Products

The late George B. Dantzig , widely known as the father of linear programming, was a major influence in mathematics, operations research, and economics. As Professor Emeritus at Stanford University, he continued his decades of research on linear programming and related subjects. Dantzig was awarded eight honorary doctorates, the National Medal of Science, and the John von Neumann Theory Prize from the Institute for Operations Research and the Management Sciences.

The 24 chapters of this volume highlight the amazing breadth and enduring influence of Dantzig's research. Short, non-technical summaries at the opening of each major section introduce a specific research area and discuss the current significance of Dantzig's work in that field. Among the topics covered are mathematical statistics, the Simplex Method of linear programming, economic modeling, network optimization, and nonlinear programming. The book also includes a complete bibliography of Dantzig's writings.

After two decades of reinvention, Japanese companies are re-emerging as major players in the new digital economy. They have responded to the rise of China and new global competition by moving upstream into critical deep-tech inputs and advanced materials and components. This new "aggregate niche strategy" has made Japan the technology anchor for many global supply chains. Although the end products do not carry a "Japan Inside" label, Japan plays a pivotal role in our everyday lives across many critical industries.

This book is an in-depth exploration of current Japanese business strategies that make Japan the world's third-largest economy and an economic leader in Asia. To accomplish their reinvention, Japan's largest companies are building new processes of breakthrough innovation. Central to this book is how they are addressing the necessary changes in organizational design, internal management processes, employment, and corporate governance. Because Japan values social stability and economic equality, this reinvention is happening slowly and methodically, and has gone largely unnoticed by Western observers. Yet, Japan's more balanced model of "caring capitalism" is both competitive and transformative, and more socially responsible than the unbridled growth approach of the United States.

There is no CEO task more significant than leading change in an organization whose old business model needs updating. Large-scale change involves rethinking how to engage customers, partners and suppliers with new technology and hard decisions about how to reorganize internal operations—plus the challenges of executing the transformation. The stakes are high, filled with risk and reward obvious to all...and it often fails. Why? Most organizations aren't built for change—they're designed for stability, scale, and repetition. Too many things can go wrong, from natural organizational resistance and inertia, to lack of strategic focus, to execution problems. And yet, organizations today must be more dynamic than ever before. Strategy is dynamic, not static, and requires agility, nimbleness, rapid resource deployment, and organizational change.

This practical playbook helps CEOs and other key leaders reduce the risks and see through the overwhelming complexity of a major change in organizational strategy. Unlike many other books on leading change that focus narrowly on overcoming resistance, The CEO Playbook for Strategic Transformation offers a comprehensive framework involving 4 major tasks for leaders: 1) Establish and Communicate the Urgent Need; 2) Engage Stakeholders; 3) Mobilize the Organization; and 4) Develop Organizational Agility. Leaders who guide their organizations through these stages are far more likely to succeed than those who lack a playbook. Professor Scott Snell shares insights based on years of experience working with organizations undergoing change. He also provides a set of self-assessments, frameworks for action, and interventions to help senior leaders succeed at their most challenging and important task.

The Challenge of Remaining Innovative explores innovation as a complex phenomenon that may be organizational as well as technological, that operates both within firms and across the broader economy, and that involves matters not only of research and development, but also of marketing, design, and government relations. The contributors explore two main themes: the challenge of remaining innovative and the necessity of managing institutional boundaries in doing so.

The collection is organized into four parts, which move outward from individual firms; to networks or clusters of firms; to consultants and other intermediaries in the private economy who operate outside of the firms themselves; and finally to government institutions and politics. This scheme delineates a variety of ways in which entrepreneurship has persisted across the 20th century—and accentuates how ongoing organizational re-arrangement has contributed mightily to its sustained vitality.

A fundamental shift is underway that will change how we conceive of value. In an era of increasing interconnectedness, individuals, as opposed to institutions, stand at the center of value creation. To adapt to this tectonic shift, organizations can no longer unilaterally devise products and services. They must engage stakeholders—from customers and employees to suppliers, partners, and citizens at large—as co-creators.

Co-creation guru Venkat Ramaswamy and Kerimcan Ozcan call for enterprises to be mindful of lived experiences, to build engagement platforms and management systems that are designed for creative collaboration, and to develop "win more-win more" strategies that enhance our wealth, welfare, and, well-being. Richly illustrated with examples of co-creation in action, The Co-Creation Paradigm provides a blueprint for the co-creative enterprise, economy, and society, while presenting a conceptual framework that will guide organizations across sectors in adopting this transformational approach. Challenging some of our most deeply held ideas about business and value, this book outlines the future of "business as usual."

Employers are stepping in to innovate new approaches to training talent that increasingly operates independently of the higher education sector.

The value proposition of the college degree, long the most guaranteed route to professional preparation for work, is no longer keeping pace with rapidly evolving skill needs that derive from technological advancements impacting today's work force. If the university system does not engage in responsive restructuring, more and more workplaces will bypass them entirely and, instead, identify alternative sources of training that equip learners with competencies to directly meet dynamic needs.

The College Devaluation Crisis makes the case that employers and other learning and development entities are emerging to innovate new approaches to training talent that, at times, relies on the higher education sector, but increasingly operates independently in order to satisfy talent needs more agilely and effectively.

Written primarily for managers, the book focuses on case studies from leading companies, including Google, Ernst & Young, and General Assembly, to illustrate their innovative strategies for talent development across varying levels of individual education, age, and background. The book also addresses professionals on the university side, urging readers to consider the question: Will higher education pivot and adapt, or will it resist change and, therefore, be replaced?

Creativity has long been thought of as a personal trait, a gift bestowed on some and unachievable by others. While we laud the products of creativity, the stories behind them are often abridged to the elusive "aha!" moment, the result of a momentary stroke of genius.

In The Craft of Creativity Matthew A. Cronin and Jeffrey Loewenstein present a new way to understand how we innovate. They emphasize the importance of the journey and reveal the limitations of focusing on outcomes. Drawing on a wide range of scholarship, their own research, and interviews with professionals and learners who employ creativity in the arts, engineering, business, and more, Cronin and Loewenstein argue that creativity is a cognitive process that hinges on changing one's perspective. It's a skill that anyone can hone, and one that benefits from thinking with others and over time. Breaking new ground in the discussion about how we innovate, this book provides strategies that everyone can use to be more creative.

Creativity has long been thought of as a personal trait, a gift bestowed on some and unachievable by others. While we laud the products of creativity, the stories behind them are often abridged to the elusive "aha!" moment, the result of a momentary stroke of genius.

In The Craft of Creativity Matthew A. Cronin and Jeffrey Loewenstein present a new way to understand how we innovate. They emphasize the importance of the journey and reveal the limitations of focusing on outcomes. Drawing on a wide range of scholarship, their own research, and interviews with professionals and learners who employ creativity in the arts, engineering, business, and more, Cronin and Loewenstein argue that creativity is a cognitive process that hinges on changing one's perspective. It's a skill that anyone can hone, and one that benefits from thinking with others and over time. Breaking new ground in the discussion about how we innovate, this book provides strategies that everyone can use to be more creative.

Is publishing a cultural or commercial endeavor? Drawing on extensive data sets and applying the theoretical tools of both sociology and economics, The Culture and Commerce of Publishing in the 21st Century is the definitive social and economic analysis of the current state and future trends of the industry. This book examines the substantive issues, challenges, and problems confronting the diverse, and in many ways fragile, book publishing industry in the United States. The authors specifically emphasize the consumer, college textbook, and scholarly publishing components of the U.S. book publishing industry as they analyze the cultural and economic structure of the book publishing industry in the twenty-first century.

The book begins by charting the changes in the book publishing industry between 1945 and 2005, then goes on to examine industry specifics, strategies being employed for domestic and global competitiveness, and the economics of publishing and the impact of technology. Through in-person interviews and a broad sampling of people from every sector of the industry it examine the demographic trends in play. The temperature of the current publishing culture is presented in a chapter titled "I'm Glad I'm Not An Author . . ." The book ends by looking forward, highlighting the trends likely to impact the growth of the industry in the future.

