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strategy+business (Fourth Quarter 1995)

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

Discontinuous Change: Leading Organizational Transformation
By Barbara Presley Noble
Discontinuous Change: Leading Organizational Transformation by David A. Nadler, Robert B. Shaw, A. Elise Walton et al. (295 pages, Jossey-Bass, 1994)
 
It's Not Luck
By Robert Cranny
It's Not Luck by Eliyahu M. Goldratt (283 pages, North River Press, 1994)
 
Keeping Good Company: A Study of Corporate Governance in Five Countries
By Barbara Presley Noble
Keeping Good Company: A Study of Corporate Governance in Five Countries by Jonathan Charkham (389 pages, Oxford University Press, 1995)
 
The Fifth Discipline: The Art and Practice of the Learning Organization
By Paul T. Idzik
The Fifth Discipline: The Art and Practice of the Learning Organization by Peter Senge (423 pages, Currency Doubleday)
 
The Total Package: The Evolution and Secret Meanings of Boxes, Bottles, Cans and Tubes
By Barbara Presley Noble
The Total Package: The Evolution and Secret Meanings of Boxes, Bottles, Cans and Tubes by Thomas Hine (289 pages, Little Brown, 1995)
 
How to Win the Time Wars
By Albert J. Viscio
 
The World Economy: Heading Toward Growth
By The Editors of Strategy & Business
 
Global Cosmopolitans
By Rosabeth Moss Kanter
Why is it that certain companies are so much better at "going global" than their peers? Because they know when to act locally, when to act globally, when to set a single standard and when to have many, argues Rosabeth Moss Kanter in this adaptation from her new book, "World Class: Thriving Locally in the Global Economy," (Simon & Schuster).
 
In This Issue
By Joel Kurtzman
 
Restoring Relevance to the Marketing Department: Dismantling the Brandocracy
By Sam I. Hill, David L. Newkirk and Wayne Henderson
Loyalty to brands has been declining. But don't blame it on the consumers. A new, more analytical marketing model is needed, one that sheds more light on the myriad of customer needs and understands the value of relationships.
 
The C.E.O. Agenda
By Brian N. Dickie
The majority of companies have passed through the first wave of reengineering. Now the issue is growth.
 
The Perform System: Turning Strategies into Results
By John K. Shank, Walter G. Jewett, Jr., Paul A. Branstad and the Performance Management Team
Most companies achieve less than their full potential in the market. By managing the real drivers of performance they will gain better results and their decision-making will improve.
 
Make Way for Intelligent Agents
By Lawrence M. Fisher
New software programs are now available that act as "smart filters" on the information superhighway. They can sort through mountains of data and find answers to specific questions. And they can learn. Their promise is to make the "horizontal" organization even flatter.
 
An Interview with Charles Handy
By Joel Kurtzman