The Harvard Business Review Annotated Bibliography: All Articles, 1922 through 2007, with Indexes to Authors, Titles and Subjects

The Harvard Business Review Annotated Bibliography This page intentionally left blank The Harvard Business Review A...

Author: Stephen K. Johnson

475 downloads 3218 Views 12MB Size Report

This content was uploaded by our users and we assume good faith they have the permission to share this book. If you own the copyright to this book and it is wrongfully on our website, we offer a simple DMCA procedure to remove your content from our site. Start by pressing the button below!

Report copyright / DMCA form

DOWNLOAD PDF

The Harvard Business Review Annotated Bibliography

This page intentionally left blank

The Harvard Business Review Annotated Bibliography All Articles, 1922 through 2007, with Indexes to Authors, Titles and Subjects STEPHEN K. JOHNSON

McFarland & Company, Inc., Publishers Jefferson, North Carolina, and London

LIBRARY

OF

CONGRESS CATALOGUING-IN-PUBLICATION DATA

Johnson, Stephen K., 1958– The Harvard business review annotated bibliography : all articles, 1922 through 2007, with indexes to authors, titles and subjects / Stephen K. Johnson. p. cm. Includes bibliographical references and index. ISBN 978-0-7864-4182-2 softcover : 50# alkaline paper 1. Harvard business review — Bibliography. 2. Business — Bibliography. 3. Economic history — Bibliography. I. Title. Z7164.C81.J64 2010 [HF1007] 016.33 — dc22 2009001315 British Library cataloguing data are available ©2010 Stephen K. Johnson. All rights reserved No part of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying or recording, or by any information storage and retrieval system, without permission in writing from the publisher. Cover image ©2010 Shutterstock Manufactured in the United States of America

McFarland & Company, Inc., Publishers Box 611, Je›erson, North Carolina 28640 www.mcfarlandpub.com

Table of Contents Preface

1

THE BIBLIOGRAPHY

3

Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Afﬁrmative Action, Equal Opportunity and Multicultural Issues 3; Book Reviews Encompassing an Array of Topics 5; Business as a Profession or Philosophy 6; Business Ecosystems 8; Business School Curriculum 8; Change Management 10; Corporate Board of Directors Topics 14; Corporate or Individual Philanthropy 19; Corporate Reorganization or Downsizing 20; Employee Assessment 21; Employee Pensions or Retirement Issues 22; Employee Problems 25; Employee Proﬁt Sharing or Employee Owned Businesses 28; Employee Turnover or Termination Issues 29; Employee Wage or Salary Structures 30; Entrepreneurial Issues 32; Executive Growth or Professional Development 38; Foreign Operations or Subsidiaries 44; Gender or Racial Workplace Issues 47; Health Care Delivery Issues 50; Human Resource Management Issues 54; Innovation, Creativity or Knowledge Based Economy 61; Job Design and Enrichment Issues 68; Labor Unions or Labor Relations 71; Leadership Issues 79; Lines of Business Reporting 85; Management Science or Theoretical Framework 86; Management Styles or Management Responsibilities 88; Managerial Communication Issues 94; Managerial Compensation Issues 98; Managerial Decision Making 103; Managerial Goals and Achievement of Goals 105; Managerial Selection or Assessment of Management 106; Middle Management Issues 111; Multinational Companies 113; Nonproﬁt Organization Topics 116; Organizational Behavior and Dynamics 118; Organizational Effectiveness 125; Public Interest Topics 129; Research and Development 134; Role and Impact of Management Consultants 136; Upper-Echelon Managerial Concerns 138; Work Groups or Teamwork 141; Worker Safety or Mental Health Concerns 144; Worker Training and Development Topics 145

Marketing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147 Advertising Campaigns or Advertising Media 147; Brand Management 152; Consumer Demographics or Behavior 155; Credit or Leasing Arrangements 157; Customer Service Issues 158; Customized Products or Niche Marketing 161; Distribution Channels and Logistics 161; Electronic Commerce 164; Industrial or Commercial Markets 168; International Marketing 169; Market Share 172; Market Strategy, Positioning and Segmentation Topics 173; Market Trends or Forecasting Topics 180; Marketing Research 181; Mass Communication Issues 185; New Product Development 185; Pricing Strategies and Decisions 190; Product Life Cycles 192; Public Relations 193; Purchasing Groups 194;

v

Table of Contents

vi

Retailing, Selling and Promotion Issues 195; Sales Force Management 200; Sampling, Testing and Survey Instruments 205; Service Economy Markets 205; Trade Associations or Cooperatives 208; Vendor Relations 208; Vertical or Horizontal Integration 208

Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209 Alliance Building 209; Analysis, Simulation Activities 210; Competitive or Strategic Advantages 211; Corporate Objectives or Performance 213; Opportunities or Threats 216; Proﬁtability or Corporate Growth 217; Strategic Business Units 220; Strategic Planning 221

Economics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225 Agribusiness Concerns 225; Automobile and Trucking Industries 226; Command Economies or Totalitarian Governments 227; Currency Transactions 229; Economic Depression or Recession Conditions 230; Economic Conditions in Foreign Nations or Regions (excludes the United States, Japan and Communist/Totalitarian Nations) 231; Economic Development or Industrial Policy Topics 233; Economic Indicators, Output, Statistics or Productivity 237; Economic or Business Forecasting 240; Economic Safety Net Topics 241; Economics as a Profession or the Role of Economists 242; Energy or Fuel Resources 243; Environmental Issues and Costs 245; Federal Reserve System and Monetary Policy 248; Global Economics or Foreign Trade Topics 249; Inﬂation or Deﬂation and Its Impact on an Economy 256; Japanese Economic and Business Practices 257; Market Economies or Free Enterprise 258; Nationalized or State-Owned Businesses 261; Regulated or Subsidized Industries 261; Tax or Fiscal Policy Issues 262; Transportation Industries (e.g., Airlines, Rail, Highways) 265; Unemployment Issues 269; Wartime Economy 270; World War II’s Aftermath 275

Finance and Banking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277 Banking Industry Activities 277; Bond Portfolios or Bond Markets 281; Company Takeover Issues or Merger-Acquisitions Topics 282; Consumer Credit Industry 287; Corporate Finance Decisions 288; Dividend Policies or Strategies 296; Initial Public Offerings 296; Institutional Investment 297; International Finance 298; Investment Banking, Private Equity, Capital Markets and Venture Capital Issues 300; Publicly Traded Companies or Disclosure Process 302; Real Estate Issues 304; Securities and Investment Analysis 306; Shareholder Relations or Shareholder Value Issues 308; Socially Responsible Investments 310

Business Law . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311 Anti-Trust Laws and Situations 311; Arbitration or Negotiation Activity 313; Bankruptcy Issues 314; Commercial Liability Issues 315; Consumer Interests and Protection 315; Contracts and Agreements 317; Estate, Trusts or Inheritance Topics 317; Ethics or Dishonesty Issues 317; Governmental Impact or Regulation 321; Insurance or Risk Management Issues 324; Intellectual Property Topics or Trade Secrets 325; Judicial Action or Litigation 327; Role of Attorneys 327

Accounting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328 Accounts Receivable Strategy 328; Assets Issues Concerning Accounting 329; Audit Issues 329; Cash Flow Issues 329; Depreciation Methods 330; FASB or GAAP Statements 330; General Accounting Principles and Issues 331; Inﬂation Accounting 332; International Accounting Issues 332; Inventory Management Issues 333; Management or Cost Accounting Topics 334; Operating or Other Budget Topics 337; Other Financial Accounting Topics 338; Pension Accounting Topics 340; Role of Accountants 340; Tax Accounting Strategies 341

Decision Sciences . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341 Flow Charts or Decision Trees 341; Mathematical or Statistical Analysis for Problem Solving Purposes 342; Operational Research Topics 344; Utilization of Graphic Displays 345

vii

Table of Contents

Information Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346 Automation or Computerization and Its Impact 346; Computer Privacy or Computer Ethics Issues 350; Computer Security Issues 350; Computer Software Industry or Issues 350; Information or Network Based Economy 351; Systems Management or Maintenance 352; Telecommunication or Network Issues 356; Workforce or Marketplace Integration with Technology 356

Operations and Production. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358 Computer Aided Design or Manufacturing 358; Engineers and Engineering 359; Factory Operations 359; Factory Locations 360; Manufacturing Resource Planning 362; Manufacturing Systems 364; Materials and Supply Chain Management 366; Product Costs 369; Product Development and Time to Market 370; Project Analysis 371; Quality Control Issues 371; Reengineering Issues 373; Technological Change 373

Public Policy. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 374 Business-Government Interaction 374; Domestic Politics 377; Foreign Policy or International Affairs 378; National Defense Issues 378; Public Administration 381; Urban — Regional Affairs 383

Social Behavior, Race, Culture and Religion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 384 Science . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387 Importance of Scientiﬁc Research 387

Importance of Education Articles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389 Author Index Title Index Subject Index

391 414 458

This page intentionally left blank

Preface Being a business librarian is a perfect career for someone like myself, given my love for the stock market, business-oriented cable programming, and business publications such as the Wall Street Journal, Fortune Magazine, Business Week, The Financial Times, and my favorite, the Harvard Business Review. With its feature articles, case studies, interviews and monthly segments “Keeping Informed,” “Tool Kit,” “First Person” and “Forethought,” Harvard Business Review provides insight into the world’s economy as well as its social structure, its biological environment, and a plethora of other subjects and issues relevant to one’s work life as well as the markets and emerging technologies. Its articles, be they from a recent issue or something published 40 or 50 years ago, possess a timeless quality, and more often than not, often stand the test of time. As a university librarian, I often work with students and faculty members who major or teach in departments other than our school of business (e.g., education and law, public administration, psychology and social behavior). Students in this context often need articles focusing on leadership, organizational behavior, human resource management, decision making, communication and ethics for their course work. Harvard Business Review is often the source that provides the most germane material. Faculty members also can use Harvard Business Review for a myriad of course requirements (e.g., someone teaching a seminar class for school administrators who is in need of mate-

rial dealing with issues involving organizational behavior; an MIS professor having students critique articles published during the 1940s in infancy of MIS and the computer; or, to cite a recent case, a professor leading a law seminar focusing on the impact of globalization, part of which involved taking the class to Argentina). What I realized over ten years ago was that it paid to be on top of articles published by Harvard Business Review if I wanted to help satisfy the needs of library users on my campus. To achieve this, as well as enhance my personal grasp of business, I started writing two or three annotations on every article to appear in Harvard Business Review since it inception in October 1922. It was a fascinating project, one that it took me nine years to complete. My real hope is that this annotative bibliography can trigger greater use in classroom discussion and research on college campuses and other organizations. Moreover, I hope that the bibliography can contribute to 20th century (and early 21st century) American and world history. What I instantly found were first-person accounts of what it was like to operate a business during the 1920s, the Great Depression and under Franklin Roosevelt’s New Deal programs; in Europe during the same time period, and of the events that led to the rise of Nazi Germany, Fascist Italy and subsequently World War II. There is great historical significance in these articles on how American business and industry mobilized for World War II and then the rampant inflation and labor strife

1

Preface following the war. In the 1950s and 1960s, many of the articles deal with the notion of the “organizational man” working for huge corporations. Articles also explore and explain the political and social turmoil of the 1960s and 1970s, the stagflation that stymied the American and world economies through the early 1980s, the rise of Japan as an economic power, and more recently, the information economy and electronic commerce as well as efforts towards globalization that took hold starting in the early 1990s. My strong belief is that not enough people know about these articles. Most significantly, they were never indexed by the H.W. Wilson Company until the late 1950s, when it launched its “Business Periodicals Index.” In its early days, Harvard Business Review also published material by prominent non-business academics such as Reinhold Niebuhr, Alfred North Whitehead, and Margaret Mead. Peter Drucker was a frequent contributor to the publication. In recent times, contributors including Rosabeth Moss Kanter, C.K. Prahalad, Harry Levinson, John Kotter, Michael Potter, Regina Herzlinger, Pankaj Ghemanat, Henry Mintzberg, Gary Hamel and Theodore Levitt made phenomenal contributions to people’s understanding of the global and information economy. A tremendous opportunity related to this annotated bibliography arose in the summer of 2000 when the EBSCO Corporation obtained exclusive rights to make the entire archive of Harvard Business Review articles available to its database users. My experience with fully digitized archives of publications is that it is phenomenal for those who know precisely what they want in an article, but browsing can be difficult and cumbersome. This makes an annotated bibliography a valuable source of information and reference tool. Another hope of mine is that this book will be a helpful aid to the EBSCO archives of Harvard Business Review. In creating this bibliography, the articles

2 going back to the October 1922 launch of Harvard Business Review were assigned to one of approximately 200 subject headings or themes. I set up this classification scheme based on the divisions or departments that one might find in a university’s school of business (e.g., accounting, business law, decision sciences, finance and banking, information systems, management, marketing, operations or production and strategy). There were also articles from subject areas including education, public administration and government, the importance of science and social behavior and religion. All of these constitute the broad classification terms under which I developed terms more specific to that subject area. Many articles were impossible to pigeon hole into a specific category. I would change the subject classification of those articles each time I looked at them. Finally, I had to stop and take a “damn the torpedoes” approach. The moral of this for users of this bibliography is to examine a broad range of classification terms when searching for articles relevant to one’s subject-specific needs. Entries are in backward-moving chronological order, and if the article is from a regular feature — book reviews in the monthly “For the Manager’s Bookshelf ” segment, for example — this is noted immediately preceding the descriptive annotation. I can hardly begin to express my gratitude to my incredible wife, Deb, and my stepson, Jordan; the three dogs (Shadow, Dana and Dax) we have had during these nine years; both my and Deb’s families; and the many people I have had the great privilege of working with (were I to name all of you, the list would go on for pages). Know that I will always be grateful to all of you. Thanks! Stephen K. Johnson Business and Distance Education Librarian The University of South Dakota

THE BIBLIOGRAPHY Management Afﬁrmative Action, Equal Opportunity and Multicultural Issues

5 Thomas, D. A. and R. J. Ely. 1996. “Making Differences Matter: A New Paradigm for Managing Diversity.” HBR 74 (September-October, no. 5): 79– 90.