Throughout the book, the tables provided track the industry from 1945 until 2005, and give the reader a snapshot of the data year-by-year, and category by category: bestsellers, average book prices, U.S. bookstore sales, average sales by category, and the demographic breakdown of readers. It also provides forecasts for the coming years, both units and revenues, for 2005-2009. The thoughtful analysis presented in this book will be valuable to leaders in publishing as well as the scholars and analysts who study this industry.

A provocative new analysis of immigration's long-term effects on a nation's economy and culture.

Over the last two decades, as economists began using big datasets and modern computing power to reveal the sources of national prosperity, their statistical results kept pointing toward the power of culture to drive the wealth of nations. In The Culture Transplant, Garett Jones documents the cultural foundations of cross-country income differences, showing that immigrants import cultural attitudes from their homelands—toward saving, toward trust, and toward the role of government—that persist for decades, and likely for centuries, in their new national homes. Full assimilation in a generation or two, Jones reports, is a myth. And the cultural traits migrants bring to their new homes have enduring effects upon a nation's economic potential.

Built upon mainstream, well-reviewed academic research that hasn't pierced the public consciousness, this book offers a compelling refutation of an unspoken consensus that a nation's economic and political institutions won't be changed by immigration. Jones refutes the common view that we can discuss migration policy without considering whether migration can, over a few generations, substantially transform the economic and political institutions of a nation. And since most of the world's technological innovations come from just a handful of nations, Jones concludes, the entire world has a stake in whether migration policy will help or hurt the quality of government and thus the quality of scientific breakthroughs in those rare innovation powerhouses.

Time is of the essence. Climate change looms as a malignant force that will reshape our economy and society for generations to come. If we are going to avoid the worst effects of climate change, we are going to need to effectively "decarbonize" the global economy by 2050.

This doesn't mean a modest, or even a drastic, improvement in fuel efficiency standards for automobiles. It means 100 percent of the cars on the road being battery-powered or powered by some other non-carbon-emitting powertrain. It means 100 percent of our global electricity needs being met by renewables and other non-carbon-emitting sources such as nuclear power. It means electrifying the global industrials sector and replacing carbon-intensive chemical processes with green alternatives, eliminating scope-one emissions—emissions in production—across all industries, particularly steel, cement, petrochemicals, which are the backbone of the global economy. It means sustainable farming while still feeding a growing global population.

Responding to the existential threat of climate change, Michael Lenox and Rebecca Duff propose a radical reconfiguration of the industries contributing the most, and most harmfully, to this planetary crisis. Disruptive innovation and a particular calibration of industry dynamics will be key to this change. The authors analyze precisely what this might look like for specific sectors of the world economy—ranging from agriculture to industrials and building, energy, and transportation—and examine the possible challenges and obstacles to introducing a paradigm shift in each one. With regards to existent business practices and products, how much and what kind of transformation can be achieved? The authors assert that markets are critical to achieving the needed change, and that they operate within a larger scale of institutional rules and norms. Lenox and Duff conclude with an analysis of policy interventions and strategies that could move us toward clean tech and decarbonization by 2050.

In The Diplomat in the Corner Office, Timothy L. Fort, one of the founders of the business and peace movement, reflects on the progress of the movement over the past 15 years—from a niche position into a mainstream economic and international relations perspective. In the 21st century global business environment, says Fort, businesses can and should play a central role in peace-building, and he demonstrates that it is to companies' strategic advantage to do so.

Anchoring his arguments in theories from economics and international relations, Fort makes the case that businesses must augment familiar notions of corporate responsibility and ethical behavior with the concept of corporate foreign policy in order to thrive in today's world. He presents a series of case studies focusing on companies that have made peace a goal, either as an end in itself or because of its instrumental value in building their companies, to articulate three different approaches that businesses can use to quell international conflict— peace making, peace keeping, and peace building. He then demonstrates their effectiveness and proposes policies that can be utilized by business, civil society, and government to increase the likelihood of business playing a constructive role in the conciliatory process.

This book will be of enormous use not only to students and scholars but also to leaders in NGOs, government, and business.

In The Diplomat in the Corner Office, Timothy L. Fort, one of the founders of the business and peace movement, reflects on the progress of the movement over the past 15 years—from a niche position into a mainstream economic and international relations perspective. In the 21st century global business environment, says Fort, businesses can and should play a central role in peace-building, and he demonstrates that it is to companies' strategic advantage to do so.

Anchoring his arguments in theories from economics and international relations, Fort makes the case that businesses must augment familiar notions of corporate responsibility and ethical behavior with the concept of corporate foreign policy in order to thrive in today's world. He presents a series of case studies focusing on companies that have made peace a goal, either as an end in itself or because of its instrumental value in building their companies, to articulate three different approaches that businesses can use to quell international conflict— peace making, peace keeping, and peace building. He then demonstrates their effectiveness and proposes policies that can be utilized by business, civil society, and government to increase the likelihood of business playing a constructive role in the conciliatory process.

This book will be of enormous use not only to students and scholars but also to leaders in NGOs, government, and business.

Joseph Schumpeter is seen as the foremost theoretician of entrepreneurship. In addition, Schumpeter, whose "creative destruction" is as famous as Milton Friedman's "there is no free lunch," is increasingly recognized as a major economist, often given the same stature as John Maynard Keynes.

Schumpeter spent the last twenty years of his life as a Professor of Economics at Harvard University. English-speaking readers may be familiar with some of his works, especially The Theory of Economic Development and the classic Capitalism, Socialism, and Democracy. However, very few of Schumpeter's key texts on the entrepreneur and entrepreneurship have been available in English.

This anthology contains several newly translated texts and puts together, for the very first time, all of Schumpeter's writings on the entrepreneur and entrepreneurship. English-speaking readers will now be able to access the entire palette of Schumpeter's work and to follow the evolution of his ideas over time.

The volume begins with an introduction that points readers to the most important aspects of the works presented. The introduction also attempts to go beyond Schumpeter's ideas, drawing on his basic intuitions of entrepreneurship to share a couple of key notions: that entrepreneurship consists of a new combination of already existing elements in the economy and that the entrepreneur has to break through resistance to the new idea, in him or herself as well as in others.

Scholars and popular writers have written a great deal about entrepreneurs and the formation of new companies, but they have not succeeded in predicting when and where large numbers of new organizations will emerge. This volume attempts, from the viewpoint of the interdisciplinary field of organization studies, to answer two major questions about entrepreneurship: First, what are the conditions that prompt the founding of large numbers of new organizations or entirely new industries? Second, what are the real and significant effects of such entrepreneurial activities on existing industries, economies, and societies?

The authors emphasize that new organizations do not emerge full blown from the idiosyncratic minds of individual entrepreneurs. Their ideas for new organizations, their ability to acquire capital and other essential resources, and their likelihood of survival as entrepreneurs derive from the contexts in which they live and work. At the same time, new organizations fundamentally and immediately transform their contexts.

The first part of the book explores the mental models that founders of new companies bring with them from previous experiences, the ways in which their ideas come not only from the companies in which they work but from the surrounding organizational communities, and the importance of local and regional dynamics in nurturing innovative communities. Other papers in this section shift perspective from geographic communities to other contexts—the university, the knowledge industry, and the technology cycle.

The second part of the book explores the role of entrepreneurial activity in the transformation of contexts and the evolution of industries, focusing on the processes and tools that entrepreneurs use to legitimate new organizational populations, and the collateral industries and communities that build up around new organizational populations, aiding in the development of new companies.

Scholars and popular writers have written a great deal about entrepreneurs and the formation of new companies, but they have not succeeded in predicting when and where large numbers of new organizations will emerge. This volume attempts, from the viewpoint of the interdisciplinary field of organization studies, to answer two major questions about entrepreneurship: First, what are the conditions that prompt the founding of large numbers of new organizations or entirely new industries? Second, what are the real and significant effects of such entrepreneurial activities on existing industries, economies, and societies?

The authors emphasize that new organizations do not emerge full blown from the idiosyncratic minds of individual entrepreneurs. Their ideas for new organizations, their ability to acquire capital and other essential resources, and their likelihood of survival as entrepreneurs derive from the contexts in which they live and work. At the same time, new organizations fundamentally and immediately transform their contexts.

The first part of the book explores the mental models that founders of new companies bring with them from previous experiences, the ways in which their ideas come not only from the companies in which they work but from the surrounding organizational communities, and the importance of local and regional dynamics in nurturing innovative communities. Other papers in this section shift perspective from geographic communities to other contexts—the university, the knowledge industry, and the technology cycle.

