. How to Sell to Uncle Sam.


HBR 62 (November-December, no. 6): 136144.
By being systematic, Suss contends that companies of all sizes can prosper if they tap the federal market.

3015 Yutzy, T. D. and S. Williams. 1955. New


Perspectives on Public Relations. HBR 33 (MayJune, no. 3): 7583.
Yutzy and Williams feel that management too often accepts the need for public relations before appreciating whether it can make a positive difference and if its worth the asking price.

3023 Kraljic, P. 1983. Purchasing Must Become Supply Management. HBR 61 (September-October, no. 5): 109117.
Many companes are in denial on whether natural scarcity and political turbulence can affect their materials supplies. Kraljic advises all companies to assess their vulnerability to supply disruptions and develop strategies to allow maximum exibility.

3024 Ammer, D. S. 1974. Is Your Purchasing Department a Good Buy. HBR 52 (March-April, no. 2): 3642, 154157.
[Probing Opinions Feature] Ammers study re-

3016 Galbraith, J. K. 1954. The Defense of Business: A Strategic Appraisal. HBR 32 (March-April, no. 2): 3743.

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veals a gap between top managements perception of purchasing and what purchasing agents perceive their roles to be.

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ment in department store merchandising involves group buying or cooperative buying by non-competing department stores.

3025 Hannah, P. F. 1964. Government Buying


Erodes Management. HBR 42 (May-June, no. 3): 5362.
Few executives are cognizant on how their middle and lower-level managers have ceded control to government auditors and government purchasing agents.

3034 White, W. L. 1928. Cooperative Retail Buying in the Drug and Grocery Trades. HBR 7 (October, no. 1): 5967.
White explains how the aim of cooperative buying is to reduce purchasing costs, control distribution channels and develop private brands.

3026 Crowther, J. F. 1964. Rationale for Quantity Discounts. HBR 42 (March-April, no. 2): 121 127.
Crowther provides a logical method for developing discount schedules as opposed to the intuitive, illogical methods that only produce a costly and inconsistent price structure.

3035 Centralized Purchasing. 1928. HBR 6 (April, no. 3): 343351.


[HBR Case Study Feature]Two ctitious rms are analyzed with regards to the economies and diseconomies that result from combining common purchases.

3027 Ammer, D. S. 1962. Realistic Reciprocity. HBR 40 ( January-February, no. 1): 116124.
Reciprocity agreements generate more sales revenue than most executives admit. They also create serious economic, ethical, and legal problems.

Retailing, Selling and Promotion Issues


3036 Beck, A. and C. Peacock. 2007. Lessons from the Leaders of Retail Loss Prevention. HBR 85 (November, no. 11): 3434.
[Forethought Feature] Beck and Peacock describe nine practices that a handful of companies (e.g., Target, Limited Brands and Best Buy) are utilizing to limit their loses from theft, spoilage and other damage.

3028 England, W. B. 1959. Information About Procurement. HBR 37 ( July-August, no. 4): 3740, 158160.
[Looking Ahead Feature] One road to enhancing ones cost structure, sales and protability stems from the purchasing process. England assesses the books, pamphlets and articles produced on this topic.

3037 OConnell, A. 2007. Improve Your Return on Returns. HBR 85 (November, no. 11): 3034.
[Forethought Feature] Most retailers see returned merchandise as a nuisance. OConnell disputes this. Liberal return policies enhances customer loyalty as well as company protability.

3029 Duncan, D. J. 1940. What Motivates Business Buyers? HBR 18 (Summer, no. 4): 448454.
Duncan describes the wide array of inuences that operate in a purchasing agents organization based on a survey of 400 members from the National Association of Purchasing Agents.

3030 Thorndike, E. L. 1939. Relation Between


the Quantity Purchased and the Price Per Unit. HBR 17 (Winter, no. 2): 209221.
Thorndike contends that many businesses are oblivious to the benet from offering price discounts based on bulk purchases.

3038 McGovern, G. and Y. Moon. 2007. Companies and the Customers Who Hate Them. HBR 85 ( June, no. 6): 7884.
By encouraging customers to make bad purchases, too many companies depend on their most dissatised customers. These tactics simply fuel customer discontent and generate bad publicity. McGovern and Moon also offer ways for companies to reduce this vulnerability which will enhance their competitive advantage.

3031 Lewis, H. T. 1932. Purchasing in Relation to


Industrial Marketing. HBR 10 ( January, no. 2): 181 191.
The responsibilities facing purchasing directors are greater today than ever before; all of which enhance the department.

3039 Rose, S. 2007. Back in Fashion: How Were Reviving a British Icon. HBR 85 (May, no. 5): 51 58.
[First Person Feature] Marks & Spencer [the London department store] had a net income in 1998 that was greater than 1 billion British pounds. Since then, their net income has dwindled. Rose, named CEO in 2004, describes how the company lost sight of what made it great and what is being done to bring it back to its 1998 level of protability.

3032 Learned, E. P. 1929. Quality Buying from the Sellers Point of View. HBR 8 (October, no. 1): 5768.
The increasing size and number of large buyers poses an enormous challenge to the pricing strategies and volume discounts offered by manufacturers in conjunction to their other market segments.

3040 McGoldrick, P. J. and P. M. Barton. 2007.


High-Tech Ways to Keep Cupboards Full. HBR 85 (March, no. 3): 2122.
[Forethought Feature] Most households never stock impulse items on a consistent basis. As such, consumer goods companies face challenges in keeping their

3033 Department Store Buying. 1929. HBR 7 (April, no. 3): 375382.
[HBR Case Study Feature]An interesting develop-

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Right Mix of Bricks & Clicks. HBR 78 (May-June, no. 3): 107116.
Gulati and Garino nd that success in this new economy goes to those who can execute clicks-and-mortar strategies that bridge the physical and virtual worlds. Management must determine what level of integration that makes sense for their company.

products stocked in peoples homes. McGoldrick and Barton describe technological developments such as RFID tags that can be used to notify consumers whenever they are running low on a particular beverage or snack food.

3041 Nunes, J. C. and X. Dreze. 2006. Your Loyalty Program Is Betraying You. HBR 84 (April, no. 4): 124131.
[Tool Kit Feature]Loyalty programs help rms maintain their best customers. Nunes and Dreze examine what successful loyalty programs encompass and why many loyalty programs fail.

3048 Metters, R., M. Ketzenberg and G. Gillen. 2000. Welcome Back, Mom and Pop Networks of Small Stores. HBR 78 (May-June, no. 3): 2426.
[Forethought Feature]Mega-stores may provide broader product selection and lower costs. However, by networking, smaller retailers can replicate big-store advantages and offer greater convenience to shoppers.

3042 Rigby, D. K. and V. Vishwanath. 2006. Localization: The Revolution in Consumer Markets. HBR 84 (April, no. 4): 8292.
Standardizing a retailers product lines, along with its retail outlets, has long been a powerful consumer market strategy. Rigby and Vishwanath nd that standardization is reached the point of diminishing returns. Product manufacturers and retailers must cater to local differences while, at the same time, maintaining scale efciencies. A customization-by-clusters strategy is surfacing as an effective solution.

3049 van Heck, E. 2000. The Cutting Edge in


Auctions. HBR 78 (March-April, no. 2): 1819.
[Forethought Feature] Netherlands is the place to witness state-of-the-art auctions as opposed to eBay. Almost 60 percent of the worlds cut owers are sold through these Dutch auctions which are designed for speed since owers are highly perishable.

3043 Corsten, D. and T. Gruen. 2004. StockOuts Cause Walkouts. HBR 82 (May, no. 5): 26 28.
[Forethought Feature] Corsen and Gruen researched more than 600 retail outlets and found that stock-outs are far more costly than most retailers realize.

3050 Christensen, C. M. and R. S. Tedlow. 2000. Patterns of Disruption in Retailing. HBR 78 ( January-February, no. 1): 4245.
[Perspectives Feature] Retailing is about getting the right product to the right place at the right price and time. The manner in which retailers fulll that mission keeps changing because of what Christensen and Tedlow refer to as disruptive technologies. This enables innovative companies to create new models which alter the economics of their industry.

3044 Friend, S. C. and P. H. Walker. 2001. Welcome to the New World of Merchandising. HBR 79 (November, no. 10): 133141.
[Tool Kit Feature] Friend and Walker describe a new software package that helps retailers in predicting the desires of consumers who are often ckle. Retailers will better be able to buy and allocate merchandise, set the right prices and nd the right promotional mix on each item.

3051 Retailing: Confronting the Challenges That Face Brick-and-Mortar Stores. 1999. HBR 77 ( July-August, no. 4): 159168.
In a roundtable discussion, the heads of Marks & Spencer and Neiman Marcus assess whether the fundamental nature of retailing is changing because of online shopping.

3045 Schwalm, E. and D. Harding. 2000. Winning with the Big-Box Retailers. HBR 78 (September-October, no. 5): 2630.
[Forethought Feature] A manufacturer can thrive with its superstore accounts provided they offer focused and branded product lines in conjunction with a streamlined distribution channel apparatus that provides rapid replenishment. Schwalm and Harding emphasize of grasping how discount chain stores operate.

3052 Hart, C. W. L. 1988. The Power of Unconditional Service Guarantees. HBR 66 ( July-August, no. 4): 5462.
Strong service guarantees can be a marketing bonanza for producing more satised customers and generating higher sales revenue. Hart explains why the best guarantees are unconditional, meaningful and easy to understand.

3053 Schuster, T. F. 1987. A Breeze in the Face.


HBR 65 (November-Dcember, no. 6): 3642.
[Ideas for Action Feature] By overpromoting their brand name lines, too many retailers fritter away potential prots as customers learn not to buy at full price.

3046 Fisher, M. L., A. Raman and A. S. McClelland. 2000. Rocket Science Retailing Is Almost Here: Are You Ready? HBR 78 ( July-August, no. 4): 115124.
Most retailers ignore the consumer data that they accumulate. As such, consumer desires are not adequately being offered. Fisher and his coauthors describe rocket science retailing which blends the gut feelings of retailers with the prowess of information technology.

3054 Salmon, W. J. and K. A. Cmar. 1987. Private Labels Are Back in Fashion. HBR 65 (May-June, no. 3): 99106.
Salmon and Cmar examine the retail battles between national brands and private labels from the standpoint of the fashion industry. The authors also discuss how sophis-

3047 Gulati, R. and J. Garino. 2000. Get the

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ticated management information systems and changing consumer tastes led to this phenomena.

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3055 Kaikati, J. G. 1985. Dont Discount OffPrice Retailers. HBR 63 (May-June, no. 3): 8592.
Kaikati discusses off-price retailing for promoting nationally known brand names, particularly with apparel, footwear and accessories.

Doody nds that unusual opportunities exist when retailers are innovative and who do not engage in imitation. Retailers of this ilk are able to capitalize on the problems plaguing large-scale operators.

3064 Rich, S. U. and B. Portis. 1963. Clues for Action from Shopper Preferences. HBR 41 (MarchApril, no. 2): 132149.
Rich and Portis offer strategies for department store executives to utilize in combating the retail attacks of discounters.

3056 Quelch, J. A. and K. CanonBonventre.


1981. Better Marketing at the Point of Purchase. HBR 61 (November-December, no. 6): 162169.
Quelch and CannonBonventre describe what constitutes effective displays, packaging and sales promotion efforts on a showroom oor.

3065 Tallman, G. B. 1962. Retail Innovations Challenge Manufacturers. HBR 40 (SeptemberOctober, no. 5): 130143.
Since the end of World War II, retailers have coped with vast changes in consumer buying habits. Manufacturers, in turn, are increasingly forced to catch up with these retailers, particularly from the standpoint of distribution outlets.

3057 Quelch, J. A. and H. Takeuchi. 1981. Nonstop Marketing Fast Track or Slow? HBR 59 ( July-August, no. 4): 7584.
Quelch and Takeuchi believe that nonstore marketing or direct marketing has a promising future despite what some prognosticators forecast.

3058 Salmon, W. J., R. D. Buzzell and S. G. Cort. 1974. Today the Shopping Center, Tomorrow the Superstore. HBR 52 ( January-February, no. 1): 89 98.
Salmon, Buzzell, and Cort contend that the superstores will capture 50 percent of market share on routine purchases.

3066 Wittreich, W. J. 1962. Misunderstaning the Retailer. HBR 40 (May-June, no. 3): 147159.
Wittreich describes the differences between retailers and manufacturers in terms of their goals.

3067 Bright, J. R. 1960. Are We Falling Behind in


Mechanization? HBR 38 (November-December, no. 6): 93106.
Many of the most advanced production systems, machinery and equipment are imported from abroad. Bright believes it is time for American management to put new vigor into its mechanization efforts.

3059 Tillman, R. 1971. Rise of the Conglomerchant. HBR 49 (November-December, no. 6): 44 51.
Tillman explains how the next major retailing development will link several retailing styles under one corporate umbrella in a manner known as a merchandising conglomerate.

3068 Tallman, G. B. and B. Blostrom. 1960. Soft


Goods Join the Retail Revolution. HBR 38 (September-October, no. 5): 133143.
Tallman and Blostrom describe the self-service supermarket with its lower margins, better values for consumers, and what this portends for manufacturers of branded merchandise.

3060 Green, H. L. 1968. Investment Norms in


Chain Store Expansion. HBR 46 ( July-August, no. 4): 143147.
Return on investment techniques so useful in weighing alternative courses of action is not particularly practical for large retailers. Green stresses the importance of retailers developing their own set of standardized norms.

3069 Martineau, P. 1958. The Personality of the Retail Store. HBR 36 ( January-February, no. 1): 4755.
Martineau examines how a retailers image affects consumer behavior.

3061 Sturdivant, F. D. 1968. Better Deal for Ghetto Shoppers. HBR 46 (March-April, no. 2): 130139.
Sturdivant offers solutions for dealing with the bitterness and resentment that many African-Americans have toward retailers serving urban ghettos.

3070 Beem, E. R. 1957. Who Prots from Trading Stamps? HBR 35 (November-December, no. 6): 123.
Beems assesses the use of trading-stamps in the United States and the implications for the retail industry.

3062 Bingham, W. H. and D. L. Yunich. 1965. Retail Reorganization. HBR 43 ( July-August, no. 4): 129146.
Bingham and Yunich describe a host of organizational problems involved with the department store practice of multi-unit operations.

3071 McNair, M. P. and E. G. May. 1957. Pricing for Prot: A Revolutionary Approach to Retail Accounting. HBR 35 (May-June, no. 3): 105122.
McNair and May propose a new retail accounting and pricing structure known as merchandising management accounting for department stores which focuses on the contributions each department makes toward the stores overall protability.

3063 Doody, A. F. and W. R. Davidson. 1964. Growing Strength in Small Retailing. HBR 42 ( July-August, no. 4): 6979.

3072 Applebaum, W. and D. Carson. 1957. Super-

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Lewis describes the costs retailers incur when consumers leave their store without purchasing anything.

markets Face the Future. HBR 35 (March-April, no. 2): 123135.


The combination of relatively high labor costs, an abundance of food, and the willingness of retailers and consumers to experiment created the vibrant supermarket industry that now accounts for approximately 60 percent of grocery sales.

3081 Hower, R. M. 1940. Captain Macy. HBR 18 (Summer, no. 4): 472487.
Hower researched the life and times of Rowland H. Macy, founder of the R. H. Macy & Co. department store in New York City and likely the worlds rst department store.

3073 Alexander, R. S. and R. M. Hill. 1955. What to Do About the Discount House. HBR 33 ( January-February, no. 33): 5365.
Alexander and Hill address the discount house phenomenon with its emphasis on pricing strategies and razor thin margins.

3082 Burnham, E. A. 1940. The Department Store in Its Community. HBR 18 (Summer, no. 4): 455471.
Burnham investigates how metropolitan size affects the operating costs and other efciency measures of department stores.

3074 Holloway, R. J. 1955. Surveys of Retail Shopping. HBR 33 (March-April, no. 2): 131140.
[Looking Around Feature] Most retailers know branch stores are necessary, particularly as the suburbs are booming. With rules of thumb nonexistent, Holloway offers store executives advice on where to obtain assistance for making this expansion.

3083 Teele, S. F. 1939. Retailing: Facts and Theories. HBR 18 (Autumn, no. 1): 126132.
Teele reviews 28 books published over the last three years on retailing to gauge the trends which are transpiring throughout the profession.

3075 Burnham, E. A. 1955. Key Problem of Retail Store Selling. HBR 33 ( January-February, no. 1): 103118.
Burnham maintains that department store employment is typically the last resort for people with no special set of technical skills. As such, retailers have serious problems with weak and ineffective sales personnel.

3084 Chambers, R. W. 1938. Double Features as a Sales Problem. HBR 16 (Winter, no. 2): 226236.
When double features began in 1931, two movies for the price of one had strong appeal for movie goers. Chambers questions if the quality of American cinema hasnt suffered because Hollywood has had to mass produce movies to satisfy this double feature craving of movie goers and theater owners.

3076 England, W. B. 1953. Automatic Merchandising. HBR 31 (November-December, no. 6): 86 94.
Englands article probes whether automatic merchandising will revolutionize the retail industry from its excessive costs and waste.

3085 Burnham, E. A. 1938. Inuence of Size of Business on Department Store Operating Results. HBR 16 (Winter, no. 2): 211225.
In proportion to net sales, Burnhams research indicates that operating expenses in small-sized department stores are smaller than they are with moderate or large-sized department stores.

3077 McNair, M. P. and E. G. May. 1953. Department Store Expense Control. HBR 31 (MayJune, no. 3): 113127.
McNair and May explain how department stores lag behind manufacturers in their ability to control operating costs.

3086 Phillips, C. F. 1938. The Supermarket. HBR 16 (Winter, no. 2): 188200.
The middle 1930s gave rise to the supermarket phenomenon. Phillips describes three types of supermarkets as being: (i) the public market or full-concession type; (ii) mixed owner and concession operated type; and (iii) the complete owner operated or non-concession type.

3078 Daniels, A. H. 1951. Fashion Merchandising. HBR 29 (May, no. 3): 5160.
Fashion merchandising is composed of a variety of components which Daniels describes as: (i) knowing how much and what kind to buy; (ii) developing close working relations with key customers; and (iii) having knowledge of the nerve center of fashion merchandising through fashion shows to create the fashion air.

3087 Teele, S. F. 1936. Recent Literature on Retailing. HBR 14 (Spring, no. 3): 380385. 3088 Phillips, C. F. 1935. A History of the F. W. Woolworth Company. HBR 13 ( January, no. 2): 225236.
Phillips utilizes the F. W. Woolworth Company to illustrate the historical development of the American chain store.

3079 Burnham, E. A. 1949. Employee Productivity in Department Stores. HBR 27 ( July, no. 4): 480497.
Burnham describes how department stores and other retailers are plagued by employee productivity problems which ultimately haunts manufacturers and distributors who utilize this channel.

3089 Pearon, N. W. 1934. The Place of Shows in the Furniture Industry. HBR 12 ( July, no. 4). 491 497
Pearson explains how furniture show exhibits were rst established in Grand Rapids, Michigan where manufacturers and wholesalers were among the rst to develop compete lines in furniture.

3080 Lewis, H. F. 1949. Lost Sales Opportunities in Retailing. HBR 27 ( January, no. 1): 5361.

199
3090 Goodman, S. J. 1934. The Stock Turn Fetish. HBR 12 (April, no. 3): 370378.
Goodman maintains that stock turn rates are irrelevant and that far more emphasis is needed on the thoughts, diligence and imagination of merchants concerning their prots, sales volumes and expense ratios.

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3099 McNair, M. P. 1931. Department Store Rentals [Part Two]. HBR 9 (April, no. 3): 339347.
McNair examines the rental costs that department stores pay which are increasing despite plummeting net prots.

3091 Brock, J. L. 1934. Manufacturers Problem


of Returned Merchandise. HBR 12 ( January, no. 2): 253260.
A rampant problem throughout marketing is why retailers return merchandise to its manufacturer. Brock is particularly concerned with the impact of high end merchandise being returned.

3100 Wedemann, E. 1931. Detailed Outline of a Store Import Organization and Routine. HBR 9 ( January, no. 2): 225234.
Foreign merchandise can signicantly increase a department stores revenues and prots since it can be sold at high margins.

3092 Foster, E. D. 1934. Quick Freezing and the


Perishable Food Problem. HBR 12 ( January, no. 2): 243252.
Three-quarters of the American food supply is perishable. Foster contends that 40 percent of the ten billion dollars spent on food annually ends up spoiled and, subsequently, wasted.

3101 McNair, M. P. 1931. Department Store Rentals. HBR 9 ( January, no. 2): 178190.
McNair describes how rental amounts department stores pay continues to take a higher proportion of sales revenue.

3102 Hower, V. A. 1930. Department Store Importing. HBR 9 (October, no. 1): 101110.
American department stores are increasing their inventories of foreign merchandise; the belief being that this inventory can be sold at high margins.

3093 Bullock, C. J. 1933. Early History of the


Great Atlantic & Pacic Tea Company Since 1878. HBR 12 (October, no. 1): 5969.
Bullock discusses how the Great Atlantic & Pacic Teas expansion strategies differ from other chain store operations.

3103 Martin, B. F. 1930. The Independent et al. Versus the Chain. HBR 9 (October, no. 1): 4756.
Martin describes the vengeance that independent retailers attack chain stores despite more efcient merchandising tactics, public relations, and legislative lobbying efforts of the latter.

3094 Hill, W. C. and J. D. Scott. 1933. Competition Between Different Types of Retail Outlets. HBR 11 ( July, no. 4): 519527.
Hill and Scott assess retail competition on goods carried on by different types of retail outlets.

3104 Taylor, M. D. 1930. Prices in Chain and Independent Grocery Stores in Durham, North Carolina. HBR 8 ( July, no. 4): 413424.
Taylor examines whether grocery store chains undersell individually owned stores in the Durham, North Carolina metropolitan vicinity.

3095 Bullock, C. J. 1933. Early History of the


Great Atlantic & Pacic Tea Company. HBR 11 (April, no. 3): 289298.
For people to grasp the development of retail chain stores, Bullock contends that attention needs to be focused on the Great Atlantic & Pacic Tea Company with its 16,000 stores.

3105 Falk, D. R. 1930. Central Buying by Department Store Mergers. HBR 8 (April, no. 3): 265273.
Falk assesses the impact of centralized purchasing following the merger of department stores.

3096 Kaufman, M. 1933. Present-Day Department Store Organization. HBR 11 ( January, no. 2): 244252.
Rapidly increasing expense ratios are producing unfavorable operating results in many U.S. department stores.

3106 Knauth, O. W. 1929. The Effect on the Publics Demand for Better Art on the Technique of Merchandising. HBR 7 ( July, no. 4): 406412.
Knauth writes on the American publics demand for goods with more artistic merit.

3097 Grether, E. T. 1932. Market Factors Limiting Chain-Store Growth. HBR 10 (April, no. 3): 323331.
Grether analyzes the differences between chain store and independent grocers throughout the San Francisco metropolitan area to gauge consumer resistance to chain stores.

3107 How Far Should Retail Departmentization Be Carried? 1929. HBR 7 ( January, no. 2): 229 239.
[HBR Case Study Feature]Three ctitious department stores are featured to illustrate certain principles on how a department store might be structured.

3098 Schmalz, C. N. 1931. Independent Stores


Versus Chains in the Grocery Field. HBR 9 ( July, no. 4): 431442.
Grocery store chains are engaging in both wholesale and retail functions as independent grocery stores face hard times stemming largely from poor distribution systems.

3108 Department Store Organization for Direct Importing. 1929. HBR 7 ( January, no. 2): 207 222.
[Summaries of Business Research Feature]Focuses on how leading American department stores, who actively import foreign novelty and stylish goods, are structured.

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3118 Mullen, W. H. 1924. Some Aspects of Chain Store Development. HBR 3 (October, no. 1): 69 80.
With over 100,000 stores that are chain-store afliated, Mullens conservative estimate is that the aggregate anual sales revenue for the chain store industry is over a billion dollars.

3109 Schmalz, C. N. 1928. Indexes of the StockSales Relationship in Retail Stores. HBR 6 ( July, no. 4): 433442.
The ideal stock-sales balance is achieved when stores do not lose sales from a lack of merchandise while, at the same time, prevent prots from diminishing from excess inventory.

3110 Shafer, J. E. 1928. Ford Stores: A New Departure in Retailing. HBR 6 (April, no. 3): 313321.
Shafer examines the impact of employee-only commissaries developed by the Ford Motor Company in the Detroit metropolitan area.

3119 Mazur, P. M. 1924. Future Developments in Retailing. HBR 2 ( July, no. 4): 434446.
Mazurs article pertains to department stores which he denes as a group of 50 to 150 departments; most of which have nothing in common with one another except for being housed under the same roof.

3111 Department Store Expansion. 1927. HBR 6 (October 1927, no. 1): 8189.
[HBR Case Study Feature] Focuses on Gabler & Company Department Stores plans to expand their retail operations in a metropolitan area with more than 1,000,000 people.

3120 Cherington, P. T. 1924. Some Commercial


Aspects of Styles and Fashions in the Clothing and Textile Industries. HBR 2 ( July, no. 4): 421433.
Since fashions change so often, the womens fashion industry is an elusive or difcult subject to analyze. Cherington examines how these decisions materialize.

3112 Keeping in Place the Style Cycle. 1927. HBR 5 (April, no. 3): 345350.
[HBR Case Study Feature] The Alton Company [womens high-grade specialty store], The Farrington Company [Department Store in the East] and the Allernet Lace Company [garment lace manufacturer] are featured as to how they cater to style conscious consumers.

3121 Separation of the Buying and Selling Functions in a Department Store. 1924. HBR 2 (April, no. 3): 362367.
[HBR Case Study Feature]The buying advantages this ctitious department store once had have disappeared. As such, the department store is separating its buying from its selling functions. Upper management has concluded that the two functions require radically different personality temperaments.

3113 Pyle, J. F. 1926. The Dimension of Location Standards for Retail Concerns. HBR 4 (April, no. 3): 302312.
The bidding that retailers engage with one another over desirable locations is detrimental to all.

3122 The Mail Order Policies of a Department


Store. 1923. HBR 1 ( July, no. 4): 495499.
[HBR Case Study Feature] Proles the Wellman Company, a large department store in an eastern city, whose mail orders have increased so rapidly that perhaps its mail order department should be reorganized.

3114 Reaching the Consumer Through Direct Personal Selling. 1925. HBR 4 (October, no. 1): 94 106.
[HBR Case Study Feature] Manufacturers such as the Fuller Brush Company are more frequently utilizing door-to-door canvassers.

3123 McNair, M. P. 1922. Signicance of StockTurn in Retail and Wholesale Merchandising. HBR 1 (October, no. 1): 8796.
McNair discovered that most merchants struggle in reducing operating expenses in conjuction with the lower prices they now receive.

3115 Use of Exclusive Retail Agencies. 1925.


HBR 3 ( July, no. 4): 485497.
[HBR Case Study Feature] Manufacturers must decide on whether to establish exclusive retailers networks. The circumstances of the Penwick Company, Slawson and Gilbert and the Delcourt Shoe Company are examined in this case study.

Sales Force Management


3124 Ledingham, D., M. Kovac and H. L. Simon.
2006. The New Science of Sales Force Productivity. HBR 84 (September, no. 9): 124.-133.
[Tool Kit Feature] Sales force productivity would increase if it utilized a more scientc approach to sales management. This encompasses targeting customer segments, optimizing automation and systematically organizing ones sales force. These techniques are enabling even low performing sales representatives to show marked improvement.

3116 System of Control for Chain Stores: The


Corsom Company. 1925. HBR 3 (April, no. 3): 361376.
[HBR Case Study Feature]Discusses the impact for a chain store in having corporate ofces located a considerable distance away.

3117 Mazur, P. M. 1925. The Logic of Department Store Organization. HBR 3 (April, no. 3): 287296.
Mazur explains how the organizational practices of department stores are some of the most effective throughout business and industry.

3125 Mayer, D. and H. M. Greenberg. 2006. What Makes a Good Salesman? HBR 84 ( JulyAugust, no. 78): 164171.
[Best of HBR ( July-August 1964) Feature] The

201
best sales representatives possess two qualities: (i) they can empathize with customers; and (ii) an ego drive or compulsiveness for making a sale. Mayer and Greenberg describe their criticism with the standardized testing process used in hiring sales representatives. These tests not only fail to produce good sales representatives, they often disqualify insightful and innovative individuals.

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build trusted and value-added relationships with physicians. From this, Hassan gains valuable insight into his companys industry and operating environment.

3126 Bursk, E. C. 2006. Low-Pressure Selling. HBR 84 ( July-August, no. 78): 150162.
[Best of HBR (Winter 1947) Feature] Bursk nds that low pressure sales techniques are more effective than sales pitches that are relentless and high-pressured. In a low-pressure milieu, consumers arrive at their purchasing decision through a more rational thought process. Bursk also addresses how low pressure sales representatives can be selected, trained and compensated.

3132 Zoltners, A. A., P. Sinha and S. E. Lorimer. 2006. Match Your Sales Force Structure to Your Business Life Cycles. HBR 84 ( July-August, no. 78): 8089.
Zoltners and his coauthors argue that a rms sales force structure should be altered as it moves through the product life cycle process (i.e., start-up, growth, maturity and decline). These alterations are critical for making ones sales force more agile and better able to respond to changing market opportunities.

3127 Shapiro, B. P. and R. S. Posner. 2006. Making the Major Sale. HBR 84 ( July-August, no. 78): 140148.
[Best of HBR (March-April 1979) Feature] The sales of some products or services are often complicated. Consummating these selling situations may take years. Shapiro and Posner provide an eight-step program for facilitating sales of this magnitude. This process also helps a manufacturer or service provider maintain a viable, long-term account relationship with their clientele.

3133 Kotler, P., N. Rackham and S. Krishnawamy. 2006. Ending the War Between Sales & Marketing. HBR 84 ( July-August, no. 78): 6878.
Cultural and economic forces often lead to friction between ones sales and marketing departments. The two bicker, play the blame game and undervalue one anothers contributions; all to the detriment of the organization. Kotler and his coauthors offer ideas to produce harmony between the two groups.

3134 Anderson, E. and V. Onyemah. 2006. How


Right Should the Customer Be? HBR 84 ( July-August, no. 78): 5867.
Sales force controls are the policies and practices that govern the way sales representatives are trained, supervised and evaluated. An important aspect of these controls involves the tension that surfaces from serving a customer versus serving the company. Anderson and Onyemah nd that strategy and execution both suffer whenever this tension is ignored.

3128 Colletti, J. A. and M. S. Fiss. 2006. The Ultimately Accountable Job: Leading Todays Sales Organization. HBR 84 ( July-August, no. 78): 124 131.
Colletti and Fiss describe why sales department management needs disciplined processes on everything from consumer segmentation to compensation practices.

3129 Leslie, M. and C. A. Holloway. 2006. The


Sales Learning Curve. HBR 84 ( July-August, no. 78): 114123.
With a new-product launch, it is tempting to hire an army of sales representatives to lure potential customers. Smart companies, however, give themselves enough time before they increase the size of their sales force.

3135 Trailer, B. and J. Dickie. 2006. Understanding What Your Sales Manager Is Up Against. HBR 84 ( July-August, no. 78): 4855.
[Research Report Feature] Buyers in todays marketplace are quite different from previous generations of buyers. Todays customer is often well along in the buying process before a sales representative learns of their intentions. Trailer and Dickie emphasize that sales training must address how sales representatives can persevere in an environment in which buyers possess more product knowledge than they do.

3130 Ustuner, T. and D. Godes. 2006. Better Sales Networks. HBR 84 ( July-August, no. 78): 102112.
For a company to enhance its performance, their sales force must grasp the social networks at play in the organizations that contain their sales prospects and clientele. Ustuner and Godes describe three methods to help sales representatives adopt to a network-based focus.

3136 Contu, D. 2006. Leveraging the Psychology of the Salesperson: A Conversation with Psychologist and Anthropologist G. Clotaire Rapaille. HBR 84 ( July-August, no. 78): 4247.
[Different Voice Feature] The best sales people will be told no a dozen times before someone says yes. Rapaille nds sales representatives to be like addicted gamblers in that they lose most of the time. Yet, they are driven by odds that are slim to none. The thrill of the chase, not the nancial reward, seems to motivate them.

3131 Stewart, T. A. and D. Champion. 2006. Leading Change from the Top Line. HBR 84 ( July-August, no. 78): 9097.
[HBR Interview with Fred Hassan]Fred Hassan is chief executive ofcer (CEO) of the pharmaceutical company, Scherin-Plough. Hassan is also a turnaround specialist who has led companies in nancial straits. Instead of cutting costs to turn around a company, Hassan focuses on motivating his sales force since they are the ones who

3137 Cesoedesm, F. V. 2006. Old Hand or New Blood. HBR 84 ( July-August, no. 78): 2840.
[HBR Case Study Feature] With sales being at over the last ve years, Fusilier Technologys chief executive ofcer (CEO) needs a new person to lead the sales

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3146 Robinson, L. J. B. 1987. Role Playing as a Sales Training Tool. HBR 65 (May-June, no. 3): 3435.
[Ideas for Action Feature] Robinson explains how role playing forces a sales force to be more creative in a manner that combines friendliness and efciency when cultivating a sale.

department. The two nalists are radically different: a veteran insider who thrived under the status quo versus a brash outsider who is unfamiliar with the industry.

3138 Kalyanam, K. and M. Zweben. 2005. The Perfect Message at the Perfect Moment. HBR 83 (November, no. 11): 112.-120.
A new computer model, known as dialogue marketing, tracks every nuance of a customers interaction with a business and can help determine the optimal time to contact a client or prospect.

3139 Liautaud, B. 2004. The Littlest Sales Force.


HBR 82 (October, no. 10): 2020.
[Forethought Feature] By building his global sales force on an incremental basis, Liautaud explains how a software company can effectively manage its growth.

3147 Shapiro, B. P. and S. X. Doyle. 1983. Make the Sales Task Clear. HBR 61 (November-December, no. 6): 7276.
[Ideas for Action Feature]Shapiro and Doyle offer ways for sales managers to make the task(s) for their sales force more clear.

3140 Waaser, E., M. Dahneke, M. Pekkarinen and


M. Weissel. 2004. How You Slice It: Smarter Segmentation for Your Sales Force. HBR 82 (March, no. 3): 105111.
[Best Practice Feature]Three years ago, Hill-Rom, a medical equipment supplier, faced stronger competition wihile its revenue growth weakened. The companys sales force was restructured in a manner that helped enhance its operating results.

3148 Hughes, G. D. 1983. Computerized Sales Management. HBR 61 (March-April, no. 2): 102 112.
Hughes describes how microcomputers can help sales management formulate sales strategies, evaluate representatives, and engage in what-if analysis with regards to different scenarios.

3149 Hlavacek, J. D. and T. J. McCuiston. 1983.


Industrial Distributors-When, Who, and How? HBR 61 (March-April, no. 2): 96101.
Because the average cost of a direct sales call exceeds $100, manufacturers now rely on industrial distributors to service key markets. Industrial distributors actually take possession of the products they sell and assume a partnership role with the manufacturer.

3141 Brown, S. 2003. Marketing to Generation. HBR 81 ( June, no. 6): 1617.
[Forethought Feature]Brown explains how todays consumer appreciates the authenticity of an old-fashioned, up-front sales pitch.

3142 Meyer, C. 2001. While Customers Wait,


Add Value. HBR 79 ( July-August, no. 7): 2426.
[Forethought Feature] Meyer discusses how value can be added to the time businesses spend with their customers.

3150 Shapiro, B. P. and J. Wyman. 1981. New Ways to Reach Your Customers. HBR 59 ( JulyAugust, no. 4): 103110.
When it comes to reaching ones customer base, Shapiro and Wyman examine an array of communication tools for connecting with ones customer base at a signicantly lower cost.

3143 Gellerman, S. W. 1990. The Tests of a Good Salesperson. HBR 68 (May-June, no. 3): 6469.
[Ideas for Action Feature] A 25-person sales force was observed during a day of calls and prospecting. Salesfocused calls, in which the seller focused entirely on the sale produced the highest amount of orders. Unfocused calls tended to produce little or no orders. Gellerman found himself most interested by the resiliency of sales representatives who encountered rejection.

3151 Greenberg, H. M. and J. Greenberg. 1980.


Job Matching for Better Sales Performance. HBR 58 (September-October, no. 5): 128133.
From survey responses of 18,000 sales representatives, Greenberg and Greenberg examine how a persons age, education, gender, race, or past work experience is irrelevant to ones personality and drive in most sales capacities.

3144 Cespedes, F. V., S. X. Doyle and R. J. Freedman. 1989. Teamwork for Todays Selling. HBR 67 (March-April, no. 2): 4458.
[Getting Things Done Feature] Selling industrial goods is more difcult than ever. As such, industrial sales is now done more on a team basis. Ironically, organizations, still stress the individual over the team approach for training, strategic and assessment purposes.

3152 Doyle, S. X. and B. P. Shapiro. 1980. What


Counts Most in Motivating Your Sales Force? HBR 58 (May-June, no. 3): 133140.
Doyle and Shapiro examine the factors that motivate sales representatives and what those factors mean for top management.

3145 Mackay, H. B. 1988. Humanize Your Selling. HBR 66 (March-April, no. 2): 3647.
[Ideas for Action Feature]Mackay describes the effort his sales force makes in accumulating les on the lifestyle of customers and potential customers to be able to focus on a customer as an individual instead of an account.

3153 Dunn, A. H. 1979. Case of the Suspect Salesman. HBR 57 (November-December, no. 6): 3852.
[Problems in Review Feature] Dunns case study involves tension between a recently hired sales representative and a longtime sales manager.

203
3154 Steinbrink, J. P. 1978. How to Pay Your Sales
Force. HBR 56 ( July-August, no. 4): 111122.
Steinbrink compares three compensation plans for sales representatives: (i) salary; (ii) commission; and (iii) a combination of the two. These compensation plans must be geared towards the company, its product lines and as a way to attract good representatives.

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3162 Thompson, D. L. 1972. Stereotype of the Salesman. HBR 49 ( January-February, no. 1): 20 29+.
[Keeping Informed Feature] Unattering depictions of sales representatives are rampant. As such, businesses engaged in direct selling need to do far more to upgrade the position to capture and keep high caliber people.

3155 Gonik, J. 1978. Tie Salesmens Bonuses to Their Forecasts. HBR 56 (May-June, no. 3): 116 123.
Gonik describes a sales compensation system which rewards sales representatives not only for their actual results but also for their ability to make accurate forecasts.

3163 Cambreleng, R. W. 1969. The Case of the


Nettlesome Nepot. HBR 47 (March-April, no. 2): 1434, 170.
[Problems in Review Feature] Almost every sales force has personality problems. Nepotism only makes the problem worse. In Cambrelengs case study, the sales force includes a number of relatives; the most troublesome, ironically, is related to the teams superstar.

3156 Shapiro, B. P. and R. S. Posner. 1976. Making the Major Sale. HBR 54 (March-April, no. 2): 6878.
Several signicant changes (e.g., the impact of mergers and acquisitions and in the way businesses have become larger and more complex) are having a profound impact on the marketing and sales efforts of corporate America.

3164 Smyth, R. C. 1968. Financial Incentives for Salesmen. HBR 46 ( January-February, no. 1): 109 117.
Sales incentives, if properly designed, can motivate a sales representative to a higher performance level and enable the rm to meet its marketing objectives.

3157 Smith, C. W. 1975. Gearing Salesmens Efforts to Corporate Prot Objectives. HBR 53 ( JulyAugust, no. 4): 816.
[Ideas for Action Feature] Most companies do not provide prot/loss information to their sales force. Because of that, these companies are neglecting an effective way to increase the efciency of their distribution operations.

3165 Pearson, A. E. 1966. Sales Power Through Planned Careers. HBR 44 ( January-February, no. 1): 105116.
Pearson describes a career path concept to help companies from losing good sales representatives in light of their strenuous recruiting and training efforts.

3158 Henry, P. 1975. Manage Your Sales Force as


a System. HBR 53 (March-April, no. 2): 8595.
Sales departments tend to be complicated communications systems, inuenced by many variables that interact in unforseen ways. Henry, in turn, advocates a sales force management structure predicated on the total systems concept to enhance the departments productivity.

3166 Mayer, D. and H. M. Greenberg. 1964. What Makes a Good Salesman. HBR 42 ( JulyAugust, no. 4): 119125.
Mayer and Greenberg describe how effective sales representatives possess high degrees of empathy (i.e., the ability to sense a customers reactions) along with a strong ego-drive which makes them need to succeed.

3159 Gestetner, D. 1974. Strategy in Managing International Sales. HBR 52 (September-October, no. 5): 103108.
Gestetner stresses how important a companys management of its foreign sales operations is and offers two approaches to enhance its international sales management.

3167 Loen, R. O. 1964. Sales Managers Must Manage. HBR 42 (May-June, no. 3): 107114.
Most companies spend a great deal of money to train their sales personnel. However, many companies expect their sales managers to learn their jobs through osmosis. Loen stresses that the difference between capable and not-so-capable sales managers makes a signicant difference in sales volume, prots, and being able to recoup the cost for a marketing campaign.

3160 Lodish, L. M. 1974. Vaguely Right Approach to Sales Force Allocations. HBR 52 ( January-February, no. 1): 119124.
Lodish argues how historical sales data is not enough for sales managers to utilize for determining sales force size and territory decisions.

3168 McMurry, R. N. 1961. The Mystique of Super-Salesmanship. HBR 39 (March-April, no. 2): 113122.
Salesmanship is as primitive today as it was 100 years ago. McMurry examines the qualities that produce a successful sales representative.

R. C. 1971. Dilemma of Product/Market Management. HBR 49 (MarchApril, no. 2): 6674.


Traditional norms for using product managers versus market managers lose their validity whenever product lines expand or markets expand. Ames advocates a dual management structure in which product and market managers would both work to overcome the changing needs of the marketplace.

3161 Ames,

3169 Kahn, G. N. and A. Shuchman. 1961. Specialize Your Salesmen! HBR 39 ( January-February, no. 1): 9098.
Since little effort is made to organize sales efforts based on the task to be performed, Kahn and Shuchman offer a way to raise eld operations to new levels.

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ndings debunk the notion that successful represenatives are born with a knack for smooth talk or glibness.

3170 Levitt, T. 1960. M-R Snake Dance. HBR 38 (November-December, no. 6): 7684.
By relying on motivation research, management often abandons sensible guidelines for its sales efforts. Levitt maintains that originality and creativity is a sales virtue given the similarity of so many brands.

3179 Carson, W. 1951. Review of Literature on


Sales Management. HBR 29 (September, no. 5): 125140.
[Looking Around Feature] Carson reviews several books relevant to sales force management such as: Saul Poliaks Rebuilding the Sales Staff; Scientic Selection of Salesmen by J.L. Rosenstein; along with Harry Simmonss Sales Executives Handbook.

3171 Stickney, R. W. 1960. Deploying Multi-Line


Salesmen. HBR 38 (March-April, no. 2): 110112.
Stickney describes a simple method for multi-product companies to calculate the number of sales representatives they need to achieve optimum efciency in each territory.

3180 Bursk, E. C. 1947. Low Pressure Selling.


HBR 25 (Winter, no. 2): 227242.
Bursk denes what low pressure selling constitutes and its ramications for sales management.

3172 Semlow, W. J. 1959. How Many Salesmen


Do You Need? HBR 37 (May-June, no. 3): 125132.
Semlow offers a method for sales managers to gauge the number of sales representatives necessary for their organization.

3181 Hilgert, J. R. 1945. Use of Sales Aptitude


Tests. HBR 23 (Summer, no. 4): 484492.
Hilgert surveyed sales executives on whether sales aptitude tests should be administered to prospective sales representatives.

3173 Davis, R. T. 1958. Sales Management in the


Field. HBR 36 ( January-February, no. 1): 9198.
Davis discusses how eld representatives should be managed, developed and coached. The author also provides ways to generate improvement from these representatives.

3182 Tosdal, H. R. 1942. Sales Management: Retrospect and Prospect. HBR 21 (Autumn, no. 1): 7182.
In the aftermath of World War II, Tosdal argues that sales management has to be the catalyst for creating an economic machine that leads to an economic recovery and can squash any fear of an economic depression.

3174 Frey, J. M. 1955. Missing Ingredient in Sales Training. HBR 33 (November-December, no. 6): 126132.
Frey nds it imperative that sales representatives receive more training on being able to emphathize with the needs and wants of customers.

3175 Buell, V. P. 1954. Door-to-Door Selling.


HBR 32 (May-June, no. 3): 113123.
Specialty items are ideal for door-to-door sales because of their high margins and need for persuasive selling techniques. Door-to-door selling offers a tremendous opportunity for manufacturers trying to secure a special competitive advantage.

3183 _____. 1937. Recent Books in Sales Management and Marketing. HBR 15 (Summer, no. 4): 506513. 3184 Cunningham, R. M. 1935. Some Problems in Measuring Performance of Industrial Salesmen. HBR 14 (Autumn, no. 1): 98112.
Industrial products are signicantly more difcult to sell than consumer goods. Cunningham examines these difculties and explores what makes for an effective industrial sales representative.

3176 Tosdal, H. R. 1953. How to Design the Salesmans Compensation Plan. HBR 31 (September-October, no. 5): 6170.
No one best sales compensation plan exists for a rm or particular industry. It is also a process that does not lend itself to easy solutions. Moreover, no compensation plan can ever take the place of good sales management.

3185 Salesmens Contracts. 1929. HBR 8 (October, no. 1): 102107.


[Summaries of Business Research Feature] Describes why formal written contracts are effective for preventing misunderstandings and suspicion among ones sales force.

3177 _____. 1953. Administering Salesmens Compensation. HBR 31 (March-April, no. 2): 70 83.
Sales representatives seek to combine security with incentives. As such, companies are tweaking combinations of salary, commission, and bonuses arrangements. Tosdals article describes the onerous task for companies in administering these arrangements.

3186 Smith, E. R. 1926. Economic Future of House-to-House Selling. HBR 4 (April, no. 3): 326332.
Smith examines the debate that has transpired on the efcacy of house-to-house or direct-to-customer selling.

3178 Hickerson, J. M. 1952. Successful Sales Techniques. HBR 30 (September-October, no. 5): 3346.
Hickerson surveyed sixty successful sales representatives from a wide array of industries and product lines. His

3187 Barber, J. H. 1925. Budget Sales Quotas: A Problem and Suggested Solutions. HBR 3 ( January, no. 2): 210220.
Sales quotas form the root of a companys budget plans. They are instrumental in developing steadier work loads, purchasing schedules, nancing arrangements, and prot targets.

205
3188 The Use of Contests Among Salesmen. 1924. HBR 2 ( July, no. 4): 480489.
[Summaries of Business Research Feature]Reviews an array of studies on the efcacy of contests to motivate ones sales force.

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vestated by the decision and nds the existing product line to be tired and in desperate need of a shot in the arm.

3196 Dutka, S. 1980. Business Calls Opinion Surveys to Testify for the Defense. HBR 58 ( July-August, no. 4): 4042.
[Ideas for Action Feature] Dutka mentions how the use of surveys research and statistical sampling are gaining credibility in the courts and other tribunals.

3189 Tosdal, H. R. 1923. Operating Problems of Branch Sales Organizations. HBR 2 (October, no. 1): 7483.
No one standard practice operates as to how a branch ofce should operate. As such, analyzing the responsibilities between home and branch ofces are relative to every organization.

3197 Bauer, R. A. 1963. Exploring the Exploratory Sample. HBR 41 (March-April, no. 2): 128131.
Given its expense, Bauer explains why researchers need to predict what they are likely to learn from sampling, along with the potential value and cost for this information.

3190 Tinkham Littell, Inc.: The Organization of a Sales Force. 1923. HBR 1 (April, no. 3): 368374.
[HBR Case Study Feature] Provides an analysis of how a companys sales force should be structured.

3191 _____. 1923. The Field Organization of the


Sales Department. HBR 1 (April, no. 3): 314321.
Manufacturers who extend their sales operations into markets beyond the companys immediate vicinity soon learn that controlling marketing is more difcult than controlling their manufacturing operations.

3198 Wasson, C. R. 1963. Common Sense in Sampling. HBR 41 ( January-February, no. 1): 109 114.
Wasson explains why managerial suspicions of sampling make little sense if all of this information is sample information.

3199 Wells, W. D. 1961. Measuring Readiness to Buy. HBR 39 ( July-August, no. 4): 8187.
Measures of buyer readiness can spot check the effectiveness of a sales campaign in time to make adjustments to get more out of it.

Sampling, Testing and Survey Instruments


3192 Reichheld, F. F. 2003. The One Number You Need to Grow. HBR 81 (December, no. 12): 4654.
Companies are always investing time and money in customer satisfaction survey tools. Reichheld contends these tools measure the wrong issues and feels, instead, that the best predictor of top-line growth is whether one would recommend this company to a friend.

3200 Lipstein, B. 1961. Tests for Test Marketing. HBR 39 (March-April, no. 2): 7477.
Lipstein discusses how brand-share data is derived from store audits. Consumer panels can also be used to evaluate market tests.

3201 Politz, A. 1957. Science and Truth in Marketing Research. HBR 35 ( January-February, no. 1): 117126.
To predict consumer behavior in ways that assist marketing executives, consumer surveys must be constructed to generate the necessary quantitative ndings.

3193 Palmer-Samuels, P. 2003. Web Surveys Hidden Hazzards. HBR 81 ( July, no. 7): 1617.
[Forethought Feature] Palmer-Samuels describes how an identical survey question posed on the web and in print can yield very different answers, thereby distorting ones survey results.

3202 Brown, T. H. 1942. Scientic Sampling in Business. HBR 20 (Spring, no. 3): 358368.
Selecting the few to represent the many is known as sampling. Brown describes how market researchers and production analysts need to know about selecting their samples, ascertaining the accuracy of their results and in knowing if their sample is biased.

3194 Dholakia, P. M. and V. G. Morwitz. 2002. How Surveys Inuence Customers. HBR 80 (May, no. 5): 1819.
[Forethought Feature] Research shows that surveys inuences customer loyalty and purchasing habits. Dholakia and Morwitz conducted an experiment and found that customers who took part in a 1012 minute telephone survey were more protable than those who had not been surveyed.

3203 Ebersole, J. F. 1938. Inuence of Interest


Rates Upon Entrepreneurial Decisions in Business. HBR 17 (Autumn, no. 1): 3539.
Because of time constraints and cost, Ebersole advocates using a sampling method commonly known as a case method study when researching the impact of interest rates on corporate expansion or contraction activities.

3195 Star, S. H. and G. L. Urban. 1988. The Case


of the Test Market Toss-Up. HBR 66 (SeptemberOctober, no. 5): 1026.
[HBR Case Study Feature] The Marketing Committee for Paradise Foods decided not to launch a new frozen dessert for fear it would cannibalize an existing product. The brand manager for this new product is de-

Service Economy Markets


3204 Bell, S. J. and A. B. Eisingerich. 2007. Work with Me. HBR 85 ( June, no. 6): 3232.
[Forethought Feature]Bell and Eisingerich studied

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amines whether a service company should adhere to its core competencies or engage in a strategic shift.

over 1,000 Australian clients of Goldman Sachs and found that client loyalty can increase if ones clients are kept abreast of the inner-workings of a consulting rm.

3205 Frei, F. X. 2006. Breaking the Trade-Off


Between Efciency and Service. HBR 84 (November, no. 11): 92101.
Service-oriented rms are markedly different from their manufacturing counterparts. Frei argues that customers in the service-sector businesses have a way of interfering in almost every aspect of a business. To be more protable, service companies must manage this customer involvement while also delivering consistent quality at a sustainable cost.

3212 Katzenbach, J. R. and J. A. Santamaria. 1999.


Firing Up the Front Line. HBR 77 (May-June, no. 3): 107121.
Many service organizations rely on their rank-and-le employees to sell their products and serve their customers. These organizations often have a difcult time motivating these employees who are typically unskilled, poorly paid, and in monotonous jobs that offer limited opportunity for advancement. Katzenbach and Santamaria address what can be done to get these employees to emotionally connect with an organization and its customer base.

3206 Barber, F. and R. Strack. 2005. The Surprising Economics of a People Business. HBR 83 ( June, no. 6): 8090.
People businesses have high per-employee costs with low capital investment and limited spending on traditional activities. Measuring the true economic performance of a people business is difcult and that capitaloriented management practices such ROE or ROA are useless when people are truly a rms most vital resource.

3213 Pine, B. J., II and J. H. Gilmore. 1998. Welcome to the Experience Economy. HBR 76 ( JulyAugust, no. 4): 97108.
As services become commoditized, leading-edge companies are discovering economic benets by staging experiences. An experience transpires when rms use services for their stage. Products then become the props for engaging ones clientele.

3207 Karmarkar, U. 2004. Will You Survive the Services Revolution? HBR 82 ( June, no. 6): 100 107.
Service sector jobs in most developed economies are now at risk. Karmarker, however, contends that the hysteria about offshoring and outsourcing practices misses the point. Company management must make proactive and far-reaching changes that focus specically on customer preference, quality, and technological interfaces.

3214 van Biema, M. and B. Greenwald. 1997. Managing Our Way to Higher Service-Sector Productivity. HBR 75 ( July-August, no. 4): 8795.
van Biema and Greenwald nd that the service industrys stagnant productivity level stem from ineffective management and an inherent complexity common with service sector industries.

3215 Keehn, E. B. 1996. A Yen to Spend. HBR


74 (March-April, no. 2): 154159.
[Books in Review Feature] American businesses can learn a great deal from the service industry practices of the Japanese. As such, Keehn reviews two recently published books on how the Tsutsumi family dened consumerism throughout Japan, The Brothers: The Hidden World of Japans Richest Family by Lesley Downer and Thomas Havenss Architects of Afuence: The Tsutsumi Family and the Seibu-Saison Enterprises in Twentieth-Century Japan.

3208 Swank, C. K. 2003. The Lean Service Machine. HBR 81 (October, no. 10): 123129.
[Tool Kit Feature] Jefferson Pilot Financial (or JPF), a life insurance and annuities rm, applied leanmanufacturing practices by balancing employees workloads, posting performance results, and measuring performance from the customers perspective.

3209 Thomke, S. 2003. R&D Comes to Services: Bank of Americas Pathbreaking Experiments. HBR 81 (April, no. 4): 7079.
A host of challenges exist when applying formal R&D processes to service industries. Bank of America, however, demonstrates how service development can be as rigorous as product development.

3216 Heskett, J. L., T. O. Jones and G. W. Loveman. 1994. Putting the Service-Prot Chain to Work. HBR 72 (March-April, no. 2): 164174.
Frontline workers and customers must be managements most fundamental concern in any service organization. Top-level executives understand that customer loyalty is primarily responsible for its growth and prot which which comes from satised employees who, in turn, are supported by the organization.

3210 Hemp, P. 2002. My Week as a Room Service Waiter at the Ritz. HBR 80 ( June, no. 6): 50 62.
[HBR at Large Feature] Hemp, who after a week of training, worked as a room-service waiter at Bostons Ritz-Carlton Hotel. One can learn a great deal about customer service by paying close attention to businesses such as the Ritz-Carlton, who are committed to such endeavors.

3217 Drucker, P. F. 1991. The New Productivity Challenge. HBR 69 (November-December, no. 6): 6979.
Raising the productivity of service workers is the greatest challenge facing management. Capital technology, alone, will not raise productivity. Nations who achieve a high level of productivity throughout their service sector will dominate economically in the next century.

3211 Waite, T. J. 2002. Stick to the Core: Or Go for More? HBR 80 (February, no. 2): 3141.
[HBR Case Study Feature] Waites case study ex-

207
3218 Teal, T. 1991. Service Comes First. HBR 69 (September-October, no. 5): 116127.
[An Interview with USAAs Robert F. McDermott] McDermott, as CEO of the United Services Automobile Association (USAA), discusses how his association is so responsive to its clientele as well as USAAs progressive human resources practices.

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3225 Bloom, P. N. 1984. Effective Marketing for


Professional Services. HBR 62 (September-October, no. 5): 102110.
Bloom describes the unique challenges that physicians, attorneys, and accountants encounter when marketing their services.

3219 Roach, S. S. 1991. Services Under Siege: The


Restructuring Imperative. HBR 69 (SeptemberOctober, no. 5): 8292.
The service sector is undergoing the same painful shrinkage that the manufacturing sector suffered during the 1980s when service rms over-invested in information technology and let productivity stagnate. As such, service companies must restructure to remain competitive.

3226 Canton, I. D. 1984. Learning to Love the Service Economy. HBR 62 (May-June, no. 3): 89 97.
Canton describes how some former manufacturing companies converted to the service industry which requires a real entrpreneurial spirit.

3227 Shostack, G. L. 1984. Designing Services


That Deliver. HBR 62 ( January-February, no. 1): 133139.
Poor service typically stems from a lack of systematic design and control. Shostack explains how a service blueprint can identify problems and spot new marketing opportunities.

3220 Schlesinger, L. A. and J. L. Heskett. 1991. The Service-Driven Service Company. HBR 69 (September-October, no. 5): 7181.
Service companies traditionally followed the principle of mass-production manufacturing. Schlesinger and Heskett illustrate how a new paradigm has emerged concerning the delivery of high quality customer service. Taco Bell and Dayton-Hudson corporations carefully select, empower and reward frontline service workers as an investment. Their workers are valued similarly to how technology is in most rms.

3228 Lovelock, C. H. and R. F. Young. 1979. Look to Consumers to Increase Productivity. HBR 57 (May-June, no. 3): 168178.
Lovelock and Young describe how service companies can achieve greater productivity by instituting a high contact service system in which high levels of interaction takes place between the service provider and consumer.

3221 Quinn, J. B., T. L. Doorley and P. C. Paquette. 1990. Beyond Products: Services-Based Strategy. HBR 68 (March-April, no. 2): 5868.
[Special Report Feature] Technology can increase ones service activity. Value-added effort comes from design innovations and other attributes which are distinct from the production process. These technologies enable small and independent enterprises to provide world-class services at lower costs.

3229 Thomas, D. R. E. 1978. Strategy Is Different in Service Businesses. HBR 56 ( July-August, no. 4): 158165.
Thomas looks at how service businesses differ from product-oriented businesses and why each needs to possess a different strategic focus.

3222 Davidow, W. H. and B. Uttal. 1989. Service Companies: Focus or Falter. HBR 67 ( July-August, no. 4): 7787.
Davidow and Uttal assess the segmentation and other strategies that service rms employ to gain competitive advantages.

3230 Herzlinger, R. 1978. Review of Productivity in Service Industries. HBR 56 (May-June, no. 3): 5052.
[For the Managers Bookshelf Feature]Herzlinger reviews Herbert Heatons Review of Productivity in Service Organizations.

3223 Heskett, J. L. 1987. Lessons in the Service Sector. HBR 65 (March-April, no. 2): 118126.
Todays service industries are in the forefront of economic leadership. Achieving high quality, on a consistent basis, is more difcult in the service sector than it is in manufacturing. New approaches, such as restructuring and incentives, are drastically needed. The key to success in the service industry is a well-trained, well-paid and highly-motivated employees who deal well with clients.

3231 Sasser, W. E. 1976. Match Supply and Demand in Service Industries. HBR 54 (NovemberDecember, no. 6): 133140.
Sasser describes how difcult it is for service companies to gauge their supply and demand levels.

3232 Levitt, T. 1976. The Industrialization of Service. HBR 54 (September-October, no. 5): 6374.
Service industries have a terrible reputation for inefciency. Levitt, in contrast, argues that technology can be implemented to overcome this.

3224 Quinn, J. B. and C. E. Gagnon. 1986. Will Services Follow Manufacturing into Decline? HBR 64 (November-December, no. 6): 95105.
Quinn and Gagnon fear that the service sector, which comprises three-quarters of the American GNP, may be headed toward the same disastrous direction that has plagued manufacturing.

3233 _____. 1972. Production-Line Approach to


Service. HBR 50 (September-October, no. 5): 41 52.
Levitt shows why companies such as McDonalds and Honeywell have successfully applied manufacturing-type solutions to solve people-intensive problems in the service sector.

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Only recently has cooperative purchasing become popular for buying clothing similar to the way it has with farmers.

3234 Wittreich, W. J. 1966. How to Buy/Sell Professional Services. HBR 44 (March-April, no. 2): 127138.
Wittrenreich offers three concepts for a buyer of professional services to bear in mind.

3243 May, R. A. 1923. The Trade Association and Its Place in the Business Fabric. HBR 2 (October, no. 1): 8497.
The activities of many trade associations are to the point where the Federal courts will have to determine if trade is being restrained.

Trade Associations or Cooperatives


3235 Knapp, J. G. 1957. Are Cooperatives Good Business? HBR 35 ( January-February, no. 1): 57 64.
The cooperative form of organization is well established and growing, particularly in the areas of irrigation and electrication. Mutual insurance companies operate under the same principle. Knapp argues that cooperatives have a positive impact on the economy.

Vendor Relations
3244 Kumar, N. 1996. The Power of Trust in
Manufacturer-Retailer Relationships. HBR 74 (November-December, no. 6): 92110.
Manufacturers and retailers have historically been adversaries. The benets accrued by Procter & Gamble and Wal-Mart illustrates why fear and intimidation are not effective ways for manufacturers and retailers to deal with one another.

3236 Cleveland, A. S. 1948. NAM: Spokesman for Industry. HBR 26 (May, no. 3): 353371.
Cleveland assesses the National Association of Manufacturers [NAM] capacity for industrial leadership and whether NAM devotes enough to developing public condence in American business.

3237 Hays, J. S. and J. L. Ratzkin. 1947. Trade


Association Practices and Anti-Trust Law. HBR 25 (Summer, no. 4): 501520.
Hays and Ratzkin describe how the Justice Department has resumed investigating and enforcing their antitrust laws relevant to trade association practices.

3245 Narus, J. A. and J. C. Anderson. 1986. Turn Your Industrial Distributors into Partners. HBR 64 (March-April, no. 2): 6671.
Manufacturers need to manage their distribution partnerships by developing sound two-way communication networks and by keeping their operational promises. The good-will that emanates from this should trigger a far more coordinated operational performance.

3238 Selby, H. W. 1946. Farmers Cooperatives


as Competitors. HBR 24 (Winter, no. 2): 215227.
Selby describes the meteoric rise in agricultural cooperatives during the rst half of the 20th Century. Contrary to public perception, cooperatives are highly democratic organizations that traditional businesses have no reason to fear.

3246 Lowry, W. M. 1967. Two-Way Contracting. HBR 45 (May-June, no. 3): 131137.
Lowry has developed a new approach for contracting work both into and out of the industrial plant. This will help achieve more orderly company growth along with employment stability.

3239 Schmalz, C. N. 1939. The Progress of Cooperatives. HBR 18 (Autumn, no. 1): 116125.
Schmalzs bibliographic essay discusses six important reasons behind the development of cooperatives that involve agriculture, retailing, manufacturers, and organized labor.

Vertical or Horizontal Integration


3247 Magretta, J. 1998. The Power of Virtual Integration: An Interview with Dell Computers Michael Dell. HBR 76 (March-April, no. 2): 7284.
Dell Computer founder Michael Dell discusses how he rened personal computer manufacturing through virtual integration to improve its value chain of manufacturers, suppliers, and customers.

3240 Lucas, A. F. 1935. Restrictive Activities of


the British Trade Association. HBR 13 ( July, no. 4): 453462.
Lucas examines Great Britains trade associations and whether they curtail imports and other competition in the British economy.

3248 Johnston, R. and P. R. Lawrence. 1988. Beyond Vertical Integration The Rise of the ValueAdding Partnership. HBR 66 ( July-August, no. 4): 94101.
Johnston and Lawrence explain how low cost computing and communication is creating a new organizational format known as the value adding partnership or VAP. These VAPs are groups of small companies that perform different steps along the value-added chain.

3241 Borden, N. H. 1932. Cooperative Advertising Through Trade Associations. HBR 10 ( July, no. 4): 482493.
By analyzing the cooperative advertising efforts carried out by trade associations, Borden describes what constitutes a successful trade association advertising campaign.

3242 Dameron, K. 1928. Cooperative Retail Buying of Apparel Goods. HBR 6 ( July, no. 4): 443 456.

3249 Kumpe, T. and P. T. Bolwijn. 1988. Manufacturing: The New Case for Vertical Integration. HBR 66 (March-April, no. 2): 7581.
Kumpe and Bolwijn examine the right balance for a

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company to invest in vertical integration compared to the development of process technology among independent suppliers.

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try and how the industrys competitive structure has changed from it.

3250 Buzzell, R. D. 1983. Is Vertical Integration


Protable? HBR 61 ( January-February, no. 1): 82102.
Vertical integration as a way to control transaction costs and supplies, coordinate production and inventories may make sense for large companies in well-established markets. For most companies, however, its heavy investment outweighs its benets.

3252 Richter, F. E. 1923. The Organization of the Copper Market. HBR 1 ( January, no. 2): 196 211.
Richter describes the Catch 22 predicament Anaconda Copper Mining Company nds itself in whether or not it should engage in vertical integration.

3253 The Star Copper Company. 1922. HBR 1 (October, no. 1): 111115.
[HBR Case Study Feature] Vertical combinations of steel corporations are driven by a desire for an adequate and inexpensive supply of raw materials. They are also utilized to protect large investments in fabricating equipment.

3251 Markham, J. W. 1950. Integration in the


Textile Industry. HBR 28 ( January, no. 1): 7488.
Markham examines the pace in which horizontal and vertical integration has transpired with the textile indus-

Strateg y
Alliance Building
3254 Hughes, J. and J. Weiss. 2007. Simple Rules for Making Alliances Work. HBR 85 (November, no. 11): 122131.
[Best Practice Feature]Hughes and Weiss estimate the growth in corporate alliances, to be 25 percent a year. Sixty to seventy percent of these alliances, however, ounder. The authors emphasize that it is essential for corporate parents to nurture these alliances so that they grow and become protable. hand as ecosystem innovation partnerships have been an abject failure for many organizations.

3258 Ernst, D. and J. Bamford. 2005. Your Alliances Are Too Stable. HBR 83 ( June, no. 6): 133 141.
[Best Practice Feature] Venture partnerships are often too rigid. As such, they often under-perform. Ernst and Bamford discuss why parent companies rarely work to improve such performance problems. The two provide ideas on how these alliances could become more protable.

3255 Eisenmann, T., G. Parker and M. W. van Alstyne. 2006. Strategies for Two-Sided Markets. HBR 84 (October, no. 10): 92101.
Blockbuster products and services often tie two distinct groups together in two-sided networks or platforms. Credit cards, for example, link consumers with merchants. These platforms provide infrastructure and rules to facilitate transactions between the two groups.

3259 Gottfredson, M., R. Puryear and S. Phillips. 2005. Strategic Sourcing: From Periphery to the Core. HBR 83 (February, no. 2): 132139.
[Best Practice Feature] Outsourcing has profound strategic implications. Many executives, however, are unprepared for it. Gottfredson and his coauthors offer a systematic way to identify which company functions should be owned and protected compared to those that could be better performed by another partner.

3256 Yofe, D. B. and M. Kwak. 2006. With Friends Like These. HBR 84 (September, no. 9): 8898.
Companies like Intel and Microsoft independently provide complementary products or services to mutual customers. Yofe and Kwak describe how complemenators increase the value of one anothers offerings even if discord seeps into the relationship.

3260 Hagel, J. III and J. S. Brown. 2005. Productive Friction: How Difcult Business Partnerships Can Accelerate Innovation. HBR 83 (February, no. 2): 8291.
In lieu of doing everything themselves, companies can grow and get signicantly better when working with outsiders whose capabilities complement their own. Coordination with outsiders, however, does take its toll. Many times, it produces friction which Hagel and Brown contend can be a productive force. Firms frequently become better and quicker at what they do best. This tension can also trigger innovative solutions to pressing issues.

3257 Adner, R. 2006. Match Your Innovation Strategy to Your Innovation Ecosystems. HBR 84 (April, no. 4): 98107.
Innovation ecosystems enable companies to create value through partnerships, products or services that could never have been created if done by individual rms. Adner emphasizes that the complexities and risks inherent with these partnerships must be examined before-

3261 Gomes-Casseres, B. 1994. Group Versus Group: How Alliance Networks Compete. HBR 72 ( July-August, no. 4): 6274.

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ations with greater agility and speed and that private industry should adopt these processes.

[World View Feature] Gomes-Casseres describes how a new form of competition is spreading across global markets in which companies are linked together in larger and over-arching relationships.

3262 Ohmae, K. 1989. The Global Logic of Strategic Alliances. HBR 67 (March-April, no. 2): 143154.
In a world of rapid globalization, Ohmae explains how entente (i.e., the forging of an alliance that is devoid of ownership or control) is a critical component for serving customers.

3269 Brandenburger, A. M. and B. J. Nalebuff. 1995. The Right Game: Use Game Theory to Shape Strategy. HBR 73 ( July-August, no. 4): 57 73.
[Managers Tool Kit Feature] Brandenburger and Nalebuff explain how game theory views business as a high-stakes game in which players must perceive everything from the other players perspective.

3263 Hamel, G., Y. L. Doz and C. K. Prahalad.


1989. Collaborate with Your Competitors-And Win. HBR 67 ( January-February, no. 1): 133139.
A competitive collaboration between long-time competitors (e.g., General Motors and Toyota) is triggering unease about its long-term impact. In particular, alliances between Asian companies and their American rivals appear to be working against U.S. rms.

3270 De Geus, A. P. 1988. Planning as Learning.


HBR 66 (March-April, no. 2): 7074.
The challenge facing many companies is speeding up the learning process among senior executives who have the power to act. De Geus describes what Shell Oil does using what-if scenarios, computer modeling and interactions with consultants to challenge top managements way at looking at markets, competitors, and operations.

3264 West, M. W. 1959. The Jointly-Owned Subsidiary. HBR 37 ( July-August, no. 4): 3134, 165172.
[Thinking Ahead Feature] West describes how a broad range of companies from different industries are forming joint subsidiaries (e.g., rubber and oil producers entering the petro-chemical eld).

3271 Whitney, J. O. 1987. Turnaround Management Every Day. HBR 65 (September-October, no. 5): 4955.
The basics that help companies compete in todays world are the same ones used by turnaround managers to bring failing rms back to life. Management needs to know how cash is perishable and that each line item in a cash projection can be scrutinized with a spreadsheet program showing a number of possible scenarios.

Analysis, Simulation Activities


3265 Urbany, J. E. and J. H. Davis. 2007. Strategic Insight in Three Circles. HBR 85 (November, no. 11): 2830.
[Forethought Feature]To help executives, Urbany and Davis developed an analytical tool that is based on a three circle Venn diagram. The circles here represent internal and external strategy as well as ones research.

3272 Thompson, A. A., Jr. 1984. Strategies for Staying Competitive. HBR 62 ( January-February, no. 1): 110117.
Thompson describes how value chain modeling is valuable to corporate marketing executives and strategic planners.

3266 Rigby, D. and B. Bilodeau. 2007. A Growing Focus on Preparedness. HBR 85 ( July-August, no. 7/8): 2122.
[Forethought Feature] A Bain & Company survey of corporate executives nds that September 11, 2001 is the impetus for more companies engaging in scenarioand-contingency planning activities.

3273 Jones, C. 1976. Let There Be Light (Without Sound Analysis). HBR 54 (May-June, no. 3): 67.
[Ideas for Action Feature]Jones demonstrates how the Old Testament lesson of Joseph and the Pharaoh constitutes effective analysis.

3267 Cares, J. and J. Miskel. 2007. Take Your Third Move First. HBR 85 (March, no. 3): 2021.
[Forethought Feature] Traditional approaches to strategic planning work ne if decisions can be made in which there are few outcomes. Cares and Miskel describe their co-evolutionary war game which is designed to help organizations navigate through complex scenarios and outcomes.

3274 Hayes, R. H. and R. L. Nolan. 1974. What Kind of Corporate Modeling Works Best? HBR 52 (May-June, no. 3): 102112.
Hayes and Nolan describe the ambiguity, even skepticism, corporate executives have for corporate modeling efforts. To be successful, these efforts must be tightly focused on specic functions within an organization.

3275 Wells, W. D. 1963. Computer Simulation of Consumer Behavior. HBR 41 (May-June, no. 3): 9398.
Wells describes what computer simulation amounts to and how it can help managerial decision-making.

3268 Darling, M., C. Parry and J. Moore. 2005.


Learning in the Thick of It. HBR 83 ( July-August, no. 7): 8492.
Darling and her coauthors describe how after-action reviews are a living, pervasive process that the United States Army created for adapting to unpredictable situ-

3276 Geisler, M. A. and W. A. Steger. 1962. How


to Plan for Management in New Systems. HBR 40 (September-October, no. 5): 103110.
Geisler and Steger describe a new approach for simu-

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lating managerial performance, test different projects and predict the impact that efciency efforts have on people.

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3277 Shycon, H. N. and R. B. Maffei. 1960. Simulation: Tool for Better Distribution. HBR 38 (November-December, no. 6): 6575.
Shycon and Maffei offer a practical, step-by-step description on how a simulated distribution system can help solve an array of warehousing and marketing problems .

ing within their industry sector. Doing this can also help nurture ones innovative prowess and do much to keep the competition off balance.

3285 Sull, D. N. 2005. Strategy as Active Waiting. HBR 83 (September, no. 9): 120129.
Golden business opportunities are rare. Management can do much to make sure its ready for these moments. A more conscientious effort is necessary to examine ones future while being alert to the anomalies that signal potential threats or opportunities. Ones workforces must also be battle ready.

3278 Platt, W. J. and N. R. Maines. 1959. Pretest Your Long-Range Plans. HBR 37 ( January-February, no. 1): 119127.
Platt and Maines explain how management can test its long-term strategic plans through the use of a decision laboratory.

3286 Greenwald, B. and J. Kahn. 2005. All Strategy Is Local. HBR 83 (September, no. 9): 94104.
True competitive advantages are harder to nd and maintain than most people realize. For a company to grow and remain protable, Greenwald and Kahn recommend the following: (i) dominating a series of local markets which are adjacent to one another; (ii) blocking the entry of rivals; and (iii) expanding only at the edges of those local markets. Wal-Mart did the opposite which is a signicant reason for the decline of their prot margins over the last 15 years.

3279 Andlinger, G. R. 1958. What Can Business Games Do? HBR 36 ( July-August, no. 4): 115125.
[Looking Ahead Feature] Andlinger explores the notion of business-oriented gaming which simulates ones business and competitive pressures.

3280 _____. 1958. Business Games: Play One! HBR 36 (March-April, no. 2): 115126.
Business gaming activities force participants to cope with the real-life pressures facing any business. Operational gaming differs from business gaming in how it provides a framework for trial and error decisions.

3287 Coutu, D. L. 2005. Strategic Intensity. HBR 83 (April, no. 4): 4953.
[A Conversation with World Chess Champion Garry Kasparov] Garry Kasparov discusses how chess is analogous to ones business competition. One has to place themselves in their competitors mind and be able to throw that competitor off balance. Kasparov also emphasizes the importance of preventing highly successful people from losing their passion, ingenuity and drive.

Competitive or Strategic Advantages


3281 DAveni, R. A. 2007. Mapping Your Competitive Position. HBR 85 (November, no. 11): 110 120.
DAveni developed a price-benet positioning map to illustrate how customers perceive a product in conjunction to its competition.

3288 Ticoll, D. 2004. Get Self-Organized. HBR


82 (September, no. 9): 1819.
[Forethought Feature] Conventionally hierarchical businesses can gain a competitive advantage by mimicking the self-organizing structures utilized by entities such as Linux.

3282 Zook, C. 2007. Finding Your Next Core


Business. HBR 85 (April, no. 4): 6675.
By studying 25 companies, Zook found that anytime a business seeks to reinvent itself, mining ones hidden assets (e.g., business platforms that are undervalued, untapped insights on ones clientele or other underexploited capabilities) is often the most efcient way for a rm to reinvent oneself.

3289 Farrell, D. 2003. The Real New Economy.


HBR 81 (October, no. 10): 105112.
During the soar-and-swoon days of the late 1990s, many believed that information technology and, in particular, the Internet would change everything in business. What transpired is that a rms competitive capabilities are far more important than their technological capabilities.

3283 Stalk, G., Jr. 2006. Curveball Strategies to Fool the Competition. HBR 84 (September, no. 9): 114122.
Stalks curveball strategy for gaining a competitive advantage is designed to mask successful execution by keeping ones competitors from not seeing ones success until it is too late.

3290 DAveni, R. 2002. The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders. HBR 80 (November, no. 11): 6674.
DAveni offers rms ve ways to offset some revolutionary business models or disruptive technologies that are rampant in todays business world.

3284 Anthony, S. D., M. Eyring and L. Gibson.


2006. Mapping Your Innovation Strategy. HBR 84 (May, no. 5): 104113.
By developing playbooks similar to those used by professional football teams and customized checklists, companies can better analyze the major innovations transpir-

3291 Clemons, E. K. and J. A. Santamaria. 2002. Manuever Warfare: Can Modern Military Strategy Lead You to Victory? HBR 80 (April, no. 4): 56 65.
Maneuver warfare recognizes how impossible it is to control disorder and uncertainty. Clemons and Santamaria see maneuver warfare relevant to modern busi-

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[HBR Case Study Feature] McCanns case study focuses on the compensation package being offered to keep a highly regarded marketing executive.

ness strategy since it addresses conditions that top management faces.

3292 Champion, D. 2001. Mastering the Value Chain. HBR 79 ( June, no. 6): 108115.
[An Interview with Mark Levin of Millennium Pharmaceuticals] As founder and CEO of Millennium Pharmaceuticals, Levin discusses the impact that the genetics revolution will have on the pharmaceutical industry.

3300 Hayes, R. H. and G. P. Pisano. 1994. Beyond World-Class: The New Manufacturing Strategy. HBR 72 ( January-February, no. 1): 7787.
In the hypercompetitive manufacturing environment of the 1990s, manufacturers must strive for strategic exibility by switching strategic approaches while using the fewest resources possible.

3293 Rigby, D. 2001. Moving Upward in a Downturn. HBR 79 ( June, no. 6): 98105.
As a Bain & Company consultant, Rigby describes how rms can exploit industry downturns to generate unique opportunities.

3301 Stalk, G. Jr. and A. M. Webber. 1993. Japans Dark Side of Time. HBR 71 ( July-August, no. 4): 93103.
The Japanese embraced time-based competition during the 1980s. By the early 1990s, time-based competition was linked to running on a treadmill. Stalk and Webber contend that Japanese companies became stagnant from their obession with time-based competition.

3294 Meyer, C. 2001. The Second Generation of


Speed. HBR 79 (April, no. 4): 2425.
[Forethought Feature]Speed is important to business. Its focus, however, must be based on strategy as opposed to operations. Companies who can make decisions fast, change directions nimbly, and gure out when to enter and exit markets will enjoy a competitive edge.

3302 Hamel, G. and C. K. Prahalad. 1993. Strategy as Stretch and Leverage. HBR 71 (March-April, no. 2): 7585.
Hamel and Prahalad nd that companies who have fewer resources than their competitors can still outperform their competition. They must be adept at understanding their industrys structure.

3295 Dawar, N. and T. Frost. 1999. Competing with Giants: Survival Strategies for Local Companies in Emerging Markets. HBR 77 (March-April, no. 2): 119132.
Local companies have options available to them in the emerging markets of Asia and South America despite facing strong competition from multinational rms.

3296 Collis, D. J. and C. A. Montgomery. 1998. Creating Corporate Advantage. HBR 76 (MayJune, no. 3): 7083.
Collis and Montgomery dene corporate advantage as the ability to integrate the individual elements of corporate strategy into a cohesive operation (e.g., what businesses should a company be in, how should their activities be coordinated, what role should a home ofce play, and how should the corporation measure and control its performance).

3303 Stalk, G. Jr., P. Evans and L. E. Shulman. 1992. Competing on Capabilities: The New Rules of Corporate Strategy. HBR 70 (March-April, no. 2): 5769.
Companies must weave their key business processes into hard-to-imitate strategic capabilities to succeed in the 1990s. Wal-Mart, in particular, became a formidable competitor with this strategy.

3304 Ohmae, K. 1988. Getting Back to Strategy.


HBR 66 (November-December, no. 6): 142148.
Strategy should never be about doing whatever it takes to beat ones competition. Ohmae nds that strategy must be about paying attention to the needs of ones customers. In addition, a constant rethinking needs to be done on what ones products and services are all about.

3297 Porter, M. E. 1996. What Is Strategy? HBR 74 (November-December, no. 6): 6180.
Porter worries that management tools like total quality management and change management are taking the place of management strategy. Operational effectiveness involves performing similar activities better than ones rivals. Strategic positioning, in turn, means engaging in different activities than ones competitors or doing similar activities in different ways.

3305 Porter, M. E. 1987. From Competitive Advantage to Corporate Strategy. HBR 65 (May-June, no. 3): 4359.
Porter contends that companies must move away from portfolio management to a more hands-on and collaborative effort that is built on the interlocking strengths of the diverse units within the organization.

3298 Stalk, G. Jr., D. K. Pecault and B. Brunett. 1996. Breaking Compromises, Breakaway Growth. HBR 74 (September-October, no. 5): 131139.
Companies are constantly searching for ways to grow. Breaking compromises is a powerful organizing principle. Stalk and his coauthors describe how compromise breaking rms have the wherewithal to emerge from the pack to outpace the rest of their industry.

3306 Ghemawat, P. 1985. Building Strategy on the Experience Curve. HBR 63 (March-April, no. 2): 143149.
Ghemawat describes the notion of the experience curve for purposes of competitive strategy which also has relevance for strategic planning if it is utilized properly.

3299 Nicoson, R. D. 1996. Growing Pains. HBR


74 ( July-August, no. 4): 2036.

3307 Gluck, F. W., S. P. Kaufman and A. S. Walleck. 1980. Strategic Management for Competitive

213
Management. HBR 58 ( July-August, no. 4): 154 161.
Gluck and his coauthors describe how formal planning efforts and strategic performance are related.

Strategy

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3308 Roberts, E. B. 1980. New Ventures for Corporate Growth. HBR 58 ( July-August, no. 4): 134 143.
Venturing strategies can facilitate ones entry into new business areas with innovative products and entrepreneurial energy.

the September 11th terrorist attacks. In ve years as CEO, Immelt established performance metrics, invested in new marketing capabilities, R&D resources and mechanisms to ag promising ideas. General Electric is now growing around 8 percent annually; a phenomenal level a $150 billion dollar a year behemoth.

3315 MacMillan, I. C., A. B. van Putten and R. G.


McGrath. 2003. Global Gamesmanship. HBR 81 (May, no. 5): 6271.
The moves an organization makes in one market are often designed to achieve goals in ways that are often not apparent to ones rivals. McMillan and his coauthors offer a process to map ones competitive landscape and anticipate another companys moves.

3309 Porter, M. E. 1979. How Competitive Forces Shape Strategy. HBR 57 (March-April, no. 2): 137145.
Porter diagrams ve basic forces (i.e., the threat of new entrants, the bargaining power of customers, the bargaining power of suppliers, the threat of substitute products and the jockeying that exists among current contestants) that inuence an industrys competitiveness level.

3316 Magretta, J. 2002. Why Business Models


Matter. HBR 80 (May, no. 5): 8692.
Business models are stories that explain how an enterprise works. Robust business models provide delineated characters, plausible motives as well as a plot. They answer questions on who a customer is, how the rm will make money as well as the economic logic behind how the rm will deliver value to the customer.

3310 Henderson, B. D. 1967. Brinkmanship in


Business. HBR 45 (March-April, no. 2): 4955.
Henderson offers ve principles to guide companies strategically in terms of sales volume, costs, and prot margins relative to their competition.

3317 Ghosn, C. 2002. Saving the Business Without Losing the Company. HBR 80 ( January, no. 1): 3745.
[First Person Feature] Ghosn describes how Nissan Motor Company was transformed from a company facing serious nancial and organizational difculties to becoming a protable and growing business.

Corporate Objectives or Performance


3311 Stewart, T. A. and A. P. Raman. 2007. Lessons from Toyotas Long Drive. HBR 85 ( JulyAugust, no. 7/8): 7483.
[The HBR Interview with Katsuaki Watanabe] As Toyotas CEO, Watanane discusses whether Toyotas rapid growth and globalization is straining the company and what Toyota can do to combine radical change with continuous improvement.

3318 Kirby, J. 2001. Reinvention with Respect. HBR 79 (November, no. 10): 116123.
[An Interview with Jim Kelly of UPS] Jim Kelly, the CEO for United Parcel Services, discusses the challenges of growing a mature business as well as UPSs recent focus on international expansion.

3312 Ruimin, Z. 2007. Raising Haier. HBR 85


(February, no. 2): 141146.
[First Person Feature] As the CEO of Haier, a Chinese manufacturer of refrigerators, Ruimin describes how he transformed a company teetering on bankruptcy. His focus has evolved into giving Haiers employees the latitude they need to make their own professional decisions.

3319 Brown, R. 2001. How We Built a Strong Company in a Weak Industry. HBR 79 (February, no. 2): 5158.
[First Person Feature] Brown and Linda Mason built Bright Horizons Family Solutions into 340 high quality child care centers that serve 40,000 children. Brown describes the difculties the couple and their company endured and how their board of directors questioned their business model and basic philosophy for good child care.

3313 Dodd, D. and K. Favaro. 2006. Managing the Right Tension. HBR 84 (December, no. 12): 6274.
Dodd and Favaro discuss three strategic tensions inherent in organizations: (i) protability as opposed to growth; (ii) a short-term focus compared to a long-term one; and (iii) the entire organization versus one of its individual units. In any company, one tension supersedes the other tensions making it crucial for rms to focus on just one tension.

3320 Teerlink, R. 2000. Harleys Leadership UTurn. HBR 78 ( July-August, no. 4): 4348.
[First Person Feature] During his tenure as CEO of Harley Davidson, Teerlink devised several programs aimed at eliciting ideas, enthusiasm and vision from his employees. These efforts transformed Harleys culture and created an American success story.

3321 Eisenhardt, K. M. and S. L. Brown. 1999.


Patching: Restitching Business Portfolios in Dynamic Markets. HBR 77 (May-June, no. 3): 7284.
Patching is the strategic process for remapping a business to accommodate its changing markets by adding, dividing, transferring, exiting or combing parts

3314 Stewart, T. A. 2006. Growth as a Process.


HBR 84 ( June, no. 6): 6070.
[An HBR Interview with Jeffrey R. Immelt] Jeffrey Immelt became General Electrics CEO a week before

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3329 Tilles, S. 1963. How to Evaluate Corporate Strategy. HBR 41 ( July-August, no. 4): 111121.
Tilles maintains that many business failures result from poor strategy or, worse, no strategy at all.

of any business. Through patching, top management can concentrate on high potential businesses while assessing ones protability in a manner which is both effective and responsible.

3322 Case, J. 1997. Opening the Books. HBR


75 (March-April, no. 2): 118127.
Implementing open-book management is an effective tool for companies to set and achieve their performance goals. Employees in this context begin to think like managers in terms of the achieving the performance aspects of a companys business objectives.

3330 Drucker, P. F. 1955. Integration of People and Planning. HBR 33 (November-December, no. 6): 3540.
Managements objectives are untenable unless its longrange planning encompasses how to manage its workforce and the realization that these two groups might possess different ethical and spiritual values.

3323 Collins, J. C. and J. I. Poras. 1996. Building Your Companys Vision. HBR 74 (September-October, no. 4): 6577.
Ones corporate vision provides guidance on what to preserve and change. A companys core values constitutes its basic beliefs. The core purpose statement articulates why the organization exists. Companies who enjoy enduring success possess a core purpose and core values that remain xed while their strategies and practices adapt to a changing world.

3331 Sheldon, O. 1925. Policy and Policy Making. HBR 4 (October, no. 1): 16.
Ones organizational strategy might be sound but still ineffective from failing to dene what is necessary for their mission.

3332 McGahan, A. M. 2004. How Industries Change. HBR 82 (October, no. 10): 8694.
Understanding the changes that an industry experiences is difcult. Clues are missed and false conclusions often occur. To understand where an industry is headed, a long-term, high-level look at the context in which business is executed is necessary.

3324 Avishai, B. 1991. A European Platform for Global Competition. HBR 69 ( July-August, no. 4): 102115.
[An Interview with VWs Carl Hahn] Hahn describes Volkswagens strategy of scaling back and concentrating on the European market.

3333 Augustine, N. R. 1997. Reshaping an Industry: Lockheed Martins Survival Story. HBR 75 (May-June, no. 3): 8396.
Augustine, as CEO of Lockheed Martin, nds that upheaval provides tremendous potential for change. Firms need to seize on these while not allowing upheaval to distract their managers from servicing their business, customers, and employees.

3325 Eccles, R. G. 1991. The Performance Measurement Manifesto. HBR 69 ( January-February, no. 1): 131139.
Eccles explains why nancial data is not the only indicator of business performance. More executives are changing their companys metrics to track non-nancial measurements and reinforce competitive strategies such as quality, customer satisfaction, innovation, and market share.

3334 McGahan, A. M. 1994. Industry Struggle and Competitive Advantage. HBR 72 (NovemberDecember, no. 6): 115127.
Mercks controversial 1993 acquisition of Medco Containment set off a wave of mergers between pharmaceutical companies and prescription-benets-management (PBM) companies. McGahan reviews the historical structure of the prescription-pharmaceutical industry and why the industry opted to purse these PBM acquisitions.

3326 Goold, M. and A. Campbell. 1987. Many Best Ways to Make Strategy. HBR 65 (NovemberDecember, no. 6): 7076.
Senior management needs to decide which of their goals are most important and then develop a management style that achieves them. Success depends on knowing your strengths and goals and then choosing the approach that best maximizes them.

3335 Ferguson, C. H. 1990. Computers and the Coming of the U.S. Keiretsu. HBR 68 ( July-August, no. 4): 5570.
Ferguson argues that American high technology-oriented companies need to emulate the Japanese keiretsus or team up with European companies to form a EuroAmerican version of a keiretsus. Should they neglect doing this, they will become insolvent or a subsidiary of a Japanese company.

3327 Clifford, D. K., Jr. 1973. Growth Pains of the


Threshold Company. HBR 51 (September-October, no. 5): 143155.
Threshold companies (i.e., rms who generate between $20 and $200 million dollars in sales) need to grow from one-product operations into more complex operations who can compete with their industrys giants.

3336 _____. 1988. From the People Who Brought


You Voodoo Economics. HBR 66 (May-June, no. 3): 5562.
Americas semiconductor industrys share of the world market has declined from 60 percent to 40 percent since 1980. In contrast, Japans share has almost doubled to nearly 50 percent. Ferguson describes how Japans semi-

3328 Granger, C. H. 1964. The Hierarchy of Objectives. HBR 42 (May-June, no. 3): 6374.
Granger discusses what constitutes good corporate objectives and how management can protably utilize them.

215
conductor industry is a stable, government-protected and vertically integrated oligopoly whose success hinges on imported American technology and high-quality mass production.

Strategy

33373353

ricated Houses. HBR 26 (November, no. 6): 693 712.


Wittausch describes the lackluster performance of the pre-fabricated housing industry which was touted as an outstanding investment in post-war America.

3337 Harrigan, K. R. and M. E. Porter. 1983. End-Game Strategies for Declining Industries. HBR 61 ( July-August, no. 4): 111120.
For products or industries facing technological obsolence and declining demand, Harrington and Porter describe how an end-game strategy operates from the standpoint of whether a company should continue to remain in operation or get out.

3346 Knorr, K. E. 1946. World Rubber Problems. HBR 24 (Spring, no. 3): 394404.
With the advent of synthetic rubber, Americas capacity to produce rubber far exceeds its ability to consume the material. This produces some difcult geopolitical and international economic problems.

3338 Abernathy, W. J., K. B. Clark and A. M.


Kantrow. 1981. The New Industrial Competition. HBR 59 (September-October, no. 5): 6881.
Strategic policymakers in both business and government now understand how difcult it is to manage industrial change and grasp so many competitive realities.

3347 Jacobson, D. J. 1946. Whats Ahead for the Hotel Industry? HBR 24 (Spring, no. 3): 339355.
Despite the hotel industry being protable for the rst time since the 1920s, Jacobson describes some economic challenges facing this industry in post-war America.

3348 Davis, H. T. 1939. Business Mortality: The


Shoe Manufacturing Industry. HBR 17 (Spring, no. 3): 331338.
From 1926 through 1935, one shoe manufacturer out of six went out of business each year. More than half of shoe manufacturers who started business during this time span never survived longer than three years.

3339 Hall, W. K. 1980. Survival Tactics in a Hostile Environment. HBR 58 (September-October, no. 5): 7585.
The industry structure and competitive behavior of many large manufacturing companies is undergoing radical changes.

3340 Hamermesh, R. G. and S. B. Silk. 1979.


How to Compete in Stagnant Industries. HBR 57 (September-October, no. 5): 161168.
More industries will experience a decline in the demand for their products. This produces a tremendous need for managers capable of leading businesses through stagnant times.

3349 Compton, W. 1932. Lumber: An Old Industry and the New Competition. HBR 10 ( January, no. 2): 161169.
Comptons article assesses the opportunities and threats facing the lumber industry which employs the second largest number of employees throughout the United States.

3341 Daniells, L. M. 1979. Sources of Industry Statistics. HBR 57 ( January-February, no. 1): 54 62.
[For the Managers Bookshelf Feature] Daniells provides a list of trade journals and other sources that carry industry-wide statistics.

3350 Berglund, A. 1931. Organization in the Steel Industry and Price Policy. HBR 9 (April, no. 3): 277288.
Iron and steel production typically exhibits wide uctuations which has led to large consolidation efforts throughout the industry.

3342 Clifford, D. K., Jr. 1977. Thriving in a Recession. HBR 55 ( July-August, no. 4): 5765.
The conventional wisdom that giant companies can always outperform their smaller rivals in any economic condition is challeged by a new breed of companies that Clifford labels, threshold companies.

3351 Wisselink, J. 1930. The Lancshire Cotton Corporation and Its Effect on World Competition. HBR 8 (April, no. 3): 274288.
Wisselink maintains that Great Britains fabrics are of better quality than those produced by the Japanese, India or American cotton industries.

3343 Newman, L. E. 1961. Diseases That Make Whole Industries Sick. HBR 39 (March-April, no. 2): 8792.
Newman describes three maladies that adversely affect industry-wide protability even when there is plenty of business for all.

3352 _____. 1930. Present Condition of the English Cotton Industry. HBR 8 ( January, no. 2): 152169.
Wisselink describes how Great Britains cotton industry is three times larger than the next three nations combined.

3344 Cottle, S. and T. Whitman. 1958. Twenty


Years of Corporate Earnings. HBR 36 (May-June, no. 3): 100114.
Despite unusual national prosperity, Cottle and Whitman examine how several major industries are experiencing a decline in earnings.

3353 Loudon, D. S. and M. Collins , Jr. 1929.


The Aluminum Industry. HBR 8 (October, no. 1): 6977.
[Student Section Feature] Little has been published on the aluminum industry which is controlled by two large groups: The American Company of America and the International Aluminum Cartel.

3345 Wittausch, W. K. 1948. Marketing PreFab-

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changes that spring out of nowhere. These signals are often difcult to see or interpret. They are, however, vital to ones success and survival. Day and Schoemaker developed a question-based framework to help rms effectively scan their periphery.

3354 Stevens, W. H. S. 1927. Marketing Biscuits and Crackers. HBR 6 (October, no. 1): 2031.
Some 200 American companies are engaged in manufacturing biscuits and crackers. The National Biscuit Company has approximately 30 percent of market share. Another company has an additional 20 percent of market share.

3355 Alexander, R. S. 1927. Commercial Fairs and Expositions. HBR 5 ( July, no. 4): 433447.
Alexander describes how an industrys annual exposition is an effective way to understand that industrys dynamics.

3362 Slywotsky, A. J. and J. Drzik. 2005. Countering the Biggest Risk of All. HBR 83 (April, no. 4): 7888.
Strategic risks are the events or trends that could decimate a rms growth and market value. To persevere, one must know how to assess and respond to these threats. Slywotzky and Drziks notion of strategic risk management forces management to think more systematically about identifying future growth opportunities.

3356 Vanderblue, H. B. 1926. Changes in the Localization of the Pit-Iron Inudstry. HBR 4 ( July, no. 4): 417424.
Vanderblue describes the changes that have transpired in the pig iron industry since 1900.

3363 Kim, W. C. and R. Mauborgne. 2004. Blue


Ocean Strategy. HBR 82 (October, no. 10): 7684.
High performance is virtually impossible when one competes in overcrowded industries. Kim and Mauborgne maintain that the key to real opportunity is by creating blue oceans of uncontested market space. Demand here is created instead of fought over. As such, ample opportunity for growth exists that is both rapid and protable.

Opportunities or Threats
3357 Day, G. S. 2007. Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio. HBR 85 (December, no. 12): 110120.
[Tool Kit Feature] Cautious companies often strangle themselves by avoiding risky projects. Day offers a risk matrix graph and a R-W-W screen tool to help companies review their innovation portfolios as well as the potential of individual projects.

3364 Treacy, M. 2004. Innovation as a Last Resort. HBR 82 ( July-August, no. 78): 2728.
[Forethought Feature]Business model innovations do not have to be dramatic to generate revenue gains. In particular, breakthrough innovations (i. e. labeled by Treacy as swinging for the fences) should be a growth strategy of the last resort.

3358 Gulati, K. 2007. Silo Busting: How to Execute on the Promise of Customer Focus. HBR 85 (May, no. 5): 98108.
The shift from selling products to selling solutions must be a top priority for top management. Gulati nds that organizational knowledge often resides in silos which makes this shift difcult to execute for most organizations.

3365 McGee, K. 2004. Give Me That Real-Time


Information. HBR 82 (April, no. 4): 2626.
[Forethought Feature] Few executives capitalize on real-time information about items such as network outages, product development, and customer satisfaction because they never ask the right questions.

3366 Rai, F. and P. J. Kampas. 2002. How to


Identify Your Enemies Before They Destroy You. HBR 80 (November, no. 11): 115123.
[Tool Kit Feature] Many market share leaders ignore disruptive innovations (i.e., processes that offer the same service or product at a much lower cost) to their detriment. Rai and Kampas developed a tool that enables corporate management to detect potential disruptive innovations.

3359 Kumar, N. 2006. Strategies to Fight LowCost Rivals. HBR 84 (December, no. 12): 104112.
Companies take a variety of approaches to competing against cut-price competitors. Some differentiate their products. Others launch low-cost businesses of their own or become engaged in a price war. Kumar emphasizes that ignoring low-cost competitors is a catastrophic mistake and that traditional rms must know how to choose an appropriate pricing and competitive strategy.

3367 Meyer, C. and R. Ruggles. 2002. Search


Parties. HBR 80 (August, no. 8): 1415.
[Forethought Feature] Some companies are adept at pursuing new market opportunities. Companies lacking the time or talent to do this can outsource it to reconnaissance experts.

3360 Roberto, M. A., R. M. J. Bohmer and A. C.


Edmondson. 2006. Facing Ambiguous Threats. HBR 84 (November, no. 11): 106113.
Organizations who develop and practice a rigorous set of detection and response capabilities can avoid having to improvise when a disaster occurs.

3361 Day, G. S. and P. J. H. Schoemaker. 2005. Scanning the Periphery. HBR 83 (November, no. 11): 135148.
[Tool Kit Feature] Companies often face demographic shifts, new rivals and other environmental

3368 Reisner, R. A. F. 2002. When a Turnaround Stalls. HBR 80 (February, no. 2): 4552.
[First Person Feature] As vice president for strategic planning for the United States Postal Service, Reisner describes how 9/11 blindsided the Postal Service at a time when everything looked so promising (i.e., four years of surpluses totaling some $5 billion dollars).

217
3369 Kuemmerle, W. 2001. Be Global-or-Not. HBR 79 ( June, no. 6): 3749.
[HBR Case Study] Kuemmeries case study focuses on a company wondering if it should focus on its strong domestic market or expand overseas to head off a nascent international threat.

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nies adopted a risk analysis framework which is a difcult, time-consuming, and expensive process.

3378 Ammer, D. S. 1967. Entering the New Economy. HBR 45 (September-October, no. 5): 212, 171176.
[Thinking Ahead Feature] In the years ahead, executives will make nancial, marketing, human resources decisions that are driven by new paradigms. As such, this new economic landscape will provide new opportunities as well as new problems.

3370 Greiner, L. E. 1998. Evolution and Revolution as Organizations Grow. HBR 76 (May-June, no. 3): 5568.
[Reprint of a 1972 HBR article] The inuence of history on an organization is a powerful but often overlooked force. Managers, in their haste to build companies, usually fail to ask such critical developmental questions such as: (i) where has our organization been; (ii) where is it now; and (iii) what do the answers to these questions mean for where we are going?

3379 Forrester, J. W. 1958. Industrial Dynamics:


A Major Breakthrough for Decision Makers. HBR 36 ( July-August, no. 4): 3766.
Management appears to be on the cusp of grasping that corporate success is predicated on knowing that information, materials, capital, labor, and capital equipment all interact with one another.

3371 Day, G. S. 1997. Strategies for Surviving a Shakeout. HBR 75 (March-April, no. 2): 92104.
Shakeouts are a fact of life in almost every industry. By knowing the predictable pattern that goes on with shakeout syndromes (e.g., the occurrence of disappointing growth or resource shortages in a boom-and-bust syndrome), a manager can develop ways to be more resilient.

3380 Olson, J. C. 1947. Is Your Company Prepared for Rough Weather? HBR 25 (Autumn, no. 4a): 595608.
Olson nds it important for companies to be prepared for economic downturns by frequently assessing their competitive position.

3372 Clark, K. B. 1989. What Strategy Can Do


for Technology. HBR 67 (November-December, no. 6): 9498.
Clark makes it clear that gaining a competitive advantage through technology alone is close to impossible.

3381 Harlow Shoe Company. 1927. HBR 6 (October, no. 1): 105110.
[HBR Case Study Feature] This case study examines the competitive and operational difculties that the Harlow Shoe Company, a small manufacturer, has experienced in the aftermath of World War I.

3373 Tichy, N. and R. Charan. 1989. Speed, Simplicity, Self-Condence: An Interview with Jack Welch. HBR 67 (September-October, no. 5): 112 121.
Tichy and Charan interview with Jack Welch, CEO of General Electric, discusses how GE is being revitalized to be more exible and agile.

3382 Orten, M. D. 1927. Factors Affecting the Marketing of Tri-State Zinc Concentrates. HBR 6 (October, no. 1): 5765.
Orten describes the Tri-State Mining District in Southwest Missouri that extends into Oklahoma and Kansas and produces over a million dollars of lead and zinc each week.

3374 Johnson, P. T. 1988. Why I Race Against


Phantom Competitors. HBR 66 (September-October, no. 5): 106112.
Complacency in any organization is always a problem. Johnson describes how complacency is more problematic when no identiable competition exists. As such, a phantom competitor needs to be created.

3383 The Proctor Piano Company. 1922. HBR 1 (October, no. 1): 116119.
[HBR Case Study Feature] This case study explores whether the Proctor Piano Company should expand into manufacturing electrical driven player pianos at the expense of compromising their stellar reputation from manufacturing upright pianos.

3375 Dissmeyer, V. M. 1983. Are You Ready to


Meet a Disaster? HBR 61 (May-June, no. 3): 612.
[Ideas for Action Feature] Dissmeyer discusses the contingency plans a Minneapolis bank developed to cope with disasters of any kind.

Protability or Corporate Growth


3384 Cvar, M. and J. A. Quelch. 2007. Which Levers Boost ROI? HBR 85 ( June, no. 6): 2122.
[Forethought Feature] By analyzing companies in similar industries, Cvar and Quelch explain how rms can enhance their return on investment (ROI) measure.

3376 Yip, G. S. 1982. Gateways to Entry. HBR


60 (September-October, no. 5): 8592.
Yip describes the barriers facing new competitors in existing markets. He also provides a framework to identify and evaluate these barriers.

3377 Carter, E. E. 1971. What Are the Risks in


Risk Analysis? HBR 50 ( July-August, no. 4): 72 82.
Carter describes what happened when four oil compa-

3385 Laurie, D. L., Y. L. Doz and C. P. Sheer. 2006. Creating New Growth Platforms. HBR 84 (May, no. 5): 8090.
Most corporations reach the point where their growth falls short of what is demanded by their board and share-

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3393 Christensen, C. M., M. E. Raynor and M. Verlinden. 2001. Skate to Where the Money Will Be. HBR 79 (November, no. 10): 7281.
Christensen and his coauthors spent six years studying protability patterns to generate a disruptive technologies framework which can help companies determine if protability is feasible. Businesses who own the interdependent links in the value chain are likely to be the most protable.

holders. Laurie and his coauthors interviewed top management at 24 companies who achieved signicant organic growth over a period of years. A common denominator emerged in how these businesses created new growth platforms (NGPs) to spawn new products and services. These rms can then move into a multitude of new domains.

3386 Charan, R. 2006. Home Depots Blueprint for Culture Change. HBR 84 (April, no. 4): 6070.
Home Depot was on shaky nancial footing when Robert Nardelli became CEO in late 2000. Rapid expansion had stretched its cash ow, prot margins and managerial ranks. Charan believes that companies must undergo a cultural change which Home Depot did by sacricing their entrepreneurial zeal and operating more like an established retail power.

3394 Wise, R. and P. Baumgartner. 1999. Go Downstream: The New Prot in Manufacturing. HBR 77 (September-November, no. 5): 133143.
As business value is owing from producing goods to servicing them, most manufacturing companies are struggling to boost prots and stock prices. Wise and Baumgartner describe how some manufacturers are successfully coping in this environment.

3387 Gottfredson, M. and K. Aspinall. 2005. Innovation Versus Complexity: What Is Too Much of a Good Thing? HBR 83 (November, no. 11): 6271.
Adding products and line extensions to boost revenue is a natural desire. Doing this, however, adds complexity and cost to ones operations. To maximize ones prot potential, a rm must identify its innovation fulcrum. This is the point in which an additional offering destroys more value than it creates. This innovation fulcrum framework forces management to nd a balance between innovation and simplicity.

3395 Brenneman, G. 1998. Right Away and All at Once: How We Saved Continental Airlines. HBR 76 (September-October, no. 5): 162179.
[First Person Feature] Continental Airlines was successfully transformed from being a severely dysfunctional company in the early 1990s. Brenneman, as Continentals president and chief operating ofcer, describes how his companys employees transformed the airline and the lessons they learned from this dramatic turnaround.

3388 Hemp, P. 2004. A Time for Growth. HBR 82 ( July-August, no. 78): 6774.
[An Interview with Amgen CEO, Kevin Sharer] Sharer discusses the special challenges leaders face when companies are on a fast growth roll.

3396 Gadiesh, O. and J. L. Gilbert. 1998. How to


Map Your Industrys Prot Pool. HBR 76 (MayJune, no. 3): 149162.
Gadiesh and Gilbert describe a framework for analyzing how prots are distributed between the various activities that form the value chain of an industry.

3389 Campbell, A. and R. Park. 2004. Stop Kissing Frogs. HBR 82 ( July-August, no. 78): 2728.
[Forethought Feature] Campbell and Park maintain that growth opportunities are rare for mature companies. Success then stems from careful selection and a willingness to reject all prospects until a good one emerges.

3397 Taylor, W. 1993. Message and Muscle: An Interview with Watch Titan Nicolas Hayek. HBR 71 (March-April, no. 2): 98110.
Nicolas Hayek engineered one of the worlds most spectacular industrial comebacks: the revitalization of the Swiss watch industry. Hayek describes how companies can operate in high-wage areas and still produce low-cost, high-value, high-quality products for the mass market.

3390 Day, G. S. 2004. Which Way Should You


Grow? HBR 82 ( July-August, no. 78): 2426.
[Forethought Feature] One must rmly know their companys framework including its capabilities, assets, and cultural DNA when crafting a winning growth strategy. Few companies know themselves well enough to do this.

3398 Rayner, B. 1992. Trial by Fire Transformation: An Interview with Globe Metallurgicals Arden C. Sims. HBR 70 (May-June, no. 3): 116129.
As CEO of Globe Metallurgial, Sims describes the transformation his company went through from being on the cusp of bankruptcy to achieving market leadership.

3391 Hemp, P. 2002. Growing for Broke. HBR


80 (September, no. 9): 2737.
[HBR Case Study Feature] Hemps case study focuses on whether a company should sacrice short-term prots for the sake of generating long-term prots.

3392 Slywotzky, A. J. and R. Wise. 2002. The


Growth Crisis: And How to Escape It. HBR 80 ( July, no. 7): 7283.
Slywotzky and Wise nd that companies can achieve sustained growth if they leverage their underutilized intangible capabilities such as customer relationships, strategic real estate, networks and information.

3399 Knight, C. F. 1992. Emerson Electric: Consistent Prots, Consistently. HBR 70 ( January-February, no. 1): 5770.
Emerson Electric Companys 34 consecutive years of increased earnings and earnings per share stem from an effective management process that emphasizes setting targets, planning carefully and overseeing their distribution channels.

219
3400 McCormick, J. and N. Stone. 1990. From National Champion to Global Competitor. HBR 68 (May-June, no. 3): 126135.
[An Interview with Alain Gomez of Thomson SA] McCormick and Stone interviewed Alain Gomez, the CEO of the French consumer electronics rm, Thompson SA. Gomez discusses his rms meteoric rise to the top of their industry.

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and budget slashing will never generate prot improvement or other forms of growth.

3409 Morrison, J. R. and R. F. Neuschel. 1962.


The Second Squeeze on Prots. HBR 40 ( JulyAugust, no. 4): 4966.
Morrison and Neuschel discuss whether prot improvements are geared to cope with the impact of erce competition that will exist throughout the 1960s.

3401 Wagner, H. M. 1984. Prot Wonders, Investment Blunders. HBR 62 (September-October, no. 5): 121135.
By creating a huge PIMS database, Wagner examines the risks and impact when prices are lowered, quality os enhanced or when engaged in a new strategy in terms of return-on-investment [ROI].

3410 Young, R. B. 1961. Keys to Corporate Growth. HBR 39 (November-December, no. 6): 5162.
Young examines whether successful companies have similarities that can be identied and utilized by upper management.

3402 Lauenstein, M. C. 1984. Cutting Companies Down to Size. HBR 62 (September-October, no. 5): 614.
[Growing Concerns Feature] Top management is warned not to be preoccupied with growth to where they lose sight of their strengths and nancial health.

3411 Anthony, R. N. 1960. The Trouble with Prot Maximization. HBR 38 (November-December, no. 6): 126134.
Anthony argues that business decisions cannot be implemented with the sole purpose of maximizing prots.

3403 Miller, A. B. 1984. Protability = Productivity + Price Recovery. HBR 62 (May-June, no. 3): 145153.
Miller discusses several prot-directed measurement techniques which focus on whether management should implement productivity improvements or pricing strategies.

3412 Evans, M. K. 1959. Prot Planning. HBR 37 ( July-August, no. 4): 4554.
Evans describes a prot strategy instituted by Westinghouse that systematically evaluates ones costs that also analyzes the impact that an alternative proposal(s) might have on company protability.

3413 Powlison, K. 1953. Obstacles to Business


Growth. HBR 31 (March-April, no. 2): 4856.
Powlison examines the many obstacles to growth inside a company. Management often does not acknowledge this since it has no clear idea what its present growth rate is or the level of growth it wants for the future.

3404 Wittnebert, F. R. 1975. Big Equals Less


Protable (Still). HBR 53 (March-April, no. 2): 18 20.
[Ideas for Action Feature] Wittnebert nds that big companies do not generate prot margin superiority over smaller companies despite what most observers perceive.

3405 Vancil, R. F. 1972. Better Management of Corporate Development. HBR 50 (September-October, no. 5): 5362.
Vancil describes how corporate growth can be internally managed by utilizing the rms nancial and human resources to develop the business.

3414 Osborn, R. C. 1951. Efciency and Protability in Relation to Size. HBR 29 (March, no. 2): 8294.
Osborn examines whether medium and small companies operate more efciently than large companies and if mergers are really successful from a protability standpoint.

3406 Ansoff, H. I. and J. M. Stewart. 1967. Strategies for a Technology-Based Business. HBR 45 (November-December, no. 6): 7183.
A systematic analysis of a companys technological prole considers the parameters that makes it feasible to achieve more protable results.

3415 Donham, R. 1932. Looking Forward with the Tanner. HBR 10 ( January, no. 2): 170180.
Until its over-capacity problems can be rectied, Donham believes that no solution exists for the protability problems plaguing this tanner.

3407 Wolff, H. 1964. The Great GM Mystery. HBR 42 (September-October, no. 5): 164176, 192 202.
[Keeping Informed Monthly Feature] Wolff examines some of the factors behind General Motors phenomenal success.

3416 Foster, W. T. and W. Catchings. 1925. Why Not Do Away with Prots? HBR 3 ( January, no. 2): 141149.
Foster and Catchings write on the uncertainties that all businesses must contend with.

3417 Fraser, C. E. 1923. The Readjustment of


Retail and Wholesale Operating Expenses. HBR 1 ( January, no. 2): 212225.
Frasers study of wholesale and retail activities shows that when market demand rises, gross margins and net prots also increase.

3408 Hoffman, F. O. 1963. Improve Your Prots


Day by Day! HBR 41 ( July-August, no. 4): 5967.
Hoffman argues that panic-inspired head rolling

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forced to make these decisions in an atmosphere that is that is ill-suited to thoughtful deliberation, Markides formulated six questions that managers should ponder when assessing the risk inherent with diversication.

Strategic Business Units


3418 McGrath, R. G. and T. Kell. 2007. The Value Captors Process: Getting the Most Out of Your New Business Ventures. HBR 85 (May, no. 5): 128136.
[Best Practice Feature] Flawed ways of assessing and managing ventures (e.g., go/no-go) in which ventures are either launched or killed could account for the high failure rate of new business ventures. McGrath and Keil describe why new ventures need to be treated like scientic experiments in which learning plays a critical role.

3426 Stahinich, J. 1996. The Pitfalls of Parenting Mature Companiesh. HBR 74 (September-October, no. 5): 1834.
[HBR Case Study Feature] Strahinichs case study focuses on a diversied companys household appliance unit. This unit has been a cash cow for the parent company. In particular, what proportion of this units prots should be plowed back to the parent company?

3419 Michel, S. 2007. The Upside of Falling


Flat. HBR 85 (April, no. 4): 2122.
[Forethought Feature] Michel describes McDonalds foray into Switzerlands hotel industry. Though unsuccessful, the venture demonstrates McDonaldss commitment to nurturing innovation.

3427 Whitney, J. O. 1996. Strategic Renewal for Business Units. HBR 74 ( July-August, no. 4): 84 99.
Business units, as opposed to corporate headquarters, are now formulating strategy for themselves. Whitney emphasizes that business units can fail, just like a home ofce can, if it loses focus on their organizations mission.

3420 Garvin, D. A. and L. C. Levesque. 2006. Meeting the Challenge of Corporate Entrepreneurship. HBR 84 (October, no. 10): 102112.
To be competitive, a rm must grow innovative new businesses. Garvin and Levesque describe the challenges and barriers encountered by companies when developing new businesses.

3428 Hall, G. E. 1987. Reections on Running a Diversied Company. HBR 65 ( January-February, no. 1): 8492.
When rms expand the number of their product choices, Hall believes the diversity theyll cope with will parallel that of large conglomerates.

3421 Garvin, D. A. 2004. What Every CEO Should Know About Creating New Businesses. HBR 82 ( July-August, no. 78): 1821.
[Forethought Feature] Garvin summarizes the research on achieving higher growth from new subsidiaries and startups.

3429 Sykes, H. B. 1986. Lessons from a New Ventures Program. HBR 64 (May-June, no. 3): 6974.
Companies considering new business development through internal ventures need to focus on activities or areas in which the company has relevant capabilities and management expertise.

3422 Lord, M. D., S. W. Mandel and J. D. Wager.


2002. Spinning Out a Star. HBR 80 ( June, no. 6): 115121.
[Best Practice Feature] Spinouts rarely take off. An exception might be R. J. Reynolds and how its pharmaceutical company, Targacept, ourished when it was set free. Lord and his coauthors describe four traps that doom spinouts.

3430 Hamermesh, R. G. and R. E. White. 1984.


Manage Beyond Portfolio Analysis. HBR 62 ( January-February, no. 1): 103109.
Hamermesh and White surveyed twelve multibusiness corporations to examine the relationship between corporate headquarters and their business units to assess the degree of autonomy, structure of line responsibility and incentive compensation granted to the latter.

3423 Kirby, J. 2002. The Cost Center That Paid Its Way. HBR 80 (April, no. 4): 3140.
[HBR Case Study Feature] Kirbys case study examines a rm who did their marketing departments business plan.

3431 Hamermesh, R. G. 1977. Responding to Divisional Prot Crises. HBR 55 (March-April, no. 2): 124130.
Hamermesh explains how, in large and diversied companies, prot downturns often occur on a divisional basis instead of on a aggregate basis.

3424 Raynor, M. E. and J. L. Bower. 2001. Lead from the Center: How to Manage Divisions Dynamically. HBR 79 (May, no. 5): 92100.
Raynor and Bower describe why corporate ofcers must dene the scope of division-level strategy so that divisions do not operate in ways that undercut the entire companys future.

3432 Hanan, M. 1976. Venturing Corporations Think Small to Stay Strong. HBR 54 (May-June, no. 3): 139148.
Many companies have had disastrous experiences when attempting to diversify or have encountered antitrust problems. Hanan counters that engaging in small activities and functions is the most sensible way for big companies to diversify and grow.

3425 Markides, C. C. 1997. To Diversify or Not to Diversify. HBR 75 (November-December, no. 6): 93101.
One of the most challenging decisions companies confront is to diversify or not. Because companies are often

3433 Levitt, T. 1975. Dinosaurs Among the Bears and Bulls. HBR 53 ( January-February, no. 1): 41 53.

221
Levitt describes how advantageous it is for single industry companies (i.e., the dinosaurs) to diversify which will help generate a more balanced asset foundation.

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3434 Shoefer, S., R. D. Buzzell and D. F. Heany.


1974. Impact of Strategic Planning on Prot Performance. HBR 52 (March-April, no. 2): 137145.
Schoefer, Buzzell and Heany describe the Prot Impact Market Strategies or PIMS concept which provides top management and corporate planners with insights on the anticipated prot performance of different divisions under a variety of conditions.

[Summaries of Business Research Feature] This research examines why some leading American manufacturers opted to establish international facilities and why other manufacturers were reluctant to do so during the post World War I period.

3443 Effect on the Subsidiary Corporation on the


Parent Company. 1929. HBR 7 ( July, no. 4): 496 504.
[Legal Developments Signicant in Business Feature] Describes why subsidiaries are proving to be an extremely useful framework for a business organization.

3435 Berg, N. A. 1969. Whats Different About Conglomerate Management? HBR 47 (NovemberDecember, no. 6): 112120.
Unlike many older diversied companies that grew through internal expansion, the typical conglomerate possesses a remarkably small corporate headquarters that allows each division a great deal of latitude.

3444 The Subsidiary Corporation: Its Use and


Abuse. 1929. HBR 7 ( January, no. 2): 248254.
[Legal Developments Signicant in Business]Subsidiary corporations are used for an array of purposes such as: (i) the issuance of securities with no claim on the assets of the parent corporation; (ii) limiting the parent companys nancial liability; or to (iii) to enable a foreign corporation to do business in a state.

3436 Carroll, D. T. 1969. What Future for the


Conglomerate. HBR 47 (May-June, no. 3): 412, 167168.
[Thinking Ahead Feature] For conglomerates to succeed, they must meet and overcome many challenges stemming from growth and aging.

Strategic Planning
3445 Breeme, R. T. S., P. F. Nunes and W. E. Shill. 2007. The Chief Strategy Ofcer. HBR 85 (October, no. 10): 8493.
Todays chief executive ofcers now spend less time on strategic execution than was once the case. As a result, chief strategy ofcers are being hired by many companies to execute their strategic efforts.

3437 Henderson, B. D. and J. Dearden. 1966. New System for Divisional Control. HBR 44 (September-October, no. 5): 144160.
Henderson and Dearden challenge the importance of using return on investment ratios to gauge the effectiveness of divisions.

3438 Gilmore, J. S. and D. C. Coddington. 1966.


Diversication Guides for Defense Firms. HBR 44 (May-June, no. 3): 144159.
Gilmore and Coddington describe the experiences of thirteen (13) defense manufacturers on what inuenced their diversication efforts and their problems with acquisitions and internal expansion .

3446 Mankins, M. C. and R. Steele. 2006. Stop Making Plans: Start Making Decisions. HBR 84 ( January, no. 1): 7684.
Mankins and Steele lament how strategic planning seems to more about documenting the choices that have already been made as opposed to being used for decision making.

3447 Hamel, G. and C. K. Prahalad. 2005. Strategic Intent. HBR 83 ( July-August, no. 7): 148161.
[Best of HBR [1989] Feature] Hamel and Prahalad describe how Canon establishes goals that exceed their present grasp and existing resources. This results in a global leadership that decimates many of Canons larger Western rivals.

3439 Berg, N. 1965. Strategic Planning in Conglomerate Companies. HBR 43 (May-June, no. 3): 7992.
Berg offers a perspective on the differences between division managers and the corporate decision makers at corporate headquarters. These disagreements are deepseated and highly personal.

3440 Dearden, J. 1964. The Case of the Disputing Divisions. HBR 42 (May-June, no. 3): 158178.
Deardens case study involves an interdivisional pricing dispute in a large, decentralized conglomerate.

3448 Kim, W. C. and R. Mauborgne. 2004. Value Orientation: The Strategic Logic of High Growth. HBR 82 ( July-August, no. 78): 172180.
[Best of HBR Feature] Kim and Mauborgne explain how innovative companies break away from their competition by creating products or services in which there is no direct competition.

3441 Conrad, G. R. 1963. Unexplored Assets for Diversication. HBR 41 (September-October, no. 5): 6773.
Diversication is a means for protecting a company from obsolence in its inforce product line that also provides opportunities for future growth.

3449 Kim, W. K. and R. A. Mauborgne. 2002.


Charting Your Companys Future. HBR 80 ( June, no. 6): 7683.
Not many rms possess clear strategic vision. This primarily stems from a strategic-planning process that generates a big document from a hodgepodge of data supplied by people with conicting agendas. Kim and

3442 Branch Factories in Foreign Countries. 1929. HBR 8 (October, no. 1): 96102.

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3456 Sahlman, W. A. 1997. How to Write a Great
Business Plan. HBR 75 ( July-August, no. 4): 98 109.
A good business plan systematically assesses four interdependent factors that are critical to every new venture: (i) the people involved in the venture; (ii) a prole of the business itself; (iii) the factors that inevitably change but cannot be controlled by the entrepreneur; and nally (iv) an assessment of everything that can go right or wrong. As such, great business plans are difcult to compose.

Mauborgne argue, instead, that rms should draft a picture that depicts the various factors affecting their competition.

3450 Eisenhardt, K. M. and D. N. Sull. 2001. Strategy as Simple Rules. HBR 79 ( January, no. 1): 106116.
Yahoos top management realized that their greatest opportunity for competitive advantage lay in market confusion. They also recognized the need for strategic processes and simple rules to help them navigate through chaos.

3451 Campbell, A. 1999. Not Benchmarked: A


Fresh Look at Corporate Planning. HBR 77 (March-April, no. 2): 4150.
[Thinking About Feature] With todays competitive markets, every company should engage in planning on a formal basis. Too many managers design planning processes that are models of professionalism but will never be executed. Campbell explains how good planning processes share common features such as well-dened objectives and mechanisms for winning business buy-in. Management, in particular, needs to ask about the value they are trying to add as opposed to chasing best-inclass paradigms.

3457 Kim, W. K. and R. A. Mauborgne. 1997. Value Innovation: The Strategic Logic of High Growth. HBR 75 ( January-February, no. 1): 102 115.
Kim and Mauborgne nd that high-growth companies are distinguishable from mediocre ones in their strategic focus which is driven by value innovation as opposed to sheer competitiveness.

3458 McGrath, M. G. and I. C. MacMillan. 1995. Discovery-Driven Planning. HBR 73 ( July-August, no. 4): 4454.
[Managers Tool Kit Feature] New corporate ventures involve a high probability of failure. McGrath and MacMillian explain the notion of discovery-driven planning that takes the uncertainties involved in new ventures into consideration.

3452 Shaw, G., R. Brown and P. Bromiley. 1998.


Strategic Stories: How 3M Is Rewriting Business Planning. HBR 76 (May-June, no. 3): 4150.
[Ideas of Work Feature] 3-M writes its strategic business plans in narrative rather as opposed to bullet format. Shaw and his coauthors believe that a narrative form makes a business plan clearer to both its authors and readers. Bullet style, in contrast, never provides concrete images to the strategic plan.

3459 Hamel, G. and C. K. Prahalad. 1994. Competing for the Future. HBR 72 ( July-August, no. 4): 122130.
Change is inevitable whether it takes place in a crisis atmosphere or in a calm and planned manner. Grasping the future takes tremendous foresight. Companies who plan for the future will likely be market leaders in the years to come.

3453 Christensen, C. M. 1997. Making Strategy:


Learning by Doing. HBR 75 (November-December, no. 6): 141156.
[Managers Tool Kit Feature] Christensen developed a three-step method for creating and implementing a strategic plan.

3460 Mintzberg, H. 1994. The Fall and Rise of


Strategic Planning. HBR 72 ( January-February, no. 1): 107115.
Strategic planning may have fallen from favor because of how goals are broken into steps. The expected consequences from those steps are formalized and articulated. Strategic thinking, on the other hand, concerns itself with synthesis, creativity and intuition rather than with the realignment of existing categories.

3454 Courtney, H., J. Kirkland and P. Viguerie.


1997. Strategy Under Uncertainty. HBR 75 (November-December, no. 6): 6681.
Uncertainty is under-estimated as well as over-estimated when traditional strategic planning methods are utilized. This often produces ineffective strategies that expose the rm to greater risks. Courtney and his coauthors counter by providing a framework for dealing with the high levels of uncertainty that dogs present-day management.

3461 Langeler, G. H. 1992. The Vision Trap. HBR 70 (March-April, no. 2): 4655.
[First Person Feature] Mentor Graphics is a top CAO/CAM software developer. Langeler describes how Mentors corporate vision actually weakened the company.

3455 Campbell, A. and M. Alexander. 1997. Whats Wrong with Strategy? HBR 75 (NovemberDecember, no. 6): 4251.
[Thinking About Feature] Campbell and Alexander examine why successful strategies rarely transpire from formal planning. Moreover, the two examine if something is wrong in how most companies develop their strategy.

3462 Hamel, G. and C. K. Prahalad. 1989. Strategic Intent. HBR 67 (May-June, no. 3): 6376.
Hamel and Prahalad describe how Canon establishes goals which exceed their present grasp and existing resources. This has produced a global leadership that has crippled many of its larger Western rivals.

223
3463 Mintzberg, H. 1987. Crafting Strategy. HBR 65 ( July-August, no. 4): 6677.
Corporate strategy may be analytical in theory. Mintzberg, however, argues how it is as much an art as it is a science. Executives often possess a feel for their business that is akin to a potters feel for their clay.

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3471 Paul, R. N., N. B. Donovan and J. W. Taylor. 1978. The Reality Gap in Strategic Planning. HBR 56 (May-June, no. 3): 124130.
Paul and his coauthors outline the parameters for adaptive planning for responding to problems that surface from the strategic planning process.

3464 Hamermesh, R. G. 1986. Making Planning Strategic. HBR 64 ( July-August, no. 4): 115 120.
Hamermesh offers an array of ideas on the notion of portfolio planning with regards to strategic planning.

3472 Daniells, L. M. 1978. Corporate Strategy and Strategic Planning. HBR 56 (May-June, no. 3): 52, 176.
[For the Managers Bookshelf Feature] Daniells reviews books relevant to strategic planning written by William Rothschild, Theodore Smith, Charles Ferguson in addition to Peter Lorange and Richard Vancils new book, Strategic Planning Systems.

3465 Gray, D. H. 1986. Uses and Misuses of Strategic Planning. HBR 64 ( January-February, no. 1): 8997.
Gray urges managers and business students to see strategic planning as an integrated process with the other components of business [i.e., management, marketing, accounting, nance, information systems, etc.] as opposed to its own separate processes.

3473 Hobbs, J. M. and D. F. Heany. 1977. Coupling Strategy to Operating Plans. HBR 55 (MayJune, no. 3): 119126.
Hobbs and Heany offer top management with ideas on balancing their strategy and operating plans in a realistic way.

3466 Hayes, R. H. 1985. Strategic Planning


Forward in Reverse? HBR 63 (November-December, no. 6): 111119.
Competitive conditions are changing so dramatically with the advent of the global and information economy. As such, Hayes urges American management to rethink its traditional paradigms for strategic planning.

3474 Linneman, R. E. and J. D. Kennell. 1977.


Shirt-Sleeve Approach to Long-Range Plans. HBR 55 (March-April, no. 2): 141150.
Economic forecasters are increasingly adapting a multiple-scenario-analysis approach which utilizes a tenstep strategy for dealing with uncontrollable variables.

3467 Block, Z. and I. C. MacMillian. 1985. Milestones for Successful Venture Planning. HBR 63 (September-October, no. 5): 184196.
[Growing Concerns Feature] The business plans for new ventures that entrepreneurs draw up involving marketing, pricing, nancial and other projections typically, have little resemblance to reality. Block and MacMillan explore ways for entrepreneurs to effectively plan for the many unknowns that they will encounter.

3475 Lorange, P. and R. F. Vancil. 1976. How to Design a Strategic Planning System. HBR 54 (September-October, no. 5): 7581.
Lorange and Vancil describe a strategic planning system as a structured process which organizes and coordinates ones planning activities.

3468 Rich, S. R. and D. E. Gumpert. 1985. How


to Write a Winning Business Plan. HBR 63 (MayJune, no. 3): 156166.
[Growing Concerns Feature]Since a business plan provides investors and lenders with a lasting impression, it is crucial that the plan focus on the right marketing and nancial mixes.

3476 Vancil, R. F. and P. Lorange. 1975. Strategic Planning in Diversied Companies. HBR 53 ( January-February, no. 1): 8190.
Using a time span of several years, top management in diversied companies can periodically reassess its current strategy by analyzing new opportunities and threats to their environment. Vancil and Lorange offer two interrelated frameworks for senior management to consider.

3477 Hammond, J. S., III. 1974. Dos and Donts


of Computer Models for Planning. HBR 52 (March-April, no. 2): 110123.
Computer models can do a great deal for long-range planning efforts provided that systems managers can nd a way to overcome the inexibility inherent in these systems.

3469 Timmons, J. A. 1980. A Business Plan Is


More Than a Financing Device. HBR 58 (MarchApril, no. 2): 2834.
[Growing Concerns Feature] Timmons emphasizes that business plans provide an entrepreneur with the unique opportunity to think through all facets of their business.

3470 Banks, R. L. and S. C. Wheelwright. 1979.


Operations vs. Strategy: Trading Tomorrow for Today. HBR 57 (May-June, no. 3): 112120.
Banks and Wheelwright describe how the achievement of long-range goals involves resource commitments that often adversely affect ones current or short-term prots.

3478 Shank, J. K., E. G. Niblock and W. T. Sandalls, Jr. 1973. Balance Creativity and Practicality in Formal Planning. HBR 51 ( January-February, no. 1): 8795.
Every formal long-range planning system needs to achieve a balance between creativity and practicality. Shank and his coauthors describe how six companies achieved this balance.

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224
3487 Vancil, R. F. 1967. So Youre Going to Have
a Planning Department! HBR 45 (May-June, no. 3): 8896.
Vancils spoof, in the style of Dr. Spock, deals with prenatal preparations for implementing a strategic planning group based on a rms formative years and adolescence. He then provides advice for brother and sister departments.

3479 Steiner, G. A. 1970. Rise of the Corporate Planner. HBR 48 (September-October, no. 5): 133139.
Once considered an odd xture in American corporations, corporate planners now work closely with upperechelon management on strategic planning and decision making. Steiner contends the inuence of these knowledge workers will increase over the next decade.

3480 Vancil, R. F. 1970. The Accuracy of Long


Range Planning. HBR 48 (September-October, no. 5): 98101.
[Management Memo Feature] Harvard Business School launched a major study to investigate corporate planning structures. Vancil, with ve years of data, assesses the efcacy of these efforts.

3488 Mace, M. L. 1965. The President and Corporate Planning. HBR 43 ( January-February, no. 1): 4962.
Mace describes how to best make corporate planning effective. Most importantly, top management must be unequivocal in their involvement and commitment.

3481 Christopher, W. F. 1970. Marketing Planning That Gets Things Done. HBR 48 (SeptemberOctober, no. 5): 5664.
The key performance areas on the long-term success of a business often go unnoticed. Christopher describes the efforts made by the Hooker Chemical Corporation to integrate these components into their strategic planning efforts.

3489 Gilmore, F. F. and R. G. Brandenburg. 1962.


Anatomy of Corporate Planning. HBR 40 (November-December, no. 6): 6169.
Gilmore and Brandenburg provide ow charts to diagram the stages involved with strategic planning from a two year study of this process.

3490 Ross, R. J. 1962. For LRP Rotating Planners and Doers. HBR 40 ( January-February, no. 1): 105115.
Ross describes a provocative approach for integrating long-range planning and operations.

3482 Ammer, D. S. 1970. The Side Effects of Planning. HBR 48 (May-June, no. 3): 3244, 164 168.
[Thinking Ahead Feature] Ammer thinks the sophisticated ve year strategic plans that manufacturing rms have developed will have a profound impact on the American economy.

3491 Busch, G. A. 1961. Prudent-Manager Forecasting. HBR 39 (May-June, no. 3): 5764.
Busch describes a forecasting approach, known as prudent-manager forecasting, in which executives from marketing, nance, engineering and administration assume the role of decision-making managers for their preferred customers.

3483 Mockler, R. J. 1970. Theory and Practice of Planning. HBR 48 (March-April, no. 2): 148159.
[Keeping Informed Feature] Mocklers literature review assesses a wide array of monographs and studies on strategic planning published since 1958.

3492 Rogers, D. C. 1960. New Horizons in Business Policy. HBR 38 2): 3744, 155158.
[Looking Ahead Feature] Rogers reviews several books relevant to business policy with its emphasis on long-range planning.

3484 Donaldson, G. 1969. Strategy for Financial


Emergencies. HBR 47 (November-December, no. 6): 6779.
Whenever companies develop a nancial plan, it seldom includes what to do when unanticipated events occur (e.g., a competitors new product or a sudden change in ones ow of funds). Donaldson advocates systematic contingency planning as a way to prevent an unexpected need for funds from turning into a crisis for ones company.

3493 Payne, B. 1958. How to Set Realistic Prot Goals. HBR 36 (September-October, no. 5): 87 95.
Payne urges companies to emphasize realistic goals and then capitalize on short-term opportunities when constructing strategic plans.

3485 Mainer, R. 1968. The Case of the Stymied


Strategist. HBR 46 (May-June, no. 3): 3648.
[Problems in Review Feature] Mainers case study focuses on whether every company needs to engage in strategic planning.

3494 _____. 1957. Steps in Long-Range Planning. HBR 35 (March-April, no. 2): 95106.
Payne describes how long-range planning is one technique that top management possesses to provide a competitive advantage for their organization.

3486 Schaffer, R. H. 1967. Putting Action into


Planning. HBR 45 (November-December, no. 6): 158166.
Schaffer explains that the secret to success begins by focusing on ones immediate goals as opposed to those that are remote from todays needs.

3495 Wrapp, H. E. 1957. Organization for LongRange Planning. HBR 35 ( January-February, no. 1): 3747.
Long-range planning is complex and time consuming with returns that are difcult to gauge.

225

Economics

34963512

Economics
Agribusiness Concerns
3496 Salerno, L. M. and A. I. Esposito. 1978. The Big Business of Farm Cooperatives. HBR 56 (September-October, no. 5): 122131.
[An Interview with W. W. Gaston] Gaston explains how purchases of seed, feed, fertilizer and other chemicals from farm cooperatives such as Golden Kist have doubled over the past ten years. Davis discusses why agriculture is so intertwined with corporate America.

3504 Longstreet, R. W. 1955. Sales to Farmers: A


Glance into the Future. HBR 33 ( January-February, no. 1): 119122.
Longstreet describes the productivity strides that American farmers have experienced over the last 15 years.

3497 Arthur, H. B. and G. L. Cramer. 1976. Brighter Forecast for the Worlds Food Supply. HBR 54 (May-June, no. 3): 161167.
Arthur and Cramer describe how the OPEC cartel and the world monetary systems oating currency structure has wreaked havoc on the global food situation.

3505 Williams, C. M. 1953. Enterprise on the Prairies. HBR 31 (March-April, no. 2): 97102.
Williamss article focuses on American farmers who faced a bumper crop of wheat with a very short time to harvest it. Soviet agriculture, in comparison, would have been incapable of this.

3506 Bradley, W. L. 1947. Taxation of Cooperatives. HBR 25 (Autumn, no. 4a): 576586.
Because of the way the United States tax code is structured, one important policy issue is whether farm cooperatives should prosper at the expense of their corporate competition.

3498 Goldberg, R. A. 1975. U.S. Agribusiness


Breaks Out of Isolation. HBR 53 (May-June, no. 3): 8195.
Goldberg discusses how the worlds food system is undergoing some profound changes stemming from energy costs and with inventory, production, distribution and consumption patterns.

3507 Miller, R. W. and A. L. Jensen. 1947. Failure of Farm Cooperatives. HBR 25 (Winter, no. 2): 213226.
Miller and Jensen investigate why so many farm cooperatives end up nancially bankrupt; most of which stems from the rifts between cooperative management and the farming community.

3499 _____. 1972. Protable Partnerships: Industry and Farmer Co-Ops. HBR 50 (March-April, no. 2): 108121.
Most processed food production involves a joint venture between a corporation and a farmer cooperative. Goldberg assesses the farm cooperatives and explains how market forces and federal agricultural policy triggered their development.

3508 McNair, M. P. 1945. Distribution Costs After the War. HBR 23 (Spring, no. 3): 338359.
McNair questions the wisdom of policymakers who advocate lower distribution costs on agricultural commodities in post-war America.

3500 _____. 1966. Agribusiness in Developing Countries. HBR 44 (September-October, no. 5): 8193.
Goldberg examines a variety of burgeoning trends involved with global agribusiness.

3509 Black, J. D. 1943. The Food Situation, May 1943. HBR 21 (Summer, no. 4): 397414.
With food and other consumer goods being rationed, many policymakers worry about the caloric intake that Americans are receiving.

3501 Lodge, G. C. 1966. Food Processing Key to Economic Development. HBR 44 (SeptemberOctober, no. 5): 616, 180.
[Thinking Ahead Feature] Lodge urges business and government to think more broadly on the role that food processing plays with regards to world economic, social, and political development.

3510 Lockley, L. C. 1943. Dehydrated Foods. HBR 21 (Winter, no. 2): 253258.
Developed for feeding American soldiers during World War II, Lockley is interested on the impact that dehydrated food will have on consumer markets in the post-war period.

3502 Williams, S. 1965. Private Investment in World Agriculture. HBR 43 (November-December, no. 6): 95105.
Williams describes the challenges facing American management in how agribusiness contributes to worldwide social and economic stability.

3511 Case, E. 1942. The Dairymans Plight. HBR 20 (Winter, no. 2): 233243.
Dairy farmers continually receive less than cost on their commodity and should not be chastised for recent hikes in milk prices. Distribution costs, instead, need to be scrutinized.

3503 Davis, J. H. 1956. From Agriculture to Agribusiness. HBR 34 ( January-February, no. 1): 107115.

3512 Malott, D. W. 1940. Does Futures Trading


Inuence Prices? HBR 18 (Winter, no. 2): 177190.
Malotts evidence is that futures trading has no im-

35133530

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known as reciprocal sales to bolster depressed utility sales.

pact on farm prices is in contrast to what many policymakers perceive.

3513 Chambers, F. G. 1939. Expanding the Turkey Season. HBR 18 (Autumn, no. 1): 107115.
Chambers examines the feasibility of the Turkey Growers Association making turkey more of a staple than a holiday delicacy.

3522 Welch, C. J. 1931. Sugar: Prince or Pauper. HBR 9 ( January, no. 2): 150158.
Welch discusses a cycle-like effect involving sugar production. Whenever sugar prices are high, overproduction invariably occurs. Prices then sink to ruinous levels as expansion dwindles which produces higher prices.

3514 Davis, J. S. 1939. Agriculture and the Nations Business. HBR 17 (Winter, no. 2): 129137.
Many advocate that a balance between agriculture and industry is necessary. Davis points out why this balance will shift away from agriculture given the impact of technology, demographics, and the principles of supply and demand.

3523 Davis, J. S. 1928. Americas Agricultural Position and Policy. HBR 6 ( January, no. 2): 143151.
While the rest of the American population enjoyed unprecedented prosperity in the aftermath of World War I, Davis describes the plight of farmers who have endured a severe economic depression.

3515 Dalton, J. E. 1938. Federal Sugar Control: A Four Year Review. HBR 17 (Autumn, no. 1): 63 74.
Other than the utility industry, Dalton explains that no American industry is more controlled by the Federal Government than the American sugar industry with regards to its prices, labor conditions, and other agricultural practices.

3524 Ward, G. H. 1927. Financing Cooperative Marketing Associations. HBR 6 (October, no. 1): 6673.
Ward compares federated cooperative marketing structures with centralized cooperative marketing structures.

3516 Galbraith, J. K. 1937. The Farmers Banking System: Four Years of FCA Operations. HBR 15 (Spring, no. 3): 313320.
Galbraiths describes the inner-workings of the Farm Credit Administration which began in March, 1933 as part of the New Deal.

3525 Schoenfeld, W. A. 1927. Government Crop Reports and Business. HBR 5 (April, no. 3): 315 322.
Modern agriculture must develop a statistical reporting structure for anticipating future demand.

3517 Dalton, J. E. 1936. Sugar: A Case Study of the Relationship of Government and Business. HBR 14 (Winter, no. 2): 172185.
Dalton examines the origins of the 1934 Sugar Act that provided the Secretary of Agriculture the authority to control the sugar industrys production, processing and marketing practices.

3526 Chapman, J. M. 1925. Financing the Marketing of Wheat [Part 2]. HBR 4 (October, no. 1): 5770.
A signicant development of the cooperative movement stems from wheat prices being less than the cost of production during the early 1920s.

3527 Spillman, W. J. 1925. Raw-Cotton Resources. HBR 3 ( July, no. 4): 466474.
Despite more than 50 percent of the United Statess cotton crop being exported to the rest of the world, Spillman describes how domestic factors determine these prices.

3518 Learned, E. P. 1935. The Cotton Textile Situation. HBR 14 (Autumn, no. 1): 2944.
Learned examines why circumstances facing the textile industry are as bleak as they are with year-long strikes and how the Japanese have penetrated the American market with imported goods.

3519 Graves, W. W., Jr. 1935. Effects of AAA on Tobaco Production. HBR 13 ( July, no. 4): 463 474.
Graves examines the Agricultural Adjustment Acts impact on tobacco farming.

3528 Chapman, J. M. 1925. Financing the Marketing of Wheat [Part I]. HBR 3 ( July, no. 4): 436 446.
With dwindling European demands and a slow down in the American economy, wheat prices are now less than their production costs.

3520 Wilson, M. L. 1935. Agricultural Adjustment: A Step in the Evolution of Agricultural Policy. HBR 13 ( July, no. 4): 405416.
Wilson examines how agricultural adjustment policies were implemented to ease the impact of the Great Depression.

3529 Cotton Forecasting: A Method for Determining in November the Availability of Holding the Cup. 1924. HBR 2 ( January, no. 2): 225232.
[Summaries in Business Research Feature] Examines the advisability of cotton producers holding their crop longer than the norm.

3521 Devlin, C. E. 1933. Some Aspects of Reciprocal Purchasing. HBR 11 (April, no. 3): 359368.
To combat overcapacity and low farm commodity prices, utility companies are engaging in a new practice

Automobile and Trucking Industries


3530 Epstein, R. C. 1928. Producers Growth Curves in an Expanding Industry. HBR 6 (April, no. 3): 270277.

227
Epstein examines annual growth rates for 53 automobile parts manufacturers from 1903 through 1926.

Economics

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Business in China. HBR 76 (May-June, no. 3): 167175.


[Books in Review Feature] Garten reviews two new books which advocate for a consistent foreign policy with regards to China and how that is in the interests of American government and business.

3531 _____. 1927. Leadership in the Automobile


Industry. HBR 5 (April, no. 3): 281292.
Epstein emphasizes how manufacturing cars at low cost is one thing. Manufacturing cars that people purchase is quite another matter.

3539 Johnson, S. and G. W. Loveman. 1995.


Starting Over: Poland After Communism. HBR 73 (March-April, no. 2): 4457.
[World View Feature] Johnson and Loveman describe how Polands 1990 Balcerowicz Plan created favorable operating conditions for entrepreneurial endeavors.

3532 _____. 1927. The Rise and Fall of Firms in


the Automobile Industry. HBR 5 ( January, no. 2): 157174.
From 1903 to 1924, some 180 American companies were engaged in some aspect of the automobile industry. Epstein tries to account why that number has dwindled to 59.

3533 Grifn, C. E. 1926. The Evolution of the


Automobile Market. HBR 4 ( July, no. 4): 407416.
Grifn describes how the automobile industry is now one of Americas key industries.

3540 Kvint, V. 1994. Dont Give Up on Russia. HBR 72 (March-April, no. 2): 6274.
[World View Feature] The time has never been better for American companies to engage in joint ventures with their Russian counterparts. Russia offers advantages such as a cheap labor force that is more highly educated than that of the United States, inexpensive factories and land along with an abundance of natural resources.

3534 Hotchkiss, W. E. 1924. The Evolution of


the World Rubber Situation. HBR 2 ( January, no. 2): 129138.
The rapid growth in the rubber industry over the last ve years stems largely from the automobile coming into prominence.

3541 McDonald, K. R. 1993. Why Privatization Is Not Enough. HBR 71 (May-June, no. 3): 4959.
[World View Feature]Most newly privatized companies throughout the old Eastern bloc desperately need Western-trained managers. Communist-bred managers simply lack the skills and experience to convert a rm to a market orientation.

Command Economies or Totalitarian Governments


3535 Gadiesh, O., P. Leung and T. Vestring. 2007.
The Battle for Chinas Good-Enough Market. HBR 85 (September, no. 9): 8089.
Foreign multinationals have long dominated Chinas premium market segment. In contrast, Chinas lowend markets are served by its domestic rms. Gadiesh and her coauthors nd that an increase in the buying power of Chinas middle class will create an emerging middle market among domestic and foreign multinational rms.

3542 Rafferty, K. 1991. Chinas Grasp and Hong Kongs Golden Eggs. HBR 69 (May-June, no. 3): 5469.
[Four Corners Feature]When Chinese sovereignty over Hong Kong begins in 1997, Rafferty explains why the best and brightest of Hong Kongs population will bolt for other countries.

3543 Hertzfeld, J. M. 1991. Joint Ventures: Saving the Soviets from Perestroika. HBR 69 ( JanuaryFebruary, no. 1): 8091.
It will take at least a generation to turn around the Soviet economy. Hence, it is futile for Western companies to enter this turbulent economy in pursuit of quick prots.

3536 McEwen, W., X. Fang, C. Zhang and R.


Burkholder. 2006. Inside the Mind of the Chinese Consumer. HBR 84 (March, no. 3): 6876.
The Gallup Organizations surveyed the Chinese people. Many inaccurate perceptions exist about this population. Most Chinese citizens, for example, are not engaged in their jobs as perceived by the rest of the world. In addition, the ability to express ones individuality is important to the Chinese people.

3544 von Lazar, A. 1990. Postcards from Hungary. Harvard Business Review. 68 (September-October, no. 5): 4454.
[Four Corners Feature] von Lazar writes about Hungarys efforts with political and cultural normalization. For example, groceries are now more abundant and private labels are appearing. Housing shortages, however, are still rampant.

3537 Lieberthal, K. and G. Lieberthal. 2003. The


Great Transition. HBR 81 (October, no. 10): 7081.
Foreign rms can now pursue the Chinese domestic market now that China is in the World Trade Organization. Improvements in Chinas infrastructure, workforce, and regulatory environment, in particular, make it possible for companies to lower their costs and reap new competitive advantages.

3545 Goldman, M. I. 1988. Gorbachev, Turnaround CEO. HBR 66 (May-June, no. 3): 107115.
Goldman sees the focus of Mikhail Gorbachevs efforts as head of the Soviet Union must be to: (i) institute an ambituous, market-oriented reform package; (ii) diminish central planning; (iii) enhance the power of local managers; (iv) justify production by prot, (v) allocate

3538 Garten, J. E. 1998. Opening the Doors for

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the Soviet Union is headed to what might be called market socialism.

resources; as well as (vi) turn the rubble into a convertible currency.

3546 Vlachoutsicos, C. A. 1986. Where the Ruble


Stops in Soviet Trade. HBR 64 (September-October, no. 5): 8286.
Vlachoutsicos explains how Western companies who trade with the Soviet Union must deal with a foreign trade organization (FTO) possessing monopolistic powers over imports and exports.

3554 Richman, B. M. 1967. Capitalists & Managers in Communist China. HBR 45 ( January-February, no. 1): 5778.
Richman reports on the many paradoxes involving the Chinese economy.

3555 Ryapolov, G. 1966. I Was a Soviet Manager. HBR 44 ( January-February, no. 1): 117125.
Ryapolov describes his career as a factory manager in the old Soviet Union and how he dealt with state planners and Communist Party ofcials.

3547 Gorbachev, M. S. 1986. Remarks on USUSSR Trade. HBR 64 (May-June, no. 3): 5558.
As head of the Soviet Union, Gorbachev discusses several obstacles facing the Soviet Union with international trade. These include being: (i) denied most-favored-nation status and trade credits from the United States, and (ii) the export controls that the United States imposes on many products that the USSR seeks to purchase.

3556 Conine, E. 1965. Communisms New Economics. HBR 43 (May-June, no. 3): 5361.
Conine describes how two market economy tenets, prot responsibility and marketing, are forcing changes in the Communist economic system.

3548 Rumer, B. and S. Sternheimer. 1981. The Soviet Economy: Going to Siberia. HBR 60 ( January-February, no. 1): 1638.
[Thinking Ahead Feature] As Harvard sovietologists, Rumer and Sternheimer assess the vagaries and potential inherent with the Soviet economy.

3557 Schwartz, H. 1963. Studies of the Soviet Economy. HBR 41 (May-June, no. 3): 621, 192.
[Keeping Informed Feature] Schwartzs literature review speculates on the growth rate of the Soviet economy and if it is at a faster rate than the United States.

3549 Heenan, D. A. 1981. Moscow Goes International. HBR 59 (May-June, no. 3): 4852.
[Ideas for Action Feature] Heenan focuses on the likely ramications for the Soviet Union if it increases its level of international trade with Western European and North American economies.

3558 Phelps, D. M. 1961. Soviet Marketing: Stronger Than We Think. HBR 39 ( July-August, no. 4): 6980.
In each of the 15 Soviet republics, the marketing of all goods and services in the Soviet Union is controlled by a Council of Ministers. As such, all stores, mail-order establishments, farmers markets and pawn shops are owned and operated by the state.

3550 OToole, J. 1981. The Good Managers of Sichuan. HBR 59 (May-June, no. 3): 2840.
[Special Report Feature] OToole describes market-economy oriented changes that are transpiring throughout China from interviews with Chinese managers and workers, .

3559 Winslow, E. M. 1960. Who Are the Economic Imperialists Now? HBR 38 (March-April, no. 2): 113122.
Winslow writes how ironic it is that the Soviet Union is never accused of economic expansionism despite some manuevers that are more aggressive in comparison to their free-market counterparts.

3551 Hertzfeld, J. M. 1974. Setting Up Shop in Moscow. HBR 52 (September-October, no. 5): 137142.
The Soviet Union is extending accreditation privileges to American banks and multinational corporations for establishing branch ofces; an unthinkable notion three years ago.

3560 Goldman, M. L. 1960. Marketing: A Lesson for Marx. HBR 38 ( January-February, no. 1): 79 86.
Communist governments are, ironically, using modern marketing techniques (e.g., advertising, cut prices, installment payments) to solve some of their distribution problems.

3552 Goldman, M. I. 1971. More Heat in the Soviet Hothouse. HBR 49 ( July-August, no. 4): 415, 160.
[Special Report Feature] Goldman describes how the Soviet economy is ripe for Western technology as it seeks to become a more formidable competitor in global trade. Making the Soviet economy competitive, however, will take far more than Western technology.

3561 Mosley, P. E. 1955. Can Moscow Match Us Industrially? HBR 33 (March-April, no. 2): 101 108.
In the aftermath of Stalins death, Mosley nds that the Kremlin is not wavering in its twin long term goals of industrial and military might.

3553 Landreth, H. 1967. Creeping Capitalism in


the Soviet Union? HBR 45 (September-October, no. 5): 133140.
Some Western observers maintain that it will someday be difcult to distinguish between the Soviet and U.S. economic systems. Landreth disagrees and contends that

3562 Margold, S. K. 1950. Economic Life in Russias Orbit, Part II. HBR 28 (November, no. 6): 86113.
Margold writes of the feverish pace of industrialization, banking, and central planning on Poland, Hungary, and Czechoslovakia.

229
3563 _____. 1950. Economic Life in Russias Orbit. HBR 28 (September, no. 5): 6578.
Margold describes how the Soviet Union is adopting to the nationalization of its industries.

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35633581

multi-national corporations are appreciating the Overseas Private Investment Corporations (OPIC) ability to protect investment in developing nations from foreign exchange laws and other bureaucratic controls.

3564 Baran, P. A. 1948. Currency Reform in the


U.S.S.R. HBR 26 (March, no. 2): 194206.
Baran examines the Soviet governments motives for instituting monetary reform while, simultaneously, eliminating the rationing of its consumer goods.

3573 Hagemann, H. 1977. Anticipate Your LongTerm Foreign Exchange Risks. HBR 55 (MarchApril, no. 2): 8188.
Hagemann describes how companies are factoring potential currency uctuations into their long-range nancial planning efforts.

3565 Prince, C. 1946. The USSRs Role in International Finance. HBR 25 (Autumn, no. 1): 111128.
Prince describes the Soviet Unions economic aloofness from failing to participate in either the International Monetary Fund or the Bretton Woods Agreements.

3574 Serfass, W. D., Jr. 1976. You Cant Outguess


the Foreign Exchange Market. HBR 54 (MarchApril, no. 2): 134137.
Executives involved in foreign manufacturing or marketing must know how to protect themselves from oating currencies.

3566 Schwarz, S. M. 1945. The Industrial Enterprise in Russia. HBR 23 (Spring, no. 3): 265276.
Schwarz nds it important for Americans to grasp the intricacies of the Soviet economy, particularly with individual enterprises.

3575 Bliss, C. A. 1968. Lets Stop Chasing Rainbows. HBR 46 (September-October, no. 5): 412, 175.
[Thinking Ahead Feature] Bliss offers several reasons gold should be replaces with a oating currency as the United Statess medium in international exchange.

3567 Block, H. 1943. Man-Power Allocation in


Germany. HBR 21 (Winter, no. 2): 259268.
Under present German labor statutes, Block describes how a government employment agency must approve all hirings and terminations.

3568 Polakov, W. N. 1932. Myths and Realities


About the Soviet Union. HBR 11 (October, no. 1): 113.
Polakov describes the impact foreign engineers are having on the Soviet Union with its construction projects. Moreover, a vacuum exists for Americans to manage these projects.

3576 Wallich, H. C. 1961. Cooperation to Solve the Gold Problem. HBR 39 (May-June, no. 3): 47 56.
Wallich outlines the tremendous challenges posed by Americas balance-of-payments decits and diminished gold holdings.

3577 Harris, S. E. 1949. Devaluation of the Pound Sterling. HBR 27 (November, no. 6): 781 790.
Harris describes the factors that led Great Britain to devalue its pound.

3569 Clough, S. B. 1932. Evolution of Facist Economic Practice and Theory, 19261930. HBR 10 (April, no. 3): 302310.
World War I produced a crisis in Europe that has governments demanding that everyone work for the greatness of their nation.

3578 Prance, P. F. 1939. Export Management and


Exchange Control. HBR 17 (Summer, no. 4): 491 500.
Most industrialized nations have abandoned the gold standard. Exchange restriction mechanisms were then implemented to manipulate currency values. Prance sees nations being able to offset unfavorable trade balances, meet obligations abroad, as well as retaliate against trade and tariff restrictions that other nations impose because of this.

3570 Cross, S. H. 1931. The Outlook for the Five Year Plan. HBR 9 ( January, no. 2): 169177.
Lenins New Economic Policy created ve year plans to industrialize the Soviet Union by subjecting the Soviet economy to coherent and unied goals.

Currency Transactions
3571 Lessard, D. R. and J. B. Lightstone. 1986.
Volatile Exchange Rates Can Put Operations at Risk. HBR 64 ( July-August, no. 4): 107114.
Management must grasp the profound impact that exchange rates have on ones operating prots even if it seems a rm has little in foreign operations or exports.

3579 Dulles, E. L. 1936. The French Franc in 1935. HBR 14 (Winter, no. 2): 146160.
Dulles fears that the devaluation of the French franc will likely produce social and political strife.

3580 Leavens, D. H. 1935. American Silver Policy and China. HBR 14 (Autumn, no. 1): 4858.
Chinas currency is pegged to the silver standard. Leavens explores the impact of this on Chinas currency and on its exports.

3572 Stern, R. 1982. Insurance for Third World Currency Inconvertibility Protection. HBR 60 (May-June, no. 3): 6264.
[Ideas for Action Feature] Stern describes how

3581 Kindleberger, C. P. 1934. Competitive Currency Depreciation Between Denmark and New Zealand. HBR 12 ( July, no. 4): 416426.
Denmark and New Zealand are depreciating their cur-

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3590 Bratt, E. C. 1938. What Can We Do About Depressions? HBR 16 (Spring, no. 3): 273280.
Bratt describes an array of forces that need to be more carefully monitored so that future economic depressions can be prevented.

rencies to gain an advantage against Great Britain in exporting butter.

3582 Bell, J. W. 1928. Canadian Gold Situation: Is Canadas Gold Situation Too Large? HBR 7 (October, no. 1): 119.
Many Canadians believe their gold reserves are too large and should subsequently be used to pay down Canadas nancial obligations.

3591 Holden, T. S. 1937. Construction Industry


Recovery. HBR 16 (Autumn, no. 1): 18.
Holden illustrates the United States recovery from the depression by focusing on the construction industry. The volume for this industry was 2.5 times greater in 1937 than it was in 1933, its lowest point during the depression.

3583 Sanders, F. K. Jr. 1926. The Exchange Problem in Sales to China. HBR 4 ( July, no. 4): 425 430.
Sanders describes how currency exchange problems are complicating the export of American goods to China.

3592 Bratt, E. C. 1937. Timing of Capital Production and the Need for Forecasting. HBR 15 (Summer, no. 4): 429437.
Bratt examines the impact that a depression has on a business cycle and the recovery periods when inventory levels remain low.

3584 Miller, D. 1923. Government Control of


Foreign Bills in Germany. HBR 2 (October, no. 1): 2836.
Miller believes that one can gauge German attitudes toward their reparation obligations from the manner in which it utilizes foreign currencies.

3593 Crum, W. L. 1937. Inudstrial Corporation Balance Sheets in Prosperity and Depression. HBR 15 (Winter, no. 2): 214232.
Using data from the Treasury Departments annual report, Statistics of Income, Crum constructed aggregate balance sheets by industry group to gauge the impact of the depression on American businesses.

Economic Depression or Recession Conditions


3585 de Chazeau, M. G. 1954. Can We Avoid Depression in a Dynamic Economy? HBR 32 ( July-August, no. 4): 37.
de Chazeau worries that this generation of corporate managers possesses a depression neurosis since capital outlays are not being utilized to create new products and new markets.

3594 Guthmann, H. G. 1934. Industrial Working Capital During a Business Recession. HBR 12 ( July, no. 4): 472477.
To gauge the impact of the current business recession, Guthman argues that changes in the working capital for Americas largest industrial companies need to be analyzed.

3586 Rosa, R. V. 1948. Small Business and Depression. HBR 26 ( January, no. 1): 5862.
Rosas research focuses on why small business were particularly vulnerable during the Great Depression from assessing emergency commercial loan applications.

3595 Cabot, P. 1934. The New Industrial Era.


HBR 12 ( January, no. 2): 222229.
Cabot laments that Americans are given to self-interest instead of working together to pull themselves and the nation out of the Great Depression.

3587 Arnold, T. 1948. Must 1929 Repeat Itself?


HBR 26 ( January, no. 1): 3245.
To avoid another stock market crash or another catastrophic depression, Arnold excoriates business executives not to be xiated on the status quo. They must, instead, be adaptable and innovative. Moreover, economic wealth can not be as concentrated among the top strata of the population as was the case in 1929.

3596 McNair, M. P. 1934. England and America Off Gold: Parallels and Contrasts. HBR 12 ( January, no. 2): 186194.
Great Britain gave up the gold standard in 1931. McNair writes of the three gold panics that the United States experienced in the aftermath of Great Britains 1931 decision.

3588 Brown, J. A. 1940. The 1937 Recession in England. HBR 18 (Winter, no. 2): 248260.
Unlike the United States, Great Britain enjoyed relatively prosperous economic conditions until 1937 when recession struck the British economy; most of which was triggered by declines in Americas stock and bond markets.

3597 Sollohub, W. A. 1933. Depression in France. HBR 11 ( July, no. 4): 498506.
Sollohum investigates the manner in which the Great Depression manifested itself throughout France and emphasizes that certain political realities must be recognized to grasp Frances economic condition.

3589 Lockley, L. C. 1939. Construction Industry


in Cedar Rapids, Iowa. HBR 17 (Winter, no. 2): 199208.
Cedar Rapids, Iowa was selected by Lockley as the typical American city to assess the depression and its aftermath with regards to the construction industry.

3598 Donham, W. B. 1933. Nationalist Ideals and


Internationalist Idols. HBR 11 (April, no. 3): 389 408.
Donham contends that Congress must provide President Roosevelt with the requisite powers to end the Depression and that the checks and balances from quieter times are woefully inadequate.

231
3599 Barber, G. E. 1933. The Air-Conditioning Equipment Industry. HBR 11 (April, no. 3): 349 358.
Department of Commerce statistics indicate that air conditioning equipment revenues declined by 50 percent during 1932. This mirrors the general trends of goods and services during the Great Depression.

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Leavens assesses the Depressions impact on the drop in silver and other commodity prices.

3609 Morgenstern, O. 1930. Developments in the Federal Reserve System. HBR 9 (October, no. 1): 17.
Morgenstern assesses whether the newly created Federal Reserve System could have done more to prevent the 1929 Stock Market crash.

3600 Hubbard, J. B. 1933. The Construction Industry in the Depression: Attempts at Stabilization. HBR 11 ( January, no. 2): 146155.
The construction industry has yet to show any tangible recovery or sense of stabilization unlike with other industries.

3601 Baker, R. E. and H. R. Moorhouse. 1933. Probable Five-Year Future of Steel. HBR 11 ( January, no. 2): 133145.
Following three years of severe global depression, the iron and steel industries are showing signs of recovery and seem on more stable footing than at any time during the last decade.

Economic Conditions in Foreign Nations or Regions [excludes the United States, Japan and Communist/Totalitarian Nations]
3610 Chua, A. 2003. Making the World Safe for Markets. HBR 81 (August, no. 8): 1416.
[Forethought Feature] Chua nds that the poor have no stake in their own economies. As such, Western nations should stop promoting bare-knuckled capitalism against the developing world.

3602 Dempsey, B. W. 1932. Quadragesimo Anno


in the Business World. HBR 11 (October, no. 1): 5766.
Dempsey assesses the repercussions of a Catholic Bishop encyclical over the Great Depression.

3611 Ohmae, K. 1995. Putting Global Logic First. HBR 73 ( January-February, no. 1): 119125.
[World View Feature] With nation-states crumbling and being replaced by region-states, many Asian governments are experimenting with economic zones that relax regulations. Ohmae believes that leaders who accept and promote this trend can provide their constituencies with the best quality of life.

3603 Donham, W. B. 1932. The Attack on Depressions. HBR 11 (October, no. 1): 4556.
Donham is optimistic that the Great Depression has bottomed out given how bank deposits and commodity prices have both increased.

3604 Barnes, J. H. 1932. Government and Business. HBR 10 ( July, no. 4): 411419.
Barnes contends if Franklin Roosevelt is elected President, the idea of a planned national economy will likely be important in shaping national economic policy.

3612 Hilton, A. 1992. Mythology, Markets and the Emerging Europe. HBR 70 (November-December, no. 6): 5054.
[Four Corners Feature] The move to European unity will be messy and fraught with setbacks. Hilton argues that American businesses would be wise to focus on its own domestic market as opposed to the opportunities they perceive materializing from a single EU market.

3605 Rorty, M. C. 1932. How May Business Revival Be Forced? HBR 10 (April, no. 3): 385398.
Rorty is concerned whether Americas national psyche will be permanently scarred by unemployment and the Great Depression.

3613 Henzler, H. A. 1992. The New Era of Eurocapitalism. HBR 70 ( July-August, no. 4): 5769.
Henzler argues that the European capitalistic system is far better positioned to meet an array of future economic, social, and political challenges compared to its American or Japanese counterparts.

3606 Terrel, C. L. 1932. The Changing Value of


Business Forecasting Services. HBR 10 (April, no. 3): 348356.
Since the 1929 stock market crash, business activity continues to spiral downward despite economic forecasters indicating that the worst is over and how conditions will quickly improve.

3614 Sisodia, R. S. 1992. Singapore Invests in the Nation-Corporation. HBR 70 (May-June, no. 3): 6575.
[Four Corners Feature]Sisodia discusses how Singapore, with few natural resources, became one of the worlds most technologically networked nations.

3607 Fredericksen, D. M. 1932. Two Financial


Roads Leading Out of the Depression. HBR 10 ( January, no. 2): 137148.
Through the use of government bonds, Fredericksen reports on how the federal government is developing a pool to renance frozen assets, such as mortgages.

3615 Henzler, H. 1992. Managing the Merger: A


Strategy for the New Germany. HBR 70 ( JanuaryFebruary, no. 1): 2429.
[Four Corners Feature] Germany lacks a coherent plan for merging its eastern and western halves. Henzler contends that the merger would work much better if

3608 Leavens, D. H. 1931. Silver and the Business Depression. HBR 9 (April, no. 3): 330338.

36163633

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tury. Baranson wonders if the West or the Eastern Bloc nations will be more responsive to them.

handled like a corporate merger which would enable Germany to create innovative solutions to some pressing problems.

3616 Avishai, B. 1991. Israels Future: Brainpower,


High Tech and Peace. HBR 69 (November-December, no. 6): 5064.
[Four Corners Feature]The Bank of Israel believes Israel needs between $50 billion and $60 billion over the next ve years to absorb the 200,000 immigrants that arrive annually. Israel also needs peace to attract such capital investment. It needs to also rely on its high proportion of scientists and engineers to develop high valueadded technology.

3624 MacEachron, D. W. 1956. Information from the U.N. HBR 34 (May-June, no. 3): 153165.
[Looking Around Feature] MacEachron describes the benets of United Nations reports and documents for international marketing purposes.

3625 Miller, R. W. 1951. Our Economic Path in Asia. HBR 29 ( July, no. 4): 5270.
To stem economic unrest throughout the Pacic Rim nations, land reform must be a primary focus of American economic and foreign policy.

3617 von Lazar, A. 1991. Work and Unity: Germany the Morning After. HBR 69 (March-April, no. 2): 3243.
[Four Corners Feature] Because of factors involving family pride, von Lazar contends Germany will shoulder the economic hardships that reunication brings.