See Also: Gender or Racial Workplace Issues

1 Hewlett, S. A., C. B. Luce and C. West. 2005. “Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives.” HBR 83 (November, no. 11): 74–82.

Thomas and Ely discuss why some organizations, in seeking access to a more diverse clientele, know why their demographics better match those of their targeted consumers.

Hewlett and her coauthors examine the inordinate amount of community service that minority professionals participate in outside the workplace. These same individuals also engage in more than their share of recruiting, mentoring and committee work in their professional employment.

6 Gentile, M. C. 1991. “The Case of Unequal Opportunity.” HBR 69 ( July-August, no. 4): 14–25. [“HBR Case Study” Feature]—Gentile’s case study involves a promotion decision for an overseas post in which a candidate’s race may need to be considered.

7 Thomas, R. R., Jr. 1990. “From Afﬁrmative Action to Afﬁrming Diversity.” HBR 68 (March-April, no. 2): 107–117.

2 Thomas, D. A. 2004. “Diversity as Strategy.” HBR 82 (September, no. 9): 98–108. Thomas describes how much of IBM’s turnaround in the last decade stems from the company’s unwavering commitment to diversity and hiring from America’s Asian, Black, Gay, Hispanic and other underrepresented communities; all of which produces new and proﬁtable markets.

Today’s ﬁrms need to create openly multicultural workplaces that tap the full potential of every employee without artiﬁcial programs, standards or barriers. Thomas offers ten guidelines for managing a diversity and organizational culture.

8 Hall-Sheehy, J. W. 1986. “The Unknown Viet-

3 Humphreys, J. 2002. “The Best of Intentions.” HBR 80 ( July, no. 7): 31–42.

nam Vet Manager.” HBR 64 (May-June, no. 3): 117– 121.

[“HBR Case Study” Feature]—Humphreys’ case study focuses on a sales manager who must decide whether to hire an African-American sales representative for a socially conservative district in the American South.

Companies who buy the stereotype of Vietnam veterans being high-risk employees short-change themselves. Many Vietnam veterans gained responsibility and leadership skills from this that will make them successful corporate managers.

4 Bowen, W. G., D. Bok and G. Burkhart. 1999. “A Report Card on Diversity: Lessons for Business from Higher Education.” HBR 77 ( January-February, no. 1): 138–149.

9 Bowe, F. 1985. “Intercompany Action to Adapt Jobs for the Handicapped.” HBR 63 ( January-February, no. 1): 166–168.

As former university presidents of Princeton and Harvard, Bowen and Bok challenge the notion of “pure merit” for university admissions. The authors also probe whether race-sensitive admissions policies has been successful and the ramiﬁcations this has for corporate hiring.

[“Ideas for Action” Feature]— Having employees who become disabled return to their jobs makes economic sense in light of the electronic aids and other devices that are available.

3

10–25

Management

10 Pati, G. C. and G. Morrison. 1982. “Enabling the Disabled.” HBR 60 ( July-August, no. 4): 152– 168. [“Special Report” Feature]— Pati and Morrison describe how disabled employees are more productive when they help design their employment responsibilities.

11 Pati, G. C. and J. L. Adkins, Jr. 1980. “Hire the Handicapped-Compliance Is Good Business.” HBR 58 ( January-February, no. 1): 14–22. [“Special Report” Feature]— Pati and Adkins describe how companies are oblivious to the plight of disabled job applicants. The Department of Labor will soon enforce provisions of The Vocational Rehabilitation Act of 1973 which levies stiff ﬁnes for companies not in compliance.

12 Gumpert, D. E. 1979. “Seeking MinorityOwned Businesses as Suppliers.” HBR 57 ( JanuaryFebruary, no. 1): 110–116. Gumpert discusses how corporations engaged in minority purchasing and set-aside programs face signiﬁcant obstacles for ﬁnding minority businesses capable of serving as reliable suppliers and subcontractors.

4 Afﬁrmative Action legislation are susceptible to endless litigation and crippling ﬁnancial judgments.

18 Boyle, B. B. 1973. “Equal Opportunity for Women Is Smart Business.” HBR 51 (May-June, no. 3): 85–95. Since few companies have made any signiﬁcant commitment to upgrade the status of women, Boyle describes ten components of an effective afﬁrmative action plan.

19 McKersie, R. B. 1968. “Vitalize Black Enterprise.” HBR 46 (September-October, no. 5): 88– 99. McKersie argues that until minority groups become the employers rather than the employees, they will remain on the outer fringes of the American economy despite the efforts of American companies to hire and train unemployed African-Americans and other minorities.

20 Barrett, R. S. 1968. “Gray Areas in Black and White Testing.” HBR 46 ( January-February, no. 1): 92–95.

ployee: Separating Myth from Fact.” HBR 55 (MayJune, no. 3): 6–8.

[“Management Memo” Feature]— African-American job applicants typically score lower than their white counterparts on standardized tests. Barrett points out how this creates a signiﬁcant dilemma for businesses committed to being equal opportunity employers while, at the same time, striving to maintain skilled workforces.

[“Ideas for Action” Feature]— Nathanson argues how employer reluctance for hiring disabled workers stems from unfounded myths and false assumptions.

21 Ward, L. B. 1965. “The Ethnics of Executive Selection.” HBR 43 (March-April, no. 2): 6–28, 171– 172.

14 Deutsch, A. R. 1976. “Does Your Company

[“Problems in Review” Segment]— Ward reports on religious barriers that many face for executive careers.

13 Nathanson, R. B. 1977. “The Disabled Em-

Practice Afﬁrmative Action in Its Communications?” HBR 54 (November-December, no. 6): 16, 186–188. [“Ideas for Action” Feature]— Deutsch explains how communications materials in most companies is being produced as if afﬁrmative section never existed.

15 Churchill, N. C. and J. K. Shank. 1976. “Afﬁrmative Action and Guilt-Edged Goals.” HBR 54 (March-April, no. 2): 111–116.

22 Burr, H. B. 1963. “Why Penalize Firms Hiring Handicapped Workers?” HBR 41 ( July-August, no. 4): 56–58. By bridging the employment barrier posed by disabilities, less need would exist for the public sector and private enterprise to support disabled individuals and their dependents.

Churchill and Shank contend that government and business are approaching employment equality for women and minorities the wrong way. A “model” needs to be developed that shows the ﬂow or movement of both groups into management capacities.

23 Perry, J. 1963. “Business — Next Target for In-

16 Purcell, T. V. 1974. “How GE Measures Man-

24 Morrow, J. J. 1957. “American Negroes: A

tegration.” HBR 41 (March-April, no. 2): 104–115. Management must help improve the African Americans’s place throughout industry to help eliminate racial prejudice.

agers in Fair Employment.” HBR 52 (NovemberDecember, no. 6): 99–104.

Wasted Resource.” HBR 35 ( January-February, no. 1): 65–74.

General Electric has historically been a leader in providing equal employment opportunities to AfricanAmericans, women, and other minorities. Purcell describes how GE initiated a reporting structure that rewards or penalizes top management by their ability to increase these employment levels.

Morrow argues why it is in industry’s best interests to hire and provide better employment opportunities to African-American citizens.

17 Chayes, A. H. 1974. “Make Your Equal Oppor-

Given the impact of the war, Congress is apt to devote a great deal of time debating and implementing fair employment practices and anti-discrimination legislation. Corporate executives, in turn, need to be sensitive to this issue in light of the number of disabled veterans needed to be absorbed into the workforce.

tunity Program Court-Proof.” HBR 52 (September-October, no. 5): 81–89. Companies who have not assessed how compliant their organization are with regard to the recently enacted

25 Parkinson, R. 1948. “Fair Employment Practices Legislation.” HBR 26 ( January, no. 1): 115–128.

5

Management

26–41

Book Reviews Encompassing an Array of Topics

34 Bowen, N. C. 1981. “Books for the Thoughtful Executive.” HBR 59 (November-December, no. 6): 48–56.

26 Dickson, D. N. 1986. “Self-Help from Japan.”

[“For the Manager’s Bookshelf ” Feature]— Fourteen recently published books that the Baker Library added to its collection are reviewed.

HBR 64 ( January-February, no. 1): 8–20. [“For the Manager’s Bookshelf ” Feature]— Arguing how the Japanese changed international corporate competition for good, Dickson reviews six recently published books relevant to Japanese business practices.

27 Webber, A. M. 1985. “Globalization and Its Discontents.” HBR 63 (May-June, no. 3): 38–54. [“For the Manager’s Bookshelf ” Feature]— Webber reviews several books, such as Jonathan Kwitny’s Endless Enemies: The Making of an Unfriendly World, on the changing assumptions that American managers need to grasp if their ﬁrms are to be globally competitive.

28 Nye, J. S., Jr. 1985. “Nuclear Dilemmas.” HBR 63 (March-April, no. 2): 28–34. [“For the Manager’s Bookshelf ” Feature]— Nye assesses books by Freeman Dyson and Jonathan Schell concerning the possibility of nuclear war.

29 Dyer, D. 1984. “Reconsidering Industrial Relations.” HBR 62 (November-December, no. 6): 8– 16. [“For the Manager’s Bookshelf ” Feature]— Dyer reviews some recently published books pertaining to organized labor’s impact on economic performance and whether employee ownership is a legitimate remedy.

30 Gumpert, D. E. 1984. “Probing the Venture Capital Creation Process.” HBR 62 (March-April, no. 2): 23–30. [“For the Manager’s Bookshelf ” Feature]— Gumpert reviews several books relevant to writing business plans and in dealing with venture capitalists.

31 Dickson, D. N. 1983. “Understanding Mad Hatter Finance.” HBR 61 (September-October, no. 5): 26–32. [“For the Manager’s Bookshelf ” Feature]— Dickson assesses books relevant to ﬁnancial management such as Seligman’s The Transformation of Wall Street: A History of the Securities Exchange Commission and Modern Corporate Finance and Donaldson and Lorsch’s Decision Making at the Top.

32 Chatﬁeld, M. V. 1983. “Books for the Thoughtful Executive.” HBR 61 ( January-February, no. 1): 48–54. [“For the Manager’s Bookshelf ” Feature]— Chatﬁeld reviews six recently published books on topics dealing with industrial policy, statistical forecasting, science and technology, along with the nature of Japanese business.

33 _____. 1982. “The Analytical Engine.” HBR 60

35 _____. 1981. “Books for the Thoughtful Executive.” HBR 59 (March-April, no. 2): 66–74. [“For the Manager’s Bookshelf ” Feature]— Bowen looks at recently published books that the Baker Library at the Harvard Business School recently acquired in the areas of energy policy, women in business, ethics, regulation and strategy.

36 Daniells, L. M. 1980. “Books for the Thoughtful Executive.” HBR 58 (November-December, no. 6): 65–72. [“For the Manager’s Bookshelf ” Feature]— Daniells describes several new books received by the Baker Library in the areas of entrepreneurialship, organizational behavior, strategic planning, career planning, business history, investments, and labor relations.

37 _____. 1980. “Books for the Thoughtful Executive.” HBR 58 ( July-August, no. 4): 23–32. [“For the Manager’s Bookshelf ” Feature]— Daniells produces 1–2 paragraph reviews of 20 recently published books in strategic planning, organizational behavior, managerial economics, general management, investments, ﬁnance, control, and social issues.

38 Chatﬁeld, M. V. 1979. “Considering the Future and Assessing the Past.” HBR 57 ( July-August, no. 4): 50–56. [“For the Manager’s Bookshelf ” Feature]— Chatﬁeld reviews Katona and Strumpel’s A New Economic Era; Ways’s The Future of Business: Global Issues in the 80’s and 90’s; along with Blackler and Brown’s Job Redesign and Management Control: Studies in British Leyland and Volvo.

39 _____. 1979. “Books for the Thoughtful Executive.” HBR 57 (March-April, no. 2): 63–74. [“For the Manager’s Bookshelf ” Feature]— Heilbroner’s Beyond Boom and Crash, Boorstin’s The Republic of Technolog y: Reﬂections on Our Future Community, along with The Instant Image: Edwin Land and the Polaroid Experience by Mark Olshaker are among recently published books reviewed by Chatﬁeld.

40 Judd, M. 1978. “Books for the Thoughtful Executive.” HBR 56 (November-December, no. 6): 50–56. [“For the Manager’s Bookshelf ” Feature]— Judd reviews 15 recently published books relevant to market strategy, divestment, human resource management, compensation, the environment and economics.

(May-June, no. 3): 46–50.

41 _____. 1978. “Books for the Thoughtful Exec-

[“For the Manager’s Bookshelf ” Feature]— Among other things, Chatﬁeld reviews Jeremy Bernstein’s The Analytical Engine: Computers—Past, Present and Future as well as The Money Lenders: Bankers in a World of Turmoil by Anthony Sampson.

utive.” HBR 56 ( July-August, no. 4): 72–77. [“For the Manager’s Bookshelf ” Feature]— Judd reviews 17 recently published books, circa. 1978, relevant to zero-based budgeting, strategic planning and organizational design.

42–57

Management

42 _____. 1978. “Books for the Thoughtful Executive.” HBR 56 (March-April, no. 2): 174–184. [“For the Manager’s Bookshelf ” Feature]— Judd’s literature review encompasses 16 recently published books on management and an array of other issues.