The second part of the book explores the role of entrepreneurial activity in the transformation of contexts and the evolution of industries, focusing on the processes and tools that entrepreneurs use to legitimate new organizational populations, and the collateral industries and communities that build up around new organizational populations, aiding in the development of new companies.

In this book, Hoyk and Hersey describe 45 "unethical traps" into which any one of us can fall. These traps, they say, can erupt in any organizational environment. Some of these traps distort our perception of right and wrong—so we actually believe our unethical behavior is right. Many of them are psychological in nature, and if we are not aware of them they are like illusions—webs of deception. In the authors' analysis, these traps significantly contributed to the large-scale corporate disasters we witnessed in recent years.

Hoyk and Hersey take account of these realities and offer a "real-world" method that will predict, preclude, and, if necessary, "get us out of" these traps. Given the increased scrutiny under which all executives and mangers operate today, this book is a 'must read' for anyone who is charged with achieving an organization's mission—whether that mission is increasing profit, serving the common good, or both.

In this book, Hoyk and Hersey describe 45 "unethical traps" into which any one of us can fall. These traps, they say, can erupt in any organizational environment. Some of these traps distort our perception of right and wrong—so we actually believe our unethical behavior is right. Many of them are psychological in nature, and if we are not aware of them they are like illusions—webs of deception. In the authors' analysis, these traps significantly contributed to the large-scale corporate disasters we witnessed in recent years.

Hoyk and Hersey take account of these realities and offer a "real-world" method that will predict, preclude, and, if necessary, "get us out of" these traps. Given the increased scrutiny under which all executives and mangers operate today, this book is a 'must read' for anyone who is charged with achieving an organization's mission—whether that mission is increasing profit, serving the common good, or both.

Evaluation—whether called by this name, quality assurance, audit, accreditation, or others—is an important social activity. Any organization that "lives in public" must now evaluate its activities, be evaluated by others, or evaluate others. What are the origins of this wave of evaluation? And, what worthwhile results emerge from it?

The Evaluation Society argues that if we want to understand many of the norms, values, and expectations that we, sometimes unknowingly, bring to evaluation, we should explore how evaluation is demanded, formatted, and shaped by two great principles of social order: organization and society. With this understanding, we can more conscientiously participate in evaluation processes; better position ourselves to understand many of the mysteries, tensions, and paradoxes in evaluation; and use evaluation in a more informed way. After exploring the sociology and organization of evaluation in this landmark work, author Peter Dahler-Larsen concludes by discussing issues that are critical for the future of evaluation—as a discipline and a societal norm.

Evaluation—whether called by this name, quality assurance, audit, accreditation, or others—is an important social activity. Any organization that "lives in public" must now evaluate its activities, be evaluated by others, or evaluate others. What are the origins of this wave of evaluation? And, what worthwhile results emerge from it?

The Evaluation Society argues that if we want to understand many of the norms, values, and expectations that we, sometimes unknowingly, bring to evaluation, we should explore how evaluation is demanded, formatted, and shaped by two great principles of social order: organization and society. With this understanding, we can more conscientiously participate in evaluation processes; better position ourselves to understand many of the mysteries, tensions, and paradoxes in evaluation; and use evaluation in a more informed way. After exploring the sociology and organization of evaluation in this landmark work, author Peter Dahler-Larsen concludes by discussing issues that are critical for the future of evaluation—as a discipline and a societal norm.

The Evolution of a New Industry traces the emergence and growth of the Israeli hi-tech sector to provide a new understanding of industry evolution.

In the case of Israel, the authors reveal how the hi-tech sector built an entrepreneurial culture with a capacity to disseminate intergenerational knowledge of how to found new ventures, as well as an intricate network of support for new firms. Following the evolution of this industry from embryonic to mature, Israel Drori, Shmuel Ellis, and Zur Shapira develop a genealogical approach that relies on looking at the sector in the way that one might consider a family tree. The principles of this genealogical analysis enable them to draw attention to the dynamics of industry evolution, while relating the effects of the parent companies' initial conditions to their respective corporate genealogies and imprinting potential. The text suggests that genealogical evolution is a key mechanism for understanding the rate and extent of founding new organizations, comparable to factors such as opportunity structures, capabilities, and geographic clusters.

Recent decades have witnessed a dramatic expansion of management education and practice. At the same time, the formalization of management practice has allowed for a widespread diffusion of management ideas across sectors and continents. This book provides an up-to-date summary of the development, refinement, and diffusion of managerial ideas, adding detail and explanation to commonly held conceptions about the explosion of management knowledge.

The contributors contend that management ideas do not flow automatically but are actively shaped and transformed by knowledge carriers—business schools, consultancies, and the media. Drawing on data from worldwide empirical studies, the chapters analyze how such carriers are organized, how they act and react, and how they shape and reshape knowledge. The book places the development and diffusion of management knowledge in a wider environmental and historical context and offers stimulating comparisons of European and American management traditions.

The combination of theory and practice will make this book a valuable resource for courses dealing with management, organizational and institutional theory, and globalization.

Recent decades have witnessed a dramatic expansion of management education and practice. At the same time, the formalization of management practice has allowed for a widespread diffusion of management ideas across sectors and continents. This book provides an up-to-date summary of the development, refinement, and diffusion of managerial ideas, adding detail and explanation to commonly held conceptions about the explosion of management knowledge.

The contributors contend that management ideas do not flow automatically but are actively shaped and transformed by knowledge carriers—business schools, consultancies, and the media. Drawing on data from worldwide empirical studies, the chapters analyze how such carriers are organized, how they act and react, and how they shape and reshape knowledge. The book places the development and diffusion of management knowledge in a wider environmental and historical context and offers stimulating comparisons of European and American management traditions.

The combination of theory and practice will make this book a valuable resource for courses dealing with management, organizational and institutional theory, and globalization.

Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories.

The External Control of Organizations explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. As the authors contend, "it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable." Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.

Today, universities around the world find themselves going beyond the traditional roles of research and teaching to drive the development of local economies through collaborations with industry. At a time when regions with universities are seeking best practices among their peers, Shiri M. Breznitz argues against the notion that one university's successful technology transfer model can be easily transported to another. Rather, the impact that a university can have on its local economy must be understood in terms of its idiosyncratic internal mechanisms, as well as the state and regional markets within which it operates.

To illustrate her argument, Breznitz undertakes a comparative analysis of two universities, Yale and Cambridge, and the different outcomes of their attempts at technology commercialization in biotech. By contrasting these two universities—their unique policies, organizational structure, institutional culture, and location within distinct national polities—she makes a powerful case for the idea that technology transfer is dependent on highly variable historical and environmental factors. Breznitz highlights key features to weigh and engage in developing future university and economic development policies that are tailor-made for their contexts.

Executive development programs have entered a period of rapid transformation, driven by digital disruption and a widening gap between the skills that participants and their organizations demand and those provided by their executive programs. This work delves into the objective functions of the executive development space, analyzes the demand characteristics of the learners and the organizations that pay for the programs, and the ways in which business schools and other providers deliver (or not) on the promises they make regarding skill development and the continued value of learning to the organization. They show how a trio of disruptive forces (disintermediation, disaggregation and decoupling) which have figured prominently in industries disrupted by digitalization,are reshaping the structure of demand for executive development. The authors look at the future of executive development in the era of self-refining algorithms (aka machine learning) and wearable sensors and computers, and offer a compass for making the right choice for CEOs and CLOs who are guiding executive program design. Ultimately, they offer a guide for to optimize the learning production function for both skill acquisition and skill transfer – the two charges that the new skills economy has laid out for any educational enterprise.

The global race for talent is on, with countries and businesses competing for the best and brightest. Talented individuals migrate much more frequently than the general population, and the United States has received exceptional inflows of human capital. This foreign talent has transformed U.S. science and engineering, reshaped the economy, and influenced society at large. But America is bogged down in thorny debates on immigration policy, and the world around the United States is rapidly catching up, especially China and India. The future is quite uncertain, and the global talent puzzle deserves close examination.

To do this, William R. Kerr uniquely combines insights and lessons from business practice, government policy, and individual decision making. Examining popular ideas that have taken hold and synthesizing rigorous research across fields such as entrepreneurship and innovation, regional advantage, and economic policy, Kerr gives voice to data and ideas that should drive the next wave of policy and business practice.