3626 Hood, A. L. 1947. Great Britains Economic


Problem. HBR 25 (Autumn, no. 4a): 625636.
Hood addresses the instability of Great Britains postwar economy along with the weakness of the British pound.

3627 Wallich, H. C. 1944. The Outlook for Latin


America. HBR 23 (Autumn, no. 1): 6578.
Strident antiAmerican sentiment is rampant throughout South America despite heavy American foreign aid and corporate investment. Wallich wonders whether a return on investment of any level is feasible given this turmoil.

3618 Schomer, H. 1983. South Africa: Beyond


Fair Employment. HBR 61 (May-June, no. 3): 143 156.
Schomer nds that the fair hiring practices and cooperation between South Africas black unions and many American companies lacks the necessary muscle to make a difference.

3628 Hu, K. T. 1943. Investment in Chinas Postwar Industry. HBR 21 (Spring, no. 3): 309320.
Hu asserts that an economically viable China is essential for stabilizing the Pacic Rim region in which American capital and technical expertise is a critical component.

3619 Chateld, M. V. 1979. Books for the Thoughtful Executive. HBR 57 (November-December, no. 6): 5764.
[For the Managers Bookshelf Feature] Chateld describes recently published books relevant to Canadas economy and business climate.

3629 Zimmerman, R. W. 1942. Doing Business in


Mexico. HBR 20 (Summer, no. 4): 508516.
For American businesses to be protable in Mexico, it must quit being condescending towards the Mexican people and comply with the Mexican legal and regulatory codes.

3620 Gibson, J. D. 1973. Canadas Declaration


of Less Independence. HBR 51 (September-October, no. 5): 6979.
Gibson contends many Canadians feel that the United States takes their nation for granted and also sees Canadians working to reduce their U.S. economic ties.

3621 Welch, W. H. 1973. The Business Outlook for Southeast Asia. HBR 51 (May-June, no. 3): 72 84.
With the U.S. military presence in Southeast Asia receding, Welch assesses the regions potential commercial and investment opportunities.

3630 Sollohub, W. A. 1938. The Financial Rehabilitation of Portugal. HBR 17 (Autumn, no. 1): 5262.
Long a chaotic economy, Portugal, now under the direction of a Columbia University economist, eliminated all of its exchange restrictions with astonishing results.

3622 Grunwald, J. 1963. Why Not Invest in Latin America? HBR 41 (November-December, no. 6): 123128.
Grunwald counters the claim that Latin Americas investment climate is as unfavorable as many believe.

3631 De Haas, J. A. 1938. Recent Publications in the Field of International Economic Relations. HBR 16 (Summer, no. 4): 491498. 3632 Sollohub, W. A. 1938. Two Experiments in France. HBR 16 (Winter, no. 2): 168182.
France hoped that deation and monetary manipulation would be a manner for ending the depression. Sollohub investigates why neither has been successful.

3623 Baranson, J. 1961. New Technologies for Emerging Economies. HBR 39 ( July-August, no. 4): 144152.
Underdeveloped nations throughout the world are pleading for help in making the transition from technological backwardness into the automated twentieth cen-

3633 Morgan-Webb, C. 1937. British Housing Authority. HBR 16 (Autumn, no. 1): 916.
In the aftermath of World War I, Morgan-Webb describes the squalid living conditions that Britains working class citizens are coping with.

233
3634 Currie, A. W. 1936. Canadas Marketing Act. HBR 15 (Autumn, no. 1): 105109. 3635 Copland, D. B. 1936. Australian Recovery and Government Policy. HBR 15 (Autumn, no. 1): 1018. 3636 Sipherd, L. W. 1936. Capital Market and
Recovery in Canada. HBR 14 (Summer, no. 4): 494501.
Sipherd describes how Canadas industrial capital lags behind that of the United States.

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Recordbreaking Atlantic crossings by Bremer and the Europa illustrate the remarkable recovery of Germanys merchant marine in the aftermath of World War I.

3645 Butler, H. 1930. What Is the Position of


British Industry. HBR 9 (October, no. 1): 3546.
British industry is growing at a faster rate than any of the other industrialized nation despite a pessimism that is rampant throughout Great Britain concerning its economy.

3637 Garceau, O. 1935. Ottawa Conference: An Experiment in Indirect Imperialism. HBR 13 (April, no. 3): 382392.
In light of the 1932 Ottawa Conference for strengthening Great Britains economic ties throughout the British Empire, Garceau sees the waning cultural ties between Great Britain and its empire as Britains most pressing concern.

3646 Hahn, A. 1929. Stabilization of Business in Germany. HBR 7 ( January, no. 2): 129142.
The disturbances occuring with the German economy stem more from Germany deviating from sound currency policy than anything else.

3647 Donovan, W. J. and B. M. Webster, Jr. 1928. Rationalization: The Basis of Economic Rapproachment. HBR 6 ( January, no. 2): 160175.
Europes chaotic economic conditions have made economic cartels a common occurrence.

3638 Schmalenbach, E. 1933. Business Economics and Changes in German Business Conditions. HBR 11 ( July, no. 4): 490497.
Schmalenbach probes the German version of business economics that amasses a huge body of accounts and statistics unlike anything associated with Anglo accounting practices.

3648 Siegfried, A. 1927. French Industry and Mass Production. HBR 6 (October, no. 1): 110.
Siegfried questions whether France, to become an economic power, might have to shed many of its antiquated economic activities.

3639 Kaldor, N. 1932. The Economic Situation of


Austria. HBR 11 (October, no. 1): 2334.
Kaldor explains how the woes of the Danube economies stem from the aftermath of World War I.

3649 Martin, G. 1927. Industrial Reconstruction of France Since the World War. HBR 5 (April, no. 3): 257268.
French industry, in the aftermath of World War I, had to be rebuilt entirely given Frances desire to be entirely self-sufcient.

3640 Morgenstern, O. 1931. Free and Fixed Prices


During the Depression. HBR 10 (October, no. 1): 6268.
Morgensterns article examines Germanys cartel system which will hopefully stabilize economic activity and eliminate weak or unt enterprises.

3650 Kilbourne, R. D. 1924. The Rejuvenation of Austria: Its Signicance to American Businessmen. HBR 2 (April, no. 3): 334344.
Circa. 1922, nancial conditions in Austria reached a critical state that many believe that Austrias end is imminent.

3641 Ebersole, J. F. 1931. Deating Indemnity Hopes and War Debts. HBR 10 (October, no. 1): 17.
Ebersole points out that maintaining Germanys capitalistic basis along with its social structure must be of greater importance for the United States, France, and Great Britain than collecting reparation payments.

3651 Leimer, F. 1924. The Financing of Enterprises in Germany Under Conditions of a Depreciated Currency. HBR 2 ( January, no. 2): 174177.
Cash deposits in German banks are depreciating fast because of the rampant ination plaguing the nation thereby making nancing for current and future operations prohibitively expensive.

3642 Preston, H. H. 1931. Europes Return to Gold. HBR 9 (April, no. 3): 319329.
Preston describes the extent Europe suffered from bad money following the outbreak of war in 1914.

3643 Stopler, G. 1931. Where Do We Stand?


[German Economy]. HBR 9 (April, no. 3): 289 298.
Americans are naive in believing they are isolated from the rest of the worldsGermanys in particularproblems and miseries.

Economic Development or Industrial Policy Topics 3652 Florida, R. 2004. Americas Looming Creativity Crisis. HBR 82 (October, no. 10): 122136.
[Big Picture Feature] If the United States tightens its borders to students and scientists or if federal research funding is subjected to ideological and religious litmus tests, Florida warns that many other nations will capture and exploit that creative capital.

3644 Magnes, J. 1930. The Recovery of Germanys Merchant Marine After the War. HBR 9 (October, no. 1): 5768.

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Porter nds that companies achieve competitive advantage by being innovative and that the national environment in which these rms compete gives rise to innovation. As such, governments should be a catalyst but not be directly involved in the competition aspect.

3653 Kanter, R. M. 2003. Thriving Locally in


the Global Economy. HBR 81 (August, no. 8): 119 127.
[Best of HBR Feature] Kanter surveyed ve U.S. urban regions with direct connections to the global economy. This was done to determine their strategies for improving the quality of life of their citizens. The Spartanburg-Greenville region of South Carolina shows how global forces help develop communities.

3661 Scott, B. R. 1989. Competitiveness: SelfHelp for a Worsening Problem. HBR 67 ( July-August, no. 4): 115121.
Scott argues that a nations competitiveness, much like that of a rm, isnt so much triggered to sales. It is, instead, a matter of income earned not borrowed. To be competitive means raising incomes as rapidly as ones competitors and then making the necessary investment to remain competitive for the future.

3654 Hormats, R. D. 2003. Abraham Lincoln


and the Global Economy. HBR 81 (August, no. 8): 5867.
The Unions bold economic policies provided the foundation for a truly national economy during Americas Civil War. Those moves offer surprising insights, if not a template, for todays emerging nations.

3655 Pitroda, S. 1993. Development, Democracy,


and the Village Telephone. HBR 71 (NovemberDecember, no. 6): 6679.
[World View Feature] Pitroda discusses how Indias government is bringing digital telecommunications to the poor and rural villages of India through its the Centre for Development of Telematics.

3662 Tyson, L. D. 1988. Ask the Right Tough Questions About Americas Strategic Industries. HBR 66 (November-December, no. 6): 103107.
[From the Business, Economics, and Oval Ofce Series] Tyson urges President-Elect Bush to determine whether some American industries are more strategic than other industries. As such, should the public policy process be used to promote these industries?

3656 Phillips, K. P. 1992. U.S. Industrial Policy: Inevitable and Ineffective. HBR 70 ( July-August, no. 4): 104112.
Phillips explains why some form of industrial policy will emerge from the next presidential administration no matter who wins the 1992 presidential election.

3663 Prestowitz, C. V., Jr. 1988. A Less Powerful Economy Will Make America Less Powerful. HBR 66 (November-December, no. 6): 9297.
[From the Business, Economics, and Oval Ofce Series] Prestowitz believes that Americas next president must apply a tough minded approach to trade negotiations. A cabinet-level department of industry and trade should also be created.

3657 Branscomb, L. M. 1992. Does America Need a Technology Policy? HBR 70 (March-April, no. 2): 2431.
[In Question Feature] Technology is the single most important factor driving global competition. For collaborative research and development efforts to materialize, policies and strategic planning efforts must be developed that encompasses higher education, private industry and governmental agencies.

3664 Dornbusch, R., J. M. Poterba and L. H. Summers. 1988. Macroeconomic Policy Should Make Manufacturing More Competitive. HBR 66 (November-December, no. 6): 7680.
[From the Business, Economics, and Oval Ofce Series] Dornbusch and his colleagues argue that macroeconomic policies must be designed to make American manufacturing more competitive.

3658 Gabor, A. 1991. Rochester Focuses: A Communitys Core Competence. HBR 69 ( July-August, no. 4): 116126.
Rochester, New York, is a prototype for a traditional industrial city. It is also in the forefront of communitybased economic renewal. Gabor describes the core competencies that local communities possess in creating their future.

3665 Miller, R. and M. Cote. 1985. Growing the


Next Silicon Valley. HBR 63 4): 114123.
The development of a high-technology community can produce a strong industrial base and improve a regions economic viability. A successful strategy for hightech clusters requires a long-term commitment by public and corporate leaders, a focus on multiplying homegrown enterprises, and a supportive government.

3659 Howard, R. 1990. Can Small Business Help Countries Compete? HBR 68 (November-December, no. 6): 88102.
[In Question Feature] Howard explains why rm size is less important than the relationships that tie companies together on a national or regional basis (e.g., the capacity of Japan or the Silicon Valley to build strong production networks).

3666 Lodge, G. C. and W. C. Crum. 1985. U.S. Competitiveness: The Policy Tangle. HBR 63 ( January-February, no. 1): 3450.
[Keeping Informed Feature] To prevent Americas manufacturing base from deteriorating because of foreign competition, Lodge and Crum examine a number of policy options.

3660 Porter, M. E. 1990. The Competitive Advantages of Nations. HBR 68 (March-April, no. 2): 7395.

3667 Scott, B. R. 1984. National Strategy for Stronger U.S. Competitiveness. HBR 62 (MarchApril, no. 2): 7791.
Despite its economic recovery, the United States needs

235
an economic strategy for it to be an internationally viable competitor.

Economics

36683683

Automobile Crisis and Public Policy. HBR 59 ( January-February, no. 1): 7382.
[An Interview with Ford Motors CEO, Philip Caldwell] Caldwell describes the plight of the automobile industry and emphasizes that governmental protection [on an interim basis] is necessary and why a national industrial policy should be enacted.

3668 Levitt, A., Jr. 1984. Industrial Policy: Slogan


or Solution? HBR 62 (March-April, no. 2): 68.
[Ideas for Action Feature] Levitt argues that fostering entrepreneurship as opposed to government intervention in the economy will generate sustainable growth and enhance productivity.

3669 Badaracco, J. L., Jr. and D. B. Yofe. 1983.


Industrial Policy: It Cant Happen Here. HBR 61 (November-December, no. 6): 96105.
Badaracco and Yofe worry that American interestgroup and partisan politics will torpedo any effort to implement an industrial policy.

3677 Beard, S. S. 1980. Urban Aid for Financing Small Businesses. HBR 58 (November-December, no. 6): 4858.
[Growing Concerns Feature] Beard describes how American cities are utilizing federal loan programs by collaborating with local lending institutions.

3678 Ward, B. 1979. Progress for a Small Planet.


HBR 57 (September-October, no. 5): 8999.
Industrialized nations need to grasp how interconnected their plight is with Third World prosperity and development.

3670 Kantrow, A. M. 1983. The Political Realities of Industrial Policy. HBR 61 (September-October, no. 5): 7686.
Kantrow moderates a roundtable discussion between George Eads, Arthur Levitt, Thomas McGraw, Robert Reich and Lester Thurow on whether the government has a role in orchestrating U.S. industrys efforts to regain worldwide competiveness.

3679 Scott, B. R. 1978. How Practical Is National


Economic Planning? HBR 56 (March-April, no. 2): 131145.
The American economy has performed poorly since 1970. Efforts made by the federal government to stimulate the American economy have been fruitless. Scott describes both the advantages and downside for the American government to engage in national economic planning.

3671 Bhide, A. 1983. Beyond Keynes: DemandSide Economics. HBR 61 ( July-August, no. 4): 100110.
To correct market inefciencies, Bhide advocates an industrial policy that adopts a consumer (i.e., demandside economics) perspective as opposed to the producer.

3680 Strasser, G. 1973. Uncle Sam Institutionalizes Technology Assessment. HBR 51 (SeptemberOctober, no. 5): 816.
[Ideas for Action Feature] Gabor examines the purpose and structure of the Congressional Ofce of Technology Assessment.

3672 Lodge, G. C. and W. R. Glass. 1983. U.S. Trade Policy Needs One Voice. HBR 61 (May-June, no. 3): 7583.
Lodge and Glass emphasize that the United States must face the reality that participating in the global economy will be expensive. As such, a coherent policy conducive for international competition is crucial.

3673 Jackson, G. A. and G. S. Masnick. 1983.


Take Another Look at Regional U.S. Growth. HBR 61 (March-April, no. 2): 7687.
Jackson and Masnick discuss how the United States faces a shift of employment, income and population from the industrialized regions of the North to the Sunbelt region in the South and West.

3681 Apgar, M., IV. 1971. New Business from New Towns. HBR 49 ( January-February, no. 1): 90109.
Apgar describes how essential government involvement is with private industry in the development of new communities.

3682 McGarrah, R. E. 1970. Swords into Plowshares. HBR 48 ( July-August, no. 4): 3640, 177 180.
[Thinking Ahead Feature] As the United States and Soviet Union both build on their military strengths, McGarrah offers ideas for re-channeling resources into large-scale Third World socio-economic development projects. Doing so should trigger intense economic as opposed to military competition among these economies.

3674 Reich, R. B. 1982. Why the U.S. Needs an Industrial Policy. HBR 60 ( January-February, no. 1): 7481.
Fiscal or monetary policies can no longer can be counted on to to improve American competitiveness. Reich describes the benets that a national industrial policy would bring to the United States.

3675 Leone, R. A. and S. P. Bradley. 1981. Toward an Effective Industrial Policy. HBR 59 (November-December, no. 6): 9197.
Leone and Bradley discuss the premises of a workable industrial policy and how it should be implemented.

3683 Sturdivant, F. D. 1969. The Limits on Black


Capitalism. HBR 47 ( January-February, no. 1): 122128.
Congress is expected to enact legislation to create community-owned development corporations. Sturdivant contends this legislation is short-sighted and sets a dangerous precedent.

3676 Andrews, K. R. and M. S. Salter. 1981. The

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income, stability, and robust labor and management relations.

3684 Schultz, R. S. 1966. Understanding Economic Growth. HBR 44 (November-December, no. 6): 3244, 188.
[Keeping Informed Feature] Schultz discusses the impact of technological change and businesss role in raising living standards and transforming the productive basis of economic life.

3693 Martin, B. F. 1941. The Cellulose South. HBR 20 (Autumn, no. 1): 4352.
Because of its climate, access to sunlight, and long growing season, the conditions in the South are perfect for producing cellulose, a chlorophyll vital in pulp and paper production.

3685 Schon, D. A. 1966. The New Regionalism.


HBR 44 ( January-February, no. 1): 3039, 172175.
[Thinking Ahead Feature]Schon argues how state governments need to develop sounder ways to generate economic development.

3694 _____. 1941. Southern Industrial Development. HBR 19 (Winter, no. 2): 159176.
The Souths industrial base could accelerate shortly if the shortage of a technically skilled labor force can be solved.

3686 Blass, W. P. 1963. Economic Planning, European Style. HBR 41 (September-October, no. 5): 109120.
Blass explains how inconsistent governmental planning efforts are throughout Western Europe and the havoc that creates with business and industry.

3695 Glover, J. D. 1939. Industrial Loan Policy of the RFC. HBR 17 (Summer, no. 4): 465476.
The Reconstruction Finance Corporation (RFC) was implemented by the Roosevelt Administration to extent commercial credit to those not served through customary banking channels.

3687 Hayes, S. L. and D. H. Woods. 1963. Are SBICs Doing Their Jobs. HBR 41 (March-April, no. 2): 619, 178198.
[Problems in Review Feature] Haryes and Woods examine the operations and expectations of Small Business Investment Corporations and then speculate as to their future.

3696 Froelich, W. 1939. European Experiments


in Protecting Small Competitors. HBR 17 (Summer, no. 4): 442452.
Froehlich describes the historical support that Central European governments provide to small industrialists, shopkeepers, and artisans.

3688 Gordon, L. 1960. Private Enterprise & International Development. HBR 38 ( July-August, no. 4): 134138.
Gordon describes how foreign private investment is triggering economic growth and its producing strong domestic private sectors throughout the world.

3697 De Haas, J. A. 1938. The New Economic Policy of the Dutch East Indies. HBR 16 (Spring, no. 3): 323335.
The Dutch East Indies represents a successful and intelligent attempt from an industrialized nation (i.e., the Netherlands) to engage in Third World economic development.

3689 Ragan, P. H. 1952. Industrial Foundations and Community Progress. HBR 30 (NovemberDecember, no. 6): 6983.
Ragan describes how corporate executives are attempting to solve local economic problems in small and medium sized communities.

3698 Lucas, A. F. 1934. British Experiments in the Reduction of Excess Industrial Capacity. HBR 12 ( July, no. 4): 389397.
Lucas nds that in the aftermath of World War I, the reorganization of Great Britains industrial base truly remarkable.

3690 Hulse, A. E. and P. J. DeTuro. 1949. Economic Problems of the Southeast. HBR 27 ( January, no. 1): 3452.
Hulse and DeTuro probe the economic problems plaguing the American South. The two nd the Souths abundant supply of natural resources to be more of a curse than a blessing given how acute the lack of technological skills are among its labor force.

3699 _____. 1933. The Bankers Industrial Development Company. HBR 11 (April, no. 3): 270 279.
The Depression in Great Britain gave rise to the Bankers Industrial Development Company as a way to alleviate the urgent need for new capital.

3691 Wood, R. 1948. The Community Goes into


Business. HBR 26 (March, no. 2): 181193.
Wood engages in a cost-benet analysis of community boosterism (i.e., the Chamber of Commerce) efforts throughout the United States.

3700 Normano, J. F. 1931. Joint Stock Companies and Foreign Capital in the State of Rio Grade Do Sul [Brazil]. HBR 9 ( January, no. 2): 215224.
Normanos case study proles Rio Grande do Sul, a Brazilian province, that is in the transition from being an agricultural state to becoming industrialized.

3692 Hyson, C. D. and A. C. Neal. 1948. New Englands Economic Prospects. HBR 26 (March, no. 2): 156180.
Hyson and Neal describe how New England offers corporations a great deal stemming from a high per capita

3701 Tarbill, V. V. 1930. Mountain Moving in Seattle. HBR 8 (Summer, no. 4): 482489.
Tarbill describes how Seattle leveled a mountainous section of the city, known as Danny Hill, to aid business development in that city.

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Economic Indicators, Output, Statistics or Productivity


3702 Sahlman, W. A. 1999. The New Economy Is
Stronger Than You Think. HBR 77 (NovemberDecember, no. 6): 99107.
Sahlman argues that the new economy is rock solid and excoriates Alan Greenspan for thinking otherwise.

[For the Managers Bookshelf Feature] Weiss reviews historian Paul Kennedys new book, The Rise and Fall of the Great Powers: Economic Change and Military Conict from 1500 to 2000. Kennedy examines the similarities between Chinas empire of the 15th century and the British empire of the 19th and 20th century.

3710 Vernon, R. 1986. Can U.S. Manufacturing


Come Back? HBR 64 ( July-August, no. 4): 98106.
Contrary to public perceptions (i.e., higher wages or currency uctuations) about the U.S.s declining competitiveness in world markets, Vernon describes how technological changes involving transportation and communications account for most of this imbalance. The Japanese, for example, are adroit at assimilating information and moving goods across great distances at signicantly lower costs than their American competition.

3703 Roach, S. S. 1998. In Search of Productivity. HBR 76 (September-October, no. 5): 153160.
[Books in Review Feature] Roach reviews Davis and Wessels In Search of Productivity as well as The Productive Edge by Richard Lester.

3704 Krugman, P. 1997. How Fast Can the U.S. Economy Grow? HBR 75 ( July-August, no. 4): 123129.
Economic analysis suggests that the U.S. economy can not continue to grow as fast it has in recent years. Many inuential business leaders, however, embrace a radical economic notion that the old speed limits to growth are obsolete. Krugman counters how the idea that digital technology and the growth of international trade changes the rules of growth is full of conceptual and empirical holes.

3711 Schwartz, J. E. and T. J. Volgy. 1985. The Myth of Americas Economic Decline. HBR 63 (September-October, no. 5): 98107.
Contrary to public perception, Schwartz and Volgy argue that the 19651980 era was not a period of economic decline. Moreover, the Reagan Administrations economic policies, designed to remedy this misdiagnosed disease are triggering heavy budget decits, huge trade imbalances and widespread social inequities.

3705 Scott, B. R. 1997. How Do Economies Grow? HBR 75 (May-June, no. 3): 156164.
[Books in Review Feature] Scott reviews Holmes, Johnson, and Kirkpatricks 1997 annual book, Index of Economic Freedom, that assesses the market economic forces for nearly every nation throughout the world.

3712 Judson, A. S. 1982. The Awkward Truth About Productivity. HBR 60 (September-October, no. 5): 9397.
From surveying U.S. executives from 195 industrial rms on their perceptions of Americas productivity crisis, Judson was disheartened on how little American managers grasp the magnitude of this problem and their role in ameliorating it.

3706 Roach, S. S. 1996. The Hollow Ring of the Productivity Revival. HBR 74 (November-December, no. 6): 8191.
The painful restructurings of the 1980s produced low ination, higher competitiveness, short-term efciencies along with rising corporate prots. It also spawned workers who are anxious if not angry. Many American workers nd they are being cheated as wages stagnate while shareholders and upper-echelon executives reap huge rewards. The federal government is likely to intervene if American rms do not share the fruits from this growth.

3713 Henrici, S. B. 1981. How Deadly Is the Productivity Disease? HBR 59 (November-December, no. 6): 123129.
Henrici discusses some inherent shortcomings with a Department of Labor indicator that measures the robustness of the American economy.

3707 Freeman, R. B. 1996. Toward an Apartheid


Economy. HBR 74 (September-October, no. 5): 114121.
With the proportion of high income families and households who are below the poverty line growing, Freeman contends that the American economy is more economically segregated than ever.

3714 Bryne, R. S. 1981. Sources on Productivity. HBR 59 (September-October, no. 5): 3642.
[For the Managers Bookshelf Feature] Bryne reviews recently published journal, newspaper articles and 11 books relevant to Americas productivity capabilities being in decline.

3708 Prowse, M. 1992. Is America in Decline?


HBR 70 ( July-August, no. 4): 3445.
[In Question Feature] Prowse nds Americas media and policy makers possess a self-fullling form of declinism whereby the United States will stagnates in the global economy.

3715 Wilkins, M. G., Jr. 1980. Financial Flexibility in the 1980s. HBR 58 (March-April, no. 2): 103105.
Corporate strategists must be exible when dealing with high ination, declining liquidity in the banking system, high interest rates, and greater debt burdens that emanates from all economic sectors.

3709 Weiss, S. A. 1988. Lessons from the Rise and


Fall of Nations. HBR 66 (March-April, no. 2): 2426.

3716 Malkiel, B. G. 1979. Productivity-The Problem Behind the Headlines. HBR 57 (MayJune, no. 3): 8191.
Malkiel explains how declining levels of productivity

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rial costs also tend to skyrocket whenever a population increases.

is far more devastating to the American economy than ination.

3717 McConnell, C. R. 1979. Why Is U.S. Productivity Slowing Down? HBR 57 (MArch-April, no. 2): 3660.
[Keeping Informed Feature] As productivity growth declines in the United States, McConnell assesses some explanations for this from ve schools of economists (i.e., neoclassical, war economy, neo-Marxists, doomsday and the noninterventionists).

3725 Ulin, R. P. 1955. Are We Building Too Much Capacity? HBR 33 (November-December, no. 6): 4147.
Ulin addresses whether Americas growing manufacturing capacity will generate over-production and price wars.

3718 Harlan, L. M. 1976. Wrenching Times Ahead for Housing. HBR 54 (September-October, no. 5): 813.
[Ideas for Action Feature] Harlan sees difcult challenges ahead for the American housing market even if the American economy picks up; much of it stems from how the FHA-VA programs are funded by the federal government.

3726 Fleming, H. 1952. Lets Bury the Gold Standard. HBR 30 (November-December, no. 6): 59 68.
The gold standard, called by Fleming as the ark of the covenant of classical economics, is no longer sacred. Fleming claims gold is now a disastrous value standard. If anything, steel would be a better commodity.

3727 Meriam, R. S. 1950. Bigness and the Economic Analysis of Competition. HBR 28 (March, no. 2): 109126.
Believing that executives should utilize economic analysis far more than they currently do in making dayto-day decisions, Meriam discusses how economic analysis can be utilized in areas like basing point pricing, freight absorption, the pricing and marketing practices of competitors, or ones pricing and prot strategies during inlationary periods

3719 Boettinger, H. M. 1967. Big Gap in Economic Theory. HBR 45 ( July-August, no. 4): 51 58.
While discussing the predicament contemporary economic theory is in, Boettinger examines whether technical innovation is an opportunity or an embarrassment to todays economists.

3720 Speagle, R. E. and H. R. Chace. 1963. The


Corporate Prot Equation. HBR 41 (March-April, no. 2): 116127.
Speagle and Chace ponder Americas productivity and its relationship to corporate prots, investment, dividends, government debt and private savings.

3728 Snider, J. L. 1948. Looking Ahead. HBR 26 ( January, no. 1): 112.
Economic and business conditions indicate that the United States has never been more prosperous. Corporations and farmers are both generating record prot levels. Unemployment and company bankruptcies are at exceedingly low levels. Snider warns people of the instability of prosperity and to subsequently plan ahead.

3721 Editors, The. 1963. Management Problems


in 1963. HBR 41 ( January-February, no. 1): 620, 173.
[Problems in Review Feature]HBRs editors examine the problems that are looming for 1963 from both the national and corporate levels.

3729 Harris, S. E. 1947. New Englands Decline in the American Economy. HBR 25 (Spring, no. 3): 348371.
New Englands manufacturing infrastructure is rapidly deteriorating which makes the region similar to Great Britains economy and social strata.

3722 Means, G. C. 1958. Is Economic Theory


Outmoded? HBR 36 (May-June, no. 3): 2738, 167180.
[Looking Around Feature] Means contends that traditional economic theory ignores large corporate enterprises. As such, the eld needs to be revamped.

3730 Moore, G. H. 1947. Accuracy of Government Statistics. HBR 25 (Spring, no. 3): 306317.
Statistical estimates of national income, output, unemployment levels, or cost of living play a large role with economic development efforts. Hence, the accuracy of these statistics is essential.

3723 Dimond, T. 1956. New Round of Steel Expansion. HBR 34 (May-June, no. 3): 8593.
Fearing that the steel industry possesses a myopic outlook stemming from a successful last fteen years, Dimond assesses the industrys strengths, weaknesses, and threats for the future.

3731 Cole, A. H. 1943. The Economics of Reading. HBR 21 (Summer, no. 4): 485495. 3732 Snider, J. L. 1939. Business Cycle Literature. HBR 17 (Spring, no. 3): 369379.

3724 Spengler, J. J. 1956. Population Threatens Prosperity. HBR 34 ( January-February, no. 1): 85 94.
Rampant population growth is triggering two major disadvantages: The rst is how capital and other resources are absorbed from being used to purchase equipment or for other forms of consumption. In addition, raw mate-

3733 Smith, D. T. 1936. Economic Structure: Recent Literature of Diagnosis and Remedy. HBR 15 (Autumn, no. 1): 125136.

3734 Killam, C. W. 1936. Low-Cost Housing in


the United States. HBR 14 (Spring, no. 3): 299311.
Killams discusses the impact that new housing development has on the entire American economy.

239
3735 Rorty, M. C. 1936. The Commodity Dollar. HBR 14 (Winter, no. 2): 133145.
Rorty explores the impact of reducing the gold content backing the dollar or what has come to be known as the commodity dollar.

Economics

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3745 Copeland, M. T. 1929. An Index of the Dollar Volume of Retail Trade, 19141927. HBR 7 ( January, no. 2): 175184.
Copeland presents two overlapping monthly indexes that can show movements in consumer pruchasing.

3736 Whelden, C. H., Jr. 1935. An Index of Business Activity: Manufacturing Values and Payrolls. HBR 13 ( July, no. 4): 503512.
Whelden uses statistics from the biennial Census of Manufacturers, Bureau of Labor output, and Federal Reserve data to produce an economic analysis of manufacturing values.

3746 Frederick, J. G. 1928. A Balance Sheet of American Business. HBR 6 ( January, no. 3): 152 159.
Federal corporate income tax return statistics are vital for analysis of business in how they provide an aggregate balance sheet for industries.

3737 Smith, G. A., Jr. 1934. Silver: Its Status and


Outlook. HBR 13 (October, no. 1): 4453.
Smith analyzes the silver industry along with the markets for which silver is utilized.

3747 Niles, H. E. 1928. Rents and Salaries in Ninety-Six Cities. HBR 6 ( January, no. 2): 194 197.
Niles shows that salaries and rental amounts vary from city-to-city throughout the United States with larger cities typically having higher rental amounts.

3738 Jenkins, D. C. 1934. The Construction Industry and Its Difculties: Effect on the Public Works Bill. HBR 12 (April, no. 3): 379387.
For every person employed in the construction industry, two additional people are employed in the manufacturing of materials. As such, the dearth of construction has profound ramications for the entire U.S. economy.

3748 Electric Power Production as an Index of


Business Volume. 1927. HBR 5 (April, no. 3): 339 344.
[Summaries of Business Research Feature] As a widely used commodity, electric power possesses a number of features that makes it an effective for economic conditions.

3739 Rorty, M. C. 1934. The Equation of Economic Balance. HBR 12 (April, no. 3): 274283.
Economic balance can be characterized as involving high levels of employment, stable price levels in addition to the currency, credit, and money ow being in equilibrium.

3749 Hubbard, J. B. 1927. Building Construction in Recent Years. HBR 5 (April, no. 3): 307314.
Hubbard advises readers to remember how building activity relates to issued building permits instead of actual construction.

3740 Crum, W. L. 1934. Statistical Normals and Economic Planning. HBR 12 ( January, no. 2): 176185.
Crum writes on the importance of economic statistics, which he believes are a vital element in all planning efforts.

3750 Crum, W. L. 1927. An Iron Producer and


the Business Cycle. HBR 5 (April, no. 3): 298306.
Crum describes how iron production is one of the best barometers of the American economy.

3751 Crum, W. L. and H. B. Vanderblue. 1925.


Coal Mining and the Business Cycle. HBR 4 (October, no. 1): 5770.

3741 _____. 1933. Post-War Course of Corporate Prots as Determined by Net-to-Gross Prot Ratios. HBR 11 (April, no. 3): 336348.
The Treasury Department launched its Statistics of Income publication in 1930 on corporate income taxes which will help planners analyze industrial prots.

3752 _____. 1925. Manufacturing Operations and the Business Cycle. HBR 3 ( January, no. 2): 171184.
Business cycles, as dened by Crum and Vanderblue, are the recurrent alteration of activity and depression that provide business managers with enormous challenges.

3742 Howard, H. S. 1932. Consumer Purchasing Power Indices. HBR 11 (October, no. 1): 115123.
Howard contends that using a single factor or group of factors as an index of consumer purchasing power is too simplistic to provide any useful value.

3753 Nystrom, P. H. 1925. Estimate of the Value of Retail Business in the United States. HBR 3 ( January, no. 2): 150159.
Nystrom describes the remarkable work that the United States Census Bureau and other federal agencies do in accumulating and tabulating data on almost every conceivable topic.

3743 Meriam, R. S. 1932. Discriminating Rates.


HBR 10 ( July, no. 4): 453460.
Though economic theory cannot justify discriminating prices, it shows how connected the problems of rate structure and rate levels are.

3754 Vanderblue, H. B. and W. L. Crum. 1924.


The Relation of a Public Utility to the Business Cycle. HBR 3 (October, no. 1): 819.
Vanderblue and Crum contend that kilowatt hours sold for both lighting and electrical power closely corresponds to a variety of economic cyclical indexes.

3744 Frame, S. T. 1932. Planning for the


Newsprint Industry. HBR 10 ( July, no. 4): 441452.
Manufacturing output of newsprint has increased to a point where existing capacity could outstrip demand.

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Corporate executives typically have little faith in the forecasting efforts of corporate planners. Rothermal developed a forecasting-building technique that examines underlying factors facing ones competitors.

3755 Dewing, A. S. 1923. Investment and the Industrial Cycle. HBR 2 (October, no. 1): 112.
Economists predicted the sudden downturn in business activity with remarkable accuracy. Businessmen, however, scoffed at those predictions, believing them to be only abstractions.

3763 Sobek, R. S. 1973. A Managers Primer on


Forecasting. HBR 51 (May-June, no. 3): 628, 181 183.
[Keeping Informed Feature]Forecasting economic trends and business behavior which a company encounters is essential. Sobek explains what leading, coincident, and lagging indicators are to aid management apply economics to the pragmatic business world.

3756 Roorbach, G. B. 1923. Need for International Uniformity in Business Statistics. HBR 1 ( January, no. 2): 187195.
Roorbach opines that businesses use trade statistics daily without understanding the inconsistencies or limitations inherent in them. More needs to be done to generate consistency.

3764 North, H. Q. and D. L. Pyke. 1969. Probes of the Technological Future. HBR 47 (May-June, no. 3): 6882.
Accurate methods have been devised for making economic, business and social oriented predictions. North and Pyke discuss how TRW, Incorporated adopted the RAND Corporations Delphi method for analyzing remote occurrences for prognosticating in the distant vision.

Economic or Business Forecasting


3757 Saffo, P. 2007. Six Rules for Accurate Effective Forecasting. HBR 85 ( July-August, no. 7/8): 122131.
Saffo believes that forecasting is more about letting people know how to take meaningful action from a range of possibilities than it is about predicting the future.

3765 Dunlop, J. T. 1968. New Forces in the Economy. HBR 46 (March-April, no. 2): 121129.
Dunlop discusses ve signicant social and economic inuences that are likely in the American economys future.

3758 Georgoff, D. M. and R. G. Murdick. 1986.


Managers Guide to Forecasting. HBR 64 ( January-February, no. 1): 110120.
Through a chart they compiled of 20 forecasting techniques, Georgoff and Murdick help management determine a forecasting technique based on their priorities.

3766 Leontief, W. W. 1964. Proposal for Better Business Forecasting. HBR 42 (November-December, no. 6): 166182.
No matter how well a company schedules its internal operations, its plans will collapse if its sales forecasts are in error. Leontiff maintains how business and government must collaborate in developing up-to-date economic input-output tables for forecasting sales.

3759 Wack, P. 1985. Scenarios: Shooting the


Rapids. HBR 63 (November-December, no. 6): 139150.
During times of rapid economic change, managers must be able to translate new information into strategic initiatives quickly. In 1975, planners at Royal Dutch/Shell designed a medium-term scenario structure that has been instrumental in helping decision makers shed old assumptions and perceive new realities.

3767 McNair, M. P. 1961. Challenge of the 1960s. HBR 39 (September-October, no. 5): 26 37, 176.
[Thinking Ahead Feature] McNair feels that an increasing level of governmental intervention in business affairs will be a signicant trend to watch during the 1960s.

3760 _____. 1985. Scenarios: Uncharted Waters Ahead. HBR 63 (September-October, no. 5): 73 89.
Forecasts are typically constructed on the assumption that tomorrows world will be much like todays. They fail when they do not anticipate the major shifts with the business environment. Wack describes Royal Dutch/ Shells success with scenario planning in which management is taught to think in terms of a chaotic future.

3768 Snider, J. L. 1950. Business Prospects and


Problems in the 1950s. HBR 28 ( January, no. 1): 114120.
Snider contends that the economic problems facing the American economy hinge on psychological, ethical, cultural, as well as racial and social justice issues.

3761 Bernstein, P. L. and T. H. Silbert. 1984. Are


Economic Forecasts Worth Listening To? HBR 62 (September-October, no. 5): 3240.
[Keeping Informed Feature] Economic forecasts are wrong far more than they are right. Bernstein and Silbert advise readers to develop consensus forecasts which should be fairly accurate and can do much to enhance ones decision making capabilities.

3769 _____. 1949. Facing the Business Future. HBR 27 ( July, no. 4): 449458.
Business conditions have deteriorated since the end of 1948. Industrial production, personal income, and wholesale levels are all down. Conversely, unemployment and commercial bankruptcies are up. Snider, however, does not believe a 1930s-type depression is imminent.

3762 Rothermel, T. W. 1982. Forecasting Resurrected. HBR 60 (March-April, no. 2): 139147.

3770 Johnson, A. H. 1948. Market Potentials, 1948. HBR 26 ( January, no. 1): 1131.
Johnson contends that economists seem so intent on looking for signs of economic doom that they are miss-

241
ing the positive opportunities offered in the postwar period.

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3771 Newbury, F. D. 1947. A Forecast of Business Prospects. HBR 25 (Spring, no. 3): 273288.
Newbury, as a supervisor in Westinghouses Statistical Research Department, describes the economic forecasting efforts made by Westinghouse throughout the 1940s.

3779 Scott, B. R. 1982. Can Industry Survive the Welfare State? HBR 60 (September-October, no. 5): 7084.
To rejuvenate the American economy, American industry, along with the federal and state governments, must institute strategies to balance productivity with social welfare goals.

3772 Slichter, S. H. 1936. Economic Planning in Recent Literature. HBR 14 (Summer, no. 4): 502 511. 3773 Naess, R. D. 1934. A Quantitative Study of
Economic Balance. HBR 12 (April, no. 3): 284 296.
Increased levels of quantitative research are crucial for understanding the many long-range tendencies involved with the United States economy.

3780 Feldstein, M. S. 1979. Social Security Hobbles Our Capital Formation. HBR 57 ( July-August, no. 4): 68.
[Ideas for Action Feature] If the aggregate growth in social security benets does not slow down, Feldstein warns that the social security tax rate needs to increase by more than 20 percent over the next 25 years. This would deplete the ones capacity to save and generate capital.

3774 Snyder, C. 1924. New Measures of the Business Cycle. HBR 3 (October, no. 1): 17.
Snyder would like nothing more if the waves of business activity could be measured and forecasted like the waves of the sea. Nobody, to date, has been able to achieve that.

3781 Friedman, L. N. and C. B. Weisbrod. 1978. A Way to Move Welfare Recipients into the Work Force. HBR 56 ( January-February, no. 1): 814.
[Ideas for Action Feature]Friedman and Weisbrod discuss a New York City program that trains public assistance recipients to be gainfully employed by using peer support, graduated stress and immediate performance feedback.

Economic Safety Net Topics


3775 Pozen, R. C. 2002. Arm Yourself for the Coming Battle Over Social Security. HBR 80 (November, no. 11): 5262.
[Big Picture Feature] As a former member of the Presidents Committee to Strengthen Social Security, Pozen describes the problems plaguing the system and then offers several alternatives for reforming Social Security.

3782 Mills, T. 1976. Creeping Corporatism vs. Rising Entitlements. HBR 54 (November-December, no. 6): 68.
[Ideas for Action Feature] Mills worries that entitlement programs are threatening the essence of American democracy.

3783 Black, E. M. 1973. Social Welfare Challenge for Business and Labor. HBR 51 ( July-August, no. 4): 67.
[Ideas for Action Feature]Black calls on both business and organized labor to ll the void created by the Nixon Administrations decision to scale back its social welfare programs.

3776 Levinson, M. 1996. Capitalism with a Safety


Net? HBR 74 (September-October, no. 5): 173181.
Levinson reviews Lester Thurows book, The Future of Capitalism: How Todays Economic Forces Shape Tomorrows World. Thurow believes that todays global shift from mass production to an age of brainpower will trigger an even larger gap between rich and poor nations which will tax the resilience of democracy.

3784 McClelland, D. C. 1965. Achievement Motivation Can Be Developed. HBR 43 (NovemberDecember, no. 6): 624.
[Thinking Ahead Feature] McClelland contends that existing governmental poverty programs do little to challenge the achievement aspirations of those who benet most from them.

3777 Thurow, L. C. 1985. Of Grasshopers and


Ants. HBR 63 ( July-August, no. 4): 4448.
[For the Managers Bookshelf Feature] Thurow offers a scathing review of Charles Murrays book Losing Ground: American Social Policy, 19501980 in which Murray contends that social welfare programs are demonic since they encourage the poor to be indolent and, instead, rely on government assistance.

3785 Hostetler, L. M., L. O. Kelso, N. E. Long and J. F. Oates, Jr. 1964. Poverty and Prots. HBR 42 (September-October, no. 5): 620, 186192.
[Thinking Ahead Feature]Hostetler and his coauthors examine some realities involving the labor market, employment goals, and effective ways for coping with unemployment.

3778 Bernick, M. 1984. New Ventures for Antipoverty Agencies. HBR 62 (November-December, no. 6): 4456.
[Keeping Informed Feature] Anti-poverty agencies are running businesses. This, in turn, generates capital and provides much needed work experience for their clientele.

3786 Rucker, A. W. 1954. Economic Challenge for Longevity. HBR 32 (November-December, no. 6): 94102.
Rucker worries that the American economy is not capable of supporting its large elderly population in retirement.

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classies radical economics into ve groups, explaining the tenets of each.

3787 Myers, J. H. 1950. Governmental and Voluntary Programs for Security. HBR 28 (March, no. 2): 2944.
Individuals of almost every political persuasion nd it a foregone conclusion that an organized structure of some kind will deal with old age, dependent survivorship, total disability, industrial injuries, unemployment, medical costs and sickness.

3796 Arthur, H. B. 1961. Help from the Company Economist. HBR 39 (September-October, no. 5): 8086.
Arthur describes the value in-house economists bring to an organization along with the credentials needed for this capacity.

3788 David, D. K. 1950. The Danger of Drifting. HBR 28 ( January, no. 1): 2532.
David worries how American society is drifting from its basic ideals to becoming more of a welfare state with heavy government intervention. This is tantamount to the loss of human dignity.

3797 Teitsworth, C. S. 1959. Growing Role of the


Company Economist. HBR 37 ( January-February, no. 1): 97104.
In an increasing competitive and complex world, the economist has developed more reliable measures for generating indexes. Because this data is available so swiftly with computerization, specialists trained in economic analysis can make this useful to executive decision-makers, marketers, and accountants.

3789 Witte, E. E. 1946. Steadying the Workers Income. HBR 24 (Spring, no. 3): 306325.
Witte points out the costs and dangers if a minimum income is implemented; a high priority issue for Congress at the moment.

3790 Van Sickle, J. V. 1946. Geographical Aspects of a Minimum Wage. HBR 24 (Spring, no. 3): 277294.
All employers engaged in interstate commerce are required to pay minimum wage. Van Sickle is particularly interested on the minimum wages impact in the Deep South.

3798 Young, C. E. 1942. Duties of the Economist. HBR 20 (Spring, no. 3): 391392.
Company economists are not typically required to generate ofcial forecasts on which a companys operations are based. Their functions, instead, provide pertinent information that is benecial to the planning efforts of headquarters and operations management.

3799 Abramson, A. G. 1942. Opportunities of


the Economist in an Industrial Company. HBR 20 (Spring, no. 3): 389390.
An industrial economists responsibilities and opportunities vary according to a number of factors such as the size of the organization, its product line, as well as a wide array of other factors.

3791 Witte, E. E. 1941. Whats Ahead for Social Security. HBR 19 (Spring, no. 3): 311325.
Witte believes Congress will amend the Social Security Act concerning unemployment compensation, old age assistance, and health protection for the elderly.

3792 Barboon, M. J. 1938. The Unemployment


Trust Fund. HBR 16 (Spring, no. 3): 351365.
Effective January 1, 1938, the 48 states are required to implement a payroll tax levy from 2.7 to 3.0 percent to fund an unemployment compensation program.

3800 Ottman, A. H. 1942. The Economists Reports. HBR 20 (Spring, no. 3): 388389.
Ottman describes why he believes an industrial economists briengs need to be on a regular basis and should be privy to only top management.

3793 Howe, R. 1930. Industry and the Aged. HBR 8 ( July, no. 4): 435442.
At present, there exists over two million people unable to support themselves at a subsistence level.

3801 Schoenfelt, L. 1942. The Department Economist. HBR 20 (Spring, no. 3): 386388.
Schoenfeldt, an economist with General Electrics Appliance and Merchandise Division, describes how his work involves forecasting consumer habits and other business conditions. These forecasts subsequently form the basis for General Electrics capital budgeting decisions.

3794 Ryan, F. W. 1924. The Wage Bargain and the Minimum Wage Decision. HBR 2 ( January, no. 2): 207218.
Ryan analyzes a 1923 Supreme Court Decision in which minimum wage laws are deemed unconstitutional.

3802 Wright, W. 1942. The Industrial Economist


as Staff Ofcer. HBR 20 (Spring, no. 3): 385386.
Wright maintains that an industrial economists efforts should be directed to the chief executive, the nancial ofcers and board of directors.

Economics as a Profession or the Role of Economists


3795 Bronfenbrenner, M. 1973. What the Radical Economists Are Saying. HBR 51 (SeptemberOctober, no. 5): 2638, 166170.
[Keeping Informed Feature] Bronfenbrenner warns mainstream economists not to dismiss radical economists as gadies. In addition, Bronfenbrenner

3803 Weber, P. J. 1942. The Economics Department of One Inudstrial Department. HBR 20 (Spring, no. 3): 381385.
Weber describes how the department he supervises for a utility company is engaged in economic projections and statistical control work.

243
3804 Micoleau, H. L. 1942. The Economist and
Management. HBR 20 (Spring, no. 3): 380381.
As an economist for the General Motors Corporation, Micoleau contends that company economists should focus on problems from an economic perspective as opposed to the standpoint of corporate management.

Economics

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Emergency. HBR 59 (September-October, no. 5): 152168.


[Thinking Ahead Feature] Lindsay warns companies to make the necessary provisions as if another oil crisis is imminent.

3805 Whitney, N. R. 1942. The Economist as Advisor. HBR 20 (Spring, no. 3): 379380.
Whitney warns that company economists can not be tied to routine duties or be expected to supervise a large ofce force. As an adviser to senior management, the company economists role ceases when their conclusions have been cogently presented to management.

3813 Bevington, E. M. 1981. Payoffs from Corporate Energy Conservation. HBR 59 (March-April, no. 2): 4246.
[Ideas for Action Feature] Because of OPECs tyranny, politicians and energy consumers are shifting from dependency on petroleum to resources such as coal, natural gas along with solar, wind, and geothermal sources.

3806 Smith, B. B. 1942. Functions of the Economist. HBR 20 (Spring, no. 3): 375379.
Part of every economists job is gauging the economys behavior to discover the probable impact of economic events on both the industry and the organization that employs the economist.

3814 Scott, B. R. 1981. OPEC, The American Scapegoat. HBR 59 ( January-February, no. 1): 6 30.
[Special Report Feature] Blaming OPEC for price increases overlooks the basic economics of the oil industry. Moreover, a shift has transpired from oil production being a buyers market to that of a sellers market.

3807 Daniels, W. M. 1934. The Passing of the Old Economist. HBR 12 (April, no. 3): 297303.
Particularly because of the 1929 stock market crash, Daniels bemoans how classical economists have been branded with pariah-like status.

3815 Bernard, A. 1980. World Oil and Cold Reality. HBR 58 (November-December, no. 6): 91 101.
Benard emphasizes how this is a world in which the big consuming and industrial nations no longer can determine the price and availability of OPEC-produced oil.

Energy or Fuel Resources


3808 Navarro, P. 2001. Are You Ready for a Blackout? HBR 79 (April, no. 4): 2829.
[Forethought Feature] Californias energy crisis offers a number of lessons to corporate executives on the importance of energy management.

3816 Sant, R. W. 1980. Coming Market for Energy Services. HBR 58 (May-June, no. 3): 624.
[Thinking Ahead Feature] Sant sees changes transpiring during the 1980s with traditional retailers of oil, gas, coal and electricity being more like wholesalers.

3809 Sawhill, J. C. and L. P. Silverman. 1985.


Transformed Utilities: More Power to You. HBR 63 ( July-August, no. 4): 8896.
Electric utility companies face wrenching changes because of overexpansion and undersubscription. As such, they are no longer the solid operations who provide reliable service at modest rates.

3817 Stobaugh, R. and D. Yergin. 1980. The Energy Outlook: Combing the Options. HBR 58 ( January-February, no. 1): 5773.
The United States should examine the potential of every energy source it has in a manner that factors in the many political, environmental, social and judicial constraints.

3810 Spiller, L. N. 1985. The Energy Wolf Is Still


Out There. HBR 63 ( January-February, no. 1): 119127.
Firms should incorporate energy conservation in their business plans since new technologies in plant and ofce structures can efciently reduce energy consumption.

3818 Tracy, K. B. 1980. Energy Issues. HBR 58


( January-February, no. 1): 3442.
[For the Managers Bookshelf Feature] Tracy examines recently published books that offer general approaches to energy problems such as Energ y Future: The Report of the Harvard Business School Energ y Project edited by Stobaugh and Yergin; Landsbergs Energ y: The Next Twenty Years; as well as Sam Schurs Energy in Americas Future: The Choices Before Us.

3811 Meier, A. 1983. What Is the Cost to You of Conserved Energy? HBR 61 ( January-February, no. 1): 3637.
[Ideas for Action Feature] With energy prices rising rapidly, many companies are paying particular attention to energy conservation. Meier, however, points out that conservation investments must compete with other ventures for capital and provides a formula for determining the return on investment on energy efcient ventures.

3819 Henry, J. P., Jr., V. E. Harless and J. B. Kopelman. 1979. World Energy: A Manageable Dilemma. HBR 57 (May-June, no. 3): 150161.
Henry and his coauthors see gas and oil prices leveling off, in real dollars, by the end of the 20th century when competition between oil producing rivalries intensies.

3812 Lindsay, F. A. 1981. Plan for the Next Energy

3820 Lindsay, F. A. 1978. Financing High-Cost,

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3828 Ramey, R. T. 1968. Competitive Vigor in
Nuclear Power. HBR 46 ( July-August, no. 4): 126142.
Ramey describes the nuclear reactor industry and the potential it offers for private industry.

High-Risk Energy Development. HBR 56 (November-December, no. 6): 161170.


With developmental costs that are too exorbitant for private capital to absorb, Lindsey argues that the federal government must help underwrite the cost of energy efcient technologies.

3821 Welch, J. B. 1978. Zero-Base Public Utility


Regulation. HBR 56 (September-October, no. 5): 1220.
[Ideas for Action Feature] Welch contends that state regulatory commissions are so preoccupied with controlling rate structures that they lose sight of which markets need greater regulation and which should be deregulated.

3829 Stelzer, I. M. and B. C. Netschert. 1967. Hot War in the Energy Industry. HBR 45 (November-December, no. 6): 1426, 190193.
[Special Report Feature]Stelzer and Netschert discuss the electrical power and heating markets and how feasible alternatives exist to wreak havoc on those entrenched industries.

3822 Miller, H. E. 1978. A Manufacturer Tries to Neutralize the Energy Uncertainties. HBR 56 (May-June, no. 3): 68.
[Ideas for Action Feature] No matter how the United States and the various state governments cope with the energy crisis, efforts to maintain sufcient levels of fuel have companies shooting at moving targets.

3830 Guthmann, H. G. 1960. Tax Favortism to Cooperatives. HBR 38 (November-December, no. 6): 116125.
Guthmann worries that an array of businesses could be out of business because of unfair competition from cooperatives and publicly owned utility companies. Those entities derive a grossly unfair competitive advantage from tax advantages as opposed to their operating efciencies.

3823 Hatsopoulos, G. N., E. P. Gyftopoulos, R. W. Sant and T. F. Widmer. 1978. Capital Investment to Save Energy. HBR 56 (March-April, no. 2): 111122.
Hatsopoulos and his coauthors examine the criteria used by manufacturers for investing in energy efciency methods. They also calculate the nancial savings that could be realized from conserving energy.

3831 Owen, C. F. 1959. Oil in the Western Hemisphere. HBR 37 (May-June, no. 3): 6171.
Petroleum is now international trades most important commodity. Some impending changes with this market have profound ramications for todays economy.

3824 Mighdoll, M. J. and P. D. Weisse. 1976. We Need a National Materials Policy. HBR 54 (September-October, no. 5): 143151.
The federal government must implement rational policies to ensure that the United States is not plagued with limited and costly supplies of energy-related raw materials.

3832 Eckstein, O. 1958. Natural Gas and Patterns of Regulation. HBR 36 (March-April, no. 2): 127136.
Most natural gas is produced by small independent companies who sell their product to pipeline companies. Eckstein examines the import of several Supreme Court decisions in which these transactions are placed under federal regulation.

3825 Tugendhat, C. 1976. Political Approach to the World Oil Problem. HBR 54 ( January-February, no. 1): 4555.
Tugendhat claims that the worlds governments are failing to coordinate their efforts to develop new energy sources and generate domestic energy policies.

3833 Brown, G. G. 1956. Nuclear & Solar Energy. HBR 34 ( January-February, no. 1): 1728, 156158.
[Thinking Ahead Feature] Brown wonders if energy production can be increased 16 times to accomodate the worlds population growth over the the next 70 years

3834 Cross, J. S. 1953. Vertical Integration in the


Oil Industry. HBR 31 ( July-August, no. 4): 6981.
Cross nds that a more cooperative approach by both jobbers and the integrated companies throughout the oil industry is a far better solution to some industry-wide problems than some of the other solutions being bandied about.

3826 Manne, A. S. 1975. What Happens When Our Oil and Gas Run Out? HBR 53 ( July-August, no. 4): 123137.
American demand for petroleum and natural gas will exceed supply. As such, costly synthetics are needed. Investment in R&D cannot be delayed. They must begin now.

3827 Netschert, B. C. 1973. Energy vs. Environment. HBR 51 ( January-February, no. 1): 2428, 133140.
[Special Report Feature] As growing energy demands are colliding with environmental concerns, Netschert forecasts higher energy costs. Hope and relief exists from several technology-produced efciencies in heating and cooling, public transportation, and electricity generation and transmission.

3835 Irwin, J. W. 1953. Industry Bids for Atomic Power. HBR 31 ( July-August, no. 4): 3650.
Electricity obtained from atomic power will soon supplement, if not replace, the coal, oil, and hydro-based generating facilities presently used for residential, industrial, and transportation systems.

3836 Sharp, R. R. 1950. Americas Stake in World Petroleum. HBR 28 (September, no. 5): 2541.
Sharp discusses oils inuence on Americas foreign

245
trade and diplomatic relations with the Middle East and the Soviet Union.

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Bituminous Coal Industry. HBR 10 ( January, no. 2): 149160.


The low demand for bituminous coal is focusing attention on the deplorable conditions throughout in the American coal industry.

3837 Schurr, S. H. 1949. Atomic Power in Selected Industries. HBR 27 ( July, no. 4): 459479.
Schurr discusses whether industries might see reduced energy costs with atomic power. If this happens, Schurr wonders if production processes might be changed to this new power.

3846 Swensrud, S. A. 1931. Distribution Problems of the Oil Industry [Part Two]. HBR 10 (October, no. 1): 7884.
Few pricing structures are misunderstood as gasoline prices. Consumers seem bewildered or see something sinister when the major companies in the same locality raise or lower their prices in unison with one another.

3838 Dunn, F. J. and Associates. 1939. Public Utility Integration: Memorandum and Integration. HBR 17 (Spring, no. 3): 291300.
Dunn and his legal associates at the New England Power Association are interested in ascertaining whether benets or efciencies exist when utility companies share power transmitters as opposed to owning them themselves.

3847 _____. 1931. Distribution Problems of the Oil Industry [Part One]. HBR 9 ( July, no. 4): 389 399.
Few industries are confronted with more difcult distribution problems than the petroleum industry.

3839 Smith, F. G. 1939. The Attempted Stabilization of the Bituminous Coal Industry. HBR 17 (Winter, no. 2): 177188.
Production of bituminous coal peaked in 1918 but has been on a downward spiral in spite of rising energy demand. Smith contends how the coal companies, as well as society, face a bleak Hobsons Choice no matter what happens to the industry.

3848 Dillion, T. H. 1925. Some Aspects of Public Utility Management. HBR 4 (October, no. 1): 3239.
Public utility companies need to be seen as a compromise between private enterprise and the public interest. Dillion describes them as businesses affected with a public interest ethos.

3840 Ryan, J. W., Jr. 1936. The Future of Bituminous Coal. HBR 14 (Spring, no. 3): 325336.
Since World War I, American energy needs are increasingly met with oil, gas, and hydro-electric power. Ryan contends that bituminous coals future is bleak, particularly given how the industry is fraught with labor strife, over-development, and intense competition.

3849 Ruggles, C. O. 1924. Problems in the Development of a Super-Power System. HBR 2 ( January, no. 2): 160173.
According to the 1932 Economic Census, the revenue from electricity sales increased three times faster than gasoline sales.

3841 Eckler, A. R. 1935. Present Central Station Capacity in the Electrical Power Industry. HBR 14 (Autumn, no. 1): 7489.
Fear is imminent in how electrical power demand might exceed its supply and if this might trigger acute shortages throughout all regions of the United States?

Environmental Issues and Costs


3850 Reinhardt, F. L. 2007. Place Your Bets on the Future You Want. HBR 85 (October, no. 10): 4244.
[Forethought Feature] Reinhardt describes how innovative companies, with managerial and strategic acumen, will persevere in a carbon-constrained economy.

3842 Ruggles, C. O. 1935. Some Aspects of Public Utility Management and Regulation. HBR 14 (Autumn, no. 1): 5973.
In his second article on the public utility industry, Ruggles justies holding companies, efciency benchmarks, and a host of managerial accounting or valuation issues.

3851 Way, M. and B. Rendlen. 2007. Walking


the Talk at Swiss Re. HBR 85 (October, no. 10): 4242.
[Forethought Feature] Way and Rendlen describe how Swiss Re, a reinsurance company, motivates its workforce to drive hybrid automobiles, install solar panels and use energy-efcient appliances.

3843 _____. 1935. Some Aspects of Public Utility Rate Making. HBR 13 ( July, no. 4): 417434.
Ruggles examines the variables that factor into determining utility rates.

3852 Schnedler, A. 2007. When Being Green Backres. HBR 85 (October, no. 10): 3538.
[Forethought Feature]Schnedler is dubious about the enviromental value of renewable energy certicates [RECs] that Pepsico, Wells Fargo, Whole Foods and other corporations are purchasing.

3844 Davis, B. A. 1932. Marketing Problems of


the Bituminous Coal Industry. HBR 11 (October, no. 1): 97106.
Despite being a lucrative industry a few years ago, few bituminous coal companies now generate any kind of prot. Davis analyzes why American homes and businesses are shifting to competing fuels.

3853 Bortz, C. 2007. Alyson Slater, Global Reporting Initiatives Director of Strategy, on How Disclosing Emissions Benets Companies. HBR 85 (October, no. 10): 3232.
[Conversation Feature] Slater nds that corpora-

3845 Wolfe, T. M. 1932. Recent Changes in the

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3861 Schendler, A. 2006. Energy-Credit Buyers Beware. HBR 84 (September, no. 9): 2425.
[Forethought Feature] Companies such as Starbucks, Johnson & Johnson, Staples and Whole Food Markets are active buyers of renewable energy credits [RECs]. They do this to offset the carbon that is contained in the electricity that they use. Schendler counters that RECs do little to improve the environment.

tions have a duciary responsibility to report their carbon emissions to each of their stakeholders.

3854 Esty, D. C. 2007. What Stakeholders Demand. HBR 85 (October, no. 10): 3034.
[Forethought Feature] Esty describes the enormous pressure that consumers, capital markets, governments and NGOs are placing on corporations to track and manage their carbon emissions.

3855 Schwartz, P. 2007. Investing in Global Security. HBR 85 (October, no. 10): 2628.
[Forethought Feature] Schwartz sees enormous goodwill resulting if American business is proactive in addressing climate change.

3862 Hoffman, A. 2004. Winning the Greenhouse Gas Game. HBR 82 (April, no. 4): 2021.
[Forethought Feature] Hoffman describes how companies who voluntarily reduce their greenhouse gases help shape governmental regulations.

3856 Porter, M. E. and F. L. Reinhardt. 2007. A


Strategic Approach to Climate. HBR 85 (October, no. 10): 2226.
[Forethought Feature]Porter and Rinehardt argue that corporations must see climate change as a business problem in need of strategic planning.

3863 Schendler, A. 2002. Wheres the Green in Green Business? HBR 80 ( June, no. 6): 2829.
[Forethought Feature] Aspen Skiing Company is a leader in green business practices. Schendler, as environmental affairs director for the company, describes what sustainable business practices are about.

3857 Lovins, A. B., L. H. Lovins and P. Hawken.


2007. A Road Map for Natural Capitalism. HBR 85 ( July-August, no. 7/8): 172183.
[Best of HBR Feature] From the May-June 1999 issue, Lovins and his coauthors describe how innovative companies such as Xerox and DuPont are using innovative and more efcient means to conserve natural resources. Moreover, neglecting to account for the cost of water, atmospheric and climate damage is a catastrophic mistake.

3864 ONeill-Packard, K. and F. L. Reinhardt. 2000. What Every Executive Needs to Know About Global Warming. HBR 78 ( July-August, no. 4): 128135.
Forward-looking rms in an array of industries are examining Kyoto Protocol-type issues as a way to calculate both its risks and opportunities.

3865 Kolk, A. 2000. Green Reporting. HBR 78


( January-February, no. 1): 1516.
[Forethought Feature] A good environmental-reporting process can make a rm more environmentally responsible and more competitive. Bristol-Myers Squibb and Royal Dutch/Shell, in particular, are reaping benets from issuing detailed reports on their environmental performance.

3858 Bernotat, W. H. 2007. Take Responsibility for Climate Change. HBR 85 ( July-August, no. 7/8): 5659.
[Perspectives Feature] Business leaders and politicians face signicant challenges in balancing their energy requirements to the impact of that on the environment. People, moreover, need to be far more attuned to the environmental impact of consumption and waste.

3866 Reinhardt, F. L. 1999. Bringing the Environment Down to Earth. HBR 77 ( July-August, no. 4): 149157.
Reinhardt argues that the debate involving business and the environment must be couched in far more complex terms than is currently the norm.

3859 Economy, E. and K. Lieberthal. 2007.


Scorched Earth: Will Environmental Risks in China Overwhelm Its Opportunities. HBR 85 ( June, no. 6): 8896.
In describing the severity of Chinas environmental problems, Economy and Lierberthal are particularly perplexed why so many multinational corporations are oblivious to these issues.

3867 Lovins, A. B., L. H. Lovins and P. Hawken. 1999. A Road Map for Natural Capitalism. HBR 77 (May-June, no. 3): 145158.
Through a notion known as natural capitalism, Lovins and his coauthors offer novel strategies for protecting the earths biosphere in conjunction to increasing ones prots and competitiveness.

3860 Lash, J. and F. Wellington. 2007. Competitive Advantage on a Warming Planet. HBR 85 (March, no. 3): 94102.
Lash and Wellington describe how climate change can impact ones competitive landscape in ways that top management might not contemplate. For example, global warming could make raw materials more expensive. In addition, investors and consumers will factor in a rms adherence to climate change policies in their purchasing decisions. Firms who manage their exposure to climate change have a competitive advantage over their rivals.

3868 Magretta, J. 1997. Growth Through Global


Sustainability: An Interview with Monsantos CEO. HBR 75 ( January-February, no. 1): 7890.
Monsantos CEO Robert Shapiro describes how his company promotes environmental sustainability by using biotechnology to manufacture its product lines.

3869 Hart, S. L. 1997. Beyond Greening: Strategies for a Sustainable World. HBR 75 ( JanuaryFebruary, no. 1): 6677.

247
Hart explains the importance of sustainable development and provides a framework for identifying the business opportunities behind sustainability. Companies pursuing sustainability should implement activities that involve pollution prevention, clean technology and product stewardship.

Economics

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resources running dry, Hamilton urges private industry to be proactive in recycling its water.

3878 Royston, M. G. 1980. Making Pollution Prevention Pay. HBR 58 (November-December, no. 6): 622.
[Thinking Ahead Feature] Royston emphasizes that environmental protection and economic growth can be compatiable if no-waste technologies are utilized.

3870 Porter, M. E. and C. Van der Linde. 1995. Green and Competitive: Ending the Stalemate. HBR 73 (September-October, no. 5): 120137.
A constant struggle exists between environmental regulations and business competitiveness that is stymieing the innovative capabilities of business.

3879 Orloff, N. 1977. Payoff for Business Initiative on the Environment. HBR 55 (November-December, no. 6): 812.
[Ideas for Action Feature] Orloff justies why American business should do everything to protect the environment.

3871 Walley, N. and B. Whitehead. 1994. Its Not


Easy Being Green. HBR 72 (May-June, no. 3): 4652.
[In Question Feature]The historically contentious relationship between business and environmental concerns seems to be waning. Ways now exist so that the environment and business can simultaneously prosper.

3880 Fri, R. W. 1974. Facing Up to Pollution Controls. HBR 52 (March-April, no. 2): 2634, 150152.
[Thinking Ahead Feature] Rather than ght pollution reduction mandates, Fri maintains that businesses can gain long-term nancial leverage in the long term by implementing pollution control devices.

3872 Biddle, D. 1993. Recycling for Prot: The New Green Business Frontier. HBR 71 (November-December, no. 6): 145156.
Little demand seems to exist for products made from recycled materials. Biddle, however, contends that farsighted players can nd protable opportunities from recycling even in the midst of market uncertainty.

3881 Henderson, H. 1973. Ecologists Versus Economists. HBR 51 ( July-August, no. 4): 2836, 152157.
[Keeping Informed Feature] Corporations are caught in an ecological conundrum that affects how business is done. Hendersons literature review sorts out these issues from two dozen books and articles.

3873 Cairncross, F. 1992. How European Companies Reposition to Recycle. HBR 70 (MarchApril, no. 2): 3445.
[Four Corners Feature] European rms are taking responsibility for the recycling of their products. They are also working with their former competitors to implement environmental policies to make recycling possible.

3882 Gunn, W. N. 1971. Packagers and the Environmental Challenge. HBR 50 ( July-August, no. 4): 103111.
Litter problems are generating a variety of public and private responses. Gunn, however, contends that not enough is being done and offers steps to attack this blight more seriously.

3874 Lodge, G. C. and J. F. Rayport. 1991. KneeDeep and Rising: Americas Recycling Crisis. HBR 69 (September-October, no. 5): 128139.
Landll capacity is dwindling throughout the United States. To solve Americas plastics recycling and solidwaste problems, a combination of industrial cooperation and government policy is essential.

3883 Quinn, J. B. 1971. Next Big Industry: Environmental Improvement. HBR 49 (September-October, no. 5): 120131.
Quinn predicts that the environmental movement might produce protable new markets for business expansion.

3875 Kleiner, A. 1991. What Does It Mean to Be Green? HBR 69 ( July-August, no. 4): 3847.
[In Question Feature] Kleiner offers three important considerations that every company should include in its environmental agenda.

3884 Charan, R. and N. Wormald. 1971. Case of the Offending Efuent. HBR 49 ( July-August, no. 4): 148160.
[Problems in Review Feature] The Great Marvel Company must devise an over-arching strategy for easing pollution emissions from one of its plants.

3876 Redford, R. 1987. Search for Common


Ground. HBR 65 (May-June, no. 3): 107112.
Redford describes how the Institute for Resource Managements forums are bringing environmentalists and business interests together to discuss their disagreements.

3885 Klima, O., Jr. and G. M. Wolfe. 1968. The Oceans: Unexploited Opportunities. HBR 46 (May-June, no. 3): 98112.
A strong national government helped achieved Americas national goals in space exploration and missile deployment. Klima and Wolfe believe the same effort is necessary to develop the worlds oceans.

3877 Hamilton, R. A. 1984. What Will We Do


When the Well Runs Dry? HBR 62 (NovemberDecember, no. 6): 2840.
[Thinking Ahead Feature] With Americas water

3886 _____. 1968. The Oceans: Unexploited Op-

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3895 Warsh, D. 1988. Paul Volker and the Temple of Doom. HBR 66 (May-June, no. 3): 2234.
[For the Managers Bookshelf Feature] Warsh reviews William Greiders chronicle of Paul Volckers tenure as the Federal Reserves chairperson, for which Greider believes to be a total failure.

portunities. HBR 46 (March-April, no. 2): 140 156.


Klima and Wolfe describes the potential of ocean development and then assess the scientic, food, mineral and national defense implications associated with it.

3887 Hanks, J. J. and H. D. Kube. 1966. Industry Action to Combat Pollution. HBR 44 (September-October, no. 5): 4962.
Hanks and Kube point out how public pressure is mounting on American industry to end pollution and emphasize that cleanup costs will only rise if these efforts are prolonged.

3896 Krasker, W. S. 1982. Hedging on Loans Linked to the Prime. HBR 60 (May-June, no. 3): 6668.
[Ideas for Action Feature] Krasker shows how companies can use the futures markets for Treasury bills when company debt is pegged to the prime-rate.

3888 Stern, A. J. 1991. Case of the Environmenal


Impasse. HBR 69 (May-June, no. 3): 1429.
[HBR Case Study Feature]A paper company, with a bad environmental reputation, overcame its past and launched a credible green project.

3897 Heldring, F. 1979. Monetary Stability Through a World Central Bank. HBR 57 ( January-February, no. 1): 68.
[Ideas for Action Feature]Because no international authority exists to manage the supply of the worlds monetary supply, Heldring argues that a central world banking authority is necessary.

3889 White, G. F. 1958. The Facts About Our Water Supply. HBR 36 (March-April, no. 2): 87 94.
White assesses the current state of water usage and its projected use throughout the United States and advocates more public investment in water-control works.

3898 Crane, D. B. and W. L. White. 1972. Who Benets from a Floating Prime Rate? HBR 50 (November-December, no. 1): 121129.
Crane and White discuss the advantages and disadvantages with businesses utilizing oating prime rate. Smaller businesses should be able to obtain loans more readily during periods of tight money. The two authors, on the other hand, explain how it might be a mixed blessing for banks.

3890 Bober, W. C. 1957. Population and Technology. HBR 35 ( July-August, no. 4): 1932.
[Thinking Ahead Feature] Bober discusses how the rapid increase in population, automation and other forms of modern technology will affect the global economy.

3891 Goodman, R. B. 1939. Forests and the Forest Industry. HBR 17 (Winter, no. 2): 189198.
With Americas forests, Goodman addresses how complex the interdependencies are with both the public and commercial interests.

3899 Price, D. K. 1962. Control of the Monetary System. HBR 40 ( July-August, no. 4): 149164.
Price explains why policy makers involved with the monetary system must know how to maintain their professional inuence in a framework of political responsibility.

3892 Donham, R. 1930. Problems of the Tanning


Industry. HBR 8 (Summer, no. 4): 474481.
It is increasingly apparent how our native supplies of tan-bark are being depleted at an alarming rate.

3900 Bach, G. L. 1962. Economics, Politics, and the FED. HBR 40 ( January-February, no. 1): 8191.
The ndings and recommendations of the Commission on Money and Credit poses serious questions on how monetary policy works and what can be done to make it work better.

3893 Henderson, L. J. 1927. Business Education


as Envisaged by the Scientist. HBR 5 ( July, no. 4): 420423.
One aspect of science that businessmen must contend with are profound environmental changes in the ecosystem that stem from the Industrial Revolution.

3901 Wallich, H. C. and B. Balassa. 1961. New Look at Money and Credit. HBR 39 (NovemberDecember, no. 6): 7078.
Wallich and Balassa assess the Committee for Economic Development Commission on Money and Credits long awaited report and the implications it holds for businesses.

Federal Reserve System and Monetary Policy


3894 Feldstein, M. S. 1988. Five Fundamentals
for the Forty-First President. HBR 66 (NovemberDecember, no. 6): 8791.
[From the Business, Economics, and Oval Ofce Series] Feldstein explains how ve key economic issues are essential for economic development and growth.

3902 Bach, G. L. 1953. The Economics and Politics of Money. HBR 31 (March-April, no. 2): 84 96.
Bach describes how monetary policy can successfully attack economic instability if the Eisenhower Administration is committed to utilizing it.

3903 _____. 1951. The Federal Reserve and the


Treasury. HBR 29 (November, no. 6): 2939.
Bach explores what the proper relationship of the Fed-

249
eral Reserve should be in conjunction to the Treasury Department, the President of the United States, Congress, as well as other non-governmental entities.

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[Summaries of Business Research Feature] The Federal Reserve Banks role in distributing bank lending capital is discussed.

3904 Robinson, G. B. 1937. 100 percent Bank Reserves. HBR 15 (Summer, no. 4): 438447.
Economists at the University of Chicago discuss an idea that might alleviate the boom or bust occurrences with the American economy.

3915 Present Lending Power of the Banks of the United States. 1923. HBR 1 (April, no. 3): 355359.
[Summaries of Business Research Feature] With the present lending power of banks being at capacity, the author explains how the newly formed Federal Reserve System will be able to expand this lending base.

3905 Ebersole, J. F. 1936. Money Management Powers of the Treasury and Federal Reserve Banks. HBR 15 (Autumn, no. 1): 19. 3906 Noyes, C. R. 1932. Free Gold. HBR 11 (October, no. 1): 3544.
Noyes describes how the control of credit, through government agencies such as the Federal Reserve, has curtailed the signicance of gold and other precious metals.

3916 Warburg, P. M. 1923. Federal Reserve Banks and the Open Market for Acceptances. HBR 1 (April, no. 3): 257268.
The passage and creation of the Federal Reserve System has been one of Congresss landmark achievements. Warburg, however, discusses some organic defects involving the Federal Reserve that Congress should have foreseen.

3907 Harding, W. P. G. 1930. The Federal Reserve System in the Light of Changing Banking Conditions. HBR 8 ( January, no. 2): 147151.
For the Federal Reserve System to remain successful, it must generate and retain the enthusiasm from the great numbers of small and medium sized banks.

3917 Bullock, C. J. and O. M. Sprague. 1923.


Federal Reserve Bank Policy. HBR 1 ( January, no. 2): 132138.
Businesses cannot intelligently plan their affairs without a considerable degree of certainty. Bullock believes that the Federal Reserve System offers this stability.

3908 McCallum, J. E. 1929. Incidental Powers of


National Banks: A Recent Extension [Student Section]. HBR 7 ( July, no. 4): 467473.

Global Economics or Foreign Trade Topics


3918 Khama, T. 2007. China + India: The Power of Two. HBR 85 (December, no. 12): 6069.
Once long-time allies, China and Indias relationship started deteriorating in the early 1960s. Now, after almost ve decades, the two super powers have reconcilied to become a formidable economic force.

3909 Perkins, J. H. 1928. The Reserve Banks and


the Money Markets [Reviews of Business Literature]. HBR 6 (April, no. 3): 368372.

3910 Hubbard, J. B. 1926. Recent Developments


in Federal Reserve Policy. HBR 5 (October, no. 1): 4754.
Hubbard describes how the Federal Reserve Systems inuence on money market rates has enormous impact on commercial and trade activity.

3919 Ghemawat, P. 2006. Apocalypse Now? HBR 84 (October, no. 10): 3232.
[Forethought Feature] Apocalypses since the ancient Greeks, are revelations to the privileged few. An economic apocalypse, in the contemporary world, might pertain to the disappearance of national borders and product internationalization levels of 100 percent. Ghemawat counters that predictions of this magnitude are specious.

3911 _____. 1926. Open-Market Money Rates.


HBR 4 (April, no. 3): 318325.
Hubbard describes how the open market embraces a wide variety of borrowing and lending operations that differ in both form and purpose.

3912 Foster, W. T. and W. Catchings. 1924. Business Conditions and Currency Control. HBR 2 (April, no. 3): 268281.
Foster describes why increasing the money supply is fundamental for enhancing the American standard of living.

3920 Khana, T., K. G. Palepu and J. Sinha. 2005. Strategies That Fit Emerging Markets. HBR 83 ( June, no. 6): 6376.
[HBR Spotlight Feature] Many companies make bad decisions when doing business in emerging economies. Khanna and his coauthors argue that institutional voids (e.g., specialized intermediaries and regulatory systems) exist in these markets and that successful rms engage in cost-benet analysis to determine if these risks are worth it.

3913 Anderson, S. W. 1924. The Federal Reserve in Relation to Ination and Deation. HBR 2 ( January, no. 2): 201206.
Anderson explains the tools, such as the discount rate, that the Federal Reserve has in stemming both ination and deation.

3921 Bremmer, I. 2005. Managing Risk in an Unstable World. HBR 83 ( June, no. 6): 5160.
[HBR Spotlight Feature] As emerging markets capture larger portions of global supply and demand, companies need better methods for weighing the polit-

3914 Present Lending Power of the Banks of the


United States. 1923. HBR 1 ( July, no. 4): 483488.

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a blend of opportunity and risk. To mitigate these risks, multinational companies must learn to anticipate and respond to upcoming political and economic upheavels.

ical and societal risks (e.g., corrupt politicians, disaffected youth) to its nancial rewards when doing business in those nations. Bremmer offers a framework for assessing these threats.

3922 Ferrell, D. 2004. Beyond Offshoring: Assess Your Companys Global Potential. HBR 82 (December, no. 12): 8290.
Few businesses recognize the potential that globalization offers. A McKinsey study suggests that by globally streamlining ones production processes and supply chain, a rm can cut its costs, expand into new markets and attract an entirely different class of consumer.

3930 Kanter, R. M. 1995. Thriving Locally in the


Global Economy. HBR 73 (September-October, no. 5): 151160.
Increasing numbers of large and small companies are concentrating on global markets. Civic leaders, in turn, worry about their economic future because of this. Kanter pursues how American communities can retain their local viability in this global context.

3923 Alamaro, M. 2002. The Economics of


Peace. HBR 80 (November, no. 11): 2627.
[Forethought Feature] The South Koreans and Japanese, much like the Palestinians and Israelis, have long-standing animosities. Nevertheless, South Korea established diplomatic relations in 1965 with Japan. Japan played a major role in South Koreas economic development. Alamaro encourages Israel and the Palestinians to look at this historical development.

3931 Schwab, K. and C. Smadja. 1994. Power


and Policy: The New Economic World Order. HBR 72 (November-December, no. 6): 4050.
[World View Feature] The industrialized world has experienced an economic revolution since the early 1990s. This stems, in large part, by the East Asian economies producing low-cost services or goods as well as the demise of communism.

3924 Sebenius, J. K. 2002. The Hidden Challenge of Cross-Border Negotiations. HBR 80 (March, no. 3): 7685.
New research suggests that procient international deal makers understand how subtle national culture is in shaping a persons decision making process.

3932 Krugman, P. 1994. Does Third World Growth Hurt First World Prosperity? HBR 72 ( July-August, no. 4): 113121.
The economic battles between the United States and Japan appears to be fading. However, a new economic threat for the United States looms from the Third World economies. Krugman warns that import barriers should not be erected to protect Western living standards. Increased productivity is what ultimately triggers higher income for Third World workers.

3925 Simon, H. and M. Otte. 2000. The New Atlantic Century. HBR 78 ( January-February, no. 1): 1720.
[Forethought Feature] Despite the rapid growth of the Asian economy, Simon and Otte contend that North America and Europe will remain at the center of the world economy.

3933 McDonald, K. R. 1994. Russian Raw Materials: Converting Threat into Opportunity. HBR 72 (May-June, no. 3): 5464.
[World View Feature] The breakaway republics of the former Soviet Union contain vast quantities of nickel, zinc, magnesium, and other critical materials. These raw materials are being sold at very low prices to the industrialized economies. McDonald describes the devastating impact this will have on these new and fragile economies.

3926 Carr, N. 1999. Managing in the Euro Zone. HBR 77 ( January-February, no. 1): 77.
[Perspectives Feature] Carr moderates a panel discussion on the impact that the Euro should have on European and transnational rms such as DaimlerChyrsler, ICI, Sara Lee and PricewaterhouseCoopers.

3927 Porter, M. E. 1998. Clusters and the New


Economics of Competition. HBR 76 (NovemberDecember, no. 6): 7791.
Porter examines how the global economic map is marked by clusters or critical masses of connected industries that achieve competitive success in specic economic sectors.

3934 Hecht, L. and P. Morici. 1993. Managing Risks in Mexico. HBR 71 ( July-August, no. 4): 32 40.
[World View Feature] Hecht and Morici describe a number of risks that exist which American rms must be cognizant of when entrying the Mexican market if the North America Free Trade Agreement (NAFTA) becomes law.

3928 Warsh, D. 1998. What Drives the Wealth


of Nations? HBR 76 ( July-August, no. 4): 171175.
[Books in Review Feature] Warsh reviews David S. Landess The Wealth and Poverty of Nations that Warash nds to be a phenomenal compilation of anecdotes and analysis on the modern worlds nations and cultures.

3935 Belli, P. 1991. Globalizing the Rest of the World. HBR 69 ( July-August, no. 4): 5055.
[Four Corners Feature] Belli explains how globalization is ignoring two of the worlds most massive regions (i.e., Africa and Latin America). These regions encompass more than sixty nations, have 20 percent of the worlds population, and possess a major share of its natural resources.

3929 Garten, J. E. 1997. Troubles Ahead in Emerging Markets. HBR 75 (May-June, no. 3): 3850.
[World View Feature] Emerging markets present

3936 Prestowitz, C. V., Jr., A. Tonelson and R. W.


Jerome. 1991. The Last Gasp of GATTism: Col-

251
lapse of the Four-Year-Long Uruguay Round. HBR 69 (March-April, no. 2): 130141.
Since the General Agreement on Tariffs and Trade (GATT) is dead for all practical purposes, Prestowitz and his coauthors contend that the United States must focus on a national economic strategy that emphasizes manufacturing.

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in manufacturing and marketing microwave ovens to illustrate how Third World rms can be world-class competitors.

3937 Kuttner, R. 1991. How National Security Hurts National Competiveness. HBR 69 ( JanuaryFebruary, no. 1): 140149.
Since 1949, the U.S. government has maintained an elaborate system of national security export controls on any so-called dual-use technologies. Kuttner argues that denying or hindering U.S. technological exports because of national security protocols can never keep a product out of global circulation. It simply denies American manufacturing rms commerce.

3944 Cohen, S. S. and J. Zysman. 1988. Puncture the Myths That Keep American Managers from Competing. HBR 66 (November-December, no. 6): 98102.
[From the Business, Economics, and Oval Ofce Series] Cohen and Zysman urge the President-elect to see how that the cost of capital is crippling American industry and that foreign competitors are successful because of cheap labor

3945 Pollio, G. and C. H. Riemenschneider. 1988. The Coming Third World Investment Revival. HBR 66 (March-April, no. 2): 114124.
[Special Report Feature] The nationalization of assets in many Third World countries prompted many foreign rms to withdraw from those nations during the 1970s. These conditions are changing. Polli and Riemenschneider describe how a new wave of direct foreign investment is emerging throughout the Third World.

3938 Sanderson, S. W. and Hayes R. H. 1990. Mexico Opening Ahead of Eastern Europe. HBR. 68 (September-October, no. 5): 3242.
[Four Corners Feature] Sanderson and Hayes explain how Mexico, as opposed to Eastern Europe, will be North Americas greatest opportunity for foreign investment because of a more friendly political and regulatory environment toward foreign investment than Eastern Europe.

3946 Choate, P. and J. Linger. 1988. Tailored Trade: Dealing with the World as It Is. HBR 66 ( January-February, no. 1): 8694.
Choate and Linger rail against the notion of free trade which erodes American businesses, jobs and overall economic well-being.

3939 Vernon, R. 1989. Can the U.S. Negotiate for Trade Equality? HBR 67 (May-June, no. 3): 96103.
In the past, American trade representatives represented the economy with the greatest economic, political and military might. On the eve of the European Common Market, this advantage no longer exists.

3947 Green, R. T. and T. L. Larsen. 1987. Only Retaliation Will Open Up Japan. HBR 65 (November-December, no. 6): 2228.
[Special Report Feature] After waiting more than a year for Japan to fulll its promise to buy more American products, Green and Larsen argue that the United States must face the realization that no Japanese market exists.

3940 Stone, N. 1989. The Globalization of Europe: An Interview with Wisse Dekker. HBR 67 (May-June, no. 3): 9095.
Dekker, as chairman of N.V. Philips and the Roundtable of European Industrialists, explains why drastic shakeouts are imminent for European companies with the 1992 European Union being two years away.

3948 Levinson, M. 1987. Asking for Protection Is Asking for Trouble. HBR 65 ( July-August, no. 4): 4247.
[Special Report Feature] Protectionist strategies are typically at odds with changing circumstances. As such, Levinson argues how they do more harm than good to both the rm seeking protection and the economic well-being of the United States.

3941 Friberg, E. G. 1989. Moves Europeans Are


Making. HBR 67 (March-April, no. 3): 8589.
Friberg nds it too early to forecast whether the manner in which rms do business changes because of the new European Union (EU). European managers, however, need to be extremely proactive in preparing for this change.

3949 Lawrence, R. Z. and R. E. Litan. 1987. Why


Protectionism Doesnt Pay. HBR 65 (May-June, no. 3): 6069.
Protectionist measures will never change the trade decit. Moreover, the United States is hurt far more by them than competitors like Japan are. For the trade decit to be decreased, the gap between U.S. production and spending needs to be be shrunk.

3942 Magee, J. F. 1989. Moves Americans Must


Make. HBR 67 (May-June, no. 3): 7884.
With 1992 fast approaching, American rms need to grasp the ramications that a single European Community means with regards to American products, services, nances and labor.

3943 Magaziner, I. C. and M. Patinkin. 1989. Fast


Heat: How Korea Won the Microwave War. HBR 67 ( January-February, no. 1): 8393.
Magaziner and Patinkin describe Samsungs success

3950 Do You Think There Is a Competitiveness Problem? 1987. HBR 65 (May-June, no. 3): 814.
[Probing Opinions Feature] Eight Harvard Business School professors surveyed HBR readers on whether American competitiveness is a problem and if American-made goods can compete in the world marketplace.

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How Global Companies Win Out. HBR 60 (September-October, no. 5): 98108.
By forging integrated, global strategies and by possessing a long-term outlook, American producers can increase their market share and protability against international competition.

3951 Mills, D. Q. 1986. Destructive Trade-Offs in U.S. Trade Policy. HBR 64 (November-December, no. 6): 119124.
The U.S. trade decits threaten Americas basic industries. Mills argues that this decit resulted from two issues that had nothing to do with trade: (i) the political and military rivalry with the Soviet Union; and (ii) its fear of Third World instabilities. Both drove the Reagan Administration to use economic policy in ways that harmed American business, workers and communities.

3960 Watson, C. M. 1982. Counter-Competition Abroad to Protect Home Markets. HBR 60 ( January-February, no. 1): 4042.
[Ideas for Action Feature] American manufacturers need to be more proactive and strategic to overcome the foreign competition that has penetrated their domestic markets.

3952 Culbertson, J. M. 1986. The Folly of Free


Trade. HBR 64 (September-October, no. 5): 122 128.
Contending that free trade dilutes the living standards of successful nations, Culbertson argues that the United States should systematically manage foreign access to its domestic markets.

3961 Brink, J. W. and S. W. Morton. 1981. The Invisible Services That Service Companies Generate. HBR 59 (November-December, no. 6): 3640.
[Ideas for Action Feature]Invisible exports are the business exports from professions such as consultants, attorneys and other service professionals that are not captured in federal export statistics.

3953 Barton, J. H. 1984. Coping with Technological Protectionism. HBR 62 (November-December, no. 6): 9197.
Barton explains why restrictions on high technology exports are counter-productive.

3962 Wright, P. 1981. Doing Business in Islamic Markets. HBR 59 ( January-February, no. 1): 3440.
[Ideas for Action Feature] With nearly one out of four people throughout the world being Moslem, Wright sees tremendous opportunities for American businesses provided they grasp the many complexities involving the Islamic faith.

3954 Yofe, D. B. 1984. Proting from Countertrade. HBR 62 (May-June, no. 3): 816.
[Special Report Feature] Yofe describes the benets of countertrade (i.e., exchanging goods for goods as opposed to using currency) for Third World nations strapped for cash.

3955 Frank, V. H., Jr. 1984. Living with Price


Control Abroad. HBR 62 (March-April, no. 2): 137142.
Frank argues that foreign governments should be lobbied by top management that price controls are counterproductive and harmful to their nations economic wellbeing.

3963 Vernon, R. 1980. Gone Are the Cash Cows of Yesteryear. HBR 58 (November-December, no. 6): 150155.
A reversal has occured with production costs. Raw materials and capital are now more expensive for American-produced goods. European and Japanese innovations, in contrast, are more in demand stemming from their smaller, more durable and less costly features.

3956 Clausen, A. W. 1983. Lets Not Panic About


Third World Debts. HBR 61 (November-December, no. 6): 106114.
Clausen describes how the World Bank is reducing the debt levels of Third World nations which benets the entire world.

3964 Weigand, R. E. 1977. International Trade Without Money. HBR 55 (November-December, no. 6): 2842.
[Special Report Feature] An enormous volume of trade takes place between the United States and Eastern Europe or Third World nations without the physical exchange of currency. Wiegand describes the advantages and disadvantages of these arrangements.

3957 Weigand, R. E. 1983. International Investments: Weighing the Incentives. HBR 61 ( July-August, no. 4): 146152.
Slow economic growth is producing an international trade war. Weigand predicts that positive benets will accrue to companies who pursue overseas investment, even in an environments of economic nationalism.

3965 Hertzfeld, J. M. 1977. New Directions in East-West Trade. HBR 55 (May-June, no. 3): 93 99.
Great hopes, particularly in the West, existed with the opening of communist markets during the early 1970s. Hertzfeld describes why that euphoria has ended.

3958 Nevin, J. J. 1983. Doorstep for Free Trade. HBR 61 (March-April, no. 2): 8895.
Nevin argues that a minimum excise tax as opposed to the protectionist local content legislation would redress Americas trade inequities. It would also strengthen the competitive position of American manufacturers.

3966 Apgar, M., IV. 1977. Succeeding in Saudi


Arabia. HBR 55 ( January-February, no. 1): 1433, 166168.
[Special Report Feature] Saudi Arabia, despite some economic, social and political uncertainties, offers much to American businesses.

3959 Hout, T., M. E. Porter and E. Rudden. 1982.

3967 Delafon, J. C. 1976. For Business, the True

253
EEC Is Taking Shape. HBR 54 (March-April, no. 2): 68.
[Ideas for Action Feature] Delafon warns American companies who operate in Europe to pay attention to an array of trends.

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3976 Stevens, R. W. 1966. Wishful Thinking on the Balance of Payments. HBR 44 (November-December, no. 6): 630, 194200.
[Thinking Ahead Feature] Stevens considers whether the United States is in danger of becoming nancially nonviable unless it makes hard policy choices to correct its balance of payments decit.

3968 Searby, D. M. 1976. Doing Business in the Mideast: The Game Is Rigged. HBR 54 ( JanuaryFebruary, no. 1): 5664.
Searby describes the difculties that American companies encounter when trying to penetrate Middle East nations and their markets.

3977 Bradley, G. E. 1966. Building a Bigger Atlantic Community Market. HBR 44 (May-June, no. 3): 7990.
Bradleys study shows that American management must allay European fears that they will not be left behind in terms of technological competition.

3969 Goldman, M. I. 1973. Who Prots More


from U.S.-Soviet Trade. HBR 51 (November-December, no. 6): 7987.
Goldman examines whether Soviet businesses can really pay for the goods they are now importing.

3978 Matthews, R. A. 1966. Canada Considers Closer U. S. Ties. HBR 44 (May-June, no. 3): 57 64.
Canada is questioning many of its traditional precepts over its trade practices with the United States as it approaches its 100th anniversary.

3970 Utley, J. B. 1973. Doing Business with Latin Nationalists. HBR 51 ( January-February, no. 1): 7786.
Utley illustrates why Latin Americas economic nationalism should not be a barrier to protable operations by describing the experiences of Chrysler, Sears and Marcona Mining.

3979 Goldman, M. I. and A. Conner. 1966. Businessmen Appraise East-West Trade [Problems in Review Feature]. HBR 44 ( January-February, no. 1): 628, 168172.
Goldman and Conner report on their quantitative study of companies engaged in trade with companies in the Soviet Unions Eastern Bloc nations.

3971 Stobaugh, R. B. 1972. How Investment Abroad Creates Jobs at Home. HBR 50 (September-October, no. 5): 118126.
Since most American multinationals would lose market share abroad if they did not have foreign manufacturing facilities, Stobaugh attacks the claim that foreign investment by American manufacturers costs domestic jobs.

3980 Williams, S. 1965. Negotiating Investment in Emerging Countries. HBR 43 ( January-February, no. 1): 8999.
Williams describes how the planning needed to make an investment in emerging economies is intensely introspective and requires being prepared to know how much to give in order to receive.

3972 Linowitz, S. M. 1971. Why Invest in Latin America? HBR 49 ( January-February, no. 1): 120 130.
Linowitz offers ways for American companies to enhance how they interact with Latin Americas social strata and governmental bodies.

3981 Berman, H. J. 1964. A Reappraisal of U.S. U.S.S.R. Trade Policy. HBR 42 ( July-August, no. 4): 139151.
Soviet policymakers are abandoning their policy of economic isolationism. As such, Berman discusses the benets the Soviet economy will reap from joining the global economy.

3973 Quinn, J. B. 1969. Technology Transfer by


Multinational Companies. HBR 47 (NovemberDecember, no. 6): 147161.
Quinn contends that multinational corporations are the most important mechanism for transferring industrial technology from advanced nations to developing countries.

3982 Kravis, I. B. 1962. Common Market: Lessons in Trade Expansion. HBR 40 (MarchApril, no. 2): 621, 198204.
[Thinking Ahead Feature] The nations of the European Common Market are nding expanded trade opportunities when tariff barriers are reduced.

3974 Vernon, R. 1968. Antitrust and International Business. HBR 46 (September-October, no. 5): 7887.
Vernon points out the challenges stemming from antitrust legislation in conjunction to the realities of international marketing.

3983 Savage, C. H., Jr. 1961. Lets Listen to Latin America. HBR 39 ( July-August, no. 4): 103109.
Savage warns how the United States can not shy away from Latin Americas poverty and squalid conditions unless it wants to create a vacuum for others to penetrate.

3975 Hyson, C. D. and A. M. Strout. 1968. Impact of Foreign Aid on U.S. Exports. HBR 46 ( January-February, no. 1): 6371.
Hyson and Strout describe how statistical analysis reveals a positive outcome when government assistance is used to support private trade efforts.

3984 Drucker, P. F. 1961. This Competitive World. HBR 39 (March-April, no. 2): 131135.
Drucker lists some new challenges involving international trade and nds that executives need to be cog-

39854001

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Smith describes a new realism as to how the international economy of the past is fundamentally dead and will never be revived in the aftermath of World War II along with the Cold War.

nizant about the changed position of the United States in the world economy.

3985 Hodgson, R. and M. Michaelis. 1960. Planning for Prots in World Business. HBR 38 (November-December, no. 6): 135148.
Hodgson and Michaelis offer ve important economic and political conditions affecting the outcome of overseas business ventures.

3994 Abbott, C. C. 1948. Economic Defense of


the United States. HBR 26 (September, no. 5): 613626.
Abbott describes how unfriendly nations might economically penetrate and exploit the U.S. economy and then provides the United States with strategies to defend its economy.

3986 Drucker, P. F. 1959. Realities of Our World Position. HBR 37 (May-June, no. 3): 4145.
Drucker wonders if the United States is not complacent with its role in the global economy and whether the United States is up to this leadership challenge.

3995 Hansen, H. L. 1946. Hollywood and International Understanding. HBR 25 (Autumn, no. 1): 2843.
Hansen contends that international markets generate enough revenue to account for approximately one-third of the cost of producing and distributing American lms.

3987 Peterson, W. H. 1959. Should We Trade with the Communists? HBR 37 (March-April, no. 2): 4958.
Peterson examines whether the United States should maintain its present restrictive trade policies or engage in commerce with the Soviet Union and its Eastern Bloc nations.

3996 Katz, M. 1946. Case Study in International


Organizations. HBR 25 (Autumn, no. 1): 120.
Business executives are warned how much they have at stake with foreign markets in the postwar period. As such, they need to know how foreign governments structure their export-import agencies or departments.

3988 Piquet, H. S. 1953. Would Tariff Suspension Hurt U.S. Business? HBR 31 (November-December, no. 6): 95103.
With passage of the Republican sponsored SmootHawley Tariff bill, Piquet examines the protectionist approach to injurious imports.

3997 Sumberg, T. A. 1945. Menace of Export Subsidies. HBR 23 (Summer, no. 4): 420432.
Sumberg contends trade barriers will be a major impediment to global peace and prosperity in the post World War II era and then chastises Congress for subsidy payment legislation on exports of agricultural commodities.

3989 Chapman, J. F. 1953. How Restrictive Are U.S. Tariffs and Quotas? HBR 31 ( July-August, no. 4): 117124.
Tariffs are one of several devices used to regulate imports. Almost every nation has resorted to the use of quantitative restrictions (i.e., quotas) for restricting imports that are competitive with domestic industry and agriculture. Chapman examines the economic impact to the United States if these restrictions were eliminated.

3998 _____. 1945. The Governments Role in Export Trade. HBR 23 (Winter, no. 2): 157173.
Sumberg sees an increase in the United States Governments role involving exports with the postwar period. Moreover, U.S. exporters will likely confront protectionist or nationalistic sentiments throughout the world.

3990 Cowles, G. 1953. Half a Foreign Policy. HBR 31 ( July-August, no. 4): 113116.
Growing world trade would enable Americas foreign policy to diminish the threat of Communist aggression. Tariff policy needs to dramatically change for this to happen; all of which would produce a consistent foreign policy and unite the entire free world.

3999 De Haas, J. A. 1944. Economic Peace Through Private Agreements. HBR 22 (Winter, no. 2): 139154.
De Haas explains why he believes American industries should engage in international cartels as a way to foster international collaboration.

3991 Spulber, N. 1952. Effects of the Embargo


on Soviet Trade. HBR 30 (November-December, no. 6): 122128.
Spulber describes the impact of the 1949 Export Control Act which prohibited certain goods from being exported to both the Soviet Union and Eastern Europe.

4000 Knorr, K. E. 1943. Access to Raw Materials


in the Postwar World. HBR 21 (Spring, no. 3): 385396.
Prior to World War II, international markets for raw materials were buyers markets. Exporting to Third World nations was never done in a manner that was mutually benecial to both parties under international trade theories. This must change in the postWorld War II period or global unrest will result.

3992 Chastenet, J. 1951. The Schuman Plan. HBR 29 (March, no. 2): 6068.
Chastenet describes the benets, as well as the disadvantages, for having French and German companies pool their coal supplies and steel production to create a single market because of the Schuman Plan.

4001 De Haas, J. A. 1942. The Future of World


Trade. HBR 21 (Autumn, no. 1): 100108.
Economic prosperity efforts must encompass everyone throughout the global economy. Moreover, world trade free from tariffs and other protective measures

3993 Smith, H. R. 1950. The Future of the International Economy. HBR 28 (May, no. 3): 110120.

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is the only avenue available to achieve world-wide prosperity.

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4011 Bettman, I. M., Jr. 1933. The Beet-Sugar Industry. HBR 11 (April, no. 3): 369375.
Bettman uses the sugar beet industry, a highly protected industry, to illustrate the impact of tariffs.

4002 Bliss, C. 1941. Our Trade to South America.


HBR 20 (Autumn, no. 1): 107115.
In 1940, 11 percent of American exports were sold to South America. Conversely, 15 percent of imported goods to the United States were from South America. These percentages are up signicantly since the outbreak of war in Europe and the loss of European markets. Bliss assesses what South American and United States markets typically purchase from one another.

4012 Foster, E. D. 1933. Trend of Soviet-German Commercial Relations and Signicance. HBR 11 (April, no. 3): 369375.
Germany was a major trading partner of the Soviet Union prior to World War I. The war ended that. Trade between the two, however, resumed in the early 1920s.

4003 De Haas, J. A. 1941. World Trade Faces a


New Order. HBR 19 (Winter, no. 2): 243247.
De Haas reviews eleven recently published books pertaining to global trade.

4013 Taylor, A. E. 1933. Squaring the Circle of the International Account. HBR 11 (April, no. 3): 261 269.
Through its foreign loan provisions, the United States is obligated to accept foreign goods for payment which Americans then consume in lieu of domestic goods.

4004 Inman, S. G. 1940. Planning Pan-American


Trade. HBR 18 (Winter, no. 2): 137147.
With the war in Europe and Europeans unable to purchase consumer products from the United States, Inman discusses how important South America is for American exports.

4014 Mills, R. C. 1933. The Australian Situation. HBR 11 ( January, no. 2): 217226.
Australias economy is so dependent on exports of raw materials such as wool, wheat, butter, or metals. Manufactured goods make up only 3.5 percent of Australian exports. This places Australia at the whims of currency uctuations, tariffs, and other international economic conditions.

4005 Siegel, J. A. 1939. French Motion Pictures in


the United States. HBR 17 (Summer, no. 4): 501 507.
Siegel describes the popularity of French movies throughout the United States which are of better quality than their American counterparts.

4015 Rinaldo, P. S. and H. F. Fitton. 1929. Material Control in the Ship-Building Industry [Student Section]. HBR 8 (October, no. 1): 7887.
American shipyards have struggled being competitive with their British and German competitors ever since World War I ended.

4006 Bliss, C. A. 1939. Is the United States Losing Its Foreign Markets? HBR 17 (Summer, no. 4): 477490.
In contrast to Killough (1938), Bliss believes Americas decline of exported goods stems primarily from a weak economy along with Americans not purchasing imported goods.

4016 Hart, F. R. 1928. Changes in Our Relations


with Spanish-America During the Last Quarter Century. HBR 6 ( July, no. 4): 385393.
To become a great exporting nation, the United States needs to accept that other ways of thinking exist and then think in terms of the Americas in lieu of one America.

4007 Killough, H. B. 1938. The Recovery of World Foreign Trade. HBR 16 (Spring, no. 3): 314 322.
World trade has rebounded since its lowest point during the depression; in part because most nations abandoned the gold standard.

4017 Case Studies in Direct Importing. 1927. HBR 5 ( January, no. 2): 226235.
[HBR Case Study Feature] Manufacturers are increasingly obtaining raw materials from foreign nations themselves as opposed to contracting with importing middlemen. This case study examines the Kennard Leather Company as well as the Van Houston Rubber Company. The former has engaged in direct importing practices for its South African raw materials. The latter continues to utilize an import middleman with its European suppliers.

4008 Engle, N. H. 1937. Reciprocity in Foreign Trade. HBR 16 (Autumn, no. 1): 4150.
Engle is critical about the United States misguided efforts assess tariffs on imports. Free trade, in contrast, offers reduced costs to large-scale markets.

4009 Berglund, A. 1936. Our Merchant Marine and Foreign Trade Topics. HBR 15 (Autumn, no. 1): 110119. 4010 Pasvolsky, L. 1936. Bilateralism in International Commercial Relations. HBR 14 (Spring, no. 3): 279289.
Pasvolsky discusses the large number of commercial treaties, with contractual obligations, that nations have enacted with one another.

4018 Bowser, H. R. 1926. Economic Aspects of


American Foreign Trade. HBR 5 (October, no. 1): 5567.
The United States rapidly expanding export trade base stems largely from creating credit that enables foreign purchasers to postpone payment to American exporters.

4019 Posthumus, N. W. 1926. The French Cotton Industry After the War. HBR 4 ( January, no. 2): 179186.

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4028 Bach, G. L. 1971. Price Stability and Full
Employment Too? HBR 49 (September-October, no. 5): 6878.
Bach describes the roles of the White House, the Federal Reserve, Congress, and the Treasury and how interrelated their actions are with employment levels and price stability.

France imports 99 percent of its cotton, most of which comes from the United States. Posthumuss cost-benet analysis examines whether France should produce its own cotton.

4020 Filsinger, E. B. 1925. Distribution of American Textiles in South America. HBR 3 ( January, no. 2): 194203.
Filsinger explains how South America is the single most important foreign market in the export of American textiles.

4029 Bliss, C. A. 1966. Flaw in the Wage-Price


Guideposts. HBR 44 (May-June, no. 3): 7378.
Wage-price guideposts were rst put forward in 1962 as a guide rather than a rule. Now that they have become a rule, Bliss describes how inadequate they are as benchmarks.

4021 Hellauer, J. 1924. German Prices and German Competition in International Markets. HBR 3 (October, no. 1): 3553.
The fall in the German mark corresponds to a variety of international conferences concerning reparation problems.

4030 Burns, A. F. 1965. Wages and Prices by Formula? HBR 43 (March-April, no. 2): 5564.
In pursuing its expansive economic policy with unbalanced budgets and rapid additions to the money supply, the Johnson Administration is in danger of triggering a new wave of ination.

4022 Hough, B. O. 1924. A Contrast of American


and European Export Policies. HBR 2 (April, no. 3): 319333.
Europeans and Americans differ markedly about foreign trade with the latter being almost ippant in their attitude toward exporting.

4031 Bach, G. L. 1964. Ination Danger Ahead? HBR 42 ( July-August, no. 4): 4961.
Bach examines whether ination is the real culprit behind spiraling prices, low output, and high unemployment in the Untied States.

4023 Domeratzky, L. D. 1923. The Instability of


Tariff Conditions in Europe. HBR 2 (October, no. 1): 6673.
Domeratzky assesses the impact of European tariffs prior to the start of World War I, particularly from the standpoint of Germany.

4032 Thulin, W. B. 1962. Productivity Guidelines Wont Work. HBR 40 (November-December, no. 6): 7078.
Thulin contends that executives need to understand how noninationary national productivity guidelines approaches will not stop inationary pressures.

4024 The Palmer Manufacturing Company.


1923. HBR 1 ( January, no. 2): 240243.
[HBR Case Study Feature] The impact of the recently enacted Webb export trade law has on plant equipment exports is explored with this case study.

4025 Klein, J. 1922. Future of American Export


Trade. HBR 1 (October, no. 1): 2430.
Klein points out certain charateristics that American exports are showing which were never apparent prior to World War I.

4033 Wallich, H. C. 1962. Can We Stop Inationary Wage Increases. HBR 40 ( JanuaryFebruary, no. 1): 612, 160161.
[Thinking Ahead Feature] Wallich explores the possibility of a voluntary moratorium on wage increases as a way to stem inationary pressures.

4034 Shultz, R. S., 3rd. 1959. Ination: Verdict of


the Market Place. HBR 37 (September-October, no. 5): 134143.
Schultz urges industry and labor to grasp the impact of market forces rather than request government subsidies, tariff protection, or decit nancing.

Ination or Deation and Its Impact on an Economy


4026 Greenwald, C. S. 1980. Tight Money Wont
Work. HBR 58 (March-April, no. 2): 122129.
To stem ination, the Carter Administration enacted a stringent monetary policy. Greenwald contends that unless the administration is willing to push the American economy into a depression, tight monetary policies will not stem ination.

4035 Bach, G.L. 1958. Ination in Perspective.


HBR 36 ( January-February, no. 1): 99110.
Bachs discusses long-term ination in a manner that focuses on the distinction between cost-push administered-price ination and the traditional excess-demand ination.

4027 Robock, S. H. 1972. We Can Live with


Ination. HBR 50 (November-December, no. 6): 2032, 149151.
[Thinking Ahead Feature] Instead of being excessively emotional about ination, Robock urges Americans to see it as a persisting phenomenon.

4036 Slichter, S. H. 1957. On the Side of Ination. HBR 35 (September-October, no. 5): 15 36, 162170.
[Thinking Ahead Segment] Slichter points out defects in Jacobys Harvard Business Review article, in addition to a speech by C. Canby Balderston, on the dangers of ination.

257
4037 Bernstein, P. L. 1957. Is Long-Term Ination Inevitable? HBR 35 ( July-August, no. 4): 51 57.
The labor supply will rapidly expand in the next ve years. The liquidity needed to nance a higher wageprice structure will be exhausted. This places inationary pressures on Americas present pricing apparatus.

Economics

40374051

Economy: A Personal View. HBR 71 (NovemberDecember, no. 6): 157172.


Hori writes that many in Japan predict the current recession will last far longer than expected; most of which stems from a white collar inefciency that plagues most Japanese rms.

4046 Cutts, R. L. 1992. Capitalism in Japan: Cartels and Keiretsu. HBR 70 ( July-August, no. 4): 4855.
[Four Corners Feature] Japanese capitalism differs from American capitalism. Cartels, typically illegal in the United States, play a vital role in the Japanese economy. The strong customer-supplier relationships, Keiretsu, constitute another difference. For U.S. rms to complete in Japan, they must grasp Japans cartel and Keiretsu structures.

4038 Jacoby, N. H. 1957. The Threat of Ination. HBR 35 (May-June, no. 3): 1532, 160162.
[Thinking Ahead Feature] Despite the opinions of some, ination has a deleterious impact on the United Statess economy which the President and Congress must do everything possible to stymie.

4039 Nakasian, S. and R. Ulin. 1952. Manufacturers Problems Under Price Controls. HBR 30 ( January-February, no. 1): 2938.
Nakasian and Ulin describe the impact of the Ofce of Price Stabilizations mandates involving price controls and how this adversely affects a companys strategic decisions to grow and become protable.

4047 _____. 1990. Power from the Ground Up: Japans Land Bubble. HBR 68 (May-June, no. 3): 164172.
Japans theoretical land value exceeds that of the entire land in the United States by four times. The extraordinary price escalation of Tokyos real estate might reshape the worlds economy. Cuttss article examines the economic and political impact of Japanese acquisition of American commercial real estate.

4040 Smith, D. T. 1948. Business During Ination. HBR 26 (March, no. 2): 216229.
Smith disagrees with President Truman and other Democratic policymakers when they claim that corporate prots are at their highest aggregate levels. These claims neglect the impact of ination.

4048 MacEachron, D. 1990. America: Dont Take


No for an Answer. HBR 68 (March-April, no. 2): 178188.
[For the Managers Bookshelf Feature] In reviewing van Wolferens The Enigma of Japanese Power as well as Akio Moritas The Japan That Can Say No, MacEachron is struck in how both books focus on Japans new arrogance and the uncertainty plaguing the United States.

4041 Weintraub, S. 1940. Ination and Price


Control. HBR 18 (Summer, no. 4): 429436.
Weintraub shows how interconnected gold supplies, government spending, the money supply, wage rates, unemployment levels, central bank decisions, along with exchange rates are to ination.

4042 Sakolski, A. M. 1925. Price-Making and Price Stability. HBR 3 ( January, no. 2): 204209.
How prices are determined and established affects the interests of all social classes and has enormous inuence on most economic and political problems.

4049 Webber, A. M. 1989. Yasuhiro Nakasone: The Stateman as CEO. HBR 67 (March-April, no. 2): 8494.
[An Interview with former Prime Minister, Yasuhiro Nakasone of Japan] Former Japanese Prime Minister Yasuhiro Nakasone discusses the shape of U.S. and Japanese relations and what he perceives to be the reasons for the diminished competitiveness of the U.S. economy.

Japanese Economic and Business Practices


4043 Crawford, R. J. 1998. Reinterpreting the Japanese Miracle. HBR 76 ( January-February, no. 1): 179184.
[Books in Review Feature] Crawford reviews two recently published books on Japans worst recession: Japan: A Reinterpretation by Patrick Smith and Noboru Yoshimura. Philip Andersons Inside the Kaisha: Demystifying Japanese Business Behavior is also reviewed.

4050 Murphy, R. T. 1989. Power Without Purpose: The Crisis of Japans Global Financial Dominance. HBR 67 (March-April, no. 2): 7183.
Japan is becoming the most powerful nancial force in the world. Still, its nancial future is worrisome because of an unwillingness to allow the yen to serve as a global reserve currency. Murphy explains how this unwillingness to recycle the yen through the world economy could produce a second Great Depression.

4044 Ohmae, K. 1995. Letter from Japan. HBR


73 (May-June, no. 3): 154163.
Ohmae nds Japan to be an anomaly. The Japanese act as if they are free to make their own economic rules in what has become a borderless global economy.

4051 Rotstein, A. 1989. When the United States was Canadas Japan. HBR 67 ( January-February, no. 1): 3843.
[For the Managers Bookshelf Feature] When reviewing Buying Into America by Tolchin and Tolchin or Bursteins book, Yen, Rotstein is struck by how much the U.S. resembles present-day Japan in how it dealt with

4045 Hori, S. 1993. Fixing Japans White Collar

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Doing Business in Japan. HBR 39 (November-December, no. 6): 7986.
Miller explains how business negotiations with the Japanese can simultaneously be charming and maddening.

the Canadian economy from the mid1950s to the early1970s.

4052 Webber, A. M. 1988. Ricochet Change Across the Pacic. HBR 66 (September-October, no. 5): 144152.
[For the Managers Bookshelf Feature] Webber reviews two new books: Clyde Prestowitzs Trading Places and Shotaro Ishinomoris Japan, Inc. Both describe political and economic issues facing Japan.

4061 Waldstein, G. 1954. Showdown in the Orient. HBR 32 (November-December, no. 6): 113 120.
Waldstein points out how American and European interest in Japan stem from Japans strategic signicance. Subsequently, Japans future political and economic orientation is of signicant concern to Western governments.

4053 Nukazawa, K. 1988. Japan & the USA:


Wrangling Toward Reciprocity. HBR 66 (MayJune, no. 3): 4252.
[Special Report Feature] Nukazawa contends that Japans arrogance and inaccessibility are ending as steps are being taken to introduce market forces into Japanese agriculture, end protectionism, and increase Japans presence in international bodies.

Market Economies or Free Enterprise


4062 Roth, A. E. 2007. The Art of Designing
Markets. HBR 85 (October, no. 10): 118126.
Roth emphasizes that markets are more than a conuence of supply and demand. They often break down if unable to attract a sufcient number of suppliers and buyers. Computer modelling now allows the design of smart markets based on the inputs of users.

4054 Alden, V. R. 1987. Who Says You Cant


Crack Japanese Markets. HBR 65 ( January-February, no. 1): 5256.
Popular perception is that Japan is a market of byzantine regulation, high tariffs and other protectionist measures. Many American companies, however, have prospered in dealing with the Japanese; albeit, they must be tenacious and innovative to penetrate this market.

4055 Drucker, P. F. 1981. Behind Japans Success. HBR 59 ( January-February, no. 1): 8390.
Drucker describes the pressures, tensions and conicts that permeate economic life in Japan.

4063 Rockefeller, R. C. 2003. Turn Public Problems to Private Account. HBR 81 (August, no. 8): 129136.
[Best of HBR Feature]Society and business would both benet if an entrepreneurial approach were applied to societys problems.

4056 Nevin, J. J. 1978. Can U.S. Business Survive Our Japanese Trade Policy? HBR 56 (September-October, no. 5): 165177.
Nevin excoriates the American government for not forcing Japenese companies and the Japanese Government to abide by fair trade principles given the difculties that American exports face with Japanese markets.

4064 Buchanan, M. 2002. Wealth Happens. HBR 80 (April, no. 4): 4954.
[Big Picture Feature]-According to Vilfrendo Parentos theorem on wealth distribution, anytime the amount of wealth in a country doubles, the number of people in each successively higher wealth bracket then falls by a constant factor.

4057 Vogel, E. F. 1978. Guided Free Enterprise


in Japan. HBR 56 (May-June, no. 3): 161170.
Vogel examines Japans business-government relationship which is triggering much of the countrys economic might.

4065 Levy, F. 1999. Rhetoric and Reality: Making Sense of the Income Gap. HBR 77 (September-October, no. 5): 163170.
[Books in Review Feature] Levy reviews Cox and Alms Myths of Rich & Poor [a paean to supply-side optimism and laissez-faire] and The State of Working America by Mishel, Bernstein and Schmitt.

4058 Van Zandt, H. F. 1972. Learning to Do Business with Japan, Inc. HBR 50 ( July-August, no. 4): 8392.
Van Zandt offers advice to foreigners dealing with the Japanese government and trade associations.

4066 Johnson, S., D. T. Kotchen and G. W. Loveman. 1995. How One Polish Shipyard Became a Market Competitor. HBR 73 (November-December, no. 6): 5372.
Johnson and his coauthors discuss how Polands Szczecin shipyard emerged as the worlds top manufacturer of midsize container ships despite being nancially insolvent in 1990.

4059 Van Zandt, H. F. 1970. How to Negotiate in Japan. HBR 48 (November-December, no. 6): 4560.
In what is likely to become the worlds richest market, successful U.S. exporters will be those who understand and adapt to Japanese ways. Van Zandt advises Americans on how to conduct themselves when negotiating with Japanese executives.

4067 Galbraith, J. K. 1995. The Winner Takes All ... Sometimes. HBR 73 (November-December, no. 6): 4445.
[Books in Review Feature] Galbraith reviews The Winner Take All Society by Robert Frank and Philip Cook

4060 Miller, D. L. 1961. The Honorable Picnic:

259
in which a winners rewards far outstrip the other competitors.

Economics

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4076 Podhoretz, N. 1981. The New Defenders of


Capitalism. HBR 59 (March-April, no. 2): 96106.
Most intellectuals looked at capitalism as the cause of of moral and spiritual degradation throughout the world. This is changing. One-time liberal intellectuals such as William Barrett, Michael Novak and Peter Berger are articulating a strong case for the market economy for ameliorating poverty and other social-ills.

4068 Moore, J. 1992. British Privitization: Taking


Capitalism to the People. HBR 70 ( January-February, no. 1): 115124.
Moore explains the manner in which privatization changed public attitudes about economic responsibility and enabled the British government to concentrate on business regulation rather than ownership.

4077 Hekman, C. R. and J. S. Hekman. 1980.


Review of Free to Choose. HBR 58 (SeptemberOctober, no. 5): 162163.
[For the Managers Bookshelf Feature] Hekman and Hekman assess Milton and Rose Friedmans new book, Free to Choose, as to the merits of the market economy and economic freedom without government interference.

4069 Dickson, R. D. 1992. The Business of Equal


Opportunity. HBR 70 ( January-February, no. 1): 4653.
[First Person Feature] As an African-American from the deep South, Dickson extols capitalism for its focus on prot and competition which creates a foothold for diversity.

4070 Goodman, J. B. and G. W. Loveman. 1991.


Does Privitization Serve the Public Interest? HBR 69 (November-December, no. 6): 2638.
[In Question Feature] Goodman and Loveman see privatization effective only when private industry managers are disciplined by competition and have incentives to act in the public interest.

4078 Grayson, C. J., Jr. 1973. Lets Get Back to the Competitive Market System. HBR 51 (November-December, no. 6): 103112.
Grayson believes that in 15 to 20 years, the essential characteristics of a competitive, private enterprise system will be replaced by hybrid system that might be referred to as managed capitalism, a planned economy, or a postindustrial state.

4071 Star, S. H. 1989. Marketing and Its Discontents. HBR 67 (November-December, no. 6): 148 154.
Star explains how positive and negative tradeoffs exist with the marketing concept. Society needs to identify the social payoffs and problems involved with marketing.

4079 Scott, B. R. 1973. The Industrial State: Old Myths and New Realities. HBR 51 (March-April, no. 2): 133148.
Scott believes that most large companies are more competitive because of diversication efforts. Regulation, however, must be eased to preserve the health and independence of these companies.

4072 Warsh, D. 1989. How Selsh Are PeopleReally? HBR 67 (May-June, no. 3): 2634.
[For the Managers Bookshelf Feature] Warshs book review features two recently published books: Axelrods The Evolution of Cooperation along with Passions Within Reason by Robert H. Frank on whether people are inherently selsh and driven by self-interest.

4080 Arthur, H. B. 1972. On Rivalry in the Marketplace. HBR 50 (September-October, no. 5): 6 20, 149152.
[Thinking Ahead Feature] Arthur argues how the problems plaguing the U.S. economic system can be worked out only by ensuring that competition and bargaining remain orderly and free of contention.

4073 Goodwin, N. R. and B. Mazlish. 1983. The Wealth of Adam Smith. HBR 61 ( July-August, no. 4): 5265.
[For the Managers Bookshelf Feature] Goodwin and Mazlish review Adam Smiths writings from two recent sets of books issued to commemorate the bicentennial of The Wealth of Nations.

4081 Allen, L. L. 1969. Making Capitalism Work


in the Ghettos. HBR 47 (May-June, no. 3): 8392.
Whether in Watts or on Wall Street, capitalism develops according to certain time-honored rules and principles. At the same time, would-be capitalists in the ghetto urgently need nancial and managerial assistance from experienced executives.

4074 Wuthnow, R. 1982. The Moral Crisis in American Capitalism. HBR 60 (March-April, no. 2): 7684.
Wuthnow, a sociologist, contends that the market economy is so inextricably woven into Americas world view that any threat to it endangers our social fabric.

4082 Keezer, D. M. 1968. Score Against Capitalism. HBR 46 (September-October, no. 5): 158175.
[Keeping Informed Feature]Keezers literature review critiques books that social scientists have written proclaiming the death of capitalism; most of which he nds objectionable.

4075 Berger, P. L. 1981. New Attack on the Legitimacy of Business. HBR 59 (September-October, no. 5): 8289.
Berger sees the political isolation of the business community as over with the election of Ronald Reagan as President of the United States and the American public possessing more faith in the virtues of capitalism.

4083 Slater, P. E. and W. G. Bennis. 1964. Democracy Is Inevitable. HBR 42 (March-April, no. 2): 5159.
Slater and Bennis argue that democracy is the only system that can cope with the changing demands of contemporary civilization.

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4092 Richberg, D. R. 1949. Where Is Organized
Labor Going? HBR 27 ( July, no. 4): 405411.
Far more is needed in educating the American public organized labor in particular on the fundamentals, virtues, and even problems inherent with market economies.

4084 Mead, M. 1962. Must Capitalism Crawl.


HBR 40 (November-December, no. 6): 619, 171 172.
[Thinking Ahead Feature] Mead excoriates executives and entrepreneurs for being defensive about Americas free enterprise system. American managers also seem to be losing the optimism, youthful vigor and dedication to a greater destiny that enabled the United States to become an industrial giant.

4093 Slichter, S. H. 1949. Prots in a Laboristic Society. HBR 27 (May, no. 3): 346361.
Slichter contends that the United States is changing from a capitalistic to a laboristic society. Hence, it should not be surprising that corporate prots receive the scrutiny that they do.

4085 Lavengood, L. G. 1959. American Business


and the Piety of Prots. HBR 37 (November-December, no. 6): 4755.
Although their social position in American society remains enviable, business executives and entrepreneurs are often derided for being materialisict by the very society who calls on them for leadership. Lanvengood examines some possible reasons for this.

4094 Welcker, J. W. 1949. Divergent Views on


Corporate Prots. HBR 27 (March, no. 2): 250 264.
Government policy makers, along with leaders from business and labor, contend that prots are essential for increasing Americas standard of living. Welcker decribes how he nds it moot as to what constitutes an appropriate level of prots.

4086 Hoover, C. B. 1959. Can Capitalism Win the Intellectuals? HBR 37 (September-October, no. 5): 4754.
In its struggle with communism, modern capitalism needs support from American intellectuals. Hoover is concerned why Americas intelligentsia is so critical of the good life that our economy offers.

4095 Lawrence, J. S. 1948. Prots and Progress. HBR 26 ( July, no. 4): 480491.
In response to John Welkers 1948 HBR article, Fair Prot, Lawrence argues that investors must be allowed to assume nancial risk without being vilied if they are successful.

4087 Lewis, B. W. 1959. Open Season on Bigness. HBR 37 (May-June, no. 3): 105113.
Critics often decry the soulessness and sinfulness of large companies. Lewis, however, counters with how indispensable prot seeking is for the American way of life.

4096 Bursk, E. C. 1948. Selling the Idea of Free Enterprise. HBR 26 (May, no. 3): 372384.
Bursk maintains that if business was more proactive in promoting free enterprise, the American public would have far greater condence in it.

4088 Wright, D. M. 1959. U. S. in the Mirror.


HBR 37 (May-June, no. 3): 2328, 152158.
[Thinking Ahead Feature] American do not seem to realize that the basic features of American life are exactly what those in the underdeveloped world crave. This accounts for much of the antiAmerican sentiment throughout the world.

4097 Hoffman, P. 1946. The Survival of Free Enterprise. HBR 25 (Autumn, no. 1): 2127.
For Americans to preserve their First Amendment and other freedoms, Hoffman warns that it is critical for people to grasp how the American economy functions. Moreover, no nation throughout history, has maintained a free society without rst having a free economy.

4089 Boulding, K. E. 1959. Symbols for Capitalism. HBR 37 ( January-February, no. 1): 4148.
As symbols constitute an important power behind each economic system, Boulding contends that the struggle between the United States and the Soviet Union is really a struggle between the free market and the budget-justied systems of Eastern Europe and Asia.

4098 Wright, D. M. 1945. Business and the Radical Indictment. HBR 23 (Summer, no. 4): 393414.
Wright castigates Marxist and other critics of capitalism who argue that capitalisms distribution methods are inefcient and haphazzard. Also subjected to Wrights criticism are American business leaders.

4090 Hayes, W. W. 1953. Does Nationalization Work? HBR 31 (March-April, no. 2): 103115.
Hayes relates the British governments experience operating Britains coal industry to Americans clamoring for increased public ownership of utilities and other vital industries.

4099 Wernette, J. P. 1936. Capitalism Under Fire:


Recent Books on Economic Reconstruction. HBR 14 (Winter, no. 2): 248255.

4100 Snider, J. L. 1936. Recent Publications on


Business Cycles. HBR 14 (Winter, no. 2): 241247.

4091 Stevenson, W. H. 1951. Economic Education


for Employees. HBR 29 ( January, no. 1): 7585.
Stevenson describes how recent challenges to the free enterprise system might sabotage this nations production and distribution apparatus. As such, business must be proactive in teaching about the importance of the free enterprise system and nd a way to bridge the tension between management and labor.

4101 Hillman, S. 1933. A Shorter Working Day and a Minimum Wage. HBR 11 ( July, no. 4): 457 461.
In this age of mass production, Hillman contends that a progressive and higher standard of living is critical so that American consumption matches its productive capacity.

261
4102 Heermance, E. L. 1932. Self-Regulation and the Law. HBR 10 ( July, no. 4): 420429.
Heermance writes about free enterprises drawbacks. Unless some sort of control is maintained, laissez faire often proves suicidal to its participants and is of no value to the public at large.

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[Perspectives Feature] The electric utility industry faces the same upheaval and transformation that the telecommunications, airlines, and banking industries endured from deregulation. Ten individuals discuss the ramications for this trend.

4111 Navarro, P. 1996. Electric Utiilities: The Argument for Radical Deregulation. HBR 74 ( January-February, no. 1): 112125.
Deregulation and mega-mergers have hit the electric utility industry hard. Navarro argues that by removing most of this regulation and opening the electricity market to free competition, Americas global competitiveness will be enhanced.

4103 Cabot, P. 1925. Competition Is the Life of


Business. HBR 3 ( July, no. 4): 385393.
No one has successfully challenged the maxim that competition is the life of business which Cabot sees as true for life as well.

4104 Dewing, A. S. 1923. Role of Economic Prots in the Return of Investments. HBR 1 ( July, no. 4): 451463.
Dewing sees the theory of business prots as being the weakest strand in neo-classical economic theory.

4112 Bleeke, J. A. 1990. Strategic Choices for Newly Opened Markets. HBR 68 (September-October, no. 5): 158166.
Bleeke urges Canada, Eastern Europe, and the Pacic Rim nations to examine the United States experience with deregulation during the 1980s. A pattern of competitive dynamics should emerge when these articial constraints are lifted. New entrants force reductions in price and cost and forces companies to differentiate their services.

Nationalized or State-Owned Businesses


4105 Bower, J. L. and E. A. Rhenman. 1985.
Benevolent Cartels. HBR 63 ( July-August, no. 4): 124132.
Despite their poor reputation, cartels may be useful in industries with high xed costs, low variable costs, and many competitors. Cartels can also provide joint sponsorship for costly, risky activities and may also enhance industrial development.

4113 Navarro, P. 1982. Our Stake in the Electric Utilitys Dilemma. HBR 60 (May-June, no. 3): 87 97.
Navarro contends that electric company executives are making short-sighted investment decisions that jeopardize future energy sources.

4106 Walters, K. D. and R. J. Monsen. 1979. State-Owned Business Abroad: New Competitive Threat. HBR 57 (March-April, no. 2): 160170.
Walters and Monsen examine how the spread of state ownership of businesses radically transformed the nature of global competition during the 1970s.

4114 Ruggles, C. O. 1944. Electric Power in Industry and Agriculture. HBR 23 (Autumn, no. 1): 95114.
Ruggles describes the economic risks that electric utility companies encounter when serving the agricultural and industrial markets.

4107 Abbott, C. C. 1937. The Government Corporation as an Economic Institution. HBR 15 (Spring, no. 3): 295312.
Government corporations are entities that have existed for centuries who are engaged in economic activities that are controlled by the political authorities.

4115 Harbeson, R. W. 1942. Public Utility Regulation: A New Chapter. HBR 20 (Summer, no. 4): 496507.
Harberson assesses the signicance of the 1942 Supreme Court decision, Federal Power Commission, et al. v. Natural Gas Pipeline Co., et al. on regulations involving public utility rate structures.

4108 Fuller, C. 1928. The Copper Cartel. HBR 6 (April, no. 3): 322328.
Fuller explains how the copper industry is one of the few American institutions engaged in cartel-like practices.

4116 Cassady, R., Jr. 1941. Municipal Trade Barriers. HBR 19 (Spring, no. 3): 364376.
Cassady describes how municipalities possess regulatory powers, granted from the states, in which the activities of itinerant merchants can be regulated.

4109 Liefman, R. 1927. International Cartels. HBR 5 ( January, no. 2): 129148.
A number of European nations have imposed cartels in which producers make agreements that go beyond their borders.

4117 Smith, N. L. 1940. Rail and Utility Investments Under Expanding Public Control. HBR 18 (Summer, no. 4): 397409.
In light of the New Deal legislative and regulatory environment, investments in the railroad and public utility industries are more problematic than they ever were.

Regulated or Subsidized Industries


4110 Electric Utility Deregulation Sparks Controversy. 1996. HBR 74 (May-June, no. 3): 150162.

4118 Ruggles, C. O. 1940. The Role of Rate Making. HBR 18 (Winter, no. 2): 215230.
Ruggles attempts to ascertain what correlation, if any, exist between consumer demand and utility prices.

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poses applying the notion of paid-in investment for determining a rate base. A 1898 Supreme Court decision of Smyth v. Ames, however, determined that reproduction cost, original cost and the amount spent for improvements can be considered for ones utility rate base.

4119 _____. 1939. Utility Rates. HBR 18 (Autumn, no. 1): 5063.
Ruggles examines how rate structures for the railroads and utility companies were established over a several generation span. He also contends that regulatory authorities mistakenly pay little attention to the economic forces affecting the markets for utility companies.

4120 Hellenbrandt, E. T. 1937. Public Utility Holding Companies and Their Regulation in Ohio. HBR 15 (Summer, no. 4): 464472.
A thorny problem facing state and local regulators involves ownership of utility companies by holding companies.

4129 Blanchard, R. 1928. The Utilization of Water Power in France. HBR 6 ( January, no. 2): 176187.
Blanchard describes why Frances hydroelectric industry is known as a white coat for the nation.

4121 Martin, B. F. 1932. World Stocks, Prices


and Controls of Foodstuffs and Raw Materials. HBR 10 ( July, no. 4): 430440.
Since the end of World War I, the production or trade of many commodities such as coffee and copper, has been subject to a variety of controls even as prices have dropped precipituously.

4130 Distribution of Securities of a Public Service Corporation. 1926. HBR 4 ( January, no. 2): 223230.
[HBR Case Study Feature] The Manster Gas and Electric Company services a city of approximately 800,000 people which is on the verge of growing.

4131 Going Value as an Element in the Valuation


of Public Utility Properties. 1923. HBR 1 (April, no. 3): 359367.
[Summaries of Business Research Feature] Discusses the quasi-governmental ownership of public utility companies and the valuation that is necessary with those properties.

4122 Herring, J. M. 1932. Public Interest, Convenience in Radio Broadcasting. HBR 10 (April, no. 3): 280291.
Congress and state legislatures are remiss in not dening what the public interest means with regards to the utility, broadcasting, or mass transit industries.

4123 Jolly, P. 1931. Public Utilities in France.


HBR 9 ( July, no. 4): 409416.
Frances public utility companies are considered indispensible for internal security purposes. Jolly describes the French governments mindset on why it feels it must have complete governmental control of these operations.

Tax or Fiscal Policy Issues


4132 Eisner, R. 1993. Sense and Nonsense About
Budget Decits. HBR 71 (May-June, no. 3): 99113.
Few people understand that the federal decit is not as harmful as commonly perceived. Hysteria over the government going bankrupt if it is unable to pay off its debt or that the interest burden of the decit will adversely affect the economy is simply fallacious.

4124 Cooke, M. L. 1930. Shoring Up the Regulation of Electrical Utilities. HBR 8 (April, no. 3): 316328.
Cookes article outlines many of the problems in the electrical utility industry.

4133 Warsh, D. 1990. Who Supplied the Supply


Side? HBR 68 (May-June, no. 3): 3846.
[For the Managers Bookshelf Feature] In reviewing The Power of the Financial Press and Economic Opinion in Britain And America by Wayne Parsons, Warsh nds that the press, as opposed to academia, played the pivotal role in implementing supply side economics. Lawrence Lindsays, The Growth Experiment, is also reviewed by Warsh on how American policymakers enacted supply side economic policies.

4125 Ryan, J. A. 1930. Public Utility Rate Regulation. HBR 8 ( January, no. 2): 193205.
Ryan argues how regulatory agencies could prevent inefcient operating methods among public utility companies.

4126 Cabot, P. 1929. Public Utility Rate Regulation [Part Two]. HBR 7 ( July, no. 4): 413422.
Cabot explains how any attempt to allocate public utility costs invariably contributes mistakes.

4134 Robinson, M. 1989. Americas Not-SoTroubling Debts and Decits. HBR 67 ( July-August, no. 4): 5058.
[Special Report Feature] Robinson, in examining Americas $9 trillion debt, isnt alarmed since todays national debt constitutes 42 percent of GNP and is well within historic bounds.

4127 _____. 1929. Public Utility Rate Regulation [Part One]. HBR 7 (April, no. 3): 257266.
Cabot explains how public utility rates, among the 50 states, are regulated by commissions acting with legislative authority.

4128 Paid-In Investment as a Public Utility Rate


Base in Massachusetts. 1928. HBR 6 ( July, no. 4): 499509.
[Legal Developments Signicant in Business Feature] Massachusettss Public Utility Commission op-

4135 Samuelson, P. A. 1988. Number One Economic Problem Is the Structural Budget Decit. HBR 66 (November-December, no. 6): 6769.
[From the Business, Economics, and Oval Ofce Series] Samuelson argues that the scal decit is a longterm evil that saps the capacity of Americans to save.

263
4136 Summers, L. H. 1987. A Fair Tax Act Thats Bad for Business. HBR 65 (March-April, no. 2): 5359.
Summers bemoans how the 1986 Tax Reform Act removes the incentives for rms to make capital expenditures which also aggravates the nations burgeoning federal decit.

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4144 McLure, C. E., Jr. and S. S. Surrey. 1977.


Integration of Income Taxes: Issues for Debate. HBR 55 (September-October, no. 5): 169181.
To prevent double-taxation, McLure and Surrey explain how corporate and individual income taxes can be integrated.

4137 Dickson, D. N. and G. E. Willigan. 1984.


The Peterson Prescription. HBR 62 (May-June, no. 3): 6677.
[An Interview with Peter G. Peterson] Peterson describes how the American economy is adversely affected by the federal governments budget decit.

4145 Smith, D. T. 1977. Relief from Double Taxation of Dividend Income. HBR 55 ( January-February, no. 1): 8794.
Smith argues that taxes on equity capital is bad economic policy, particularly when business capital is crucial for increasing labor productivity for nancing environmental improvements.

4138 Friedman, B. M. 1982. The Treasury


Threatens Corporate Balance Sheets. HBR 60 (September-October, no. 5): 2022.
[Ideas for Action Feature]The federal government is funding budget decits using long-term nancing methods. Friedman questions the wisdom of this. More emphasis should, instead, be placed on short-term securities. Doing so would generate a more stable nancial framework and enhance capital formation.

4146 Jones, R. H. 1975. Why Business Must Seek Tax Reform. HBR 53 (September-October, no. 5): 4955.
Jones argues how American public policymakers are oblivious to the dire straits that American businesses are in from acute capital needs. The tax code needs to be reformed to rectify this situation.

4139 Galbraith, J. K. 1982. The Way Up from Reagan Economics. HBR 60 ( July-August, no. 4): 612.
[Thinking Ahead Feature] Galbraith argues that the American economy would become more robust if scal restraint was adhered to religiously.

4147 Smith, D. T. 1973. When-If-We Have the Vat. HBR 51 ( January-February, no. 1): 618, 130 133.
[Thinking Ahead Feature] Smith analyzes the forms that value-added taxes [VAT] might take. He also considers the impact of differential rates versus a single rate and the the problems that might transpire from each structure when administering the VAT.

4140 Anthony, R. N. 1982. Recognizing the Cost


of Interest on Equity. HBR 60 ( January-February, no. 1): 9196.
Anthony argues that a tax-deductible allowance for equity interest would lessen the disparity between the cost of debt capital and equity capital in a way that makes it easier and more economical to accumulate the latter.

4148 Surrey, S. S. 1970. Value Added Tax: The Case Against. HBR 48 (November-December, no. 6): 8694.
Surrey explains why a value added tax would weaken Americas domestic tax framework and how it would wreak havoc on the United Statess international trade structure.

4149 Smith, D. T. 1970. Value Added Tax: The


Case For. HBR 48 (November-December, no. 6): 7785.
Smith contends that some sort of value added tax should be implemented to create more balance with the American tax system.

4141 Silk, L. 1981. A Walk on the Supply-Side.


HBR 59 (November-December, no. 6): 4446.
[From the Managers Bookshelf Feature]Silk nds that George Gilders new book Wealth and Poverty, on the virtues of supply-side economics, trimming government entitlement payments and free market ideology has the makings of a classic

4150 Miles, J. E. 1967. Tax Speedups & Corporate Liquidity. HBR 45 ( July-August, no. 4): 212, 162.
[Thinking Ahead Feature] Miles describes how business is being squeezed by accelerating corporate tax rates, social security and employee withholding payments.

4142 Reiling, H. B. 1980. Review of Must Corporate Income Be Taxed Twice? HBR 58 (MarchApril, no. 2): 3637.
[For the Managers Bookshelf Feature] Reiling, a tax professor at the Harvard Business School, favorably reviews Charles McLures Brookings Institute Report, Must Corporate Income Be Taxed Twice?.

4151 Goode, R. 1962. Critique of Public Finance. HBR 40 (May-June, no. 3): 123132.
Goode examines the recommendations listed in The Report of the Commission on Money and Credit on more effectively using American scal policy to achieve stability and growth.

4143 Feldstein, M. S. and J. Slemrod. 1978. How


Ination Distorts the Taxation of Capital Gains. HBR 56 (September-October, no. 5): 2026.
[Ideas for Action Feature] Feldstein and Slemrod describe how investors, when selling a stock during periods of high ination, pay a particularly high price in terms of capital gains taxes.

4152 Mazur, P. 1960. Old Fears & New Challenges. HBR 38 (September-October, no. 5): 27 36, 157158.

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collectively, they deviate from uniformity and toward preferential treatment.

[Thinking Ahead Feature] Mazur accuses policymakers of sapping the vitality from the economy when income is diverted from the private sector to public agencies.

4153 Studenski, P. 1960. State Taxes Threaten U.S. Common Market. HBR 38 ( July-August, no. 4): 5766.
Unless federal action is taken to correct discrepancies in state tax levies, many of the advantages stemming from free trade across state lines are in jeopardy.

4161 Newbury, F. D. 1952. A Business Forecast, 19521955. HBR 30 (March-April, no. 2): 95105.
If government expenditures continue at current levels, Newbury believes business activity and employment levels can also be expected to continue over the next three years [19521955].

4154 Oanh, J. N. X. 1960. Keynes Today. HBR 38 (May-June, no. 3): 97102.
Keynes taught policy makers and economists how to turn the government into an effective tool for remedying distressed economies; albeit his dosage could easily jeopardize the future of capitalism.

4162 Butters, J. K., W. Fellner, J. Lintner, D. T. Smith, A. Smithies and S. Surrey. 1951. Tax Program for Sustained Mobilization. HBR 29 ( January, no. 1): 119124.
Butters and his colleagues were invited to testify before the House Ways and Means Committee on their views as to what the objectives of scal policy, excess prots, and individual tax rates should be.

4155 Novick, D. and G. H. Fisher. 1960. The Federal Budget as a Business Indicator. HBR 38 (May-June, no. 3): 6472.
Novick and Fisher explain how the federal budget can be a viable instrument for company planning, particularly for defense-oriented industries.

4163 Langston, A. G. 1946. Crucial Problems with the Federal Debt. HBR 24 (Winter, no. 2): 133150.
Langston, being worried about a growing federal decit, argues that changes are needed with the many methods used in managing this decit.

4156 Norr, M. 1960. Taxation and Stability:


Guidance from Sweden. HBR 38 ( January-February, no. 1): 5058.
Norr is interested in why the United States is not as daring as Sweden which allows exible depreciation and tax-free reserves to even out the business cycles and trigger economic growth.

4164 Abbott, C. C. 1945. Management of the Federal Debt. HBR 24 (Autumn, no. 1): 96108.
Abbott describes the many difcult decisions facing policymakers as to how the federal debt should be managed, such as: (i) choosing to repay maturing obligations; (ii) establishing a pattern of future maturities; or (iii) adopting brand new issues to the needs of prospective holders.

4157 Studenski, P. and G. J. Glassen. 1958. New Threat in State Business Taxation. HBR 36 (November-December, no. 6): 7791.
Studenski and Glasser discuss the legal, economic and administrative conundrum caused when the states tax corporate income.

4165 Butters, J. K. 1945. Taxation and New Product Development. HBR 23 (Summer, no. 4): 451 459.
Butters describes how the federal tax code has an indelible impact on corporate research and new product development efforts; both of which are critical components for the United States industrial plans in the postwar era.

4158 Slichter, S. H. 1957. Government Spending Can Reduce Taxes. HBR 35 ( July-August, no. 4): 100108.
For many, the expansion of government programs is a cause for alarm. Slichter contends that governmental activities are expanding because of growing scientic, technological and social pressures. Moreover, government needs to be seen more as a service-rendering organization whose costs are more of an investment than is popularly perceived.

4166 Abbott, C. C. 1944. Administration of Fiscal Policy. HBR 23 (Autumn, no. 1): 4664.
Abbott describes how the Federal scal policy is a critical component in the economic environment which business and industry operates.

4167 ONeill, W. G. 1944. Do High Corporate


Taxes Deter Investment? HBR 22 (Summer, no. 4): 443446.
ONeill argues that increased corporate taxes spurs investment on infrastructure projects and spending, whichin-turn, generates higher levels of net income.

4159 Swett, R. D. and J. W. Hupp. 1957. Legal


Hazards of Intrastate Business. HBR 35 ( July-August, no. 4): 8188.
To raise necessary revenues, state legislatures are targeting corporations who operate within their borders. This is producing a bewildering array of tax laws and interpretations.

4160 Cary, W. L. 1955. Erosion of the Tax Laws.


HBR 33 (September-October, no. 5): 103111.
Pressure groups are eroding the American tax system. On the surface, these individual efforts appear minor;

4168 Welker, J. W. 1944. The Federal Budget: A Challenge to Businessmen. HBR 22 (Summer, no. 4): 431442.
Welker outlines the benets that a 15 to 20 billion dollar federal budget offers despite the higher tax burden private industry faces.

265
4169 May, G. O. 1943. Corporate Structures and
Federal Income Taxation. HBR 22 (Autumn, no. 1): 1018.
May argues that the United States, in the aftermath of World War II, should repeal the double taxation of corporate income. Great Britains tax structure is utilized for comparison purposes.

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Phillips describes the ways in which local merchants lobby for special tax assessments with chain stores or franchises as a way to stymie their growth.

4180 Roberts, W. A. 1936. Elasticity in Public Finance. HBR 14 (Winter, no. 2): 235240.
Roberts describes how effective tax revenue systems have the capacity to adopt to a wide variety changes or economic conditions.

4170 Coleman, R. 1941. Government Bonds and


the Balanced Budget. HBR 20 (Autumn, no. 1): 7580.
Balanced budgets are signicant for the rating of government bonds. Governments, like businesses, must keep their expenditures within their collectible revenues.

4181 Buehler, A. G. 1934. Business, Taxation and


Government Spending. HBR 13 (October, no. 1): 96107.
Federal and state government spending throughout the United States amounts to one-third of national income. Buehler contends that taxation only generates onehalf of this amount. The balance comes from government borrowing.

4171 Buehler, A. G. 1941. Production Taxes. HBR 19 (Summer, no. 4): 458469.
A number of economists and policy makers believe that a value added tax, based on a business units net production, would provide more stable revenue along with being less difcult to administer in comparison to a personal income tax.

4182 Williamsen, A. C. 1932. Operating Aspects


of the Retail Sales Tax. HBR 11 (October, no. 1): 107114.
Williamsen examines whether retailers can act as collection agents on retail sales taxes.

4172 Smith, D. T. 1939. Is Decit Spending Practical. HBR 18 (Autumn, no. 1): 3543.
Decit spending was instituted as a stop-gap remedy during the Great Depression. Smith contends that continuing this practice would be a colossal mistake.

4183 Buehler, A. G. 1931. The General Sales Tax in


the Fiscal System. HBR 9 (April, no. 3): 348359.
A number of states have adopted a general sales tax which can be dened as a tax imposed on the sale of numerous commodities or services at uniform rates.

4173 Buehler, A. G. 1939. Regulatory Taxation. HBR 17 ( January, no. 2): 138152.
Buehler describes how the Roosevelt Administration engages in regulatory taxation that is designed to change corporate practices with the environment, labor, or other social and economic concerns.

4184 Kipp, L. J. 1977. Books for the Thoughtful Executive. HBR.


[For the Managers Bookshelf Feature] Kipps literature review assesses four books, published in 1976, regarding the federal governments role in the American economy: Walliss An Ungoverned Society; The American Economy: Income, Wealth and Want by Lebergott; The Anxious Economy by Solomon; along with Michael Harringtons The Twilight of Capitalism.

4174 Smith, D. T. 1938. Recent Literature of Public Finance. HBR 16 (Spring, no. 3): 373380. 4175 Leland, S. E. 1938. Our National Debt. HBR 16 (Spring, no. 3): 257272.
The role of public debt differs greatly than it did in the past because of how interwoven the money supply and credit institutions are with the scal apparatus of the American government.

Transportation Industries (e.g., Airlines, Rail, Highways)


4185 Morehouse, J. E. 1983. Operating in the New Logistics Era. HBR 61 (September-October, no. 5): 1819.
Morehouse describes the profound impact that the deregulation of rail, trucking, air, and water transport systems will have on distrbution costs and an array of other competitive-oriented strategies.

4176 Lutz, H. L. 1938. Federal Depression Financing and Its Consequences. HBR 16 (Winter, no. 2): 129140.
Lutz argues that the Roosevelt Administration is engaging in wreck less scal practices involving decit spending to free the American economy from the depression.

4177 Buehler, A. G. 1936. The Undistributed Prots Tax in the Fiscal System. HBR 15 (Autumn, no. 1): 2943. 4178 Montgomery, R. H. 1936. The Tax on
Undistributed Income. HBR 15 (Autumn, no. 1): 1928.

4186 Stern, G. L. 1975. Surface Transport: Middle-of-the-Road Solution. HBR 53 (NovemberDecember, no. 6): 8089.
Stern examines the arguments made by advocates of rail deregulation and then offers suggestions to remedy the tension among producers, shippers, and consumer interests.

4179 Phillips, C. F. 1936. State Discriminatory Chain Store Taxation. HBR 14 (Spring, no. 3): 349359.

4187 Speno, M. J. and C. Brenner. 1975. Fast Work Needed to Forestall Rail Line Abandonments. HBR 53 (May-June, no. 3): 810.

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postwar rail, shipping, air, trucking and bus transportation structures.

[Ideas for Action Feature] Speno and Brenner assess the outcome for shippers, small businesses and others in the Delaware and Maryland vicinity if a bankruptcy reorganization leads to the abandonment of railroad track.

4188 Meyer, J. R. and A. L. Morton. 1974. A Better Way to Run the Railroads. HBR 52 ( July-August, no. 4): 141148.
Railroads are a sick industry with returns that are meager, at best. Meyer and Morton head a national commission on improving the railway system and argue for creating four to seven continental lines through end-toend mergers.

4196 Bollinger, L. L. 1946. Private Versus Public Management of Airports. HBR 24 (Summer, no. 4): 518534.
Bollinger describes a recent Harvard Business School cost-benet analysis on whether American airports should be privately or publicly owned and managed.

4197 Lawler, P. F. 1946. Crisis in the Domestic Shipping Industry. HBR 24 (Winter, no. 2): 258 276.
World War II fundamentally altered the coastal and intercoastal shipping industries. This was how a high proportion of freight was transported prior to the war. Lawler is skeptical whether the industry can recapture its previous market share.

4189 Schneider, L. M. 1969. The Fallacy of Free Transportation. HBR 47 ( January-February, no. 1): 8387.
Schneider is pessimistic that free transit is a viable way of transporting the hard-core unemployed to possible worksites.

4190 Seifert, W. W., S. M. Breuning and A. Kettaneh. 1968. Investing in the Future of Transportation. HBR 46 ( July-August, no. 4): 412, 158.
[Thinking Ahead Feature] Seifert and his coauthors explore whether increased public demand for better transportation might better be met through (i) private industry, (ii) the various levels of government, or (iii) a collaboration between the two.

4198 Simpson, F. R. 1945. The Wars Impact on Urban Transit Systems. HBR 23 (Summer, no. 4): 460468.
During World War II, Simpson describes how and why urban transit passenger trafc doubled from the prewar period and whether this level of ridership can be sustained following the war.

4199 Bollinger, L. L. 1945. Marketing Personal Airplanes. HBR 23 (Winter, no. 2): 217228.
Upwards of 55 companies, in the aftermath of World War II, will attempt to manufacture private airplanes. In all probability, all but three of these companies will ever be protable.

4191 Emery, J. C. 1953. Air Freight: New Potentials for Industry. HBR 31 ( July-August, no. 4): 8290.
Emery argues that the air freight industry has a unique quality with its tremendous speed that can generate higher value for industry.

4200 Bunden, W. A. 1945. Postwar Status of the


Aircraft Industry. HBR 23 (Winter, no. 2): 211216.
Burden predicts robust growth for the commercial airlines industry for the post-war United States.

4192 Murray, R. F. 1950. Regulation of Airline


Securities. HBR 28 (May, no. 3): 7176.
Murray critiques the Secretary of Commerces dictum that airlines who receive federal subsidies should have effective controls over their nancial practices to prevent the Federal Government from having to absorb outrageous losses.

4201 Smith, H. R. 1945. Capital and the Railroad Industry. HBR 23 (Winter, no. 2): 144156.
To meet organized labors demands requires the railroads have large amounts of capital. Attracting this capital from the equity or bond markets is difcult because of the albatross the unions have the railroad companies in.

4193 Dearing, C. L. and W. Owen. 1950. Our


National Transportation Problem. HBR 28 (March, no. 2): 87101.
Transportation is a joint undertaking between government and private industry. Dearing and Owen describe how multi-dimensional Americas transportation problems are.

4202 Crane, J. B. 1944. The Economics of Air


Transportation. HBR 22 (Summer, no. 4): 495 508.
Crane describes the economic characteristics relevant to the airline industry and why government subsidies are crucial for the industrys survival.

4194 Hackford, R. R. 1947. Our International


Aviation Policy. HBR 25 (Summer, no. 4): 483 500.
Hackford describes the conundrum that international aviation policy has evolved into.

4203 Daggett, S. 1944. Transportation and National Policy. HBR 22 (Winter, no. 2): 199208.
Dagget describes his membership on the National Resources Planning Board which President Roosevelt charged to analyze the long term needs of the United States highway infrastructure.

4195 Cunningham, W. J. 1946. The Transportation Problem. HBR 25 (Autumn, no. 1): 5873.
Every business is affected by a nations transportation infrastructure. Cunningham analyzes the United Statess

4204 Bollinger, L. L. and T. Lilley. 1944. Maintaining a Strong Aircraft Industry. HBR 22 (Winter, no. 2): 178190.
To assist the burgeoning aircraft industry in post-war

267
America, Bollinger and Lilley offer necessary changes with regards to American public policy.

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4205 Stillcox, L. K. 1943. Tempo of Transportation. HBR 22 (Autumn, no. 1): 2939.
Stillcox disputes the notion that air transportation or air freight will displace the railroads, which should reach their zenith in postWorld War II United States.

The railroad industry was in desperate straits during the early 1930s. To ameliorate this, Congress passed the 1933 Emergency Transportation Act that created a transportation czar or coordinator. Cunningham assesses the impact of this arrangement.

4206 Perry, H. S. 1943. Ocean Rate Regulation,


World War II. HBR 21 (Winter, no. 2): 238252.
Even with the existence of World War II, many nations have not enacted legislation dealing with freight rates for foreign trade purposes.

4215 Longino, J. C. 1936. Railway Trafc Organization Under Fire. HBR 14 (Summer, no. 4): 471479.
Longinos article is based on interviews conducted with railroad executives and employees on their observations as to the causes for many problems facing the railroad industry.

4207 Barton, F. L. and R. B. McGhee. 1942.


Freight Forwarders. HBR 20 (Spring, no. 3): 336347.
Barton and McGee describe the role that the freight forwarder has with the shipping process and if greater federal regulation of its activities should be pursued.

4216 Koontz, H. D. 1936. Depreciation Policy


and Financial Structure in American Railroads. HBR 14 (Summer, no. 4): 460470.
With so many railroads experiencing nancial difculties, Koontz contends more needs to be done to liberalize depreciation allowances on railroad equipment.

4208 Frederick, J. H. and A. D. Lewis. 1941. Air Routes and Public Policy. HBR 19 (Summer, no. 4): 482495.
Frederick and Lewis assess the origins of the Civil Aeronautics Act of 1938 mandating the commercial airlines to obtain permission from the Civil Aeronautics Authority anytime they wanted to provide airline service to a new destination.

4217 Lucius, J. 1935. The Inland Waterways of France. HBR 13 (April, no. 3): 353365.
While a number of nations embark on public works projects to develop and maintain their waterways, Lucius urges those nations to study how the French have constructed their waterways since the 17th century.

4218 Wyer, R. 1935. Fact and Fallacy on the St. Lawrence. HBR 13 (April, no. 3): 344352.
Wyer examines both sides of the propaganda ght between advocates and opponents for constructing the Saint Lawrence Seaway.

4209 Lynch, E. S. 1940. Railroad Taxation and Abandonments. HBR 18 (Summer, no. 4): 496503.
In the face of nancial distress, the railroad companies are abandoning a signicant amount of property. Lynch and others are particularly concerned about the lost tax levies stemming from this.

4219 Wilson, G. L. 1935. Are Railroad Freight Rate Structures Obsolete? HBR 13 ( January, no. 2): 179185.
Over the last 15 years, no industry has been subject to more Congressional and bureaucratic oversight than that of the railroad industrys rate structure.

4210 Harding, W. B. 1940. Air Transportation


Rates. HBR 18 (Spring, no. 3): 337343.
Harding explains the rationale behind airline carriers being regulated like public utility companies.

4211 Baker, G. P. 1938. Two Years of Books on Transportation. HBR 16 (Summer, no. 4): 499512. 4212 Lisman, F. J. 1937. Railroad Reorganization
and Section 77. HBR 16 (Autumn, no. 1): 2440.
Lisman probes the rampant bankruptcy proceedings taking place with the railroad industry which is no longer the monopoly it once was despite the federal government regulating it as if it were a monopoly.

4220 Harbeson, R. W. 1933. Transportation Developments and the North Atlantic Ports. HBR 12 (October, no. 1): 8293.
Harbeson examines the rivalry between four Atlantic cities (New York City, Baltimore, Philadelphia, and Boston) for export and import commerce and then examines the impact that railway links would have for each seaport.

4221 Gardner, G. F. 1933. Signicance of CarCarrying Ships. HBR 11 ( July, no. 4): 512518.
Gardner describes the use of specially constructed freighters for transporting full railroad cars as a radical departure from long-standing transportation practices.

4213 Locklin, D. P. 1937. Transport Coordination and Rate Policy. HBR 15 (Summer, no. 4): 417428.
Locklin sees problems on the horizon for the regulatory agencies that deal with any of the modes of transport (i.e., trucks, rail, airplanes, or ships) and the rates they charge. In particular, all of these modes need to be coordinated in some manner.

4222 Gullet, J. S. 1932. The Pneumatic Rail Car. HBR 10 ( July, no. 4): 493504.
Pneumatic rail cars are light-weight units, built to generate more comfortable passenger service, in comparison to steam engines.

4214 Cunningham, W. J. 1937. Federal Coordinators Contribution to Railroad Coordination. HBR 15 (Spring, no. 3): 265274.

4223 Skerrett, R. G. 1932. Economic Signicance of the Tank Car. HBR 10 ( July, no. 4): 461479.
Plant managers are aware that mass production efforts

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4234 _____. 1929. Conict in Legislation Respecting Railroad Rates [Part One]. HBR 7 ( July, no. 4): 423431.
Burgess discusses the difculty in setting railroad rates with elements that are complex and multidimensional.

will clog if a commensurate system of distribution doesnt transpire that can move large volumes to wholesalers and other purchasers.

4224 Egeland, J. O. 1932. Norwegian Shipping After the World War. HBR 10 (April, no. 3): 311 322.
Though Norway lost half its merchant marine eet because of World War I, its resurgance as a merchant marine powerhouse is remarkable.

4235 Sherrington, C. E. 1929. Economic and Financial Results of British Railway Consolidation: Their Guide to American Policy. HBR 7 ( July, no. 4): 395405.
British and American railway systems mirror one anothers prior to the consolidation that Great Britain experienced. Sherrington urges American companies to closely examine Britains experiences should they opt to consolidate themselves.

4225 Fair, M. L. 1931. The Unication of Railroad Terminals. HBR 10 (October, no. 1): 8596.
In the aftermath of a wide array of railroad consolidations, Fair writes about the Interstate Commerce Commissions priority for assigning terminal properties.

4226 Daniels, W. M. 1931. Railroad Unication in


New England in Relation to the Four Party Plan. HBR 10 (October, no. 1): 814.
Daniels argues that the 1920 Transportation Act was a mixture of enlightened policy and bungling with regards to railroad consolidation.

4236 Epstein, R. C. 1928. Producers Growth Curves in an Expanding Industry, Part Two. HBR 7 (October, no. 1): 4348. 4237 Consolidation of Railroads and the Proposed Great Northern [and] Northern Pacic Unication. 1928. HBR 6 ( July, no. 4): 458471.
[Summaries of Business Research Feature] The Great Northern and Northern Pacic Railroads might merge. The research examines the implications this has on the stakeholders of both companies as well as its strategic ramications.

4227 Brown, L. 1931. Water Transportation in the United States. HBR 9 ( January, no. 2): 202214.
The opening of the Panama Canal revitalized the United States water transportation networks which had been dormant since the heyday of the railroads.

4228 Gragg, C. I. 1930. Marketing Problems in


the Aviation Industry. HBR 8 (Summer, no. 4): 490500.
The airline industry, during 1929 and 1930, reached a point where it had to emphasize marketing more than production for the rst time.

4238 Jome, H. L. 1928. Commercial Air Transport. HBR 6 ( January, no. 2): 198217.
Jome focuses on the skyrocketing rate of growth taking place in the commercial airline industry. Some unique features relevant to the industry are addressed on why public subsidies are critical in addition to the publics demand for airline perfection.

4229 Sternau, H. E. 1930. Problems in the Transatlantic Passenger Service. HBR 8 (April, no. 3): 359365.
With the advent of high-speed, de luxe liners, transatlantic passenger service has changed dramatically following the end of World War One.

4239 Wells, R. T. 1927. Economics of Motor Freight Transportation. HBR 6 (October, no. 1): 1119.
Wells is interested in knowing the cost for moving freight is in conjunction with national income.

4230 McCallum, J. E. 1930. Electrication of


Steam Railroads. HBR 8 ( January, no. 2): 227234.
McCallum writes how ecstatic railroad engineers are over the benets of electric powered passenger trains.

4240 Ripley, W. Z. 1926. Problem of Railway Terminal Operators [Part 2]. HBR 4 ( July, no. 4): 385392.
Ripley believes all beltline business, transfer or interchange trafc among railroad carriers needs to be performed as a cooperative endeavor with public participation.

4231 Strother, D. H. 1930. The Outlook for Aviation. HBR 8 ( January, no. 2): 184192.
Strother writes of the tremendous boost that Charles Lindberghs historic 1927 ight from New York to Paris gave the airline industry.

4241 Rates on Freight in Congested Areas. 1926. HBR 4 (April, no. 3): 347353.
[HBR Case Study Feature] In an eastern seaboard city, a galvanizing company and two steel manufacturers are comparing the quotes from two railroad companies which service the city in conjuction to having their shipping done by a trucking company.

4232 Guggenheim, H. F. 1929. Aviation: Progress


in Safety. HBR 8 (October, no. 1): 3743.
Americans keep pressing for airplanes that can land more slowly, take off more quickly, climb more steeply, and remain under control at all altitudes and conditions.

4242 Gregg, E. S. 1926. The Decline of British


Shipbuilding. HBR 4 (April, no. 3): 290296.
Gregg wonders if the decline experienced by Great Britains shipbuilding is temporary or if it possesses longterm ramications for the industry.

4233 Burgess, K. F. 1929. Conict in Legislation


Respecting Railroad Rates [Part Two]. HBR 8 (October, no. 1): 2436.

269
4243 Ripley, W. Z. 1926. Problems of Railway Terminal Operation. HBR 4 (April, no. 3): 266 274.
Ripley is vehement that cooperation between the terminal operators and railroad management is critical if economies are ever to be achieved.

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4252 Acworth, W. M. 1923. Railway Grouping


in England. HBR 1 ( July, no. 4): 414416.
Acworths belief is that British railroads differ markedly from those in the United States, particularly in regards to regulatory oversight and judicial review.

4244 Woodworth, A. V. 1926. Some Street Railway Reorganizations. HBR 4 ( January, no. 2): 187 195.
Woodworth describes the nancial ramications from how street cars managed to replace steam locomotives in American cities.

4253 Hines, W. D. 1923. Relationship of the Burlington Great Northern Northern Pacic Group to the Federal Railroad Consolidation Law. HBR 1 ( July, no. 4): 398413.
The 1920 Transportation Act conforms to a growing belief that too many railroad lines exist and that consolidation will improve the railroad efciency.

4245 Latimer, M. W. 1926. The Motor Bus Situation in 1925. HBR 4 ( January, no. 2): 153170.
The motor bus industry successfully functions without regulatory interference. Latimer wonders if this will continue when motor bus transportation becomes more embedded in American life.

4254 Extent and Signicance of the Railroad Car Shortage. 1923. HBR 1 ( January, no. 2): 227234.
[Summaries of Business Research Feature] Probes whether a widespread shortage of railroad cars will adversely affect the United States economic revival.

4246 Duncan, C. S. 1926. Some Business Aspects


of Adequate Transportation Service. HBR 4 ( January, no. 2): 145152.
Duncan describes a 1925 meeting in which competing railroad companies met to agree to a comprehensive program for insuring the highest degree of service for the nation.

4255 Oldham, J. B. 1923. The Problem with Railroad Consolidation. HBR 1 ( January, no. 2): 139 153.
Passage of the recent Transportation Act, which mandates the Interstate Commerce Commission to do everything to monitor competition, indicates that railroad consolidation will be difcult to obtain.

4247 Cunningham, W. J. 1925. A Cadet System in


Railroad Service. HBR 3 ( July, no. 4): 404413.
Cunningham contends that increased government intervention forced changes in the railroad industry that stymie individual initiative among the carriers.

4256 Cunningham, W. J. 1922. Railroad Consolidation Plan. HBR 1 (October, no. 1): 5063.
Cunningham describes why New England needs a transportation system that can not be hampered from carriers other than its own.

4248 Esch, E. 1925. Transformation of the German Railway System Since the World War. HBR 3 (April, no. 3): 312320.
Since the end of World War I, the German rail industry has endured profound changes stemming from their legal status with the German government and changes in its economic status.

Unemployment Issues
4257 Schwarz, J. E. and T. J. Volgy. 1988. Experiments in Employment: A British Cure. HBR 66 (March-April, no. 2): 103112.
With 12 million Americans either looking for work or only working part-time, the American economy needs a cost-effective remedy for its current job shortage. Schwarz and Volgy describe the experiences of Great Britain in creating and sustaining employment by using both enterprise zones and enterprise boards. The two describe why American public policy makers should avoid the rst solution.

4249 Richter, F. E. and G. A. Boyd. 1924. Change in Financial Structure and Financing Operations of Railroads Since 1913. HBR 3 (October, no. 1): 5468.
Richter describes the manner in which railroad stocks were signicantly affected from changes in the nancing, reorganizations as well as other factors between 1922 and 1924.

4258 Batt, W. L., Jr. 1983. Canadas Good Example with Displaced Workers. HBR 61 ( July-August, no. 4): 622.
[Special Report Feature] Batt describes the humane manner which the Canadian Government engages in with laid-off workers.

