|"Blur" by Stan Davis and Christopher Meyer
By Stuart Cranier
Blur: The Speed of Change in the Connected Economy by Stan Davis and Christopher Meyer (265 pages, Addison-Wesley, 1998)
|"Knowledge Works: Managing Intellectual Capital at Toshiba" by W. Mark Fruin
By Barbara Presley Noble
Knowledge Works: Managing Intellectual Capital at Toshiba by W. Mark Fruin (267 pages, Oxford University Press, 1997)
|"The Living Company" by Arie de Geus
By Stuart Crainer
The Living Company: Habits for Survival in a Turbulent Business Environment by Arie de Geus (215 Pages, Harvard Business School Press, 1997)
|Should Business Schools Teach Aristotle?
By Paul A. Argenti and Janis Forman
|The Value of Big in Banking
By Peter C. Davis and Atul Kamra
|Market Entry Strategies: Pioneers Versus Late Arrivals
By Gurumurthy Kalyanaram and Ragu Gurumurthy
What is the best way to move into a new market? If you do not have a first-in advantage, attack the one who does.
|Post-Merger Integration: How I.B.M. and Lotus Work Together
By Glenn Rifkin
To create a successful merger requires respecting each partner's differences. It also requires procedures for settling disputes and integrating workforces strategically.
By Andrew Campbell and David Sadtler
Acquisitions are all the rage, but when it comes to creating value, big is not always better. What matters is how a company's pieces work together.
|Constrained Change - Unconstrained Results
By Jeffrey W. Bennett
History teaches that to get lasting results from a change program, it is vital to begin with a vision of the future and create incentives that motivate people to achieve those ends.
|Creating Customer Value through Industrialized Intimacy
By Peter Kolesar, Garrett van Rysin and Wayne Cutler
To really serve customers requires a deep understanding of their needs. It also requires customization, personalization and empathy.
|The Centerless Corporation: A Model for Tomorrow
By Bruce A. Pasternack and Abert J. Viscio
High-performance companies are structured around knowledge, people, values and coherence. They know what they stand for. They also know how to share services.
|An Interview with Jeffrey Pfeffer
By Joel Kurtzman