The Gift of Global Talent deftly transports readers from joyous celebrations at the Nobel Prize ceremony to angry airport protests against the Trump administration's travel ban. It explores why talented migration drives the knowledge economy, describes how universities and firms govern skilled admissions, explains the controversies of the H-1B visa used by firms like Google and Apple, and discusses the economic inequalities and superstar firms that global talent flows produce. The United States has been the steward of a global gift, and this book explains the huge leadership decision it now faces and how it can become even more competitive for attracting tomorrow's talent.

Please visit www.hbs.edu/managing-the-future-of-work/research/Pages/default.aspx to learn more about the book.

The global race for talent is on, with countries and businesses competing for the best and brightest. Talented individuals migrate much more frequently than the general population, and the United States has received exceptional inflows of human capital. This foreign talent has transformed U.S. science and engineering, reshaped the economy, and influenced society at large. But America is bogged down in thorny debates on immigration policy, and the world around the United States is rapidly catching up, especially China and India. The future is quite uncertain, and the global talent puzzle deserves close examination.

To do this, William R. Kerr uniquely combines insights and lessons from business practice, government policy, and individual decision making. Examining popular ideas that have taken hold and synthesizing rigorous research across fields such as entrepreneurship and innovation, regional advantage, and economic policy, Kerr gives voice to data and ideas that should drive the next wave of policy and business practice.

The Gift of Global Talent deftly transports readers from joyous celebrations at the Nobel Prize ceremony to angry airport protests against the Trump administration's travel ban. It explores why talented migration drives the knowledge economy, describes how universities and firms govern skilled admissions, explains the controversies of the H-1B visa used by firms like Google and Apple, and discusses the economic inequalities and superstar firms that global talent flows produce. The United States has been the steward of a global gift, and this book explains the huge leadership decision it now faces and how it can become even more competitive for attracting tomorrow's talent.

Please visit www.hbs.edu/managing-the-future-of-work/research/Pages/default.aspx to learn more about the book.

An extraordinary confluence of forces stemming from automation and digital technologies is transforming both the world of work and the ways we educate current and future employees to contribute productively to the workplace.

The Great Skills Gap opens with the premise that the exploding scope and pace of technological innovation in the digital age is fast transforming the fundamental nature of work. Due to these developments, the skills and preparation that employers need from their talent pool are shifting. The accelerated pace of evolution and disruption in the competitive business landscape demands that workers be not only technically proficient, but also exceptionally agile in their capacity to think and act creatively and quickly learn new skills.

This book explores how these transformative forces are—or should be—driving innovations in how colleges and universities prepare students for their careers. Focused on the impact of this confluence of forces at the nexus of work and higher education, the book's contributors—an illustrious group of leading educators, prominent employers, and other thought leaders—answer profound questions about how business and higher education can best collaborate in support of the twenty-first century workforce.

The market for green products has expanded rapidly over the last decade, but most consumers need something more than eco-benefits to motivate their purchases. Magali A. Delmas and David Colgan argue that many green products now offer the total package—a "green bundle" that checks the environmental box, but also offers improved performance, health benefits, savings, and status. To help consumers cut through the noise and make their best decisions, we need new strategies. The Green Bundle offers some of the best and most effective communication techniques for pushing consumers in the right direction.

Framing product benefits to motivate behavior is the key. Combining insights from sustainable business and behavioral economics, Delmas and Colgan show managers how to lead buyers from information to action. If you are looking to win over the convenient consumer or understand how companies can create the next tipping point in green consumption, this is the research-based, practical guide for you.

The market for green products has expanded rapidly over the last decade, but most consumers need something more than eco-benefits to motivate their purchases. Magali A. Delmas and David Colgan argue that many green products now offer the total package—a "green bundle" that checks the environmental box, but also offers improved performance, health benefits, savings, and status. To help consumers cut through the noise and make their best decisions, we need new strategies. The Green Bundle offers some of the best and most effective communication techniques for pushing consumers in the right direction.

Framing product benefits to motivate behavior is the key. Combining insights from sustainable business and behavioral economics, Delmas and Colgan show managers how to lead buyers from information to action. If you are looking to win over the convenient consumer or understand how companies can create the next tipping point in green consumption, this is the research-based, practical guide for you.

In the global marketplace, negotiation frequently takes place across cultural boundaries, yet negotiation theory has traditionally been grounded in Western culture. This book, which provides an in-depth review of the field of negotiation theory, expands current thinking to include cross-cultural perspectives. The contents of the book reflect the diversity of negotiation—research-negotiator cognition, motivation, emotion, communication, power and disputing, intergroup relationships, third parties, justice, technology, and social dilemmas—and provides new insight into negotiation theory, questioning assumptions, expanding constructs, and identifying limits not apparent from working exclusively within one culture.

The book is organized in three sections and pairs chapters on negotiation theory with chapters on culture. The first part emphasizes psychological processes—cognition, motivation, and emotion. Part II examines the negotiation process. The third part emphasizes the social context of negotiation. A final chapter synthesizes the main themes of the book to illustrate how scholars and practitioners can capitalize on the synergy between culture and negotiation research.

The HP Phenomenon tells the story of how Hewlett-Packard innovated and transformed itself six times while most of its competitors were unable to make even one significant transformation. It describes those transformations, how they started, how they prevailed, and how the challenges along the way were overcome—reinforcing David Packard's observation that "change and conflict are the only real constants." The book also details the philosophies, practices, and organizational principles that enabled this unprecedented sequence of innovations and transformations. In so doing, the authors capture the elusive "spirit of innovation" required to fuel growth and transformation in all companies: innovation that is customer-centered, contribution-driven, and growth-focused.

The corporate ethos described in this book—with its emphasis on bottom-up innovation and sufficient flexibility to see results brought to the marketplace and brought alive inside the company—is radically different from current management "best practice." Thus, while primarily a history of Hewlett-Packard, The HP Phenomenon also holds profound lessons for engineers, managers, and organizational leaders hoping to transform their own organizations.

"At last! The 'HP Way, that most famous of all corporate philosophies, has taken on an almost mythical status. But how did it really work? How did it make Hewlett-Packard the fastest growing, most admired, large company of the last half-century? Now, two important figures in HP's history, Chuck House and Raymond Price, have finally given us the whole story. The HP Phenomenon is the book we've been waiting for: the definitive treatise on how Bill and Dave ran their legendary company, day to day and year to year. It should be a core text for generations of young entrepreneurs and managers, a roadmap to building a great enterprise."—Michael S. Malone, author of Bill & Dave: How Hewlett and Packard Built the World's Greatest Company

“What is time then?” asked St. Augustine some 1,600 years ago. It was a question he could not answer, and over the centuries that followed, it was one that few scholars dared to address. Yet there are answers to this question of the true nature of time, and this book discusses several of them as a means of approaching its central concern: that humanity creates a variety of times and these different times affect the experiences of life—as times vary, so does life. Not so much focusing on watches, clocks, and calendars (though these are covered), the author argues that time is a fundamental component of the technological development of humanity.

The book addresses the relationships between time and life on three fundamental premises: (1) all times are not the same, (2) all times are social constructions, and (3) the times humanity creates direct the way humanity lives. The book addresses the major ways in which times differ (polychronicity, speed and punctuality, and orientation to past, present and future), how these differences are coordinated (entrainment), and how these differences affect human life, including such extreme effects that produce the best and worst of times. Building on these differences and the effects they produce, the author examines the possibility of humanity consciously creating more good times than bad. Throughout the analysis, a vital connection between time and life gradually emerges, namely, the impact of time on the meaning of life itself.

Materials from several disciplines inform the discussions, notably theory and research from the social and behavioral sciences, in particular the organization sciences. The author uses historical examples extensively throughout the book, but also presents new results that derive from original data he has collected.

The book will be valuable not only to those involved in the management and organization sciences, but also to sociologists and psychologists, who have largely avoided coming to terms with one of the central issues of human life—time.

The Nature of Creative Development presents a new understanding of the basis of creativity. Describing patterns of development seen in creative individuals, the author shows how creativity grows out of distinctive interests that often form years before one makes his/her main conributions.