4250 Sanders, T. H. 1923. The Essential Facts of


Railroad Valuation. HBR 2 (October, no. 1): 6065.
Sanders discusses the vested interest the business community has with the valuation of railroad properties.

4251 Gregg, E. S. 1923. The Business Signicance of Oil Burning Ships. HBR 2 (October, no. 1): 43 48.
Gregg explores why oil is quickly replacing coal for maritime purposes and the impact this will have on foreign trade, particularly between the United States and Great Britain.

4259 Clark, K. B. and L. H. Summers. 1980. Unemployment Reconsidered. HBR 58 (NovemberDecember, no. 6): 171179.
Clark and Summers criticize some prevailing views in the eld of economics (e.g., Martin Feldstein) that unemployment is merely the result of people entering and leaving unemployment fairly often.

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employment can continuously be achieved during peacetime given the structure of our economic and political systems.

4260 Burns, J. L. 1980. Benets of Training the


Hard-to-Employ. HBR 58 (May-June, no. 3): 141 151.
Burns articulates the necessity of business and government developing strategies that align the needs of individual businesses with those of the hard-to-employ.

4269 Sherrill, C. O. 1939. Solving the Relief Problem. HBR 18 (Autumn, no. 1): 4449.
Sherrill contends that many relief methods used in the last ten years failed since unemployment levels are practically the same as they were in 1933.

4261 Feldstein, M. S. 1975. Unemployment Insurance: Time for Reform. HBR 53 (March-April, no. 2): 5161.
Feldstein criticizes the unemployment insurance program for creating inationary pressures along with being wasteful.

4270 Galbraith, J. K. 1939. Fiscal Control and


the Employment Investment Controversy. HBR 18 (Autumn, no. 1): 2434.
Galbraith surveys the impact of unemployment and public works projects on government spending and the public debt.

4262 Nadler, L. 1970. Helping the Hard-Core


Adjust to the World of Work. HBR 48 (MarchApril, no. 2): 117126.
An ambitious attempt is being made to turn many members of the urban poor into regular members of the American work force. Though laudable, Nadler contends those efforts will fail if corporate training efforts are not structured to transform many value systems of the hardcore unemployed.

4271 Eckler, A. R. and L. Fairley. 1938. Relief and Re-employment. HBR 16 (Winter, no. 2): 141 153.
Eckler and Fairley are interested in ascertaining the number of workers who lost their jobs, went on relief, and then found new work. Government agencies never tabulated this statistic.

4263 Garrity, J. T. 1968. Red Ink for Ghetto Industries. HBR 46 (May-June, no. 3): 416+.
[Thinking Ahead Feature] Emotional appeals for employing the hard-core unemployed need to be balanced with an analysis of the risks and options associated with this employment.

4272 Anderson, C. M. 1937. A View of the British Employment Exchanges. HBR 16 (Autumn, no. 1): 93104.
Great Britain implemented a structure of governmentrun employment services 25 years before American state governments did. Anderson is interested whether anything in the British system is applicable to American agencies.

4264 McNair, M. P. 1945. The Full Employment


Problem. HBR 24 (Autumn, no. 1): 121.
Though acknowledging how full employment legislation resonates with most Americans, McNair has serious reservations the role of the Federal Government with regards to this issue.

4273 Slichter, S. H. 1933. Making Booms Bear


the Burden of Relief. HBR 11 (April, no. 3): 327 335.
Slichter believes that unemployment reserves are necessary as a way to shift the nancial burden for support of the unemployed during periods of economic downturns.

4265 Wasson, R. G. 1945. Beveridges Full Employment in a Free Society. HBR 23 (Summer, no. 4): 507519.
Wasson reviews Sir William Beveridges 1945 book, Full Employment in a Free Society, and injects his opinion on whether the notion of full employment is feasible in either Great Britain or the United States.

4274 Meeker, R. 1930. Dependability and Meaning of Unemployment and Employment Statistics in the United States. HBR 8 ( July, no. 4): 385400.
Any study involving the modern industrial system must begin by assessing the impact of employment and unemployment. The latter is particularly important since it creates the greatest menace and is the source of so many social ills.

4266 Gragg, C. I. and S. F. Teele. 1945. The Proposed Full Employment Act. HBR 23 (Spring, no. 3): 323337.
Gragg and Teele argue how a considerable volume of unemployment is unavoidable given the seasonal characteristics of many industries. Technological changes are another reason for this unavoidable unemployment.

Wartime Economy
4275 Grampp, W. D. 1964. False Fears of Disarmament. HBR 42 ( January-February, no. 1): 2832, 178179.
[Thinking Ahead Feature]Grampp describes what disarmament means for prices, jobs, and nancial markets; all of which are grossly exaggerated.

4267 Bennion, E. G. 1944. Is Unemployment Chronic? HBR 23 (Autumn, no. 1): 115128.
Understanding why unemployment exists is difcult. Bennion describes the governments role in stimulating an economy from John Maynard Keyness work on business cycle theory with regards to unemployment.

4268 Abramson, A. G. 1944. Problem of FullEmployment. HBR 22 (Spring, no. 3): 337345.
Abramson maintains no single individual knows if full

4276 Wood, M. K. 1955. Industry Must Prepare for Atomic Attack. HBR 33 (May-June, no. 3): 115128.
Industrial capacity, in the event of an atomic attack, should located in dispersed into sparsely populated areas.

271
4277 Janeway, E. 1951. The Drive and Direction of Mobilization. HBR 29 (September, no. 5): 99 109.
Janeway describes the wait-and-see attitude that policymakers possess with regards to mobilization in the face of the Korean Conict and Cold War hostilities with the Soviet Union.

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the war. The radio also demonstrates the wars impact on production output of a specic American industry.

4286 Horniker, A. L. 1946. German Contracting


in Occupied Europe. HBR 25 (Autumn, no. 1): 74 91.
Horniker describes how the Third Reich exploited and then merged the Belgium, Dutch, and French manufacturing industries into the German economy during the 1930s and 1940s.

4278 _____. 1951. American Security: Lowest Common Denominator. HBR 29 ( July, no. 4): 115 124.
Janeway describes the anxieties many executives feel toward the possibility that federal mobilization mandates might be implemented again.

4287 Knox, J. M. 1945. Private Enterprise in Shipbuilding. HBR 24 (Autumn, no. 1): 7584.
Knox describes the role of private enterprise, particularly from the standpoint of shipbuilders, with the war effort.

4279 Schlaifer, R., J. K. Butters and P. Hunt. 1951. Accelerated Amortization. HBR 29 (May, no. 3): 113124.
In the event of another national security crisis similar to World War II, many executives worry how the industrial mobilization efforts will leave them with severe losses stemming from overproduction. Schlaifer, et al., critique an accelerated amortization plan intended to stem this which is pending in Congress.

4288 Bliss, C. A. and R. B. McNeill. 1944. Management Control in Uniform. HBR 22 (Winter, no. 2): 227238.
The United States military operations are forced to rapidly expand which has led to administrative problems never before contemplated. As such, skilled administrators and statistical control methods will have a tremendous impact in the post-war United States.

4280 Abbott, C. C. 1951. Costs of Mobilization.


HBR 29 (May, no. 3): 1727, 146.
[Thinking Ahead Feature] Abbott believes that mobilization costs for the Korean conict will be higher than Americans are being led to believe unless American policymakers can drastically reduce the administrative costs afliated with this endeavor.

4289 Sheldon, C. L. 1944. Containers Go to War. HBR 22 (Winter, no. 2): 220226.
Shipping containers are a vital element for delivering products in good condition to clientele. World War II highlights this importance which was historically taken for granted prior to the war.

4290 George, H. B., Jr. 1944. Buying Perishables


for the Armed Forces. HBR 22 (Winter, no. 2): 209219.
George describes the massive challenges facing the U.S. armed forces involving the procurement, distribution, packaging, and refrigeration of perishable food for overseas troops.

4281 Ewing, D. W. 1951. Accelerating Aircraft


Production During World War II: A Digest. HBR 29 (March, no. 2): 104112.
Ewing contends the expansion of aircraft production during World War II was unprecedented and demonstrated American industrys resolve to develop complex weaponry in overwhelming quantities.

4282 Harris, S. E. 1951. Major Economic Problems


of Mobilization. HBR 29 (March, no. 2): 2936.
In light of the Korean conict, Harris examines some imminent industrial or economic problems that stem from a mobilized or wartime economy.

4291 McNair, M. P. 1943. Wartime Ination and Department Stores. HBR 22 (Autumn, no. 1): 40 53.
McNair examines operating expenses and results for department stores during 1942, the full year of American involvement in World War II, and then predicts that department stores will be in for brutal competition from low distribution outlets following the war.

4283 Tupper, E. A. 1950. Guideposts to Industrial


Mobilization. HBR 28 (November, no. 6): 2944.
With the Korean conict, Tupper outlines the governments industrial mobilization policies that manufacturers must abide by and the uncertainties that company executives face because of this conict.

4292 Geiger, T. 1943. Concentration of the Stove Industry. HBR 22 (Autumn, no. 1): 1928.
Wartime production of consumer goods was concentrated to a few nucleus plants. The remaining plants were comandeered and converted for wartime production.

4284 Parkin, N. C. 1948. Control of War Contract Prots. HBR 26 (March, no. 2): 230250.
Parkin probes whether the prots from war contracts were reasonable or not.

4293 Martin, J. H. 1943. Interim Report on


CMP. HBR 21 (Summer, no. 4): 472484.
The history and objectives of the Controlled Materials Plan are examined which was implemented in 1940 for controlling the distribution of scarce materials with regards to wartime manufacturing.

4285 Bright, A. A., Jr. and J. Exter. 1947. War, Radio, and the Radio Industry. HBR 25 (Winter, no. 2): 255272.
Bright and Exter describe how the government and the radio industry collaborated with one another during

4294 Scott, J. D. 1943. Advertising When Buying Is Restricted. HBR 21 (Summer, no. 4): 443454.
With the wartime economy and rationing in place,

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ances, and typewriters ponder what to do concerning their consumer advertising campaigns.

Scott describes the advantages and disadvantages for eliminating advertising until the end of the war.

4295 Phillips, C. F. 1943. Impact of Shortages on


Marketing. HBR 21 (Summer, no. 4): 432442.
Phillips discusses the economic impact that wartime rationing had on Americas marketing infrastructure.

4305 Sanders, T. H. 1943. Renegotiation of Contract Prices. HBR 21 (Winter, no. 2): 164182.
Some measures of control on control of prots from war contracts are necessary. Sanders nds renegotiation to be the easiest and most efcient way for exercising this control.

4296 Hosmer, W. A. 1943. Funding Depreciation


and Maintenance Reserves Under War Conditions. HBR 21 (Spring, no. 3): 369384.
With American factories at full capacity because of World War II, Hosmer wonders if changes to depreciation allowances should be made to bolster Americas postWorld War II industrial capacity.

4306 Donham, W. B. 1943. The Peace Must Be Won at Home. HBR 21 (Winter, no. 2): 137149.
Donham urges readers to think of World War II as a conict between two radically differing responses to whether society can master the rapid changes to control the material world.

4297 Martin, B. F. 1943. What Business Learns from War. HBR 21 (Spring, no. 3): 358368.
In the aftermath of the Great Depression, Martin believes that American businesses are regaining their condence and support from the American public given how war products have been produced and distributed.

4307 Gilbert, H. N. 1942. From Industrial Mobilization to War Production. HBR 21 (Autumn, no. 1): 124136.
Gilbert assesses the quality of American war goods and the logistics needed to deliver that equipment to the appropriate war zone.

4298 Johnson, S. Y. 1943. Expediting in Wartime. HBR 21 (Spring, no. 3): 344357.
Johnson describes the many difculties facing manufacturers of war materials in procuring the necessary materials and parts.

4308 Buehler, A. G. 1942. Compulsory Loans in War Financing. HBR 21 (Autumn, no. 1): 115123.
Though criticized by economists, compulsory loan programs [e.g., Victory Savings or Deferred Income type programs] have resurfaced throughout the United States, Canada, and Great Britain as a means for nancing those nations war efforts.

4299 Talmage, G. E., Jr. 1943. Transportation for


War. HBR 21 (Spring, no. 3): 336343.
Talmage describes how many World War II manufacturing and transportation problems are inter-related.

4309 Weintraub, S. 1942. Rationing Consumer


Expenditures. HBR 21 (Autumn, no. 1): 109114.
Because of a wars impact on the economy, many argue how consumer expenditures must be rationed to stymie an array of inationary pressures.

4300 North, T. 1943. Britain Today. HBR 21


(Spring, no. 3): 291297.
North describes how Great Britain managed with considerable American support, to re-energize itself as a ghting nation.

4310 Fox, J. B. 1942. Labors Response to Management. HBR 21 (Autumn, no. 1): 9599.
Fox addresses why it should be legal and acceptable for production workers to pursue wage increases even if Americas solidiers can not.

4301 Burns, A. R. 1943. Concentration of Production. HBR 21 (Spring, no. 3): 277290.
Burns denes concentration of production as utilizing fewer plants to produce the output necessary for the war efforts.

4311 Wood, R. 1942. The Corporation Goes into


Politics. HBR 21 (Autumn, no. 1): 6070.
Wood senses World War II will be a watershed period in how the American public relates to its corporations.

4302 Gragg, C. I. and S. F. Teele. 1943. Everything for Victory. HBR 21 (Spring, no. 3): 269 276.
As more American soliders go into battle, Gragg and Teele urge Americans to be conscientious and do everything possible for the war effort.

4312 Baker, J. C. 1942. Limiting Executive Salaries in Wartime. HBR 21 (Autumn, no. 1): 50 59.
Because of World War II, Baker questions whether the salaries and bonous payments for senior executives, particularly those employed by publicly-traded corporations, should not be limited in some way.

4303 Wilson, G. L. 1943. Freight Rates in Wartime. HBR 21 (Winter, no. 2): 230237.
With Americas involvement in World War II, the demand for freight transportation has risen dramatically. This makes the issue of a reasonable rate structure more relevant.

4313 Davis, J. S. 1942. The Worlds Food Position


and Outlook. HBR 21 (Autumn, no. 1): 4349.
Davis discusses how food shortages and food surpluses have both transpired throughout the world since the start of World War II.

4304 Scott, J. D. 1943. Advertising When Consumers Can Not Buy. HBR 21 (Winter, no. 2): 207229.
With wartime rationing of consumer goods in place, manufacturers of automobiles, washers, electrical appli-

4314 Dickerman, A. B. 1942. Wastepaper. HBR 20 (Summer, no. 4): 446458.


Dickerman describes the experiences of a paperboard

273
manufacturer who, because of World War II, switched to producing packaging cardboard for the war effort.

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scribes the critical role the wool industry will have with World War II.

4315 Fong, H. G. 1942. Economic Reconstruction


in Wartime China. HBR 20 (Summer, no. 4): 415 426.
Fong writes of the economic reconstruction taking place during World War II in both Free China and in Occupied China.

4324 Kemp, A. 1942. Chromium: A Strategic


Material. HBR 20 (Winter, no. 2): 199212.
One columnist describes chromium being to modern industry as yeast is to bread. Chromium provides a classic case study on the impact of a super power needing to import a strategic mineral in the face of a global war or other crisis.

4316 Martin, J. H. 1942. Priorities and Allocations. HBR 20 (Summer, no. 4): 406414.
Martin is captivated by how Americas manufacturers changed their organizational structures to accomodate Americas war efforts.

4325 Abramson, V. and C. F. Phillips. 1942. Retail Price Control. HBR 20 (Winter, no. 2): 184 198.
As of 1942, price control measures have been applied to a limited group of consumer goods. Abramson and Phillips believe it is critical to understand how retail price increases tend to lag behind wholesale price increases which, in turn, are usually behind manufacturing costs increases.

4317 Selekman, B. M. 1942. The Strategy of


Hate. HBR 20 (Summer, no. 4): 393401.
With the two ocean war that the United States is engaged in, Selekman admonishes both organized labor and corporate executives to end their animosity toward one another.

4318 Nickerson, C. B. 1942. Liquidity of War


Producers. HBR 20 (Spring, no. 3): 369374.
Industrialists and bankers are experiencing working capital shortages stemming from the rapid expansion of defense production which far exceeds the cash income received from their labor and other efforts.

4326 Bollinger, L. L. 1942. Is Subcontracting the Answer? HBR 20 (Winter, no. 2): 171183.
Bollinger believes that subcontracting would make defense procurement a more nimble process and alleviate the widespread dissatisfaction over Americas procurement programs.

4319 Opdyke, W. K. 1942. Training Within Industry. HBR 20 (Spring, no. 3): 348357.
With an acute shortage of skilled labor needed for defense manufacturing, many realize that private industry can not absorb the entire burden for training new workers. As such, the Ofce of Production Management created the Training Within Industry program to assist private industry in this effort.

4327 Gilbert, H. N. 1942. The Expansion of Shipbuilding. HBR 20 (Winter, no. 2): 156170.
Between 1940 and 1942, the time needed to build battleships, aircraft carriers, submarines, and merchant marine ships decreased four times.

4328 Gragg, C. I., A. Grimshaw and S. F. Teele. 1942. Competition Under Rationing. HBR 20 (Winter, no. 2): 141155.
Gragg, Grimshaw, and Teele dene wartime rationing as the process in which supplies are made possible from advanced planning and done in accordance with denite policies.

4320 Burnham, E. A. 1942. What Price Volume?


HBR 20 (Spring, no. 3): 327335.
Department store sales volume, in cities with high concentrations of defense manufacturing, increased 20 percent to 30 percent during the rst year of the war.

4321 Anthony, R. N. 1942. Effect of Size on


Efciency. HBR 20 (Spring, no. 3): 290306.
Theoretically, large sized companies should be more efcient given their access to problem-solving expertise given their resources and ability for specialization. Anthony, however, argues why this expertise is now scarce primarily because of the war.

4329 Murphy, M. E. 1941. The War and British Workers. HBR 20 (Autumn, no. 1): 92106.
Because of the war, Murphy describes how skilled union craftsmen cope with having semi- and unskilled workers, along with women, doing the same work they do.

4330 Hidy, R. W. 1941. A Leaf from Investment


History. HBR 20 (Autumn, no. 1): 6574.
During the 19th century, American investment bankers, such as Baring & Brothers Company, continued to invest or lend money to nations who had previously defaulted on those loans. Hidy hopes that practice will continue as the United States begins participating in World War II.

4322 Arnold, T. and J. S. Livingston. 1942. Antitrust War Policy and Full Production. HBR 20 (Spring, no. 3): 265276.
Though trying to be vigilant against the proteering and fraud that happened during World War I, the Roosevelt Administrations Justice Department is removing many anti-trust regulations for the purpose of making Americas defense industries more efcient.

4331 Weintraub, S. 1941. Compulsory Savings in


Great Britain. HBR 20 (Autumn, no. 1): 5364.
Weintraub discusses John Maynard Keyness impact on Great Britain being able to curtail consumer consumption and thereby avoid high ination during the rst two years of World War II.

4323 Beese, A. 1942. The Current Status of Wool


Textiles. HBR 20 (Winter, no. 2): 223232.
Because of its large manufacturing capacity, Beese de-

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the status of the non-defense sector in the American economy.

4332 Tower, W. S. 1941. Steel to Meet Our Needs. HBR 20 (Autumn, no. 1): 3442.
Because of wise improvements and expansion completed during the most dismal periods of the depression, the steel industry is positioned to be the lodestar of American industries on behalf of the war efforts in Europe.

4341 Baruch, B. M. 1941. Priorities: The Synchronized Force. HBR 19 (Spring, no. 3): 261270.
Baruch advocates that military-oriented purchasing be routed through one particular agency compared to the status quo in which each service competes against the other services with regards to procurement.

4333 Gilbert, H. N. 1941. The Emergency in Aircraft Manufacture. HBR 19 (Summer, no. 4): 508 519.
A principal part of the United States defense arsenal involves the use of military aircraft. Gilbert describes the efforts that American manufacturers and the American military must undergo to build factories, maintain parts, develop skilled labor and engineering processes.

4342 Martin, J. H. 1941. Present Status of Priorities. HBR 19 (Spring, no. 2): 271285.
Martin describes the inner-workings of the Priorities Division for the Ofce of Production which was established to handle defense purchasing with war imminent.

4343 Gragg, C. I. 1941. Negotiated Contracts.


HBR 19 (Winter, no. 2): 221229.
Both defense contractors and the United States Armed Forces feel the onus whenever government contracts are poorly designed or administered. The likelihood of a world war poses additional problems for corporate executives in negotiating, implementing, or administering these contracts.

4334 De Haas, J. A. 1941. The Democratic New


Order. HBR 19 (Summer, no. 4): 470481.
De Haas writes how he anticipates the defeat of the Nazis and how this will affect world stability.

4335 Davenport, D. H. 1941. War Demands on the Labor Supply. HBR 19 (Summer, no. 4): 451 457.
Davenport describes the efforts of the Bureau of Labor Statistics in planning for the skilled labor requirements needed with defense production.

4344 Bollinger, L. L. 1941. Dealing with Uncle Sam. HBR 19 (Winter, no. 2): 211220.
Bollinger presents case studies on the Fellman Machine Company and the Weldridge Corporation, both of whom are in the process of becoming defense contractors at a signicant cost.

4336 Perry, H. S. 1941. Ocean Shipping. HBR 19 (Summer, no. 4): 438450.
Americas European Allies along with the nations who are neutral, are extremely dependent on international shipping for their essential goods. Perry describes how these nations are coping in light of the effective blockade implemented by the Axis.

4345 Glover, J. D. 1941. Defense Lending: 1918 and 1941. HBR 19 (Winter, no. 2): 197210.
Glover argues that the federal government must underwrite and assume the risk on loans made to manufacturers for transitioning to becoming defense contractors because of the war.

4337 Martin, J. H. 1941. Administration of Priorities. HBR 19 (Summer, no. 4): 419428.
With the United Statess likely entry into World War II, priority powers were placed with the Ofce of Production Managements Division of Priorities which will decide if industrial activities need to be done on a centralized or decentralized basis.

4346 Hanks, J. J. 1941. The Emergency in the Paper Industry. HBR 19 (Winter, no. 2): 151158.
With another war taking place in Europe, Hanks outlines some grave problems facing the American pulp and paper industries because of this war.

4338 Lewis, H. T. 1941. Subcontracting: The Current Problem. HBR 19 (Summer, no. 4): 405 418.
From the standpoint of defense production, Lewis reminds readers how subcontracting needs to be recognized as a vital component in our national defense efforts.

4347 Paul, R. E. 1941. Redesigning Federal Taxation. HBR 19 (Winter, no. 2): 143150.
Paul is concerned about the present tax structure (i.e., federal taxation being approximately 8 to 10 percent of national income) and whether it can absorb the cost of another world-wide war in addition to the governments present obligations.

4339 Henderson, L. and D. M. Nelson. 1941. Prices, Prots and Government. HBR 19 (Summer, no. 4): 389404.
Many forces exist in a free economy that could complicate a unied wartime effort. Henderson and Nelson discuss why those impulses need to be temporarily restrained.

4348 Davis, J. S. 1940. Food in a World at War. HBR 19 (Winter, no. 2): 133142.
With the war in Europe, large surpluses of grain and other foodstuffs exist that cannot be exported as was the case prior to the war. Great Britain and France are both using their purchasing power on munitions rather than foodstuffs. In addition, no available shipping capacity exists to transport these surpluses.

4340 Wernette, J. P. 1941. Guns and Butter? HBR


19 (Spring, no. 3): 286297.
With so many American manufacturing businesses being converted to defense contractors, Wernette assesses

4349 Robbins, E. C. 1940. War-Time Labor Productivity. HBR 19 (Autumn, no. 1): 99105.
Robbins writes about the complexities involved with

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manufacturing plants switching to new types of defense production.

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4359 Hadley, E. M. 1948. Trust Busting in Japan. HBR 26 ( July, no. 4): 425440.
Hadley describes General MacArthurs efforts to break up Japans concentrated industrial structure and develop a free and competitive business and environment.

4350 Bower, M. T. 1940. Gearing a Business for


National Defense. HBR 19 (Autumn, no. 1): 6671.
Many American manufacturers will switch to become defense contractors with World War II imminent. Bowen delves into the planning needed to execute this massive transition.

4360 Jolly, P. 1948. Aspects of the French Economy. HBR 26 (May, no. 3): 257266.
All three phases of World War II (i.e., the original hostilities, subsequent occupation, and the liberation) had a devastating effect on Frances economy, Jolly maintains France will persevere because of the resiliency of its people.

4351 Black, R. F. 1940. Wheels for Defense.


HBR 19 (Autumn, no. 1): 1420.
Black discusses the Third Reichs reliance on truck transportation despite the widespread destruction of its railroad tracks and bridges. Moreover, should the United States enter World War II, American policymakers should also invest heavily in mass produced trucks.

4361 Hardy, C. O. 1947. Federal Reserve System


Report for 1945. HBR 25 (Winter, no. 2): 207212.
Hardy describes how much of the Federal Reserve Systems Board of Governors ANNUAL REPORT for 1945 is a blueprint for reconstructing the American economy in the aftermath of World War II.

4352 Tyler, P. M. 1940. Minerals and War. HBR


19 (Autumn, no. 1): 113.
No nation regardless of its labor, capital, ordnance, or engineering capabilities can begin to compete in war without abundant supplies of minerals and other raw materials.

4362 Cowles, W. B. 1946. Recovery in American Claims Abroad. HBR 25 (Autumn, no. 1): 92110.
Following World War I, huge sums of American capital were invested in German companies. Germany has since been stripped of its industrial military potential which makes Cowles wonder if America will ever recapture its original investment.

4353 Isaacs, N. 1940. Price Controls by Law.


HBR 18 (Summer, no. 4): 504509.
With the United States on the verge of war, Isaacs reviews the impact and constitutionality of price controls on the American economy.

4354 Rutherford, H. K. 1939. Mobilizing Industry for War. HBR 18 (Autumn, no. 1): 110.
With World War II beginning in Europe, Rutherford assesses the munitions industry in the United States and its readiness to assist the allies.

4363 Korican, O. H. 1946. Aims of Our Foreign Investment Program. HBR 24 (Summer, no. 4): 498511.
Between the end of World War I and the start of World War II, foreign governments and businesses defaulted on a staggering amount of United States foreign bonds. Korican outlines certain principles relevant to foreign investment and trade that need to be adhered to in the aftermath of World War II.

World War IIs Aftermath


4355 Whidden, H. P. 1955. Birth of a Mass MarketWestern Europe. HBR 33 (May-June, no. 3): 101107.
Economic growth in postwar Western Europe is built on developing a one-class consumer market.

4364 Lewis, H. T. 1946. The Business of Procurement. HBR 24 (Spring, no. 3): 377393.
With World War II close to being over, nothing could be more shortsighted then assuming that procurement is of little importance to manufacturers.

4356 Barloon, M. 1949. The Question of Steel


Capacity. HBR 27 (March, no. 2): 209236.
Barloon investigates the extent to which the steel industry should expand so that new homes, automobiles, and appliances can be constructed in the aftermath of World War II and the Great Depression.

4365 Wallich, H. C. 1946. Financing the International Bank. HBR 24 (Winter, no. 2): 164182.
The International Bank for Reconstruction, conceived at the 1944 Bretton Wood International Conference, was designed to aid reconstruction efforts throughout the war-torn world and to promote economic development efforts in Third World nations.

4357 Gordon, L. 1949. ERP in Operation. HBR 27 (March, no. 2): 129150.
Gordon assesses the effectiveness of the European Recovery Program [ERP] whose joint mission involves the development of military preparedness in conjunction with American economic aid and commerce.

4366 Slichter, S. H. 1945. Adjustment of Wages During Conversion. HBR 24 (Autumn, no. 1): 57 74.
Now that World War II is over, serious thought must be given to whether wages should increase. Moreover, if wages are raised, should prices be allowed to follow suit?

4358 Meriam, R. S. 1948. The Question of Controls. HBR 26 ( July, no. 4): 454467.
Meriam wonders if many of economic controls imposed because of World War II should not be continued in the post-war American economy given its current levels of ination and labor strife.

4367 Balderston, C. C. 1945. Balance in Wage Setting. HBR 24 (Autumn, no. 1): 5156.
Economic turbulence, in terms of prices and wages, is likely after the war. Balderston argues that organized

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4377 Hill, W. 1944. Planning Industrys Future in Great Britain. HBR 22 (Winter, no. 2): 129138.
Hill wonders if Great Britain can replicate its wartime industrial performance in the post-war period instead of slipping back into its economic stupor of the 1930s.

labor must grasp the importance that these inextricably related forces must be balanced.

4368 Copland, D. B. 1945. Americas Economic Leadership. HBR 23 (Summer, no. 4): 415419.
For the post-war period, Copland urges the United States to maintain its global economic leadership that was thrust on it because of World War II.

4378 Schmalz, C. N. 1943. Retail Credit in the Post-War World. HBR 22 (Autumn, no. 1): 6374.
Schmalz is concerned how the United States will not have enough jobs to offer returning servicemen and how devastating this will be to the national psyche. Moreover, Schmalz believes that a never-ending cylce exists between credit, sales, production, and jobs and that reasonable credit costs are the key to creating jobs.

4369 Butters, J. K. 1945. An Appraisal of Post War


Tax Plans. HBR 23 (Winter, no. 2): 253264.
Projections for post-war federal expenditures linger between 15 and 20 billion dollars. Butters warns that raising revenue amounts of this magnitude, while maintaining high levels of peacetime production, will be difcult.

4370 McLean, J. G. 1945. Sales of War Surplusses


to Speculators. HBR 23 (Winter, no. 2): 229245.
McLean describes the period following World War I. Large amounts of surplus materials passed into the hands of speculators, who reaped huge prots. Now, as World War II is ending, vigilance is mounting for preventing the same practice. McLean, reminds readers, however, that disposal of these surpluses is impossible without these speculators.

4379 Mack, C. E. and J. M. Knox. 1943. Disposition of Government Property. HBR 22 (Autumn, no. 1): 5462.
With massive procurement programs in place because of the war, Mack and Knox question what happens to the large amount of equipment and apparel surpluses following the war.

4380 Ebersole, J. F. 1943. Banks Can Make More


Postwar Jobs. HBR 22 (Autumn, no. 1): 19.
Ebersoles concern is whether there will be enough jobs in private industry throughout the United States to absorb the massive numbers of returning service personnel. The banking industry is the critical component for whether or not this is achieved.

4371 McFarland, R. A. 1944. Physically Handicapped Workers. HBR 23 (Autumn, no. 1): 131.
Many servicemen will return from World War II having been severely wounded. McFarland is concerned how these veterans are integrated into the mainstream workforce, believing that most will be productive workers.

4372 Swensrud, S. A. 1944. Converting War Pipe


Lines to Natural Gas. HBR 22 (Summer, no. 4): 459474.
Swensrud assesses the market potential of natural gas in the Eastern United States following the war.

4381 Held, H. 1943. New York City in the Post War Period. HBR 21 (Summer, no. 4): 455471.
Held examines the adequacy of New York Citys housing market for the post-war period. Of particular concern is the high tax burden rampant throughout the city.

4373 Upgren, A. R. 1944. Economic Proposals


for the Peace Settlement. HBR 22 (Summer, no. 4): 393404.
Upgren points out some radical changes in store for foreign trade front and how proactive the United States must be in taking advantage of these changes.

4382 Magee, J. H. 1943. The Future of the Commercial Insurance Business. HBR 21 (Spring, no. 3): 324335.
Magee ponders the demographic, socio-economic, and commercial impact involved with the postWorld War II global economy and, specically, how the commercial insurance industry will fare.

4374 Tosdal, H. R. 1944. Disposal of War Surplusses. HBR 22 (Spring, no. 3): 346357.
Tosdal writes about the disposal problems that military surpluses of equipment and apparel pose following the war.

4383 Culliton, J. W. 1943. Massachusetts Prepares


for Tomorrow. HBR 21 (Spring, no. 3): 298308.
The commonwealth of Massachusetts has already established a Post-War Readjustment Committee to help prevent economic depression from resurfacing.

4375 Hill, W. 1944. Whither British Industry.


HBR 22 (Spring, no. 3): 328336.
Hill ponders whether British industry will be permanently destroyed because of the war or if it will be resilient and quickly rebound.

4384 Taylor, A. E. 1943. Five Postwar Trade Problems. HBR 21 (Winter, no. 2): 150163.
In the aftermath of World War II, Taylor believes the United States will encounter acute foreign trade problems that stem from problems involving transportation, communications, currency issues, and agricultural commodities.

4376 Ebersole, J. F. 1944. Government Can Help Banks Make More Jobs. HBR 22 (Winter, no. 2): 167177.
Ebersole fervently believes that the United States government can stimulate economic development in the post-war period by not competing with banks vis--vis the governments lending agencies.

4385 Slichter, S. H. 1942. Post-War Boom or Collaspe. HBR 21 (Autumn, no. 1): 542.
Slichter believes Americas involvement in World War II will produce the worlds best trained and most capable management and industrial workforce after the war ends.

277
4386 Gustin, R. P. and S. A. Holme. 1942. An
Approach to Postwar Planning. HBR 20 (Summer, no. 4): 459472.
Gustin and Holme point to some compelling indicators on how robust the American economy will be in the aftermath of World War II. In particular, the article focuses on General Electrics strategic planning for the postWorld War II period.

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dustry After the War. HBR 20 (Summer, no. 4): 427436.


Bober believes that once the Allied Nations are victorious in World War II, the American construction industry will engage in a massive rebuilding of American infrastructure that will also extend far beyond the continental United States.

4389 Davenport, D. H. and D. Hitchcock. 1942.


Swords and Ploughshares. HBR 20 (Spring, no. 3): 307314.
Davenport and Hitchcock are interested in Americas postWorld War II period and whether private industry in the United States can absorb the returning servicemen.

4387 Duncombe, H. L., Jr. 1942. Population


Changes and Their Effects. HBR 20 (Summer, no. 4): 437445.
Duncombe attempts to predict possible economic consequences involving the demographic composition with the American people when the war ends.

4388 Bober, W. C. 1942. The Construction In-

Finance and Banking


Banking Industry Activities
4390 Grant, J. 1996. Too Big to Fail?: Walter Wriston and Citibank. HBR 74 ( July-August, no. 4): 146151.
[Books in Review] Grant reviews Phillip Zweigs Wriston: Walter Writon, Citibank and the Rise and Fall of American Financial Supremacy.

Reed. HBR 68 (November-December, no. 6): 134 145.


John Reed is interviewed on Citicorps strategic options which might revolutionize the global banking industry.

4391 Crane, D. B. and Z. Bodie. 1996. Form Follows Function: The Transformation of Banking. HBR 74 (March-April, no. 2): 109119.
Crane and Bodie examine whether banking, as people have historically known it, can continue in the 21st century. In essence, developments in information technology and increased competition from outside the industry are producing a disaggregation of bankings traditional functions.

4395 Crane, D. B. and R. G. Eccles. 1987. Commercial Banks: Taking Shape for Turbulent Times. HBR 65 (November-December, no. 6): 94100.
All banks seem pursue the same high-margin businesses or products. As such, bank margins will invariably shrink. Many banks are also neglecting their organizational makeup in searching for novel products and other innovations.

4396 Bryan, L. L. 1987. The Credit Bomb in Our Financial System. HBR 65 ( January-February, no. 1): 4551.
Too much credit is placed in poorly managed deposit institutions with federal deposit insurance absorbing most of the risk. As such, the American lending system must change to avoid collapse. Bryan describes a new lending tool, securitized credit, that might redene Americas nancial system if these bad loans can be eradicated.

4392 Grzywinski, R. 1991. The New Old-Fashioned Banking Program. HBR 69 (May-June, no. 3): 8798.
With 20 percent of its communitys population below the poverty line, the South Shore Bank demonstrates that banking can revive a local economy, rekindle the imagination of its people, and restore market forces to their normal health and interdependency.

4393 Bryan, L. L. 1991. A Blueprint for Financial Reconstruction. HBR 69 (May-June, no. 3): 7386.
Failing to act intelligently over the present banking crisis could produce the most serious economic collapse since the Great Depression. Bryan nds it essential that a new banking industry emerge without articial boundaries, wasteful duplication, and with the right amount of regulation.

4397 Young, H. 1986. Bank Regulation Aint Broke. HBR 64 (September-October, no. 5): 106 112.
Young argues that the American system of bank regulation works despite the Continental Illinois and Penn Square bank failures.

4398 Getlein, F. 1984. A Shaping Hand. HBR


62 ( July-August, no. 4): 6775.
[An Interview with Banker-Sculptor, John Safer] Getlein interviewed banker and sculptor, John Safer, on how he integrates these experiences to be successful in both endeavors.

4394 Tichy, N. and R. Charan. 1990. Citicorp Faces the World: An Interview with CEO John

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278
4407 Nadler, P. S. 1977. Medium-Sized Companies: Outank the Hungry Bankers. HBR 55 (MayJune, no. 3): 814.
[Ideas for Action Feature] Facing a prot squeeze, many commercial banks are turning to medium-sized corporate clients who are typically incapable of tapping the commercial paper, bond or private placement markets.

4399 Wellons, P. 1982. International Bankers: Size Up Your Competitors. HBR 60 (November-December, no. 6): 95105.
Wellons maintains that if American banks analyze how cultural factors, commerce, and government policy inuence international banking strategies, they could begin to be more savvy in countering this international competition.

4400 Crane, D. B. and S. L. Hayes, III. 1982. The


New Competition in World Banking. HBR 60 ( July-August, no. 4): 8894.
Crane and Hayes describe how the international pressures that American bankers now face are similar to what American manufacturers cope with.

4408 Crane, D. B. 1975. Lessons Learned from


the 1974 CD Market. HBR 53 (November-December, no. 6): 7379.
Crane recounts how volatile the 1974 certicates of deposit (CD) market was and what banks can learn from that period.

4401 Parker, G. C. C. 1981. Now Management Will Make or Break the Bank. HBR 59 (NovemberDecember, no. 6): 140148.
From examining the banking industrys roots, Parker predicts that a bank managers operating paradigm: will be radically different in the near future.

4409 Nadler, P. S. 1974. Which Bank Can You Trust. HBR 52 (November-December, no. 6): 8 13.
[Ideas for Action Feature] A worried corporate nancial market is re-evaluating the banking relationships it has had for over 40 years.

4402 Bonocore, J. J. 1981. The War Against the


Check. HBR 59 (November-December, no. 6): 2829.
[Ideas for Action Feature] Commercial bank costs could increase by as much as $1 billion dollars annually due to higher commercial bank funding requirements and other changes in how payment information is processed. Bonocore contends that businesses should now be more amenable to the electronic fund transfer process.

4410 _____. 1974. The Territorial Hunger of Our


Major Banks. HBR 52 (March-April, no. 2): 87 98.
Banks can now own non-banking subsidiaries. Nadler describes the activities of large banks in acquiring subsidiaries to serve as loan processing centers and why a three-tiered banking organization is emerging from this development.

4403 White, D. L. 1981. Next in Corporate Finance Index-Linked Loans? HBR 59 (September-October, no. 5): 1422.
[Ideas for Action Feature]With high ination, the prime rate may not serve as a stable indicator during the life of the loan. White nds that indexed-trigger commercial loans might be a more effective way to structure these loans.

4411 _____. 1972. Compensating Balances and the Prime at Twilight. HBR 50 (November-December, no. 1): 112120.
Few industries have experienced the price stability that banking has possessed until recently. Now, two timehonored practices, the compensating balance and the prime rate, appear to be fading. Nadler explains how well-managed banks are pricing loans based on their money-acquisition costs and the prot it seeks from their dealings with borrowers.

4404 Stancill, J. M. 1980. Getting the Most from


Your Banking Relationship. HBR 58 (March-April, no. 2): 2028.
[Growing Concerns Feature] Despite the importance of choosing a bank, too many businesses make the decision solely on their proximity to a particular bank.

4412 Davis, S. I. 1971. U.S. Banks Abroad: One Stop Shopping? HBR 49 ( July-August, no. 4): 75 84.
Large U.S. banks have entered into disparate elds such as investment banking, computer software, and travel services in Italy, Thailand and Hong Kong. Davis worries that lingering conservatism, failure to agree on objectives, inadequate experience and other factors will restrict this expansion.

4405 _____. 1979. Domestic Uses of Letters of


Credit. HBR 57 (September-October, no. 5): 196 202.
[Growing Concerns Feature]Stancill describes the variety of ways in which a rm can enhance its leverage through a domestic letter of credit from a bank.

4413 von Clemm, M. 1971. The Rise of Consortium Banking. HBR 49 (May-June, no. 3): 125 142.
Over the last seven years, international consortium banking has grown signicantly. Von Clemm examines the ramications this has on the international economy.

4406 Angermueller, H. H. and M. A. Taylor. 1977.


Commercial vs. Investment Bankers. HBR 55 (September-October, no. 5): 132144.
Angermueller and Taylor debate the merits as to the services and investment products that commercial and investment banks should offer.

4414 Piper, T. R. 1970. Case of the Embattled


Banker. HBR 48 (November-December, no. 6): 144165.
[Problems in Review Feature] An aging bank

279
chairman is granted an option on his stock in a bank holding company. The bank president is faced with a dilemma whether to oppose the takeover at the next board of directors meeting. If he does this, he must have a strategy for reviving this bank to make it more competitive.

Finance and Banking

44154431

4423 Guthmann, H. G. 1962. Prospects for Private Financial Institutions. HBR 40 (March-April, no. 2): 151169.
No group of institutions has a more profound inuence on the stability and growth of the American economy than its private nancial institutions particularly when engaging in the economic analysis necessary for assuming an array of risk.

4415 Nadler, P. S. 1969. One-Bank Holding Companies: The Public Interest. HBR 47 (MayJune, no. 3): 107113.
Nadler points out why one-bank holding companies are a threat to the public interest.

4424 McGuire, J. W. 1960. Bankers, Books, and


Businessmen. HBR 38 ( July-August, no. 4): 6774.
500 commercial bankers were surveyed to gauge their circumstances with their ctional brethern in the novels of Sinclair Lewis, John Marquand, William Whyte and Cameron Hawley.

4416 Bunting, J. R., Jr. 1969. One-Bank Holding Companies: A Bankers View. HBR 47 (MayJune, no. 3): 99106.
One-bank holding companies are the source of attention and controversy for the last two years. Bunting shows why this new organization addresses some pressing needs and how it presents opportunity to banks.

4425 Martin, H. D. 1955. Foreign Trade & Investment. HBR 33 (March-April, no. 2): 2530, 153 158.
[Thinking Ahead Feature] Martin describes the efforts that several U.S. banking and nancial institutions are making with foreign governments.

4417 Shay, R. P. and C. C. Greer. 1968. Banks


Move into High-Risk Commercial Financing. HBR 46 (November-December, no. 6): 149161.
To become a full service nancial institution, many commercial banks are engaging in a welter of high-risk lending activities.

4426 Cohen, M. L. 1953. Plan for a Secondary Home Mortgage Market. HBR 31 (November-December, no. 6): 7985.
Borrowers typically complain about getting the nancing they need or the terms they must endure. Cohen nds this to be a problem that also confronts Washington in addition to the private institutions who provide mortgage capital.

4418 Kramer, R. L. and W. P. Livingston. 1967.


Cashing in on the Checkless Society. HBR 45 (September-October, no. 5): 141149.
In a checkless society, instant transfer of money and credit will have a pervasive impact on the lives of consumers. Kramer and Livingston investigate this phenomena from the standpoint of the business community.

4427 Chapman, R. P. 1953. The Bankers Dilemma. HBR 31 ( July-August, no. 4): 5159.
Chapman describes the problem the banking industry has in generating a satisfactory return on investment while adhering to sound and time-tested banking principles.

4419 Liand, W. T. 1967. Banking and the Antitrust Laws. HBR 45 (May-June, no. 3): 138144.
Liand explores the type of banking practices that are illegal from an anti-trust perspective and whether banks should implement anti-trust compliance programs.

4428 Morton, F. S. 1951. Review of Literature on


Financial Institutions. HBR 29 (May, no. 3): 127 142.
[Looking Around Feature] Morton reviews several recently published books relevant to nancial institutions.

4420 Furnis, J. P. and P. S. Nadler. 1966. Should


Banks Reprice Corporate Services? HBR 44 (MayJune, no. 3): 95105.
Furniss and Nadler urge banks to make their corporate accounts more protable by offering more competitive credit terms on checking account balances and instituting higher charges for other corporate services.

4429 Speagle, R. E. 1951. Bank Stocks at a Discount. HBR 29 ( January, no. 1): 99106.
Speagle nds that bank stock prices fail to reect their book values. As such, investors can purchase bank stocks at considerable discounts.

4421 Williams, C. M. 1963. Senior Securities


Boon for Banks? HBR 41 ( July-August, no. 4): 82 94.
Previous regulations permitted national banks to use preferred stock on only distress nancing. Recently enacted regulations will enable greater exibility.

4430 Moynahan, J. J. 1950. Should Banks Buy


Long Term Bonds? HBR 28 (November, no. 6): 6166.
Moynahan demonstrates why bonds should be an integral part of a banks portfolio.

4422 Law, W. A. and M. C. Crum. 1963. New


Trend in Finance: The Negotiable C.D. HBR 41 ( January-February, no. 1): 115126.
Law and Crum maintain that the traditional bankcustomer relationship is at stake with the advent of the negotiable certicate of deposit issuances which means aggressive cash management on the part of banks.

4431 Ihlefeld, A. 1949. Reducing the Bank Deposit Insurance Premium. HBR 27 ( July, no. 4): 438448.
Ihlefeld discusses whether the annual rates for federal deposit insurance is too expensive and whether those rates could be suspended or at least reduced.

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4442 Wernette, J. P. 1935. The English Banking System. HBR 13 (April, no. 3): 366380.
British banking is conducted using a few large banks. Each then has many branch ofces. Some see that as a future paradigm for American banking.

4432 Posner, L. S. 1948. The Lesson of Guaranteed Mortgage Certicates. HBR 26 (September, no. 5): 560571.
Posner analyzes mortgage guaranty companies prior to the Great Depression and suggests ways to restore the mortgage industry now that the United States is on the verge of an unprecedented explosion in home construction.

4443 Hartzel, E. 1934. Time Deposits. HBR 13 (October, no. 1): 3343.
Hartzell maintains that how the time deposit phenomenon works has never been completely understood by the public.

4433 Ballentine, A. A. 1948. When All the Banks


Closed. HBR 26 (March, no. 2): 129143.
Ballentine, as an Under Secretary of the Treasury during the Hoover Administration, describes the framework behind President Roosevelts decision to close every American bank immediately after assuming the Presidency during the Great Depression.

4444 Burrell, O. K. 1933. Essential Elements in Banking Reconstruction. HBR 12 (October, no. 1): 1222.
Burrell is skeptical on how effective the Glass-Steagall Act will be in rectifying many of the problems facing the banking industry.

4434 Dauer, E. A. 1947. Radical Changes in Industrial Banks. HBR 25 (Autumn, no. 4a): 609 624.
Dauer examines the nancial performance of industrial banks compared to commerical banks from 1934 through 1946.

4445 Clifford, E. L. 1933. Commingled Trust Funds. HBR 11 ( January, no. 2): 253260.
Administering small trust funds of less than $25,000 is a daunting problem for banks given how funds of this magnitude are unprotable and difcult to secure.

4435 Popple, C. S. 1944. Group Banking. HBR


22 (Winter, no. 2): 191198.
Popple explains the federation aspect to group banking in which member banks have a signicant degree of autonomy. Yet, they are bound together in a permanent organization for dealing with any group problem that arises.

4446 Osterweis, S. L. 1932. Security Afliates and Security Operations of Commercial Banks. HBR 11 (October, no. 1): 124132.
Sound commercial banking can materialize only with good management practices. Osterweis contends that congressional mandates, which are designed with good intentions to eliminate such risks, can only aggravate these problems.

4436 Ebersole, J. F. 1940. Protecting Bank Bond


Investments. HBR 18 (Summer, no. 4): 410416.
Bankers are experiencing anxiety over their short-and long-term bond portfolios of United States government debt.

4447 Perry, G. E. 1931. Group Banking in the Northwest. HBR 9 ( January, no. 2): 235247.
Until recently, group banking was unheard of in the United States. Perry describes how conditions are changing as metropolitan areas expand outward and as consumers demand more in the way of conveniences and services.

4437 Morton, W. A. 1939. The Country Bank. HBR 17 (Summer, no. 4): 402413.
Morton examines how small town bankers are ghting for their survival in contrast to the preWorld War I period when the small town or country banker was perceived as prosperous and solvent.

4448 Posey, R. 1930. Prots of Commercial Banks. HBR 8 ( July, no. 4): 425434.
Posey analyzes why bank prots are decreasing and offers suggestions as to what might be done to increase them.

4438 Crosby, W. W., Jr. 1939. Recent Books on


Bank Management. HBR 17 (Winter, no. 2): 237 252.

4439 Bell, J. W. 1939. Recent Literature on


Money and Banking. HBR 17 (Winter, no. 2): 222236.

4449 Mumford, G. S. 1930. The Concentration of Banking Resources. HBR 8 ( January, no. 2): 137146.
Whenever two banks consolidate, their assets, capital stock, and other banking activities are consolidated. Whether their trust activities can be combined is problematic because of a 1928 federal statute.

4440 Brown, J. A. and J. De Lano. 1938. Commercial Banks and Small Loans. HBR 16 (Summer, no. 4): 481490.
Brown and De Lano examine the many problems facing banks that established personal or consumer loan departments.

4441 Dowrie, G. W. 1938. The Branch Banking Situation and Outlook. HBR 16 (Summer, no. 4): 411423.
Dowrie assesses whether branch banking works the way many believed it would and then predicts its future.

4450 York, J. Y., Jr. 1929. The Position of the Commercial Bank in the Origination and Distribution of Securities [Student Section]. HBR 7 ( July, no. 4): 445452. 4451 Establishment of a Bond Department in a Commercial Bank. 1928. HBR 7 (October, no. 1): 8796.
[HBR Case Study Feature] With the high volume

281
of securities issued since the end of World War I, many banks and trust companies (e.g., The Midwest National Bank of Omaha) are establishing bond departments along with separate subsidiary securities corporations.

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Curtiss describes how bank reserves are that portion of bank deposits banks keep on hand, uninvested, to meet the current demands of their depositors.

4452 Sanders, T. H. 1928. Cost Control in


Banks. HBR 6 ( July, no. 4): 420432.
Sanders writes about the pressures banks are under to control operating expenses.

4461 Sprague, O. M. 1922. Bank Management


and the Business Cycle. HBR 1 (October, no. 1): 1923.
With more than 30,000 banks eagerly competing for business, Sprague describes how difcult it is for bankers to engage in self-restraint.

4453 The Selection of a Bank. 1928. HBR 6 (April, no. 3): 343351.
[HBR Case Study Feature] The Ardley Paper Company case illustrates how rms must select a bank with the same care that they make their other connections.

Bond Portfolios or Bond Markets


4462 Woolridge, J. R. and G. Gray. 1982. Are Original-Issue Discount Bonds Here to Stay? HBR 60 (May-June, no. 3): 5456.
[Ideas for Action Feature]Woolridge and Gray describes how Original-Issue Discount (OIDs) bonds are offering companies great savings over coupon bonds, particularly in times of high interest rates. They are also popular with investors seeking tax-free instruments.

4454 Judging the Value of Commercial Paper.


1927. HBR 5 ( July, no. 4): 468481.
[HBR Case Study Feature] Banks tend to invest their surplus funds in commercial paper to diversify their risks. One bank is examining a tire manufacturer, the Ferris Rubber Company, who raises capital by selling its commercial paper.

4455 Current Position as a Basis for Credit. 1925.


HBR 3 ( July, no. 4): 497501.
[HBR Case Study Feature] The Middleton Bank of Chicago ordinarily requires commercial borrowers to maintain 20 percent of a loans face value to be deposited in their bank. The Grayson Electric Company, however, has been a good customer to where it was granted a line of credit. At the moment, their cash and other liquid assets amount to 7 percent of the face value for their line of credit.

4463 Harper, W. K., P. D. Berger and E. M. Foster. 1975. How About Original-Issue, Deep-Discount Bonds? HBR 53 (September-October, no. 5): 816.
Financial ofcers are urged to revamp their couponing policies when they issue deep-discount bonds.

4464 Miller, A. B. 1971. How to Call Your Convertibles. HBR 49 (May-June, no. 3): 6670.
[Management Memo Feature] Companies often sell convertible debentures with an eye to the day when they can be called in for redemption. All too often, however, the call goes unheard as some holders fail to exercise their conversion privileges, causing loses to both themselves and the company.

4456 Character of Management as a Basis of Obtaining Bank Credit. 1925. HBR 3 ( July, no. 4): 481485.
[HBR Case Study Feature] Banks sometimes acknowledge managements expertise as important as any balance sheet item when granting lines of credit to rms such as the Nunn Clothing Company.

4465 Arthur, H. B. 1938. What Do Bond Yield


Differentials Forecast? HBR 16 (Winter, no. 2): 183187.
Arthur explains the mechanics of how bond yields work and why investors must factor the possibility of ination when assembling their portfolios.

4457 Crum, W. L. and H. B. Vanderblue. 1925.


The Relations of a Commercial Bank to the Business Cycle. HBR 3 (April, no. 3): 297311.
Crum and Vanderblue maintain it is easy to trace bank ucuations and their manifestations on the business cycle.

4458 Short-Time Investments in Bonds by Commercial Banks. 1923. HBR 1 ( July, no. 4): 488491.
[Summaries of Business Research Feature] Typically, when surplus funds are available for commercial banks to purchase bonds, it is not advantageous to do so given their poor rate of return.

4466 Steiner, W. H. and O. Lasdon. 1934. The Market Action of New Issues: A Test of Syndicate Price Pegging. HBR 12 (April, no. 3): 339344.
Steiner and Landon maintain that investors typically shy away from purchasing bond issues until after the distributing syndicate has been dissolved.

4459 Sanders, F. K. 1923. Operating Expenses in


Banks and Trust Companies. HBR 1 ( July, no. 4): 475482.
Bank executives need to be far more cognizant on their operating expenses relative to that of their competitors.

4467 An Introduction to a Statistical Study of Bond Yields. 1929. HBR 7 (April, no. 3): 338342.
[Summaries of Business Research Feature] The movement of bond yields over a ten year period are examined prior to the maturity for each bond. Large investors, banks and other nancial investors are more likely to prot by synchronizing their sales and purchases with these movements.

4460 Curtiss, F. H. 1922. Bank Reserves Under


the Federal Reserve System. HBR 1 (October, no. 2): 4449.

4468 A Study in Investment Values of Industrial Bonds. 1925. HBR 3 ( January, no. 2): 222228.

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Deals on Bedrocks. HBR 82 (September, no. 9): 121128.
[Best Practice Feature] Harding and Rovit believe the primary purpose of a merger and acquisition must be for a rm to become better at what it does as opposed to simply growing larger.

[Summaries of Business Research Feature]Engages in a ten year research study on the status of bonds that industrial corporations have issued in excess of $100,000.

4469 The Advisability of Purchasing Bonds at the


Time of Issue. 1924. HBR 3 (October, no. 1): 90 99.
[Summaries of Business Research Feature] Examines whether new bond issues tend to fall in price within a year or two after issue.

4476 Dyer, J. H., P. Kale and H. Singh. 2004. When to Ally and When to Acquire. HBR 82 ( July-August, no. 78): 108115.
Most businesses do not treat an alliance as an alternative mechanism for attaining ones goals. In particular, companies often take over rms who they should have simply engaged in a collaboration with as opposed to their acquisition, merger or takeover.

4470 Brown, P. W. 1924. Determination of Net Earnings Available for Bond Interest. HBR 2 ( January, no. 2): 219223.
Browns article focuses on the depreciation of net income and its impact on bond income for investors.

4477 Harding, F. 2004. Cross Selling or Cross Purposes. HBR 82 ( July-August, no. 78): 4556.
[HBR Case Study Feature]TopTek, a software developer, acquired a consulting and systems-integration rm. Four individuals comment on what will it take for TopTek to succeed with this acquisition.

Company Takeover Issues or Merger-Acquisitions Topics


4471 Lovallo, D., P. Viguerie, R. Uhlaner and J. Horn. 2007. Deals Without Delusions. HBR 85 (December, no. 12): 9299.
Mergers and acquisitions are inherently difcult for everyone. Making the process more problematic is how many executives suffer from faulty assumptions and psychological biases. Lovallo and his coauthors developed an instrument to challenge an executives perceptions toward a particular deal.

4478 Reimus, B. 2004. Oil and Wasser. HBR 82


(May, no. 5): 3344.
[HBR Case Study Feature]Englands Royal Biscuit Company and Germanys Edeling GmbH are in the nal stages of a merger in which a cultural clash is threatening to torpedo this merger of equals.

4479 Cullinan, G., J. M. Le Roux and R. M. Weddogen. 2004. When to Walk Away from a Deal. HBR 82 (April, no. 4): 96104.
Deal-making may sound glamorous. Due diligence, however, will always be a burden. As such, many acquisitions end up producing little in value. Cullinan and his coauthors contend that a transactions momentum is hard to slow down once senior management has it in its sights.

4472 Nolop, B. 2007. Rules to Acquire By. HBR


85 (September, no. 9): 129139.
[Tool Kit Feature]As chief nancial ofcer for Pitney Bowes, Nolop describes how hard it is to acquire additional companies in addition to the process that Pitney Bowes engaged in when acquiring 70 new companies over the past six years.

4473 Harding, D. and T. Rouse. 2007. Human Due Diligence. HBR 85 (April, no. 4): 124131.
[Best Practice Feature] Most companies are thorough at doing their nancial due diligence when acquiring other companies. These same deal makers are typically oblivious to the people issues involved in a merger and acquisition. Often massive exodus in employee talent transpires because of differences in decision-making styles and inghting.

4480 Bamford, J., D. Ernst and D. G. Fubini. 2004. Launching a World-Class Joint Venture. HBR 82 (February, no. 2): 90100.
Integrating an acquired company into your organization is difcult. Banford and his coauthors offer ways to coordinate the shared decision-making and resources that joint ventures and alliances require.

4481 Ashton, J. E., F. X. Cook, Jr. and P. Schmitz.


2003. Uncover Hidden Value in a Midsize Manufacturing Company. HBR 81 ( June, no. 6): 111119.
[Best Practice Feature] Most successful midsize manufacturers face pressure to jump on the latest strategic bandwagon. Ashton and his coauthors remind company management how those opportunities will never replace an approach that has lead them to get the most out of their existing businesses. The three authors provide a four step method for setting strategic priorities that is based on a companys existing businesses.

4474 Moore, G. A. 2005. Strategy and Your


Stronger Hand. HBR 83 (December, no. 12): 62 72.
One type of business competes on a complex service model in which it has a few large enterprises as its primary clientele. A competing paradigm has millions of diverse customers; each of who generates few transactions. Business strategists often attempt to create new value by venturing into the others operating paradigm. Crippling problems invariably arise from mergers of this nature as people in both organizational structures see challenges from radically different perspectives.

4482 Selden, L. and G. Colvin. 2003. M & A Neednt Be a Losers Game. HBR 81 ( June, no. 6): 7079.
Three out of four acquisitions fail. Selden and Colvin

4475 Harding, D. and S. Rovit. 2004. Building

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nd that the acquiring companys shareholders are usually worse off than they would be had the deal never been done. In evaluating acquisitions, rms must look beyond the lure of prots and more diligently examine the balance sheet and cash ow statements.

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Times. HBR 78 (November-December, no. 6): 108116.


Integrating two companies is always a difcult process. Many rms appoint an integration manager to guide this hybrid organization through the merger or acquisition. These integration managers often leap into delicate situations when connecting the many breaches involving a culture or an outlook that transpire.

4483 Rovit, S. and C. Lemire. 2003. Your Best M&A Strategy. HBR 81 (March, no. 3): 1617.
[Forethought Feature] In creating long-term shareholder value, the most successful companies have a systematic approach for making acquisitions even in bad times.

4492 Aiello, R. J. and M. D. Watkins. 2000. The


Fine Art of Friendly Acquisition. HBR 78 (November-December, no. 6): 99107.
Financial acquirers are far more successful in generating higher return ratios than their corporate counterparts because of the way they approach the negotiation process.

4484 Deans, G. K., F. Kroeger and S. Zeisel. 2002.


The Consolidation Curve. HBR 80 (December, no. 12): 2021.
[Forethought Feature] Deans and his coauthors believe that knowing where a rm stands in its industrys life cycle is benecial for plotting a successful takeover strategy.

4493 Ghemawat, P. and F. Ghadar. 2000. The


Dubious Logic of Global Megamergers. HBR 78 ( July-August, no. 4): 6572.
Ghemawat and Ghadar contend that there are more protable ways for dealing with global mergers than relentless expansion.

4485 Croyle, R. and P. Kager. 2002. Giving


Mergers a Head Start. HBR 80 (October, no. 10): 2021.
[Forethought Feature] Croyle and Kager discuss the efforts of Dow Chemical and Union Carbide to utilize pre-merger planning teams to help in the assimilation process.

4494 Rappaport, A. S. and M. L. Sirower. 1999.


Stock or Cash? The Tradeoffs for Buyers and Sellers in Mergers and Acquisitions. HBR 77 (November-December, no. 6): 147159.
Companies are increasingly paying for their acquisitions with stock as opposed to cash. Rappaport and Sirower explain that huge differences exist between the two modes of payment and what each means to both parties.

4486 Harding, D. and P. Yale. 2002. Discipline


and the Dilutive Deal. HBR 80 ( July, no. 7): 1820.
[Forethought Feature] Harding and Yale explain how dilutive deals outperform accretive deals (i.e., mergers which immediately boost ones earnings per share) in the long-term.

4495 Chaudhuri, S. and B. Tabrizi. 1999. Capturing the Real Value in High-Tech Acquisitions. HBR 77 (September-October, no. 5): 123132.
High technology rms are increasingly acquiring other companies for competitive advantage purposes. Many of these acquisitions, however, yield disappointing results. Chaudhuri and Tabrizi contend that successful rms focus on an acquisitions long-term capabilities. They also make sure that key employees from the acquired company are comfortable in their new environment.

4487 James, D. N. 2002. The Trouble Ive Seen.


HBR 80 (March, no. 3): 4249.
[First Person Feature] James describes his work as a professional crisis manager who, for 30 years, has rescued companies on the brink of bankruptcy.

4488 Deighton, J. 2002. How Snapple Got Its


Juice Back. HBR 80 ( January, no. 1): 4753.
[HBR at Large Feature] Deighton explains how the Triarc Companies revived the Snapple brand which they bought from Quaker Oats at a bargain-basement price. Triarc later sold Snapple to Cadbury Schweppes for a handsome prot.

4496 Eccles, R. G., K. L. Lanes and T. C. Wilson. 1999. Are You Paying Too Much for That Acquisition? HBR 77 ( July-August, no. 4): 136148.
Eccles and his coauthors developed a systematic way for determining how much an acquisition is worth to a purchasing rm. Any purchaser must calculate the difference between the acquisition price and the rms intrinsic value. This difference represents the synergy value or the value that follows when improvements are made to the merged rms.

4489 Bower, J. L. 2001. Not All M&As Are Alike


and That Matters. HBR 79 (March, no. 3): 92101.
Mergers and acquisitions constitute very different strategic activities. Management who can grasp this differentiation stand a better chance of making the merger or acquisition succeed.

4490 Light, D. A. 2001. Who Goes, Who Stays?


HBR 79 ( January, no. 1): 3544.
[HBR Case Study Feature] Lights case study focuses on a high-prole merger between two pharmaceutical companies with radically different cultures.

4497 Cliffe, S. 1999. Can This Merger Be Saved? HBR 77 ( January-February, no. 1): 2944.
[HBR Case Study Feature] Cliffes case study focuses on the difculties that transpired from a merger between an American nancial services rm and one of its British competitors.

4491 Ashkenas, R. N. and S. C. Francis. 2000.


Integration Managers: Special Leaders for Special

4498 Ashkenas, R. N., L. J. DeMonaco and S. C. Francis. 1998. Making the Deal Real: How GE

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management predict the outcome of an alliance and formulate the right strategy.

Capital Integrates Acquisitions. HBR 76 ( JanuaryFebruary, no. 1): 165178.


Thousands of companies acquire other companies or are acquired themselves in any year. Nearly half of these mergers fail. GE Capital made the acquisition integration process into a ne art. Ashkenas and his coauthors describe GE Capitals formal model for new acquisitions.

4505 Kanter, R. M. 1994. Collaborative Advantage: The Art of Alliances. HBR 72 ( July-August, no. 4): 96112.
Kanter describes how alliances are an essential part of business life. North American companies, however, are notorious for concentrating on the nancial and opportunistic aspects and ignoring the human aspects of alliances.

4499 Anslinger, P. L. and T. E. Copeland. 1996. Growth Through Acquisitions: A Fresh Look. HBR 74 ( January-February, no. 1): 126135.
In studying 21 companies, over a 12 month period, Anslinger and Copeland discovered that nonsynergistic acquisitions can be protable provided that several planning and management procedures are implemented.

4506 Anders, G. 1992. The Barbarians in the Boardroom. HBR 70 ( July-August, no. 4): 7989.
Many corporate barbarians from the 1980s involved with the rash of corporate takeovers were afliated with the Kohlberg Kravis Roberts rm. Anders mentions how these individuals are now board members for the companies they raided during the 1980s and have, surprisingly, executed a host of sound management decisions.

4500 Nanda, A. and P. J. Williamson. 1995. Use Joint Ventures to Ease the Pain of Restructuring. HBR 73 (November-December, no. 6): 119132.
Companies planning to divest of sound, yet underperforming, businesses might consider undertaking joint ventures with potential buyers. This allows a buyer to learn about the businesss untapped possibilities and often results in a higher return to the seller as opposed to a straight sale would.

4507 Konsynski, B. R. and McFarlan F. W. 1990.


Information Partnerships Shared Data, Shared Scale. HBR 68 (September-October, no. 5): 114 120.
Konsynski and McFarlan describe information partnerships that enable rms to join forces without merging. Company databases, in this context, are shared. This structure can take the form of joint marketing efforts or information technology-driven arrangements.

4501 Kester, W. C. and T. A. Luehrman. 1995.


Rehabilitating the Leveraged Buyout. HBR 73 (May-June, no. 3): 119131.
Kester and Luehrman argue that the temporary ownership arrangements that leveraged buyout rms such as Clayton, Dubilier & Rice (CD&R) institute are important for better long-term management and company performance.

4508 Kitching, J. 1989. Early Returns on LBOs. HBR 67 (November-December, no. 6): 7481.
[Special Report Feature]Approximately 320 leveraged buy-out deals in the United States and Great Britain were examined to ascertain if those buyouts generated real gains in conjunction with shareholder value and operating efciencies.

4502 Owen, G. and T. Harrison. 1995. Why ICI Chose to Demerge. HBR 73 (March-April, no. 2): 133142.
Owen and Harrison write about the plight of Imperial Chemical Industries (ICI) in Great Britain. ICI grew too large and became difcult to manage. As such, it opted to divest itself of many of the acquisitions it made during the 1980s. The company also faced a takeover since their stock price never reected the value of the businesses it owned.

4509 Fruhan, W. E., Jr. 1988. Corporate Raiders: Head Em Off at Value Gap. HBR 66 ( July-August, no. 4): 6368.
No company is immune from the takeover frenzy. As such, Fruhan argues that CEOs need to start thinking and acting like corporate raiders by constructing legal hurdles such as poison pills and instituting dual class shares with different voting rights.

4503 Campbell, A., M. Goold and M. Alexander. 1995. Corporate Strategy: The Quest for Parenting Advantage. HBR 73 (March-April, no. 2): 120 132.
Campbell and his colleagues developed a parenting framework to address questions on what businesses a company should own. This framework takes into consideration the characteristics of the parent and whether there is room for improvement.

4510 Taylor, W. and G. E. Willigan. 1988. The Case of the Deadlocked Directors. HBR 66 ( JulyAugust, no. 4): 814.
[HBR Case Study Feature] Sales revenues for Myerson Industries, a manufacturer of small appliances, have stagnated at around $350 million. Operating margins have dwindled to 10 percent. Larger competitors are freezing Myerson from the high-volume discount operations. Moreover, Myersons stock price has dwindled making the company vulnerable to a hostile takeover.

4504 Bleeke, J. A. and D. Ernst. 1995. Is Your Strategic Alliance Already a Sale? HBR 73 ( JanuaryFebruary, no. 1): 97106.
Nearly 80 percent of joint ventures end in a sale to one of the partners. An alliance can either be a good acquisition or divestiture vehicle provided its evolution is planned. Bleeke and Ernst describe a technique that helps

4511 Gaddis, P. O. 1987. Taken Over, Turned Over. HBR 65 ( July-August, no. 4): 822.
[From the Boardroom Feature]Corporate directors should do everything possible to prevent the loss of talented managers and other knowledge workers when negotiating a takeover deal.

285
4512 Millstein, I. M. 1986. Takeover Reform: Common Sense from the Common Law. HBR 64 ( July-August, no. 4): 1619.
[From the Boardroom Feature]Millstein describes how the courts have developed a standard for enabling corporate directors to defend themselves from hostile tender offers.

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45124528

4520 Mailandt, P. 1982. Supplying the Search for Four-Leaf Clovers. HBR 60 ( July-August, no. 4): 4452.
[Growing Concerns Feature] Malivant discusses how one can best identify nancially attractive acquisition targets.

4513 Pickens, T. B., Jr. 1986. Professions of a


Short-Termer. HBR 64 (May-June, no. 3): 7579.
Pickens dismisses those who criticize the work of the corporate raider or short-term investor in enhancing shareholder value. Moreover, near-term shareholder value is not incompatible with long-term growth.

4521 Salter, M. S. and W. A. Weinhold. 1981. Choosing Compatible Acquisitions. HBR 59 ( January-February, no. 1): 117127.
Successfulacquiring companies often have a formal mechanism to identify the candidates who offer great potential in providing shareholder value.

4514 Jemison, D. B. and S. B. Sitkin. 1986. Acquisitions: The Process Can Be a Problem. HBR 64 (March-April, no. 2): 107116.
More large-scale acquisitions are now occurring than ever before. Jemison and Sitkin examine why these deals never seem to live up to the expectations of their proponents.

4522 Kierulff, H. E. 1981. Finding the Best Acquisition Candidates. HBR 59 ( January-February, no. 1): 6668.
[Growing Concerns Feature] From surveying 91 large companies, Kierulff nds that many of these companies are disappointed in their acquisitions of smaller companies. As such, Kierulff offers ways for executives to overcome these hazards.

4515 Lowenstein, L. 1986. No More Cozy Management Buyouts. HBR 64 ( January-February, no. 1): 147156.
A study of 28 recent management buy out proposals illustrates that tax benets (i.e., large interest deductions, write-ups and accelerated depreciation of assets, and the ability to shelter operating income using employee stock option plans) are a major element in MBO pricing structures.

4523 Rappaport, A. 1979. Strategic Analysis for More Protable Acquisitions. HBR 57 ( July-August, no. 4): 99110.
Only a small percent of acquisition candidates are available at a price that enables the acquirer to earn an acceptable return on investment. Rappaport, as such, developed an analysis technique to provide company management with the necessary information and strategy when engaged in negotiations for an acquisition.

4516 Fogg, J. G., III. 1985. Takeovers: Last Chance for Self-Restraint. HBR 63 (NovemberDecember, no. 6): 3040.
[From the Boardroom Feature] Hostile takeovers are an extremely contentious topic and in dire need of reform. This must emanate from company management if it wants to prevent Congress and the Federal Government from becoming involved.

4524 Biggadike, R. 1979. The Risky Business of Diversication. HBR 57 (May-June, no. 3): 103111.
Biggadikes research on acquisitions and diversication efforts indicates that it takes an average of 12 years before the ROI on such ventures equal that of mature businesses.

4517 Saul, R. S. 1985. Hostile Takeovers: What


Should Be Done? HBR 63 (September-October, no. 5): 1824.
[From the Boardroom Feature]Saul describes how the volume of mergers in 1984 soared to record levels. This feverish atmosphere is making careful board and shareholder deliberations impossible.

4525 Chatlos, W. E. 1978. The SEC vs. Investors on Tender Offers. HBR 56 (September-October, no. 5): 68.
[Ideas for Action Feature] Chatlos discusses whether more time should be allotted to takeover tender offers for the benet of individual investors.

4518 Jensen, M. C. 1984. Takeovers: Folklore and


Science. HBR 62 (November-December, no. 6): 109121.
Jensen contends that corporate takeovers are a logical outgrowth of competitive pressures and that criticism from the media and public policymakers over this are misguided.

4526 Salter, M. S. 1978. Diversication via Acquisition: Creating Value. HBR 56 ( July-August, no. 4): 166176.
Salter and Weinhold attempt to explain why diversication through the acquisition process remains popular despite many inherent economic risks.

4527 Gilbert, F. S., Jr. 1978. Financing the Leveraged Buy-Out Through the Acquired Assets. HBR 56 ( July-August, no. 4): 816.
[Ideas for Action Feature] Gilbert describes the popularity and fundamentals of an asset-based approach for nancing leveraged acquisitions.

4519 Howard, J. 1982. Defuse the Hostility Factor in Acquisition Talks. HBR 60 ( July-August, no. 4): 5458.
[Growing Concerns Features] Howard offers a seven-step method that buyers and sellers of small businesses can use during their negotiations.

4528 Stancill, J. McN. 1977. Search for a Leveraged Buyout. HBR 55 ( July-August, no. 4): 812.
[Ideas for Action Feature] Stancill describes how

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4537 MacDougal, G. E. and F. V. Malek. 1970.
Master Plan for Merger Negotiations. HBR 48 ( January-February, no. 1): 7182.
Two obstacles are hampering the negotiations process for corporate acquisitions. One is the inability to settle on a realistic price. The other is failing to sell the seller on the nonnancial aspects of the merger. MacDougal and Malek provide an analytical approach that provides buyers with a competitive edge for consummating the deal.

companies can acquire another company by borrowing on the target companys assets and cash which then becomes a leveraged buyout.

4529 Peterson, H. C. 1976. Pointers in Defending Against a Cash Take-Over Bid. HBR 54 (November-December, no. 6): 1216.
[Ideas for Action Feature] Todays targets of tender offers are companies with one of the following: (1) a stock price lower than book value; (2) a low price/earnings ratio; (3) a small proportionate of stock in their directors and ofcers hands; (4) high liquidity and a low debt/equity ratio; and either (5) excess, hidden, understated, or undervalued assets.

4538 Shad, J. S. R. 1969. The Financial Realities of Mergers. HBR 47 (November-December, no. 6): 133146.
Shad analyzed 65 mergers and acquisitions of publicly traded companies and describes the nancial realities of these transactions.

4530 Troubh, R. S. 1976. Purchased Affection: A


Primer on Cash Tender Offers. HBR 54 ( July-August, no. 4): 7991.
With a number of quality companies available at less than book value, Troubh explains how tender offers are a convenient way to implement a merger.

4539 Handy, J. L. 1969. How to Face Being Taken Over. HBR 47 (November-December, no. 6): 109 111.
[Management Memo Feature] Handy describes a checklist he developed for top management of companies on the verge of being taken over by another company.

4531 Robinson, J. W. 1976. To Counter Tender Offers, TLC for Shareholders. HBR 54 ( JanuaryFebruary, no. 1): 812.
[Ideas for Action Feature] Robinson explains how courts seldom recognize that a board of directors is the sole representative of shareholders with regards to tender offers.

4540 Stern, L. W. 1969. Mergers Under Scrutiny.


HBR 47 ( July-August, no. 4): 1836, 160163.
[Keeping Informed Feature] The incoming Justice Department in the Nixon Administration opposes the conglomerate merger movement. Stern traces the legal basis for this posture within the Nixon Administration.

4532 Kellogg, D. E. 1975. How to Buy a Small Manufacturing Business. HBR 53 (September-October, no. 5): 92100.
Kellogg provides advice to buyers of companies on analyzing the risks and hidden costs that one assumes. He also describes how to gauge a companys earnings potential.

4541 Vance, J. O. 1969. Is Your Company a TakeOver Target? HBR 47 (May-June, no. 3): 9398.
For corporate management that wants to protect themselves from an undesirable suitor, Vance warns how crucial it is to do an early diagnosis and review of its nancial and nonnancial indicators of liquidity, debt position, price/earnings ratio as well as its earnings.

4533 Kitching, J. 1974. Winning and Losing with


European Acquisitions. HBR 52 (March-April, no. 2): 124136.
Kitching describes the difculties that American companies are encountering after purchasing European companies as a means to penetrate the European market.

4542 Leighton, C. M. and G. R. Tod. 1969. After the Acquisition: Continuing the Challenge. HBR 47 (March-April, no. 2): 90102.
Leighton and Tod nd that a competent management team is the key for establishing effective relations between a corporation and its acquisitions. In particular, the managers who are responsible for the growth and well being of the acquisition must be brought into the picture as soon as a likely acquisition candidate is identied.

4534 Shad, J. S. R. 1973. Higher Premiums in


Corporate Acquisitions. HBR 51 ( July-August, no. 4): 78.
[Ideas for Action Premium] Shad documents how the cost of corporate acquisitions has skyrocketed.

4535 Howell, R. A. 1970. Plans to Integrate Your Acquisitions. HBR 48 (November-December, no. 6): 6676.
Executives often embark on acquisitions programs with expectations that never materialize since many intrinsic organizational implications are ignored.

4543 Rockwell, W. F., Jr. 1968. How to Acquire a Company. HBR 46 (September-October, no. 5): 121132.
Having participated in many negotiations involving mergers and acquisitions, Rockwell describes some successes and pitfalls that Rockwell Corporation endured. These lessons are grouped into ten major rules or commandments.

4536 Reum, W. R. and T. A. Steele, III. 1970.


Contingent Payouts Cut Acquisitions Risks. HBR 48 (March-April, no. 2): 8391.
Contingent payouts are an increasingly popular method for companies to reduce the risk that their acquired companies might sour.

4544 Davis, R. E. 1968. Compatibility in Corporate Marriages. HBR 46 ( July-August, no. 4): 8693.
Successful company mergers often stem from com-

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patible business styles such as the degree of risk each rm can assume or the length of time both rms will wait to achieve certain nancial benchmarks.

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4553 Learned, E. P. 1930. Mergers in the Cotton


Industry. HBR 8 (Summer, no. 4): 501512.
Learned argues that an integrated merger will not benet Great Britains cotton industry since mill operators lack the requisite merchandising acumen.

4545 Kitching, J. 1967. Why Do Mergers Miscarry? HBR 45 (November-December, no. 6): 84 101.
Kitching examined the results of some corporate acquisitions over a period of two to seven years after the event and how some ourished while others were colossal failures.

4554 Purposes and Financial Plans of Industrial Reorganizations. 1929. HBR 7 ( January, no. 2): 196207.
[Summaries of Business Research Feature]The author explains how industrial reorganizations may be for constructive, manipulative or curative purposes.

4546 Hayes, S. L., III and R. A. Tausig. 1967. Tactics of Takeover Bids. HBR 45 (March-April, no. 2): 135148.
Hayes and Tausig examined ten years worth of tender offers to assess the moves and countermoves that bidding companies, incumbent management and shareholders engage in during contested cash acquisitions.

4555 Consolidation of Pile Fabric Manufacturers. 1928. HBR 7 (October, no. 1): 96107.
[HBR Case Study Feature] Financers and leading textile executives want to consolidate New Englands textile mills. Doing so might pull this regional industry out of its economic doldrums. It would also stymie Southern competition.

4547 Smalter, D. J. and R. C. Lancey. 1966. P/E Analysis in Acquisition Strategy. HBR 44 (November-December, no. 6): 8595.
Smalther and Lancey describe the relationship between the P/E ratio for a takeover candidate in conjunction to that of the prospective parent for determining whether earnings dilution exists and whether the survivor can swap stock.

4556 The Utilization of an Acquired Competitive Brand. 1923. HBR 1 ( July, no. 4): 499502.
[HBR Case Study Feature] The Fond du Lac Company acquired a competitor and is pondering how to penetrate the markets of this former competitor.

Consumer Credit Industry


4557 Levy, M. and C. A. Ingene. 1983. Retailers: Head Off Credit Cards with Cash Discounts? HBR 61 (May-June, no. 3): 1822.
[Ideas for Action Feature]Levy and Ingene provide retailers with a mathematical formula to calculate an optimal discount for consumers who use cash instead of a credit card.

4548 Wakeeld, B. R. 1965. Mergers and Acquisitions. HBR 43 (September-October, no. 5): 619, 184.
[Keeping Informed Feature] Wakeeld describes recent studies that have been done on mergers based on the negotiations process, appraisals, anti-trust ramications as well as a host of other considerations.

4549 McCarthy, G. D. 1961. Premeditated Merger. HBR 39 ( January-February, no. 1): 7482.
Mergers can be successfully executed when a committee is charged to obtain sound data, utilize the right valuation methods and avoid a number of other pitfalls.

4558 Capon, N. 1978. Discrimination in Screening Credit Applicants. HBR 56 (May-June, no. 3): 812, 172.
[Ideas of Action Feature]Capon explains how consumer credit industry utilizes a point-scoring system when approving credit card and other forms of credit.

4550 Kaplan, A. D. H. 1955. The Current Merger


Movement Analyzed. HBR 33 (May-June, no. 3): 91100.
The recent mergers of some well-known companies has been labeled the third mergers wave. Kaplan compares-and-contrasts this wave with its two predecessors from 1898 to 1903 and then 1919 through 1929.

4559 Cox, E. B. and P. E. Giese. 1972. Now Its the Less-Check Society. HBR 50 (November-December, no. 6): 616, 148149.
[Special Report Feature] With the long-held vision of a checkless society fading, Cox and Giese maintain that a mixture of paper and electronic procedures will become standard. The two also predict the impact this has on banks, commercial businesses and consumers.

4551 Butters, J. K. and J. Lintner. 1951. Taxes and


Mergers. HBR 29 (March, no. 2): 6981.
Butters and Lintner describe their empirical research on the impact that the federal tax code has on corporate mergers.

4560 Seidl, J. M. 1970. Lets Compete with Loan Sharks. HBR 48 (May-June, no. 3): 6977.
Seidl describes the social ramications involved with loan sharking and what should be instituted to compete with this industry.

4552 Lincoln, J. T. 1933. The Cotton Trade Machine Industry: American Loom Builders. HBR 12 (October, no. 1): 94105.
Lincoln describes the high degree of liquidation and consolidation taking place among cotton textile equipment manufacturers.

4561 Johnson, R. W. 1968. Uniform Code for Consumer Credit. HBR 46 ( July-August, no. 4): 119125.
Johnson discusses some proposed legislation relevant to installment and other consumer loans.

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Risk balance sheets are another tool for identifying risk and determining the amount of equity capacity to generate more value-added risk.

4562 Kaplan, R. M. 1967. Credit Risks & Opportunities. HBR 45 (March-April, no. 2): 8388.
Kaplan developed a statistical technique for reconciling the opposing attitudes of marketing (i.e., sales maximization) and credit (i.e., loss minimization).

4563 Andrews, V. L. 1964. Captive Finance Companies. HBR 42 ( July-August, no. 4): 8092.
Some of the nations largest nonnancial corporations acquired nance companies to raise needed debt capital during the 1950s and early 1960s. Andrews nds that the advantages from having a captive nance company is vastly overrated.

4570 van Putten, A. B. and I. C. MacMillan. 2004. Making Real Options Really Work. HBR 82 (December, no. 12): 134141.
[Tool Kit Feature] Discounted cash ow analysis may protect one from risky growth opportunities. It doesnt, however, do justice to those opportunities that are highly promising but risky. Conversely, real options can capture a projects upside but virtually ignores its risks. van Putten and MacMillian explain how these two valuation methods can be combined in a simple manner.

4564 Hubbard, J. B. 1940. Easy Money: Doctrine


and Results. HBR 19 (Autumn, no. 1): 5265.
Hubbard believes that, in times of easy money, or cheap credit, consumers are more likely to renance existing loans than increase ones purchasing during downturns in the business cycle.

4571 Copeland, T. and P. Tufano. 2004. A RealWorld Way to Manage Real Options. HBR 82 (March, no. 3): 9099.
Each corporate growth project is an option in the way that managers face choices: to either push ahead or pull back. Many companies, however, hesitate to apply options theory to highly complex initiatives such as R&D and geographic expansion.

4565 Nugent, R. 1935. Earnings of Small-Loan Licensees, 1929 to 1933. HBR 13 ( January, no. 2): 249257.
Nugent pinpoints the operating difculties that small lending companies face from the standpoint of the cost of capital.

4566 Lorenz, O. C. 1930. Installment Finance and the Efcient Use of Capital. HBR 8 ( July, no. 4): 451459.
Lorenz argues that more needs to be published on the problems facing the installment nance industry.

4572 Passov, R. 2003. How Much Cash Does Your Company Need? HBR 81 (November, no. 11): 119128.
[Tool Kit Feature]Knowledge-intensive rms such as Pzer possess largely intangible assets (such as R&D). As such, they are highly volatile, difcult to value and vulnerable to nancial distress in conjunction to companies with more tangible assets.

Corporate Finance Decisions


4567 Mizik, N. and R. Jacobson. 2007. The Cost
of Myopic Management. HBR 85 ( July-August, no. 7/8): 2224.
[Forethought Feature] A Columbia Business School survey nds that 80 percent of nancial executives would cut spending on discretionary activities (e.g., R&D and marketing) if under pressure to reach immediate performance targets. Mizik and Jacobson label this practice, myopic management, and discuss its longterm ramications.

4573 Fleming, Q. W. and J. M. Koppelman. 2004. Whats Your Projects Real Price Tag? HBR 81 (September, no. 9): 2022.
[Forethought Feature] With nancial statements being scrutinized as never before, executives face enormous pressure to accurately forecast a major projects cost. The earned-value management technique lets them do that and alerts them if a cost-overrun is imminent.

4574 McNulty, J. J., T. D. Yeh, W. S. Schulze and M. H. Lubatkin. 2002. Whats Your Real Cost of Capital. HBR 80 (October, no. 10): 114121.
[Tool Kit Feature]McNulty and his coauthors explain how awed the capital asset pricing model (CAPM) is when estimating the cost of equity capital.

4568 Shaw, R. and V. W. Mitchell. 2007. So You


Think You Understand Revenues. HBR 85 (May, no. 5): 2525.
[Forethought Feature] Shaw and Mitchell contend that revenue issues are often misunderstood or mismanaged and that executives too often rely on gut feelings instead of hard data when it comes to making these decisions.

4575 Hagel, J., III. 2002. Leveraged Growth: Expanding Sales Without Sacricing Prots. HBR 80 (October, no. 10): 6877.
Leveraged growth offers rms the potential of an immediate boost in sales and protability whereby a rm leverages the assets of the other businesses operating in its value chain.

4569 Merton, R. C. 2005. You Have More Capital Than You Think. HBR 83 (November, no. 11): 8494.
Modern nancial tools, such as derivative contracts, enable rms to free up their equity capital. This equity capital often serves as a cushion against an array of risk; albeit, it never adds value to ones assets or activities.

4576 Dranikoff, L., T. Koller and A. Schneider. 2002. Divesture: Strategys Missing Link. HBR 80 (May, no. 5): 7483.
Most companies devote a signicant amount of time and attention to acquiring and creating businesses. Few,

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however, pay attention to divesting their business lines. Doing so helps ensure that the remaining units grow stronger and more robust.

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lized to value operations or any asset that produces a succession of future cash ows. Luehrman produced a case study to demonstrate how the APV method can be utilized.

4577 Churchill, N. C. and J. W. Mullins. 2001. How Fast Can Your Company Afford to Grow. HBR 79 (May, no. 5): 135143.
[Tool Kit Feature] Many times when seemingly protable companies try to grow too fast, they run out of cash. As such, Churchill and Mullins emphasize the importance of maintaining a proper balance between consuming cash and generating it.

4584 _____. 1997. Whats It Worth? A General


Managers Guide to Valuation. HBR 75 (May-June, no. 3): 132142.
The weighted average cost of capital (WACC) method has been a popular valuation tool for rms since the 1970s. With improvements in computers and new theoretical insights into valuation, Leuhrman describes several tools that outperform the WACC on valuation problems that plague management.

4578 Pettit, J. 2001. Is a Share Buyback Right for


Your Company? HBR 79 (April, no. 4): 141147.
[Tool Kit Feature] When a companys performance lags, a share buyback might look attractive. Buybacks can easily backre unless top management understands how and when to use this powerful but risky tool.

4585 Tufano, P. 1996. How Financial Engineering Can Advance Corporate Strategy. HBR 74 ( January-February, no. 1): 136146.
Tufano utilizes ve case studies to explain how a new technical nancial process can help senior management reduce their cost of existing activities and help it develop new products, services and markets.

4579 Amram, M. and N. Kulatukaka. 1999. Disciplined Decisions: Aligning Strategy with the Financial Markets. HBR 77 ( January-February, no. 1): 95109.
In times of volatile markets, it is difcult to predict how an investment affects a companys value. Amram and Kulatilaka explain how management can make more sure-footed strategic investment decisions and avoid basing important decisions on subjective judgments about the future.

4586 Dixit, A. K. and R. S. Pindyck. 1995. The Options Approach to Capital Investment. HBR 73 (May-June, no. 3): 105118.
Dixit and Pindyck nd that the net present value (NPV) approach for making capital investment decisions often produces poor results. To remedy this, Dixit and Pindyck advocate modifying the NPV.

4580 Luehrman, T. A. 1998. Strategy as a Portfolio of Real Options. HBR 76 (September-October, no. 5): 89101.
Luehrman contends that the discounted-cash-ow valuation method is too inexible to make the most of changes that occur outside of ones strategic plan. Business strategy is much like a series of options as opposed to a single projected cash ow. Effective execution involves making a sequence of major decisions. Some actions are taken immediately. Others are deliberately deferred so that managers can optimize their choices as circumstances evolve.

4587 Using Derivatives: What Senior Managers Must Know. 1995. HBR 73 ( January-February, no. 1): 3341.
[Perspectives Feature] Derivatives are becoming popular for companies in need of new ways to manage their nancial and operating risks. However, some well publicized losses involving companies such as Procter & Gamble require top management to be vigilant when monitoring or taking action on their derivatives.

4588 Froot, K. A., D. S. Scharfstein and J. C. Stein. 1994. A Framework for Risk Management. HBR 72 (November-December, no. 6): 91103.
All businesses are subject to uctuations involving interest or exchange rates as well as with commodity prices. As such, many are turning to the derivatives markets and other risk management schemes for assistance. A corporate risk management program must ensure that a company has the cash available to make value-enhancing investments.

4581 _____. 1998. Investment Opportunities as


Real Options: Getting Started on the Numbers. HBR 76 ( July-August, no. 4): 5167.
[Managers Tool Kit Feature] Luehrman offers a framework to bridge the gap between real-world capital projects and the higher mathematics associated with formal option-pricing theory.

4582 Sharpe, P. and T. Keelin. 1998. How


SmithKline Beecham Makes Better Resource Allocation Decisions. HBR 76 (March-April, no. 2): 4557.
[Ideas at Work Feature] Sharpe and Keelin describe SmithKline Beechams new decision-making process for resource allocation with its R&D projects.

4589 Luehrman, T. A. 1994. Financial Engineering at Merck: Monte Carlo Simulation. HBR 72 ( January-February, no. 1): 9497.
Merck, circa. 1993, invested over $2 billion in research and development (R&D) and capital expenditures. Much of this investment went toward risky, long-term projects that are notoriously difcult to evaluate. Luehrman explains how Merck builds nancial models for its scientic and commercial processes.

4583 Luehrman, T. A. 1997. A Better Tool for Valuing Operations. HBR 75 (May-June, no. 3): 145154.
The adjusted present value (APV) method can be uti-

4590 Nichols, N. A. 1994. Scientic Management at Merck. HBR 72 ( January-February, no. 1): 8899.
[An Interview With CFO Judy Lewent] Mercks

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companies. Standard nancial statements are unreliable if money moves between the business and its owner. The same applies to the guidelines used for investment decision making or measuring growth.

Judy Lewant, the only woman to be chief nancial ofcer at a major American corporation, discusses Mercks nancial management framework.

4591 _____. 1993. Efcient? Chaotic? Whats the


New Finance? HBR 71 (March-April, no. 2): 50 60.
[In Question Feature]Investors and chief nancial ofcers make decisions based on nancial theories developed after World War II (e.g., efcient market hypothesis or the capital asset pricing model (CAPM)). These theories are under increasing criticism and scrutiny as a result of globalization and the technological advances that have transpired. Nicholss article examines some newer nancial concepts such as chaos theory.

4598 Arnold, J. H., III. 1986. Assessing Capital


Risk: You Cant Be Too Conservative. HBR 64 (September-October, no. 5): 113121.
Arnold nds that when managers apply a worst case analysis for nancing large expansion projects with debt, they would be better off adopting the procedure of staying power analysis. Staying power analysis is predicated on the premise that a borrower has two sources of repayment (i.e., the business operating cash ow being the primary source of repayment along with the liquidation value of assets as the secondary source).

4592 _____. 1992. The Case of the Combative


CFO. HBR 70 ( July-August, no. 4): 1424.
[HBR Case Study Feature] Nicholss case study focuses on a dispute between a chief nancial ofcer and a chief executive ofcer on whether to continue publishing a newspaper that is only three years old. The case study also probes the manner in which a board of directors decides who to back when a CEO and CFO are at odds.

4599 Viscione, J. A. 1986. How Long Should You


Borrow Short Term? HBR 64 (March-April, no. 2): 2024.
[Growing Concerns Feature] Viscione explores how smaller companies can maximize their capacity to absorb short-term debt if they know when their risk is great enough to forgo protable opportunities.

4593 Willigan, G. E. 1990. The Value-Adding


CFO: An Interview with Disneys Gary Wilson. HBR 68 ( January-February, no. 1): 8495.
[An Interview with Gary Wilson of the Disney Company] As chief nancial ofcer for the Disney Corporation, Gary Wilson discusses the complexities involved with corporate nance these days.

4600 Donaldson, G. 1985. Financial Goals and Strategic Consequences. HBR 63 (May-June, no. 3): 5666.
Donaldson studied 12 mature companies, who possess more than $1 billion dollars in sales and over $600 million in assets and found that most rms pay little attention on achieving certain nancial goals with regards to their ow of funds.

4594 _____. 1989. The Case of the Expensive Expansion. HBR 67 ( January-February, no. 1): 1025.
[HBR Case Study Feature] Willigans case study focuses on a toy manufacturer who needs to double their capitalization so it can launch a new product line. Moreover, would convertible bonds be a viable option for doing this?

4601 Hodder, J. E. and H. E. Riggs. 1985. Pitfalls


in Evaluating Risky Projects. HBR 63 ( JanuaryFebruary, no. 1): 128135.
Though many times misapplied or misinterpreted, Hodder and Riggs challenge critics of the discounted cash ow technique.

4595 Bhide, A. 1988. Why Not Leverage Your Company to the Hilt? HBR 66 (May-June, no. 3): 9298.
Bhide explains how possessing too much cash and unused debt costs money and triggers takeover attempts. Moreover, cash reserves and unused debt capacity are not free. Both can be used to retire equity which is expensive.

4602 Marshuetz, R. J. 1985. How American Can Allocates Capital. HBR 63 ( January-February, no. 1): 8291.
Marshuetz explains how American Can developed a modern system to tailor its capital allocation process to its various businesses.

4596 Rappaport, A. 1987. Stock Market Signals to Managers. HBR 65 (November-December, no. 6): 5762.
Rappaport developed a schema for management to ascertain the markets expectations for them and their strategic plans.

4603 Arnold, T. S. 1984. How to Do Interest Rate Swaps. HBR 62 (September-October, no. 5): 96 101.
Interest rate swaps are offered by many nancial intermediaries to insurance companies, banks and rms. Arnold explains how interest rate swaps are executed and the manner in which they create cheaper liabilities and higher-yielding assets.

4597 Levin, R. I. and V. R. Travis. 1987. Small Company Finance: What the Books Dont Say. HBR 65 (November-December, no. 6): 3032.
[Growing Concerns Feature] What may be appropriate when managing the nances of a large public corporation may not be appropriate for privately-held

4604 Kester, W. C. 1984. Todays Options for Tomorrows Growth. HBR 62 (March-April, no. 2): 153160.
To trigger company growth, Kester discusses why top management should look at investment opportunities such as options.

291
4605 Ernst, H. B. 1984. New Balance Sheet for Managing Liquidity and Growth. HBR 62 (MarchApril, no. 2): 122136.
Ernsts strategic equilibrium concept enables a rm to determine its level of growth in conjunction to a level of operating capital and exibility.

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4613 Boettcher, J. H. and F. B. Sotelino. 1982. A Look at the Variable-Maturity Loan. HBR 60 (May-June, no. 3): 8086.
Fixed-payment, variable-maturity loans are worth examining any time a rm needs to borrow from commercial banks during times of economic uncertainty.

4606 Lambrix, R. J. and S. S. Singhvi. 1984. Preapproval Audits of Capital Projects. HBR 62 (March-April, no. 2): 1214.
[Ideas for Action Feature] Lambrix and Singhvi describe how ARMCO has employees submit capital investment proposals to an in-house team prior to being presented to top management.

4614 Hayes, R. H. and D. A. Garvin. 1982. Managing as if Tomorrow Mattered. HBR 60 (MayJune, no. 3): 7079.
Hayes and Garvin nd that many companies rely too heavily on analytic techniques such as the discounting of future cash ows. Because of that, company management is likely to defer the critical investments in capital stock for which their companies depend.

4607 Ellsworth, R. R. 1983. Subordinate Financial Policy to Corporate Strategy. HBR 61 (November-December, no. 6): 170182.
Ellsworth describes how antiquated nancial policies can stymie an organizations capabillity to innovate and thus gain a competitive advantage in the marketplace.

4615 Mullins, D. W., Jr. 1982. Does the Capital Asset Pricing Model Work? HBR 60 ( January-February, no. 1): 105114.
Mullins describes the nature and benets of the capital asset pricing model (CAPM) that it can generate for corporate nancial executives.

4608 Harrington, D. R. 1983. Stock Prices, Beta, and Strategic Planning. HBR 61 (May-June, no. 3): 157164.
By applying the capital asset pricing model [CAPM], a diversied company could assess the risks encountered by its subsidiaries.

4616 Lambrix, R. J. and S. S. Singhvi. 1981. How


to Set Volume-Sensitive ROI Targets. HBR 59 (March-April, no. 2): 174179.
Lambrix and Singhvi developed a technique to aid upper management set its ROI targets based on differing levels of sales volume that should withstand the vagaries of the economy. The two hope this technique will provide upper management with a better understanding of their business along with clearer performance expectations.

4609 Draper, D. W. 1983. Financial Futures for Hedging Long-Term Debt. HBR 61 (March-April, no. 2): 172176.
[Ideas for Action Feature] Since 1979, Draper describes how the number of American nancial institutions engaged in some form of hedging has grown exponentially.

4610 Harrison, D. D. and W. H. Hernandez. 1983. Measuring the Impact of Ination on Working Capital. HBR 61 ( January-February, no. 1): 2831.
[Ideas for Action Feature] Harrison and Hernandez describe how the concept of working capital events analysis is a gauge for measuring the impact of ination, efciency changes and volume on inventory, receivables and payables.

4617 Gale, B. T. 1980. Can More Capital Buy Higher Productivity? HBR 58 ( July-August, no. 4): 7886.
Gale urges company management to consider the long-term consequences of mechanization and not simply evaluate investment in new capital as a choice between increased capital costs and reduced labor costs.

4611 Stancill, J. M. 1982. Does the Market Know Your Companys Real Worth? HBR 60 (September-October, no. 5): 4150.
[Growing Concerns Feature] Stancill contends that small businesses and managers of smaller publiclytraded companies have more control than they realize over factors such as industry classication, earnings forecasts, sales and stock prices. In other words, they are not held hostage to the whims of market forces as many falsely perceive.

4618 Wynant, L. 1980. Essential Elements of Project Financing. HBR 58 (May-June, no. 3): 165173.
Wynant describes how project nancing can be an effective vehicle for managing ones exposure to the risks involved with capital debt.

4619 Gumpert, D. E. 1980. Selling Your Company: Additional Perspectives. HBR 58 (May-June, no. 3): 5466.
[Growing Concerns Feature] Five commentators assess Michael Berolzheimers article from the JanuaryFebruary 1980 issue of HBR on his sale of Duraame to Kingsley Charcoal based on their own experiences.

4612 Piper, T. R. and W. A. Weinhold. 1982.


How Much Debt Is Right for Your Company? HBR 60 ( July-August, no. 4): 106114.
Although debt can boost a companys value, Piper and Weinhold emphasize that employing it too aggressively weakens a rms competitive position by fostering a dependence on unstable sources of capital.

4620 Pettway, G. H. 1980. A Return on Capital MeasureBetter Than DCF? HBR 58 (May-June, no. 3): 3436.
[Ideas for Action Feature] Pettway discusses the benets incurred when Standard-Coosa-Thatcher Co. switched from the discounted cash ow (DCF) tech-

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U.S. tax policy is responsible for American companies overspending their cash reserves, increasing their liabilities while keeping equity levels low.

nique to a pretax return on capital (ROC) measure for its capital expenditure analysis efforts.

4621 Marks, K. R. and W. A. Law. 1980. Hedging Against Ination with Floating-Rate Notes. HBR 58 (March-April, no. 2): 106112.
Some borrowers of long-term nancing use a sinking fund payment schedule to increase their nancial exibility which enables them to take advantage of interest rate reductions.

4629 Shank, J. K. and A. M. Burnell. 1974.


Smooth Your Earnings Growth Rate. HBR 52 ( January-February, no. 1): 136141.
Shank and Burnells constrained earnings approach offers a technique for screening capital investment projects in terms of their economic return and their impact on earnings.

4622 Hertz, D. B. 1979. Risk Analysis in Capital Investment. HBR 57 (September-October, no. 5): 169181.
[HBR Classic Feature]Through Hertzs application of probability theory, management can develop a better sense of the possible gains and losses from a proposed outlay.

4630 Robbins, S. M. and R. B. Stobaugh. 1973. The Bent Measuring Stick for Foreign Subsidiaries. HBR 51 (September-October, no. 5): 8088.
Companies typically use the same return on investment [ROI] analysis on foreign subsidiaries that they use domestic operations. As such, this is the most confusing aspect of corporate analysis for multinational companies.

4623 Donaldson, G. 1978. New Framework for Corporate Debt Policy. HBR 56 (September-October, no. 5): 149164.
[HBR Classic Feature] Firms never seem to have rules of thumb for evaluating their debt capacity. Management must then pay particular attention to its individual circumstances and objectives along with its cash ow patterns.

4631 Kierulf, H. E., Jr. 1972. Rx for a Lean and Hungary Staff. HBR 50 (November-December, no. 6): 98106.
A diversied company cut its nance department in half without any loss in output based on the planning and budgeting system described by Kierulf in this article, .

4624 Reece, J. S. and W. R. Cool. 1978. Measuring Investment Center Performance. HBR 56 (May-June, no. 3): 2846, 174176.
[Special Report Feature] Reece and Cool examine Fortune 1000 companies who are structured as investment centers and who utilize return on investment criteria when gauging the protability of a division.

4632 Hayes, R. H. 1972. New Emphasis on Divestment Opportunities. HBR 50 ( July-August, no. 4): 5564.
Like any corporate activity, divestment needs to be carried on in the context of ones strategic goals. Hayes provides a rationale for appraising when to dispose operations that are no longer needed.

4625 Hayes, S. L., III. 1977. Capital Commitments and the High Cost of Money. HBR 55 (MayJune, no. 3): 155161.
Hayes probes how adequately rms assess the true cost of debt and equity in their calculations for capital commitments.

4633 Donaldson, G. 1972. Strategic Hurdle Rates


for Capital Investment. HBR 50 (March-April, no. 2): 5058.
Using a single return-on-investment [ROI] standard as way to screen capital investment proposals is a dismal way of planning. To avoid this bottom-up approach, nance executives should, instead, evaluate each proposal based on a rms alternative investment opportunities. Donaldson also developed a grid of hurdle rates for determining whether an aim is tactical or strategic.

4626 Gerstner, L. V., Jr. and M. H. Anderson. 1976. The Chief Financial Ofcer as Activist. HBR 54 (September-October, no. 5): 100106.
Gerstner and Anderson describe the chief nancial ofcers role with the nancial reporting process, the rms control systems, its capital budgeting procedures and how this person integrates all of this into the strategic planning process.

4627 Searby, F. W. 1975. Return to Return on Investment. HBR 53 (March-April, no. 2): 113119.
Many companies in mature industries have actually endured periods of not-so-protable growth, leaving them highly leveraged and asset intensive. As competition for capital intensies, Searby outlines why improving return-on-invested-capital should be of far greater importance than increasing ones earnings-per-share.

4634 Hillman, R. H. 1971. How to Redeploy Assets. HBR 49 (November-December, no. 6): 95 103.
Companies seem more willing to divest themselves of low-return operations and apply those assets to areas that promise a better return. This trend stems from a scarcity of cash along with increased pressure being placed on companies by enhancing ones higher-prot operations by eliminating those which are less protable.

4628 Ivanetic, M. 1975. Borrowed Liquidity: Signal of Corporate Distress. HBR 53 ( January-February, no. 1): 68.
[Ideas for Action Feature] Ivanetic points out how

4635 Vandell, R. F. and R. M. Pennell. 1971. Tight-Money Financing. HBR 49 (SeptemberOctober, no. 5): 8297.
Most corporate nance ofcers are experiencing difculties with external nancing. As such, Vandell and Pennell compare debt to equity nancing.

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4636 Sihler, W. W. 1971. Framework for Financial Decisions. HBR 49 (March-April, no. 2): 123135.
Sihler utilizes corporate nance theory to develop benchmarks for executives to develop sound debt, dividend, and capital investment policies.

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Recent research generate practical ways for rms to improve their capital investment decision-making and attain long-term investment opportunities.

4645 Bettauer, A. 1967. Strategy for Divestments. HBR 45 (March-April, no. 2): 116124.
Bettauer describes an array of strategic and operational decisions that managers should consider in the early stages of divestment planning.

4637 Welter, P. 1970. Put Policy First in DCF Analysis. HBR 48 ( January-February, no. 1): 141 148.
Welter explains how the discounted cash ow method is a powerful tool for making investment decisions provided top management is involved in determining the proper discount rate and making sure that the cash ow estimates are realistic.

4646 Hayes, S. L., III. 1966. New Interest in Incentive Financing. HBR 44 ( July-August, no. 4): 99112.
Hayes researched 29 life insurance carriers and found that astute companies utilize prot-sharing arrangements as a way to avoid higher interest rates.

4638 Gershefski, G. W. 1969. Building a Corporate Financial Model. HBR 47 ( July-August, no. 4): 6172.
Gershefski explains how Sun Oil Company developed a simulated corporate nancial model to improve their budgeting, operational control and planning operations.

4647 Fanning, J. E. 1966. How to Improve Investment Decisions. HBR 44 ( January-February, no. 1): 156168.
Fanning discusses the impact of econometrics and managerial science on corporate nance.

4639 Dearden, J. 1969. The Case Against ROI Control. HBR 47 (May-June, no. 3): 124135.
Dearden examines mounting evidence involving deciencies with this best system (i.e., return on investment or ROI) which renders it ineffective for most decentralized companies.

4648 Tilles, S. 1966. Strategies for Allocating Funds. HBR 44 ( January-February, no. 1): 7280.
Tilless approach for allocating funds makes management consider their rm as a whole rather than a collection of disparate pieces.

4640 Hayes, S. L., III and H. B. Reiling. 1969. Sophisticated Financing Tool: The Warrant. HBR 47 ( January-February, no. 1): 137150.
Hayes and Rawlings discuss the ways that warrant options are used by rms to generate capital and make acquisitions.

4649 Ellis, C. D. 1965. Repurchase Stock to Revitalize Equity. HBR 43 ( July-August, no. 4): 119 128.
If the principal objective of capital strategy is to maximize a shareholders long-term interests, corporate nancial ofcers should give careful consideration to buying back common stock.

4641 Lerner, E. M. and A. Rappaport. 1968. Limit DCF in Capital Budgeting. HBR 46 (September-October, no. 5): 133139.
Lerner and Rappaport describe how the discounted cash ow (DCF) methods favor projects that produce erratic year-to-year earnings. As such, the two propose an alternative approach that utilizes the present value concept when reported earnings do not rise at a stipulated annual rate.

4650 Baldwin, R. H. 1964. Advances in Financial Management. HBR 42 ( January-February, no. 1): 3439, 171178.
[Keeping Informed Feature] Baldwin reviews several recently published books that offer new approaches for solving the nancial problems plaguing many American rms.

4642 Hexter, R. M. 1968. How to Sell Your Company. HBR 46 (September-October, no. 5): 7177.
Selling ones company is the most important investment decision an entrepreneur makes. Despite this, a paucity of research exists on this topic. Hexter emphasizes why an owners equity value must grow faster than is the case had the sale never transpired.

4651 Dearden, J. 1962. Mirage of Prot Decentralization. HBR 40 (November-December, no. 6): 140154.
Dearden nds that prot decentralization efforts is more of a pitfall than a remedy for companies with an array of divisions.

4643 Conrad, G. R. and I. H. Plotkin. 1968. Risk/Return: U.S. Industry Pattern. HBR 46 (March-April, no. 2): 9099.
Conrad and Plotkin reduce the elusive relationship of assessing risk versus the rate-of-return to mathematics for judging industry and company performance.

4652 _____. 1962. Limits on Decentralized Prot Responsibility. HBR 40 ( July-August, no. 4): 81 89.
Dearden describes why the rate-of-return method for controlling divisional actions will likely be inadequate unless safeguards are implemented.

4644 Hertz, D. R. 1968. Investment Policies That


Pay Off. HBR 46 ( January-February, no. 1): 96 108.

4653 Newman, L. E. and S. Brunell. 1962. Different Dollars. HBR 40 ( July-August, no. 4): 74 80.
Not all nancial decisions are alike. When people recognize this, dollar savings often result.

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ber of books that provide practical assistance to nonnancial operating executives.

4654 Donaldson, G. 1962. New Framework for Corporate Debt Policy. HBR 40 (March-April, no. 2): 117131.
Firms never seem to have rules of thumb for evaluating their debt capacity. Management must then pay particular attention to its individual circumstances and objectives along with its cash ow patterns.

4662 Vancil, R. F. and R. N. Anthony. 1959. The Financial Community Looks at Leasing. HBR 37 (November-December, no. 6): 113131.
Vancil and Anthony explore how nancial analysts regard long-term leasing arrangements in conjunction to debt. The two also assess the analytical techniques that might be used to evaluate lease obligations.

4655 Vancil, R. F. 1961. Lease or Borrow Steps in Negotiation. HBR 39 (November-December, no. 6): 138159.
In part 2 of a two-part series, Vancil provides a case study which demonstrates the exibility of leasing and how one can reduce their costs.

4663 Baldwin, R. H. 1959. How to Assess Investment Proposals. HBR 37 (May-June, no. 3): 98 104.
Baldwin discusses some fallacies whenever present value is calculated in conjunction to the realities that a rm might encounter.

4656 _____. 1961. Lease or Borrow New


Method of Analysis. HBR 39 (September-October, no. 5): 122136.
Vancil maintains that the cost differential between leasing equipment as opposed to nancing its purchase may not be great. The difference lies in regards to the tax ramications. Vancils approach factors in the after-tax costs to make this analysis more accurate and easier.

4664 Mathews, J. B., Jr. 1959. How to Administer Capital Spending. HBR 37 (April-May, no. 2): 8799.
Mathews probes how management can evaluate its capital spending needs in making sound decisions.

4657 Chambers, R. L. 1961. How Not to Sell Your Company. HBR 39 (May-June, no. 3): 105108.
[Management Memo Feature] Chambers offers eight suggestions to avoid the worse than death feelings that many experience when closing on the sale of ones rm.

4665 McLean, J. G. 1958. How to Evaluate New Capital Investments. HBR 36 (November-December, no. 6): 5969.
McLean explains how important it is for a business to place a time value on all its capital investments and then describes how Continental Oil utilized the discounted cash ow method for this purpose.

4658 Walker, R. G. 1961. The Judgment Factor


in Investment Decisions. HBR 39 (March-April, no. 2): 9399.
Walker focuses on some basic assumptions and background principles that are important before gures, formulas, and technical renements can be committed to paper for capital investment decisions.

4666 Reul, R. I. 1957. Protability Index for Investments. HBR 35 ( July-August, no. 4): 116132.
Reul developed a protability index method, capable of generating straight-foward and impartial comparisons, relevant to the rate-of-return on any type of investment.

4659 Dearden, J. 1960. Problem in Decentralized


Prot Responsibility. HBR 38 (May-June, no. 3): 7986.
The conventional methods that rms use to compute their investment in each divisions facilities typically encourage decisions that conict with the over-all aims for that company. Dearden proposes an approach that ensures greater continuity between a company and each of its divisions.

4667 Keezer, D. M. 1957. Outlook for Capital Investment. HBR 35 ( January-February, no. 1): 19 34.
[Thinking Ahead Feature] Management must seriously examine the many new forces that are at work when making capital spending decisions since many traditional ideas are now obsolete.

4668 Ketchum, M. D. 1956. Financial Management. HBR 34 ( January-February, no. 1): 131140.
[Looking Ahead Feature] Ketchum produced a reading list relevant to corporate nance.

4660 Ravenscroft, E. A. 1960. Return on Investment: Fit the Method to Your Need. HBR 38 (March-April, no. 2): 97109.
Because no one method for calculating return on investment (ROI) can meet every need, Ravencroft describes three different types of return and the advantages each offers.

4669 Robbins, S. M. 1955. A Bigger Role for Income Bonds. HBR 33 (November-December, no. 6): 100114.
Too much debt might portend bankruptcy. Too little debt, however, can be a serious mistake in how rms can be deprived of the advantages of a well-balanced capital structure.

4661 Donaldson, G. 1959. Finance for the Nonnancial. HBR 38 ( January-February, no. 1): 33 36, 140148.
[Looking Around Feature] The literature of nance has historically frustrated and confused many executives and entreprenuers. Donaldson reviews a num-

4670 Scheuble, P. A., Jr. 1955. How to Figure Equipment Replacement. HBR 33 (September-October, no. 5): 8194.
Most companies have no denite policy or procedure for determining when to replace equipment. Scheuble devised a method for determining equipment decisions

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predicated on company objectives and available working capital.

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sues of common stock do not have the diluting effect on the value for that stock.

4671 Dean, J. 1954. Measuring the Productivity of Capital. HBR 32 ( January-February, no. 1): 120 130.
Dean nds it distressing that company management lacks the requisite analytical and scientic control mechanisms to make sound capital decisions.

4680 Abbott, C. C. 1944. Working Capital During the Transition. HBR 22 (Spring, no. 3): 291 298.
Abbott outlines a variety of working capital issues involving the supply of capital and credit that confront manufacturers.

4672 Soule, R. P. 1953. Trends in the Cost of Capital. HBR 31 (March-April, no. 2): 3347.
Soule contends that management possesses the power to inuence the cost of its equity capital to a much greater extent than in the case with borrowed capital.

4681 Littleton, A. C. 1938. A Substitute for Stated Capital. HBR 17 (Autumn, no. 1): 7584.
Littleton defines stated capital as being both a xed sum and quantitative measurement that is derived from a companys assets.

4673 Snider, J. L. 1952. Funds for Stability. HBR 30 ( July-August, no. 4): 8696.
Snider articulates how critical it is for companies to maintain stability funds to help minimize the adverse side of the business cycle. Congress also needs to revamp the tax code to create incentives for companies to pursue this course of action.

4682 Ebersole, J. F. 1938. Inuence of Interest


Rates Upon Entrepreneurial Decisions in Business. HBR 17 (Autumn, no. 1): 3539.
Because of time constraints and cost, Ebersole advocates using a sampling method known as the case method when researching the impact of interest rates on corporate expansion or contraction activities.

4674 Edmunds, S. 1952. Plant Capacity: Too Much or Too Little? HBR 30 ( July-August, no. 4): 7585.
Edmunds analyzes the factors that play into a companys decision to invest in plant and equipment outlays, with heavy emphasis placed on projecting consumer demand.

4683 Crum, W. L. 1938. Earning Power with Respect to the Size of the Organization. HBR 17 (Autumn, no. 1): 1530.
Over the span of a ve year study, Crum determined that the return on equity was consistently better for larger-sized companies than it is with their smaller counterparts.

4675 Heller, W. W. 1951. The Anotomy of an Investment Decision. HBR 29 (March, no. 2): 95103.
Heller surveyed manufacturing companies from the Twin Cities to gauge their decision-making apparatus on making a variety of investment decisions (e.g., where these proposals originate, how they are screened, and who makes the nal approval for these capital spending decisions).

4684 _____. 1938. Corporate Earnings on Invested Capital. HBR 16 (Spring, no. 3): 336350.
Believing that return on invested capital represents one of the most signicant measures of corporate performance, Crum analyzes the differences for return on invested capital between 1932 and 1936.

4676 Anderson, C. J. 1950. Trends in the Supply of Equity Capital. HBR 28 (September, no. 5): 7989.
Anderson discusses why increasing numbers of companies are more reliant on retained earnings compared to issuing new issues of stock for equity capital purposes.

4685 Sweeney, H. W. 1934. Approximation of Appraisal Values in Index Numbers. HBR 13 (October, no. 1): 108115.
Sweeney nds appraisal cost (i.e., its replacement cost) to be a more effective tool for managers and creditors than valuation costs when making decisions relevant to corporate nance.

4677 Edmunds, S. 1950. Financing Capital Formation. HBR 28 ( January, no. 1): 3341.
Edmunds denes capital formation as the process of creating tangible plant and equipment to produce consumable goods. Moreover, Edmunds believes that Americas growth in capital formation is the primary reason for its being the worlds most dynamic economy.

4686 Holt, W. A. and E. L. Morris. 1934. Some


Aspects of Reacquired Stock, 19311933. HBR 12 ( July, no. 4).

4687 The New Policy of the American Telephone


and Telegraph Company. 1928. HBR 7 (October, no. 1): 7486.
[Summaries of Business Research Feature] The American Telephone and Telegraph Company opted to plow a signicant portion of its earnings back to the company for improving service and reducing its rates since its board sees their mission as a public trust.

4678 Miller, S. L. 1948. The Equity Capital Problem. HBR 26 (November, no. 6): 671679.
With the supply of available venture capital diminishing, Miller worries that companies are likely to resort to debt in lieu of equity nancing arrangements.

4679 Guthmann, H. G. 1945. Dilution and Common Stock Financing. HBR 23 (Winter, no. 2): 246252.
Guthmann points out circumstances in which new is-

4688 Market Capitalization Rates of Industrial


Earnings. 1927. HBR 6 (October, no. 1): 7580.
[Summaries of Business Research Feature] Describes the capitalization of earnings method which is

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4697 Spear, H. M. 1949. Dividend Policies Under Changing Price Levels. HBR 27 (September, no. 5): 612621.
Spear maintains that legal action from shareholders is plausible given the manner in which corporate directors determine dividend payments.

frequently used to appraise a common stocks value because of its simplicity.

4689 Is There One Kind of Value? 1927. HBR 5 ( January, no. 2): 236239.
[Legal Developments Signicant in Business Feature]A number of federal court decisions illustrate how important the notion of valuation is throughout business.

4690 Berle, A. A. 1926. Protection of Non-Voting Stock. HBR 4 (April, no. 3): 257265.
Corporate control by managerial interests can be achieved if ones common stock is divided into two or more classes of stock, for which only one class has voting privileges.

4698 Robinson, R. I. 1948. Bank Capital and Dividend Policies. HBR 26 ( July, no. 4): 398409.
Robinson describes how a banks dividend policies are a source of consternation for bank regulators.

4699 Littleton, A. C. 1937. Business Prots as a Legal Basis for Dividends. HBR 16 (Autumn, no. 1): 5151.
Littleton discusses some recent changes that a number of states have enacted with regards to regulating dividend payments.

4691 Use of Financial Ratios. 1925. HBR 4 (October, no. 1): 7993.
[Summaries of Business Research Feature] Financial ratios are gures that one can use to express relationships between two or more items on a balance sheet or income statement. Their popularity is increasing among company management and commercial bankers.

4700 Sage, G. H. 1937. Dividend Policy and Business Contingencies. HBR 15 (Winter, no. 2): 245252.
Sage describes why companies need to establish proper and formalized dividend policies since prots can only be distributed through dividend payments.

Dividend Policies or Strategies


4692 Baker, H. K. and W. H. Seippel. 1980. Dividend Reinvestment Plans Win Wide Currency. HBR 58 (November-December, no. 6): 182186.
[Ideas for Action Feature] Baker and Seippel explain how a dividend reinvestment plan operates.

4701 Siegel, S. N. 1932. Stock Dividends. HBR 11 (October, no. 1): 7687.
Dividends are the return that corporations pay for their common stock that represent partial prots. Dividend payments are in no way denite or certain given how they are contingent on prots.

4693 MacDougal, G. E. 1967. Investing in a Dividend Boost. HBR 45 ( July-August, no. 4): 8792.
Few corporations use the ROI concept to determine their dividend payouts. MacDougal proposes a method by which management can apply an investment approach to its dividend policy without neglecting the importance of stability.

4702 Wilbur, D. E. 1932. A Study of the Policy of


Dividend Stabilization. HBR 10 (April, no. 3): 373 381.
Dividend policies for Americas largest and strongest publicly traded corporations are being drastically revamped given the current economic conditions.

4703 The Dividend Limit. 1927. HBR 5 ( July,


no. 4): 501507.
[Legal Trends Signicant in Business Feature] Spells out the responsibilities corporate directors have in establishing dividend payout levels.

4694 Portereld, J. T. S. 1959. Dividends, Dilution, and Delusion. HBR 37 (November-December, no. 6): 5661.
Portereld compares stock dividends with cash dividends, and stock rights to aid management in its nancial planning and shareholders who may not grasp the differences between the three formats.

4704 Stock Dividends: Capital or Income. 1926. HBR 5 (October, no. 1): 102115.
[HBR Legal Developments Signicant in Business Feature] Some signicant developments have arisen relevant to dividend payments from income tax policy changes.

4695 Barker, C. A. 1958. Evaluation of Stock Dividends. HBR 36 ( July-August, no. 4): 99114.
Barker points out how infrequent, but larger-sized, dividend payments might be more desirable than making consistent payments that are often cumbersome.

4696 Bothwell, J. C., Jr. 1950. Periodic Stock Dividends. HBR 28 ( January, no. 1): 89100.
From studying the companies listed on the New York Stock Exchange, Bothwell believes that if the benets for paying dividends are better understood, more rms would utilize them. Bothwell also discusses the differences between periodic and extraordinary dividend payments.

Initial Public Offerings


4705 Champion, D. 2001. Too Soon to IPO?
HBR 79 (February, no. 2): 3546.
[HBR Case Study Feature] Champions case study probes whether a titanium extraction company should risk becoming publicly traded since their extraction technologies have not yet been perfected.

297
4706 Arnold, J. L. 1985. Exempt Offerings: Going Public Privately. HBR 63 ( January-February, no. 1): 1630.
[Growing Concerns Feature] Recent Congressional and Securities Exchange Commission actions are increasing the attractiveness of raising capital through exempt offerings instead of going public.

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funds need to recognize their responsibility for ensuring that a robust nancial performance is achieved.

4714 Taylor, W. 1990. Can Big Owners Make a Big Difference? HBR. 68 (September-October, no. 5): 7082.
[In Question Feature] Taylor contends that the duciaries responsible for todays large pension funds are the capital managers of Americas economy. As such, pension fund managers have a responsibility to participate in corporate governance, maintain a dialogue with company management and be candid on how they intend to utilize their nancial strength.

4707 Salomon, R. 1977. Second Thoughts on Going Public. HBR 55 (September-October, no. 5): 126131.
Having taken an individually owned company public, Saloman reects on his decision and offers a list of questions that individuals should ponder before doing the same thing.

4715 Crowell, R. A. and R. E. Mainer. 1980. Pension Fund Management: External or Internal. HBR 58 (November-December, no. 6): 180182.
[Ideas for Action Feature] Crowell and Mainer report on how a growing number of corporations are managing their pension funds in-house rather than utilizing asset management services and investment counselors.

4708 Sears, G. A. 1968. Public Offerings for


Smaller Companies. HBR 46 (September-October, no. 5): 112120.
Sears describes the underwriting process and how the over-the-counter market operates even though going public is rarely the best solution for most smaller companies.

Institutional Investment
4709 Pozen, R. C. 2004. Fixing the Pension Fund
Mix. HBR 82 (March, no. 3): 2425.
[Forethought Feature] Pozen nds that pension trustees should worry less about the stocks their managers pick and more about getting the right asset mix.

4716 Kent, G. H. 1979. Team Management of Pension Money. HBR 57 (May-June, no. 162167): 162167.
In the aftermath of heavy stock market losses in 1973 and 1974, Kent explains how Honeywell and several other corporations mandated that their pension fund managers work collaboratively with one another instead of being pitted off against one another.

4717 Tepper, I. 1977. Risk vs. Return in Pension


Fund Investment. HBR 55 (March-April, no. 2): 100107.
Tepper offers a technique for penion fund managers to determine proper investment mixes in conjunction to the nancial goals of the organization.

4710 Stewart, G. B., III. 2003. Pension Roulette:


Have You Bet Too Much on Equities? HBR 81 ( June, no. 6): 104109.
Stewart excoriates companies and fund managers for thinking that they could get ahead by heavily investing their pension assets in the stock market.

4718 Kennedy, R. G. 1976. On the Behavior of


Retorts, Stills, and Trickle-Stills. HBR 54 (MarchApril, no. 2): 814.
[Ideas for Action Feature] Kennedy describes why the Ford Foundations 1975 investment portfolio outperformed almost every investment indicator.

4711 Woidtke, T., L. Bierman and C. Tuggle.


2003. Reining in Activist Funds. HBR 81 (March, no. 3): 2223.
[Forethought Feature]Many public pension funds aggressively pursue social issue, pro-labor and environmental topics. Woidtke and her coauthorss research shows how the stock market adversely reacts to corporations who engage in such strategies.

4719 Farrar, D. E. 1972. The Coming Reform on Wall Street. HBR 50 (September-October, no. 5): 108117.
Institutional investors are playing a more dominant role in the stock market. By seeking lower brokerage rates and avoiding rules that prohibit certain reciprocal services, Farrar explains how institutions can avoid the New York Stock Exchange and threby channel their business through regional exchanges and third market dealers.

4712 Pozen, R. C. 1994. Institutional Investors:


The Reluctant Activists. HBR 72 ( January-February, no. 1): 140149.
Pozen emphasizes that corporate executives need to realize how institutional investors are not out to take control of American companies or to implement a German or Japanese model of intense institutional involvement.

4713 Drucker, P. F. 1991. Reckoning with the Pension Fund Revolution. HBR 69 (March-April, no. 2): 106114.
As pension funds become the dominant owners of publicly-held companies, the trustees for these pension

4720 Ellis, C. D. 1972. Caution on Pension ROI Assumptions. HBR 50 ( July-August, no. 4): 615, 146.
As contributions to corporate pension funds grow, companies are boosting the expected return on investment which lowers the annual ante that a company must make to the kitty.

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percent of outstanding equities are owned by banks or insurance companies.

4721 Treynor, J. L. and K. K. Mazuy. 1966. Can Mutual Funds Outguess the Market? HBR 44 ( July-August, no. 4): 131136.
Treynor and Mazuy describe their empirical research on the performances of 57 mutual funds.

4731 Ryan, F. W. and A. Standish. 1925. Investments of Banks and Insurance Companies. HBR 3 ( July, no. 4): 414423.
Ryan and Standish describes how, circa. 1919, banks and the insurance companies owned 18 percent of United States issued outstanding securities.

4722 Williams, C. M. and H. A. Williams. 1960.


Incentive Financing: A New Opportunity. HBR 38 (March-April, no. 2): 123134.
With incentive nancing, many companies, in need of long-term funds, can now attract capital from institutional investors.

4732 Kilbourne, R. D. 1925. American Investment Trusts. HBR 3 ( January, no. 2): 160170.
Kilbourne describes how investment trusts are designed to enhance the degree of safety for every investor.

4723 Andrews, V. L. 1959. Pension Funds in the


Securities Markets. HBR 37 (November-December, no. 6): 90102.
Andrewss study of the impact of pension funds on the stock and bond markets produced some surprising results.

4733 Campbell, E. M. 1924. Some Management Problems of Investment Trusts. HBR 2 (April, no. 3): 296302.
Campbell articulates how the earning power of an investment trust company is really derived from the large amount of borrowed and preference capital obtained at lower rates of interest as opposed to the yield from their investments.

4724 Cottle, C. S. and W. T. Whitman. 1950.


Formula Plans and the Institutional Investor. HBR 28 ( July, no. 4): 8496.
Cottle and Whitman assess the basic characteristics of certain formula plans for guiding institutional investors in the timing of their investments.

4725 Carter, W. D. 1949. Mutual Investment


Funds. HBR 27 (November, no. 6): 715740.
Carter describes how investors hold pro-rata ownership in the portfolio for a mutual fund, a relatively new and increasingly popular nancial instrument.

International Finance
4734 Wells, L. T. and E. S. Gleason. 1995. Is Foreign Infrastructure Investment Still Risky? HBR 73 (September-October, no. 5): 4455.
[World View Feature]Wells and Gleason examine the advantages and drawbacks in private investment being made for Asia, Latin America and Africas infrastructure.

4726 Edmunds, S. 1947. Outlets for Life Insurance Investment. HBR 25 (Summer, no. 4): 409431.
Edmunds wonders whether the United States is locked into an advanced stage of industrialization and whether this will affect the investment portfolio of insurance companies and other institutional investors.

4735 OBrien, R. 1995. Who Rules the Worlds


Financial Markets? HBR 73 (March-April, no. 2): 144151.
[Books in Review Feature]Two recently published books relevant to international nancial system by Gregory Millman and the Bretton Woods Commission are reviewed by OBrien.

4727 Guthmann, H. G. and E. A. Dauer. 1935.


Stocks vs. Bonds vs. Life Insurance Investments During the Depression. HBR 13 ( January, no. 2): 237248.
With the end of the depression imminent, many wonder why insurance companies are not engaging in more aggressive equity strategies.

4736 Hale, D. D. 1990. Global Finance and the


Retreat to Managed Trade. HBR 68 ( January-February, no. 1): 96104.
Hale believe that Americas nancial institutions might suffer from the same market erosion that American manufacturers have. The rise of Japanese nancial might in conjunction to how the American economy has contracted makes this particularly plausible.

4728 Dewing, A. S. 1931. Investment Trusts.


HBR 10 (October, no. 1): 2429.
With managed trusts, trustees control the portfolio mix and may select investments when they see t. Fixed trusts differ because the portfolio was predetermined when the trust was formed.

4729 Thomas, J. A. 1930. Investment Trusts in America: A Three Year Record. HBR 9 (October, no. 1): 7888.
Having been insignicant until the 1920s, investment trusts are growing at an astronomical rate.

4737 Schrage, M. 1989. A Japanese Giant Rethinks Globalization: An Interview with Yoshihisa Tabuchi. HBR 67 ( July-August, no. 4): 7076.
Nomura Securities is the worlds largest and most protable nancial institution. Schrages interview with Yoshihisa Tabuchi, Nomuras CEO, touches on how globalization is transpiring in the nancial services industry.

4730 Richter, F. E. and A. Standish. 1925. Investments of Real Estate and Insurance Companies. HBR 3 ( July, no. 4): 414423.
Richter and Standish estimate that 15 percent to 20

4738 Banker, P. 1983. Youre the Best Judge of Foreign Risks. HBR 61 (March-April, no. 2): 157165.
Banker offers suggestions to executives to assess the

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nancial risks they face when engaged in international business.

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4739 Dyment, J. J. 1978. International Cash


Management. HBR 56 (May-June, no. 3): 143150.
With the risk and costs associated with international transactions, Dyment describes how companies are changing the manner in which they meet these obligations.

4747 Litetaer, B. A. 1970. Managing Risks in Foreign Exchange. HBR 48 (March-April, no. 2): 127 138.
Litaer describes a new computer model that makes nancing international operations and subsidiaries safer and simpler through hedging techniques.

4748 Garrett, R. and M. F. O. Harris. 1965. Opportunity in Foreign Bonds. HBR 43 (NovemberDecember, no. 6): 7380.
Garrett and Harris analyze investment problems stemming from recent developments in the international capital market sector.

4740 Davis, S. I. 1976. How Risky Is International Lending? HBR 55 ( January-February, no. 1): 135143.
Davis looks at the risks inherent with international lending practices because of the Bankhaus Herstatt collapse of 1974.

4741 Ozeki, T., Y. Kanzaki and J. Riker. 1974.


Going to Tokyo for Corporate Capital. HBR 52 ( July-August, no. 4): 9198.
Companies operating worldwide are faced with an array of complex nancial needs that require tapping the global capital markets of New York, Tokyo or London. Ozeki and his coauthors describe the intricacies of Tokyos market and why few nonJapanese companies can satisfy these requirements.

4749 Conick, M. C. 1953. Stimulating Private Investment Abroad. HBR 31 (November-December, no. 6): 104112.
Conick claims the biggest problem deterring businessmen from pursuing foreign operations are fears of war and civil disorder. Accelerated amortization would help alleviate some of these problems.

4750 Jolly, P. 1935. Clearing Off International Commercial Debts. HBR 13 ( January, no. 2): 186 192.
Jolly describes the international clearing agreements that France has with other European nations for settling commercial debts stemming from World War I.

4742 Ankrom, R. K. 1974. Top-Level Approach


to the Foreign Exchange Problem. HBR 52 ( JulyAugust, no. 4): 7990.
Ankrom empathizes with top management if they feel bewildered by changes involving the U.S. dollar in world nancial markets, the price of gold and other translation losses.

4751 Darkin, A. W. 1932. Foreign Securities in


the American Money Market, 19141930. HBR 10 ( January, no. 2): 227240.
Darkin describes how the United States became a creditor nation following World War I and the 1929 stock market crash.

4743 Wooster, J. T. and G. R. Thoman. 1974.


New Financial Priorities for MNCs. HBR 52 (May-June, no. 3): 5868.
Recent shifts in currency rates and in economic resources makes international nance riskier than ever. Wooster and Thoman describe new techniques that multinational corporations can use to analyze the forces that shape international nance.

4752 Kilbourne, R. D. 1931. First Year of the Bank for International Settlements. HBR 10 (October, no. 1): 5461.
Kilbourne assesses the strengths and weaknesses of The Bank of International Settlements, created in 1930, to remove the reparation issues from politics.

4744 Teck, A. 1974. Control Your Exposure to Foreign Exchange. HBR 52 ( January-February, no. 1): 6675.
Teck describes how companies with foreign subsidiaries face intense monetary risks and uncertainties. These companies, however, must be adroit at devising strategies for working around these uctuations.

4753 Schacht, H. 1931. The Money Markets Before and After the War. HBR 9 ( January, no. 2): 129139.
Prior to 1850, Schact describes how the capital utilized for global business originated in England and how France, Switzerland, the Netherlands along with Germany later competed with Great Britain for this global capital market.

4745 Ekblom, H. E. 1973. European Direct Investments in the United States. HBR 51 ( July-August, no. 4): 1626, 146150.
[Special Report Feature] Ekblom contends that private European capital has established a direct impact throughout the United States which is extensive and growing fast.

4754 Van Der Mandele, K. P. 1930. The Bank for


International Settlements. HBR 8 ( January, no. 2): 129136.
Van Der Mandele describes The Bank for International Settlements role as a banking clearinghouse for Germanys reparations payments.

4746 Davis, S. I. 1973. A Buyers Market in Eurodollars. HBR 51 (May-June, no. 3): 119130.
Davis explains how the intense competition among international banks in European markets is triggering favorable terms for American corporate borrowers.

4755 Warburg, P. M. 1924. American Banks and


Foreign Trade. HBR 3 (October, no. 1): 2026.
American banks have begun nancing American merchants doing business in foreign countries.

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business transformations that generate exceptional returns for investors. Rogers and his coauthors studied over 2,000 private equity transactions and found that success comes from the rigor that the top performers manage their businesses.

4756 Kuczynski, R. R. 1923. The Real Signicance of Recent German Stock Exchange Quotations and Dividends. HBR 2 (October, no. 1): 23 27.
Kuczynkski examines whether or not German securities are still undervalued despite the recent rise in German stock prices.

4763 Chesbrough, H. W. 2002. Making Sense of Corporate Venture Capital. HBR 80 (March, no. 3): 9099.
Chesbrough discusses a new framework that can help companies identify which venture capital investments can yield the highest level of growth.

Investment Banking, Private Equity, Capital Markets and Venture Capital Issues
4757 Gottschalg, G. and L. Phalippou. 2007. The Truth About Private Equity Performance. HBR 85 (December, no. 12): 1720.
[Forethought Feature] Gottschalg and Phalippou nd that the performance of private equity rms is often exaggerated because of the way these results get measured.

4764 Hutton, A. 2001. Four Rules for Taking Your Message to Wall Street. HBR 79 (May, no. 5): 125132.
[Best Practice Feature]Hutton describes four basic rules that exist for rms to communicate with Wall Street analysts.

4765 Mills, D. Q. 2001. Whos to Blame for the Bubble? HBR 79 (May, no. 5): 2223.
[Forethought Feature] Mills argues that the tactical errors committed by investors were insufcient to create the dot.com bubble that burst the capital markets. Venture capitalists, investment banks and brokerage houses, instead, bear the brunt of the dot-com disaster in how they hyped these dot.com shares.

4758 Pozen, R. C. 2007. If Private Equity Sized Up Your Business. HBR 85 (November, no. 11): 7887.
Firms purchased with private equity capital possess a discipline that emanates from their capital structure, low after-tax cost of capital and the metrics they utilize to monitor their performance. Publicly-traded rms need the same discipline.

4766 Champion, D. 2000. A Stealthier Way to Raise Money. HBR 78 (September-October, no. 5): 1819.
[Forethought Feature] Many entrepreneurs are turning to other forms of nancing in lieu of venture capitalists. Champion descibes a new type of angel investor, that is not only tight-lipped but more willing to align themselves with the vision and strategy of the rms founders.

4759 Beck, S. and T. Ogden. 2007. Beware of


Bad Microcredit. HBR 85 (September, no. 9): 20 22.
[Forethought Feature] Scant evidence exists that microcredit lending will alleviate poverty. Beck and Ogden describe how corporate efforts often backre because microcredit is without standardized outcome-based measures for facilitating sound funding decisions.

4760 Mullins, J. W. 2007. Good Money After Bad. HBR 85 (March, no. 3): 3748.
[HBR Case Study Feature]An entrepreneurs proprietary technology is not panning out as planned. In addition, the capital that a venture capital rm invested in this entrepreneur is nearly gone. The same entrepreneur has now developed a second product. Should this venture capital rm invest an additional $400,000 in this new product?

4767 Zider, B. 1998. How Venture Capital Works. HBR 76 (November-December, no. 6): 131139.
Venture capitalists are the people who enabled the computer industry to expand. In their early days, venture capitalists were legendary for their risk taking and their practical operating experience. Todays venture capitalists resemble conservative bankers. Zider analyzes the current venture capital system and offers some practical suggestions to entrepreneurs considering venture funding.

4761 Mullins, J. W. 2004. Take the Money and Run. HBR 82 (November, no. 11): 3547.
[HBR Case Study Feature] Petrolink is a ctitious Russian pipeline operator in the Baltic Sea that needs venture capital. One venture capital company may have engaged in a breach of trust over the issue of ownership dilution. Mullinss case study probes whether Petrolink should accept this venture capitalists money.

4768 Porter, M. E. 1992. Capital Disadvantage: Americas Failing Capital Investment System. HBR 70 (September-October, no. 5): 6583.
The American system for allocating investment capital places American companies at a serious disadvantage in conjunction to their global competitors. Porter explains how capital investment is a crucial component for maintaining a competitive advantage and that the longterm growth of the American economy is adversely affected by this.

4762 Rogers, P., T. Holland and D. Haas. 2002. Value Acceleration: Lessons from Private-Equity Masters. HBR 80 ( June, no. 6): 94101.
Successful private equity rms typically lead dramatic

4769 Kester, W. C. and T. A. Luehrman. 1992.


The Myth of Japans Low-Cost Capital. HBR 70 (May-June, no. 3): 130138.
Kester and Luehrman argue how empirical evidence

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will not support the claim that average capital costs are signicantly higher for Americas manufacturing sector compared to their Japanese counterparts.

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4770 Rock, A. 1987. Strategy vs. Tactics from a Venture Capitalist. HBR 65 (November-December, no. 6): 6369.
As a leading American venture capitalist, Rock discusses how an entrepreneur can create a successful, thriving enterprise.

Gumpert describe how a resurrenge in new issues, coupled with capital gains rates being slashed, has insurance companies, pension funds and wealthy individuals investing in small companies.

4777 Stetson, C. P., Jr. 1980. The Reshaping of Corporate Financial Services. HBR 58 (September-October, no. 5): 134142.
With government deregulation, a transformation is taking place among commercial banks, insurance companies and securities rms. These institutions will bear little resemblance to their historical mission.

4771 Torpey, W. J. and J. A. Viscione. 1987. Mezzanine Money for Smaller Businesses. HBR 65 (May-June, no. 3): 116122.
[Growing Concerns Feature] A mezzanine nancing package of ve to seven years may be very attractive for a rm that has stable earnings and is well beyond the start-up phase but cannot nd long-term capital to nance their growth. The interest rate costs is no more than what senior debt costs. The difference is that lenders are given the right to purchase a small slice of the companys common stock at a later date.

4778 Friedman, B. M. 1980. The Financing Must


Come, but from Where. HBR 58 (September-October, no. 5): 5256.
[Ideas for Action Feature] Friedman wonders whether the worlds nancial institutions (i.e., the banks, securities markets and venture capitalists) are capable of adapting to the many economic challenges that are likely during the 1980s.

4772 Hoffman, H. M. and J. Blakey. 1987. You


Can Negotiate with Venture Capitalists. HBR 65 (March-April, no. 2): 1624.
[Growing Concerns Feature] When dealing with venture capitalists, Hoffman and Blakey stress that an entrepreneur must be careful in examining every provision in an agreement so that their interests are adequately provided for.

4779 Logue, D. E. and R. J. Rogalski. 1979. Does


It Pay to Shop for Your Bond Underwriter? HBR 57 ( July-August, no. 4): 111117.
Logue and Rogalski study whether signicant differences in underwriting costs exist between investment banks.

4773 Budd, N. 1983. The Future of Commodity-Indexed Financing. HBR 61 ( July-August, no. 4): 4450.
[Ideas of Action Feature] Budd describes the attraction that investors have for commodity-linked bonds and why they would accept a lower market yield that is contingent on rising commodity price trends over a medium-to a long-term period.

4780 Gumpert, D. E. 1979. Venture Capital Becoming More Widely Available. HBR 57 ( JanuaryFebruary, no. 1): 178192.
[Growing Concerns Feature]Gumpert sees venture capital as resurfacing after a dreadful period throughout most of the 1970s. Most of this stems from an improved new issues and mergers market. Venture rms are also rolling over older investments and freeing up capital for new investments.

4781 Hayes, S. L., III. 1979. The Transformation


of Investment Banking. HBR 57 ( January-February, no. 1): 153170.
Hayes describes how cut-throat competition is wreaking havoc and instability throughout the securities industry.

4774 Hardymon, G. F., M. J. DeNino and M. S.


Salter. 1983. When Corporate Venture Capital Doesnt Work. HBR 61 (May-June, no. 3): 114121.
Hardymon, DeNino and Salter argue that as companies grow older, the process for generating a sense of internal diversication is difcult because of procedure and how other forms of bureaucracy seeps in. As such, small companies are likely to be more innovative than their larger counterparts and, subsequently, lucrative to venture capitalists.

4782 _____. 1971. Investment Banking: Power Structure in Flux. HBR 49 (March-April, no. 2): 136152.
Hayes explains how investment bankers operate as well as their power in the securities industry.

4775 Arnold, J. H., III. 1982. How to Negotiate a Term Loan. HBR 60 (March-April, no. 2): 131138.
As a longtime commercial loan executive, Arnold offers an array of ideas to help companies negotiate effective strategies for obtaining commercial loans from the major banks.

4783 Rosenbloom, R. S. and J. K. Shank. 1970.


Lets Write Off MESBICs. HBR 48 (SeptemberOctober, no. 5): 9097.
Rosenbloom and Shank discuss why companies should be discouraged from sponsoring a Minority Enterprise Small Business Investment company.

4776 Timmons, J. A. and D. E. Gumpert. 1982.


Discard Many Old Rules About Getting Venture Capital. HBR 60 ( January-February, no. 1): 152 156.
[Growing Concerns Feature] Timmons and

4784 McLean, J. G. 1963. Financing Overseas Expansion. HBR 41 (March-April, no. 2): 5365.
McLean argues that American nancial institutions should develop better methods to channel private capital into foreign business ventures.

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a prominent originating and retailing investment bank, is examining ways to distribute three new issues of securities.

4785 Bernstein, P. L. 1962. Capital in the American Economy. HBR 40 (March-April, no. 2): 170 175.
[Keeping Informed Feature] Bernstein reviews Simon Kuznetss new book on whether the United States economy can generate the capital it needs for the future.

4786 Howell, P. L. 1953. Competition in the Capital Markets. HBR 31 (May-June, no. 3): 8393.
A Department of Justice grievance with investment bankers emanates from prewar thinking and conditions. With the changes that have occured in the capital markets, Howell contends that nothing signicant can be accomplished through federal mandates.

Publicly Traded Companies or Disclosure Process


4794 OBrien, L. 2004. How to Restore the Fiduciary Relationship. HBR 82 (May, no. 5): 7077.
[An Interview with Eliot Spitzer] Spitzer describes the challenge of protecting public markets from conicts of interest and what business leaders should do to restore their critical duciary duties.

4787 Corey, E. R. 1950. Corporate Financing in Direct Placement. HBR 28 (November, no. 6): 67 76.
Corey discusses how increasing levels of debt securities are now marketed through private channels instead of by public oatation.

4795 Frigo, M. L. and J. Litman. 2004. Give My Regrets to Wall Street. HBR 82 (February, no. 2): 4351.
[HBR Case Study Feature]Its only been four years since First Rangeway Consulting went public. To CEO Kenneth Charles, however, it seems like a lifetime. The stock is down 80 percent from its peak value, potential hires are wary, and the company feels beleaguered by Sarbanes-Oxley and SEC requirements.

4788 Butler, W. F. and R. P. Ulin. 1950. Business


Needs for Venture Capital. HBR 28 ( July, no. 4): 5265.
Butler and Ulin describe how the American economy is undergoing acute shortages of venture capital.

4789 Robbins, S. M. 1949. Competitive Bidding


in Sale of Securities. HBR 27 (September, no. 5): 646664.
Robbins discusses the benets from using competitive bidding as opposed to negotiations when marketing new issues of corporate securities.

4796 Healy, P. M. and K. G. Palepu. 2003. How the Quest for Efciency Corroded the Market. HBR 81 ( July, no. 7): 7685.
The attempts by policy makers to improve U.S. nancial markets have critically weakened those institutions which protect investors from abuse. As such, Healy and Palepu argue that radical reform is imperative for strengthening these regulatory institutions.

4790 Splawn, W. M. M. 1932. Legal Aspects of


the Proposed Regulation of the Railroad Holding Company. HBR 10 ( July, no. 4): 471481.
Splawn describes how holding and investment companies differ. The former, through ownership of stock in a particular company, seeks to inuence the companys strategic decision making. Investment companies, in contrast, make no effort to engage in the strategic decision making process.

4797 Collingwood, H. 2001. The Earnings Game: Everyone Plays, Nobody Wins. HBR 79 ( June, no. 6): 6574.
Collingwood explains how quarterly earnings gures dominate the decisions of top management, analysts and investors even though they provide little use for planning a rms future strategic direction or cash ow.

4791 Martin, B. F. 1931. Recent Movements in


the Commercial Paper Market. HBR 9 (April, no. 3): 360370.
Martin describes the rise of commercial paper and its importance with American money markets since the beginning of the 20th century.

4798 Handy, C. 1997. The Citizen Corporation: Company as Community. HBR 75 (SeptemberOctober, no. 5): 2628.
[Looking Ahead Function] Handy believes that public corporations are communities that were formed from a common purpose. Moreover, these corporations will see that there is a far more important objective than generating short-term prots such as enriching the lives of their employees, their communities and the environment.

4792 Specialization by a Small Investment Banking House. 1924. HBR 3 (October, no. 1): 115120.
[HBR Case Study Feature] A small investment banking rm opted to discontinue buying street-railway bonds given the decline in their investment value. The rm now needs to decide what type of bond should be originated in lieu of the street-railway issues.

4799 Bhide, A. 1994. Efcient Markets, Decient Governance. HBR 72 (November-December, no. 6): 128140.
Bhide explains how Securities and Exchange Commission (SEC) regulations create a distant relationship and sense of mistrust between a rms management and its shareholders and that regulation reform might provide shareholders with a greater role in corporate governance.

4793 Methods in the Distribution of Securities to Investors by an Originating House. 1924. HBR 3 (October, no. 1): 104112.
[HBR Case Study Feature]The Benton Company,

303
4800 Rappaport, A. 1990. The Staying Power of the Public Corporation. HBR 68 ( January-February, no. 1): 96104.
Rappaport shares Michael Jensens 1989 criticism over current strategic and nancial practices of publicly-traded companies. However, he disagrees with Jensen, on whether leverage buyouts [LBOs] or becoming privatelyheld can ever replace the publicly-traded corporation.

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Exchange Commission may mandate for every publiclytraded rm.

4808 Shank, J. K. 1972. Case of the Disclosure Debate. HBR 50 (November-December, no. 1): 142158.
[Problems in Review Feature] Shank examines whether publicly-traded companies should report material information on its product lines to the Securities Exchange Commission.

4801 Jensen, M. C. 1989. Eclipse of the Public


Corporation. HBR 67 (September-October, no. 5): 6175.
Jensen nds that publicly-held corporations have outlived their usefulness in many sectors of the American economy and then offers ideas on what might replace them.

4809 Cary, W. L. and W. Werner. 1971. Outlook for Securities Markets. HBR 49 ( July-August, no. 4): 1625, 160161.
[Thinking Ahead Feature] Cary and Werner describe how a new institutional framework and wider system of reporting and regulations are necessary in light of some emerging trends.

4802 Ruhnka, J. and J. W. Bagby. 1986. Disclosure: Damned if You Do, Damned if You Dont. HBR 64 (September-October, no. 5): 3444.
[Keeping Informed Feature] With the disclosure process, publicly-traded companies face hobson choice decisions that involve Securities & Exchange Commission (SEC) regulations versus the interests of ones shareholders.

4810 Fleischer, A., Jr. 1967. Corporate Disclosure/Insider Trading. HBR 45 ( January-February, no. 1): 129.
Recent events are focusing attention on the nancial reporting practices of corporations as well as the propriety of securities trading by company management.

4803 Manegold, J. G. and J. L. Arnold. 1986. An


Easier Way to Go Public. HBR 64 ( January-February, no. 1): 2830.
[Growing Concerns Feature]Registering a smaller company with the Securities and Exchange (SEC) can be an onerous experience because of the volume of information that companies are required to produce. Manegold and Arnold describe how the SEC is attempting to alleviate this with the FORM S-18 registeration application.

4811 Robinson, R. I. and H. R. Bartell, Jr. 1965.


Uneasy Partnership: SEC/NYSE. HBR 43 ( January-February, no. 1): 7688.
Robinson and Bartell focus on self-regulation, the role of the stock exchanges, and its responsiveness to the changing needs of investors.

4812 Silberman, L. 1964. Critical Examination


of SEC Proposals. HBR 42 (November-December, no. 6): 121132.
Silberman discusses a special Securities Exchange Commission [SEC] study that is becoming a catalyst for a number of industry reforms and the framework for reorganizing and strengthening the National Association of Securities Dealers.

4804 Wolfson, N. 1979. Needed: Statutory Reform to Improve Consent Decree Process. HBR 57 (March-April, no. 2): 1834.
Wolfson discusses the manner in which the Securties and Exchange Commissions consent decree operates.

4805 Seidler, L. J. and J. L. Wiesen. 1976. The


SECs Fight Against Unemployment. HBR 54 ( January-February, no. 1): 122134.
Seidler and Wiesen describe the new reporting requirements that the Securities and Exchange Commission implemented with regards to publicly traded companies.

4813 Murray, R. F. 1964. Urgent Questions About the Stock Market. HBR 42 (September-October, no. 5): 5359.
Murray examines a recent Securities & Exchange Commission [SEC] study that is generating a signicant amount of discussion.

4814 Cary, W. L. 1962. The Case for Higher Corporate Standards. HBR 40 (September-October, no. 5): 5359.
Cary discusses why the principle of disclosure is essential for American commerce.

4806 Flom, J. H. and P. A. Atkins. 1974. The Expanding Scope of SEC Disclosure Laws. HBR 52 ( July-August, no. 4): 110119.
Flom and Atkins discuss the ramications that publicly-traded companies face when neglecting to disclose material information on a prompt basis.

4815 Weaver, R. A., Jr. 1956. Equity Financing for


the Small Firm. HBR 34 (March-April, no. 2): 91 102.
Small business is passive about obtaining equity nancing as a way to generate much needed working capital.

4807 Shank, J. K. and J. B. Chaffee, Jr. 1973. Case of the Fuqua Forecast. HBR 51 (November-December, no. 6): 3454, 176178.
[Problems in Review Feature] With its 1972 scal year-end, Fuqua Industries published unaudited yearend gures along with its projected 1973 earnings. As such, Fuqua pioneered a practice that the Securities and

4816 Crum, W. L. 1953. Analysis of Stock Ownership. HBR 31 (May-June, no. 3): 3654.
Crum describes how statistics on the distribution of

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4825 McKittrick, T. H. 1925. Comparison of British and American Practice in Issuing Investment Securities. HBR 3 ( January, no. 2): 185193.
McKittrick compares how securities are issued in both Great Britain and the United States.

stock ownership could help management in developing a sound base to make more dependable corporate nancial policy decisions.

4817 Cherington, H. V. 1949. National Association of Securities Dealers. HBR 27 (November, no. 6): 741759.
Cherington investigates if the National Association of Securities Dealers has been effective in self-policing the securities industry against fraud and broker excesses as well as whether increased government intervention is warranted.

4826 Ten Eyck, A. 1924. Some Precedents in British Law and Practice for Safeguarding Securities. HBR 2 ( July, no. 4): 385397.
The United States should adopt Great Britains disclosure requirements and its emphasis on proper company management.

4818 Sanders, T. H. 1939. British Control of Company Accounts and Finance. HBR 18 (Autumn, no. 1): 1123.
Sanders describes how Great Britains disclosure process functions for its publicly traded companies.

Real Estate Issues


4827 Lockwood, C. 2006. Building the Green
Way. HBR 84 ( June, no. 6): 129137.
[Tool Kit Feature]Green construction will be a necessity over the next ve to ten years. Lockwood forecasts that the green architectural movement will lower overhead costs, improve productivity and strengthen ones bottom line. The owners of standard buildings, on the other hand, will face mounting obsolescence.

4819 Bates, G. E. 1937. The Waiting Period


Under the Securities Act. HBR 15 (Winter, no. 2): 203213.
The 1933 Securities Act mandates a twenty day waiting period between the ling date and the effective dates of the registeration statement concerning stock purchases. Baruch explains the rationale for providing investors with enough time to study the prospectus and make informed decisions.

4820 Grebler, L. 1937. Changing Conditions in


World Capital Markets. HBR 15 (Winter, no. 2): 189202.
Grebler describes the increasing importance of the North American and European stock markets for capital formulation purposes. The recovery these exchanges have made from World War I, the 1929 stock market crash, and the depression is also discussed.

4828 Thurm, D. 2005. Master of the House: Why a Company Should Take Control of Its Building Projects. HBR 83 (October, no. 10): 120129.
[Best Practice Feature] Being able to create a building which reects a rms mission and produces a truly energizing work environment is essential. To achieve this, one must be proactive, assemble the right team, ask penetrating questions and articulate a vision on what the rm needs to do to be successful.

4829 Apgar, M., IV. 1995. Managing Real Estate


to Build Value. HBR 73 (November-December, no. 6): 162179.
[Ideas at Work Feature] Real estate holdings often escape the attention of most senior executives who never connect its impact on a rms nancial performance. Apgar discusses how efcient real estate management produces lower costs, enhanced productivity and improved competitiveness.

4821 Smith, F. P. 1936. The Future of Small Securities Exchanges. HBR 14 (Spring, no. 3): 360 369.
An unanticipated consequence from the 1933 and 1934 Securities Acts involves the failure of smaller stock exchanges to survive.

4822 Barnett, G. E. 1934. Securities Act of 1933 and the British Companies Act. HBR 13 (October, no. 1): 118.
Barnett compares the Securities Act of 1933 and the 1934 Securities Exchange Act with Great Britains Companies Act.

4830 _____. 1993. Uncovering Your Hidden Occupancy Costs. HBR 71 (May-June, no. 3): 124137.
Executives almost never deal with issues related to real estate. Apgar believes they should. This is particularly true on issues pertaining to occupancy costs which can adversely affect a companys earnings, share value, and overall performance if not controlled.

4823 Dalton, J. E. 1933. Development and Future Trends in State Security Regulation. HBR 12 (October, no. 1): 2334.
Dalton examines whether the states or the federal government has jurisdiction in regulating the securities industry.

4831 Manley, M. 1988. Before You Sign That Lease... HBR 66 (May-June, no. 3): 140156.
[Growing Concerns Feature] Manley points out how the wrong type of ofce lease can be devastating to a rms nancial well-being and offers ways for rms to protect themselves against arcane clauses.

4824 Edwards, G. W. 1933. Control of the Security Investment System. HBR 12 (October, no. 1): 111.
Edwards traces the development of the securities system which purportedly began in Europe around 1815.

4832 Nessen, R. L. 1987. The Real Real Estate Question: What Money Costs. HBR 65 (MayJune, no. 3): 9298.
Nessen examines if it makes more sense to engage in

305
a lease arrangement from the perspective of both the preand post-tax 1986 reform law by reviewing one companys circurmstances on whether or not to purchase property.

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terms of corporate investment. Hayes and Harlan explain the unrecognized potential that equity participation in real estate developments offers.

4833 Manning, C. A. 1986. The Economics of Real Estate Decisions. HBR 64 (November-December, no. 6): 1222.
[Getting Things Done Feature] Manning spells out the strategic importance of corporate real estate and provides several capital-budgeting tools for assessing different real estate alternatives.

4841 Weimer, A. M. 1966. Real Estate Decisions


Are Different. HBR 44 (November-December, no. 6): 105110.
Weimer discusses why commercial real estate is worrisome to both executives and investors.

4834 Neidich, D. and T. M. Steinberg. 1984.


Corporate Real Estate: Sources of New Equity? HBR 62 ( July-August, no. 4): 7683.
Neidich and Steinberg developed a model for determining the advantages of holding and selling incomeproducing property in conjunction to company earnings and shareholder equity.

4842 Rabinowitz, A. 1963. Realism in Corporate Real Estate. HBR 41 (November-December, no. 6): 6269.
Rabinowitz discusses whether prestige ofce suites are worth the rent that tenants pay.

4843 Lintner, J. 1949. Our Tremendous Mortgage Debt. HBR 27 ( January, no. 1): 88106.
Lintner points out that real estate mortgages constitute the single largest block of non-governmental debt that exceeds the indebtedness of all corporations, including the railroads and public utility companies.

4835 Zeckhauser, S. and R. Silverman. 1983. Rediscover Your Companys Real Estate. HBR 61 ( January-February, no. 1): 111117.
The real estate owned by American companies typically accounts for 25 percent of a companys total assets. Most corporations, however, do not manage their real estate holdings for prot; instead, they treat it as overhead.

4844 Pease, R. H. 1948. Todays Real Estate Market. HBR 26 ( July, no. 4): 385397.
Contending that the pre-depression optimism for real estate has resurfaced in post-war America, Pease explains how construction costs, nancing and decentralization are integral to this.

4836 Aldrich, P. G. and K. Upton. 1977. Real Estate Investment for Pension Plans. HBR 55 (MayJune, no. 3): 1416.
[Ideas for Action Feature] Aldrich and Upton discuss why real estate can be a lucrative investment for pension fund portfolios.

4845 Grebler, L. 1940. Home Mortgage Structure in Transition. HBR 18 (Spring, no. 3): 357371.
Grebler discovered how urban real estate mortgage debt accounted for 40 percent of Americas private longterm debt. Grebler also assesses the impact of the federal government on the mortgage industry through extending loan limits and underwriting long-term amortized loans.

4837 Jewett, C. L. 1977. How to Market Surplus Real Estate. HBR 55 ( January-February, no. 1): 7 10.
[Ideas for Action Feature] As owners of commercial real estate, corporate management often fails to realize how their real estate can be a source of nancial prot.

4838 Braun, P. C. M. S. 1975. Avoiding Pitfalls in Real Estate. HBR 53 ( January-February, no. 1): 125134.
Real estate development now constitutes approximately 15 percent of Americas gross national product with an annual growth rate of 8.5 percent. Moreover, over 300 of Fortune 500 companies are engaged in commercial real estate development as an alternative to placing capital in the stock market.

4846 Woodruff, A. M., Jr. 1939. Mortgages as Life Insurance Company Investments. HBR 17 (Summer, no. 4): 453464.
Given a higher rate of return than those found with bonds, Woodruff explains how mortgages furnish life insurance carriers with an attractive investment vehicle.

4847 Hoaglund, H. E. 1936. Federal Home Loan


Bank Boards Assistance to Home Mortgage Financing. HBR 14 (Spring, no. 3): 290298.
Hoaglund discusses how the Federal Home Loan Bank makes funds available to savings and loan institutions for home mortgages.

4839 Hayes, S. L., III. 1972. Caveat Emptor in Real Estate Equities. HBR 50 (March-April, no. 2): 8696.
The economics of real estate investment is troublesome for many companies and individual investors. Hayes and Harlan describe the potential pitfalls involved with real estate investments.

4848 Wheelock, W. H. 1931. The Effect of the


Present Financial Situation Upon Real Estate. HBR 9 (April, no. 3): 311318.
The rise and fall of commercial real estate values are not typically affected by the same economic factors that affect other commodities.

4840 Hayes, S. L., III and L. M. Harlan. 1967.


Real Estate as a Corporate Investment. HBR 45 ( July-August, no. 4): 144160.
Real estate has been largely a neglected stepchild in

4849 Cragin, R. T. 1931. The Need for an Adequate Survey of Domestic Building Requirments. HBR 9 ( January, no. 2): 140149.
Although real estate affects every person and line of

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Kaufman, in his new book, Interest Rates, The Markets and the New Financial World, excoriates the nancial practices of the last decade. Johnston nds this to be among the best books ever written on the ways of Wall Street.

business, Cragin maintains it is the only business or industry that has never been inventoried.

4850 Sheridan, L. J. 1929. Ofce Builiding Renting and Advertising Policies. HBR 8 (October, no. 1): 4456.
Sheridan warns American commercial landlords that they must improve their marketing and management efforts if American ofce buildings are to be protable.

4858 Jeffrey, R. H. 1984. The Folly of Stock Market Timing. HBR 62 ( July-August, no. 4): 102110.
Given the vagaries of the market, Jeffrey describes the risks involved when moving assets between equities and cash equivalents.

Securities and Investment Analysis


4851 Stewart, G. B., III. 2004. Champions of
Protable Growth. HBR 82 ( July-August, no. 7 8): 5963.
[Big Picture Feature] The revenues of the biggest companies in North America, Europe, Asia and the Southern Hemisphere grew impressively over the last two decades. Stewart examines how shareholders benetted from this growth.

4859 Piper, T. R. and W. E. Fruhan, Jr. 1981. Is Your Stock Worth Its Market Price? HBR 59 (MayJune, no. 3): 124132.
A companys valuation of its common stock is a critical component for its nancial management efforts. Piper and Fruhan provide a process to gauge a rms economic value.

4860 Bernstein, P. L. and P. Carman. 1979. Valuation Myopia in the Stock Market. HBR 57 (September-October, no. 5): 612.
[Ideas for Action Feature] Bernstein and Carman review the stock markets history to support the notion that unexpected, as opposed to expected, outcomes are what move stock prices.

4852 Bassi, L. and D. McMurrer. 2004. Hows Your Return on People? HBR 82 (March, no. 3): 18 18.
[Forethought Feature] Bassi and McMurrer contend that companies who invest in employee development are far more likely to outperform the market indexes.

4861 Tracy, K. B. 1979. Personal Financing Planning. HBR 57 (May-June, no. 3): 5868.
[For the Managers Bookshelf Feature] Tracy assesses an array of books and articles relevant to personal planning.

4853 Navarro, P. 2002. Follow the Markets Cues. HBR 80 (May, no. 5): 2022.
[Forethought Feature] Executive who neglect following the stock market miss out on vital cues relevant to production, inventory management, capital spending along with market strategy.

4862 Judd, M. 1977. Books for the Thoughtful


Executive. HBR 55 (May-June, no. 3): 174176.
[For the Managers Bookshelf Feature] Judd reviews books on commodity futures, such as Arthurs Commodity Futures as a Business Tool; Corporate Use of Commodity Futures by Berlin; along with Applegates Economics of Futures Trading for Commercial and Personal Prot.

4854 Gates, B. 1996. What I Learned from Warren Buffett. HBR 74 ( January-February, no. 1): 148152.
[Books in Review Feature] In reviewing Roger Lowensteins Buffett: The Making of an American Capitalist, Gates reects on his relationship with Buffett.

4855 Arbel, A., S. Carvell and E. Postnieks. 1988.


The Smart Crash of October 19th. HBR 66 (MayJune, no. 3): 123136.
Following the October 19, 1987 stock market crash, Arbel and his coauthors found that stock prices were what they should be and that the traditional theories for market pricing mechanisms, valuation, and risk held up surprisingly well during the collapse.

4863 Bernstein, P. L. 1973. Watch Earnings, Not the Ticker Tape. HBR 51 ( January-February, no. 1): 6369.
Sustained high earnings and a high return on book value are what distinguishes companies who have remained glamour stocks with high price/earnings multiples.

4864 Reiling, H. B. and J. C. Burton. 1972. Financial Statements: Signposts as Well as Milestones. HBR 50 (November-December, no. 6): 4554.
Annual reports, prospectuses, and other nancial statements offer plenty of information about a companys past performance. They are, however, inadequate for evaluating the investment potential for a company.

4856 Feldman, L. and J. Stephenson. 1988. Stay


Small or Get Huge: Lessons from Securities Trading. HBR 66 (March-April, no. 3): 116123.
As compared to the exchange markets whereby information is distributed uniformly, over-the-counter markets are opaque in that information is never disseminated evenly.

4857 Johnston, G. S. 1986. Dr. Kaufmans Guide


for the Perplexed. HBR 64 (November-December, no. 6): 68.
[For the Managers Bookshelf Feature] Henry

4865 Wittnebert, F. R. 1970. Bigness Versus Protability. HBR 48 ( January-February, no. 1): 158 166.
[Thinking Ahead Feature] As the prot rates for large companies decline, Wittnebert thinks it time to question the traditional advantages of corporate size.

307
4866 Hirschmann, W. B. and J. R. Brauweiler. 1965. Investment Analysis: Coping with Change. HBR 43 (May-June, no. 3): 6272.
Changing trends in cost and prot structures, along with performance improvement, are having a profound impact on investment proposals. Hirschmann and Brauweiler offer investors a method to take these trends into account.

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ter capital results than traditional buy and hold investing. As such, formula plan investing offers a good middle course for investors who lack the judgment and fortitude to buy and sell on a buy and hold basis.

