Marketing Research the Right Way

Press, Harvard Business School

Harvard Business School Press

In recent years there has been a plethora of business advice on how to make companies more successful. Countless management gurus and business consultants have come up with new concepts and buzzwords that purport to offer the solution to every organization's competitiveness problems. Unfortunately, despite the exalted claims of these experts, these magic solutions rarely meet expectations and can detract from the real job at hand. Beyond the Hype is a groundbreaking attempt to go beyond the verbiage plaguing today's manager to understand how things actually get done in organizations. Instead of focusing on panaceas for revitalizing companies, the authors concentrate on the very essence of what managers do: mobilizing action in organizations. Rather than prescribe a specific managerial framework, they propose a new way of thinking-an "action perspective"-that emphasizes the judgement of the individual manager in determining what course of action to take.

Beyond the Hype: Rediscovering the Essence of Management

McGraw=Hill

<p>The business environment of the 1990s demands significant changes in the way we do business. Simply formulating strategy is no longer sufficient; we must also design the processes to implement it effectively. The key to change is process innovation, a revolutionary new approach that fuses information technology and human resource management to improve business performance. The cornerstone to process innovation's dramatic results is information technology--a largely untapped resource, but a crucial "enabler" of process innovation. In turn, only a challenge like process innovation affords maximum use of information technology's potential. Davenport provides numerous examples of firms that have succeeded or failed in combining business change and technology initiatives. He also highlights the roles of new organizational structures and human resource programs in developing process innovation. Process innovation is quickly becoming the byword for industries ready to pull their companies out of modest growth patterns and compete effectively in the world marketplace.</p>

Process Innovation: Reengineering Work Through Information Technology

Business & Money

Davenport, Thomas H.

Davenport

Management & Leadership

After describing three basic philosophies of leadership, Badaracco and Ellsworth demonstrate how leaders who hold certain prejudices or predispositions can resolve some of the most pressing daily dilemmas that managers face: Should a problem be solved through confrontation or compromise? When setting goals, is clarity or flexibility more important? To what extent should a decision reflect top-down or bottom-up influence? Through extensive interviews with prominent executives, the authors reveal why the best leaders act in a consistent, unadorned way that reflects their personalities, fundamenal beliefs, and judgments. "In its unique synthesis of practical experience and sound conceptual analysis, this book will provide stimulus, insight, and vision even to the accomplished and successful executive."-Peter F. Drucker

Leadership and the Quest for Integrity

Harvard, Business Review

This text positions the Network Era as the third-and most significant-major phase in the transition of the economy from industrial- to information-based, and outlines its potential impact on the way work is conducted. Uniquely blends practitioners and academic pespectives to help readers understand the key issues of managing information technology in the 21st century. Utilizes numerous case examples to exhibit how business practices-specifically in terms of meeting customer needs-are changing in response to technological development. Based on papers presented at the Harvard Business colloquium "Multimedia and the Boundaryless World."

Sense and Respond: Capturing Value in the Networked Era

Community Capitalism: The South Shore Bank's Strategy for Neighborhood Revitalization

<p>In Global Strategies, world-renowned strategy thinkers-among them, Hamel & Prahalad, Porter, Bartlett & Ghoshal, & Ohmae-discuss the myriad aspects of today's global issues, while interviews with executives & profiles of international companies reveal how practitioners are successfully implementing worldwide strategies. This collection of thirteen Harvard Business Review articles combines the most influential thinking on global strategy in recent years with a preface by Percy Barnevik & an afterword by Rosabeth Moss Kanter that present a compelling vision of competitive strategy in an increasingly borderless world.</p>

Global Strategies

Information technology (IT) has revolutionized many industries over the past several decades. In Waves of Change, the author examines-with the benefit of hindsight-two important cases in which IT has facilitated radical change, tracing the development of Bank of America's ERMA check-sorting systems and American Airlines' SABRE reservation system from their inception to the present. From these and other companies' experiences, the author develops a framework for an IT-based strategy to help managers in all industries improve competitive strength in their own organizations.

Waves of Change: Business Evolution Through Information Technology

Harvard Business School Pr

U.S. labor-management relation diverged in the 1980s toward both cooperative and contentious extremes. Strategic Negotiations examines the fundamental process underlying the experiments and the battles-and the emergence of new social contracts. Explaining current changes in labor-management relations, the authors-among the most respected authorities in industrial relations and negotiation-clarify three key strategies: forcing change, fostering cooperative attitudes and solutions, and escaping the relationship. The resulting theory has broad implications for strategic negotiations in many settings.

Strategic Negotiations: A Theory of Change in Labor-Management Relations

Everybody talks about the economy. Everybody has complaints or recommendations. But often, nobody knows what they're talking about. So asserts Eisner in this authoritative analysis of the real and imagined ills of the U.S. economy. In clear, easy-to-understand language, this book explains how economic and social progress are and should be measured, challenging widespread misconceptions about debt and deficit, government spending and taxes, unemployment and inflation, foreign investment and international trade. Eisner argues that government accounting is fundamentally flawed since it fails to distinguish between current and capital expenditures, the way every business firm does. Not only is the deficit - when properly measured - not as large as we think, but government spending is in fact not high enough. Indeed, Eisner claims that we are starving this public investment, which is essential for improving our productivity - and our competitiveness - now and in the next century.

The Misunderstood Economy: What Counts and How to Count it

Economics

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