The book is filled with case studies that analyze creative developments across a wide range of fields. The individuals examined range from Virginia Woolf and Albert Einstein to Thomas Edison and Ray Kroc. The text also considers contemporary creatives interviewed by the author.

Feinstein provides a useful framework for those engaged in creative work or in managing such individuals. This text will help the reader understand the nature of creativity, including the difficulties that one may encounter in working creatively and ways to overcome them.

The Nature of Creative Development presents a new understanding of the basis of creativity. Describing patterns of development seen in creative individuals, the author shows how creativity grows out of distinctive interests that often form years before one makes his/her main conributions.

The book is filled with case studies that analyze creative developments across a wide range of fields. The individuals examined range from Virginia Woolf and Albert Einstein to Thomas Edison and Ray Kroc. The text also considers contemporary creatives interviewed by the author.

Feinstein provides a useful framework for those engaged in creative work or in managing such individuals. This text will help the reader understand the nature of creativity, including the difficulties that one may encounter in working creatively and ways to overcome them.

In the last decade, research on negative social evaluations, from adverse reputation to extreme stigmatization, has burgeoned both at the individual and organizational level. Thus far, this research has largely focused on major corporate risks. Corporate public relations and business executives intuitively know that a negative image deters important relationships—from customers and partners, to applicants, stakeholders, and potential funding. At the same time, business is conducted in an age of heightened connection, including digital platforms for criticism and a 24-hour news cycle. Executives know that some degree of public disapproval is increasingly unavoidable. Negative social evaluations can also put social actors on the map. In the era of identity politics, many political leaders express controversial views to appeal to specific audiences and gain in popularity. Through network and signaling effects, being controversial can potentially pay off.

Thomas J. Roulet offers a framework for understanding not only how individuals and organizations can survive in an age of increasing scrutiny, but how negative social evaluations can surprisingly yield positive results. A growing body of work has begun to show that being "up against the rest" is an active driver of corporate identity, and that firms that face strong public hostility can benefit from internal bonding. Synthesizing this work with his original research, and drawing comparisons to work on misconduct and scandals, Roulet addresses an important gap by providing a broader perspective to link the antecedents and consequences of negative social evaluations. Moreover, he reveals the key role that audiences play in assessing these consequences, whether positive or negative, and the crucial function of media in establishing conditions in which public disapproval can bring positive results. Examples and cases cover Uber and Google, Monsanto, Electronic Arts, and the investment banking industry during the financial crisis.

Innovations in pricing can be transformative, but to reach their potential companies must devote equal attention to technical and organizational capabilities. Most firms, however, only pay attention to the technical dimensions of pricing, which severely limits the success of their initiatives. To remedy this, The Pricing Journey provides an integrated guide to the organizational, social, and behavioral aspects of pricing—drawing on principles of socio-technical change. Based on extensive qualitative and quantitative research in an array of firms around the world, Stephan M. Liozu provides a practical roadmap for management teams that aim to reach a new level of pricing power.

Liozu introduces the 5 C model of transformation, which relies on change, capabilities, champions, confidence, and center-led organizational design to create effective and lasting pricing strategies. Rooting his recommendations in research and practice, Liozu proposes specific capabilities to develop on the road to pricing excellence. This book prepares pricing and marketing professionals to be true strategic partners, while contributing the study of pricing transformation.

Today, social media offers an alternative broadcast and communication medium for nonprofit advocacy organizations. At the same time, social media ushers in a "noisy" information era that renders it more difficult for nonprofits to make their voices heard. This book seeks to unpack the prevalence, mechanisms, and ramifications of a new model for nonprofit advocacy in a social media age. The keyword for this new model is attention. Advocacy always starts with attention: when an organization speaks out on a cause, it must ensure that it has an audience and that its voice is heard by that audience; it must ensure that current and potential supporters are paying attention to what it has to say before expecting more tangible outcomes. Yet the organization must also ensure that advocacy does not end with attention: attention should serve as a springboard to something greater. The authors elaborate how attention fits into contemporary organizations' advocacy work and explain the key features of social media that are driving the quest for attention. Developing conceptual models, they explain why some organizations and messages gain attention while others do not. Lastly, the book explores how organizations are weaving together online and offline efforts to deliver strategic advocacy outcomes.

Today, social media offers an alternative broadcast and communication medium for nonprofit advocacy organizations. At the same time, social media ushers in a "noisy" information era that renders it more difficult for nonprofits to make their voices heard. This book seeks to unpack the prevalence, mechanisms, and ramifications of a new model for nonprofit advocacy in a social media age. The keyword for this new model is attention. Advocacy always starts with attention: when an organization speaks out on a cause, it must ensure that it has an audience and that its voice is heard by that audience; it must ensure that current and potential supporters are paying attention to what it has to say before expecting more tangible outcomes. Yet the organization must also ensure that advocacy does not end with attention: attention should serve as a springboard to something greater. The authors elaborate how attention fits into contemporary organizations' advocacy work and explain the key features of social media that are driving the quest for attention. Developing conceptual models, they explain why some organizations and messages gain attention while others do not. Lastly, the book explores how organizations are weaving together online and offline efforts to deliver strategic advocacy outcomes.

Today, "social entrepreneurship" describes a host of new initiatives, and often refers to approaches that are breaking from traditional philanthropic and charitable organizational behavior. Nowhere is this more true than in the United States—where, from 1995–2005, the number of non-profit organizations registered with the IRS grew by 53%. But, what types of change have these social entrepreneurial efforts brought to the world of civil society and philanthropy? What works in today's environment? And, what barriers are these new efforts breaking down as they endeavor to make the world a better place?

The Real Problem Solvers brings together leading entrepreneurs, funders, investors, thinkers, and champions in the field to answer these questions from their own, first-person perspectives. Contributors include marquee figures, such as Nobel Laureate Muhammad Yunus, Ashoka Founder Bill Drayton, Jacqueline Novogratz, Founder of the Acumen Fund, and Sally Osberg, CEO of the Skoll Foundation. The core chapters are anchored by an introduction, a conclusion, and question-and-answers sections that weave together the voices of various contributors. In no other book are so many leaders presented side-by-side. Therefore, this is the ideal accessible and personal introduction for students of and newcomers to social entrepreneurship.

Named one of the 2003 books of the year in the Economist: "A convincing explanation of why, despite all of the recent reforms in American corporate governance, there will probably be more firms that go the way of Enron."

In the last thirty years, there has been a gradual erosion in the abilities and responsibilities of corporate boards. In addition to the ethics scandals that have plagued companies both new and established over the last three years, a number of over-diversified, over-staffed companies experienced failures that might have been avoided had there been proper oversight on the part of the board. While reform of the governance system has received considerable attention from the press, business leaders, and politicians, there have been few analyses of what is really happening on a systemic level, and even fewer workable suggestions for reform.

The Recurrent Crisis in Corporate Governance provides an expert assessment of what went wrong on corporate boards and how to fix them. The book begins with both a legal and economic examination of corporate governance during the last three decades, including the broad issue of boards taking on responsibilities without being able to fulfill their obligations because of the lack of access to information and people within the corporation. The authors then go on to show the correlation between strong board performance and strong company performance, make the case for separating the CEO and Chair positions, comment on the collapse of nine major corporations, including Global Crossing, K-Mart, Lucent, and Qwest, and provide suggestions on how boards can be more effective stewards of the shareholders' and public's trust.

Today, the Bay Area is home to the most successful knowledge economy in America, while Los Angeles has fallen progressively further behind its neighbor to the north and a number of other American metropolises. Yet, in 1970, experts would have predicted that L.A. would outpace San Francisco in population, income, economic power, and influence. The usual factors used to explain urban growth—luck, immigration, local economic policies, and the pool of skilled labor—do not account for the contrast between the two cities and their fates. So what does?

The Rise and Fall of Urban Economies challenges many of the conventional notions about economic development and sheds new light on its workings. The authors argue that it is essential to understand the interactions of three major components—economic specialization, human capital formation, and institutional factors—to determine how well a regional economy will cope with new opportunities and challenges. Drawing on economics, sociology, political science, and geography, they argue that the economic development of metropolitan regions hinges on previously underexplored capacities for organizational change in firms, networks of people, and networks of leaders. By studying San Francisco and Los Angeles in unprecedented levels of depth, this book extracts lessons for the field of economic development studies and urban regions around the world.