4876 Close, J. A. 1951. Investment Companies: Closed Ended Versus Open-Ended. HBR 29 (May, no. 3): 7988.
Close assesses the comparative merits of closed-ended versus open-ended investment companies and proposes a new way to evaluate their performances.

4867 Treynor, J. L. 1965. How to Rate Management of Investment Funds. HBR 43 ( January-February, no. 1): 6375.
A new analytical tool enables top management to cut through the confusion when comparing the performances of trust, pension or mutual funds.

4877 Curley, J. R. 1951. A Tool for Management Control. HBR 29 (March, no. 2): 4559.
Curley describes how various protability and operating ratios function.

4868 Donaldson, G. 1962. In Defense of Preferred Stock. HBR 40 ( July-August, no. 4): 123136.
Currently out of favor, Donaldson describes the advantages that preferred stock offers.

4878 Myers, J. H. and A. J. Bakay. 1948. Inuence of Stock Split-Ups on Market Prices. HBR 26 (March, no. 2): 251255.
Myers and Bakay report on their study of stock prices for companies that instituted stock splits before and after the split.

4869 James, R. and E. James. 1962. Disputed


Role of the Stock Exchange Specialist. HBR 40 (May-June, no. 3): 133146.
The stock exchange specialist seeks to stabilize prices and maintain liquidity. James and James examine some possible reforms for preventing the distortion of these markets and potential conicts of interest.

4879 Wallich, H. C. 1945. Effect of Taxation on Investment. HBR 23 (Summer, no. 4): 442450.
Wallich probes how the federal tax code affects the investment decisions of individuals.

4870 Bates, G. E. 1962. Comprehensive Stock


Value Tables. HBR 40 ( January-February, no. 1): 5367.
Bates describes mathematical tables that enable prudent investors to engage in analysis and test their assumptions on stock issues.

4880 Towle, L. W. 1936. Cyclical Behavior of Time Deposits in the United States. HBR 14 (Winter, no. 2): 225234.
Towle investigates if any relationship exists between time deposits, the business cycle, and the equity markets.

4881 Malott, D. W. 1934. The Recent Literature


of Finance. HBR 12 ( July, no. 4).

4871 Barker, C. A. 1957. Stock Splits in a Bull


Market. HBR 35 (May-June, no. 3): 7279.
From data generated between 1951 and 1953, Barker demonstrates that stock splits do not automatically improve the long-term market price for a stock even if the split occurs during a bull market.

4882 Towbin, B. 1933. Treasury Bills. HBR 11


( July, no. 4): 507513.
Towbin analyzes the impact treasury bills have had on the short-term money markets since they were rst implemented in 1929.

4872 Weston, J. F. 1956. The Stock Market in


Perspective. HBR 34 (March-April, no. 2): 7180.
Weston believes the high level of stock prices is slightly above what it should be in conjunction to long-term economic growth.

4883 McMartin, J. S. 1931. Reporting Investment Trust Income. HBR 9 ( July, no. 4): 491502.
Reliable income reporting on investment trusts is close to being impossible due to depreciation or inventory valuation type issues.

4873 Barker, C. A. 1956. Effective Stock Splits. HBR 34 ( January-February, no. 1): 101106.
Contrary to prevailing wisdom, stock splits do not automatically generate a lasting increase in ones market value.

4884 Guthmann, H. G. and K. E. Miller. 1931.


Some Financial Tendencies Among Leading Variety and Grocery Chains During the Past Decade. HBR 9 ( January, no. 2): 248254.
Though chain and grocery stores have been protable for investors, investment analysts wonder if the law of diminishing returns will not shortly occur in both industries.

4874 Anderson, R. W. 1955. Unrealized Potential in Growth Sites. HBR 33 (March-April, no. 2): 5167.
Portfolios containing growth stocks should out-perform market indices provided investors are committed to long-range buying.

4885 Sedgwick, R. M. 1930. Investment Advice.


HBR 8 (Summer, no. 4): 468473.
Investing was considerably simpler two generations ago when there was far less capital seeking investment. Now, 2,500 companies are listed on the different exchanges, making intelligent selection difcult.

4875 Warren, R. A. 1953. Formula Plan Investing. HBR 31 ( January-February, no. 1): 5769.
Every formula plan studied by Warren produced bet-

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Shaw argues how individual investors must diversify their portfolio holdings.

4886 Mayer, L. W. 1930. Financial Aspects of Mining Enterprises. HBR 8 ( July, no. 4): 401412.
Investors interested in mining stocks should make these investments using investment trust companies rather than by themselves.

4896 Coburn, F. G. 1924. Financial Investigations of Industrials. HBR 2 ( January, no. 2): 154 159.
Industrial securities are typically more speculative than those of railroads or utility companies. As such, they are more susceptible to the hazards of competitive business.

4887 Muchnic, G. 1930. Are Foreign Securities Undervalued in the American Market? HBR 8 (April, no. 3): 289295.
Muchnic attempts to determine the extent to which foreign securities are undervalued on the American stock exchanges.

4888 Relative Investment Value of High Yield and


Low Yield Common Stocks. 1929. HBR 7 ( January, no. 2): 222228.
[Summaries of Business Research Feature] A research project examined a theoretical investment fund comprised of 30 high-yield stocks (10 industrials, 10 railroads and 10 utility companies) in conjunction with 30 low-yield common stocks over an 18 year period.

4897 Comparison of Par and No-Par Stock with Special Reference to the Effect on This Feature of Market Price. 1923. HBR 2 (October, no. 1): 113 114.
[Summaries of Business Research Feature] Examines the benets and drawbacks of par stock (i.e., possessing face value) compared to no-par stock (having no face value) and debunks many of the arguments against the latter.

4898 Dewing, A. S. 1923. The Elements of Investment Income. HBR 1 (April, no. 3): 300307.
Dewing denes investment to mean the placement of individual savings in the hands of another party and that each investment really represents a contract between someone with capital to lend and someone willing to pay.

4889 Relative Investment Value of Industrial and


Railroad Common Stocks. 1928. HBR 7 (October, no. 1): 6974.
[Summaries of Business Research Feature] This research focuses on the relative investment value of industrial and railroads common stocks. Competition seems to regulate industrial corporations in a manner fair to all. The railroad industry, however, is another matter as a competitive regime seems impossible to achieve.

4890 Hodgkinson, W. 1928. Preferred Stock Issues and Redemptions, 19191927. HBR 7 (October, no. 1): 4958.
Hodginsons article compares preferred stock offerings to other security offerings.

Shareholder Relations or Shareholder Value Issues


4899 Rappaport, A. 2006. 10 Ways to Create Shareholder Value. HBR 84 (September, no. 9): 6677.
Executives often suffer from tunnel vision. Rappaport emphasizes that rms xated on short-term performance measures are doomed to fail. Firms, instead, need to develop a growth strategy that generates shareholder value as well as disrupts the status quo of their industrial sector.

4891 Anderson, S. W. 1927. Provisions of Industrial Preferred Stocks. HBR 6 (October, no. 1): 32 43.
One distinctive feature of industrial stocks involves the annual sinking fund in which the issue is retired after a certain number of years.

4892 The Development of Class A and Class B


Stocks. 1927. HBR 5 (April, no. 3): 332339.
[Summaries of Business Research Feature] Attempts to analyze the development of Class A and Class B type stocks in conjunction to total corporate nancing.

4900 Mass, N. J. 2005. The Relative Value of Growth. HBR 83 (April, no. 4): 102112.
Growing a company is a far more effective way to increase shareholder value than cutting costs and, subsequently, enhancing ones prot margin. Masss new strategic metric, known as the relative value of growth or RVG technique, should provide management with a better idea as to how their growth and prot margin efforts affect shareholder value.

4893 Types of Investment Trust Collateral and Securities. 1927. HBR 5 ( January, no. 2): 207218.
[Summaries of Business Research Feature] Examines the different types of collateral maintained by investment trusts.

4901 Pitman, B. 2003. Leading for Value. HBR 81 (April, no. 4): 4146.
[First Person Feature] Sir Brian Pitman, chief executive ofcer and chairman of Lloyds of London, describes how Lloyds increased its market capitalization 40-fold by shedding assets and narrowing its focus.

4894 Cabot, P. 1926. Interest Rates and Utility Stock Prices. HBR 4 ( July, no. 4): 431438.
The author explores how money rates inuence stock prices.

4902 Martin, R. L. 2003. Taking Stock. HBR


81 ( January, no. 1): 1919.
[Forethought Feature] Martin advocates taking away the company stock granted to top management to

4895 Shaw, A. W. 1925. Elements in Investment


Safety. HBR 3 ( July, no. 4): 447455.

309
induce management to act in the best interests of shareholders.

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executives can maximize shareholder value in conjunction to managing for the long-term.

4903 Coyne, K. P. and J. W. Witter. 2002. Taking the Mystery Out of Investor Relations. HBR 80 (September, no. 9): 6878.
Coyne and Witters approach to investor relations will help companies develop a better picture of the actions and motivations involving their shareholders.

4911 Law, W. A. 1986. A Corporation Is Much More Than Its Stock. HBR 64 (May-June, no. 3): 8083.
Law emphasizes that managers and employees have responsibilities to shareholders. Shareholders, in turn, have obligations to management and other community stakeholders.

4904 Rappaport, A. S. and M. J. Maubossin. 2002.


Valuation Matters. HBR 80 (March, no. 3): 24 25.
[Forethought Feature]Rappaport and Mauboussin constructed a straightforward set of calculations to help rms assess the impact of their valuation decisions on shareholders.

4912 Arzac, E. R. 1986. Do Your Business Units


Create Shareholder Value? HBR 64 ( January-February, no. 1): 121126.
Arzac developed a formula to enable management to evaluate value creation from the standpoint of a business unit as opposed to the entire corporation.

4905 Kelly, M. 2002. The Incredibly Unproductive Shareholder. HBR 80 ( January, no. 1): 1820.
[Forethought Feature] Kelly explains why shareholders are such an unproductive force whose contributions to the well-being of a corporation are almost negligible.

4913 Ellsworth, R. R. 1985. Capital Markets and Competitive Decline. HBR 63 (September-October, no. 5): 171183.
Enormous pressures are being placed on top management with regards to shareholder returns and nancial leverage; all of which is distracting management from paying attention to the needs of their products and markets.

4906 Rappaport, A. S. 1992. CFOs and Strategists: Forging a Common Framework. HBR 70 (May-June, no. 3): 8493.
Rappaport nds that highly productive companies provide either superior value or lower costs. Both strategies produce a competitive advantage that, invariably, increases ones shareholder value.

4914 Fruhan, W. E., Jr. 1984. How Fast Should Your Company Grow? HBR 62 ( January-February, no. 1): 8493.
Fruhan provides a guide for companies in pursuit of either faster growth, negative growth, or divestment and then discusses how shareholder value is affected by equity nancing.

4907 Quereshey, S. U. 1991. How I Learned to Live with Wall Street. HBR 69 (May-June, no. 3): 4652.
[First Person Feature]Qureshey, CEO of AST Research, relates how he learned to run the company according to his own instincts without depending on the stock price for approval.

4915 Jeffcoat, A. E. and A. D. Southern. 1983. Why and How to Court Foreign Shareholders. HBR 61 ( July-August, no. 4): 3040.
[Ideas for Action Feature]To reduce their dependence on American institutional shareholders, Jeffcoat and Southern describe why companies such as Union Carbide seek 20 percent foreign ownership of their company stock.

4908 Day, G. S. and L. Fahey. 1990. Putting Strategy into Shareholder Value Analysis. HBR 68 (March-April, no. 2): 156162.
Day and Fahey emphasize that shareholder value analysis (SVA) can be an effective strategic tool if rigorously applied and its underlying assumptions are carefully considered.

4916 Rappaport, A. 1981. Selecting Strategies That Create Shareholder Value. HBR 59 (MayJune, no. 3): 139149.
Believing that conventional ratios such as earningsper-share (EPS) or return-on-investment (ROI) do not accurately reect shareholder value, Rappaport nds that the discounted cash ow analysis to be a better tool for assessing the value-creating potential of a rms strategic units.

4909 Wenner, D. L. and R. W. LeBer. 1989. Managing for Shareholder Value From Top to Bottom. HBR 67 (November-December, no. 6): 5266.
[Getting Things Done Feature] Wenner and LeBer contend the shareholder value analysis (SVA) technique is far more reliable as a decision-making tool than conventional accounting analyses.

4917 Baker, H. K. and C. Rheinstein. 1980. Tender Offers to Buy Back Odd Lot Holdings of Stock. HBR 58 (September-October, no. 5): 6670.
[Ideas for Action Feature] Baker and Rheinstein assess whether the cost of allowing shareholders to maintain odd-lots of company stock is worth the good-will it generates.

4910 Goodson, P. D. and D. J. Gogel. 1987. Managing as if Shareholders Matter. HBR 65 (MayJune, no. 3): 2426.
[For the Managers Bookshelf Feature] Goodson and Gogel review Alfred Rappaports new book, Creating Shareholder Value, in which Rappaport discusses how

4918 Foy, F. C. 1973. Annual Reports Dont Have to Be Dull. HBR 51 ( January-February, no. 1): 49 58.
Foy believes that annual reports must contain easily

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Gilbert describes how 15 million shareholders are revolting against traditional managerial prerogatives and how little interest these shareholders have with passive ownership.

absorbed data and plainly written prose in a more sprightly and expressive fashion.

4919 Young, A. and W. Marshall. 1971. Controlling Shareholder Servicing Costs. HBR 49 ( January-February, no. 1): 7178.
Most corporations have signicant numbers of shareholders owning small blocks of shares. As the cost for servicing these shareholders keeps mounting, Young and Marshall advocate repurchasing these shares at an optimum price.

4928 Stanley, W. F. 1950. A Key to Good Stockholder Relations. HBR 28 ( July, no. 4): 6672.
American management is nally seeing the signicance of good shareholder relations through annual shareholder meetings or by the quality of their annual reports which, historically, received little attention.

4920 Savage, R. H. 1970. Crucial Role of Investor


Relations. HBR 48 (November-December, no. 6): 122130.
Savage describes the ingredients needed for a successful investor relations program as well as the ofcer who is assigned to manage the department.

4929 Sanders, T. H. 1949. The Annual Report:


Portrait of a Business. HBR 27 ( January, no. 1): 1 12.
When compiling the annual report for shareholders, company ofcers need to think of framing this report as a living portrait. By that, Sanders urges companies to create for themselves a living, animated personality, with a history of successful accomplishments that is looking to future achievements.

4921 Manne, H. G. 1966. In Defense of Insider Trading. HBR 44 (November-December, no. 6): 113122.
Manne offers a contrarian view on if insider trading is unethical from examining who gains and loses from these practices. The long-term consequences and whether nancial or social costs exist are also examined.

4930 Dolley, J. C. 1933. Common Stock SplitUps: Motives and Effects. HBR 12 (October, no. 1): 7081.
Dolley surveyed 88 publicly traded companies as to their objectives when opting to split their stock.

4922 Saxon, O. G., Jr. 1966. Annual Headache:


The Stockholders Meeting. HBR 44 ( January-February, no. 1): 132137.
Saxon describes how a small percentage of shareholders can turn an annual shareholder meeting into a chaotic shamble by their disruptive actions.

4931 _____. 1933. Characteristics and Procedures of Common Stock Split-Ups. HBR 11 (April, no. 3): 316326.
Dolley argues that empirical research needs to be applied to the 1920s technique of stock splitting.

4923 Guthart, L. A. 1965. More Companies Are Buying Back Their Stock. HBR 43 (March-April, no. 2): 4053.
[Thinking Ahead Feature] Guthart offers some explanations on why many companies are repurchasing blocks of their common stock.

4932 Conicting Interests in a Companys Purchase of Its Own Securities. 1927. HBR 5 ( July, no. 4): 481487.
[HBR Case Study Feature] Conicts of interest between company management and shareholders tend to crescendo anytime a rm repurchases its stock.

4924 Donaldson, G. 1963. Financial Goals: Management vs. Stockholders. HBR 41 (May-June, no. 3): 116129.
Since corporate management is placing continuity and the growth of corporate interests ahead of shareholder objectives, Donaldson describes the potential conict that is likely.

4933 Berle, A. A. 1927. Management Power and Stockholders Property. HBR 5 ( July, no. 4): 424 432.
Berle explains why sound business standards must be developed and adhered to for protecting the property of shareholders and other stakeholders.

4925 Williams, C. M. 1955. Stockholders Rebellion. HBR 33 ( July-August, no. 4): 2130, 156158.
[Thinking Ahead Feature]Williams describes how opposition groups have been successful in unseating or terminating increasing numbers of corporate managers and directors.

Socially Responsible Investments


4934 Roosevelt, T., IV and J. Llewellyn. 2007. Investors Hunger for Clean Energy. HBR 85 (October, no. 10): 3840.
[Forethought Feature]Private equity and individual investors are nding the demand for green investments is greater than its supply.

4926 Hunt, P. 1952. A Program for Stockholder


Relations. HBR 30 (September-October, no. 5): 99110.
Hunt argues how corporate management must place far greater emphasis on its stockholder relations endeavors.

4935 Purcell, T. V. 1980. Reprise of the Ethical Investors. HBR 58 (March-April, no. 2): 158182.
[Probing Opinions Feature] Purcells 1979 HBR article, Management and the Ethical Investor generated a high number of letters-to-the-editor. This article responds to many of the concerns raised by those letters.

4927 Gilbert, L. D. 1950. Management and the Public Stockholder. HBR 28 ( July, no. 4): 7383.

311
4936 _____. 1979. Management and the Ethical Investors. HBR 57 (September-October, no. 5): 2444.
[Thinking Ahead Feature] Purcell discusses the clout that church-sponsored and other social-activist groups have from shareholder resolutions.

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4937 Malkiel, B. G. and R. E. Quandt. 1971. Moral Issues in Investment Policy. HBR 48 (March-April, no. 3): 3747.
Malkiel and Quandt describe how portfolio managers are under enormous pressure to deploy their funds toward social, political and moral ends.

Business Law
Anti-Trust Laws and Situations
4938 Hobbs, C. O. 2004. The Confession Game
Plan. HBR 82 (September, no. 9): 2021.
[Forethought Feature] Though harsh penalties exist for those convicted of antitrust violations, Hobbs nds that companies who violate these laws can achieve amnesty by fully cooperating with the Justice Departments Antitrust Division early in its investigation.

4944 Hughes, G. D. 1978. Antitrust Caveats for


the Marketing Planner. HBR 56 (March-April, no. 2): 4058, 186194.
[Keeping Informed Feature] Antitrust laws will be more relevant to strategic planning and marketing forecasting in light of the Federal Trade Commission and Department of Justices new criteria on competition.

4939 Yofe, D. B. and M. Kwak. 2001. Playing


by the Rules: How Intel Avoids Antitrust Litigation. HBR 79 ( June, no. 6): 119122.
[Best Practice Feature] Intel is a prime target for anti-trust litigation. Yofe and Kwak describe Intels approach for complying with these statutes.

4945 Van Cise, J. G. 1978. For Whom the Antitrust Bell Tolls. HBR 56 ( January-February, no. 1): 125130.
The Carter Administration is warning that companies in concentrated industries will likely be scrutinized by the Justice Departments Anti-Trust Division.

4940 DeLong, J. B. and A. M. Froomkin. 2000.


Beating Microsoft at Its Own Game. HBR 78 ( January-February, no. 1): 159164.
[Books in Review Feature]DeLong and Froomkin review Charles Fergusons (creator of FrontPage software) new book, High Stakes, No Prisoners: A Winners Tale of Greed and Glory in the Internet Wars.

4946 Jones, R. T. 1976. Executives Guide to Antitrust in Europe. HBR 54 (May-June, no. 3): 106 118.
Antitrust laws are being revamped all over the world. Subsequently, international business is increasingly more complicated and bewildering. Jones points out what the nations of the European Economic Community [EEC] are doing; most of which is similar to Americas antitrust laws.

4941 Beckenstein, A. R., H. L. Gabel and K. Roberts. 1983. An Executives Guide to Anti-Trust Compliance. HBR 61 (September-October, no. 5): 94102.
Beckenstein and his coauthors surveyed 200 Fortune 500 executives, attorneys practicing antitrust law and ofcials from two federal agencies on strategies that might be utilized for complying with ever-changing antitrust regulations.

4947 Van Cise, J. G. 1972. Antitrust Guides to Foreign Acquisitions. HBR 50 (November-December, no. 6): 50.
Van Cise provides directives for overseas acquisitions by U.S. companies and then interprets the economic, political, and moral ramications of American anti-trust laws.

4942 Gareld, H. A., II. 1983. Antitrust Risk


Analysis for Marketers. HBR 61 ( July-August, no. 4): 131138.
Gareld describes some recent judicial rulings, along with the attitude of the Reagan Justice Department, as to the anti-trust strategies for a number of rms.

4948 Grabner, J. R., Jr. 1969. Legal Limits of Competition. HBR 47 (November-December, no. 6): 424, 182184.
[Keeping Informed Feature] Because executives must be more cognizant of the government notion of unfair competition, Grabner outlines the current legal and regulatory positions on pricing and other aspects of marketing behavior.

4943 Van Cise, J. G. 1979. Review of the Antitrust Paradox. HBR 57 ( January-February, no. 1): 5254.
[For the Managers Bookshelf Feature] Van Cise reviews Robert Borks book, The Antitrust Paradox, in which Bork favors mergers and price-xing if market efciency is the end-result.

4949 Marcus, S. 1965. New Weapons Against Bigness. HBR 43 ( January-February, no. 1): 100 108.
Increasing numbers of large businesses have started softening their competitive behavior to t the apparent demands of federal anti-trust agencies.

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4959 Andrews, K. R. 1951. Product Diversication and the Public Interest. HBR 29 ( July, no. 4): 91107.
Andrews examines the claim made by some Congressmen that product diversication destroys competition and creates monopolies.

4950 Fennelly, D. J. 1964. On the Judging of Mince Pies. HBR 42 (November-December, no. 6): 7786.
Fennelly discusses the impact of the Robinson-Patman Act and offers ideas for generating greater clarity and equity for enforcing this controversial law.

4951 Markham, J. W. 1963. Antitrust Trends and


New Constraints. HBR 41 (May-June, no. 3): 84 92.
The federal courts and antitrust agencies are utilizing a new standard that promises to trigger strategic changes among American corporations.

4960 Hansen, H. L. and M. N. Smith. 1951. The Champion Case: What Is Competition? HBR 29 (May, no. 3): 89103.
In light of the Robinson-Patman Act, Hansen and Smith discuss Champion Spark Plugs difculties with the Justice Departments Anti-Trust Division which stem from prices which are signicantly less than their competitors.

4952 Lawyer, J. Q. [psuedonym]. 1963. How to Conspire to Fix Prices. HBR 41 (March-April, no. 2): 95103.
The author provides 22 time-tested, but largely futile, guidelines for those who think that price-xing pays off in the long-run.

4961 Fleming, H. 1950. Business and Anti-Trust Laws. HBR 28 (May, no. 3): 97102.
Fleming describes the Great Atlantic & Pacic Tea Companys experiences with the Justice Departments Anti-Trust Division. The latter was relentless in charging the company with additional anti-trust violations any time a federal court exonerated A&P of earlier charges.

4953 Van Cise, J. G. 1962. How to Live with Antitrust. HBR 40 (November-December, no. 6): 119126.
The expanding role of the antitrust laws in Americas economy creates a growing demand for greater certainty in their application. Hence, the creation of sound internal complicance programs is essential.

4962 Rodgers, R. and H. E. Luedicke. 1949. Dynamic Competition. HBR 27 (March, no. 2): 237 249.
Rodgers and Luedicke focus on recent Federal Trade Commission and Supreme Court decisions relevant to uniform pricing methods and whether those methods violate anti-trust laws.

4954 Posniak, E. G. 1959. Effectiveness of Antitrust [Looking Around Feature]. HBR 37 (March-April, no. 2): 2932, 134162.
Posniak questions whether anti-trust laws have produced the intended results based his reading of some leading studies.

4963 Chambers, R. W. 1941. Block Booking and Blind Selling. HBR 19 (Summer, no. 4): 496507.
Chambers discusses two motion picture industry practices: block binding and blind selling that has the industry facing anti-trust difculties.

4955 Cook, P. W. 1959. Trends in Merger Activity. HBR 37 (March-April, no. 2): 1518+.
[Thinking Ahead Feature] Cook deals with Congresss decision to amend the Clayton Act on anti-trust laws relevant to mergers and acquisitions.

4964 Phillips, C. F. 1936. Robinson-Patman Anti-Price Discrimination Law and the Chain Store. HBR 15 (Autumn, no. 1): 6275.
Congressional action has transpired involving chain stores who receive nancial concessions from manufacturers. These concessions are not provided to independent wholesalers or retailers.

4956 Robbins, W. D. 1957. Is Competitive Pricing Legal? HBR 35 (November-December, no. 6): 8389.
Robbins assesses the legalities involved in competitive pricing and then discusses the types of price discrimination that are justied under U.S. law.

4965 Taeusch, C. F. 1934. Business Ethics and


the NRA Codes. HBR 12 ( January, no. 2): 164175.
Tauesch nds that the National Recovery Acts emphasis on autonomous industrial business initiatives to be in conict with much of the Sherman Anti-Trust law.

4957 Mason, L. B. 1955. Bureaucracy Psychoanalyzed: The Case of Antitrust vs. National Standards. HBR 33 (November-December, no. 6): 8490.
If executives are interested in developing national standards, they must be cognizant of the operating styles of anti-trust agencies with both the Justice Department and the Federal Trade Commission.

4966 Copeland, M. T. 1932. Revising the AntiTrust Laws. HBR 10 (April, no. 3): 292301.
Copeland discusses how anti-trust laws are designed to protect consumers against monopolistic conditions and safeguard smaller businesses from powerful rivals.

4958 Rose, S. D. 1951. Your Right to Lower Prices. HBR 29 (September, no. 5): 9098.
Corporate executives face a classic paradox from the Robinson-Patman Act and Sherman Act: Anytime prices are lowered to meet those of their competitors, the former is violated. By keeping prices the same as competitors, a company is in conict with the Sherman Act.

4967 Donovan, W. J. 1932. Should the Anti-Trust


Laws Be Modied? HBR 10 ( January, no. 2): 129 136.
Donovan believes anti-trust statutes stem from an increasingly more complex economic system and a growing dependence on government.

313
4968 Fewster, J. D. 1930. The Packers Consent
Decree. HBR 8 (April, no. 3): 346353.
Fewster describes the reasoning behind a federal district court decision to enjoin large meatpackers from ownership in stockyards, railroads, warehouses, and marketing newspapers.

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how those terms can be satised. A sense of spirit must be reached for an agreement to be successful. Negotiators are spending too much time on a contractual agreements economic impact than they do with its spirit.

4976 Coutu, D. L. 2002. Negotiating Without a


Net: A Conversation with the NYPDs Dominick J. Misino. HBR 80 (October, no. 10): 4954.
[Different Voice Feature] Misino discusses the skills and personal qualities that effective crisis negotiators possess, particularly in regards to active listening.

4969 The Working of the Webb-Pomerene Law.


1928. HBR 6 ( July, no. 4): 471476.
[Summaries of Business Research Feature] The Webb-Pomerene Act exempts combinations of rms from both the Sherman and Clayton measures if they were formed for the sole purpose of exporting American goods to foreign nations.

4977 Sebenius, J. K. 2001. Six Habits of Merely


Effective Negotiators. HBR 79 (April, no. 4): 8795.
Sebenius outlines how negotiators make six common mistakes which make problem-solving close-to-impossible.

4970 Taeusch, C. F. 1928. Classication of Customers. HBR 6 ( July, no. 4): 401409.
The Federal Trade Commission ruled against a deodorant manufacturers practice of classifying its customer groups and offering trade discounts to its largest ones.

4978 Kolb, D. M. and J. Williams. 2001. Breakthrough Bargaining. HBR 79 (February, no. 2): 88 97.
Kolb and Williams examine the unspoken, subtle parts of the bargaining process. These are sometimes referred to as shadow negotiations, and can set the tone for successful negotiations.

Arbitration or Negotiation Activity


4971 Malhotra, D. and M. H. Bazerman. 2007. Investigative Negotiation. HBR 85 (September, no. 9): 7278.
Business negotiators should be like investigators when assessing a crime scene (i.e., they try to discover as much as possible about a situation and the people involved in it). Negotiators also need to be cognizant of the interests, priorities and limitations facing the other side.

4979 Ertel, D. 1999. Turning Negotiation into a Corporate Capability. HBR 77 (May-June, no. 3): 5570.
Companies are comprised of an intricate web of relationships that are developed by ones negotiating capabilities. Few companies think systematically about these negotiating activities. Instead, every negotiation is perceived as a separate event which makes coordinating them a nightmare.

4972 Ertel, D. 2004. Getting Past Yes: Negotiating as if Implementation Mattered. HBR 82 (November, no. 11): 6068.
Negotiators place too much effort on closing a mergeroriented deal. As such, they become oblivious to whether a deal is feasible in light of the organizational contexts that are in play.

4980 Carver, T. B. and A. A. Vondra. 1994. Alternative Dispute Resolution: Why It Doesnt Work and Why It Does. HBR 72 (May-June, no. 3): 120 131.
Alternative dispute resolution (ADR) was promoted as a sensible way to avoid costly litigation. Some companies, however, are effective in using ADR and are deftly resolving disputes in a manner that preserves ones relationships. Carver and Vondra describe how a win at any cost mindset that most people or rms possess diminishes the hope that ADR offers.

4973 Lax, D. A. and J. K. Sebenius. 2003. 3-D Negotiation: Playing the Whole Game. HBR 81 (November, no. 11): 6474.
Not every deal is won at the bargaining table. In fact, most proposals are accepted or rejected based on the moves negotiators make away from their face-to-face talks.

4981 Allison, J. R. 1990. Five Ways to Keep Disputes Out of Court. HBR 68 ( January-February, no. 1): 166177.
[Getting Things Done Feature] Alternative dispute resolution (ADR) is designed so that disputants can resolve their disputes expeditiously and to one anothers satisfaction. Its also helping save money and can soften the nastiness of the adversarial system.

4974 Graham, J. L. and N. M. Lam. 2003. The Chinese Negotiation. HBR 81 (October, no. 10): 8291.
The old etiquette rules take people so far when negotiating with the Chinese. For people to take their Chinese dealings to a higher level, they must grasp the cultural context behind the Chinese business style.

4982 Hendry, S. R. 1986. The China Trade: Making the Deal Work. HBR 64 ( July-August, no. 4): 7584.
When dealing with Chinese rms, foreign negotiators must cope with the lack of coordination among Chinas bureaucratic agencies and their cumbersome decisionmaking procedures.

4975 Fortang, R. S., D. A. Lax and J. K. Senenius.


2003. Negotiating the Spirit of the Deal. HBR 81 (February, no. 2): 6675.
Although the nancial terms to an agreement might be agreed upon, it doesnt mean the parties see eye-to-eye on

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4991 Baldwin, W. H. 1942. The McKesson & Robbins Reorgranization. HBR 20 (Summer, no. 4): 473481.
Baldwin describes the impact that the McKesson & Robbins bankruptcy proceedings had on every company afliated with this wholesaling operation.

4983 Pye, L. W. 1986. The China Trade: Making the Deal. HBR 64 ( July-August, no. 4): 7480.
Foreign executives often waiver when negotiating with the Chinese who possess a subtle strength in the art of negotiation. Successful American rms come to understand Chinese delaying tactics and learn to hold back and not become overly-enthusiastic.

4984 Graham, J. L. and R. A. Herberger, Jr. 1983.


Negotiators Abroad Dont Shoot from the Hip. HBR 61 ( July-August, no. 4): 160168.
Graham and Herberger explain how counter-productive the do-or-die mindset is that many Americans bring to international negotiations.

4992 Panuch, J. A. 1940. Investor Protection in


Reorganization. HBR 19 (Autumn, no. 1): 2132.
Panuch traces the history of the bankruptcy reorganization process, highlighting on the roles of the trustee, the SEC, and then describes some landmark cases in this area.

4985 Wells, L. T., Jr. 1977. Negotiating with


Third World Governments. HBR 55 ( January-February, no. 1): 7280.
Wells describes the disconnect that poor communication practices produce in the negotiation process between foreign governments and transnational corporations.

4993 Lisman, F. J. 1934. Protective Committees


for Security Holders. HBR 13 (October, no. 1): 19 33.
Lisman outlines the qualities that effective members of bankruptcy committees possess. These committees are designed to protect the interests of security holders during economic downturns.

4986 Oppenheimer, F. M. 1954. Notes on Podsnappery. HBR 32 ( July-August, no. 4): 7478.
Oppenheimer discusses how American executives should deal with foreign laws and customs when negotiating with their international counterparts.

4994 Phillips, P. G. 1933. A Business Tribunal for


Corporate Reorganization. HBR 11 ( January, no. 2): 178186.
Phillips investigates corporate reorganizations from the perspective of bondholders.

Bankruptcy Issues
4987 Bower, J. and S. Gilson. 2003. The Social
Cost of Fraud and Bankruptcy. HBR 81 (December, no. 12): 2022.
[Forethought Feature] Though designed to preserve sound companies that face temporary problems, Bower and Gilson nd that bankruptcy laws are increasingly used for other purposes.

4995 Pike, A. W. 1932. The Double-Liability of Bank Stocks. HBR 10 ( July, no. 4): 516523.
Pike describes how shareholders of bank stock are liable for nancial distress incurred among banks in addition to their own losses.

4996 Oettinger, J. S. 1931. Standing Receiver: A Major Step in Bankruptcy Reform [Student Section]. HBR 10 (October, no. 1): 109117.
Oettinger probes the many abuses and corrupt practices involved with current bankruptcy statutes and describes how a receivership structure might reform the system.

4988 Williams, C. M. 1984. When the Mighty Stumble. HBR 62 ( July-August, no. 4): 126139.
Having examined the Massey-Ferguson, Dome Petroleum and International Harvester bankruptcies, Williams describes the ominous signs that nancially troubled companies face and points out how top management should react.

4997 Girard Grocery Company. 1929. HBR 7 ( July, no. 4): 490495.
[Legal Developments Signicant in Business Feature] The Philadelphia-based Girard Grocery Company, a grocery wholesaler, underwent bankruptcy in 1926. An ethical problem that transpired in how the rms inventory was valued at market price which is lower than the original price.

4989 Mittman, L. and R. W. Morrison. 1981. Bankruptcies Assets Often Can Be Picked Up at Bargain Prices. HBR 59 ( July-August, no. 4): 155 160.
[Ideas for Action Feature] Mittman and Morrison describe the lucrative assets that corporations undergoing bankruptcy offer at bargain prices.

4998 The Corporate Receiver. 1927. HBR 5 (April, no. 3): 358365.
[Legal Developments Signicant in Business Feature] The state and federal courts occasionally appoint individuals to oversee the affairs of a business and ensure the rm steers between the law and effective business practices.

4990 Levine, R. L. 1980. Trade-Offs in the New


Bankruptcy Law. HBR 58 (March-April, no. 2): 4652.
[Ideas for Action Feature] Levine and Sherman describe changes made to the bankruptcy code, effective 1-October 1979, with regards to how ones bankruptcy committee is structured and the impact that creditors have on a debtors Chapter XI plan.

4999 The Pike Company. 1923. HBR 1 ( January, no. 2): 248251.
[HBR Case Study Feature] Probes whether insuring foreign shipments against the insolvency of a foreign buyer is advisable or not.

315
5000 Dewing, A. S. 1922. Creditors Committee
Receiverships. HBR 1 (October, no. 1): 3143.
Creditors Committees are used to manage nancially embarrassed businesses and are usually comprised of bankers with the tacit consent of the owners of these creditors.

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5007 Malott, R. H. 1983. Lets Restore Balance to Product Liability Law. HBR 61 (May-June, no. 3): 6674.
Malott describes the manner in which product liability law places great emphasis on: (i) design safety; (ii)product misuse; and (iii) if the safety warning labels were adequately posted.

Commercial Liability Issues


5001 Schrage, E. 2003. Emerging Threat: Human
Rights Claims. HBR 81 (August, no. 8): 1618.
[Forethought Feature] American courts are accepting increasing numbers of claims against multinational companies over business practices in developing countries that involve supply chain management, lending, labor management, product testing and marketing.

5008 Ewing, D. W. and M. R. Kindle. 1981. Monsatos Early Warning System. HBR 59 (November-December, no. 6): 107122.
[An Interview With John Hanley]Monsantos CEO, John Hanley, is interviewed on the companys efforts to assess potential hazards from its chemical product lines.

5009 Fisk, G. and R. Chandran. 1975. How to Trace and Recall Products. HBR 53 (NovemberDecember, no. 6): 9096.
With the products they produce, companies frequently imply that these products could be unsafe or wont work the way theyre supposed to. Fisk and Chandran nd that prudent companies have contingency plans that provide steps to minimze all damage.

5002 Sells, B. 1994. What Asbestos Taught Me About Managing Risk. HBR 72 (March-April, no. 2): 7690.
[First Person Feature] Sells, as a Johns-Manville Corporation executive, discusses the hazards of the asbestos industry and how these hazards were poorly managed. Denial played a signicant role in Johns-Manvilles organizational culture.

5010 OConnell, J. 1975. Why Not No-Fault Product Liability. HBR 53 (November-December, no. 6): 67.
[Ideas for Action Feature] Product liability is emerging as a major crisis area. Premium rates have the potential to rise ve times what they presently are. OConnell believes a reform, known as no-fault insurance, could temper these costs.

5003 Erickson, K. 1990. Toxic Reckoning: Business Faces a New Kind of Fear. HBR 68 ( JanuaryFebruary, no. 1): 118126.
Management needs to educate the public on the dangers of toxic chemicals. Doing so, Erickson argues, would help prevent litigation or toxic torts and stymie the growth of anti-technology political movements.

5011 Walters, K. D. 1975. Your Employees Right


to Blow the Whistle. HBR 53 ( July-August, no. 4): 2634, 161162.
[Thinking Ahead Feature] Walters assesses federal and state laws applicable to whistleblowing for both corporations and government agencies.

5004 Seymour, S. 1988. The Case of the Willful Whistle-Blower. HBR 66 ( January-February, no. 1): 103109.
[HBR Case Study Feature]A report that contained evidence of signicant design problems in a nuclear reactor, was covered up for 15 years. An employee then gave a newspaper the story of these defects which triggered an intense outcry from the public. Respondents focus on how this situation should be handled and what should be done to the whistleblower.

5012 Responsibility of Bank Directors for Imprudent Credit Policies with Emphasis on Country Banks. 1928. HBR 7 (October, no. 1): 108128.
[Legal Developments Signicant in Business Feature] In light of the number of contemporary bank failures, the responsibility that rural bank directors have are examined with regards to imprudent credit policies.

5005 Manley, M. 1987. Product Liability: Youre More Exposed Than You Think. HBR 65 (September-October, no. 5): 2840.
[Keeping Informed Feature] No maker or seller of products will ever be immune to product liability litigation. Manley, however, believes ones chances of being sued can be reduced if they grasp how the law works.

5013 Liability of the Manufacturer of a Defective Article for the Injury to the Person or Property of the Ultimate Consumer. 1928. HBR 6 ( July, no. 4): 494498.
[Legal Developments Signicant in Business Feature] The Winterbottom v. Wright federal court decision advances the notion that manufacturers are not liable to tort action other than to ones immediate vendee.

5006 Herzel, L., R. W. Shepro and L. Katz. 1987. Next-to-Last Word on Endangered Directors. HBR 65 ( January-February, no. 1): 3843.
[From the Boardroom Feature] A new Delaware law allows companies to relieve their directors from damages in which the company has been found negligent. However, Herzel and his coauthors contend that this law may not be enough because shareholders can still sue a corporate director for disloyalty.

Consumer Interests and Protection


5014 Davenport, T. H. and J. G. Harris. 2007. The Dark Side of Consumer Analytics. HBR 85 (May, no. 5): 3148.
[HBR Case Study Feature]Davenport and Harriss

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tain that consumer interests must be a key component in any companys marketing strategy.

case study examines the ethical ramications involving a partnership between a health insurance company and a grocery store chain. The insurer would gain access to a database containing consumer purchasing habits.

5023 Ward, S. 1972. Kids TV-Marketers on Hot


Seat. HBR 50 ( July-August, no. 4): 1628, 146151.
[Special Report Feature]Makers of breakfast foods and toys advertised on television devoted to children are jittery about the assaults aimed directly at them by consumer groups. Ward urges marketers to only sponsor quality programs, pretest commercials with parents and undertake research into the processes of consumer learning as the basis for a self-regulation effort.

5015 Gerson, B. 2004. Taking the Cake. HBR 82


(March, no. 3): 2939.
[HBR Case Study Feature] The popular dough that Southland Baking Company produces is drenched in trans-fats. As such, consumer activists and litigators are zeroing in on the company.

5016 Shapiro, C. 2000. Will E-Commerce Erode


Liberty? HBR 78 (May-June, no. 3): 189199.
[Books in Review Feature] Shapiro reviews Lawrence Lessigs new book, In Code and Other Laws of Cyberspace on the impact that commercial interests would have if they could determine the architecture for the Internet.

5024 Kotler, P. 1972. What Consumerism Means


for Markets. HBR 50 (May-June, no. 3): 4857.
Contending that consumerism is here to stay, Kotler believes the movement can be protable for those companies that see it as an opportunity. The challenge is developing products and marketing practices that combine short- and long-run consumer values.

5017 Bloom, P. N. and S. A. Greyser. 1981. The Maturing of Consumerism. HBR 59 (NovemberDecember, no. 6): 130139.
Bloom and Greysar examine whether the consumer movement is in danger of losing the momentum it had during the 1960s and 1970s.

5025 Rados, D. L. 1969. Product Liability: Tougher Ground Rules. HBR 47 ( July-August, no. 4): 144152.
Rados describes the political impact that consumerism possesses as laws now hold manufacturers far more responsible for product deciencies.

5018 Bloom, P. N. and M. J. Silver. 1976. Consumer Education: Marketers Take Heed. HBR 54 ( January-February, no. 1): 3242, 149150.
Bloom and Silver report on the growing interest in getting consumers to acquire the necessary skills to function in the marketplace more wisely.

5026 Weiss, E. B. 1968. Marketers Fiddle While


Consumers Burn. HBR 46 ( July-August, no. 4): 4553.
Marketing is out-of-step with the gains made by the consumer movement. As such, it is likely to be subject to strict regulation. Weiss believes most rms need an executive-level director in charge of consumer protection.

5019 Greyser, S. A. and S. L. Diamond. 1974.


Business Is Adapting to Consumerism. HBR 52 (September-October, no. 5): 3858.
[Probing Opinions Feature]HBR surveyed its subscribers and found that corporate executives are more willing to recognize and accept the principles of the consumer movement.

5027 Beem, E. R. and J. S. Ewing. 1954. Business Appraises Consumer Testing Agencies. HBR 32 (March-April, no. 2): 113126.
Beem and Ewing describe the historical development of the Consumers Research and the Consumers Union organizations in helping consumers and enhance product quality.

5020 Bennigson, L. A. and A. I. Bennigson. 1974.


Product Liability: Manufacturers Beware! HBR 52 (May-June, no. 3): 122133.
Bennigson and Bennigson offer ways for coping with current liability laws in which consumers have broad, new powers to sue.

5028 Filene, L. 1939. Voluntary Control of Unfair Business Practices. HBR 17 (Summer, no. 4): 435441.
To prevent federal intervention, Filene argues how every industry or trade association must be proactive in policing and disciplining those who engage in unscrupulous practices.

5021 Webster, F. E., Jr. 1973. Does Business Misunderstand Consumerism? HBR 51 (SeptemberOctober, no. 5): 8997.
Webster describes a study of 157 companies on how they perceive consumer needs, problems and frustrations and provides six guidelines for companies to incorporate in their performance audits.

5029 Dameron, K. 1939. The Consumer Movement. HBR 17 (Spring, no. 3): 271289.
Dameron describes the advances the burgeoning consumer movement is making in providing consumers with information on matters involving pricing and quality.

5022 Aaker, D. A. and G. S. Day. 1972. Corporate Responses to Consumerism Pressures. HBR 50 (November-December, no. 6): 114124.
The pressures on business from the consumer movement will intensify. In addition, so will government regulation with all its inexibility, high costs, and inequities created by uneven administration. Aaker and Day main-

5030 Richardson, J. 1930. Business Policing Itself


Through the Better Business Bureaus. HBR 9 (October, no. 1): 6977.
Richardson writes on the Better Business Bureaus efforts to safeguard consumers from being exploited by unscrupulous business practices without government interference.

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Contracts and Agreements


5031 Nunes, P. F. 2002. License to Overkill. HBR 80 (December, no. 12): 2937.
[HBR Case Study Feature] Nuness case study examines a licensing deal between a fast-food chain and a popular television character.

to a steel manufacturer who receives a request to cancel a major order are examined.

Estate, Trusts or Inheritance Topics


5039 Forbes, W. F. and A. C. Paddock. 1982.
Freeze Assets to Lower Estate Taxes and Keep Control. HBR 60 (November-December, no. 6): 1628.
[Growing Concerns Feature] Forbes and Paddock describe three asset-freezing methods for business owners wanting to pass their companies on to a younger generation without the burden of high estate taxes.

5032 Bazerman, M. H. and J. J. Gillespie. 1999.


Betting on the Future: The Virtues of Contingent Contracts. HBR 77 (September-October, no. 5): 155160.
[Managers Tool Kit Feature]Contingent contracts can help avoid the impasse that transpires when two parties, having similar interests, fail to reach an agreement because of different expectations.

5033 Spanner, R. A. 1985. Improvements on the Noncompetition Agreement. HBR 63 (MarchApril, no. 2): 810.
[Ideas for Action Feature]Professionals are increasingly challenging noncompetition agreements through the courts. Spanner provides several alternatives that offer greater exibility in protecting company information or trade secrets.

5040 Schwartz, E. L. 1966. Caveats on Estate Planning. HBR 44 (March-April, no. 2): 4850, 171178.
[Keeping Informed Feature]Schwartz warns executives to be more committed to simplfying their probate problems, and minimize their estate administration expenses so as to maximize the assets of their estate.

5041 Jenney, C. 1931. The Trusteed Estate. HBR 9 ( January, no. 2): 159168.
Jenney writes about people creating their trusts in an orderly way instead of dumping lump sums into the laps of their heirs.

5034 Bevis, H. L. 1932. The Pitfalls of Partnership


Agreements. HBR 10 (April, no. 3): 366372.
A written agreement which includes a clear, frank, intelligent consideration of the problems most likely to be the best policy for a partnership over the long run.

5035 The Relationship of Syndicate Managers and Members. 1929. HBR 8 (October, no. 1): 88 95.
[Legal Developments Signicant in Business Feature] Describes the rapid changes that are taking place in the syndication of securities particularly involving the relationship between syndicate managers and their membership.

5042 Accounting for Payments to the Estate of a Deceased Partner. 1929. HBR 7 ( July, no. 4): 482 489.
[HBR Case Study Feature] Partnership arrangements produce many complex problems. This case study examines which accounting procedure is appropriate given each partnerships unique qualities.

5043 Estate and Inheritance Taxation of Corporate Securities. 1929. HBR 7 (April, no. 3): 338 338.
[Legal Developments Signicant in Business] Investors in trust services or insurance products are urged to give high priority to their estate and inheritance tax ramications.

5036 Cancellations: The American Sugar Rening Company. 1924. HBR 2 ( July, no. 4): 496502.
[HBR Case Study Feature] In light of a sudden decline in sugar prices, many customers of the American Sugar Company are attempting to cancel their existing contracts for delivery. Management is adopting a policy of strict enforcement and will use legal means if necessary.

Ethics or Dishonesty Issues


5044 Finder, J. 2007. The CEOs Private Investigation. HBR 85 (October, no. 10): 4760.
[HBR Case Study Feature]Finders case study features a newly appointed CEO who suspects that her new workforce is engaged in corporate misconduct. That prompts her to hire a private investigator.

5037 Cancellations: The Randolph Shoe and


Leather Company. 1924. HBR 2 (April, no. 3): 367370.
[HBR Case Study Feature] The Randolph Shoe Company manufactures medium-priced mens shoes. With deation rampant, the price of these shoes has dropped. As such, many retailers are cancelling the orders they agreed to six months ago. What leverage does the Randolph Shoe Company possess?

5045 Heineman, B. W., Jr. 2007. Avoiding Integrity Land Mines. HBR 85 (April, no. 4): 100108.
Heinemann, as General Electrics chief legal ofcer for twenty years, developed a uniform framework to keep GEs employeeswho operate in hundreds of nations ethical given the high-pressured business expectations that all of them operate under.

5038 Cancellations: The Harrison Steel Corporation. 1924. HBR 2 ( January, no. 2): 238240.
[HBR Case Study Feature] The options available

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nothing more than to emulate and share in their fortunes.

5046 Hasson, R. 2007. Why We Didnt Know? HBR 85 (April, no. 4): 3343.
[HBR Case Study Feature] Galvatrens, a ctional consumer products company, faces a whistle-blowers lawsuit from a divisional sales manager over his dismissal from the company. The companys chief executive ofcer is perplexed given the concerted effort his company made to protect whistle-blowers from harrassment and retaliation.

5053 Simons, T. 2002. The High Cost of Lost Trust. HBR 80 (September, no. 9): 1819.
[Forethought Feature] Simons describes a new study of personnel in the hotel industry. Employees who believed that their management followed through on promises and demonstrated the values they preached worked for hotels who were considerably more protable than when hotel employees indicated otherwise.

5047 Fryer, B. 2007. The Ethical Mind. HBR 85 (March, no. 3): 5156.
[A Conversation with Psychologist Howard Gardner Feature] Gardner, a psychology professor in Harvards School of Education, nds it easy for people to lose their ethical bearings when they are overwhelmed from too much information or feel pressured to win at all costs. Gardner also discusses the relationship between psychology and ethics in addition to what constitutes an ethical mind.

5054 Wetlaufer, S. 1999. A Question of Character. HBR 77 (September-October, no. 5): 3043.
[HBR Case Study Feature] Wetlaufers case study features Joe Ryan who turned a small-town cosmetics company into a national powerhouse. Doing so made employees happy and shareholders rich in the process. Should it really matter that Joe Ryan cheats on his wife?

5055 Badaracco, J. L., Jr. 1998. The Discipline of


Building Character. HBR 76 (March-April, no. 2): 114125.
An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A dening moment challenges people in a deeper way by asking them to choose between two or more ideals in which they see merits in both options. Such decisions rarely have one correct response and require people to refocus on their core values and ideals.

5048 Mobley, M. E. and J. Humphreys. 2006. How Low Will You Go? HBR 84 (April, no. 4): 3344.
[HBR Case Study Feature] Mobley and Humphreyss case study examines the point to which client entertainment crosses the line of propriety based on how a sales manager for an engine manufacturer in Alabama is wining and dining his customers and sales prospects at a strip club.

5049 Bodrock, P. 2005. The Shakedown. HBR 83 (March, no. 3): 3141.
[HBR Case Study Feature] An American software developer discovers that nothing can be done in a developing country without greasing the palms of the local ofcials. These ofcials are making life unbearable for this executive with regards to telephone service, taxes and a bevy of other topics. As such, should the company abide by American ethics and laws or by local mores?

5056 McCoy, B. H. 1997. The Parable of the Sadhu. HBR 75 (May-June, no. 3): 5464.
[HBR Classic Feature] McCoy spent several months hiking throughout Nepal. Midway through the difcult trek, McCoy encountered the body of an Indian holy person, or sadhu and describes how this illustrates a moral dilemma between individual and corporate ethics.

5050 Kirby, J. 2004. Left on a Mountainside. HBR 82 ( January, no. 1): 1525.
[HBR Case Study Feature]Ed Davidson hears that his CEO will not promote him to be a company president. Ed, however, knows a secret that could besmirch the reputation of this CEO. Should Ed use this rumor to savage his aspirations?

5057 Donaldson, T. 1996. Values in Tension: Ethics Away from Home. HBR 74 (September-October, no. 5): 4862.
[World View Feature] Firms doing business in other nations often nd their moral and ethical values being challenged; particularly those that involve civil rights, employment discrimination, environmental or health regulation violations. Some practices that might be unethical in one part of the world are ethical in another. Levi Strauss and Motorola both developed detailed codes of conduct that provide a clear direction on ethical behavior. This leaves room for managers to resolve ethical tensions responsibly.

5051 Banaji, M. R., M. H. Bazerman and D. Chugh. 2003. How (Un)Ethical Are You? HBR 81 (December, no. 12): 5664.
Good managers often make unethical decisions without knowing it. To support this assertion, Banaji and her coauthors utilized data from a survey of 2.5 million people and found that approximately 75 percent of respondents harbor unconscious biases that color their judgment.

5058 Paine, L. S. 1994. Managing for Organizational Integrity. HBR 72 (March-April, no. 2): 106 118.
Many companies are rushing to implement compliance-based ethics programs that focus on preventing, detecting, and punishing legal violations. Such programs do not go far enough. Paine argues that companies need to adopt an integrity-based approach to ethics management; one that holds a rm to a far more robust standard than one based on compliance.

5052 Coutu, D. L. 2003. I Was Greedy, Too.


HBR 81 (February, no. 2): 3844.
[HBR at Large Feature] Despite the outrage at the greediness of Wall Street analysts, dot.com entrepreneurs and other chief executive ofcers, many Americans want

319
5059 Stark, A. 1993. Whats the Matter with Business Ethics? HBR 71 (May-June, no. 3): 3848.
[In Question Feature] Business ethics classes are popular on college campuses. Stark explains how a new approach to teaching business ethics has transpired. Emphasis is now placed on behaving in a morally and socially responsible manner with the realization that everyone possesses mixed motives.

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5067 Gellerman, S. W. 1986. Why Good Managers Make Bad Ethical Choices. HBR 64 ( JulyAugust, no. 4): 8590.
Gellerman explores how normally honest, intelligent and compassionate managers can act in ways that are dishonest, duplicitous and wrongheaded.

5068 Kizilos, T. 1984. Kratylus Automates His


Urnworks. HBR 62 (May-June, no. 3): 136144.
Kizilos moderates a discussion between four individuals that involves ancient Greece, the market economy and business ethics.

5060 Chew, W. B. and T. B. Blodgett. 1992. The


Case of the High-Risk Safety Product. HBR 70 (May-June, no. 3): 1427.
[HBR Case Study Feature] Chew and Blodgetts case study focuses on how companies must sometimes decide between protability and social responsibility with regards to their product lines.

5069 Sherwin, D. S. 1983. The Ethical Roots of the Business System. HBR 61 (November-December, no. 6): 183192.
Sherwin believes that ethical executives know that everyone (i.e., owners, employees and shareholders) must share equally in a businesss gain.

5061 Taylor, W. 1992. Crime? Greed? Big Ideas?


What Were the 80s About? HBR 70 ( JanuraryFebruary, no. 1): 3245.
[In Question Feature] Those who see the 1980s as a period of revolution in nance and management must not overlook the social misfortune from takeovers and leveraged buyouts. The 1990s, in turn, must be a period in which economic growth is balanced with social justice.

5070 McCoy, B. H. 1983. The Parable of the Sadhu. HBR 61 (September-October, no. 5): 103 108.
McCoy discusses a moral dilemma that a group of climbers in Nepal encountered contains profound ethical ramications for any type of organization.

5062 Bhide, A. and H. H. Stevenson. 1990. Why Be Honest if Honesty Doesnt Pay. HBR 68 (September-October, no. 4): 121131.
Honesty for business executives and entrepreneurs tends to be a moral choice and not a business necessity. Bhide and Stevensons study nds that most managers and marketers work to keep their word.

5071 Amara, R. and Schmid; G. 1982. Case of the Suspicious Scientist. HBR 60 (September-October, no. 5): 614.
[Problems in Review Feature] Amara and Schmids case study focuses on a manufacturing rm that is responsible for producing carcinogen and the nightmares it faces in terms of ethics and public relations.

5063 Andrews, K. R. 1989. Ethics in Practice.


HBR 67 (September-October, no. 5): 99104.
Andrews examines how supportive company management is when good people are caught up in ethical dilemmas.

5072 Goodpaster, K. E. and J. B. Matthews, Jr. 1982. Can a Corporation Have a Conscience? HBR 60 ( January-February, no. 1): 132141.
Goodpaster and Matthews believe that corporations do operate with moral principles that can be put into action.

5064 Cadbury, A. 1987. Ethical Managers Make


Their Own Rules. HBR 65 (September-October, no. 5): 6975.
Cadbury emphasizes how all business decisions involve some degree of ethical judgment and that management must be cognizant of the role ethics plays in decision making.

5073 Nash, L. L. 1981. Ethics Without the Sermon. HBR 59 (November-December, no. 6): 78 90.
Corporate executives are asked 12 questions on whether their strategies are morally defensible as well as benecial to their rm.

5065 Coles, R. 1987. Storytellers Ethics. HBR 65


(March-April, no. 2): 814.
[For the Managers Bookshelf Feature] Believing that literature provides moral lessons for getting people to think about how they conduct their lives, Coles explains how he utilizes American literature (e.g., Fitzgerald, William Carlos Williams or Walker Percy) for his ethics class at the Harvard Business School.

5074 Rudelius, W. and R. A. Buchholz. 1979.


Ethical Problems of Purchasing Managers. HBR 57 (March-April, no. 2): 814.
[Ideas for Action Feature] A company policy toward gifts and other forms of entertainment that vendors offer ones purchasing ofcers is easy to establish. Setting sensible rules on matters such as preferential treatment for certain suppliers is another matter.

5066 Fadiman, J. A. 1986. A Travelers Guide to


Gifts and Bribes. HBR 64 ( July-August, no. 4): 122136.
[Special Report Feature] Fadiman focuses on the ethical question whether executives and marketing representatives should walk away from requests for gifts and risk jeopardizing present and future opportunities.

5075 Sonnenfeld, J. and P. R. Lawrence. 1978. Why Do Firms Succumb to Price Fixing? HBR 56 ( July-August, no. 4): 145157.
Sonnenfed and Lawrence surveyed executives from a wide array of companies who were implicated on pricexing or collusion charges.

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5085 Fendrock, J. J. 1968. Sequel to Quasar Steller. HBR 46 (September-October, no. 5): 14 24, 175178.
More than 3,000 readers responded to a questionnaire relevant to business ethics following Fendrocks original case study earlier in the year. Fendrock tabulated those responses and reports on the steps taken by Quasar to ameliorate its situation.

5076 Heller, R. 1978. Review of Bribery and Extortion. HBR 56 ( July-August, no. 4): 6872.
[For the Managers Bookshelf Feature] The Jacoby, Nehemkis and Eells book, Bribery and Extortion in World Business is reviewed.

5077 McAdams, T. and R. C. Miljus. 1977. Growing Criminal Liability of Executives. HBR 55 (March-April, no. 2): 3640, 164165.
[Keeping Informed Feature]McAdams and Miljus discuss recent trends on corporate ofcers convicted for not complying with federal regulations or engaging in organizational wrongdoing.

5086 Blodgett, T. B. 1968. Showdown on Business


Blufng. HBR 46 (May-June, no. 3): 162170.
[Special Report Feature] Blodgett, as HBRs associate editor, reports on how aroused readers were with Albert Carrs article, Is Business Blufng Ethical and Carrs comparison of business to poker.

5078 Brenner, S. N. and E. A. Molander. 1977. Is


the Ethics of Business Changing? HBR 55 ( January-February, no. 1): 5771.
Believing that public concern over business ethics is higher today than ever, the authors replicate a 1961 HBR survey of readers relevant to corporate ethics.

5087 Fendrock, J. J. 1968. Crisis in Condence at Quasar. HBR 46 (March-April, no. 2): 112120.
Fendrocks case study probes what course of action a manager should take when their superiors engage in questionable conduct.

5079 Cushman, R. 1976. The Norton Company


Faces the Payoff Problem. HBR 54 (September-October, no. 5): 67.
[Ideas for Action Feature] Cushman tells how many of his companys ethical guidelines were revamped after a rash of corporate scandals.

5088 Carr, A. Z. 1968. Is Business Blufng Ethical? HBR 46 ( January-February, no. 1): 143153.
Carr explains how business ethics mirror those of a poker game as opposed to societys norms.

5089 Clasen, E. A. 1967. Marketing Ethics & the


Consumer. HBR 45 ( January-February, no. 1): 79 86.
Clasen discusses efforts made at Pillsbury to construct an open buyer-seller dialogue or environment as a way to control marketing behavior.

5080 McCloy, J. J. 1976. John J. McCloy on Corporate Payoffs. HBR 54 ( July-August, no. 4): 14 28, 159160.
[From the Boardroom Feature] McCloy reports on the review committee he chaired to review the illegal contributions and gifts made by the Gulf Oil Corporation to an array of political activities.

5090 Austin, R. W. 1961. Code of Conduct for


Executives. HBR 39 (September-October, no. 5): 5361.
Codes of conduct imposed by corporate policy statements, statutory prohibitions, and discussions of business ethics are generally ineffective. Austin counters with a four-point code for professional managers that should be simpler, more understandable, convincing, and workable.

5081 Wall, Jerry L. 1974. What the Competition


Is Doing: Your Need to Know. HBR 52 (November-December, no. 6): 2238.
[Probing Opinions Feature] Wall surveyed 1,200 HBR subscribers as to their attitudes on the ethics of competitors information gathering or intelligence.

5082 Sturdivant, F. D. and A. B. Cocanougher. 1973. What Are Ethical Marketing Practices. HBR 51 (November-December, no. 6): 1012, 176.
[Ideas for Action Feature] Sturdivant and Cocanougher surveyed corporate executives and the general public on ethical issues involving marketing practices. Both were struck by the gap that exists between the views of these executives and the general public.

5091 Maumhart, R. C. 1961. How Ethical Are


Businessmen? HBR 39 ( July-August, no. 4): 619, 156176.
[Problems in Review Feature]1,700 executives were surveyed concerning current state of business ethics.

5092 Furash, E. E. 1961. The Case of the Perplexed President. HBR 39 (May-June, no. 3): 144166.
Furashs case study involves conicts of interest, ethical questions, vagaries of administrative behavior and leadership problems based on a real-life situation.

5083 Carr, A. Z. 1970. Can an Executive Afford a


Conscience? HBR 48 ( July-August, no. 4): 5869.
Carr wonders if todays corporate executive can reconcile their ethical foundations in an anything for earnings corporate culture.

5093 Smith, H. C. 1958. Watch Your Expense Accounts. HBR 36 ( January-February, no. 1): 120126.
Smith discusses some unethical practices involving expense accounts and the federal income tax system.

5084 Grutzner, C. 1970. How to Lock Out the


Maa. HBR 48 (March-April, no. 2): 4558.
Grutzner describes how reputable businesses have been victimized by organized crime and what executives can do to detect and counteract inroads into their company by organized crime.

5094 Dempsey, B. W. 1949. The Roots of Business Responsibility. HBR 27 ( July, no. 4): 393 404.
Dempsey, a Jesuit priest, contends executives are in

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dire need of philosophical principles to guide them in their economic or commercial activities.

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5103 White, C. H., Jr. and R. B. Felder. 1983.


Turn Your Truck Fleet into a Prot Center. HBR 61 (May-June, no. 3): 1415.
[Ideas for Action Feature] As a result of deregulation in the trucking industry, White and Felder describe opportunities that exist in turning private trucking eets into for-hire carriers.

5095 Welcker, J. W. 1948. Fair Prot? HBR 26


(March, no. 2): 207215.
A most lucrative, but unseemly war surplus deal, involved a stock offering by the Texas Eastern Transmission Corporation. Against this backdrop, Welcker, discusses the philosophical underpinnings of fair prots.

5096 Taylor, M. D. 1931. Study of Weights in


Chain and Independent Grocery Stores in Durham, North Carolina. HBR 9 ( July, no. 4): 443455.
Taylor attempts to ascertain the extent to which both the chain and independent grocery stores in Durham, North Carolina over-report the weights of merchandise sold in bulk.

5104 Robertson, T. S. and S. Ward. 1983. Management Lessons from Airline Deregulation. HBR 61 ( January-February, no. 1): 4044.
[Ideas for Action Feature] Robertson and Ward predict that many companies, in heavily regulated industries, will nd it difcult shifting from a regulation mentality to a marketplace orientation.

5097 Donham, W. M. 1929. Business Ethics: A


General Survey. HBR 7 ( July, no. 4): 385394.
In a rapidly changing social environment, the art of living and working together must also change through a process known as ethics.

5105 Bowen, N. C. 1982. Sources on Regulation. HBR 60 (September-October, no. 5): 3840.
[For the Manager Bookshelf Feature] Bowen reviews several recently published books relevant to government regulation, alternatives to regulation, and interactions between private industry and regulatory agencies.

5098 Stevens, W. H. S. 1929. Some Economic Consequences of Commercial Bribery. HBR 7 ( January, no. 2): 156169.
Stevens describes how commercial bribery is a common practice in many industries.

5106 Robertson, T. S., S. Ward and W. M. Caldwell, IV. 1982. Deregulation: Surviving the Transition. HBR 60 ( July-August, no. 4): 2024.
[Ideas for Action Feature]Robertson and his coauthors see problems ahead for companies in heavily regulated industries and whether those companies possess the resiliency to persevere if their industry is ever deregulated.

Governmental Impact or Regulation


5099 Hoffman, A. J. 2007. If Youre Not at the Table, Youre on the Menu. HBR 85 (October, no. 10): 3435.
[Forethought Feature] Hoffman urges companies to be proactive toward regulatory issues involving carbon emissions.

5107 Fox, J. R. 1981. Breaking the Regulatory Deadlock. HBR 59 (September-October, no. 5): 97105.
Fox explains why the regulatory process with its public and formal proceedingstends to trigger conict rather than generate reconciliation or consensus with regards to groups engaged in conict.

5100 Wagner, S. and L. Dittmar. 2006. The Unexpected Benets of Sarbanes-Oxley. HBR 84 (April, no. 4): 133140.
[Best Practice Feature] The Sarbanes-Oxley Act was intended to make corporate governance more rigorous, nancial practices more transparent and management criminally liable for lapses. Wagner and Dittmar contend that compliance has been far less onerous and costly than initially feared. Moreover, Sarbanes-Oxley can provide valuable insight into ones operation which translates to improved efciencies and cost savings.

5108 Drayton, W. 1981. Getting Smarter About Regulation. HBR 59 ( July-August, no. 4): 3852.
[Thinking Ahead Feature] Drayton discusses the regulatory notion of controlled trading thats emerging from the Reagan Administration. In this scenario, business and a regulatory agency are encouraged to propose smarter alternatives or counter-proposals to one another.

5101 Viscusi, W. K. 1985. Market Incentives for Safety. HBR 63 ( July-August, no. 4): 133138.
Regulations that govern product safety do not account for how market forces promote safety. As such, federal regulations should complement rather than supplant the role of market forces.

5109 Reich, R. B. 1981. Regulations by Confrontation or Negotiation? HBR 59 (May-June, no. 3): 8293.
Making the regulatory process more efcient is difcult. A large and rapidly expanding assemblage of business-government intermediaries makes this even more difcult.

5102 Leone, R. A. 1984. Examining Deregulation. HBR 62 ( July-August, no. 4): 5658.
[For the Managers Bookshelf Feature] Leone critiques Tolchin and Tolchins new book, Dismantling America: The Rush to Deregulate.

5110 Baruch, H. 1979. The Foreign Corrupt Practices Act. HBR 57 ( January-February, no. 1): 3250.
[From the Boardroom Feature] Baruch, in explaining how a 1977 law prohibits companies from bribing foreign ofcials, is most interested in how the Securities Exchange Commission will interpret the law.

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5119 Jensen, M. C. 1966. Gamesmanship with
the Guideposts. HBR 44 (November-December, no. 6): 168183.
[Problems in Review Feature] Jensen describes how metal producers coped with several setbacks involving price-increases prior to winning a major strategic victory over the White House.

5111 Kushner, L. M. 1980. Product Safety Standards and Product Innovation Too. HBR 58 ( JulyAugust, no. 4): 2668.
[Ideas for Action Feature] As commissioner of the Consumer Product Safety Commission, Kushner explains why his commission could never promulgate safety requirements that were technically and economically feasible.

5112 Gartner, M. G. 1979. Review of the Future


of Business Regulation. HBR 57 (November-December, no. 6): 5657.
[For the Managers Bookshelf ] Gartner reviews Murray Wiedenbaums book, The Future of Business Regulation, in which Wiedenbaum eloquently argues for more self-restraint on the part of government regulators and public interest groups toward business regulation.

5120 Van Cise, J. G. 1966. RegulationBy Business or Government? HBR 44 (March-April, no. 2): 5363.
Van Cise seeks an arrangement by which government and business interests can join in a cooperative undertaking to counter a myriad of reprehensible trade practices.

5121 Corson, J. J. 1961. More Government in Business. HBR 39 (May-June, no. 3): 8188.
Corson dissects the different roles government plays with regard to industry.

5113 Ward, S. 1978. Compromise in Commercials for Children. HBR 56 (November-December, no. 6): 128136.
The Federal Trade Commission instituted regulations for children-oriented television that affects: (i) commercials when children comprise a certain percentage of an audience; (ii) a ban on commercials for products containing a certain proportion of sugar; as well as (iii) making advertisers responsible for sponsoring health and nutritional oriented commercials.

5122 Anthony, R. N. and M. V. Sears. 1961. Whos That? HBR 39 (May-June, no. 3): 6571.
The social security system offers credit analysts, banks, insurance companies, mail-order houses, magazines and hotels all have much to gain from an efcient, universal numbering system for identifying people.

5114 Tracy, K. B. 1978. Federal Regulation of Business. HBR 56 (September-October, no. 5): 6876.
[From the Managers Bookshelf Feature] Tracy describes several Government Printing Ofce publications such as: The U.S. Government Manual, The Code of Federal Regulations, The Federal Register, and several Bureau of National Affairs [private press] publications.

5123 Austin, R. W. 1954. Lets Get Cost Pricing Out of Our Laws. HBR 32 (May-June, no. 3): 67 72.
Austin examines whether costs are really a determinant of the price consumers pay and whether it should apply to the laws relevant to price discrimination.

5124 Greer, H. C. 1952. Cost Factors in PriceMaking. HBR 30 (September-October, no. 5): 127136.
Greer examines the impact that government regulation has on the pricing structure for goods and services.

5115 Leone, R. A. 1977. The Real Cost of Regulation. HBR 55 (November-December, no. 6): 57 66.
Leone explains how government regulations can alter the cost for doing business, affect institutional relationships and change the skills needed by top management.

5125 Corey, E. R. 1952. Fair Trade Pricing: A Reappraisal. HBR 30 (September-October, no. 5): 4762.
Congress passed the McGuire bill in July, 1952 that pertained to resale price maintenance issues. Corey delves into the benets and costs for this legislation from the standpoint of manufacturers, retailers, and consumers.

5116 Kasper, D. M. 1977. For a Better Worker


Workers Compensation System. HBR 55 (MarchApril, no. 2): 68.
[Ideas for Action Feature] Kasper offers ideas why workers compensation claims have risen so dramatically.

5117 Foulkes, F. K. 1973. Learning to Live with OSHA. HBR 51 (November-December, no. 6): 5767.
Foulkes explains how companies are responding to OSHA and other Department of Labor mandates.

5126 Copeland, M. T. 1951. The Federal Trade Commission Indicts Itself. HBR 29 (September, no. 5): 2534.
Copeland, while in agreement with concerns that competition is stymied through interlocking directorates, contends that a Federal Trade Commission report on this topic contains a great deal of anecdotal evidence and heresay.

5118 Merkel, E. W. 1968. The Other Anti of Antitrust. HBR 46 (March-April, no. 2): 5362.
Recent Supreme Court and regulatory agency decisions are an attempt to seize control of industry which works to protect the less efcient typically small businesses from the more efcient.

5127 Head, N. C. 1948. The Basing Point Cases. HBR 26 (November, no. 6): 641655.
Head traces how the Federal Trade Commission attacked the basing point price structure and then predicts what is ahead with other pricing structures.

323
5128 Ruggles, C. O. 1945. Government Control of Business. HBR 24 (Autumn, no. 1): 3250.
Ruggles is concerned that many Americans are passive to heavy government interference or regulation of business, even in the peacetime economy.

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government when charging manufacturers, wholesalers, or retailers with price xing.

5137 Learned, E. P. and N. Isaacs. 1937. The Robbins-Patman Law: Some Assumptions and Expectations. HBR 15 (Winter, no. 2): 137155.

5129 Ballentine, A. A. 1944. The Corporation


and the Income Tax. HBR 22 (Spring, no. 3): 277 290.
Ballentine describes the notion of the corporation and whether the federal government has the statutory authority to tax corporations.

5138 Straus, R. K. 1935. Capacity Control and the Ice Age. HBR 14 (Autumn, no. 1): 9097.
The NRA codes in the New Deal contain measures involving the manufacture of ice. Straus explores the impact of this regulation since demand for manufactured ice has declined by one-third because of electrical refrigerators being available to the mass markets.

5130 Sanders, T. H. 1944. Government by Accounting Principles. HBR 22 (Spring, no. 3): 265 276.
Sanders describes how the federal government has utilized accounting principles to assert its control over private industry.

5139 Riegel, J. W. 1935. Some Basic Managerial


Responsibilities. HBR 13 (April, no. 3): 286308.
Riegel maintains that every group of citizens has a vested interest in knowing the consequences of government internvention on American businesses.

5131 Ashley, E. E., III. 1941. Government Housing Activities. HBR 19 (Winter, no. 2): 230242.
Prior to the New Deal, the Federal Government had little to do with either the real estate, housing, or mortgage industries. Ashley lists the federal agencies now active in real estate nancing and housing for the purpose of preventing the mortgage industrys collapse and to prop up a sagging construction industry.

5140 Alexander, R. S. 1935. Problem of OverLapping in the Codication of Practices with the Wholesale Trades. HBR 13 (April, no. 3): 271285.
Alexander examines the overlapping nature of competition of wholesale distributors stemming from National Recovery Act (NRA) government mandates.

5141 Dameron, K. 1935. The Retail Department


Store and the NRA. HBR 13 (April, no. 3): 261270.
Dameron probes whether department stores can operate efciently under NRA regulations.

5132 Cassady, R., Jr. 1940. Trade Barriers Within


the United States. HBR 18 (Winter, no. 2): 231247.
States are prevented by the Constitution from establishing the tariffs between different states. States, however, do have the power to tax, inspect, and quarantine anything that passes through via interstate commerce. Cassady is concerned over whether this enables some states to curtail trade.

5142 Weber, G. M. 1934. Legislative Weapons in


Inter-Industry Competition: Oils and Fats. HBR 13 (October, no. 1): 7282.
Weber contends that intense competition will arise from producers of alternative or substitute commodities in spite of the National Industrial Recovery Administrations attempt to regulate intra-industry competition.

5133 Gragg, C. I. 1939. Reform Law and Business


Statesmanship. HBR 17 (Summer, no. 4): 414433.
Over the last six years, business executives have had to cope with an unprecedented level of reform legislation. This has demanded a sense of statesmanship and other qualities on their part.

5143 Richberg, D. R. 1934. Six Months of the N.R.A. HBR 12 ( January, no. 2): 129141.
Richberg assesses the rst six months of the National Recovery Act and delves into the impact from those regulations on almost every manufacturer and retailer.

5134 Cies, R. D. 1939. Costing Problems Posed by the Robinson-Patman Act. HBR 17 (Spring, no. 3): 350355.
The Robinson-Patman Act mandates manufacturers to accumulate cost data so that price differentials offered to buyers can be legally justied.

5144 Bettman, I. M., Jr. 1933. The United States


Intercoastal Shipping Conference. HBR 12 (October, no. 1): 116124.
Bettmans study illustrates the effectiveness of industry self-regulation.

5135 Harbeson, R. W. 1939. The Cost Concept and Economic Control. HBR 17 (Spring, no. 3): 257270.
Harbeson examines various pieces of price control legislation and how each meshes into the social and economic policies championed by the Roosevelt Administration.

5145 Killough, H. B. 1933. Effects of Governmental Regulation of Commodity Exchanges in the United States. HBR 11 (April, no. 3): 307315.
Because the supply and demand for commodities is so volatile, the futures markets is subject to government legislation and regulation.

5136 Backman, J. 1938. Enforcement of Government Price Fixing. HBR 16 (Winter, no. 2): 154 167.
Backman writes on the inherent difculties facing the

5146 Hunt, B. C. 1930. Recent English Company


Law Reform. HBR 8 ( January, no. 2): 170183.
Hunt describes how Great Britains Parliament is debating whether to revise many of the laws that have governed British corporations for centuries.

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5155 Culbertson, C. V. and J. D. Woods. 1981. Charge Total Casualty Claims Costs Against the Operating Units Prot. HBR 59 (September-October, no. 5): 612.
[Ideas for Action Feature] Given the exorbitant costs that arise from workplace injuries, the Marriott Corporation forces its managers to be vigilant and proactive in doing everything to prevent these accidents.

5147 The Tyson Case. 1928. HBR 6 ( January, no. 2): 247251.
[Legal Developments Signicant in Business] The United States Supreme Courts decision involving the Tyson and Brothers Company is important with regards to governmental rate setting for businesses that are not involved in the utility industry.

5148 The Indianapolis Water Company Case.


1927. HBR 5 ( July, no. 4): 496501.
[Legal Developments Signicant in Business Feature] Details a landmark Supreme Court decision on a public utilities commissions role in establishing utility rates.

5156 Bishop, J. W., Jr. 1978. Understanding D&O Insurance Policies. HBR 56 (March-April, no. 2): 2034, 184.
[From the Boardroom Feature] Bishop attempts to demystify the nature of directors and ofcers liability coverages as litigation from shareholders and other stakeholders mounts against corporate directors.

5149 The American Rubber Situation. 1927. HBR 5 ( July, no. 4): 449467.
[Summaries of Business Research Feature] High natural crude rubber prices will trigger research into substitutes for crude rubber. Low prices, however, discourages production and research. Legislation, known as the Stevenson Act, for stabilizing prices is likely to be counterproductive.

5157 McCahill, F. X., Jr. 1971. Avoid Losses Through Risk Management. HBR 49 (May-June, no. 3): 5765.
McCahill describes how risk managers try to eliminate exposure to loss as well as minimize the inescapable losses.

5150 Bauer, J. 1926. Problems of Effective Regulation of Public Utilities. HBR 5 (October, no. 1): 6878.
Bauer nds that government regulation for railroads and utility companies to be a bafing problem.

5158 Morrissey, L. E. 1957. Dispute Over the Variable Annuity. HBR 35 ( January-February, no. 1): 7584.
Morrissey examines the risk if insurance company policyholders were offered variable annuity plans.

5151 Some Legal Aspects of Merchandising. 1926. HBR 4 (April, no. 3): 362373.
[Legal Developments Signicant in Business Feature] Despite the cardinal principle that business competition should be free and unfettered from both the federal and state governments, public policy initiatives such as the Clayton Act are abridging many of the rights that vendees and vendors have long enjoyed.

5159 Hazard, W. H. 1940. The Literature of Life Insurance. HBR 19 (Autumn, no. 1): 123132. 5160 Rybnikoff, S. A. 1936. Insurance in the U.S.S.R. HBR 14 (Summer, no. 4): 425436.
Rybnikoff writes how the Soviet Unions insurance industry is in its nascent stages. As such, a vacuum exists for international carriers to capture.

5152 Bockus, C. E. 1923. Bituminous Coal Problems. HBR 1 (April, no. 3): 290299.
Over the last nine months, no American industry endured more congressional legislation and oversight than that of the coal industry.

5161 Lester, R. A. 1934. Ination and Life Insurance. HBR 12 ( January, no. 2): 195203.
Lester describes how ination is devastating on the American insurance industry and how the entire American economy is affected by the insurance industrys woes.

5162 Hazard, W. H. 1930. Function of the Re-

Insurance or Risk Management Issues


5153 Bernstein, P. L. 1996. The New Religion of
Risk Management. HBR 74 (March-April, no. 2): 4751.
[Thinking About Feature]Bernstein explains how mathematical theories developed by French and Italian mathematicians are the cornerstone in quantifying risk management and warns about the dangers of relying too much on the computer for making these decisions.

serve in Life Insurance. HBR 8 ( January, no. 2): 206217.


Life insurance reserves should not be perceived as surpluses. Instead, they are both a sinking fund and legal liability that belong to the policyholder.

5163 Bishop, A. L. 1928. Business Life Insurance. HBR 6 ( July, no. 4): 410419.
Businesses have begun purchasing life insurance policies on upper echelon executives to sustain their businesses should these people die unexpectedly.

5154 Macomber, J. D. 1989. You Can Manage


Construction Risks. HBR 67 (March-April, no. 2): 155165.
Macomber emphasizes how the risk associated with construction projects is confusing and often an exasperating ordeal for a rms top management.

5164 _____. 1926. The Settlement of Claims Under Lapsed Life Insurance Policies. HBR 4 ( July, no. 4): 439444.
Bishop explains how life insurance industry statistics indicate the frequency which policyholders abandon making insurance premiums.

325
5165 _____. 1926. Insurance Problems of the Business Executive. HBR 4 ( January, no. 2): 171 178.
If insurance claims can be efciently handled, the costs for obtaining insurance coverage should be more reasonable.

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tellectual property rights is inadequate since the ownership and distribution of intellectual property is monopolized by the brainpower industries.

5173 Sharma, A. and I. F. Kesner. 1997. When an Executive Defects. HBR 75 ( January-February, no. 1): 1834.
[HBR Case Study Feature] Sharma and Kesners case study involves the resignation of a top corporate ofcial and the importance of having non-compete covenants to protect ones trade secrets.

5166 Holwerda, A. O. 1924. Management Problems of European Insurance Companies Since the Armistice. HBR 2 ( July, no. 4): 398408.
World War I and its aftermath almost decimated Europes insurance industry. Nobody has any idea if heavier blows are expected or if the worst has already been suffered.

5167 Gibb, D. E. 1924. Recent Developments in Lloyds. HBR 2 (April, no. 3): 345353.
Gibb assesses some of the safeguards Lloyds of London has implemented in their underwriting practices.

5174 Spero, D. M. 1990. Patent Protection or PiracyA CEO Views Japan. Harvard Business Review. 68 (September-October, no. 5): 5867.
[First Person Feature]Spero discusses a patent dispute between the Fusion System Corporation and Mitsubishi to illustrate the differences between the Japanese and American patent systems.

Intellectual Property Topics or Trade Secrets


5168 von Krogh, G. and S. Haeiger. 2007. Nurturing Respect for IP in China. HBR 85 (April, no. 85): 4.
[Forethought Feature] A Chinese rm recently sued an American company for patent infringement. von Krogh and Haeiger see this as important development as Chinese businesses might now see the signicance of intellectual property rights. Multinational companies from the industrialized nations should also work closely with the Chinese to enhance their appreciation for intellectual property.

5175 Rothchild, R. D. 1987. Making Patents Work for Small Companies. HBR 65 ( July-August, no. 4): 2430.
[Growing Concerns Feature] Rothchild explains how emerging companies can benet from the patent process if the applicant possesses a working knowledge of the technological history behind the innovation, a superb application, and a good lawyer.

5176 Quelch, J. A. 1985. How to Build a Product


Licensing Program. HBR 63 (May-June, no. 3): 186197.
[Ideas for Action Feature] Quelch describes the essence of an effective licensing agreement with regards to potential partners.

5169 Anand, B. and A. Galetovic. 2004. How


Market Smarts Can Protect Property Rights. HBR 82 (December, no. 12): 7279.
Intellectual property comprises an ever-increasing proportion of corporate wealth. The law, however, is not always the best defense against the theft of intellectual property. Anand and Galetovic offer six market-based strategies to help companies protect their innovative efforts and keep pirates in check.

5177 Hemnes, T. M. S. 1985. How Can You Find


a Safe Trademark? HBR 63 (March-April, no. 2): 3650.
[Growing Concerns Feature]Selecting a company or product name is becoming more difcult. Company decision-makers must be prepared to engage in extensive trademark searches and shy away from names that are descriptive or highly suggestive.

5170 Maxwell, R. 2002. Smart Patents. HBR 80 (April, no. 4): 1819.
[Forethought Feature] Maxwell describes how continuation patents function in allowing inventors to add the examination period to the life of the patent.

5178 Stancill, J. M. 1984. Upgrade Your Companys Image and Valuation. HBR 62 ( JanuaryFebruary, no. 1): 1624.
[Growing Concerns Feature] Stancill describes why it is important for companies to routinely examine whether their name and logo casts a favorable image on their stakeholders.

5171 Rivette, K. G. and D. Kline. 2000. Discovering New Value in Intellectual Property. HBR 78 ( January-February, no. 1): 5466.
[Thinking Ahead Feature] Rivette and Kline discuss how strategic management of ones patents enhances a companys commercial and nancial prowess.

5179 Delano, F. 1982. Keep Your Trade Name or Trademark Out of Court. HBR 60 (March-April, no. 2): 7274.
[Ideas for Action Feature] With the number of trade names and trademarks growing exponentially, Delano explains the rationale for corporations to stockpile names for future; the idea being to secure a good name today rather than be forced to accept a less attractive one in the future.

5172 Thurow, L. C. 1997. Needed: A New System of Intellectual Property Rights. HBR 75 (September-October, no. 5): 94107.
Thurow nds that the worlds present system of in-

5180 Kaikati, J. G. and R. LaGrace. 1980. Be-

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tellectual property if safeguards are instituted at the beginning of costly research and development endeavors.

ware of International Brand Piracy. HBR 58 (March-April, no. 2): 5260.


[Ideas for Action Feature] Kaikati and LaGarce examine the major economic, political and cultural factors that contribute to some forms of brand piracy.

5181 Mancuso, J. R. 1978. How to Name And Not Name A Business. HBR 56 (November-December, no. 6): 2026.
[Ideas for Action Feature] Naming a business is difcult, particularly if a name is to be catchy and memorable. Mancuso believes that brand or rm names should be: (i) descriptive of what is made or sold; (ii) distinct; (iii) be aesthetically pleasing; and nally (iv) be oriented to the future.

5189 Preston, L. E. 1963. Patent Rights Under Federal R&D Contracts. HBR 41 (September-October, no. 5): 612, 198206.
[Thinking Ahead Feature] Preston assesses both the advantages and disadvantages for corporations to have patents assigned to them.

5190 Land, E. H. 1959. Patents & New Enterprises. HBR 37 (September-October, no. 5): 712, 147154.
[Thinking Ahead Feature] In the past, a danger existed that patents could be used to strengthen a rms monopoly powers. Land contends that this danger has lost much of it import because of U.S. antitrust laws. Business, and not the patent system, is the menace.

5182 Milgrim, R. M. 1974. Get the Most Out of Your Trade Secrets. HBR 52 (November-December, no. 6): 105112.
Milgrim attempts to dene what trade secrets encompass, comparing them to patents, and then offers measures that can be implemented to protect them.

5191 Spencer, R. 1956. Threat to Our Patent System. HBR 34 (May-June, no. 3): 2135, 166 168.
[Thinking Ahead Feature] By utilizing anti-trust statutes, Spencer discusses a growing sentiment to eliminate Americas patent system.

5183 Baram, M. S. 1968. Trade Secrets: What


Price Loyalty? HBR 46 (November-December, no. 6): 6674.
Baram discusses the many legal, ethical and practical problems that surface when employees terminate employment and take proprietary data with them.

5192 Borden, N. H. 1947. The New Trade-Mark


Law. HBR 25 (Spring, no. 3): 289305.
With passage of the 1947 Lanham Act, the United States now provides businesses with trademark protection. Bordens article provides an overview of the benets of this protection.

5184 Frost, G. E. 1967. Patent System Proposals:


How Practical? HBR 45 (September-October, no. 5): 111124.
A presidential commission urges many changes to the patent system. Frost, in turn, doubts these changes can overcome many of the systemic problems inherent with the patent process.

5193 Hutchinson, K. D. 1940. Design Privacy. HBR 18 (Winter, no. 2): 1940.
Hutchinson provides a historical and legal development involving design patent infringement.

5185 Eaton, W. W. 1967. Patent Problem: Who


Owns the Rights? HBR 45 ( July-August, no. 4): 101110.
Government patent policy is controversial. Eaton discusses how complex the problem is when determining the proper distribution rights to patentable inventions which are developed jointly by private and federal funds.

5194 Bower, M. 1930. The Merchandising of Ideas. HBR 9 (October, no. 2): 2634.
A signicant characteristic for an idea is its lack of tangibility. As such, ideas cannot be controlled except through secrecy.

5186 Shipman, J. R. 1967. International Patent Planning. HBR 45 (March-April, no. 2): 5672.
Shipman castigates executives for being so shortsighted towards the future with regards to the international patent process.

5195 Phillips, J. D. 1927. Valuation of Plates and Publishing Rights. HBR 6 (October, no. 1): 44 56.
Phillips describes why he nds the book publishing industry a curious business in that it deals with ideas more than commodities.

5187 Barnes, C. E. 1966. Get Inventions Off the Shelf. HBR 44 ( January-February, no. 1): 138140.
To stimulate both individual invention or corporate innovation, Barnes advocates allowing company-held patents to revert back to the inventor if the idea is not commercialized over a reasonable period of time.

5196 Fenning, K. 1924. Interest of Trade Associations in Patents and Trademarks. HBR 3 (October, no. 1): 8184.
Fenning describes some competitive advantages if companies in a particular inudstry agree to turn their patent rights over to a trustee [i.e., a trade association].

5188 Wessel, M. S. 1965. Legal Protection of Computer Programs. HBR 43 (March-April, no. 2): 97106.
Wessel describes why rms can reap benets from in-

5197 Allenet Lace Company. 1923. HBR 1 ( January, no. 2): 243248.
[HBR Case Study Feature] Focuses on how patterns and designs should be protected and whether the manner in which a product is distributed contributes to trademark infringement.

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Judicial Action or Litigation


5198 Auerbach, J. 1985. The Poletown Dilemma. HBR 63 (May-June, no. 3): 9399.
Auerbach discusses a court case involving General Motors and the responsibility a corporation has to a community on the verge of being uprooted in favor of a new assembly plant.

5207 Daniels, W. M. 1929. The OFallon Decision. HBR 8 (October, no. 1): 19.
Describes how the United States Supreme Court overturned an Interstate Commerce Commissions ruling. The St. Louis & OFallon Railway Commission no longer has to pay a $250,000 ne.

5199 Rosenthal, M. M. and R. A. Miller. 1984. Tactics to Employ When a Lawsuit Looms. HBR 62 ( July-August, no. 4): 4244.
[Ideas for Action Feature] Rosenthal and Miller discuss the tactics that managers should engage in if litigation is looming between a rm and an employee.

5208 Howe, A. S., Jr. 1929. The Lake Cargo Case [Student Section]. HBR 7 ( July, no. 4): 452461. 5209 Dress of Goods and Unfair Trading. 1929. HBR 7 ( January, no. 2): 240254.
[Legal Developments Signicant in Business Feature] A well-recognized trade principle is that no rm can represent their goods similar to the design of another rms goods. The recent McIlhenry Co. v. Bulliard decision illustrates this principle.

5200 Bodily, S. E. 1981. When Should You Go to


Court? HBR 59 (May-June, no. 3): 103113.
Companies seldom analyze legal risks the way they do with other business risks. Bodily offers a decision analysis-tool for forecasting the probability of every conceivable outcome based on its nancial outcome or benets.

5210 Copeland, M. T. 1926. Standardized Resale Prices. HBR 4 ( July, no. 4): 393406.
Recent United States Supreme Court cases examine whether manufacturers can stipulate the prices that wholesalers or retailers ultimately charge.

5201 Joseph, M. L. 1963. Protect Your Freedom to Subcontract. HBR 41 ( January-February, no. 1): 98102.
Joseph discusses whether arbitration boards and the courts are restricting managements right to subcontract.

5211 Jones, F. D. 1925. Trade Statistics and Public Policy. HBR 3 ( July, no. 4): 394403.
Jones analyzes a landmark United States Supreme Court decision which permitted the exchange of trade statistics by members in a particular trade association.

5202 Ballentine, A. A. 1946. Supreme Court and Business Planning. HBR 24 (Winter, no. 2): 151 163.
Ballentine warns business executives how important the United States Supreme Courts attitude toward business is.

5212 Ryan, F. W. 1924. The Wage Bargain and the Minimum Wage Decision. HBR 2 ( January, no. 2): 207218.
Ryan analyzes a 1923 Supreme Court Decision in which minimum wage laws are deemed unconstitutional.

5203 Clark, T. C. 1945. New Basing Point Problems. HBR 24 (Autumn, no. 1): 109118.
Several recent Supreme Court decisions involving sales and pricing practices might foretell how business and industry will be affected in the postwar period.

Role of Attorneys
5213 Smunt, T. L. and C. L. Sutcliffe. 2004. Theres Gold in Them Bills. HBR 82 (September, no. 9): 2425.
[Forethought Feature] Liberty Mutual made their outside law rms electronically submit their billing invoices. By mining these invoices, each rm could be systematically studied for effectiveness and shady billing practices.

5204 Bevis, H. L. 1936. The AAA and TVA Decisions. HBR 14 (Spring, no. 3): 272278.
Supreme Court decisions involving the Agriculture Adjustment Act and Tennessee Valley Authority illustrates how traditional business and economic practices and theory are being undermined by New Deal regulations.

5205 Parker, B. M. 1935. Control of the Production of the Ice Code. HBR 13 ( July, no. 4): 483 492.
A number of states enacted legislation during the heyday of ice manufacturing that articially set prices and curtailed new entrants. These laws were eventually declared unconstitutional by the United States Supreme Court.

5214 Schulz, K. D. 1990. Put Your Corporate Counsel Where Your Business Is. HBR 68 (MayJune, no. 3): 7274.
[Ideas for Action Feature] Schulz nds that when a companys attorneys are quartered within a centralized corporate law departments, they seldom grasp the important issues facing a companys many operations. BorgWarner, in turn, found it far more effective to spread this function among its corporate units.

5206 Isaacs, N. 1935. The NRA Decision. HBR


13 ( July, no. 4): 393404.
Isaacs assesses the impact of the United States Supreme Courts decision declaring the National Recovery Act unconstitutional.

5215 Rollinson, M. 1985. Small Company, Big


Law Firm. HBR 63 (November-December, no. 6): 614.
[Growing Concerns Feature] Rollinson explains why it is advantageous for new or smaller companies to

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An Argument for Change. HBR 56 (NovemberDecember, no. 6): 3144.
[From the Boardroom Feature] Palmieri contends that the relationship lawyers have with the corporations that they represent needs to be scrutinized far more.

pursue experienced attorneys from well-established law rms for reasons of expertise and cost.

5216 Fisher, R. 1985. He Who Pays the Piper.


HBR 63 (March-April, no. 2): 150159.
Fisher assesses the incentives that favor protracted litigation in lieu of obtaining an early settlement for a dispute.

5222 Gossett, W. T. 1975. Legal Counsel as a Social Adjuster. HBR 53 (May-June, no. 3): 67.
[Ideas for Action Feature] Gossett maintains that a corporate attorneys job is to forestall overwhelming pressures, anticipate crippling responses, while contributing creatively and constructively to the corporations welfare. Gossett also emphasizes how company lawyers cannot have blind allegiance to the company and must detach themselves from top management.

5217 Auerbach, J. 1984. Can Inside Counsel Wear


Two Hats? HBR 62 (September-October, no. 5): 8086.
Auerbach probes whether in-house attorneys can legitimately offer independent legal advice if they are engaged in company processes such as strategic planning.

5218 Banks, R. S. 1983. Companies Struggle to Control Legal Costs. HBR 61 (March-April, no. 2): 168170.
[Ideas for Action Feature] Banks reports on how corporate law departments face enormous rst-time pressures to contain their costs.

5223 Sullivan, L. A. 1957. How to Chose a Lawyer. HBR 35 (September-October, no. 5): 61 67.
Attorneys spend most of their time serving the business community. Sullivan describes the questions and potential problems that businesses need to ask and examine before hiring an attorney.

5219 Chaynes, A. H., B. C. Greenwald and M. P. Winig. 1983. Managing Your Lawyers. HBR 61 ( January-February, no. 1): 8491.
Chayes and her coauthors developed a three-step process to help management decide whether their company is paying too much in outside legal fees.

5224 Maddock, C. S. 1952. The Corporation Law Department. HBR 30 (March-April, no. 2): 119 136.
Industrial companies have found an increasing need for day-to-day legal counsel in almost every aspect of their activities, particularly anything having ramications with the federal government.

5220 Vagts, D. F. 1981. CEOs and Their Lawyers:


Tension Strains the Link. HBR 59 (March-April, no. 2): 614.
[From the Boardroom Feature]Vagts describes the tension that is mounting between CEOs and their general counsel.

5225 Taeusch, C. F. 1933. Trust Companies and Legal Practice: A Jurisdictional Problem. HBR 11 ( January, no. 2): 187195.
Taeusch examines some jurisdictional disputes between trust companies and bar associations.

5221 Palmieri, V. H. 1978. The Lawyers Role:

Accounting
Accounts Receivable Strategy
5226 Berez, S. and A. Sheth. 2007. Break the
Paper Jam in B2B Payments. HBR 85 (November, no. 11): 2828.
[Forethought Feature] Berez and Sheth describe how electronic invoice and payment systems can cut account receivable costs by more than 50 percent. The difculty lies in getting ones suppliers connected to the electronic system.

5228 Lewellen, W. G. and R. W. Johnson. 1972.


Better Way to Monitor Accounts Receivable. HBR 50 (May-June, no. 3): 101109.
Lewellen and Johnson describe an accounts receivable monitoring strategy that focuses on the ongoing ow of receipts from the sales made during a given month.

5229 Silbert, T. H. 1952. Financing and Factoring Accounts Receivable. HBR 30 ( January-February, no. 1): 3954.
Silbert analyzes cash ow difculties in small and midsized companies whose assets are tied up in accounts receivables and then describes how the principle of factoring and factoring companies operate.

5227 Goldman, R. I. 1979. Look to Receivables


and Other Assets to Obtain Working Capital. HBR 57 (November-December, no. 6): 206216.
[Growing Concerns Feature] Goldman describes the notion of factoring whereby a company purchases another companys accounts receivable; an attractive option for fast-growing, cash-starved companies.

5230 Silverman, H. R. 1949. Factoring as a Financing Director. HBR 27 (September, no. 5): 594611.
Silverman describes how factoring can be effective for

329
nancing accounts receivable in some, but not all, industries.

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Commission rule changes do little to ensure impartial audits by public auditors.

5231 Rotation Billing. 1928. HBR 6 ( July, no.


4): 477487.
[HBR Case Study Feature] Retailers are increasingly dissatised with the billing methods involved with their accounts receivable circumstances.

5238 Wallace, W. A. 1984. Internal Auditors Can


Cut Outside CPA Costs. HBR 62 (March-April, no. 2): 1620.
[Ideas for Action Feature] Having surveyed 32 companies, Wallace describes the benets of internal auditing as a safeguard against rising external auditing fees.

5232 Decentralization of Credit and Collection Control. 1924. HBR 2 ( January, no. 2): 240241.
[HBR Case Study Feature] The Aldridge Adding Machine Company has branch outlets in 120 cities. Its credit and collections facility is done through its home ofce. This is proving cumbersome. This case study examines whether these functions shouldnt be decentralized and entrusted to each branch outlet.

5239 Arnold, J. L. and M. A. Diamond. 1982.


The Accounting Review: A Happy Compromise. HBR 60 (May-June, no. 3): 2426.
[Growing Concerns Feature] Arnold and Diamond describe the advantages of accounting reviews for companies who nd full-scale audits burdensome. That latter can reveal deviations from generally accepted accounting practices and doesnt cost as much as audits.

Assets Issues Concerning Accounting


5233 Lev, B. 2004. Sharpening the Intangibles Edge. HBR 82 ( June, no. 6): 109116.
[HBR Spotlight Feature] Intangible assets (e.g., patents and know-how, brands, a skilled workforce, strong customer relationships, software, unique processes and organizational designs) generate most of the growth and shareholder value for a rm. Extensive research, however, indicates that these intangible assets are systematically mispriced.

5240 Mace, M. L. 1977. Strengthening the Functions of Internal Auditors. HBR 55 ( July-August, no. 4): 4647.
[From the Boardroom Feature] Internal audit teams are being upgraded with people possessing expertise in operations, computer science and in security.

5241 Lovdal, M. L. 1977. Making the Audit Committee Work. HBR 55 (March-April, no. 2): 108114.
Lovdals interest focuses on how companies can create an atmosphere that enables its audit committee to work most effectively.

5234 Kaplan, R. S. and D. P. Norton. 2004. Measuring the Strategic Readiness of Intangible Assets. HBR 82 (February, no. 2): 5263.
Kaplan and Norton explain how intangible assets (e.g., a companys culture, knowledge management systems as well as employee skills) differ from any other nancial or physical resource that a rm possesses.

5242 Dilley, S. C. 1974. Case of the Nebulous Numbers. HBR 52 (November-December, no. 6): 4250.
[Problems in Review Feature] Dilleys case study involves a new accounting approach, known as the social audit, in which companies attempt to subject their activities involving the social environment to cost/benet analysis. Most rms have a difcult time doing this.

5235 Vaughn, J. L., Jr. 1972. Give Intangible Assets Useful Life. HBR 50 (September-October, no. 5): 127132.
Vaughn maintains that goodwill hides assets that have ascertainable lives and can be capitalized or amortized over a period of time.

5243 Seidler, L. J. 1974. What Will They Think


of Next. HBR 52 (May-June, no. 3): 67.
[Ideas for Action Feature]Seidler describes areas for auditors to pursue for fraud.

Audit Issues
5236 Bazerman, M. H., G. Loewenstein and D.
A. Moore. 2002. Why Good Accountants Do Bad Audits. HBR 80 (November, no. 11): 96102.
Since so many bad audits stem from what Bazerman and his coauthors label as self-serving audits, the three authors argue for the full divestiture of consulting and tax services, rotation of auditing rms and implementing xed-term contracts to prevent companies from discharging their auditing rms.

5244 Jerome, W. T., III. 1953. Internal Auditing as an Aid to Management. HBR 31 (March-April, no. 2): 127136.
Though most managements regard auditing as a necessary evil useful for minimizing dishonesty and corruption Jerome urges corporate executives to view the audit process as constructive and benecial for facilitating adminstrative control and effectiveness.

Cash Flow Issues


5245 Stancill, J. M. 1987. When Is There Cash in Cash Flow? HBR 65 (March-April, no. 2): 3849.
[Getting Things Done Feature] The cash ow measures that most managers utilize are deceptive, particularly when sales uctuate. Stancill describes a cash

5237 Bazerman, M. H. and G. Loewenstein. 2001.


Taking the Bias Out of Bean Counting. HBR 79 ( January, no. 1): 2828.
[[Forethought Feature] Bazerman and Loewenstein nd that some proposed Security and Exchange

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tax policies force American rms to compete at a disadvantage with foreign competitors as the latter operate under favorable depreciation policies.

ow instrument that he developed to capture a rms true cash situation during periods of steady sales, rapid growth or in recession.

5246 Casey, C. J. and N. J. Bartczak. 1984. Cash Flow Its Not the Bottom Line. HBR 62 ( JulyAugust, no. 4): 6066.
Casey and Bartczak explore whether operating cash ow is a reliable indicator for predicting bankruptcy.

5254 Anthony, R. N. 1955. RE: Depreciation in Investment Decisions. HBR 33 ( January-February, no. 1): 7576.
Anthony discusses how a larger percentage of ones expenses can be written off as depreciation because of legislative changes involved with the 1954 tax code.

5247 Gale, B. T. and B. Branch. 1981. Cash Flow Analysis More Important Than Ever. HBR 59 ( July-August, no. 4): 131136.
Gale and Branch explain the impact that cash ow has on a rms growth rate and competitive position.

5255 Eisner, R. 1955. Depreciation Under the


New Tax Laws. HBR 33 ( January-February, no. 1): 6674.
Changes were made to the tax code in 1954 relevant to depreciation. Eisner discusses what impact the declining method in comparison to the sum of the years digits method has for business.

5248 Hunt, P. 1975. Funds Position: Keystone in Financial Planning. HBR 53 (May-June, no. 3): 106115.
Unlike earnings or cash ow gures, the funds position recognizes both the companys operations funds ow and the manner it invests its funds to continue its activities.

5256 Sanders, T. H. 1949. Depreciation and 1949 Price Levels. HBR 27 (May, no. 3): 293307.
Describes whether depreciation allowances should be used to provide replacement funding for equipment or the amortization of the capital that was invested in a plant.

5249 McFarland, W. B. 1963. Review of FundsFlow Analysis. HBR 41 (September-October, no. 5): 162173.
[Keeping Informed Feature] McFarland seeks to inform corporate managers on some principles involving the ow of funds.

5257 Massel, M. S. 1945. Reappraisal of Depreciation and Obsolence. HBR 24 (Autumn, no. 1): 8595.
Because of the wear-and-tear on capital equipment from World War II, Massel believes in revamping the tax code relevant to depreciation.

Depreciation Methods
5250 Krasker, W. S. 1982. Building Depreciation:
Which Method Pays Off? HBR 60 (November-December, no. 6): 6870.
[Ideas for Action Feature] Krasker examines the accelerated cost recovery system in conjunction with the straight-line depreciation. The accelerated method appears preferable when a companys discount rate is high or when the probability of selling an asset is low.

5258 Guthmann, H. G. 1942. Public Utility Depreciation Practice. HBR 20 (Winter, no. 2): 213 222.
Electric and gas companies are characterized by longlived assets that are typically depreciated at 2 to 3 percent of the gross asset amounts. Guthmann claims that federal rule changes on utility equipment depreciation is detrimental to investors.

5259 Hosmer, W. A. 1936. Plant Ledgers and Plant


Accounting. HBR 14 (Winter, no. 2): 200212.
Hosmers article examines the circumstances that have transpired concerning depreciation and valuation issues on heavy equipment manufacturers.

5251 Bodie, Z. 1982. Compound Interest Depreciation in Capital Investment. HBR 60 (MayJune, no. 3): 5860.
[Ideas for Action Feature] A manufacturing rms ROI is typically distorted if straight-line depreciation is used during inationary times. Bodie examines whether decelerating the depreciation process would generate a more accurate picture of the economic life of an investment.

5260 Brundage, P. F. 1935. Depreciation: An Old


Subject with a New Importance. HBR 13 (April, no. 3): 334343.
Brundage contends that while most executives realize the importance of depreciation, few actually know the components that comprise it.

5252 Auerbach, A. L. and D. W. Jorgenson. 1980.


Ination-Proof Depreciation of Assets. HBR 58 (September-October, no. 5): 113118.
Auerbach and Jorgenson discuss how a misallocation of capital caused by depreciation allowances under the tax code produces a situation in which businesses cannot recover the real costs of their investment in plant and equipment.

5261 Schmidt, F. C. 1930. The Basis of Depreciation Charges. HBR 8 (April, no. 3): 257364.
Schmidt discusses whether depreciation charges should be based on original cost or replacement value.

5253 Olds, F. V. 1960. Decade for Depreciation


Decisions. HBR 38 (November-December, no. 6): 2736, 162166.
[Thinking Ahead Feature] Olds asks if outmoded

FASB or GAAP Statements


5262 Hawkins, D. F. 1984. Toward the New Balance Sheet. HBR 62 (November-December, no. 6): 156163.

331
FASB is oating a radical proposal on how rms report their assets, obligations and cash ows. As such, management is advised to grasp the ramications of this proposed FASB standard.

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5271 Savoie, L. M. 1963. Accounting Development: How Fast, How Far? HBR 41 ( July-August, no. 4): 144160.
Savoie argues how hastily developed accounting remedies often aggravate, as opposed to curbing, accounting ills.

5263 _____. 1980. Thinking Real: Living with


FASB 33. HBR 58 (September-October, no. 5): 119127.
FASB statement 33 mandates companies to utilize price change accounting techniques and provide supplemental information in their nancial reports as to inations impact.

5272 Anthony, R. N. 1963. Showdown on Accounting Principles. HBR 41 (May-June, no. 3): 99106.
Few executives relish the thought of a government agency prescribing accounting principles. Anthony contends that this threat is real and offers suggestions for avoiding this.

5264 Hekman, C. R. 1980. On Revising FASB 8: Use a Band-Aid or Major Surgery? HBR 58 (May-June, no. 3): 3844.
[Ideas for Action Feature] Hekman assesses whether FASB should revamp its Statement 8 on foreign exchange in light of criticism that has surfaced.

5273 May, G. O. 1938. Uniformity in Accounting. HBR 17 (Autumn, no. 1): 18.
While the principles and conventions that guide accounting are important, they are guides that should never be perceived as immutable.

5265 Horwitz, B. and R. Kolodny. 1980. Has the FASB Hurt Small High-Technology Companies? HBR 58 (May-June, no. 3): 4452.
[Ideas for Action Feature] FASBs Statement 2 requires companies to report their research and development outlays as expenses. As such, Horwith and Kolodny assess the ramications this has on high technology companies.

5274 Cole, W. M. 1933. Our Outdated Accounting. HBR 11 ( July, no. 4): 478489.
Cole worries that crucial balance sheet, income or cash ow statement items are meaningless because accounting methods are never adapted to the situations involved.

5266 Grifn, P. A. 1979. What Harm has FASB 8


Actually Done? HBR 57 ( July-August, no. 4): 818.
[Ideas for Action Feature] Statement 8 focuses on the need for American multinational corporations to report foreign currency transactions, assets and liabilities in U.S. dollars. Griffen explains how this is the most controversial accounting rule ever implemented.

5275 Stiles, R. D. 1922. Effect of Hedging Upon Flour Mill Control. HBR 1 (October, no. 1): 6470.
The practice of hedging is so vitally connected with a our mill that millers have been forced to adapt certain accounting practices criticized by accounting boards.

5267 Cummings, J. P. 1974. Moving from the GAAP to WAP HBR 52 (March-April, no. 2): 67. .
[Ideas for Action Feature] A new international accounting board was established to aid businessmen bafed by foreign corporate nancial statements.

General Accounting Principles and Issues


5276 Anthony, R. N. 1987. We Dont Have the
Accounting Concepts We Need. HBR 65 ( January-February, no. 1): 7583.
Anthony nds it important that the accounting profession develop a theoretical base to guide its deliberations. Developing this will help prevent the consternation that has long plagued the profession.

5268 Seidler, L. J. 1974. The FASB: Few Visible


Means of Support. HBR 52 ( January-February, no. 1): 812.
[Ideas for Action Feature] Seidler contends that Financial Standards Boards must possess strong constituent support if they are to thrive.

5277 Newman, L. E. 1964. Fit Your Fiscal Year to Your Business. HBR 42 (November-December, no. 6): 106109.
Newman offers the steps by which a business with a seasonal swing can improve its management by changing its scal year.

5269 Hayes, D. J. 1972. Translating Foreign Currencies. HBR 50 ( January-February, no. 1): 618, 158159.
[Thinking Ahead Feature] The monetary developments of 1971 created difculties for many multinational companies when reconciling their nancial statements. Hayes argues that accounting governing boards must formulate new accounting rules.

5278 Walker, R. G. 1940. Explorations in Accounting. HBR 18 (Spring, no. 3): 384396.
Reviews twenty recently published books relevant to different aspects of accounting.

5270 Hawkins, D. F. 1968. Controversial Accounting Changes. HBR 46 (March-April, no. 2): 2041.
[Special Report Feature] Despite vehement opposition from business, some accounting standard changes might produce better operating efciency metrics.

5279 Sanders, T. H. 1937. Signicant Recent Accounting Literature. HBR 15 (Spring, no. 3): 366 388.

5280 Folsom, M. B. 1930. The Thirteen Month Calendar. HBR 8 ( January, no. 2): 206217.
Folson describes that a number of American businesses

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5288 Anthony, R. N. 1976. A Case for Historical Costs. HBR 54 (November-December, no. 6): 6979.
Anthony argues for keeping the traditional historicalcost nancial accounting structure as opposed to adopting price-level-adjusted accounting methods.

use a thirteen month calendar for their internal records because of structural shortcomings with twelve month scal periods.

Ination Accounting
5281 Churchill, N. C. 1982. Dont Let Ination Get the Best of You. HBR 60 (March-April, no. 2): 626.
[Growing Concerns Feature] Ination is creating two essential problems for all-sized companies: it distorts the nancial yardsticks by which outsiders judge businesses and managers make decisions. Moreover, ination produces rapidly changing and dislocated nancial markets which wreaks havoc for companies seeking credit.

5289 Vancil, R. F. 1976. Ination AccountingThe Great Controversy. HBR 54 (March-April, no. 2): 5867.
Contending that rampant ination is here to stay, Vancil discusses four approaches that companies can implement to gauge their nancial performance.

5282 Casey, C. J. and M. J. Sandretto. 1981. Internal Uses of Accounting for Ination. HBR 59 (November-December, no. 6): 149156.
From surveying 262 companies, Casey and Sandretto discovered that in a surprisingly high number of companies, management is provided with ination-adjusted accounting data to help them assess their nancial status and chart their future course.

5290 Enthoven, A. J. H. 1976. ReplacementValue Accounting: Wave of the Future. HBR 54 ( January-February, no. 1): 68.
[Ideas for Action Feature] To stem the impact of ination with regards to nancial accounting, Enthoven describes the experiences of several Dutch companies with replacement-value-accounting methods.

5291 Vancil, R. F. and J. N. Kelly. 1975. Get Ready for Price-Level-Adjusted Accounting. HBR 53 (March-April, no. 2): 68.
[Ideas for Action Feature] Vancil and Kelly discuss the capability of price-level accounting to alleviate the many distortions triggered by ination.

5283 Dearden, J. 1981. Facing Facts with Ination


Accounting. HBR 59 ( July-August, no. 4): 816.
[Special Report Feature] Dearden discusses how companies who operate outside the United States might account for ination and why the United States is in dire need for fundamental changes in its internal accounting systems.

5292 Weston, F. T. 1975. Adjust Your Accounting for Ination. HBR 53 ( January-February, no. 1): 2229, 146.
[Thinking Ahead Feature] Weston describes the criticism levied at nancial accounting for neglecting to reect the economic realities of ination on a rms assets along with its obligations.

5284 Davidson, H. O. 1979. Conventional Accounting Conscates Capital. HBR 57 (November-December, no. 6): 1216.
[Ideas for Action Feature] Because of ination, Davidson explains why a constant dollar approach to accounting would be more appropriate.

5293 Lietaer, B. A. 1970. Prepare Your Company


for Ination. HBR 48 (September-October, no. 5): 113125.
Companies operating abroad have a number of strategies that can be employed to protect their assets from severe ination.

5285 Rappaport, A. 1979. Measuring Company


Growth Capacity During Ination. HBR 57 ( January-February, no. 1): 91100.
Rappaport developed a performance measurement tool known as the distributable funds approach so that management and shareholders can grasp company performance in periods of either ination or price stability,

5294 Sanders, T. H. 1952. Ination and Accounting. HBR 30 (May-June, no. 3): 5058.
Accounting groups recognize that neither cost or income gures are reliable at lower price levels. Sanders emphasizes that companies should notify their stakeholders when gures from successive years are reduced to lower levels.

5286 Miller, E. L. 1978. Whats Wrong with Price-Level Accounting. HBR 56 (November-December, no. 6): 111118.
Though signicant advantages exist with price-level and ination accounting methods, Miller explains why historical-cost accounting methods are a fair and adequate tool for reporting corporate performance.

International Accounting Issues


5295 Hiromoto, T. 1988. Another Hidden EdgeJapanese Management Accounting. HBR 66 ( JulyAugust, no. 4): 2226.
[Special Report Feature] Hiromoto describes how Japanese accounting is designed to reinforce a top-tobottom commitment to product innovation rather than simply provide top management with precise data on costs, variance and protability.

5287 Flynn, T. D. 1977. Why We Should Account


for Ination. HBR 55 (September-October, no. 5): 145157.
Flynn discusses the impact that ination has on distorts a companys balance sheet and its other nancial documents. Accounting for it would greatly benet a business and its stakeholders.

333
5296 Judd, M. 1979. Resources for Transnational
Accounting. HBR 57 (September-October, no. 5): 7980.
[For the Managers Bookshelf Feature] Judd assesses the accounting standards pamphlets that the United Nations Centre on Transnational Corporations developed in addition to four recently published texts relevant to international accounting.

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trix that provides a systematic way to capture and organize the costs one incurs with their suppliers.

5304 Abernathy, F. H., J. T. Dunlop and J. H. Hammond. 2000. Control Your Inventory in a World of Lean Retailing. HBR 78 (November-December, no. 6): 169176.
[Managers Took Kit Feature] Lean retailing inventory practices are wreaking havoc on manufacturers. Moreover, the volume of consumer goods keeps proliferating. Hence, consumer demand is much harder to predict. Manufacturers must, therefore, be procient at forecasting demand.

5297 Sanders, T. H. 1940. British Accounting Practices and the Profession. HBR 18 (Winter, no. 2): 161176.
Sanders discusses the nancial accounting practices in Great Britain along with the social norms and training involved with the Great Britains accounting profession.

5298 Hintner, O. 1933. The Position of Auditing and Accounting in Germany. HBR 11 ( January, no. 2): 196204.
Germany is the rst nation to mandate auditing practices which all German companies must comply with.

5305 Roseneld, D. B. 1989. Storefront Distribution for Industrial Products. HBR 67 ( July-August, no. 4): 4448.
[Ideas for Action Feature] Many service companies face a vexing problem with their branch outlets in terms of how much inventory should be centralized or placed in branch outlets. Roseneld describes how a Union Carbide division maintained storefront operations that produced signicant savings.

5299 Diakonoff, V. A. 1933. Industry and Accounting in the U. S. S. R. HBR 11 ( January, no. 2): 205218.
Diakonoff attempts to describe many of the difculties plaguing accounting systems throughout the Soviet Union.

5306 Armstrong, D. J. 1985. Sharpening Inventory Management. HBR 63 (November-December, no. 6): 4358.
[Getting Things Done Feature]For managers who are dissatised with inventory performance, Armstrong offers straightforward techniques that allow comparisons between inventory segments, measurement of prot contribution, and the identication of exceptions.

5300 Pecker, B. 1932. Soviet Accounting and Credit Systems. HBR 11 (October, no. 1): 1422.
Soviet accounting differs markedly from that used in the United States and Western Europe. Pecker worries about the repercussions from this given the Soviet Unions rapid industrial development.

5301 Whitman, A. H. 1924. Foreign Exchange Accounting. HBR 2 ( July, no. 4): 465472.
The magnitude of losses and gains from foreign currency transactions has forced attention the type of accounting procedures needed to record these matters.

5307 Mather, H. F. 1984. The Case for Skimpy Inventories. HBR 62 ( January-February, no. 1): 40 46.
[Ideas for Action Feature] Firms are urged by Mather to examine many of their assumptions in determining inventory levels.

5308 Shycon, H. N. and C. R. Sprague. 1975. Put a Price Tag on Your Customer Servicing Levels. HBR 53 ( July-August, no. 4): 7178.
Shycon and Sprague capture the impact on companies who neglect maintaining adequate in-stock service levels. The two also offer a technique to balance any loss from stockouts against the high cost when carrying large inventories.

Inventory Management Issues


5302 Callioni, G., X. de Montgros, R. Slagmulder, L. N. Van Wassenhove and L. Wright. 2005. Inventory-Driven Costs. HBR 83 (March, no. 3): 135141.
[Tool Kit Feature]Traditional measures for capturing inventory costs are not tracking the real costs for achieving protability with low- margin, short-lived products (e.g., personal computers). Callioni and his coauthors describe how Hewlett-Packard manages its supply chains with greater sophistication and offer ideas for other rms to capture these costs.

5309 Copeland, R. M., J. F. Wojdak and J. K. Shank. 1971. Use LIFO to Offset Ination. HBR 49 (May-June, no. 3): 91100.
Copeland, et al. argue how LIFO is underutilized, especially by companies operating in industries most sensitive to rising costs, since it enables companies to shelter its prots from taxes during inationary periods.

5310 Morgan, J. I. 1963. Questions for Solving


the Inventory Problem. HBR 41 ( July-August, no. 4): 95110.
Argues how the inventory process should be divided into six phases in order to produce an analytical framework for generating effective solutions.

5303 Degraeve, Z. and F. Roodhooft. 2001. A


Smarter Way to Buy. HBR 79 ( June, no. 6): 2223.
[Forethought Feature] Procurement is typically the largest single cost for the majority of businesses. Still, few companies can pinpoint how much they spend on procurement. Degraeve and Roodhooft developed a ma-

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5320 Wilson, R. H. 1934. Scientic Routine for Stock Control. HBR 13 (October, no. 1): 116128.
Wilson describes an inventory control system developed from mathematical analysis that calculates ordering points.

5311 Bliss, C. A. 1960. Are Inventories Really Too


High? HBR 38 (September-October, no. 5): 5360.
Since management has improved its methods for controlling inventories and making them more sensitive to to operating conditions, Bliss describes some difculties that could arise in the foreseeable future.

5312 Burstein, H. 1959. Not So Petty Larceny.


HBR 37 (May-June, no. 3): 7278.
Burstein discusses the impact pilferage, embezzlement, and other breaches of industrial security have on both large and small companies .

5321 Goodman, S. J. 1934. The Stock Turn Fetish. HBR 12 (April, no. 3): 370378.
Goodman maintains that stock turn rates are irrelevant and how more emphasis needs to be given to the thoughts, diligence and imagination of a merchant concerning their prots, sales volumes and expense ratios.

5313 Magee, J. F. 1956. Guides to Inventory Policy: Anticipating Future Needs. HBR 34 (MayJune, no. 3): 5770.
Magees third article on inventory management examines the seasonal effects of inventory levels and how best to revise production schedules.

5322 Mechanical Aids to Merchandise Control


in Department Stores. 1928. HBR 6 (April, no. 3): 330342.
[Summaries of Business Research Feature] The keen competition among metropolitan department stores has spawned automated inventory control measures.

5314 _____. 1956. Guides to Inventory Policy:


Problems with Uncertainty. HBR 34 (March-April, no. 2): 103116.
Magee contends it is possible to have well-designed and exible inventory controls for absorbing the uncertainties that plague a business.

5323 Wilson, R. H. and W. A. Mueller. 1927. A New Look at Stock Control. HBR 5 ( January, no. 2): 197205.
Wilson and Mueller claim successful store management hinges on continuous stock management.

5315 _____. 1956. Guides to Inventory Policy:


Functions and Lot Size. HBR 34 ( January-February, no. 1): 4960.
When examining what size inventory levels should be, Magee nds that managers only sees inventory levels and other costs from their perspective.

5324 Statistical Control of Inventories. 1926. HBR 5 (October, no. 1): 95101.
[HBR Case Study Feature] The Frisbie Machine Tool Company manufactures a wide array of machine tools. In the aftermath of World War I, demand for these products has dwindled. Inventory levels must be controlled at a level in conjunction to these reduced production requirements.

5316 Todd, F. B. and I. Scharf. 1953. Protable Inventory Levels. HBR 31 (September-October, no. 5): 101108.
Todd and Scharf worry that few companies possess objective methods for maintaining proper inventory levels. Business uctuations might be minimized, if not prevented, if inventory levels were not allowed to become excessive.

5325 Warshow, H. T. 1924. Inventory Valuation


and the Business Cycle. HBR 3 (October, no. 1): 2734.
Warshow laments that little consideration is given to accounting devices that control or mitigate the severity of the business cycle.

5317 Butters, J. K. 1949. Management Considerations on LIFO. HBR 27 (May, no. 3): 308329.
In spite of its tax advantages, Butters contends that corporate executives need to consider a number of other issues before they adopt the LIFO method for tabulating inventory amounts.

5326 McNair, M. P. 1923. The Retail Method of Inventory: A Selling Price Method of Merchandise Accounting. HBR 2 (October, no. 1): 4959.
McNair investigates the impact that high and low inventory levels have on net prots and taxes.

5318 Bliss, C. A. 1948. The Reality of Inventory


Prots. HBR 26 (September, no. 5): 527542.
Bliss attacks the legitimacy of prots generated solely from how inventory levels are valued.

Management or Cost Accounting Topics


5327 Berez, S. and A. Sheth. 2007. Break the Paper Jam in B2B Payments. HBR 85 (November, no. 11): 2828.
[Forethought Feature] Berez and Sheth describe how electronic invoice and payment systems can cut account receivable costs by more than 50 percent. The difculty lies in getting ones suppliers connected to the electronic system.

5319 Duncan, D. J. 1938. The Control of Stock Shortages in Department Stores. HBR 16 (WInter, no. 2): 201210.
Stock shortages or shrinkages are the amount by which the book inventory gures exceeds the actual physical inventory gure. Both gures are expressed in terms of retail prices. On average, stock shortages amount to approximately 1 percent of net sales in the department store industry.

5328 Calthrop, P. 2007. Higher Net Price Or Bust. HBR 85 (May, no. 5): 3030.
[Forethought Feature]Innovative companies often

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become irrelevant by overlooking a crucial measure known as the net price per equivalent metric when extending a product line.

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5335 Ness, J. A. and T. G. Cucuzza. 1995. Tapping the Full Potential of ABC. HBR 73 ( July-August, no. 4): 130138.
[Ideas at Work Feature]Ness and Cucuzza explain how an activity-based management (ABM) accounting strategy can trigger major organizational change. It requires a tremendous amount of work. As such, few companies have implemented ABM despite of its tremendous benets in areas such as marketing.

5329 Kaplan, R. S. and S. R. Anderson. 2004. Time-Driven Activity-Based Costing. HBR 82 (November, no. 11): 131138.
[Tool Kit Feature]Traditional activity-based costing methods are expensive, typically take too long to implement and are poorly suited to the complexity of most business models. As such, Kaplan and Anderson developed a new, scalable approach that provides meaningful cost and protability information in an efcient and costeffective manner.

5336 Drucker, P. F. 1995. The Information Executives Truly Need. HBR 73 ( January-February, no. 1): 5463.
To manage the 21st century corporation, management needs an information system that is integrated with a companys strategy. Traditional tools largely assess past performance. Drucker explains how activity-based costing integrates value analysis, process analysis and costing into a single activity to provide cost and result control.

5330 Treacy, M. and J. Sims. 2004. Take Command of Your Growth. HBR 82 (April, no. 4): 127 133.
[Tool Kit Feature] Companies who know where their revenues come from are as disciplined in managing growth as they are in managing costs. Sales need to be broken out to reveal the source of each transaction. Treacy and Sims describe a tool they developed known as the sources of revenue statement (SRS) to do this.

5337 Cooper, R. and R. S. Kaplan. 1991. Prot


Priorities from Activity-Based Costing. HBR 69 (May-June, no. 3): 130137.
Activity Based Accounting (ABC) methods provide management with a clear picture of how products, brands, customers, facilities, regions, or distribution channels generate revenues in conjunction to the resources they consume.

5331 Ittner, C. D. and D. F. Larker. 2003. Coming Up Short on Nonnancial Performance Measurement. HBR 81 (November, no. 11): 8895.
Tracking areas such as customer satisfaction and employee turnover can supplement traditional accounting. Most companies, unfortunately, botch this job. Ittner and Larcker offer a step-by-step process for choosing and tracking the nonnancial measures that drive nancial results.

5338 Ames, B. C. and J. D. Hlavacek. 1990. Vital Truths About Managing Your Costs. HBR 68 ( January-February, no. 1): 140149.
To ascertain ones costs, a rm must carefully isolate and assign various costs to specic products, accounts, or markets. Once these costs are known, Ames and Hlavacek emphasize how crucial it is that those are shared with everyone within the rm.

5332 Copeland, T. E. 2000. Cutting Costs Without Drawing Blood. HBR 78 (September-October, no. 5): 155164.
To cut expenses, upper management typically lays employees off. Copeland, however, believes that alternatives exist. Firms would generate far more sustainable value by assessing the value of small ticket capital items which almost always receive perfunctory approval.

5339 Berlant, D., R. Browning and G. Foster. 1990. How Hewlett-Packard Gets Numbers it Can Trust. HBR 68 ( January-February, no. 1): 178183.
[Getting Things Done Feature] Berlant and colleagues discuss why Hewlett Packards traditional accounting system served the company well over time. At some recent point, management detected that traditional accounting methods werent capturing the true costs for a product.

5333 Cooper, R. and R. S. Kaplan. 1998. The


Promise and Peril of Integrated Cost Systems. HBR 76 ( July-August, no. 4): 109120.
Management can benet from current enterprise resource planning systems which integrate activity-based costing, operational control, and nancial reporting systems. Cooper and Kaplan emphasize that this integration must carefully be implemented.

5340 Kovac, E. J. and H. P. Troy. 1989. Getting Transfer Prices Right: What Bellcore Did. HBR 67 (September-October, no. 5): 148154.
[Getting Things Done Feature] Bellcore rectied some glaring inequities that surfaced with their current chargeback system.

5334 Kaplan, R. S. and D. P. Norton. 1996. Using


the Balanced Scorecard as a Strategic Management System. HBR 74 ( January-February, no. 1): 7587.
The balanced scorecard scheme enables companies to track their nancial performance. Firms can also monitor their progress in building the capabilities they need to grow. Kaplan and Norton describe how some companies developed an array of strategic management systems based on this balanced scorecard scheme.

5341 Merrills, R. 1989. How Northern Telecom Competes on Time. HBR 67 ( July-August, no. 4): 108114.
By moving from a cost-based approach to a timebased approach and discarding many of its internal reporting systems, Northern Telecom radically changed its system for tracking manufacturing, procurement and customer service.

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Eiler and Goletz point out how many companies neglect to take advantage of the computers capabilities involving cost accounting.

5342 Cooper, R. 1989. You Need a New Cost System When... HBR 67 ( January-February, no. 1): 7782.
Companies need reliable information about product costs to make smart decisions particularly when margins are paper-thin. Cost systems incapable of producing this need to be overhauled.

5350 Dearden, J. 1978. Cost Accounting Comes to Service Industries. HBR 56 (September-October, no. 5): 132140.
Dearden describes the efforts of service organizations to develop cost accounting systems; a difcult proposition since these organizations are so diverse and have no inventories of nished goods.

5343 Cooper, R. and R. S. Kaplan. 1988. Measure


Costs Right: Make the Right Decisions. HBR 66 (September-October, no. 5): 96105.
Cooper and Kaplan are critical of current cost accounting practices. As such, the two developed an alternative system known as activity-based costing in which a companys activities exist to support the production and delivery of their goods and services.

5351 Cammann, C. and D. A. Nadler. 1976. Fit Your Control Systems to Your Managerial Style. HBR 54 ( January-February, no. 1): 6572.
Most control systems [i.e., budgetary, MIS and nancial accounting] are measurements designed to enhance an organizations ability to coordinate the actions of their members and identify problems as they arise.

5344 Quelch, J. A., P. W. Farris and J. M. Oliver. 1987. The Product Management Audit. HBR 65 (March-April, no. 2): 3036.
[Ideas for Action Feature] Top management always struggles to track the performance of their product lines beyond sales data. Quelch and his coauthors developed a product management audit tool to aid top management and product managers.

5352 Neumann, J. L. 1975. Make Overhead Cuts


that Last. HBR 53 (May-June, no. 3): 116126.
Neuman describes a number of major corporations cut their overhead costs by 15 percent to 30 percent using a new technique known as overhead value analysis.

5345 Tucker, F. G. and S. M. Zivan. 1985. A Xerox Cost Center Imitates a Prot Center. HBR 63 (May-June, no. 3): 168174.
[Ideas for Action Feature] Tucker and Zivan pursue how a corporate cost center can demonstrate that it operates efciently.

5353 Vancil, R. F. 1973. What Kind of Management Control Do You Need? HBR 51 (MarchApril, no. 2): 7586.
A company president and controller must choose nancial objectives for each unit and the manner in which it should be measured. This can be done using prot centers or matrixes.

5346 Sandretto, M. J. 1985. What Kind of Cost System Do You Need? HBR 63 ( January-February, no. 1): 110118.
In some circumstances, a detailed cost system is too costly to design and operate. In other situations, detailed information might readily be available but are of little value. Sandretto explains the requirements, product types and processes to help small businesses nd the right system.

5354 Anthony, R. J. 1970. What Should Cost Mean? HBR 48 (May-June, no. 3): 121131.
Cost, in the context of cost accounting, is without any generally accepted meaning. Anthony describes how it is quite plausible that for two manufacturers of physically identical gadgets, who use different, but acceptable, methods might differ by 100 percent when measuring these costs.

5347 Kaplan, R. S. 1984. Yesterdays Accounting


Undermines Production. HBR 62 ( July-August, no. 4): 95101.
Kaplan argues that traditional cost accounting systems are simply not providing rms with the necessary information needed to run their rms as efciently as possible.

5355 Schoen, D. R. 1969. Managing Technological Innovation. HBR 47 (May-June, no. 3): 156 167.
Schoen discusses the total process by which companies translate a technical advance into their products, processes, or services.

5348 Eccles, R. G. 1983. Control with Fairness


in Transfer Pricing. HBR 61 (November-December, no. 6): 149161.
Having studied the transfer pricing policies for an array of companies, Eccles maintains that effective policies possess a common denominator in the manner in which top management monitors the interaction between units and then alters those policies to reect changes in strategy.

5356 McDonald, H. E. and T. L. Stromberger. 1969. Cost Control for the Professional Service Firm. HBR 47 ( January-February, no. 1): 109121.
Professional service rms have difculty determining the prot contributions from individual clients or services. McDonald and Stromberger describe a new EDP accounting model that eliminates the guesswork when determining costs or enhancing protability for specic clients or services.

5349 Eiler, R. G. and W. K. Goletz. 1982. Is Your


Cost Accounting Up to Date? HBR 60 ( July-August, no. 4): 133139.

5357 Morton, M. S. and A. M. McCosh. 1968. Terminal Costing for Better Decisions. HBR 46 (May-June, no. 3): 147156.
Terminal costing is an approach designed to pro-

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vide management with cost information derived from different combinations of costs and prices.

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5366 Mackenzie, D. G. 1957. Cost Accounting Literature. HBR 35 ( January-February, no. 1): 141155.
[Looking Around Feature] Mackenzies literature review focuses on recently published material relevant to cost accounting.

5358 Mauriel, J. J. and R. J. Anthony. 1966. Misevaluation of Investment Center Performance. HBR 44 (March-April, no. 2): 98105.
Utilization of the investment center concept is growing. Mauriel and Anthony describe the distortions that arise with the return on investment ratio when standard accounting techniques are utilized to measure performance.

5367 Ernst, H. 1956. Accounting for Productivity Changes. HBR 34 (May-June, no. 3): 109121.
Ernst is interested in measuring the impact that machinery, management, and workers have with regards to rising output levels.

5359 Dearden, J. 1961. Problem in Decentralized Financial Control. HBR 39 (May-June, no. 3): 72 80.
Dearden believes that the conventional techniques for calculating a divisions return-on-investment weakens top managements nancial control which subsequently weakens prots.

5368 Rucker, A. W. 1955. Clocks for Management Control. HBR 33 (September-October, no. 5): 6880.
Executives should know on both a prot and cost basis where they stand in conjunction to where they should be on a given project.

5360 Beyer, R. 1960. Meaningful Costs for Management Action. HBR 38 (September-October, no. 5): 6171.
Beyer questions whether accounting actually communicates to managers the manner in which their actions affect a rms protability picture.

5369 Gardner, F. V. 1954. Breakeven Point for Higher Prots. HBR 32 (September-October, no. 5): 123130.
Gardner explains how the break-even prot process enables faster-moving and more aggressive managerial action.

5370 Payne, B. 1953. A Program for Cost Reduction. HBR 31 (September-October, no. 5): 7182.
Payne emphasizes that top management is responsible for cost control. If this is not done, stakeholders will nd that their plant has wasted away.

5361 Culliton, J. W. 1960. Diagram of Management Control. HBR 38 (March-April, no. 2): 144 151.
Cullitons diagram shows a rms ow of costs and assets to aid that companys accounting and decision-making processes.

5362 Dearden, J. 1960. Interdivisional Pricing. HBR 38 ( January-February, no. 1): 117125.
Dearden describes how the interdivisional pricing system both works for and against the mutual interests of a parent company and its subsidiaries.

5371 Sanders, T. H. 1934. Costs and the Governmental Control of Business. HBR 12 (April, no. 3): 304316.
Whether or not the National Recovery Act becomes a permanent feature of industrial life, Sanders argues that accounting data must improve so that costs can be captured more readily.

5363 Cook, P. W., Jr. 1957. New Technique for Intracompany Pricing. HBR 35 ( July-August, no. 4): 7480.
Whenever products are transferred from one division to another, the acquiring division carries the product in its inventory based on the transfer price. This distorts divisional costs, prots and complicates managements decision-making processes.

5372 Some Problems in Joint Cost. 1927. HBR 5 ( January, no. 2): 219226.
[HBR Case Study Feature] Illustrates a variety of problems that arose involving joint costs from the perspective of the Vitex Chemical Company.

5373 Cole, W. M. 1923. Problems in Joint Costs.


HBR 1 ( July, no. 4): 428437.
What economists label as joint costs, poses a provocative problem in accounting in which no solution seems applicable.

5364 McLean, J. G. 1957. Better Prots for Better Control. HBR 35 (May-June, no. 3): 95 104.
Control reports are derived from accounting, nancial, and operational data. They provide management with a systematic review of the trends and developments in each major segment of a business. These reports, no matter how well crafted, can never be a substitute for human judgment.

5374 Sanders, T. H. 1922. Present Status of Uniform Cost Accounting. HBR 1 ( January, no. 2): 167174.
The development and utilization of uniform cost accounting systems are one of the accounting professions most notable accomplishments.

5365 Shillinglaw, G. 1957. Guides to Internal Prot Management. HBR 35 (March-April, no. 2): 8294.
Differing opinions exist in how to measure unit protability performances in multi-unit companies.

Operating or Other Budget Topics


5375 Howells, R. A. 2004. Turning Your Budgeting Process Upside Down. HBR 82 ( July-August, no. 78): 2122.

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with greater ease than traditional budgeting structures. As a result, upper management has a far greater grip on all types of cost allocations.

[Forethought Feature] Howell emphasizes that budgets should emphasize future cash ows instead of highlighting short-term accounting prots.

5376 Hope, J. and R. Fraser. 2003. Who Needs Budgets? HBR 81 (February, no. 2): 108115.
[Tool Kit Feature] Modern corporations typically reject centralization, inexible planning, as well as command and control structures. Hope and Fraser examine why corporations cling to budget processes that reinforce everything that most corporations seek to reject.

5384 Hennessy, J. H. 1960. Budgets for Management. HBR 38 (May-June, no. 3): 3544, 154160.
[Looking Around Feature] Hennessys literature review focuses on the weaknesses inherent with corporate budgeting and then offers suggestions to ameliorate these weaknesses.

5377 Jensen, M. C. 2001. Corporate Budgeting


is Broken: Lets Fix It. HBR 79 (November, no. 10): 94101.
Jensen nds that corporate budgeting might succeed if top management severed the ties between budget projections and executive compensation packages. The present structure entices management to cheat, lowball targets and inate results.

5385 Peirce, J. L. 1954. The Budget Comes of


Age. HBR 32 (May-June, no. 3): 5866.
Peirce explains how every step involving sound budgeting practice has their roots in sound personnel administration.

5386 Argyris, C. 1953. Human Problems with


Budgets. HBR 31 ( January-February, no. 1): 97110.
Though a necessity for business, Argyris nds that budgeting generates forces which diminish an employees efciency.

5378 Churchill, N. C. 1984. Budget Choices:


Planning vs. Control. HBR 62 ( July-August, no. 4): 150164.
[Growing Concerns Feature] Churchill offers management eight issues involved in the planning and control aspects of budgeting.

5387 Budgetary Control of Expenses in Department Stores. 1923. HBR 2 (October, no. 1): 99113.
[Summaries of Business Research Feature] Emphasizes the necessity of careful planning if adequate expense controls are to be secured.

5379 Viscione, J. A. 1984. Small Company Budgets: Targets are Key. HBR 62 (May-June, no. 3): 4252.
[Growing Concerns Feature] Viscione discusses why small businesses can set realistic budget targets and offers ways to monitor their progress in meeting those targets.

5388 Coonley, H. 1923. The Control of Industry


in the Business Cycle. HBR 1 ( July, no. 4): 385 397.
For Coonleys Walworth Company, budgetary control serves as a record of the past, index for the present, and a guide for the future.

5380 McDougall, D. C. 1978. The Corporate Ratchet Effect on Spiraling Ination. HBR 56 (November-December, no. 6): 1220.
[Ideas for Action Feature] American companies are utilizing the same standard product cost projections when engaging in the budgeting or forecasting processes. Ination, in turn, erodes whatever variances these rms are hoping to achieve.

Other Financial Accounting Topics


5389 Bakhshi, V. and A. Krajeski. 2007. Accounting for Climate Change: A Window on the Future. HBR 85 (October, no. 10): 3637.
[Forethought Feature] Bakhshi and Krajeski produced a balance sheet for a ctional company to illustrate the nancial impact of climate change.

5381 Suver, J. D. and R. L. Brown. 1977. Where


Does Zero-Based Budgeting Work? HBR 55 (November-December, no. 6): 7684.
Since President Carter is attempting to use zero-based budgeting to evaluate federal programs and activities, many corporate executives are under pressure to implement the system for their departments.

5390 Levine, C. B. and Y. Ijiri. 2004. Just the Facts (and Forecasts). HBR 82 ( June, no. 6): 24 26.
[Forethought Feature] Forecasted numbers that are derived from a nancial statement are simply educated guesses. To reduce legal liability for these predictions, Levine and Ijiri propose a new model for nancial statements that would clearly distinguish hard numbers from forecasts.

5382 Barrett, M. E. and L. B. Fraser, III. 1977. Conicting Roles in Budgeting for Operations. HBR 55 ( July-August, no. 4): 137146.
Barrett and Fraser liken operational budgets to projected income statements since management tries to ensure that a rms resources are efciently used in conjunction to its objectives.

5383 Pyhrr, P. A. 1970. Zero-Based Budgeting. HBR 48 (November-December, no. 6): 111121.
Pyhrr describes how the zero-base budgeting enables Texas Instruments to shift its budget allocations around

5391 Kaplan, R. S. and K. G. Palepu. 2003. Expensing Stock Options: A Fair-Value Approach. HBR 81 (December, no. 12): 105108.
[Tool Kit Feature] Kaplan and Palepu developed a new accounting mechanism with regard to stock option expensing that addresses the concerns of critics over measurement errors.

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5392 Barker, R. G. 2003. Global Accounting is Coming. HBR 81 (April, no. 4): 2425.
[Forethought Feature] Accounting scandals have opened the door to more international inuence on U.S. nancial reporting. Income statements, for example, will be far more revealing under emerging global standards for American companies.

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5400 Stancill, J. M. 1979. Is Your Bad Debt Expense Too Low? HBR 57 (May-June, no. 2): 67.
[Ideas for Action Feature] Stancill contends that rms should offer credit to customers anytime the probability of collecting from that individual or rm is at least 70 percent.

5401 Neal, A. C. 1978. Immolation of Business


Capital. HBR 56 (March-April, no. 2): 7582.
Neals worries that economic planners, nancial ofcers and accountants neglect to factor ination when measuring production. As a result, companies pay taxes and dividends on prots that never materialize.

5393 Bodie, Z., R. S. Kaplan and R. C. Merton.


2003. For the Last Time: Stock Options Are an Expense. HBR 81 (March, no. 3): 6271.
Because executive stock options are a powerful, albeit controversial, incentive, Bodie and his coauthors believe that stock-options possess cash-ow implications. Subsequently, these must be reported as an expense instead of being relegated to the footnotes section.

5402 Weston, F. T. 1974. Prepare for the Financial Accounting Revolution. HBR 52 (SeptemberOctober, no. 5): 613.
[Ideas for Action Feature]A revolution in nancial accounting is brewing in how nancial accounting results should be reported over short periods of time.

5394 Sherman, H. D. and S. D. Young. 2001. Tread Lightly Through These Accounting Mineelds. HBR 79 ( July-August, no. 7): 129135.
[Tool Kit Feature] Growing numbers of rms issue misleading earnings reports. Sherman and Young point out six areas for abuse that investors and directors should be acutely aware of since shareholders suffer the most from aggressive accounting strategies

5403 Anthony, R. N. 1973. Accounting for the Cost of Equity. HBR 51 (November-December, no. 6): 88102.
Anthony discusses how equity capital, despite its cost, is never adequately reected in corporate accounts or on its nancial statements.

5395 Carter, L. 2001. Ciscos Virtual Close. HBR


79 (April, no. 4): 2223.
[Forethought Feature]Carter, as Ciscos CFO, explains how his company made real-time accounting a reality. Though it may not solve all operational problems, real-time accounting does much in preparing management for future challenges.

5404 DeSalvo, A. 1972. Cash Management Converts Dollars into Working Assets. HBR 50 (MayJune, no. 3): 92100.
Cash, DeSalvo contends, is really a liability that is a wasted opportunity unless it earns money for its owner. DeSalvo also describes cash-use forecasting and recordkeeping procedures that can aid corporate executives seeking to improve their cash management techniques.

5396 Ball, B. C., Jr. 1987. The Mysterious Disappearance of Retained Earnings. HBR 65 ( July-August, no. 4): 5663.
From examining fty mature American rms, Ball nds no real correlation between a rms earnings in conjunction to the performance of its shares.

5405 Frese, W. F. and R. K. Mauntz. 1972. Financial Reporting By Whom. HBR 50 (MarchApril, no. 2): 621, 140.
[Thinking Ahead Feature]Frese and Mautz maintain that reviewing and grading annual reports would correct abuses and enhance the credibility of nancial reports.

5397 Dudick, T. S. 1987. Why SG&A Doesnt


Work. HBR 65 ( January-February, no. 1): 3036.
[Getting Things Done Feature] Dudick explains how corporate controllers can distort the nancial performance of their companys product lines when allocating SG&A costs.

5406 Searby, F. W. 1968. Use Your Hidden Cash


Resources. HBR 46 (March-April, no. 2): 7180.
Searby offers ideas for companies needing additional cash sources or improved prot margins.

5398 Stancill, J. M. 1981. Managing Financial Statements Image and Effect. HBR 59 (MarchApril, no. 2): 180202.
[Growing Concerns Feature]Stancill discusses the images and impressions that nancial statements convey to important outside parties, such as lenders.

5407 Hawkins, D. F. 1963. The Case of the Dubious Referral. HBR 41 (May-June, no. 3): 162192.
[Problems in Review Feature] Hawkins describes the impact that a presumably simple accounting decision has with regards to a special R&D expense.

5399 Popell, S. D. 1981. Effectively Manage Receivables to Cut Costs. HBR 59 ( January-February, no. 1): 5864.
[Growing Concerns Feature] Even if small companies maintain healthy sales levels, along with the cash outlays necessary to support those sales, they are still likely to have difculty collecting their receivables. As such, these rms face a tenuous future.

5408 Gant, D. R. 1959. Illusion in Lease Financing. HBR 37 (March-April, no. 2): 121142.
Gant maintains that lease nancing, with its obligation to make future security, is another form of borrowing that must be reected on a companys balance sheet.

5409 Bailey, G. D. 1948. Concepts of Income. HBR 26 (November, no. 6): 680692.
Bailey contends much work is needed to improve how

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stand an actuarys work and know how to compare plans from the standpoint of both a company and its employees.

corporations report earnings to increase the publics condence in the work of accountants.

5410 _____. 1948. Problems in Reporting Corporation Income. HBR 26 (September, no. 5): 513 526.
The public has long had difculty understanding how corporate prots are determined. Bailey examines these problems and advocates changes to accounting methods for measuring corporate progress.

5418 Dean, A. H. 1950. Accounting for the Cost of Pensions: A Lien on Production, Part II. HBR 28 (September, no. 5): 102122.
Dean warns companies that if they fail to save and effectively invest a signicant portion of current earnings, there is no way retirees can be adequately compensated.

5411 Peloubet, M. E. 1937. Natural Resource Assets: Their Treatment in Accounts and Valuation. HBR 16 (Autumn, no. 1): 7492.
To gauge the value of any type of natural resource, Peloubet nds it important to ascertain: (i) the number of salable units; (ii) the unit price to be received for the products over the lifespan of the product; (iii) the production costs over the life of the product; and nally (iv) the rate of investment for return on capital and reinvestment purposes.

5419 _____. 1950. Accounting for the Cost of Pensions: A Lien on Production. HBR 28 ( July, no. 4): 2540.
Dean compares the advantages and disadvantages of funded versus non-funded pension plans and notes that whatever option companies undertake, its commitments are xed in stone.

5412 Walker, R. G. 1936. The Base-Stock Principle in Income Accounting. HBR 15 (Autumn, no. 1): 7694.
Walker describes the merits of base-stock valuation methods with regards to inventory management and various tax considerations for calculating net income.

Role of Accountants
5420 Carl, F., Jr. 2007. The Best Advice I Ever Got. HBR 85 (November, no. 11): 2626.
[Conversation Feature] As founder and CEO of Viking Range, Carr describes advice given to him by a Touche-Ross accountant: (i) that his company should be managed like a publicly-traded company; (ii) that a top accounting rm be hired; and that (iii) Carr always conceptualize how his company is large and successful.

5413 Accounting Disposition of an Increase in


Assets Caused by Revaluation. 1929. HBR 7 ( July, no. 4): 467473.
[HBR Case Study Feature] Corporate assets are increasingly being revaluated. This case study examines the accounting disposition of an increase in assets caused by such a revaluation.

5421 Churchill, N. C. and L. A. Werbaneth, Jr. 1979. Choosing and Evaluating Your Accountant. HBR 57 (May-June, no. 3): 180190.
[Growing Concerns Feature] Churchill and Werbaneth offer advice to smaller companies on working more effectively with accounting rms.

5414 Accounting for Appreciation of Fixed Assets. 1926. HBR 4 (April, no. 3): 357361.
[HBR Case Study Feature] The Deane Lumber Company owns timber lands and sawmills and is examining how to record appreciated asset values.

5422 Sathe, V. 1978. Who Should Control Division Controllers. HBR 56 (September-October, no. 5): 99104.
Division controllers historically reported to a division general manager as opposed to the corporate controller. With recent changes in the business environment (e.g., ination, alleged illegal practices and increased reporting demands by regulatory agencies), Sathe discusses how more companies provide corporate controllers with greater authority over their division controllers.

5415 Putnam, G. E. 1926. The Role of Paper Prots in Industry. HBR 4 ( January, no. 2): 129137.
The term paper prots means relizable prots that have not been turned into cash; hence, they are prots that exist only on paper.

Pension Accounting Topics


5416 Arnott, R. D. and P. L. Bernstein. 1988. The
Right Way to Manage Your Pension Fund. HBR 66 ( January-February, no. 1): 95102.
Arnott and Bernstein describe how FASB 87 dictates that pension fund managers and sponsors pay close attention to a pension funds surplus which is the difference between the assets and the present value of the funds obligations to its current and future retirees.

5423 Spacek, L. 1958. Challenge to Public Accounting. HBR 36 (May-June, no. 3): 115124.
Spacek describes the role public accountants play in the American economy, particularly from the standpoint of protecting consumers, business, labor, and investors.

5424 Brundage, P. F. 1951. Roadblocks in the Path


of Accounting. HBR 29 (September, no. 5): 110119.
Brundage emphasizes the prominent role the accounting profession has played in the development of large businesses.

5417 Trowbridge, C. L. 1966. ABCs of Pension Funding. HBR 44 (March-April, no. 2): 115126.
Trowbridge describes how management can under-

5425 _____. 1951. Milestones in the Path of Accounting. HBR 29 ( July, no. 4): 7181.
Brundage discusses changes that have occured in the

341
accounting profession since the start of the twentieth century.

Decision Sciences

54265440

5426 Sanders, T. H. 1949. Two Concepts of Accounting. HBR 27 ( July, no. 4): 505520.
Using several controversies that have surfaced within the profession, Sanders compares and contrasts two mindsets prevalent throughout the accounting profession.

[Keeping Informed Feature] Holzman describes why accurate corporate minutes are critical in defense of a rms tax position.

5431 Ballentine, A. A. 1949. Psychological Bases for Tax Liability. HBR 27 (March, no. 2): 200208.
Ballentine is concerned that too many business decisions are hampered by ambiguity or uncertainty involving the United States Tax Code.

5427 X. 1926. The Management Aspect of the Comptrollers Work. HBR 5 (October, no. 1): 21 26.
X emphasizes that a comptrollers inuence is contingent on the degree of unity attained from the organizations various component parts.

5432 Butters, J. K. 1944. Tax Revisions for Reconversion Needs. HBR 22 (Spring, no. 3): 299 315.
Butters examined corporate tax returns to assess the tax codes impact on businesses to accumulate working capital.

Tax Accounting Strategies


5428 Pine, S. R. 1972. The Case for Captive Insurers. HBR 50 (November-December, no. 6): 142149.
The IRS announced it is reversing its position on foreign captive insurance companies. No matter what, Pine argues that these offshore captives will persevere.

5433 Smith, D. T. and M. Mace. 1942. Tax Uncertainties in Corporate Financing. HBR 20 (Spring, no. 3): 315326.
Smith and Mace argue how important it is for management to be cognizant of the relationship between capital structures and tax liabilities.

5429 Holzman, R. S. 1971. How to Cope With Unreasonable Compensation Claims. HBR 49 (September-October, no. 5): 7981.
[Management Memo Feature] Since 1918, a frequent source of controversy involving corporate taxes involves a deduction for compensation on the grounds that it is unreasonable.

5434 Rhame, W. T. and W. L. Cary. 1937. Some Recent Corporate Solutions to the Undistributed Prots Tax. HBR 15 (Summer, no. 4): 486495.
Because of the 1936 Revenue Act, prots not distributed to shareholders through dividends (i.e., retained earnings) are subject to federal taxation. Rhame and Cary offer solutions for companies in this predicament.

5435 May, G. O. 1922. The Taxation of Capital Gains. HBR 1 (October, no. 1): 1118.
May assesses if the treatment of capital gains under a graduated income tax structure is one of the most difcult problems involving scal legislation.

5430 _____. 1965. Watch Your Minutes. HBR


43 (March-April, no. 2): 162171.

Decision Sciences
Flow Charts or Decision Trees
5436 Bagley, C. E. 2003. The Ethical Leaders Decision Tree. HBR 81 (February, no. 2): 1819.
[Forethought Feature] Bagleys decision tree enables one to navigate through ethical questions. The questions and answers posed by the tree can then be applied to any action a company contemplates (e. g. whether the rm is expanding operations in a developing country or reducing its domestic workforce).

Third Generation, PERT/LOB. HBR 45 (September-October, no. 5): 100110.


Schoderbek and Digman describe the basic principles of PERT (Program Evaluation and Review Technique) and LOB (Line of Balance) for planning and control purposes.

5439 Wiest, J. D. 1966. Heuristic Programs for Decision Making. HBR 44 (September-October, no. 5): 129143.
Several simple techniques are described which allow managers to deal with a myriad of problems; none of which yield to other problem-solving techniques.

5437 Iacobucci, D. and C. Nordhielm. 2000. Creative Benchmarking. HBR 78 (November-December, no. 6): 2425.
[Forethought Feature] Iacobucci and Nordhielm describe how companies can benchmark their business practices against companies outside their industry using ow charts.

5440 Magee, J. F. 1964. How to Use Decision


Trees in Capital Investment. HBR 42 (SeptemberOctober, no. 5): 7996.
Magee shows how decision trees can be utilized for strategic problem solving. Special attention is paid to

5438 Schoderbek, P. P. and L. A. Digman. 1967.

54415455

Decision Sciences

342
5448 Ulvila, J. W. and R. V. Brown. 1982. Decision Analysis Comes of Age. HBR 60 (SeptemberOctober, no. 5): 142152.
Ulvila and Brown nd that many managers are adapting the decision analysis techniques of decision tree analysis, probabilistic forecasting and multi-attribute utility analysis.

organizing data, computations, as well as the handling of uncertainties.

5441 _____. 1964. Decision Trees for Decision Making. HBR 42 ( July-August, no. 4): 126138.
Magee developed a tool for analyzing the choices, risks, objectives and information needs involved in complex management decisions such as plant investment.

5449 Bartlett, C. A. and D. W. De Long. 1982.

Mathematical or Statistical Analysis for Problem Solving Purposes


5442 Duboff, R. S. 2007. The Wisdom of (Expert) Crowds. HBR 85 (September, no. 9): 2828.
[Forethought Feature]With the Delphi technique, panels of 20 or so experts are asked to predict the possible outcomes of a particular circumstance. These forecasts are then molded into several scenarios for decision makers to grapple with.

Operating Cases to Help Solve Corporate Problems. HBR 60 (March-April, no. 2): 6870.
[Ideas for Action Feature] Bartlett and De Long believe rms can begin to solve their many problems by creating a case study relevant to their circumstances and operating conditions.

5450 Boehm, G. A. W. 1976. Shaping Decisions with Systems Analysis. HBR 54 (September-October, no. 5): 9199.
Boehm describes the way several large companies have integrated systems analysis into their decision-making process.

5443 Davenport, T. H. 2006. Competing on Analytics. HBR 84 ( January, no. 1): 98107.
Analytics are integrated into the corporate strategies of companies such as Amazon, Harrahs, Capital One and the Boston Red Sox. These companies overwhelm their competitors by amassing and then analyzing huge amounts of data on an array of activities. Davenport emphasizes that quantitative activity needs to be managed at the enterprise as opposed to the departmental level.

5451 Judd, M. and K. B. Tracy. 1976. Books for


the Thoughtful Executive. HBR 54 ( July-August, no. 4): 154154.
Judd and Tracy assess several books relevant to gaming and quantitative analysis, such as two of Martin Shubiks books on game theory and Galamboss A Quantitative Study in Social Change.

5444 Mitroff, I. I. and M. C. Alpasian. 2003. Preparing for Evil. HBR 81 (April, no. 4): 109115.
[Tool Kit Feature] Mitroff and Alsasian offer a set of simple tools to help management think about the unthinkable and break down the mental barriers even if it seems fruitless to plan for a crisis that one cant begin to imagine.

5452 Heenan, D. A. and R. B. Addleman. 1976.


Quantitative Techniques for Todays Decision Makers. HBR 54 (May-June, no. 3): 3262.
[Keeping Informed Feature] Heenan and Addleman demonstrate how management has adopted a number of quantitative techniques to analyze complex circumstances.

5445 Watkins, M. D. and M. H. Bazerman. 2003.


Predictable Surprises: The Disasters You Should Have Seen Coming. HBR 81 (March, no. 3): 72 80.
All companies are vulnerable to predictable surprises. A rms inability to prepare for predictable surprises can be traced to three sets of vulnerabilities: psychological, organizational, and political. Watkins and Bazerman create a RPM approach which is a chain of actions that a rm should meticulously abide by.

5453 Thurston, P. H. 1972. Requirements Planning for Inventory Control. HBR 50 (May-June, no. 3): 6771.
[Management Memo Feature] Thurston describes the shortcomings with the statistical tools utilized by inventory specialists and how the requirements planning method can ameliorate these problems.

5454 Chambers, J. C., S. K. Mullick and D. D.


Smith. 1971. How to Chose the Right Forecasting Technique. HBR 49 ( July-August, no. 4): 4574.
Some facet of forecasting is utilized with virtually every decision an executive makes. Moreover, sound predictions of demands and trends are a necessity. The more an executive knows about forecasting, the more it can help them.

5446 Savage, S. 2002. The Flaw of Averages.


HBR 80 (November, no. 11): 2021.
[Forethought Feature] Savage describes his aw of averages principle which states that plans predicated on mathematical averages usually go awry.

5447 Hammond, J. S., R. L. Kenney and H. Raiffa.


1998. Even Swaps: A Rational Method for Making Tradeoffs. HBR 76 (March-April, no. 2): 137150.
[Managers Tool Kit Feature] Managers often face difcult situations in which they have to make trade-offs involving dissimilar variables. A new system known as even swaps provides a pragmatic way for doing this from an array of alternatives based on ones objectives.

5455 Parker, G. G. C. and E. L. Segura. 1971. How to Get a Better Forecast. HBR 49 (MarchApril, no. 2): 99109.
Parker and Segura explain how regression analysis enables forecasters to predict phenemona with more precision than less scientic methods do.

343
5456 Hayes, R. H. 1969. Qualitative Insights from Quantitative Methods. HBR 47 ( July-August, no. 4): 108117.
Though modern management is adopting quantitative techniques, Hayes stresses how ones insights and understanding of the management processes are most important.

Decision Sciences

54565474

Stryker describes a systematic decision-making process known as the Kepner-Tregoe Analysis Procedure for problem analysis purposes.

5466 Edelman, F. 1965. Art and Science of Competitive Bidding. HBR 43 ( July-August, no. 4): 5366.
Edelman seeks to assist management develop a success probability model for competitive bidding endeavors

5457 Henrici, S. B. 1968. Eyeing the ROI. HBR


46 (May-June, no. 3): 8897.
Henrici examines what quantitative techniques, buttressed by good judgment, can achieve for management.

5467 Bauer, R. A. and R. D. Buzzell. 1964. Mating Behavioral Science and Simulation. HBR 42 (September-October, no. 5): 116124.
Bauer and Buzzell emphasize how the simulation process which in many ways is a model for the real world is not based merely on mathematics.

5458 Hammond, J. S., III. 1967. Better Decisions


With Preference Theory. HBR 45 (November-December, no. 6): 123141.
Hammond describes the way preference theory offers decision makers great potential to improve the consistency of their decision-making.

5459 Russell, J. R., R. B. Stobaugh, Jr. and F. W. Whitmeyer. 1967. Simulation for Production. HBR 45 (September-October, no. 5): 162170.
[Keeping Informed Feature] As simulation techniques become more important for production managers, the authors offer helpful information on this process.

5468 Hertz, D. B. 1964. Risk Analysis in Capital Investment. HBR 42 ( January-February, no. 1): 95106.
Hertzs application of probability theory enables management to develop a better sense of the possible gains and losses from a proposed outlay.

5460 Sawtis, M. 1967. Model for Branch Store


Planning. HBR 45 ( July-August, no. 4): 140143.
[Management Memo Feature] Sawits describes a mathematical approach developed by Federated Department Stores for planning its branch stores.

5469 Hillsley, R. H. and A. L. Harbury. 1960. Simple Estimates for Complex Work Loads. HBR 38 ( January-February, no. 1): 8796.
Hillsley and Harbury developed a statistical method to reduce the likelihood of scheduling inefciencies or other loses from future work-load commitments.

5470 Anshen, M. 1960. Price Tags for Business


Policies. HBR 38 ( January-February, no. 1): 7178.
Having proven their value with production, inventory control and sales management, mathematical techniques are now used for strategic planning endeavors.

5461 Swalm, R. O. 1966. Utility Theory Insights into Risk Taking. HBR 44 (November-December, no. 6): 123138.
Swalm describes the need people have for safety from risk-taking. Cardinal utility theory offers a great deal to executives as a prediction tool.

5471 Bishop, J. E. 1959. Statistics for Production. HBR 37 (September-October, no. 5): 3542, 178182.
[Looking Around Feature] Bishop examines ve business-oriented books that utilize scientic concepts for production-oriented issues.

5462 Jones, C. H. 1966. Applied Math for the


Production Manager. HBR 44 (September-October, no. 5): 2028, 180182.
[Keeping Informed Feature]Jones assesses recently published books relevant to resource allocation, waiting line theory, network analysis and simulation for managers who possess differing levels of technical and quantitative aptitude.

5472 Brown, R. G. 1959. Less Risk in Inventory Estimates. HBR 37 ( July-August, no. 4): 104116.
Brown discusses new mathematical concepts that should make routine forecasting more economical and create a more dependable base for management predictions.

5463 Woods, D. H. 1966. Improving Estimates


That Involve Uncertainty. HBR 44 (May-June, no. 4): 9198.
Woods explores what can be done with quantitative analysis to reduce the biases and distortions that take place on matters such as sales and capital investment; particularly for information on ones outside environment.

5473 Anshen, M., C. C. Holt, F. Modigliani, J. F. Muth and H. A. Simon. 1958. Mathematics for Production Scheduling. HBR 36 (March-April, no. 2): 5158.
Anshen and his coauthors describe the ndings from research on the application of mathematical techniques on the scheduling of production and how factory production levels are set in conjunction to inventory levels and projected sales.

5464 Golde, R. A. 1966. Sharpen Your Number Sense. HBR 44 ( July-August, no. 4): 7383.
Golde provides managers with a variety of techniques to more effectively grasp statistical reports.

5465 Stryker, P. 1965. How to Analyze That Problem. HBR 43 ( July-August, no. 4): 99110.

5474 Baumol, W. J. and C. H. Sevin. 1957. Marketing Costs and Mathematical Programming. HBR 35 (September-October, no. 5): 5260.
Statistical cost analysis enables a business to carefully

54755491

Decision Sciences

344
5484 Rorty, M. C. 1923. The Statistical Control of Business Activities. HBR 1 ( January, no. 2): 154 166.
Statistical control begins with the desire to base decision-making on carefully examined external and internal facts relevant to the business.

analyze how a particular process contributes to its costs, prots, and sales revenue in conjunction to its marketing strategy.

5475 Gaumnitz, R. K. and O. H. Brownlee. 1956.


Mathematics for Decision Makers. HBR 34 (MayJune, no. 3): 4856.
Managers open to learning and applying mathematical approaches to their problem solving have had enormous success.

Operational Research Topics


5485 Chew, W. B. 1988. No-Nonsense Guide to Measuring Productivity. HBR 66 ( January-February, no. 1): 110118.
An essential step in improving productivity is being able to measure it appropriately. Chew offers a practical set of guidelines for managers to effectively evaluate, understand, and apply these productivity measurement techniques.

5476 Higgins, C. C. 1955. Make or Buy Re-Examined. HBR 33 (March-April, no. 2): 109119.
Higgins nds that the cost calculations used to make make or buy type decisions do little to change an executives initial judgment.

5477 Henderson, A. and R. Schlaifer. 1954.


Mathematical Programming: Better Information for Better Decision Making. HBR 32 (May-June, no. 3): 73100.
Henderson and Schlaifer describe the impact mathematicians have in making it easier for managers to solve a wide array of problems.

5486 Quinn, J. B. and R. M. Cavanaugh. 1964.


Fundamental Research Can Be Planned. HBR 42 ( January-February, no. 1): 111124.
Successful planning emanates from research. Quinn points out for management how great possibilities exist with planning that is both systematic and innovative.

5478 Bliss, C. A. 1940. Statistics Takes a Second Breath. HBR 18 (Summer, no. 4): 510519.
Bliss reviews approximately ten articles or books oriented to business statistics.

5487 Wagner, H. M. 1963. Practical Slants on


Operations Research. HBR 41 (May-June, no. 3): 6171.
Wagner provides a six-question test for managers along with an outline of four steps to success with operations research.

5479 Brown, T. H. 1937. Improving the Tools of Business: Recent Literature on Mathematical Techniques. HBR 15 (Winter, no. 2): 253260.
Mathematical problem-solving techniques have long been indispensable for solving engineering problems. Brown writes of their increasing use for solving administrative problems by surveying ten recently published books on the topics.

5488 Rapaport, L. A. and W. P. Drews. 1962.


Mathematical Approach to Long-Range Planning. HBR 40 (May-June, no. 3): 7587.
Mathematical programming is not a black-box substitute for decision making. Instead, it is an approach that can help management shift attention from the technicalities of planning to the broader area of goals, policies, and risks.

5480 Indexes of Machine Utilization. 1929. HBR


7 (April, no. 3): 351357.
[HBR Case Study Feature] The Southern States Textile Corporation developed a means to measure and analyze how efciently its equipment is utilized.

5481 Merchandising Service in Newspaper Advertising. 1925. HBR 3 (April, no. 3): 340347.
[Summaries of Business Research Feature] Discusses the impact of newspaper advertising departments engaging in statistical marketing research.

