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strategy+business (First Quarter 1996)

Below is a full article list from this issue of strategy+business.

"Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal" by Robert Simons
By Leo D'Acierno
Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal by Robert Simons (217 pages, Harvard Business School Press, 1995)
 
"Mary Parker Follett: Prophet of Management" edited by Pauline Graham
By Barbara Presley Noble
Mary Parker Follett: Prophet of Management, edited by Pauline Graham (309 pages, Harvard Business School Press, 1994)
 
"The HP Way: How Bill Hewlett and I Built Our Company" by David Packard
By Robert Cranny
The HP Way: How Bill Hewlett and I Built Our Company by David Packard (212 pages, Harper Business, 1995)
 
"The Knowledge-Creating Company" by Ikujiro Nonaka and Hirotaka Takeuchi
By Barbara Presley Noble
The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation by Ikujiro Nonaka and Hirotaka Takeuchi (284 pages, Oxford University Press, 1995)
 
"Wellsprings of Knowledge" by Dorothy Leonard-Barton
By Barbara Presley Noble
Wellsprings of Knowledge: Building and Sustaining the Sources of Innovation by Dorothy Leonard-Barton (334 pages, Harvard Business School Press, 1995)
 
Another Reason Why Companies Resist Change
By Jay Marshall and Daryl R. Conner
 
Balanced Purchasing
By Timothy M. Laseter
 
In This Issue
By Joel Kurtzman
 
Toward a New Theory of Growth
By Charles E. Lucier and Amy Asin
The old model, which says revenue growth and shareholder-value growth are correlated, does not go far enough toward explaining how the best companies create value. It ignores the formidable concept of strategic innovation.
 
Will Too Little Capital Stall Global Growth?
By Edwin S. Rubenstein
Economic models are now forecasting a period of strong global growth. Economists ask whether the need for capital will raise interest rates, bringing growth to a halt.
 
Can We Really Train Leadership?
By Jay Conger
Leadership programs offer everything from white-water rafting to encounter groups. But do they really train leaders? Yes, if they take a multi-tiered approach and recognize that it takes skill and time to succeed.
 
Managing the Team at the Top
By David A. Nadler
The team at the top may be the most difficult to manage and lead. Rivalries, strong personalities and different notions of the future make it a tough job indeed. But if the teams are structured right, they can be of immense value to the company.
 
Some Principles of Knowledge Management
By Thomas H. Davenport
More than ever, companies are realizing that their real advantage lies in what they know. But how do you manage knowledge?
 
The Next Wave: Re-engineering for Growth
By Bud Moeller, Jeffrey S. Tucker, and John Devereaux
The first wave of re-engineering emphasized cost. The next wave focuses on eliminating unnecessary expense while improving quality, speed and service.
 
How Strategic Alliances Work in Biotech
By Lawrence M. Fisher
 
An Interview with Minoru Makihara
By Joel Kurtzman