Today, the Bay Area is home to the most successful knowledge economy in America, while Los Angeles has fallen progressively further behind its neighbor to the north and a number of other American metropolises. Yet, in 1970, experts would have predicted that L.A. would outpace San Francisco in population, income, economic power, and influence. The usual factors used to explain urban growth—luck, immigration, local economic policies, and the pool of skilled labor—do not account for the contrast between the two cities and their fates. So what does?

The Rise and Fall of Urban Economies challenges many of the conventional notions about economic development and sheds new light on its workings. The authors argue that it is essential to understand the interactions of three major components—economic specialization, human capital formation, and institutional factors—to determine how well a regional economy will cope with new opportunities and challenges. Drawing on economics, sociology, political science, and geography, they argue that the economic development of metropolitan regions hinges on previously underexplored capacities for organizational change in firms, networks of people, and networks of leaders. By studying San Francisco and Los Angeles in unprecedented levels of depth, this book extracts lessons for the field of economic development studies and urban regions around the world.

Some rather remarkable changes took place in North American business schools between 1945 and 1970, altering the character of these institutions, the possibilities for their future, and the terms of discourse about them. This period represents a minor revolution, during which business school are reported to have become more academic, more analytic, and more quantitative.

The Roots, Rituals, and Rhetorics of Change considers these changes and explores their roots. It traces the origins of this quiet revolution and shows how it shaped discussions about management education, leading to a shift in that weakened the place of business cases and experiential knowledge and strengthened support for a concept of professionalism that applied to management.

The text considers how the rhetoric of change was organized around three core questions: Should business schools concern themselves primarily with experiential knowledge or with academic knowledge? What vision of managers and management should be reflected by business schools? How should managerial education connect its teaching to some version of reality?

Some rather remarkable changes took place in North American business schools between 1945 and 1970, altering the character of these institutions, the possibilities for their future, and the terms of discourse about them. This period represents a minor revolution, during which business school are reported to have become more academic, more analytic, and more quantitative.

The Roots, Rituals, and Rhetorics of Change considers these changes and explores their roots. It traces the origins of this quiet revolution and shows how it shaped discussions about management education, leading to a shift in that weakened the place of business cases and experiential knowledge and strengthened support for a concept of professionalism that applied to management.

The text considers how the rhetoric of change was organized around three core questions: Should business schools concern themselves primarily with experiential knowledge or with academic knowledge? What vision of managers and management should be reflected by business schools? How should managerial education connect its teaching to some version of reality?

Basic scientific research and technological development have had an enormous impact on innovation, economic growth, and social well-being. Yet science policy debates have long been dominated by advocates for particular scientific fields or missions. In the absence of a deeper understanding of the changing framework in which innovation occurs, policymakers cannot predict how best to make and manage investments to exploit our most promising and important opportunities.

Since 2005, a science of science policy has developed rapidly in response to policymakers' increased demands for better tools and the social sciences' capacity to provide them. The Science of Science Policy: A Handbook brings together some of the best and brightest minds working in science policy to explore the foundations of an evidence-based platform for the field.

The contributions in this book provide an overview of the current state of the science of science policy from three angles: theoretical, empirical, and policy in practice. They offer perspectives from the broader social science, behavioral science, and policy communities on the fascinating challenges and prospects in this evolving arena. Drawing on domestic and international experiences, the text delivers insights about the critical questions that create a demand for a science of science policy.

The Secret of Success is a fascinating exploration of the enigma of technological innovation. It provides a new paradigm for academic scholars and a manifesto for managers on how to release the latent talent of research teams for optimal effect. Based on an investigation conducted in the R&D laboratory of a Fortune 500 company, the book synthesizes interviews with sophisticated quantitative techniques to provide insights into how knowledge travels and how it is used in technical organizations to aid innovation. The author offers a new perspective on the factors that need to be taken into account when managing R&D projects, and examines particularly how these factors should be mobilized and combined in the quest for success. The book suggests that the informal advice relations need to be reinforced through, and not thwarted by, the formal structure. This is compulsory reading for anyone interested in the central problems of research and design in the knowledge industries of the twenty-first century.

The enormous and sustained success of Silicon Valley has excited interest around the globe. Startup companies the world over are attempting to emulate its high tech businesses, and many governments are changing their institutions in order to foster Silicon Valleys of their own. What accounts for the Valley’s leading edge in innovation and entrepreneurship?

This book gives an answer by insiders, by prominent business leaders and academics from the heart of the Valley. They argue that what distinguishes the Valley is not its scientific advances or technological breakthroughs. Instead, its edge derives from a “habitat” or environment that is tuned to turn ideas into products and take them rapidly to market by creating new firms.

This habitat includes supportive government regulations for new firm formation, leading research universities that interact with industry, an exceptionally talented and highly mobile work force, and experienced support services in such areas as finance, law, accounting, headhunting, and marketing, all specializing in helping new companies form and grow. Not least is a spirit of adventure and a willingness to take risks.

The elements of this habitat are packed into a small geographic area. In it, networks of specialists form communities of practice within which ideas develop and circulate and from which new products and new firms emerge. Feedback processes are strongly at work: the successes of Valley firms strengthen the habitat, and the stronger it becomes, the more new, successful firms are created.

Among industries, electronics came into the Valley first, followed by semiconductors, computers, software, and, in the 1990s, biotechnology, networking, and the Internet. This extraordinary ability to keep adding new industrial sectors itself affects the prospect for the Silicon Valley's future. What lies ahead? From within, the Valley faces serious challenges in defining a new generation of entrepreneurs, addressing a growing digital divide, and maintaining quality of life. At the same time, the Valley must redefine its global role with respect to other rising innovative regions worldwide. Nevertheless, the proven ability of its highly effective habitat suggests that in both innovation and entrepreneurship, Silicon Valley will maintain its edge.

Recognizing their role as "corporate citizens," companies are seeking guidance on how to be true to their missions, principled in practice, and well regarded for their contributions to society. As this book reveals, the key lies in sincerity—the sum of values like authenticity, integrity, and trust.

Countess Alexandra Christina, a European corporate director, and Timothy L. Fort, a leading American scholar, delineate a clear and actionable model for bringing sincerity to the business context. Their vision for sincerity complies with law, aligns corporate social and financial performance, and values corporate ethics in its own right, rather than as a means to an end. Underpinning this model is a synthesis of the top research in the field and a suite of new interviews with current and former CEOs. Tracing inspirational tales and scandals alike, this book shows how leaders can head up companies that more reliably make good decisions and conduct themselves in a trustworthy manner. It then concludes with twelve concrete actions that businesses can take to cultivate "the sincerity edge."

The first decade of the 21st century saw a remarkable number of large-scale disasters. Earthquakes in Haiti and Sumatra underscored the serious economic consequences that catastrophic events can have on developing countries, while 9/11 and Hurricane Katrina showed that first world nations remain vulnerable.

The Social Roots of Risk argues against the widespread notion that cataclysmic occurrences are singular events, driven by forces beyond our control. Instead, Kathleen Tierney contends that disasters of all types—be they natural, technological, or economic—are rooted in common social and institutional sources. Put another way, risks and disasters are produced by the social order itself—by governing bodies, organizations, and groups that push for economic growth, oppose risk-reducing regulation, and escape responsibility for tremendous losses when they occur.

Considering a wide range of historical and looming events—from a potential mega-earthquake in Tokyo that would cause devastation far greater than what we saw in 2011, to BP's accident history prior to the 2010 blowout—Tierney illustrates trends in our behavior, connecting what seem like one-off events to illuminate historical patterns.

Like risk, human resilience also emerges from the social order, and this book makes a powerful case that we already have a significant capacity to reduce the losses that disasters produce. A provocative rethinking of the way that we approach and remedy disasters, The Social Roots of Risk leaves readers with a better understanding of how our own actions make us vulnerable to the next big crisis—and what we can do to prevent it.

The first decade of the 21st century saw a remarkable number of large-scale disasters. Earthquakes in Haiti and Sumatra underscored the serious economic consequences that catastrophic events can have on developing countries, while 9/11 and Hurricane Katrina showed that first world nations remain vulnerable.