5489 OMeara, J. T., Jr. 1961. Selecting Protable Products. HBR 39 ( January-February, no. 1): 83 89.
OMeara describes an approach that utilizes simple protability and weighting techniques that can help management make more exible and dependable choices.

5482 Vanderblue, H. B. and W. L. Crum. 1924.


The Relation of the Public Utility to the Business Cycle. HBR 2 ( July, no. 4): 409420.
Based on the Public Service Electric Company of New Jersey, Vanderblue and Crums study depicts the steps involved with a time series statistical analysis.

5490 Hetrick, J. C. 1961. Mathematical Models in Capital Budgeting. HBR 39 ( January-February, no. 1): 4964.
Hetrick offers a new mathematical approach in the use of operations research techniques with regards to planning, budgeting and in other strategic areas.

5483 Farquhar, H. H. 1923. Measuring the Performance of the Production Department. HBR 1 (April, no. 3): 331341.
Farquhar contends that most gauges used by management to ascertain organizational effectiveness are misleading and often unjust.

5491 Quinn, J. B. 1960. How to Evaluate Research Output. HBR 38 (March-April, no. 2): 69 80.
Quinn offers an industrial research approach that is based on a systematic appraisal that combines qualitative and quantitative measures into one conceptual scheme.

345
5492 Roy, N. J. H. 1958. Operations Research in Action. HBR 36 (September-October, no. 5): 120 128.
To a degree never before attainable, Roy describes how feasible it is with operations research techniques to calculate the inuence of the forces affecting a companys operations.

Decision Sciences

54925505

have a system that enables their executives to monitor operations and easily ascertain if ones targets are being achieved.

5500 Takeuchi, H. and A. H. Schmidt. 1980.


New Promise of Computer Graphics. HBR 58 ( January-February, no. 1): 122131.
Takeuchi and Schmidt describe how computer graphics will benet management and produce better decision making.

5493 Shainin, D. 1957. The Statistically Designed


Experiment: A Tool for Process and Product Improvement. HBR 35 ( July-August, no. 4): 6773.
Statistically designed experiments are a reliable method for providing assurance that changes made to a product or process are the right changes.

5501 Blake, G. B. 1978. Graphic Shorthand as an Aid to Managers. HBR 56 (March-April, no. 2): 614.
[Ideas for Action Feature]Because charts can make complex relationships clearer with less ambiguity than is the case with gures or text, Blake describes how he updates his mental portrait of his companys performance on one sheet of paper that contains 20 small graphs or charts.

5494 Caminer, J. J. and G. R. Andlinger. 1954.


Operations Research Roundup. HBR 32 (November-December, no. 6): 132136.
Caminer and Andlinger describe why operations research is becoming a more integral part of the business process.

5502 Kabus, I. 1976. You Can Bank on Uncertainty. HBR 54 (May-June, no. 3): 95105.
Kabus describes how Morgan Guaranty Trust has utilized histogramming, a technique that both quanties and pictures the uncertainty involved with interest rates relevant to asset and liability decisions. Its a technique useful to almost any type of organization.

5495 Herrmann, C. C. and J. F. Magee. 1953.


Operations Research for Management. HBR 31 ( July-August, no. 4): 100112.
Herrmann describes how the scientic method as practiced in physics, biology, medicine and chemistry is now the basis for solving business problems.

5496 Perkins, J. S. 1940. Management Research.


HBR 18 (Summer, no. 4): 488495.
Managers are seeing the importance of research and quantitative analysis for general administrative control or in reducing market and sales vagaries.

5503 Shostack, K. and C. Eddy. 1971. Management by Computer Graphics. HBR 49 (November-December, no. 6): 5263.
Shostack and Eddy emphasize how high-speed computer output has outstripped an executives ability to absorb and utilize the information being generated. Graphic displays offer a way for output to be communicated in a more comprehensible, intelligible, and usable manner than is possible with conventional computer reports.

5497 Brown, T. H. 1938. Science, Statistics, and Business. HBR 16 (Spring, no. 3): 281289.
With an economy becoming progressively more complex, Brown argues how essential it is for business to develop and emphasize empirical research by developing its own research methodology and theoretical base.

5504 Miller, I. M. 1969. Computer Graphics for


Decision Making. HBR 47 (November-December, no. 6): 121132.
Executives can now experiment on a computer display screen with operating graphs that represent business decisions about sales, prices, inventory, and production.

5498 Freyd, M. 1927. Two Different Types of Industrial Research. HBR 5 (April, no. 3): 293297.
Freyd describes how statistical and experimental research are critical tools for producing the necessary market and production information.

Utilization of Graphic Displays


5499 Janson, R. L. 1980. Graphic Indicators of
Operations. HBR 58 (November-December, no. 6): 164170.
Janson emphasizes the importance of companies to

5505 Graphing a Complicated Situation by a Simple Graph. 1925. HBR 3 ( July, no. 4): 475 480.
[Summaries of Business Research Feature]A paper manufacturer, when researching a complicated production and delivery situation, opted to chart some seemingly incoherent data in a way that enables them to grasp some important trends.

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Information Systems

346

Information Systems
Automation or Computerization and Its Impact
5506 Kedrosky, P. 2004. Learning to Lead at Toyota. HBR 82 ( June, no. 6): 1819.
[Forethought Feature] Kedrosky nds that if one doesnt provide people with the information they need, the second they need it, theyll go elsewhere. Syndication feeds (i.e., customized information streams distributed over the Internet in real time) are proliferating fast. If one doesnt start syndicating soon, theyll be marked as unresponsive and considered a retrograde.

How Architecture Wins Technology Wars. HBR 71 (March-April, no. 2): 8697.
Architectural strategies are crucial to information technology given the astounding rate of micro-processing speed and other semiconductor components. Computer rms who are the most competitive and successful are those who create proprietary architectures for open systems (i.e., systems that can be accessed by other vendors).

5513 Jaikimar, J. 1991. The Impact of Technology. HBR 69 (September-October, no. 5): 100101.
[The Boundaries of Business Feature] Jaikumar discusses how technology is a driving force for corporate change. Management, however, does not seem to understand the signicance or ramications with this revolution.

5507 Davenport, T. H. and J. C. Beck. 2000. Getting the Attention You Need. HBR 78 (SeptemberOctober, no. 5): 118126.
Employees have an enormous amount of information available on their desktop computers which Davenport and Beck see as producing a sense of attention decit disorder. Top management, in turn, must grasp why employee attention spans are so short.

5514 Rodgers, T. J. 1990. No Excuses Management. HBR 68 ( July-August, no. 4): 8498.
The management information systems at Cypress Semiconductor Corporation can track corporate, departmental and individual performances without the dreaded layers of bureaucracy. Moreover, problems can be anticipated and best practices established. Reports can be generated as to whether these goals are achieved.

5508 Carr, N. 1999. The Corrosion of Character. HBR 77 (May-June, no. 3): 181190.
[Books in Review Feature] Carr reviews Richard Sennetts The Corrosion of Character: The Personal Consequences of Work in the New Capitalism which offers a dark vision for what the new economy will mean for working people.

5515 Hopper, M. D. 1990. Rattling SABRE New Ways to Compete on Information. HBR 68 (May-June, no. 3): 118125.
Hopper illustrates how huge data-processing power is available at a remarkably low cost with the SABRE reservation system that American Airlines created. The revenues that American should generate by selling this product, even to competitors, should outweigh its advantages as a proprietary system.

5509 Nolan, R. L. 1998. Connectivity and Control in the Year 2000 and Beyond. HBR 76 ( JulyAugust, no. 4): 148166.
[Perspectives Feature] Nolan discusses how the Year 2000 (Y2K) problem necessitates correcting software programs that interpret the 00 year code as 1900 rather than 2000. This problem particularly pertains to companies who deal in payroll systems and sales-tracking programs, automated teller machines, elevators, and process control equipment.

5516 Finkelman, D. and T. Goland. 1990. The Case of the Complaining Customer. HBR 68 (May-June, no. 3): 925.
[HBR Case Study Feature] Finkelman and Golands case study focuses on a customer upset at a dry cleaning company because of its computer system.

5510 Schrage, M. 1997. The Real Problem with Computers. HBR 75 (September-October, no. 5): 178188.
[Books in Review Feature] Schrage reviews Paul Strasmanns Squandered Computer as well as Thomas Davenports Information Ecolog y on whether improved technology can actually enhance productivity.

5517 Rodgers, T. J. and R. N. Noyce. 1990. Debating George Gilders Microcosm. HBR 68 ( January-February, no. 1): 2436.
[For the Managers Bookshelf Feature] Rodgers and Noyce debate the premises from George Gilders latest book, Microcosm: The Quantum Revolution in Economics and Technolog y, on the state of the U.S. semiconductor and computer chip industries.

5511 Iacobucci, D. 1996. The Quality Improvement Customers Didnt Want. HBR 74 ( JanuaryFebruary, no. 1): 2036.
[HBR Case Study Feature] Iacobuccis case study features a health maintenance organization which wants to automate its reception area and whether new technology is the right investment for a rm and its clientele.

5518 Moriarty, R. T. and G. S. Swartz. 1989. Automation to Boost Sales and Marketing. HBR 67 ( January-February, no. 1): 100109.
Moriarty and Swartz describe the tremendous impact that marketing and sales productivity systems will have on rms which are risk-taking and forward-thinking.

5512 Morris, C. R. and C. H. Ferguson. 1993.

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Routine tasks can be automated, data collected and then tabulated.

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Expect from Teleconferencing. HBR 62 (MarchApril, no. 2): 164174.


[Thinking Ahead Feature] Rather than rely on vendors for information on new information systems, Johansen and Bullen urge companies to grasp the specic tasks they want accomplished with any new technology.

5519 Leonard-Barton, D. and J. J. Sviokla. 1988. Putting Expert Systems to Work. HBR 66 (March-April, no. 2): 9198.
Leonard-Barton and Sviokla explain how expert systems will be able to mimic the thinking of the human experts when engaged in repetitive tasks.

5520 Gilder, G. 1988. The Revitalization of Everything: The Law of the Microcosm. HBR 66 (March-April, no. 2): 4961.
Gilder disputes critics who believe that the United States faces a bleak microelectronic future domination by Japan, if standards are not set by the United States government. Gilder also contends that microelectronics pulls decision making down to the individual rather than pushing it through a hierarchy.

5527 Poppel, H. L. 1982. Who Needs the Ofce of the Future? HBR 60 (November-December, no. 6): 146155.
Organizational success often hinges on how ones knowledge workers (i.e., those who manage, analyze, market and promote) perform their assigned tasks and communicate with one another. Yet, many ofces seem to resist automation.

5528 Buss, M. D. J. 1982. Managing International Information Systems. HBR 60 (September-October, no. 5): 153162.
Buss explains the chaos that is rampant in the data processing units of multinational corporations; much of which stems from the diversity of approaches that exist with information processing and the lack of corporate standards.

5521 Bruns, W. J., Jr. and F. W. McFarlan. 1987. Information Technology Puts Power in Control Systems. HBR 65 (September-October, no. 5): 89 94.
Bruns and McFarlan explain how faster and more exible information technology can be developed for obtaining and maintaining customers.

5522 Salerno, L. M. 1985. What Happened to the Computer Revolution? HBR 63 (November-December, no. 6): 129138.
By examining the uneven progress and difculties encountered with the computer revolution, Salernos article provides management with a chance to adapt more rationally to a computer-networked environment.

5529 McKenney, J. L. and F. W. McFarlan. 1982. The Information ArchipelagoMaps and Bridges. HBR 60 (September-October, no. 5): 109119.
McKenney and McFarlan warn that companies face dire consequences if ones ofce automation, telecommunications apparatus and data processing are not merged.

5530 Rochester, J. B. 1982. The Computer Makers. HBR 60 ( July-August, no. 4): 3839.
[For the Managers Bookshelf Feature] Rochester reviews Katherine Daviss new book, The Computer Establishment, on how a few individuals created a brand new industry.

5523 Cole, R. E. 1985. Target Information for Competitive Performance. HBR 63 (May-June, no. 3): 100109.
Cole examines practices involving Japanese information systems which are far simpler and more exible than those utilized by American companies. Japanese systems also do more to enhance productivity and are far more effective as communication tools.

5531 Buss, M. D. J. 1982. Making It Electronically. HBR 60 ( January-February, no. 1): 8990.
Buss contends that the electronic age will change how executives transcend to top management and how they are compensated.

5524 Cash, J. I., Jr. and B. R. Knosynski. 1985. IS Redraws Competitive Boundaries. HBR 63 (March-April, no. 2): 134142.
An inter-organizational system (IOS) can provide a rm with an edge over its competition. IOSs can also shift the balance of power between suppliers and buyers in an unhealthy manner for both sides. Cash and Konsynski attempt to weigh the costs and benets of such a framework.

5532 Salerno, L. M. 1981. Catching Up with the Computer Revolution. HBR 59 (November-December, no. 6): 824.
[Keeping Informed Feature] Salerno describes the historical overview of the computer revolution, circa. 1981.

5533 Mertes, L. H. 1981. Doing Your Ofce Over Electronically. HBR 59 (March-April, no. 2): 127135.
As general manager for systems with the Continental Illinois Bank, Mertes describes the banks computer network of interactive, small-scale computers and its central database which is accessible similar to a librarys online catalog.

5525 Lambrinos, J. and W. G. Johnson. 1984. Robots to Reduce the High Cost of Illness and Injury. HBR 62 (May-June, no. 3): 2428.
[Ideas for Action Feature] Though robots cost a great deal, they will help alleviate the high cost of injuries and illness, particularly from dangerous work conditions.

5534 Withington, F. G. 1980. Review of The Computer Age: A Twenty-Year View. HBR 58 ( July-August, no. 4): 2223.
[For the Managers Bookshelf Feature] Withing-

5526 Johansen, R. and C. Bullen. 1984. What to

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5542 Dooley, A. R. and T. M. Stout. 1971. Rise of the Blue-Collar Computer. HBR 49 ( July-August, no. 4): 8595.
Dooley and Stout predict that the 1970s will be the decade of the blue-collar computer in both pieceparts and continuous parts manufacturing.

ton nds this MIT Press book, The Computer Age: A Twenty-Year View, of 20 essays by an all-star cast of experts to be some of the nest literature as to the impact of the computer.

5535 Darrow, J. W. and J. R. Belilove. 1978. The Growth of Databank Sharing. HBR 56 (November-December, no. 6): 180194.
[Keeping Informed Feature] Darrow and Belilove describe the manner in which the database industry operates, the type of information that companies can share, and whether companies should collect their own data as opposed to contracting out for it.

5543 Jones, C. H. 1970. At Last Real Computer Power for Decision Makers. HBR 48 (SeptemberOctober, no. 5): 7589.
Jones explains how interactive computer systems are for executives wanting to solve problems their own way.

5536 McFadden, F. R. and J. D. Suver. 1978. Costs and Benets of a Data Base System. HBR 56 ( January-February, no. 1): 131139.
McFadden and Suver explain how business is close to achieving explosive growth by the use of database management systems or DBMS.

5544 Dunne, G. T. 1970. Financial Paper: Variations on Themes of McLuhan. HBR 48 (May-June, no. 3): 9096.
Dunne probes whether nancial institutions can migrate from paper record-keeping to the electronic.

5537 Benton, J. B. 1977. Electronic Funds Transfer: Pitfalls and Payoffs. HBR 55 ( July-August, no. 4): 1632, 164173.
[Special Report Feature]Though electronic funds transfer [EFT] systems offer great promise, the capital investment and the operating expenses incurred are exorbitant.

5545 Bright, J. R. 1970. Evaluating Signals of Technological Change. HBR 48 ( January-February, no. 1): 6270.
Bright advocates that political, social, and other factors inuencing innovation be systematically monitored and proposes a methodology for doing this.

5538 Alter, S. L. 1976. How Effective Managers Use Information Systems. HBR 54 (NovemberDecember, no. 6): 97104.
Alter studied 56 computerized decision support systems and nds it most improbable that these support systems will ever replace management and human knowledge.

5546 Malloy, J. P. 1968. Computerized Cost System in a Small Plant. HBR 46 (May-June, no. 3): 141146.
Malloy describes how a Wisconsin manufacturer successfully used EDP techniques to cut costs and improve product quality.

5547 Ansoff, H. I. 1965. The Firm of the Future. HBR 43 (September-October, no. 5): 162178.
[Thinking Ahead Feature] Ansoff wonders how future managers will utilize the computer and other powerful analytical tools.

5539 Burnett, G. J. and R. L. Nolan. 1975. At Last, Major Roles for Minicomputers. HBR 53 (May-June, no. 3): 148156.
A major rift exists between those who control the data centers with mainframe computers and those dependent on these systems for management information purposes. Smaller computer systems, known as minicomputers, should handle many applications while alleviating the organizational problems caused by the big mainframes.

5548 Diebold, J. 1965. Whats Ahead in Information Technology. HBR 43 (September-October, no. 5): 7682.
Diebold writes that American society is on the cusp of an information revolution which will affect management in ways that seem unimaginable.

5540 Withington, F. G. 1974. Five Generations of Computers. HBR 52 ( July-August, no. 4): 99 108.
Withington attempts to assess the past 30 years (or ve generations) in the evolution of the computer and electronic data processing.

5549 _____. 1964. ADP: The Still-Sleeping Giant. HBR 42 (September-October, no. 5): 6065.
Automatic data processing [ADP] is not having the impact that those who pioneered it expected. Diebold probes why this is true and what major changes lie ahead.

5541 Nolan, R. L. 1973. Computer Data Bases: The Future Is Now. HBR 51 (September-October, no. 5): 98114.
Nolan nds machine-readable data to be a frozen asset in how its programmed into separate, functional les. The next step in EDP applications is a cross-functional integration of databases which will provide management with more exibility and problem-solving capabilities.

5550 Dearden, J. 1964. Can Management Information Be Automated? HBR 42 (March-April, no. 2): 128135.
Dearden emphasizes that complex computer-controlled systems will solve only a limited scope of management problems. Unit supervisors and middle management are the most affected by automation.

5551 Ascher, M. 1963. Computers in Science Fiction. HBR 41 (November-December, no. 6): 4051, 188192.
[Keeping Informed Feature]Ascher describes why

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yesterdays science ction stories are reality today and that savvy readers of science ction know how tomorrows realities are being foretold in the same manner.

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5560 Shiff, R. A. and A. Barcan. 1954. The New Science of Records Management. HBR 32 (September-October, no. 5): 5462.
With paperwork becoming one of the costliest activities in business, Shiff and Barcan discuss how records management is developing into a science.

5552 Pitcher, A. 1961. The Importance of Being Human. HBR 39 ( January-February, no. 1): 4148.
Pitcher describes the relentless forces of automation and technological change that could pull apart society unless our cultural aspirations as a nation are placed rst.

5553 Anshen, M. 1960. The Manager and the Black Box. HBR 38 (November-December, no. 6): 8592.
The science ction view of management sees all decision making done by a computer instead of by human beings. Despite its far-reaching potential, Anshen describes how this new technology will yield to human wisdom and imagination.

5561 Osborn, R. F. 1954. GE and UNIVAC: Harnessing the High-Speed Computer. HBR 32 ( JulyAugust, no. 4): 99107.
Osborn, from his experiences at General Electric, discusses the capabilities of the high-speed UNIVAC computer for business applications in addition to the problems that General Electric had with its installation.

5562 Higgins, J. A. and J. S. Glickauf. 1954. Electronics Down to Earth. HBR 32 (March-April, no. 2): 97104.
The electronic computer was introduced to American business in January of 1954 when General Electric installed a large scale digital computer for its accounting operations.

5554 Hoos, I. R. 1960. When the Computer Takes Over the Ofce. HBR 38 ( July-August, no. 4): 102112.
Hoos engaged in a two year research study to capture the impact electronic data processing will have on ofce workers and their jobs.

5555 Bright, J. R. 1958. Does Automation Raise Skill Requirements? HBR 36 ( July-August, no. 4): 8598.
Bright attempts to debunk the present-day hysteria over automation.

5563 Diebold, J. 1953. Automation: The New Technology. HBR 31 (November-December, no. 6): 6371.
Diebold explains how automation makes it possible to render new, more comprehensive and economical services as opposed to simply replacing human labor,

5556 Slater, P. E. 1958. How Near Is the Automatic Ofce. HBR 36 (March-April, no. 2): 2736, 160176.
[Thinking Ahead Feature] Like any evolving process, ofce automation solves some problems only to create new ones. The farther it progresses, the more opportunities that are created for an educated and highly skilled work force.

5564 Fairbanks, R. W. 1952. Electronics in the Modern Ofce. HBR 30 (September-October, no. 5): 8398.
Fairbanks describes the savings that are in store for companies engaged in high levels or repetitive work, who implement electronic automation for activities such as stock control, processing mailing lists or activities that require the accumulation and sorting of records.

5557 Salveson, M. E. 1957. High Speed Operations Research. HBR 35 ( July-August, no. 4): 89 99.
With the vacuum tube being replaced by a M. I. T. students crytron, complex calculations that took two or three weeks of programming are now performed in seconds.

5565 Lovett, R. W. 1951. Business Records. HBR 29 (March, no. 2): 127146.
[Looking Around Feature] Lovetts literature review focuses on what corporations do with the glut of older records that have accumulated (e.g., personal papers, business accounts, and public documents).

5566 McNeill, R. B. 1948. Mechanizing Paper Work. HBR 26 ( July, no. 4): 492512.
If companies opt to mechanize clerical operations, McNeil emphasizes how top management must closely follow the project until its success can be evaluated.

5558 Bright, J. R. 1955. Some Effects of Automation. HBR 33 (November-December, no. 6): 27 32+.
[Thinking Ahead Feature] Bright addresses some unanticipated consequences from automation in terms of the workforce such as: (i) will automation lead to fewer jobs; (ii) will it require a far more skilled workforce; (iii) how expensive will maintenance costs be and (iv) will small business be affected by the computer?

5567 Accounting by Tabulating Machines (Part 2). 1926. HBR 5 ( January, no. 2): 218219.
[Summaries of Business Research Feature]Engages in a cost-benet analysis involving the productivity of ones workforce following the installation of tabulating machine equipment.

5559 Laubach, P. B. and L. E. Thompson. 1955. Electronic Computers: A Progress Report. HBR 33 (March-April, no. 2): 120130.
Laubach and Thompson address how companies should select a computer system.

5568 Accounting by Tabulating Machines. 1926. HBR 5 (October, no. 1): 8094.
[Summaries of Business Research Feature] Explains how tabulating machines utilize cards and punched holes which represents the necessary information.

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5576 Lemmey, T. 2001. Untethered Data. HBR 79 ( July-August, no. 7): 2122.
[Forethought Feature] Lemmey worries about the way untethered data moves through the Internet. As such, companies have little control over condential information. A number of steps are discussed that rms might take to avoid data disasters.

Computer Privacy or Computer Ethics Issues


5569 Fusaro, R. A. 2004. None of Our Business. HBR 82 (December, no. 12): 3344.
[HBR Case Study Feature] A manufacturer of teenage-oriented clothing is opting to install radio frequency identication (RFID) tags on its apparel. Doing this will generate data on individual consumer preferences. Four respondents debate whether this is a breach of consumer privacy and Big Brotherism.

5577 Prahalad, C. K. and M. S. Krishnan. 1999. The New Meaning of Quality in the Information Age. HBR 77 (September-October, no. 5): 109118.
As illustrated by the Y-2K hysteria, software applications are a source of great risk. Many rms still have not confronted a plethora of software issues; in large part due to their uncertainty at dening the applications in their IT infrastructures.

5570 Buss, M. D. J. 1984. Legislative Threat to Transborder Data Flow. HBR 62 ( January-February, no. 3): 111118.
Companies engaged in international business need to keep abreast of increasing governmental regulations involving the ow of data across international borders.

5578 Atkins, W. 1985. Jesse James at the Terminal. HBR 63 ( July-August, no. 4): 8287.
Atkins, a Touche-Ross consultant, explains how computer programming employees are establishing ctitious accounts to embezzle company revenues using a personal computer.

5571 Goldstein, R. C. and R. L. Nolan. 1975. Personal Privacy Versus the Corporate Computer. HBR 53 (March-April, no. 2): 6270.
Goldstein and Nolan predict that the federal government will enact uniform legislation regarding the privacy rights of data subjects and the responsibilities that organizations have when compiling this data.

5579 Buss, M. D. J. and L. M. Salerno. 1984. Common Sense and Computer Security. HBR 62 (March-April, no. 2): 112121.
Buss and Salerno offer an array of steps that companies can take to deter unauthorized tampering with their computer programs and databases.

Computer Security Issues


5572 Zittrain, J. 2007. Saving the Internet. HBR 85 ( June, no. 6): 4959.
[Big Picture Feature] The openness and accessibility that spawns creativity on the Internet has also lead to online hacking, pornography, spam and fraud. Zittrain worries that any solution to these problems will stymie the creative capabilities of the Internet.

5580 Allen, B. 1975. Embezzlers Guide to the Computer. HBR 53 ( July-August, no. 4): 7989.
Allen emphasizes that people do not need to be experts with computer systems to steal from their company.

5573 Austin, R. D. and C. A. R. Darby. 2003. The Myth of Secure Computing. HBR 81 ( June, no. 6): 120126.
[Tool Kit Feature]Austin and Darby contend senior management does not need to learn the more arcane aspects of their companys IT systems. Their role should instead be to assess the business value of their information assets, determine the likelihood that those assets will be compromised, and then tailor a set of risk abatement processes.

Computer Software Industry or Issues


5581 Shirky, C. 2001. Where Napster Is Taking the Publishing World. HBR 79 (February, no. 2): 143148.
[Books in Review Feature] Shirky reviews John Aldermans Sonic Boom: Mp3, Napster and the New Pioneers of Music which discusses the recording industrys high xed cost and low marginal cost nature.

5574 Mitnick, K. D. 2003. Are You the Weak Link? HBR 81 (April, no. 4): 1820.
[Forethought Feature] Computer attackers who penetrate secure systems are typically skilled at exploiting their unwary targets. According to Mitnick, top management must stress that every employee is vulnerable to this threat and must be part of the security team.

5582 Davenport, T. H. 1989. The Case of the Soft Software Proposal. HBR 67 (May-June, no. 3): 12 24.
[HBR Case Study Feature]Davenports case study focuses on a ctitious insurance company, Middleton Mutual, which is pondering whether to implement an expert system to help it underwrite insurance policies. In essence, will an investment of this magnitude help the rm increase its productivity or will it amount to another technological black hole?

5575 Rosenoer, J. 2002. Safeguarding Your Critical Business Information. HBR 80 (February, no. 2): 2022.
[Forethought Feature] Digital rights management (DRM) efforts can help companies protect themselves from the loss of sensitive business information.

5583 Martin, J. and C. McClure. 1983. Buying Software Off the Rack. HBR 61 (November-December, no. 6): 3260.
[Keeping Informed Feature] Given the cost and

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shortage of computer programmers, company management is increasingly purchasing packaged software to satisfy its needs. Martin and McClure offer ideas on purchasing or leasing these packages and then avoiding trouble once the program is installed.

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Kevin Kellys book, New Rules of the New Economy, in which Kelly calls on rms to base their business decisions on a new set of rules in which networks are all-important.

5584 Gremillion, L. L. and P. Pyburn. 1983. Breaking the Systems Development Bottleneck. HBR 61 (March-April, no. 2): 130137.
Gremillion and Pyburn offer ideas on several new development methods such as: (i) pre-packaged software packages; (ii) prototyping; and (iii) user-developed systems as ways to counter the expense and length of time needed to develop complex mainframe programs.

5591 Dyson, E. 1997. Mirror, Mirror on the Wall. HBR 75 (September-October, no. 5): 2426.
[Thinking Ahead Feature] Dyson believes that upper management needs to develop a certain type of mindset with regards to the networked economy which is emerging.

5592 Armstrong, A. and J. Hagel, III. 1996. The Real Value of On-Line Communities. HBR 74 (May-June, no. 3): 134141.
The notion of community has been at the heart of the Internet since its early days. Armstrong and Hagel are interested in how businesses can use its community-building capabilities to provide opportunities for people with common interests to communicate and exchange ideas.

Information or Network Based Economy


5585 Winberger, D. 2007. If You Love Your Information, Set it Free. HBR 85 ( June, no. 6): 20 21.
[Forethought Feature] Senior executives often see information as a core organizational asset which must be tightly controlled. Winberger nds that greater site value occurs when rms pool or aggregate their data with competitors, researchers and others.

5593 Kiesler, S. 1986. The Hidden Messages in Computer Networks. HBR 64 ( January-February, no. 1): 4660.
[Thinking Ahead Feature] Kiesler points out that the social context in which people operate will change markedly. As such, computer networks will be a generalpurpose tool for gathering and distributing information.

5586 Kurt, C. 2002. Consorting with Competitors. HBR 80 ( January, no. 1): 2122.
[Forethought Feature]Industry consortia arrangements require collaboration and common standards among competitors. Kurt describes ve practices that can help cross-industry groups succeed.

5594 McFarlan, F. W. 1984. Information Technology Changes the Way You Compete. HBR 62 (May-June, no. 3): 98103.
McFarlan offers guidelines for rms to assess whether their information systems are affecting their competitive environments.

5587 Fryer, B. 2001. High Tech the Old Fashioned Way. HBR 79 (March, no. 3): 118125.
[An Interview with Tom Siebel of Siebel Systems] Siebel contends that the way to succeed in the new economy is to act very old-economy.

5595 Buchanan, J. R. and R. G. Linowes. 1980. Understanding Distributed Data Processing. HBR 58 ( July-August, no. 4): 143153.
Buchanan and Linowes explain how technological, economic and educational developments are sparking a new phenomena known as distributed data processing. This allows access to computing facilities in a manner that was never feasible.

5588 Sawhney, M. and D. Parikh. 2001. Where Value Lives in a Networked World. HBR 79 ( January, no. 1): 7986.
The digitization of information alters how networks function and the way that work is done. Understanding these network patterns will help decipher and cope with the disruptions that occur in todays business environment.

5596 Bell, D. 1978. Communications Technology: For Better or for Worse. HBR 57 (May-June, no. 3): 2042.
[Thinking Ahead Feature] Human societies exist because of their capability to coordinate the activities of their members. Bell describes how we will function in an information society in which industrial innovation depends on theoretical knowledge and techniques.

5589 Werbach, K. 2000. Syndication: The Emerging Model for Business in the Internet Era. HBR 78 (May-June, no. 3): 8493.
Syndication has long been an organizing principle in the entertainment industry but has rarely been utilized in other aspects of business. With the rise of the information economy, syndication is likely to play an enormous role in developing exible business networks.

5597 Dearden, J. 1971. MIS Is a Mirage. HBR 50 ( January-February, no. 1): 9099.
Dearden explains how the widespread belief that a companys information networks can be gathered into an all-encompassing system is delusional and unworkable.

5590 Bernstein, P. L. 1998. Are Networks Driving the New Economy? HBR 76 (November-December, no. 6): 159166.
[Books in Review Feature] Bernstein reviews

5598 Kaufman, F. 1966. Data Systems That Cross Company Boundaries. HBR 44 ( January-February, no. 1): 141155.
Both technical and economic trends are leading cor-

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begun. Rather than own and maintain their hardware and software, companies will buy their information technologies as services over the Internet. Such a framework should provide signicant savings compared to the traditional, internal systems.

porate managers to develop information systems which extend beyond the limits of their formal organizational structures.

5599 Strieby, I. M. 1959. The Company Library. HBR 37 (May-June, no. 3): 3336, 144150.
[Looking Around Feature] A good company library is one of the greatest assets management can offer.

5606 Maruca, R. F. 2000. Are CIOs Obsolete? HBR 78 (March-April, no. 2): 7890.
[Perspectives Feature] The role of the chief information ofcer is under intense scrutiny as increasing numbers of companies have integrated e-commerce into their corporate strategies.

Systems Management or Maintenance


5600 McAfee, A. 2006. Mastering the Three Worlds of Information Technology. HBR 84 (November, no. 11): 141149.
[Tool Kit Feature] Computer hardware keeps getting faster, cheaper, and more portable. Moreover, new technologies like mashups, blogs, wikis, and analytic systems are capturing peoples imagination. Corporate management is hard-pressed to understand what these innovations do, let alone which to implement. McAfee offers ways to categorize IT so that organizations can make the most from their investment.

5607 Bensaqu, M. and M. Earl. 1998. The Right Mindset for Managing Information. HBR 76 (September-October, no. 5): 118129.
Too many American managers seem intimidated by the task of managing technology. Japanese companies, in turn, see information technology as another competitive lever that can help an organization achieve its operational goals.

5601 Feld, C. S. and D. B. Stoddard. 2004. Getting IT Right. HBR 82 (February, no. 2): 7279.
Its been 40 years since the advent of modern information technology (IT). Few companies, however, do it well. Feld and Stoddard offer three principles in which rms can turn IT from a costly mess into a powerful weapon.

5608 Reimus, B. 1997. The IT System That Couldnt Deliver. HBR 75 (May-June, no. 3): 22 35.
[HBR Case Study Feature]Reimuss case study focuses on the problems that transpired after an insurance company tried to implement a strategic computer-aided sales system within budget and on time.

5602 McNulty, E. 2003. They Bought In, Now They Want to Bail Out. HBR 81 (December, no. 12): 2838.
[HBR Case Study Feature] Barry Golding, a chief technology ofcer, persuaded each of his department heads to buy in with regards to a customer relationship software package. Payback time has arrived with each department head now asking, whats in this for me!

5609 The End of Delegation: Information Technology and the CEO. 1995. HBR 73 (SeptemberOctober, no. 5): 161172.
Since information technology permeates every aspect of business, six executives comment on why CEOs must involve themselves with its planning and decision-making.

5610 Cross, J. 1995. IT Outsourcing: British Petroleums Competitive Approach. HBR 73 (MayJune, no. 3): 94104.
When British Petroleum opted to outsource its information technology operations, the company sought a solution that would allow it to buy IT services from multiple suppliers and then have the pieces delivered as if they came from a single supplier (i.e., multiple IT suppliers that act as one).

5603 Carr, N. G. 2003. IT Doesnt Matter. HBR 81 (May, no. 5): 4149.
[HBR at Large Feature] As the power of information technology grows, its strategic importance is diminishing. Carr argues that IT management should pay more attention to network and data security and be far more aggressive in managing IT costs.

5604 Ross, J. W. and P. Weill. 2002. Six IT Decisions Your IT People Shouldnt Make. HBR 80 (November, no. 11): 8591.
Because of top managements lack of understanding of information technology (IT), IT employees are frequently left to make decisions by themselves that affect a rms business strategy. This frequently produces too many IT products, demoralized IT employees and returns on investment that are disappointing.

5611 Lacity, M. C., L. P. Willcocks and D. F. Feeny. 1995. IT Outsourcing: Maximize Flexibility and Control. HBR 73 (May-June, no. 3): 84 93.
A rms most pressing objective with information technology (IT) must be to maximize its exibility and control. Firms can then pursue wider options as they learn more or when their circumstances change.

5605 Hagel, J., III and J. S. Brown. 2001. Your Next IT Strategy. HBR 79 (October, no. 9): 105 113.
The age of shared information technology systems has

5612 Huber, R. L. 1993. How Continental Bank Outsourced its Crown Jewels. HBR 71 ( JanuaryFebruary, no. 1): 121129.
Continental Bank opted to outsource its information technology (IT) services which became the most effective manner for achieving their operational goals.

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5613 von Simson, E. M. 1990. The Centrally Decentralized IS Organization. HBR 68 ( July-August, no. 4): 158162.
Recentralization of information system and data centers is in vogue again. Companies have now consolidated their data centers, enhanced the authority of the systems personnel along with establishing companywide technical standards and work procedures.

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Company executives seem to recognize the need for becoming more active in the management of information technologies; an area which they have little expertise. Porter and Millar describe how top management can overcome these challenges.

5614 Davenport, T. H., M. Hammer and T. J. Metsisto. 1989. How Executives Can Shape Their Companys Information Systems. HBR 67 (MarchApril, no. 2): 130134.
A rms technical experts seldom understand their companys overall business. Senior management, in contrast, typically is lost when it comes to computers. To blend both perspectives, the authors advocate the creation of a task force that solicits input from top management and establishes a set of principles to guiide information technology decisions.

5620 Keen, P. G. W. and L. A. Woodman. 1984. What to Do with All Those Micros. HBR 62 (September-October, no. 5): 142150.
Keen and Woodman emphasize the importance for rms to formally plan before integrating their personal computers into a networked scheme.

5621 Raysman, R. and P. Brown. 1984. Dont Rush to Court When Your Computer Fails. HBR 62 ( January-February, no. 1): 118124.
Computer systems are still in their nascent stage. As such, they are susceptible to breakdowns and other frustrating episodes. Rayman and Brown urge companies to avoid engaging in lawsuits with vendors and, instead, pursue a process known as structured negotiation.

5615 Donovan, J. J. 1988. Beyond Chief Information Ofcer to Network Manager. HBR 66 (September-October, no. 5): 134140.
Decentralizing computing power in todays business environment is being implemented to reduce costs, enhance competitiveness and organizational creativity. Chief information ofcers (CIOs), however, must transform themselves into network managers. Otherwise, their capabibility to handle user dissatisfaction and organizational obstacles that stem from decentralized computing is lost.

5622 Karasik, M. S. 1984. Selecting a Small Business Computer. HBR 62 ( January-February, no. 1): 2630.
[Growing Concerns Feature] Karasik provides pragmatic suggestions for evaluating competing computer manufacturers, selecting software packages and receiving after-sales service and support.

5616 Allen, B. 1987. Make Information Services Pay Its Own Way. HBR 65 ( January-February, no. 1): 5765.
Allen emphasizes how important it is for Information Service (IS) departments to be run as prot centers (i.e., a business within a business). Doing so, ensures that IS contributes to the companys performance and earnings.

5623 McFarlan, F. W. and J. L. McKenney. 1983. The Information Archipelago Governing the New World. HBR 61 ( July-August, no. 4): 9199.
Top management must decide on the level of control they want granted to users of information technologies in conjunction to what should be under the realm of a centralized power. The authors also emphasize that integration is needed between computers and telecommunications systems.

5617 Couger, J. D. 1986. E Pluribus Computum. HBR 64 (September-October, no. 5): 8791.
Couger studied the end-user computing patterns at 17 large companies and found that most of these companies make costly mistakes with regards to software and maintenance contracts or by having a variety of machines. Successful companies, in contrast, spend less on end-user applications but devote far more to the design and management of those systems.

5624 Kantrow, A. M. 1983. Management of Technology. HBR 61 ( July-August, no. 4): 6672.
[For the Managers Bookshelf Feature] Kantrow reviews thirteen recently published books, relevant to managing technology; all of which offer ideas for revitalizing Americas competitive position in the Global Economy.

5618 Rubin, R. S. 1986. Save Your Information System from the Experts. HBR 64 ( July-August, no. 4): 2224.
[Ideas for Action Feature]Information systems are frequently developed that are complex and poorly documented. Given the transient nature of programmers, companies can be left in dire shape when they leave. Rubin advocates that a position of information systems auditor be created for assessing a programmers documentation efforts.

5625 Salerno, L. M. 1983. The Ubiquitious Computer Book. HBR 61 (May-June, no. 3): 2628.
[For the Managers Bookshelf ] Salerno reviews eight recently published books on managing computer systems.

5626 McFarlan, F. W., J. L. McKenney and P. Pyburn. 1983. The Information Archipelago-Plotting a Course. HBR 61 ( January-February, no. 1): 145 156.
McFarlan and his coauthors emphasize that no single approach is right for an information management system for all companies or even the divisions within a single company.

5619 Porter, M. E. and V. E. Millar. 1985. How Information Gives You Competitive Advantage. HBR 63 ( July-August, no. 4): 149160.

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[From the Boardroom Feature] Company management typically leaves the planning and decision-making for software and systems purchases to their information technology departments. These departments are typically inexperienced with contracts and commercial purchasing matters. Raysman contends top management must be far more proactive in proposing contractual terms to vendors.

5627 Buss, M. D. J. 1983. How to Rank Computer Projects. HBR 61 ( January-February, no. 1): 118125.
Buss describes how priorities should be determined whenever information systems managers, top management, and a companys workforce have different expectations and perspectives.

5628 Allen, B. 1982. An Unmanaged Computer System Can Stop You Dead. HBR 60 (NovemberDecember, no. 6): 7687.
Top management must learn more about computer systems. By doing this, they should have more credibility in formulating a comprehensive strategy and cognizant of potential disasters.

5635 Buss, M. D. J. 1981. Penny-Wise Approach to Data Processing. HBR 59 ( July-August, no. 4): 111117.
Containing data processing costs has signicant consequences for top management because that segment is typically the last to know about sales order processing or inventory control methods breaking down.

5629 Nolan, R. L. 1982. Steering DP Through a Recession. HBR 60 (September-October, no. 5): 2428.
[Ideas for Action Feature] Too often, during economic downturns, management arbitrarily reduces information technologys (IT) budgets. Nolan explains why this is devastating for the long-run. A more rational approach would place IT departments on a zero-based budgeting structure.

5636 Buchanan, J. R. and R. G. Linowes. 1980. Making Distributed Data Processing Work. HBR 58 (September-October, no. 5): 143161.
To help top management make intelligent and systematic choices about decentralizing their data processing activities, Buchanan and Linowes describe the basic notions involved with the distributed data processing [DDP] process.

5630 _____. 1982. Managing Information Systems by Committee. HBR 60 ( July-August, no. 4): 7279.
All powerful data processing managers are now an anachronism. Steering committees of upper-echelon managers are now utilized to ensure that corporate goals are reected in the acquisition and implementation of an information system.

5637 Withington, F. G. 1980. Coping with Computer Proliferation. HBR 58 (May-June, no. 3): 152164.
As middle managers gain computer acumen, their condence in centralized data processing departments will wane. Withington examines the likelihood of duplication of effort, lack of standards and other control problems.

5631 Frankenhuis, J. P. 1982. How to Get a Good Mini. HBR 60 (May-June, no. 3): 139149.
Frankenhuis describes what top management should do when assigned the responsibility of acquiring a computer system (e.g., mainframe, mini, or micro) for their company.

5638 Nolan, R. L. 1979. Managing the Crisis in Data Processing. HBR 57 (March-April, no. 2): 115126.
Nolan denes the six stages of growth that exist in a companys data processing operations and the implications that each possesses for a systems manager.

5632 Olds, B. S. 1982. Corporate Directors Should Rethink Technology. HBR 60 ( JanuaryFebruary, no. 1): 614.
[From the Boardroom Feature] Top management and company directors are not grasping the importance of technology in conjunction to corporate growth. Olds advocates the creation of a technology audit for assessing ones competitive position.

5639 Rockart, J. F. 1979. Chief Executives Dene Their Own Data Needs. HBR 57 (March-April, no. 2): 81.
Rockart examines some methods for providing information to top management and offers ways to satisfy this sectors information needs.

5633 McFarlan, F. W. 1981. Portfolio Approach to Information Systems. HBR 59 (September-October, no. 5): 142150.
Feasibility studies for computer systems typically focus on the nancial and qualitative benets, the implementation costs, target milestones, completion dates and necessary stafng levels. McFarlan argues, however, that more is needed on the risks steming from slippages, cost over-runs, technical shortcomings and other failures.

5640 Nolan, R. L. 1977. Controlling the Costs of Data Services. HBR 55 ( July-August, no. 4): 114 124.
Nolan disagrees with the notion that managers who utilize computerized output should nancially be accountable for computer-related resources such as processing time, main memory time and input/output accesses.

5634 Raysman, R. 1981. Manager Involvement Needed in Computer Selection. HBR 59 (September-October, no. 5): 5458.

5641 Strassmann, P. A. 1976. Managing the Costs of Information. HBR 54 (September-October, no. 5): 133142.
Strassmann shows how information systems management goes far beyond managing computers and offers a nine step process for this endeavor.

355
5642 Nolan, R. L. 1976. Business Needs a New Breed of EDP Manager. HBR 54 (March-April, no. 2): 123133.
Nolan examines the attitudes of both top management and EDP managers. Each tends to be uncomfortable with the other. Turnover rates for the EDP managers are also staggering.

Information Systems

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5650 Freed, R. N. 1969. Get the Computer System You Want. HBR 47 (November-December, no. 6): 99108.
When it comes to purchasing computer systems, companies are not insisting on the same procurement policies and practices that are standard on almost all other major equipment purchases.

5643 Hershey, R. 1975. Planning for the Unthinkable. HBR 53 ( July-August, no. 4): 2024.
[Ideas for Action Feature] Hershey writes on the importance of companies engaging in contingency planning with regards to natural disasters and human-created sabatoge.

5651 Allen, B. 1969. Time Sharing Takes Off. HBR 47 (March-April, no. 2): 128136.
Allen studied 150 online computer users from approximately 100 different companies. These users are engaged in either time or computer sharing arrangements. The study helps to determine the potential for businesses sharing computer applications with other rms.

5644 Dearden, J. and R. L. Nolan. 1973. How to Control the Computer Resource. HBR 51 (November-December, no. 6): 6878.
Dearden and Nolan describe a variety of computer management systems that are predicated on the control desired by top management.

5652 Diebold, J. 1969. Bad Decisions on Computer Use. HBR 47 ( January-February, no. 1): 14 28, 176.
[Thinking Ahead Feature]Top management needs to develop new yardsticks for measuring the effectiveness of a computer system.

5645 Nolan, R. L. 1973. Plight of the EDP Manager. HBR 51 (May-June, no. 3): 143152.
A systems managers decisions can wreak havoc on every facet of an organization. As such, this person needs to possess strong leadership and administrative skills. Moreover, top management must recognize and empathize with the various dimensions of the systems managers functions and develop a close collaborative relationship.

5653 Allen, B. 1968. Danger Ahead! Safeguard Your Computer. HBR 46 (November-December, no. 6): 97101.
[Management Memo Feature] Few companies take even the most basic precautions to safeguard their EDP installations from re, natural disaster, accident, sabotage or simple mismanagement.

5646 McFarlan, F. W. 1973. Management Audit of the EDP Department. HBR 51 (May-June, no. 3): 131142.
Executives who supervise data-processing operations should not be involved in technical matters. McFarlan, instead, believes they should focus on activities such as management control, resource allocation, and project management.

5654 Schwab, B. 1968. The Economics of Sharing Computers. HBR 46 (September-October, no. 5): 6170.
Schwab discusses some economic factors for companies examining computer sharing arrangements with their mainframe applications.

5647 Soden, J. V. 1972. Planning for the Computer Services Spin-Out. HBR 50 (September-October, no. 5): 6979.
Banks, consumer goods, manufacturers, insurers, and others have created information service subsidiaries to better utilize personnel and to leverage this talent in outside businesses. Soden examines some difculties (i.e., organizational, operational, legal and nancial) for the parent company, the new division and the other divisions with these arrangements.

5655 Bigelow, R. P. 1967. Legal & Security Issues Posed by Computer Utilities. HBR 45 (SeptemberOctober, no. 5): 150161.
Bigelow raises an array of questions for top management to ponder prior to entering time-sharing arrangements in which a third-party supplies space to a host of companies on their mainframe.

5656 Taylor, J. W. and N. J. Dean. 1966. Managing to Manage the Computer. HBR 44 (SeptemberOctober, no. 5): 98110.
Taylor and Dean studied 33 manufacturing companies on how computing technologies are utilized, their incurred cost and how these networks are coordinated.

5648 McFarlan, F. W. 1971. Problems in Planning the Information System. HBR 49 (March-April, no. 2): 7589.
McFarlan outlines some factors that companies must consider when developing an information systems structure.

5657 Dearden, J. 1965. How to Organize Information Systems. HBR 43 (March-April, no. 2): 6573.
Dearden offers an approach to help integrate information systems so that management can take advantage of future developments in data-processing equipment and techniques.

5649 Zani, W. M. 1970. Blueprint for MIS. HBR 48 (November-December, no. 6): 95100.
A key to effective MIS design is possessing a thorough understanding of the major decisions made by all levels of management. These decisions dene the kind of information needed as well as the basic design parameters.

5658 Garrity, J. T. 1963. Top Management and Computer Prots. HBR 41 ( July-August, no. 4): 612, 172174.
Garrity attempts to predict the future of computer

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[Books in Review Feature] Hillis reviews Federal Communication Commission chairman, Reed Hundts You Say You Want a Revolution and the new George Gilder book, Telecosm, as to whether digital technology can reshape the media and telecommunications industries.

systems and how they will pay off nancially. He also discusses what chief executives might do to ensure greater success with these systems.

5659 Thurston, P. H. 1962. Who Should Control Information Systems? HBR 40 (November-December, no. 6): 135139.
Too much control has been placed in the hands of computer specialists. As such, operating management must be more proactive in managing their information systems.

5667 Gilder, G. 1991. Into the Telecosm. HBR 69 (March-April, no. 2): 150161.
American telecommunication companies need to develop the ber optic links to augment existing communications channels which are not capable of handling the amount of information that will accompany the new technology.

5660 Fiock, L. R., Jr. 1962. Seven Deadly Dangers in EDP. HBR 40 (May-June, no. 3): 8896.
Firms can save time and money with regards to their management information systems by being conscious of the dangers involved from poor procurement, resistance by middle-management, inadequate stafng, biased evaluations along with a host of other pitfalls.

5668 McFarlan, F. W. and E. K. Clemmons. 1986. Telecom: Hook Up or Lose Out. HBR 64 ( JulyAugust, no. 4): 9197.
With regards to their value chains, McFarlen and Clemmons argue that many companies are missing out on the competitive advantages offered through telecommunications.

5661 Evans, M. K. 1962. Master Plan for Information Systems. HBR 40 ( January-February, no. 1): 92104.
While the piecemeal approach to information handling may work at times, a more programatic approach could produce better overall results and avoid costly replanning later on.

5669 Carne, E. B. 1972. Telecommunications: Its Impact on Business. HBR 50 ( July-August, no. 4): 125132.
A wide range of new telecommunications services will be available for business use: Electronic mail will be commonplace while video-telephones will serve useful purposes. However, the prosaic telephone will remain the instrument for immediate communication.

5662 Niland, P. 1957. Investing in Special Automatic Equipment. HBR 35 (November-December, no. 6): 7382.
Niland examines the elements that rms should be considered prior to procuring automated equipment and other computerized technologies.

5663 Bright, J. R. 1955. How to Evaluate Automation. HBR 33 ( July-August, no. 4): 101111.
Bright discusses the thought and managerial skill needed to achieve a desired economic return from automation.

Workforce or Marketplace Integration with Technology


5670 Glaser, J. P. 2007. Too Far Ahead of the IT Curve. HBR 85 ( July-August, no. 7/8): 2939.
[HBR Case Study Feature] Peachtree Healthcare Systems has an antiquated information technology network. Glasers case study examines whether this medical provider should implement a single system apparatus. Doing so would provide consistency and continuity of care across their network. However, it might also stymie the exibility that physicians need from a system.

5664 Clippinger, R. F. 1955. Economics of the Digital Computer. HBR 33 ( January-February, no. 1): 7788.
Clippinger predicts that digital computers will offer companies tremendous savings, reduce paperwork and clerical costs, manage inventory levels more efciently and assess sales trends more with greater accuracy.

Telecommunication or Network Issues


5665 Werbach, K. 2005. Using VoIP to Compete. HBR 83 (September, no. 9): 140147.
[Frontiers Feature] Werbach describes how voice over Internet protocol is fundamentally changing how organizations use voice communications. People and information can now be better coordinated. Its deployment should be incremental but Werbach strongly urges companies to conceptualize where VoIP might lead them.

5671 Jacobson, A. and L. Prusak. 2006. The Cost of Knowledge. HBR 84 (November, no. 11): 3434.
[Forethought Feature] Instead of plowing more money into ones information technology systems, future investments in knowledge management need to focus on helping employees learn how to utilize the information they access.

5672 Malone, T. W. 2004. Bringing the Market Inside. HBR 82 (April, no. 4): 106114.
Malone explains how technology makes it possible to develop broader internal markets that involve people at all organizational levels. In particular, electronic technologies allow information to be shared on a wide basis at little cost. Decision making can then be dramatically streamlined.

5666 Hillis, D. 2000. The Bandwidth Band. HBR 78 (September-October, no. 5): 179186.

357
5673 Coutu, D. L. 2003. Technology and Human Vulnerability: A Conversation with MITs Sherry Turkle. HBR 81 (September, no. 9): 4350.
[Different Voice Feature]Turkle discusses the psychological dynamics that can develop between people and their high tech gadgets and how technology can redene what it means to be human.

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soft science of how people share information. Advanced technological systems will never achieve their full potential in the workplace if this is not done.

5681 Haeckel, S. H. and R. L. Nolan. 1993. Managing by Wire. HBR 71 (September-October, no. 5): 122133.
Todays companies need to invest in information capabilities that aid in making proper management decisions. Haeckel and Nolan refer to this process as managing by wire and dene it as a rms capability to run their operations through information representation.

5674 Ferrazzi, K., J. Chen and Z. Li. 2003. Playing Games with Customers. HBR 81 (April, no. 4): 2121.
[Forethought Feature] Given the allure of computer games, Ferrazzi and his coauthors nd that those games can also be an effective sales tool.

5675 Hallowell, E. M. 1999. The Human Moment at Work: Face-to-Face Interaction. HBR 77 ( January-February, no. 1): 5866.
[Thinking About Feature] Both electronic mail and voice mail are effective modes of communication. Still, face-to-face contact is essential. Hallowell worries that society has lost the human moment, (i.e., an authentic psychological encounter that only happens when two people share the same physical space).

5682 Magaziner, I. C. and M. Patinkin. 1989. Cold Competition: GE Wages the Refrigerator War. HBR 67 (March-April, no. 2): 114124.
Magaziner and Patinkin describe General Electrics long-term investment in new technology and their extensive computer training for their employees. This enabled the company to renew its compressor capability and remain competitive in the worlds refrigerator industry.

5683 Leonard-Barton, D. and W. A. Kraus. 1985. Implementing New Technology. HBR 63 (November-December, no. 6): 102110.
Leonard-Barton and Kraus discuss the new sets of challenges that management faces when introducing technological change.

5676 Davenport, T. H. 1998. Putting the Enterprise into the Enterprise System. HBR 76 ( JulyAugust, no. 4): 121133.
Enterprise systems offer a new paradigm for corporate computing. Companies can replace their existing information systems by streamlining data ows throughout an organization. These commercial software packages, offered by vendors such as SAP, should generate dramatic efciency gains.

5684 Steele, L. 1983. Managers Misconceptions About Technology. HBR 61 (November-December, no. 6): 133140.
Steele describes seven common misconceptions that managers make with regards to technology.

5677 Maruca, R. F. 1998. How Do You Manage an Off-Site Team? HBR 76 ( July-August, no. 4): 22 35.
[HBR Case Study Feature] Marucas case study deals with the problems a company has in managing their off-site workers.

5685 Zuboff, S. 1982. New Worlds of ComputerMediated Work. HBR 60 (September-October, no. 5): 153162.
Computer work tends to make people feel frustrated and out of control. As such, management needs to redesign many of its workplace policies and structures.

5678 Apgar, M., IV. 1998. The Alternative Workplace: Changing Where and How People Work. HBR 76 (May-June, no. 3): 121138.
Apgar describes the benets and challenges of alternative workplace programs which can enhance productivity, decrease corporate costs, and help companies retain talented employees. At the same time, alternative workplace programs are not for everyone. Such programs can be difcult to adopt, even for those organizations that seem the most suited to them.

5686 Rockart, J. F. and M. E. Treacy. 1982. The CEO Goes On-Line. HBR 60 ( January-February, no. 1): 8288.
Rockart and Treacy describes how improved computer technology changes the way a rm funnels information through its organizational pyramid.

5687 McLean, E. R. 1980. Computer-Based Planning Models Come of Age. HBR 58 ( July-August, no. 4): 4648.
[Ideas for Action Feature] With ination worsening and more uncertainties about business transpiring, McLean and Neale describe how more in top management are utilizing computer-based planning models.

5679 Saffo, P. 1997. Are You Machine Wise? HBR 75 (September-October, no. 5): 2830.
[Looking Ahead Feature]Saffo explains how technology is producing more information than todays manager can absorb.

5680 Davenport, T. H. 1994. Saving ITs Soul: Human-Centered Information Management. HBR 72 (March-April, no. 2): 119133.
To effectively manage a companys information technology apparatus, managers must pay attention to the

5688 Kantrow, A. M. 1980. The Strategy-Technology Connection. HBR 58 ( July-August, no. 4): 621.
[Keeping Informed Feature] Kantrow reports on how managers are increasingly cognizant about the importance of incorporating technological issues into the strategic decision making process.

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Dearden examines the prediction that computers and the new information technology will cause a recentralization of authority.

5689 Gibson, C. F. and R. L. Nolan. 1974. Managing the Four Stages of EDP Growth. HBR 52 ( January-February, no. 1): 7688.
Gibson and Nolan analyze the behavioral and technical changes companies experience after adopting electronic data processing systems.

5696 _____. 1966. Myth of Real-Time Management Information. HBR 44 (May-June, no. 3): 123132.
The latest trend in computer information systems is the fallacious belief that any executives ofce can be connected to a database on a large-scale computer with relevant information available in real-time.

5690 Boettinger, H. M. 1970. Technology in the Managers Future. HBR 48 (November-December, no. 6): 414, 165.
[Thinking Ahead Feature]Even if individual technological events are unpredictable, the forces shaping future developments can be discerned through systematic planning. Corporate leaders must engage in a cool appraisal of these events.

5697 Jasinski, J. 1959. Adapting Organizations to New Technology. HBR 37 ( January-February, no. 1): 7986.
Changes in production techniques or technology will make an indelible impact on any organization. If management overlooks these social changes, the potential of these technological changes will never be achieved.

5691 Boulden, J. B. and E. S. Buffa. 1970. Corporate Models: On-Line, Real-Time Systems. HBR 48 ( July-August, no. 4): 6583.
Experience shows that managers will eagerly embrace computers for decision making if theyre fast, economical and easy to work with.

5698 Levitt, T. 1958. Management in the 1980s. HBR 36 (November-December, no. 6): 4148.
Information technology will make its greatest impact on middle management. Many middle managers will be cast into more specialized capacities such as operations analysts and will work in a more programmed work environment.

5692 Hofer, C. W. 1970. Emerging EDP Pattern. HBR 48 (March-April, no. 2): 1631, 169170.
[Special Report Feature] Hofer examines the impact that computers have on the organizational processes and delegation of authority in conjunction to an organizations formal structure.

5699 Walker, C. R. 1958. Life in the Automatic Factory. HBR 36 ( January-February, no. 1): 111119.
Walker looks at the attitudinal and behavioral effects of factory automation along with the impact this has on human relationships.

5693 Dean, N. J. 1968. The Computer Comes of Age. HBR 46 ( January-February, no. 1): 8391.
Dean points out how computer usage in leading companies is no longer limited to junior management.

5694 Brady, R. H. 1967. Computers in Top-Level Decision Making. HBR 45 ( July-August, no. 4): 6776.
Brady acknowledges that the computer has not had much impact on top-level decision making. By 1975, this will change. Computers will change decision making in some important aspects.

5700 Massie, L. F. 1956. Automation for Management. HBR 34 (March-April, no. 2): 139152.
[Looking Around Feature] Massies literature review examines published material on the automation and the workplace.

5701 Roethlisberger, F. J. 1930. Mechanization in Industry. HBR 9 (October, no. 1): 124127.
Roethlisberger reviews three new books on the impact automation has on society, the economy and the American workforce.

5695 Dearden, J. 1967. Computers: No Impact on Divisional Control. HBR 45 ( January-February, no. 1): 99104.

Operations and Production


Computer Aided Design or Manufacturing
5702 Upton, D. M. and A. McAfee. 1996. The Real Virtual Factory. HBR 74 ( July-August, no. 4): 123135.
Several trends now make it feasible to build a more exible and cost-effective manufacturing facility. In particular, computer-integrated manufacturing is fullling its promise.

5703 Taguchi, G. and D. Clausing. 1990. Robust Quality. HBR 68 ( January-February, no. 1): 6575.
Taguchi and Clausing argue that products manufactured in an online environment are often characterized by impressive design.

5704 Avishai, B. 1989. A CEOs Common Sense of CIM. HBR 67 ( January-March, no. 1): 110117.
[An Interview with J. Tracy ORourke] In an interview, Tracy ORourke, Allen-Bradleys CEO, explains

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why the company instituted a computer-integrated manufacturing (CIM) system at its Milwaukee facility.

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5705 Kaplan, R. S. 1986. Must CIM Be Justied by Faith Alone? HBR 64 (March-April, no. 2): 87 97.
Traditional modes of nancial analysis, such as the discounted cash ow method, are not effective tools to justify the investment in a computer-integrated manufacturing [CIM] system.

The performance of engineers often wanes in their middle to late thirties; often to the point of early obsolescence. Dalton and Thompson offer some creative suggestions to alleviate this such as sabbatical leaves, classes by cable television and portable pension plans.

5713 Phelps, E. D. 1962. Help Your Engineers to Get Ahead. HBR 40 ( January-February, no. 1): 125132.
If the proper questions are never asked relevant to integrating the goals and efforts of engineers along with their companies, Phelps contends that these rms face potential heavy losses.

5706 Geldhar, J. D. and M. Jelinek. 1983. Plan for Economies of Scope. HBR 61 (November-December, no. 6): 141148.
The likelihood of increased exibility, shorter production runs and more customized products, is greater anytime computer applications can be integrated into a companys manufacturing processes.

5714 Chamberlain, C. J. 1961. Coming Era in Engineering Management. HBR 39 (September-October, no. 5): 8794.
Chamberlain describes how management in engineering-oriented companies face severe crises from new production trends, technologies, and demands on manpower. The systems management approach might be the solution to alleviate many of these problems.

5707 Gold, B. 1982. CAM Sets New Rules for Production. HBR 60 (November-December, no. 6): 8894.
For computer-aided manufacturing [CAM] to work to its fullest potential, management must abandon some of its traditional notions relevant to the manufacturing process.

5715 Orth, C. D. 1957. More Productivity from Engineers. HBR 35 (March-April, no. 2): 5462.
In attempting to organize and control the research process, American management is stymying the creativity of its engineers and scientists which jeopardizes Americas technical leadership throughout the world.

5708 Gerwin, D. 1982. Dos and Donts of Computerized Manufacturing. HBR 60 (March-April, no. 2): 107116.
Gerwin examines the advantages and disadvantages of computerized production techniques. What is most important are how the necessary management systems, costbenet techniques and organizational infrastructures are not evolving as quickly as the technology itself.

5716 Given, W. B., Jr. 1955. The Engineer Goes into Management. HBR 33 ( January-February, no. 1): 4352.
An important challenge facing companies is how their engineers can be integrated into company management in light of many technical changes taking place such as automatic controls, mathematical programing and electronic processes.

5709 Holstein, W. K. 1968. Production Planning and Control Integrated. HBR 46 (May-June, no. 3): 121140.
Holstein describes how computer-based approaches can help management rectify unbalanced factory capacity or unrealistic sales commitments.

Factory Operations
5717 Spear, S. J. 2004. Learning to Lead at Toyota. HBR 82 (May, no. 5): 7886.
With its Toyota Production System (TPS) principles, Toyota directs its employees but never tells them where to nd opportunities for improvements.

Engineers and Engineering


5710 Sosa, M. E., S. D. Epplinger and C. M. Rowles. 2007. Are Your Engineers Talking to One Another When They Should? HBR 85 (November, no. 11): 133142.
[Tool Kit Feature] Whenever engineers fail to communicate with one another and provide timely resources, their rms are susceptible to cost overruns, schedule slippages and quality control issues.

5718 Lapre, M. A. and L. N. Van Wassenhowe. 2002. Learning Across Lines: The Secret to More Efcient Factories. HBR 80 (October, no. 10): 107 111.
[Best Practice Feature] In their quest to reduce waste on the production lines, management often nds the harder one works to improve its processes, the more elusive the benets become. Lapre and Van Wassenhowe contend it is possible to design projects that are more likely to improve the plants bottom line. The key is making sure they produce both conceptual and operational learning.

5711 Putnam, A. O. 1985. A Redesign for Engineering. HBR 63 (May-June, no. 3): 139144.
Putnam describes the impact when design and engineering teams come together on new product development.

5712 Dalton, G. W. and P. H. Thompson. 1971. Accelerating Obsolescence of Older Engineers. HBR 49 (September-October, no. 5): 5767.

5719 Goodson, R. E. 2002. Read a Plant Fast! HBR 80 (May, no. 5): 105113.
[Tool Kit Feature] Goodson developed a tool for

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factory which manufactured two types of refrigeration compressors using a focused factory concept. This limits each manufacturing facility to one or two specic markets and simplies the manufacturing task.

assessing a plants strengths and weaknesses using visual cues and conversations with employees. Moreover, an hour-long factory tour can produce accurate details on a manufacturing plant, its technology and how much it spends to generate its sales revenue.

5720 Maccoby, M. 1997. Is There a Best Way to Build a Car. HBR 75 (November-December, no. 6): 161171.
[Books in Review Feature]Maccoby reviews Ruth Milkmans Farewell to the Factory: Auto Workers in the Late Twentieth Century along with Rinhart, Huxley and Robertsons book, Just Another Car Factory: Lean Production and Its Discontents.

5727 Hayes, R. H. and K. B. Clark. 1986. Why Some Factories Are More Productive Than Others. HBR 64 (September-October, no. 5): 6673.
By studying twelve factories in three nations, Hayes and Clark developed a measuring mechanism called the total factor productivity (TFP) to gauge a factorys overall efciency. Their data showed that while capital investment in new equipment is important for TFP purposes, factory management and its support of organizational learning is far more important.

5721 Upton, D. M. and S. E. Macadam. 1997. Why (and How) to Take a Plant Tour. HBR 75 (May-June, no. 3): 97109.
Everyone can benet from witnessing a factory rsthand. Plant visits allow senior executives to understand a sites performance potential or as a means to assess a competitor. Upton and Macadam explain how to set clear objectives and develop a framework to make sense of what participants see and hear.

5728 Skinner, W. 1974. The Focused Factory. HBR 52 (May-June, no. 3): 113121.
Skinner nds that most American manufacturing plants are not terribly competitive since they are so focused on one key manufacturing task.

5729 _____. 1971. The Anachronistic Factory. HBR 49 ( January-February, no. 1): 6170.
Manufacturers face a daunting challenge in making their factory a desirable place for intelligent and thoughtful people to work in. Overhauling this obsolete institution cannot be done piecemeal. As such, profound changes are needed to increase its level of mechanization and humanization.

5722 Ferdows, K. 1997. Making the Most of European Factories. HBR 75 (March-April, no. 2): 7391.
Many companies never tap their overseas factories as a means to get nearer their customers and suppliers or to gain new levels of expertise. Companies who consider their overseas plants as a source of competitive advantage will capture greater market share and protability.

5730 Sirota, D. 1966. Productivity Management. HBR 44 (September-October, no. 5): 111116.
Sirota offers an alternative method for the traditional engineered business management standards when managing industrial productivity.

5723 Upton, D. M. 1995. What Really Makes Factories Flexible. HBR 73 ( July-August, no. 4): 7486.
Upton studied 61 paper manufacturers throughout North America and the difculties each has in becoming more operationally exible.

5731 Bachmann, A. E. 1955. Quiet, Please! HBR 33 (May-June, no. 3): 6874.
Product design of machinery historically emphasized increasing ones horsepower levels no matter what the noise level. If these decimal levels are not reduced, Bachmann describes how human beings will be affected.

5724 Drucker, P. F. 1990. The Emerging Theory of Manufacturing. HBR 68 (May-June, no. 3): 94 102.
Drucker sees the postmodern factory in 1999 possessing a conceptual rather than a mechanical approach to manufacturing. In addition, statistical quality control (SQC) principles will transform how manufacturing is managed as well as alter the social organization for a factory.

5732 Diebold, J. 1952. The Signicance of Productivity Data. HBR 30 ( July-August, no. 4): 5363.
Diebold disputes the notion that worker productivity can annually be increased at a rate of 2 percent which some think possible. In fact, Diebold wonders if worker output might not be declining in spite of the technological advances in American factories.

5725 Chase, R. B. and D. A. Garvin. 1989. The Service Factory. HBR 67 ( July-August, no. 4): 61 69.
Manufacturers who thrive in the next decade will compete by bundling services with products. As such, some of the best American companies are utilizing the service capabilities of their factories for research, dispatch operations or for consulting purposes.

5733 Lincoln, J. T. 1932. The Cotton Textile Machine Industry. HBR 11 (October, no. 1): 8896.
Many recurrent business problems could be better understood through a historical analysis of the textile industry.

Factory Locations
5734 Kirby, J. 2007. Mad About Plaid. HBR 85 (November, no. 11): 3949.
[HBR Case Study Feature] Kirbys case study focuses on the maker of an iconic British brand which is

5726 Ruwe, D. M. and W. Skinner. 1987. Reviving a Rust Belt Factory. HBR 65 (May-June, no. 3): 7076.
Ruwe and Skinner describe the resurgence of an Ohio

361
moving its manufacturing operations to outside the United Kingdom. Will the brands Britishness be jeopardized because of this?

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materials and labor and why the notion of a oating factory represents a fundamental shift in what a business encompasses.

5735 Arrunda, B. and X. H. Vazquez. 2006. When Your Contract Manufacturer Becomes Your Competitor. HBR 84 (September, no. 9): 135144.
[Best Practice Feature] Industrial companies no longer consider manufacturing to be an essential part of their business. They prefer, instead, to focus on product research, design and sales. Production is left to a new specialist: the contract manufacturer [CM]. Arrunda and Vazquez warn that increasing numbers of contract manufacturers are in a position to build competing brands from making and assembling the products of the outsourcing company.

5742 Malpas, R. 1983. The Plant After Next. HBR 61 ( July-August, no. 4): 122130.
Malpas describes why the design cycle involved with the current manufacturing plant is the best time to formulate plans for the next generation of manufacturing plants.

5743 King, J. and R. E. Johnson. 1983. Silk Purses from Old Plants. HBR 61 (March-April, no. 2): 147156.
King and Johnson argue that rehabilitating older buildings, as opposed to building new facilities, is a far more cost-effective way to solve a companys need for factory space.

5736 Farrell, D. 2006. Smarter Offshoring. HBR 84 ( June, no. 6): 8492.
The transfer of service jobs from the United States to low-wage nations is entering a new phase. The most popular offshore sites are overheating as demand for young professionals is outstripping supply. Farrell describes why rms must articulate what they desire from an off-shore location prior to considering it.

5744 Levine, T. M. 1981. Outsiders Can Ease the Site Selection Process. HBR 59 (May-June, no. 3): 1216.
[Growing Concerns Feature] Within smaller organizations, deciding whether to move or expand is typically a one-time decision that no one in the company is equipped to handle. Levine discusses the competent outside assistance that small companies can obtain for free.

5737 Aron, R. and J. V. Singh. 2005. Getting Offshoring Right. HBR 83 (December, no. 12): 135 143.
[Tool Kit Feature] Companies are not systematic in their efforts to make outsourcing successful. As a result, only half the organizations who move their manufacturing processes offshore achieve their anticipated nancial benets. Aron and Singh offer a three-part methodology to help companies prioritize these processes.

5745 Schmenner, R. W. 1979. Look Beyond the Obvious in Plant Location. HBR 57 ( January-February, no. 1): 126132.
Schmenner discusses the critical components in a companys decision to build a new manufacturing facility. This is a decision which simply cannot be delegated to the nance department or some consultant.

5738 Davenport, T. H. 2005. The Coming Commodization of Processes. HBR 83 ( June, no. 6): 100108.
Most rms remain in a do-it-yourself mode for the bulk of their operations. Davenport counters that a new paradigm is emerging. A broad set of process standards will make it easier to determine if outsourcing enhances ones business model. Lower costs and benets will be so visible to buyers that outsourced processes are similar to a commodity.

5746 _____. 1976. Before You Build a Big Factory. HBR 54 ( July-August, no. 4): 100104.
Management must specify the economies that are expected when considering the size of a factory to build.

5747 Fulton, M. 1971. New Factors in Plant Location. HBR 49 (May-June, no. 3): 417, 166168.
[Thinking Ahead Feature] Fulton examines the problems that manufacturing plants will face with regards to locations stemming from environmental concerns.

5739 Bartmess, A. D. 1994. The Plant Location Puzzle. HBR 72 (March-April, no. 2): 2037.
[HBR Case Study Feature] Bartmesss case study focuses on the Eldorado Company and whether it should open a new bicycle manufacturing plant in Asia.

5748 Virts, J. R. and R. W. Garrett. 1970. Weighing Risk in Capacity Expansion. HBR 48 (MayJune, no. 3): 132141.
Building new production facilities involves considerable risk. The plans must forecast the impact of uncertain markets, products and processes.

5740 Markides, C. C. and N. Berg. 1988. Manufacturing Offshore Is Bad Business. HBR 66 (September-October, no. 5): 113120.
Markides and Berg contend that offshore manufacturing is a weak option to be competitive since the additional transportation, communication and paperwork costs will more than offset any potential savings.

5749 Stobaugh, R. B., Jr. 1969. Where in the World Should We Put That Plant? HBR 47 ( January-February, no. 1): 129136.
Decisions relevant to locating manufacturing plants, particularly in foreign countries, are poorly made. Stobaugh offers a host of issues for rms to address.

5741 McDonald, A. L. 1986. Of Floating Factories and Mating Dinosaurs. HBR 64 (NovemberDecember, no. 6): 8286.
McDonald examines how companies pursue cheaper

5750 Atkins, R. J. and R. H. Shriver. 1968. New Approach to Facilities Location. HBR 46 (MayJune, no. 3): 7079.
Atkins and Shriver describe a computer-oriented an-

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A Northern manufacturer commissioned a study on the viability of relocating to the South in light of the popular notion that operating costs are lower there. Tomb points out that a number of surprises transpired from the research.

alytical procedure for aiding company management in deciding where to locate future plant and warehouse operations.

5751 Valz, R. C. K. 1964. The Case of the Multiplant Manufacturer. HBR 42 (March-April, no. 2): 1230+.
[Problems in Review Feature] Valzs case study features a top-management conference for determining policies involving rationalization of manufacturing in Western Europe .

5760 Atkins, R. M. 1952. A Program for Locating a New Plant. HBR 30 (November-December, no. 6): 113121.
Atkins offers a procedure for management based on nancial and sociological considerations for nding a location to construct a new manufacturing plant.

5752 McElrath, R. E. 1962. The Case of the Protless Plant. HBR 40 ( July-August, no. 4): 168188.
[Problems in Review Feature] McElrath offers readers the opportunity to compare their thinking on whether or not to move a plant to a new location with the experts selected by HBR

5761 Gilmore, F. F. 1951. Plant Location. HBR 29 (March, no. 2): 1526, 140146.
[Thinking Ahead Feature] Gilmore analyzes the factors that should be considered when making decisions involving the location of manufacturing plants. .

5753 Lawless, R. M. and P R. Haas, Jr. 1962. How . to Determine the Right Size Plant. HBR 40 (MayJune, no. 3): 97112.
By using nomographs, Lawless and Haas argue that executives can simplify a complicated and time-consuming operation as well as avoid many costly mistakes when designing a manufacturing facility.

5762 Isard, W. and V. Whitney. 1950. Atomic Power and the Location of Industry. HBR 28 (March, no. 2): 4554.
Even if the cost of atomic power could compete with conventional sources of power, little evidence exists that industrial plants would relocate to other areas throughout the United States to take advantage of this supposed cost differential.

5754 Chinitz, B. and R. Vernon. 1959. Changing Forces in Industrial Location. HBR 38 ( JanuaryFebruary, no. 1): 126136.
Locating a new plant in not the result of short-run calculations of production costs, freight rates, supply chains, and markets. Manufacturers, instead, have to know how these factors will interact for the future.

5763 Ruggles, C. O. 1944. Electric Power and Industrial Development. HBR 22 (Spring, no. 3): 377392.
Ruggles describes why access to electric power is signicant in determining the location of industrial factories.

5755 Murphy, R. T. and W. L. Baldwin. 1959. Business Moves to the Industrial Park. HBR 37 (May-June, no. 3): 7988.
Murphy and Baldwin discuss some factors that manufacturers need to consider prior to considering a move to an industrial park.

5764 Hoover, E. M., Jr. and G. E. McLaughlin. 1942. Strategic Factors in Plant Location. HBR 20 (Winter, no. 2): 133140.
Hoover and McLaughlin nd speed important in constructing new plant capacity and describe why these plants should be located in the midcontinental region instead of on either coast of the United States.

5756 Fulton, M. 1955. Plant Location 1965. HBR 33 (March-April, no. 2): 4050.
Fulton provides management with criteria for selecting manufacturing production sites.

5765 Mears, E. G. 1938. Strategy in Industrial Location. HBR 17 (Autumn, no. 1): 914.
Manufacturing plant location involves gauging distances between producing and consumer centers, the ease of access to these facilities and whether this will minimize the costs involved with manufacturing.

5757 Robock, S. H. and J. M. Peterson. 1954. Fact and Fiction About Southern Labor. HBR 32 (March-April, no. 2): 7988.
Given uncertainty and skepticism about the quality of labor, most companies are skeptical about establishing manufacturing plants in the American South. Robock and Peterson describe their experiences and enthusiastically endorse the performance of southern labor.

5766 The Anderson Steel Company. 1923. HBR 1 ( January, no. 2): 235240.
[HBR Case Study Feature] Focuses on whether the construction of an addition to an existing plant is advisable.

5758 Muncy, D. A. 1954. Land for Industry: A Neglected Problem. HBR 32 (March-April, no. 2): 5163.
Muncy is concerned that industry is losing good land sites because of poorly articulating their land needs.

Manufacturing Resource Planning


5767 Fisher, M. L., J. H. Hammond and W. R. Obermeyer. 1994. Making Supply Meet Demand in an Uncertain World. HBR 72 (May-June, no. 3): 8394.
Manufacturers are nding it more difcult to forecast demand and plan production schedules. Costs associ-

5759 Tomb, J. O. 1953. Should Industry Move South? HBR 31 (September-October, no. 5): 83 90.

363
ated from errors are also skyrocketing. Fisher and his coauthors developed the accurate response method to help improve production forecasts.

Operations & Production

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5776 Miller, J. G. 1981. Fit Production Systems to the Task. HBR 59 ( January-February, no. 1): 145 154.
Many companies with integrated, computer-based systems see little improvement over the manual systems that preceded them in controlling inventory levels and material ows.

5768 Whitney, D. E. 1988. Manufacturing by Design. HBR 66 ( July-August, no. 4): 8391.
Whitney contends that the design of a product determines approximately 75 percent of its manufacturing costs. With most companies, however, the design process is a bureaucratic nightmare with overspecialized departments and fragmented responsibilities. Design must be a companywide activity in which top management is proactive in their responsibilities.

5777 Leone, R. A. and J. R. Meyer. 1980. Capacity Strategies for the 1980s. HBR 58 (NovemberDecember, no. 6): 133140.
Leone and Meyer offer strategies for making protable long-term decisions when adding new plant capacity.

5769 Clawson, R. T. 1985. Controlling the Manufacturing Start-Up. HBR 63 (May-June, no. 3): 620.
[Getting Things Done Feature] Start-ups are different from other types of projects. Most go awry at the beginning and by the time the unit is rst operational, the rm has replaced upwards of 70 percent of the management team associated with the project.

5778 Bishop, J. E. 1979. Integrating Critical Elements of Production Planning. HBR 57 (September-October, no. 5): 154160.
Bishops production planning process technique encompasses more interaction between demand, capacity and inventory than the traditional economic order quality method.

5770 Meal, H. C. 1984. Putting Production Decisions Where They Belong. HBR 62 (March-April, no. 2): 102111.
A hierarchical production planning procedure should help alleviate an array of problems plaguing many manufacturers.

5779 Huge, E. C. 1979. Managing Manufacturing Lead Times. HBR 57 (September-October, no. 5): 116123.
Shorter lead times can have a profound impact on the nancial success of a manufacturer because of how inventory and product costs can be reduced along with a marked improvement in customer service.

5771 Nakane, J. and R. W. Hall. 1983. Management Specs for Stockless Production. HBR 61 (May-June, no. 3): 8491.
For U.S. companies seeking to compete with their global competition, operational processes must be rethought.

5780 Jonason, P. 1971. Project Management, Swedish Style. HBR 49 (November-December, no. 6): 104109.
Jonason describes how a Swedish mining company examined what U.S. companies do with their project management efforts which then produced a process specic to their circumstances.

5772 Schmenner, R. W. 1983. Every Factory Has a Life Cycle. HBR 61 (March-April, no. 2): 121129.
Schmenner discusses how clear culprit for many plant closings stems from inefcient production technology.

5781 Skinner, W. 1969. Manufacturing-Missing Link in Corporate Strategy. HBR 47 (May-June, no. 3): 136145.
Manufacturing has long been dominated by specialists such as industrial engineers and computer experts. As a result, top management has tended to avoid involvement in manufacturing policy. Manufacturing managers, in turn, have been oblivious toward corporate strategy.

5773 Stobaugh, R. and P. Telesio. 1983. Match Manufacturing Policies and Product Strategy. HBR 61 (March-April, no. 2): 113120.
Stobaugh and Telesio describe why manufacturing system of all kinds are altered and how time product strategy changes implemented.

5774 Wheelwright, S. C. 1981. Japan Where Operations Really Are Strategic. HBR 59 ( JulyAugust, no. 4): 6774.
Wheelwright explains why strategic operation policies ourished in Japan and that American companies can learn a great deal if they view this nuts and bolts technique as a critical strategic undertaking.

5782 _____. 1966. Production Under Pressure. HBR 44 (November-December, no. 6): 139146.
Technological and social changes are accelerating a revolution throughout factories; all of which are increasing the demands, complexity, and risk placed on management.

5783 Dooley, A. R. 1964. Interpretations of PERT. HBR 42 (March-April, no. 2): 160168.
[Keeping Informed Feature] Dooleys annotated bibliography captures the proliferating body of literature relevant to PERT.

5775 Bender, P. S., W. D. Northup and J. F. Shapiro. 1981. Practical Modeling for Resource Management. HBR 59 (March-April, no. 2): 163 173.
With scarcity and uncertainty symptomatic in todays business environment, managers must confront complex issues in allocating resources.

5784 Buffa, E. S., G. C. Armour and T. E. Vollman. 1964. Allocating Facilities with CRAFT. HBR 42 (March-April, no. 2): 136158.
Large production facilities have a staggering number

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manufacturer of high-tech audio equipment, abandoned the assembly line. Employees, instead, build and test every unit themselves from start-to-nish.

of alternate plans since production success stems from having an efcient production layout. Buffa and his coauthors constructed a computer program that offers solutions to an array of situations.

5785 Paige, H. W. 1963. How PERT-Cost Helps the General Manager. HBR 41 (November-December, no. 6): 8795.
Through its schedule and cost mechanisms, the PERT apparatus provides information to management on where control is necessary to allow effective action.

5793 Guide, D. V. and L. N. Van Wassenhowe. 2002. The Reverse Supply Chain. HBR 80 (February, no. 2): 2526.
[Forethought Feature] Smart manufacturers are designing efcient systems for people to reuse their products. In general, these reverse supply chains are closely integrated with forward supply chains for the purpose of creating closed-loop systems.

5786 Levy, F. K., G. L. Thompson and J. D. Wiest. 1963. The ABCs of the Critical Path Method. HBR 41 (September-October, no. 5): 98108.
Levy and his coauthors provide a step-by-step analysis on how networks are constructed, various jobs allocated and errors handled to demonstrate how the critical path method is used in decision making.

5794 Spear, S. and H. K. Bowen. 1999. Decoding the DNA of the Toyota Production System. HBR 77 (September-October, no. 5): 96108.
Spear and Bowen studied Toyotas production system in which every activity, connection and production ow is rigidly scripted. When Toyota denes a specication, it establishes a hypothesis that is tested with the scientic method. This experimentation process, along with the scientic method, is embedded into the minds of every employee.

5787 Miller, R. W. 1962. How to Plan and Control with PERT. HBR 40 (March-April, no. 2): 93 104.
Managers, eager to control new R&D projects and other complex technical programs, should be interested in PERT.

5788 Wisnewsky, E. 1959. Manufacturing in Jeopardy. HBR 37 (November-December, no. 6): 131 139.
Manufacturing must learn to succeed in an era when survival is based on creating variety rather than satisfying shortages.

5795 Sobek, D. K., II, J. K. Liker and A. C. Ward. 1998. Another Look at How Toyota Integrates Product Development. HBR 76 ( July-August, no. 4): 3649.
[Ideas at Work Feature] When Japanese companies outperformed their American competitors in product development during the 1980s, Americas weaknesses stemmed from little or no integration between its manufacturing processes and product design functions and then between marketing, purchasing, and nance departments.

5789 Lewis, H. T. 1953. Coordinating Procurement: A Case Study from the Aircraft Inudstry. HBR 31 (September-October, no. 5): 91100.
Since sales depends on design and technical performance, more emphasis should be placed on maintaining an effective balance among the procurement, engineering, and production functions.

5796 Womack, J. P. and D. T. Jones. 1996. Beyond Toytota: How to Root Out Waste and Pursue Perfection. HBR 74 (September-October, no. 5): 140158.
American companies are learning the lean techniques (e.g., just-in-time deliveries or continuous improvement) pioneered by Toyota and other Japanese companies. They stumble, however, when implementing them in a coherent business system. Womack and Jones offer ve critical steps for applying lean thinking.

5790 Schwieger, A. J. 1943. Subcontracting: A Device for Expansion. HBR 22 (Autumn, no. 1): 8892.
Subcontracting is a viable way for companies to expand the size or scope of their operations without investing in additional plant capacity or equipment.

5791 Production of Dimension Stock by Northern Hardwood Mills. 1929. HBR 7 (April, no. 3): 366375.
[HBR Case Study Feature] A successful operation is contingent on two highly inter-related components: the production and marketing of ones dimension stock.

5797 Pisano, G. P. and S. C. Wheelwright. 1995. The New Logic of High-Tech R&D. HBR 73 (September-October, no. 5): 93107.
In many high technology companies, top management appears to pay little attention to the manufacturing process as a means of competitive advantage. Many rms now outsource all their manufacturing to avoid investing in expensive manufacturing plants. Pisano and Wheelwright pursue whether this is detrimental to the long-term health of a rm.

Manufacturing Systems
5792 Morse, G. 2006. Ivor Tiefenbrun on Tapping Talent. HBR 84 (November, no. 11): 2828.
[Conversation Feature] Executive Chairman, Ivor Tiefenbrun, discusses why Linn Products, a Scottish

5798 Dyer, J. H. 1994. Dedicated Assets: Japans Manufacturing Edge. HBR 72 (November-December, no. 6): 174178.
[World View Feature] Dyer examines if it is possible for American automakers, some of who are closing plants and changing suppliers, to benet from the pro-

365
duction networks or close working relationships that Japanese automakers have with their suppliers.

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5799 McGrath, M. E. and R. W. Hoole. 1992. Manufacturings New Economies of Scale. HBR 70 (May-June, no. 3): 94103.
To be competitive on an international basis, McGrath and Hoole argue that multinational manufacturing rms must integrate their operations by developing an international manufacturing strategy.

books offer timely and important insights into manufacturing excellence that goes beyond scientic management.

5806 Schonberger, R. J. 1987. Frugal Manufacturing. HBR 65 (September-October, no. 5): 95 100.
American manufacturers have always sought to lower their costs by increasing the scale of production or through faster lines to feed bigger machines. Most nd bigger manufacturers to be detrimental to frugal manufacturing processes.

5800 Zipken, P. H. 1991. Does Manufacturing Need a JIT Revolution? HBR 69 ( January-February, no. 1): 4048.
[In Questions Feature] Many managers are confused or even suspicious about just-in-time ( JIT) manufacturing management systems. Part of the problem is that JIT contains too much revolutionary zeal which raises unrealistic expectations.

5807 Haas, E. A. 1987. Breakthrough Manufacturing. HBR 65 (March-April, no. 2): 7583.
Haas describes how important investment in new factories and applications of advanced manufacturing technology is. This new capital, however, will not make U.S. industry competitive in the global marketplace. Changes are needed in the way manufacturing decisions are made.

5801 Sakai, K. 1990. The Feudal World of Japanese Manufacturing. HBR 68 (November-December, no. 6): 3849.
[Four Corners Feature] Sakai describes how huge Japanese corporations have thousands of smaller subcontractors who manufacture most of their products. Japanese rms function more like trading partners since they coordinate the manufacturing processes for the smaller companies.

5808 Jaikumar, R. 1986. Postindustrial Manufacturing. HBR 64 (November-December, no. 6): 69 76.
American manufacturers keep trying to narrow their competitive gap with the Japanese by investing in exible automation. Jaikumar sees American companies ineffective in their management and utilization from this technology.

5802 Venkatesan, R. 1990. Cummings Engine Flexes Its Factory. HBR 68 (March-April, no. 2): 120129.
Venkatesan discusses how Cummins Engine reorganized its factory operations by utilizing batch manufacturing to create more exibility .

5809 Aggarwal, S. C. 1985. MRP, JIT, OPT, FMS?: Making Sense of Production Operations Systems. HBR 63 (September-October, no. 5): 816.
[Special Report Feature] Managers in manufacturing companies are confronted with an array of new systems to improve production efciency. Aggarwal assesses each choice and describes the necessary trade-offs needed for their implementation.

5803 Karmarkar, U. S. 1989. Getting Control of Just-in-Time. HBR 67 (September-October, no. 5): 122131.
Just-in-Time ( JIT) advocates see materials resource planning (or MRP) systems that push material to a shop oor as antiquated. JIT, on the other hand, leaves control of production to computerless systems in a pull fashion. Karmarkar contends manufacturing-oriented companies will do best with hybrids of both push and pull systems.

5810 Wheelwright, S. C. and R. H. Hayes. 1985. Competing Through Manufacturing. HBR 63 ( January-February, no. 1): 99109.
Anytime erce industry competition exists, Wheelwright and Hayes nd that manufacturing capability (as opposed to product design, marketing ingenuity, or nancial strength), is ones secret weapon for success.

5804 Ashton, J. E. and F. X. Cook, Jr. 1989. Time to Reform Job Shop Manufacturing. HBR 67 (March-April, no. 2): 106111.
Dramatic improvements in job shop performance are possible if radical changes are instituted with regards to management philosophy. Ashton and Cook contend that these changes conict with the principles by which most job shops are organized.

5811 Hyer, N. L. and U. Wemmerlov. 1984. Group Technology and Productivity. HBR 62 ( July-August, no. 4): 140149.
Group technology offers manufacturers a way to boost productivity, cut costs, save time and improve quality. To capitalize on group technology, Hyler and Wemmerlov explain the tasks and parts that need to be coded to establish production cells.

5805 Hounshell, D. A. 1988. The Same Old Principles in the New Manufacturing. HBR 66 (November-December, no. 6): 5461.
[For the Managers Bookshelf Feature] In reviewing Dynamic Manufacturing by Hayes, Wheelwright and Clark along with Grayson and ODells American Business: A Two Minute Warning, Hounshell nds that both

5812 Weiss, A. 1984. Simple Truths of Japanese Manufacturing. HBR 62 ( July-August, no. 4): 119 125.
Cultural differences are not the reason for the alleged technological superiority of Japanese workers. Weiss believes, instead, that Japaneses companies make a far greater investment in engineering, equipment and in recruiting workers.

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ture the complex interrelationship between ones core elements and the production process.

5813 Ritzman, L. P B. E. King and L. J. Krajewski. ., 1984. Manufacturing Performance-Pulling the Right Levers. HBR 62 (March-April, no. 2): 143152.
It should be understandable why manufacturers try to imitate Japanese practices, particularly with the Kanban system of inventory control. Ritzman and his coauthors nd that manufacturers need to identify the factors (e.g., lot sizes and setup times) that offer the most leverage for productivity improvement.

5821 Deming, D. D. 1959. When to Shift to Straight-Line Production. HBR 37 (NovemberDecember, no. 6): 6268.
Deming describes a system for analytically making production decisions to minimize costs as opposed to doing so intuitively.

5814 Mills, S. S. 1983. Make Your Plant Managers Job Manageable. HBR 61 ( January-February, no. 1): 6874.
Miller describes how top management typically goads plant managers into improving productivity without providing them with the necessary resources. This all but guarantees that productivity programs will fail.

5822 Chisolm, J. K. 1935. Can Rubber Restriction Succeed? HBR 13 ( July, no. 4): 475482.
Chisholm examines the nuances involved in producing rubber and describes the international attempts that are carried out to regulate its price structure.

5823 Lockwood, R. L. 1934. Railroad Standards. HBR 12 ( July, no. 4): 398406.
The advantages of modern standardization efforts involve interchangability and convenience that Lockwood contends can be measured and nancially viable.

5815 Limprecht, J. A. and R. H. Hayes. 1982. Germanys World-Class Manufacturers. HBR 60 (November-December, no. 6): 137145.
German companies have exceptionable dealings with their customers that stem from the quality and reliability of their products and services. Limprecht and Hayes describe what American executives can learn from German manufacturers, particularly in terms of the technical skills possessed by its managers and workforce.

5824 Urwick, L. 1929. The Signicance of Rationalization: An Alternative View. HBR 7 ( January, no. 2): 170174.
Urwick discusses the notion of rationalization as it pertains to scientic management.

5816 Hayes, R. H. 1981. Why Japanese Factories Work. HBR 59 ( July-August, no. 4): 5666.
Rather than being infatuated with futuristic technologies, Hayes contends that the Japanese achieved their current level of manufacturing excellence by doing the simple things extraordinarily well and then frequently honing those techniques.

5825 Sheldon, O. 1928. The Signicance of Rationalization: An Alternative View. HBR 6 (April, no. 3): 264269.
Because of the scientic management movement, major transformations are transpiring throughout business and industry. Rationalization involves ones effort to eliminate inefcient and out-of-date production methods and practices to enhance the productivity and earnings capability of their rm.

5817 _____. 1978. How Should You Organize Manufacturing? HBR 56 ( January-February, no. 1): 105119.
Since the bulk of assets used in any company are invested in the operations side of the business, Hayes and Schmenner describe how to deploy, coordinate and utilize those resources in a manner that strengthens the companys purpose.

Materials and Supply Chain Management


5826 Stone, R. E., J. T. Mentzer and J. P Dittmann. . 2007. Are You the Weakest Link in Your Companys Supply Chain? HBR 85 (September, no. 9): 116 127.
[Best Practice Feature] The cost of ignoring supply chain management issues will damage any manufacturing, retail or distribution oriented rm. Stone and his coauthors discuss seven key areas where CEOs can have profound inuence on their supply chains and thereby enhance ones competitive advantages.

5818 Davis, E. W. and L. White. 1973. How to Avoid Construction Headaches. HBR 51 (MarchApril, no. 2): 8793.
To avoid fragmentation, many companies have adopted the construction management concept that tightly coordinates every phase of a construction project.

5819 Starr, M. K. 1965. Modular Production A New Concept. HBR 43 (November-December, no. 6): 131142.
Increasing consumer demands for more choices are placing greater burdens on production managers as well as their rms organizational structures to satisfy those challenges.

5827 Niezen, C. and W. Weller. 2006. Procurement as Strategy. HBR 84 (September, no. 9): 22 24.
[Forethought Feature] Procurement executives were surveyed on whether procurement is a fundamental corporate strategy and whether their jobs encompass shortening cycle times or enhancing product quality.

5820 Thurston, P. H. 1963. The Concept of a Production System. HBR 41 (November-December, no. 6): 7075.
Thurston provides an analytical framework to cap-

5828 Shef, Y. 2005. The Tug-of-War. HBR 83 (September, no. 9): 3952.
[HBR Case Study Feature] Voici Brands has ve

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product lines. Each is a subsidiary and has its own legacy, management team, supply chain and nancial bottomline. Voicis CEO announced his intention to consolidate the supply chain for the ve products under the auspices of a supply chain czar. The heads of each business are furious. All worked hard to forge their own vendor relationships. If centralization is adopted, this CEO needs to decide on the personality-type to oversee Voicis supply chain responsibilities (i.e., should it be a Rottweiler or a more cautious and diplomatic type?).

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abrupt changes in the marketplace. Supply chains that are agile, adaptable, and aligned are keys for making gains against ones competition.

5835 Schrage, E. 2004. Supply and Brand. HBR 82 ( June, no. 6): 2021.
[Forethought Feature] Starbucks is betting its brand on an innovative new relationship with thirdworld suppliers.

5829 Lambert, D. M. and M. Knemeyer. 2004. Were All in This Together. HBR 82 (December, no. 12): 114122.
Supplier partnerships will fail if partners have mismatched expectations. Lambert and Knemeyer developed a model to align these expectations and commitments.

5836 Morales, D. K. and S. Geary. 2003. Speed Kills: Supply Chain Lessons from the War in Iraq. HBR 81 (November, no. 11): 1617.
[Forethought Feature] Morales and Geary contend that commercial supply chains can learn much from the Defense Departments efforts in Operation Iraqi Freedom.

5830 Liker, J. K. and T. Y. Choi. 2004. Building Deep Supplier Relationships. HBR 82 (December, no. 12): 104113.
Toyota and Honda have built protable relationships with their American suppliers. Detroits Big 3 automakers, on the other hand, have had acrimonious relationships with their suppliers. Liker and Choi describe six directives that Japanese companies abide by in their supplier relationships.

5837 Kirby, J. 2003. Supply Chain Challenges: Building Relationships. HBR 81 ( July, no. 7): 64 73.
The opportunity created from globalization requires rms to establish relationships with new types of suppliers. Moreover, supply chains that are adaptive are an elusive goal despite the many process breakthroughs and technology solutions that have transpired.

5838 Butman, J. 2002. A Pain in the (Supply) Chain. HBR 80 (May, no. 5): 3144.
[HBR Case Study Feature] Butmans case study focuses on the legerdemain that a sales force engages in to meet some unrealistic sales targets.

5831 Ferdwos, K., M. A. Lewis and J. A. D. Machuca. 2004. Rapid-Fire Fulllment. HBR 82 (November, no. 11): 104110.
Zara, a Spanish clothier, dees current wisdom on how supply chains should be managed by performing more than half of their production in-house as opposed to outsourcing it. Zaro also manufactures and distributes products in small batches while managing all of its design, warehousing, distribution and logistical functions itself. The result is a very responsive supply chain that is efciently tailored to Zaras business model.

5839 Raman, A., N. DeHoratius and Z. Ton. 2001. The Achilles Heel of Supply Chain Management. HBR 79 (May, no. 5): 2728.
[Forethought Feature] Point-of-sale scanners and electronic inventory systems were designed to revolutionize supply chains. Manufacturing systems could then be linked to buyers. Bad data, however, continues to haunt this technology.

5832 Narayanan, V. G. and A. Raman. 2004. Aligning Incentives in Supply Chains. HBR 82 (November, no. 11): 94102.
Supply chains work best when the risks, costs and rewards for doing business are balanced across a rms network. A rm is likely to be irting with disaster in terms of excess inventory, unreliable forecasts, stockouts as well as sales and customer service if that isnt the case.

5840 Cachon, G. P. and M. A. Lariviere. 2001. Turning the Supply Chain into a Revenue Chain. HBR 79 (March, no. 3): 2021.
[Forethought Feature]Blockbuster shares its rental revenues with its suppliers. Doing so generates increased prots for both parties. Cachon and Lariviere contend that there are many products and services in which revenue sharing would work.

5833 Slone, R. E. 2004. Leading a Supply Chain Turnarond. HBR 82 (October, no. 10): 114121.
The focal point for Whirlpools supply chain strategy is consumer satisfaction. Most supply chain initiatives, in contrast, do the opposite. They concentrate on the realities of ones manufacturing base and proceed from there. Whirlpool, in contrast, gets the right product to the right place at the right time while keeping their inventory levels low.

5841 Magretta, J. 1998. Fast, Global and Entrepreneurial: Supply Chain Management Hong Kong Style. HBR 76 (September-October, no. 5): 102 117.
[An Interview with Victor Fung of Li and Fung, Ltd.] Li and Fung Ltd. is the largest export trader in Hong Kong. As chairman, Victor Fong explains the philosophy behind its supply-chain management as well as how Li & Fung reduces its costs and lead times.

5834 Lee, H. L. 2004. The Triple-A Supply Chain. HBR 82 (October, no. 10): 102112.
Great companies create supply chains that respond to

5842 Fisher, M. L. 1997. What Is the Right Supply Chain for Your Product? HBR 75 (March-April, no. 75): 105117.
The performance of many supply chains is at an all-

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Miller and Gilmour chronicle the emergence of the materials manager and how that position differs from the responsibilities of a purchasing manager. In essence, a materials manager oversees a manufacturers production planning, transportation and distribution efforts.

time low despite its new technologies. As such, Fisher developed a matrix that represents four possible supply chain variations for ones products and priorities.

5843 Dyer, J. H. 1996. How Chrysler Created an American Keiretsu. HBR 74 ( July-August, no. 4): 4256.
[Ideas at Work Feature] Dyer examines how Chrysler revamped its relationship with its suppliers which produced a higher prot margin on each automobile.

5851 Hall, R. W. and T. E. Vollman. 1978. Planning Your Material Requirements. HBR 56 (September-October, no. 5): 105112.
Hall and Vollman nd that successful material requirement planning (MRP) efforts are led by a senior manager, backed by a well-selected team of key production people, as opposed to the companys computer whiz kids.

5844 Kamath, R. R. and J. K. Liker. 1994. A Second Look at Japanese Product Development. HBR 72 (November-December, no. 6): 154170.
[World View Feature] Kamath and Liker describe a 1992 study on best-practice supplier-management techniques utilized by Toyota, Nissan, and Mazda in their product development efforts. Successful partnerships possess the right balance between a suppliers technological capabilities, the customers willingness to share information, and the strategic requirements for both companies.

5852 Miller, J. G. and L. G. Sprague. 1975. Behind the Growth in Materials Requirements Planning. HBR 53 (September-October, no. 5): 8391.
Countless companies have developed materials requirements planning [MRP] systems to provide needed exibility between a company, its suppliers and customers.

5845 Burt, D. N. 1989. Managing Suppliers up to Speed. HBR 67 ( July-August, no. 4): 127135.
Effective industrial purchasers improve production capabilities and quality control by motivating suppliers with certication programs that provide recognition. These also help suppliers drum up more business.

5853 Meitz, A. A. and B. B. Castleman. 1975. How to Cope with Supply Shortages. HBR 53 ( January-February, no. 1): 9196.
When supplies are limited for manufacturing companies as was the case in 1974 and will be in the foreseeable future top management must take a far more proactive role in their companys purchasing and supply infrastructure.

5846 Klein, J. A. 1989. The Human Costs of Manufacturing Reform. HBR 67 (March-April, no. 2): 6066.
[Special Report Feature] Just-in-time and statistical process control inventory techniques both seek to eliminate variability and wasted motion. Klein describes how each places a premium on predetermined methods of analysis and cooperation.

5854 Davis, H. L., G. D. Eppen and L. G. Mattson. 1974. Critical Factors in Worldwide Purchasing. HBR 52 (November-December, no. 6): 8190.
Based on a survey and interviews with purchasing executives from 110 companies, many rms are facing acute supply problems because of material shortages and unstable exchange.

5847 Walleigh, R. C. 1986. Whats Your Excuse for Not Using JIT? HBR 64 (March-April, no. 2): 3854.
[Getting Things Done Feature] Walleigh emphasizes how converting to a Just-in-Time (i.e., JIT) inventory structure creates enormous challenges for a rms manufacturing operations and its culture as ones established routines become obsolete.

5855 Ammer, D. S. 1969. Materials Management as a Prot Center. HBR 47 ( January-February, no. 1): 7282.
Ammers prot center approach increases the importance of materials managers who must take the same entrepreneurial approach expected of other executives.

5848 Sharman, G. 1984. The Rediscovery of Logistics. HBR 62 (September-October, no. 5): 7179.
Sharman points out the importance for companies to proactively monitor their materials ow particularly in a computer-aided manufacturing environment.

5856 Schultz, R. S. 1963. Prots, Prices, and Excess Capacity. HBR 41 ( July-August, no. 4): 6881.
By assessing ones supply and demand conditions on a daily basis, management can learn to live with todays excess capacity and prevent it from happening tomorrow.

5849 Aggarwal, S. C. 1982. Prepare for Continual Materials Shortages. HBR 60 (May-June, no. 3): 610.
[Thinking Ahead Feature] Corporations are similar to people in regards to national emergencies. They talk of little else. Then, as soon as the crisis passes, they forget all about it and put little effort into planning for the next crisis.

5857 Clauser, H. R. 1961. The Materials Age. HBR 39 (May-June, no. 3): 612, 168174.
[Thinking Ahead Feature] We live in an age with an almost limitless supplies and materials. Clauser challenges American management to transform materials science into operational reality.

5850 Miller, J. G. and P. Gilmour. 1979. Materials Managers: Who Needs Them? HBR 57 ( JulyAugust, no. 4): 143153.

5858 Miller, S. S. 1955. How to Get the Most Out of Value Analysis. HBR 33 ( January-February, no. 1): 123132.
Value analysis, in the eld of materials management, can be dened as a method for investigating the materi-

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als requirements to ensure a proper balance of performance with cost and supply.

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Product Costs
5867 Venkatesan, R. 1992. Strategic Sourcing: To Make or Not to Make. HBR 70 (November-December, no. 6): 98108.
Venkatesan argues that rms need to focus on the components which are crucical to their product or for which they are procient at producing. Outsourcing should be investigated if a supplier possesses a comparative advantage.

5859 Bright, J. R. 1954. New Potentials of Materials Handling. HBR 32 ( July-August, no. 4): 79 91.
Bright maintains that the average industrial manager is indifferent to problems involving materials handling which constitutes almost the entire physical activity for a plant.

5860 Brady, G. S. 1952. Raw Materials Outlook. HBR 30 (November-December, no. 6): 2330, 150 154.
[Thinking Ahead Feature]Brady assesses the ndings on a Materials Policy Commission Report relevant to the United States governments management of its raw materials and parts management.

5868 Skinner, W. 1986. The Productivity Paradox. HBR 64 ( July-August, no. 4): 5559.
Skinner nds that improvements in real productivity are not easy to attain. Approaches that pare down direct labor costs are proving shortsighted and fundamentally awed. Manufacturers instead need to focus their thinking from cost cutting toward quality enhancement, strategy and process technology.

5861 Lewis, H. T. 1951. Evaluation of Forward Buying. HBR 29 (March, no. 2): 3744.
Lewis, who contends too much guesswork goes into purchasing production supplies or materials, describes a statistical procedure he developed to measure forward buying or the differential between the price actually paid compared to the market price for raw materials used in production.

5869 Miller, J. G. and T. E. Vollman. 1985. The Hidden Factory. HBR 63 (September-October, no. 5): 142151.
Overhead costs, as a percentage of overall manufacturing costs, have risen steadily over the last 100 years. Conversely, the ratio of direct labor to value added has declined. Todays production managers have more direct leverage on improving productivity by cutting overhead as opposed to pruning direct labor.

5862 Lewis, H. T. and C. A. Livesey. 1944. Materials Management in the Airframe Industry. HBR 22 (Summer, no. 4): 477494.
Materials management is one of the most critical problems facing American industry as illustrated by Lewis and Liveseys study of the airframe industry.

5870 Abernathy, W. J. and K. Wayne. 1974. Limits of the Learning Curve. HBR 52 (SeptemberOctober, no. 5): 109119.
Abernathy and Wayne explain how the learning curve concept (i.e., that product costs decline systematically by a common percentage each time that volume doubles) has contributed to successful marketing and production strategies for many companies; albeit with unanticipated consequences.

5863 Lewis, H. T. 1936. Standards of Purchasing Performance. HBR 14 (Summer, no. 4): 480493.
The most basic prerequisite for successful manufacturing operations is ones ability to procure the desired quality of raw materials at an optimal price.

5864 Roorbach, G. B. 1928. Direct Purchase of Imported Raw Materials. HBR 7 (October, no. 1): 3542.
American manufacturers are in dire need of better procurement methods for raw materials with regards to quality, uniformity, and for adaptability to specic manufacturing needs.

5871 De Simone, D. V. 1972. Moving to Metric Makes Dollars and Sense. HBR 50 ( January-February, no. 1): 100111.
The question of whether to shift the U.S. basis of measurement to the metric system has been debated for 150 years. Support for the shift has gained momentum on the assumption that the United States might be the only economy to utilize the inch. De Simone acknowledges potential costs to U.S. business exist but believes that the substantial benets outweigh the risks from this conversion.

5865 Cycle Analysis as an Aid to Judgment of Price Tendencies. 1926. HBR 4 ( January, no. 2): 212222.
[Summaries of Business Research Feature] Knowing when to purchase raw materials is becoming a more signicant responsibility for top management.

5872 Hansen, J. J. 1968. The Case of the Precarious Program. HBR 46 ( January-February, no. 1): 1434, 170.
[Problems in Review Feature] Hansens case study reects many problems that growing numbers of companies faceparticularly those in advanced technology industries with program management.

5866 Spreading Purchases Among Low Bidders: Fligg Shoe Company. 1925. HBR 3 ( July, no. 4): 501505.
[HBR Case Study Feature] The Fligg Shoe Company faces a difcult time obtaining the necessary supplies it needs to ll several major orders. As such, the purchasing agent recommends splitting these orders among its lowest bidders.

5873 Likert, R. and S. E. Seashore. 1963. Making Cost Control Work. HBR 41 (November-December, no. 6): 96108.
Because of worker resistance, crash cost-cutting often

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It also considers the emotional and cognitive aspects of a product based on how people interact with it.

increases costs instead of reducing them. Likert and Seashore offer a human relations oriented approach to reducing costs.

5874 Lawler, P. F. 1947. Note on Control in Small Businesses. HBR 25 (Summer, no. 4): 521526.
Lawler surveyed 37 manufacturing-oriented small companies on how those companies capture information needed to control their businesses.

5881 Bowen, H. K., K. B. Clark and C. A. Holloway. 1994. Development Projects: The Engine of Renewal. HBR 72 (September-October, no. 5): 108120.
[Regaining the Lead in Manufacturing Series] From analyzing the development projects for companies such as Ford Motor, Digital Equipment, and Chaparral Steel, Bowen and his colleagues describe seven factors that successful corporate projects embody.

5875 Manufacturing Versus Purchasing. 1928. HBR 6 ( January, no. 2): 231239.
[HBR Case Study Feature] Examines whether a manufacturing company is better off producing their own materials to operate their business or should these items be purchased from other vendors?

5882 Wheelwright, S. C. and K. B. Clark. 1992. Creating Project Plans to Focus Product Development. HBR 70 (March-April, no. 2): 7082.
The ability to develop successful products leads to long-term competitiveness. Aggregate project plans enable rms to manage their strategic development projects.

Product Development and Time to Market


5876 Royer, I. 2003. Why Bad Projects Are Hard to Kill. HBR 81 (February, no. 2): 4856.
Proponents of new initiatives can suffer from blind faith even when it is apparent that their project is doomed. Hence, managers who can pull the plug on a project before it turns into a money sink-hole deserve far greater organizational appreciation.

5883 Frey, D. 1991. Learning the Ropes: My Life as a Product Champion. HBR 69 (September-October, no. 5): 4656.
[First Person Feature] Frey, a R&D engineer and a Ford Motor Company vice president for product development, discusses his career at Ford and his involvement with the Ford Mustang. Frey nds that innovation is lost without people (i.e., product champions) who believe in a new product and understand how to institute a new product.

5877 Fleming, L. and O. Sorenson. 2001. The Dangers of Modularity. HBR 79 (September, no. 8): 2021.
[Forethought Feature] From Patent Ofce data, Fleming and Sorenson nd that true breakthrough products tend to arise from messier designs with unpredictable parts.

5884 Clark, K. B. and T. Fujimoto. 1990. The Power of Product Integrity. HBR 68 (NovemberDecember, no. 6): 107118.
The ways in which companies maintain a strong sense of integrity in their product development processes stems from coherence and integration at all levels. By devising strong product concepts that can be integrated into the production and design details, the development process can be focused on achieving customer satisfaction.

5878 Iansiti, M. and A. MacCormack. 1997. Developing Products on Internet Time. HBR 75 (September-October, no. 5): 108117.
New rivals and competitors appear suddenly. Internet companies can integrate their designs until the last possible moment before a product is introduced into the market. Moreover, as standards and regulations change, the rms customer base can easily move to other suppliers. In essence, businesses require a development process that embraces change.

5885 Nevens, T., G. L. Summe and B. Uttal. 1990. Commercializing Technology: What the Best Companies Do. HBR 68 (May-June, no. 3): 154163.
Nevens and his coauthors nd that the leading companies commercialize two or three times the number of new products or processes than their more marginal competitors. They also bring their products to the market in half the time of their competition while competing in twice as many geographical markets.

5879 Feitzinger, E. and H. L. Lee. 1997. Mass Customization at Hewlett-Packard: The Power of Postponement. HBR 75 ( January-February, no. 1): 116123.
Feitzinger and Lee nd that the key to mass-customization is postponing the task of differentiating a product for a specic customer until the last possible point in the supply network. Doing so enables a rm to operate with maximum efciency in meeting customer orders with a minimum amount of inventory.

5886 Dean, J. W., Jr. and G. I. Susman. 1989. Organizing for Manufacturable Design. HBR 67 ( January-February, no. 1): 2836.
[Getting Things Done Feature] Dean and Susman describe the advantages and drawbacks of four organizational approaches for designing and launching a manufactured product.

5880 March, A. 1994. Usability: The New Dimension of Product Design. HBR 72 (SeptemberOctober, no. 5): 144149.
User-centered design encompasses ergonomic features.

5887 Stalk, G., Jr. 1988. TimeThe Next Source of Competitive Advantage. HBR 66 ( July-August, no. 4): 4153.
The leading Japanese rms recognize that time is a

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critical component for company performance. Timebased approaches enable companies to break away from the old planning loop structure and generate faster new product introductions.

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5895 Matta, N. F. and R. N. Ashkenas. 2003. Why Good Projects Fail Anyway. HBR 81 (September, no. 9): 109114.
[Best Practice Feature] Whenever projects fail to deliver, the problem typically does not involve the idea or the planning that went into it. Execution, instead, is the culprit. Managers expect they can plan for all the variables in a complex project. Matta and Ashkenas counter that it is simply impossible to do this.

5888 Hayes, R. H. and S. C. Wheelwright. 1979. The Dynamics of Process-Product Life Cycles. HBR 57 (March-April, no. 2): 127136.
Hayes and Wheelwright nd that companies who automate their production processes without understanding the problems that this causes for a marketing department are likely to encounter an acrimonious relationship between the two departments.

5896 Elton, J. and Roe. J. 1998. Bringing Discipline to Project Management. HBR 76 (MarchApril, no. 2): 153159.
[Books in Review Feature] Elton and Roe review Eliyahu M. Goldratts new book, Critical Chain, in which Goldratt describes his theory of constraints with regards to project management.

5889 Corey, E. R. 1975. Key Options in Market Selection and Product Planning. HBR 53 (September-October, no. 5): 119128.
With marketing strategy, Corey describes how interwoven the horizontal dimensions (i.e., what segments of the end-user market should be served) with their vertical dimensions (i.e., what level of the manufacturing process needs to be served). To exploit both options, top management must be realistic about the strengths and weaknesses of their rm, the market opportunities available to as well as knowing what the product means to its end users.

5897 Staw, B. M. and J. Ross. 1987. Knowing When to Pull the Plug. HBR 65 (March-April, no. 2): 6874.
Executives sometimes get tied into projects that should be terminated. Staw and Ross emphasize that management and rms should understand why people get tied to losing courses of action when they have no chance of preventing this type of occurence.

5890 Sarrow, A. R. 1969. CSPC: Reporting Project Work to the Top. HBR 47 ( January-February, no. 1): 8897.
Sarrow describes how a new cost control technique can integrate cost data in a meaningful manner.

5898 Milliken, J. G. and E. J. Morrison. 1973. Management Methods from Aerospace. HBR 51 (March-April, no. 2): 622, 138164.
[Keeping Informed Feature] Milliken and Morrison describe how the aerospace industry adopted and rened administrative techniques such as PERT, the Source Evaluation Board process and the Maintainability Analysis. The authors describe an array of books and articles that describe these techniques.

5891 Dreyfuss, H. 1950. The Industrial Designer and the Businessman. HBR 28 (November, no. 6): 7785.
Industrial designers create many pleasing and better products for manufacturers at relatively low cost.

5892 Whitehead, T. N. 1932. Planning Standardized Components to Secure Variety in Products. HBR 10 (April, no. 3): 257268.
Whitehead describes how product planning involves research, development and design along with a wide array of mathematical calculations to ascertain the products strengths and stress points.

5899 Block, E. B. 1971. Accomplishment/Cost: Better Project Control. HBR 49 (May-June, no. 3): 110124.
Companies involved in large-scale projects are plagued by how resources are budgeted. Block describes a new progress-reporting technique for providing easy and accurate cost data for all levels of project management.

5893 Shepard, A. 1930. The Quick-Freezing Process and the Distribution of Perishable Foods. HBR 8 (April, no. 3): 339345.
Quick freezing is a new method for preparing and preserving otherwise perishable foods.

5900 Howell, R. A. 1968. Multiproject Control. HBR 46 (March-April, no. 2): 6370.
Howells color-coded and easy-to-read progress charts enable executives to effectively manage a host of projects.

Quality Control Issues Project Analysis


5894 Klein, G. 2007. Performing a Project Premortem. HBR 85 (September, no. 9): 1819.
[Forethought Feature]Projects often fail when individuals are reluctant to express misgivings during the planning phases. Klein offers a pre-mortem technique to help project teams identify and alleviate these risks in a non-threatening manner.

5901 Juran, J. M. 1993. Made in U.S.A.: A Renaissance in Quality. HBR 71 ( July-August, no. 4): 4250.
[First Person Feature] In comparing Japanese to American business practices, Juran nds that Japanese executives are committed to the notion of quality. American executives, in contrast, are preoccupied with nancial performance. American CEOs, however, are

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Whenever product quality suffers, the work force is blamed even though they do not have the wherewithal to change the production process. Gitlow and Hertz counter that it is top managements responsibility to get these defects under statistical control.

now taking an interest in quality management that Juran hopes is the beginning of a quality revolution.

5902 Niven, D. 1993. When Times Get Tough: What Happens to TQM? HBR 71 (May-June, no. 3): 2034.
[HBR Case Study Feature]Nivens case study deals with a chemical company who must reconsider its total quality management (TQM) program in the face of being downsized.

5910 Garvin, D. A. 1983. Quality on the Line. HBR 61 (September-October, no. 5): 6475.
From analyzing manufacturers of Japanese and American air conditioners, Garvin argues that sound management practices, as opposed to national origins or cultural traits, produce superior nancial performance.

5903 Garvin, D. A. 1991. How the Baldridge Award Really Works. HBR 69 (November-December, no. 6): 8095.
The Malcolm Baldrige National Quality Award is an important catalyst for transforming American business; albeit, the award is also the target of acrimonious criticism. Garvin found that the best way to comprehend the Baldrige award is to see it as a framework for inspiring companies to improve their efforts at achieving quality.

5911 Reddy, J. and A. Berger. 1983. Three Essentials of Product Quality. HBR 61 ( July-April, no. 4): 153159.
Japanese and German competition is forcing American manufacturers to meet or exceed global standards with regards to quality and product performance.

5904 Krantz, K. T. 1989. How Velcro Got Hooked on Quality. HBR 67 (September-October, no. 5): 3440.
[Growing Concerns Feature]As a supplier to General Motors, Velcro Industries was given 90 days to establish a total quality control program or otherwise lose GM as a major customer. Krantz discusses the steps Velcro engaged in and the difculties that had to be overcome to meet GMs directive.

5912 Takeuchi, H. and J. A. Quelch. 1983. Quality Is More Than Making a Good Product. HBR 61 ( July-August, no. 4): 139145.
Since servicing needs vary during a products life span, a rm must analyze consumer desires to ascertain the service and repair needs deemed most important.

5913 Leonard, F. S. and W. E. Sasser, Jr. 1982. The Incline of Quality. HBR 60 (September-October, no. 5): 163171.
Many are convinced that Made in Japan has replaced Made in the USA as a label guaranteeing quality. This perception on the declining quality of American goods and services is dead wrong. On an absolute scale, American quality has never been higher as evidenced by the television sets produced by RCA and Zenith, computers built by Digital Equipment Corporation and IBM or the jeans made by Levi Strauss and Wrangler.

5905 Leonard, F. S. 1988. The Case of the Quality Crusader. HBR 66 (May-June, no. 3): 1220.
[HBR Case Study Feature] Leonards case study involves an employee who confronts his supervisor about defective products being shipped to customers.

5906 Gulliver, F. R. 1987. Post-Project Appraisals Pay. HBR 65 (March-April, no. 2): 128132.
[Special Report Feature]Gulliver describes British Petroleums efforts to assess projects several years after they were completed to ascertain how they succeeded or failed.

5907 Tucker, F. G., S. M. Zivan and R. C. Camp. 1987. How to Measure Yourself Against the Best. HBR 65 ( January-February, no. 1): 810.
[Ideas for Action Feature]Sometimes it is useful for a rm to compare itself against its direct competitors. That, however, may not provide one with a sense of best practice. Tucker and her coauthors nd that using noncompetitors to benchmark against may be the most reliable way to determine best practice. A logistics unit at Xerox used L. L. Bean for precisely that purpose.

5914 Vinson, W. D. and D. F. Heany. 1977. Is Quality Out of Control? HBR 55 (November-December, no. 6): 114122.
Greater public attention on product defects is making many companies reexamine their notion of quality analysis. Vinson and Heany describe a technique that involves a product map which takes customer expectations into consideration for product design and the manufacturing processes.

5908 Lawler, E. E., III and S. A. Mohrman. 1985. Quality Circles After the Fad. HBR 63 ( JanuaryFebruary, no. 1): 6571.
Having examined the impact of quality control circles, Lawler and Mohrman contend that quality control circles offer distinct advantages. Quality circles also have qualities that lead to their self-destruction.

5915 Kamen, J. M. 1977. Controlling Just Noticeable Differences in Quality. HBR 55 (November-December, no. 6): 1216, 162164.
[Ideas for Action Feature] Kamens notion of just noticeable differences illustrates how inadvertent actions can subtly and gradually alter the character of ones product line or services.

5909 Gitlow, H. S. and P. T. Hertz. 1983. Product Defects and Productivity. HBR 61 (September-October, no. 5): 131141.

5916 Hostage, G. M. 1975. Quality Control in a Service Business. HBR 53 ( July-August, no. 4): 99106.
Hostage examines whether quality control efforts in the service industry are akin to those in the manufacturing sector.

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5917 Moore, L. B. 1958. How to Manage Improvement. HBR 36 ( July-August, no. 4): 7584.
Moore discusses the foundations or principles necessary when emphasizing product quality.

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5918 Position of the Inspection Department in an Organization Manufacturing Electrical Goods. 1925. HBR 3 ( January, no. 2): 238240.
[HBR Case Study Feature]A manufacturer of high quality electrical goods wonders if its quality control inspectors should be assigned to the production or engineering department.

pany management asked the mills employees for help in solving these problems. The paper mills employees developed four progressive problem solving loops that made the paper mill the industrys number one supplier in only 21 2 years.

5925 Davis, D. 1985. New Projects: Beware of False Economies. HBR 63 (March-April, no. 2): 95101.
Davis explains how re-engineering is a means to capture new solutions or in making a decision to abandon some aspect of a project.

Reengineering Issues
5919 Petroski, H. 2004. Look to First to Failure. HBR 82 (October, no. 10): 1820.
[Forethought Feature] Petroski nds that failures reveal far more to engineers or r&d scientists than do successes, particularly on the re-engineering front.

Technological Change
5926 Ferguson, G. T. 2002. Have Your Objects Call My Objects. HBR 80 ( June, no. 6): 138144.
[Frontiers Feature]Object-to-object communication is practical for a number of uses since human interaction is not necessary. Ferguson describes how rms are adopting smart tags (i.e., radio frequency identication chips (RFID)) to cut costs, boost security and assist customers.

5920 Bernick, C. L. 2001. When Your Culture Needs a Makeover. HBR 79 ( June, no. 6): 5361.
[First Person Feature] Alberto-Culvers sales growth was stagnant. The company was also encountering its most competitive environment. By making radical changes to its corporate culture, Alberto-Culvers sales increased 83 percent over a six year period with employee turnover being cut in half.

5927 Hayes, R. H. and R. Jaikumar. 1988. Manufacturings Crisis: New Technologies, Obsolete Organizations. HBR 66 (September-October, no. 5): 7785.
New managerial styles, organizational structures, changes in cost accounting, performance measurement procedures, human resource management, and capital budgeting are essential as modern manufacturing technologies require leadership skills such as imagination as well as a passion for detail.

5921 Hammer, M. and S. Stanton. 1999. How Process Enterprises Really Work. HBR 77 (November-December, no. 6): 108120.
Many companies who successfully re-engineer their core processes do so by combining related activities from different departments. Activities that do not add value are eliminated. Few rms, however, have aligned their organization with their core processes.

5928 Sheil, B. 1987. Thinking About Articial Intelligence. HBR 65 ( July-August, no. 4): 9197.
Sheil predicts how articial intelligence will be used at the margins of an operation instead of in a centralized capacity for solving operational problems that are highly specialized.

5922 Hall, G., J. Rosenthal and J. Wade. 1993. How to Make Reengineering Really Work. HBR 71 (November-December, no. 6): 119133.
From studying reengineered projects at more than 100 companies, Hall and his coauthors discovered how difcult it is to plan and implement a reengineering project.

5929 Whitney, D. E. 1986. Real Robots Do Need Jigs. HBR 64 (May-June, no. 3): 110116.
Whitney describes how robotics are changing ones manufacturing tasks and then debunks a false notion that robotics can imitate human workers.

5923 Hammer, M. 1990. Reengineering Work: Dont Automate, Obliterate. HBR 68 ( July-August, no. 4): 104113.
The traditional rules of business emphasized control and efciency. It never addressed production deciencies. In contrast, Hammer describes how re-engineering is organized around outcomes as opposed to tasks in a manner designed to achieve dramatic performance improvements.

5930 Kantrow, A. M. 1986. Wide-Open Management at Chaparral Steel. HBR 64 (May-June, no. 3): 96102.
[An Interview with Gordon E. Forward] Forward discusses the winning nancial performance of the Chaparral Steel Company and how the company implemented new technologies to improve productivity.

5924 Sirkin, H. and G. Jr. Stalk. 1990. Fix the Process, Not the Problem. HBR 68 ( July-August, no. 4): 2633.
[Getting Things Done Feature] Sirkin and Stalk write about a paper mill on the verge of bankruptcy; most of which stems from poor product quality. Com-

5931 Foulkes, F. K. and J. L. Hirsch. 1984. People Make Robots Work. HBR 62 ( January-February, no. 1): 94102.
Foulkes and Hirsch offers companies ways to implement robotics into the production process and then retrain the affected workers.

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5936 Howard, F. A. 1941. Synthetic Rubber. HBR 20 (Autumn, no. 1): 19.
Natural rubber was historically imported from Brazil as well as the Far East Colonies. That led to high transportation costs along with problems securing accessible shipping lanes due to war. Synthetic rubber, in contrast, has been developed to where it is cheaper and more durable than its natural counterpart.

5932 Norman, H. R. and P. Blair. 1982. The Coming Growth in Appropriate Technology. HBR 60 (November-December, no. 6): 6266.
[Ideas for Action Feature]Norman and Blair report on a nonprot organizations efforts to develop technology for Third World farmers and small entrepreneurs.

5933 Foster, R. N. 1971. Organize for Technology Transfer. HBR 49 (November-December, no. 6): 110120.
Very few U.S. companies are organizing their technology transfer efforts in a systematic manner. Foster describes the use of data banks for achieving this purpose.

5937 Higgins, J. W. 1932. Fine Arts in Mass Production. HBR 10 ( July, no. 4): 309410.
Higgins writes of the efforts that American industry is making to make the practical more beautiful and then to make the beautiful more practical.

5934 Quinn, J. B. 1967. Technological Forecasting. HBR 45 (March-April, no. 2): 89106.
Corporate decision-making can be improved if technological opportunities and threats are identied in ones strategic plans.

5938 Daugherty, C. R. 1928. Index of the Installation of Machinery in the United States Since 1850. HBR 6 (April, no. 3): 278292.
Daugherty describes a three-year study on the impact of increasing horsepower levels in American plants.

5935 Bright, J. R. 1960. Are We Falling Behind in Mechanization? HBR 38 (November-December, no. 6): 93106.
Many of the most advanced production systems, machinery and equipment are imported from abroad. Bright believes it is time for American management to put new vigor into its mechanization efforts.

5939 Jones, O. 1925. The Indian Market for Cotton Goods. HBR 4 (October, no. 1): 4048.
The industrial revolution, by facilitating mass production of cheap textiles, produced the death of Indias great hand loom industry.

Public Policy
Business-Government Interaction
5940 Yaziji, M. 2004. Turning Gadies into Allies. HBR 82 (February, no. 2): 110115.
[Best Practice Feature]By partnering with NGOs, companies could capture the strengths associated with NGOs. It would also accelerate innovation, shape legislation as well as set technical and regulatory standards for an industry.

Campaign for America. HBR. 68 (September-October, no. 5): 87104.


Japans spending on Washington, D.C. lobbyists is greater than the ve most inuential American special interest groups. It is intended to keep the American market open to exports, purchase American real estate and suppress American criticism of Japanese trade practices.

5941 Graham, G. 2001. The Leader as Lobbyist. HBR 79 ( June, no. 6): 2426.
[Forethought Feature]Graham describes why senior executives are better than most lobbyists at informing and educating members of Congress or a state legislature on the issues affecting their businesses.

5944 Yofe, D. B. 1988. The Politics of Business: How an Industry Builds Political Advantage. HBR 66 (May-June, no. 3): 8289.
Yofe describes how the semiconductor industry compiled one of the most impressive political performance records during the 1980s; in large part due to the activism of the industrys chief executive ofcers.

5942 Goldsmith, S. 1997. Can Business Really Do Business with Government? HBR 75 (May-June, no. 3): 110122.
Since 1992, when Stephen Goldsmith was rst elected mayor, Indianapolis has opened up more than 70 services to competitive bidding, reduced its operating budget, twice lowered taxes, cut its non-public-safety workforce and increased its budget reserves. The business community, however, has been slow to grasp the signicance of this.

5945 Weinberg, M. W. 1988. The Politics of Business: The Political Education of Bob Malott, CEO. HBR 66 (May-June, no. 3): 7481.
As chief executive ofcer of the FMC Corporation, Bob Malott, speaks out on the importance of Congress implementing product liability law reform.

5946 Nolan, J. T. 1985. Political Surng When Issues Break. HBR 63 ( January-February, no. 1): 72 81.
Nolan examines whether the views of environmentalists, consumer advocates and other activists attract the

5943 Choate, P. 1990. Political Advantage: Japans

375
same degree of media attention that business executives receive.

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5955 Chandler, A. D., Jr. 1979. The Adversaries. HBR 57 (November-December, no. 6): 8892.
[Part of HBRs Business and Public Policy article] Chandler examines the historical context concerning the hostility between government and business throughout American history.

5947 Morrison, P. 1982. Playing Political Hardball. HBR 60 (September-October, no. 5): 3436.
[For the Managers Bookshelf Feature] Morrison reviews Edward Grefes new book, Fighting to Win, which admonishes business to be far more proactive in politics and in the development of public policy.

5956 Dunlap, J. T. 1979. The Concerns. HBR 57 (November-December, no. 6): 8687.
[Part of HBRs Business and Public Policy article] Dunlap argues that business executives need a much better grasp of the public policy apparatus. As such, they should be encouraged to operate in a public administration capacity for a period of two to four years.

5948 Gumpert, D. E. and J. A. Timmons. 1982. Penetrating the Government Procurement Maze. HBR 60 (May-June, no. 3): 1420.
[Growing Concerns Feature] Gumpert and Timmons maintain that the federal governments bureaucratic maze, which leaves most small businesses feeling discouraged, is far easier to manipulate than perceived.

5949 Bemis, J. and J. A. Cairns. 1981. In Minnesota, Business Is Part of the Solution. HBR 59 ( July-August, no. 4): 8593.
Top management in many of Minnesotas largest companies realized that business seemed in constant opposition to state legislation considered progressive. As such, the chief executive ofcers from these companies formed the Minnesota Business Partnership to disseminate their views.

5957 Rohatyn, F. G. 1979. Public-Private Partnerships to Stave Off Disaster. HBR 57 (NovemberDecember, no. 6): 610.
[Ideas for Action Feature] Having been instrumental in preventing New York City from being insolvent, Rohatyn nds that Americas political system will be in dire straits if the business sector is not more active.

5958 Fenn, D. H., Jr. 1979. Finding Where the Power Lies in Government. HBR 57 (SeptemberOctober, no. 5): 144153.
Business interests would be better served if they had a clearer grasp of the governments decision-making process.

5950 McQuaid, K. 1981. The Roundtable: Getting Results in Washington. HBR 59 (May-June, no. 3): 114123.
The Business Roundtable was instituted during the Nixon Administration to improve businesss reputation in addition and generate more palatable legislative and regulatory-oriented results.

5959 Gumpert, D. E. and S. E. Maxwell. 1979. Evaluating the SBA: Its Programs, Problems, and Future. HBR 57 (March-April, no. 2): 182198.
[Growing Concerns Feature] Gumpert and Maxwell interview the Small Business Administrations [SBA] director, A. Vernon Weaver, on the scope of the agencys activities and the mounting criticism plaguing it.

5951 Kay, A. F. 1980. A Less Taxing Way to Pay Uncle Sam. HBR 58 (March-April, no. 2): 7381.
Kay nds that the long-standing hostility between business and government largely stems from the legal structure of corporations with their board of directors and shareholders.

5952 Brenner, S. N. 1979. Business and Politics: An Update. HBR 57 (November-December, no. 6): 149163.
Brenner contends that business is now more organized and adroit at participating in the political process. Conversely, the publics distaste for businesss involvement in the political process keeps growing.

5960 OToole, J. 1979. Whats Ahead for the Business-Government Relationship. HBR 57 (MarchApril, no. 2): 94105.
From surveying executives, labor leaders, and other opinion leaders, OToole nds that few predict consumer or environmental changes in the 1990s that would impede business from being protable and efcient.

5953 Shapiro, I. S. 1979. The Process. HBR 57 (November-December, no. 6): 98102.
[Part of HBRs Business and Public Policy article] As head of the Business Roundtable, Shapiro advocates having people from government and business attain exposure to the others theology through education and experience.

5961 Mills, D. Q. 1978. Review of a Time for Truth and Washingtons Hidden Tragedy. HBR 56 (November-December, no. 6): 4650.
[For the Managers Bookshelf Feature] Mills reviews William Simons, A Time for Truth, and Frederic Maleks, Washingtons Hidden Tragedy: The Failure to Make Government Work, about their work in the Nixon and Ford Administrations.

5954 Schultz, G. P. 1979. The Abrasive Interface. HBR 57 (November-December, no. 6): 9397.
[Part of HBRs Business and Public Policy article] Schultz offers ways to heal the tension between business and the American government.

5962 Lodge, G. C. 1978. Review of Politics and Markets. HBR 56 (March-April, no. 2): 172173.
[For the Managers Bookshelf Feature] Lodge reviews Charles Lindholms, Politics and Markets: The Worlds Political-Economic Systems, on the relationship between government, business and whether business occupies a privileged position throughout government.

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5971 Hutchison, G. S. 1967. Reactions to the Latent Lobby. HBR 45 ( July-August, no. 4): 166180.
[Problems in Review Feature] Readers react to a case study in which the All Sports Manufacturing Company of Chicago should be represented by a government lobbyist in Washington, D. C..

5963 Dayton, D. J. 1974. Loaned Executives Shake Up a States Government. HBR 52 (November-December, no. 6): 1420.
[Ideas for Action Feature] Minnesotas governor commissioned a study of company executives on the effectiveness of executive branch agencies in his administration.

5964 Weiss, H. L. 1974. Why Business and Government Exchange Executives. HBR 52 ( July-August, no. 4): 129140.
Weiss describes a new government program that arranges exchange programs between business and government as a way to eliminate much of the rancor between each sector.

5972 Levitt, T. 1967. The Johnson Treatment. HBR 45 ( January-February, no. 1): 114128.
Levitt examines the impact of President Johnsons agenda of vigorous government action to improve the social and economic conditions of destitute Americans.

5965 Haley, M. R. and J. M. Kiss. 1974. Larger Stakes in Statehouse Lobbying. HBR 52 ( JanuaryFebruary, no. 1): 125135.
State legislatures seem dominated by young, socially conscious, lawmakers who care more about public interest advocacy than with business concerns. As such, business must reframe its lobbying efforts to inuence state legislation.

5973 Fenn, D. H., Jr. 1967. The Case of the Latent Lobby. HBR 45 ( January-February, no. 1): 22 29, 172186.
[Problems in Review Feature] Fenns ctional play pursues whether companies need a Washington lobbyist for dealing with regulatory agencies and Congress.

5974 Ramo, S. 1965. Management of Government Programs. HBR 43 ( July-August, no. 4): 612, 163.
[Thinking Ahead Feature] Ramo examines whether industry has any responsibility with regards to the management of governmental programs.

5966 Lamont, D. F. 1973. Joining Forces with Foreign State Enterprises. HBR 51 ( July-August, no. 4): 6879.
Foreign state enterprises, many of which are conglomerates, get favored political treatment and are growing in power and managerial savvy. Lamont outlines some tendencies of effective joint ventures between American companies and these foreign-state enterprises.

5975 Greyser, S. A. 1964. Business and Politics, 1964. HBR 42 (September-October, no. 5): 2232.
[Problems in Review Feature] Businessmen were surveyed on the political activities and inuence of business with regards to public policy.

5967 Malek, F. V. 1972. Mr. Executive Goes to Washington. HBR 50 (September-October, no. 5): 6368.
When corporate executives are nominated to federal appointments, it is not uncommon for them to nd things dont work the way they did in the private sector (i.e., having their wishes being expeditiously carried out).

5976 Hoover, J. E. 1964. The U. S. Businessmen Faces the Soviet Spy. HBR 42 ( January-February, no. 1): 140161.
Hoover, as director of the Federal Bureau of Investigation, describes why Soviet espionage agents would inltrate American management.

5968 Greyser, S. A. 1968. Business and Politics, 1968. HBR 46 (November-December, no. 6): 412, 185188.
[Special Report Feature]Harvard Business Review surveyed corporate executives on their personal participation in the 1968 presidential campaign.

5977 Clee, G. H. 1962. The Appointment Book of J. Edward Ellis. HBR 40 (November-December, no. 6): 7992.
In a ctious story, a company president is troubled by the rapidly changing relations between government and business.

5969 Henderson, H. 1968. Should Business Tackle Societys Problems. HBR 46 ( July-August, no. 4): 7785.
Henderson describes the strange relationship that business has with the government; one which is not guided by a coherent national policy.

5978 Greyser, S. A. 1962. The Case of the PartTime Politician. HBR 40 ( January-February, no. 1): 1430, 158160.
[Problems in Review Feature]Four individuals respond to a company presidents decision to grant release time to an executive to participate in a political campaign.

5970 Bauer, R. A. and S. A. Greyser. 1967. The Dialogue That Never Happens. HBR 45 (November-December, no. 6): 212, 186190.
[Thinking Ahead Feature] Government and business leaders have long advocated having a dialogue to reduce the friction that exists between the two. Bauer and Greyser examine if these issues can really be resolved by talking with one another .

5979 Cherington, P. W. and R. L. Gillen. 1961. The Company Representative in Washington. HBR 39 (May-June, no. 3): 109115.
Cherington and Gillen discuss the role and responsibilities of company lobbyists.

5980 Reagan, M. D. 1960. The Seven Fallacies of Business in Politics. HBR 38 (March-April, no. 2): 6068.
Reagan wonders whether corporate executives realize how important it is for them to be politically active.

377
5981 Sheldon, B. E. 1959. Businessmen Must Get into Politics. HBR 37 (March-April, no. 2): 3747.
If business is to improve its inuence in the legislative and regulatory arenas, it must be far more active in the political process.

Public Policy

59815999

mindset that produces success in business is considerably different from that which is needed to be President of the United States or a state governor.

5982 Williams, G. M. 1958. Can Businessmen Be Democrats? HBR 36 (March-April, no. 2): 102106.
With problems stemming from highway construction, education, health care, the American cities and the environment, Williams describes why progressive business executives belong in the Democratic Party.

5991 Bolling, R. 1983. The Tyranny of Special Interests. HBR 61 (November-December, no. 6): 90 94.
[For the Managers Bookshelf Feature] In reviewing Mancur Olsons, The Rise and Decline of Nations, Bolling discusses the positive role offered by special interest groups.

5983 Cochran, T. C. 1956. Business and the Democratic Tradition. HBR 34 (March-April, no. 2): 3948.
Cochran discusses the difcult interactions that businesses have with all levels of government and what they must do to be inuential throughout the United States and abroad.

5992 Blodgett, T. B. 1979. Review of the Lobbying Corporation. HBR 57 ( July-August, no. 4): 5661.
[For the Managers Bookshelf Feature] Blodgett reviews David Vogels Lobbying the Corporation: Citizen Challenges to Business Authority on the activities of public interest, religious and shareholder groups.

5984 Ashler, P. F. 1951. Small Business and Defense Contracts. HBR 29 (May, no. 3): 104112.
Ashler discusses some federal laws and procedures to aid small businesses when marketing their goods and services to the Department of Defense.

5993 Levitt, T. 1968. Why Business Always Loses. HBR 46 (March-April, no. 2): 8189.
American business has placed itself in the mistaken role of contesting legislation which the public sees as liberating, progressive, and necessary.

5985 Maxwell, J. A. 1948. Fiscal Program of the 80th Congress. HBR 26 ( January, no. 1): 6373.
Maxwell discusses the vested interest businessmen have with Congressional spending.

5994 Hazard, L. 1963. Our National Goals The Hard Choices. HBR 41 (May-June, no. 3): 2230, 206.
[Thinking Ahead Feature] Hazard prods the American public to make seven difcult choices concerning national goals.

5986 Pray, K. L. 1947. Financial Status of Federal Corporations. HBR 25 (Winter, no. 2): 145157.
Since their creation in the 1930s, government corporations are emerging as the fourth branch of government . Pray is particularly concerned about the secrecy which shrouds these outts.

5995 Randall, L. K. 1963. Federal Fetters for Featherbedders. HBR 41 ( January-February, no. 1): 8297.
A ctional House of Representatives committee hearing is the setting for a dramatic conict over what should be done about make-work.

5987 Whitehead, T. N. 1937. Social and Political Tendencies of the Present Day. HBR 15 (Spring, no. 3): 275282.
Whitehead stresses that business and government must create viable partnerships and do everything possible to prevent antagonistic relationships.

5996 Biderman, A. D. and E. H. Schein. 1962. Dangers of Negative Patriotism. HBR 40 (November-December, no. 6): 9399.
Biderman and Schein nd that the failure of Americas Korean war effort is partially responsible for public antipathy toward the American business community.

5988 Schwob, P 1934. Relations Between the State . and the Electric Power Industry in France. HBR 13 (October, no. 1): 8395.
Schwob examines the difculties between the French government and the electrical industry from a judicial and administrative standpoint.

5997 Hazard, L. 1962. Can We Afford Our National Goals. HBR 40 (May-June, no. 3): 616, 174182.
[Thinking Ahead Feature] Hazards cost-benet analysis assesses 16 national goals that were or are being promulgated by the Kennedy and Eisenhower Administrations.

5989 Holcombe, A. N. 1934. Business Takes a New Partner. HBR 12 (April, no. 3): 261273.
Holcombe describes the new relationship between the federal government and business that stems from the Roosevelt Administrations New Deal Program.

5998 Haworth, L. L. 1960. Toward a New Liberalism. HBR 38 ( July-August, no. 4): 2934, 153164.
[Thinking Ahead Feature] With the Great Depression over, Haworth ponders whether American liberalism is a dying creed.

Domestic Politics
5990 Krugman, P. 1996. A Country Is Not a Company. HBR 74 ( January-February, no. 1): 4051.
[World View Feature] Krugman nds that the

5999 McCloskey, R. G. 1956. Conservatives, Businessmen, and Blatherskites. HBR 34 (SeptemberOctober, no. 5): 3745.
Against a backdrop of businessmen gravitating to con-

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for their destiny, Malik worries that many will become authoritarian instead of adopting the ideals of individual freedom and respect for individuals.

servative Republican causes, McCloskey examined the philosophies of George Washington, Alexander Hamilton and Thomas Jefferson to discover that Americas conservative traditions tended to be moderate, legalistic, and intellectual.

6000 Bradford, R. F. 1954. Politicians are Necessary Too. HBR 32 (November-December, no. 6): 3741.
Politicians are necessary to maintain Americas democratic institutions in the same manner business executives are needed to keep our economy robust.

6007 Rostow, W. W. 1960. Economics for the Nuclear Age. HBR 38 ( January-February, no. 1): 41 49.
Two important problems must be solved for the American economy to achieve consistent growth: The rst involves Americas arms race with the Soviet Union; a problem so serious it supersedes every other global problem. In addition, the United States must help the underdeveloped nations of the world maintain their independence and achieve sustained economic growth and technological maturity.

6001 _____. 1953. Politics, Pressure Groups, and the Businessman. HBR 31 (November-December, no. 6): 3341.
Bradford nds that the problems of government are so obvious that businessmen cannot ignore them.

6008 McNair, M. P. 1958. Can We Meet the Crisis? HBR 36 ( July-August, no. 4): 136144.
[Thinking Ahead Feature] McNair describes how the Soviet Unions Sputnik achievements wreaked psychological havoc on the American people and economy.

6002 Davenport, F. 1933. The Magnitude of the Task of the Politician. HBR 11 ( July, no. 4): 468 477.
Politicians of principle can persuade people to behave like human beings even when they mill around like muddle-headed cattle.

6009 Panuch, J. A. 1957. A Businessmans Philosophy for Foreign Affairs. HBR 35 (March-April, no. 2): 4153.
Unlike with domestic policy, the inuence corporate executives have on foreign policy is non-existent. Panuch argues, however, that executives must play a major role in formulating foreign policy given the challenges facing Americas economy.

Foreign Policy or International Affairs


6003 Checa, N., J. Maguire and J. Barney. 2003. The New World Disorder. HBR 81 (August, no. 8): 7079.
Corporate leaders worldwide must understand that the Bush administrations global war on terror and the ongoing upheaval of traditional political and economic relationships. Checa and his coauthors contend that with careful analysis, business leaders will respond to the uncertainties of a new world order.

6010 Dernburg, H. J. 1950. Prospects for LongTerm Foreign Investment. HBR 28 ( July, no. 4): 4151.
In conjunction with President Trumans desire to help peace-loving peoples throughout the world, Dernberg describes how private capital can be instrumental in this endeavor.

6004 Askari, H. 1994. Its Time to Make Peace with Iran. HBR 72 ( January-February, no. 1): 50 63.
[World View Feature]The United States relations with Iran are probably worse than they are with any other nation throughout the world. Indications are that Irans has its internal struggles under control and would like better relations with the United States. Askari argues that it is in Americas long-term interest to heal those relations as Irans natural resources and market potential make it a viable international partner.

6011 Abbott, C. C. 1948. Economic Penetration and Power Politics. HBR 26 ( July, no. 4): 410424.
With the recently enacted Marshall Plan, Abbott describes what economic penetration constitutes and the different ways nations have utilized it throughout history as a foreign policy tool.

6012 Gullet, J. S. 1932. Economic Planning Versus Economic Sanction. HBR 10 (April, no. 3): 357365.
Gullet describes the long history that economic sanctions have on foreign policy.

6005 Shreeve, T. W. 1984. Be Prepared for Political Changes Abroad. HBR 62 ( July-August, no. 4): 111118.
All companies face risks that stem from changes in the political environment. Most, however, have a difcult time monitoring those changes. Shreeve discusses the advantages and disadvantages when rms hire outside consultants as opposed to tracking those changes themselves.

6013 Tucker, R. S. 1929. A Balance Sheet of the Phillippines. HBR 8 (October, no. 1): 1023.
Tucker produces a cost-benet analysis for the United States military occupation in the Phillippines.

National Defense Issues


6014 Apgar, M., IV and J. M. Keane. 2004. New Business with the New Military. HBR 82 (September, no. 9): 4556.
[Big Picture Feature]The United States military is

6006 Malik, C. H. 1964. Ideals for Export. HBR 42 ( January-February, no. 1): 5159.
With the nations of Africa and Asia now responsible

379
a $200 billion dollar a year market for contractors. Apgar and Keane describe how the Defense Department is changing because of privatization, outsourcing and becoming more businesslike.

Public Policy

60156030

fense Industry. HBR 47 (November-December, no. 6): 162182.


[Special Report Feature] The defense industry is experiencing difcult times stemming from public criticism, Congressional investigations, and how new development programs are being scaled back. Anderson argues that to reinvigorate the defense procurement system, defense contractors and the federal government must make some painful adjustments.

6015 Lundquist, J. T. 1992. Shrinking Fast and Smart in the Defense Industry. HBR 70 (November-December, no. 6): 7485.
With the collapse of communism as well as the present economic recession, the defense industry faces its most signicant shift since the end of World War II. Since defense contractors have excess production and engineering capacity, they also must downsize and liquidate assets on a prudent basis.

6023 _____. 1969. Handling Risk in Defense Contracting. HBR 47 ( July-August, no. 4): 9098.
Anderson describes ways in which defense contractors can assess and control some uncertainties when bidding for development projects.

6016 Stansberry, J. W. 1985. New Productivity Incentive for Defense Contractors. HBR 63 ( January-February, no. 1): 156158.
[Ideas for Action Feature] Stansberry describes some powerful disincentives that stymie the defense procurement process.

6024 McGarrah, R. E. 1969. Lets Internationalize Defense Manufacturing. HBR 47 (May-June, no. 3): 146155.
McGarrah argues that improved contracting procedures would enable governments to build new international common markets for defense.

6017 Fox, J. R. 1984. Revamping the Business of National Defense. HBR 62 (September-October, no. 5): 6270.
Fox examines the problems encountered by defense contractors from cost-overruns on defense weaponry and supplies.

6025 Raymond, J. 1968. Growing Threat of Our Military-Industrial Complex. HBR 46 (May-June, no. 3): 5364.
Raymond ponders whether the United States risks becoming a garrison state since most of its resources are being channeled to national defense.

6018 Gansler, J. S. 1977. Lets Change the Way the Pentagon Does Business. HBR 55 (May-June, no. 3): 109118.
Gansler provides steps for the United States government and its defense contractors to produce a more robust defense posture.

6026 Meyerson, M. 1967. Price of Admission into the Defense Business. HBR 45 ( July-August, no. 4): 111123.
The current procurement process for the Defense Department is expensive and riskier than ever. Meyerson discussses these implications from the perspective of the Martin Marietta Corporation.

6019 Oliver, J. B. and E. J. Weiss. 1975. Is Selling Technology to the Soviets Dangerous. HBR 53 ( January-February, no. 1): 18, 144145.
[Ideas for Action Feature] Oliver and Weiss describe the Soviet Unions interest with American high technology and how the sale of it to the Soviet Union compromises the competitive and defense capabilities of the United States.

6027 Smalter, D. J. and R. L. Ruggles, Jr. 1966. Six Business Lessons from the Pentagon. HBR 44 (March-April, no. 2): 6475.
Smalter and Ruggles describe the Defense Departments planning and programming budgeting process that is done in conjunction with cost-benet analysis. The two see it useful for corporate planners and managers.

6020 Goodhue, L. H. 1972. Fair Prots from Defense Business. HBR 50 (March-April, no. 2): 97 107.
The Defense Department proposed changing the prot basis of negotiated contracts from a percentage of expected costs to one contingent on a contractors use of capital. The procedure would incorporate cost incentives and allow for variations in risk.

6028 Divita, S. F. 1965. Selling R & D to the Government. HBR 43 (September-October, no. 5): 6275.
Manufacturers must develop more of a marketing approach when dealing with the governments procurement process; something Divita refers to as capability management.

6021 Drake, H. B. 1970. Major DOD Procurements at War with Reality. HBR 48 ( January-February, no. 1): 119140.
Drake describes the origins and workings of the Defense Departments procurement practices for advanced weapon systems. The author emphasizes that the cost overruns plaguing the system stem from awed government policies.

6029 Marcus, S. 1964. Studies of Defense Contracting. HBR 42 (May-June, no. 3): 2037.
[Keeping Informed Feature]Marcus discusses how company strategy differs when selling to the Defense Department.

6030 Yarnold, K. W. and R. C. Suggs. 1961. Business Can Save 70,000 Lives. HBR 39 (NovemberDecember, no. 6): 625, 190.
[Thinking Ahead Feature] Yarnold and Suggs de-

6022 Anderson, R. M. 1969. Anguish in the De-

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Heunsel describes how the Secretary of Defenses responsibilities and powers were increased following the changes advocated by the Rockefeller Committee.

scribe how a sound shelter program carried out by industry and local government could save up to 70 million Americans in the event of a thermo-nuclear attack.

6031 Schelling, T. C. 1961. Arms Control Will Not Cut Defense Costs. HBR 39 (March-April, no. 2): 614, 156158.
[Thinking Ahead Feature] Businessmen often assume that arms control means large military spending cuts. Schelling argues why that is not necessarily the case. Even with an arms control agreement, defense outlays are likely to increase.

6040 Dufeld, E. S. 1953. Organizing for Defense. HBR 31 (September-October, no. 5): 2942.
Dufeld describes why the Department of Defense should decentralize to handle its vast complexities.

6041 Baldwin, H. W. 1953. Our Defense Program. HBR 31 ( July-August, no. 4): 2735.
Baldwin describes how the United States future is predicated on maintaining a viable defense apparatus against the atomic age as well as being integrated into the economic and political framework of democratic capitalism.

6032 Helzner, M. L. 1960. Impact of More Defense Dollars. HBR 38 (March-April, no. 2): 27 34, 159.
[Thinking Ahead Feature] Halzner nds that many executives oppose defense spending for the sole purpose of maintaining parity with the Soviet Union.

6042 Folts, F. E. 1951. Organizing Production Personnel. HBR 29 (September, no. 5): 1723, 142 144.
[Thinking Ahead Feature] Folts examines American industrys capability to produce military weaponry for the United States government.

6033 Bines, W. H. 1960. A Call to Arms ... For Peace. HBR 38 ( January-February, no. 1): 97105.
The American Government, with its preoccupation of placing an astronaut on the moon, appears to have forgotten that its military ofcers and soldiers are the most important link in its national defense apparatus.

6043 Robbins, S. M. and T. E. Murphy. 1948. Industrial Preparedness. HBR 26 (May, no. 3): 329 352.
Private industrys ability to produce adequate supplies of raw materials and nished goods in a quick manner is what is most important in modern warfare.

6034 Livingston, J. S. 1959. Weapon System Contracting. HBR 37 ( July-August, no. 4): 8392.
Livingston examines how the responsibilities between the military and defense contractors should be divided.

6044 Lee, M. W. 1948. Appraisal of the Pacic Northwest. HBR 26 (May, no. 3): 282304.
In the aftermath of World War II, Lee is interested whether the munitions and other defense-oriented industries will be integrated into the economy of the Pacic Northwest.

6035 Leathem, E. F. 1958. Funding and Financing Defense Contracts. HBR 36 (September-October, no. 5): 96104.
Leathem describes defense contractor prots are signicantly lower than in other American industries because of how the federal government nances defense contracts.

6045 Miller, J. P. 1947. Military Procurement in Peacetime. HBR 25 (Summer, no. 4): 444462.
Miller describes how important it is for policymakers to develop peacetime procedures for military procurement.

6036 Livingston, J. S. 1958. Decision Making in Weapons Development. HBR 36 ( January-February, no. 1): 127136.
Livingston believes that the United States can regain its technological leadership and weapons superiority over the Soviet Union if the responsibility for weapons development is transferred from the Defense Department to an independent civilian agency. Doing so would produce a procurement system that is inuenced by the private enterprise system.

6046 Schmidt, L. A. 1947. Navy Accounting: A Lesson in Adaptation. HBR 25 (Winter, no. 2): 243254.
Schmidt describes the demands placed on the Navys accounting systems and how different it is from commercial systems.

6037 Parker, J. S. 1957. Lets Conduct Defense as a Business. HBR 35 (May-June, no. 3): 4248.
The Cold War poses new problems for American industry which must revise its thinking on defense related issues.

6047 Bollinger, L. L., T. Lilley and A. E. Lombard, Jr. 1945. Preserving American Air Power. HBR 23 (Spring, no. 3): 372392.
Bollinger and his coauthors nd that Americas leadership in air power is on the verge of being usurped because of a lack of a coordinated national policy.

6038 Davies, P. L. 1954. A Business Look at the Army. HBR 32 ( July-August, no. 4): 5566.
Davies, as a member of a blue-ribbon committee of corporate executives assigned to examine the structure and inner-workings of the Pentagon, describes the ndings from his committees report.

6048 Hough, R. B. and W. B. Persons. 1931. The Raw-Material Aspect of Industrial Preparedness. HBR 10 (October, no. 1): 97108.
[Student Section Feature] General Pershings recently published memoirs illustrate how ill-prepared American industry was for supporting Americas entry into World War I. Hough and Persons worry that these short comings might resurface.

6039 Hensel, H. S. 1954. Changes Inside the Pentagon. HBR 32 ( January-February, no. 1): 98108.

381
6049 Quinton, A. B. 1930. War Planning and Industrial Mobilization. HBR 9 (October, no. 1): 8 17.
Quinton contends that raising an army of one million soldiers is easy in comparison to the logistical headaches of getting food and the right ordnance to the right place.

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6056 Bower, J. L. 1983. Managing for Efciency, Managing for Equity. HBR 61 ( July-August, no. 4): 8290.
Bower explores the cultural differences between business and government and why efforts to make the government more business-like invariably fail.

Public Administration
6050 Ostroff, F. 2006. Change Management in Government. HBR 84 (May, no. 5): 141147.
[Best Practice Feature] Ostroff nds that government agency heads operate under handicaps largely unknown by the corporate sector. Horric events, such as 9/11 or Hurricane Katrina, dramatize the need for high performance from government agencies. These agencies, in turn, are enhancing their performance by adopting many of the corporate sectors methods and goals.

6057 Mercer, J. L. 1983. Growing Opportunities in Public Service Contracting. HBR 61 (MarchApril, no. 2): 178188.
[Ideas for Action Feature] Local governments are contracting or outsourcing with private industry to perform many services that historically were provided by public employees.

6058 Bower, J. L. 1977. Effective Public Management. HBR 55 (March-April, no. 2): 131140.
Bower wonders if good business management is qualitatively different than good government management.

6051 Mintzberg, H. 1996. Managing Government, Governing Management. HBR 74 (MayJune, no. 3): 7585.
Mintzberg nds that the push for government to become more like business would destroy the services that only a public institution can provide such as health care, education, museums, and highways.

6059 Smardon, R. A. 1977. Cutting the Cost of Local Government. HBR 55 (March-April, no. 2): 814.
[Ideas for Action Feature] Overstafng appears to be the norm in white collar civil service positions. As such, Smardon urges municipalities to ascertain the work load assigned to these positions.

6052 Posner, B. G. and L. R. Rothstein. 1994. Reinventing the Business of Government: An Interview with Change Catalyst David Osborne. HBR 72 (May-June, no. 3): 132143.
David Osborne, a senior advisor in to the Clinton Administration, nds that government can be transformed by using many of the same approaches that companies use to improve performance. These command-and-control bureaucracies must be restructured into decentralized, entrepreneurial, customer-driven agencies that are results oriented.

6060 Lynn, L. E., Jr. and J. M. Seidl. 1977. Bottom-Line Management for Public Agencies. HBR 55 ( January-February, no. 1): 144153.
Lynn and Seidl discuss a management structure that the Departments of Interior and Health, Education, and Welfare implemented to obtain the performance standards that corporations demand.

6061 Rosow, J. M. 1977. Public-Sector Pay and Productivity. HBR 55 ( January-February, no. 1): 67.
[Ideas for Action Feature] Rosow explains how government payrolls have expanded at a level greater than the private sector.

6053 Nader, R. 1988. Run the Government Like the Best American Corporations. HBR 66 (November-December, no. 6): 8186.
[From the Business, Economics, and Oval Ofce Series] If the government were run like a business, the president would promote citizen-driven government and use federal purchasing power to leverage better product quality and innovation. Public assets would then be better managed and long-term planning would generate more attention.

6062 Hockett, D. F. 1974. Uncle Sam Needs Help from Business in Cutting Ofce Costs. HBR 52 ( July-August, no. 4): 78.
[Ideas for Action Feature] To trim costs, government managers need to systematically search for new methods like outsourcing certain services.

6054 Trowbridge, A. B. 1985. Attracting the Best to Washington. HBR 63 (March-April, no. 2): 174 178.
[Thinking Ahead Feature] Trowbridge discusses the rewards and disincentives associated with government service.

6063 Rosenbloom, R. S. 1973. The Real Productivity Crisis Is in Government. HBR 51 (SeptemberOctober, no. 5): 156166.
Rosenbloom argues that all levels of government need to adopt better managerial methods and technological innovations.

6055 Morris, T. D. 1984. Taking Charge in Washington. HBR 62 ( July-August, no. 4): 2440.
[Special Report Feature] Having worked for Robert McNamara, Elmer Staats and Joseph Califano in government, Morris describes the leadership capabilities that each possessed.

6064 Brady, R. H. 1973. MBO Goes to Work in the Public Sector. HBR 51 (March-April, no. 2): 6579.
Government agencies and nonprot agencies will have a difcult time implementing management-by-objectives programs because they lack return-on-investment

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DeNike, a University of Cincinnati political scientist, writes on his experiences in the Ofce of Price Administration during a year-long leave-of-absence.

(ROI) goals, concrete cost/benet measures and longrange operating cycles.

6065 Morse, F. B. 1967. Private Responsibility for Public Management. HBR 45 (March-April, no. 2): 621, 178180.
[Special Report Feature] Morse, a Massachusetts Congressman, describes what a systems management approach would offer in terms of the social and economic problems affecting American society.

6074 Wueller, P. H. 1941. Public Finance: Trends and Issues. HBR 19 (Winter, no. 2): 248260.
Wuellers literature review examines recently published monographs and scholarly journal articles relevant to federal and state taxation, government corporations, decit spending, and public nance.

6066 Bevis, H. W. 1959. Tightening the Federal Purse Strings. HBR 37 (May-June, no. 3): 114120.
Managerial techniques are important in government as they are in private industry. Bevis discusses the role government has in developing budgets and other scal safeguards.

6075 De Nike, J. H. 1938. The Businessmens Stake in Judicial Review. HBR 17 (Autumn, no. 1): 4051.
Most business contacts involving the federal government is being done with the newly created federal agencies instead of with Congress, as has been traditional practice. De Nike advocates the formation of a Court of Appeals for Administration to hear appeals stemming from independent administrative tribunals or agency heads.

6067 Robinson, C. W. 1958. New Price Tags for Government Managers. HBR 36 (September-October, no. 5): 8186.
Robinson describes how a severe shortage of qualied government personnel in almost every governmental entity is eroding governmental efciency.

6068 Phalan, J. L. 1955. The Private Business of Public Housing. HBR 33 (September-October, no. 5): 112120.
For over 20 years, the United States Government has enacted housing and slum clearance prorgams. Phalen describes the role and benets for businessmen in eliminating substandard housing.

6076 Abbott, C. C. 1938. Federal Corporations and Corporate Agencies. HBR 16 (Summer, no. 4): 436450.
Abbott describes the framework of government agencies that came into existence because of the New Deal.

6077 Bevis, H. L. 1938. Some Recent Books Dealing with Public Administration. HBR 16 (Winter, no. 2): 237246. 6078 Robbins, E. C. 1936. Publications of the Commission of Inquiry on Public Service Personnel. HBR 15 (Autumn, no. 1): 120124. 6079 Bullock, C. J. 1936. The New Deal in Ancient Greece. HBR 14 (Summer, no. 4): 389404.
Bullock describes how Ancient Greece, with its citystates, is similar to American government, circa. 1936.

6069 Colgate, S. B. 1955. A Business Look at Government Spending. HBR 33 ( July-August, no. 4): 112120.
Colgate questions whether government policy makers can withstand the scrutiny that business executives place on their companys budgeting process.

6070 Christopher, T. W. 1952. Use and Misuse of Authority by Federal Agencies. HBR 30 (November-December, no. 6): 4858.
Christopher examines whether federal agencies can be granted the means to accomplish their desired mission in an intelligent manner that does not destroy the American way of life.

6080 Graves, W. B. 1936. Uniform Regulation and Control of Commerce. HBR 14 (Spring, no. 3): 337347.
Given the magnitude of issues and problems facing American society, the federal government must be reorganized so that state and municipal governments perform more of the functions originally ascribed to the federal government.

6071 Burrows, D. S. 1949. A Program Approach to Federal Budgeting. HBR 27 (May, no. 3): 272285.
Burrows laments the dearth of analytical research involving the federal budgeting process. Business executives, in particular, have a vested interest in this process and whether tax monies are efciently utilized.

6081 Harding, T. S. 1935. Our Federal Civil Service. HBR 13 ( January, no. 2): 157166.
Harding examines how 700,000 federal civil service workers obtained their positions, circa. 1934 in a scathing attack on the American civil service structure.

6072 Culliton, J. W. 1946. Note on Turnover in Government Personnel. HBR 24 (Summer, no. 4): 512517.
Culliton describes the employee turnover problems that plagued both the United States Shipping Board after World War I and its successor, the United States Maritime Commission, at the end of World War II.

6082 Jolly, P. 1930. The State and Its Subdivisions as Members of Business Corporations. HBR 9 (October, no. 1): 1825.
When business entities are managed by public administrators, they are almost never in robust condition. When this situation arises, it typically involves a business failure of some kind or that the needs of society require such control.

6073 DeNike, J. H. 1944. Notes of a Neophyte Bureaucrat. HBR 22 (Summer, no. 4): 405414.

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Urban Regional Affairs


6083 Porter, M. E. 1995. The Competitive Advantage of the Inner City. HBR 73 (May-June, no. 3): 5574.
Porter nds that Americas inner cities can be economically self-sustaining in light of the strategic advantages they offer with regards to location, labor pool and local market demand.

John Lindsay, hired to revamp the citys out-of-control public assistance agencies.

6091 Douglass, L. 1974. Tomorrow: Omnicenters on the Landscape. HBR 52 (March-April, no. 2): 812.
[Ideas for Action Feature] Douglass nds it plausible that high-rise omnicenters will be the future for retailing.

6084 Webber, A. M. 1991. Crime and Management. HBR 69 (May-June, no. 3): 110129.
[An Interview with New York Police Commissioner Lee P. Brown] New York City Police Commissioner, Lee P. Brown, advocates a new and controversial approach known as community policing which will require signicant operational changes.

6092 Myers, S. 1968. How to Sell New Ideas to the Cities. HBR 46 ( July-August, no. 4): 111118.
Cities would be a rich market for new products if it were not for the self-serving roadblocks that are pervasive throughout American cities.

6085 Sesenbrenner, J. 1991. Quality Comes to City Hall. HBR 69 (March-April, no. 2): 6475.
[First Person Feature] Sesenbrenner, the mayor of Madison, Wisconsin, describes his efforts to implement W. Edwards Demings principles of total quality management (TQM) into city government.

6093 Cervantes, A. J. 1967. To Prevent a Chain of Super-Watts. HBR 45 (September-October, no. 5): 5565.
Rioting in the ghettos of Americas cities threatens to become epidemic unless business takes greater initiative, particularly in alleviating unemployment.

6086 Anthony, R. N. 1985. Games Government Accountants Play. HBR 63 (September-October, no. 5): 161170.
An objective for most municipal accountants is to report a small surplus. Decits are bad because they indicate that the city is not living within its means. Large surpluses are also problematic because taxpayers perceive that their taxes are too high. The federal and state governments will wonder if their appropriations can be scaled back. Anthony explains how municipal accountants engage in legerdemain to cope with this environment.