43 Kipp, L. J. 1977. “Books for the Thoughtful Executive.” HBR 55 (November-December, no. 6): 158–162. [“For the Manager’s Bookshelf ” Feature]— Kipp’s literature review assesses Walter Heller’s The Economy: Old Myths and New Realities, Henning and Jardim’s The Managerial Woman, along with Remaking American Values: Challenge to a Business Society by Chamberlain.

44 Lovett, R. W. 1977. “Business Sits for Its Portrait.” HBR 55 ( July-August, no. 4): 160–162. [“For the Manager’s Bookshelf ” Feature]—E. R. Harriman’s I Reminisce, As I See It by J. Paul Getty, or Stanley Marcus’s Minding the Store: A Memoir are utilized by Lovett to illustrate the number of approaches that exist for recording corporate history.

45 Chatﬁeld, M. V. 1976. “Books About People Who Make Business History.” HBR 54 (NovemberDecember, no. 6): 174–186. Chatﬁeld’s literature review involves de Mare’s Corporate Lives; Putting the Corporate Board to Work by Brown; and Turrant’s Drucker: The Man Who Invented the Corporate Society.

46 _____. 1975. “Some Books Published in 1975 About Business.” HBR 53 (November-December, no. 6): 154–160. Chatﬁeld’s literature review focuses on Galbraith’s Money: Where It Went; The Quiet Revolution: Reﬂections on the Changing Proﬁle of American Business by Robert Dunlop and Fernandez’s Black Managers in White Corporations.

47 _____. 1975. “From Banking to Multinational Operations.” HBR 53 ( July-August, no. 4): 158– 160. Chatﬁeld reviews Martin Mayer’s The Bankers: Consulting for Organizational Change by Fritz Steele; and Corporate Lib: Women’s Challenge to Management, edited by Eli Ginzberg and Alice Yohalem.

48 Twedt, D. 1975. “Management Handbooks for Continuing Education.” HBR 53 ( July-August, no. 4): 36–46, 161. [“Keeping Informed” Feature]— Habitual retooling of one’s skills and knowledge is never been more important given the complexity of today’s operating environment. Twedt recommends several books on information technology, ethics, and marketing.

6 derpinnings of “American-style stock-market capitalism.”

50 Hamel, G. 1996. “Strategy as Revolution.” HBR 74 ( July-August, no. 4): 69–83. Hamel contends that “strategy” consists of nothing more than following the “rules” of an industry. Companies are now redeﬁning those rules. As such, a new philosophical foundation is critically needed.

51 DeMott, B. 1989. “Reading Fiction to the Bottom Line.” HBR 67 (May-June, no. 3): 128–134. DeMott challenges the notion that literature has no relevance to the business world, particularly in a world fraught with chaos and unpredictability.

52 Bartlett, J. W. 1988. “The Real Business of Bonﬁre.” HBR 66 ( July-August, no. 4): 16–19. [“For the Manager’s Bookshelf ” Feature]— In reviewing Tom Wolfe’s novel, The Bonﬁre of the Vanities, Bartlett senses that Wolfe must believe that contemporary society has come unhinged through its worship of money.

53 Baida, P. 1986. “Flying Kites with Ben Franklin.” HBR 64 ( January-February, no. 1): 98– 109. Ben Franklin could teach some valuable lessons on business, philanthropy and public life; particularly in regards to ﬁnancial independence, having a deep understanding of people and keen entrepreneurial acumen.

54 Haspeslagh, P. 1982. “Portfolio Planning: Uses and Limits.” HBR 60 ( January-February, no. 1): 58–73. Business theories or ideas often surface that are divorced from reality. These approaches typically fail since a ﬁrm’s future is more often determined by its managerial judgment than its structural position.

55 Smith, G. D. and L. E. Steadman. 1981. “Present Value of Corporate History.” HBR 59 (NovemberDecember, no. 6): 164–173. Business history needs to concentrate on the dynamic accumulation of past events and decisions along with the implications those have on the future. All-too-often, this genre consists of self-serving celebrations or sensational exposes.

56 Chatﬁeld, M. V. 1980. “Attack On- And Support of-Business Practices.” HBR 58 (September-October, no. 5): 163–166. [“For the Manager’s Bookshelf ” Feature]— Chatﬁeld reviews several recently published books that attack corporate practices, most notably J. Patrick White’s On a Clear Day You Can See General Motors.

Business as a Profession or Philosophy

57 Brooks, J. 1978. “Review of The Visible Hand.”

49 Handy, C. 2002. “What’s a Business For?” HBR

[“For the Manager’s Bookshelf ” Feature]—Brooks reviews Alfred Chandler’s The Visible Hand on the development in corporate management between the 1840s and the end of World War I.

80 (December, no. 12): 49–55. [“Big Picture” Feature]— In the aftermath of the Enron and Worldcom scandals, Handy examines the un-

HBR 56 ( January-February, no. 1): 148–150.

7 58 Barnett, R. C. and R. Tagiuri. 1973. “What Young People Think About Managers.” HBR 51 (May-June, no. 3): 106–118. Barnett and Tagiuri administered a questionnaire for teenagers relevant to management and occupational preferences. The two found that this population possesses a strong grasp of what management entails but lack an understanding of the many ﬁnancial concepts involved with business.

59 Lodge, G. C. 1970. “Top Priority: Renovating Our Ideology.” HBR 48 (September-October, no. 5): 43–55. Before any social problem can be solved, the role that government plays in American life needs to be revamped.

60 Andrews, K. R. 1969. “Toward Professionalism in Business Management.” HBR 47 (March-April, no. 2): 49–60. Whether business possesses the attributes of professionalism is largely contingent on whether it does anything to enhance society.

61 Blough, R. M. 1966. “Business Can Satisfy the Young Intellectual.” HBR 44 ( January-February, no. 1): 49–57. Highly sophisticated college graduates are necessary for today’s job market given the complexity of organizations and their operating environments as well as technological change.

62 Bunke, H. C. 1965. “Priests Without Cassocks.” HBR 43 (May-June, no. 3): 103–109. Bunke maintains corporate executives live a “white lie” by upholding the proﬁt-and-loss standard in private while publicly downplaying it.

63 Donham, P. 1962. “Is Management a Profession?” HBR 40 (September-October, no. 5): 60–68. Donham contends that businessmen should not be considered professionals since they never place service above personal gain and that their primary devotion is to proﬁts; which is how it should be.

64 Johnson, A. M. 1961. “Business History for the Businessman.” HBR 39 (May-June, no. 3): 32–44, 174–176. [“Keeping Informed” Feature]— Johnson’s essay provides an annotated list of books that traces business history in the United States from the robber baron days, through the socially conscious New Deal, to the “new frontier” as embodied by the Kennedy Administration.

65 Rice, J. H. 1960. “Existentialism for the Businessman.” HBR 38 (March-April, no. 2): 135–143. Existentialism’s emphasis on self-knowledge and its concepts of responsibility, anxiety, and guilt provide a fresh approach to meaning in business life.

Management

58–75

thors describe how faith enables people to perceive and act on God’s answer to each situation within their limited power of discernment.

67 Cole, A. H. 1958. “Transcendental Aspects of Business.” HBR 36 (September-October, no. 5): 51– 60. Cole rejects the notion business can be described in just material or physical terms. The transcendental aspects (i.e., the primacy of the spiritual and superindividual in contrast to the material and empirical) are equally important and should weigh heavily in the mindset of executives.

68 Levitt, T. 1958. “The Danger of Social Responsibility.” HBR 36 (September-October, no. 5): 41– 50. Businesses would have a better chance to survive and be better corporate citizens if they focused on long-term proﬁts and let government deal with the socio-economic problems of people.

69 Gardner, B. B. and L. Rainwater. 1955. “The Mass Image of Big Business.” HBR 33 (NovemberDecember, no. 6): 61–66. Gardner and Rainwater cite several studies in which a large majority had a favorable attitude toward big business despite the apprehensiveness that people also possess about business.

70 Winschuh, J. 1951. “Young Businessmen and Germany’s Future.” HBR 29 (May, no. 3): 35–41. Winshuh describes how a new generation of German executive is emerging in what is a most chaotic time. This group must have a strong sense of espirit-de-corps for responding to attacks from anti-capitalist antagonists.

71 Abrams, F. W. 1951. “Management’s Responsibilities in a Complex World.” HBR 29 (May, no. 3): 29–34. Abrams, as Standard Oil’s CEO, believes that management will achieve the status of a profession when “public duty” is its overarching priority.

72 Drucker, P. F. 1950. “Management Must Manage.” HBR 28 (March, no. 2): 80–86. Drucker argues that American management must articulate its functions and responsibilities in a free enterprise structure. This will generate a legitimacy which is sorely lacking.

73 Roper, E. 1949. “The Public Looks at Business.” HBR 27 (March, no. 2): 165–174. Roper ﬁnds that the public’s view of the business community is primarily shaped by how business satisﬁes their needs.

74 Cole, A. H. 1945. “Business and the Stream of Social Thought.” HBR 23 (Winter, no. 2): 203–210.

66 Learned, E. P., A. R. Dooley and R. L. Katz. 1959. “Personal Values and Business Decisions.” HBR 37 (March-April, no. 2): 111–120.

Cole’s reviews sixteen books that deﬁne the historical and social underpinnings of business and economics.

To ease the tensions and conﬂicts when an executive’s spiritual values and their daily demands clash, the au-

HBR 19 (Winter, no. 2): 177–184.

75 Taussig, F. 1941. “My Father’s Business Career.” Taussig discusses the career of his father who was born

76–92

Management

8

and educated in Prague and then emigrated to the United States in 1846. The elder Taussig worked in a chemical ﬁrm, was a tax collector, bridge builder and even a physician.

depends on the collective health of the organizations that inﬂuence the creation and delivery of a product. Knowing what to do means understanding one’s ecosystem and the organization’s role in it.

76 Moore, C. W. 1939. “The Rise of the Industrial

85 von Ghyczy, T. 2003. “The Fruitful Flaws of

Executive.” HBR 18 (Autumn, no. 1): 82–93.

Strategy Metaphor.” HBR 81 (September, no. 9): 86–94.

Moore’s epistolary article consists of letters from Andrew Dennison to his sons as a way to capture the history of this family’s business throughout New England.

77 Gras, N. S. B., H. M. Larson, R. M. Hower and F. E. de Roover. 1937. “The Literature of Business History.” HBR 16 (Autumn, no. 1): 105–125. Literature review encompassing two dozen biographies of business leaders and the historical practices of the period.

78 Lawrence, W. 1931. “George Fisher Baker [Eulogy].” HBR 9 ( July, no. 4): 385–388. Contains the text of the author’s eulogy for a distinguished Wall Street banker and benefactor for the Harvard Business School.

79 Donham, W. M. 1927. “The Social Signiﬁcance of Business.” HBR 5 ( July, no. 4): 406–419. Donham ﬁnds the United States to be a nation of idealists. American society is also materialistic. Complicated social, political, and international questions press for solutions and compel reappraisal as to the signiﬁcance of business.

80 Usher, A. P. 1925. “Sources of Modern Businesses and Practice.” HBR 3 (April, no. 3): 275–286. Usher writes why Jacques Savary’s The Perfect Businessman, on 17th century business practices, stands the test as a great classic in business literature.

81 Lowell, A. L. 1923. “The Profession of Business.” HBR 1 ( January, no. 2): 129–131. True professions seek to expand, not restrict, the number of practitioners. They also work to improve the preparation of new employees for the work they’ll do.

Business Ecosystems 82 “Breakthrough Ideas of 2007.” 2007. HBR 85 (February, no. 2): 20–54. [“The HBR List” Feature]— Twenty writers produced one page essays on the trends that will make an impact on business in the foreseeable future.

83 Mayo, A. J. and N. Nohria. 2005. “Zeitgeist Leadership.” HBR 83 (October, no. 10): 45–60. [“Big Picture” Feature]— By analyzing how America’s business landscape evolved on a decade-by-decade basis throughout the 20th century, Mayo and Nohria describe the profound impact that six “contextual factors” (i.e., government intervention, global events, demographics, social mores, technology and organized labor) or “zeitgeist” has on a ﬁrm’s well-being.

84 Iansiti, M. and R. Levien. 2004. “Strategy as Ecology.” HBR 82 (March, no. 3): 68–78. Stand-alone strategies never work when one’s success

It may be tempting to draw business lessons from disciplines like warfare, biology, or music. One, however, needs to examine how these metaphors break down and must never be seduced by them.

86 Meehan, W. F., III, R. Lemmens and M. R. Cohler. 2003. “What Venture Trends Can Tell You.” HBR 81 ( July, no. 7): 18–18. [“Forethought” Feature]— Meehan and his coauthors discuss new McKinsey & Co. research on what the venture capital industry means for the broader business community.

87 Sutcliffe, K. M. and K. Weber. 2003. “The High Cost of Accurate Knowledge.” HBR 81 (May, no. 5): 74–82. New research indicates how senior management interprets its “external” environment is more important than how it knows its “operating or competitive” environment.

88 Moore, J. F. 1993. “Predators and Prey: A New Ecology of Competition.” HBR 71 (May-June, no. 3): 75–86. Upper management must grasp the various stages relevant to a business ecosystem. In this context, ﬁrms cannot be perceived as isolated competitors because ﬁrms “evolve” around innovation, working cooperatively and by satisfying consumer needs.

89 Bower, M. 1987. “Self-Improvement for CEOs.” HBR 65 ( January-February, no. 1): 110–112. [“For the Manager’s Bookshelf ” Feature]— Bower reviews Thomas Horton’s What Works for Me in which 16 CEOs discuss their environmental constraints.

90 Nolan, J. 1975. “Protect Your Public Image with Performance.” HBR 53 (March-April, no. 2): 135– 142. Nolan maintains American management is particularly passive at communicating its point of view to the American public. Moreover, it’s grossly out-of-step with some important social and political trends.

