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strategy and business

strategy+business (First Quarter 1998)

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

Do Lunch or Be Lunch: The Power of Predictability in Creating Your Future by Howard H. Stevenson with Jeffery L. Cruikshank
by Tim Dickson
Do Lunch or Be Lunch: The Power of Predictability in Creating Your Future by Howard H. Stevenson with Jeffrey L. Cruikshank (272 pages, Harvard Business School Press, 1998)
Leading Corporate Transformation: A Blueprint for Business Renewal by Robert H. Miles
by Barbara Presley Noble
Leading Corporate Transformation: A Blueprint for Business Renewal by Robert H. Miles (256 pages, Jossey-Bass Publishers, 1997)
Defining Moments: When Managers Must Choose between Right and Wrong
by Joseph L. Badaracco Jr.
Telework: Managing Distances in a Connected World
by Sumita Raghuram, Raghu Garud and Batia M. Wiesenfeld
Inside Dell Computer Corporation: Managing Working Capital
by Lawrence M. Fisher
The secret to excellence lies in doing many things well. It also requires staying focused on the goal even when tempted to do otherwise.
How Snap-on Tools Ratchets Its Brand
by Glenn Rifkin
The way to create a world-class brand is to give customers what they need, when they need it, and never let them out of your sight.
Cost Modeling: A Foundation Purchasing Skill
by Julie A. Ask and Timothy M. Laseter
At the heart of best practice in purchasing is a set of skills. One of the most important is the one that enables managers to understand what determines cost.
The Bamboo Network: Asia's Family-run Conglomerates
by Murray Weidenbaum
Why have family-owned conglomerates founded by ethnic Chinese become key economic factors throughout Asia? The answers are trust and tradition.
Complexity Theory: Fact-free Science or Business Tool?
by David Berreby
Complexity theory is at the forefront of science and math. It is being used to map biological events and forecast earthquakes. Can it be useful in manufacturing? The answer is yes, but ...
How 'Gen X' Managers Manage
by Jay A. Conger
Generation X managers are different from those in the baby boom generation. They are more skeptical, cooler and have different values. The way to get this independent group to perform is to make them understand.
Strategic Value Analysis for Competitive Advantage: An Illustration from the Petroleum Industry
by John K. Shank, Eric A. Spiegel and Alfred Escher
Managers can do a far better job if they understand how each process they manage adds value. SVA is a tool for gaining that understanding.
Putting Ideas to Work: The Case of Xerox PARC
by John Holusha
Xerox Parc was always known for innovative ideas. The trouble was, someone else always commercialized them. That has changed. Here's how Xerox did it.
An Interview with Chris Argyris
by Joel Kurtzman


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