6094 Herrmann, C. C. 1966. Systems Approach to City Planning. HBR 44 (September-October, no. 5): 7180.
Hermann discusses San Franciscos ambitious new Community Renewal Program with its emphasis on private enterprise.

6095 Anderson, M. 1965. Fiasco of Urban Renewal. HBR 43 ( January-February, no. 1): 620, 160162.
Anderson advocates ending the federal governments urban renewal program. Private enterprise should, instead, engage in this process.

6087 Warner, R. P. and R. M. Warner. 1978. Saving Old Buildings Makes Economic and Cultural Sense. HBR 56 (March-April, no. 2): 1214.
[Ideas for Action Feature] Warner and Warner describe economic and intangible benets for companies to be proactive in preserving older buildings and neighborhoods.

6096 Hazard, L. 1964. Are We Committing Urban Suicide. HBR 42 ( July-August, no. 4): 152160.
[Thinking Ahead Feature] Hazard describes sobering consequences for American society if it continues to ignore the desecration of its cities.

6097 Gruen, V. 1963. Who Is to Save Our Cities? HBR 41 (May-June, no. 3): 107115.
Gruen describes the growing pains that the United States is suffering from with its slums, stagnation of the central cores of its cities and sprawling metropolitan areas as it evolves from a rural to an urban society.

6088 Wendel, W. H. 1977. Private & Public Partnerships: The Desperate Case of Niagara Falls. HBR 55 (November-December, no. 6): 68.
[Ideas for Action Feature] The nancial expertise lent by corporate executives helped Niagara Falls, New York thrawt insolvency.

6089 Heenan, D. A. 1977. Global Cities of Tomorrow. HBR 55 (May-June, no. 3): 7992.
Heenan explains why the future viability of many cities throughout the world depends, in large part, on globalization.

6098 Sternlieb, G. 1961. Is Business Abandoning the City? HBR 39 ( January-February, no. 1): 612, 152164.
[Problems in Review Feature] 2,200 executives were surveyed on the condition of American cities which found that politics and idle talk on the part of muncipal governments are discouraging them from being active in urban renewal efforts.

6090 Spiegel, A. H., III. 1975. How Outsiders Overhauled a Public Agency. HBR 53 ( JanuaryFebruary, no. 1): 116124.
Spiegel describes being part of management team of recent MBA graduates that New York Citys former mayor,

6099 Long, N. E. 1958. Businessmens Stake in Regional Planning. HBR 36 ( July-August, no. 4): 136144.
With the bulk of Americas population now living in metropolitan areas, Long believes businesses must be

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City leaders in Chicago realize that an efcient mass transportation system consisting of surface, subway and elevated lines is critical for Chicagos well being.

proactive in engaging in regional planning efforts and avoiding individual and selsh actions.

6100 Gruen, V. 1954. Dynamic Planning for Retail Areas. HBR 32 (November-December, no. 6): 5371.
Gruen focuses on whether urban Americas retail establishments and public infrastructure can be revitalized.

6104 Bullock, C. J. 1928. The Increase of Taxes on Real Estate in American Cities. HBR 6 ( January 1928, no. 2): 129142.
Property tax reform is desperately needed if businesses are to remain vibrant in American cities.

6101 Sherrill, C. O. 1931. Business Problems of City Management. HBR 10 (October, no. 1): 1523.
The mismanagement of American cities is a colossal economic problem that costs a phenomenal amount for urban dwellers and businesses.

6105 Johnson, A. H. 1927. Functions of Municipal Government Which Affect Business and Industry [Part 2]. HBR 5 ( January, no. 2): 175185.
Johnson describes why business and industry are in need of an effective city government to help relieve trafc congestion and other problems.

6102 Guthmann, H. G. 1931. Financial Arrangements of the Chicago Traction Plan. HBR 9 ( July, no. 4): 474490.
Guthmann describes the unusual nancing methods that were utilized to nance Chicagos mass transit system which seemingly placed more emphasis on asset valuation than earning power.

6106 _____. 1926. Functions of Municipal Government Which Affect Business and Industry. HBR 5 (October, no. 1): 2740.
Johnson nds that every major decision made by an urban government has profound ramications on that citys economic well-being.

6103 Bruner, H. P. 1931. How Chicago Is Attempting to Solve its Traction Problems. HBR 9 ( July, no. 4): 456473.

Social Behavior, Race, Culture and Religion


6107 Javidan, M. 2007. Forward-Thinking Cultures. HBR 85 ( July-August, no. 7/8): 2020.
[Forethought Feature] Javidan describes a Thunderbird School of Global Management study on how oriented the worlds nations are toward the future. [Frontiers Feature] Neuroscientists nd that the human brain is identical to that of a dog except that the top of the human brain possesses a cortex which enables people to plan, deliberate and make decisions.

6108 Sunstein, C. R. 2006. When Crowds Arent Wise. HBR 84 (September, no. 9): 2021.
[Forethought Feature] Predictions made by large groups, as opposed to experts or pundits, are uncannily good. Because of that, companies such as Microsoft, Google and Eli Lilly have their employees participate in prediction markets in which they bet whether a product is salable or if quarterly prots will be high or low. Sunstein, however, emphasizes that many shortcomings exist from this strategy.

6111 Coutu, D. L. 2001. The Inner Life of Executive Kids: A Conversation with Child Psychiatrist Robert Coles. HBR 79 (November, no. 10): 6368.
[Different Voice Feature] In Coutus interview, Robert Coles, a child analyst, discusses the impact that parental success has on children and how parents might more effectively listen to their children.

6112 Light, D. A. 2001. Is Success a Sin? HBR 79 (September, no. 8): 6369.
[A Conversation with the Reverend Peter J. Gomes] In his capacity as a Harvard religion professor, Gomes explains why it is possible and necessary to reconcile a life of success with a life of faith.

6109 Spar, D. L. 2006. Where Babies Come From: Supply and Demand in an Infant Marketplace. HBR 84 (February, no. 2): 133143.
[Big Picture Feature] A global market exists for babies because of a myriad of individuals who suffer from infertility. This is a market which is not driven by supply and demand like with most goods and services. Spar argues that American society must begin discussing complex issues such as property rights along with the social, medical and ethical ramications with regards to this issue.

6113 Handy, C. 2001. Toqueville Revisited: The Meaning of American Prosperity. HBR 79 ( January, no. 1): 5763.
[HBR at Large Feature] Many of Alexis de Tocquevilles prescient insights about the United States, circa. 1831, are still relevant today. Handy retraces Tocquevilles work as well as examines the underpinnings of American capitalism and whether it can still prosper in the contemporary world.

6110 Morse, G. 2006. Decisions and Desire. HBR 84 ( January, no. 1): 4251.

385
6114 Kiechel, W. 2000. The New Capital Thing. HBR 78 ( July-August, no. 4): 149154.
[Books in Review Feature]Kiechel reviews Robert Putnams Bowling Alone: The Collapse and Revival of American Community. Putnam, a social scientist, explains the signicance of social capital with regards to business and society (i.e., these communities experience less crime, do a better job educating their younger generation and have more smoothly functioning economies).

Social Behavior, Race ...

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Corporate Life in America. HBR 57 (SeptemberOctober, no. 5): 6667.


[For the Managers Bookshelf Feature]Brooks reviews Margolis book, The Managers: Corporate Life in America, which is also the focus of her PhD dissertation in sociology on the coping strategies that executive spouses utilize in a New York City conglomerate.

6115 Nicholson, N. 1998. How Hardwired Is Human Behavior? HBR 76 ( July-August, no. 4): 134147.
A new science called evolutionary psychology, sometimes known as Modern Darwinism, is predicated on natural selection. As such, it draws widespread support and controversy. Nicholson contends evolutionary psychology might be useful to managers since it offers a provocative way to examine human nature and a framework for understanding why people behave they do in organizational settings.

6123 Lorsch, J. W. 1979. Making Behavioral Science More Useful. HBR 57 (March-April, no. 2): 171180.
Lorsch describes the impact that academic disciplines such as anthropology, psychology, sociology, social psychology are having on the development for business-oriented elds like management, marketing, or information systems.

6124 Davidson, H. J. 1977. The Top of the World Is Flat. HBR 55 (March-April, no. 2): 8999.
Davidson sees a decline in American economic and social institutions stemming from special interest or oneissue groups. This produces mediocrity and people who seek thrills from vulgarity or violence.

6116 Drucker, P. F. 1997. The Future That Has Already Happened. HBR 75 (September-October, no. 5): 2024.
[Looking Ahead Feature] Drucker examines the impact of under-population on the worlds development.

6125 Walker, E. J. 1976. Til Business Us Do Part? HBR 54 ( January-February, no. 1): 94101.
Walker, as a family therapist, writes how women are no longer willing to be passive bystanders to their husbands careers.

6117 Oglivy, J. 1995. The Economics of Trust. HBR 73 (November-December, no. 6): 4647.
[Books in Review Feature] Oglivy reviews Rand analyst Francis Fukuyamas new book, Trust: The Social Virtues and Creation of Prosperity, which maintains that people in different societies possess a radius of trust.

6126 Martin, W. F. and G. C. Lodge. 1975. Our Society in 1985 Business May Not Like It. HBR 53 (November-December, no. 6): 143152.
A communitarian ideology will prevail throughout United States that will do much to help solve the problems facing this country.

6118 Williams, O. 1984. Who Cast the First Stone? HBR 62 (September-October, no. 5): 151 160.
Being a priest, Williams explains how important it is to integrate ethics with economics when examing the social issues confronting multinational corporations.

6127 Lodge, G. C. 1974. Business and the Changing Society. HBR 52 (March-April, no. 2): 5972.
Lodge nds that many of the assumptions that once made Americas institutions feel condent are eroding. As such, managers, particularly in large corporations, are having a difcult time coping with a value system that no longer seems to work.

6119 Blodgett, T. B. 1984. Changing the System. HBR 62 ( January-February, no. 1): 1214.
[For the Managers Bookshelf Feature] Blodgett reviews four books that call for a radical transformation of American managerial and economic philosophies.

6120 Jackall, R. 1983. Moral Mazes: Bureaucracy and Managerial Work. HBR 61 (September-October, no. 5): 118130.
Jackall sees the Protestant Ethic supplanted by an ethic in which work is no longer viewed as a path to salvation.

6128 Bartolome, F. 1972. Executives as Human Beings. HBR 50 (November-December, no. 6): 6269.
Bartolome shows how cultural values, particularly that the toughest men are the most successful executives inhibit men from openly expressing warmth toward others.

6121 Lodge, G. C. and W. R. Glass. 1982. The Desperate Plight of the Underclass. HBR 60 ( JulyAugust, no. 4): 6071.
To tackle the social ills of poverty and unemployment, Lodge and Glass advocate the creation of an alliance of business executives and government program managers who are armed with imagination and realistic programs.

6129 Bremer, O. A. 1971. Is Business the Source of New Social Values? HBR 49 (November-December, no. 6): 121126.
The values on which everyday decisions are made are often molded by institutions such as the family and church. Both seem to be losing their sway.

6130 Henderson, H. 1971. Toward Managing Social Conict. HBR 49 (May-June, no. 3): 8290.
Henderson contends that many of Americas divisive social issues could be resolved through mediation.

6122 Brooks, J. 1979. Review of the Managers:

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lems ranging from personnel development to the design of products and services.

6131 Ohmann, O. A. 1970. Skyhooks. HBR 48 ( January-February, no. 1): 422, 166.
[HBR Classic Feature] Originally published in 1955, Ohmann describes how the modern industrial workers material standard of living is more dependent on larger and larger groups. As such, workers are reaching for new skyhooks for something to believe in that will give meaning to their work.

6141 Bauer, R. A. 1958. Our Big Advantage: The Social Sciences. HBR 36 (May-June, no. 3): 125 136.
Bauer describes how the social sciences have ourished throughout American business, education, and government. With the Soviet Union, in contrast, the social sciences have fared poorly.

6132 America, R. F., Jr. 1969. What Do You People Want? HBR 47 (March-April, no. 2): 103112.
America contends that African-American economic power is necessary to generate stability and economic growth among minorities.

6142 Broehl, W. G. 1958. Do Business and Religion Mix? HBR 36 (March-April, no. 2): 139153.
[Looking Around Feature] Broehls literature review focuses on business, ethics, and religion and why executives feel they need religious and ethical insights in conjunction with their technical expertise.

6133 Bradley, G. E. 1968. What Businessmen Need to Know About the Student Left. HBR 46 (September-October, no. 5): 4960.
Bradley assesses the anti-war movement on American college campuses from the perspective of business executives and describes how American business should respond.

6143 Katzell, Raymond A. 1958. Is Individualism Disappearing? HBR 36 ( January-February, no. 1): 139152.
[Looking Around Segment] Katzell discusses whether people can elevate their intellectual and emotional life while continuing to live their material and economic lives.

6134 Burns, L. S. 1967. Is Babbitt Dead. HBR 45 (September-October, no. 5): 1432, 172184.
[Special Report Feature] The manner in which professionals are portrayed in literature or other mass media outlets is crucial for that professions long-term viability.

6144 Schoen, D. R. 1957. Human Relations: Boon or Bogle? HBR 35 (November-December, no. 6): 4146.
Schoen has misgivings on the emphasis that prominent academicians, journalists and corporate executives place on human relations which is both anti-intellectual and intrusive.

6135 Ferguson, L. L. 1964. Social Scientists in the Plant. HBR 42 (May-June, no. 3): 133143.
General Electric produced ve years of behavioral research studies which generated important information on its operations.

6136 Rice, J. H. 1960. Existentialism for the Businessman. HBR 38 (March-April, no. 2): 135143.
Existentialisms emphasis on self-knowledge along with its tenets regarding responsibility, anxiety and guilt offer a fresh approach to the meaning of a life in business.

6145 Dichter, E. 1957. The Psychology of Prosperity. HBR 35 (November-December, no. 6): 19.
[Thinking Ahead Feature] Dichter is interested whether a correlation exists in the United States between its economic condition in conjunction to the social and psychological growth of the American people.

6137 Miller, S. H. 1960. The Tangle of Ethics. HBR 38 ( January-February, no. 1): 5962.
Miller, as Dean of Harvards Divinity School, examines Americas different ethical standards.

6146 Johnson, H. L. 1957. Can the Businessman Apply Christianity? HBR 35 (September-October, no. 5): 6876.
Christian doctrine offers a unique perspective and sense of condence for executives to apply to their decision-making and behavior.

6138 Denney, R. 1959. The Leisure Society. HBR 37 (May-June, no. 3): 4660.
A new leisure class is developing in which boredom, as opposed to the lack of work, is the primary curse for todays employers.

6147 Collier, A. T. 1957. Faith in a Creative Society. HBR 35 (May-June, no. 3): 3541.
Collier explains how faith involves the notion that a divine power exists to assure a meaningful purpose for people from all walks of life.

6139 Learned, E. P., A. R. Dooley and R. L. Katz. 1959. Personal Values and Business Decisions. HBR 37 (March-April, no. 2): 111120.
Learned and his coauthors describe how faith enables people to act on Gods answer to each situation within their power of discernment.

6148 McNair, M. P. 1957. What Price Human Relations. HBR 35 (March-April, no. 2): 1539.
[Thinking Ahead Feature] McNair nds human relations to be another fad in business thinking in need of reassessment.

6140 Newmann, J. W. 1958. Working with Behavioral Scientists. HBR 36 ( July-August, no. 4): 6774.
Newmann describes how behavioral scientists are needed to assist with a variety of business-oriented prob-

6149 Whitehead, T. N. 1956. Permission to Think. HBR 34 ( January-February, no. 1): 3340.
Given the current hysteria over the Cold War, Whitehead worries that dangerous pressures exist for conform-

387
ity which would produce irrepable damage to Americas innovative spirit.

Science

61506164

6155 Culliton, J. W. 1949. Business and Religion. HBR 27 (May, no. 3): 265271.
Culliton nds that religion to be responsible when executives opt to treat people as human beings rather than as economic entities.

6150 Demos, R. 1955. Business and the Good Society. HBR 33 ( July-August, no. 4): 3344.
Demos, a philosopher, believes that the rise of individualism, in conjunction to the decay of authoritarianism, will be easily malleable in the postWorld War II era.

6156 Flanders, R. E. 1945. Moral Dilemma of an Industrialist. HBR 23 (Summer, no. 4): 433441.
As president of Bostons Federal Reserve Bank, Flanders examines whether the prot motive can be justied by individuals who also acknowledge the ethics of the church.

6151 Ohmann, O. A. 1955. Skyhooks with Special Implications for Monday Through Friday. HBR 33 (May-June, no. 3): 3341.
Ohmann describes how the modern industrial workers material standard of living is more dependent on larger and larger groups. As such, workers are reaching for new skyhooks for something to believe in that will give meaning to their work.

6157 McGregor, D. 1940. Motives as a Tool of Market Research. HBR 19 (Autumn, no. 1): 4251.
McGregor maintains that a great deal of psychology, particularly from the motivational theories of William James, is incorporated into the framework of advertising.

6152 Niebuhr, R. 1954. The Cultural Crisis of Our Age. HBR 32 ( January-February, no. 1): 33 38.
The humility demanded by faith is key for living a serene life given the Communist menace and atomic age.

6158 Weinberger, J. 1937. Economic Aspects of Recreation. HBR 15 (Summer, no. 4): 464472.
Weinberger describes how the leisure pursuits of Americans have been affected by the social, technological, and economic changes over the last ten years.

6153 Boulding, K. E. 1952. Religious Foundations of Economic Progress. HBR 30 (May-June, no. 3): 3340.
Most people overlook religions impact on the economy. Boulding, however, argues that religion plays the primary role in shaping ones work habits as well as agricultural and industrial practices.

6159 Whitehead, A. N. 1934. The Scientic Study of the Industrial Worker. HBR 12 ( July, no. 4): 458471.
Whiteheads examines the hopes, fears, and interests of industrial workers, circa. 1934.

6154 Wilcox, C. 1950. Concentration of Power in the American Economy. HBR 28 (November, no. 6): 5460.
The United States does not suffer from a proletariat and bourgeoisie power struggle. Wilcox, instead, contends that Americas power struggle is between functional groups (i.e., big business, big labor, and big agriculture) for control of an industrys distribution channels.

6160 Miller, S., Jr. 1933. Labor and the Challenge of the New Leisure. HBR 11 ( July, no. 4): 462467.
Because modern civilization rests upon science and technology, the leisure of the few is no longer dependent on the labor of the many. As such, Miller foresees difcult challenges in satisfying the leisure aspirations of the many.

Science
Importance of Scientic Research
6161 Pisano, G. P. 2006. Can Science Be a Business?: Lessons from Biotech. HBR 84 (October, no. 10): 114125.
[Big Picture Feature] The biotechnology industry began with Genentech [circa. 1976]. Thirty years later, hopes for an economic and technological revolution are largely unrealized as only a handful of biotechnology rms have been protable. Pisano questions whether rms motivated by prots and placating shareholders can successfully conduct basic scientic research. identies some glaring misperceptions of scientic theories by the public and mass media.

6163 Enriquez, J. and R. A. Goldberg. 2000. Transforming Life, Transforming Business: The Life-Science Revolution. HBR 78 (March-April, no. 2): 96104.
Enriquez and Goldberg explain how advances in genetics will reshape a number of sectors in the global economy. Difcult challenges will arise from this which will force companies to rethink their business, nancial and M&A strategies.

6162 Coutu, D. L. 2001. What Is Science Good For? HBR 79 ( January, no. 1): 159163.
[Different Voice an Interview with Richard Dawkins] Dawkins describes the role of science in our lives and

6164 Ramo, S. 1989. National Security and Our Technology Edge. HBR 67 (November-December, no. 6): 115120.
The American governments focus on technology rel-

61656177

Science

388
results of a survey he conducted of scientists and engineers from a cross-section of corporate research divisions throughout the United States.

evant to national defense has an enormous impact on consumer goods as well as the service sector.

6165 Quinn, J. B. 1966. Technological Competition: Europe vs. U.S. HBR 44 ( July-August, no. 4): 113130.
Quinn examines how the United States developed the range and depth from its scientic and technological capabilities and how European nations are coping.

6172 Hickey, A. E., Jr. 1958. Basic Research: Should Industry Do More of It? HBR 36 ( July-August, no. 4): 115122.
As the Soviet Union continues to challenge the United States in the area of pure scientic research, Hickey describes the frenzied assessment of the United States basic scientic resources.

6166 Mahar, J. F. and D. C. Coddington. 1965. The Scientic Complex Proceed with Caution. HBR 43 ( January-February, no. 1): 140155.
Mahar and Coddington suggest ways for community leaders to form scientic complexes to attract private and government capital.

6173 Hirsch, I., W. Milwitt and W. J. Oakes. 1958. Increasing the Productivity of Scientists. HBR 36 (March-April, no. 2): 6676.
Hirsch and his coauthors assess how efcient scientists are being utilized by industry and offer ways to increase scientic productivity which would enhance longterm corporate growth and protability.

6167 Welles, J. G. and R. H. Waterman, Jr. 1964. Space Technology: Pay-Off from Spin-Off. HBR 42 ( July-August, no. 4): 106118.
Welles and Waterman describe the commercial potential of space research.

6168 Hodge, M. H., Jr. 1963. Rate Your Companys Research Productivity. HBR 41 (NovemberDecember, no. 6): 109122.
By analyzing how a rm is mentioned in scientic publications, Hodge believes one can gauge that rms strengths and strategies.

6174 Janeway, E. 1957. Tooling Up for the Aeronautic Age. HBR 35 (November-December, no. 6): 103110.
Janeway discusses the competition between the American and Soviet space programs and the impact this has on American industry.

6169 Furash, E. E. 1963. Businessmen Review the Space Effort. HBR 41 (September-October, no. 5): 1432, 173190.
Furash surveyed over 3,000 executives about the United States space program based on its goals, budget, past, and potential achievements.

6175 Hosmer, W. A. 1948. Business Organization for Effective Use of Forest Products. HBR 26 (September, no. 5): 581596.
Hosmer laments how the logging industry does not utilize scientic research in its forest recovery and production efforts.

6176 Conant, J. B. 1948. Place of Research in Our National Life. HBR 26 ( January, no. 1): 4657.
Conant describes the impact scientic research has on technological progress as well as how important federal funding is to this process.

6170 Levitt, T. 1963. When Science Supplants Technology. HBR 41 ( July-August, no. 4): 1424.
[Problems in Review Feature] Levitt examines what companies can do to stay ahead of changes with Americas shift from technology to science.

6171 Morrell, G. 1958. What Makes Research Sterile? HBR 36 (November-December, no. 6): 149158.
[Looking Around Feature] Morrell describes the

6177 Maclaurin, W. R. 1947. Federal Support for Scientic Research. HBR 25 (Spring, no. 3): 385 396.
World War II illustrates how critical scientic research is for national security purposes. Maclaurin warns executives on the vested interest they have in making sure that scientic research is federally-funded.

389

Importance of Education

61786191

Importance of Education Articles


6178 Childress, S., R. Elmore and A. Grossman. 2006. How to Manage Urban School Districts. HBR 84 (November, no. 11): 5568.
[Big Picture Feature] School districts, no matter what size, are not businesses. Moreover, they can not be managed like a business. Childress and her coauthors also emphasize that improving student performance, particularly in urban public school districts, is more difcult than anything relevant to business. [For the Managers Bookshelf Feature]Rohlen reviews Benjamin Dukes The Japanese Schools: Lessons for Industrial America along with The Japanese Educational Challenge: A Commitment to Children by Merry White. Duke and White both emphasize the cooperation and responsibility that Japanese schools demand of parents, teachers and students.

6179 Educating the Workforce of the Future. 1994. HBR 72 (March-April, no. 2): 3951.
[Perspectives Feature] A number of prominent individuals discuss the role of business in American public education.

6186 Campbell, L., J. B. Mason, J. M. Mellichamp and D. M. Miller. 1985. Unlikely Partners: Company, Town, and Gown. HBR 63 (November-December, no. 6): 2028.
[Ideas for Action Feature] General Motors was on the verge of shutting down a carburetor plant in Tuscaloosa, Alabama. Employees at the plant identied $1.53 million dollars in cost savings. Further savings were generated when the University of Alabama purchased the facility and then leased it back to General Motors. The facility also became an instructional center and research locus for the university.

6180 Kanter, R. M. 1991. Transcending Business Boundaries: 12,000 World Managers View Change. HBR 69 (May-June, no. 3): 151164.
HBR conducted a World Leadership Survey in which most respondents nd that economics is not as important as politics. The quality of education is the most signicant social issue facing organizations and businesses must lead to improve it.

6187 Hechinger, F. M. 1985. Turnaround for the Public Schools? HBR 63 ( January-February, no. 1): 136144.
To prosper in a competitive global economy, American rms must draw on a steady ow of well-trained people who can read, write, think, analyze and absorb new ideas when dealing with others.

6181 Stone, N. 1991. Does Business Have Any Business in Education? HBR 69 (March-April, no. 2): 4662.
[In Question Feature] A fundamental problem for American education is that no link exists between classroom performance and the prospects for future employment. Stone nds this to be a signicant reason why American students are not working as hard as they should.

6188 Wood, M. M. 1983. What Role for College Trustees? HBR 61 (May-June, no. 3): 5262.
[From the Boardroom Feature] Wood describes the changing perceptions of college trustees and their accountability for institutional actions or misdeeds.

6182 Kearns, D. T. 1988. Help to Restructure Public Education from the Bottom Up. HBR 66 (November-December, no. 6): 7075.
[From the Business, Economics, and Oval Ofce Series] Kearns offers a six point plan to reform U.S. public education that is predicated on choice.

6189 Bogue, E. G. and W. Brown. 1982. Performance Incentives for State Colleges. HBR 60 (November-December, no. 6): 123128.
Bogue and Brown describe how the State of Tennessee instituted a funding program for its colleges and universities that is triggered by performance output measures.

6183 Finn, C. E., Jr. 1987. Education That Works: Make the Schools Compete. HBR 65 (SeptemberOctober, no. 5): 6368.
Finn points out how research indicates that good schools are distinguished by a clear sense of purpose, high expectations for its students, coherent curricula and a focus on achieving goals in conjunction with parents.

6190 Ping, C. J. 1981. Bigger Stake for Business in Higher Education. HBR 59 (September-October, no. 5): 122129.
The United States will not make inroads in bio-chemistry and high technology or solve its economic problems without a well-trained and imaginative workforce. Nurturing this high-level human capital are American universities which are now in dire nancial straits.

6184 Kolderie, T. 1987. Education That Works: The Right Role for Business. HBR 65 (SeptemberOctober, no. 5): 5662.
Kolderie describes why Americas school systems are in need of acute reform to overcome their inertia to adapt to the 21st centurys stark realities.

6191 Fulbright, J. W. 1977. International Education: Focus for Corporate Support. HBR 55 (MayJune, no. 3): 137141.
Fullbright argues that the primary purpose for corporate support to international education must be to enhance understanding between nations as opposed to a public relations tool.

6185 Rohlen, T. P. 1987. Why Japanese Education Works. HBR 65 (September-October, no. 5): 4247.

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Importance of Education

390
tives capability to articulate difcult positions, undertake appraisal in a calm manner, tolerate cultural differences, while being critically inquisitive.

6192 Ellis, C. D. 1970. Lets Solve the Endowment Crisis. HBR 48 (March-April, no. 2): 92102.
Many American educational and cultural institutions are encountering severe nancial problems since their endowments are not generating satisfactory returns. Ellis offers trustees a systematic approach to improve their management of these funds.

6197 Pollard, J. A. 1952. Corporation Support of Higher Education. HBR 30 (September-October, no. 5): 111126.
Since business and industry has an increasingly larger role in American society and a greater stake in higher education, Pollard nds it reasonable to expect far more corporate support for higher education

6193 Mills, B. 1960. A Poet Speaks to Businessmen. HBR 38 (September-October, no. 5): 103 106.
Mills describes the way in which poetry can help people live a more full life with a greater awareness of what it means to be alive.

6198 Dautry, R. 1934. Culture and Technique. HBR 12 ( July, no. 4): 407415.
A managers education is never ending. Those possessing a strong liberal education need to learn the many techniques involved with their operational departments. Conversely, those beginning in subordinate departments will nd it in their best interests to be cognizant of cultural developments.

6194 Miller, H. H. 1960. Private Business & Public Education in the South. HBR 38 ( July-August, no. 4): 7588.
Needing skilled workers, Miller spells out the important stake business has in the Souths public school structure.

6195 Mead, M. 1958. Why Is Education Obsolete? HBR 36 (November-December, no. 6): 2337, 164170.
[Thinking Ahead Feature] Mead, an eminent anthropologist, assesses the American educational structure in a mileau of constant change and counterchange.

6199 Whitehead, A. N. 1933. The Study of the Past: Its Uses and Its Dangers. HBR 11 ( July, no. 4): 436444.
The blending of the machine age with skilled craftsmen generated high amounts of cooperation between universities and businesses. The latter must always recognize that by heeding the advice of artists and other humanists, a happier, more productive, and happier society will emerge.

6196 Nelson, C. A. 1958. The Liberal Arts in Management. HBR 36 (May-June, no. 3): 9199.
A strong liberal arts background enhances an execu-

Author Index
References are to entry numbers.

Aaker, D.A. 2022, 2370, 2373, 2375 Aannestad, E. 1820 Aaron, H.J. 787 Abbott, C.C. 562, 3994, 4107, 4164, 4166, 4280, 4680, 6011, 6076 Abercrombie, G. 761 Abernathy, F.H. 5304 Abernathy, W.J. 2122, 2156, 3338, 5870 Abraham, M.M. 2273 Abrahams, R. 2181 Abrahamson, E. 133 Abrams, F.W. 71 Abramson, A.G. 3799, 4268 Abramson, V. 4325 Abrashoff, D.M. 1266 Achenbaum, A.A. 2724 Ackerman, K.B. 2510 Ackerman, L.J. 347 Ackerman, R.W. 2029 Acworth, W.M. 4252 Adair, F. 2123 Adam, J., Jr. 2487 Adams, R.G. 2939 Addleman, R.B. 5452 Adkins, J.L., Jr. 11 Adler, G. 1668, 1669, 2145 Adler, L. 2759, 2835, 2928 Adler, N.A. 1418 Adler, P.S. 1046, 2900 Adler, R.D. 2158 Adner, R. 3257 Agegglen, J.C. 647 Aggarwal, S.C. 5809, 5849 Agrawal, N. 2687 Agrawal, V. 2687 Aguilar, F.J. 632 Aiello, R.J. 4492 Ain, S.C. 338 Alamaro, M. 3923 Alba, J.W. 590 Albright, L.E. 404 Alden, V.R. 4054 Alderfer, C.P. 195 Aldis, O. 1075 Aldrich, P.G. 4836 Alevizos, J.P. 2424 Alexander, M. 3455, 4503 Alexander, R.S. 2779, 3073, 3355, 5140 Alfred, T.M. 887 Algesheimer, R. 2555

Allen, B. 5580, 5616, 5628, 5651, 5653 Allen, C.S. 1375 Allen, C.T. 2806 Allen, H. 356 Allen, J. 2697 Allen, J.L. 1141 Allen, L.L. 4081 Allen, R.L. 2227 Allen, W.T. 182 Allison, J.R. 4981 Allmendinger, G. 2884 Almquist, E. 2703 Alpasian, M.C. 5444 Alter, S.L. 5538 Amabile, T.M. 951, 973, 1031 Amara, R. 5071 America, R.F. 525, 6132 Ames, B.C. 2149, 2392, 2607, 2608, 2610, 3161, 5338 Ammer, D.S. 3024, 3027, 3378, 3482, 5855 Amram, M. 4579 Anand, B. 5169 Ancona, D. 1223 Anders, G. 4506 Anderson, C.A. 197 Anderson, C.J. 4676 Anderson, C.M. 4272 Anderson, E. 2942, 3134 Anderson, E.H. 1344 Anderson, J.C. 2501, 2597, 2599, 2714, 3245 Anderson, K. 494 Anderson, M. 6095 Anderson, M.H. 4626 Anderson, M.J., Jr. 2674 Anderson, P. 977 Anderson, R.M. 6022, 6023 Anderson, R.W. 4874 Anderson, S.R. 5329 Anderson, S.W. 3913, 4891 Andlinger, G.R. 3279, 3280, 5494 Andreasen, A.R. 1792, 1803, 2485, 2817, 2818, 1792 Andress, F.J. 2265 Andrew, J.P. 2889 Andrews, K.R. 60, 100, 103, 200, 202, 204, 206, 217, 644, 645, 1925, 2031, 3676, 4959, 5063 Andrews, V.L. 4563, 4723

Angermueller, H.H. 4406 Ankrom, R.K. 4742 Anonymous 1674 Anshen, M. 648, 652, 1421, 2171, 5470, 5473, 5553 Anslinger, P.L. 4499 Ansoff, H.I. 2770, 3406, 5547 Anthony, R.N. 1807, 3411, 4140, 4320, 4662, 5122, 5254, 5272, 5276, 5288, 5354, 5358, 5403, 6086 Anthony, S.D. 3284 Apgar, M., IV 3681, 3966, 4829, 4830, 5678, 6014 Applebaum, W. 3072 Applegate, L.M. 273 Arbel, A. 4855 Argenti, P. 2002, 2006 Argyris, C. 631, 902, 990, 1295, 1303, 1464, 1469, 1613, 1863, 1885, 1919, 1920, 5386 Ariely, D. 2453 Armour, G.C. 5784 Armstrong, A. 5592 Armstrong, D.J. 5306 Arnold, D. 2625 Arnold, J.H., III 4598, 4775 Arnold, J.L. 4706, 4803, 5239 Arnold, P.M. 2100 Arnold, T. 3587, 4322 Arnold, T.S. 4603 Arnott, R.D. 5416 Aron, R. 5737 Arrunda, B. 5735 Arthur, H.B. 3796, 3497, 4080, 4465 Arussy, L. 2466 Arzac, E.R. 4912 Asakawa, J. 843 Ascher, M. 5551 Ashkenas, R.N. 603, 1933, 4491, 4498, 5895 Ashler, P.F. 5984 Ashley, E.E., III 5131 Ashton, J.E. 4481, 5804 Askari, H. 6004 Aspinall, K. 3387 Aspinall, M.G. 763 Athos, A.G. 149, 1904 Atkin, B. 2745 Atkins, P.A. 4806 Atkins, R.J. 2927, 5750

391

Author Index
Atkins, R.M. 5760 Atkins, W. 5578 Auerbach, A.L. 5252 Auerbach, J. 5198, 5216 Augustine, N.R. 1605, 3333 Austin, J.E. 154, 674, 2354 Austin, R.D. 5573 Austin, R.W. 2046, 5090, 5123 Avishai, B. 1385, 2012, 3324, 3616, 5704 Axelrod, B. 1662 Babcock, L. 709 Babson, P.T. 341 Bach, G.L. 3900, 3902, 3903, 4028, 4031, 4035 Bachmann, A.E. 5731 Backman, J. 5136 Badaracco, J.L., Jr. 3669, 5055 Bagby, J.W. 4802 Bagley, C.E. 5436 Baida, P. 53 Baier, M. 2760 Bailey, G.D. 5409, 5410 Bailey, J.C. 2162 Bakay, A.J. 4878 Baker, G.P. 4211 Baker, H.K. 4692, 4917 Baker, J.C. 194, 351, 1525, 1530, 1556, 1580, 1581, 1582, 1583, 1584, 1585, 1586, 1587, 1588, 1589 Baker, J.K. 2114 Baker, M.A. 783, 853 Baker, R.E. 3601 Baker, W. 2947 Bakhshi, V. 5389 Bala, V. 2940 Balassa, B. 3901 Balderston, C.C. 463, 4367 Baldwin, C.Y. 139 Baldwin, D.G. 1851 Baldwin, H.W. 6041 Baldwin, R.H. 4650, 4663 Baldwin, W.H. 4991 Baldwin, W.L. 5755 Bales, R.F. 1499 Ball, B.C., Jr. 5396 Ballaine, F.K. 2060 Ballentine, A.A. 4433, 5129, 5202, 5431 Ballou, B. 1784 Balthasar, H.U. 2083 Bamford, J. 3258, 4480 Banaji, M.R. 5051 Banas, G.E. 380 Bane, M.J. 2008 Bangle, C. 963 Banker, P. 4738 Banks, L. 2026, 3008 Banks, P.M. 413, 862, 1312, 1405, 1770, 1772 Banks, R.L. 3470 Banks, R.S. 5218 Barabba, V.P. 2814 Baram, M.S. 5183 Baran, P.A. 3564 Baranson, J. 3623 Bararacco, J.L., Jr. 1264 Barbash, J. 1093 Barber, F. 3206 Barber, G.E. 3599 Barber, J.H. 3187 Barboon, M.J. 3792 Barcan, A. 5560 Barker, C.A. 4695, 4871, 4873 Barker, R.G. 5392 Barker, S.M. 2754

392
Barkin, S. 1155, 1169, 1191 Barloon, M. 915, 4356 Barnard, M.S. 1804 Barner, M. 1990 Barnes, C.E. 5187 Barnes, J.H. 3604 Barnes, L.B. 535, 1609, 1881, 1897, 2212 Barnes, W.S. 692 Barnett, F.W. 2789 Barnett, G.E. 1206, 4822 Barnett, N.L. 2757 Barnett, R.C. 58, 750 Barney, J. 6003 Barnhard, C.I. 2176 Barr, J.W. 236 Barrett, M.E. 2650, 5382 Barrett, R.S. 20, 892 Barry, F.G. 638 Barsoux, J.L. 1379, 1864 Bartczak, N.J. 5246 Bartell, H.R., Jr. 4811 Bartlett, C.A. 673, 980, 982, 1311, 1363, 1373, 1762, 1869, 2626, 5449 Bartlett, J.W. 52 Bartmess, A.D. 5739 Bartolome, F. 389, 1442, 1673, 1877, 2157, 6128 Barton, F.L. 4207 Barton, J.H. 3953 Barton, P.M. 3040 Barton, T.H. 622 Bartos, R. 2283, 2411, 2412 Baruch, B.M. 4341 Baruch, H. 208, 5110 Barwise, P. 1978 Bass, S.J. 2993 Bassett, P.C. 328 Bassi, L. 823, 4852 Batchelder, M.B. 760 Bates, A.D. 2993 Bates, G.E. 108, 252, 253, 4819, 4870 Batt, W.L., Jr. 1106, 4258 Batten, F. 474 Bauer, J. 5150 Bauer, R.A. 228, 815, 1921, 2033, 3197, 5467, 5970, 6141 Baum, M. 2053 Baumann, H. 2878 Baumgartner, P. 3394 Baumol, W.J. 5474 Bayliss, W.H. 1627 Bazerman, M.H. 1594, 4971, 5032, 5051, 5236, 5237, 5445 Beach, E.R. 2778 Beard, S.S. 3677 Beatty, R.W. 827 Beaty, D.T. 2013 Beck, A. 3036 Beck, J.C. 5507 Beck, S. 4759 Beckenstein, A.R. 4941 Becker, B.E. 827 Beckhard, R. 402 Beckwith, A.E. 2424 Beebe, B. 179 Beem, E.R. 3070, 5027 Beer, M. 134, 140, 156, 872, 1417, 1449, 1646 Beese, A. 4323 Beeson, J. 1644 Behfar, K. 2182 Behrman, J.N. 96 Belilove, J.R. 5535 Bell, D. 5596 Bell, J.W. 3582, 4439 Bell, S.J. 3204 Belli, P. 3935 Bellmann, M. 956 Bemis, J. 5949 Bendapudi, N. 427, 2461 Bender, P.S. 5775 Bendiner, B. 1112 Bengen, B. 2291 Benjamin, R.I. 2593 Bennett, J.B. 619 Bennett, N. 355, 2127 Bennett, W.E. 646 Bennigson, A.I. 5020 Bennigson, L.A. 5020 Bennion, E.G. 93, 1220, 1243, 1251, 1278, 1300, 1331, 1366, 1366, 1617, 1874, 4083, 4267 Bensaqu, M. 5607 Bensinger, P.B. 391 Benson, H. 2227, 2229, 2231 Benson, J.J. 2657 Benton, J.B. 5537 Berez, S. 5226, 5327 Berg, A. 2034 Berg, N. 3435, 3439, 5740 Berg, T.L. 1124 Bergen, H.B. 1193 Bergen, M.E. 2948 Berger, A. 5911 Berger, P.D. 4463 Berger, P.L. 4075 Berglas, S. 365, 587, 825 Berglund, A. 3350, 4009 Berkeley, S. 3000 Berkley, J.D. 1372 Berkley, W.R. 182 Berkowitch, A. 424 Berlant, D. 5339 Berle, A.A. 4690, 4933 Berlew, F.K. 675 Berman, H.J. 3981 Berman, J.A. 540 Bernard, A. 3815 Bernhard, H.B. 597 Bernick, C.L. 5920 Bernick, M. 3778 Bernotat, W.H. 3858 Bernstein, P.L. 2421, 3761, 4037, 4785, 4860, 4863, 5153, 5416, 5590 Bernstein, S.R. 2316 Berolzheimer, M.G. 527 Berry, L.L. 2382, 2461, 2468 Berwitz, C.J. 897, 2216 Bessen, J. 2813 Best, A. 2485 Bettauer, A. 4645 Bettcher, K.E. 1993 Bettman, I.M., Jr. 4011, 5144 Bevan, R.V. 448 Bever, T.G. 2291 Bevington, E.M. 3813 Bevis, H.L. 5034, 5204, 6077 Bevis, H.W. 6066 Beyer, R. 5360 Bhide, A. 488, 489, 492, 1854, 1981, 1981, 3671, 4595, 4799, 5062 Biddle, D. 3872 Biderman, A.D. 5966 Biederman, D.A. 261 Bierer, B.B., Jr. 2095 Bierman, L. 434, 4711 Bigelow, R.P. 5655 Biggadike, R. 4524 Bilodeau, B. 1591, 3266 Bines, W.H. 6033

393
Bingham, M.V. 1348, 1931 Bingham, W.H. 3062 Bink, A.J.M. 2618 Biondo, J.J. 534 Bird, C. 3014 Birkinshaw, J. 1748 Bishop, A.L. 5163, 5164, 5165 Bishop, J.E. 5471, 5778 Bishop, J.W., Jr. 5156 Bishop, S. 484 Bittel, L.R. 1726 Bjorn, W. 820 Black, E.M. 3783 Black, J.D. 3509 Black, J.S. 2140 Black, R.F. 4351 Blackburn, A. 2949 Blair, P. 5932 Blair, W.T. 249 Blake, G.B. 5501 Blake, R.R. 387, 2212 Blakey, J. 4772 Blanchard, R. 4129 Blasberg, J. 2359 Blass, W.P. 3686 Blattberg, R.C. 2711 Blaxill, M.F. 1972 Bleeke, J.A. 1754, 4112, 4504 Blenko, M. 1595 Bliss, C.A. 2972, 3575, 4002, 4006, 4029, 4288, 5318, 5478 Block, E.B. 5899 Block, H. 3567 Block, Z. 3467 Blodgett, T.B. 743, 754, 1770, 1984, 2010, 2014, 2025, 5060, 5086, 5992, 6119 Bloom, P.N. 2675, 3225, 5017, 5018 Blostrom, B. 3068 Blough, R.M. 61 Blum, A.A. 1122, 1126 Blum, F.H. 898 Blumberg, P.J. 414 Boatwright, P. 2405 Bober, W.C. 3890, 4388 Bockus, C.E. 5152 Bodie, Z. 4391, 5251, 5393 Bodily, S.E. 5200 Bodrock, P. 5049 Boehm, G.A.W. 5450 Boettcher, J.H. 4613 Boettinger, H.M. 1329, 3719, 5690 Bogart, L. 2028, 2290, 2840, 2844 Boggess, W.P. 2433 Bogue, E.G. 6189 Bohmer, R.M.J. 771, 2194, 3360 Bohn, R. 1855 Bok, D. 4 Bolling, R. 5991 Bollinger, L.L. 4196, 4199, 4204, 4326, 4344, 6047 Bolt, J.F. 600, 1051 Bolwijn, P.T. 3249 Bonabeau, E. 938, 1601, 1847, 1853 Bond, F.A. 1680 Bonocore, J.J. 4402 Bonoma, T.V. 2401, 2410, 2604, 2725, 2730, 2733, 2735, 2788 Boone, M.E. 1218 Borden, N.H. 2322, 2323, 2328, 2342, 2396, 3241, 5192 Bortz, C. 3853 Boschi, R.A. 2083 Bossidy, L. 1663, 2125 Bothwell, J.C., Jr. 4696 Botkin, J. 983 Bouchikhi, H. 586 Boulden, J.B. 5691 Boulding, K.E. 4089, 6153 Boulding, W. 2893 Boulos, F. 1620 Bourgeois, L.J. 595 Bovet, D. 2499 Bowden, G.T. 172, 905 Bowe, F. 9 Bowen, C.P., Jr. 617 Bowen, H.K. 1043, 1279, 5794, 5881 Bowen, N.C. 34, 35, 5105 Bowen, W.G. 4, 1797 Bower, J.L. 125, 1635, 1714, 1975, 1979, 2903, 3424, 4105, 4489, 4987, 6056 Bower, M. 89, 254, 1704, 1940, 5194 Bowers, M.H. 383 Bowersox, D.J. 2505 Bowman, G.W. 759, 1697 Bowser, H.R. 4018 Boyatzis, R. 371, 1260 Boyd, D.P. 509, 515 Boyd, G.A. 4249 Boyd, H.W., Jr. 2417 Boyle, B.B. 18 Boyle, D.C. 1048 Boyle, R.J. 161 Boynton, A. 979, 2185 Bradach, J. 1785 Bradford, C. 795 Bradford, L.P. 318 Bradford, R.F. 6000, 6001 Bradley, B. 1787 Bradley, D.G. 1768 Bradley, G.E. 1780, 3977, 6133 Bradley, K. 410 Bradley, S.P. 3675 Bradley, W.L. 3506 Brady, G.S. 5860 Brady, R.H. 5694, 6064 Brailer, D.J. 776 Branch, B. 5247 Brandenburg, R.G. 3489 Brandenburger, A.M. 2142, 3269 Brandyberry, G. 2809 Branscomb, L.M. 3656 Brant, J. 834 Brasch, J.J. 2644 Bratt, E.C. 3590, 3592 Braun, P.C.M.S. 4838 Brauweiler, J.R. 4866 Breeme, R.T.S. 2696, 3445 Bremer, O.A. 6129 Bremmer, I. 2619, 3921 Brennan, J.J., Jr. 818 Brenneman, G. 3395 Brenner, C. 4187 Brenner, M.H. 2260 Brenner, S.N. 5078, 5952 Brett, J. 2182 Breuning, S.M. 4190 Brewster, R.C. 2425 Bricklen, D. 476 Bright, A.A., Jr. 4285 Bright, J.R. 168, 3067, 5545, 5555, 5558, 5663, 5859, 5935 Bright, W.E. 874 Brindisi, L.J., Jr. 1529 Brink, J.W. 3961 Briscoe, R. 2035 Britt, S.H. 2318, 2830 Britt, T.W. 1036 Brock, J.L. 3091 Brockner, J. 2245

Author Index
Broehl, W.G. 2044, 6142 Bromiley, P. 3452 Bronfenbrenner, M. 3795 Brooks, H. 2085 Brooks, J. 57, 1292, 2257, 6122 Brousseau, K.R. 1592 Brouwer, P.J. 629 Brower, M. 541 Brown, E.C. 1173 Brown, G.B. 775 Brown, G.G. 3833 Brown, J.A. 3588, 4440 Brown, J.J. 3018 Brown, J.S. 966, 991, 2070, 3260, 5605 Brown, L.O. 2850, 2851, 2852, 4227 Brown, M. 803 Brown, P. 5621 Brown, P.W. 4470 Brown, R. 3319, 3452 Brown, R.G. 5472 Brown, R.L. 5381 Brown, R.V. 5448 Brown, S. 2704, 3141 Brown, S.L. 2709, 3321 Brown, T.H. 2119, 3202, 5479, 5497 Brown, W. [Wayne] 6189 Brown, W. [Wilfred] 1911 Browning, R. 5339 Brownlee, O.H. 5475 Brownstein, A.R. 1514 Brua, L.A. 417 Bruch, H. 582, 1368 Brugham, J. 1991 Brukhart, G. 4 Brumit Kropf, M. 710 Brundage, P.F. 5260, 5424 Brunell, S. 4653 Bruner, D. 1127 Bruner, H.P. 6103 Brunett, B. 3298 Bruno, A. [Andrea] 723 Bruno, A.V. [Albert] 2991 Bruns, W.J., Jr. 5521 Bryan, L.L. 4393, 4396 Bryne, R.S. 3714 Buchanan, B. 2276, 2279 Buchanan, J.R. 5595, 5636 Buchanan, L. 831, 1596 Buchanan, M. 4064 Buchholz, R.A. 5074 Buckingham, M. 1359 Buday, R. 2106 Budd, N. 4773 Buehler, A.G. 4171, 4173, 4177, 4181, 4183, 4308 Buell, V.P. 2768, 3175 Buffa, E.S. 5691, 5784 Bullen, C. 5526 Bullock, C.J. 3093, 3095, 3917, 6079, 6104 Bullock, H.A. 2419, 2420 Bumstead, D.C. 436 Bunden, W.A. 4200 Bunderson, J.S. 943 Bunke, H.C. 62 Bunker, K.A. 584 Bunn, W. 356 Bunting, J.R., Jr. 4416 Burford, V.L. 2019 Burger, C. 3009 Burgess, K.F. 4224, 4233 Burke, R.R. 2812 Burkholder, R. 3536 Burnell, A.M. 4629 Burnett, G.J. 5539

Author Index
Burnham, D.H. 1835, 1868, 1887 Burnham, E.A. 3075, 3079, 3082, 3085, 4320 Burns, A.F. 4030 Burns, A.R. 4301 Burns, J.L. 4260 Burns, L.S. 6134 Burns, R.K. 303 Burr, H.B. 22 Burrell, L. 1440, 1643, 2880 Burrell, O.K. 4444 Burrows, D.S. 6071 Bursk, E.A. 2309 Bursk, E.C. 640, 657, 1780, 2490, 2529, 2761, 3126, 3180, 4096 Bursk, R.A. 170 Burstein, H. 5312 Burt, D.N. 3021, 5845 Burton, J.C. 4864 Busch, G.A. 3491 Buss, M.D.J. 5528, 5531, 5570, 5579, 5627, 5635 Bussgang, J.J. 2589 Butler, H. 3645 Butler, T. 376, 596, 1034, 1040 Butler, W.F. [William] 4788 Butler, W.J. [W. Jack] 693, 2664 Butman, J. 5838 Butters, J.K. 4162, 4165, 4279, 4369, 4551, 5317, 5432 Buzzell, R.D. 2381, 2653, 2676, 2829, 3058, 3250, 3434, 5467 Byham, W.C. 1691 Byron, W.J. 2054 Cabot, L.W. 232, 264 Cabot, P. 3595, 4103, 4126, 4127, 4894 Cachon, G.P. 5840 Cadbury, A. 5064 Cadbury, N.D. 2921 Cairncross, F. 3873 Cairns, J.A. 5949 Caldwell, G. 795 Caldwell, W.M., IV 5106 Calkins, C. 762 Calkins, R.D. 105, 106 Callan, J.C. 117 Callioni, G. 5302 Calthrop, P. 5328 Calvert, G.N. 343 Cambreleng, R.W. 3163 Caminer, J.J. 5494 Cammann, C. 5351 Camp, R.C. 5907 Campbell, A. 270, 1862, 3326, 3389, 3451, 3455, 4503 Campbell, D.N. 385 Campbell, E.D. 1560 Campbell, E.M. 4733 Campbell, L. 6186 Campbell, T.C., Jr. 2170 CanonBonventre, K. 3056 Canton, I.D. 3226 Caplan, J. 287 Caplow, T. 2842 Capon, N. 4558 Cappelli, P. 430, 837, 1651 Cares, J. 3267 Carey, J.F. 1527 Carini, G. 929 Carl, F., Jr. 5420 Carlson, D.G. 326 Carlson, D.S. 705 Carman, P. 4860 Carne, E.B. 5669

394
Carpenter, M. 2707 Carpenter, R.B. 1548 Carr, A.Z. 5088, 5083 Carr, N.G. 373, 374, 479, 1364, 2573, 2578, 3926, 5508, 5603 Carroll, D.T. 203, 1983, 3436 Carson, D. 2655, 3072 Carson, W. 3179 Carter, E.E. 3377 Carter, J.C. 2144 Carter, L. 5395 Carter, W.D. 4725 Carvell, S. 4855 Carver, K.A. 712 Carver, T.B. 4980 Cary, C.O. 2057 Cary, W.L. 2439, 4160, 4809, 4814, 5434 Casciaro, T. 2187 Cascio, W.F. 440 Case, E. 3511 Case, H.M. 2995 Case, J. 406, 443, 3322 Casey, C.J. 5246, 5282 Cash, J.I., Jr. 273, 5524 Cassady, R., Jr. 2321, 2854, 2973, 4116, 5132 Castleman, B.B. 5853 Catchings, W. 3416, 3912 Cavanaugh, R.M. 5486 Cervantes, A.J. 6093 Cesoedesm, F.V. 3137 Cespedes, F.V. 1654, 2402, 2506, 3144 Cha, S.E. 1839 Chace, H.R. 3720 Chaffee, J.B., Jr. 4807 Chait, R.P. 1793, 1800 Chalkley, L., Jr. 2331 Chamberlain, C.J. 5714 Chambers, F.G. 3513 Chambers, J.C. 2210, 5454 Chambers, R.L. 4657 Chambers, R.W. 3084, 4963 Chamot, D. 1110 Champion, D. 479, 2137, 3131, 3292, 4705, 4766 Champion, G. 2042 Chandler, A.D., Jr. 1976, 5955 Chandler, L. 1445 Chandler, M. 238 Chandler, W.P., III 620 Chandran, R. 5009 Chapman, J.F. 458, 3989 Chapman, J.M. 3526, 3528 Chapman, R.P. 4427 Chapple, E.D. 1712 Charan, R. 145, 1265, 1466, 1649, 1943, 1977, 3373, 3373, 3386, 3884, 4394 Charkravorti, B. 2887 Chase, R.B. 2484, 5725 Chastenet, J. 3992 Chateld, M.V. 32, 33, 38, 39, 45, 46, 47, 56, 860, 1328, 2646, 3619 Chatlos, W.E. 4525 Chaudhuri, S. 4495 Chayes, A.H. 17, 5219 Checa, N. 6003 Cheek, L.M. 879 Chen, J. 5674 Cherington, H.V. 4817 Cherington, P.T. 565, 3120 Cherington, P.W. 5979 Chesbrough, H.W. 478, 1841, 2069, 2590, 4763 Cheskin, L. 157, 2846, 2950, 5060, 5485 Chhatpar, R. 2679 Childre, D. 2219 Childress, S. 6178 Chinitz, B. 5754 Chisolm, J.K. 5822 Choate, P. 3946, 5943 Choi, T.Y. 5830 Choo, R. 136 Christen, M. 2893 Christensen, C.M. 119, 135, 771, 1362, 2689, 2878, 2903, 3050, 3393, 3453 Christensen, P. 839 Christian, R.W. 634 Christopher, T.W. 6070 Christopher, W.F. 3481 Chua, A. 3610 Chugh, D. 1594, 5051 Chun, R. 1939 Churchill, N.C. 15, 514, 4577, 5281, 5378, 5421 Ciampa, D. 1650, 1664 Cies, R.D. 5134 Ciulla, J.B. 598 Cladini, R.B. 1262 Clancy, K.J. 2362 Clark, D.T. 657 Clark, F.E. 2429 Clark, K.B. 139, 1043, 1279, 3338, 3372, 4259, 4259, 5727, 5881, 5882, 5884 Clark, T. 2382 Clark, T.C. 5203 Clarke, D.G. 2790 Clarke, R.J. 460 Clasen, E.A. 5089 Clausen, A.W. 3956 Clauser, H.R. 5857 Clausing, D. 2495, 5703 Clawson, R.T. 5769 Clee, G.H. 694, 698, 2661, 5977 Cleland, D.I. 1907 Clemons, E.K. 3291, 5668 Cleveland, A.S. 3236 Clewett, R.M. 2749 Cliffe, S. 375, 1935, 4497 Clifford, D.K., Jr. 3327, 3342 Clifford, E.L. 4445 Clippinger, R.F. 5664 Close, J.A. 4876 Clough, S.B. 3569 Cmar, K.A. 3054 Coates, C.B. 545 Coburn, F.G. 4896 Cocanougher, A.B. 5082 Cochran, T.C. 1338, 5983 Coddington, D.C. 786, 2087, 3438, 6166 Coffman, C. 2456 Coffman, P.B. 174, 2179 Cogswell, G.R. 2873 Cohen, A.I. 2385 Cohen, D. 931, 1852 Cohen, M.A. 2687 Cohen, M.L. 4426 Cohen, S.S. 3944 Cohler, M.R. 86 Cohn, J. 2037 Cohn, J.M. 576 Cole, A.H. 67, 74, 2174, 3731 Cole, R.E. 5523 Cole, W.M. 5274, 5373 Colely, E.T. 2244 Coleman, C.G., Jr. 638 Coleman, R. 4170 Coles, R. 5065 Colgate, S.B. 6069 Colier, R.L. 894

395
Collard, B.A. 1044 Colletti, J.A. 3128 Colley, R.H. 2299, 2304, 2774 Collier, A.T. 275, 900, 1677, 1699, 1700, 2039, 2058, 6147 Collingwood, H. 1367, 4797 Collins, E.G.C. 160, 324, 524, 608, 739, 740, 743, 747, 998, 1406, 1879, 1880 Collins, J.C. [Jim] 1231, 1267, 1621, 3323 Collins, J.M. [Julia] 2277 Collins, M., Jr. 3353 Collis, D.J. 1964, 3296 Colvin, G. 4482 Compa, L. 1094 Compton, W. 3349 Conant, J.B. 104, 6178 Condon, T.J. 433 Cone, C.L. 1996 Conger, J.A. 185, 1245, 1463, 1998 Conick, M.C. 4749 Conine, E. 3556 Conner, A. 3979 Connor, J.C. 717 Connor, S.R. 1732 Conrad, G.R. 3441, 4643 Cook, D.C. 2435 Cook, F.X., Jr. 4481, 5804 Cook, L.G. 2090 Cook, P.W., Jr. 2612, 4955, 5363 Cook, S. 2689 Cooke, M.L. 4124 Cool, W.R. 4624 Coonley, H. 5388 Cooper, A.C. 2091, 2673, 2929 Cooper, E.N. 1201 Cooper, L.W. 420 Cooper, M.R. 393 Cooper, R. 2950, 5333, 5337, 5342, 5343 Copeland, M.T. 2177, 2430, 2431, 2535, 2617, 2977, 3745, 4966, 5126, 5210 Copeland, R.M. 5309 Copeland, T.E. 4499, 4571, 5332 Copland, D.B. 3635, 4368 Corey, E.R. 276, 2506, 4787, 5125, 5889 Correa, M.E. 2551 Corson, J.J. 1019, 5121 Corsten, D. 2498, 3043 Corstjens, M. 2356, 2707 Cort, S.G. 3058 Corwein, V. 1037 Cote, M. 3665 Cottle, C.S. 4724 Cottle, S. 3344 Couger, J.D. 5617 Court, D. 180 Courtney, H. 3454 Coutu, D.L. 92, 127, 366, 372, 372, 928, 1030, 1228, 1241, 1319, 1367, 1639, 1828, 1834, 1844, 1850, 1958, 2567, 3136, 3287, 4976, 5052, 5673, 6111, 6162 Covner, B.J. 405 Cowles, G. 3990 Cowles, W.B. 4362 Cox, D.F. 2307, 2308, 2825 Cox, E.B. 4559 Coyne, E.P., Sr. 569 Coyne, K.P. 569, 926, 2586, 4903 Crafts, P.C., Jr. 210 Cragin, R.T. 4849 Craig, E. 586 Cramer, G.L. 3497 Crandall, R.E. 451 Crane, D.B. 3898, 4391, 4395, 4400, 4408, 4408 Crane, J.B. 4202 Craumer, M. 2891 Crawford, B. 180 Crawford, R.J. 4043 Crino, M.D. 384 Cronin, T.C. 2214 Crosby, W.W., Jr. 4438 Cross, I.B., Jr. 1199 Cross, J. 5610 Cross, J.S. 3834 Cross, R. 1843, 2188 Cross, S.H. 3570 Crowell, R.A. 4715 Crowston, W.B.S. 2165 Crowther, J.F. 3026 Croyle, R. 4485 Crozier, M. 153 Crum, M.C. [M. Colyear] 4422 Crum, W.C. [William C.] 3666 Crum, W.L. 1589, 3593, 3740, 3741, 3750, 3751, 3752, 3754, 4457, 4683, 4683, 4816, 5482 Cryer, B. 2219 Cucuzza, T.G. 5335 Cuddihy, B.R. 615 Culbert, S.A. 1899 Culbertson, C.V. 5155 Culbertson, J.M. 3952 Cullinan, G. 4479 Culliton, J.W. 1890, 1912, 2775, 4383, 5361, 6072, 6155 Cummings, J.P. 5267 Cunningham, C.R. 707 Cunningham, R.M. 2394, 2418, 2536, 3184 Cunningham, W.J. 4195, 4214, 4247, 4256 Curley, J.R. 4877 Currie, A.W. 3634 Curtiss, F.H. 4460 Cushing, R. 1998 Cushman, R. 5079 Cusumano, M.A. 2582 Cutts, R.L. 4046, 4047 Cvar, M. 3884 Daggett, S. 4203 Dahneke, M. 3140 Dale, E. 1631 Dalton, G.W. 295, 2084, 5712 Dalton, J.E. 3515, 3517, 4823 Dameron, K. 2327, 3242, 5029, 5141 Daniel, D.R. 281, 2166 Daniells, L.M. 36, 37, 2021, 2819, 3341, 3472 Daniels, A.H. 3078 Daniels, W.M. 3807, 4226, 5207 DAprix, R. 1472 dArbeloff, A. 1519 Darby, C.A.R. 5573 Darkin, A.W. 4751 Darling, M. 3268 Darrow, J.W. 5535 Das, G. 670 DaSilva, A.T. 1996 Dasu, S. 2467 Dauer, E.A. 4434, 4727 Daugherty, C.R. 1207, 5938 Dautry, R. 6198 DAveni, R. 3281, 3290 Davenport, D.H. 4335, 4389 Davenport, F. 6002 Davenport, T.H. 942, 952, 1322, 5014,

Author Index
5443, 5507, 5582, 5614, 5676, 5680, 5738 David, D.K. [Donald K.] 2988, 3788 Davidow, W.H. 3222 Davidson, H.J. 6124 Davidson, H.O. 5284 Davidson, J.H. 2920 Davidson, M.N. 704 Davidson, W.H. 677 Davidson, W.R. 2522, 2993, 3063 Davies, G. 1939 Davies, P.L. 6038 Davila, A. 1622 Davis, B.A. 3844 Davis, D. 5925 Davis, E.W. 5818 Davis, H.L. 5854 Davis, H.T. 3348 Davis, J.H. [James H.] 3265 Davis, J.H. [John H.] 3503 Davis, J.S. [Joseph S.] 3514, 3523, 4313, 4348 Davis, K. 1501 Davis, R.E. 4544 Davis, R.H. 201 Davis, R.T. 3173 Davis, S. 983, 2948 Davis, S.I. 4412, 4740, 4746 Davis, S.M. 1313, 1420, 1682, 2225 Dawar, N. 3295 Day, G.S. 2022, 3357, 3361, 3371, 3390, 4908 Day, R.L. 2766 Dayton, D.J. 5963 Dayton, K.N. 199 Dean, A.H. 5418, 5419 Dean, J. [Joel] 2121, 2317, 2918, 2938, 2968, 2974, 4671 Dean, J.W., Jr. [James] 5886 Dean, N.J. 5656, 5693 Deans, G.K. 4484 Dearden, J. 550, 693, 1542, 1552, 1675, 1692, 3437, 3440, 4639, 4651, 4652, 5283, 5350, 5359, 5362, 5550, 5597, 5644, 5657, 5695, 5696 Dearing, C.L. 4193 DeBruicker, F.S. 2729 DeCenzo, D.A. 383 de Chazeau, M.G. 3585 Dees, J.G. 1790 deForest, M.E. 741 De Geus, A.P. 3270, 1963 Degraeve, Z. 5303 DeGroot, J. 839 De Haas, J.A. 3631, 3697, 3999, 4001, 4003, 4334 DeHoratius, N. 5839 Deighton, J. 2588, 2711, 4488 Dekimpe, M. 2944 Delafon, J.C. 3967 Delaney, G.P. 1142 Delano, F. 5179 De Lano, J. 4440 Delbanco, A. 263 De Long, D.W. 5449 DeLong, J.B. 4940 DeLong, T.J. 1832 DeLurgio, P. 2810 Deming, D.D. 5821 DeMonaco, L.J. 4498 de Montgros, X. 5302 Demos, R. 636, 6150 DeMott, B. 51 Dempsey, B.W. 3602, 5094 DeNike, J.H. 6073, 6075

Author Index
DeNino, M.J. 4774 Denney, R. 6138 Denning, S. 1448 Denrell, J. 1949 Dent, J.K. 1736 De Pasquale, J.A. 438 Dernburg, H.J. 6010 de Roover, F.E. 77 Desai, M.A. 1745 DeSalvo, A. 5404 Deshpande, R. 1993 De Simone, D.V. 5871 Detert, J.R. 1822 DeTuro, P.J. 3690 Deutsch, A.R. 14 Devlin, C.E. 3521 Dewing, A.S. 3755, 4104, 4728, 4898, 5000 Dhalla, N.K. 2286, 2289, 2994 Dhar, R. 2460 Dholakia, P.M. 2555, 3194 Diakonoff, V.A. 5299 Diamond, C.G. 2596 Diamond, M.A. 5239 Diamond, S.L. 5019 Dichter, E. 2300, 2414, 2658, 2847, 6145 Dickerman, A.B. 4314 Dickie, J. 3135 Dickson, D.N. 26, 31, 676, 4137 Dickson, R.D. 4069 Diebold, J. 1776, 5548, 5549, 5563, 5652, 5732 Dietz, S. 2387 Digman, L.A. 5438 Dill, W.R. 1483, 1485, 2165 Dilley, S.C. 5242 Dillion, T.H. 3848 Dimond, T. 3723 Di Scipio, A. 2661 Dissmeyer, V.M. 3375 Dittmann, J.P. 5826 Dittmar, L. 5100 Divita, S.F. 6028 Dixit, A.K. 4586 Dixon, A.L. 2806 Dobscha, S. 2471 Dodd, D. 3313 Dolan, R.J. 2951 Dolley, J.C. 4930, 4931 Domeratzky, L.D. 4023 Dommersmuth, W.P. 1693 Donald, E.K. 922 Donald, G. Jr. 1712 Donald, M.J. 922 Donald, W.J. 1349 Donaldson, G. 186, 3484, 4600, 4623, 4633, 4654, 4661, 4868, 4924 Donaldson, T. 5057 Donham, P. 63, 552, 554, 555 Donham, R. 2120, 3415, 3892 Donham, W.B. 109, 1346, 2061, 2062, 3598, 3603, 4306 Donham, W.M. 79, 113, 1355, 5097 Donnelley, R.G. 547 Donovan, E.T. 1517 Donovan, J.J. 5615 Donovan, N.B. 3471 Donovan, W.J. 3647, 4967 Doody, A.F. 2522, 3063 Dooley, A.R. 66, 5542, 5783, 6139 Doorley, T.L. 3221 Dorf, B. 2493 Dornbusch, R. 3664 Dory, J.P. 2794 Doty, R.A. 653

396
Douglass, L. 6091 Dovey, B.H. 534 Dowrie, G.W. 4441 Doyle, S.X. 3144, 3147, 3152 Doz, Y.L. 1763, 2124, 3263, 3385 Drake, H.B. 6021 Dranikoff, L. 4576 Drapeau, A. 1452 Draper, D.W. 4609 Drayton, W. 5108 Dreher, W.A. 316 Drews, W.P. 5488 Dreyfuss, H. 5891 Dreze, X. 3041 Drier, P. 2011 Driggs, W.W. 2879 Driver, M.J. 1592 Drucker, P.F. 72, 277, 278, 511, 573, 580, 594, 835, 852, 949, 972, 988, 1001, 1014, 1327, 1336, 1341, 1419, 1611, 1629, 1799, 1924, 1965, 2045, 2051, 2092, 2246, 3217, 3330, 3984, 3986, 4055, 4713, 5336, 5724, 6116 Druskat, V.U. 2197 Drzik, J. 3362 Duboff, R.S. 5442 Duck, J.D. 148 Dudick, T.S. 5397 Dufeld, E.S. 6040 Duguid, P. 966 Dula, M.A. 805 Dull, S. 2353 Dulles, E.L. 3579 Duncan, C.S. 1211, 4246 Duncan, D.J. 3029, 5319 Duncombe, H.L., Jr. 4387 Dunlap, S. 575 Dunlop, J.T. 3765, 5304, 5956 du Toit, D.F. 507, 522 Dutton, J.E. 578, 1254 Dychtwald, K. 361, 832 Dye, R. 926, 2586, 2999 Dyer, D. 29, 1376 Dyer, J. [Jan] 1637 Dyer, J.H. [Jeffrey] 4476, 5798, 5843 Dyment, J.J. 4739 Dyson, E. 2632, 5591 Earl, M. 5607 Eastlack, J.O., Jr. 2160 Eaton, W.W. 5185 Ebersole, J.F. 3203, 3641, 3905, 4376, 4380, 4436, 4682 Eccles, R.G. 2350, 3325, 4395, 4496, 5348 Eckert, R.A. 2136 Eckler, A.R. 2413, 3841, 4271 Eckley, R.S. 890 Eckstein, O. 3832 Economy, E. 3859 Eddy, C. 5503 Edelman, F. 5466 Edelman, R. 1647 Edery, D. 2351 Edgerly, W.S. 1552 Edmondson, A.C. 1822, 1839, 2194, 3360 Edmunds, S. 531, 2169, 4674, 4677, 4726 Edwards, G.W. 4824 Egdahl, R.H. 792 Egeland, J.O. 4224 Ehrenfeld, T. 1515 Eiler, R.G. 5349 Einhorn, H.J. 1608 Eisenhardt, K.M. 595, 1857, 2709, 3321, 3450 Eisenmann, T. 2681, 3255 Eisenstat, R.A. 156, 1449 Eisingerich, A.B. 3204 Eisner, R. 4132, 5255 Ekblom, H.E. 4745 Elbing, A.O. 1064 Elden, J.M. 1899 Elder, T. 2908 Eliel, P. 1189 Ellis, C.D. 329, 4649, 4720, 6192 Ellsworth, R.R. 4607, 4913 Ellwood, D.T. 2008 Ellwood, P.M., Jr. 807 Elmore, R. 6178 Elsbach, K.D. 1450 Elson, C. 1509 Elton, E.J. 2165 Elton, J. 5896 Ely, R.J. 5, 704 Emch, A.F. 1434 Emering, E.J. 313 Emery, J.C. 4191 Encarnation, D.J. 1761 England, W.B. 3028, 3076 Engle, N.H. 2533, 4008 Enlen, W.J. 2662 Enright, E.J. 2837 Enriquez, J. 6163 Enthoven, A.C. 800 Enthoven, A.J.H. 5290 Eppen, G.D. 5854 Eppinger, S.D. 961, 5710 Epstein, R.C. 3530, 3531, 3532, 4236 Erickson, K. 5003 Erickson, T.J. 361, 824, 832, 2180 Ericson, R.F. 1432 Ericsson, K.A. 2244 Erlandson, E. 581 Ernst, D. 1754, 3258, 4480, 4504 Ernst, H.B. 4605, 5367 Ertel, D. 4972, 4979 Esarey, S. 703 Esch, E. 4248 Eskew, M. 1937 Esposito, A.I. 747, 2019, 3496 Estes, R.M. 207, 223, 233, 242 Esty, D.C. 3854 Etzioni, A. 1606 Evans, M.K. 3412, 5661 Evans, P. [Philip] 2579, 2811, 3303, 2184 Evans, P.A.L. [Paul A. Lee] 2157 Ewing, D.H. 460, 919 Ewing, D.W. 390, 413, 435, 630, 854, 857, 862, 869, 871, 881, 891, 1013, 1312, 1405, 1497, 1772, 1779, 1895, 3005, 4281, 5008 Ewing, J.S. 1430, 5027 Exter, J. 4285 Eyring, M. 3284 Fadiman, J.A. 5066 Fahey, L. 4908 Fair, M.L. 4225 Fairbanks, R.W. 5564 Fairley, L. 4271 Fajen, S.R. 2287 Falk, A.T. 2336 Falk, D.R. 3105 Fang, X. 3536 Fanning, J.E. 4647 Fanuele, M.J. 2270 Farkas, C.M. 1277 Farnsworth, D.L. 2235

397
Farquhar, H.H. 5483 Farrar, D.E. 4719 Farrell, D. 3289, 5736 Farrelly, F.J. 2347 Farris, P.W. 2284, 2957, 5344 Farson, R.E. 1252, 1491 Favaro, K. 3313 Fayerweahter, J. 700 Feder, R.A. 2827 Feeny, D.F. 5611 Feingold, K. 613 Feiss, R.A. 1352 Feitzinger, E. 5879 Feld, C.S. 5601 Felder, R.B. 5103 Feldman, L. 4856 Feldman, M.A. 1996 Feldstein, M.S. 3780, 3894, 4143, 4261 Fellner, W. 4162 Fels, A. 708 Felton, A.P. 2769, 2771 Felton, S.M., Jr. 213 Fendrock, J.J. 5085, 5087 Fenn, D.H., Jr. 1481, 1818, 2033, 5958, 5973 Fennelly, D.J. 4950 Fenning, K. 5196 Fenton, F.P. 1170 Ferdows, K. 5722 Ferdwos, K. 5831 Ference, T.P. 1687 Ferguson, C.H. 3335, 3336, 5512 Ferguson, G.T. 5926 Ferguson, L.L. 628, 6135 Fernandez-Araoz, C. 1666 Ferrazzi, K. 5674 Ferrell, D. 3922 Ferris, W.P. 2192 Fewster, J.D. 4968 Fiedler, F.E. 1071 Field, M.G. 815 Fielden, J.S. 101, 1473, 1488, 1489, 1694, 1732 Figge, H.E., Jr. 314 Filene, L. 5028 Filsinger, E.B. 4020 Finder, J. 5044 Finegold, D. 185 Finkelman, D. 5516 Finkelstein, S. 977 Finn, C.E., Jr. 6183 Finn, D. 601, 2016, 2055, 3012 Firnstahl, T.W. 490, 1393, 2480 Fisch, G.G. 1315, 2215 Fischer, B. 2185 Fisher, A.M. 458 Fisher, G.H. 4155 Fisher, J.C. 2076 Fisher, L.H. 461 Fisher, M.L. 3046, 5767, 5842 Fisher, R. 5216 Fisk, G. 5009 Fiske, N. 2403 Fiss, M.S. 3128 Fites, D.V. 2502 Fitt, L.W. 744 Fitton, H.F. 4015 Fitzgerald, C.L. 552 Fitzgerald, T.H. 310, 399 Flanagan, J.C. 303 Flanders, R.E. 6156 Fleischer, A., Jr. 4810 Fleming, H. 3726, 4961 Fleming, J.H. 2456 Fleming, L. 941, 2189, 5877 Fleming, Q.W. 4573 Fleming, R.L. 385 Fletcher, J.K. 718 Flock, L.R., Jr. 5660 Flom, J.H. 4806 Flood, K.U. 2525 Florida, R. 935, 1998, 3652 Flowers, V.S. 437 Flynn, T.D. 5287 Fogg, J.G., III 4516 Foley, C.F. 1745 Foley, J.J. 1076 Foley, P.M. 393 Folsom, M.B. 354, 5280 Folts, F.E. 658, 6042 Fondation, L. 2002 Fong, H.G. 4315 Fontaine, M.H. 1227 Foote, G.H. 331, 1538, 1554 Foote, M.R. 1528 Forbes, W.F. 5039 Ford, D. 2916 Ford, H., II 1561 Ford, R.N. 1065 Forgen, J.H. 454 Forrester, J.W. 2311, 3379 Forsyth, G.C. 811 Fortang, R.S. 4975 Forunier, S. 2471 Foster, E.D. 3092, 4012 Foster, E.M. 4463 Foster, F.L. 2845 Foster, G. 5339 Foster, K.E. 453 Foster, R.D. 1467 Foster, R.N. 1007, 5933 Foster, W. 1785 Foster, W.T. 3416, 3912 Foulkes, F.K. 851, 870, 877, 5117, 5931 Fowler, S. 2108 Fox, H. [Harland] 907 Fox, H.W. [Harold] 518 Fox, J.B. 4310 Fox, J.R. 5107, 6017 Foy, F.C. 1137, 4918 Foy, N. 609, 1058 Fragner, B.N. 804 Fraisse, P. 169 Fram, E.H. 1407 Frame, S.T. 3744 Francis, S.C. 4491, 4498 Francisco, L.M. 1498 Frank, V.H., Jr. 3955 Frankenhuis, J.P. 2112, 5631 Franko, L.G. 1766 Fraser, C.E. 567, 3417 Fraser, L.B., III 5382 Fraser, R. 5376 Fraught, M.C. 2865 Frawley, E.D. 2864 Freas, A. 2105 Frederick, J.G. 3746 Frederick, J.H. 4208 Fredericksen, D.M. 3607 Freed, R.N. 5650 Freedman, A. 1099 Freedman, D.H. 1325 Freedman, H.S. 557, 559 Freedman, R.J. 3144 Freeland, R.F. 1845 Freeman, C. 2305 Freeman, K.W. 1653 Freeman, R.B. 3707 Frei, F.X. 2575, 3205 Freiberg, A.M. 2530

Author Index
French, J.R.P., Jr. 1696 Frese, W.F. 5405 Fretz, C.F. 752 Frey, D. 5883 Frey, J.M. 3174 Frey, R. 151 Freyd, M. 2340, 2859, 5498 Friedman, B.M. 4138, 4778 Friedman, D.E. 849 Friedman, L.N. 3781 Friedman, R. 1860 Friedman, S. 436 Friedman, S.D. 839 Friedman, W.F. 2516 Friend, I. 2839 Friend, S.C. 3044 Frigo, M.L. 4795 Frisch, B. 1445 Fritz, L. 255 Froelich, W. 3696 Frohman, A.L. 2081 Frohman, D. 1225 Froman, L.A. 2446 Froomkin, A.M. 4940 Froot, K.A. 4588 Frost, G.E. 5184 Frost, P.J. 1037, 1254, 1859 Frost, T. 3295 Fruhan, W.E., Jr. 2677, 4509, 4859, 4914 Fryer, B. 126, 360, 370, 1360, 1451, 1508, 2218, 2565, 2705, 2998, 5047, 5587 Fubini, D.G. 4480 Fugal, G.R. 2237 Fujimoto, T. 5884 Fulbright, J.W. 6191 Fuld, L. 1598 Fuller, C. 4108 Fuller, F.M. 760 Fuller, J. 2135, 2503 Fulmer, R.M. 1245 Fulmer, V.A. 1816 Fulmer, W.E. 1099, 1100, 1105 Fulton, M. 5747, 5756 Furash, E.E. 5092, 6169 Furnis, J.P. 4420 Furst, B. 654 Fusaro, R.A. 592, 5569 Fusfeld, H.I. 1985 Fuss, N.H., Jr. 1975 Gabarro, J.J. 1357, 1679, 2247, 2254, 2256 Gabel, H.L. 4941 Gabor, A. 3658 Gabriel, P.P. 1778 Gaddis, P.O. 689, 883, 1703, 4511 Gadiesh, O. 1458, 3396, 3535 Gadon, H. 1058, 1064 Gagnon, C.E. 3224 Galbraith, J.K. 1767, 3016, 3516, 4067, 4139, 4270 Gale, B.T. 2676, 4617, 5247 Galetovic, A. 5169 Galford, R. 840, 1452, 1654, 1665 Gallagher, W. 1016 Galunic, D.C. 1857 Gamble, F.R. 2310 Gansler, J.S. 6018 Gant, D.R. 5408 Garbett, T.F. 2281 Garceau, O. 3637 Gardner, B.B. 69, 2395 Gardner, F.V. 5369

Author Index
Gardner, G.F. 4221 Gareld, H.A., II 4942 Garino, J. 3047 Garretson, R.C. 2797 Garrett, R. [Robert] 4748 Garrett, R.W. [Richard] 5748 Garrity, J.T. 4263, 5658 Garten, J.E. 3538, 3929 Gartner, M.G. 5112 Garvin, D.A. 121, 143, 987, 1032, 1602, 1944, 1982, 2722, 3420, 3421, 4614, 5725, 5903, 5910 Gates, B. 4854 Gates, G. 1998 Gatty, R. 2796 Gatza, J. 297 Gaumnitz, R.K. 5475 Gavetti, G. 1597 Gay, E.F. 114 Geary, S. 5836 Geiger, T. 4292 Geisler, M.A. 3276 Geisman, J. 2941 Geissler, C. 828 Gelb, A. 410 Gelb, B.D. 323, 788 Geldhar, J.D. 5706 Gelfand, L.I. 1484 Gelfand, M. 709 Gellerman, S.W. 288, 1730, 3143, 5067 Gentile, M.C. 6 Geoffrion, A.M. 2515 George, B. 1222 George, H.B., Jr. 4290 George, W.W. 2209 Georgoff, D.M. 3758 Gepfert, A.H. 2520 Gerkovich, P.R. 710 Gershefski, G.W. 4638 Gerson, B. 359, 5015 Gerstner, L.V., Jr. 4626 Gerwin, D. 5708 Gestetner, D. 3159 Getlein, F. 4398 Getz, G. 2068 Ghadar, F. 4493 Ghemawat, P. 660, 662, 664, 1358, 1951, 2624, 2726, 3306, 3919, 4493 Ghosh, S. [Shikar] 2585 Ghoshal, S. [Sumantra] 582, 673, 980, 982, 1311, 1363, 1368, 1373, 1869, 2626 Ghosn, C. 3317 Gibb, D.E. 5167 Gibson, C.F. 5689 Gibson, G.W. 642, 1492 Gibson, J.D. 3620 Gibson, L. 3284 Giese, P.E. 4559 Gilbert, C.G. 125, 1714 Gilbert, F.S., Jr. 4527 Gilbert, H.N. 4307, 4327, 4336 Gilbert, J.L. 1458, 3396 Gilbert, L.D. 4927 Gilbertson, H.S. 1200 Gilder, G. 5520, 5667 Gilkey, R. 2242 Gillen, G. 3048 Gillen, R.L. 5979 Gillespie, J.J. 5032 Gilmore, F.F. 538, 3489, 5761 Gilmore, J.H. 2898, 3213 Gilmore, J.S. 3438 Gilmore, T. 1873

398
Gilmour, D. 1829 Gilmour, P. 5850 Gilson, S. 4987 Gitlow, H.S. 5909 Given, W.B., Jr. 1436, 1437, 5716 Glaser, J.P. 952, 5670 Glass, W.R. 3672, 6121 Glassen, G.J. 4157 Glazer, R. 2460 Gleason, E.S. 3734 Glennon, J.R. 404 Glickauf, J.S. 5562 Glover, J.D. 3695, 4345 Gluck, F.W. 1007, 3307 Godes, D. 3130 Goffee, R. 930, 1230, 1268, 1865 Gogel, D.J. 4910 Goggin, W.C. 1891 Goija, L. 138 Goland, T. 5517 Gold, B. 5707 Goldberg, I.A. [Irving] 2262 Goldberg, R.A. [Ray] 2017, 3498, 3499, 3500, 6163 Golde, R.A. 546, 1482, 5464 Golden, C.S. 911 Golden, L.L.L. 2024 Goldenberg, J. 2890 Golder, P.N. 2398 Goldman, D. 2276 Goldman, M.I. [Marshall] 2648, 3552, 3560, 3969, 3979 Goldman, R.I. [Robert] 5227 Goldsmith, A.N. 2866 Goldsmith, J.C. 769, 779, 795, 798, 799, 1809 Goldsmith, S. 5942 Goldstein, D.G. 2349 Goldstein, J. 2371 Goldstein, R.C. 5571 Goldston, E. 616 Goleman, D. 371, 1239, 1260, 1272 Goletz, W.K. 5349 Gomberg, W. 1177 Gomersall, E.R. 2213, 2261 Gomes-Casseres, B. 3261 Gomory, R.E. 2907 Gonik, J. 3155 Good, R.E. 2825 Goode, R. 4151 Goodhue, L.H. 6020 Goodman, D.A. 2210 Goodman, J.B. 4070 Goodman, R.B. 3891 Goodman, S.J. 3090, 5321 Goodnight, J. 935 Goodpaster, K.E. 5072 Goodson, P.D. 4910 Goodson, R.E. 5719 Goodwin, N.R. 4073 Goold, M. 270, 1862, 3326, 4503 Gopal, A. 2400 Gorbachev, M.S. 3547 Gordon, J.R.M. 1064 Gordon, L. 3688, 4357 Gordon, T.J. 449 Gorman-Clifford, P. 926 Gosling, J. 1361 Goss, T. 149 Gossett, W.T. 5222 Gottfredson, M. 3259, 3387 Gottschalg, G. 4757 Gouillart, F.J. 2476 Gould, R.L. 2225 Gourville, J.T. 2881, 2885, 2943 Grabner, J.R., Jr. 4948 Grace, E.J. 816 Gradison, W.D., Jr. 340 Gragg, C.I. 111, 1908, 4228, 4266, 4302, 4328, 4343, 5133 Graham, D. 2102 Graham, G.L. 1846, 5941 Graham, J.L. 4974, 4984 Graham, M.B.W. 2917 Grampp, W.D. 4275 Granger, C.H. 3328 Grant, A.W.H. 2712 Grant, J. 4390 Gras, N.S.B. 77, 1306, 1928 Gratchev, M.V. 2623 Gratton, L. 824, 2180 Graves, C.W. 1628 Graves, W.B. 6080 Graves, W.W., Jr. 3519 Gray, D. [David] 2249 Gray, D.H. [Daniel] 3465 Gray, G. 4462 Grayson, C.J., Jr. 1330, 4078 Grebler, L. 4820, 4845 Greco, R.B. 1374 Green, C.H. 2153 Green, D. 2601 Green, H.L. 3060 Green, J. 2940 Green, P.E. 2821 Green, R.T. 3947 Green, S. 2133 Green, W. 1085 Greenberg, H.M. 3125, 3151, 3166 Greenberg, J. [Jeanne] 3151 Greenberg, J.W. [Jeff ] 1249 Greene, M.R. 2756 Greenwald, A.R. 2571 Greenwald, B. 3214, 3286 Greenwald, B.C. 5219 Greenwald, C.S. 878, 4026 Greer, C.C. 4417 Greer, H.C. 2969, 5124 Gregersen, H.B. 2140 Gregg, E.S. 4242, 4251 Gregg, M.T. 2334 Gregory, J.R. 2554 Gregory, P.M. 2325 Greiner, A. 2011 Greiner, L.E. 280, 1416, 1609, 1893, 2212, 3370 Gremillion, L.L. 5584 Grether, E.T. 2973, 3097 Greyser, S.A. 759, 1698, 1811, 2294, 2295, 2306, 2347, 2833, 2934, 5017, 5019, 5968, 5970, 5975, 5978 Griesinger, F.K. 2437 Grifn, C.E. 2543, 2966, 3533 Grifn, N.S. 2251 Grifn, P.A. 5266 Grifth, J.R. 806 Grimes, W.H. 2441 Grimshaw, A. 4328 Grisanti, D.A. 516 Griswold, E.N. 1563 Gronstedt, A. 1439 Gross, A. 542 Gross, B. 407 Gross, G.B. 307 Gross, P.J. 611 Grossman, A. 1791, 6178 Grote, D. 286 Grote, R.C. 385 Groysberg, B. 1645, 1655, 2181 Gruen, T. 3043

399
Gruen, V. 6097, 6100 Grunwald, J. 3622 Grutzner, C. 5084 Grzywinski, R. 4392 Guber, P. 1438 Guest, R.H. 1054, 1081, 1102 Guggenheim, H.F. 4232 Guide, D.V. 5793 Gulati, K. 3358 Gulati, R. 2131, 2457, 3047 Gullet, J.S. 4222, 6012 Gulliver, F.R. 5906 Gumpert, D.E. 12, 30, 159, 503, 505, 509, 515, 517, 529, 2727, 3468, 4619, 4776, 4780, 5948, 5959 Gunn, W.N. 3882 Gunther, R.E. 933 Gustafson, L.A. 894 Gustin, R.P. 4386 Guth, W.D. 1614 Guthart, L.A. 4923 Guthmann, H.G. 3594, 3830, 4423, 4679, 4727, 4884, 4923, 5258, 6102 Gyftopoulos, E.P. 3823 Gypen, J. 1883 Haas, D. 4762 Haas, E.A. 5807 Haas, H.M. 2854 Haas, P.R., Jr. 5753 Hackett, J.P. 2876 Hackett, J.T. 1986 Hackford, R.R. 4194 Hackman, J.R. 1060 Hadley, C.N. 951 Hadley, E.M. 4359 Haeckel, S.H. 5681 Haeiger, S. 5168 Hagel, J., III 1960, 2407, 3260, 4575, 5592, 5605 Hagemann, H. 3573 Hagler, J.A. 2659 Haglu, A. 2681 Hahn, A. 3646 Haire, M. 910 Haklisch, C.S. 2077 Haldane, B. 1710 Hale, D.D. 4736 Halevi, S. 2717 Haley, M.R. 5965 Haley, R.I. 2796, 2919 Haley, T.S. 1444 Hall, B.J. 1511 Hall, E.T. 2660 Hall, G. 5922 Hall, G.E. 3428 Hall, H.R. 344, 345 Hall, K. 1722 Hall, R.W. 5771, 5851 Hall, T. 2689 Hall, W.K. 3339 Hall, W.P. 548 Hall-Sheey, J.W. 8 Halliday, A.L. 2904 Hallowell, E.M. 363, 5675 Halprin, M. 2949 Hamburg, M. 2927 Hamel, G. 50, 123, 934, 945, 964, 969, 992, 2068, 2640, 2716, 3263, 3302, 3447, 3459, 3462 Hamermesh, R.G. 2674, 3340, 3430, 3431, 3464 Hamilton, R.A. 3877 Hamilton, R.W. 2883 Hamm, J. 472, 1446 Hammer, M. 939, 1954, 5614, 5921, 5923 Hammermesh, R.G. 763 Hammond, A. 2622 Hammond, J.H. 5304, 5767 Hammond, J.S. 1593, 1604, 3477, 5447, 5458 Hammond, S.C. 383 Hamori, M. 1651 Hampden-Turner, C. 1378 Hanan, M. 279, 1896, 2750, 2925, 3432 Hancock, W.M. 806 Hand, J.H. 520 Handeld-Jones, H. 1662 Handy, C. 49, 271, 1867, 1882 2002, 4798, 6113 Handy, J.L. 4539 Hanig, R. 1716 Hanks, J.J. 3887, 4346 Hannah, P.F. 3025 Hannan, R.D. 234 Hansen, H.L. 2970, 2976, 3995, 4960 Hansen, J.J. 1424, 2163, 5872 Hansen, M.T. 478, 958, 971 Hanson, J.R. 1871 Hanson, R.E. 1526 Hanssens, D. 2944 Harari, O. 2013 Harbeson, R.W. 4115, 4220, 5135 Harbury, A.L. 5469 Hardaker, M. 2207 Harding, D. 2376, 2894, 3045, 4473, 4475, 4486 Harding, F. 4477 Harding, T.S. 6081 Harding, W.B. 4210 Harding, W.P.G. 3907 Hardman, J.B.S. 1147 Hardy, C.O. 4361 Hardy, K.G. 3020 Hardymon, G.F. 4774 Hargadon, A. 965 Harlan, L.M. 3718 Harless, V.E. 3819 Harlow, R.F. 1495 Harnick, C.D. 1526 Harper, R. 1137 Harper, W.K. 4463 Harrigan, K.R. 3337 Harriman, B. 1478 Harrington, D.R. [Diana] 4608 Harris, J.E. 2674 Harris, J.G. 5014 Harris, M.F.O. 4748 Harris, T.G. 2146 Harrison, D.D. [David] 4610 Harrison, D.H. [Deborah] 796 Harrison, F. 1916 Harrison, J.C., Jr. 1429 Harrison, R. 1894 Harrison, T. 4502 Hart, C.W.L. 1041, 2454, 2719, 3052 Hart, F.R. 4016 Hart, J.K. 2175 Hart, S.L. 3869 Harter, J.K. 2456 Hartley, R.F. 2282 Hartwick, J. 1365 Hartzel, E. 4443 Harvey, P.D. 1801 Hasker, S. 2785 Haslam, R.S. 1154 Hasleberger, A. 703 Hassan, F. 2133 Hasson, R. 5046

Author Index
Hastings, D.F. 667 Hatch, M.J. 2367 Hatsopoulos, G.N. 3823 Hatten, K.J. 532 Hauser, J.R. 2495 Havens, T. 725 Hawken, P. 3857, 3867 Hawkins, D.F. 5262, 5263, 5270, 5407 Haworth, L.L. 5998 Hayashi, A.M. 715, 1603 Hayes, D.J. 5269 Hayes, R. 2633 Hayes, R.H. 2122, 2156, 2992, 3274, 3300, 3466, 3938, 4614, 4632, 5456, 5727, 5810, 5815, 5816, 5816, 5817, 5888 Hayes, S.L., III 3687, 4400, 4546, 4625, 4640, 4646, 4781, 4782, 4839, 4840 Hayes, W.W. 4090 Hayman, J. 752 Haynes, U., Jr. 758 Hays, J.S. 3237 Hazard, L. 456, 637, 1131, 2040, 5994, 5997, 6096 Hazard, W.H. 5159, 5162 Head, N.C. 5127 Healy, P.M. 4796 Heany, D.F. 3434, 3473, 5914 Heath, C. 1443 Heath, D. 1443 Heaton, H. 322 Heaton, R.L. 2020 Hechinger, F.M. 6187 Hecht, J.L. 2030 Hecht, L. 3934 Heenan, D.A. 1688, 1765, 1769, 2638, 3549, 5452, 6089 Heermance, E.L. 1209, 4102 Heifetz, R.A. 1253, 1255, 1276 Heimbouch, H. 131, 2196 Heineman, B.W., Jr. 5045 Heinisch, R.P. 1678 Heitger, D.L. 1784 Hekimian, J.S. 888 Hekman, C.R. 4077, 5264 Hekman, J.S. 4077 Held, H. 4381 Heldring, F. 3897 Hellauer, J. 4021 Hellenbrandt, E.T. 4120 Heller, R. 5076 Heller, W.W. 4675 Helzner, M.L. 6032 Hemnes, T.M.S. 5177 Hemp, P. 122, 130, 830, 2191, 2556, 2557, 3210, 3388, 3391 Hempbill, J.K. 1702 Henderson, A. 5477 Henderson, B.D. 1326, 3310, 3437 Henderson, C.R. 348 Henderson, H. 3881, 5969, 6130 Henderson, L. [Leon] 4339 Henderson, L.J. [L.J.] 1347, 2329, 3893 Henderson, R. 985 Hendry, S.R. 4982 Hennessy, J.H. 5384 Henrici, S.B. 3713, 5457 Henry, J.P., Jr. 3819 Henry, K. 3011 Henry, P. 3158 Hensel, H.S. 6039 Henshel, H.B. 1296 Henzler, H.A. 3613, 3615 Herberger, R.A., Jr. 4984 Herbert, M.E. 807

Author Index
Herbold, R.J. 953 Hernandez, W.H. 4610 Herring, E.P. 2871 Herring, J.M. 2872, 4122 Herrmann, C.C. 5495, 6094 Herron, D.P. 2511 Hershey, R. 2820, 5643 Hershon, S.A. 535 Hertz, D.B. 4622, 4644, 5468 Hertz, P.T. 5909 Hertzfeld, J.M. 3543, 3551, 3965 Herzberg, F. 1035, 1047, 1062, 1069, 1070 Herzel, L. 5006 Herzlinger, R.E. 765, 768, 780, 781, 784, 785, 801, 1794, 1798, 1806, 1813, 3230 Heskett, J.L. 2512, 2517, 2719, 2828, 3216, 3220, 3223 Hess, H. 1684 Hetrick, J.C. 5490 Hettenhouse, G.W. 1545, 1547 Hettinger, H.S. 2868, 2870 Hewlett, S.A. 1, 706, 713, 842, 2217 Hexter, R.M. 4642 Heyman, J.K. 659 Hiatt, H.H. 793 Hickerson, J.M. 3178 Hickey, A.E., Jr. 6172 Hicks, C.J. 421 Hidy, R.W. 4330 Higgins, C.C. 5476 Higgins, E.D. 311 Higgins, J.A. 5562 Higgins, J.W. 5937 Hildenbrand, G.H. 1117 Hilgert, J.R. 3181 Hill, J.S. 2641 Hill, L.A. 1273, 1715 Hill, R.M. 3073 Hill, S. 2365 Hill, W. [Walter] 4375, 4377 Hill, W.C. [William] 3094 Hillis, D. 5666 Hillman, R.H. 4634 Hillman, S. 4101 Hillsley, R.H. 5469 Hiltabiddle, T. 1647 Hilton, A. 3612 Hines, J.R., Jr. 1745 Hines, W.D. 4253 Hinkle, C.L. 2963 Hinterhuber, H.H. 1283 Hintner, O. 5298 Hiromoto, T. 5295 Hirsch, I. 6173 Hirsch, J.L. 5931 Hirsch, R.F. 1982 Hirschhorn, L. 124, 1873 Hirschman, E.C. 2594 Hirschmann, W.B. 1015, 4866 Hitchcock, D. 4389 Hlavacek, J.D. 534, 3149, 5338 Ho, P. 2666 Hoaglund, H.E. 4847 Hobbs, C.O. 4938 Hobbs, J.M. 3473 Hockett, D.F. 6062 Hodder, J.E. 4601 Hodge, M.H., Jr. 6168 Hodgkinson, W. 4890 Hodgson, A.M. 1483, 1485 Hodgson, J.D. 2260 Hodgson, R. 697, 3985 Hodgson, W.G. 288 Hoerr, J. 1088 Hofer, C.W. 5692

400
Hoff, E.J. 2637 Hoffman, A.J. [Andrew] 3862, 5099 Hoffman, D.L. 2572 Hoffman, F.O. 3408 Hoffman, H.M. 4772 Hoffman, P. 4097 Hogarth, R.M. 1608 Holcombe, A.N. 5989 Holden, T.S. 3591 Holland, D.M. 334, 1558 Holland, T. [Tom] 4762 Holland, T.P. [Thomas] 1793 Hollander, S., Jr. [Sidney] 2320 Hollander, S.C. [Stanley] 2838 Holliday, C. 2001 Holloway, C.A. 1279, 3129, 5881 Holloway, R.J. 3074 Holme, S.A. 4386 Holstein, W.K. 5709 Holt, C.C. 5473 Holt, D.B. 2360, 2620 Holt, W.A. 4686 Holwerda, A.O. 5166 Holzman, R.S. 5429, 5430 Hood, A.L. 3626 Hood, N. 1748 Hoole, R.W. 5799 Hoop, C.C. 1052 Hoopingarner, D.L. 1213 Hoos, I.R. 5554 Hoover, C.B. 4086 Hoover, E.M., Jr. 5764 Hoover, J.E. 5976 Hope, J. 5376 Hopkins, E.M. 110 Hopkinson, T.M. 2415 Hopper, M.D. 5515 Hopwood, J.O. 918 Hori, S. 4045 Hormats, R.D. 3654 Horn, J. 4471 Horniker, A.L. 4286 Horowitz, R. 2890 Horst, J.F. 398 Horwitz, B. 5265 Hoskins, W.R. 684 Hosmer, W.A. 553, 4296, 5259, 6175 Hostage, G.M. 5916 Hostetler, L.M. 3785 Hotchkiss, W.E. 924, 3534 Hough, B.O. 4022 Hough, R.B. 6048 Houlder, D. 577 Hounshell, D.A. 5805 Hourihan, G. 1592 House, C.H. 2906 House, R.J. 633 Houser, J.D. 2178 Houston, B. 1987 Hout, T.M. 1323, 1972, 1975, 2144, 3959 Howard, R. 1872, 1973, 2631, 3659 Howe, A.S., Jr. 5208 Howe, F. 262 Howe, N. 2397 Howe, R. 3793 Howell, P.L. 335, 4786 Howell, R.A. 4535, 5375, 5900 Hower, R.M. 77, 3081 Hower, V.A. 3102 Hu, K.T. 3628 Huang, J. 1957 Huang, M.H. 2496 Hubbard, J.B. 3600, 3749, 3910, 3911, 4564 Huber, R.L. 5612 Huberman, J. 394, 1073, 2606 Hudson, K. 955 Huge, E.C. 5779 Hughes, C.L. 437 Hughes, D. 3148 Hughes, E.C. 1009, 1731 Hughes, G.D. 2919, 4944 Hughes, J. 1826, 3254 Hulme, R.D. 448 Humphreys, J. 3, 5048 Hunt, B.C. 5146 Hunt, P. 1612, 4279, 4926, 5248 Hunter, M. 1224 Hupp, J.W. 4159 Hurley, R.F. 1824 Hurni, M.L. 1619 Hurst, D.K. 1397 Huse, E.F. 1417 Huselid, M.A. 827 Huston, L. 2066 Hutchinson, J.W. 590 Hutchinson, K.D. 5193 Hutchison, G.S. 5971 Hutchison, W.M., Jr. 2488 Hutton, A. 4764 Hyer, N.L. 5811 Hyson, C.D. 3692, 3975 Iacobucci, D. 5437, 5511 Iansiti, M. 84, 2073, 2897, 5878 Ibarra, H. 429, 579, 585, 1224 Ickis, J.C. 674 Ignatius, P.R. 2268 Ihlefeld, A. 4431 Ijiri, Y. 5390 Imberman, A.A. 342, 1305 Imberman, W. 1095, 1103 Immelt, J. 2133 Ingene, C.A. 597, 4557 Inman, S.G. 4004 Irwin, J.W. 3835 Isaacs, N. 1935, 2544, 4353, 5137, 5206 Isard, W. 5762 Isenberg, D.J. 1607, 2152 Itoh, R. 1747 Ittner, C.D. 5331 Ivancevich, J.M. 2224 Ivanetic, M. 4628 Jackall, R. 6120 Jackman, J.M. 283 Jackson, A. 120 Jackson, A.A. 533, 1475 Jackson, B.B. 2384, 2602, 2956, 2958 Jackson, G.A. 3673 Jackson, M. 2366 Jacobs, F. 756 Jacobson, A. 5671 Jacobson, D.J. 3347 Jacobson, R. 4567 Jacoby, N.H. 4038 Jacques, E. 452, 1056, 1875 Jacques, F.M. 2683 Jaikimar, J. 5513 Jaikumar, R. 5808, 5927 Jain, S.K. 523 James, C.L. 702 James, D.N. 4487 James, E. 4869 James, R. 4869 Janeway, E. 4277, 4278, 6174 Janney, J.E. 1706, 2173 Jansen, P. 1787 Janson, R.L. 5499 Jap, S. 2568

401
Jasinski, J. 5697 Javidan, M. 6107 Jaworski, B.J. 2558 Jay, A. 1476, 2113 Jeffcoat, A.E. 4915 Jeffrey, R.H. 4858 Jelinek, M. 5706 Jemison, D.B. 4514 Jenkins, D.C. 3738 Jenkins, R.L. 95 Jenks, J.M. 1672 Jenney, C. 5041 Jennings, E. 909 Jennings, F. 909 Jensen, A.L. 3507 Jensen, M.C. 1516, 4518, 4801, 5119, 5377 Jeppesen, L.B. 2065 Jerdee, T.H. 164, 751 Jerome, R.W. 3936 Jerome, W.T., III 5244 Jessop, W.S. 643 Jewett, C.L. 4837 Joachimsthaler, E. 2370, 2375 Johansen, R. 5526 Johansson, J.K. 2815 Johnson, A.C. 296, 332 Johnson, A.H. 6105, 6106 Johnson, A.H. [Arno] 3770 Johnson, A.M. 64 Johnson, B.A. 2404, 2696, 2702 Johnson, C.M. 1096 Johnson, E.W. 193 Johnson, H.J. 339 Johnson, H.L. 1340, 6146 Johnson, P.T. 3002, 3374 Johnson, R.E. 5743 Johnson, R.T. 1412 Johnson, R.W. [CEO of Johnson & Johnson] 1926, 2436, 4561, 5228 Johnson, R.W. [nance professor at Michigan State and Purdue] 2436, 4561, 5228 Johnson, S. 3539, 4066 Johnson, S.C. [Simon] 240, 2937 Johnson, S.Y. 4298 Johnson, T.G. 2291 Johnson, W. [Wendell] 1504 Johnson, W.G. [William] 5525 Johnston, G.S. 4857 Johnston, R. 3248 Johnston, T.J. 610 Johnston, W.B. 844 Jolly, P. 4123, 4360, 4750, 6082 Jome, H.L. 4238 Jonason, P. 5780 Jones, A.L. 2385 Jones, C. [Charles] 2713 Jones, C. [Conrad] 2937 Jones, C. [Cullom] 3273 Jones, C.H. 888, 1610, 5462, 5543 Jones, D.T. 1966, 2458, 5796 Jones, E.W., Jr. 734, 753 Jones, F.D. 5211 Jones, G. [Gareth] 930, 1230, 1268, 1865 Jones, G.G. [Geoffrey] 1743 Jones, J.P. 2275, 2380 Jones, O. [Owen] 2444, 2671, 5939 Jones, R.H. 4146 Jones, R.T. 4946 Jones, T.O. 2475, 3216 Joni, S.A. 1236 Jorgenson, D.W. 5252 Josefowitz, N. 1399 Joseph, M.L. 5201 Joyce, W. 1953 Juda, A. 941 Judd, M. 40, 41, 42, 209, 325, 4862, 5296, 5451 Judson, A.S. 1707, 3712 Juran, J.M. 5901 Justin, J.J. 349 Kabus, I. 5502 Kacmar, K.M. 705 Kager, P. 4485 Kahn, G.N. 3169 Kahn, H.L. 2278 Kahn, J. 3286 Kahne, H.R. 899 Kahneman, D. 1599 Kahwajy, J.L. 595 Kaikati, J.G. 2734, 3055, 5180 Kaku, R. 2004 Kaldor, N. 3639 Kale, P. 4476 Kallejian, V.J. 649 Kalyanam, K. 3138 Kamath, R.R. 5844 Kambil, A. 179, 2560, 2576 Kamen, J.M. 5915 Kampas, P.J. 3366 Kanter, R.M. 155, 158, 446, 932, 1247, 1400, 1717, 1725, 2003, 2564, 3653, 3930, 4505, 6180 Kantor, D. 2810 Kantrow, A.M. 599, 606, 1004, 1398, 2075, 3338, 3670, 5624, 5688, 5930 Kanzaki, Y. 4741 Kao, J. 491 Kaplan, A.D.H. 4550 Kaplan, L.B. 393 Kaplan, R. [Roger] 500 Kaplan, R.E. [Robert E.] 588 Kaplan, R.M. [Robert M.] 4562 Kaplan, R.S. [Robert S.] 570, 1461, 1942, 1945, 1967, 1971, 5234, 5329, 5333, 5334, 5337, 5343, 5347, 5391, 5393, 5705 Kaplan, S. [Steven] 2574 Kaponya, P.G. 450 Karasik, M.S. 5622 Karim, S. 2005 Karmarkar, U. 2482, 3207, 5803 Karr, M. 499, 2954 Karsten, C.F. 1782 Kashani, K. 2634 Kasper, D.M. 5116 Kassalow, E.M. 1125 Katz, L. 5006 Katz, M. 3996 Katz, N. 2195 Katz, R.L. 66, 651, 1021, 1411, 6139 Katzell, R.A. 1632, 6143 Katzenbach, J.R. 2141, 2186, 2204, 3212 Kaufman, F. 5598 Kaufman, G. 826 Kaufman, M. 3096 Kaufman, R. 183 Kaufman, S.P. 3307 Kay, A.F. 5951 Kay, E. 1696 Kay, J.H. 3003 Keane, J.M. 6014 Kearns, D.T. 6182 Kedrosky, P. 5506 Keegan, W.J. 1765 Keehn, E.B. 3215 Keelin, T. 4582 Keen, P.G.W. 1413, 5620 Keenan, P. 120

Author Index
Keeney, R.L. 1593, 1604 Keezer, D.M. 4082, 4667 Kegan, R. 128 Keiser, T.C. 2481 Kell, T. 3418 Keller, K.L. 2361, 2369 Kellerman, B. 1217, 1244, 1261, 1447 Kelley, D. 3006 Kelley, J.W. 400 Kelley, R.E. 287, 1286, 2111 Kellogg, D.E. 1723, 4532 Kelly, J. [Joe] 1900 Kelly, J.N. [James] 5291 Kelly, M. 4905 Kelly, P.R. 300 Kelmenson, L.A. 2862 Kelso, L.O. 3785 Kemp, A. 4324 Kenagy, J. 771 Kennedy, R.G. 4718 Kennedy, T. 1115 Kennell, J.D. 3474 Kenney, R.L. 5447 Kenny, D. 2378, 2492 Kenny, R.M. 2651 Kent, G.H. 4716 Kephart, J.O. 2571 Kepner, C.H. 1618 Kern, M.C. 2182 Kerr, C. 461, 1916 Kerr, S. 441 Kesner, I. 2250 Kesner, I.F. 426, 2108, 2691, 5173 Kester, W.C. 4501, 4604, 4769 Kestnbaum, M. 419 Ketchum, M.D. 4668 Kets de Vries, M.F.R. 362, 392, 506 Kettaneh, A. 4190 Ketzenberg, M. 3048 Keyes, L.C. 1493, 1502 Keyes, R. 1252 Khanna, T. 1742, 1749, 3918, 3920 Khurana, R. 576, 1660, 1667 Kiechel, W. 6114 Kierulff, H.E. 4522, 4631 Kiesler, S. 5593 Kilbourne, R.D. 3650, 4732, 4752 Killam, C.W. 3734 Killing, J.P. 678 Killough, H.B. 4007, 5145 Killough, J. 2288 Kim, W.C. 477, 944, 1248, 1281, 1369, 2693, 2708, 3363, 3448, 3449, 3457 Kimmel, M.S. 724 Kindall, A.F. 297 Kindle, M.R. 5008 Kindleberger, C.P. 3581 King, B.E. 5813 King, J. 5743 Kipp, L.J. 43, 2023, 4184 Kirby, J. 1441, 1948, 2183, 2248, 2550, 2997, 3318, 3423, 5050, 5734, 5837 Kircher, D.P. 1783 Kirkland, J. 3454 Kirm, S.P. 1961 Kirp, D.L. 1390, 2009 Kiser, J.W., III 2915 Kiss, J.M. 5965 Kitching, J. 4508, 4533, 4545 Kitts, C. 2242 Kizilos, T. 1678, 5068 Klarman, H.E. 819 Klausner, M. 175 Klein, D. 2700 Klein, G. 5894

Author Index
Klein, J. 4025 Klein, J.A. 1720, 1724, 5846 Kleiner, A. 1831, 1962, 3875 Kleinmuntz, B. 386 Klima, O., Jr. 3885, 3886 Kline, B.E. 1433 Kline, C.H. 2390, 2772 Kline, D. 5171 Klompmaker, J.E. 2919 Knapp, J.G. 3235 Knauth, O.W. 3106 Knemeyer, M. 5829 Knez, M. 442 Knight, C.F. 3399 Knorr, K.E. 3346, 4000 Knosynski, B.R. 5524 Knowles, H.P. 886 Knox, J.M. 4287, 4379 Koch, E.G. 1915 Kodama, F. 2074 Kogut, B. 1750 Kohli, A.J. 2701 Kohn, A. 445 Kolb, D.M. 4978 Kolderie, T. 6184 Kolk, A. 3865 Koller, T. 4576 Kolodny, R. 5265 Komisar, R. 593 Konrad, A.M. 176 Konsynski, B.R. 4507 Koontz, H. 1339, 4216 Kopelman, J.B. 3819 Koppelman, J.M. 4573 Korican, O.H. 4363 Kosonen, M. 2124 Kotchen, D.T. 4066 Kotler, P. 1795, 2391, 2639, 2675, 2744, 2762, 2824, 2826, 3133, 5024 Kotter, J.P. 118, 146, 163, 1259, 1285, 1886, 2139, 2154, 2247, 2254, 2256 Kovac, E.J. 2953, 5340 Kovac, M. 3124 Kovner, A.R. 778 Kozmetsky, G. 1163 Krackhardt, D. 1871 Krajeski, A. 5389 Krajewski, L.J. 5813 Kraljic, P. 3023 Kram, K.E. 584 Kramer, M.R. 257, 258, 1992 Kramer, R.J. 1003 Kramer, R.L. 4418 Kramer, R.M. 1229, 1246, 2220 Kramer, S.J. 951, 1031 Kramer, V.W. 176 Krantz, K.T. 5904 Krasker, W.S. 3896, 5250 Kraus, D. 1524, 1533 Kraus, W.A. 5683 Kravis, I.B. 2839, 3982 Krentzman, H.C. 2116 Krishnan, M.S. 5577 Krishnawamy, S. 3133 Kroeger, F. 4484 Krubasik, E.G. 2910 Krug, J.A. 423 Krugman, H.E. 2293 Krugman, P. 1996, 3704, 3932, 5990 Kube, H.D. 3887 Kuczynski, R.R. 4756 Kuehn, A.A. 2766 Kuemmerle, W. 473, 2072, 3369 Kuin, P. 1777 Kulatukaka, N. 4579

402
Kumar, N. 2355, 2498, 3244, 3359 Kumar, V. 2462, 2682, 2695, 2785 Kumpe, T. 3249 Kurt, C. 5586 Kushner, L.M. 5111 Kuttner, R. 1092, 3937 Kvint, V. 3540 Kwak, M. 3256, 4839 Lachenauer, R. 1321 Lacity, M.C. 5611 LaGrace, R. 5180 Lahey, L.L. 128 Laidler-Kylander, N. 2354 Lakhani, K.R. 2065 La Londe, B.J. 2510 Lam, N.M. 4974 Lambert, D.M. 5829 Lambin, J.J. 2292 Lambrinos, J. 5525 Lambrix, R.J. 4606, 4616 Lamont, D.F. 5966 Lancey, R.C. 4547 Land, E.H. 5190 Landgraf, W.E. 814 Landreth, H. 3553 Lanes, K.L. 4496 Lange, R.A. 438 Langeler, G.H. 3461 Langston, A.G. 4163 Lankenner, W.A. 324, 871, 1406 Lansberg, L. 1636 Lanser, H.P. 1539 Lanzolla, G. 2886 Lapre, M.A. 5718 Lariviere, M.A. 5840 Larker, D.F. 5331 Larkin, S. 141 Larkin, T.J. 141 Larsen, T.L. 3947 Larson, H.M. 77, 2665 Larson, R.L. 1615 Larsson, R. 1592 Lasagna, J.B. 1625 Laschever, S. 709 Lasdon, O. 4466 Lash, J. 3860 Lasser, J.K. 1572 Latimer, M.W. 4245 Laubach, P.B. 5559 Laubacher, R.J. 2584 Lauenstein, M.C. 227, 3402 Laurent, A. 1877 Laurie, D.L. 1255, 1276, 3385 Lavengood, L.G. 4085 Law, W.A. 4422, 4621, 4911 Lawler, E.E., III 185, 401, 5908 Lawler, P.F. 4197, 5874 Lawless, R.M. 5753 Lawrence, J.S. 4095 Lawrence, P.R. 165, 171, 671, 1313, 1379, 1383, 2089, 2932, 3248, 5075 Lawrence, R.Z. 3949 Lawrence, T.B. 1037 Lawrence, W. 78, 115 Lawson, T.R. 453 Lawyer, J.Q. 4952 Lax, D.A. 4973, 4975 Lazarsfeld, P.F. 2856 Leap, T.L. 384, 737 Lear, F. 749 Lear, R.W. 211, 2765 Learned, E.P. 66, 626, 656, 1709, 2800, 2853, 2857, 2971, 3032, 3518, 4553, 5137, 6139 Leathem, E.F. 6035 Leavens, D.H. 3580, 3608 Leavitt, H.J. 167, 1309, 1913, 2201 LeBer, R.W. 4909 LeBleu, R.E. 449 Lederer, C. 2365 Ledingham, D. 2459, 3124 Lee, C.H. 2663 Lee, F. 963 Lee, H.L. 5834, 5879 Lee, I.J. 1304 Lee, J.A. 690, 1333, 1422 Lee, M.W. 6044 Lee, T.H. 2076 Leeman, C.P. 395 Lefkowith, E.K. 2382 Leighton, C.M. 4542 Leimer, F. 3651 Leitch, D.P. 1609 Leland, S.E. 4175 Lele, M.M. 2482 Lemire, C. 4483 Lemmens, R. 86 Lemmey, T. 5576 Lemon, K.N. 2352 Lencioni, P.M. 1455 Lens, S. 1134, 1152, 1164 Leonard, D. 936, 976, 1043, 2107, 2896, 5519, 5683 Leonard, F.S. 1729, 5905, 5913 Leone, R.A. 3675, 5102, 5115, 5777 Leone, R.P. 427, 2682 Leontief, W.W. 3766 Lerner, E.M. 4641 Le Roux, J.M. 4479 Lescohier, D.D. 1202 Leslie, M. 3129 Lessard, D.R. 3571 Lester, R.A. 5161 Lester, R.K. 1310 Letts, C.W. 1791 Leung, P. 3535 Lev, B. 5233 Levav, A. 2890 Levesque, L.C. 3420 Levi, M. 822 Levien, R. 84 Levin, R.I. 4597 Levine, C.B. 5390 Levine, R.L. 4990 Levine, T.M. 5744 Levinson, H. 284, 290, 397, 539, 602, 624, 635, 1401, 1626, 1671, 1681, 1689, 1903, 2143, 2155, 2164, 2222, 2226, 2230, 2232, 2233, 2258 Levinson, M. 3776, 3948 Levitan, S.A. 1096 Levitt, A., Jr. 3668 Levitt, T. 68, 614, 1017, 1840, 2272, 2296, 2388, 2409, 2642, 2686, 2694, 2731, 2736, 2740, 2743, 2748, 2751, 2767, 2795, 2930, 2931, 3170, 3232, 3233, 3433, 5698, 5972, 5993, 6170 Levy, B.H. 1165 Levy, F. [Frank] 4065 Levy, F.K. [Ferdinand] 5786 Levy, L. 205 Levy, M. 4557 Levy, P.F. 2198 Levy, S.J. 2395, 2417, 2755, 2798 Lewellen, W.G. 1539, 1549, 1558, 5228 Lewis, A.D. 4208 Lewis, B.W. 4087 Lewis, H.F. 3080 Lewis, H.L. 803

403
Lewis, H.T. 1634, 2613, 2614, 2776, 3031, 4338, 4364, 5789, 5861, 5862, 5863 Lewis, M.A. 5831 Lewis, R.F. 219, 241 Lewis, V.L. 514 Lewis, W.A. 1159 Ley, W.H. 464 Li, S. 1356 Li, Z. 5674 Liautaud, B. 3139 Liberthal, K. 1746 Lieberthal, G. 3537 Lieberthal, K. 1751, 3537, 3859 Lieblich, J. 377 Liedtka, J. 2188 Liefman, R. 4109 Lietaer, B.A. 5293 Liand, W.T. 4419 Light, D.A. 4490, 6112 Light, L. 2371 Lightstone, J.B. 3571 Liker, J.K. 5795, 5830, 5844 Likert, R. 299, 5873 Lilius, J.M. 1254 Lilley, T. 2239, 4204, 6047 Limprecht, J.A. 5815 Lincoln, E.E. 2802 Lincoln, J.T. 112, 4552, 5733 Linder, J.C. 94 Lindsay, F.A. 698, 3812, 3820 Liner, J. 457 Linesback, K. 579 Lineld, S.J. 699 Linger, J. 3946 Link, H.C. 2332, 2855 Linneman, R.E. 3474 Linowes, R.G. 5595, 5636 Linowitz, S.M. 3972 Linsky, M. 1253 Lintner, J. 4162, 4551, 4843 Lipman-Blumen, J. 2201 Lipnack, J. 2190 Lippincott, E. 1820 Lippitt, G.L. 1906 Lipstein, B. 3200 Lisman, F.J. 4212, 4993 Liss, J. 878 Litan, R.E. 3949 Litetaer, B.A. 4747 Litman, J. 4795 Little, D. 541 Littler, R.M.C. 1176, 1188 Littleton, A.C. 4681, 4699 Livernash, E.R. 1121 Livers, A.B. 712 Livesey, C.A. 2528, 5862 Livingston, J.S. [J. Sterling] 99, 623, 1388, 1836, 2268, 4322, 6034, 6036 Livingston, W.P. 4418 Llewellyn, J. 4934 Lloyd, W.P. 520 Lobo, M.S. 2187 Locke, C. 2368 Lockley, L.C. 3510, 3589 Locklin, D.P. 4213 Lockwood, C. 4827 Lockwood, R.L. 5823 Lodge, G.C. 3501, 3666, 3672, 3874, 5962, 6121, 6126, 6127 Lodish, L.M. 2273, 2348, 2816, 3160 Loehr, J. 1039 Loen, R.O. 3167 Loewenstein, G. 5236, 5237 Logue, D.E. 4779 Lombard, A.E., Jr. 6047 Lombard, G.F.F. 1898 Lombreglia, R. 2884 Long, C.D., Jr. 2867 Long, N.E. 6099, 3785 Longino, J.C. 4215 Longstreet, R.W. 3504 Longstreet, V.M. 1616 Lorange, P. 3475, 3476 Lord, M.D. 3422 Lord, R.J. 2794 Lorenz, O.C. 4566 Lorge, I. 2855 Lorimer, S.E. 3132 Lorsch, J.W. 189, 996, 1667, 1721, 1901, 1905, 2089, 2129, 2932, 6123 Loudon, D.S. 3353 Lovallo, D. 1599, 4471 Lovdal, M.L. 228, 5241 Lovelock, C.H. 3228 Loveman, G.W. 730, 2807, 3216, 3539, 4066, 4070 Lovett, P.D. 1468 Lovett, R.W. 44, 5565 Lovins, A.B. 3857, 3867 Lovins, L.H. 3857, 3867 Lowell, A.L. 81 Lowenstein, L. 4515 Lowry, W.M. 3246 Lubatkin, M.H. 4574 Lucas, A.F. 3240, 3698, 3699 Lucas, D.B. 2318 Luce, C.B. 1, 706, 2217 Luchetti, R. 1049 Lucier, C. 1637 Lucius, J. 4217 Luck, D.J. 2389 Ludeman, K. 581 Luedicke, H.E. 4962 Luehrman, T.A. 1994, 4501, 4580, 4581, 4583, 4584, 4589, 4769 Luke, R.A., Jr. 1888 Lumsden, A.J. 2643 Lund, R.T. 436 Lundquist, J.T. 6015 Luria, D.D. 1090 Lurie, R.S. 2701 Lutz, H.L. 4176 Lynch, E.S. 4209 Lynn, G.S. 947 Lynn, L.E., Jr. 6060 Macadam, S.E. 5721 Maccoby, M. 1235, 1238, 1270, 5720 MacCormack, A. 1827, 5878 MacDougal, G.E. 4537, 4693 Mace, M.L. 218, 220, 224, 226, 229, 230, 231, 239, 244, 561, 688, 3488, 5240, 5433 MacGowan, T.G. 2799 Machuca, J.A.D. 5831 Mack, C.E. 4379 Mackay, H.B. 2147, 3145 Mackenzie, D.G. 5366 Mackenzie, R.A. 1335 MacKinnon, N.L. 1068 Maclaurin, W.R. 6177 MacLeod, R.K. 1817 MacLeod, W. 1997 MacMillian, I.C. 512, 2692, 2710, 2882, 2899, 3315, 3458, 3467, 4570 Macomber, J.D. 5154 Maddock, C.S. 5224 Maddy, M. 481 Madigan, J.J. 2531

Author Index
Maffei, R.B. 3277 Magaziner, I.C. 3943, 5682 Magee, J.F. [John F.] 2526, 3942, 5313, 5314, 5315, 5440, 5441, 5495 Magee, J.H. [John H.] 4382 Magidson, J. 2809 Magnes, J. 3644 Magrath, A.J. 3020 Magretta, J. 486, 720, 1796, 3247, 3316, 3868, 5841, 6003 Maguire, J. 6003 Mahajan, V. 2399 Mahar, J.F. 6166 Mahoney, B.W. 1812 Mahoney, T.A. 738 Maidique, M.A. 1523 Mailandt, P. 4520 Mainer, R.E. 2416, 3485, 4715 Maines, N.R. 3278 Majchrzak, A. 1866, 2190 Majerus, R.E. 411 Makepeace, R.S. 921 Malek, F.V. 4537, 5967 Malek, K.M. 1310 Maletz, M.C. 960 Malhorta, A. [Arvind] 2190 Malhotra, D. [Dee Pak] 4971 Malik, C.H. 6006 Maljers, F.A. 1753 Malkiel, B.G. 3716, 4937 Malloy, J.M. 790 Malloy, J.P. 5546 Malloy, R.L. 1227 Malone, T.W. 1223, 2584, 2593, 5672 Malott, D.W. 3512, 4881 Malott, R.H. 265, 5007 Malpas, R. 5742 Mancuso, J.R. 5181 Mandel, S.W. 3422 Mandelbaum, A. 2900 Manegold, J.G. 4803 Manguarian, G.E. 357 Mangum, G.L. 1128 Mangurian, G. 1226 Mankin, E.D. 1760 Mankins, M.C. 1947, 2130, 3446 Manley, M. 4831, 5005 Mann, F.C. 1736 Manne, A.S. 3826 Manne, H.G. 4921 Manning, C.A. 4833 Manseld, E. 2082 Manville, B. 1837 Manzoni, J.F. 1454, 1864 Marbut, R.G. 237 Marceau, L. 1161 March, A. 5880 Marcus, E. 2020 Marcus, S. 221, 4949, 6029 Margady, M. 319 Margold, S.K. 3562, 3563 Margolis, J.D. 1993 Margulies, W.P. 2386 Mark, J. 2374 Markham, J.W. 3251, 4951 Markides, C.C. 3425, 5740 Marks, K.R. 4621 Marks, M. 2133 Marn, M. 2947, 2952 Marram, M.S. 381 Marsh, P.R. 1978 Marshall, J.F. 2492 Marshall, M.V. 2314 Marshall, W. 4919 Marshuetz, R.J. 4602

Author Index
Martha, J. 2499 Martin, B.F. 3103, 3693, 3694, 4121, 4297, 4791 Martin, D. 2996 Martin, G. 3649 Martin, H.D. 4425 Martin, J. [James] 5583 Martin, J.H. [John] 4293, 4316, 4337, 4342 Martin, J.L. [Jane] 865 Martin, N.H. 1433 Martin, R. [Roger] 150, 1221, 1999, 4902 Martin, W.F. 6126 Martineau, P. 2393, 2841, 3069 Maruca, R.F. 480, 483, 668, 2377, 2379, 2469, 2581, 2904, 5606, 5677 Maruskin, J. 6126 Marx, G.T. 6126 Marx, M. 6126 Masnick, G.S. 6126 Mason, J.B. 2741, 6186 Mason, K. 1518 Mason, L.B. 4957 Mason, R.S. 3010 Mass, N.J. 4500 Massel, M.S. 5257 Massie, L.F. 5700 Mather, H.F. 5307 Mathews, J.B., Jr. 4664 Mathias, P.F. 996 Matta, N.F. 5895 Matteris, R.J. 2483 Matteson, M.T. 2224 Matthews, G.H. 510 Matthews, J.B., Jr. 5072 Matthews, R.A. 3978 Mattson, L.G. 5854 Mauborgne, R. 477, 944, 1248, 1281, 1369, 2693, 2708, 3363, 3448, 3449, 3457 Maubossin, M.J. 4904 Maumhart, R.C. 5091 Maunser, F.F. 625 Mauntz, R.K. 5405 Mauriel, J.J. 5358 Mauser, F.F. 2649, 2797 Mautz, R.K. 245 Maxwell, J.A. 5985 Maxwell, R. 5170 Maxwell, S.E. 5959 May, E.G. 2595, 3071, 3077 May, G.O. 4169, 5273, 5435 May, R.A. 3243 Mayer, D. [David] 3125, 3166 Mayer, D. [Diana] 1222 Mayer, E.N., Jr. 2315 Mayer, L.W. 4886 Mayeld, H. 298 Mayo, A.J. 83 Mazlish, B. 4073 Mazur, P. 2542, 3117, 3119, 4152 Mazursky, D. 2890 Mazuy, K.K. 4721 McAdams, T. 5077 McAfee, A. 2569, 5600, 5702 McCahill, F.X., Jr. 5157 McCall, D.B. 2032 McCallum, J.E. 3908, 4230 McCann, H.K. 2346 McCarthy, G.D. 4549 McCaskey, M.B. 1474 McClelland, A.S. 3046 McClelland, D.C. 1835, 1868, 1887, 2263, 3784 McCloskey, R.G. 5999

404
McCloy, J.J. 5080 McClure, C. 5583 McColgan, E.A. 2253 McConnell, C.R. 3717 McCormick, J. 1089, 3400 McCosh, A.M. 5357 McCoy, B.H. 5056, 5070 McCracken, D.M. 716 McCraty, R. 2219 McCreary, L. 1219 McCuiston, T.J. 3149 McDaniel, J.W. 865 McDonald, A.L. 2159, 5741 McDonald, H.E. 5356 McDonald, K.R. 3541, 3933 McDonald, P.R. 2160 McDonough, E.F., III 2913 McDougall, D.C. 5380 McElrath, R.E. 5752 McEwen, W. 3536 McFadden, F.R. 5536 McFarlan, F.W. 178, 1788, 4507, 5521, 5529, 5594, 5623, 5626, 5646, 5648, 5668 McFarland, D.E. 903 McFarland, R.A. 821, 914, 4371 McFarland, W.B. 5249 McGahan, A.M. 3332, 3334 McGarrah, R.E. 2524, 3682, 6024 McGee, A. 371, 1260 McGee, K. 3365 McGhee, R.B. 4207 McGlauchlin, L.D. 2088 McGoldrick, P.J. 3040 McGovern, G. 180, 3038 McGrath, M.E. [Michael] 5799 McGrath, R.G. [Rita G.] 2692, 2710, 2899, 3315, 3458 McGregor, D. 293, 301, 6157 McGuire, J.W. 4424 McIntyre, S.H. 2991 McIsaac, G.S. 1107 McKain, W.C., Jr. 347 McKenna, R. 2408, 2721, 2902 McKenney, J.L. 1413, 5529, 5623, 5626 McKersie, R.B. 19 McKittrick, T.H. 4825 McLaughlin, G.E. 5764 McLaughlin, W.S. 331 McLean, A.N. 1222, 1645 McLean, E.R. 5687 McLean, J.G. 4370, 4665, 4784, 5364 McLure, C.E., Jr. 4144 McMartin, J.S. 4883 McMurrer, D. 823, 4852 McMurry, R.N. 1136, 1415, 1487, 1708, 1910, 1922, 2234, 2236, 3168 McNair, M.P. 2534, 2595, 3071, 3077, 3099, 3101, 3123, 3508, 3596, 3767, 4264, 4291, 5326, 6008, 6148 McNealy, S. 2946 McNeill, R.B. 2440, 4288, 5566 McNiven, M.A. 2285 McNulty, E. 1659, 2552, 2786, 5602 McNulty, J.J. 4574 McQuaid, K. 5950 Mead, M. 4084, 6195 Meal, H.C. 5770 Means, G.C. 3722 Mears, E.G. 5765 Meehan, W.F., III 86 Meeker, R. 4274 Meer, D. 2688 Meier, A. 3811 Meitz, A.A. 5853 Mela, C.F. 2348 Meliones, J. 770 Mellichamp, J.M. 6186 Melohn, T.H. 856 Mendell, J.S. 1008 Menke, M.M. 2083 Menkes, J. 1648 Mentzer, J.T. 5826 Mercer, J.L. 6057 Meriam, R.S. 3727, 3743, 4358 Merims, A.M. 2923 Merkel, E.W. 5118 Merrihue, J. 2356 Merrihue, W.V. 1632 Merrills, R. 5341 Merten, U. 2080 Mertes, L.H. 5533 Merton, R.C. 4569, 5393 Metsisto, T.J. 5614 Metters, R. 3048 Meyer, C. 1853, 2203, 2455, 3142, 3294, 3367 Meyer, H.H. 1696 Meyer, J.R. 4188, 5777 Meyer, P. 880 Meyerson, D.E. 126, 704, 718, 2000 Meyerson, M. 6026 Mezias, J.M. 2134 Michaelis, M. 3985 Michaels, E. 1662 Michel, S. 3419 Mick, D.G. 2471 Micoleau, H.L. 3804 Middleton, C.J. 2211 Mighdoll, M.J. 3824 Miles, G.H. 923 Miles, J.E. 4150 Miles, R.E. 1011, 1425 Miles, S.A. 2126, 2127 Miles, S.B., Jr. 1022, 1917 Milgrim, R.M. 5182 Milhaven, J.M. 483 Miljus, R.C. 332, 5077 Millar, V.E. 5619 Millemann, M. 138 Miller, A.B. 802, 4464 Miller, D. [Danny] 1365 Miller, D. [Douglas] 3584 Miller, D.L. [Dudley] 4060 Miller, D.M. [David] 3403 Miller, D.M. [Davis] 6186 Miller, E.L. 5286 Miller, H.E. 3822 Miller, H.H. 6194 Miller, I.M. 2038, 5504 Miller, J.G. [Jeffrey G.] 5776, 5850, 5852, 5869 Miller, J.P. [John Perry] 6045 Miller, K.E. 4884 Miller, R. [Roger] 3665 Miller, R.A. [Robert A.] 5199 Miller, R.B. [Robert B.] 1456 Miller, R.W. [Raymond W.] 3507, 3625 Miller, R.W. [Robert W.] 5787 Miller, S., Jr. [Spencer] 6160 Miller, S.H. [Spencer H.] 6137 Miller, S.L. [Stanley L.] 4678 Miller, S.S. [Stanley S.] 5858 Miller, W.D. 482, 487 Milliken, J.G. 2087, 5898 Mills, B. 6193 Mills, D.Q. 273, 850, 864, 1097, 1104, 3951, 4765, 5961 Mills, H.D. 2832 Mills, R.C. 4014

405
Mills, S.S. 5814 Mills, T. 876, 1884, 3782 Millstein, I.M. 4512 Milwitt, W. 6173 Miner, J.B. 1690, 1988 Mintzberg, H. 873, 1053, 1271, 1361, 1371, 1384, 1409, 1858, 1938, 3460, 3463, 6051 Miskel, J. 3267 Mitchel, F.K. 2724 Mitchell, B. 1208 Mitchell, C. 2363 Mitchell, J.P. 1026 Mitchell, M.D. 1685 Mitchell, V.W. 4568 Mitnick, K.D. 5574 Mitra, D. 2398 Mitroff, I.I. 5444 Mittenthal, R.A. 1812 Mittman, L. 4989 Mixter, C.W. 1353 Mizik, N. 4567 Mobley, M.E. 5048 Mock, C. 723 Mockler, R.J. 1332, 3483 Modigliani, F. 5473 Modley, R. 1154 Mohajan, V. 2737 Mohrman, S.A. 5908 Molander, E.A. 5078 Moldoveanu, M.C. 144 Monsen, R.J. 4106 Montgomery, C.A. 183, 1964, 3296 Montgomery, R.H. 4178 Moody, H.F., Jr. 311 Moon, Y. 2575, 2888, 3038 Moore, C.W. 76, 2615 Moore, D.A. [Don] 5236 Moore, G.A. [Geoffrey] 937, 2874, 4474 Moore, G.H. 3730 Moore, J. [Joseph] 3268, 4068 Moore, J.F. [James F.] 88 Moore, K.K. 735 Moore, L.B. 1077, 5917 Moore, T.A. 2282 Moorhouse, H.R. 3601 Morales, D.K. 5836 Moran, U. 2718 Morehouse, J.E. 4185 Morein, J.A. 2747 Morel-Samuels, P. 833 Morgan, B.S. 393 Morgan, H.M. 870 Morgan, J.I. 5310 Morgan, N. 1459 Morgan-Webb, C. 3633 Morgenstern, O. 2640, 3609 Moriarty, R.T. 2718, 2723, 5518 Morici, P. 3934 Morison, B. 832 Morison, R. 361 Morley, E. 1404 Morow, J.J. 24 Morrell, G. 6171 Morrill, J.E. 2298 Morris, C.R. 5512 Morris, E.L. 4686 Morris, J.P. 1514 Morris, R.I. 261 Morris, T.D. 6055 Morrison, D. 2566 Morrison, E.J. 5898 Morrison, G. 10 Morrison, J.R. 3409 Morrison, M. 1642 Morrison, P. 5947 Morrison, R.W. 4989 Morrissey, L.E. 5158 Morse, F.B. 6065 Morse, G. [Gardiner] 364, 471, 1821, 1838, 1842, 2103, 5792, 6110 Morse, G.E. [Gerry E.] 1314 Morse, J.J. 1901 Morton, A.L. 4188 Morton, F.S. 4428 Morton, M.S. 5357 Morton, S.W. 3961 Morton, W.A. 4437 Morwitz, V.G. 3194 Moser, G.V. 1149 Mosley, P.E. 3561 Mossien, H.J. 1407 Mouton, J.S. 387, 2212 Moynahan, J.J. 4430 Muchnic, G. 4887 Muckley, J.E. 198 Mueller, J.A. 2093 Mueller, R.K. 214, 225 Mueller, W.A. 5323 Mullen, W.H. 1210, 2319, 2869, 3118 Mullick, S.K. 2210, 5454 Mullins, D.W., Jr. 4615 Mullins, J.W. 4577, 4760, 4761 Mumford, G.S. 4449 Munck, B. 589 Muncy, D.A. 5758 Munsey, W. 1907 Munson, F.C. 806 Murdick, R.G. 3758 Murphy, J.R. 2262 Murphy, K.J. 1516, 1520 Murphy, M.E. 4329 Murphy, R.T. [R. Taggart] 4050 Murphy, R.T. [Richard T.] 5755 Murphy, T.E. 6043 Murray, R.F. 4192, 4813 Murray, S.S. 707 Musgrave, R.A. 1161 Muth, J.F. 5473 Myer, R. 2600 Myers, A.H. 1140, 1143, 1186 Myers, C.A. 889, 1916 Myers, J.H. 3787, 4878 Myers, M.S. 1067, 1074, 1337, 2261 Myers, S. 6092 Mylander, W.H. 1318 Nader, R. 6053 Nadler, B. 4472 Nadler, D.A. 181, 1641, 2104, 5351 Nadler, L. 4262 Nadler, P.S. 1966, 4407, 4409, 4410, 4415, 4415, 4420, 4420 Naess, R.D. 3773 Nakane, J. 5771 Nakasian, S. 4039 Nalbantian, H.R. 422 Nalebuff, B.J. 2142, 3269 Nambisan, S. 2875, 2877, 2007 Nanda, A. 1655, 4500 Narasimhan, C. 2372 Narayanan, V.G. 5832 Narayandas, D. 2598 Narus, J.A. 2501, 2597, 2599, 2714, 3245 Nash, L. 5073 Nathanson, R.B. 13 Navarro, P. 3808, 4111, 4113, 4853 Nazarevsky, V.A. 91 Neal, A.C. [Alfred C.] 3692, 5401 Neidich, D. 4834

Author Index
Neilsen, E.H. 1883 Neilson, G.L. 1825 Nelson, C.A. 6196 Nelson, D.M. 4339 Nelson, M. 1727 Ness, J.A. 5335 Nessen, R.L. 4832 Netschert, B.C. 3827, 3829 Neumann, F.L. 245 Neumann, J.L. 5352 Neuschel, R.F. [Richard] 3409 Neuschel, R.P. [Robert] 2523 Nevens, T. 5885 Nevin, J.J. 3958, 4056 Newbury, F.D. 3771, 4161 Newman, J.W. 2423, 2831, 6140 Newman, L.E. 551, 3343, 4653, 5277 Newman, R.G. 1477 Newquist, S.C. 2350 Newton, D.A. 744, 2302 Nguyen, V. 2900 Nguyen-Huy, Q. 1718 Niblock, E.G. 3478 Nichols, N.A. 669, 726, 774, 777, 1870, 2007, 4590, 4591, 4592 Nichols, R.G. 1496 Nicholson, J.L. 566 Nicholson, N. 369, 6115 Nickerson, C.B. 2978, 4318 Nicoson, R.D. 3299 Niebuhr, R. 6152 Nielsen, V.C. 913 Niezen, C. 5827 Nightingale, H. 848 Niland, P. 2970, 5662 Niles, H.E. 3747 Ninomiya, J.S. 1389 Niven, D. 729, 5902 Nixon, R.A. 1196 Noble, B.P. 1087 Noda, T. 1620 Nohria, N. 83, 134, 478, 960, 971, 1372, 1645, 1655, 1953, 2067, 2129 Nolan, J.T. 90, 5946 Nolan, R.L. 178, 3274, 5509, 5539, 5541, 5571, 5629, 5630, 5638, 5640, 5642, 5644, 5645, 5681, 5689 Nolop, B. 4472 Nolten, S.D. 863 Nonaka, I 927, 989, 2815, 2911 Nordhielm, C. 5437 Norgen, P.H. 916 Norman, H.R. 5932 Normann, R. 1968 Normano, J.F. 3700 Norr, M. 4156 Norris, L.W. 2168 North, H.Q. 3764 North, T. 4300 Northrup, H.R. 893, 1029, 1739, 1740 Northup, W.D. 5775 Norton, D.P. 1461, 1942, 1945, 1945, 1967, 1971, 5234, 5334 Nossiter, B.D. 3013 Novak, T.P. 2572 Novick, D. 4155 Nowak, T. 2389 Nowoiny, O.H. 1427 Noyce, R.N. 5517 Noyes, C.R. 3906 Nugent, R. 2445, 4565 Nukazawa, K. 2635, 4053 Nunes, J.C. [Joseph] 2405, 2702, 3041 Nunes, P.F. 2353, 2402, 2404, 2560, 2576, 2696, 2879, 3445, 5031

Author Index
Nyem J.S., Jr. 28 Nystrom, P.H. 2753 Oakes, W.J. 6173 Oanh, J.N.X. 4154 Oates, J.F., Jr. 3785 Ober, J. 1837 Oberg, W. 294 Obermeyer, W.R. 5767 OBrien, L. 1744, 1950, 2713, 4794 OBrien, R. 4735 OConnell, A. 661, 1590, 1596, 2553, 3037 OConnell, D.J. 2657 OConnell, J. 5010 OConnor, J.T. 3004 OConor, C.W. 508 OConor, J. 2503 Oettinger, J.S. 4996 Offerman, L.R. 1242 Ogden, T. 4759 Ogilby, D. 2280 Oglivy, J. 6117 Ohmae, K. 1758, 1759, 1876, 3262, 3304, 3611, 4044 Ohmann, O.A. 1343, 6131, 6151 Oldham, J.B. 4255 Oldroyd, J.B. 2457 Olds, B.S. 5632 Olds, F.V. 5253 Oliver, J.B. 6019 Oliver, J.M. 5344 Olson, F.C. 388 Olson, J.C. 3380 OMeara, J.T., Jr. 5489 Oncken, W., Jr. 1410 ONeal, F.H. 549 ONeill, W.G. 4167 ONeill-Packard, K. 3864 Onyemah, V. 3134 Opdyke, W.K. 4319 Oppenheimer, F.M. 4986 Orbanes, P. 1848 OReilly, C.A., III 940 Orkin, N. 1002 Orlikowski, W.J. 1223 Orloff, N. 3879 Orr, D. 415 Orten, M.D. 3382 Orth, C.D., 3rd , 7561023, 5715 Osborn, R.C. [Richard] 3414 Osborn, R.F. [Roddy] 5561 Osterweis, S.L. 4446 Ostroff, F. 6050 Otis, H.W. 337 OToole, J. 93, 412, 1657, 3550, 5960 Otte, M. 3925 Ottman, A.H. 3800 Ouchi, W.G. 1412 Overdorf, M. 135 Owen, C.F. 3831 Owen, G. 4502 Owen, W. 4193 Oxenfeldt, A.R. 2678, 2834, 2962, 2967 Ozeki, T. 4741 Paddock, A.C. 5039 Page, R.C. 459 Pagonis, W.G. 1257, 1280 Paige, H.W. 5785 Paine, L. 1993, 5058 Palepu, K. 1749, 1752 Palepu, K.G. 1742, 3920, 4796, 5391 Palmer-Samuels, P. 3193 Palmieri, V.H. 2018, 5221

406
Palmquist, L.E. 786 Pamp, F.E., Jr. 650 Panuch, J.A. 4992, 6009 Paquette, P.C. 3221 Parcells, B. 2199 Parikh, D. 5588 Park, C.W. 2193 Park, R. 3389 Parker, B.M. 5205 Parker, G. [Geoffrey] 3255 Parker, G.G.C. [George] 4401, 5455 Parker, J.S. 6037 Parkhouse, G.C. 432 Parkin, N.C. 4284 Parkinson, R. 25 Parks, F.N. 685 Parry, C. 3268 Parsons, G.D. 358 Pascale, R.T. 138, 149, 358, 1402 Passov, R. 4572 Pasternack, B.A. 1825 Pasvolsky, L. 4010 Pati, G.C. 10, 11, 2027 Patinkin, M. 3943, 5682 Patton, A. 194, 612, 1522, 1537, 1543, 1546, 1550, 1551, 1553, 1555, 1557, 1559, 1562, 1564, 1567, 1568, 1570, 1571, 1573, 1574, 1577, 1579, 1701, 1728, 2161 Patz, A.L. 291 Paul, R.D. 320, 327 Paul, R.E. 4347 Paul, R.N. 3471 Paul, W.J., Jr. 1069 Pauwels, K. 2944 Payne, B. 3493, 3494, 5370 Peabody, M. 428 Peace, W.H. 1258, 1377 Peacock, C. 3036 Pearce, W.H. 2151 Pearon, N.W. 3089 Pearson, A.E. [Andrall] 948, 995, 1387, 1969, 1980, 3165 Pease, R.H. 4844 Pecault, D.K. 3298 Pecker, B. 5300 Peebles, M.E. 1652, 2271 Peiperi, M.A. 285 Peirce, J.L. 5385 Peisch, R. 773 Pekkarinen, M. 3140 Peloubet, M.E. 5411 Pennell, R.M. 4635 Peppers, D. 2493, 2494 Percival, A.J. 307 Peretti, J. 2684 Perkins, D.S. 215, 274 Perkins, J.H. 2450, 2538, 3909 Perkins, J.S. 5496 Perkins, R.B. 196 Perlmutter, H.V. 1688, 2638 Perlow, L. 1833 Perrow, C. 336 Perry, G.E. 4447 Perry, H.S. 4206, 4336 Perry, J. 23, 2118 Persons, W.B. 6048 Peterman, J. 485 Peters, R.K. 2229 Peters, T.J. 1256, 1291 Petersen, J.A. 2682 Peterson, E. 2752 Peterson, H.C. 4529 Peterson, J.M. 5757 Peterson, R.W. 1010 Peterson, W.H. 166, 2965, 3987 Petroski, H. 5919 Pettengill, D.W. 810 Pettit, J. 4578 Pettway, G.H. 4620 Pettway, S.H. 1536 Petty, P.H. 2383 Pezeshkpur, C. 2647 Pfeffer, J. 1320, 1462, 1513 Phalan, J.L. 6068 Phalippou, L. 4757 Phelps, D.M. 1016, 3558 Phelps, E.D. 5713 Phillips, C.F. 2975, 3086, 3088, 4179, 4295, 4325, 5713 Phillips, J.D. 5195 Phillips, K.P. 3657 Phillips, P.G. 4994 Phillips, S. 3259 Pickens, T.B., Jr. 4513 Pike, A.W. 4995 Pillmore, E.M. 269 Pimlott, J.A.R. 3017 Pindyck, R.S. 4586 Pine, B.J., II 979, 2494, 2898, 3213 Pine, S.R. 5428 Ping, C.J. 6190 Pinkerton, W.M. 3019 Piore, M.J. 1310 Piper, T.R. 4414, 4612, 4859 Piquet, H.S. 3988 Pirasteh, R. 2519 Pisano, G.P. 2194, 3300, 5797, 6161 Pitcher, A. 5552 Pitman, B. 4901 Pitroda, S. 3655 Pitts, R.A. 1683 Platou, C.N. 809 Platt, W.J. 3278 Platten, D.C. 447 Plotkin, I.H. 4643 Plowman, E.G. 2527 Podhoretz, N. 4076 Poffenberger, A.T. 2337 Polakov, W.N. 3568 Politz, A. 3201 Pollard, J.A. 267, 6197 Pollio, G. 3945 Pope, C.W. 2025 Popell, S.D. 5399 Popp, W. 1283 Poppel, H.L. 1006, 5527 Popple, C.S. 4435 Poras, J.I. 3323 Porter, E.H. 1914 Porter, L.W. 401, 1735 Porter, M.E. 257, 258, 767, 775, 1992, 2129, 2561, 3297, 3305, 3309, 3337, 3660, 3856, 3927, 3959, 4768, 5619, 6083 Portereld, J.T.S. 4694 Portis, B. 3064 Posey, P.A. 1720 Posey, R. 4448 Posner, B.G. 6052 Posner, L.S. 4432 Posner, R.S. 3127, 3156 Posniak, E.G. 4954 Posthumus, N.W. 4019 Postnieks, E. 4855 Poterba, J.M. 3664 Potts, G.W. 2990 Pound, J. 188, 191 Poundstone, W. 1656 Powlison, K. 1507, 1633, 3413

407
Pozen, R.C. 3775, 4709, 4712, 4758 Prahalad, C.K. 992, 1746, 1751, 1763, 1771, 1991, 2470, 2622, 2640, 2716, 3263, 3302, 3447, 3459, 3462, 5577 Prance, P.F. 3578 Pray, K.L. 5986 Prentice, W.C.H. 1237, 1299 Preston, H.H. 3642 Preston, L.E. 5189 Prestowitz, C.V., Jr. 3663, 3936 Price, D.K. 3899 Price, R.L. 2906 Price, R.M. 2015 Priestland, A. 1716 Prietula, M.J. 847, 2244 Prince, C. 3565 Prince, G.M. 1480, 1486 Pringle, L.G. 1764 Prokesch, S.E. 974, 986, 2474 Prowse, M. 3708 Prusak, L. 942, 1322, 1843, 1852, 5671 Pryor, M.H., Jr. 2656 Pucik, V. 665 Purcell, T.V. 16, 266, 304, 755, 757, 4935, 4936 Puryear, R. 3259 Push, S.P. 2223 Putnam, A.O. 5711 Putnam, G.E. 5415 Pyburn, P. 5584, 5626 Pye, L.W. 4983 Pyhrr, P.A. 5383 Pyke, D.L. 3764 Pyle, J.F. 3113 Quandt, R.E. 4937 Quarrey, M. 409 Quelch, J.A. 180, 256, 2354, 2376, 2378, 2381, 2620, 2637, 2732, 3056, 3057, 3884, 5176, 5344, 5912 Quereshey, S.U. 4907 Quinn, J.B. 977, 1000, 1630, 2086, 2093, 3221, 3224, 3883, 3973, 5486, 5491, 5934, 6165 Quinn, R.E. [Robert] 578, 1232 Quinn, R.T. [Richard] 1961 Quinton, A.B. 6049 Rabinowitz, A. 4842 Rackham, N. 3133 Rados, D.L. 5025 Rafferty, K. 3542 Rai, F. 3366 Ragan, P.H. 3689 Raiffa, H. 1593, 1604, 5447 Raines, L.J. 2223 Rainwater, L. 69 Raman, A. [Ananth] 3046, 5832, 5839 Raman, A.P. [Anand P.] 2358, 3311 Ramaswamy, V. 2470 Ramey, R.T. 3828 Ramirez, R. 1968 Ramo, S. [Simon] 5974, 6164 Ramond, C.K. 2301 Ramsey, J.E. 1726 Randall, F.D. 1027 Randall, L.K. 1012, 5995 Randle, C.W. 1024, 1141, 1705 Rangan, V.K. 256, 1786, 2005, 2497, 2504, 2506, 2723 Rao, A.R. 2948 Rapaport, L.A. 5488 Raphaelson, J. 2280 Rappaport, A. [Alfred] 4523, 4596, 4641, 4800, 4899, 4916, 5285 Rappaport, A.M. [Anna] 321 Rappaport, A.S. [Andrew] 1512, 2717, 4494, 4904, 4906 Rappaport, R. 2205 Raskin, A.H. 1116 Ratner, V.M. 1503 Ratzkin, J.L. 3237 Ravenscroft, E.A. 4660 Rawlings, E.W. 2117 Rawlinson, R. 2503 Raymond, J. 6025 Raymond, T.J.C. 1811 Rayner, B. 3398 Rayner, D.G. 1889 Raynor, M.E. 1362, 3393, 3424 Rayport, J.F. 2407, 2558, 2591, 2592, 2896, 3874 Raysman, R. 5621, 5634 Ready, D.A. 1234, 1638 Reagan, M.D. 5980 Reardon, K.K. [Kathleen] 727, 1470, 1823 Reavey, E.P., Jr. 2823 Reddy, J. 5911 Reddy, M. 764 Redford, R. 3876 Redlich, F. 2330 Reece, B.B. 2295 Reece, J.S. 4624 Reeves, L. 576 Rehfeld, J.E. 1382 Reibstein, D.J. 2816, 2957 Reich, R.B. 501, 1756, 1757, 1760, 3674, 5109 Reichard, C.J. 2603 Reichheld, F.F. 1956, 2465, 2473, 2477, 2479, 2570, 3192 Reiling, H.B. 4142, 4640, 4864 Reilly, G.D. 1154 Reilly, R. 947 Reimus, B. 4478, 5608 Reinartz, W. 2462, 2695, 2785 Reinhardt, F.L. 3850, 3856, 3864, 3866 Reisler, M. 782, 789 Reisman, B. 1094 Reisner, R.A.F. 3368 Reizenstein, R.C. 95 Rendlen, B. 3851 Resnik, A.J. 2741 Reul, R.I. 4666 Reum, S.M. 416 Reum, W.R. 416, 4536 Reynolds, A. 2960 Reynolds, W.H. 2763 Rhame, W.T. 5434 Rheinstein, C. 4917 Rhenman, E.A. 4105 Rice, D.S. 1390 Rice, J.A. 809 Rice, J.H. 65, 6136 Rich, S.R. 3468 Rich, S.U. 3064 Richards, E.P., III 2224 Richardson, F.L., Jr. 912 Richardson, J. 5030 Richberg, D.R. 4092, 5143 Richman, B.M. 3554 Richter, F.E. 3252, 4249, 4730 Rieder, G.A. 292 Riegel, J.W. 925, 1214, 5139 Riemenschneider, C.H. 3945 Rigby, D.K. [Darrel] 425, 946, 1591, 2459, 2465, 3042, 3266, 3293 Riggs, H.E. 260, 4601 Riker, J. 4741

Author Index
Rimlinger, G.V. 333 Rinaldo, P.S. 4015 Ripley, W.Z. 4240, 4243 Ritzman, L.P. 5813 Rivette, K.G. 5171 Rivkin, J.W. 1597 Roach, S.S. 3219, 3703, 3706 Robbins, E.C. 917, 1185, 1198, 1203, 4349, 6078 Robbins, I.D. 560 Robbins, S.M. 4630, 4669, 4789, 6043 Robbins, W.D. 4956 Roberson, B. 1953 Roberto, M.A. 121, 1602, 3360 Roberts, E.B. 3308 Roberts, J. 2303 Roberts, J.H. 2690 Roberts, K. 4941 Roberts, L.M. 578 Roberts, W.A. 4180 Robertson, K.B. 1069 Robertson, T.S. 5104, 5106 Robinette, S. 2706 Robinson, C.W. 6067 Robinson, D.E. 2422, 2654, 2792 Robinson, G.B. 3904 Robinson, J.W. 4531 Robinson, L.J.B. 3146 Robinson, M. 4134 Robinson, R.I. 4698, 4811 Robinson, R.S., Jr. 2489 Robinson, S. 1859 Robinson, W. 1932 Robock, S.H. 4027, 5757 Roby, J.L. 2645 Roche, E. 368, 663, 1460 Roche, G.R. 607, 1534 Roche, W.J. 1068 Rochester, J.B. 5530 Rock, A. 4770 Rock, M.L. 682 Rockart, J.F. 5639, 5686 Rockefeller, R.C. 2036, 4063 Rockwell, W.F., Jr. 4543 Rodgers, C. 846 Rodgers, F.G. 95 Rodgers, F.S. 846 Rodgers, R. 4962 Rodgers, T.J. 5514, 5517 Roe, J. 5896 Roe, M.A. 957 Roethlisberger, F.J. 1465, 1500, 1505, 1734, 1737, 1738, 1927, 1929, 5701 Rogalski, R.J. 4779 Rogers, C.R. 1465, 1505 Rogers, D.C. 3492 Rogers, M. 2493, 2494 Rogers, P. 1595, 1941, 4762 Rogow, R.B. 520 Rohatyn, F.G. 5957 Rohlen, T.P. 6185 Rollins, J.W. 2438 Rollinson, M. 5215 Ronken, H.O. 1506 Ronstadt, R. 1003 Roodhooft, F. 5303 Rooke, D. 1233 Roorbach, G.B. 3756, 5864 Roosevelt, T., IV 4934 Roper, E. 73, 1184 Rorty, M.C. 3605, 3735, 3739, 5484 Rosa, R.V. 3586 Rose, S. 3039 Rose, S.D. 4958

Author Index
Rosen, B. 164, 738, 751 Rosen, C. [Corey] 406, 409 Rosen, R.M. 2123 Rosen, S. 1997 Rosenberg, L.J. 2594 Rosenbloom, R.S. 1004, 4783, 6063 Rosenblum, D. 2698 Rosenbluth, H. 496 Rosener, J.B. 1284 Roseneld, D.B. 5305 Rosenoer, J. 5575 Rosenthal, J. 5922 Rosenthal, M.M. 5199 Rosenthal, R.L. 563 Rosiello, R.L. 2952 Rosow, J.M. 855, 1113, 1575, 6061 Ross, E.B. 2723, 2955 Ross, J. [Jerry] 5897 Ross, J.W. [Jeanne W.] 5604 Ross, R.J. 3490 Rossi, P. 2810 Rostow, W.W. 6007 Roth, A.E. 4062 Roth, G. 1962 Rothchild, R.D. 5175 Rothermel, T.W. 3762 Rothschild, V.H. 1569, 1572 Rothstein, L.R. 379, 1042, 6052 Rotstein, A. 4051 Rouse, T. 4473 Roussel, P.A. 2079 Rovit, S. 4475, 4483 Rowe, C.D. 2022 Rowe, M.P. 742, 746, 783, 853 Rowe, R.L. 418 Rowles, C.M. 5710 Roy, N.J.H. 5492 Royer, I. 5876 Royston, M.G. 3878 Rubel, I.W. 2313 Rubenstein, A.H. 2097, 2099 Rubin, R.S. 5618 Rucci, A.J. 1961 Rucker, A.W. 3786, 5368 Rudden, E. 3959 Rudelius, W. 5074 Ruggles, C.O. 3842, 3843, 3849, 4114, 4118, 4119, 5128, 5763 Ruggles, R. (son of R.L, Jr.) 2878, 3367 Ruggles, R.L., Jr. 6027 Ruh, R.A. 872 Ruhnka, J. 4802 Ruimin, Z. 3312 Rumer, B. 3548 Rummel, R.J. 1769 Runcie, J.F. 1055 Russell, J.R. 5459 Russell-Einhorn, M. 783 Rust, R.T. 2352, 2883 Rutherford, H.K. 4354 Ruttenberg, H.J. 1192, 1197 Ruwe, D.M. 5726 Ryan, C. 2916 Ryan, F.W. 2532, 3794, 4731, 5212 Ryan, J.A. 4125 Ryan, J.W., Jr. 3840 Ryan, M.P. 2299 Ryan, W.P. [William] 1789, 1791 Ryans, J.K., Jr. 2912 Ryapolov, G. 3555 Rybnikoff, S.A. 5160 Ryder, C.F. 899 Rynes, R. 738 Ryu, S.M. 2080

408
Sabsay, N. 1171, 1183 Sachtjen, W.M. 694 Sadler, M. 398 Sadtier, T.M. 2878 Saenz, H. 1941 Saffo, P. 3757, 5679 Sare, W.L. 2047 Sage, G.H. 4700 Sahlman, W.A. 192, 1510, 2109, 3456, 3702 Sakai, K. 5801 Sakkab, N. 2066 Sakolski, A.M. 4042 Sala, F. 1830 Salerno, L.M. 3496, 5522, 5532, 5579, 5625 Salmon, W.J. 190, 2381, 3054, 3058 Salomon, R. 4707 Salter, M.S. 1535, 1541, 1544, 3676, 4521, 4526, 4774 Saltman, R.B. 794 Saltonstall, R. 901, 904, 1080 Salveson, M.E. 5557 Samaras, J.N. 2116 Sampson, R.C. 655 Sampson, R.T. 2964 Samuelson, P.A. 4135 Sandalls, W.T., Jr. 3478 Sandberg, J. 1038 Sandberg, S. 2005 Sander, D.A. 497 Sanders, F.K. 3583, 4459 Sanders, T.H. 466, 4250, 4305, 4452, 4818, 4928, 5130, 5256, 5279, 5294, 5297, 5371, 5374, 5426 Sanders, T.R. 317 Sanderson, S.W. 2633, 3938 Sandretto, M.J. 5282, 5346 Sant, R.W. 3816, 3823 Santamaria, J.A. 3212, 3291 Santos, J. 1741 Sape, G.P. 736 Sarrow, A.R. 5890 Sasser, W.E., Jr. 1403, 1536, 1729, 2475, 2479, 2719, 2909, 3231, 5913 Sathe, V. 5422 Saul, R.S. 4517 Savage, C.H., Jr. 3983 Savage, R.H. 4920 Savage, S. 5446 Savery, L.K. 1722 Savoie, L.M. 5271 Sawhill, J.C. 3809 Sawhney, M. 1955, 2574, 2875, 2877, 5588 Sawtis, M. 5460 Saxberg, B.O. 886 Saxenian, H. 639 Saxon, O.G., Jr. 4922 Sayles, L.R. 1138, 1145, 1148, 1151, 1153 Scanlon, J.J. 2043 Schacht, H. 4753 Schaeffer, L.D. 1250 Schaffer, R.H. 152, 603, 603, 956, 1380, 1624, 2114, 3486 Schaifer, R. 1028 Scharf, I. 5316 Scharfstein, D.S. 4588 Schatz, R. 2350 Scheff, J. 1795 Schefter, P. 2465, 2570 Scheid, P.N. 1695 Schein, E.H. 1072, 5966 Schelling, T.C. 6031 Schendler, A. 3861, 3863 Scheuble, P.A., Jr. 2933, 4670 Schiele, G.W. 2753 Schiff, J.S. 2758 Schiff, M. 2758 Schlaifer, R. 4279, 5477 Schleh, E.C. 1316 Schlesinger, L.A. 163, 2712, 3220 Schmalenbach, E. 3638 Schmalz, C.N. 2443, 3098, 3109, 3239, 4378 Schmedel, S. 526 Schmenner, R.W. 1976, 5745, 5746, 5772 Schmid, G. 5071 Schmidt, A.H. 5500 Schmidt, F.C. 5261 Schmidt, L.A. 6046 Schmidt, W.H. 896, 1294, 1301, 1906 Schmitt, R.W. 2078 Schmitz, P. 4481 Schnapp, J.B. 686 Schnedler, A. [Antoon] 3852 Schneider, A. [Auden] 4576 Schneider, L.M. 2508, 4189 Schoder, D. 2680 Schoderbek, P.P. 5438 Schoemaker, P.J.H. 933, 3361 Schoen, D.R. 5355, 6144 Schoenfeld, W.A. 3525 Schoenfelt, L. 3801 Schomer, H. 3618 Schon, D.A. 3685 Schonberger, R.J. 5806 Schorn, D.A. 1018 Schrage, E. 5001, 5835 Schrage, H. 543 Schrage, M. 959, 994, 4737, 5510 Schrank, R. 162, 722, 748, 1101 Schreier, F.T. 2836 Schroer, J.C. 2274 Schultz, G.P. [George P.] 1150, 5954 Schultz, M. 2367 Schultz, R.S. 3684, 5856 Schultz, W.C. 1494 Schulz, K.D. 5214 Schulze, W.S. 4574 Schurr, S.H. 3837 Schuster, T.F. 3053 Schwab, B. 5654 Schwab, K. 3931 Schwager, A. 2455 Schwalm, E. 3045 Schwartz, D.C. 2011 Schwartz, D.E. 222 Schwartz, E.L. 350, 556, 5040 Schwartz, F.N. 728, 732, 745 Schwartz, H. 3557 Schwartz, J. [Jeffrey] 784 Schwartz, P. 3855 Schwartz, T. 1039, 2243 Schwartz, W.B. 787 Schwarz, J.E. [John E.] 3711, 4257 Schwarz, S.M. 3566 Schwerer, E. 2900 Schwieger, A.J. 5790 Schwob, P. 5988 Scinta, J. 2064 Scobel, D.N. 1059, 1098 Scotese, P.G. 1521 Scott, B.R. 3661, 3667, 3679, 3705, 3779, 3814, 4079 Scott, J.D. 3094, 4294, 4304 Scott, L. 2698 Scott, P. 608 Sealy, P. 2580