91 Nazarevsky, V. A. 1974. “A Soviet Economist Looks at U.S. Business.” HBR 52 (May-June, no. 3): 49–57. Nazarevsky describes the forces changing American business such as computerization, centralization, the growth of R&D, diversiﬁcation, and worker discontent.

Business School Curriculum 92 Contu, D. 2006. “Leadership in Literature: A Conversation with Business Ethicist Joseph L. Badaracco, Jr.” HBR 84 (March, no. 3): 47–55.

9 [“Different Voice” Feature]— A smaller proportion of students entering MBA programs have backgrounds in the liberal arts. As a Harvard Business School faculty member, Badaracco argues that MBA students will grow far more in leadership, business ethics and organizational behavior by being well-grounded in the works of Sophocles, Shakespeare, Joseph Conrad and Arthur Miller than the analytical techniques that are now in vogue.

93 Bennis, W. G. and J. O’Toole. 2005. “How Business Schools Lost Their Way.” HBR 83 (May, no. 5): 96–104. Bennis and O’Toole describe how business schools are so focused on scientiﬁc rigor that the “complex, messy, multidisciplinary and unquantiﬁable” issues that characterizes most business decision-making is ignored. As such, today’s students are not being instilled with ethical behavior, leadership qualities and other useful skills.

94 Linder, J. C. and H. J. Smith. 1992. “The Complex Case of Management Education.” HBR 70 (September-October, no. 5): 16–33. [“HBR Case Study” Feature]— Bay International Industries questions its involvement with a business school’s MBA program as top management ﬁnds the business school spends too much time on theory at the expense of execution.

95 Jenkins, R. L., R. C. Reizenstein and F. G. Rodgers. 1984. “Report Cards on the MBA.” HBR 62 (September-October, no. 5): 20–30. [“Probing Opinions” Feature]— From surveying a wide array of corporate executives and academics, the authors examine whether business schools adequately prepare their graduates for the rigors of corporate life.

96 Behrman, J. N. and R. I. Levin. 1984. “Are Business Schools Doing Their Job?” HBR 62 ( JanuaryFebruary, no. 1): 140–147. [“Special Report” Feature]— Behrman and Levin ﬁnd that business schools do not emphasize the boldness, imagination and creativity that MBA students must possess in an economy driven by innovation and information.

97 Wendel, W. H. 1981. “Desirable Job Title: Executive in Residence.” HBR 59 (November-December, no. 6): 30–34. [“Ideas for Action” Feature]— Following retirement as the president of the Kennecott Corporation, Wendel describes his exhilerating experience as Cornell University’s executive-in-residence.

Management

93–107

tween academic performance from an MBA program and career success and leadership in any corporate organization.

100 Andrews, K. R. 1961. “Reaction to University Development Programs.” HBR 39 (May-June, no. 3): 116–134. Over 6,000 executives appraise university-sponsored executive development programs from the standpoint of the quality of instruction, impact on promotion, and the general values gained.

101 Fielden, J. S. 1959. “Business Education.” HBR 37 (November-December, no. 6): 35–42, 182–192. [“Thinking Ahead” Feature]— Fielden discusses a recently published Carnegie study on the problems inherent with undergraduate business curriculums. The study advocates a broad, intellectually challenging curriculum with a ﬁrm foundation of liberal arts courses for business school students.

102 Selekman, B. M. 1958. “Cynicism and Managerial Morality.” HBR 36 (September-October, no. 5): 61–71. Business schools are increasingly helping executives make decisions involving personnel, customers as well as government bureaucrats. In addition, the topics of justice and ethical dealings are surfacing in tandem with efﬁciency and proﬁtability issues throughout business schools in the United States.

103 Andrews, K. R. 1951. “Executive Training in Human Relations.” HBR 29 (September, no. 5): 58–70. After experimenting for four years, Andrews ﬁnds the case study method to be particularly effective when teaching about issues affecting companies.

104 Conant, J. B. 1947. “Science and the Practical Arts.” HBR 25 (Autumn, no. 4a): 543–553. Despite having no formal training, increasing numbers of corporate executives make decisions having scientiﬁc or technical ramiﬁcations. Conant is troubled by this and advocates that college business administration majors be exposed to the historical developments in the sciences in lieu of the basic science courses they are required to take.

105 Calkins, R. D. 1946. “Objectives of Business Education.” HBR 25 (Autumn, no. 1): 46–57.

98 Steele, J. E. and L. B. Ward. 1974. “MBAs: Mo-

To develop effective business administration programs, business school objectives need to be cogent before they can become educational goals. A planning document also needs to address how these objectives and goals can be achieved.

bile, Well Situated, Well Paid.” HBR 52 ( JanuaryFebruary, no. 1): 99–110.

106 _____. 1945. “A Challenge to Business Education.” HBR 23 (Winter, no. 2): 174–186.

Steele and Ward studied the career paths of members from six different MBA classes at sixteen universities; the class of 1947 being the earliest and 1969 as the most recent class.

Instead of focusing only on business concepts, Calkins emphasizes that business schools must do more in integrating economic principles with social needs.

99 Livingston, J. S. 1971. “Myth of the Well-Edu-

tory.” HBR 22 (Spring, no. 3): 316–327.

cated Manager.” HBR 49 ( January-February, no. 1): 79–89. Livingston argues how no direct relationship exists be-

107 Larson, H. M. 1944. “Danger in Business HisLarson articulates the importance of integrating a formal historical assessment of business and industry into the business school curriculum.

108–124

Management

10

108 Bates, G. E. 1942. “Twenty Years.” HBR 21 (Autumn, no. 1): 1–4. Bates, in his capacity as the Harvard Business Review’s editor, discusses the journal’s operating philosophy and history.

109 Donham, W. B. 1936. “Training for Leadership in a Democracy.” HBR 14 (Spring, no. 3): 261– 272.

119 Christensen, C. M., M. Marx and H. H. Stevenson. 2006. “The Tools of Cooperation and Change.” HBR 84 (October, no. 10): 72–80. Christensen and his coauthors contend that ﬁrms have an assortment of tools to make employees cooperate with change programs. Choosing the right tool requires assessing the organization and knowing what people agree on in terms of their desired end results.

Donham argues how business school curriculum must change from a training mission to where greater emphasis is placed on understanding systems and processes.

120 Sirkin, H. L., P. Keenan and A. Jackson. 2005.

110 Hopkins, E. M. 1933. “Unity as an Educational Ideal.” HBR 11 ( July, no. 4): 409–417.

Managing change is difﬁcult. Sirkin and his coauthors contend that companies must pay attention to the “hard” components (e.g., project duration and stafﬁng requirements) with change management than they do with the soft side (i.e., corporate culture and motivation). A simple formula, known as DICE (project duration, integrity of performance, the level of commitment from senior management along with the additional effort needed from employees affected from these “hard” changes) enables a company to determine whether its “hard” change initiatives are on track or in trouble.

Hopkins ﬁnds Harvard Business School’s traditional methods of inquiry must become more ﬂexible. In particular, what constitutes “culture” should always be re-examined.

111 Gragg, C. I. 1932. “Diagnosis and the Developing Science of Business.” HBR 10 ( January, no. 2): 192–202. As an academic discipline, the ﬁeld of business is perilously in danger to being without a theoretical base, research methodology or organized body of knowledge.

112 Lincoln, J. T. 1929. “Company Training for College Graduates.” HBR 7 ( July, no. 4): 432–443. Lincoln describes how corporate personnel directors are actively developing internships for college upperclassmen.

113 Donham, W. M. 1927. “The Emerging Profession of Business.” HBR 5 ( July, no. 4): 401–405. Donham emphasizes how business school curriculums must deal more with rapidly changing environments.

114 Gay, E. F. 1927. “The Founding of the Harvard Business School.” HBR 5 ( July, no. 4): 397–400. 115 Lawrence, W. 1927. “George F. Baker Foundation: An Appreciation.” HBR 5 ( July, no. 4): 395– 396.

116 Young, O. D. 1927. “Dedication Address.” HBR 5 ( July, no. 4): 384–394. 117 Callan, J. C. 1922. “Some Relations Between Technical and Business Training.” HBR 1 (October, no. 1): 81–86. Callan discusses how the scope and scale of business education keeps increasing.

Change Management

“The Hard Side of Change Management.” HBR 83 (October, no. 10): 108–118.

121 Garvin, D. A. and M. A. Roberto. 2005. “Change Through Persuasion.” HBR 83 (February, no. 2): 104–112. A prevailing attitude for most employees is what “worked in the past is still good enough.” As such, most are reluctant to change their habits. Garvin and Roberto emphasize how “change” requires more than just a great turnaround plan. Turnaround leaders, in particular, must convince people how radical changes are necessary if an organization is to survive and thrive. Accomplishing this involves a four-prong “persuasion campaign” to make these changes work.

122 Hemp, P. and T. A. Stewart. 2004. “Leading Change When Business Is Good.” HBR 82 (December, no. 12): 60–70. [HBR Interview with IBM’s CEO, Samuel J. Palmisano]— When Palmisano was named CEO in 2002, his primary aim was to get IBM’s different divisions to work together. IBM’s 320,000 employees were asked to comment on a new set of corporate values, out of which spawned a new set of values that now guide IBM’s operations.

123 Hamel, G. and L. Valikangas. 2003. “The Quest for Resilience.” HBR 81 (September, no. 9): 52–63. Achieving “strategic resilience” is never easy. This is particularly the case in a turbulent age such as this. Hamel and Valikangas describe how the capacity to reinvent one’s business model before circumstances force them to provides ﬁrms with an undeniable advantage.

118 Kotter, J. P. 2007. “Leading Change: Why Transformation Efforts Fail.” HBR 85 ( January, no. 1): 96–103.

124 Hirschhorn, L. 2002. “Campaigning for Change.” HBR 80 ( July, no. 7): 98–104.

[“Best of HBR” (March-April 1995) Feature]— To cope with more challenging or new environments, businesses often need to transform or reinvent themselves. Kotter describes the eight deadly mistakes that doom these transformation efforts.

Large-scale change initiatives often collapse under the weight of their own complexity. Hirschhorn ﬁnds that the success behind any change program has more to do with execution than with conceptualization. As such, bringing order to this means organizing one’s change effort

11 into three synchronized campaigns: (1) political; (2) marketing; and (3) military.

125 Gilbert, C. and J. L. Bower. 2002. “Disruptive Change: When Trying Harder Is Part of the Problem.” HBR 80 (May, no. 5): 94–101. Companies often overact to market disruptions by committing too many resources too quickly. Successful companies, however, see threats as opportunities. Gilbert and Bower explain how top management can frame innovations in a balanced manner that allows them to recognize threats and also seize opportunities.

126 Meyerson, D. E. and B. Fryer. 2002. “Turning an Industry Inside Out: A Conversation with Robert Redford.” HBR 80 (May, no. 5): 57–62. [“Different Voice” Feature]— Redford discusses his Sundance Institute’s impact on the movie industry and why incremental change is feasible if one’s leaders possess credibility.

127 Coutu, D. L. 2002. “The Anxiety of Learning.” HBR 80 (March, no. 3): 100–106. [HBR Interview with Edgar Schein]— Despite the time, money and energy that executives pour into corporate change initiatives, psychologist Edgar Schein explains why few companies succeed in reinventing themselves.

128 Kegan, R. and L. L. Lahey. 2001. “The Real Reason People Won’t Change.” HBR 79 (November, no. 10): 84–92. Kegan and Lahey ﬁnd that many employees apply their productive energy toward a hidden and competing commitment. Hence, employee resistance to change doesn’t always reﬂect opposition or inertia.

129 Wetlaufer, S. 2001. “The Business Case Against Revolution.” HBR 79 (February, no. 2): 112–119. [An Interview with Nestle’s Peter Brabeck]— Brabeck reveals how skeptical he is of the relentless push to radically transform every facet of a company’s operations. He respects technology but doesn’t consider it central to a ﬁrm’s strategy. Success, instead, derives from a continuous improvement that slow and steady change produces.

130 Hemp, P. 2001. “Managing for the Next Big Thing.” HBR 79 ( January, no. 1): 130–139.

Management

125–139

132 Semler, R. 2000. “How We Went Digital Without a Strategy.” HBR 78 (September-October, no. 5): 51–58. [“First Person” Feature]— As CEO for a major Brazilian manufacturer, Semler describes how his employees shaped the company’s strategic direction with the Internet and the lessons that were learned along the way.

133 Abrahamson, E. 2000. “Change Without Pain.” HBR 78 ( July-August, no. 4): 75–79. The process of change can tear an organization apart. Abrahamson believes that companies should alternate major change initiatives with carefully-paced incremental changes. This should trigger stability and produce “change without the pain.”

134 Beer, M. and N. Nohria. 2000. “Cracking the Code of Change.” HBR 78 (May-June, no. 3): 133– 144. Today’s fast-paced economy means that businesses must change or perish. Few companies manage these change transformations as well as they should. In fact, about 70 percent of all change initiatives fail. Beer and Norhia describe two corporate transformation theories that are based on economic value (i.e., Theory E) and organizational capability (i.e., Theory O).

135 Christensen, C. M. and M. Overdorf. 2000. “Meeting the Challenge of Disruptive Change.” HBR 78 (March-April, no. 2): 66–76. When companies are young, their resources deﬁne what they can and cannot do. As they mature, more of their abilities stem from their processes and organizational values. Christensen and Overdorf explain why smaller companies respond to major market shifts better than their larger counterparts do.

136 Sternin, J. and R. Choo. 2000. “The Power of Positive Deviancy.” HBR 78 ( January-February, no. 1): 14–15. [“Forethought” Feature]—“Save the Children” has helped the Vietnamese people reduce childhood malnutrition. Sternin and Choo explain how this has ramiﬁcations for companies wanting to change employee behavior.

137 Wetlaufer, S. 1999. “Driving Change: An Interview with Ford Motor Company’s Jacques Nasser.” HBR 77 (March-April, no. 2): 76–88.