The Social Roots of Risk argues against the widespread notion that cataclysmic occurrences are singular events, driven by forces beyond our control. Instead, Kathleen Tierney contends that disasters of all types—be they natural, technological, or economic—are rooted in common social and institutional sources. Put another way, risks and disasters are produced by the social order itself—by governing bodies, organizations, and groups that push for economic growth, oppose risk-reducing regulation, and escape responsibility for tremendous losses when they occur.

Considering a wide range of historical and looming events—from a potential mega-earthquake in Tokyo that would cause devastation far greater than what we saw in 2011, to BP's accident history prior to the 2010 blowout—Tierney illustrates trends in our behavior, connecting what seem like one-off events to illuminate historical patterns.

Like risk, human resilience also emerges from the social order, and this book makes a powerful case that we already have a significant capacity to reduce the losses that disasters produce. A provocative rethinking of the way that we approach and remedy disasters, The Social Roots of Risk leaves readers with a better understanding of how our own actions make us vulnerable to the next big crisis—and what we can do to prevent it.

What makes the Apple iPhone cool? Bang & Olufsen and Samsung's televisions beautiful? Any of a wide variety of products and services special? The answer is not simply functionality or technology, for competitors' products are often as good.

The Soul of Design explores the uncanny power of some products to grab and hold attention—to create desire. To understand what sets a product apart in this way, authors Lee Devin and Robert Austin push past personal taste and individual response to adopt a more conceptual approach. They carefully explore the hypothesis that there is something within a "special" product that makes it—well, special. They argue that this je ne sais quoi arises from "plot"—the shape that emerges as a product or service arouses and then fulfills expectations. Marketing a special product is, then, a matter of helping its audience perceive its plot and comprehend its qualities.

Devin and Austin provide keys to understanding why some products and services stand out in a crowd and how the companies that make them create these hits. Part One of the book introduces the authors' definition of plot in this context; Part Two breaks down the components needed to build a plot; Part Three describes what makes a plot coherent; Part Four takes on the challenges of making coherent products and services attractive to consumers. Part Four also presents detailed casework, which shows how innovators and makers have successfully brought special products to market.

Readers will come away with a sensible and clear approach to conceiving of artful products and services. This book will help managers and designers think about engaging with plot, taking aesthetic factors into account to provide consumers with more special things.

We often hear that finding the work we are meant for will multiply our accomplishments and enable us to attain new levels of personal satisfaction. Yet, many who are planning their careers find that the job market has shifted to the advantage of employers, whether as a result of the recession, globalization, IT-driven productivity, or other changes in the business landscape. Faced with these tough circumstances, it is more critical than ever for professionals to create a plan of attack and make sound decisions as they navigate their careers.

The Strategic Career provides readers with the ultimate guide to career choices—both short-term and long. While other authors approach career development from the perspective of psychology and counseling, Bill Barnett demonstrates how business strategy concepts can successfully guide us as we chart our careers. Drawing on two decades of experience leading McKinsey & Company's Strategy Practice, as well as his popular Career Strategy courses at Yale and Rice University, he approaches the construction of a long-term career plan by looking at the main challenges professionals will face: developing and reaching long-term targets, surfacing opportunities, assessing career decisions, and staying on track. Underpinning his advice with research and illustrating it with vivid stories from others' successes, Barnett lays out practical, step-by-step processes to help readers realize their goals. Complete with a program to help you develop your own plan and over 100 specific activities to guide you, The Strategic Career is the ideal companion on your professional pathway.

An essential guide for finance managers to leverage advanced technology in long-term investing.

Institutional Investors underpin our capitalist world, and could play a major role in addressing some of the greatest challenges to society such as climate change, the ballooning wealth gap, declining infrastructure, aging populations, and the need for stable funding for the sciences and arts. Advanced technology can help institutional Investors deliver the funds needed to tackle these grave challenges. The Technologized Investor is a practical guide showing how institutional Investors can gain the capabilities for deep innovation by reorienting their strategies and organizations around advanced technology. It dissects why technology has historically failed institutional Investors and recommends realistic changes that they can make to unlock technological superpowers. Grounded in the actual experiences of institutional Investors from around the globe, it's a unique reference manual for practitioners on how to reboot their organizations for long-term performance. The book walks readers through many detailed frameworks for analyzing how well new technologies fit with their organization's goals and resources, as well as how to make the organization itself more robust to technological change. It also envisions the ways that the durable empowerment of institutional Investors enables them to achieve their long-term objectives. Based on first-hand empirical analysis, the book will help institutional Investors to rethink their perspectives on the role of technology in their organizations, and the future possibilities it can unlock.

One of the most important elements in the computer revolution has been agreement on technological standards. The advances in communication allowed by millions of computers connecting over various networks are based on these networks sharing a common language. This book tells the complete story of the battle between several competing technologies in the late 1970s and early 1980s to become the compatibility standard in one high-tech arena, the LAN (local area network) industry.

In the end, a single technology succeeded in dominating the entire industry: Ethernet. The author argues that Ethernet triumphed not because it was better or cheaper, but because of a clever strategy by Ethernet’s corporate sponsors. This strategy mandated the building of a large supplier base around the technology in order to compensate for an inability to produce all required components and devices. Within a few years, Ethernet had greatly surpassed its competitors in gaining suppliers, which included specialized start-ups, semiconductor firms, and established computer manufacturers. This supplier advantage proved an invaluable strategic asset. As suppliers developed various price and product advantages that were easily adopted by Ethernet, its competitors were driven out of the market.

Key to understanding the importance of a supplier base in the race for standards is the crucial role of a technological community. The book demonstrates how technological communities account not only for critical differences in the standardization strategies of various LAN vendors, but also for the emergence of other important instances of technological competition. For example, the recent rise of Linux and Java can be seen as the result of successful community-driven strategies.

The story of the battle for the LAN standard is also a story of the Internet more broadly, and so the book offers unique insights into its dazzling growth, as LANs became important corporate on-ramps to the Internet and several LAN suppliers (such as 3Com) evolved into leading suppliers of Internet technology.

One of the most important elements in the computer revolution has been agreement on technological standards. The advances in communication allowed by millions of computers connecting over various networks are based on these networks sharing a common language. This book tells the complete story of the battle between several competing technologies in the late 1970s and early 1980s to become the compatibility standard in one high-tech arena, the LAN (local area network) industry.

In the end, a single technology succeeded in dominating the entire industry: Ethernet. The author argues that Ethernet triumphed not because it was better or cheaper, but because of a clever strategy by Ethernet’s corporate sponsors. This strategy mandated the building of a large supplier base around the technology in order to compensate for an inability to produce all required components and devices. Within a few years, Ethernet had greatly surpassed its competitors in gaining suppliers, which included specialized start-ups, semiconductor firms, and established computer manufacturers. This supplier advantage proved an invaluable strategic asset. As suppliers developed various price and product advantages that were easily adopted by Ethernet, its competitors were driven out of the market.

Key to understanding the importance of a supplier base in the race for standards is the crucial role of a technological community. The book demonstrates how technological communities account not only for critical differences in the standardization strategies of various LAN vendors, but also for the emergence of other important instances of technological competition. For example, the recent rise of Linux and Java can be seen as the result of successful community-driven strategies.

The story of the battle for the LAN standard is also a story of the Internet more broadly, and so the book offers unique insights into its dazzling growth, as LANs became important corporate on-ramps to the Internet and several LAN suppliers (such as 3Com) evolved into leading suppliers of Internet technology.

Arguing about sports is as old as the games people play. Over the years sports debates have become muddled by many myths that do not match the numbers generated by those playing the games. In The Wages of Wins, the authors use layman's language and easy to follow examples based on their own academic research to debunk many of the most commonly held beliefs about sports.

In this updated version of their book, these authors explain why Allen Iverson leaving Philadelphia made the 76ers a better team, why the Yankees find it so hard to repeat their success from the late 1990s, and why even great quarterbacks like Brett Favre are consistently inconsistent. The book names names, and makes it abundantly clear that much of the decision making of coaches and general managers does not hold up to an analysis of the numbers. Whether you are a fantasy league fanatic or a casual weekend fan, much of what you believe about sports will change after reading this book.