409
Searby, D.M. 3968 Searby, F.W. 4627, 5406 Sears, G.A. 4708 Sears, M.V. 5122 Seashore, S.E. 5873 Sebenius, J.K. 3924, 4973, 4977 Sedgwick, R.M. 346, 4885 Segura, E.L. 5455 Seidl, J.M. 4560, 6060 Seidler, L.J. 4805, 5243, 5268 Seifert, W.W. 4190 Seiler, J.A. 604, 1471, 1909 Seippel, W.H. 4692 Selby, C.G. 1810 Selby, H.W. 3238 Selden, L. 2882, 4482 Selekman, B.M. 102, 173, 268, 353, 1130, 1132, 1156, 1160, 1162, 1172, 1175, 1180, 1181, 1182, 1187, 1195, 1431, 1711, 2049, 2050, 2052, 4317 Selekman, S.K. 268, 1156, 1160 Sells, B. 5002 Semler, R. 132, 1045, 1386 Semlow, W.J. 3172 Senenius, J.K. 4975 Senge, P.M. 1223, 1275 Serfass, W.D., Jr. 3574 Sertogulu, C. 424 Sesenbrenner, J. 6085 Sethi, R. 2193 Sevin, C.H. 5474 Sexton, D.E. 2554 Seybold, P.B. 2406 Seymour, S. 733, 5004 Shad, J.S.R. 4534, 4538 Shaeffer, R.E. 305 Shafer, J.E. 3110 Shainin, D. 5493 Shank, J.K. 15, 3478, 4629, 4783, 4807, 4808, 5309 Shanklin, W.L. 2912 Shapiro, B.P. 1350, 1985, 2384, 2486, 2497, 2504, 2513, 2604, 2715, 2720, 2723, 2728, 2742, 2958, 2961, 2989, 3127, 3147, 3152, 3156 Shapiro, C. 2583, 5016 Shapiro, E.C. 1324, 1856 Shapiro, I.A. 2830 Shapiro, I.S. 5953 Shapiro, J.F. 5775 Shapiro, R.D. 2509 Sharma, A. 5173 Sharman, G. 5848 Sharp, R.R. 3836 Sharpe, P. 4582 Shattuck, M.A. 558 Shaw, A.W. 1354, 4895 Shaw, G. 3452 Shaw, R. 4568 Shay, R.P. 4417 Shear, H. 2464 Sheer, C.P. 3385 Shef, Y. 5828 Sheil, B. 5928 Sheldon, B.E. 5981 Sheldon, C.L. 4289 Sheldon, O. 1351, 3331, 5825 Shepard, A. 5893 Sheppard, I.T. 679 Shepro, R.W. 5006 Sheridan, L.J. 4850 Sherman, H.D. 1806, 5394 Sherman, S. 2105 Sherrill, C.O. 4269, 6101 Sherrington, C.E. 4235 Sherwin, D.S. 302, 1623, 2259, 5069 Sheth, A. 5226, 5327 Shiff, R.A. 5560 Shill, W.E. 3445 Shillinglaw, G. 5365 Shils, E.B. 1123 Shipman, J.R. 5186 Shirky, C. 5581 Shoefer, S. 3434 Shostack, G.L. 3227 Shostack, K. 5503 Shostak, A.B. 1129 Shreeve, T.W. 6005 Shriver, D.W., Jr. 2489 Shriver, R.H. 5750 Shuchman, A. 3169 Shulman, L.E. 3303 Shultz, R.S., III 4034 Shycon, H.N. 3277, 5308 Sibbernsen, R.D. 1091 Siegel, J.A. 4005 Siegel, S.N. 4701 Siegfried, A. 3648 Sihler, W.W. 4636 Silberman, L. 4812 Silbert, T.H. [Theodore] 3761, 5229 Silk, L. 4141 Silk, S.B. 3340 Silver, A. 1404 Silver, I. 2041 Silver, M.J. 5018 Silverman, H.R. 5230 Silverman, L. [Les or Lester] 1787, 3809 Silverman, R. 4835 Silverstein, M.J. 2403 Simester, D. 442, 2942 Simmonds, R.H. 2238 Simon, H. [Hermann] 2787, 3925 Simon, H.A. [Herbert] 847, 5473 Simon, H.L. [Heidi Locke] 3124 Simon, J. 1997 Simons, G. 462, 1576 Simons, R. 981, 1033, 1622, 2138 Simons, T. 5053 Simpson, F.R. 4198 Sims, J. 5330 Sims, P. 1222 Singer, M. 1960 Singh, H. 4476 Singh, J.V. 5737 Singhvi, S.S. 4606, 4616 Sinha, I. 2577 Sinha, J. 3920 Sinha, P. 3132 Sipherd, L.W. 3636 Sirkin, H.L. 120, 2889, 5924 Sirota, D. 396, 5730 Sirower, M.L. 4494 Sisodia, R.S. 3614 Sitkin, S.B. 4514 Skerrett, R.G. 4223 Skibbins, G.J. 1118 Skinner, C.W. 695 Skinner, D.B. 790 Skinner, W. 858, 1394, 1403, 5726, 5728, 5729, 5781, 5782, 5868 Skloot, E. 1802 Slagmulder, R. 5302 Slater, C.C. 2416 Slater, P.E. 1874, 4083 Slater, R.E. 5556 Slemrod, J. 4143 Slichter, S.H. 1205, 3772, 4036, 4093, 4158, 4273, 4366, 4385 Sloan, S. 296

Author Index
Slone, R.E. 5833 Slywotzky, A.J. 2500, 2715, 3362, 3392 Smadja, C. 3931 Small, D. 709 Smallwood, N. 568, 1952 Smalter, D.J. 4547, 6027 Smardon, R.A. 1109, 6059 Smeltzer, L.R. 737 Smith, B.B. 3806 Smith, C. [Craig] 259 Smith, C.W. [Charles] 3157 Smith, D.B. [Donald B.] 2801 Smith, D.C. [Daniel] 2193 Smith, D.D. [Donald D.] 5454 Smith, D.K. [Douglas] 2186, 2204 Smith, D.T. [Dan Throop] 691, 1345, 3733, 4040, 4145, 4147, 4149, 4162, 4172, 4174, 5433 Smith, E.E. [E. Everett] 247 Smith, E.R. [Everett R.] 2780, 3186 Smith, F.G. [Frank G.] 1190, 3839 Smith, F.P. [Frank P.] 4821 Smith, G.A., Jr. [George Albert] 1302, 3737 Smith, G.D. [George David] 55 Smith, H.C. [Henry Cassorte] 5092 Smith, H.J. [H.Jeff ] 94 Smith, H.R. [Howard] 3993, 4201 Smith, M.L. [Martin] 2291 Smith, M.N. [Marcell] 4960 Smith, N.C. [N. Craig] 2472 Smith, N.L. [Nelson Lee] 4117 Smith, P.W. 2780 Smith, S.A. 2822 Smith, W.J. 404 Smithies, A. 4162 Smunt, T.L. 5213 Smyth, R.C. 1566, 3164 Snegireff, L.S. 899 Snider, J.L. 1178, 3728, 3732, 3768, 3769, 4100, 4673 Snowden, D.J. 1218 Snyder, C. 3774 Snyder, J.D. 1801 Snyder, W.M. 967 Sobek, D.K., II 5795 Sobek, R.S. 3763 Soden, J.V. 5647 Sollohub, W.A. 352, 3597, 3630, 3632 Solo, R.A. 2094 Soman, D. 2943 Sommenfeld, S. 3001 Sommer, A.R. 2333 Sonnenfeld, J.A. 184, 571, 867, 5075 Sonnerfeld, S. 1670 Sontoff, H. 1426 Sorcher, M. 834 Sorenson, O. 5877 Sorenson, R.Z., II 1773, 2924 Sosa, M.E. 5710 Sotelino, F.B. 4613 Souerwine, A.H. 895 Soukup, W.R. 3021 Soule, R.P. 4672 Southern, A.D. 4915 Spacek, L. 5423 Spanner, R.A. 5033 Spar, D.L. 2589, 6109 Spates, T.G.. 641 Speagle, R.E. 3720, 4429 Spear, H.M. 4697 Spear, S.J. 766, 5717, 5794 Spector, B. 156 Speh, T. 2464 Spencer, L.M. 2172

Author Index
Spencer, R. 5191 Spengler, J.J. 2427, 3724 Speno, M.J. 4187 Spero, D.M. 5174 Spiegel, A.H., III 6090 Spiller, L.N. 3810 Spillman, W.J. 3527 Spinosa, C. 1941 Spital, F.C. 2913 Splawn, W.M.M. 4790 Sprague, C.R. 5308 Sprague, L.G. 5852 Sprague, O.M. 3917, 4461 Spreier, S.W. 1227 Spreitzer, G. 578 Spulber, N. 3991 Srinivasa Murthy, K.R. 1535 Srinivasan, R. 2400 Srinivasan, S. 2944 Stadler, C. 1936 Stahinich, J. 3426 Stalk, G., Jr. 1321, 3283, 3298, 3301, 3303, 5887, 5924 Stamp, L.D. 2667 Stamps, J. 2190 Stancill, J.M. 504, 519, 2432, 4404, 4405, 4528, 4611, 5178, 5245, 5398, 5400 Standish, A. 4730, 4731 Stanley, W.F. 4928 Stansberry, J.W. 6016 Stanton, S. 5921 Star, S.H. 3195, 4071 Starbuck, W.H. 2134 Starch, D. 309, 2312, 2344 Stark, A. 5059 Starr, M.K. 5819 Stasch, S.F. 2749 Stata, R. 1523 Staubus, M. 406 Staudt, T.A. 2773 Staw, B.M. 5897 Stayer, R. 2206 Steadman, L.E. 55 Steele, J.E. 98 Steele, L. 5684 Steele, R. 1947, 3446 Steele, T.A., III 4536 Steger, W.A. 3276 Steibler, J. 1158 Stein, J.C. 4588 Stein, R.M. 1194 Steinbach, G. 2228 Steinberg, T.M. 4834 Steinbrink, J.P. 3154 Steiner, G.A. 3479 Steiner, J. 621 Steiner, W.H. 4466 Stelzer, I.M. 3829 Stengel, J.R. 2806 Stephenson, J. 4856 Stern, A.J. 3888 Stern, A.R. 1808 Stern, G.L. 2518, 4186 Stern, L.W. 2507, 2828, 4540 Stern, R. 3572 Sternau, H.E. 4229 Sternbach, R.A. 894 Sternheimer, S. 3548 Sternin, J. 136 Sternlieb, G. 6098 Sternthal, B. 2361 Stessin, L. 1108 Stetson, C.P., Jr. 4777 Stevens, A. 3007

410
Stevens, L.A. 1496 Stevens, R.W. 3976 Stevens, W.H.S. 3354, 5098 Stevenson, H.H. 119, 144, 159, 583, 2109, 5062 Stevenson, W.H. 4091 Stewart, C.T. 1814 Stewart, G.B., III 408, 4710, 4851 Stewart, J.B. 2935 Stewart, J.M. 1565, 3406 Stewart, T.A. 122, 1744, 1934, 1950, 2550, 3131, 3311, 3314 Stickney, R.W. 3171 Stiles, R.D. 5275 Still, R.R. 2641 Stillcox, L.K. 4205 Stobaugh, R.B. 3817, 3971, 4630, 5459, 5749, 5773 Stock, J. 2464 Stoddard, D.B. 5601 Stoddard, W.L. 564, 2266 Stolle, J.F. 2488, 2521 Stolte, M.D. 315 Stolz, R.K. 627, 2098 Stone, C.D. 235 Stone, D.B. 2699 Stone, E.L. 2805 Stone, N. 731, 1671, 1970, 3400, 3940, 6181 Stone, P.J. 1049 Stone, R.E. 5826 Stoner, J.A.F. 1687 Stopford, J. 2563 Stopler, G. 3643 Stout, T.M. 5542 Strack, R. 3206 Strang, R.A. 2746 Strasser, G. 3680 Strassmann, P.A. 5641 Straus, R.K. 5138 Straus, R.W. 2118 Straus, S. 976 Strauss, G. 1139, 1145, 1148, 1151, 1952 Strauss, W. 2397 Strauss, W.V. 2668 Strebel, P. 142 Strieby, I.M. 5599 Strober, M.H. 283 Stromberger, T.L. 5356 Strother, D.H. 4231 Strout, A.M. 3975 Stryker, P. 1119, 5465 Studenski, P. 4153, 4157 Sturdivant, F.D. 2158, 2476, 2507, 3061, 3683, 5082 Stybel, L.J. 428 Suarez, F. 2886 Suggs, R.C. 6030 Sulkowicz, K.J. 2132 Sull, D.N. 577, 1600, 1940, 1959, 3285, 3450 Sullivan, C. 829 Sullivan, L.A. 5223 Sultan, R.G.M. 2676 Sumberg, T.A. 3997, 3998 Summe, G.L. 2729, 5885 Summer, C.E., Jr. 1342 Summers, C.W. 861, 1120 Summers, L.H. 3664, 4136, 4259 Sunstein, C.R. 6108 Surface, J.R. 2264 Surrey, S.S. 4144, 4148, 4162 Susman, G.I. 997, 5886 Suss, W.H. 3022 Sutcliffe, C.L. 5213 Sutcliffe, K.M. 87, 943 Sutton, C.D. 735 Sutton, R.I. 954, 965, 1320, 1462 Suver, J.D. 5381, 5536 Sviokla, J.J. 762, 2497, 2504, 2591, 2592, 5519 Swalm, R.O. 5461 Swanepoel, B. 764 Swank, C.K. 3208 Swap, W. 936, 2107 Swart, J.C. 866 Swartz, G.S. 5518 Sweeney, H.W. 4685 Sweeney, J.K. 2652 Swensrud, S.A. 3846, 3847, 4372 Swett, R.D. 4159 Swift, M.H. 1479 Swinyard, A.W. 1680 Swope, G. 251 Sykes, H.B. 3429 Sym-Smith, C.I. 682 Szostak, A. 422 Szulanski, G. 1849 Tabrizi, B. 2895, 4495 Taeusch, C.F. 465, 4965, 4970, 5225 Taft, P. 1179 Tagiuri, R. 58, 1614 Taguchi, G. 5703 Tahija, J. 2006 Takagi, H. 1721 Takeuchi, H. 2911, 3057, 5500, 5912 Talbott, J.H. 2240 Tallman, G.B. 2849, 3065, 3068 Talmage, G.E., Jr. 4299 Tannen, D. 721 Tannenbaum, R. 649, 896, 1294, 1301 Tarbill, V.V. 3701 Tausig, R.A. 4546 Taussig, F. 75 Taylor, A. [Andy] 2463 Taylor, A.E. [Alonzo] 2343, 4013, 4384 Taylor, B.E. 1793, 1800 Taylor, E.L. 2620 Taylor, J.F.A. [John] 2048 Taylor, J.W. [James] 3471, 5656 Taylor, M.A. [Michael A.] 4406 Taylor, M.D. [Malcolm] 2981, 3104, 5096 Taylor, W. [William] 993, 1385, 1755, 3397, 4510, 4714, 5061 Taylor, W.C. [William C.] 147 Teal, T. 498, 1370, 3218 Teck, A. 4744 Tedlow, R.S. 381, 475, 2587, 3050 Teece, D.J. 1841, 2590 Teele, J.W. 1144 Teele, S.F. 2529, 3083, 3087, 4266, 4302, 4328 Teerlink, R. 3320 Teisberg, E.O. 775, 767 Teitsworth, C.S. 3797 Telesio, P. 5773 Ten Eyck, A. 4826 Tenny, L.S. 2783 Tepper, I. 320, 4717 Terrel, C.L. 3606 Thain, R.J. 1686 Thoman, G.R. 4743 Thomas, A. 255 Thomas, D.A. 2, 5, 714, 719 Thomas, D.G. 811 Thomas, D.R.E. 3229 Thomas, J.A. 4729 Thomas, J.S. 2695

411
Thomas, R.J. 1251, 2472 Thomas, R.R., Jr. 7 Thomke, S. 2071, 2892, 3209 Thompson, A.A., Jr. 3272 Thompson, D.L. 3162 Thompson, D.V. 2883 Thompson, G.L. 5786 Thompson, J.W. 2609 Thompson, K.M. 1146 Thompson, L.E. 5559 Thompson, P.H. 295, 2084, 5712 Thomsen, F.L. 2848 Thomson, A. 152 Thomson, R.M. 240 Thorbeck, J. 1381 Thorndike, E.L. 3030 Thulin, W.B. 4032 Thurm, D. 4828 Thurow, L.C. 3777, 5172 Thurston, P.H. 502, 513, 2793, 5453, 5659, 5820 Tibbetts, J.S., Jr. 1517 Tichy, N. 145, 1220, 1977, 2252, 3373, 4394 Ticoll, D. 3288 Tierney, T. 971 Tilles, S. 1428, 2115, 3329, 4648 Tillman, R. 3059 Timmons, J.A. 497, 528, 537, 3469, 4776, 5948 Ting, S. 584 Tjan, A.K. 2562 Tod, G.R. 4542 Todd, F.B. 5316 Tomajan, J.S. 1307 Tomb, J.O. 5759 Tomlinson, D. 2698 Ton, Z. 5839 Tonelson, A. 3936 Torbert, F. 455 Torbert, W.R. 1233 Torpey, W.J. 4771 Tosdal, H.R. 2426, 2428, 2777, 3176, 3177, 3182, 3183, 3189, 3191, 4374 Tousley, R.D. 2324, 2326 Towbin, B. 4882 Tower, W.S. 4332 Towl, A.R. 246, 1578 Towle, L.W. 4880 Townsend, B. 929 Toynbee, A.J. 2056 Tracy, K.B. 325, 1531, 3818, 4861, 5114, 5451 Tracy, L. 1892 Trailer, B. 3135 Train, A.S. 272 Trainor, J.L. 1819 Travis, V.R. 4597 Treacy, M. 2478, 3364, 5330, 5686 Tregoe, B.B. 1618 Treverton, N.H. 228 Treynor, J.L. 4721, 4867 Trollinger, W.V. 786 Trost, J.F. 2754 Troubh, R.S. 4530 Trout, J. 2362 Trowbridge, A.B. 6054 Trowbridge, C.L. 5417 Troy, H.P. 2953, 5340 Trull, S.G. 1490 Tsurumi, Y. 683 Tucker, F.G. 5345, 5907 Tucker, R.S. 6013 Tufano, P. 2002, 4571, 4585 Tugendhat, C. 3825 Tuggle, C. 4711 Tupper, E.A. 4283 Turner, A.N. [Arthur] 1079, 1978, 2110 Turner, H.S. 2101 Turney, P.B.B. 2741 Tushman, M.L. 940 Twedt, D. 48 Tybout, A. 2361 Tyebjee, T.T. 2991 Tyler, P.M. 4352 Tyson, L.D. 3662 Tyson, R.C. 330 Uhlaner, R. 4471 Ulin, R.P. 2096, 3725, 4039, 4788 Ullman, J.C. 434 Ulrich, D. 568, 841, 1952 Ulvila, J.W. 5448 Ulwick, A.W. 2808 Underwood, D. 312 Underwood, J.M. 813 Unterman, I. 201 Upgren, A.R. 4373 Upton, D.M. 5702, 5721, 5723 Upton, K. 4836 Urban, G.L. 3195 Urbany, J.E. 2945, 3265 Urwick, L.F. [Lyndall] 1956, 5824 Useem, M. 177, 1263 Usher, A.P. 80, 2063 Ustuner, T. 3130 Utley, J.B. 3970 Uttal, B. 3222, 5885 Uyterhoeven, H. [Hugo] 697, 1719, 1733 Uzzi, B. 575 Vachani, S. 1761 Vagts, D.F. 216, 5220 Vail, T.E. 1022 Vaile, R.S. 2339 Valikangas, L. 123 Valz, R.C.K. 5751 van Alstyne, M.W. 3255 van Biema, M. 3214 Vance, J.O. 4541 Vancil, R.F. 243, 1676, 2153, 3405, 3475, 3476, 3480, 3487, 4655, 4656, 4662, 5289, 5291, 5353 Van Cise, J.G. 4847, 4943, 4945, 4953, 5120 Vandell, R.F. 1334, 4635 Vanderblue, H.B. 2979, 2980, 3356, 3751, 3752, 3754, 4457, 5482 van der Heyden, L. 1858 Van der Linde, C. 3870 Van Der Mandele, K.P. 4754 Vanderwicken, P. 2861 Van Drooge, H. 920 van Heck, E. 3049 Vanhonacker, W.R. 666, 2621, 2629 Van Horn, R.L. 776 van Leer, R.K. 2605 van Mesdag, M. 2636 Van Nuys, K.E. 1825 van Putten, A.B. 3315, 4570 van Rossum, W. 2597 Van Sickle, J.V. 3790 Van Veen, F. 1519 Van Wassenhowe, L.N. 5302, 5718, 5793 Van Zandt, H.F. 4058, 4059 Varian, H.R. 2583 Varney, R. 1391 Vaughn, J.L., Jr. 5235 Vazquez, X.H. 5735 Veiga, J.F. 605, 618

Author Index
Veit, K. 493 Venkatesan, R. 2785, 5802, 5867 Verganti, R. 2491 Verlinden, M. 3393 Vernon, R. 696, 1781, 3710, 3939, 3963, 3974, 5754 Vesper, K.H. 530 Vestring, T. 1747, 3535 Vicary, J.W. 1084 Victor, B. 979 Viguerie, P. 3454, 4471 Vijayaraghavan, V. 1832 Villers, R. 1923 Vincent, J.R. 1997 Vinson, W.D. 5914 Virden, T.W. 2901 Virts, J.R. 5748 Vischer, J. 970 Viscione, J.A. 4599, 4771, 5379 Viscusi, W.K. 5101 Vishwanath, V. 2359, 2374, 2894, 3042 Vlachoutsicos, C. 671, 1383, 3546 Vogel, A. 1114 Vogel, E.F. 4057 Volgy, T.J. 3711, 4257 Vollman, T.E. 5784, 5851, 5869 von Clemm, M. 4413 Vondra, A.A. 4980 von Ghyczy, T. 85 von Hippel, E. 2892, 2914 von Hoffman, C. 1086 von Krogh, G. 5168 von Lazar, A. 2617, 3544 von Oetinger, B. 959 von Simson, E.M. 5613 Waaser, E. 3140 Wack, P. 3759, 3760 Wade, J. 5922 Wade, L.J. 817 Wademan, D. 2128, 2241 Wager, J.D. 3422 Wagner, H.M. 3401, 5487 Wagner, S. 5100 Waite, T.J. 711, 3211 Wajda, G.F. 453 Wakeeld, B.R. 4548 Wald, R.M. 653 Waldroop, J. 376, 596, 1034, 1040 Waldstein, G. 4061 Walker, A.H. [Arthur] 1905 Walker, A.W. [Arleigh] 2611 Walker, C.A. 1661 Walker, C.L., Jr. 2267 Walker, C.R. 912, 1081, 1082, 5699 Walker, E.J. 6125 Walker, J.W. 884 Walker, P. [Patricia] 2002 Walker, P.H. [Patricia H.] 3044 Walker, R.G. 1166, 4658, 5278, 5412 Wall, J.L. 5081 Wallace, D. 1878 Wallace, W.A. 5238 Walleck, A.S. 3307 Walleigh, R. [Rick] 2895 Walleigh, R.C. [Richard C.] 5847 Walley, N. 3871 Wallich, H.C. 3627, 3901, 4033, 4365, 4879 Walsh, D.C. 791 Walters, K.D. 221, 4106, 5011 Walters, R. 2691 Walton, R.E. 997, 1050, 1057, 1063, 1066 Wang, Q. 1866 Wanous, J.P. 875

Author Index
Warburg, P.M. 3916, 4755 Ward, A.C. [Allen] 5795 Ward, A.J. [Andrew] 571 Ward, B. [Barbara] 3678 Ward, B.K. [Bryan] 2207 Ward, G.H. 3524 Ward, L.B. [Lewis B.] 21, 98, 306, 2167, 2846 Ward, S. [Scott] 2371, 5023, 5103, 5106, 5113 Warner, R.M. [Raynor M.] 6087 Warner, R.P. [Ranne P.] 6087 Warner, W.L. 647 Warren, E.K. 1687 Warren, R.A. 4875 Warsh, D. 3895, 3928, 4072, 4133 Warshow, H.T. 5325 Wass, D.L. 1410 Wasson, C.R. 3198 Wasson, R.G. 4265 Wasyluka, R.G. 812 Waterman, J.A. 1044 Waterman, R.H., Jr. 1044, 6167 Watkins, M. (Harvard Business School) 1664 Watkins, M.D. (Newton, Massachusetts) 1640, 2126, 4492, 5445 Watson, C.M. 3960 Watson, E.T.P. 1133 Watson, J.G. 2022 Watts, D.J. 2684, 2784 Way, M. 3851 Wayne, K. 5870 Weaver, H.G. 2858 Weaver, R.A., Jr. 4815 Webber, A.M. 27, 495, 672, 984, 1287, 1288, 1289, 1290, 1392, 1974, 2208, 3301, 4049, 4052, 6084 Webber, J.B. 805 Weber, G.M. 5142 Weber, K. 87 Weber, P.J. 3803 Webster, B.M., Jr. 3647 Webster, F.E., Jr. 5021 Webster, R. 266 Weddogen, R.M. 4479 Wedemann, E. 3100 Weeks, H. 1457 Weeks, J. 367, 1442 Weigand, R.E. 2514, 2739, 3957, 3964 Weiher, R.L. 619, 1111 Weill, P. 5604 Weimer, A.M. 4841 Weinberg, E. 1106 Weinberg, M.W. 5945 Weinberg, S.J. 250 Weinberger, D. 836 Weinberger, J. 6158 Weiner, E. 2791 Weinhold, W.A. 4521, 4612 Weintraub, S. 4041, 4309, 4331 Weisbrod, C.B. 3781 Weiss, A. 5812 Weiss, E.B. 5026 Weiss, E.J. [Elliot J.] 222, 6019 Weiss, H.L. 5964 Weiss, J. [Jeff ] 1826, 3254 Weiss, J.D. [Julian] 2442 Weiss, L. 2188 Weiss, S.A. 3709 Weisse, P.D. 3824 Weissel, M. 3140 Welch, C.J. 3522 Welch, J.B. 3821 Welch, W.H. 3621

412
Welcker, J.W. 2059, 4094, 5095 Weld, L.D. 2860 Welker, J.W. 4168 Weller, W. 5827 Welles, J.G. 6167 Wellington, F. 3860 Wellington, S. 710 Wellons, P. 4399 Wells, L.T. [Louis] 680, 1774, 3734, 4985 Wells, R.T. 4239 Wells, W.D. 2863, 3199, 3275 Welsh, J.A. 521 Welshans, M.T. 2434 Welter, P. 4637 Wemmerlov, U. 5811 Wendel, W.H. 97, 6088 Wenger, E.C. 967 Wenner, D.L. 4909 Wensley, R. 1978 Werbach, K. 5589, 5665 Werbaneth, L.A., Jr. 5421 Werner, W. 4809 Wernette, J.P. 4099, 4340, 4442 Weschler, I.R. 649 Wessel, M.S. 5188 West, C. [Christopher] 2738 West, C. [Cornel] 1 West, J. 2897 West, M.W. 3264 Weston, F.T. 5292, 5402 Weston, J.F. 4872 Wetlaufer, S. 129, 137, 431, 719, 838, 968, 975, 1273, 1277, 1861, 2202, 2221, 2364 Wever, K.S. 1375 Weymar, C.S. 1118 Wharton, C.R., Jr. 701 Wheeler, C.T. 2982 Wheeler, K.E. 882 Wheelock, W.H. 4848 Wheelwright, S.C. 2790, 2909, 2992, 3470, 5774, 5797, 5810, 5882, 5888 Whelden, C.H., Jr. 3736 Whidden, H.P. 4355 White, B.F. 1897 White, C.H., Jr. 5103 White, D.L. 4403 White, G.F. [Gilbert] 3889 White, G.R. [George] 2917 White, J.F. 521 White, J.R. 2228 White, L. [Lindsey] 5818 White, L.T. [Lysander] 544 White, R.E. 3430 White, W.L. [Wilford] 3034 White, W.L. [William] 3898 Whitehead, A.N. 6159, 6199 Whitehead, B. 3871 Whitehead, T.N. [T. North] 1204, 1308, 5892, 5987, 6149 Whitman, A. [Anne] 851 Whitman, A.H. [Arthur] 5301 Whitman, T. 3344 Whitman, W.T. 4724 Whitmeyer, F.W. 5459 Whitney, D.E. 5768, 5929 Whitney, J.O. 2297, 3271, 3427 Whitney, N.R. 3805 Whitney, V. 5762 Whitney, W.R. 1930 Whitsett, D.A. 1061 Whitten, D. 705 Whyte, W.F. 906 Wickersberg, A.K. 2214 Wickersham, E.D. 1135 Widing, J.W., Jr. 681, 2596 Widmer, T.F. 3823 Wiechmann, U.E. 1764, 1773 Wieck, K. 2200 Wiersema, F. 2478 Wiersema, M. 1658 Wiesen, J.L. 4805 Wiest, J.D. 5439, 5786 Wiggenhorn, W. 2255 Wilbur, D.E. 4702 Wilcox, C. 6154 Wilde, F.B. 243 Wilkins, M.G., Jr. 3715 Wilkinson, J.J. 885, 1989 Willcocks, L.P. 5611 Williams, A.F. 2983 Williams, C.M. [Charles M.] 248, 3505, 4421, 4722, 4925, 4988 Williams, C.R. [Charles R.] 687 Williams, D.C. 1532 Williams, G.A. 1456 Williams, G.M. 5982 Williams, H.A. 4722 Williams, J. 4978 Williams, O. 6118 Williams, R.M. 2321 Williams, S. [Simon] 3015, 3502, 3980 Williams, S. [Stephanie] 1833 Williams, W. 1216 Williamsen, A.C. 4182 Williamson, A.D. 378 Williamson, P.J. 2357, 2628, 4500 Willigan, G.E. 498, 2905, 4137, 4510, 4593, 4594 Wilson, A. [Aubrey] 2738, 2745 Wilson, A.R. [Allan] 2843 Wilson, D. 2576 Wilson, G.L. 4219, 4303 Wilson, H.J. 942 Wilson, M.L. 3520 Wilson, R.H. 5320, 5323 Wilson, T.C. 4496 Winberger, D. 5585 Wind, Y. 2399, 2737, 2821 Winder, J. 2559 Winig, M.P. 5219 Winschuh, J. 70 Winslow, E.M. 3559 Winstanley, N.B. 289 Winter, S. 1849 Wise, R. 2566, 3392, 3394 Wisnewsky, E. 5788 Wisselink, J. 3351, 3352 Withington, F G. 5534, 5540, 5637 Wittausch, W.K. 3345 Witte, E.E. 1168, 1174, 3789, 3791 Witter, J.W. 4903 Wittnebert, F.R. 3404, 4865 Wittreich, W.J. 3066, 3234 Woidtke, T. 4711 Wojdak, J.F. 5309 Wolf, B. 2184 Wolf, R.B. 1157 Wolfe, G.M. 3885, 3886 Wolfe, T.M. 3845 Wolff, H. 3407 Wolff, R.H. 433 Wolff, S.B. 2197 Wolfson, A.D. 396 Wolfson, N. 4804 Wolpert, J.D. 950 Wolzansky, J.N. 1052 Womack, J.P. 1966, 2458, 5796 Wommack, W.W. 212

413
Woo, C.Y. 2672, 2673 Wood, C.T. 797 Wood, M.K. [Marshall] 4276 Wood, M.M. [Miriam] 6188 Wood, R. [Richardson] 3691, 4311 Wood, R.C. [Robert Chapman] 945 Woodman, L.A. 5620 Woodruff, A.M., Jr. 4846 Woods, D.H. 3687, 5463 Woods, J.D. 5155 Woodward, H.N. 536 Woodworth, A.V. 4244 Woolenberg, R.P. 1201 Woolridge, J.R. 4462 Wooster, J.T. 4743 Worker, J.[psuedonym] 1167 Worline, M.C. 1254 Wormald, N. 3884 Worthy, J.C. 1083 Worthy, N.B. 759 Wrape, H.E. 1396, 1423, 1435, 3495 Wrich, J.T. 382 Wright, D.M. 1025, 1918, 4088, 4098 Wright, L. 5302 Wright, P. 3962 Wright, W. 3802 Wriston, W.B. 999, 2148 Wueller, P.H. 6074 Wurster, T.S. 2579, 2811 Wuthnow, R. 4074 Wyer, R. 4218 Wyke, A. 772 Wyman, J. 1350 Wynant, L. 4618 Wyner, G. 2703 Wyshak, G. 899 X 5427 Xin, K. 665 Yale, P. 4486 Yamashita, K. 1995 Yan, R. 2627, 2630 Yang, C.Y. 1395 Yankelovich, D. 1481, 2688, 2764 Yarnold, K.W. 6030 Yates, J. 2593 Yau, T.S. 2076 Yaziji, M. 5940 Yeh, K.S. 1356 Yeh, T.D. 4574 Yergin, D. 3817 Yip, G.S. 2618, 3376 Yofe, D.B. 2582, 3256, 3669, 3954, 4839, 5944 York, J.Y., Jr. 4450 Young, A. 4919 Young, C.E. 3798 Young, D. [London-based consultant] 1540 Young, D.W. [Harvard and Boston University faculty member] 794, 1805 Young, H. 4397 Young, O.D. 116 Young, R.B. [Robert B.] 3410 Young, R.F. [Robert F.] 3228

Author Index
Young, S.D. 5394 Youngblood, S.A. 434 Yunich, D.L. 3062 Yuspeh, S. 2994 Yutzy, T.D. 3014, 3015 Zadek, S. 1994 Zager, R. 855, 868 Zakaria, F. 2619 Zaleznik, A. 403, 1240, 1274, 1282, 1293, 1297, 1298, 1902, 2150 Zani, W.M. 5649 Zarecor, W.D. 2922 Zawada, C. 2947 Zeckhauser, S. 4835 Zehnder, E. 444 Zeisel, S. 4484 Zeithaml, V.A. 2352 Zeng, M. 2357 Zevnik, B.L.P. 1672 Zhang, C. 3536 Zider, B. 4767 Zimmerman, R.W. 3629 Zipken, P.H. 5800 Zittrain, J. 5572 Zivan, S.M. 5345, 5907 Zoltners, A.A. 3132 Zook, C. 946, 2697, 3282 Zuboff, S. 5685 Zuckert, E.M. 252 Zweben, M. 3138 Zysman, J. 3944

Title Index
References are to entry numbers.

A Players or A Positions?: The Strategic Logic of Workforce Management 827 The AAA and TVA Decisions 5204 ABCs of Job Interviewing 1672 ABCs of Pension Funding 5417 The ABCs of the Critical Path Method 5786 Abraham Lincoln and the Global Economy 3654 The Abrasive Interface 5954 The Abrasive Personality 1401 Accelerated Amortization 4279 Accelerating Aircraft Production During World War II: A Digest 4281 Accelerating Obsolescence of Older Engineers 5712 Accelerating Pay Rates for Managers Who Switch Employers 1532 Access to Raw Materials in the Postwar World 4000 Accomplishment/Cost: Better Project Control 5899 Accounting by Tabulating Machines 5568 Accounting by Tabulating Machines (Part 2) 5567 Accounting Development: How Fast, How Far? 5271 Accounting Disposition of an Increase in Assets Caused by Revaluation 5413 Accounting for Appreciation of Fixed Assets 5414 Accounting for Climate Change: A Window on the Future 5389 Accounting for Payments to the Estate of a Deceased Partner 5042 Accounting for Productivity Changes 5367 Accounting for the Cost of Equity 5403 Accounting for the Cost of Pensions: A Lien on Production 5419 Accounting for the Cost of Pensions: A Lien on Production, Part II 5418 The Accounting Review: A Happy Compromise 5239 Accuracy of Government Statistics 3730 The Accuracy of Long Range Planning 3480

Achievement Motivation Can Be Developed 3784 The Achilles Heel of Supply Chain Management 5839 Acquisitions: The Process Can Be a Problem 4514 Action Learning Comes to Industry 609 Active Role for Outside Directors of Foreign Subsidiaries 240 Ad Spending: Growing Market Share 2274 Ad Spending: Maintaining Market Share 2275 Adapting Organizations to New Technology 5697 Adapting Products to LDC Tastes 2641 The Adaptive Capacity of Workers 172 Adding a Product of Different Quality and Price to an Established Line: The Badger Watch Company 2781 Adjust Your Accounting for Ination 5292 Adjustment of Wages During Conversion 4366 Administering Salesmens Compensation 3177 Administering the Union Agreement 1181 Administration of Fiscal Policy 4166 Administration of Priorities 4337 The Administrative Fallacy 1918 The Administrators Skill: Communication 1500 ADP: The Still-Sleeping Giant 5549 Ads That Irritate May Erode Trust in Advertised Brands 2283 Advances in Financial Management 4650 Advantages of Fund Accounting in Nonprots 1806 Adventure or Routine 1025 The Adversaries 5955 Advertising Agency Costs & Prots 2310 Advertising Agency Services: Make or Buy? 2302 Advertising and Sales Promotion of Textile Products 2335 Advertising as an Antirecession Tool 2286 Advertising: Attacks and Counters 2294 Advertising Branded Parts to Consumers 2396

Advertising Copy Hit or Miss? 1502 Advertising Fresh Fruits and Vegetables 2326 Advertising Fresh Fruits and Vegetables [Part II] 2324 Advertising in Adversity 2309 Advertising: The Poetry of Becoming 2272 Advertising: A Problem in Industrial Dynamics 2311 Advertising When Buying Is Restricted 4294 Advertising When Consumers Can Not Buy 4304 Advertisings Link with Retail Price Competition 2284 Advice for Small Company Presidents 551 The Advisability of Purchasing Bonds at the Time of Issue 4469 Afrmative Action and Guilt-Edged Goals 15 The Afuent Organization 1011 After the Acquisition: Continuing the Challenge 4542 After the Layoffs, What Next? 431 After the Sale Is Over... 2731 The Age of Massive Engineering 1020 Age of Synthesis 1912 The Age of the Choiceboard 2500 The Agitation for Control of the Lancshire Cotton Industry 2671 The Agony of Selling Out to Relatives 516 Agribusiness in Developing Countries 3500 Agricultural Adjustment: A Step in the Evolution of Agricultural Policy 3520 Agriculture and the Nations Business 3514 Aiding the Community: A New Philosophy for Foreign Operations 701 AIDS Is Your Business 1997 Aims of Our Foreign Investment Program 4363 The Air-Conditioning Equipment Industry 3599 Air Freight: New Potentials for Industry 4191 Air Routes and Public Policy 4208 Air Transportation Rates 4210

414

415
Aligning Incentives in Supply Chains 5832 The All-in-One Market 2576 All Strategy Is Local 3286 All the Wrong Moves 1032, 1944 Allenet Lace Company 5197 Allocating Facilities with CRAFT 5784 Alternative Dispute Resolution: Why It Doesnt Work and Why It Does 4980 The Alternative Workplace: Changing Where and How People Work 5678 The Aluminum Industry 3353 Alyson Slater on How Disclosing Emissions Benets Companies 3853 The Ambidextrous Organization 940 America: Dont Take No for an Answer 4048 American Banks and Foreign Trade 4755 American Business and the Piety of Prots 4085 American Business Leaders and Labors War 1198 The American Image of Success 636 American Investment Trusts 4732 American Negroes: A Wasted Resource 24 The American Rubber Situation 5149 American Security: Lowest Common Denominator 4278 American Silver Policy and China 3580 American vs. European Management Philosophy 1427 Americas Agricultural Position and Policy 3523 Americas Economic Leadership 4368 Americas Looming Creativity Crisis 3652 Americas Not-So-Troubling Debts and Decits 4134 Americas Stake in World Petroleum 3836 The Anachronistic Factory 5729 The Analysis of Keyed Returns 2340 Analysis of Stock Ownership 4816 An Analysis of the Causes and Results of Hand-to-Mouth Buying 2429 The Analytical Engine 33 Analyzing Advertising Results [Part One] 2336 Analyzing Foreign Opportunities 697 Analyzing Overseas Investment 689 Analyzing the Market of Mail Order House Retail Stores 2854 Anatomy of a Hospital Trustee 808 An Anatomy of Activism for Executives 1899 The Anatomy of an Investment Decision 4675 Anatomy of Corporate Planning 3489 And Now, a Word from Our Sponsor 2271 The Anderson Steel Company 5766 Anguish in the Defense Industry 6022 Annual Headache: The Stockholders Meeting 4922 Annual Report on Executive Compensation 1565, 1567, 1568 The Annual Report: Portrait of a Business 4929 Annual Reports Dont Have to Be Dull 4918 Another Hidden Edge Japanese Management Accounting 5295 Another Look at How Toyota Integrates Product Development 5795 Anticipate Your Long-Term Foreign Exchange Risks 3573 Antitrust and International Business 3974 Antitrust Caveats for the Marketing Planner 4944 Antitrust Guides to Foreign Acquisitions 4947 Antitrust Risk Analysis for Marketers 4942 Antitrust Trends and New Constraints 4951 Antitrust War Policy and Full Production 4322 Anti-Union Contracts 1207 The Anxiety of Learning 127 Aphorisms on the Advertising of Alkalies 2329 Apocalypse Now? 3919 Applied Math for the Production Manager 5462 The Appointment Book of J. Edward Ellis 5977 The Appraisal of Labor Efciency 925 Appraisal of Mortgage Advertising 2325 An Appraisal of Post War Tax Plans 4369 Appraisal of the Pacic Northwest 6044 Appraisal of What Performance? 290 Appraising Boardroom Performance 185 Appraising Prot Center Managers 1692 Appraising the Board of Directors 249 Appraising the Mill Supply Distributor 2528 An Approach to Postwar Planning 4386 Appropriate Collective Bargaining Units National Labor Relations Board Decisions 1196 Approximation of Appraisal Values in Index Numbers 4685 Arbitrating a Wildcat Strike 1159 Arbitrating Industrial Efciency 1143 Architecture at Work 1471 Architecture: Building Corporate Symbols 3004 Are Business Schools Doing Their Job? 96 Are CIOs Obsolete? 5606 Are Cooperatives Good Business? 3235 Are Corporate Executives Overpaid? 1530 Are Economic Forecasts Worth Listening To? 3761 Are Executives Overpaid? 1525 Are Foreign Securities Undervalued in the American Market? 4887 Are Inventories Really Too High? 5311 Are Leaders Portable? 1645 Are Managers Obsolete? 1323 Are Networks Driving the New Economy? 5590 Are Original-Issue Discount Bonds Here to Stay? 4462 Are R&D Organizations Obsolete? 2084 Are Railroad Freight Rate Structures Obsolete? 4219 Are Retirement Adjustment Programs Necessary? 336 Are SBICs Doing Their Jobs 3687 Are Some Customers More Equal Than Others? 2702 Are Stock Options Dead? 1546 Are Stock Options Getting Out of Hand? 1563 Are the Strategic Stars Aligned for Your Corporate Brand? 2367 Are Unions an Anachronism? 1101

Title Index
Are We Building Too Much Capacity? 3725 Are We Committing Urban Suicide 6096 Are We Falling Behind in Mechanization? 3067, 5935 Are Women Executives People? 759 Are You a Strategist or Just a Manager? 1283 Are You Hearing Enough Employee Concerns? 853 Are You in the In Crowd? 1831 Are You Machine Wise? 5679 Are You Paying Too Much for That Acquisition? 4496 Are You Picking the Right Leaders? 834 Are You Ready for a Blackout? 3808 Are You Ready for E-tailing 2.0? 2556 Are You Ready to Meet a Disaster? 3375 Are You the Weak Link? 5574 Are You the Weakest Link in Your Companys Supply Chain? 5826 Are You Working Too Hard: A Conversation with Mind/Body Researcher Herbert Benson 2218 Are Your Engineers Talking to One Another When They Should? 5710 Are Your Meetings Like This One? 1482 Are Your Prices Too Low? 2945 Arm Yourself for the Coming Battle Over Social Security 3775 Arms Control Will Not Cut Defense Costs 6031 Arriving at a Labor Recruiting Policy Through Statistical Interpretation of Routine Employment Data 920 Art and Science of Competitive Bidding 5466 The Art of Designing Markets 4062 Asias New Competitive Game 2628 Asinine Attitudes Toward Motivation 2258 Ask the Right Tough Questions About Americas Strategic Industries 3662 Asking for Protection Is Asking for Trouble 3948 Aspects of the French Economy 4360 Assault on Managerial Autonomy 221 Assess the Long-Term Value of Advertising 2289 Assessing Capital Risk: You Cant Be Too Conservative 4598 Assessment Centers for Spotting Future Managers 1691 At Last, Major Roles for Minicomputers 5539 At Last Real Computer Power for Decision Makers 5543 Atomic Power and the Location of Industry 5762 Atomic Power in Selected Industries 3837 Attack On and Support of Business Practices 56 The Attack on Depressions 3603 The Attack on Pay 446 The Attempted Stabilization of the Bituminous Coal Industry 3839 Attracting New Directors 231 Attracting the Best to Washington 6054 The Audit Committee: A Guide for Directors 208 Australian Recovery and Government Policy 3635 The Australian Situation 4014 Automatic Merchandising 3076 Automation for Management 5700

Title Index
Automation: The New Technology 5563 Automation to Boost Sales and Marketing 5518 The Automobile Crisis and Public Policy 3676 Avatar-Based Marketing 2557 Aviation: Progress in Safety 4232 Avoid Losses Through Risk Management 5157 Avoid the Four Perils of CRM 2465 Avoiding Director Liability 196 Avoiding Integrity Land Mines 5045 Avoiding Pitfalls in Real Estate 4838 The Awkward Truth About Productivity 3712 Back in Fashion: How Were Reviving a British Icon 3039 The Backlog Syndrome 2213 Backward Market Research 2817 Bad Day at Bunker Point 2020 Bad Decisions on Computer Use 5652 Balance Creativity and Practicality in Formal Planning 3478 Balance in Wage Setting 4367 A Balance Sheet of American Business 3746 A Balance Sheet of the Philippines 6013 The Balanced Scorecard: Measures That Drive Performance 1946, 1971 Balancing Corporate Power: A New Federalist Paper 271 The Bandwidth Band 5666 Bank Capital and Dividend Policies 4698 The Bank for International Settlements 4754 Bank Management and the Business Cycle 4461 Bank Regulation Aint Broke 4397 Bank Reserves Under the Federal Reserve System 4460 Bank Stocks at a Discount 4429 Bankers, Books, and Businessmen 4424 The Bankers Dilemma 4427 The Bankers Industrial Development Company 3699 Banking and the Antitrust Laws 4419 Bankruptcies Assets Often Can Be Picked Up at Bargain Prices 4989 Banks Can Make More Postwar Jobs 4380 Banks Move Into High-Risk Commercial Financing 4417 The Barbarians in the Boardroom 4506 Barriers and Gateways to Communication 1465, 1505 The Base-Stock Principle in Income Accounting 5412 Basic Research: Should Industry Do More of It? 6172 The Basing Point Cases 5127 The Basis of Depreciation Charges 5261 Battle Bureaucracy with Temporary Transfers 848 The Battle for Chinas Good-Enough Market 3535 Battle Won in the War on the Paper Bureaucracy 1889 Be a Socially Responsible Citizen 1990 Be Global-or-Not 3369 Be Prepared 1598 Be Prepared for Political Changes Abroad 6005 Beating Microsoft at Its Own Game 4940

416
Beating the Market with Customer Satisfaction 2454 Becoming a Director: A Business Honor or a Financial Boomerang? 254 Becoming the Boss 1715 The Beet-Sugar Industry 4011 Before You Build a Big Factory 5746 Before You Sign That Lease... 4831 Behavioral Approach to Industrial Selling 2609 Behavioral Sciences for Personnel Managers 889 Behavioral Theory vs. Reality 1333 Behind Japans Success 4055 Behind the Brands at P & G 2383 Behind the Growth in Materials Requirements Planning 5852 Benets of Training the Hard-to-Employ 4260 Benevolent Cartels 4105 The Bent Measuring Stick for Foreign Subsidiaries 4630 The Best Advice I Ever Got 2128, 2241, 5420 Best Face Forward 2558 The Best-Laid Incentive Plans 441 The Best of Intentions 3 Better Deal for Ghetto Shoppers 3061 Better Decisions with Preference Theory 5458 Better Distribution Planning with Computer Models 2515 Better Management of Corporate Development 3405 Better Management of Managers Careers 628 Better Marketing at the Point of Purchase 3056 A Better Pension Program 348 Better Performance from Nonprots 1810 Better Prots for Better Control 5364 Better Results from Retail Advertising 2297 Better Sales Networks 3130 A Better Tool for Valuing Operations 4583 Better Use of Executive Development Programs 648 A Better Way to Crack China 666 A Better Way to Deliver Bad News 1454 A Better Way to Innovate 2069 Better Way to Monitor Accounts Receivable 5228 A Better Way to Run the Railroads 4188 Betting on the Future: The Virtues of Contingent Contracts 5032 Beveridges Full Employment in a Free Society 4265 Beware of Bad Microcredit 4759 Beware of International Brand Piracy 5180 Beware of the Pitfalls of Global Marketing 2634 Beware the Busy Manager 1368 Beware the Interview Inquisition 1656 Beyond Chief Information Ofcer to Network Manager 5615 Beyond Empowerment: Building a Company of Citizens 1837 Beyond Greening: Strategies for a Sustainable World 3869 Beyond Keynes: Demand-Side Economics 3671 Beyond Market Segmentation 2757 Beyond Motivation 897 Beyond Offshoring: Assess Your Companys Global Potential 3922 Beyond Products: Services-Based Strategy 3221 Beyond Takeovers: Politics Comes to Corporate Control 191 Beyond Testing: Coping with Drugs at Work 382 Beyond the Exchange: The Future of B2B 2566 Beyond Theory Y 1901 Beyond Toyota: How to Root Out Waste and Pursue Perfection 5796 Beyond Vertical IntegrationThe Rise of the Value-Adding Partnership 3248 Beyond World-Class: The New Manufacturing Strategy 3300 Big Business and Small Business: A Case Study 1028 Big Business and the National Purpose 2051 The Big Business of Farm Cooperatives 3496 Big Costs of Little Fringes 458 Big Equals Less Protable (Still) 3404 Big Gap in Economic Theory 3719 Big Hat, No Cattle: Managing Human Resources 858 The Big Power of Little Ideas 1014 Big Shoes to Fill 1646 A Bigger Role for Income Bonds 4669 Bigger Stake for Business in Higher Education 6190 Bigness and the Economic Analysis of Competition 3727 Bigness Versus Protability 4865 Bilateralism in International Commercial Relations 4010 Biogen Unchained: Supply Chain Partnering 2499 The Birth of a Black Business 540 Birth of a Mass Market Western Europe 4355 Bituminous Coal Problems 5152 Black Hawk Down at Work 1036 Black Is Beautiful Is It Bountiful? 537 Black Managers: The Dream Deferred 734 Block Booking and Blind Selling 4963 The Blue Collar Worker Goes on Salary 448 Blue Ocean Strategy 3363 A Blueprint for Financial Reconstruction 4393 Blueprint for MIS 5649 The Board and the New CEO 229 Board Membership Accept or Decline 234 The Board of Directors 253 Boards and Managements: Ten Challenges and Responses 203 The Boards Missing Link 183 The Boards Most Important Function 212 Bobs Meltdown 373 Bonus Formula for Division Heads 1552 Bonus Plans for Executives 1566 Bonus System for Balanced Strategy 1523 Books About Management Philosophy 1340 Books About People Who Make Business History 45 Books for Small Business 555 Books for the Thoughtful Executive 32,

417
34, 35, 36, 37, 39, 40, 41, 42, 43, 1804, 2023, 2646, 3619, 4184, 4862, 5451 Books on the Management of Human Resources 860 Boost Your Marketing ROI with Experimental Design 2703 Bootstrap Finance: The Art of Startups 492 Borderline Black Revisited 754 Borrowed Liquidity: Signal of Corporate Distress 4628 Boss, I Think Someone Stole Our Consumer Data 2552 Bottom-Feeding for Blockbuster Businesses 2698 Bottom-Line Management for Public Agencies 6060 The Boundaries of Business 154 The Branch Banking Situation and Outlook 4441 Branch Factories in Foreign Countries 3442 Brand Confusion 2362 Brand Loyalty: What, Where, How Much? 2394 Brand Marketing in the New Retail Environment 2385 The Brand Report Card 2369 Branding on Trial 2388 Brands Versus Private Labels: Fighting to Win 2376 Brandstanding: Long-Lived Product Promotion 3007 Break Down Your Employment Barriers 757 Break the Paper Jam in B2B Payments 5226, 5327 Breakeven Point for Higher Prots 5369 Breaking Compromises, Breakaway Growth 3298 Breaking Out of the Innovation Box 950 Breaking the Functional Mind-Set in Process Organizations 1866 Breaking the Regulatory Deadlock 5107 Breaking the Systems Development Bottleneck 5584 Breaking the Trade-Off Between Efciency and Service 3205 Breakthrough Bargaining 4978 Breakthrough Ideas for 2006 574 Breakthrough Ideas of 2007 82 Breakthrough in On-the-Job Training 2261 Breakthrough in Organization Development 2212 Breakthrough Manufacturing 5807 Breakthrough Thinking from Inside the Box 926 A Breeze in the Face 3053 Bridging the Gulf in Organizational Performance 1988 A Brief History of Decision Making 1596 Brighter Forecast for the Worlds Food Supply 3497 Brighter Future for Collective Bargaining 1121 Bringing a Dying Brand Back to Life 2366 Bringing Customers into the Boardroom 180 Bringing Discipline to Project Management 5896 Bringing Silicon Valley Inside: Encouraging In-Company Entrepreneurs 969 Bringing the Environment Down to Earth 3866 Bringing the Market Inside 5672 Brinkmanship in Business 3310 Britain Today 4300 British Accounting Practices and the Profession 5297 British Control of Company Accounts and Finance 4818 British Experiments in the Reduction of Excess Industrial Capacity 3698 British Housing Authority 3633 British Privatization: Taking Capitalism to the People 4068 Budget Choices: Planning vs. Control 5378 The Budget Comes of Age 5385 Budget Sales Quotas: A Problem and Suggested Solutions 3187 Budgetary Control of Expenses in Department Stores 5387 Budgets for Management 5384 Build Customer Relationships That Last 2602 Build Marketing Strength Into Industrial Selling 2607 Building a Bigger Atlantic Community Market 3977 Building a Corporate Financial Model 4638 Building a Leadership Brand 568 Building a Learning Organization 987 Building an Innovation Factory 965 Building Better Boards 181 Building Brands Without Mass Media 2375 Building Construction in Recent Years 3749 Building Corporate Character: An Interview with Stride Rite Chairman Arnold Hiatt 1970 Building Deals on Bedrocks 4475 Building Deep Supplier Relationships 5830 Building Depreciation: Which Method Pays Off? 5250 Building Effective R&D Capabilities Abroad 2072 Building Loyalty in Business Markets 2598 Building on the Executive Compensation Survey 1571 Building Strategy on the Experience Curve 3306 Building the Emotional Intelligence of Groups 2197 Building the Green Way 4827 Building Your Companys Vision 3323 Bureaucracy Psychoanalyzed: The Case of Antitrust vs. National Standards 4957 Business and Anti-Trust Laws 4961 Business and Battles: Lessons from Defeat 1975 Business and Labor From Adversaries to Allies 1098 Business and Politics: An Update 5952 Business and Politics, 1964 5975 Business and Politics, 1968 5968 Business and Religion 6155 Business and the Changing Society 6127 Business and the Democratic Tradition 5983 Business and the Facts of Family Life 846 Business and the Good Society 6150

Title Index
Business and the Radical Indictment 4098 Business and the Stream of Social Thought 74 Business Appraises Consumer Testing Agencies 5027 Business Calls Opinion Surveys to Testify for the Defense 3196 Business Can Make Ex-Convicts Productive 2027 Business Can Satisfy the Young Intellectual 61 Business Can Save 70,000 Lives 6030 The Business Case Against Revolution 129 Business Conditions and Currency Control 3912 The Business Consultant 2119 Business Cycle Literature 3732 Business Dictionaries 1497 Business Drive and National Achievement 2263 Business During Ination 4040 Business Economics and Changes in German Business Conditions 3638 Business Education 101 Business Education as Envisaged by the Scientist 3893 Business Ethics: A General Survey 5097 Business Ethics and the NRA Codes 4965 A Business Forecast: 19521955 4161 Business Games: Play One! 3280 Business Has a War to Win 2038 Business History for the Businessman 64 Business in Richmond Attacks Health Care Costs 789 Business Is Adapting to Consumerism 5019 Business Leadership and a Creative Society 2039 Business Leadership in a Creative Society 2058 Business Library CEO Lynne Brindley on Helping to Spur Business Innovation 1935 Business Life Insurance 5163 Business Logistics for Better Prot Performance 2520 A Business Look at Government Spending 6069 A Business Look at the Army 6038 Business Marketing: Understand What Customers Value 2599 Business Mortality: The Shoe Manufacturing Industry 3348 Business Moves to the Industrial Park 5755 Business Must Put Up 2040 Business Needs a New Breed of EDP Manager 5642 Business Needs for Venture Capital 4788 Business Next Target for Integration 23 The Business of Equal Opportunity 4069 The Business of Innovation: An Interview with Paul Cook 993 The Business of Managing the Arts 1811 The Business of News 1391 The Business of Procurement 4364 Business Organization for Effective Use of Forest Products 6175 The Business Outlook for Southeast Asia 3621

Title Index
A Business Plan Is More Than a Financing Device 3469 Business Policing Itself Through the Better Business Bureaus 5030 Business Problems of City Management 6101 Business Prots as a Legal Basis for Dividends 4699 Business Prospects and Problems in the 1950s 3768 Business Records 5565 The Business Signicance of Oil Burning Ships 4251 Business Sits for Its Portrait 44 Business Takes a New Partner 5989 Business, Taxation and Government Spending 4181 A Business Tribunal for Corporate Reorganization 4994 A Businessmans Philosophy for Foreign Affairs 6009 Businessmen and the Community Forum 2060 Businessmen and the Press 3019 Businessmen Appraise East-West Trade 3979 Businessmen in Power 2052 Businessmen, Lawyers, and Economists 2171 Businessmen Look Hard at Advertising 2295 The Businessmen Must Get Into Politics 5981 Businessmen Re Advertising: Yes, but ... 2306 Businessmen Review the Space Effort 6169 The Businessmens Stake in Judicial Review 6075 Businessmens Stake in Regional Planning 6099 But Who Is to Lead the Leader? 1307 Buy By Computer 2596 A Buyers Guide to the Innovation Bazaar 2875 A Buyers Market in Eurodollars 4746 Buying Groups: Clout for Small Businesses 3020 Buying In to Market Control 2739 Buying Into Japan, Inc. 1747 Buying Motives for Industrial Goods 2617 Buying Perishables for the Armed Forces 4290 Buying Software Off the Rack 5583 The Buzz on Buzz 2999 By Days I Make the Cars 1055 Cadbury Schweppes: More Than Chocolate and Tonic 1984 A Cadet System in Railroad Service 4247 Call for Business Statesmanship 2049 A Call to Arms ... for Peace 6033 Calling the Shots in R&D 2083 CAM Sets New Rules for Production 5707 Campaigning for Change 124 Campus Recruiting: Too Much Corporate Bungling 1686 Can a Corporation Have a Conscience? 5072 Can Absence Make a Team Grow Stronger? 2190 Can American Business Meet the Present Emergency? 2062

418
Can an Executive Afford a Conscience? 5083 Can Big Owners Make a Big Difference? 4714 Can Business Really Do Business with Government? 5942 Can Businessmen Be Democrats? 5982 Can Capitalism Win the Intellectuals? 4086 Can Corporations Act as Partner? 2057 Can Industry Survive the Welfare State? 3779 Can Inside Counsel Wear Two Hats? 5217 Can Loyalty Be Leased? 586 Can Management Information Be Automated? 5550 Can Marketing and Manufacturing Coexist? 1985 Can More Capital Buy Higher Productivity? 4617 Can Moscow Match Us Industrially? 3561 Can Mutual Funds Outguess the Market? 4721 Can Patients Drive the Future of Health Care? 772 Can Private Pension Deliver 327 Can Public Trust in Nonprots and Governments Be Restored 1794 Can Rubber Restriction Succeed? 5822 Can Science Be a Business?: Lessons from Biotech 6161 Can Small Business Help Countries Compete? 3659 Can Small Businesses Use Consultants 2116 Can the Best Corporations Be Made Moral? 2031 Can the Businessman Apply Christianity? 6146 Can the Small Merchant Compete with the Large Store 567 Can the U.S. Negotiate for Trade Equality? 3939 Can This Brand Be Saved? 2379 Can This High-Tech Product Sell Itself? 2901 Can This Merger Be Saved? 4497 Can U.S. Business Survive Our Japanese Trade Policy? 4056 Can U.S. Manufacturing Come Back? 3710 Can We Afford Our National Goals 5997 Can We Avoid Depression in a Dynamic Economy? 3585 Can We Control Health Care Costs? 801 Can We Meet the Crisis? 6008 Can We Stop Inationary Wage Increases 4033 Can You Analyze This Problem? 1119 Can You Pass the Comparative Ad Challenge? 2279 Can You Standardize Multinational Marketing? 2653 Can You Survive Your Retirement 318 Canada Considers Closer U.S. Ties 3978 Canadas Declaration of Less Independence 3620 Canadas Good Example with Displaced Workers 4258 Canadas Marketing Act 3634 Canadian Gold Situation: Is Canadas Gold Situation Too Large? 3582 Cancellations: The American Sugar Rening Company 5036 Cancellations: The Harrison Steel Corporation 5038 Cancellations: The Randolph Shoe and Leather Company 5037 The Cane Mutiny: Managing a Graying Workforce 828 Capacity Control and the Ice Age 5138 Capacity Strategies for the 1980s 5777 Capital and the Railroad Industry 4201 Capital Commitments and the High Cost of Money 4625 Capital Disadvantage: Americas Failing Capital Investment System 4768 Capital in the American Economy 4785 Capital Investment to Save Energy 3823 Capital Market and Recovery in Canada 3636 Capital Markets and Competitive Decline 4913 Capitalism and Christianity 2170 Capitalism in Japan: Cartels and Keiretsu 4046 Capitalism Under Fire: Recent Books on Economic Reconstruction 4099 Capitalism with a Safety Net? 3776 Capitalists & Managers in Communist China 3554 Capitalizing on Capabilities 1952 Captain Macy 3081 Captive Finance Companies 4563 Capturing the Real Value in High-Tech Acquisitions 4495 Capturing the Ricochet Economy 2399 Capturing the Value of Supplementary Services 2714 Careful Self-Analysis and Team Assessment Can Aid Entrepreneurs 528 The Case Against Capitalizing Leases 2435 The Case Against ROI Control 4639 The Case for Adversarial Unions 1094 The Case for Benevolent Autocracy 1922 The Case for Boulwarism 893 The Case for Business Civilization 2053 The Case for Captive Insurers 5428 The Case for Counsel to Outside Directors 233 A Case for Discount Discipline 2941 The Case for Higher Corporate Standards 4814 A Case for Historical Costs 5288 The Case for Skimpy Inventories 5307 A Case of AIDS 381 Case of Big Macs Pay Plans 1536 Case of the Alcoholic Absentee 400 The Case of the Befuddled Brewers 2833 Case of the Board and the Strategic Process 213 Case of the Borderline Black 755 The Case of the China Diary 672 The Case of the Combative CFO 4592 The Case of the Complaining Customer 5516 Case of the Constant Consumers 2489 The Case of the Convalescent 2163 The Case of the Crisis in Caribia 686 The Case of the Deadlocked Directors 4510 Case of the Disclosure Debate 4808 Case of the Disputed Dismissal 435 The Case of the Disputing Divisions 3440 The Case of the Diversication Dilemma 2390

419
The Case of the Downsizing Decision 272 The Case of the Dubious Referral 5407 The Case of the Earmarked Executives 632 Case of the Embattled Banker 4414 The Case of the Endangered Entrepreneurs 499 Case of the Environmental Impasse 3888 The Case of the Expensive Expansion 4594 The Case of the Floundering Expatriate 2145 Case of the Fuqua Forecast 4807 The Case of the Hidden Harassment 729 The Case of the High-Risk Safety Product 5060 The Case of the Latent Lobby 5973 The Case of the Lonesome Loan 545 The Case of the Machinists Mutiny 157 The Case of the Migrating Markets 2409 The Case of the Mismanaged Ms 733 The Case of the Multiplant Manufacturer 5751 Case of the Nebulous Numbers 5242 The Case of the Nettlesome Nepot 3163 The Case of the Not-So-Supermarket 1089 Case of the Offending Efuent 3884 The Case of the Omniscient Organization 845 The Case of the Part-Time Partner 730 The Case of the Part-Time Politician 5978 The Case of the Perplexed President 5092 The Case of the Perplexing Promotion 1671 Case of the Plateaued Performer 1687 The Case of the Precarious Program 5872 The Case of the Pricing Predicament 2954 The Case of the Product Priority 2761 The Case of the Protless PC 2949 The Case of the Protless Plant 5752 Case of the Pugnacious Presidents 532 The Case of the Punctilious President 1424 The Case of the Quality Crusader 5905 Case of the Questionable Communiqus 1477 Case of the Reluctant Multinational 676 The Case of the Religious Network Group 1860 Case of the Rogue Division 3005 The Case of the Soft Software Proposal 5582 The Case of the Straying Scientist 1008 The Case of the Stymied Strategist 3485 Case of the Suspect Salesman 3153 Case of the Suspicious Scientist 5071 Case of the Tangled Transfer Price 2650 The Case of the Team-Spirit Tailspin 1467 The Case of the Tech Service Tangle 2989 The Case of the Temperamental Talent 379 The Case of the Test Market Toss-Up 3195 The Case of the Unhealthy Hospital 778 The Case of the Unplanned Promotion 1698 The Case of the Unpopular Pay Plan 1515 The Case of the Unproductive Products 2934 Case of the Valuable Vendors 746 The Case of the Willful Whistle-Blower 5004 The Case of Unequal Opportunity 6 Case Studies in Direct Importing 2670, 4017 Case Study in International Organizations 3996 A Case Study of the Relationship of Government and Business 3517 Cash Flow Analysis More Important Than Ever 5247 Cash Flow Its Not the Bottom Line 5246 Cash Management Converts Dollars Into Working Assets 5404 Cashing in on the Checkless Society 4418 Catalytic Agent for Effective Planning 2210 Catching Up with the Computer Revolution 5532 Causes and Effects 1996 Causes of Jurisdictional Disputes in American Trade Unions 1206 Caution on Pension ROI Assumptions 4720 Caveat Emptor in Real Estate Equities 4839 Caveats on Estate Planning 5040 The Cellulose South 3693 The Center-Cut Solution 490 Central Buying by Department Store Mergers 3105 Centralized Purchasing 3035 The Centrally Decentralized IS Organization 5613 The CEO as Coach 145 The CEO as Organizational Architect: An Interview with Xeroxs Paul Allaire 1872 The CEO Goes On-Line 5686 The CEO Hits the Road (and Other Sales Tales) 2147 CEO Incentives Its Not How Much You Pay, But How 1516 The CEO Is the Company 1392 The CEO Who Couldnt Keep His Foot Out of His Mouth 1643 CEOs and Their Lawyers: Tension Strains the Link 5220 The CEOs Behavior: Key to Organizational Development 1295 A CEOs Common Sense of CIM 5704 CEOs Misperceive Top Teams Performance 2123 The CEOs Private Investigation 5044 The CEOs Real Legacy 1653 CEOs Role in Corporate Growth 2160 The CEOs 2nd Act 1641 Certain Limitations in the Application of Scientic Management 1350 CFOs and Strategists: Forging a Common Framework 4906 Chairman Mac in Perspective 1331 Challenge of the Guaranteed Annual Wage 1141 Challenge of the 1960s 3767 A Challenge to Business Education 106 Challenge to Public Accounting 5423 The Champion Case: What Is Competition? 4960 Championing Change: An Interview

Title Index
with Bell Atlantics CEO Raymond Smith 155 Champions for Radical New Inventions 1018 Champions of Protable Growth 4851 The Change-Dazed Manager 725 Change in Financial Structure and Financing Operations of Railroads Since 1913 4249 Change Management in Government 6050 Change the Way You Persuade 1456 Change Through Persuasion 121 Change Without Pain 133 Changes in Our Relations with SpanishAmerica During the Last Quarter Century 4016 Changes in the Localization of the PitIron Industry 3356 Changes Inside the Pentagon 6039 Changing a Culture of Face Time 589 Changing Conditions in World Capital Markets 4820 Changing Employee Values: Deepening Discontent 393 Changing Forces in Industrial Location 5754 Changing Leaders: The Boards Role in CEO Succession 1667 The Changing Organization 153 Changing the Mind of the Corporation 150 Changing the Role of Top Management: Beyond Strategy to Purpose 1869 Changing the Role of Top Management: Beyond Structure to Processes 982 Changing the Role of Top Management: Beyond Systems to People 980 Changing the System 6119 Changing the Way We Change 138 The Changing Value of Business Forecasting Services 3606 Character of Management as a Basis of Obtaining Bank Credit 4456 Characteristics and Procedures of Common Stock Split-Ups 4931 Charge Total Casualty Claims Costs Against the Operating Units Prot 5155 Charge What Your Products Are Worth 2940 Charities Need a Bottom Line Too 1801 Charter of Accountability for Executives 1695 Charting the Territory of Nonprot Boards 1800 Charting Your Companys Future 3449 Checkers or Choice in Manpower Management 887 Chief Executives Dene Their Own Data Needs 5639 The Chief Financial Ofcer as Activist 4626 The Chief Strategy Ofcer 3445 Child Care for Employees Kids 849 China + India: The Power of Two 3918 The China Trade: Making the Deal 4983 The China Trade: Making the Deal Work 4982 China Trader Turns Investor: A Biographical Chapter in American Business History 2665 Chinas Grasp and Hong Kongs Golden Eggs 3542 The Chinese Negotiation 4974

Title Index
Choosing and Evaluating Your Accountant 5421 Choosing and Using Outside Directors 241 Choosing Compatible Acquisitions 4521 Choosing Strategies for Change 163 Chromium: A Strategic Material 4324 Chronic Time Abuse 365 Ciscos Virtual Close 5395 Citicorp Faces the World: An Interview with CEO John Reed 4394 The Citizen Corporation: Company as Community 4798 Civics and Civility 831 Class or Mass? 2691 Classication of Customers 4970 Clear Communication for Chief Executives 1487 Clear Writing Means Clear Thinking Means 1479 Clearing Off International Commercial Debts 4750 Clies for Advertising Specialists 2308 Clocks for Management Control 5368 The Closed-Loop Case 1723 The Clothing Workers Factory in Milwaukee 420 Cloudy Future for Coalition Bargaining 1117 Clueing in Customers 2461 Clues for Action from Shopper Preferences 3064 Clues for Advertising Specialists 2307 Clues for Success in the Presidents Job 2162 Clusters and the New Economics of Competition 3927 The Coach Who Got Poached 426 Coaching the Alpha Male 581 Coal Mining and the Business Cycle 3751 The Co-Corp: Big Business Can ReForm Itself 275 Code of Conduct for Executives 5090 Code of Union Conduct 1188 Co-Evolving: At Last, a Way to Make Synergies Work 1857 Cognitive Fitness 2242 Cold Competition: GE Wages the Refrigerator War 5682 Collaborate with Your Competitors And Win 3263 Collaborating with Congregations: Opportunities for Financial Services in the Inner City 2002 Collaboration Rules 2186 Collaborative Advantage: The Art of Alliances 4505 Collective Bargaining in Small Scale Industry: A Case Study 1157 Collective Bargaining Ritual or Reality? 1126 Collective Bargaining Under the TaftHartley Act 1165 Collective Bargaining Under the Wagner Labor Act 1203 Comeback for Restricted Stock Plans 1529 The Coming Battle for Customer Information 2407 The Coming Commodization of Processes 5738 Coming Era in Engineering Management 5714 The Coming Flood of Young Executives 612

420
The Coming Growth in Appropriate Technology 5932 Coming Market for Energy Services 3816 The Coming of Corporate Medicine 793 The Coming of Knowledge-Based Business 983 The Coming Promotion Showdown 1728 The Coming Reform on Wall Street 4719 The Coming Scramble for Executive Talent 2161 The Coming Third World Investment Revival 3945 Coming Up Short on Nonnancial Performance Measurement 5331 Comments on the Job of the Executive 2176 Commercial Air Transport 4238 Commercial Banks and Small Loans 4440 Commercial Banks: Taking Shape for Turbulent Times 4395 Commercial Fairs and Expositions 2779, 3355 Commercial Intelligence on a Shoestring 2820 Commercial vs. Investment Bankers 4406 Commercializing Technology: What the Best Companies Do 5885 Commingled Trust Funds 4445 Commitment Without Involvement 2015 The Commodity Dollar 3735 Common Market: Lessons in Trade Expansion 3982 Common Sense and Computer Security 5579 Common Sense and Conict 968 Common Sense in Sampling 3198 Common Stock Split-Ups: Motives and Effects 4930 Common Stocks and Pension Fund Investing 335 Communicate Through Your Supervisors 1484 Communication in the Work Group 1506 Communications for Executives 1495 Communications Technology: For Better or for Worse 5596 Communisms New Economics 3556 Communities of Leaders and Learners 1275 Communities of Practice: The Organizational Frontier 967 The Community Goes Into Business 3691 The Community Relations Problem of Industrial Companies 2059 Companies and the Customers Who Hate Them 3038 Companies Struggle to Control Legal Costs 5218 Company Action to Stabilize Employment 890 Company Annuity Plans and the Federal Old Age Benet Plan 354 The Company Library 5599 The Company President Is a Berkeley Student 167 Company Presidents Look at Their Successors 1706 Company Presidents Look at Themselves 2173 The Company Representative in Washington 5979 A Company Seeks Prots with a Sioux Indian Tribe 2022 Company Training for College Graduates 112 Company/Union Programs for Alcoholics 398 A Company Without Ofces 998 Companyism and Do More Better 1876 Comparative Marketing A New-Old Aid 2655 Comparing Pension Costs 337 Comparison of British and American Practice in Issuing Investment Securities 4825 Comparison of Par and No-Par Stock with Special Reference to the Effect on This Feature of Market Price 4897 Compatibility in Corporate Marriages 4544 Compensating Balances and the Prime at Twilight 4411 Compensation and Benets for Startup Companies 1517 Compensation and the Mobile Executive 1534 Compensation Cafeteria for Top Executives 1545 Compensation for Outside Directors 211 Compensation of Corporation Executives: The 19281932 Record 1589 Compensation of Directors 224 The Compensation of Executive Ofcers of Steel Corporations 1585 Compensation, Jobs, and Gender 738 Competent Jerks, Lovable Fools, and the Formation of Social Networks 2187 Competing for the Future 3459 Competing on Analytics 5443 Competing on Capabilities: The New Rules of Corporate Strategy 3303 Competing on Customer Service 2474 Competing on Resources: Strategy in the 1990s 1964 Competing on the Eight Dimensions of Quality 2722 Competing Through Manufacturing 5810 Competing with Giants: Survival Strategies for Local Companies in Emerging Markets 3295 Competition Between Different Types of Retail Outlets 3094 Competition in the Capital Markets 4786 Competition Is the Life of Business 4103 Competition Under Rationing 4328 The Competitive Advantage of Corporate Philanthropy 257 The Competitive Advantage of the Inner City 6083 Competitive Advantage on a Warming Planet 3860 The Competitive Advantages of Nations 3660 Competitive Bidding in Sale of Securities 4789 Competitive Currency Depreciation Between Denmark and New Zealand 3581 The Competitive Dynamics of Network-Based Businesses 2586

421
Competitive Vigor in Nuclear Power 3828 Competitiveness: Self-Help for a Worsening Problem 3661 The Complex Case of Management Education 94 Compound Interest Depreciation in Capital Investment 5251 Comprehensive Stock Value Tables 4870 Compromise in Commercials for Children 5113 Compulsory Loans in War Financing 4308 Compulsory Savings in Great Britain 4331 Computer-Based Planning Models Come of Age 5687 The Computer Comes of Age 5693 Computer Data Bases: The Future Is Now 5541 Computer Graphics for Decision Making 5504 The Computer Makers 5530 Computer Model for New Product Demand 2927 Computer Simulation of Consumer Behavior 3275 Computerized Cost System in a Small Plant 5546 Computerized Sales Management 3148 The Computerless Computer Company 2717 Computers and the Coming of the U.S. Keiretsu 3335 Computers in Science Fiction 5551 Computers in Top-Level Decision Making 5694 Computers: No Impact on Divisional Control 5695 The Concentration of Banking Resources 4449 Concentration of Power in the American Economy 6154 Concentration of Production 4301 Concentration of the Stove Industry 4292 The Concept of a Production System 5820 Concepts of Income 5409 The Concerns 5956 Conditions for Manager Motivation 1337 Conditions of Marketing Leadership 2771 The Confession Game Plan 4938 Confessions of a So-So Controller 507 Confessions of a Successful Entrepreneur 522 Confessions of a Trusted Counselor 2104 Conict and Collaboration 1195 Conict and Cooperation in Labor Relations 1172 Conict at the Summit: A Deadly Game 2159 Conict in Legislation Respecting Railroad Rates [Part One] 4234 Conict in Legislation Respecting Railroad Rates [Part Two] 4233 Conicting Interests in a Companys Purchase of Its Own Securities 4932 Conicting Roles in Budgeting for Operations 5382 Conicts in Human Values 1910 Conicts That Plague Family Businesses 539 Conicts Within the Local Union 1148 The Confrontation Meeting 402 Connect and Develop Inside Procter & Gambles New Model for Innovation 2066 Connectivity and Control in the Year 2000 and Beyond 5509 Conquering a Culture of Indecision 1265, 1943 Consensus, Continuity, and Common Sense: An Interview with Compaqs Rod Canion 1974 Conservative Labor/Radical Business 2050 Conservatives, Businessmen, and Blatherskites 5999 Considering the Future and Assessing the Past 38 The Consolidation Curve 4484 Consolidation of Pile Fabric Manufacturers 4555 Consolidation of Railroads and the Proposed Great Northern [and] Northern Pacic Unication 4237 Consorting with Competitors 5586 The Construction Industry After the War 4388 The Construction Industry and Its Difculties: Effect on the Public Works Bill 3738 Construction Industry in Cedar Rapids, Iowa 3589 The Construction Industry in the Depression: Attempts at Stabilization 3600 Construction Industry Recovery 3591 A Consultants Comeuppance 2106 Consulting Is More Than Giving Advice 2110 Consumer Advertising 2338 Consumer-Centered vs. Job-Centered Health Insurance 800 Consumer Education: Marketers Take Heed 5018 Consumer Motivation in Black and White [Part I] 2420 Consumer Motivation in Black and White [Part II] 2419 The Consumer Movement 5029 Consumer Purchasing Power Indices 3742 Consumerism as a Retailers Asset 2752 Consumers Complain Does Business Respond? 2485 Consumption, Merchandising and Advertising of Foods 2343 Containers Go to War 4289 The Contexts in Which People Work 1880 Contextual Marketing: The Real Business of the Internet 2492 Contingent Payouts Cut Acquisitions Risks 4536 The Continuous Contract 1144 Contracting for an Employee Counseling Service 395 A Contrast of American and European Export Policies 4022 Control and Freedom in a Decentralized Company 1923 Control in an Age of Chaos 147 Control in an Age of Empowerment 981 Control Means Action on the Part of Every Key Action 1434 The Control of Industry in the Business Cycle 5388

Title Index
Control of Retail Distribution by a Shoe Company 2548 The Control of Stock Shortages in Department Stores 5319 Control of the Monetary System 3899 Control of the Production of the Ice Code 5205 Control of the Security Investment System 4824 Control of War Contract Prots 4284 Control Tomorrows Costs Through Todays Designs 2950 Control with Fairness in Transfer Pricing 5348 Control Your Exposure to Foreign Exchange 4744 Control Your Inventory in a World of Lean Retailing 5304 Controlling Just Noticeable Differences in Quality 5915 Controlling Shareholder Servicing Costs 4919 Controlling the Cost of International Compensation 1528 Controlling the Costs of Data Services 5640 Controlling the Manufacturing Start-Up 5769 Controversial Accounting Changes 5270 Conventional Accounting Conscates Capital 5284 A Conversation with Literary Critic Harold Bloom 591 Converting War Pipe Lines to Natural Gas 4372 A Cooperation Director Looks at His Job 250 Cooperation to Solve the Gold Problem 3576 Cooperative Advertising Through Trade Associations 3241 Cooperative R&D for Competitors 2077 Cooperative Retail Buying in the Drug and Grocery Trades 3034 Cooperative Retail Buying of Apparel Goods 3242 Co-Opting Customer Competence 2470 Coordinating Procurement: A Case Study from the Aircraft Industry 5789 Coordinating Product Development 2936 Coping with Comparable Worth 736 Coping with Computer Proliferation 5637 Coping with Entrepreneurial Stress 515 Coping with Technological Protectionism 3953 The Copper Cartel 4108 The Core Competencies of the Corporation 992 Corporate and Personal Planning for Retirement 317 Corporate Architecture from the Outside In 3003 Corporate Budgeting Is Broken: Lets Fix It 5377 Corporate Directors in Japan 197 Corporate Directors Should Rethink Technology 5632 Corporate Disclosure/Insider Trading 4810 Corporate Earnings on Invested Capital 4684

Title Index
Corporate Financing in Direct Placement 4787 Corporate Forecasting: Promise and Reality 2790 Corporate Governance in the Courts 207 Corporate Governance: The Other Side of the Coin 199 Corporate Growth Through Internal Spinouts 279 Corporate Growth Through Venture Management 2925 Corporate Imagination and Expeditionary Marketing 2716 Corporate Models: Better Marketing Plans 2824 Corporate Models: On-Line, Real-Time Systems 5691 The Corporate Ombudsman 2041 The Corporate Prot Equation 3720 Corporate Raiders: Head Em Off at Value Gap 4509 The Corporate Ratchet Effect on Spiraling Ination 5380 Corporate Real Estate: Sources of New Equity? 4834 The Corporate Receiver 4998 Corporate Redemption and the Seven Deadly Sins 1969 Corporate Responses to Consumerism Pressures 5022 Corporate Responsibility and the Competent Board 2018 Corporate Strategy and Strategic Planning 3472 Corporate Strategy as a Vital Function of the Board 202 Corporate Strategy: The Quest for Parenting Advantage 4503 Corporate Structures and Federal Income Taxation 4169 Corporate Support of Education: No Strings Attached 264 Corporate Support of Education: Some Strings Attached 265 Corporate to Compete Globally 2638 The Corporation and Its Obligations 2025 The Corporation and the Income Tax 5129 The Corporation Goes Into Politics 4311 A Corporation Is Much More Than Its Stock 4911 The Corporation Law Department 5224 Corporation Support of Higher Education 6197 Corporations Cannot Continue to Be Faceless 2024 The Corrosion of Character 5508 Cost Accounting Comes to Service Industries 5350 Cost Accounting Literature 5366 Cost/Benet Analysis in Fund Raising 1816 Cost Benet Analysis of Executive Compensation 1547 Cost-Conscious Marketing Research 2818 The Cost Center That Paid Its Way 3423 The Cost Concept and Economic Control 5135 Cost Control for the Professional Service Firm 5356 Cost Control in Banks 4452 Cost Effectiveness Comes to the Personnel Function 879

422
The Cost Element in Pricing 2978 Cost Factors in Price-Making 2969, 5124 The Cost of Installment Buying 2446 The Cost of Knowledge 5671 Cost-of-Living Pension Plan 343 The Cost of Myopic Management 4567 Cost-Plus Basis for a Long-Term Purchase Contract 2616 Cost Transparency: The Nets Real Threat to Prices and Brands 2577 Costing Problems Posed by the Robinson-Patman Act 5134 The Costly Bargain of Trade Promotion 2381 Costs and Benets of a Data Base System 5536 Costs and the Governmental Control of Business 5371 Costs of Mobilization 4280 Cotton Forecasting: A Method for Determining in November the Availability of Holding the Cup 3529 The Cotton Textile Machine Industry 5733 The Cotton Textile Situation 3518 The Cotton Trade Machine Industry: American Loom Builders 4552 Counter-Competition Abroad to Protect Home Markets 3960 Countering the Biggest Risk of All 3362 The Country Bank 4437 A Country Is Not a Company 5990 Coupling Strategy to Operating Plans 3473 Courage as a Skill 1823 Covert Leadership: Notes on Managing Professionals 1271 CPM for New Product Introductions 2926 Cracking the Code of Change 134 Crafting Strategy 3463 Creating a World Enterprise 2661 Creating Businesss New Social Compact 1991 Creating Corporate Advantage 3296 Creating New Growth Platforms 3385 Creating New Market Space 2708 Creating Project Plans to Focus Product Development 5882 Creating the Most Frightening Company on Earth: An Interview with Andy Law of St. Lukes 1958 Creative Benchmarking 5437 Creative Competition 2042 Creative Meetings Through Power Sharing 1480 Creativity by the Numbers 1005 Creativity Is Not Enough 1017, 1840 Creativity Under the Gun 951 The Credit Bomb in Our Financial System 4396 Credit Risks & Opportunities 4562 Creditors Committee Receiverships 5000 Creeping Capitalism in the Soviet Union? 3553 Creeping Corporatis vs. Rising Entitlements 3782 Crime and Management 6084 Crime? Greed? Big Ideas? What Were the 80s About? 5061 Crises in a Developing Organization 1906 Crisis at the Summit 358 Crisis Communication Lessons from 9/11 1453 Crisis in Condence at Quasar 5087 Crisis in the Domestic Shipping Industry 4197 Crisis Prevention: How to Gear Up Your Board 190 Criteria for Choosing Chief Executives 1681 Criteria for the Appraisal of Directors 214 Criterion for Emotional Maturity 639 Critical Examination of SEC Proposals 4812 Critical Factors in Worldwide Purchasing 5854 Critical Issues for Issue Ads 3006 Critique of Public Finance 4151 CRM Done Right 2459 The Cross-Cultural Quagmire 1378 Cross Selling or Cross Purposes 4477 Crucial Problems with the Federal Debt 4163 Crucial Role of Investor Relations 4920 Crucibles of Leadership 1251 CSPC: Reporting Project Work to the Top 5890 Cultivate the High Volume Consumer 2754 Cultivating Ex-Employees 424 Cultivating the Gold-Collar Worker 957 Cultural Analysis in Overseas Operations 690 The Cultural Crisis of Our Age 6152 Culture and Technique 6198 Cummings Engine Flexes Its Factory 5802 Cumulative Voting 248 Curbing the Procrastination Instinct 374 Currency Reform in the U.S.S.R. 3564 The Current Merger Movement Analyzed 4550 Current Position as a Basis for Credit 4455 Current Practices in Executive Compensation 1579 The Current Status of Wool Textiles 4323 The Curse of Knowledge 1443 The Curse of the Superstar CEO 1660 Curveball Strategies to Fool the Competition 3283 Custen Manufacturing Company Methods of Forecasting Sales 2803 The Customer and Consumption in Recent Literature 2426 Customer-Centered Brand Management 2352 Customer-Driven Distribution Systems 2507 The Customer Has Escaped 2402 Customer Intimacy and Other Value Disciplines 2478 Customer Loyalty to Store and Brand 2418 Customer Value Propositions in Business Markets 2597 Customers as Innovators: A New Way to Create Value 2892 Customers Buying Habits 2430 Customers Drive a Technology-Driven Company: An Interview with George Fisher 1385 The Customers Revenge 2453 Customize Your Product Development 2910 Customizing Global Marketing 2637 Cutting Companies Down to Size 3402

423
Cutting Costs Without Drawing Blood 5332 Cutting Down the Guesswork in R&D 2079 The Cutting Edge in Auctions 3049 Cutting the Cost of HIV 764 Cutting the Cost of Local Government 6059 Cyanamids New Take on Performance Appraisal 288 Cycle Analysis as an Aid to Judgment of Price Tendencies 5865 Cyclical Behavior of Time Deposits in the United States 4880 Cynicism and Managerial Morality 102 The Dairymans Plight 3511 Danger Ahead for Pension Funds 329 Danger Ahead! Safeguard Your Computer 5653 Danger in Business History 107 The Danger of Drifting 3788 The Danger of Social Responsibility 68 The Dangers of Feeling Like a Fake 362 The Dangers of Modularity 5877 Dangers of Negative Patriotism 5996 The Dark Side of Consumer Analytics 5014 The Dark Side of Entrepreneurship 506 Darwin and the Demon: Innovating Within Established Enterprises 937 Data Systems That Cross Company Boundaries 5598 David and Goliath, Reconsidered 1854 David Orr on Employee Representation and Cooperation 415 The Dawn of the E-Lance Economy 2584 Dealing with Sexual Harassment 742 Dealing with the Aging Work Force 867 Dealing with Uncle Sam 4344 Deals Without Delusions 4471 Dear Fellow Shareholder 198 Dear White Boss 712 Debate at Wickersham Mills 1677, 1700 Debating George Gilders Microcosm 5517 Decade for Depreciation Decisions 5253 Decentralization and Intracompany Pricing 2968 Decentralization of Credit and Collection Control 5232 Decision Analysis Comes of Age 5448 Decision at Zenith Life 1699 Decision Making: A Case Study in Industrial Relations 1150 Decision Making: Going Forward in Reverse 1608 Decision Making in the Age of Automation 1619 Decision Making in Weapons Development 6036 The Decision to Trust 1824 Decision Trees for Decision Making 5441 Decisions and Desire 6110 Decisions Without Blinders 1594 The Decline of British Shipbuilding 4242 Decoding the DNA of the Toyota Production System 5794 Dedicated Assets: Japans Manufacturing Edge 5798 Dedication Address 116 De-Emphasized Wage Incentives 451 Deep Change: How Operational Innovation Can Transform Your Company 939 Deep Smarts 936 Defeating Feature Fatigue 2883 Defense Lending 4345 The Defense of Business: A Strategic Appraisal 3016 The Defense of the Multinational Company 1767 Defense of the Performance Appraisal, In 298 Defensive Marketing: How a Strong Incumbent Can Protect Its Position 2690 Deferred Compensation for Executives 1572 Dening Next-Generation Products: An Inside Look 2895 Deating Indemnity Hopes and War Debts 3641 Defuse the Hostility Factor in Acquisition Talks 4519 Defusing the Pension Liability Bomb 314 Dehydrated Foods 3510 Delusions of Success: How Optimism Undermines Executives Decisions 1599 Demand Better Results And Get Them 1380, 1624 Demarketing, Yes, Demarketing 2755 Democracy Is Inevitable 1874, 4083 The Democratic New Order 4334 Demystifying Japanese Management Practices 1395 The Department Economist 3801 Department Store Buying 3033 Department Store Expansion 3111 Department Store Expense Control 3077 Department Store Importing 3102 The Department Store in Its Community 3082 Department Store Organization for Direct Importing 3108 Department Store Rentals 3101 Department Store Rentals [Part Two] 3099 Dependability and Meaning of Unemployment and Employment Statistics in the United States 4274 Deploying Multi-Line Salesmen 3171 Depreciation: An Old Subject with a New Importance 5260 Depreciation and 1949 Price Levels 5256 Depreciation in Investment Decisions 5254 Depreciation Policy and Financial Structure in American Railroads 4216 Depreciation Under the New Tax Laws 5255 Depression in France 3597 Deregulation: Surviving the Transition 5106 Design Privacy 5193 Designed Decay 2995 Designing a Plan for the Ideal Board 230 Designing High-Performance Jobs 1033 Designing Product and Business Portfolios 2737 Designing Services That Deliver 3227 Desirable Job Title: Executive in Residence 97 The Desperate Plight of the Underclass 6121 Desperately Seeking Synergy 1862

Title Index
Destructive Trade-Offs in U.S. Trade Policy 3951 Detailed Outline of a Store Import Organization and Routine 3100 Deterioration in Top Executive Pay 1551 Deterioration of Work Standards 1628 Determination of Net Earnings Available for Bond Interest 4470 Determining a Sales Quota Basis 2780 The Devaluation of the American Executive 1533 Devaluation of the Pound Sterling 3577 Developing Decision Makers 1618 Developing First-Level Leaders 1716 Developing Managers in Developing Countries 1422 Developing Nations More Attractive for Plants of MNCs 1776 Developing Products on Internet Time 5878 Developing Your Leadership Pipeline 1245 Development and Future Trends in State Security Regulation 4823 Development, Democracy, and the Village Telephone 3655 The Development of a Basic Purchasing Power Index by Counties 2858 The Development of Chinese Department Stores 2666 The Development of Class A and Class B Stocks 4892 Development of Personnel Records 917 The Development of Scientic Management in England 1351 Development Projects: The Engine of Renewal 5881 Developments in the Federal Reserve System 3609 The DHL EuroCup: Shots on Goal 2191 Diagnosing Interdepartmental Conict 1909 Diagnosing the Marketing Takeover 2762 Diagnosis and the Developing Science of Business 111 Diagnosis of Management Problems 1132 Diagram of Management Control 5361 The Dialogue That Never Happens 5970 Diamonds in the Gold Mine 2807 Different Dollars 4653 Difcult Life of the Middle Manager 1727 Dilemma in Human Relations 900 Dilemma of Product/Market Management 3161 Dilemma of the Industrial Relations Director 903 Dilution and Common Stock Financing 4679 The Dimension of Location Standards for Retail Concerns 3113 Dinosaurs Among the Bears and Bulls 3433 Direct Control of Machinery Prices 2974 Direct Mail Advertising 2315 Direct Purchase of Imported Raw Materials 5864 Directors Indemnity: Corporate Policy or Public Policy 252 Directors Responsibility for Corporate Strategy 206 The Disabled Employee: Separating Myth from Fact 13

Title Index
A Disappointing Search for Excellence 1983 Disaster Relief, Inc. 255 Discard Many Old Rules About Getting Venture Capital 4776 Discipline and the Dilutive Deal 4486 The Discipline of Building Character 5055 The Discipline of Innovation 949, 972, 1001 The Discipline of Teams 2184, 2204 Discipline Without Punishment 1073 Discipline Without Punishment At Last 385 Discipline Without Punishment Lives 394 Disciplined Decisions: Aligning Strategy with the Financial Markets 4579 Disclosure Approach for Directors 222 Disclosure: Damned If You Do, Damned If You Dont 4802 Discover Your Products Hidden Potential 2899 Discovering New Points of Differentiation 2710 Discovering New Value in Intellectual Property 5171 Discovering the Inner Jones 2414 Discovering Your Authentic Leadership 1222 Discovery-Driven Planning 3458 Discriminating Rates 3743 Discrimination in Screening Credit Applicants 4558 Diseases That Make Whole Industries Sick 3343 Disintegrated Marketing 2700 Disposal of War Surplusses 4374 Disposition of Government Property 4379 Dispute Over the Variable Annuity 5158 Disputed Role of the Stock Exchange Specialist 4869 Disruptive Change: When Trying Harder Is Part of the Problem 125 Disruptive Innovation for Social Change 2878 Disruptive Technologies: Catching the Wave 2903 Distance Still Matters: The Hard Reality of Global Expansion 2624 Distribution and the Finance Company 2441 Distribution Costs After the War 3508 Distribution of American Textiles in South America 4020 Distribution of Securities of a Public Service Corporation 4130 Distribution Policies of Tire Manufacturers 2549 Distribution Policy of a Hosiery Manufacturer 2545 Distribution Problems of a Cotton Mill 2539 Distribution Problems of the Oil Industry [Part One] 3847 Distribution Problems of the Oil Industry [Part Two] 3846 Divergent Views on Corporate Prots 4094 Divergent Views on Pricing Policy 2965 Diversication Guides for Defense Firms 3438 Diversication via Acquisition: Creating Value 4526

424
Diversity as Strategy 2 Divesture: Strategys Missing Link 4576 The Dividend Limit 4703 Dividend Policies Under Changing Price Levels 4697 Dividend Policy and Business Contingencies 4700 Dividend Reinvestment Plans Win Wide Currency 4692 Dividends, Dilution, and Delusion 4694 Do Ad Readers Buy the Product? 2312 Do Business and Religion Mix? 6142 Do Customer Communities Pay Off? 2555 Do High Corporate Taxes Deter Investment? 4167 Do Managers on the Move Get Anywhere? 605 Do Rewards Really Create Loyalty 2713 Do Something: Hes About to Snap 368 Do We Really Want Labor on the Ropes? 1093 Do Women Lack Ambition? 708 Do You Have a Global Strategy? 2640 Do You Have a Well-Designed Organization? 270 Do You Think There Is a Competitiveness Problem? 3950 Do You Want a Weak Subordinate? 2167 Do You Want to Keep Your Customers Forever? 2494 Do Your Business Units Create Shareholder Value? 4912 Do Your Commitments Match Your Convictions? 577 Dr. Kaufmans Guide for the Perplexed 4857 Does America Need a Technology Policy? 3657 Does Automation Raise Skill Requirements? 5555 Does Business Have Any Business in Education? 6181 Does Business Misunderstand Consumerism? 5021 Does Federal Pay Demotivate More Than Motivate 1537 Does Flextime Improve Productivity? 863 Does Futures Trading Inuence Prices? 3512 Does It Pay to Shop for Your Bond Underwriter? 4779 Does Manufacturing Need a JIT Revolution? 5800 Does Nationalization Work? 4090 Does New Age Business Have a Message for Managers? 1870 Does Privatization Serve the Public Interest? 4070 Does TF Really Work? 2794 Does the Capital Asset Pricing Model Work? 4615 Does the Market Know Your Companys Real Worth? 4611 Does Third World Growth Hurt First World Prosperity? 3932 Does This Company Need a Union? 1086 Does Your Company Practice Afrmative Action in Its Communications? 14 Doing Away with the Factory Blues 1059 Doing Better at Doing Good 2005 Doing Business in Islamic Markets 3962 Doing Business in Mexico 3629 Doing Business in the Mideast: The Game Is Rigged 3968 Doing Business with Latin Nationalists 3970 Doing Your Ofce Over Electronically 5533 Dollar Books: A Pricing Experiment 2982 Domestic Uses of Letters of Credit 4405 Dont Call It Early Retirement 324 Dont Choose Your Own Successor 1689 Dont Discount Off-Price Retailers 3055 Dont Give Up on Russia 3540 Dont Hire the Wrong CEO 1657 Dont Homogenize: Synchronize 1955 Dont Just Do Something, Stand There! 2888 Dont Let Ination Get the Best of You 5281 Dont Overautomate Your Foreign Plant 680 Dont Rush to Court When Your Computer Fails 5621 Dont Take Calls, Make Contact 2466 Dont Take Older Workers for Granted 899 Dont Trust the Lie Detector 894 Dont Trust Your Gut 1601 Door-to-Door Selling 3175 Doorstep for Free Trade 3958 Dos and Donts of Computer Models for Planning 3477 Dos and Donts of Computerized Manufacturing 5708 Double Features as a Sales Problem 3084 Double Features in Motion-Picture Exhibitions 2778 The Double Jeopardy of Sales Promotions 2380 The Double-Liability of Bank Stocks 4995 Double Loop Learning in Organizations 1885 Downtown Dilemma 2424 Drawbacks of Continuing Corporate Growth 1986 Dreams Deferred: The Story of a HighTech Entrepreneur in a Low-Tech World 481 Dress of Goods and Unfair Trading 5209 The Drive and Direction of Mobilization 4277 Driving Change: An Interview with Ford Motor Companys Jacques Nasser 137 Driving Customer Service 2463 Drugs in the Workplace 391 Dual Management 1022 The Dubious Logic of Global Megamergers 4493 Due Process: Will Business Default? 857 Duties of the Economist 3798 Dynamic Competition 4962 Dynamic Planning for Retail Areas 6100 The Dynamics of Process-Product Life Cycles 5888 The Dynamics of Subordinacy 403 E Pluribus Computum 5617 Eager Sellers Stony Buyers: Understanding the Psychology of New-Product Adoption 2881 Early History of the Great Atlantic & Pacic Tea Company 3095

425
Early History of the Great Atlantic & Pacic Tea Company Since 1878 3093 Early Returns on LBOs 4508 Earning Power with Respect to the Size of the Organization 4683 The Earnings Game: Everyone Plays, Nobody Wins 4797 Earnings of Small-Loan Licensees, 1929 to 1933 4565 An Easier Way to Go Public 4803 Easing the Pain of Personal Loss 397 Easy Money: Doctrine and Results 4564 Eclectic Approach to Organizational Development 1417 Eclipse of the Public Corporation 4801 Ecologists Versus Economists 3881 Econometrics for Management 1617 Economic and Financial Results of British Railway Consolidation: Their Guide to American Policy 4235 Economic Aspects of American Foreign Trade 4018 Economic Aspects of Recreation 6158 Economic Challenge for Longevity 3786 Economic Defense of the United States 3994 Economic Education for Employees 4091 Economic Future of House-to-House Selling 3186 Economic Incentives and Human Relations 906 Economic Life in Russias Orbit 3563 Economic Life in Russias Orbit, Part II 3562 Economic Peace Through Private Agreements 3999 Economic Penetration and Power Politics 6011 Economic Planning, European Style 3686 Economic Planning in Recent Literature 3772 Economic Planning Versus Economic Sanction 6012 Economic Problems of the Southeast 3690 Economic Proposals for the Peace Settlement 4373 Economic Reconstruction in Wartime China 4315 Economic Signicance of the Tank Car 4223 The Economic Situation of Austria 3639 Economic Structure: Recent Literature of Diagnosis and Remedy 3733 The Economics and Politics of Money 3902 The Economics Department of One Industrial Department 3803 Economics for the Nuclear Age 6007 The Economics of Air Transportation 4202 Economics of Hospital Service 819 Economics of Motor Freight Transportation 4239 The Economics of Peace 3923 The Economics of Reading 3731 The Economics of Real Estate Decisions 4833 The Economics of Sharing Computers 5654 Economics of the Digital Computer 5664 The Economics of Trust 6117 Economics, Politics, and the FED 3900 The Economist and Management 3804 The Economist as Advisor 3805 The Economists Reports 3800 Educating the Workforce of the Future 6179 Education and Training at International Harvester 2267 Education for Administration 1345 Education That Works: Make the Schools Compete 6183 Education That Works: The Right Role for Business 6184 EEO Compliance Behind the Corporate Mask 749 Effect of Environment and Administration on Job Evaluation 461 Effect of Hedging Upon Flour Mill Control 5275 Effect of Size on Efciency 4321 Effect of Taxation on Investment 4879 The Effect of the Present Financial Situation Upon Real Estate 4848 The Effect on the Publics Demand for Better Art on the Technique of Merchandising 3106 Effect on the Subsidiary Corporation on the Parent Company 3443 The Effective Corporate Audit Committee 245 The Effective Decision 1611 Effective Management in Small Business 557 Effective Marketing for Professional Services 3225 Effective Oversight: A Guide for Nonprot Directors 1798 Effective Planning Committees for Hospitals 805 Effective Public Management 6058 Effective Stock Splits 4873 Effective Use of Training Films 2268 Effectively Manage Receivables to Cut Costs 5399 Effectiveness of Antitrust 4954 Effects of AAA on Tobacco Production 3519 Effects of Governmental Regulation of Commodity Exchanges in the United States 5145 Effects of the Embargo on Soviet Trade 3991 Efciency and Protability in Relation to Size 3414 Efcient? Chaotic? Whats the New Finance? 4591 Efcient Markets, Decient Governance 4799 E-Hubs: The Best B2B Marketplaces 2574 8 Ways to Build Collaborative Teams 2180 Elasticity in Public Finance 4180 Elbows Off the Boardroom Table 598 Electric Power and Industrial Development 5763 Electric Power in Industry and Agriculture 4114 Electric Power Production as an Index of Business Volume 3748 Electric Utilities: The Argument for Radical Deregulation 4111 Electric Utility Deregulation Sparks Controversy 4110

Title Index
Electrication of Steam Railroads 4230 Electronic Computers: A Progress Report 5559 Electronic Funds Transfer: Pitfalls and Payoffs 5537 Electronics Down to Earth 5562 Electronics in the Modern Ofce 5564 Elements in Investment Safety 4895 The Elements of Investment Income 4898 Eliminate the Middleman? 2496 E-Loyalty: Your Secret Weapon on the Web 2570 Embezzlers Guide to the Computer 5580 Embrace the Dark Side 2270 The Emergency in Aircraft Manufacture 4333 The Emergency in the Paper Industry 4346 Emerging EDP Pattern 5692 Emerging Giants: Building World-Class Companies in Developing Countries 1742 Emerging Pattern in Corporate Giving 267 The Emerging Profession of Business 113 The Emerging Solution to Corporate Governance 223 The Emerging Theory of Manufacturing 5724 Emerging Threat: Human Rights Claims 5001 Emerson Electric: Consistent Prots, Consistently 3399 The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders 3290 Employee Aptitude Interviews as Tools in Personnel Management 919 Employee Benets, 19701985 449 The Employee Benets Does the Company Also? 447 Employee Buyouts of Troubled Companies 410 The Employee-Customer-Prot Chain at Sears 1961 Employee Growth Through Performance Management 872 Employee Performance Record: A New Appraisal and Development Tool 303 Employee Productivity in Department Stores 3079 Employee Stock Ownership Plans: Plusses and Minuses 416 Employees Cafeteria Offers Insurance Options 804 Employees Get an Earful 1439 Employer Initiative in Pension Programs 350 Employers Join to Promote Open Housing 2030 Empowering the Board 189 The Empowerment Effort That Came Undone 1042 Empowerment or Else 151 Empowerment: The Emperors New Clothes 1863 Enabling the Disabled 10 End-Game Strategies for Declining Industries 3337 The End of Corporate Imperialism 1746 The End of Corporate Imperialism: Big Emerging Markets 1751

Title Index
The End of Delegation: Information Technology and the CEO 5609 Ending the CEO Succession 1649 Ending the War Between Sales & Marketing 3133 The Enduring Logic of Industrial Success 1976 The Enemies of Trust 1452 Energy-Credit Buyers Beware 3861 Energy Issues 3818 The Energy Outlook: Combing the Options 3817 Energy vs. Environment 3827 The Energy Wolf Is Still Out There 3810 Enforcement of Government Price Fixing 5136 The Engineer Goes Into Management 5716 Engineer the Job to Fit the Manager 1071 England and America Off Gold: Parallels and Contrasts 3596 The English Banking System 4442 Enlightened Experimentation: The New Innovation 2071 Entering China: An Unconventional Approach 2629 Entering the New Economy 3378 Enterprise on the Prairies 3505 Enterprising Nonprots 1790 The Entrepreneur Sees Herself as Manager 739 Entrepreneurs Versus Executives at Cocaba.com 480 Entrepreneurship: A New Literature 517 Entrepreneurship Reconsidered: The Anti-Management Bias 500 Entrepreneurship Reconsidered: The Team as Hero 501 Equal Job Opportunity: The Credibility Gap 758 Equal Opportunity for Women Is Smart Business 18 Equalization of Broadcasting Facilities Within the United States 2872 The Equation of Economic Balance 3739 The Equity Capital Problem 4678 Equity Financing for the Small Firm 4815 ERI: Yardstick of Employee Relations 1632 Erosion of the Tax Laws 4160 ERP in Operation 4357 Essential Elements in Banking Reconstruction 4444 Essential Elements of Project Financing 4618 The Essential Facts of Railroad Valuation 4250 Essential Groundwork for a Broad Executive Theory 1355 Esso Standard: A Case Study in Pricing 2970 Establishment of a Bond Department in a Commercial Bank 4451 Estate and Inheritance Taxation of Corporate Securities 5043 Estate Planning for the Owner-Manager 558 Estimate of the Value of Retail Business in the United States 3753 Estimating Industrial Accident Costs 2238 The Ethical Leaders Decision Tree 5436 Ethical Managers Make Their Own Rules 5064 The Ethical Mind 5047

426
Ethical Problems of Purchasing Managers 5074 The Ethical Roots of the Business System 5069 Ethics in Practice 5063 Ethics Without the Sermon 5073 The Ethnics of Executive Selection 21 European Direct Investments in the United States 4745 European Experiments in Protecting Small Competitors 3696 A European Platform for Global Competition 3324 Europes Industrial Democracy: An American Response 1884 Europes Return to Gold 3642 Evaluating Department Efciency 1634 Evaluating Personnel Administration 904 Evaluating Signals of Technological Change 5545 Evaluating the Proposed Labor-Law Changes 1140 Evaluating the SBA: Its Programs, Problems, and Future 5959 Evaluation of Forward Buying 5861 Evaluation of Stock Dividends 4695 Even Commodities Have Customers 2683 Even Swaps: A Rational Method for Making Tradeoffs 5447 Every Employee an Owner [Really] 406 Every Factory Has a Life Cycle 5772 Everyone Who Makes It Has a Mentor 608 Everything for Victory 4302 Everything I Learned About Business, I Learned from Monopoly 1848 Everything You (Dont) Want to Know About Raising Capital 497 Evidence-Based Management 1320 Evolution and Revolution as Organizations Grow 1893, 3370 Evolution of Fascist Economic Practice and Theory, 19261930 3569 The Evolution of the Automobile Market 3533 The Evolution of the World Rubber Situation 3534 The Evolving Perspective of Businessmen 2174 Examining Deregulation 5102 The Exchange Problem in Sales to China 3583 Execution Without Excuses 1950 The Executive as Coach 596 Executive Compensation 1559 Executive Compensation by 1970 1553 Executive Compensation by Small Textile Companies 1581 Executive Compensation Compared with Earnings 1588 Executive Compensation Here and Abroad 1557 Executive Compensation in Small Companies 1575 Executive Compensation Policies of Small Industrial Companies, 1928 1936 1584 Executive Compensation: Tax Gimmicks vs. Incentives 1574 Executive Development: In-Company vs. University Programs 652 Executive Development New Perspective 627 The Executive Neurosis 2236 Executive Origins: Still a Gray Flannel World? 2158 Executive Pay Preferences 1539 Executive Pay: Ripe for Reform? 1524 Executive Perks and Personal Income Taxes 1526 Executive Psychopaths 364 Executive Sabbaticals: About to Take Off? 616 Executive Training in Human Relations 103 Executive Women and the Myth of Having It All 713 Executive Women 20 Years Later 735 Executives and Organizations: Management Women and the New Facts of Life 732 Executives and Organizations: Real Work 2150 Executives as Community Volunteers 1818 Executives as Human Beings 6128 Executives Financial Preparation for Retirement 345 An Executives Guide to Anti-Trust Compliance 4941 Executives Guide to Antitrust in Europe 4946 Executives Lose Out, Even with Options 1549 Exempt Offerings: Going Public Privately 4706 Existentialism for the Businessman 65, 6136 Exorcising the Ghosts in Marketing 2745 The Expanding Role of the Personnel Function 877 The Expanding Scope of SEC Disclosure Laws 4806 Expanding the Turkey Season 3513 The Expansion of Shipbuilding 4327 The Expectant Executive and the Endangered Promotion 723 Expedited Arbitration: Less Grief Over Grievances 1108 Expediting in Wartime 4298 Expensing Options Solves Nothing 1510 Expensing Stock Options: A Fair-Value Approach 5391 The Experimental Evaluation of a Merchandising Unit 2859 Experiments in Employment: A British Cure 4257 The Experts in Your Midst 847 Explaining the Facts to Employees 1507 Exploding the Self-Service Myth 2575 Exploit the Product Life Cycle 2931 The Exploit Your Products Service Life Cycle 2990 Exploiting the Virtual Value Chain 2591 Explorations in Accounting 5278 Exploring the Exploratory Sample 3197 Export Management and Exchange Control 3578 Extend Prots, Not Product Lines 2378 The Extent and Application of Psychology and Psychological Methods in English Industrial Life 923 Extent and Signicance of the Railroad Car Shortage 4254 Extreme Jobs: The Dangerous Allure of the 70 Hour Workweek 2217 Eyeing the ROI 5457

427
Facing Ambiguous Threats 3360 Facing Facts with Ination Accounting 5283 Facing the Business Future 3769 Facing Up to Pollution Controls 3880 Fact and Fallacy on the St. Lawrence 4218 Fact and Fantasy on Identical Bids 2612 Fact and Fiction About Southern Labor 5757 Factoring 2444 Factoring as a Financing Director 5230 Factors Affecting the Marketing of TriState Zinc Concentrates 3382 Factors Inuencing Employee Morale 1083 The Facts About Our Water Supply 3889 The Failed Revolution in Health Care The Role of Management 780 Failure Is a Word I Dont Accept 1406 Failure of Business Leadership and the Responsibility of the Universities 2061 Failure of Farm Cooperatives 3507 The Failure Tolerant Leader 1252 Fair Compensation for Expatriates 1540 Fair Employment Practices Legislation 25 Fair Process: Managing in the Knowledge Economy 944, 1369 Fair Prot? 5095 Fair Prots from Defense Business 6020 A Fair Tax Act Thats Bad for Business 4136 Fair Trade Pricing: A Reappraisal 5125 Faith in a Creative Society 6147 The Fall and Rise of Strategic Planning 3460 Fallacy of Easy Money for the Small Business 566 The Fallacy of Free Transportation 4189 Fallacy of the One Big Brain 1612 The Fallacy of the Quick Overhead Fix 1972 False Fears of Disarmament 4275 The Family Business 547 Farewell to the Volunteer Fireman 1809 The Farmers Banking System: Four Years of FCA Operations 3516 Farmers Cooperatives as Competitors 3238 The FASB: Few Visible Means of Support 5268 Fashion Merchandising 3078 Fashion Theory and Product Design 2422 Fast-Cycle Capacity for Competitive Power 1979 Fast Forward Styles of California Management 1390 Fast, Global and Entrepreneurial: Supply Chain Management Hong Kong Style 5841 Fast Heat: How Korea Won the Microwave War 3943 Fast Work Needed to Forestall Rail Line Abandonments 4187 The Fateful Process of Mr. A Talking to Mr. B 1504 The Fear Factor 963 The Fear of AIDS 783 Fear of Feedback 283 The Federal Budget: A Challenge to Businessmen 4168 The Federal Budget as a Business Indicator 4155 Federal Coordinators Contribution to Railroad Coordination 4214 Federal Corporations and Corporate Agencies 6076 Federal Depression Financing and Its Consequences 4176 Federal Fetters for Featherbedders 5995 Federal Home Loan Bank Boards Assistance to Home Mortgage Financing 4847 Federal Regulation of Business 5114 The Federal Reserve and the Treasury 3903 Federal Reserve Bank Policy 3917 Federal Reserve Banks and the Open Market for Acceptances 3916 The Federal Reserve in Relation to Ination and Deation 3913 The Federal Reserve System in the Light of Changing Banking Conditions 3907 Federal Reserve System Report for 1945 4361 Federal Sugar Control: A Four Year Review 3515 Federal Support for Scientic Research 6177 The Federal Trade Commission Indicts Itself 5126 Feed R&D or Farm It Out? 2067 Feed the Gold in Toxic Feedback 1442 The Feudal World of Japanese Manufacturing 5801 Fiasco of Urban Renewal 6095 The Field Organization of the Sales Department 3191 A Film Directors Approach to Managing Creativity 1404 The Filmed Case in Management Training 642 Finally, a Way to Put Your Internet Portfolio in Order 2562 Finance for the Nonnancial 4661 Financial Adventure of James Debenture 2047 The Financial and Emotional Sides of Selling Your Business 527 Financial Arrangements of the Chicago Traction Plan 6102 Financial Aspects of Mining Enterprises 4886 The Financial Community Looks at Leasing 4662 Financial Engineering at Merck: Monte Carlo Simulation 4589 Financial Flexibility in the 1980s 3715 Financial Futures for Hedging LongTerm Debt 4609 Financial Goals and Strategic Consequences 4600 Financial Goals: Management vs. Stockholders 4924 Financial Incentives for Salesmen 3164 Financial Investigations of Industrials 4896 Financial Management 4668 Financial Paper: Variations on Themes of McLuhan 5544 The Financial Realities of Mergers 4538 The Financial Rehabilitation of Portugal 3630 Financial Reporting By Whom 5405 Financial Reports to Employees 915 Financial Statements: Signposts as Well as Milestones 4864

Title Index
Financial Status of Federal Corporations 5986 Financial Variables in International Business 691 Financing and Factoring Accounts Receivable 5229 Financing Capital Formation 4677 Financing Cooperative Marketing Associations 3524 Financing High-Cost, High-Risk Energy Development 3820 Financing Installment Sales 2449 The Financing Must Come, But from Where 4778 Financing of Enterprises in Germany Under Conditions of a Depreciated Currency 3651 Financing Overseas Expansion 4784 Financing Stock Purchases by Executives 1569 Financing the International Bank 4365 Financing the Leveraged Buy-Out Through the Acquired Assets 4527 Financing the Marketing of Wheat [Part I] 3528 Financing the Marketing of Wheat [Part 2] 3526 Finding the Best Acquisition Candidates 4522 Finding Where the Power Lies in Government 5958 Finding Your Innovation Sweet Spot 2890 Finding Your Next Core Business 3282 The Fine Art of Friendly Acquisition 4492 Fine Arts in Mass Production 5937 Firing Back: How Great Leaders Rebound After Career Disasters 571 Firing Up the Front Line 3212 The Firm of the Future 5547 First-Mover Disadvantage 2893 First Year of the Bank for International Settlements 4752 Fiscal Control and the Employment Investment Controversy 4270 Fiscal Program of the 80th Congress 5985 Fit Production Systems to the Task 5776 Fit Products and Channels to Your Markets 2514 Fit Your Control Systems to Your Managerial Style 5351 Fit Your Fiscal Year to Your Business 5277 The Five Day Week 1085 Five Fundamentals for the Forty-First President 3894 Five Generations of Computers 5540 The Five Messages That Leaders Must Manage 1446 The Five Minds of a Manager 1361 Five Postwar Trade Problems 4384 The Five Stages of Small Business Growth 514 Five Strategies of Successful Part-Time Work 1037 Five Ways to Keep Disputes Out of Court 4981 Fix the Process, Not the Problem 5924 Fixing Health Care from the Inside, Today 766 Fixing Japans White Collar Economy: A Personal View 4045 Fixing the Pension Fund Mix 4709

Title Index
The Flaw in Customer Lifetime Value 2680 Flaw in the Wage-Price Guideposts 4029 The Flaw of Averages 5446 Flawed Victory in Labor Law Reform 1104 Flexible Working Hours: Its About Time 1064 Flexitimes Debit and Credit Option 866 Floating Factories and Mating Dinosaurs, Of 5741 Flow of Sales Through Retail Drug Stores: A Factual Study 2331 Flying Kites with Ben Franklin 53 The Focused Factory 5728 Fold Up Those Golden Parachutes 1521 Follow the Markets Cues 4853 The Folly of Free Trade 3952 The Folly of Stock Market Timing 4858 Food in a World at War 4348 Food Processing Key to Economic Development 3501 The Food Situation 3509 Food Supply and the Third World 2017 For a Better Worker Workers Compensation System 5116 For Better Business Writing 1488 For Business, the True EEC Is Taking Shape 3967 For LRP Rotating Planners and Doers 3490 For the Last Time: Stock Options Are an Expense 5393 For Whom the Antitrust Bell Tolls 4945 Ford Stores: A New Departure in Retailing 3110 A Forecast of Business Prospects 3771 Forecasting Manpower Needs 884 Forecasting Resurrected 3762 Forecasting Sales 2799 Forecasting the Future Market for a Large Community 2805 The Foreign Corrupt Practices Act 5110 Foreign Distribution of American Motion Pictures 2668 Foreign Exchange Accounting 5301 Foreign Operations: A Guide for Top Management 700 Foreign Ownership: When the Hosts Change the Rules 1761 Foreign Securities in the American Money Market, 19141930 4751 Foreign Trade & Investment 4425 The Foreman: Master and Victim of Double Talk 1734 The Foreman: Master and Victim of Doubletalk 1738 The Foremans Association of America 1739 Foremen: Key to Worker Morale 1079 Forests and the Forest Industry 3891 Forget the Product Life Cycle Concept! 2994 The Forgotten Strategy 664 Form Follows Function: The Transformation of Banking 4391 A Formula for the Future 471 Formula Plan Investing 4875 Formula Plans and the Institutional Investor 4724 Formulating Strategy in Smaller Companies 538 Forward-Thinking Cultures 6107 Found in Translation 2353

428
The Founding of the Harvard Business School 114 The Four Faces of Mass Customization 2898 The 4 Principles of Enduring Success 1936 Four Rules for Taking Your Message to Wall Street 4764 Four Steps to Forecast Total Market Demand 2789 Four Strategies for the Age of Smart Services 2884 The Four Types of the Storyteller 1438 Four Ways to Overpay Yourself Enough 1518 Framework for Financial Decisions 4636 A Framework for Risk Management 4588 Franchising New Scope for an Old Technique 548 Free and Fixed Prices During the Depression 3640 Free Collective Bargaining or Government Intervention? 1173 Free Gold 3906 Freedom, Authority, and Decentralization 1433 Freedom to Strike Is in the Public Interest 1115 Freedom Within Management 1437 Freeing Managers to Innovate 956 Freeze Assets to Lower Estate Taxes and Keep Control 5039 Freight Forwarders 4207 Freight Rates in Wartime 4303 French Cotton Industry After the War 4019 The French Franc in 1935 3579 French Industry and Mass Production 3648 French Motion Pictures in the United States 4005 From Afrmative Action to Afrming Diversity 7 From Agriculture to Agribusiness 3503 From Banking to Multinational Operations 47 From Competitive Advantage to Corporate Strategy 3305 From Complacency to Competitiveness 669 From Control to Commitment in the Workplace 1050 From Industrial Mobilization to War Production 4307 From Lean Production to the Lean Enterprise 1966 From Managing Pills to Managing Brands 2707 From National Champion to Global Competitor 3400 From Sales Obsession to Marketing Effectiveness 2744 From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation 2003 From the Classroom to the Corner Ofce 1374 From the Ladder of Science to the Product Development Cycle 2907 From the People Who Brought You Voodoo Economics 3336 From the Workers Point of View 1171 From Value Chain to Value Constellation: Designing Interactive Strategy 1968 Frugal Manufacturing 5806 The Fruitful Flaws of Strategy Metaphor 85 The Fruits of Industrial Peace 1192 The Full Employment Problem 4264 Function of the Reserve in Life Insurance 5162 Functional Elements of Market Distribution 2532 Functional Features in Product Strategy 2935 Functionalizing a Business Organization 1932 Functions of Municipal Government Which Affect Business and Industry 6106 Functions of Municipal Government Which Affect Business and Industry [Part 2] 6105 Functions of the Economist 3806 Fundamental Research Can Be Planned 5486 Funding and Financing Defense Contracts 6035 Funding Depreciation and Maintenance Reserves Under War Conditions 4296 Funding Growth in an Age of Austerity 2068 Fund-Raising Lessons from High-Tech Marketing 260 Funds for Stability 4673 Funds Position: Keystone in Financial Planning 5248 The Future & the Futurists 166 The Future Challenges Marketing 2797 Future Developments in Retailing 3119 Future of American Export Trade 4025 The Future of Bituminous Coal 3840 The Future of Commodity-Indexed Financing 4773 Future of Federal Contract Research Centers 2087 The Future of Interactive Marketing 2588 The Future of Retailing 2028 Future of Small Business May Be Brighter than Portrayed 529 The Future of Small Securities Exchanges 4821 The Future of Television 2865 The Future of the Commercial Insurance Business 4382 The Future of the International Economy 3993 The Future of World Trade 4001 Future Scanning for Trade Groups and Companies 2791 The Future That Has Already Happened 6116 Game Plan for Business Coalitions on Health Care 782 Games Government Accountants Play 6086 Gamesmanship with the Guideposts 5119 Garbage In, Great Stuff Out 836 Gateways to Entry 3376 GE and UNIVAC: Harnessing the High-Speed Computer 5561 Gearing a Business for National Defense 4350 Gearing Military R&D to Economic Growth 2094

429
Gearing Salesmens Efforts to Corporate Prot Objectives 3157 General Managers in the Middle 1719, 1733 The General Question of Extent and Method of Control Under Scientic Management 1353 The General Sales Tax in the Fiscal System 4183 Genius at Work: A Conversation with Mark Morris 1850 The Geographical Approach to the Study of Some Business Problems 2667 Geographical Aspects of a Minimum Wage 3790 The Geography of Trust 1236 George F. Baker Foundation: An Appreciation 115 George Fisher Baker [Eulogy] 78 Gerald R. Ford: The Statesman as CEO 1288 German Advertising and Its Regulation During the Last Three Years 2330 German Contracting in Occupied Europe 4286 German Prices and German Competition in International Markets 4021 Germanys World-Class Manufacturers 5815 Get Emotional 2706 Get Inside the Lives of Your Customers 2406 Get Inventions Off the Shelf 5187 Get Leverage from Logistics 2509 Get More Out of Your Brand Management 2387 Get More Out of Your Trade Shows 2733 Get New Products from Customers 2914 Get Ready for Price-Level-Adjusted Accounting 5291 Get Self-Organized 3288 Get the Computer System You Want 5650 Get the Most Out of Your Trade Secrets 5182 Get the Right Mix of Bricks & Clicks 3047 Get Your Act Together 1444 Getting Attention for Unrecognized Brands 2349 Getting Back to Strategy 3304 Getting Control of Just-in-Time 5803 Getting It Done: New Roles for Senior Executives 2144 Getting IT Right 5601 Getting It Right the Second Time 1849 Getting Management Help to the Nonprot Sector 1812 Getting Offshoring Right 5737 Getting Past Yes: Negotiating as If Implementation Mattered 4972 Getting Real About Virtual Commerce 2579 Getting Smarter About Regulation 5108 Getting the Attention You Need 5507 Getting the Most from Your Banking Relationship 4404 Getting the Most Out of Advertising and Promotion 2273 Getting the Most Out of All Your Customers 2695 Getting the Most Out of Innovation Abroad 1003 Getting the Most Out of Your Product Development Process 2900 Getting the Most Out of Your Team 2195 Getting the Truth Into Workplace Surveys 833 Getting Transfer Prices Right: What Bellcore Did 2953, 5340 Getting 360 Degree Feedback Right 285 Getting Unusual Suspects to Solve R&D Puzzles 2065 The Ghost in the Family Business 482 Gilded and Gelded: Hard-Won Lessons from the PR Wars 2996 Girard Grocery Company 4997 Give Intangible Assets Useful Life 5235 Give Me That Real-Time Information 3365 Give My Regrets to Wall Street 4795 Giving Mergers a Head Start 4485 Global Accounting Is Coming 5392 The Global Brand Face-Off 2358 Global Cities of Tomorrow 6089 Global Finance and the Retreat to Managed Trade 4736 Global Gamesmanship 3315 The Global Logic of Strategic Alliances 3262 Global Plan for Salary Administration 453 Global Work Force 2000: The New World Labor Market 844 Globalization and Its Discontents 27 The Globalization of Europe: An Interview with Wisse Dekker 3940 The Globalization of Markets 2642 Globalizing the Rest of the World 3935 Go Downstream: The New Prot in Manufacturing 3394 Going Global: Lessons from Late Movers 2626 Going, Going, Gone 2568 Going to Tokyo for Corporate Capital 4741 Going Value as an Element in the Valuation of Public Utility Properties 4131 Gone Are the Cash Cows of Yesteryear 3963 Good Communication That Blocks Communication 1464 Good Managers Dont Make Policy Decisions 1396, 1423 The Good Managers of Sichuan 3550 Good Money After Bad 4760 Good Product Support Is Smart Marketing 2482 Good Supervisors Are Good Supervisors Anywhere 1720 Good Taste in Advertising 2316 Goodbye Career, Hello Success 593 Gorbachev, Turnaround CEO 3545 Governing the Family-Owned Enterprise: An Interview with Finlands Krister Ahlstrom 486 Government and Business 3604 Government Bonds and the Balanced Budget 4170 Government Buying Erodes Management 3025 Government by Accounting Principles 5130 Government Can Help Banks Make More Jobs 4376 Government Control of Business 5128 Government Control of Foreign Bills in Germany 3584 The Government Corporation as an Economic Institution 4107

Title Index
Government Crop Reports and Business 3525 Government Housing Activities 5131 Government Spending Can Reduce Taxes 4158 Government Use of Nonprot Companies 1819 Governmental and Voluntary Programs for Security 3787 The Governments Role in Export Trade 3998 Graphic Indicators of Operations 5499 Graphic Shorthand as an Aid to Managers 5501 Graphing a Complicated Situation By a Simple Graph 5505 Grass Roots Market Research 2828 Gray Areas in Black and White Testing 20 Gray Markets: Causes and Cures 2506 Great Britains Economic Problem 3626 The Great GM Mystery 3407 The Great Intimidators 1229 The Great Transition 3537 Green and Competitive: Ending the Stalemate 3870 Green Reporting 3865 Group Banking 4435 Group Banking in the Northwest 4447 Group Industrial Medical Service for Small Plants 2239 Group Technology and Productivity 5811 Group Versus Group: How Alliance Networks Compete 3261 Growing Criminal Liability of Executives 5077 A Growing Focus on Preparedness 3266 Growing for Broke 3391 Growing Opportunities in Public Service Contracting 6057 Growing Pains 3299 Growing Role of the Company Economist 3797 Growing Strength in Small Retailing 3063 Growing Talent as If Your Business Depended on It 576 Growing the Next Silicon Valley 3665 Growing Threat of Our Military-Industrial Complex 6025 Growing Ventures Can Anticipate Marketing Stages 2991 Growth as a Process 3314 The Growth Boosters 1951 The Growth Crisis: And How to Escape It 3392 The Growth of Databank Sharing 5535 The Growth of Rigidities 1928 Growth Outside the Core 2697 Growth Pains of the Threshold Company 3327 Growth Through Acquisitions: A Fresh Look 4499 Growth Through Global Sustainability: An Interview with Monsantos CEO 3868 Guide to Using Psychological Tests 892 Guided Free Enterprise in Japan 4057 Guideposts to Industrial Mobilization 4283 Guides to Internal Prot Management 5365 Guides to International Operations 692 Guides to Inventory Policy: Anticipating Future Needs 5313

Title Index
Guides to Inventory Policy: Functions and Lot Size 5315 Guides to Inventory Policy: Problems with Uncertainty 5314 Guides to Market Planning 2768 Guides to Programmed Learning 634 Guides to R&D 2097 The Gumpert Joys of Keeping the Company Small 503 Guns and Butter? 4340 Gurus in the Garage 2107 Half a Foreign Policy 3990 The Half-Truth of First-Mover Advantage 2886 Hammett Manufacturing Company 2345 Hand-to-Mouth Buying 2428 A Hand Up, Not a Handout 2014 Handling Labor Grievances in the Bituminous Coal Industry 1190 Handling Risk in Defense Contracting 6023 Handling Shop Grievances 1180 Handling Work Assignment Changes 1169 Hard Ball: Five Killer Strategies for Trouncing the Competition 1321 The Hard Side of Change Management 120 The Hard Work of Being a Soft Manager 1258, 1377 The Harder They Fall 1246 Harleys Leadership U-Turn 3320 Harlow Shoe Company 3381 Harnessing the Power of Persuasion 1262 The Harvard Advertising Awards 2342 Has Success Spoiled the Unions? 1127 Has the FASB Hurt Small High-Technology Companies? 5265 Have Your Objects Call My Objects 5926 Having Trouble with Your Strategy? Then Map It 1461 He Who Pays the Piper 5216 Health and the Welfare of U.S. Business 776 The Health Care Market: Can Hospitals Survive? 799 Health Care of the Aged: Who Pays the Bill? 333 Health Care: Should Industry Buy It or Sell It? 807 Health Under Pressure 2235 The Heart of Entrepreneurship 159 Hedging Against Ination with Floating-Rate Notes 4621 Hedging Customers 2460 Hedging on Loans Linked to the Prime 3896 Hedging Political Risk in China 2619 Help from the Company Economist 3796 Help Newly Hired Executives Adapt Quickly 1640 Help to Restructure Public Education from the Bottom Up 6182 Help Your Engineers to Get Ahead 5713 Helpful Guidance from International Advisory Boards 2651 Helping the Hard-Core Adjust to the World of Work 4262 Heuristic Programs for Decision Making 5439 The Hidden Agenda 225

430
The Hidden Challenge of Cross-Border Negotiations 3924 The Hidden Dragons 2357 The Hidden Factory 5869 The Hidden Good News About CEO Dismissals 1637 The Hidden Messages in Computer Networks 5593 The Hidden Messages Managers Send 1474 The Hidden Traps in Decision Making 1593, 1604 Hidden Wealth in B2B Brands 2554 The Hierarchy of Objectives 3328 The High Cost of Accurate Knowledge 87 The High Cost of Lost Trust 5053 High Cost of Restricted Stock Options 1548 The High Costs of Low Wages 440 High-Performance Marketing: An Interview with Nikes Phil Knight 2905 High Scores on the Discourtesy Scale 1407 High Speed Operations Research 5557 High Tech the Old Fashioned Way 5587 High-Tech Ways to Keep Cupboards Full 3040 High-Technology Product Planning 2922 Higher Net Price Or Bust 5328 Higher Premiums in Corporate Acquisitions 4534 Hire the Handicapped-Compliance Is Good Business 11 Hiring for Smarts 1648 Hiring Without Firing 1666 A History of the F. W. Woolworth Company 3088 HMOs Dont Have to Fail 796 The Holding Company as an Aid in Reorganization 282 Holding Fast 2885 Holes at the Top: Why CEO Firings Backre 1658 The Hollow Ring of the Productivity Revival 3706 Hollywood and International Understanding 3995 Home Depots Blueprint for Culture Change 3386 Home Mortgage Structure in Transition 4845 The Honorable Picnic: Doing Business in Japan 4060 Horse-Collar Blue-Collar Blues 162 The Hospital Capital Crisis: Issues for Trustees 795 Hospital Cost Control: A Bitter Pill to Swallow 787 Hospitals Need Business Know-How 818 Hostile Takeovers: What Should Be Done? 4517 Hot Groups 2201 Hot War in the Energy Industry 3829 Hotter Heads Prevail 1590 The House of Quality 2495 How a Management Team Selects Managers 1678 How About Original-Issue, Deep-Discount Bonds? 4463 How American Can Allocates Capital 4602 How Architecture Wins Technology Wars 5512 How Are Marketers Meeting the Import Challenge? 2659 How Bell Labs Creates Star Performers 287 How Business Schools Lost Their Way 93 How Can Big Companies Keep the Entrepreneurial Spirit Alive 978 How Can You Find a Safe Trademark? 5177 How CEOs Manage Growth Agendas 2131 How CEOs Use Top Management Committees 2153 How Chicago Is Attempting to Solve Its Traction Problems 6103 How Chrysler Created an American Keiretsu 5843 How Companies Can Trim Employee Health Benets Claims 802 How Companies Respond to Social Demands 2029 How Companies Tackle Health Care Costs: Part I 784 How Companies Tackle Health Care Costs: Part II 785 How Competitive Forces Shape Strategy 3309 How Continental Bank Outsourced Its Crown Jewels 5612 How Deadly Is the Productivity Disease? 3713 How Do Economies Grow? 3705 How Do You Grow a Premium Brand? 2377 How Do You Know When the Price Is Right? 2951 How Do You Manage an Off-Site Team? 5677 How E-Commerce Will Trump Brand Management 2580 How Economists See R&D 2082 How Effective Managers Use Information Systems 5538 How Entrepreneurs Craft Strategies That Work 489 How Ethical Are Businessmen? 5091 How European Companies Reposition to Recycle 3873 How Executives Can Shape Their Companys Information Systems 5614 How Far Should Retail Departmentalization Be Carried? 3107 How Fast Can the U.S. Economy Grow? 3704 How Fast Can Your Company Afford to Grow 4577 How Fast Should Your Company Grow? 4914 How Fidelity Invests in Service Professionals 2253 How Financial Engineering Can Advance Corporate Strategy 4585 How Fleet Bank Fought Employee Flight 422 How GE Measures Managers in Fair Employment 16 How Global Brands Compete 2620 How Global Companies Win Out 3959 How Good Is Marketing Research? 2848 How Hardwired Is Human Behavior? 6115 How Hewlett-Packard Gets Numbers It Can Trust 5339 How High Is Your Return on Management? 1622

431
How I Learned to Let My Workers Lead 2206 How I Learned to Live with Wall Street 4907 How I Turned a Critical Public Into Useful Consultants 3002 How Industries Change 3332 How Ination Distorts the Taxation of Capital Gains 4143 How Information Gives You Competitive Advantage 5619 How Investment Abroad Creates Jobs at Home 3971 How Leaders Create and Use Networks 1224 How Leaders Move Up 1650 How Long Should You Borrow Short Term? 4599 How Low Will You Go? 5048 How Management Teams Can Have a Good Fight 595 How Managers Everyday Decisions Create or Destroy Your Companys Strategy 1714 How Managers Minds Work 1413 How Many Salesmen Do You Need? 3172 How Many Women Do Boards Need? 176 How Market Smarts Can Protect Property Rights 5169 How May Business Revival Be Forced? 3605 How Minority Business Can Build on Its Strength 525 How MNCs Cope with Host Government Intervention 1763 How Much Cash Does Your Company Need? 4572 How Much Debt Is Right for Your Company? 4612 How Much Funding for Your Companys Pension Plan 320 How Much Money Does Your New Venture Need? 504 How Much Should a Company Spend on Research? 2101 How Much Should a Corporation Earn 2043 How Much Stress Is Too Much? 2227 How Much to Spend on Advertising 2317 How Multinational Should Your Top Managers Be? 1688 How Multinationals Analyze Political Risk 1769 How Multinationals View Marketing Standardization 1773 How National Security Hurts National Competitiveness 3937 How Near Is the Automatic Ofce 5556 How Networks Reshape Organizations for Results 1466 How Northern Telecom Competes on Time 5341 How Not to Handle Productivity Disputes 1076 How Not to Sell Your Company 4657 How One Company Manages Its Human Resources 874 How One Company Went Smokeless 383 How One Polish Shipyard Became a Market Competitor 4066 How Outsiders Overhauled a Public Agency 6090 How Peer Review Works at Control Data 388 How PERT-Cost Helps the General Manager 5785 How Practical Is National Economic Planning? 3679 How Prices, Ad Expenditures, and Prots Are Linked 2957 How Process Enterprises Really Work 5921 How Resilience Works 1844 How Restrictive Are U.S. Tariffs and Quotas? 3989 How Right Should the Customer Be? 3134 How Risky Is International Lending? 4740 How Risky Is Overtime, Really? 356 How Risky Is Your Company? 2138 How Selsh Are People Really? 4072 How Senior Managers Think 2152 How Should Executives Be Paid 1583 How Should You Organize Manufacturing? 5817 How Small Companies Should Handle Advisers 2109 How SmithKline Beecham Makes Better Resource Allocation Decisions 4582 How Snapple Got Its Juice Back 4488 How Strategists Really Think: Tapping the Power of Analogy 1597 How Success Short-Circuits the Future 1982 How Successful Leaders Think 1221 How Surveys Inuence Customers 3194 How the Air Force Uses Management Consultants 2117 How the Arts Can Prosper Through Strategic Collaborations 1795 How the Baldridge Award Really Works 5903 How the Multidimensional Structure Works at Dow Corning 1891 How the Quest for Efciency Corroded the Market 4796 How the Right Measures Help Teams Excel 2203 How to Acquire a Company 4543 How to Acquire Customers on the Web 2572 How to Administer Capital Spending 4664 How to Analyze That Problem 5465 How to Appraise Executive Performance 1701 How to Assess Investment Proposals 4663 How to Avoid Construction Headaches 5818 How to Be a Better Meeting Chairman 1486 How to Break in the College Graduate 1072 How to Build a Blockbuster 947 How to Build a Marketing Information System 2825 How to Build a Product Licensing Program 5176 How to Build Employee Trust and Productivity 856 How to Build Your Network 575 How to Buy a Small Manufacturing Business 4532 How to Buy/Sell Professional Services 3234

Title Index
How to Call Your Convertibles 4464 How to Capture Knowledge Without Killing It 966 How to Choose a Lawyer 5223 How to Choose a Leadership Pattern 1294, 1301 How to Choose the Right Forecasting Technique 5454 How to Compete in Stagnant Industries 3340 How to Conspire to Fix Prices 4952 How to Control the Computer Resource 5644 How to Cope with Supply Shortages 5853 How to Cope with Unreasonable Compensation Claims 5429 How to Counter Alienation in the Plant 1066 How to Counter Expropriation 684 How to Deal with Bizarre Employee Behavior 384 How to Deal with Resistance to Change 165, 171 How to Dene Administrative Problems 1615 How to Design a Strategic Planning System 3475 How to Design the Salesmans Compensation Plan 3176 How to Determine the Right Size Plant 5753 How to Do Interest Rate Swaps 4603 How to Evaluate Advertisings Contribution 2305 How to Evaluate Automation 5663 How to Evaluate Corporate Strategy 3329 How to Evaluate New Capital Investments 4665 How to Evaluate Research Output 5491 How to Face Being Taken Over 4539 How to Fight a Price War 2948 How to Figure Equipment Replacement 4670 How to Fix HR 826 How to Fix Knowledge Management 1829 How to Get a Better Forecast 5455 How to Get a Good Consultant 2112 How to Get a Good Mini 5631 How to Get More Out of Marketing Research 2840 How to Get the Most Out of Value Analysis 5858 How to Give Away Money Intelligently 261 How to Give Phased-Out Managers a New Start 615 How to Grow Great Leaders 1234 How to Have an Honest Conversation About Your Business Strategy 1449 How to Identify Promotable Executives 1705 How to Identify Your Enemies Before They Destroy You 3366 How to Implement a New Strategy Without Disrupting Your Organization 1942 How to Improve Investment Decisions 4647 How to Integrate Work and Deepen Expertise 1043 How to Invest in Social Capital 1852 How to Keep A Players Productive 825

Title Index
How to Kill a Teams Creativity 2193 How to Kill Creativity 973 How to Live with Antitrust 4953 How to Lock Out the Maa 5084 How to Lose Your Star Performer Without Losing Customers, Too 427 How to Make a Global Joint Venture Work 678 How to Make a Team Work 2207 How to Make Experience Your Companys Best Teacher 1962 How to Make Incentive Plans Work 1542 How to Make People Decisions 852 How to Make R & D More Productive 2090 How to Make Reengineering Really Work 5922 How to Make That Trip Abroad More Exciting 611 How to Manage Customer Service 2488 How to Manage Improvement 5917 How to Manage Maintenance 885, 1989 How to Manage Pension Plans in Mergers 319 How to Manage Physical Distribution 2521 How to Manage Urban School Districts 6178 How to Map Your Industrys Prot Pool 3396 How to Market Surplus Real Estate 4837 How to Measure Marketing Performance 2827 How to Measure Yourself Against the Best 5907 How to Meet the Press 3009 How to Motivate Your Problem People 369 How to Name And Not Name A Business 5181 How to Negotiate a Term Loan 4775 How to Negotiate in Japan 4059 How to Negotiate with Employee Objectors 390 How to Organize for New Products 2937 How to Organize Information Systems 5657 How to Pay Your Sales Force 3154 How to Pitch a Brilliant Idea 1450 How to Plan and Control with PERT 5787 How to Plan for Management in New Systems 3276 How to Play to Your Strengths 578 How to Price Industrial Products 2611 How to Raise Prices Judiciously To Meet Todays Conditions 2959 How to Rank Computer Projects 5627 How to Rate Management of Investment Funds 4867 How to Rationalize Your Marketing Risks 2756 How to Reach the Overseas Market by Licensing 2663 How to Reach the Young Consumer 2753 How to Redeploy Assets 4634 How to Restore the Fiduciary Relationship 4794 How to Run a Meeting 1476 How to Segment Industrial Markets 2604 How to Sell New Ideas to the Cities 6092 How to Sell to Uncle Sam 3022 How to Sell Your Company 4642

432
How to Serve on a Hospital Board 813 How to Set Realistic Prot Goals 3493 How to Set Up a Project Organization 2211 How to Set Volume-Sensitive ROI Targets 4616 How to Spot a Technological Winner 2917 How to Stay on Top of the Job 1429 How to Stay Stuck in the Wrong Career 585 How to Trace and Recall Products 5009 How to Use Decision Trees in Capital Investment 5440 How to Use Market Share Measurements 2678 How to Win the Blame Game 1851 How to Write a Great Business Plan 3456 How to Write a Winning Business Plan 3468 How Top Non-Union Companies Manage Employees 859 How (Un)Ethical Are You? 5051 How Valuable Is Word of Mouth 2682 How Velcro Got Hooked on Quality 5904 How Venture Capital Works 4767 How We Built a Strong Company in a Weak Industry 3319 How We Went Digital Without a Strategy 132 How Well Is Employee Ownership Working? 409 How Well-Run Boards Make Decisions 177 How Were Fixing Up Tyco 269 How You Slice It: Smarter Segmentation for Your Sales Force 3140 Hows Your Return on People? 4852 The Human Costs of Manufacturing Reform 5846 The Human Dilemmas of Leadership 1298 Human Due Diligence 4473 The Human Moment at Work: Face-toFace Interaction 5675 Human Problems with Budgets 5386 Human Relations and the Nature of Man 886 Human Relations: Boon or Bogle? 6144 Human Relations in a Bank 902 Human Relations in Collective Bargaining 1146 Human Relations in Modern Business 1926 Human Relations or Human Resources? 1425 Human Relations: Rare, Medium, or Well Done? 1927 Human Relations Within Industrial Groups 1204 The Human Resources Decit 842 Human Resources in the 1980s 864 Human Resources Why the New Concern? 876 Human Side of Management 1370 Humanities for the Businessman 637 Humanize Your Selling 3145 Humble Decision Making 1606 Hustle as Strategy 1981 Hypermediation: Commerce as Clickstream 2578 I Thought I Knew What Good Management Was 2151 I Was a Soviet Manager 3555 I Was Greedy, Too 5052 IBMs Guidelines to Employee Privacy 871 Ideals for Export 6006 Ideas as Art 1319 If Brands Are Built Over Years, Why Are They Managed Over Quarters? 2348 If Kidnappers Strike... 679 If Private Equity Sized Up Your Business 4758 If You Love Your Information, Set It Free 5585 If You Want Honesty, Break Some Rules 1846 If Youre Not at the Table, Youre on the Menu 5099 Illusion in Lease Financing 5408 The ILO: Threat or Opportunity 1142 Image and Advertising 2277 Immolation of Business Capital 5401 Impact of Foreign Aid on U.S. Exports 3975 Impact of More Defense Dollars 6032 Impact of Shortages on Marketing 4295 Impact of Strategic Planning on Prot Performance 3434 The Impact of Technology 5513 Implementing New Technology 5683 Implications of Representation Trend for U.S. Corporations 414 The Importance of Being Human 5552 The Importance of Private Business Histories 659 Improve Distribution with Your Promotional Mix 2513 Improve Your Prots Day by Day! 3408 Improve Your Return on Returns 3037 Improved Payoffs from Transnational Advertising 2288 Improvements on the Noncompetition Agreement 5033 Improving Estimates That Involve Uncertainty 5463 Improving the Quality of Work Life 1063 Improving the Tools of Business: Recent Literature on Mathematical Techniques 5479 In a Merger, Consider All Employee Benet Funding 313 In a World of Pay 1508 In Collective Bargaining, the Winner Can Be a Loser 1109 In Conference 1499 In Defense of Insider Trading 4921 In Defense of Preferred Stock 4868 In Defense of the CEO Chair 182 In Minnesota, Business Is Part of the Solution 5949 In Praise of Boundaries: A Conversation with Miss Manners 1828 In Praise of Followers 1286 In Praise of Hierarchy 1875 In Praise of Middle Managers 1718 In Praise of the Incomplete Leader 1223 In Search of Global Leaders 2133 In Search of Productivity 3703 In Services, Whats in a Name? 2382 Incentive Compensation for Executives 1577 Incentive Compensation Plans for Executives 1587 Incentive Financing: A New Opportunity 4722 Incentive Systems of Wage Payments 468

433
Incentives for Foreign Nationals 682 Incidental Powers of National Banks: A Recent Extension 3908 The Incline of Quality 5913 The Increase of Taxes on Real Estate in American Cities 6104 Increasing the Productivity of Scientists 6173 The Incredibly Unproductive Shareholder 4905 The Independent et al. Versus the Chain 3103 Independent Stores Versus Chains in the Grocery Field 3098 An Index of Business Activity: Manufacturing Values and Payrolls 3736 An Index of the Dollar Volume of Retail Trade, 19141927 3745 Index of the Installation of Machinery in the United States Since 1850 5938 Indexes of Machine Utilization 5480 Indexes of the Stock-Sales Relationship in Retail Stores 3109 The Indian Market for Cotton Goods 5939 The Indianapolis Water Company Case 5148 Indirect Approach to Market Reactions 2846 Indispensable 1644 Industrial Advertising Pays Off 2298 Industrial Corporation Balance Sheets in Prosperity and Depression 3593 The Industrial Designer and the Businessman 5891 Industrial Distributors When, Who, and How? 3149 Industrial Dynamics: A Major Breakthrough for Decision Makers 3379 The Industrial Economist as Staff Ofcer 3802 The Industrial Enterprise in Russia 3566 Industrial Foundations and Community Progress 3689 Industrial Loan Policy of the RFC 3695 Industrial Marketing with a Flair 2605 Industrial Policy: It Cant Happen Here 3669 Industrial Policy: Slogan or Solution? 3668 Industrial Preparedness 6043 Industrial Pricing to Meet Customer Needs 2958 Industrial Procurement and Marketing 2613 Industrial R&D: Looking Back to Look Ahead 2075 Industrial Reconstruction of France Since the World War 3649 Industrial Relations Management 924 Industrial Relations with Professional Workers 1029 Industrial Selling: Beyond Price and Persistence 2603 The Industrial State: Old Myths and New Realities 4079 Industrial Working Capital During a Business Recession 3594 Industrialism and World Society 1916 The Industrialization of Service 3232 Industry Action to Combat Pollution 3887 Industry and Accounting in the U.S.S.R. 5299 Industry and the Aged 3793 Industry Bids for Atomic Power 3835 Industry Calls in the Doctor 459 Industry Must Prepare for Atomic Attack 4276 Industry Patterns of Executive Compensation 1570 Industry Struggle and Competitive Advantage 3334 Industrys Struggle with World Malnutrition 2034 Ination Accounting The Great Controversy 5289 Ination and Accounting 5294 Ination and Life Insurance 5161 Ination and Price Control 4041 Ination Danger Ahead? 4031 Ination in Perspective 4035 Ination-Proof Depreciation of Assets 5252 Ination Protection for Retired Employees 322 Ination: Verdict of the Market Place 4034 The Inuence of American Business on National Life 2063 Inuence of Interest Rates Upon Entrepreneurial Decisions in Business 3203, 4682 Inuence of Size of Business on Department Store Operating Results 3085 Inuence of Stock Split-Ups on Market Prices 4878 Informal Networks: The Company Behind the Chart 1871 Information About Procurement 3028 The Information Archipelago Governing the New World 5623 The Information Archipelago Maps and Bridges 5529 The Information Archipelago: Plotting a Course 5626 The Information Executives Truly Need 5336 Information from the U.N. 3624 Information in Advertising 2327 Information Partnerships Shared Data, Shared Scale 4507 The Information Revolution: Winners and Losers 1006 Information Sources in Business Writing and Speaking 1475 Information Sources on Life-Style/Career Planning 613 Information Technology and the Board of Directors 178 Information Technology and Tomorrows Manager 273 Information Technology Changes the Way You Compete 5594 Information Technology Puts Power in Control Systems 5521 The Inland Waterways of France 4217 The Inner Life of Executive Kids: A Conversation with Child Psychiatrist Robert Coles 6111 Inner Work Life: Understanding the Subtext of Business Performance 1031 Innovate Faster By Melding Design and Strategy 2679 Innovating for Cash 2889 Innovating Through Design 2491 Innovation and Applied Failure 994 Innovation as a Last Resort 3364 Innovation at the Speed of Information 961

Title Index
Innovation Challenges Conformity 1019 Innovation: The Classic Traps 932 Innovation Versus Complexity: What Is Too Much of a Good Thing? 3387 Innovative Imitation 2930 Inside Intel 2142 Inside Microsoft: Balancing Creativity and Discipline 953 Inside Outplacement My Search for a Job 432 Inside the Mind of the Chinese Consumer 3536 Inside Unilever: The Evolving Transnational Company 1753 An Insiders Call for Outside Direction 193 Insights Into Business and Society 2044 The Instability of Tariff Conditions in Europe 4023 The Installation of the Shop Committee 1215 Installment Finance and the Efcient Use of Capital 4566 Installment Selling: A Critical View 2442 Installment Selling [Reviews of Business Literature] 2450 Instilling Activism in Trustees 1808 Institutional Investors: The Reluctant Activists 4712 The Institutional YES: How Amazons CEO Leads Strategic Change ... with Todays Customer 2550 Insurance for Third World Currency Inconvertibility Protection 3572 Insurance in the U.S.S.R. 5160 Insurance Problems of the Business Executive 5165 Integrated Approach to Technical Stafng 1016 Integrating Critical Elements of Production Planning 5778 Integration in the Textile Industry 3251 Integration Managers: Special Leaders for Special Times 4491 Integration of Income Taxes: Issues for Debate 4144 Integration of Merchandising and Selling in Marketing Industrial Equipment 2615 Integration of People and Planning 3330 Intercompany Action to Adapt Jobs for the Handicapped 9 Interdivisional Pricing 5362 Interest of Trade Associations in Patents and Trademarks 5196 Interest Rates and Utility Stock Prices 4894 Interim Report on CMP 4293 Internal Auditing as an Aid to Management 5244 Internal Auditors Can Cut Outside CPA Costs 5238 Internal Uses of Accounting for Ination 5282 International Bankers: Size Up Your Competitors 4399 International Cartels 4109 International Cash Management 4739 International Control of Tin Ore 702 International Education: Focus for Corporate Support 6191 International Investments: Weighing the Incentives 3957 The International Labor Organization 1149

Title Index
International Patent Planning 5186 The International Scope of Merchandising Principles 2669 International Trade Without Money 3964 Interpersonal Barriers to Decision Making 1613 The Interpersonal Underworld 1494 Interpretations of PERT 5783 Interpretive Management: What General Managers Can Learn from Design 1310 Into the Fray 1652 Into the Telecosm 5667 Introducing T-Shaped Managers: Knowledge Managements Next Generation 959 An Introduction to a Statistical Study of Bond Yields 4467 Inventory-Driven Costs 5302 Inventory Valuation and the Business Cycle 5325 Inverse Seniority: Timely Answer to the Layoff Dilemma? 436 Investigative Negotiation 4971 Investing in a Dividend Boost 4693 Investing in Global Security 3855 Investing in Special Automatic Equipment 5662 Investing in the Future of Transportation 4190 Investment Advice 4885 Investment Analysis: Coping with Change 4866 Investment and the Industrial Cycle 3755 Investment Banking: Power Structure in Flux 4782 Investment Companies: Closed Ended Versus Open-Ended 4876 Investment in Chinas Postwar Industry 3628 Investment Norms in Chain Store Expansion 3060 Investment Opportunities as Real Options: Getting Started on the Numbers 4581 Investment Policies That Pay Off 4644 Investment Trusts 4728 Investment Trusts in America: A Three Year Record 4729 Investments of Banks and Insurance Companies 4731 Investments of Real Estate and Insurance Companies 4730 Investor Protection in Reorganization 4992 Investors Hunger for Clean Energy 4934 Invisible Resource: Women for Boards 745 The Invisible Services That Service Companies Generate 3961 The Invisible Director on Corporate Boards 195 An Iron Producer and the Business Cycle 3750 Ironic Contrast: US and USSR Drug Industries 815 Is a Share Buyback Right for Your Company? 4578 Is America in Decline? 3708 Is American Business Working for the Poor? 2008 Is Babbitt Dead 6134 Is Business Abandoning the City? 6098 Is Business Blufng Ethical? 5088

434
Is Business Letting Young People Down? 2045 Is Business Meeting the Challenge of Urban Affairs? 2037 Is Business the Source of New Social Values? 6129 Is Competitive Pricing Legal? 4956 Is Decit Spending Practical 4172 Is Economic Theory Outmoded? 3722 Is Foreign Infrastructure Investment Still Risky? 4734 Is Germany a Model for Managers? 1375 Is Individualism Disappearing? 6143 Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio 3357 Is Job Enrichment Just a Fad? 1060 Is Long-Term Ination Inevitable? 4037 Is Management a Profession 63 Is Management Creating a Class Society? 1133 Is Management Really an Art? 1329 Is Management Still a Science? 1325 Is Management Training Effective: Evaluation by Managers and Instructors 645 Is Management Training Effective: Measurement, Objectives, and Policy 644 Is Marketing a Science 2829 Is Nepotism So Bad? 891 Is Quality Out of Control? 5914 IS Redraws Competitive Boundaries 5524 Is Selling Technology to the Soviets Dangerous 6019 Is Silence Killing Your Company? 1833 Is Subcontracting the Answer? 4326 Is Success a Sin? 6112 Is the China Market for You? 2645 Is the Corporation Above the Law? 2048 Is the Corporation Next to Fall? 1904 Is the Cost of Distribution Too High? 2542 Is the Ethics of Business Changing? 5078 Is the United States Losing Its Foreign Markets? 4006 Is There a Best Way to Build a Car 5720 Is There a Doctor In-House? 791 Is There One Kind of Value? 4689 Is This the Right Time to Come Out? 378 Is Unemployment Chronic? 4267 Is Vertical Integration Protable 3250 Is Your Bad Debt Expense Too Low? 2432, 5400 Is Your Company a Take-Over Target? 4541 Is Your Company Prepared for Rough Weather? 3380 Is Your Company Ready for One-toOne Marketing? 2493 Is Your Cost Accounting Up to Date? 5349 Is Your Purchasing Department a Good Buy 3024 Is Your R&D on Track? 2076 Is Your Stock Worth Its Market Price? 4859 Is Your Strategic Alliance Already a Sale? 4504 Israels Future: Brainpower, High Tech and Peace 3616 IT Doesnt Matter 5603 IT Outsourcing: British Petroleums Competitive Approach 5610 IT Outsourcing: Maximize Flexibility and Control 5611 The IT System That Couldnt Deliver 5608 It Wasnt About Race, Or Was It? 717 Italys GFT Goes Global 2631 Its a Wyeth, Not a Warthol, World 2863 Its Not Easy Being Green 3871 Its Not Just About the Numbers 1620 Its Not Lonely Upstairs 1312 Its the Thought That Counts 1470 Its Time to Clean Up the Boardroom 238 Its Time to Make Peace with Iran 6004 Its Time to Make Trade Promotion More Productive 2732 Its Time to Research the Consumer 2841 Its Time to Retire Retirement 832 Ivor Tiefenbrun on Tapping Talent 5792 Jack on Jack 1367 James Callaghan: The Statesman as CEO 1289 Japan & the USA: Wrangling Toward Reciprocity 2635, 4053 Japan Where Operations Really Are Strategic 5774 A Japanese Giant Rethinks Globalization: An Interview with Yoshihisa Tabuchi 4737 Japanese-Style Entrepreneurship 495 Japans Dark Side of Time 3301 Jesse James at the Terminal 5578 Jimmy Carter: The Statesman as CEO 1287 Job Analysis and Classication in Payroll Administration 918 Job Descriptions for Executives 1702 Job Enrichment Lessons from AT&T 1065 Job Enrichment Pays Off 1069 Job Evaluation: A Case History 307 Job-Hopping and the MBA 438 Job Matching for Better Sales Performance 3151 The Job No CEO Should Delegate 1663 The Job of an Executive 2177 The Job of Job Evaluation 302 A Job Preview Makes Recruiting More Effective 875 Job Sculpting: The Art of Retaining Your Best People 1040 Job Security: Its Time Has Come 1051 John J. McCloy on Corporate Payoffs 5080 John Le Carre: The Dark Side of Organizations 1878 Johnnie Will Be an Executive, and Janie Will Be a ... 750 The Johnson Treatment 5972 Joining Forces with Foreign State Enterprises 5966 The Joint Capital Trust 1576 Joint Stock Companies and Foreign Capital in the State of Rio Grade Do Sul [Brazil] 3700 The Joint Venture A Way Into Foreign Markets 675 Joint Ventures in Russia: Put the Locals in Charge 671 Joint Ventures: Saving the Soviets from Perestroika 3543 Joint Ventures with Japan Give Away Our Future 1760 The Jointly-Owned Subsidiary 3264

435
Judging the Value of Commercial Paper 4454 The Judgment Factor in Investment Decisions 4658 Judo Strategy: The Competitive Dynamics of Internet Time 2582 A Just Gauge for Executive Compensation 1580 Just-in-Time Delivery Comes to Knowledge Management 952 Just in Time for the Holidays 2786 Just the Facts (and Forecasts) 5390 Just Trying to Help 2183 Keep Your Employees Out of the Hospital 816 Keep Your Trade Name or Trademark Out of Court 5179 Keeping in Place the Style Cycle 3112 Keeping Managers Off the Shelf 1721 Keeping to the Fairway 711 Key Options in Market Selection and Product Planning 5889 Key Problem of Retail Store Selling 3075 Key Questions in Pension Fund Investment 340 A Key to Good Stockholder Relations 4928 Keynes Today 4154 Keys to Corporate Growth 3410 Kids TV-Marketers on Hot Seat 5023 Kill a Brand, Keep a Customer 2355 A Kind Word for Cream Skimming 2960 The Kinesthetic Speaker: Putting Action Into Words 1459 Knee-Deep and Rising: Americas Recycling Crisis 3874 Know Your Strengths 588 Knowing a Winning Business Idea When You See One 477 Knowing What to Sell, When, and to Whom 2785 Knowing When to Pull the Plug 5897 The Knowledge Creating Company 927, 989 The Knowledge of an Executive 630 Kratylus Automates His Urnworks 5068 Labor and Management: The Illusion of Cooperation 1096 Labor and the Challenge of the New Leisure 6160 Labor at the Crossroads 1122 Labor in Midpassage 1147 Labor in the Pacic Coast Paper Industry: A Case in Collective Bargaining 1201 Labor Leaders and Society 1305 Labor, Management and Food 1084 Labor-Management Cooperation Today 1106 Labor-Management Relations Under the Taft-Hartley Act 1168 The Labor Movement Must Start Moving 1116 Labor Peace in Pacic Ports 1189 Labor Relations 1129 Labor Relations in the Common Market 1120 Labor Turnover in a Shoe Factory 439 Labor Under the National Recovery Act 1205 Labors Drive to Power, 19331937 1202 Labors Objectives 1170 Labors Response to Management 4310 The Lake Cargo Case 5208 Lancshire Cotton Corporation and Its Effect on World Competition 3351 Land for Industry: A Neglected Problem 5758 Landsdowne Company: A Case Dealing with the Decreasing of Seasonal Valuation in Production 2804 A Larger Language for Business 1440 Larger Stakes in Statehouse Lobbying 5965 The Last Gasp of GATTism: Collapse of the Four-Year-Long Uruguay Round 3936 Last Rites for Pattern Bargaining 1099 Laughing All the Way to the Bank 1830 Launching a World-Class Joint Venture 4480 Laws and Men in Labor Relations 1186 The Lawyers Role: An Argument for Change 5221 Lead for Loyalty 1956 Lead from the Center: How to Manage Divisions Dynamically 3424 The Leader as Analyst 2143 The Leader as Lobbyist 5941 The Leaders as Storyteller 1278 A Leaders Framework for Decision Making 1218 Leadership 1292 Leadership and the Psychology of Turnarounds 1247 Leadership Development: Perk or Priority 2250 Leadership in a Combat Zone 1257 Leadership in Literature: A Conversation with Business Ethicist Joseph L. Badaracco, Jr. 92 Leadership in the Automobile Industry 3531 Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives 1 The Leadership Journey 1250 The Leadership Lessons of Mount Everest 1263 Leadership, Past and Present 1306 Leadership Pattern in the Plant 1303 Leadership Run Amok 1227 Leadership: Sad Facts and Silver Linings 1256, 1291 The Leadership Team: Complementary Strengths or Conicting Agendas 2126 Leadership That Gets Results 1269 Leadership Under Fire 1225 Leadership Warts and All 1244 Leadership When There Is No One to Ask: An Interview with ENIs Franco Bernabe 1273 Leadership Within Organizations 1308 Leading a Supply Chain Turnaround 5833 Leading Change from the Top Line 3131 Leading Change in Latin America 2551 Leading Change When Business Is Good 122 Leading Change: Why Transformation Efforts Fail 118, 146 Leading Clever People 930 Leading for Value 4901 Leading in Times of Trauma 1254 Leading Through Rough Times 2705 A Leaf from Investment History 4330

Title Index
Lean Consumption 2458 The Lean Service Machine 3208 Learning Across Lines: The Secret to More Efcient Factories 5718 The Learning Curve as a Production Tool 2265 Learning from Customer Defections 2473 Learning from Losing a Customer 2601 Learning in the Thick of It 3268 Learning Processes for Strategic Advantage 143 Learning the Ropes: My Life as a Product Champion 5883 Learning to Do Business with Japan, Inc. 4058 Learning to Lead at Toyota 5506, 5717 Learning to Live with OSHA 5117 Learning to Love the Service Economy 3226 The Lease as a Marketing Tool 2440 Lease or Borrow New Method of Analysis 4656 Lease or Borrow Steps in Negotiation 4655 Leasing Versus Installment Sales in Marketing of Manufacturers Equipment 2452 Left on a Mountainside 5050 Legal and Ethical Issues in Performance Appraisals 289 Legal & Security Issues Posed by Computer Utilities 5655 Legal Aspects of the Proposed Regulation of the Railroad Holding Company 4790 Legal Counsel as a Social Adjuster 5222 Legal Guidelines for Directors 239 Legal Hazards of Intrastate Business 4159 Legal Limits of Competition 4948 Legal Protection of Computer Programs 5188 Legislative Threat to Transborder Data Flow 5570 Legislative Weapons in Inter-Industry Competition: Oils and Fats 5142 The Leisure Society 6138 A Less Powerful Economy Will Make America Less Powerful 3663 Less Risk in Inventory Estimates 5472 A Less Taxing Way to Pay Uncle Sam 5951 The Lesson of Guaranteed Mortgage Certicates 4432 Lessons from a New Ventures Program 3429 Lessons from Germanys Midsize Giants 2787 Lessons from the Leaders of Retail Loss Prevention 3036 Lessons from the Rise and Fall of Nations 3709 Lessons from Toyotas Long Drive 3311 Lessons in Power: Lyndon Johnson Revealed 1228 Lessons in the Service Sector 3223 Lessons Learned from the 1974 CD Market 4408 Let First-Level Supervisors Do Their Job 1729 Let There Be Light (Without Sound Analysis) 3273 Lets Bury the Gold Standard 3726 Lets Change the Way the Pentagon Does Business 6018

Title Index
Lets Compete with Loan Sharks 4560 Lets Conduct Defense as a Business 6037 Lets Export Marketing Know-How 2662 Lets Get Back to the Competitive Market System 4078 Lets Get Cost Pricing Out of Our Laws 5123 Lets Hear It for B Players 1832 Lets Internationalize Defense Manufacturing 6024 Lets Keep Our Dual Retirement System 330 Lets Listen to Latin America 3983 Lets Not Panic About Third World Debts 3956 Lets Put Consumers in Charge of Health Care 768 Lets Put More Spirit in de Corporation 1987 Lets Put Realism Into Management Development 617 Lets Restore Balance to Product Liability Law 5007 Lets Solve the Endowment Crisis 6192 Lets Stop Chasing Rainbows 3575 Lets Write Off MESBICs 4783 Letter from Japan 4044 A Letter to the Chief Executive 2135 Letting Go 1393 Level 5 Leadership: The Triumph of Humility and Fierce Resolve 1231, 1267 Leveraged Growth: Expanding Sales Without Sacricing Prots 4575 Leveraging the Psychology of the Salesperson: A Conversation with ... Anthropologist G. Clotaire Rapaille 3136 Leveraging to Beat the Odds: The New Marketing Mindset 2715 Liability of the Manufacturer of a Defective Article for the Injury to the Person or Property of the Ultimate Consumer 5013 Liberal Arts as Training for Business 650 The Liberal Arts in Management 6196 License to Overkill 5031 Lie Detectors Fail the Truth Test 386 Life in the Automatic Factory 5699 Life of Frederick W. Taylor A Review 1352 Lift Outs: How to Acquire a High Functioning Team 2181 Limit DCF in Capital Budgeting 4641 The Limited, Traditional World of Supervisors 1726 Limiting Executive Salaries in Wartime 4312 Limits of Persuasion 1921 Limits of the Learning Curve 5870 The Limits on Black Capitalism 3683 Limits on Decentralized Prot Responsibility 4652 Lincoln Electrics Harsh Lessons from International Expansion 667 Line-Staff Is Obsolete 2215 Link Manufacturing Process and Product Life Cycles 2992 Liquidity of War Producers 4318 Listening and Responding to Employees Concerns 862 Listening Begins at Home 2806 Listening to People 1496 The Literature of Business History 77