[An Interview with EMC’s Michael Ruettgers]— EMC has been a successful company over the last decade. CEO Michael Ruettgers discusses his company’s managerial philosophy that allowed it to anticipate and exploit disruptive technologies, market opportunities, and develop business models ahead of its competitors.

Nasser discusses how he is working to make Ford’s 55,000 salaried employees view the company from the context of a shareholder.

131 Heimbouch, H. 2000. “Racing for Growth: An Interview with PerkinElmer’s Greg Summe.” HBR 78 (November-December, no. 6): 148–154.

Most ﬁrms enhance their competitiveness by implementing “improvement” programs which typically produce disappointing results. Pascale and his coauthors ﬁnd that managers need to tap their employees to help the company achieve its goals.

Summe discusses how PerkinElmer (which was formerly known as EG&G) needed to shed the weight of its past glories and rediscover the technological innovation that had once been the soul of the company when he ﬁrst joined the company in 1998.

138 Pascale, R., M. Millemann and L. Goija. 1997. “Changing the Way We Change.” HBR 75 (November-December, no. 6): 126–139.

139 Baldwin, C. Y. and K. B. Clark. 1997. “Managing in an Age of Modularity.” HBR 75 (September-October, no. 5): 84–93.

140–152

Management

12

Modularity is a familiar principle in the computer industry. Businesses now turn to modularity in which different companies independently design and produce components that are ﬁtted into a complex product to be more competitive. Speciﬁc design rules then become essential.

140 Beers, M. C. 1996. “The Strategy That Wouldn’t Travel.” HBR 74 (November-December, no. 6): 18–31. [“HBR Case Study” Feature]— Beers’ case study focuses on the managerial techniques and problems inherent with introducing change programs at multiple sites.

141 Larkin, T. J. and S. Larkin. 1996. “Reaching and Changing Frontline Employees.” HBR 74 (May-June, no. 3): 95–109. Too many companies depend on charismatic executives to inspire one’s frontline employees. Research from communication experts indicates that front-line supervisors are the real opinion leaders in any ﬁrm. These individuals should communicate major company changes to front-line employees as opposed to senior management.

142 Strebel, P. 1996. “Why Do Employees Resist Change?” HBR 74 (May-June, no. 3): 86–94. Major change initiatives often fail despite the best efforts of senior executives. Many employees perceive change as disruptive and intrusive. To close this gap, management must reassess the “mutual obligations and commitments” that exist between a company and its employees.

143 Garvin, D. A. 1995. “Learning Processes for Strategic Advantage.” HBR 73 (September-October, no. 5): 76–92. Garvin leads a roundtable discussion of four senior managers who led their ﬁrms into becoming processbased organizations.

144 Stevenson, H. H. and M. C. Moldoveanu. 1995. “The Power of Predictability.” HBR 73 ( JulyAugust, no. 4): 140–143. [“Thinking Ahead” Feature]— Intense business competition and a rapidly changing global business economy are squashing the human need for a predictability. Stevenson and Moldoveanu urge contemporary organizations to understand why predictability is crucial for their employees, customers, and suppliers.

145 Tichy, N. and R. Charan. 1995. “The CEO as Coach.” HBR 73 (March-April, no. 2): 68–78. [An Interview with AlliedSignal’s Lawrence A. Bossidy]— Bossidy maintains that successful transformations depend on one’s capability to communicate the danger of preserving the status quo as well as articulating the beneﬁt of organizational change.

146 Kotter, J. P. 1995. “Leading Change: Why Transformation Efforts Fail.” HBR 73 (March-April, no. 2): 59–67. Companies usually engage in transformation efforts when their operating environment become more competitive and difﬁcult. Kotter’s study discovers several com-

mon denominators among companies who successfully transform themselves.

147 Taylor, W. 1994. “Control in an Age of Chaos.” HBR 72 (November-December, no. 6): 64–76. [“Books in Review” Feature]— Taylor reviews the following three books on surviving and prospering in today’s highly-competitive environment, while nurturing individual creativity and a democratic spirit: (i) Kelly’s Out of Control: The Rise of Neo-Biological Civilization; (ii) Built to Last: Successful Habits of Visionary Companies by Collins and Porras, as well as (iii) Zachary’s Showstopper! The Breakneck Race to Create Windows NT and the Next Generation at Microsoft.

148 Duck, J. D. 1993. “Managing Change: The Art of Balancing.” HBR 71 (November-December, no. 6): 109–118. Managing change is a daunting task. Management needs to think of new ways for doing this. Duck developed a means for managers to do this which he calls the “Transition Management Team.” This is a group of company leaders who oversee corporate change efforts and ensure that leaders and followers work together.

149 Goss, T., R. Pascale and A. Athos. 1993. “Risking the Present for a Powerful Future: The Reinvention Roller Coaster.” HBR 71 (November-December, no. 6): 97–108. Firms need to be completely reinvented in today’s turbulent business environment. They can not simply undergo incremental change. Companies who authentically reinvent themselves and create a new context have the means to achieve unprecedented results in quality, service ratings, cycle time, market share, and ﬁnancial performance despite the changes to one’s business paradigm.

150 Martin, R. 1993. “Changing the Mind of the Corporation.” HBR 71 (November-December, no. 6): 81–94. Troubled corporations often resist change. Instead they work to maintain the status quo as opposed to seizing new opportunities. Outside entities typically shoulder the blame for one’s woes when internal factors should be scrutinized and examined far more than they are.

151 Frey, R. 1993. “Empowerment or Else.” HBR 71 (September-October, no. 5): 80–94. [“First Person” Feature]— Cin-Made, a manufacturer of mailing tubes and composite cans, once had marginal proﬁts, poor labor relations, rigid work rules, and a high cost structure. Frey, president and owner of Cin-Made, describes how his company initiated employee empowerment and proﬁt sharing. Cin-Made is now a dynamic and proﬁtable company with actively involved employees.

152 Schaffer, R. H. and H. A. Thomson. 1992. “Successful Change Programs Begin with Results.” HBR 70 ( January-February, no. 1): 80–91. Since management seems preoccupied on “activities” as opposed to “results,” most corporate improvement programs have little impact on operational and ﬁnancial performance. Schaffer and Thomson also ﬁnd that these

13

Management

153–169

anticipated improvements rarely materialize since no clear connection exists between “actions” and “outcomes.”

161 Boyle, R. J. 1984. “Wrestling with Jellyﬁsh.” HBR 62 ( January-February, no. 1): 74–83.

153 Crozier, M. 1991. “The Changing Organization.” HBR 69 ( July-August, no. 4): 138–140.

Boyle describes how Honeywell’s corporate habits and organizational culture changed.

[“The Boundaries of Business” Feature]— Crozier examines the extend to which managers question their views and practices in a changing economy.

162 Schrank, R. 1981. “Horse-Collar Blue-Collar Blues.” HBR 59 (May-June, no. 3): 133–138.

154 Austin, J. E. 1991. “The Boundaries of Business.” HBR 69 ( July-August, no. 4): 127–140. [“Commentaries from the Experts”]— In the developing world, poverty remains pervasive. Economics and politics are unstable and less predictable than in developed economies. Austin describes how scarce supplies of technology, capital, and competent employees aggravate the challenges facing these businesses.

155 Kanter, R. M. 1991. “Championing Change: An Interview with Bell Atlantic’s CEO Raymond Smith.” HBR 69 ( January-February, no. 1): 92–101. Raymond W. Smith, chairman and CEO of Bell Atlantic, describes how organizational, and technological changes made his company more accountable, team-oriented and, subsequently, more effective.

156 Beer, M., R. A. Eisenstat and B. Spector. 1990. “Why Change Programs Don’t Produce Change.” HBR 68 (November-December, no. 6): 158–166. Beer and his coauthors offer a six step sequence to trigger effective change which begins at the periphery and then moves to the corporate core.

157 Chew, W. B. 1990. “The Case of the Machinists’ Mutiny.” HBR 68 (November-December, no. 6): 14–30. [“HBR Case Study” Feature]— Chew’s case study focuses on a manufacturer’s difﬁculties in changing from general purpose screw machines to a more ﬂexible manufacturing technology.

Schrank focuses on whether automation will displace blue collar labor and the likely socio-economic ramiﬁcations from this.

163 Kotter, J. P. and L. A. Schlesinger. 1979. “Choosing Strategies for Change.” HBR 57 (MarchApril, no. 2): 106–114. Organizational change efforts invariably encounter human resistance. Prior to instituting any type of change, Kotter and Schlesinger urge top management to assess the likely resistance.

164 Rosen, B. and T. H. Jerdee. 1977. “Too Old or Not Too Old.” HBR 55 (November-December, no. 6): 97–106. Rosen and Jerdee surveyed HBR subscribers and found that a strong belief exists that older employees can be as ﬂexible and innovative as their younger counterparts.

165 Lawrence, P. R. 1969. “How to Deal with Resistance to Change.” HBR 47 ( January-February, no. 1). [“HBR Classic” Feature]— First published in 1954, Lawrence maintains that worker hesitance to change does not arise from technological change. The culprit, instead, is often the changes in people’s social networks.

166 Peterson, W. H. 1967. “The Future & the Futurists.” HBR 45 (November-December, no. 6): 158–166.

158 Kanter, R. M. 1989. “The New Managerial Work.” HBR 67 (November-December, no. 6): 85– 92.

[“Keeping Informed” Feature]— Peterson examines several books (e.g., Edward Bellamy’s Looking Backward: 2000–1887, Utopia by Sir Thomas More, along with Plato’s Republic) about the future and how the thinking of company decision-makers might be affected.

Kanter contends that the nature of managerial work is radically changing as ﬁrms restructure to generate ﬂexibility and innovation. Collaborative work, in particular, will increase as hierarchy diminishes.

167 Leavitt, H. J. 1967. “The Company President Is a Berkeley Student.” HBR 45 (November-December, no. 6): 152–157.

159 Stevenson, H. H. and D. E. Gumpert. 1985. “The Heart of Entrepreneurship.” HBR 63 (MarchApril, no. 2): 85–94. Organizations that encourage their employees to strike out and create new products are best positioned for a rapidly changing business environment. Stevenson and Gumpert examine how organizations can balance an employee’s ﬂair for entrepreneurship in conjunction to the organization’s goals and demands.

160 Collins, E. G. C. 1984. “Taking Hold of Change.” HBR 62 (May-June, no. 3): 54–64. [“For the Manager’s Bookshelf ” Feature]—Collins reviews The One Minute Manager by Blanchard and Johnson; Rosabeth Moss Kanter’s The Change Masters; and Schon’s The Reﬂective Practitioner.

Leavitt ﬁnds the cynicism which rebellious University of California students embody is also manifest in a new breed of company president that is arising.

168 Bright, J. R. 1963. “Opportunity & Threat in Technological Change.” HBR 41 (November-December, no. 6): 76–86. Dealing with technological change is a serious problem for business management as well as society. Bright pleads for managers and workers to learn as much as possible about technology as possible to demystify it.

169 Fraisse, P. 1959. “Of Time and the Worker.” HBR 37 (May-June, no. 3): 121–125. Fraisse explains the physical and psychological ramiﬁcations when workers break their natural rhythm or temporal horizons.

170–184

Management

14

170 Bursk, R. A. 1958. “Opportunities for Persuasion.” HBR 36 (September-October, no. 5): 111–119. Bursk is interested whether motivational research can help eliminate the fear and hostility of people to change.

171 Lawrence, P. R. 1954. “How to Deal with Resistance to Change.” HBR 32 (May-June, no. 3): 49–57. Lawrence ﬁnds that employee resistance to change does not stem from technological change. Resistance, instead, arises from changes in a worker’s social or human relationships.

172 Bowden, G. T. 1947. “The Adaptive Capacity of Workers.” HBR 25 (Summer, no. 4): 527–542. In the new peacetime economy, Bowden is interested whether industrial workers can maintain an “experimental attitude” toward changing circumstances as was the case during World War II.

173 Selekman, B. M. 1945. “Resistance of Shop Changes.” HBR 24 (Autumn, no. 1): 119–132. Selekman describes some perplexing reasons why workers resist technological changes that might make their work physically easier.

174 Coffman, P. B. 1935. “The Theory of a Business Policy Audit.” HBR 13 ( July, no. 4): 435–452. Coffman ﬁnds the most difﬁcult responsibility for management involves coping with changing conditions.

Corporate Board of Directors Topics 175 Klausner, M. 2007. “Reducing Directors’ Legal Risk.” HBR 85 (April, no. 4): 28–28. [“Forethought” Feature]— In light of the recent spate of lawsuits directed at corporate directors, Klausner provides outside directors with suggestions on protecting themselves from shareholder-driven litigation.

178 Nolan, R. and F. W. McFarlan. 2005. “Information Technology and the Board of Directors.” HBR 83 (October, no. 10): 96–106. As the cost, complexity and consequences with information technology keeps rising, corporate directors need a framework to develop IT practices that ﬁt the companies which they oversee. Too many corporate boards are skittish about information technology which often stems from the computer crashes, cyber-attacks, competitive pressures and compliance with government regulations of the last ten years. Companies with IT governance committees are better able to control IT project costs and possess more competitive advantages.

179 Kambil, A. and B. Beebe. 2005. “Springboard to a Swan Dive.” HBR 83 (February, no. 2): 59–68. [“HBR Case Study” Feature]— A technology company’s CFO is invited to join the board of directors for another company. No doubt, this is prestigious and a great honor. Kambil and Beebe’s case study focuses on the realities and responsibilities that a corporate directorship demands, particularly in a post–Sarbenes-Oxley business environment.