China is inevitably becoming a giant in the world economy. All international companies in the United States have a presence in China, and many international Chinese companies have a presence in the United States. These companies face complex challenges in their global value chain: strategy, sales and marketing, supply chain management, information technology, and production. This book examines case studies from companies who have successfully navigated this new market environment. The book starts with strategy as a fundamental stage in the value chain. It then proceeds to explore globalization of sales and marketing, logistics and supply chain challenges of supporting global operations, necessary changes to the IT system capabilities as firms begin to address new markets, and finally, efficient and competitive production processes. The book will be valuable to managers who are looking for tools that have been used successfully by industry leaders, as well as to instructors who would like to use real-world practice to educate future managers and decision makers.

Whether from customers, supply-chain partners, policymakers, or regulators, organizations in virtually every industry are facing calls to do more with less. They are feeling compelled to provide higher-quality outcomes, more rapidly, at a lower cost.

This book offers a road-tested approach for delivering these outcomes through positive organizational change. Its message comes just in time, for too many companies have gone the way of low-road strategies, such as cutting pay and perks, and working harder not smarter. Drawing on her path-breaking research, Jody Hoffer Gittell reveals that high performance is fundamentally relational—rooted in both human and social capital.

Based on this insight, she provides a unique model that will help companies to build meaningful relationships among colleagues, develop smarter work processes, and design organizational structures fit for today's pressure test. By following four organizations on their change journeys, she illustrates how "relational coordination" unfolds in real-world settings. Tools for change guide readers as they learn how to implement this new model in their own workplaces.

Unlike other books written on "toxic leaders," this book takes issue with the predominant view that "toxic leaders are bad" and destructive to their companies. Rather, the author argues that even highly productive leaders have some toxic qualities central to their success story. The book redirects the conversation about toxicity in a more productive direction, as toxic leaders are not just viewed as villains and liabilities, but are also considered as potential assets, innovators, and rebels.

Working on the premise that "toxicity is a fact of company life," the book provides organizations with a model and blueprint on the advantages to be gained from skillful anticipation, control, and handling of troubled and difficult leaders. In contrast to dysfunctional organizations that ignore toxicity or dwell on the perceived destructive impact of toxic leaders, successful companies come up with resourceful, innovative strategies for turning seeming deficits into opportunities.

An essential guide for managers and leaders on building resilient teams in turbulent times.

As a result of global economic changes, new technologies, and increased competition, business environments are becoming increasingly turbulent and unpredictable, requiring new forms of resilient work teams.

Due in part to the increasing complexity of business environments, more and more organizations worldwide are using teams of employees to respond to adversity. Whether it be new product development teams; business crisis response teams in companies; front line response teams such as fire, emergency medical technicians, or emergency room teams; research and development teams; or pharmaceutical development teams, employees can no longer rely on their own knowledge, skills, and abilities to get their work done. Rather, employees have to work collaboratively with one another and combine their expertise to achieve the synergy and breakthrough thinking that is necessary to be successful at completing complex tasks in today's dynamic environments.

Today more than ever before, work teams must demonstrate resilience. In the face of volatile, complex, and ambiguous business environments, all teams inevitably suffer setbacks. Bradley L. Kirkman and Adam C. Stoverink provide in their new book the hands-on practical tips for building and leading resilient teams equipped to bounce back from those challenges. They highlight four team resources that are essential to any resilient team, including: team confidence, teamwork roadmaps, capacity to improvise, and psychological safety. These four resources are brought to life through compelling stories of teams that performed well in the face of adversity—and a few that didn't. They also provide leaders with step-by-step guidance for how to grow these resources in their own teams, whether they're in-person, remote, or hybrid. This book delivers all the tools necessary to build and lead resilient teams that are virtually unbreakable.

What has made Silicon Valley so productive of new technologies and new firms? How did its pioneering achievements begin—in computer networking, semiconductors, personal computing, and the Internet—and what forces have propelled its unprecedented growth? This collection of nine chapters by contributors from varied disciplines—business, geography, history, regional planning, and sociology—examines the history, development, and entrepreneurial dynamics of Silicon Valley.

Part I, “History,” provides context for the Valley’s success by exploring its early industrial roots. It traces the development of the electronics industry in Silicon Valley back to the founding of Federal Telegraph in 1908, and discusses the role of defense spending and the relationship with Stanford University in the region’s growth. Part II, “Institutions,” emphasizes the importance of supporting institutions and practices in helping Valley startups succeed. Four chapters explore the role of law firms in facilitating the formation of new companies, the evolution of the venture capital industry and its role in funding new firms, the importance of labor mobility, and the significance of close interfirm relationships in the success of Silicon Valley companies.

Part III, “General Explanations,” presents three different perspectives on the environment that has made Silicon Valley so successful. The first chapter considers Silicon Valley as an ecosystem of interacting institutions, individuals, and a culture that encourages and nurtures entrepreneurship. The second chapter argues that Silicon Valley should not be seen as a region in which relationships are based on civic virtue, but rather one in which trust is based on performance, which makes it uniquely permeable to new ideas and talented individuals. The final chapter contends that institutions specializing in new firm formation are responsible for Silicon Valley's unique ability to foster technological advances.

The world is facing dramatic geopolitical, environmental, and technological shifts. Venture Meets Mission argues that if Business, Government, and Society come together, rebuild trust, and collaborate, we have a generational opportunity to address societal challenges—climate change, cybersecurity, disease outbreaks, food insecurity, and education. The book explains, with hope and passion, how our existing entrepreneurial ecosystem, with the ideals of democracy, can be the foundation for a new mission-driven capitalism.

The good news is the components of this problem-solving ecosystem already exist. The authors explain what is required to join people, purpose, and profit together for world-changing impact—starting with rebuilding trust among Business, Government, and Society. The authors draw on their leadership experience with Silicon Valley innovation, venture capital, and work at the highest levels of the federal government. The book tells engaging stories of successful entrepreneurs, with diverse perspectives and intersectional experiences, who combine mission and venture to solve critical societal problems. This book seeks to inspire a generation of students, young professionals, and entrepreneurial executives to pursue mission-driven ventures that can make the world a better place. Venture Meets Mission also explains why and how forward-thinking government officials and policymakers can harness private sector entrepreneurship and innovation to solve society's problems.

Cultural understanding is indispensable for people who live and work abroad or in multicultural settings, but few have appropriate knowledge and training in this area. Working Across Cultures addresses this need. Suitable for general readers yet intellectually challenging, the book illustrates how to thrive in unfamiliar cultures by understanding and tapping into the stress management mechanisms used by the people who live there.

The book begins by refuting the notion that professional life interacts with culture only at the level of etiquette. Distinguishing between rule-based and relationship-based cultures, the author examines the roles of authority, individualism, competition, security, negotiation, contracts, supervision, lifestyle, and even humor in different cultures. He shows how different concepts of time, space, information, and wealth shape everyday life across cultures. The book concludes with a comprehensive reading list for more than one hundred countries.

Your Career Game demonstrates how game theory can help readers to understand and proactively take charge of their career strategy. Authors Nathan Bennett and Stephen A. Miles teach readers to manage the interdependencies and interconnectedness among coworkers, managers, and others in a manner that supports personal career efforts. Then, they show how readers can become better players. The key to learning how to play the career game is "career agility"—in short, nimble individuals are better game players.

Thois book includes conversations with a wide range of successful professionals such as Ursula Burns (Xerox), Stephen Elop (Microsoft), Marius Kloppers (BHP Billiton), Ken Frazier (Merck), and Liz McCartney (The St. Bernard Project), and discusses how their career moves demonstrate elements of a game theory approach to career management. This is a must-read strategic guide for anyone who seeks to advance their career and navigate today's job market.

Your Career Game demonstrates how game theory can help readers to understand and proactively take charge of their career strategy. Authors Nathan Bennett and Stephen A. Miles teach readers to manage the interdependencies and interconnectedness among coworkers, managers, and others in a manner that supports personal career efforts. Then, they show how readers can become better players. The key to learning how to play the career game is "career agility"—in short, nimble individuals are better game players.

Thois book includes conversations with a wide range of successful professionals such as Ursula Burns (Xerox), Stephen Elop (Microsoft), Marius Kloppers (BHP Billiton), Ken Frazier (Merck), and Liz McCartney (The St. Bernard Project), and discusses how their career moves demonstrate elements of a game theory approach to career management. This is a must-read strategic guide for anyone who seeks to advance their career and navigate today's job market.