436
The Literature of Life Insurance 5159 The Littlest Sales Force 3139 The Living Company 1963 Living with Collective Bargaining 1187 Living with Price Control Abroad 3955 Loaned Executives Shake Up a States Government 5963 Local Memoirs of a Global Manager 670 Locality Price Differentials in the Western Retail Grocery Trade 2973 Localization: The Revolution in Consumer Markets 3042 Lofty Missions, Down to Earth Plans 1786 The Logic of Department Store Organization 3117 The Logic of Electronic Markets 2593 Logic of Global Businesses: An Interview with ABBs Percy Barnevik 1755 Logistics Essential to Strategy 2512 Logistics for the International Manufacturer 2524 The Logistics of Distribution 2526 The Loneliness of the Small-Business Owner 509 Long-Range Planning of Industrial Research 1630 Long Range Technical Planning 2088 A Longer Vacation 843 A Look at CEO Succession 1676 A Look at the Variable-Maturity Loan 4613 Look Before You Lay Off 425 Look Beyond the Obvious in Plant Location 5745 Look to Consumers to Increase Productivity 3228 Look to First to Failure 5919 Look to Outsiders to Strengthen Small Business Boards 523 Look to Receivables and Other Assets to Obtain Working Capital 5227 Look to Your Front Line for the Future 822 Looking Ahead 1925, 3728 Looking Forward with the Tanner 3415 Losing It 366 Losing Something in Translation 2649 The Loss of Work: Notes from Retirement 310 Lost Sales Opportunities in Retailing 3080 A Lot of Learning Is a Dangerous Thing 620 Louis W. Cabot on an Effective Board 232 Low Pressure Selling 3180 Low-Cost Hospitalization Protection 820 Low-Cost Housing in the United States 3734 Low-Pressure Selling 3126 Loyalty-Based Management 2477 Lumber: An Old Industry and the New Competition 3349 The Lure of Global Branding 2370 Luxury for the Masses 2403 M & A Neednt Be a Losers Game 4482 A Machinist Looks at Management 1183 Macroeconomic Policy Should Make Manufacturing More Competitive 3664 Mad About Plaid 5734 Made in America (Under Japanese Management) 1412 Made in U.S.A.: A Renaissance in Quality 5901 The Magic of Multinational Management 1777 The Magnitude of the Task of the Politician 6002 The Mail Order Policies of a Department Store 3122 Maintaining a Strong Aircraft Industry 4204 Major DOD Procurements at War with Reality 6021 Major Economic Problems of Mobilization 4282 Major Sales: Who Really Does the Buying 2401, 2410 Make Conict Work for You 1900 Make Information Services Pay Its Own Way 5616 Make It or Sell It Dont Keep Track of It 1394 Make or Buy Re-Examined 5476 Make Overhead Cuts that Last 5352 Make Performance Appraisal Relevant 294 Make Projects the School for Leaders 1279 Make Sure Your Customers Keep Coming Back 2729 Make TF Serve Corporate Planning 2793 Make the Most Out of Your Corporate Identity 2386 Make the Sales Task Clear 3147 Make Way for the New Organization Man 1896 Make Your Back Ofce an Accelerator 1941 Make Your Company a Talent Factory 1638 Make Your Dealers Your Partners 2502 Make Your Equal Opportunity Program Court-Proof 17 Make Your MBO Pragmatic 1625 Make Your Plant Managers Job Manageable 5814 Make Your Staff Pay Its Way 1316 Make Your Values Mean Something 1455 Making Across-the-Board Incentives Work 442 Making Behavioral Science More Useful 6123 Making Booms Bear the Burden of Relief 4273 Making Business Sense of the Internet 2585 Making Capitalism Work in the Ghettos 4081 Making Competition in Health Care Work 775 Making Cool Brands Hot 2359 Making Cost Control Work 5873 Making Differences Matter: A New Paradigm for Managing Diversity 5 Making Disputes Over Dismissals Win-Win Situations 434 Making Distributed Data Processing Work 5636 Making Human Relations Work 909 Making Incentives Work 455 Making It Electronically 5531 Making Judgment Calls: The Ultimate Act of Leadership 1220 Making Mass Customization Work 979 Making Money Through Marketing 2742

437
Making Money with Proactive Pricing 2955 The Making of a Corporate Athlete 1039 The Making of a French Manager 1379 The Making of an Expert 2244 Making Partner: A Mentors Guide to the Psychological Journey 429 Making Patents Work for Small Companies 5175 Making Planning Strategic 3464 Making Pollution Prevention Pay 3878 Making Real Options Really Work 4570 Making Relationships Work 1030 Making Sense of Corporate Venture Capital 4763 Making Sense of Management Theory 1339 Making Sense of Nonbusiness Accounting 1807 Making Sense of Scanner Data 2810 Making Staff Consulting More Effective 2114 Making Strategy: Learning by Doing 3453 Making Supply Meet Demand in an Uncertain World 5767 Making the Audit Committee Work 5241 Making the Deal Real: How GE Capital Integrates Acquisitions 4498 Making the Major Sale 3127, 3156 Making the Marketing Concept Work 2769 Making the Most of Cultural Differences 2623 Making the Most of European Factories 5722 Making the Most of On-Line Recruiting 837 Making the World Safe for Markets 3610 Making Warehousing More Efcient 2510 Making Your Marketing Strategy Work 2730 Man-Hunt for Top Executives 1708 The Man on the Assembly Line 1081 Man-Power Allocation in Germany 3567 Manage Beyond Portfolio Analysis 3430 Manage Customer-Centric Innovation Systematically 2882 Manage Customers for Prots (Not Just Sales) 2723 Manage Marketing by the Customer Equity Test 2711 Manage Risk in Industrial Pricing 2956 Manage the Customer, Not Just the Sales Force 2486 Manage Your Energy, Not Your Time 2243 Manage Your Human Sigma 2456 Manage Your Sales Force as a System 3158 Management and Collective Bargaining 1200 Management and the Assembly Line 1078 Management and the Ethical Investors 4936 Management and the Professional Employee 1924 Management and the Public Stockholder 4927 Management and the Worlds Work 1327 The Management Aspect of the Comptrollers Work 5427 Management Assistance for Small Business 544, 561 Management Audit of the EDP Department 5646 Management by Computer Graphics 5503 Management by CSROEPM 1627 Management by Executive Committee 1318 Management By Fire 1842 Management by Task Force 2214 Management By Whose Objectives 284, 1626 The Management Challenges of Marketing Costs 2775 Management Communication and the Grapevine 1501 Management Considerations on LIFO 5317 Management Consultants Deal with People 2120 Management Control in Uniform 4288 Management Development Is a Game 633 Management Evolution in the Quantitative World 1334 Management Factors Affecting Absenteeism 405 Management Handbooks for Continuing Education 48 Management in the 1980s 5698 Management Information Systems for Directors 237 Management Labor Cooperation 1185 Management Lessons from Airline Deregulation 5104 Management Lessons from Mars 1827 Management Men and Women: Closed vs. Open Doors 1399 Management Methods from Aerospace 5898 Management Must Be Made Accountable 1631 Management Must Manage 72 Management of Differences 896 Management of Disappointment 1297 The Management of Figures 2175 Management of Government Programs 5974 The Management of Ideas 1421 Management of International Production 695 Management of Objectives 1623 Management of Technology 5624 Management of the Federal Debt 4164 Management of Voluntary Welfare Agencies 1820 The Management Politician 1917 Management Power and Stockholders Property 4933 Management Prerogatives 1193 Management Problems in 1963 3721 Management Problems of Cooperative Marketing Associations 2783 Management Problems of European Insurance Companies Since the Armistice 5166 The Management Process in 3-D 1335 Management R & D 1616 Management Research 5496 Management Research Methods and Qualications 1349 Management Science and Business Practice 1330 Management Services for Small Business Through Trade Associations 560

Title Index
Management Specs for Stockless Production 5771 Management Strategies for Small Companies 536 The Management Style of John deButts: An Interview 1414 Management Time: Whos Got the Monkey? 1410 Management with Objectives Or By Reactions 2606 Managements Approach to the Annual Wage 1178 Managements Concern with Research in Industrial Psychology 1348 Managements Cracked Voice 3013 Managements New Role 1336 Managements Responsibilities in a Complex World 71 The Manager and the Black Box 5553 Manager Involvement Needed in Computer Selection 5634 The Manager: Master and Servant of Power 1877 The Managerial Merry Go-Around 614 The Managerial Mind 1342 Managers and Leaders: Are They Different? 1240, 1282, 1293 Managers and Lovers 1879 Managers Can Avoid Wasting Time 603 Managers Can Drive Their Subordinates Mad 392 Managers Guide to Forecasting 3758 Managers in Transition 649 The Managers Job: A Systems Approach 1428 The Managers Job: Folklore and Fact 1384, 1409 Managers Misconceptions About Technology 5684 Managers Must Manage 1176 A Managers Primer on Forecasting 3763 The Managers Span of Control 1317 Managers with Impact: Versatile and Inconsistent 1403 Managing a Manic-Depressive 377 Managing a Worldwide Business 693 Managing After the Revolutionaries Have Won 674 Managing Against Apartheid 2012 Managing Against Expropriation 1768 Managing as If Shareholders Matter 4910 Managing as If Tomorrow Mattered 4614 Managing Authenticity: The Paradox of Great Leadership 1230 Managing Away Bad Habits 376 Managing By Commitments 1600 Managing By Wire 5681 Managing Change: The Art of Balancing 148 Managing Emotional Fallout 372 Managing Financial Statements Image and Effect 5398 Managing for Business Effectiveness 1629 Managing for Creativity 935 Managing for Efciency, Managing for Equity 6056 Managing for Organizational Integrity 5058 Managing for Shareholder Value From Top to Bottom 4909 Managing for the Next Big Thing 130 Managing Global Accounts 2618 Managing Government, Governing Management 6051 Managing Guaranteed Employment 868

Title Index
Managing Hybrid Marketing Systems 2718 Managing in a Borderless World 1759 Managing in an Age of Modularity 139 Managing in the Age of Gurus 1324 Managing in the Cappuccino Economy 1856 Managing in the Euro Zone 3926 Managing in the Marketplace 2592 Managing in the Whitespace 960 Managing Information Systems By Committee 5630 Managing Innovation: Controlled Chaos 1000 Managing Innovation in the Information Age 985 Managing International Information Systems. 5528 Managing Manufacturing Lead Times 5779 Managing Middlescience 361 Managing Multicultural Teams 2182 Managing Oneself 594 Managing Our Way to Economic Decline 2122, 2156 Managing Our Way to Higher ServiceSector Productivity 3214 Managing Physical Distribution for Prot 2511 Managing Price, Gaining Prot 2952 Managing Professional Intellect: Making the Most of the Best 977 Managing Real Estate to Build Value 4829 Managing Risk in an Unstable World 3921 Managing Risks in Foreign Exchange 4747 Managing Risks in Mexico 3934 Managing Suppliers up to Speed 5845 Managing Technological Change: A Box of Cigars for Brad 1007 Managing Technological Innovation 5355 Managing the Costs of Information 5641 Managing the Crisis in Data Processing 5638 Managing the Crisis You Tried to Prevent 1605 Managing the Four Stages of EDP Growth 5689 Managing the Merger: A Strategy for the New Germany 3615 Managing the Paradox of Organizational Trust 1881 Managing the Right Tension 3313 Managing to Manage the Computer 5656 Managing Without Managers 1386 Managing Your Boss 2247, 2254, 2256 Managing Your Lawyers 5219 Managing Yourself 2246 Maneuver Warfare: Can Modern Military Strategy Lead You to Victory? 3291 The Manseld Boiler and Heather Company 1713 A Manufacturer Tries to Neutralize the Energy Uncertainties 3822 The Manufacturers Agent as a Channel of Distribution 2540 Manufacturers Problem of Returned Merchandise 3091 Manufacturers Problems Under Price Controls 4039

438
Manufacturing By Design 5768 Manufacturing in Jeopardy 5788 Manufacturing Missing Link in Corporate Strategy 5781 Manufacturing Offshore Is Bad Business 5740 Manufacturing Operations and the Business Cycle 3752 Manufacturing Performance Pulling the Right Levers 5813 Manufacturing: The New Case for Vertical Integration 3249 Manufacturing Versus Purchasing 5875 Manufacturings Crisis: New Technologies, Obsolete Organizations 5927 Manufacturings New Economies of Scale 5799 Many Best Ways to Make Strategy 3326 Many Happy (Product) Returns 2464 Maos Pervasive Inuence on Chinese CEOs 1356 Mapping Differences: The Central Challenge of Global Strategy 660 Mapping the World of Customer Satisfaction 2469 Mapping Your Competitive Position 3281 Mapping Your Innovation Strategy 3284 The Market Action of New Issues: A Test of Syndicate Price Pegging 4466 Market Attitudes: A Research Report from the Medical Field 2842 Market Busting: Strategies for Exceptional Business Growth 2692 Market Capitalization Rates of Industrial Earnings 4688 A Market-Driven Approach to Retaining Talent 430 Market Factors Limiting Chain-Store Growth 3097 Market Incentives for Safety 5101 Market Potentials, 1948 3770 The Market Research Encyclopedia 2814 Market Research the Japanese Way 2815 Market Share A Key to Protability 2676 Market-Share Leadership Not Always So Good 2672 Market Success Can Breed Marketing Inertia 2735 Market Testing 2837 Marketers Fiddle While Consumers Burn 5026 Marketers Turn to Counter-Segmentation 2741 Marketing: A Lesson for Marx 3560 Marketing and Its Discontents 4071 Marketing as a Science 2832 Marketing Biscuits and Crackers 3354 Marketing Costs and Mathematical Programming 5474 Marketing Ethics & the Consumer 5089 Marketing for Nonprot Organizations 1815 Marketing in an Age of Diversity 2721 Marketing in an Unpredictable World 2784 Marketing Intangible Products and Product Intangibles 2736 Marketing Is Everything 2408 Marketing Malpractice: The Cause and the Cure 2689 Marketing Myopia 2694, 2748, 2767 A Marketing of Petroleum Products 2776 The Marketing of Radio Broadcasting Service 2868 The Marketing of Unquestionables 2738 Marketing Performance What Do You Expect? 2788 Marketing Personal Airplanes 4199 Marketing Planning for Industrial Products 2610 Marketing Planning That Gets Things Done 3481 Marketing Practices of Food Manufacturers 2529 Marketing PreFabricated Houses 3345 Marketing Problems in the Aviation Industry 4228 Marketing Problems of the Bituminous Coal Industry 3844 Marketing R&D for Military Products 2095 Marketing Strategies to Maintain Full Employment 851 The Marketing Structure in the Grocery Store Industry 2533 Marketing Subversives 2725 Marketing Success Through Differentiation If Anything 2740 Marketing Tactics in a Time of Shortages 2751 Marketing to Generation(r) 3141 Marketing When Things Change 2743 Marketing Without Exchange of Money 2734 Marketings Stepchild: Product Publicity 2923 Markets in Motion 2416 Mass Advertising: The Message Not the Measure 2290 Mass Customization at HewlettPackard: The Power of Postponement 5879 The Mass Image of Big Business 69 Massachusetts Prepares for Tomorrow 4383 Master of the House: Why a Company Should Take Control of Its Building Projects 4828 Master Plan for Information Systems 5661 Master Plan for Management Development 646 Master Plan for Merger Negotiations 4537 Mastering Chaos at the High-Tech Frontier 986 Mastering the Three Worlds of Information Technology 5600 Mastering the Value Chain 3292 Match Manufacturing Policies and Product Strategy 5773 Match Supply and Demand in Service Industries 3231 Match Your Innovation Strategy to Your Innovation Ecosystems 3257 Match Your Sales Force Structure to Your Business Life Cycles 3132 Matching the Individual and the Organization 1888 Matching White-Collar Skills to the Work 1052 Material Control in the Ship-Building Industry 4015 The Materials Age 5857 Materials Management as a Prot Center 5855 Materials Management in the Airframe Industry 5862

439
Materials Managers: Who Needs Them? 5850 Mathematical Approach to Long-Range Planning 5488 Mathematical Models in Capital Budgeting 5490 Mathematical Programming: Better Information for Better Decision Making 5477 Mathematics for Decision Makers 5475 Mathematics for Production Scheduling 5473 Mating Behavioral Science and Simulation 5467 Matrix Management: Not a Structure, a Frame of Mind 1311 Matthew Carey 268 The Maturing of Consumerism 5017 Maximizing Your Return on People 823 MBAs: Mobile, Well Situated, Well Paid 98 MBO Goes to Work in the Public Sector 6064 The McKesson & Robbins Reorganization 4991 The Meaning of Scientic Management 1344 Meaning of the Grievance Procedure 1164 Meaningful Costs for Management Action 5360 Measure Costs Right: Make the Right Decisions 5343 Measurement of Advertising Audiences 2318 Measurement of National Advertising 2319 Measures of Occupational Success 1931 Measuring Company Growth Capacity During Ination 5285 Measuring Investment Center Performance 4624 Measuring Prot Center Managers 1675 Measuring Readiness to Buy 3199 Measuring the Impact of Ination on Working Capital 4610 Measuring the Performance of the Production Department 5483 Measuring the Productivity of Capital 4671 Measuring the Strategic Readiness of Intangible Assets 5234 Mechanical Aids to Merchandise Control in Department Stores 5322 Mechanization in Industry 5701 Mechanizing Paper Work 5566 Media Policy: What Media Policy? 3001 A Medical Program in Aviation 821 Medicare on the Critical List 790 Medicine, Management, and Mergers 774 Medium-Sized Companies: Outank the Hungry Bankers 4407 Meet the Innovation Capitalists 2877 Meeting the Challenge of Corporate Entrepreneurship 3420 Meeting the Challenge of Disruptive Change 135 Meeting the Competition of Giants 542 Meetings That Work: Plans Bosses Can Approve 1468 Megamarketing 2639 The Memo Every Woman Keeps in Her Desk 727 Menace of Export Subsidies 3997 Mental Health in Industry 2234 The Merchandising of Ideas 5194 Merchandising Service in Newspaper Advertising 5481 Mergers and Acquisitions 4548 Mergers in the Cotton Industry 4553 Mergers Under Scrutiny 4540 Merit Rating as a Management Tool 305 Message and Muscle: An Interview with Watch Titan Nicolas Hayek 3397 Method for Evaluating Supervisory Personnel 1712 Methods in the Distribution of Securities to Investors by an Originating House 4793 Methods in the Setting of Piece Rates by Time Study: The Mentley Automatic Devices Company 469 Methods of Wage Payment: A Critical Evaluation 470 Methods of Wage Payment: The Day Wage 467 Methods or Results: Prot Motives or Ego 2178 Mexican Workers North of the Border 741 Mexico Opening Ahead of Eastern Europe 2633, 3938 Mezzanine Money for Smaller Businesses 4771 Microcapitalism and the Megacorporation 1995 Micro-Capitalism: Eastern Europes Computer Future 2632 The Micromanager 1360 The Middle Manager as Innovator 1717, 1725 Milestones for Successful Venture Planning 3467 Milestones in the Path of Accounting 5425 Military Procurement in Peacetime 6045 Milk Delivery: Necessity or Luxury? 2530 Mind Your Pricing Clues 2942 Minerals and War 4352 Mining Gold in Not-for-Prot Brands 2354 Minnesota Labor Relations Act: An Opinion Survey 1158 Minority Owners Can Avoid SqueezeOuts 549 Mirage of Prot Decentralization 4651 Mirror, Mirror on the Wall 5591 MIS Is a Mirage 5597 Misevaluation of Investment Center Performance 5358 The Misinformed Employee 1166 The Mismanagement of Customer Loyalty 2462 Missing Ingredient in Sales Training 3174 The Mission of Our Business Society 2026 Mr. Executive Goes to Washington 5967 Misunderstanding the Retailer 3066 MNCs: Get Off the Reorganization Merry-Go-Around 1762 MNCs in the Third World: Is Conict Unavoidable? 1778 MNCs on Trial 1779 The Mobile Manager at Mid-Career 618 Mobile Managers Well Paid and Discontent 610 Mobilizing Industry for War 4354 Model for Branch Store Planning 5460

Title Index
Models for Financially Healthy Hospitals 811 A Modest Manifesto for Shattering the Glass Ceiling 718 Modular Production A New Concept 5819 Moments of Greatness: Entering the Fundamental State of Leadership 1232 Moments of Truth: Global Executives Talk About the Challenges That Shaped Them as Leaders 572 Mommy-Track Backlash 715 Monetary Stability Through a World Central Bank 3897 Money Management Powers of the Treasury and Federal Reserve Banks 3905 The Money Markets Before and After the War 4753 A Money Measure of Magazine Reader Interest 2869 The Money Value of Time 1610 Monitor Your Market Continuously 2796 Monsatos Early Warning System 5008 The Moonlighter 370 The Moral Crisis in American Capitalism 4074 Moral Dilemma of an Industrialist 6156 Moral Hazards of an Executive 2168 Moral Issues in Investment Policy 4937 Moral Mazes: Bureaucracy and Managerial Work 6120 Morality of Advertising 2296 More Companies Are Buying Back Their Stock 4923 More for Your Money from the Media 2287 More Government in Business 5121 More Heat in the Soviet Hothouse 3552 More Productivity from Engineers 5715 More Psychology in Selling 2425 More Reason in Small Business Financing 552 More Return from Your Film Dollar 1492 More Scope for Credit Managers 2436 More Sense About Market Segmentation 2763 More Value from Personnel Testing 895 Mortgages as Life Insurance Company Investments 4846 Moscow Goes International 3549 Mothers Work 731 Motivating Executives to Keep Physically Fit 2228 Motivating People with Meaningful Work 1068 Motivational Approach to Management Development 299 Motives as a Tool of Market Research 6157 The Motor Bus Situation in 1925 4245 Motorola Executives Call on Consumers in Their Homes 2823 Motorola U: When Training Becomes an Education 2255 Mountain Moving in Seattle 3701 Moves Americans Must Make 3942 Moves Europeans Are Making 3941 Moving from the GAAP to WAP 5267 Moving to Metric Makes Dollars and Sense 5871 Moving Upward in a Downturn 3293 M-R Snake Dance 3170 MRP, JIT, OPT, FMS?: Making Sense of Production Operations Systems 5809

Title Index
Much Ado About Mentors 607 Multi-Employer Pensions & Labor Mobility 332 Multihospital Holding Companies 809 Multinational Enterprise & National Sovereignty 1781 Multinationalism and the 29th Day 1780 Multinationals: The End of U.S. Dominance 1766 Multiproject Control 5900 Multi-Stage Approach to Pricing 2967 Munchausen at Work 355 Municipal Trade Barriers 4116 Muscle Build the Organization 1980 Must Advertising Communicate to Sell? 2301 Must Capitalism Crawl 4084 Must CIM Be Justied By Faith Alone? 5705 Must Finance and Strategy Clash? 1978 Must 1929 Repeat Itself? 3587 Must Success Cost So Much? 2157 Mutual Investment Funds 4725 My Employees Are My Service Guarantee 2480 My Extreme MBA: How Hardship, Chaos, and the Fog of War Made a Stronger, Wiser, ... Leader 1219 My Fathers Business Career 75 My Union: An Inside Story 1167 My Week as a Room Service Waiter at the Ritz 3210 The Mysterious Disappearance of Retained Earnings 5396 The Mystique of Super-Salesmanship 3168 The Myth of Americas Economic Decline 3711 The Myth of Japans Low-Cost Capital 4769 Myth of Real-Time Management Information 5696 The Myth of Secure Computing 5573 The Myth of the Top Management Team 2141 Myth of the Well-Educated Manager 99 Mythology, Markets and the Emerging Europe 3612 Mythology on Madison Avenue 2303 Myths and Realities About the Soviet Union 3568 Myths That Mislead U.S. Managers in Japan 683 NAM: Spokesman for Industry 3236 The Napsterization of B2B 2569 Narcissistic Leaders: The Incredible Pros, the Inevitable Cons 1238, 1270 National Association of Securities Dealers 4817 National Security and Our Technology Edge 6164 National Strategy for Stronger U.S. Competitiveness 3667 Nationalist Ideals and Internationalist Idols 3598 Natural Born Entrepreneur 476 Natural Gas and Patterns of Regulation 3832 Natural Resource Assets: Their Treatment in Accounts and Valuation 5411 Navy Accounting: A Lesson in Adaptation 6046 The Necessary Art of Persuasion 1463 The Need for an Adequate Survey of

440
Domestic Building Requirements 4849 Need for International Uniformity in Business Statistics 3756 Needed: A Closer Look at Industrial Medical Programs 817 Needed a Marketing Preparedness Plan 2774 Needed: A New System of Intellectual Property Rights 5172 Needed: Local Leadership in Depressed Areas 2054 Needed: New Perspective on Health Services 814 Needed: Statutory Reform to Improve Consent Decree Process 4804 A Neglected Audience in Public Relations 3018 Negotiated Contracts 4343 Negotiating Investment in Emerging Countries 3980 Negotiating the Spirit of the Deal 4975 Negotiating with a Client You Cant Afford to Lose 2481 Negotiating with Third World Governments 4985 Negotiating Without a Net: A Conversation with the NYPDs Dominick J. Misino 4976 Negotiators Abroad Dont Shoot from the Hip 4984 Nestle At Home Abroad 1770 Net Content: From Free to Fee 2559 A Network of Invention 941 Networked Incubators: Hothouses of the New Economy 478 The New Appeal of Private Labels 2372 New Approach to Employee Health Programs 460 New Approach to Executive Selection 1707 New Approach to Facilities Location 5750 The New Atlantic Century 3925 New Attack on the Legitimacy of Business 4075 New Back Ofce Focus on Customer Service 2483 New Balance Sheet for Managing Liquidity and Growth 4605 New Basing Point Problems 5203 New Battleground: Consumer Interest 2415 New Blood for Tired Hospitals 812 A New Blueprint for Business Architecture 1957 The New Boundaries of the Boundaryless Company 1873 New Business from New Towns 3681 New Business with the New Military 6014 The New Capital Thing 6114 The New Competition in World Banking 4400 New Context of Personal Appraisal 296 The New Corporate Philanthropy: Integrating Social Initiatives with Strategic Goals 259 New Criteria for Market Segmentation 2764 The New Deal in Ancient Greece 6079 The New Defenders of Capitalism 4076 New Dimension in Consumer Analysis 2417 New Dimension in Measuring Morale 404 New Dimensions in Top Executive Reading 640 New Directions in East-West Trade 3965 The New Economic Policy of the Dutch East Indies 3697 The New Economy Is Stronger Than You Think 3702 New Elements in American Business Efciency 1211 New Emphasis on Divestment Opportunities 4632 New Englands Decline in the American Economy 3729 New Englands Economic Prospects 3692 New Era in Transportation Strategy 2508 The New Era of Eurocapitalism 3613 New Factors in Plant Location 5747 New Financial Priorities for MNCs 4743 New Forces in the Economy 3765 New Framework for Corporate Debt Policy 4623, 4654 A New Game Plan for C Players 1662 New Gold Mines and Mineelds in Market Research 2816 The New Health Cost Crisis 769 New Horizons in Business Policy 3492 The New Indian Consumer 2400 The New Industrial Competition 3338 The New Industrial Era 3595 New Insight, New Progress, for Marketing 2423 New Interest in Incentive Financing 4646 New Interest of U.S. Industry in the Caribbean 2643 New Labor-Management Models from Detroit? 1090 The New Landscape for Nonprots 1789 New Light on the Consumer Market 2839 The New Logic of High-Tech R&D 5797 New Look at Money and Credit 3901 A New Look at Stock Control 5323 New Management Job: the Integrator 2089 The New Managerial Work 158 A New Mandate for Human Resources 841 New Marketing Concepts 2838 The New Markets Think Before You Leap 2795 The New Math of Ownership 407 The New Meaning of Quality in the Information Age 5577 New Measures of the Business Cycle 3774 A New Method of Testing Advertising Effectiveness 2332 The New New Product Development Game 2911 The New Old-Fashioned Banking Program 4392 New/Old Top Management Aid: The Executive Secretariat 278 New Patterns for Overseas Operations 698 A New Pension Plan 346 New Perspectives on Public Relations 3015 The New Policy of the American Telephone and Telegraph Company 4687 New Potentials of Materials Handling 5859

441
New Price Tags for Government Managers 6067 The New Product Development Map 2909 The New Productivity Challenge 3217 New Productivity Incentive for Defense Contractors 6016 New Projects: Beware of False Economies 5925 New Promise of Computer Graphics 5500 The New Regionalism 3685 The New Religion of Risk Management 5153 The New Road to the Top 1651 New Round of Steel Expansion 3723 The New Rules for Bringing Innovations to Market 2887 New Sales Management Tool: ROAM 2758 The New Science of Records Management 5560 The New Science of Sales Force Productivity 3124 The New Society of Organizations 988 New System for Divisional Control 3437 New Technique for Intracompany Pricing 5363 New Technologies for Emerging Economies 3623 New Template for Todays Organization 277 New Thinking on How to Link Executive Pay with Performance 1512 New Threat in State Business Taxation 4157 A New Tool for Boards: The Strategic Audit 186 The New Trade-Mark Law 5192 New Trend in Finance: The Negotiable C.D. 4422 New Union Frontier: White Collar Workers 1125 New-Venture Ideas: Do Not Overlook Experience Factor 530 New Venture Management in a Large Company 1010 New Ventures for Antipoverty Agencies 3778 New Ventures for Corporate Growth 3308 New Ventures: Lessons from Xerox and IBM 2908 New Video Technology Poses Perils for Some Advertisers 2282 New Way to Make Product Line Decisions 2384 New Way to Measure Consumers Judgments 2821 New Ways to Reach Your Customers 3150 New Weapons Against Bigness 4949 New Windows on the World 622 New Word-of-Mouth Advertising Works 2300 The New Work of the Nonprot Board 1793 The New World Disorder 6003 New Worlds of Computer-Mediated Work 5685 New York City in the Post War Period 4381 News Print: Costs and Competition 2867 Next Big Industry: Environmental Improvement 2086, 3883 Next in Corporate Finance IndexLinked Loans? 4403 Next Revolution in Retailing 2522 The Next Revolution of the Retailing Wheel 2595 Next-to-Last Word on Endangered Directors 5006 The Next 20 Years: How Customer and Workforce Attitudes Will Evolve 2397 Nice Girls Dont Ask 709 The Nice Guy 1647 The 1937 Recession in England 3588 No Connection Between Executive Age and Corporate Performance 1682 No Easy Road to Market Orientation 2765 No Excuses Management 5514 No More Cozy Management Buyouts 4515 No-Nonsense Guide to Measuring Productivity 5485 No Ordinary Boot Camp 2252 Nobody Trusts the Boss Completely Now What? 1673 None of Our Business 5569 The Nonprot Sectors $100 Billion Opportunity 1787 Nonprots: Check Your Attention to Customers 1803 Nonprots Need Surplus Too 1805 Nonstop Marketing Fast Track or Slow? 3057 Northwestern Mutuals Ed Zore on Staying Relevant 1934 The Norton Company Faces the Payoff Problem 5079 Norwegian Shipping After the World War 4224 Not All M&As Are Alike and That Matters 4489 Not Benchmarked: A Fresh Look at Corporate Planning 3451 Not So Petty Larceny 5312 Note on Control in Small Businesses 5874 Note on Turnover in Government Personnel 6072 Notes of a Neophyte Bureaucrat 6073 Notes on Podsnappery 4986 Nothing Prepared Me to Manage AIDS 380 Novartiss Great Leap of Trust 661 Now Is the Time for Productivity Bargaining 1113 Now Its the Less-Check Society 4559 Now Management Will Make or Break the Bank 4401 Now the Transnational Enterprise 1783 The NRA Decision 5206 Nuclear & Solar Energy 3833 Nuclear Dilemmas 28 Number One Economic Problem Is the Structural Budget Decit 4135 Nurturing High-Talent Manpower 1704 The Nurturing of Corporate Research 1004 Nurturing Respect for IP in China 5168 OASI: Impact on Private Pension Plans 338 Objective Measures for Pay Differentials 452

Title Index
Objectives of Business Education 105 Observing People 304 Obstacles to Business Growth 3413 Ocean Rate Regulation, World War II 4206 Ocean Shipping 4336 The Oceans 3885 The Oceans: Unexploited Opportunities 3886 Of Boxes, Bubbles, and Effective Management 1397 Of Grasshoppers and Ants 3777 Of Pigeons and Men 1075 Of Time and the Worker 169 The OFallon Decision 5207 Off-Ramp Or Dead End? 703 Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success 706 Off-Sites That Work 1445 Off with His Head? 2137 Ofce Building Renting and Advertising Policies 4850 An Ofce in Moscow? 2648 The Ofce of Strategy Management 1945 Oil and Wasser 4478 Oil in the Western Hemisphere 3831 Old-Fashioned Initiative for Modern Enterprise 1573 Old Fears & New Challenges 4152 Old Hand or New Blood 3137 The Old Pillars of Retailing 2468 The Older Worker in Industry 914 The Oldest [and Best] Way to Communicate with Employees 1472 On Agents and Agencies 2544 On Being a Middle-Aged Manager 624 On Business, Society, and the Environment 2021 On Executive Compensation 1531 On Executive Suicide 2230 On Revising FASB 8: Use a Band-Aid or Major Surgery? 5264 On Rivalry in the Marketplace 4080 On the Behavior of Retorts, Stills, and Trickle-Stills 4718 On the Edge 2573 On the Judging of Mince Pies 4950 On the Odds of Becoming Company President 1693 On the Side of Ination 4036 Once Upon a Seesaw 1890 One-Bank Holding Companies: A Bankers View 4416 One-Bank Holding Companies: The Public Interest 4415 The 100 Club 1048 $152,000 for Your Thoughts 929 100% Bank Reserves 3904 One More Time: How Do You Motivate Employees? 1035, 1047, 1070 The One Number You Need to Grow 3192 Only Retaliation Will Open Up Japan 3947 OPEC, the American Scapegoat 3814 Open-Market Innovation 946 Open-Market Money Rates 3911 Open Season on Bigness 4087 Opening the Books 3322 Opening the Doors for Business in China 3538 Operating Aspects of the Retail Sales Tax 4182

Title Index
Operating Cases to Help Solve Corporate Problems 5449 Operating Expenses and Executive Compensation Policies of Investment Companies, 19291935 1586 Operating Expenses in Banks and Trust Companies 4459 Operating in the New Logistics Era 4185 Operating Problems of Branch Sales Organizations 3189 Operations Research for Management 5495 Operations Research in Action 5492 Operations Research in Marketing 2826 Operations Research Roundup 5494 Operations vs. Strategy: Trading Tomorrow for Today 3470 Opportunities for Persuasion 170 Opportunities for Women at the Administrative Level 760 Opportunities of the Economist in an Industrial Company 3799 Opportunity & Threat in Technological Change 168 Opportunity in Foreign Bonds 4748 Optimal Marketing 2356 The Optimum Climate for Industrial Research 1023 The Options Approach to Capital Investment 4586 Organigraphs: Drawing How Companies Really Work 1858 The Organization: What Makes It Healthy 1920 Organization Design: Fashion or Fit? 1053 Organization for Long-Range Planning 3495 Organization in the Steel Industry and Price Policy 3350 The Organization of the Copper Market 3252 Organizational Choice: Product vs. Function 1905 Organizational Effectiveness Under Stress 1919 Organizational Paradox 1012 Organize for Technology Transfer 5933 Organizing a Worldwide Business 694 Organizing and Stafng the Personnel Function 870 Organizing for Defense 6040 Organizing for Empowerment: An Interview with AESs Roger Sant and Dennis Bakke 1861 Organizing for High-Tech Marketing 2912 Organizing for Innovation: When Is Virtual Virtuous 1841 Organizing for Manufacturable Design 5886 Organizing for Product Innovation 2932 Organizing Production Personnel 6042 The Origin of Strategy 1326 The Other Anti of Antitrust 5118 Ottawa Conference: An Experiment in Indirect Imperialism 3637 Our Big Advantage: The Social Sciences 6141 Our Defense Program 6041 Our Economic Path in Asia 3625 Our Entrepreneurial Economy 511 Our Federal Civil Service 6081 Our International Aviation Policy 4194

442
Our Merchant Marine and Foreign Trade Topics 4009 Our National Debt 4175 Our National Goals The Hard Choices 5994 Our National Transportation Problem 4193 Our Outdated Accounting 5274 Our Society in 1985 Business May Not Like It 6126 Our Stake in the Electric Utilitys Dilemma 4113 Our Trade to South America 4002 Our Tremendous Mortgage Debt 4843 Out of the Blue and Into the Black 474 Outdoor-Apparel Startup CEO Chris Van Dyke on New Ways to Feed Customers Passions 2553 Outlets for Life Insurance Investment 4726 The Outlook for Aviation 4231 Outlook for Capital Investment 4667 Outlook for Hospitals: Systems Are the Solution 798 The Outlook for Latin America 3627 Outlook for Securities Markets 4809 The Outlook for the Five Year Plan 3570 Outside Directors: More Vulnerable Than Ever 242 Outside Directors Under Attack 246 Outsiders Can Ease the Site Selection Process 5744 The Outstanding Outsider and the Fumbling Family 498 Over 49: The Invisible Market 2411 Overcoming Group Warfare 387 Overcoming Union Opposition to Job Enrichment 1067 Overseas Operations 699 Overseas Trips for Directors 210 Packagers and the Environmental Challenge 3882 Packaging Your Business for Sale 508 The Packers Consent Decree 4968 Paid-In Investment as a Public Utility Rate Base in Massachusetts 4128 A Pain in the (Supply) Chain 5838 The Palmer Manufacturing Company 4024 The Parable of the Sadhu 5056, 5070 The Parable of the Spindle 1914 Parables of Leadership 1281 The Paradox of Star Brands 2364 Part-Time Workers Can Bring Higher Productivity 878 Participative Management at Work 1405 The Passing of the Old Economist 3807 Passion for Detail: A Conversation with Thoroughbred Trainer, D. Wayne Lukas 2248 The Passive-Aggressive Organization 1825 Patching: Restitching Business Portfolios in Dynamic Markets 3321 Patent Problem: Who Owns the Rights? 5185 Patent Protection or Piracy A CEO Views Japan 5174 Patent Rights Under Federal R&D Contracts 5189 Patent System Proposals: How Practical? 5184 Patents & New Enterprises 5190 The Path of Kyosei 2004 The Path to Corporate Responsibility 1994 A Pattern for Executive Placement 1710 Patterns of Delegation 1430 Patterns of Disruption in Retailing 3050 Patterns of Executive Compensation 1578 Patterns of Organization Change 280 Paul Volker and the Temple of Doom 3895 Payment of Operatives During a Training Period 2269 Payoff for Business Initiative on the Environment 3879 Payoff from Product Management 2392 Payoffs from Corporate Energy Conservation 3813 Payroll Flexibility Through Employee Trusts 462 P/E Analysis in Acquisition Strategy 4547 The Peace Must Be Won at Home 4306 Peer-to-Peer 592 Pendulum of Management Control 1314 Penetrating the Government Procurement Maze 5948 Penny-Wise Approach to Data Processing 5635 Pension Fund Management: External or Internal 4715 Pension Funds in the Securities Markets 4723 Pension Plan Sponsors: Monitor Yourselves 315 Pension Plan Sponsors: Open the Actuarial Black Box 316 Pension Plans: Check List for Administrators 349 Pension Roulette: Have You Bet Too Much on Equities? 4710 Pensions for Executives 351 People Make Robots Work 5931 People Policies for the New Machines 997 The People Who Make Organizations Go or Stop 1843 The Perfect Message at the Perfect Moment 3138 Perfecting Cross-Pollination 2189 Performance Appraisal: Managers Beware 295 Performance Appraisal Reappraised: Public Sector Models 286 Performance Appraisal: Useful But Still Resisted 291 Performance Audits by Outside Directors 243 Performance Incentives for State Colleges 6189 The Performance Measurement Manifesto 3325 Performance Measures for Small Businesses 531 Performance Review A Mixed Bag 292 Performance Shares Revitalize Executive Stock Plans 1538 Performing a Project Pre-mortem 5894 The Perils of the Information Age 938 Periodic Stock Dividends 4696 Permission to Think 6149 Personal Financing Planning 4861 Personal Privacy Versus the Corporate Computer 5571 Personal Values and Business Decisions 66, 6139

443
Personal Values and Corporate Strategy 1614 Personality of the Retail Store 3069 Personalization? No Thanks 2560 Personalize Your Management Development 2251 Personnel Testing 306 Perspective on Public Relations 3011 The Peterson Prescription 4137 Phasing Out Weak Products 2391 Phasing Research Into the Marketing Plan 2835 Philanthropys New Agenda: Creating Value 258 Physical Distribution Forgotten Frontier 2523 Physical Distribution: The Concept of Shared Services 2516 Physically Handicapped Workers 4371 Picking Winners: A Conversation with MacArthur Fellows Program Director Daniel J. Socolow 928 The Pike Company 4999 Pitfalls in Evaluating Risky Projects 4601 The Pitfalls of Parenting Mature Companies 3426 The Pitfalls of Partnership Agreements 5034 The Place of Management Counsel in Business 2121 Place of Research in Our National Life 6176 The Place of Shows in the Furniture Industry 3089 Place Your Bets on the Future You Want 3850 Plan for a Secondary Home Mortgage Market 4426 Plan for Economies of Scope 5706 Plan for More Productive Advertising 2285 Plan for the Next Energy Emergency 3812 Plan Your Retirement Activities Early 344 Planning and Preparation of an Advertising Campaign 2346 Planning as Learning 3270 Planning for Prots in World Business 3985 Planning for the Computer Services Spin-Out 5647 Planning for the Newsprint Industry 3744 Planning for the Unthinkable 5643 Planning in Worldwide Business 2656 Planning Industrys Future in Great Britain 4377 Planning: Key to Research Success 2098 Planning on the Left Side and Managing on the Right 873 Planning Pan-American Trade 4004 Planning Sales for a Manufacturing Company 2801 Planning Standardized Components to Secure Variety in Products 5892 Planning the Methods of Distribution for a New Product 2541 Planning with People in Mind 850 Planning Your Material Requirements 5851 Plans to Integrate Your Acquisitions 4535 The Plant After Next 5742 Plant Capacity: Too Much or Too Little? 4674 Plant Ledgers and Plant Accounting 5259 Plant Location 5761 Plant Location 1965 5756 The Plant Location Puzzle 5739 Planting for a Global Harvest 1758 Playing Around with Brainstorming 958 Playing By the Rules: How Intel Avoids Antitrust Litigation 4939 Playing Games with Customers 5674 Playing Political Hardball 5947 Plight of the EDP Manager 5645 The Pneumatic Rail Car 4222 A Poet Speaks to Businessmen 6193 The Point Plan for Industrial Control 308 Pointers in Defending Against a Cash Take-Over Bid 4529 The Poletown Dilemma 5198 Policy and Policy Making 3331 Policy of a Shoe Manufacturer with Regard to Special Orders 2987 Political Advantage: Japans Campaign for America 5943 Political Approach to the World Oil Problem 3825 The Political Realities of Industrial Policy 3670 Political Surng When Issues Break 5946 Politicians Are Necessary Too 6000 Politics and Radio Regulation 2871 The Politics of Business: How an Industry Builds Political Advantage 5944 The Politics of Business: The Political Education of Bob Malott 5945 The Politics of New Venture Management 512 Politics, Pressure Groups, and the Businessman 6001 Population and Technology 3890 Population Changes and Their Effects 4387 Population Growth, Consumer Demand and Business Prots 2427 Population Threatens Prosperity 3724 Population Trends and Management Policy 908 Porsche on Nichemanship 2727 Portfolio Approach to Information Systems 5633 Portfolio Planning: Uses and Limits 54 The Position of Auditing and Accounting in Germany 5298 The Position of the Commercial Bank in the Origination and Distribution of Securities 4450 Position of the Inspection Department in an Organization Manufacturing Electrical Goods 5918 Positive Program for Performance Appraisal 297 The Post-Capitalist Executive 2146 Postcards from Hungary 3544 Postindustrial Manufacturing 5808 Post-Project Appraisals Pay 5906 Postscript to the Peter Principle 1892 Post-War Boom or Collapse 4385 Post-War Course of Corporate Prots as Determined by Net-to-Gross Prot Ratios 3741 Postwar Status of the Aircraft Industry 4200 Potentials of Management Science 1341 Poverty and Prots 3785 Power and Policy: The New Economic World Order 3931 Power and Politics in Organizational Life 1902

Title Index
Power and the Ambitious Executive 1415 Power, Dependence, and Effective Management 1886 Power Failure in Management Circuits 1400 Power from the Ground Up: Japans Land Bubble 4047 Power Is the Great Motivator 1835, 1868, 1887 Power Networks in the Appraisal Process 1897 The Power of Internal Guarantees 1041 The Power of Positive Deviancy 136 The Power of Predictability 144 The Power of Product Integrity 5884 The Power of Talk: Who Gets Heard and Why 721 The Power of Trust in ManufacturerRetailer Relationships 3244 The Power of Unconditional Service Guarantees 3052 The Power of Virtual Integration: An Interview with Dell Computers Michael Dell 3247 The Power to See Ourselves 629 Power to the People 2565 Power Without Purpose: The Crisis of Japans Global Financial Dominance 4050 A Practical Guide to Social Networks 2188 Practical Modeling for Resource Management 5775 Practical Slants on Operations Research 5487 Practical Thinking for Small Business 546 Practical Ways to Contain Hospital Costs 806 Pragmatic Approach to People Problems 396 Praise Reappraised 1491 Preapproval Audits of Capital Projects 4606 Predators and Prey: A New Ecology of Competition 88 Predictable Surprises: The Disasters You Should Have Seen Coming 5445 Predicting the Unpredictable 1847 Preferred Stock Issues and Redemptions, 19191927 4890 Preliminary Analysis of the Advertising Possibilities of a Product 2341 Premeditated Merger 4549 Premium Advertising 2333, 2976 Prepare for Continual Materials Shortages 5849 Prepare for the Financial Accounting Revolution 5402 Prepare for the World of Post65 [and Early] Retirement 321 Prepare Your Company for Ination 5293 Prepare Your Organization to Fight Fires 2200 Preparing for Evil 5444 Preparing for Post-War Personnel Relations 913 Preparing for the Perfect Product Launch 2876 Present Central Station Capacity in the Electrical Power Industry 3841 Present Condition of the English Cotton Industry 3352

Title Index
Present-Day Department Store Organization 3096 Present Lending Power of the Banks of the United States 3914, 3915 The Present Situation in the Southern Textile Industry 1208 Present Status of Priorities 4342 Present Status of Reciprocity as a Sales Policy 2614 Present Status of Uniform Cost Accounting 5374 Present Value of Corporate History 55 Presenteeism: At Work But Out of It 830 Preserving American Air Power 6047 Preserving Individualism on the R&D Team 1009 Preserving the Impotence of the Board 227 The President and Corporate Planning 3488 The President and International Operations 688 The President and the Board of Directors 244 The President Stands Alone 1296 The Presidents Stock in Pension Planning 331 Pretest Your Long-Range Plans 3278 Prevent Blunders in Supply and Distribution 2519 Preventing the Premature Death of Relationship Marketing 2471 Preventive Maintenance in Client-Ad Agency Relations 2299 Preventive Medicine and Employee Productivity 788 Preventive Medicine for Hospital Costs 794 Price Controls by Law 4353 Price-Making and Price Stability 4042 Price of Admission Into the Defense Business 6026 The Price of Corporate Vanity 3012 The Price of Ignoring Posterity 601 Price Policies of Food Chains 2975 Price Revision in Falling Markets 2985 Price Smarter on the Net 2947 Price Stability and Full Employment Too? 4028 Price Tags for Business Policies 5470 Price Trends of Industrial Chemicals 2977 Prices in Chain and Independent Grocery Stores in Durham, North Carolina 3104 Prices of Branded Grocery Commodities During the Depression 2981 Prices, Prots and Government 4339 Pricey Encounters 2405 Pricing and the Psychology of Consumption 2943 Pricing for Prot: A Revolutionary Approach to Retail Accounting 3071 Pricing of Gasoline: A Case Study 2971 Pricing Policies for New Products 2918 Pricing Policies for New Products 2938 Pricing Policies in the Automobile Industry 2980 Pricing Policies in the Automobile Industry: Incidence of Demand 2979 Priests Without Cassocks 62 Primal Leadership: The Hidden Driver of Great Performance 1260 Priorities and Allocations 4316

444
Priorities: The Synchronized Force 4341 Private & Public Partnerships: The Desperate Case of Niagara Falls 6088 Private Business & Public Education in the South 6194 The Private Business of Public Housing 6068 Private Enterprise & International Development 3688 Private Enterprise in Shipbuilding 4287 Private Investment in World Agriculture 3502 Private Labels Are Back in Fashion 3054 Private Responsibility for Public Management 6065 Private Versus Public Management of Airports 4196 Probable Five-Year Future of Steel 3601 Probes of the Technological Future 3764 Probing the Record of Stock Options 1558 Probing the Venture Capital Creation Process 30 A Problem in Cash Discount 2986 Problem in Decentralized Financial Control 5359 Problem in Decentralized Prot Responsibility 4659 Problem in Industrial Physiology and Medicine 2240 The Problem of Employee Turnover 905 Problem of Full-Employment 4268 Problem of Over-Lapping in the Codication of Practices with the Wholesale Trades 5140 Problem of Railway Terminal Operators [Part 2] 4240 The Problem of the Furniture Retailer 2983 The Problem of the Repetitive Job 1082 The Problem with Railroad Consolidation 4255 Problems in Joint Costs 5373 Problems in Planning the Information System 5648 Problems in Reporting Corporation Income 5410 Problems in the Development of a Super-Power System 3849 Problems in the Transatlantic Passenger Service 4229 Problems of a New Executive 626, 1709 Problems of Effective Regulation of Public Utilities 5150 Problems of Matrix Organizations 1313 Problems of R&D Management 1024 Problems of Railway Terminal Operation 4243 Problems of Retirement 339 Problems of the Tanning Industry 3892 Problems That Plague Multinational Marketers 1764 Procedure for Coercing Agreement 1304 Procedures That Safeguard Your Right to Fire 433 The Process 5953 Process of Commercial Research 2860 The Proctor Piano Company 3383 Procurement as Strategy 5827 Producers Growth Curves in an Expanding Industry 3530 Producers Growth Curves in an Expanding Industry, [Part Two] 4236 The Product and the Brand 2395 Product Defects and Productivity 5909 Product Diversication and the Public Interest 4959 Product Liability: Manufacturers Beware! 5020 Product Liability: Tougher Ground Rules 5025 Product Liability: Youre More Exposed Than You Think 5005 Production-Line Approach to Service 3233 Product Line Pricing 2962 The Product Management Audit 5344 Product Management Vision Unfullled 2389 Product Mix for Fringe Benets 454 Product Safety Standards and Product Innovation Too 5111 Production of Dimension Stock by Northern Hardwood Mills 5791 Production Planning and Control Integrated 5709 Production Taxes 4171 Production Under Pressure 5782 Productive Friction: How Difcult Business Partnerships Can Accelerate Innovation 3260 Productivity and Collective Bargaining 1156 Productivity and Labor Relations 1160 Productivity Guidelines Wont Work 4032 Productivity Is Killing the American Enterprise 1938 Productivity Management 5730 The Productivity Paradox 5868 Productivity The Problem Behind the Headlines 3716 The Profession of Business 81 Professional Employees Turn to Unions 1110 Professions of a Short-Termer 4513 Prot from the Learning Curve 1015 Prot from the 1970 Census Data 2413 Prot Globally, Give Globally 256 The Prot Motive Compromised 1633 Prot Planning 3412 Prot-Planning Accounting for Small Firms 550 Prot Priorities from Activity-Based Costing 5337 Prot-Sharing Plans in Industry 418 Prot: Spur for Solving Social Ills 2032 Prot Wonders, Investment Blunders 3401 Protability = Productivity + Price Recovery 3403 Protability Index for Investments 4666 The Protable Art of Service Recovery 2719 Protable Inventory Levels 5316 Protable Partnerships: Industry and Farmer Co-Ops 3499 Proting from Countertrade 3954 Prots and Progress 4095 Prots for Nonprots: Find a Corporate Nonprot 1792 Prots in a Laboristic Society 4093 Prots in Prose 1493 Prots in the Pie of the Beholder 2498 Prots of Commercial Banks 4448 Prots, Prices, and Excess Capacity 5856 Prots with a Purpose: An Interview

445
with Tom Chapman of the Greater Southeast Health Care System 777 A Program Approach to Federal Budgeting 6071 Program Budgeting Works in Nonprot Institutions 1817 A Program for Cost Reduction 5370 A Program for Locating a New Plant 5760 Program for Product Diversication 2773 A Program for Stockholder Relations 4926 Programmed Case: The Misred Missive 1485 Progress for a Small Planet 3678 Progress for Women Men Are Still More Equal 752 The Progress of Cooperatives 3239 Progressive Approach to Pension Funding 328 Project Management, Swedish Style 5780 The Project Manager 1703 The Promise and Peril of Integrated Cost Systems 5333 Promise-Based Management: The Essence of Execution 1940 The Promise of the Governed Corporation 188 Proposal for Better Business Forecasting 3766 The Proposed Full Employment Act 4266 Proposed: Self-Insurance of Group Welfare Plans 457 Pros and Cons of Leasing Equipment 2437 Prospects for Long-Term Foreign Investment 6010 Prospects for Private Financial Institutions 4423 Protect Your Freedom to Subcontract 5201 Protect Your Public Image with Performance 90 Protecting All Employees Against Unjust Dismissal 861 Protecting Bank Bond Investments 4436 Protecting Pregnant Workers 2223 Protection of Non-Voting Stock 4690 Protections of the Disabled Worker 464 Protective Committees for Security Holders 4993 Provisions of Industrial Preferred Stocks 4891 Prudent-Manager Forecasting 3491 The Psychological Aspect of Market Research 2856 Psychological Bases for Tax Liability 5431 Psychological Sales Barometer 2855 A Psychologist Diagnoses Merger Failures 1903 The Psychologist in Industry 2233 A Psychologist Looks at Executive Development 635 Psychology in Marketing Research 2847 Psychology of Pricing 2961 The Psychology of Prosperity 6145 Public Directors Merit a Try 235 Public Education for Labor Skills 2266 Public Finance: Trends and Issues 6074 Public Interest, Convenience in Radio Broadcasting 4122 Public Invisibility of Corporate Leaders 2016 The Public Looks at Business 73 The Public Looks at Labor Unions 1184 Public Offerings for Smaller Companies 4708 Public-Private Partnerships to Stave Off Disaster 5957 Public Relations Down to Earth 3017 Public Relations for Industry in Underdeveloped Countries 2664 Public Responsibility Committees of the Board 228 Public-Sector Pay and Productivity 6061 Public Utilities in France 4123 Public Utility Depreciation Practice 5258 Public Utility Holding Companies and Their Regulation in Ohio 4120 Public Utility Integration: Memorandum and Integration 3838 Public Utility Rate Regulation 4125 Public Utility Rate Regulation [Part One] 4127 Public Utility Rate Regulation [Part Two] 4126 Public Utility Regulation: A New Chapter 4115 Publications of the Commission of Inquiry on Public Service Personnel 6078 Pull the Plug on Stress 2219 Pulling Away from Push Marketing 2724 Punch Out the Time Cards 855 Puncture the Myths That Keep American Managers from Competing 3944 Purchased Affection: A Primer on Cash Tender Offers 4530 Purchasing in Relation to Industrial Marketing 3031 Purchasing Must Become Supply Management 3023 Purchasing Role in New Product Development 3021 The Purpose at the Heart of Management 494 Purposes and Financial Plans of Industrial Reorganizations 4554 Put a Price Tag on Your Customer Servicing Levels 5308 Put People on Your Balance Sheet 888 Put Policy First in DCF Analysis 4637 Put Prot in Its Place 2487 Put Research Into Marketing Decisions 2831 Put the Directors to Work 247 Put Your Corporate Counsel Where Your Business Is 5214 Putting Action Into Planning 3486 Putting Customers in the Wish Mode 2809 Putting Expert Systems to Work 5519 Putting Global Logic First 3611 Putting Judgment Back Into Decisions 1609 Putting Leaders on the Couch 1241 Putting Production Decisions Where They Belong 5770 Putting Strategy Into Shareholder Value Analysis 4908 Putting the Balanced Scoreboard to Work 1967 Putting the Enterprise Into the Enterprise System 5676 Putting the Service-Prot Chain to Work 3216 Putting Your Companys Whole Brain to Work 976

Title Index
Pygmalion in Management 623, 1388, 1836 Pyrrhic Victories in Fights for Market Share 2677 Quadragesimo Anno in the Business World 3602 Qualitative Insights from Quantitative Methods 5456 Qualitative Market Research 2843 Quality Buying from the Sellers Point of View 3032 Quality Circles After the Fad 5908 Quality Comes to City Hall 6085 Quality Control in a Service Business 5916 The Quality Improvement Customers Didnt Want 5511 Quality Is in the Eye of the Beholder 2398 Quality Is More Than Making a Good Product 5912 Quality of Work Life Learning from Tarrytown 1102 Quality on the Line 5910 Quantitative Market Analysis Methods 2851 Quantitative Market Analysis Multiple Correlation 2850 Quantitative Market Analysis: Scope and Uses 2852 A Quantitative Study of Economic Balance 3773 Quantitative Techniques for Todays Decision Makers 5452 Quasi-Boards: Useful Small Business Condants 518 The Quest for Customer Focus 2457 The Quest for Resilience 123 A Question of Character 5054 A Question of Color: A Debate on Race in the U.S. Workplace 719 The Question of Controls 4358 The Question of Steel Capacity 4356 The Questions Every Entrepreneur Must Answer 488 Questions for Solving the Inventory Problem 5310 Questions in Company-Operated Transport 2525 Questions the Business Leader Should Ask Himself 1302 Quick Freezing and the Perishable Food Problem 3092 The Quick-Freezing Process and the Distribution of Perishable Foods 5893 Quick-Response New Product Development 2913 Quiet, Please! 5731 R&D Comes to Services: Bank of Americas Pathbreaking Experiments 3209 The R & D Entrepreneur: Prole of Success 543 R&D Is More Efcient in Small Companies 2091 Racial Remarks in the Workplace: Humor or Harassment? 737 Racing for Growth: An Interview with Perkinelmers Greg Summe 131 Racketeering in Health and Welfare Funds 342 Radical Change, the Quiet Way 2000

Title Index
Radical Changes in Industrial Banks 4434 A Radical Prescription for Hospitals 779 Radio as an Advertising Medium 2321 Radio Development and Consumer Buying and Patronage Motives 2873 Rail and Utility Investments Under Expanding Public Control 4117 Railroad Consolidation Plan 4256 Railroad Reorganization and Section 77 4212 Railroad Standards 5823 Railroad Taxation and Abandonments 4209 Railroad Unication in New England in Relation to the Four Party Plan 4226 Railway Grouping in England 4252 Railway Trafc Organization Under Fire 4215 Raising Haier 3312 Rapid-Fire Fulllment 5831 Rate Your Companys Research Productivity 6168 Rate Yourself as a Client 2113 Rates on Freight in Congested Areas 4241 A Rationale for Advertising Expenditures 2320 Rationale for Quantity Discounts 3026 Rationalization: The Basis of Economic Rapproachment 3647 Rationing Consumer Expenditures 4309 Rattling SABRE New Ways to Compete on Information 5515 Raw-Cotton Resources 3527 The Raw-Material Aspect of Industrial Preparedness 6048 Raw Materials Outlook 5860 The Reach of an Executive 2169 Reaching and Changing Frontline Employees 141 Reaching Out in Management 1436 Reaching the Consumer Through Direct Personal Selling 3114 Reaction to University Development Programs 100 Reactions to the Latent Lobby 5971 Read a Plant Fast! 5719 Reading Fiction to the Bottom Line 51 Reading Habits of Business Executives 657 The Readjustment of Retail and Wholesale Operating Expenses 3417 The Real Business of Bonre 52 The Real Cost of Regulation 5115 The Real Crunch in Managerial Manpower 1690 The Real Deal at the Top 2124 Real Estate as a Corporate Investment 4840 Real Estate Decisions Are Different 4841 Real Estate Investment for Pension Plans 4836 The Real New Economy 3289 The Real Peter Principle: Promotion to Pain 1684 The Real Problem with Computers 5510 The Real Productivity Crisis Is in Government 6063 The Real Real Estate Question: What Money Costs 4832 The Real Reason People Wont Change 128 Real Robots Do Need Jigs 5929 The Real Signicance of Recent German

446
Stock Exchange Quotations and Dividends 4756 Real-Time Marketing 2902 The Real Value of On-Line Communities 5592 The Real Virtual Factory 5702 Real Work of Leaders 1274 Real-World R&D: Jumping the Product Generation Gap 2073 A Real-World Way to Manage Real Options 4571 Realism in Corporate Real Estate 4842 Realistic Criteria for Judging New Ventures 519 Realistic Reciprocity 3027 Realities of Our World Position 3986 The Reality Gap in Strategic Planning 3471 The Reality of Inventory Prots 5318 Realize Your Customers Full Prot Potential 2712 Realizing the Promise of Personalized Medicine 763 Realizing What Youre Made Of 357 Reappraisal of Appraisals 300 Reappraisal of Depreciation and Obsolesce 5257 A Reappraisal of U.S.-U.S.S.R. Trade Policy 3981 Reawakening Your Passion for Work 371 Recent Books in Sales Management and Marketing 3183 Recent Books on Bank Management 4438 Recent Books on Marketing 2800, 2853, 2857 Recent Changes in the Bituminous Coal Industry 3845 Recent Criticisms of Distribution [Reviews of Business Literature] 2538 Recent Developments in Federal Reserve Policy 3910 Recent Developments in Lloyds 5167 Recent English Company Law Reform 5146 The Recent Literature of Business Management 658 The Recent Literature of Finance 4881 Recent Literature of Public Finance 4174 Recent Literature on Money and Banking 4439 Recent Literature on Retailing 3087 Recent Movements in the Commercial Paper Market 4791 Recent Publications in the Field of International Economic Relations 3631 Recent Publications on Business Cycles 4100 Reciprocity in Foreign Trade 4008 Reciprocity: The Aimesbury Company 2782 Reckoning with the Pension Fund Revolution 4713 Reclaim Your Job 582 Recognizing the Cost of Interest on Equity 4140 Reconsidering Industrial Relations 29 Recovery in American Claims Abroad 4362 The Recovery of Germanys Merchant Marine After the War 3644 The Recovery of World Foreign Trade 4007 Recycling for Prot: The New Green Business Frontier 3872 Red Auerbach on Management 2208 Red Ink for Ghetto Industries 4263 Redening Competition in Health Care 767 A Redesign for Engineering 5711 Redesigning Federal Taxation 4347 Rediscover Your Companys Real Estate 4835 Rediscovering Market Segmentation 2688 The Rediscovery of Logistics 5848 Redraw the Line Between the Board and the CEO 187 Reducing Directors Legal Risk 175 Reducing Industrial Accidents 2237 Reducing the Bank Deposit Insurance Premium 4431 Reengineering Work: Dont Automate, Obliterate 5923 Reference Sources on Boards of Directors 209 Reections on Running a Diversied Company 3428 Reform Law and Business Statesmanship 5133 Reforming Board Reform 205 Regional Management Overseas 687 Regional Strategies for Global Leadership 662, 1358 Regulation By Business or Government? 5120 Regulation of Airline Securities 4192 Regulations by Confrontation or Negotiation? 5109 Regulatory Taxation 4173 Rehabilitating the Leveraged Buyout 4501 The Reign of Zero Tolerance 359 Reining in Activist Funds 4711 Reinterpreting the Japanese Miracle 4043 Reinventing Labor 1087 Reinventing the Business of Government: An Interview with Change Catalyst David Osborne 6052 Reinvention with Respect 3318 Rejuvenating the Marketing Mix 2728 Rejuvenation of Austria: Its Signicance to American Businessmen 3650 Relate Hospital Charges to Use of Services 797 Relation Between the Quantity Purchased and the Price Per Unit 3030 The Relation of a Public Utility to the Business Cycle 3754 Relation of Consumers Buying Habits to Marketing Methods 2431 Relation of Science to Industry 1930 The Relation of the Public Utility to the Business Cycle 5482 Relations Between the State and the Electric Power Industry in France 5988 The Relations of a Commercial Bank to the Business Cycle 4457 The Relationship of Syndicate Managers and Members 5035 Relationship of the Burlington Great Northern Northern Pacic Group to the Federal Railroad Consolidation Law 4253 Relative Investment Value of High Yield and Low Yield Common Stocks 4888 Relative Investment Value of Industrial and Railroad Common Stocks 4889 The Relative Value of Growth 4900

447
Relativism in Organizations 1898 Relief and Re-employment 4271 Relief from Double Taxation of Dividend Income 4145 Religious Foundations of Economic Progress 6153 The Reluctant Entrepreneur 493 Remaking the Public Corporation from Within 408 Remarks in US-USSR Trade 3547 Renegotiation of Contract Prices 4305 Rents and Salaries in Ninety-Six Cities 3747 Reorganize Your Company Around Its Market 2750 Reorganizing for Results 281 Reorganizing Your Worldwide Business 681 Repercussions of the Ford Agreement 1135 Replacement-Value Accounting: Wave of the Future 5290 Replaying the Boards Role in Formulating Strategy 204 A Report Card on Diversity: Lessons for Business from Higher Education 4 Report Cards on the MBA 95 Reporting Investment Trust Income 4883 Reprise of the Ethical Investors 4935 Repurchase Stock to Revitalize Equity 4649 Reputations and Its Risks 2350 Required Reading 1261 Requirements Planning for Inventory Control 5453 Research and Pseudo-Research in Marketing 2822 Research Expenditures and Their Effect on the General Electric Company 2102 Research on Advertising Techniques That Work And Dont Work 2280 Research That Reinvents the Corporation 991, 2070 The Reserve Banks and the Money Markets 3909 Reshaping an Industry: Lockheed Martins Survival Story 3333 The Reshaping of Corporate Financial Services 4777 Resistance of Shop Changes 173 Resistance to Training 2264 Resources for Transnational Accounting 5296 Responding to Divisional Prot Crises 3431 Responding to the Employee Voice 1481 Responding to the Pension Reform Law 326 Responsibility for Social Change 2046 Responsibility Junkie 1226 Responsibility of Bank Directors for Imprudent Credit Policies with Emphasis on Country Banks 5012 Restrictive Activities of the British Trade Association 3240 Retail Credit in the Post-War World 4378 Retail Department Store and the NRA 5141 Retail Innovations Challenge Manufacturers 3065 The Retail Life Cycle 2993 Retail Merchandising in Relation to General Business Conditions 2988 The Retail Method of Inventory: A Selling Price Method of Merchandise Accounting 5326 Retail Price Control 4325 Retail Reorganization 3062 Retailers: Head Off Credit Cards with Cash Discounts? 4557 Retailing: Confronting the Challenges That Face Brick-and-Mortar Stores 3051 Retailing: Facts and Theories 3083 Retailing Without Stores 2594 Retention Through Redemption 1266 Rethinking Distribution: Adaptive Channels 2501 Rethinking Political Correctness 704 Retirement Programs for Older Workers 347 The Return Map: Tracking Product Teams 2906 A Return on Capital Measure: Better Than DCF? 4620 Return on Investment: Fit the Method to Your Need 4660 Return to Return on Investment 4627 Revamping the Business of National Defense 6017 Revenue Determination in the Case of Installment Sales 2447 Reverse Product Placement in Virtual Worlds 2351 The Reverse Supply Chain 5793 Review of a Time for Truth and Washingtons Hidden Tragedy 5961 Review of Bribery and Extortion 5076 Review of Free to Choose 4077 Review of Funds-Flow Analysis 5249 Review of Holding On or Letting Go 604 Review of Literature in the Field of Marketing 2845 Review of Literature on Advertising 2314 Review of Literature on Financial Institutions 4428 Review of Literature on Sales Management 3179 Review of Managing in Turbulent Times 1398 Review of Must Corporate Income Be Taxed Twice? 4142 Review of Politics and Markets 5962 Review of Productivity in Service Industries 3230 Review of Ten Thousand Working Days 2257 Review of the Antitrust Paradox 4943 Review of The Computer Age: A Twenty-Year View 5534 Review of the Future of Business Regulation 5112 Review of the Lobbying Corporation 5992 Review of the Managers: Corporate Life in America 6122 Review of the Visible Hand 57 Review of Work Redesign 1054 Revising the Anti-Trust Laws 4966 Revisionist Theory of Leadership 1300 The Revitalization of Everything: The Law of the Microcosm 5520 Reviving a Rust Belt Factory 5726 Rewarding Employee Invention: Time for Change 1002 Rhetoric and Reality: Making Sense of the Income Gap 4065

Title Index
Ricochet Change Across the Pacic 4052 Riding the Celtic Tiger 663 Riding the Marketing Information Wave 2813 Right Away and All at Once: How We Saved Continental Airlines 3395 The Right Game: Use Game Theory to Shape Strategy 3269 The Right Mindset for Managing Information 5607 The Right to Work Controversy 1118 The Right Way to Be Fired 428 The Right Way to Go Global: An Interview with Whirlpool CEO David Whitman 668 The Right Way to Manage Expats 2140 The Right Way to Manage Your Pension Fund 5416 The Right Way to Restructure Conglomerates in Emerging Markets 1749 The Right Young People for Business 1694 Rigid Rules Will Not Make Good Boards 200 The Rise and Fall of Firms in the Automobile Industry 3532 The Rise and Fall of J. Peterman Company 485 The Rise of Consortium Banking 4413 The Rise of Corporate Nationality 1743 Rise of the Blue-Collar Computer 5542 Rise of the Conglomerchant 3059 Rise of the Corporate Planner 3479 The Rise of the Industrial Executive 76 The Rise of Third World Multinationals 1765 Risk Analysis in Capital Investment 4622, 5468 Risk/Return: U.S. Industry Pattern 4643 Risk vs. Return in Pension Fund Investment 4717 Risking the Present for a Powerful Future: The Reinvention Roller Coaster 149 The Risky Business of Diversication 4524 The Risky Business of Hiring Stars 1655 A Road Map for Natural Capitalism 3857, 3867 Roadblocks in the Path of Accounting 5424 Roadkill on the Information Superhighway 2587 The Robbins-Patman Law: Some Assumptions and Expectations 5137 Robinson-Patman Anti-Price Discrimination Law and the Chain Store 4964 Robots to Reduce the High Cost of Illness and Injury 5525 Robust Quality 5703 Rochester Focuses: A Communitys Core Competence 3658 Rocket Science Retailing Is Almost Here: Are You Ready? 3046 ROI for New-Product Planning 2933 Role of Economic Prots in the Return of Investments 4104 The Role of Grievance Machinery in Union-Management Relations 1199 The Role of Paper Prots in Industry 5415 The Role of Rate Making 4118 The Role of the Professional Director 236 Role Playing as a Sales Training Tool 3146 The Roots of Business Responsibility 5094

Title Index
A Rose By Any Other Name 2699 Rotation Billing 5231 Round One: Union Versus Company Publications 1137 The Roundtable: Getting Results in Washington 5950 The Roundtable Statement on Boards of Directors 217 Rules to Acquire By 4472 Ruling the Net 2589 Run the Government Like the Best American Corporations 6053 Run Your Business or Build an Organization? 510 Russian Raw Materials: Converting Threat Into Opportunity 3933 Rx for a Lean and Hungary Staff 4631 Rx for Managerial Shelf Sitters 1732 Rx for Smaller Business 563 Safeguarding Your Critical Business Information 5575 Saints and Sinners in Foreign Investment 696 Salaries for All Workers 450 Sale and Lease-Back of Corporate Property 2439 Sales and Orders as an Aid in Forecasting 2802 The Sales Learning Curve 3129 Sales Management in the Field 3173 Sales Management: Retrospect and Prospect 3182 Sales Managers Must Manage 3167 Sales of War Surplusses to Speculators 4370 Sales Power Through Planned Careers 3165 Sales Promotion Fast Growth, Faulty Management 2746 Sales to Farmers: A Glance Into the Future 3504 Salesmens Contracts 3185 The Same Old Principles in the New Manufacturing 5805 Save Money by Paying Workers Social Security Taxes 865 Save Your Information System from the Experts 5618 Saving ITs Soul: Human-Centered Information Management 5680 Saving Money, Saving Lives 770 Saving Old Buildings Makes Economic and Cultural Sense 6087 Saving the Business Without Losing the Company 3317 Saving the Internet 5572 Saving Your Rookie Managers from Themselves 1661 Scanning the Periphery 3361 Scenarios: Shooting the Rapids 3759 Scenarios: Uncharted Waters Ahead 3760 The Schuman Plan 3992 Science and the Practical Arts 104 Science and Truth in Marketing Research 3201 Science, Logic and the Human Intercourse 1347 Science, Statistics, and Business 5497 The Scientic Complex Proceed with Caution 6166 Scientic Management at Merck 4590 Scientic Management in Small Business 559

448
Scientic Marketing: Ideal and Order 2834 Scientic Routine for Stock Control 5320 Scientic Sampling in Business 3202 The Scientic Study of the Industrial Worker 6159 Scorched Earth: Will Environmental Risks in China Overwhelm Its Opportunities 3859 Score Against Capitalism 4082 Screen-Test Your Credit Risks 2433 Search for a Leveraged Buyout 4528 Search for a Managerial Philosophy 1343 Search for Common Ground 3876 Search Parties 3367 The Seasoned Executives Decision Making Style 1592 The SEC vs. Investors on Tender Offers 4525 A Second Career: The Possible Dream 602 The Second Generation of Speed 3294 Second in Command: The Misunderstood Role of the Chief Operating Ofcer 2127 A Second Look at Japanese Product Development 5844 The Second Squeeze on Prots 3409 Second Thoughts on Going Public 4707 The SECs Fight Against Unemployment 4805 Securing Lowest Total Freight Costs in Movement of Packing House Products 2531 Securities Act of 1933 and the British Companies Act 4822 Security Afliates and Security Operations of Commercial Banks 4446 See Your Brand Through Your Customers Eyes 2365 Seeking Minority-Owned Businesses as Suppliers 12 Selecting a Small Business Computer 5622 Selecting Management Tools Wisely 1591 Selecting Protable Products 5489 Selecting Strategies That Create Shareholder Value 4916 Selection Bias and the Perils of Benchmarking 1949 The Selection of a Bank 4453 Selection of Channels of Distribution for Accessory Equipment 2546 The Selection of Security for Financing Automobile Dealers Purchases 2448 Self-Help from Japan 26 Self-Improvement for CEOs 89 Self-Regulation and the Law 4102 Selling Newspaper Space to National Advertisers 2322 Selling R & D to the Government 6028 Selling the Brand Inside 2363 Selling the 401(k) Plan to Employees 311 Selling the Idea of Free Enterprise 4096 Selling to the Moneyed Masses 2696 Selling Your Company: Additional Perspectives 4619 Senior SecuritiesBoon for Banks? 4421 Seniority: An Internal Union Problem 1153 Sense and Nonsense About Budget Decits 4132 Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick 1834 Sense and Sensitivity in Pricing 2964 Separation of the Buying and Selling Functions in a Department Store 3121 September 11, 2001: A CEOs Story 1249 Sequel to Quasar Steller 5085 Sequel to The Misred Missive 1483 Service Comes First 3218 Service Companies: Focus or Falter 3222 The Service-Driven Service Company 3220 The Service Factory 5725 Services Under Siege: The Restructuring Imperative 3219 Serving the Worlds Poor Protably 2622 Set Up to Fail 1821 The Set-Up-to-Fail Syndrome 1864 Setting Criteria for R&D 2099 Setting Up Shop in Moscow 3551 The Settlement of Claims Under Lapsed Life Insurance Policies 5164 The Seven Ages of the Leader 1243 Seven Deadly Dangers in EDP 5660 Seven Fallacies in Marketing Logic 2836 The Seven Fallacies of Business in Politics 5980 Seven Rules of International Distribution 2625 Seven Surprises for New CEOs 2129 Seven Transformations of Leadership 1233 Sex Stereotyping in the Executive Suite 751 Sexual Harassment ... Some See It ... Some Wont 743 The Shakedown 5049 Shall We Buy This New Machine? 2451 Shaping a Global Product Organization 677 Shaping Decisions with Systems Analysis 5450 A Shaping Hand 4398 Sharing Power at Eastern Air Lines 1092 Sharpen Your Number Sense 5464 Sharpening Inventory Management 5306 Sharpening the Intangibles Edge 5233 Sharper Focus for the Corporate Image 2393 Shelf Sitters Reexamined 1731 Shift from Brand to Product Line Marketing 2747 Shifting Role of the Product Manager 2749 A Shipper Looks at National Transportation Policy 2527 Shirt-Sleeve Approach to Long-Range Plans 3474 Shoring Up the Regulation of Electrical Utilities 4124 Short-Term Results: The Litmus Test for Success in China 2627 Short-Time Investments in Bonds by Commercial Banks 4458 Shortage of Skilled Labor 1026 A Shorter Working Day and a Minimum Wage 4101 Should Banks Buy Long Term Bonds? 4430 Should Banks Reprice Corporate Services? 4420 Should Business Tackle Societys Problems 5969 Should CEO Pay Be Linked to Results 1535

449
Should Companies Centralize Procurement? 276 Should Europe Restrict U.S. Investment 1782 Should Industry Move South? 5759 Should Management Be Idealistic? 1432 Should Nonprots Seek Prots 1785 Should Not-for-Prots Go Into Business? 1802 Should Smaller Companies Make Formal Plans 513 Should Strategy Makers Become Dream Weavers? 2563 Should the Anti-Trust Laws Be Modied? 4967 Should the Retiring CEO Stay on the Board? 220 Should This Team Be Saved? 2196 Should We Shrink the Health Care System? 792 Should We Trade with the Communists? 3987 Should You Hire an Internal Consultant? 2111 Should You Take Your Brand to Where the Action Is? 2373 Showdown in the Orient 4061 Showdown on Accounting Principles 5272 Showdown on Business Blufng 5086 Shrinking Fast and Smart in the Defense Industry 6015 Shut Up and Stop Whining 2103 Siblings and Succession in the Family Business 487 The Side Effects of Planning 3482 Signicance of Car-Carrying Ships 4221 The Signicance of Productivity Data 5732 The Signicance of Rationalization: An Alternative View 5824, 5825 Signicance of Stock-Turn in Retail and Wholesale Merchandising 3123 Signicant Recent Accounting Literature 5279 The Silent Language in Overseas Business 2660 Silk Purses from Old Plants 5743 Silo Busting: How to Execute on the Promise of Customer Focus 3358 Silver and the Business Depression 3608 Silver: Its Status and Outlook 3737 Simple Estimates for Complex Work Loads 5469 Simple Rules for Making Alliances Work 3254 Simple Truths of Japanese Manufacturing 5812 A Simpler Way to Pay 444 Simplicity-Minded Management 1933 Simplication: A Philosophy of Business Management 1354 Simulation for Production 5459 Simulation: Tool for Better Distribution 3277 Sin Bravely: The Danger of Perfectionism 1431 Singapore Invests in the Nation-Corporation 3614 Situational Theory of Management 1332 Six Basics for General Managers 1387 Six Business Lessons from the Pentagon 6027 Six Dangerous Myths About Pay 1513 Six Habits of Merely Effective Negotiators 4977 Six IT Decisions Your IT People Shouldnt Make 5604 Six Lessons for the Corporate Classroom 597 Six Months of the N.R.A. 5143 Six Rules for Accurate Effective Forecasting 3757 Skate to Where the Money Will Be 3393 The Skeleton in the Corporate Closet 2997 Skilled Incompetence 1469 Skills of an Effective Administrator 651, 1411 Skyhooks 6131 Skyhooks with Special Implications for Monday Through Friday 6151 Sleep Decity: The Performance Killer 360 Small Business A Community Problem 562 Small Business and Defense Contracts 5984 Small Business and Depression 3586 Small Business Development and Management 533 Small Business Eyes the Four-Day Workweek 882 A Small Business Is Not a Little Business 521 Small Business Wants Capital 564 Small Companies Can Pioneer New Products 2929 Small Company, Big Law Firm 5215 Small Company Budgets: Targets Are Key 5379 A Small Company Enters the European Market 2652 Small Company Finance: What the Books Dont Say 4597 Small Hospitals Contract for Management Help 803 Small Manufacturing Enterprises 553 The Small Retailer: An Appraisal 565 The Smart Crash of October 19th 4855 Smart Customers, Dumb Companies 2368 Smart Patents 5170 Smart Product Design 2880 The Smart-Talk Gap 1462 Smarter Offshoring 5736 A Smarter Way to Buy 5303 A Smarter Way to Sell Commodities 2701 Smooth Your Earnings Growth Rate 4629 So You Think You Understand Revenues 4568 So Youre Going to Have a Planning Department! 3487 Social and Political Tendencies of the Present Day 5987 Social Audit of the Enterprise 898 Social Behavior in Industry 1929 The Social Cost of Fraud and Bankruptcy 4987 Social Cost/Benet Analysis for MNCs 1774 Social Scientists in the Plant 6135 The Social Security Act 353 Social Security Hobbles Our Capital Formation 3780 Social Security in France 352

Title Index
The Social Signicance of Business 79 Social Welfare Challenge for Business and Labor 3783 Soft Goods Join the Retail Revolution 3068 Solve the Succession Crisis By Growing Inside-Outside Leaders 1635 Solving the Relief Problem 4269 Some Aspects of Chain Store Development 3118 Some Aspects of Corporate Management 251 Some Aspects of Public Utility Management 3848 Some Aspects of Public Utility Management and Regulation 3842 Some Aspects of Public Utility Rate Making 3843 Some Aspects of Reacquired Stock, 19311933 4686 Some Aspects of Reciprocal Purchasing 3521 Some Basic Managerial Responsibilities 5139 Some Books Published in 1975 About Business 46 Some Business Aspects of Adequate Transportation Service 4246 Some Commercial Aspects of Styles and Fashions in the Clothing and Textile Industries 3120 Some Economic Consequences of Commercial Bribery 5098 Some Effects of Automation 5558 Some Field Notes on Freight Absorption 2972 Some Financial Tendencies Among Leading Variety and Grocery Chains During the Past Decade 4884 Some Fundamental Aspects of Radio Broadcasting 2870 Some Impressions of the British Trade Association 1209 Some Legal Aspects of Merchandising 5151 Some Management Problems of Investment Trusts 4733 Some Practical Aspects of the Voluntary Arbitration of Labor Disputes 1213 Some Precedents in British Law and Practice for Safeguarding Securities 4826 Some Present Day Problems in Distribution 2535 Some Principles Underlying the Interpretations of an Industrial Relations Agreement 1210 Some Problems in Joint Cost 5372 Some Problems in Measuring Performance of Industrial Salesmen 3184 Some Recent Books Dealing with Public Administration 6077 Some Recent Changes in the Marketing of Consumer Goods 2777 Some Recent Corporate Solutions to the Undistributed Prots Tax 5434 Some Relations Between Technical and Business Training 117 Some Street Railway Reorganizations 4244 Sophisticated Financing Tool: The Warrant 4640 Sound Slidelms 1498 The Sounds of Executive Silence 1418 Sources of Industry Statistics 3341

Title Index
Sources of Modern Businesses and Practice 80 Sources on Industrial Democracy 1111 Sources on Marketing 2819 Sources on Productivity 3714 Sources on Regulation 5105 Sources on the New Pension Law 325 Sourcing Abroad for Domestic Prot 2657 South Africa: Beyond Fair Employment 3618 South Africa: White Managers, Black Voices 2013 Southern Industrial Development 3694 Soviet Accounting and Credit Systems 5300 A Soviet Economist Looks at U.S. Business 91 The Soviet Economy: Going to Siberia 3548 Soviet Marketing: Stronger Than We Think 3558 Space Technology: Pay-Off from SpinOff 6167 Spark Innovation Through Empathic Design 2896 Specialization by a Small Investment Banking House 4792 Specialize Your Salesmen! 3169 Speed Kills: Supply Chain Lessons from the War in Iraq 5836 Speed, Simplicity, Self-Condence: An Interview with Jack Welch 1977, 3373 Speeding Up Team Learning 2194 Spend a Day in the Life of Your Customers 2476 Spinning Out a Star 3422 Split Roles in Performance Appraisal 1696 Sports Sponsorships to Rally the Home Team 2347 Spotting Management Fads 1365 Spreading Purchases Among Low Bidders: Fligg Shoe Company 5866 Springboard to a Swan Dive 179 The Sputtering R&D Machine 2891 Squaring the Circle of the International Account 4013 Squeezing the Waste Out of Advertising 2304 Stabilization of Business in Germany 3646 Stabilizing Factory Employment 921 A Staged Solution to the Catch 22 2681 A Stake in the Business 829 Stalking the Entrepreneur 505 Standardized Resale Prices 5210 Standards of Care for Trustees 1814 Standards of Purchasing Performance 5863 Standing Receiver: A Major Step in Bankruptcy Reform 4996 Staple Yourself to an Order 2497, 2504 The Star Copper Company 3253 The Starbucks Effect 2894 Starting Over: Poland After Communism 3539 Starting Up in High Gear: An Interview with Venture Capitalist Vinod Khosla 479 The State and Its Subdivisions as Members of Business Corporations 6082 State Discriminatory Chain Store Taxation 4179

450
The State of American Management 2148 State-Owned Business Abroad: New Competitive Threat 4106 State Taxes Threaten U.S. Common Market 4153 The Statesman as CEO 1290 The Statistical Control of Business Activities 5484 Statistical Control of Inventories 5324 Statistical Normals and Economic Planning 3740 The Statistically Designed Experiment: A Tool for Process and Product Improvement 5493 Statistics for Production 5471 Statistics Takes a Second Breath 5478 Stay on the Q & A Offensive 1441 Stay Small or Get Huge: Lessons from Securities Trading 4856 The Staying Power of the Public Corporation 4800 Steadying the Workers Income 3789 A Stealthier Way to Raise Money 4766 The Steel Container as a Method of Handling Freight 2536 Steel to Meet Our Needs 4332 Steering DP Through a Recession 5629 Step-By-Step Through a Union Campaign 1100 Stepping Out of Glass Slippers 740 Steps in Long-Range Planning 3494 Stereotype of the Salesman 3162 Stick to the Core: Or Go for More? 3211 Stick with Your Vision 1937 Stimulate Your Executives to Think Creatively 1027 Stimulating Private Investment Abroad 4749 Stock Dividends 4701 Stock Dividends: Capital or Income 4704 The Stock Market in Perspective 4872 Stock Market Signals to Managers 4596 Stock Options Are in the Public Interest 1561 Stock Options at the Crossroad 1556 Stock Options for Outside Directors 226 Stock Options of Executives 1582 Stock Options Should Be Valued 1560 Stock or Cash? The Tradeoffs for Buyers and Sellers in Mergers and Acquisitions 4494 Stock-Outs Cause Walkouts 3043 Stock Prices, Beta, and Strategic Planning 4608 Stock Splits in a Bull Market 4871 The Stock Turn Fetish 3090, 5321 Stockholders Rebellion 4925 Stocks vs. Bonds vs. Life Insurance Investments During the Depression 4727 Stop Fighting Fires 1855 Stop Kissing Frogs 3389 Stop Making Plans: Start Making Decisions 3446 Stop Taxing Away Big Companies Talent 1519 Stop Wasting Valuable Time 2130 StoreDoor Delivery 2537 Storefront Distribution for Industrial Products 5305 A Story of Executive Relationships 2118 Storytellers Ethics 5065 Storytelling That Moves People: A Conversation with Screenwriting Coach Robert McKee 1451 Straight Talk from the New CEO 2149 Strategic Analysis for More Protable Acquisitions 4523 A Strategic Approach to Climate 3856 A Strategic Approach to Managing Product Recalls 2472 The Strategic Benets of Logistics Alliances 2505 Strategic Choices for Newly Opened Markets 4112 Strategic Choices in Diversied MNCs 1771 Strategic Factors in Plant Location 5764 Strategic Hurdle Rates for Capital Investment 4633 Strategic Insight in Three Circles 3265 Strategic Intensity 3287 Strategic Intent 3447, 3462 Strategic Management for Competitive Management 3307 Strategic Planning Forward in Reverse? 3466 Strategic Planning in Conglomerate Companies 3439 Strategic Planning in Diversied Companies 3476 The Strategic Power of Saying No 484 Strategic Renewal for Business Units 3427 Strategic Sourcing: From Periphery to the Core 3259 Strategic Sourcing: To Make or Not to Make 5867 Strategic Stories: How 3M Is Rewriting Business Planning 3452 Strategies for a Technology-Based Business 3406 Strategies for Allocating Funds 4648 Strategies for Diversication 2770 Strategies for High Market-Share Companies 2675 Strategies for Market Share Businesses 2674 Strategies for Self-Education 2165 Strategies for Staying Competitive 3272 Strategies for Survival in the Hospital Industry 786 Strategies for Surviving a Shakeout 3371 Strategies for Two-Sided Markets 3255 Strategies for Using Programmed Instruction 2262 Strategies of Effective Interviewing 1490 Strategies That Fit Emerging Markets 3920 Strategies to Crack Well-Guarded Markets 2685 Strategies to Fight Low-Cost Rivals 3359 Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility 1992 Strategy and the Internet 2561 Strategy and the New Economics of Information 2811 Strategy and Your Stronger Hand 4474 Strategy as a Portfolio of Real Options 4580 Strategy as Active Waiting 3285 Strategy as Ecology 84 Strategy as Revolution 50 Strategy as Simple Rules 3450 Strategy as Stretch and Leverage 3302 Strategy for Divestments 4645

451
Strategy for Financial Emergencies 3484 Strategy for Winning Employee Commitment 2259 The Strategy Gap in Not-for-Prots 201 Strategy in Industrial Location 5765 Strategy in Managing International Sales 3159 Strategy Is Different in Service Businesses 3229 Strategy Lessons from Left Field 1741 The Strategy of Hate 4317 The Strategy of Industrial Peace 1197 The Strategy of Price Deals 2963 The Strategy of Product Policy 2772 Strategy of Product Quality 2766 Strategy-Technology Connection 5688 The Strategy That Wouldnt Travel 140 Strategy Under Uncertainty 3454 Strategy vs. Tactics from a Venture Capitalist 4770 Strengthening the Functions of Internal Auditors 5240 Stretching the Span of Management 1315 Strikes Cost More Than You Think 1103 Strikes in Essential Industries: A Way Out 1161 Structural Features of Shop-Committee Plans 1214 Struggle for Ethics in Public Relations 2055 Studies of Defense Contracting 6029 Studies of the Soviet Economy 3557 A Study in Investment Values of Industrial Bonds 4468 Study in Management Prerogatives. A 419 The Study of the Past: Its Uses and Its Dangers 6199 A Study of the Policy of Dividend Stabilization 4702 Study of Weights in Chain and Independent Grocery Stores in Durham, North Carolina 5096 Style Changes: Cyclical, Inexorable, and Foreseeable 2792 Subcontracting: The Current Problem 4338 Subcontracting: A Device for Expansion 5790 Subordinate Financial Policy to Corporate Strategy 4607 The Subordinates Predicaments 1883 The Subsidiary Corporation: Its Use and Abuse 3444 A Substitute for Stated Capital 4681 Succeeding in Saudi Arabia 3966 Success and Executive Skills 641 Success That Lasts 583 Successful Change Programs Begin with Results 152 Successful Corporate R&D 2078 Successful Distribution Through Exclusive Wholesalers 2547 Successful Experience: Training HardCore Unemployed 2260 Successful Sales Techniques 3178 Successful Wives of Successful Executives 647 Succession and Failure 1654 The Successors Dilemma 1664 Successors to the Qualied Stock Option 1527 Sugar: Prince or Pauper 3522 The Superefcient Company 1954 The Supermarket 3086 Supermarkets Face the Future 3072 Supervision: Substance and Style 1730 The Supervisor: Member of Two Organizational Families 1736 Suppliers Manage Your Customers 2600 Supply and Brand 5835 Supply Chain Challenges: Building Relationships 5837 Supplying the Search for Four-Leaf Clovers 4520 Supreme Court and Business Planning 5202 Surface Transport: Middle-of-the-Road Solution 4186 The Surprising Case for Low Market Share 2673 The Surprising Economics of a People Business 3206 Surveys of Retail Shopping 3074 A Survival Guide for Leaders 1253 The Survival of Free Enterprise 4097 Survival of the European Headquarters 685 Survival Tactics in a Hostile Environment 3339 Surviving in the New Economy 984 Surviving Success: An Interview with the Nature Conservancys John Sawhill 1796 Surviving Your New CEO 569 Sustainable Advantage 2726 Sustainable Growth the DuPont Way 2001 Swapping Business Skills for Oil 2006 Swarm Intelligence: A Whole New Way to Think About Business 1853 Sweden: Where Employers Compromise 916 Sweeping Changes in Distribution 2517 Swords and Ploughshares 4389 Swords into Plowshares 3682 Symbiotic Marketing 2928 Symbols for Capitalism 4089 Symbols for Sale 2798 Syndication: The Emerging Model for Business in the Internet Era 5589 Synthetic Rubber 5936 System of Control for Chain Stores: The Corsom Company 3116 Systematic Approach to Finding Export Opportunities 2647 Systems Approach to City Planning 6094 Systems Approach to Marketing 2759 T-Groups for Organizational Effectiveness 631 The Tactics of Strategic Opportunism 1607 Tactics of Takeover Bids 4546 Tactics to Employ When a Lawsuit Looms 5199 Tailor Executive Development to Strategy 600 Tailor Incentive Compensation to Strategy 1541 Tailored Logistics: The Next Advantage 2503 Tailored Trade: Dealing with the World as It is 3946 Take Another Look at Regional U.S. Growth 3673 Take Command of Your Growth 5330 Take Responsibility for Climate Change 3858

Title Index
Take the Money and Run 4761 Take Your Third Move First 3267 Taken Over, Turned Over 4511 Takeover Reform: Common Sense from the Common Law 4512 Takeovers: Folklore and Science 4518 Takeovers: Last Chance for Self-Restraint 4516 Taking Charge in Washington 6055 Taking Hold of Change 160 Taking on the Hostile Media 3008 Taking on the Industry Giant 526 Taking Stock 4902 Taking Technology to Market 2916 Taking the Bias Out of Bean Counting 5237 Taking the Cake 5015 Taking the Mystery Out of Investor Relations 4903 Taking the Stress Out of Stressful Conversations 1457 Taking Time in Evaluating Jobs 1056 Tales from a Nonconformist Company 496 Taming Wildcat Strikes 1128 The Tangle of Ethics 6137 Tap Your Subsidiaries for Global Reach 673 Tapping a Risky Labor Pool 1784 Tapping Eastern Bloc Technology 2915 Tapping New Sources of Knowledge 643 Tapping the Full Potential of ABC 5335 Target Information for Competitive Performance 5523 Target the Almost Rich 2404 Task Teams for Rapid Growth 2209 Tax Favoritism to Cooperatives 3830 The Tax on Undistributed Income 4178 Tax Program for Sustained Mobilization 4162 Tax Revisions for Reconversion Needs 5432 Tax Speedups & Corporate Liquidity 4150 Tax Uncertainties in Corporate Financing 5433 Taxation and New Product Development 4165 Taxation and Stability: Guidance from Sweden 4156 The Taxation of Capital Gains 5435 Taxation of Cooperatives 3506 Taxes and Mergers 4551 Teaching Smart People How to Learn 990 Team at the Top 2166 Team Management of Pension Money 4716 The Team That Wasnt 2202 Teamwork for Todays Selling 3144 Technological Competition: Europe vs. U.S. 6165 Technological Forecasting 5934 Technology and Human Vulnerability: A Conversation with MITs Sherry Turkle 5673 Technology as a Competitive Weapon 2081 Technology Fusion and the New R&D 2074 Technology in the Managers Future 5690 Technology Integration: Turning Great Research Into Great Products 2897

Title Index
Technology Transfer by Multinational Companies 3973 Telecom: Hook Up or Lose Out 5668 Telecommunications: Its Impact on Business 5669 Teletypewriter Service on an Exchange Basis 2939 Television for Business Meetings 1503 Television: Techniques and Applications 2866 Telling Tales 1448 Tempo of Transportation 4205 The Ten Deadly Mistakes of WannaDots 2564 Ten Ideas Designed to Rile Everyone Who Cares About Management 1371 Ten Problems That Worry Presidents 2172 10 Ways to Create Shareholder Value 4899 Tender Offers to Buy Back Odd Lot Holdings of Stock 4917 Tension Can Be an Asset 1013 Terminal Costing for Better Decisions 5357 The Territorial Hunger of Our Major Banks 4410 Test for the Fainthearted 473 Test Marketing in New Product Development 2919 Testing Advertising 2334 Testing for Ability in Management 2179 Testing the Effectiveness of Advertisements 2344 Tests for Test Marketing 3200 The Tests of a Good Salesperson 3143 The Tests of a Prince 1636 Theater Tools for Team Building 2192 The Theory and Practice of Administration 1346 Theory and Practice of Planning 3483 The Theory of a Business Policy Audit 174 A Theory of Industrial Conduct and Leadership 1216 The Theory of the Business 1965 Theres Gold in Them Bills 5213 They Bought In, Now They Want to Bail Out 5602 Theyre Not Employees, Theyre People 835 Thinking About Articial Intelligence 5928 Thinking Real: Living with FASB 33 5263 Third Generation, PERT/LOB 5438 Third-World Families at Work: Child Labor or Child Care? 2007 The Thirteen Month Calendar 5280 This Competitive World 3984 Those Million-Dollar-a-Year Executives 1522 The Threat of Ination 4038 Threat of the Walsh-Healey Act 1154 Threat to Our Patent System 5191 Three Approaches to Organization 1915 3-D Negotiation: Playing the Whole Game 4973 Three Essentials of Product Quality 5911 Three Experiments with Small Loan Interest Rates 2445 Three Questions You Need to Ask About Your Brand 2361 Three Vice Presidents in Mid-Life 2225 Thriving in a Recession 3342

452
Thriving Locally in the Global Economy 3653, 3930 Through the Organizational Looking Glass 1882 Tie Salesmens Bonuses to Their Forecasts 3155 Tie Small Business Technology to Marketing Power 534 Tight-Money Financing 4635 Tight Money Wont Work 4026 Tight Rein, More Stress 1722 Tightening the Federal Purse Strings 6066 Tightening Work Standards 1435 Til Business Us Do Part? 6125 Time and Motion Regained 1046 Time Deposits 4443 Time-Driven Activity-Based Costing 5329 A Time for Growth 3388 Time Out from Tension 2229 Time Pacing: Competing in Markets That Wont Stand Still 2709 Time Sharing Takes Off 5651 Time The Next Source of Competitive Advantage 5887 Time to Reform Job Shop Manufacturing 5804 Timing of Capital Production and the Need for Forecasting 3592 Timing Your Retirement 341 Tinkham Littell, Inc.: The Organization of a Sales Force 3190 Tipping Point Leadership 1248 To Build a Winning Team 2205 To Counter Tender Offers, TLC for Shareholders 4531 To Diversify or Not to Diversify 3425 To Prevent a Chain of Super-Watts 6093 To Reach Chinas Consumers, Adapt to Guo Qing 2630 To Succeed in the Long Term, Focus on the Middle Term 2874 To Thine Own Staff Be Agreeable 1939 Today the Shopping Center, Tomorrow the Superstore 3058 Todays Executive: Private Steward and Public Servant 2019 Todays Options for Tomorrows Growth 4604 Todays Real Estate Market 4844 Tomorrow: Omnicenters on the Landscape 6091 Too Big to Fail?: Walter Wriston and Citibank 4390 Too Far Ahead of the IT Curve 5670 Too Much Management, Too Little Change 1077 Too Old or Not Too Old 164 Too Old to Learn 2567 Too Soon to IPO? 4705 A Tool for Management Control 4877 Tooling Up for the Aeronautic Age 6174 The Tools of Cooperation and Change 119 The Top Executive: A Firsthand Prole 653 Top Executive Pay: New Facts & Figures 1550 Top Executives Are Worth Every Nickel They Get 1520 Top-Level Approach to the Foreign Exchange Problem 4742 Top Management and Computer Prots 5658 The Top of the World Is Flat 6124 Top Priority: Renovating Our Ideology 59 Toqueville Revisited: The Meaning of American Prosperity 6113 Torment Your Customers (Theyll Love It) 2704 Tough-Minded Ways to Get Innovative 948, 995 The Tough Work of Turning Around a Team 2199 Tougher Program for Management Training 638 Toward a Career-Resilient Workforce 1044 Toward a More Effective Enterprise 1021 Toward a New Liberalism 5998 Toward a Theory of High Performance 1948 Toward an Apartheid Economy 3707 Toward an Effective Industrial Policy 3675 Toward Better Advertiser-Agency Relations 2313 Toward Managing Social Conict 6130 Toward Professionalism in Business Management 60 Toward Self-Reliance in Retirement Planning 312 Toward the New Balance Sheet 5262 The Toxic Handler: Organizational Hero and Casualty 1859 Toxic Reckoning: Business Faces a New Kind of Fear 5003 The Trade Association and Its Place in the Business Fabric 3243 Trade Association Practices and AntiTrust Law 3237 Trade Barriers Within the United States 5132 Trade-Offs in the New Bankruptcy Law 4990 Trade Secrets: What Price Loyalty? 5183 Trade Statistics and Public Policy 5211 Trade Unionist Appraises Management Personnel Philosophy 1155 Trade Unions: Romance and Reality 1130 Trafc: Clear Signals for Higher Prots 2518 Train Executives While They Work 655 Train Your Memory 654 Training for Leadership in a Democracy 109 Training Supervisors in Human Relations 1737 Training Within Industry 4319 Transcendental Aspects of Business 67 Transcending Business Boundaries: 12,000 World Managers View Change 6180 Transferring Power in the Family Business 535 Transferring Research Results to Operations 2093 The Transformation of Investment Banking 4781 Transformation of the German Railway System Since the World War 4248 Transformed Utilities: More Power to You 3809 Transforming a Conservative Company 955 Transforming an Industrial Giant 1744 Transforming Corner Ofce Strategy Into Frontline Action 1458

453
Transforming Life, Transforming Business: The Life-Science Revolution 6163 The Transition Meeting: A Technique When Changing Managers 1685 Translating Foreign Currencies 5269 Transport Coordination and Rate Policy 4213 Transportation and National Policy 4203 Transportation Developments and the North Atlantic Ports 4220 Transportation for War 4299 The Transportation Problem 4195 Transportations Labor Crisis 1123 Trappings vs. Substance in Industrial Marketing 2608 A Travelers Guide to Gifts and Bribes 5066 Tread Lightly Through These Accounting Mineelds 5394 Treasury Bills 4882 The Treasury Threatens Corporate Balance Sheets 4138 Trend of Soviet-German Commercial Relations and Signicance 4012 Trend to Fleet Leasing 2438 Trends in Administration 656 Trends in European Management 1328 Trends in Executive Compensation 1564 Trends in Large Scale Retailing 2534 Trends in Merger Activity 4955 Trends in Personnel Administration 922 Trends in the Cost of Capital 4672 Trends in the Supply of Equity Capital 4676 Trial By Fire Transformation: An Interview with Globe Metallurgicals Arden C. Sims 3398 The Triple-A Supply Chain 5834 The Trojan Horse of Population Growth 2421 Trouble in Paradise 665 The Trouble Ive Seen 4487 The Trouble with Prot Maximization 3411 Troubles Ahead in Emerging Markets 3929 Trust and the Virtual Organization 1867 Trust Busting in Japan 4359 Trust Companies and Legal Practice: A Jurisdictional Problem 5225 The Trusteed Estate 5041 The Truth About Mentoring Minorities: Race Matters 714 The Truth About Private Equity Performance 4757 The Tug-of-War 5828 Turn Customer Input Into Innovation 2808 Turn Public Problems to Private Account 2036, 4063 Turn Your Industrial Distributors Into Partners 3245 Turn Your Truck Fleet Into a Prot Center 5103 Turnaround for the Public Schools? 6187 Turnaround Management Every Day 3271 Turnaround Value of Values 1381 Turning an Industry Inside Out: A Conversation with Robert Redford 126 Turning Gadies Into Allies 5940 Turning Goals Into Results: The Power of Catalytic Mechanisms 1621 Turning Great Strategy into Great Performance 1947 Turning Negotiation into a Corporate Capability 4979 Turning the Supply Chain into a Revenue Chain 5840 Turning Your Budgeting Process Upside Down 5375 TV and Public Service: A Proposal for Action 2864 Twelve Fables of Research Management 2092 Twenty Years 108 Twenty Years of Corporate Earnings 3344 Two Concepts of Accounting 5426 Two Different Types of Industrial Research 5498 Two Executives, One Career 707 Two Experiments in France 3632 Two Financial Roads Leading Out of the Depression 3607 Two-Way Contracting 3246 Two Women, Three Men on a Raft 722, 748 Two Years of Advertising Books 2328 Two Years of Books on Transportation 4211 Types of Investment Trust Collateral and Securities 4893 The Tyranny of Special Interests 5991 The Tyson Case 5147 The Ubiquitous Computer Book 5625 The Ultimate Creativity Machine: How BMW Turns Art Into Prot 962 The Ultimately Accountable Job: Leading Todays Sales Organization 3128 Unbundling the Corporation: Customer Relations, Product Innovation and Infrastructure Functions 1960 Uncle Sam Institutionalizes Technology Assessment 3680 Uncle Sam Needs Help from Business in Cutting Ofce Costs 6062 Uncommon Decency: Pacic Bell Responds to AIDS 2009 Uncover Hidden Value in a Midsize Manufacturing Company 4481 Uncovering Your Hidden Occupancy Costs 4830 Understanding Competence at Work 1038 Understanding Customer Experience 2455 Understanding D&O Insurance Policies 5156 Understanding Distributed Data Processing 5595 Understanding Economic Growth 3684 Understanding Leadership 1237, 1299 Understanding Mad Hatter Finance 31 Understanding People People 1034 Understanding the Consultants Role 2115 Understanding Union Administration 1179 Understanding Union Attitudes 911 Understanding What Your Sales Manager Is Up Against 3135 Understanding Your Organizations Character 1894 The Undistributed Prots Tax in the Fiscal System 4177 An Uneasy Look at Performance Appraisal 293, 301 Uneasy Partnership: SEC/NYSE 4811

Title Index
Unemployment Insurance: Time for Reform 4261 Unemployment Reconsidered 4259 The Unemployment Trust Fund 3792 The Uneven Record of Employee Ownership 412 The Unexpected Benets of SarbanesOxley 5100 Unexplored Assets for Diversication 3441 Unhuman Organizations 1913 The Unication of Railroad Terminals 4225 Uniform Code for Consumer Credit 4561 Uniform Regulation and Control of Commerce 6080 Uniformity in Accounting 5273 Union Inroads in Marketing Decisions 1124 Union Interest in Engineering Techniques 1177 Unionism and Production in the Bituminous Coal Industry 1212 Unionism: Past and Future 1131 Unionization of Foreman 1740 Unions Expanding International Coordination 1112 Unions Financial Reporting 1163 U.S. Agribusiness Breaks Out of Isolation 3498 U.S. Banks Abroad: One Stop Shopping? 4412 The U.S. Businessmen Faces the Soviet Spy 5976 U.S. Competitiveness: The Policy Tangle 3666 U.S. in the Mirror 4088 U.S. Industrial Policy: Inevitable and Ineffective 3656 The United States Intercoastal Shipping Conference 5144 U.S. Marketers Can Learn from European Innovators 2924 U.S. Style of Life Invades Europe 2654 U.S. Trade Policy Needs One Voice 3672 U.S. Versus Latin America: Business & Culture 1420 Unity as an Educational Ideal 110 The Unknown Quantity in Marketing 2337 The Unknown Vietnam Vet Manager 8 Unleash Innovation in Foreign Subsidiaries 1748 Unleashing the Power of Learning 974 Unlikely Partners: Company, Town, and Gown 6186 An Unmanaged Computer System Can Stop You Dead 5628 The Unpaid Local Leader 1151 Unreal Options 1364 Unrealized Potential in Growth Sites 4874 Unshackle Your Comers 1683 Untethered Data 5576 Up and Down the Communications Ladder 1478 Up to Code: Does Your Company Meet World Class Standards? 1993 Upgrade Your Companys Image and Valuation 5178 The Upside of Falling Flat 3419 Upturn in Executive Compensation 1555 Urban Aid for Financing Small Businesses 3677

Title Index
Urgent Questions About the Stock Market 4813 Us vs. Them: The Mineeld of Comparative Ads 2276 Usability: The New Dimension of Product Design 5880 Use Advance Agreements to Minimize Owner Discord 520 The Use and Limitations of Psychological Tests 309 Use and Misuse of Authority by Federal Agencies 6070 Use Joint Ventures to Ease the Pain of Restructuring 4500 Use LIFO to Offset Ination 5309 The Use of Advertising During the Depression 2339 The Use of Contests Among Salesmen 3188 Use of Exclusive Retail Agencies 3115 Use of Financial Ratios 4691 Use of Newspapers by National Advertisers 2323 Use of Opinion Research 2844 Use of Sales Aptitude Tests 3181 Use of Tests in Employee Selection 910 Use Your Hidden Cash Resources 5406 Uses and Misuses of Strategic Planning 3465 Using Credit for Prot Making 2434 Using Derivatives: What Senior Managers Must Know 4587 Using Export Specialists to Develop Overseas Sales 2644 Using the Balanced Scorecard as a Strategic Management System 5334 Using VoIP to Compete 5665 The USSRs Role in International Finance 3565 Utility Rates 4119 Utility Theory Insights Into Risk Taking 5461 The Utilization of an Acquired Competitive Brand 4556 Utilization of Older Manpower 907 The Utilization of Water Power in France 4129 Utopians in the Marketplace 2035 Vaguely Right Approach to Sales Force Allocations 3160 Valuation Matters 4904 Valuation Myopia in the Stock Market 4860 Valuation of Plates and Publishing Rights 5195 Value Acceleration: Lessons from Private-Equity Masters 4762 Value Added Tax: The Case Against 4148 Value Added Tax: The Case For 4149 The Value-Adding CFO: An Interview with Disneys Gary Wilson 4593 The Value Captors Process: Getting the Most Out of Your New Business Ventures 3418 Value Innovation: The Strategic Logic of High Growth 3457 Value Orientation: The Strategic Logic of High Growth 2693, 3448 Values in Tension: Ethics Away from Home 5057 Values Make the Company: An Interview with Robert Haas 1973 Varieties of Labor Relations 1162 Vast Wasteland Revisited 2862

454
Venture Capital Becoming More Widely Available 4780 Venture Out Alone 1745 Venturing Corporations Think Small to Stay Strong 3432 Versioning: The Smart Way to Sell Information 2583 Vertical Integration in the Oil Industry 3834 The Very Model of a Modern Senior Manager 1642 The Very Real Dangers of Executive Coaching 587 A View of the British Employment Exchanges 4272 View Your Customers as Investments 2490 Viral Marketing for the Real World 2684 Virtual Shopping: Breakthrough in Marketing Research 2812 The Virtue Matrix: Calculating the Return on Corporate Responsibility 1999 Virtuoso Teams 2185 Virtuous Capital: What Foundations Can Learn from Venture Capitalists 1791 Visible Management at United Airlines 1408 The Vision Trap 3461 Vital Truths About Managing Your Costs 5338 Vitalize Black Enterprise 19 A Voice of Experience: An Interview with TRWs Frederick C. Crawford 1376 Volatile Exchange Rates Can Put Operations at Risk 3571 Voluntary Control of Unfair Business Practices 5028 The Wage Bargain and the Minimum Wage Decision 3794, 5212 Wage Policies and Employment 465 Wage Policies of Industrial Unions 1191 The Wage-Setting Dilemma 463 Wage Stabilization from Labors Viewpoint 1152 Wage Systems: An Appraisal 466 Wages and Prices by Formula? 4030 Wagon Masters and Lesser Managers 1389 The Waiting Period Under the Securities Act 4819 Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue 964 The Waldman Company 2984 A Walk on the Supply-Side 4141 Walking the Talk at Swiss Re 3851 Want Collaboration?: Accept and Actively Manage Conict 1826 Want to Perfect Your Companys Service?: Use Behavioral Science 2467 Wanted: Chief Ignorance Ofcer 2249 Wanted: Mature Labor Leaders 1175 Wanted: Mature Managers 1711 The War Against the Check 4402 The War and British Workers 4329 War and Peace in Labor Relations 1136 War Demands on the Labor Supply 4335 War Planning and Industrial Mobilization 6049 War, Radio, and the Radio Industry 4285 The Wars Impact on Urban Transit Systems 4198 Wartime Handling of Labor Disputes 1174 Wartime Ination and Department Stores 4291 War-Time Labor Productivity 4349 Wastepaper 4314 Watch Earnings, Not the Ticker Tape 4863 Watch Your Expense Accounts 5093 Watch Your Minutes 5430 Water Transportation in the United States 4227 A Way to Move Welfare Recipients Into the Work Force 3781 The Way to Win in Cross-Border Alliances 1754 The Way Up from Reagan Economics 4139 The Ways Chief Executive Ofcers Lead 1277 Ways Women Lead 1284 We Can Live with Ination 4027 We Dont Have the Accounting Concepts We Need 5276 We Dont Need Another Hero 1264 We Googled You 1639 We Need a National Materials Policy 3824 Wealth Happens 4064 The Wealth of Adam Smith 4073 Weapon System Contracting 6034 Web Attack 3000 Web Site Blues 2581 Web Surveys Hidden Hazards 3193 Weighing Risk in Capacity Expansion 5748 The Weird Rules of Creativity 954 Welcome Abroad (But Dont Change a Thing) 1659 Welcome Back, Mom and Pop Networks of Small Stores 3048 Welcome to the Bazaar 2946 Welcome to the Experience Economy 3213 Welcome to the New World of Merchandising 3044 The Well-Read Manager 619 Were All In This Together 5829 What a Star: What a Jerk! 375 What Arbitrators Think About Technology Replacing Labor 1091 What Are Ethical Marketing Practices 5082 What Are the Risks in Risk Analysis? 3377 What Asbestos Taught Me About Managing Risk 5002 What Becomes an Icon Most? 2360 What Books Do Presidents Read 625 What Business Are You In? 2686 What Business Can Learn from Nonprots 1799 What Business Learns from War 4297 What Business Thinks About Employee Rights 869 What Businessmen Need to Know About the Student Left 6133 What Can Business Games Do? 3279 What Can CEOs Do for Displaced Workers? 274 What Can the Employer Do to Encourage Savings and Wise Investment by Industrial Employees? 421 What Can We Do About Depressions? 3590

455
What Can We Expect from Pensions? 334 What Consumerism Means for Markets 5024 What Counts Most in Motivating Your Sales Force? 3152 What Do Bond Yield Differentials Forecast? 4465 What Do Managers Know, Anyway? 2134 What Do Men Want? 724 What Do You Mean I Cant Write? 1489 What Do You Mean You Dont Like My Style? 1473 What Do You People Want? 6132 What Does It Mean to Be Green? 3875 What Does the R&D Function Actually Accomplish? 2080 What Drives the Wealth of Nations? 3928 What Economists Dont Know About Wages 456 What Effective General Managers Really Do 2139, 2154 What Employees Want from Their Work 1080 What Every Business Can Do About Housing 2011 What Every CEO Should Know About Creating New Businesses 3421 What Every Executive Needs to Know About Global Warming 3864 What Every Leader Needs to Know About Followers 1217 What Every Marketer Should Know About Women 2412 What Executives Should Remember 573 What Future for the Conglomerate 3436 What Great Managers Do 1359 What Happened to the Computer Revolution? 5522 What Happens When Our Oil and Gas Run Out? 3826 What Harm has FASB 8 Actually Done? 5266 What Health Consumers Want 762 What Helps or Harms Promotability 1697 What High-Tech Managers Need to Know About Brands 2371 What Holds the Modern Company Together? 1865 What I Learned from Warren Buffett 4854 What Is a Corporate Social Audit? 2033 What Is a Global Manager? 1363, 1373 What Is an Executive Worth? 1562 What Is Fair Pay for the Executive 1544 What Is Science Good For? 6162 What Is Strategy? 3297 What Is the Cost to You of Conserved Energy? 3811 What Is the Manager? 1426 What Is the Position of British Industry 3645 What Is the Real Impact of Advertising? 2292 What Is the Right Supply Chain for Your Product? 5842 What Is Work? 1911 What It Means to Work Here 824 What Its Like to Be a Black Manager 753 What Job Attitudes Tell About Motivation 401 What Killed Bob Lyons? 2226, 2232 What Kind of Corporate Modeling Works Best? 3274 What Kind of Cost System Do You Need? 5346 What Kind of Management Control Do You Need? 5353 What Leaders Really Do 1259, 1285 What Makes a Company Global 1750 What Makes a Good Salesman? 3125, 3166 What Makes a Leader? 1239, 1272 What Makes Advertising Effective? 2293 What Makes America Exceptional? 263 What Makes an Effective Executive 580 What Makes Great Boards Great? 184 What Makes Research Sterile? 6171 What Managers Think of Participative Leadership 1416 What Men Think They Know About Executive Women 705 What Motivates Business Buyers? 3029 What Price Human Relations 6148 What Price Success? 621 What Price Volume? 4320 What Really Makes Factories Flexible 5723 What Really Works 1953 What Role for College Trustees? 6188 What Role for European HQ and Where? 1775 What Serves the Customer Best? 2879 What Should Audit Committees Do? 219 What Should Cost Mean? 5354 What Should Unions Do? 1088 What Stakeholders Demand 3854 What Strategy Can Do for Technology 3372 What the CEO and Board Expect of Each Other 215 What the Competition Is Doing: Your Need to Know 5081 What the Hell Is Market Oriented? 2720 What the Radical Economists Are Saying 3795 What the Worker Really Thinks of His Union 1145 What Titans Can Teach Us 475 What to Ask the Person in the Mirror 570 What to Do About the Discount House 3073 What to Do with All Those Micros 5620 What to Expect from Teleconferencing 5526 What Todays Directors Worry About 218 What Venture Trends Can Tell You 86 What We Can Learn from Japanese Management 1419 What We Dont Know About Soviet Management 1383 What Will Research Bring About? 2096 What Will They Think of Next 5243 What Will We Do When the Well Runs Dry? 3877 What Working for a Japanese Company Taught Me 1382 What You Dont Know About Making Decisions 1602 What You Need to Know About Fund Raising 262 What You Need to Know About Stock Options 1511

Title Index
What Young People Think About Managers 58 What Your Leader Expects of You 2125 Whatever Happened to Rosie the Riveter? 726 Whatever Happened to the Take-Charge Manager? 1372 Whats a Business For? 49 Whats a PR Director For, Anyway? 3010 Whats Ahead for Social Security 3791 Whats Ahead for the Business-Government Relationship 5960 Whats Ahead for the Hotel Industry 3347 Whats Ahead in Information Technology 5548 Whats Coming in Labor Relations? 1107 Whats Different About Conglomerate Management? 3435 Whats Happening to the U.S. Lead in Technology 2085 Whats He Waiting For? 1665 Whats Holding Women Back? 710 Whats It Worth? A General Managers Guide to Valuation 4584 Whats Stiing the Creativity at Coolburst? 975 Whats the Matter with Business Ethics? 5059 Whats Wrong with Executive Compensation? 1509 Whats Wrong with Price-Level Accounting 5286 Whats Wrong with Strategy? 3455 Whats Your Excuse for Not Using JIT? 5847 Whats Your Projects Real Price Tag? 4573 Whats Your Real Cost of Capital 4574 Whats Your Return on Knowledge? 931 Whats Your Story? 579 Whats Your Strategy for Managing Knowledge? 971 Wheels for Defense 4351 When a Business Leader Joins a Nonprot Board 1797 When a New Manager Stumbles, Whos at Fault? 1669 When a New Manager Takes Charge 1357, 1679 When a Turnaround Stalls 3368 When All the Banks Closed 4433 When an Executive Defects 5173 When Being Green Backres 3852 When Bots Collide 2571 When Business Is a Condence Game 590 When Company Values Backre 1839 When Compulsory Retirement at 65 Is Ended 323 When Consultants and Clients Clash 2108 When Consumers Buy at Wholesale 2849 When Corporate Venture Capital Doesnt Work 4774 When Crowds Arent Wise 6108 When Deferred Compensation Doesnt Pay 1554 When Employees Make Concessions 1097 When Employees Run the Company 413 When Employees Want to Oust Their Union 1105 When Everything Isnt Half Enough 2221

Title Index
When Executives Burn Out 2155, 2222 When Followers Become Toxic 1242 When Friends Run the Business 524 When Good Guanxi Turns Bad 2621 When Good Teams Go Wrong 2198 When If We Have the VAT 4147 When Is Price Reduction Protable 2966 When Is There Cash in Cash Flow 5245 When Is Virtual Virtuous? 2590 When New Products and Customer Loyalty Collide 2904 When No News Is Good News 2998 When Organizational Messiness Works 1845 When Outsourcing Goes Awry 773 When Paranoia Makes Sense 2220 When Partners Fall Out 502 When Professionals Have to Manage 996 When Salaries Arent Secret 443 When Science Supplants Technology 6170 When Should a Leader Apologize and When Not? 1447 When Should You Go to Court? 5200 When Social Capital Sties Innovation 1998 When the Boss Wont Budge 483 When the CEO Cant Let Go 1670 When the Computer Takes Over the Ofce 5554 When the Mentor Is a Man and the Protge Is a Woman 744 When the Mighty Stumble 4988 When the Union Enters 1182 When the United States was Canadas Japan 4051 When Times Get Tough: What Happens to TQM? 5902 When to Advertise Your Company 2281 When to Ally and When to Acquire 4476 When to Put the Brakes on Learning 943 When to Shift to Straight-Line Production 5821 When to Trust Your Gut 1603 When to Use Employment Contracts 880 When to Walk Away from a Deal 4479 When, Where, and How to Test Market 2921 When Your Contract Manufacturer Becomes Your Competitor 5735 When Your Culture Needs a Makeover 5920 When Your Star Performer Cant Manage 1668 Where Are Your Unenriched Jobs? 1061 Where Babies Come From: Supply and Demand in an Infant Marketplace 6109 Where Do We Stand? [German Economy] 3643 Where Does the Customer Fit in a Service Operation? 2484 Where Does Zero-Based Budgeting Work? 5381 Where in the World Should We Put That Plant? 5749 Where Is Installment Selling Headed? 2443 Where Is Organized Labor Going? 4092 Where Is the Organizational Man? 1735 Where Leadership Starts 2136 Where More R&D Dollars Should Go 2064

456
Where Napster Is Taking the Publishing World 5581 Where the Ruble Stops in Soviet Trade 3546 Where to Find Marketing Facts 2830 Where Value Lives in a Networked World 5588 Wheres the Green in Green Business? 3863 Which Bank Can You Trust 4409 Which Levers Boost ROI? 3384 Which Way Should You Grow? 3390 While Customers Wait, Add Value 3142 White Collar Are Different 1139 White Help for Black Business 541 Whither British Industry 4375 Whither Small Business? 554 Who Are the Economic Imperialists Now? 3559 Who Are the Gurus Gurus? 1322 Who Are Your Motivated Workers? 1074 Who Benets from a Floating Prime Rate? 3898 Who Benets from Price Promotions? 2944 Who Cast the First Stone? 6118 Who Controls MNCs? 1772 Who Gets Promoted? 1680 Who Goes, Who Stays? 4490 Who Has the D?: How Clear Decision Roles Enhance Organizational Performance 1595 Who Is Them? 1756 Who Is to Blame for Maladaptive Managers? 2164 Who Is to Save Our Cities? 6097 Who Is Us? 1757 Who Needs Budgets? 5376 Who Needs the Ofce of the Future? 5527 Who Prots from Nonprots? 781 Who Prots from Trading Stamps? 3070 Who Prots More from U.S.Soviet Trade 3969 Who Rules the Worlds Financial Markets? 4735 Who Says You Cant Crack Japanese Markets 4054 Who Should Control Division Controllers 5422 Who Should Control Information Systems? 5659 Who Should Set CEO Pay? The Press? Congress? Shareholders? 1514 Who Strikes and Why? 1095 Who Supplied the Supply Side? 4133 Who Wants Corporate Democracy 1895 Who Wants Employee Rights 881 Who Wants to Manage a Millionaire? 838 Who Works with Whom? 1907 Wholesale Organization in the Automobile Industry 2543 Whos Liable for Stress on the Job? 2224 Whos That? 5122 Whos to Blame for the Bubble? 4765 Whos Who in Personnel Administration 901 Whos Your Weakest Link? 761 Whose Bringing You Hot Ideas and How Are You Responding? 942 Whose Fault Was It? 1908 Why and How to Court Foreign Shareholders 4915 Why (and How) to Take a Plant Tour 5721 Why Bad Projects Are Hard to Kill 5876 Why Be Honest If Honesty Doesnt Pay 5062 Why Business Always Loses 5993 Why Business and Government Exchange Executives 5964 Why Business Models Matter 3316 Why Business Must Seek Tax Reform 4146 Why Change Programs Dont Produce Change 156 Why Data Systems in Nonprot Organizations Fail 1813 Why Directors Need to Keep Records 216 Why Do Employees Resist Change? 142 Why Do Firms Succumb to Price Fixing? 5075 Why Do Mergers Miscarry? 4545 Why Do They Keep Leaving 423 Why Doesnt This HR Department Get Any Respect? 840 Why Employees Are Afraid to Speak 1822 Why Employees Stay 437 Why Entrepreneurs Dont Scale 472 Why Focused Strategies May Be Wrong for Emerging Markets 1752 Why General Mills Mixes in Health Care 2010 Why Good Accountants Do Bad Audits 5236 Why Good Companies Go Bad 1959 Why Good Managers Make Bad Ethical Choices 5067 Why Good Projects Fail Anyway 5895 Why Hard-Nosed Executives Should Care About Management Theory 1362 Why Hierarchies Thrive? 1309 Why History Matters to Managers 599 Why I Race Against Phantom Competitors 3374 Why ICI Chose to Demerge 4502 Why Incentive Plans Cannot Work 445 Why Incentive Plans Fail 1543 Why Innovation in Health Care Is so Hard? 765 Why Invest in Latin America? 3972 Why Is Education Obsolete? 6195 Why Is U.S. Productivity Slowing Down? 3717 Why Its So Hard to Be Fair 2245 Why Japanese Education Works 6185 Why Japanese Factories Work 5816 Why Most New Consumer Brands Fail 2920 Why Motivation Theory Doesnt Work 399 Why My Former Employees Still Work for Me 1045 Why Not Do Away with Prots? 3416 Why Not Invest in Latin America? 3622 Why Not Leverage Your Company to the Hilt? 4595 Why Not No-Fault Product Liability 5010 Why Not Try Cooperative Research? 2100 Why Penalize Firms Hiring Handicapped Workers? 22 Why People Follow the Leader: The Power of Transference 1235 Why Privatization Is Not Enough 3541 Why Protectionism Doesnt Pay 3949

457
Why Read Peter Drucker? 606 Why Sane People Shouldnt Serve on Public Boards 192 Why Satised Customers Defect 2475 Why SG&A Doesnt Work 5397 Why Should Anyone Be Led By You? 1268 Why Smart People Underperform 363 Why Some Factories Are More Productive Than Others 5727 Why Supervisors Resist Employee Involvement 1724 Why the News Is Not the Truth 2861 Why the U.S. Needs an Industrial Policy 3674 Why We Didnt Know? 5046 Why We Misread Motives 1838 Why We Should Account for Ination 5287 The Why, What, and How of Management Innovation 934 Why Wont Directors Rock the Boat? 194 Wide-Open Management at Chaparral Steel 5930 The Wild West of Executive Coaching 2105 Wildcat Strikes 1138 Will Businessmen Be Civil Servants 2056 Will Disruptive Innovations Cure Health Care? 771 Will E-Commerce Erode Liberty? 5016 Will Merged Labor Set New Goals? 1134 Will Services Follow Manufacturing Into Decline? 3224 Will She Fit In? 720 Will the Legacy Live On? 1366 Will This Open Space Work? 970 Will You Survive the Services Revolution? 3207 Will Your Business Die with You 556 Window on the Hard-Core World 266 Winging It in Foreign Markets 2636 Wining Away the Hours 367 The Winner Takes All ... Sometimes 4067 Winning and Losing with European Acquisitions 4533 Winning in the Aftermarket 2687 Winning Over Indifferent Youth 883 Winning the Greenhouse Gas Game 3862 Winning the Talent War for Women: Sometimes It Takes a Revolution 716 Winning with the Big-Box Retailers 3045 The Wisdom of Deliberate Mistakes 933 The Wisdom of (Expert) Crowds 5442 The Wise Old Turk 1062 Wishful Thinking on the Balance of Payments 3976 With Friends Like These 3256 A Woman in the Boardroom 747 Women as a Business Imperative 728 Women in Management: Pattern for Change 756 Words for the Wise 1460 The Work Alibi: When Its Harder to Go Home 389 Work and Life: The End of the ZeroSum Game 839 Work and Unity: Germany the Morning After 3617 The Work Committee: An Administrative Technique 2216 Work Flow and Human Relations 912 Work Innovations in the United States 1057 The Work of Leadership 1255, 1276 The Work of the Leader 1280 Work with Me 3204 Worker Groups Gain Power in Common Market Companies 417 Worker Participation: Contrasts in Three Countries 1058 Workers Education: Todays Challenges 1194 Workers Have a Right to a Share of Prots 411 Working Capital During the Transition 4680 The Working of the Webb-Pomerene Law 4969 Working on Nonprot Boards: Dont Assume the Shoe Fits 1788 Working with Behavioral Scientists 6140 The World According to Walter 999 The World Banks Innovation Market 945 The World Customer 2658 World Energy: A Manageable Dilemma 3819 The World of Business 1338 World Oil and Cold Reality 3815 World Rubber Problems 3346 World Stocks, Prices and Controls of Foodstuffs and Raw Materials 4121 World Trade Faces a New Order 4003 The Worlds Food Position and Outlook 4313 Worldwide Executive Mobility 1674 The Worldwide Web of Chinese Business 491 Worse Than Enemies: The CEOs Destructive Condant 2132 Would Tariff Suspension Hurt U.S. Business? 3988 Wrenching Times Ahead for Housing 3718 Wrestling with Jellysh 161

Title Index
Writing the Prescription for Health Care 810 A Xerox Cost Center Imitates a Prot Center 5345 Yasuhiro Nakasone: The Statesman as CEO 4049 A Yen to Spend 3215 Yesterdays Accounting Undermines Production 5347 You Can Bank on Uncertainty 5502 You Can Manage Construction Risks 5154 You Can Negotiate with Venture Capitalists 4772 You Cant Outguess the Foreign Exchange Market 3574 You Have More Capital Than You Think 4569 You Have to Manage Public Relations 3014 You Need a New Cost System When... 5342 The Young and the Clueless 584 Young Businessmen and Germanys Future 70 Young Viewers Troubling Responses to TV Ads 2291 Your Alliances Are Too Stable 3258 Your Best M&A Strategy 4483 Your Brands Best Strategy 2374 Your Clerical Workers Are Ripe for Unionism 1114 Your Employees Right to Blow the Whistle 5011 Your Innate Asset for Combating Stress 2231 Your Loyalty Program Is Betraying You 3041 Your Next IT Strategy 5605 Your Ofce Is Where You Are 1049 Your Own Brand of Advertising for Nonconsumer Products 2278 Your Right to Fire 854 Your Right to Lower Prices 4958 Youre the Best Judge of Foreign Risks 4738 Zeitgeist Leadership 83 Zen and the Art of Management 1402 Zero-Base Public Utility Regulation 3821 Zero-Based Budgeting 5383 Zero Defections: Quality Comes to Services 2479 Zip Code New Tool for Marketers 2760

Subject Index
References are to entry numbers.

ABB Zarnech Corporation 1755 Accountants 54205427 Accounts Receivable Strategies 5226 5232, 5399, 5400 Advanced Cardiovascular Systems (ACS) 1849 Advertising Campaigns 22702346 AES Electric Corporation 1861 Afrmative Action 14, 15, 17, 18, 25 Aging Employee Base 828, 899, 907, 914 Agribusiness Concerns 31963529 Agriculture Adjustment Act [AAA] 5204 Airline Transportation Issues 4191, 4192, 4196, 4199, 4200, 4202, 42044205, 4208, 4210, 4228, 4231, 4232, 4238 Akamai Corporation 2573 Alberto-Culver Corporation 5920 Allen-Bradley Corporation 5704 Alliance Building Topics 32543264, 3335 Allied Signal Corporation 145 Allocation Decisions 4582, 4589, 4602, 4648 Amalgamated Clothing Workers of America 1210 Amazon.com Corporation 2550, 5443 Amdahl, Gene 526 Amdahl Corporation 526 American Airlines 5515 American Governmental Impact 59 American Telephone & Telegraph Corp. 1065, 2939 American Youth 58, 61, 167 Amgen Corporation 3388 Analysis or Simulaton Activities 3265 3280, 3316 Anti-Trust Laws 49384970, 5118 Arbitration or Negotiation Activity 49714986 Architecture and Business 30033004 Arnault, Bernard 2364 Assessment of Management 1622, 1629, 16311634, 1636, 1662, 1675, 1687, 1692, 1695, 1696, 1701, 1712, 1715 Asset Issues Concerning Accounting 52335235, 5406 AST Research Company 4907 Attorneys 54135225 Auditing Issues 52365244

Auerbach, Arnold (Red) 2208 Automation 55065568 Automobile and Trucking Industries 35303534 Badaracco, Joseph L., Jr. 92 Baker, George Fisher 78 Bakke, Dennis 1861 Bank of America 862, 3209 Banking Industry 43905000 Barnevik, Percy 1755 Bell Atlantic Corporation 155 Bell Labs 287 Bennett, Leamon J. 413 Best Buy Corporation 3036 Bezos, Jeff 2550 Bloom, Anthony 2012 Blue Collar Employment 921 Bond Portfolios or Bond Markets 44624470, 4773, 4779 Bonneville Powe Administration 3002 Bossidy, Lawrence A. 145 Boston Celtics Basketball Team 2208 Boston Consulting Group 2241 Boston Red Sox Baseball Team 5443 Brabeck, Peter 129 Brand, E. Cabell 2014 Brand Management Issues 23472396 Bratton, William 1248 Bright Horizons Family Solutions 3319 Brindley, Lynne 1935 British Airways 2474 British Library 1935 British Petroleum 974, 5906 Brown, Lee P. 6084 Brown, Roger 3319 Browne, John 974 Brunswick Corporation 2022 Burkner, Hans-Paul 2241 Business Consultants 21032121 Business, Germany 70 Business-Government Interaction 59405989 Business History 55 Business Incubators 478 Business or Economic Forecasting 37573774 Business Oriented Resources 1497 Business Roundtable 217 Business School Curriculum 93117

Cadbury, Sir Adrian 1984 Cadbury Schwepes 1984 Callaghan, James 1289 Campbell, James A. 798 Canion, Rod 1974 Canon Corporation 3447 Capital Asset Pricing Model (CAPM) 4591, 4615 Capital Markets 4678, 4769, 4771, 4775, 4777, 4778, 4785, 4786, 4913 Capital One Corporation 5443 Capital Project Costs and Funding 4573, 4594, 4601, 4606, 4618, 4622, 4625, 4629, 4633, 4641, 4644, 4658, 4664, 4665, 4667, 46704672, 4677, 4685, 5490 Carter, Jimmy 571, 1287 Cary, Frank T. 871 Cash Flow Issues 52455249 Cemex Corporation 1741 Challenges for Working Parents 703 Change Management 118129, 133, 134, 136138, 140142, 145, 146, 148, 150, 152, 153, 155158, 161165, 168174, 402, 839, 1007, 1882 Chief Financial Ofcers 4626 Chinese Management Patterns 1356 Cincinnati Works 1784 CinMeade Corporation 151 Citibank Corporation 999, 2483, 4394 Clausen, A. W. 862 Clements, George 608 Coles, Robert 6111 Commercial Liability Issues 5001 Commercial Paper 4791 Company Communication Efforts 1439, 14411445, 1448, 1451, 1455, 14651467, 1478, 1481, 1484, 1505, 1506 Company Provided Day Care 849 Company Takeover Issues 4476, 4484, 4487, 4501, 45054513, 45164519, 4541, 4546 Compaq Computer Corporation 1974 Competitive or Strategic Advantage Topics 32813310, 3334, 3342 Computer Aided Manufacturing 5702 5709 Computer Privacy 55695571 Computer Security Issues 55725580

458

459
Computer Software Industrys Issues 55815584 Conrades, George 2573 Consumer Behavior 2397, 23998, 24012406, 2410, 2412, 2415, 2418 2420, 24232426, 24282431 Consumer Credit Industry 45574566 Consumer Demographic Issues 2400, 2408, 2411, 2413, 2414, 2417, 2421, 2427 Consumer Protection Topics 50145030 Continental Airlines 3395 Continental Illinois Bank 5533 Continental Oil Corporation 4665 Contracts and Agreements 50315038 Cook, Paul M. 953 Corporate Board of Directors: assessment 185, 214, 232, 238, 243, 249; audit committees 208, 219, 245; compensation 198, 211, 224, 226; decision making 177, 181, 188, 195; legal liability 175, 179, 207, 239, 252; membership 180, 182184, 187, 192, 194, 197, 199, 200, 202, 231, 234, 248, 254; mergers or acquisitions 191; outside directors 186, 189, 195, 205, 226, 235, 240243, 246; relationship with company management 203, 210, 215, 220, 221, 229, 244; responsibilities 190, 212, 216218, 223, 225, 227, 228, 236, 247, 250, 251, 253; strategic planning 201, 204, 206, 213, 230; technology 178, 257; women 176 Corporate Centralization 276 Corporate Decentralization 279 Corporate Downsizing 272, 274 Corporate Finance Decisions 4567 4569, 4572, 4575, 4577, 4579, 4585, 4590, 4592, 4593, 4595, 45974600, 4605, 4607, 4610, 4614, 4616, 4617, 4624, 4631, 4632, 46344638, 4643, 4647, 46504653, 4659, 4661, 4663, 4666, 4668, 46734675, 4680, 4681, 4683, 4684, 46874689, 4914 Corporate Fund Raising Efforts (Chairity) 260, 262 Corporate Objectives 33303331 Corporate or Business History 64, 76, 77, 108 Corporate Organizational Design 270, 271, 273, 277, 278, 315, 316, 320, 328332, 335, 337, 340, 343, 349, 350, 354 Corporate Performance 33133315, 33173329 Corporate Philanthropy 255259, 261, 264268 Corporate Restructuring 269, 275, 280282 Corporate Social Responsibility 1990 2063 Cost of Capital 4574 Costco Corporation 440 Credit Arrangements Made to Consumers 24322434, 2436, 2441 2450 Crisis Communication Efforts 1453, 1454, 1457 Crisis Management 1605 Cummins Engine Company 5802 Currency Transactions 35713584 Customer Complaints 2453, 2473, 2485, 2601, 3038 Customer Satisfaction Efforts 2455, 2456, 2462, 2464, 2469, 2475, 24772479, 2481, 2487, 2489 Customer Service Issues 2454, 2457 2461, 2463, 24652468, 2470, 2471, 2474, 2476, 2480, 24822484, 2486, 2488, 2490 Customized Product Lines 2491, 2494, 2495 Cyananid Corporation 288 Cypress Semiconductor Conductor 5514 Czeisler, Charles A. 370 Data General Corporation 2990 Data Security 2552 Debt Management 4609, 4612, 4613, 4623, 4628, 4654, 4669, 4678, 4787 Decision Trees 5436, 54385441 Dell, Michael 1950 Dell Computer Corporation 1950, 2365 Depreciation Methods 52515259, 5260, 5261 Deregulation 51025104 Derivatives 4587 Detroit Symphony 1795 Developing or Third World Economic Conditions 3610 Diamond Alkali Company 2926 Diamond Fiber Products 1048 Digital Equipment Corporation 2601 Dimon, Jamie 571 Disabled Employees 911, 13, 22 Disclosure Process 4802, 4806, 4808 4810, 4813, 4814, 4818 Disney Corporation 968, 4593 Disruptive Change Innovation 130132, 135, 139, 143, 144, 149, 154, 159 Distribution Channel Issues 2496 2549 Diversity Assessment 4, 5, 7, 16 Divestitures 4645, 4576 Dividend Policies or Strategies 4692 4704 Dividends 4646 Domestic Economy, United States 3994 Domestic U.S. Politics 59906002 Dow Corning Corporation 1891 Drexler, Mickey 571 Drucker, Peter F. 606, 2146 Du Pont Corporation 1010 Ducati Corporation 2555 Duke Childrens Hospital 770 Duraame Company 527 Earnings Reports 5394 Eastern Airlines 1092 Eastman Kodak Corporation 666 Eaton Electronics Corporation 2884 eBay Corporation 2555 Economic Conditions: Australia 3635, 4014; Austria 3639, 3650; Canada 3619, 3620, 3634, 3636, 3978; China 3535, 3537, 3538, 3542, 3550, 3554, 3628, 3918; Developing World 3623; Eastern Europe 3539, 3544; European Continent 3647; European Union 3612, 3613, 3926, 39403942, 3967; Fascist Europe 3569; France 3632, 3648, 3649, 4020; Germany 3615, 3617, 3638, 3640, 3641, 3643, 3644, 3651, 4012, 4021; Great Britain 3633, 3637, 3645, 3646; India 3918; Israel 3616; Latin America 3970, 3972, 3983, 4002, 4004; Mexico 3629, 3934, 3938; Middle East 3962, 3966, 3968; Nazi Germany 3567;

Subject Index
Pacic Rim Nations 3611, 3614, 3621, 3625, 3943; Portugal 3630; Russia or former Soviet Union 3540, 3541, 3543, 35453549, 35513553, 35553566, 3568, 3570, 3933, 3969, 2981, 3987, 3991, 4012; South Africa 3618; South America 3622, 3627; Third World 3932, 3945, 3956, 3964; United Kingdom 3626 Economic Development Issues 3652 3655, 3658, 3659, 3673, 36773694, 36993701 Economic Growth Topics 3705 Economic Indicators or Analysis 3702, 3707, 3718, 37233725, 37273734, 3736, 37383742, 37443756 Economic Productivity Issues 3703, 3704, 3706, 37083714, 3716, 3717, 3720, 3721 Economic Recession or Depression Conditions 35853609 Economic Theory 3719, 3722, 3743 Economists 37953807 EDS Corporation 1795 Education 61786199 Eisner, Michael 968 Electronic Commerce Oriented Economy 25502596 Emerson Electric Corporation 3399 Employees: alienation 1066; benets packages 454, 457460; conict management 402404, 1900, 1910, 1978; as corporate directors 414, 415, 417, 419, 420; development 834, 835, 844, 856, 862, 872, 873, 893, 925, 957, 1011, 1026, 1029, 1072; disabilities 357, 380, 381, 464; discipline 1073; downsizing 425, 431, 432, 436; empowerment 151, 1042, 1044, 1048, 1863; equity purchase plans 408, 410, 416; on front lines 822, 829; high achievers 358, 362; identication with organization 824; incentive/ bonus plans 441, 442, 445, 447, 451, 455, 468, 469; individual characteristics 1844; job design 1033, 1046, 1049, 1052, 1054, 1056, 1071, 1075, 1076, 1085; job satisfaction 1031, 1035, 1036, 10381040, 1043, 1047, 1050, 1059, 1068, 1070, 1074, 1080, 1083; job security 1051; misbehavior 355, 359, 364, 366, 368, 370, 373, 375, 384, 386, 394; morale 833, 897, 906; motivation 401, 825; overtime 356, 360; ownership of a rm 406, 407, 409, 412, 413; performance issues 361, 363, 365, 367, 369, 371, 372, 374 376, 377, 379, 385, 388390, 392, 393, 395397, 405, 1931; performance review process 283, 285308; privacy rights 871; productivity 287; prot sharing 411, 418, 421; recruitment 837, 845, 875, 883, 920; relationships 1030, 1032, 1034, 1041, 1045, 1879, 1880, 1897, 1899; retention 422424, 426, 427, 729, 430, 437439, 1040; retirement 310, 318, 321324, 334, 336, 339, 341, 344 348, 351, 832, 867; retirement security act (erisa) 325, 416; safety 857; sexual orientation 378; social groups 387; substance abuse/alcoholism issues 382, 383, 391, 398, 400; termination or retrenchment 428, 433 435, 854, 861, 905; wage/salary

Subject Index
amounts 440, 444, 446, 448450, 452, 453, 456, 461463, 465467, 470; who provide innovative ideas 942, 964, 975, 980, 997, 1002; work environments 1055, 1057, 10771079, 1081, 1082, 1084; Energy or Fuel Resources 38083849 Engineering 57105716 Enron Corporation 2220 Enterprise Rent-a-Car Corporation 2463 Entitlement Programs and Safety Net Issues 37753794 Entrepreneurs and Psyches 473, 475, 476, 493, 500502, 506, 509, 515, 522, 528, 530 Environmental Accounting Issues 5389, 5411 Environmental Trends Facing Business 8284, 87, 88, 91 Epinions.com Corporation 2565 Estate, Trusts or Inheritance Topics 50395043 Ethics or Dishonesty Issues 50445098, 5436 Executives: compensation issues 1508, 1509, 15121526, 1528, 15301540, 1544, 1545, 1547, 1550, 1551, 1553 1555, 1557, 1559, 1562, 1564, 1565, 1567, 1568, 15701586, 1588, 1589; development 568, 572, 573, 575, 576, 579, 580582, 584, 585, 592, 593, 597, 599, 600, 605609, 612, 616620, 622, 625627, 632635, 638, 640659; interactions with peers 595; interactions with underlings 569, 586, 587, 596, 623; mobility 614, 618; selection 21; self-awareness 570, 578, 583, 588591, 594, 601, 602, 604, 610, 621, 624, 628631, 637, 639; setbacks 571, 577, 615; stock options 1510, 1511, 1527, 1527, 1538, 1546, 1548, 1549, 1556, 1558, 1560, 1561, 1563, 1569, 1576 F International Corporation 993 Factory Locations 57345766 Factory Operations and Production 57175733 Family Owned Businesses 471, 482, 486, 487, 498, 535, 539, 547 FASB 52625275 Federal Reserve System 3895, 3900, 3903, 3905, 39073911, 39133917 Fiscal Policy Issues 41324142, 4154, 4155, 4158, 4161, 4163, 4164, 4166, 4168, 4172, 41744176, 4180, 4181, 4184 Fisher, George 1385 Fleet Bank 422 Flexible Working Hours 1063 Flow Charts 5437 Ford, Gerald R. 1288 Ford Motor Company 1135 Foreign Policy or International Affairs 60036013 Foreign Trade Issues 39193921, 3948, 3949, 39513955, 3958, 3960, 3961, 3965, 3969, 3971, 39733977, 3979 3982, 3984, 3985, 39873993, 39953999, 4001, 4003, 40054011, 4013, 40154020, 40224025 401-K Plans 511 Franklin, Benjamin 53 Frist, Thomas 798

460
Fusion System Corporation 5174 F.W. Woolworth Company 3087 Gardner, Howard 5047 General Accounting Principles and Issues 52765280, 53965398, 5401 5405, 5407, 5409, 5410, 5412, 5415, 54175419 General Electric Corporation 893, 1367, 1696, 1977, 2385, 3314, 3373, 5045, 5561, 5582 General Mills Corporation 2010 General Motors Corporation 5198, 5904 Giant Food Stores 2752 Global Economy 39233925, 3927 3931, 3935, 3944, 3946, 3950, 3957, 3959, 3963, 3974, 3986 Global Metallurgical Corporation 3398 Gold Standard 3642, 3726, 3735, 3737, 3906 Goldman Sachs 3204 Gomes, Peter J. 6112 Gomez, Alain 3400 Gottman, John 1030 Government Sponsored Health Care 790 Governmental Impact or Regulation 50995152 Graphs and Charting Principles 5499 5505 Great Atlantic & Tea [A&P] Stores 3093, 3095 Gruppo GFT 2631 Guaranteed Incomes 1141 Gulf Oil Corporation 2020 Haas, Robert 1973 Hahn, Carl 3324 Haier Corporation 2357, 3312 Hallmark Cards 2706 Harlem Globetrotters Basketball Team 2366 Harley Davidson Corporation 3320 Harp, Lore 739 Harrahs Entertainment Corporation 2807, 5443 Hart Schaffner & Marx 419 Health Care Consumers 762, 763, 768, 788, 800 Health Care Costs 769, 770, 776, 784, 785, 789, 792, 797, 801, 802, 815, 816 Health Care Innovation 765767, 771775, 777, 780782, 796, 804, 807, 814, 817, 821 Health Epidemics 761, 764, 783 Hewlett Packard Corporation 1279, 2906 Highway Transportation Issues 4239, 4245 Hoffman-La Roche Corporation 761 Holding or Investment Companies 4790 Home Depot Corporation 3386 Hooker Chemical Corporation 3481 Hospital Issues 778, 779, 786, 787, 794, 795, 798, 799, 803, 805, 806, 809, 811813, 818820 Human Resource Management 823, 826, 827, 830, 831, 836, 838, 840 842, 850, 852, 858860, 864, 870, 874, 867, 877, 879, 880, 882, 884, 887, 889, 890, 896, 898, 900, 901, 903, 904, 908, 909, 912, 913, 916 918, 922, 924, 1490, 19251927 Hyman, Steven 372 IBM Corporation 122, 526, 871, 1747, 2207 IKEA Corporation 1990 Immelt, Jeffrey 3314 Incentive Compensation Plans 1541 1543, 1552, 1566, 1577, 1587 Industrial or Commercial Oriented Marketing 25982600, 26022605, 26072617 Industry Analysis 3332, 3333, 3336 3341, 33433356 Ination 40264042, 4621, 52815294 Information Based Economy 5585, 5589, 5594, 5596, 5599 Information Economy and Age 938, 961, 1006 Information Sharing with Employees 915 Initial Public Offerings 47054708 Innovation-Driven Organizations 926, 928, 929, 932, 934, 935, 936, 937, 940, 941, 943951, 953956, 958 960, 962, 965, 968970, 972, 973, 978, 979, 982, 985, 986, 990, 991, 993, 995, 9981001, 1003, 1012, 1013, 10151017, 10191022, 1025, 1027, 1028, 1440, 1841, 1850, 1861, 1924, 1930 Institutional Investment (Pension, Mutual Funds) 47094733 Intel Corporation 2365 Intellectual Property Topics 51685172, 51745197 Interest Rate Swaps 4603 Interest Rates with Regards to Finance 4682 International Accounting Issues 5295 5302 International Business Strategies 660 664, 668, 669, 675678, 681, 682, 684, 687702, 4630; Central America 674; China 665, 666, 672, 679; Europe 667, 673, 685; India 670, 671; Japan 683; South America 686; Third World 680 International Finance Issues 4734 4756 International Marketing 26182671 Inventory Management Issues 5302 5326, 5472 Investment Banking 4764, 4781, 4782, 4789, 4792, 4793 J. Peterman Company 485 Japanese Economic or Business Practices 1747, 3947, 40434061, 5943 Jefferson Pilot Financial Company 3208 Jewel Companies 215, 608 Job Applicant Testing 306, 309 Job Enrichment 10601062, 1065, 1067, 1069 Johns-Manville Corporation 5002 Johnsonville Sausage Corporation 2206 Joint Ventures or Alliances 4504 Judicial Action or Litigation 51985212 Kasparov, Garry 3287 Kelly, Jim 3518 Kingsbury Charcoal Company 527 Knight, Phil 2905 Knowledge-Based Organizations 927, 930, 932, 952, 966, 967, 971, 974, 976, 977, 983, 987, 988, 989, 992, 996, 1004, 1005 Knowledge Workforce 847

461
Labor Law Developments 1140, 1154, 1158, 1165, 1168, 1173, 1174, 1186, 1196, 1203, 1205 Labor-Management Relations 1107 1109, 1113, 1119, 1121, 1126, 1129, 1132, 1135, 1136, 1144, 1146, 1150, 1156, 1157, 1160, 1162, 1164, 1172, 1176, 1180, 1181, 1185, 1187, 1189, 1190, 1192, 1193, 1197 1200, 1204, 1213 Leadership 12171221, 12231252, 1266, 1268, 12751276, 1279, 1282, 1283, 1286, 12931295, 1301 Leasing Arrangements 2435, 2437 2440, 2452, 2655, 2656, 4656, 4662 Legend Corporation 2357 Leveraged Buyouts 4527, 4528 Levi Strauss Corporation 1973, 2385 Levin, Mark 3292 Liability Issues 50025013 Liberty Mutual Insurance Company 5213 Limited Brands 3036 Linn Products Corporation 5792 Liotard-Vogt, Pierre 1770 L.L. Bean Corporation 2365 Lloyds of London 4901 Lockheed Martin Corporation 3333 LOMO Corporation 2555 Lukas, D. Wayne 2248 Lunding, Franklin 608 LVMH Corporation [France] 2364 Maclean, Norman 2200 Macy, Rowland 3081 Maintenance Stafng Issues 885 Maisa Corporation [Chile] 2551 Malcolm Baldridge National Quality Award 5903 Management by Objectives 284 Management Classic Literature 1366 Management Communication 1438, 1446, 1447, 1449, 1450, 1456, 1458, 14611464, 1469, 1470, 1472, 1474, 1477, 1483, 1485, 1487, 1491, 1495, 1496, 1500, 1501, 1504, 1507 Management Dismissals 1637, 1658 Management or Cost Accounting Topics 53275374 Management styles 13591437, 1835, 1836, 1887, 1892, 1922, 1933, 1940; decision making 1423, 1590, 1592 1619, 1714; gender differences 1399; global management 1358, 1363, 1373, 1375, 1378, 1379, 420, 1422, 1427; knowledge economy 1369; new managers 1357; participative leadership 1416, 1425; political authority 1415 Managerial Analytical Measures 1591 Managerial Development 1638, 1645, 1659, 1661, 1663, 1669, 1683, 1691, 1694, 1704, 1705, 1709, 1715, 1716 Managerial Goal Setting 1620, 1621, 16231628, 1630 Managerial Principles and Theory 1319 1355, 1362 Managerial Resignations 16521653, 1664, 1670, 1676, 1685, 1706 Managerial Responsbilities 1702, 1703 Managerial Selection 1635, 1639, 1640, 1642, 16461651, 16551657, 1666 1667, 1671, 1672, 1677, 1678, 1680, 1681, 1684, 1686, 16881690, 1693, 16981700, 1707, 1708, 1711, 1728 Managerial Temperment 1641, 1643, 1644, 1660, 1665, 1668, 1673, 1674, 1679, 1682, 1697, 1877 Manufacturing Resource Planning 57675791 Manufacturing Systems 57925825 March, James 1319 Market Economies or Free Enterprise 40624104 Market Research Oriented Articles 28062860 Market Share Topics 26722678 Market Strategy Choices 2399, 2404, 2409, 2416, 2422, 26792783 Market Trends or Forecasting Topics 27842805 Marketplace Integration With Technology 5672, 5674 Marks & Spencer Corporation 3039 Marsh & McLennan 1249 Marshall, Sir Colin 2474 Martens, Ernesto 669 Mason, Linda 3319 Mass Media: initiatives 1492, 1498, 1503; role in marketing 28612873 Materials and Supply Chain Management 58265866 Mathematical or Statistical Analysis 54425490 Mattel Corporation 2136 Mayo Clinic 2461 Mazada Motor Company 5844 McCracken, Ed 986 McDonalds Corporation 1747, 3419 McGregor, Douglas 1331 Meetings 1468, 1476, 1480, 1482, 1486, 1494, 1499 Mental Health Issues 22182222, 2225, 22292231, 22332236, 2242 Mentor Graphics 3461 Merck Corporation 774, 3334, 4589 Merger-Acquisitions Topics 4471 4475, 44774483, 4485, 4486, 44884500, 4502, 4503, 4514, 4515, 45204526, 45294540, 4542 4545, 45474555 Mexican Workers 751 Microcredit Trends 4755 Microsoft Corporation 1747, 2365 Middle Management Topics 17171740 Milken, Michael 571 Millennium Pharmaceuticals Company 3292 Minorities and Executive Development 1, 23, 24, 712, 714, 717, 719, 734, 739, 753755 Minority-Owned Businesses 12, 19, 525, 537, 540, 541, 549 Mistakes 933, 963, 994 Mitsubishi Corporation 5174 Mittal Steel 1741 Monetary Policy 3894, 38693899, 3901, 3904, 3912 Monsanto Corporation 5008 Motorola Corporation 1385, 2823, 2880 Multinational Companies 17411783 Nardeli, Robert 3386 National Association of Manufacturers [NAM] 3236 National Association of Purchasing Agents 3029 National Defense Issues 60146049 National Industrial Policy 3656, 3657, 36603676, 36953698, 3937 National Institute of Mental Health 372

Subject Index
National Recovery Act [NRA] 4965, 5206 Nationalized or State-Owned Businesses 41054109 NAU Corporation 2553 Nepotism as an Issue 891 Nestle Corporation 129, 1770 Networked Computer Based Economy 55865588, 55905593, 5595, 5597, 5598 New Product Efforts 28742939 Niche Marketing 2492, 2493 Nike Corporation 2905 Nissan Motor Company 5844 Nonprot Organizations 17841820 Northwestern Mutual Corporation 1934 Novartis Corporation 661 Novell Corporation 2705 Offshore Manufacturing Issues 3922 Operating Budgets 53755390 Operation Iraqi Freedom 5836 Operational Research Topics 54855498 Opportunities or Threats 33573383 Options 4570, 4571, 4580, 4581, 4586, 4604, 4640, 5391, 5393 Organizational Culture 1825, 1828, 18301834, 1837, 1839, 1842, 1843, 1845, 1847, 1853, 1855, 1856, 1859, 1860, 1866, 1868, 1878, 1894, 1895, 1896, 1898, 1902, 1906, 1911, 1913, 1916, 1917, 1920, 1928, 1929 Organizational Design and Structures 1053, 1309, 13101318, 1854, 1858, 1865, 18701875, 18831885, 1888, 1891, 1893, 1901, 1903, 1904, 1905, 1907, 1909, 1912, 1914, 1915, 1918, 1921, 1923, 1932 Organizational Effectiveness 1840, 1848, 1849, 1857, 1862, 1869, 1874, 1876, 1919, 19341937, 1939, 19411943, 19451958, 19611968, 19701974, 1976, 1977, 19791981, 19831989, 2245 Organizational Failure 1821, 1827, 1864, 1889, 1890, 1908, 1938, 1944, 1959, 1969, 1975, 1982 Organizational Preparation 1823 Organizational Trust 1452, 1824, 1829, 1833, 1838, 1846, 1851, 1852, 1867, 1881 Organizations and Employee Conict or Dissent 1822, 1826 Organized Labor Movement 911, 1087, 1088, 1090, 1093, 1095, 1096, 1098 1101, 1106, 1112, 1116, 1117, 1120, 1122, 1124, 1127, 1130, 1131, 1134, 1142, 1147 1149, 1152, 1155, 1163, 1170, 1177, 1178, 1182, 1184, 1188, 1191, 1195, 1201, 1202, 12061212, 12141216 Ormerod, Paul 1821 ORourke, J. Tracy 5704 Outback Steak House 829 Pacic Bell Company 2009 Palmisano, Samuel J. 122 Part-Time Employment 1037, 5416, 325, 326, 333, 338, 342, 352, 353 Pearl River Piano Corporation 2357 Pension Accounting 5416 Perkins, Donald 608 Pzer Pharmaceutical Corporation 4572 Philosophical Foundations of Business 49, 50, 6567, 74

Subject Index
Physical Fitness Issues 2228 Pitman, Sir Brian 4901 Political Correctness 704 Portfolio Planning 54 Pricing Strategies 29402988 Private Equity 4757, 4758, 4762 Procter & Gamble Corporation 670, 673, 2066, 2383, 2806 Product Costs 58675875, 5890 Product Development 58765889, 5891, 5892 Product Life Cycle Topics 29892995 Product Line Management 2384, 23902392 Product Returns 2472, 3037 Professionalism in Business Management 60, 63, 81 Protability or Corporate Growth 33843417 Project Analysis 58945900 Psychological Testing of Employees 892, 894, 895, 902, 910, 919, 923 Public Administration Issues 6050 6082 Public Perception of Business 69, 73, 90 Public Relations Topics 29973002, 30053018 Public Speaking and Writing Issues 1459, 1460, 1473, 1475, 1479, 1488, 1489, 1493, 1502 Publicly Traded Companies 4794, 4795, 4797, 4798, 4800, 4801, 4803, 4807, 4815, 4816, 4820, 4825, 4907, 4911 Puget Sound Plywood 413 Purchasing Departments 30203035 Quality Control Issues 59015918 Quality of Work Life 839, 843, 846, 851, 853, 855, 863, 866, 868, 869, 881, 886, 888 Racial Relations Topics 6112, 6132 Racism in the Workplace 737, 746, 749, 757, 758 Railroad Transportation Issues 4187, 4188, 4198, 4201, 4209, 4212, 4214 4216, 4219, 4222, 4223, 4225, 4226, 4230, 42334235, 4237, 4240, 4241, 4243, 4244, 42464250, 42524256 Ratio Analysis 4627, 4639, 4660, 4691 Raychem Corporation 953 Reading and Importance for Executives 51, 52, 80, 92, 166 Real Estate Issues for Corporations 48274850 Real-Time Accounting 5395 Redford, Robert 126 Reed, John 4394 Reengineering Issues 59195925 Regulated or Subsidized Industries 4004131 Regulation of Publicly Traded Companies 4796, 4799, 4804, 4805, 4811, 4812, 4819, 48214824, 4826 Regulation of Stock Brokers 4817 Relationship Research Institute 1030 Religious-Oriented Issues 6131, 6136, 6137, 6139, 6142, 6146, 6147, 6151 6153, 6155, 6156 Research and Development Efforts 1009, 1010, 1023, 1024, 20642108 Retailing Oriented Issues 3036, 3039 3123

462
Retirement Planning 312 Return on Capital 4620 R.H. Macy & Company 3081 Risk Management or Insurance Issues 4588, 51535167 Ritz-Carlton Hotels 3210 Robinson Patman Act 5194 Rollins, Kevin 1950 Safer, John 4398 Sale of a Business 527, 4619, 4642, 4657 Sales Force Management Topics 3124 3191 Sales Promotional Efforts 2380, 2381 Sampling, Testing or Survey Techniques 31923203 Sams Club 440 Sant, Roger 1861 Sarbanes-Oxley Act 5100 Schmidt, Eric 2705 Schmidt, Helmut 1290 Scientic Research 61616177 Sears Corporation 2385 Securities and Investment Analysis 48514898 Semco Corporation [Brazil] 1045 Senior Level Executives 21222179 Service Economy Issues 32043234 Sexism in the Workplace 750752, 759, 742, 743 Shar, Kevin 3388 Shareholder Relations 4902, 4903, 4910, 4915, 4917, 4918, 4920, 4922, 49254929, 4933 Shareholder Value Issues 48994901, 49044906, 4908, 4909, 4912, 4916, 4919, 4921, 4923, 4924, 49304932 Sherman Anti-Trust Law 4965 Ship Transportation Issues 4197, 4206, 4207, 4218, 4220, 4221, 4227, 4229, 4242, 4251 Shirley, Steve 998 Silicon Graphics 986 Smale, John 2383 Small Businesses: bankruptcy 485; Ecommerce 480; economic concerns 496, 499, 511, 512, 514, 521, 529, 531, 553, 554, 562, 566; nancial techniques 507, 508, 516, 545, 550, 552, 563, 564; foreign countries 481, 491, 495; management techniques 472, 474, 477, 483, 484, 488490, 492, 494, 503, 504, 510, 513, 518520, 523, 524, 536, 544, 551, 557, 559 561; marketing techniques 534; r & d techniques 543; strategy techniques 526, 538, 542, 546, 548, 565, 567; succession planning 532, 556, 558 Smith, Raymond K. 155 Social Behavior Issues 61076130, 61336135, 6138, 6140, 6141, 6143, 6144, 6145, 61486150, 6154, 6157 6160 Social Responsibility of Business 68, 71, 72, 78, 79 Social Security Issues 865 Socially Responsible Investments 4934 4937 Softbank Corporation 495 Son, Masayoshi 495 South Shore Bank 4392 Spitzer, Eliot 4794 Standard Oil Company 2844 Standardized Tests for Hiring 20 Stanford University Football Team 2205 Starbucks Corporation 2894 Stewart, Martha 571 Stock Buybacks 4578, 4686 Stock Dilution Issues 4679 Stock Markets Impact on the Firm 4596, 4608, 4611, 4649, 4676, 4690 Strategic Business Units 34183444 Strategic Planning Topics 34453495 Subaru Corporation 2365 Sun Microsystem Corporation 2946 Supply Chain Topics 2606 Symbolism 1471 Systems Management or Maintenance 56005664 Target Corporation 2381, 3036 Tax-Oriented Issues 41434153, 4156 4160, 4162, 4165, 4167, 4169, 4170, 4171, 4173, 41774179, 4182, 4183, 54285435 Team Building or Work Group Efforts 21802216 Technological Change 59265939 Telecommunication or Network Issues 56655669 Temporary Workforce 848, 878 Tennessee Valley Authority [TVA] 5204 Thompson SA [France] 3400 Tiefenbrun, Ivor 5792 Time Management 603, 611, 2243 Time to Market 5887, 5893 Tolia, Nirav 2565 Toqueville [de], Alexis 6113 Toshiba Corporation 1382 Tovey, Bramwell 1271 Toyota Motor Company 3311, 5717, 57945796, 5844 Trade Agreements 3936, 3939 Trade Associations or Cooperatives 32353243 Trade Secrets 5173, 5182, 5183 Transportation Issues 4185, 4186, 4190, 4193, 4195, 4203, 4211, 4213, 4217, 4236 Tyco Corporation 269 Unemployment Topics 42574274 Unfunded Pension Liabilities 313, 314, 319, 327 Unilever Corporation 1753 Union Carbide Corporation 4915 Union Leadership 1151, 1175, 1179 Unionized Employees 1067, 1086, 1089, 1091, 1092, 1094, 1097, 1102, 1105, 1110, 1114, 1118, 1123, 1125, 1137, 1139, 1145, 1153, 1166, 1167, 1169, 1171, 1183, 1194 United Auto Workers 1135 United Motor Manufacturing [NUMMI] 1046 United Nations Publications 3624 United Parcel Service [UPS] 3518 United Services Automobile Association 3218 United States Postal Service 3368 United Steelworkers of America 1087 United Textile Workers 1208 UNIVAC Corporation 5561 Urban-Regional Affairs Issues 6083 6106 Vagelos, P. Roy 774 Value Determination 4583, 4584 Van Dyke, Chris 2553

463
Vasella, Daniel 661 Vector Electronics 739 Velco Industries 5904 Vendor Relations Topics 32443246 Venture Capital 86, 479, 497, 4760, 4761, 4763, 47654767, 4770, 4772, 4774, 4776, 4780, 4783, 4784, 4788 Vertical or Horizontal Issues 3247 3253 VideoStar Connections 2601 Vitro Sociedad Anonima [Mexico] 669 Volkswagen Corporation 3324 Wagner Labor Act 1203 Wal-Mart Corporation 440, 2381, 2600 Walsh, Bill 2205 War Time Efforts 42754354 Watanabe, Katsuaki 3311 Webb-Pomerene Act 4969 Welch, Jack 1367, 1977, 3373 Westinghouse Corporation 1052, 3412 Whirlpool Corporation 668, 5833 Whitwam, David R. 668 Williams, Lynn 1087 Wilson, Gary 4593 Winget, Larry 2013 Winnipeg Symphony Orchestra 1271 Women and Employment Discrimination 736, 738 Women and Executive Development 705, 706, 708711, 713, 716, 718, 720724, 726733, 735, 744, 745, 747, 748, 756, 760 Worker Empowerment Efforts 1058, 1111, 1143 Worker Motivation 2258 Worker Safety Issues 2217, 2223, 2224, 2226, 2277, 2232, 22372240

Subject Index
Worker Strikes or Stopages 1103, 1115, 1128, 1138, 1159, 1161 Worker Training and Development 2241, 2244, 22462257, 22592269 Workforce Integration With Technology 5670, 5671, 5673, 56755701 Working Women and Family Challenges 707, 715, 725 World War II 4000, 43554389 Xerox Corporation 991, 2070 YouTube 2453 Zedong, Mao 1356 Zildijan, Craigie 471 Zildijan Company 471 Zore, Ed 1934

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