180 McGovern, G. J., D. Court, J. A. Quelch and B. Crawford. 2004. “Bringing Customers into the Boardroom.” HBR 82 (November, no. 11): 70–80. Corporate boards lack a clear understanding as to whether their companies are meeting customer needs and whether one’s marketing strategies can drive top-line growth. Because of that, McGovern and her coauthors developed a series of management reports to help corporate boards comprehend these issues.

181 Nadler, D. A. 2004. “Building Better Boards.” HBR 82 (May, no. 5): 102–111. Achieving high performance, not regulatory compliance, is the primary challenge for corporate boards. To accomplish this, directors must systematically examine their purpose, tasks, information and agenda; all of which can turn a good board into a great one.

176 Konrad, A. M. and V. W. Kramer. 2006. “How Many Women Do Boards Need?” HBR 84 (December, no. 12): 22–22.

182 Allen, W. T. and W. R. Berkley. 2003. “In De-

[“Forethought” Feature]—Only 15 percent of Fortune 500 board members are women. Konrad and Kramer examine the impact on boardroom dynamics when the presence of female board members is increased. In essence, women often broaden a board’s discussions to better represent the concerns of a wider set of stakeholders. They are also more dogged in pursuing answers to difﬁcult questions and provide a more collaborative approach to leadership.

[“Forethought” Feature]— If the roles of CEO and board chairman are separated, Allen and Berkley worry how an otherwise well-functioning business might be encumbered.

177 Useem, M. 2006. “How Well-Run Boards Make Decisions.” HBR 84 (November, no. 11): 130– 138. [“Best Practice” Feature]— From interviewing board members and executives at 31 companies, Useem developed several tools to aid corporate boards in their decision-making. Useem was also allowed access to three boardroom decisions and provides a comprehensive analysis of the dynamics that went into those decisions.

fense of the CEO Chair.” HBR 81 (September, no. 9): 24–25.

183 Montgomery, C. A. and R. Kaufman. 2003. “The Board’s Missing Link.” HBR 81 (March, no. 3): 86–93. Board members need to forge new connections with shareholders. Montgomery and Kaufman contend it is incidental how board members relate to management.

184 Sonnerfeld, J. A. 2002. “What Makes Great Boards Great.” HBR 80 (September, no. 9): 106–113. [“Best Practice” Feature]— Effective corporate boards are high functioning work groups that are characterized by a climate of respect, trust and frankness between board members themselves and with company management.

15 185 Conger, J. A., D. Finegold and E. W. Lawler, III. 1998. “Appraising Boardroom Performance.” HBR 76 ( January-February, no. 1): 136–148. Corporate directors are rarely subjected to performance appraisals. Done properly, appraisals help boards become more effective by clarifying individual and collective responsibilities. Once in place, an appraisal process is difﬁcult to dismantle, making it harder for a new CEO to dominate a board or avoid being held accountable for poor performance.

186 Donaldson, G. 1995. “A New Tool for Boards: The Strategic Audit.” HBR 73 ( July-August, no. 4): 99–108. Donaldson explains how a strategic audit committee, comprised of a ﬁrm’s outside directors, can provide an orderly method for reviewing strategy without triggering disputes over “authority.” They also do much to \reassure shareholders and other stakeholders.

187 “Redraw the Line Between the Board and the CEO.” 1995. HBR 73 (March-April, no. 2): 153–165. [“Perspectives” Feature]— Five corporate leaders ﬁnd that an increasing emphasis is placed on accountability to one’s shareholders. This leads to more power being transferred to one’s corporate board.

188 Pound, J. 1995. “The Promise of the Governed Corporation.” HBR 73 (March-April, no. 2): 89–98.

Management

185–200

a director in a publicly traded company with the ease in which directors can be sued by disgruntled shareholders under United States law.

193 Johnson, E. W. 1990. “An Insider’s Call for Outside Direction.” HBR 68 (March-April, no. 2): 46–55. [“From the Boardroom” Feature]—The prosperity and economic stability of the last 50 years have made corporate directors complacent, clubby and passive. Corporate directors need to be reinvigorated as ﬁrms ﬁnd themselves under attack from a hornet’s nest of aggressive competitors and investors.

194 Patton, A. and J. C. Baker. 1987. “Why Won’t Directors Rock the Boat?” HBR 65 (November-December, no. 6): 10–18. [“From the Boardroom” Feature]— Patton and Baker address practices that undermine many corporate boards; namely, having a CEO serve as board chairman.

195 Alderfer, C. P. 1986. “The Invisible Director on Corporate Boards.” HBR 64 (November-December, no. 6): 38–52. [“From the Boardroom” Feature]— Group dynamics play an indelible role with corporate boards of directors. Alderfer ﬁnds that most directors are oblivious to this as well as correcting a board’s behavior to make it more effective.

Company failures often transpire from ﬂawed managerial decisions that were never challenged. Pound advocates a form of corporate governance in which senior managers and corporate directors truly collaborate on decisions and regularly seek the input from all stakeholders.

196 Perkins, R. B. 1986. “Avoiding Director Liabil-

189 Lorsch, J. W. 1995. “Empowering the Board.” HBR 73 ( January-February, no. 1): 107–117.

197 Anderson, C. A. 1984. “Corporate Directors

Empowerment here refers to outside directors having the capability and independence to monitor top management’s performance as well as inﬂuence a ﬁrm’s strategic direction.

[“From the Boardroom” Feature]—Anderson discusses Japanese corporate governance practices and the rights that individual shareholders possess.

190 Salmon, W. J. 1993. “Crisis Prevention: How to Gear Up Your Board.” HBR 71 ( January-February, no. 1): 68–75. Corporate boards have improved markedly since Salmon ﬁrst became a director in 1961. Still, they are not keeping pace with the need for real change, particularly in managing long-term corporate strategy and handling the selection, assessment as well as compensation of top management.

191 Pound, J. 1992. “Beyond Takeovers: Politics Comes to Corporate Control.” HBR 70 (MarchApril, no. 2): 83–93. Pound describes how politics, not takeovers, will characterize corporate governance issues during the 1990s.

192 Sahlman, W. A. 1990. “Why Sane People Shouldn’t Serve on Public Boards.” HBR 68 (MayJune, no. 3): 28–36. [“From the Boardroom” Feature]— An individual’s reputation, time and ﬁnances is jeopardized from being

ity.” HBR 64 (May-June, no. 3): 8–14. [“From the Boardroom” Feature]—Perkins tells corporate directors how important it is that they be vigilant. Doing so, reduces their exposure from liability involving corporate misdeeds.

in Japan.” HBR 62 (May-June, no. 3): 30–38.

198 Muckley, J. E. 1984. “‘Dear Fellow Shareholder.’” HBR 62 (March-April, no. 2): 46–64. [“From the Boardroom” Feature]— From examining the proxy statements and directors compensation packages of 200 American corporations, Muckley questions whether corporate directors spend too much time thinking on their perks rather than their responsibilities.

199 Dayton, K. N. 1984. “Corporate Governance: The Other Side of the Coin.” HBR 62 ( JanuaryFebruary, no. 1): 34–37. [“From the Boardroom” Feature]— As the former CEO of the Dayton-Hudson Corporation, Dayton describes how the development of an effective board is akin to building an effective management team.

200 Andrews, K. R. 1982. “Rigid Rules Will Not Make Good Boards.” HBR 60 (November-December, no. 6): 34–46. [“From the Boardroom” Feature]— Andrews critiques a highly contentious American Law Institute proposal to reform corporate governance.

201–217

Management

16

201 Unterman, I. and R. H. Davis. 1982. “The Strategy Gap in Not-for-Proﬁts.” HBR 60 (MayJune, no. 3): 30–40.

[“For the Manager’s Bookshelf ” Feature]— Judd reviews a number of studies, guidebooks, and periodicals devoted to the work of a corporate director.

[“From the Boardroom” Feature]— Unterman and Davis examine how trustee boards and corporate boards differ, particularly in how each is involved with strategic planning.

210 Crafts, P. C., Jr. 1979. “Overseas Trips for Directors.” HBR 57 (November-December, no. 6): 28–37.

202 Andrews, K. R. 1981. “Corporate Strategy as a Vital Function of the Board.” HBR 59 (NovemberDecember, no. 6): 174–184.

[“From the Boardroom” Feature]— Crafts describes how the First National Bank of Boston takes its directors to its overseas branch ofﬁces as a way to expose them to the operating conditions of these sites.

[“From the Boardroom” Feature]— Andrews discusses what role company directors should have with strategic planning and corporate strategy.

211 Lear, R. W. 1979. “Compensation for Outside

203 Carroll, D. T. 1981. “Boards and Managements: Ten Challenges and Responses.” HBR 59 (September-October, no. 5): 62–68.

[“From the Boardroom” Feature]—Lear provides a rationale for compensating outside directors as their work becomes more challenging. .

[“From the Boardroom” Feature]— Carroll believes that company management should utilize their boards in more of a mentoring capacity. Because of tradition, directors are rarely engaged in this capacity.

212 Wommack, W. W. 1979. “The Board’s Most Important Function.” HBR 57 (September-October, no. 5): 48–62.

204 Andrews, K. R. 1981. “Replaying the Board’s Role in Formulating Strategy.” HBR 59 (May-June, no. 3): 18–26. [“From the Boardroom” Feature]— Andrews describes the response of readers to whether effective boards should require management to generate a unique and durable strategy that is periodically reviewed by the corporate board.

205 Levy, L. 1981. “Reforming Board Reform.” HBR 59 ( January-February, no. 1): 166–172. [“From the Boardroom” Feature]— Levy emphasizes that simply installing a new committee or majority of outsiders will not be enough to transform a corporate board.

206 Andrews, K. R. 1980. “Directors’ Responsibility for Corporate Strategy.” HBR 58 (NovemberDecember, no. 6): 30–42. [“From the Boardroom” Feature]—Andrews questions whether a corporate board should participate in formulating strategy when its function is to review corporate actions.

207 Estes, R. M. 1980. “Corporate Governance in the Courts.” HBR 58 ( July-August, no. 4): 50–64. [“From the Boardroom” Feature]— Independent directors historically had the capability to dismiss shareholder lawsuits against management. Estes discusses how present-day courts are grappling with this power.

208 Baruch, H. 1980. “The Audit Committee: A Guide for Directors.” HBR 58 (May-June, no. 3): 174–186. [“From the Boardroom” Feature]— Baruch examines the duties of an audit committee in supervising the accounting process as well as monitoring corporate legality and ethics.

209 Judd, M. 1980. “Reference Sources on Boards of Directors.” HBR 58 (May-June, no. 3): 26–32.

Directors.” HBR 57 (November-December, no. 6): 18–28.

[“From the Boardroom” Feature]— Wommack ﬁnds that a corporate board’s most important function involves approving or amending management’s recommendations for the company’s future.

213 Felton, S. M., Jr. 1979. “Case of the Board and the Strategic Process.” HBR 57 ( July-August, no. 4): 20–36. [“From the Boardroom” Feature]— Felton’s case study examines the extent to which outside directors should be active in the strategic direction of a ﬁrm.

214 Mueller, R. K. 1979. “Criteria for the Appraisal of Directors.” HBR 57 (May-June, no. 3): 48–52. [“From the Boardroom” Feature]— Mueller describes the recently issued “Authoritative Summary of the Duties and Responsibilities” from the American Bar Association.

215 Perkins, D. S. 1978. “What the CEO and Board Expect of Each Other.” HBR 57 (MarchApril, no. 2): 24–34. [“From the Boardroom” Feature]— Perkins, the CEO of Jewell Companies, assesses his relationship with the 12 individuals on his board of directors; ten of which were outside directors.

216 Vagts, D. F. 1978. “Why Directors Need to Keep Records.” HBR 56 (November-December, no. 6): 28–30. [“From the Boardroom” Feature]— Even if a board carries out its functions in a prudent manner, Vagts explains how a “burden of proof ” rests on the corporation and its directors in the event of litigation.

217 Andrews, K. R. 1978. “The Roundtable Statement on Boards of Directors.” HBR 56 (SeptemberOctober, no. 5): 24–38. [“From the Boardroom” Feature]— Andrews reports on the efforts of The Business Roundtable, approximately 180 chief executives, to institute reforms on issues relevant to corporate directors.

17 218 Mace, M. L. 1978. “What Today’s Directors Worry About.” HBR 56 ( July-August, no. 4): 30–51.

Management

218–234

[“From the Boardroom” Feature]— Mace pursues whether compensation packages for directors should include stock options.

[“From the Boardroom” Feature]— Mace sees corporate directors being most concerned about their liability as corporate directors, dealing with tender offers, and assessing a CEO’s performance.

227 Lauenstein, M. C. 1977. “Preserving the Impotence of the Board.” HBR 55 ( July-August, no. 4): 35–46.

219 Lewis, R. F. 1978. “What Should Audit Committees Do?” HBR 56 (May-June, no. 3): 22–26, 172–174.

[“From the Boardroom” Feature]— Launenstein’s satirical piece describes what companies do to make their corporate boards ineffective.

[“From the Boardroom” Feature]— As of June 30, 1978, all publicly-traded companies are mandated to establish audit committees comprised of only outside directors.

228 Lovdal, M. L., R. A. Bauer and N. H. Treverton. 1977. “Public Responsibility Committees of the Board.” HBR 55 (May-June, no. 3): 40–64, 178–181.

220 Mace, M. L. 1978. “Should the Retiring CEO Stay on the Board?” HBR 56 (May-June, no. 3): 16– 22. [“From the Boardroom” Feature]— Mace examines how advisable it is for a retiring CEO to remain a corporate director.

221 Marcus, S. and K. D. Walters. 1978. “Assault on Managerial Autonomy.” HBR 56 ( January-February, no. 1): 57–66. Corporate boards are seen as remote, insensitive and not particularly reﬂecting the publics they serve. Marcus and Walters describe a number or reforms now being ﬂoated; all of which would redeﬁne a corporation’s relationship to society.

222 Weiss, E. J. and D. E. Schwartz. 1978. “Disclosure Approach for Directors.” HBR 56 ( JanuaryFebruary, no. 1): 18–30, 162–166. [“From the Boardroom” Feature]—With conﬁdence in American corporations waning, Weiss and Schwartz urge corporations to do far more to make their corporate boards more independent and transparent.

223 Estes, R. M. 1977. “The Emerging Solution to Corporate Governance.” HBR 55 (November-December, no. 6): 20–26, 164. [“From the Boardroom” Feature]— The roles and responsibilities of corporate directors are fraught with ambiguity which erodes a board’s ability to oversee corporate decision-making.

224 Mace, M. L. 1977. “Compensation of Directors.” HBR 55 (September-October, no. 5): 52, 192. [“From the Boardroom” Feature]— Outside directors must be better compensated for their time and energy. In some industries, directors are highly active in overseeing the business. Outside directors in manufacturing industries, by comparison, have a far more passive role.

225 Mueller, R. K. 1977. “The Hidden Agenda.” HBR 55 (September-October, no. 5): 40–52. [“From the Boardroom” Feature]— Mueller discusses the agenda process that corporate directors embark on, particularly from the standpoint of issues that are likely to have adverse consequences for the company.

226 Mace, M. L. 1977. “Stock Options for Outside Directors.” HBR 55 ( July-August, no. 4): 67–67.

[“From the Boardroom” Feature]— American companies face important decisions involving social responsibility. Lovdal and his coauthors describe the experiences of several companies who created standing committees devoted to these issues.

229 Mace, M. L. 1977. “The Board and the New CEO.” HBR 55 (March-April, no. 2): 16–32, 160– 164. [“From the Boardroom” Feature]—Mace discusses the de facto powers that departing CEOs gain in conjunction with the dynamics that occur when a new CEO assumes power.

230 _____. 1976. “Designing a Plan for the Ideal Board.” HBR 54 (November-December, no. 6): 20–36, 198. [“From the Boardroom” Feature]— A high amount of turnover for outside directors on corporate boards provides companies with an opportunity to reassess the role of its directors.

231 _____. 1976. “Attracting New Directors.” HBR 54 (September-October, no. 5): 46–58, 180–183. [“From the Boardroom” Feature]— Mace ﬁnds that board candidates now ask more questions about their functions, relationships with top management and their legal responsibilities to stockholders before accepting invitations to serve.

232 Cabot, L. W. 1976. “Louis W. Cabot on an Effective Board.” HBR 54 (September-October, no. 5): 40–46. [“From the Boardroom” Feature]— Cabot ﬁnds it paramount for top management to make board effectiveness a top priority.

233 Estes, R. M. 1976. “The Case for Counsel to Outside Directors.” HBR 54 ( July-August, no. 4): 125–132. Estes believes that a board of directors should retain their own attorney to deal with the many issues confronting outside directors.

234 Hannan, R. D. 1976. “Board Membership — Accept or Decline.” HBR 54 (May-June, no. 3): 24– 30, 186–188. [“From the Boardroom” Feature]— Hannan provides a number of questions that anybody should ask before accepting membership on a corporate board.

235–251

Management

18

235 Stone, C. D. 1976. “Public Directors Merit a Try.” HBR 54 (March-April, no. 3): 20–34, 156. [“From the Boardroom” Feature]— Stone advocates having directors of public companies be elected by the “public-at-large.”

236 Barr, J. W. 1976. “The Role of the Professional Director.” HBR 54 (May-June, no. 3): 18–24. [“From the Boardroom” Feature]— Because of time constraints, Barr describes why an average director has a difﬁcult time executing their duties. Barr also wonders if company directors shouldn’t be granted “professional status” so that all of a director’s time isn’t devoted to being a director.

237 Marbut, R. G. 1975. “Management Information Systems for Directors.” HBR 53 (NovemberDecember, no. 6): 14–24. [“From the Boardroom” Feature]— Marbut explains why management information systems designed for corporate boards should be tailored to accommodate the unique requirements that every company possesses.

238 Chandler, M. 1975. “It’s Time to Clean Up the Boardroom.” HBR 53 (September-October, no. 5): 73–82. Public criticism is mounting that most boards are too cozy with top management. Chandler emphasizes how an outside director’s primary purpose is to monitor the CEO. Moreover, if private industry doesn’t change, the courts and the federal government will no doubt intercede.

239 Mace, M. L. 1975. “Legal Guidelines for Directors.” HBR 53 (September-October, no. 5): 18–24, 168. [“From the Boardroom” Feature]—Mace explains why the Securities and Exchange Commission opted to scrap publishing a set of guidelines on the responsibilities of corporate directors.

240 Johnson, S. C. and R. M. Thomson. 1974. “Active Role for Outside Directors of Foreign Subsidiaries.” HBR 52 (September-October, no. 5): 13–14. [“Ideas for Action” Feature]— Johnson and Thomson describe the important role that outside directors play in the governance of a company.

241 Lewis, R. F. 1974. “Choosing and Using Outside Directors.” HBR 52 ( July-August, no. 4): 70–78. Choosing outside directors may be the most important decision a CEO makes. Lewis discusses the criteria to engage in and pitfalls to avoid when selecting one’s directors.

243 Wilde, F. B. and R. F. Vancil. 1972. “Performance Audits by Outside Directors.” HBR 50 ( JulyAugust, no. 4): 112–116. Wilde and Vancil note a trend toward more constructive use of the expertise that outside directors possess, particularly when appraising the performance of upper management.

244 Mace, M. L. 1972. “The President and the Board of Directors.” HBR 50 (March-April, no. 2): 37–49. Corporate boards are supposed to do the following: (i)counsel management; (ii) make management account for its actions; and (iii) choose a company president. Mace counters that corporate boards are inadequate in each of these capacities.

245 Mautz, R. K. and F. L. Neumann. 1970. “The Effective Corporate Audit Committee.” HBR 48 (November-December, no. 6): 57–65. Mautz and Neumann ﬁnd audit committees to be quite effective if staffed and organized in appropriate ways with outside directors.

246 Towl, A. R. 1965. “Outside Directors Under Attack.” HBR 43 (September-October, no. 5): 135– 147. Towl discusses congressional anti-trust legislation that would prohibit corporate directors from serving on two or more corporate boards.

247 Smith, E. E. 1958. “Put the Directors to Work.” HBR 36 (May-June, no. 3): 41–49. Clear evidence exists that company directors do not function effectively. Directors, in most companies, were once a vital organ for companies. This changed when company management usurped these functions.

248 Williams, C. M. 1955. “Cumulative Voting.” HBR 33 (May-June, no. 3): 108–114. When electing candidates to corporate boards, “cumulative voting” has been a “back door” technique; a practice being investigated by Congress and some state legislatures.

249 Blair, W. T. 1950. “Appraising the Board of Directors.” HBR 28 ( January, no. 1): 101–113. Although little research has been conducted on the role and impact corporate directors have in the success of a corporation, Blair opted to assess the composition, responsibilities, and remuneration practices of company directors.

250 Weinberg, S. J. 1949. “A Cooperation Director Looks at His Job.” HBR 27 (September, no. 5): 585–593.

242 Estes, R. M. 1973. “Outside Directors: More

Weinberg describes his experiences as an outside director for a number of corporations, circa 1949.

Vulnerable Than Ever.” HBR 51 ( January-February, no. 1): 107–119.

251 Swope, G. 1945. “Some Aspects of Corporate Management.” HBR 23 (Spring, no. 3): 314–322.

All directors face increasing exposure to costly litigation. Companies must do far more to protect directors from liability stemming from health, safety, environmental and an array of other issues.

Swope, formerly the CEO for General Electric, discusses the makeup and responsibilities of a corporate board of directors along with how upper management should be selected and compensated.

19 252 Bates, G. E. and E. M. Zuckert. 1942. “Directors’ Indemnity: Corporate Policy or Public Policy.” HBR 20 (Winter, no. 2): 244–264. Because of their capacity as ﬁduciaries, the courts have consistently ruled that corporate directors are liable for a ﬁrm’s insolvency or other problems if those duties are not carried out in good faith. Bates and Zuckert ﬁnd it natural for outside directors to insist on indemnity protection.

253 Bates, G. E. 1940. “The Board of Directors.” HBR 19 (Autumn, no. 1): 72–87. No standard pattern exists on what corporate directors do. More often, the size and nature of a business, along with its personnel, are usually indicative of the issues confronting a corporate director.

254 Bower, M. 1931. “Becoming a Director: A Business Honor or a Financial Boomerang?” HBR 9 (April, no. 3): 371–382.

Management

252–266

Corporate philanthropy has undergone a signiﬁcant transformation in which companies are encouraged to play a leadership role in social problem solving. Many ﬁrms now engage in “strategic philanthropy” to help worthwhile causes as well as advancing one’s name recognition and public image to garner a competitive edge.

260 Riggs, H. E. 1986. “Fund-Raising Lessons from High-Tech Marketing.” HBR 64 (NovemberDecember, no. 6): 64–66. [“Ideas for Action” Feature]— Each potential donor possesses their own value system. A fund-raiser should know how to discern those speciﬁc values. Riggs also emphasizes that fund-raisers should operate in a manner similar to high-tech marketers.

261 Morris, R. I. and D. A. Biederman. 1985. “How to Give Away Money Intelligently.” HBR 63 (November-December, no. 6): 151–159.

One of the ﬁnest ways to ﬂatter a person is offering them membership on the board of directors for a business. Bower warns how important it is for potential directors to realize the risks of accepting this responsibility.

Choosing worthy charities can be a painfully difﬁcult process with serious commercial or political ramiﬁcations. The charitable giving process can be made more efﬁcient and rewarding if donations are viewed as investments and executed like any other capital spending decision.

Corporate or Individual Philanthropy

262 Howe, F. 1985. “What You Need to Know About Fund Raising.” HBR 63 (March-April, no. 2): 18–26.

255 Thomas, A. and L. Fritz. 2006. “Disaster Relief, Inc.” HBR 84 (November, no. 11): 114–122. Corporations are typically generous when a natural disaster occurs. This largesse would be far more effective if corporations and aid agencies collaborated beforehand to prepare for the next emergency.

256 Quelch, J. and V. K. Rangan. 2003. “Proﬁt Globally, Give Globally.” HBR 81 (December, no. 12): 16–17. [“Forethought” Feature]— Quelch and Rangan ﬁnd that corporate philanthropy is not keeping pace with the aggregate sales growth of transnational corporations. Not only is this bad corporate citizenship, it also doesn’t serve the best interests of a ﬁrm.

257 Porter, M. E. and M. R. Kramer. 2002. “The Competitive Advantage of Corporate Philanthropy.” HBR 80 (December, no. 12): 56–68. Porter and Kramer examine how ﬁrms enhance the value of their philanthropy.

258 _____. 1999. “Philanthropy’s New Agenda: Creating Value.” HBR 77 (November-December, no. 6): 121–136. The number of charitable foundations in the United States has doubled over the past twenty years. The assets for these foundations have increased more than 1,100 percent over the same period. Porter and Kramer developed a framework to systematically analyze how foundations create value.

259 Smith, C. 1994. “The New Corporate Philanthropy: Integrating Social Initiatives with Strategic Goals.” HBR 72 (May-June, no. 3): 105–119.

[“Ideas for Action” Feature]—Howe explains how successful fundraising efforts provide prospective donors with the opportunity to advance their goals.

263 Delbanco, A. 1982. “What Makes America Exceptional?” HBR 60 (November-December, no. 6): 168–182. [“For the Manager’s Bookshelf ” Feature]— Delbanco assesses several books that have bearing on today’s managers from the National Endowment of the Humanities new “Library of America’s” project.

264 Cabot, L. W. 1978. “Corporate Support of Education: No Strings Attached.” HBR 56 ( July-August, no. 4): 139–144. Corporate giving should not be limited to institutions who support the free-enterprise system. Moreover, corporations should be careful about making sweeping generalizations about university faculty members.

265 Malott, R. H. 1978. “Corporate Support of Education: Some Strings Attached.” HBR 56 ( JulyAugust, no. 4): 133–138. Despite the perception of colleges being hotbeds for radical politics and economics, Marlott argues how important it is for organized business to increase its ﬁnancial support; albeit more selectively.

266 Purcell, T. V. and R. Webster. 1969. “Window on the Hard-Core World.” HBR 47 ( July-August, no. 4): 118–129. Many programs designed to improve America’s innercities fail since they are conceived by bureaucrats and other outsiders who have no grasp of the bleakness of

267–280

Management

20

the inner-city. For companies to effectively aid people living in the ghettos, they must understand the conditions that these residents are subject to.

managers to shape their organizations in a variety of ways through the use of expert systems, executive information systems, and other similar tools.

267 Pollard, J. A. 1960. “Emerging Pattern in Cor-

274 Perkins, D. S. 1987. “What Can CEOs Do for

porate Giving.” HBR 38 (May-June, no. 3): 103–112.

Displaced Workers?” HBR 65 (November-December, no. 6): 90–93.

Pollard describes how corporate contributions for education are passing from the spur-of-the-moment giving to planned investments related to both the public as well as company interests.

268 Selekman, B. M. and S. K. Selekman. 1941. “Matthew Carey.” HBR 19 (Spring, no. 3): 326–341. Selekman and Selekman describe an imminent Philadelphia philanthropist and businessman, Matthew Carey, who was one of the ﬁrst to call attention to the plight of the unemployed and downtrodden while articulating why a system of relief was critical.

Corporate Reorganization or Downsizing 269 Pillmore, E. M. 2004. “How We’re Fixing Up Tyco.” HBR 81 (December, no. 12): 96–103. [“First Person” Feature]—As Tyco’s ﬁrst-ever vice president for corporate governance, Pillmore describes how hard the company is working to restore the trust of all its stakeholders.

270 Goold, M. and A. Campbell. 2002. “Do You Have a Well-Designed Organization?” HBR 80 (March, no. 3): 117–124. Goold and Campbell explain why organizational design is neither a science nor an art and how it is shaped mostly by politics.

271 Handy, C. 1992. “Balancing Corporate Power: A New Federalist Paper.” HBR 70 (November-December, no. 6): 59–73. In governing increasingly complex organizations, chief executives are turning to federalism, one of the world’s oldest political philosophies. Federalism is characterized by a redistribution of power, the absence of bureaucracy and the use of many strong leaders to balance power among those in the center of the organization.

272 Train, A. S. 1991. “The Case of the Downsizing Decision.” HBR 69 (March-April, no. 2): 14–30. [“HBR Case Study” Feature]— Train’s case study focuses on a company’s decision to reduce staff in an otherwise proﬁtable operation.

273 Applegate, L. M., J. I. Cash, Jr. and D. Q. Mills. 1988. “Information Technology and Tomorrow’s Manager.” HBR 66 (November-December, no. 6): 128–136. Harold Leavitt and Thomas Whisler published a 1958 Harvard Business Review article titled, “Management in the 1980’s” in which they predicted that ﬁrms would downsize and become ﬂatter in terms of their hierarchy. Middle management, in other words, would shrink in size. Applegate and her coauthors assess Leavitt’s and Whisler’s vision and predict how technology will enable

Perkins, as CEO of the Jewel Companies, argues that CEOs need to give displaced workers the same attention they give to strategic planning, growth and even their own compensation packages.

275 Collier, A. T. 1979. “The Co-Corp: Big Business Can Re-Form Itself.” HBR 57 (November-December, no. 6): 121–134. A consumer-oriented corporation, as advocated by Collier, is similar to mutual life insurance companies and would be organized for customer service, product quality and to reduce prices rather than for proﬁt-generating purposes. Collier contends that this organizational format would generate greater conﬁdence in business as well as stabilize returns on invested capital.

276 Corey, E. R. 1978. “Should Companies Centralize Procurement?” HBR 56 (November-December, no. 6): 102–110. Beginning in the early 1970s, many American companies restructured or centralized their procurement apparatuses in the face of shortages, shrinking margins and increased public scrutiny on how companies do business. Corey emphasizes that these efforts often clash with the notion of divisional accountability in terms of cost containment and proﬁtability.

277 Drucker, P. F. 1974. “New Template for Today’s Organization.” HBR 52 ( January-February, no. 1): 45–53. Drucker offers new principles of organizational design that should make it possible for organizations to function and perform more effectively.

278 _____. 1973. “New/Old Top Management Aid: The ‘Executive Secretariat.’” HBR 51 5): 6–8. [“Ideas for Action” Feature]— Drucker explains how useful the position of executive secretariat would be for coordinating the activities of the company for top management.

279 Hanan, M. 1969. “Corporate Growth Through Internal Spinouts.” HBR 47 (NovemberDecember, no. 6): 55–66. Hanan’s approach calls for medium and large sized companies to spin out their service functions (e.g., purchasing, human resources, sales management) into subsidiary proﬁt centers. Each of the proﬁt centers would manage its own business and negotiate with both the parent company and other companies to sell its services.

280 Greiner, L. E. 1967. “Patterns of Organization Change.” HBR 45 (May-June, no. 3): 119–130. Greiner describes the differences between successful and unsuccessful attempts to carry out reorganization schemes.

21 281 Daniel, D. R. 1966. “Reorganizing for Results.” HBR 44 (November-December, no. 6): 96–104. As the pressures of competition mount, margin levels and proﬁtability put a premium on efﬁcient organization. Daniel, in turn, offers a pragmatic approach to determining an organization’s optimal structure.

282 “The Holding Company as an Aid in Reorganization.” 1924. HBR 2 ( January, no. 2): 233–237. [“HBR Case Study” Feature]—The Henry F. Lucas Implement Company endured slumping 1920 sales and aging receivables. The company was subsequently structured into subsidiaries. The case study examines the beneﬁt that a holding company offers in such a reorganization.

Management

281–296

[“Ideas for Action” Feature]— Following a system that employees and management both detested, a new employee evaluation system was implemented at Cyanamid. Supervisors would be expected to compliment subordinates on their strengths and accomplishments. Shortcomings should be addressed only if they were serious or within the employee’s power to change.

289 Winstanley, N. B. 1980. “Legal and Ethical Issues in Performance Appraisals.” HBR 58 (November-December, no. 6): 186–192. [“Ideas for Action” Feature]— Winstanley points out the dangers with performance reviews, particularly when done in an uncontrolled and bias-laden manner.

290 Levinson, H. 1976. “Appraisal of What Performance?” HBR 54 ( July-August, no. 4): 30–46, 160.

Employee Assessment 283 Jackman, J. M. and M. H. Strober. 2003. “Fear of Feedback.” HBR 81 (April, no. 4): 101–107. [“Best Practice” Feature]— Organizations proﬁt when employees ask for feedback and deal with constructive criticism. Nobody — employees or management — likes the performance review process. Jackman and Strober ﬁnd this unfortunate. Once people know how they are doing relative to management’s priorities, their work should be more in align with organizational goals.

284 Levinson, H. 2003. “Management by Whose Objectives.” HBR 81 ( January, no. 1): 107–116. [“Best of HBR” Feature]— Levinson identiﬁes a constellation of problems that cripple performance appraisal systems and ﬁnds that almost every performance measurement system ignores the individual’s needs or desires.

285 Peiperi, M. A. 2001. “Getting 360 Degree Feedback Right.” HBR 79 ( January, no. 1): 142–147. [“Best Practice” Feature]— Though the “360-degree feedback” scheme is popular throughout many companies, Peiperi describes it as bureaucratic, politically tense and excruciating process, fraught with vulnerabilities and hidden conﬂicts.

286 Grote, D. 2000. “Performance Appraisal Reappraised: Public Sector Models.” HBR 78 ( JanuaryFebruary, no. 1): 21–21. [“Forethought” Feature]— Some of the best ideas about performance appraisal now come from governmental agencies which have developed systems to differentiate between weak and strong employees.

287 Kelley, R. and J. Caplan. 1993. “How Bell Labs Creates Star Performers.” HBR 71 ( July-August, no. 4): 128–139. Research at Bell Laboratories captured productivity differences between average employees and the so-called stars. The latter possesses a capacity for networking, self-management and taking initiative. Kelley and Caplan emphasize that it is difﬁcult to establish productivity programs for knowledge workers compared to factory workers.

[“Thinking Ahead” Feature]— For the appraisal process to be worthwhile, Levinson ﬁnds it critical that job descriptions be behavioral as well as results oriented.

291 Patz, A. L. 1975. “Performance Appraisal: Useful but Still Resisted.” HBR 53 (May-June, no. 3): 74–80. Despite their many problems, performance reviews are not likely to be abandoned by top management as an assessment tool.

292 Rieder, G. A. 1973. “Performance Review — A Mixed Bag.” HBR 51 ( July-August, no. 4): 61–67. Rieder explains how performance reviews are often complicated or misused and, instead, advocates a review process geared to “results management.”

293 McGregor, D. 1972. “An Uneasy Look at Performance Appraisal.” HBR 50 (September-October, no. 5): 133–139. [“HBR Classic” Feature]—McGregor advocates allowing subordinates to establish personal short-term goals and then to evaluate their performance themselves.

294 Oberg, W. 1971. “Make Performance Appraisal Relevant.” HBR 50 ( January-February, no. 1): 61–67. While performance appraisals are an accepted tool, they often yield indifferent results. Oberg contends performance assessment is typically out of sync with organizational objectives.

295 Thompson, P. H. and G. W. Dalton. 1970. “Performance Appraisal: Managers Beware.” HBR 48 ( January-February, no. 1): 149–157. Top management often perceives its evaluation apparatus for its managerial and engineering class of employees as fair and optimal. That structure, however, typically triggers high levels of cynicism. Thompson and Dalton counter with an objective-focused feedback structure, particularly useful in a technology-oriented environment.

296 Sloan, S. and A. C. Johnson. 1968. “New Con-

288 Gellerman, S. W. and W. G. Hodgson. 1988.

text of Personal Appraisal.” HBR 46 (NovemberOctober, no. 6): 14–30.

“Cyanamid’s New Take on Performance Appraisal.” HBR 66 (May-June, no. 3): 46–41.

[“Keeping Informed” Feature]— Sloan and Johnson argue that management must reexamine its appraisal

297–313

Management

22

methods in light of the new theoretical approaches and new organizational dynamics that have surfaced.

297 Kindall, A. F. and J. Gatza. 1963. “Positive Program for Performance Appraisal.” HBR 41 (November-December, no. 6): 153–166. Kindall and Gatza provide ﬁve steps for effective appraisals that are predicated on one’s job duties being clearly communicated. It also includes a mutual agreement on performance goals which subordinates set themselves.

298 Mayﬁeld, H. 1960. “In Defense of the Performance Appraisal.” HBR 38 (March-April, no. 2): 81–87. Mayﬁeld, in response to HBR articles from Douglas McGregor (1957) and Rensis Likert (1959), expresses his unabashed support for the employee performance assessment process.

299 Likert, R. 1959. “Motivational Approach to Management Development.” HBR 37 ( July-August, no. 4): 75–82. A fundamental ﬂaw with performance reviews is how managers behave in ways that are threatening, rejecting, and ego-deﬂating. This not only affects the subordinate’s sense of self, it also impairs a superior’s capability to effectively function.

300 Kelly, P. R. 1958. “Reappraisal of Appraisals.”

Though increasing in usage, Shaeffer warns that misuse can unwittingly occur with the merit rating process for salary and wage purposes.

306 Ward, L. B. 1948. “Personnel Testing.” HBR 26 (March, no. 2): 181–193. Ward describes how psychological testing is contributing to the profession of human resource management.

307 Percival, A. J. and G. B. Gross. 1946. “Job Evaluation: A Case History.” HBR 24 (Summer, no. 4): 466–497. Perceival and Gross describe an unusually successful job evaluation program that helped improve industrial relations and brought legitimacy to a company’s wage structure.

308 “The Point Plan for Industrial Control.” 1928. HBR 6 ( January, no. 2): 219–230. [“Summaries of Business Research” Feature]— The “point system” is a worker efﬁciency scheme that a number of industrial companies have recently implemented.

309 Starch, D. 1922. “The Use and Limitations of Psychological Tests.” HBR 1 (October, no. 1): 71–80. Starch argues that no one has devised a satisfactory method for objectively measuring or evaluating personality traits.

HBR 36 (May-June, no. 3): 59–68. A great deal of dissatisfaction exists involving employee appraisals which often stems from an employee’s inability to clearly grasp the objectives and limitations of the appraisal process.

301 McGregor, D. 1957. “An Uneasy Look at Performance Appraisal.” HBR 35 (May-June, no. 3): 89–94. McGregor discusses a number of reasons why managers resist engaging in the appraisal process.

302 Sherwin, D. S. 1957. “The Job of Job Evaluation.” HBR 35 (May-June, no. 3): 63–71. Under the assumption that workers are a company’s most valuable asset, Sherwin questions whether job evaluations and the merit rating process are successful in making these “assets” the focal point for a ﬁrm.

303 Flanagan, J. C. and R. K. Burns. 1955. “Employee Performance Record: A New Appraisal and Development Tool.” HBR 33 (September-October, no. 5): 95–102. Foremen can now track the positive as well as negative actions of every assembly line worker under an assessment method pioneered by General Motors.

304 Purcell, T. V. 1955. “Observing People.” HBR 33 (March-April, no. 2): 90–100. Purcell ﬁnds that one’s ability to observe and evaluate people is essential to being a successful foreman or leader of any kind.

305 Shaeffer, R. E. 1949. “Merit Rating as a Management Tool.” HBR 27 (November, no. 6): 693– 705.

Employee Pensions or Retirement Issues 310 Fitzgerald, T. H. 1988. “The Loss of Work: Notes from Retirement.” HBR 66 (March-April, no. 2): 99–103. Retirement can mean the loss of one’s self. Fitzgerald urges executives contemplating retirement to think about what they presently do to cultivate their creative powers. This helps insure that the end of a career does not translate to the loss of life.

311 Moody, H. F., Jr. and E. D. Higgins. 1984. “Selling the 401(k) Plan to Employees.” HBR 62 (November-December, no. 6): 68–73. Companies should launch a high-priority communications effort, particularly for their lower-level employees, to explain the mechanisms of their 401(k) plan.

312 Underwood, D. 1984. “Toward Self-Reliance in Retirement Planning.” HBR 62 (May-June, no. 3): 18–20. [“Ideas for Action” Feature]— Underworld contends that ﬁrms are negligent by not establishing and promoting voluntary retirement savings programs.

313 Emering, E. J. 1982. “In a Merger, Consider All Employee Beneﬁt Funding.” HBR 60 ( January-February, no. 1): 46–48. [“Ideas for Action” Feature]—In acquiring other companies, Emering describes the “sticker shock” many ﬁrms encounter as to the acquired company’s unfunded pension liability.

23 314 Figge, H. E., Jr. 1981. “Defusing the Pension Liability Bomb.” HBR 59 (November-December, no. 6): 157–163. Figge examines the problems created when pension liabilities are unfunded. This debt runs into the tens of billions of dollars and amounts to an economic time bomb.

315 Stolte, M. D. 1981. “Pension Plan Sponsors: Monitor Yourselves.” HBR 59 (March-April, no. 2): 136–143. Corporate sponsors of deﬁned pension plans must be vigilant in monitoring their performance and decisionmaking in the same manner they are with their portfolio managers.

316 Dreher, W. A. 1981. “Pension Plan Sponsors: Open the Actuarial Black Box.” HBR 59 ( JanuaryFebruary, no. 1): 32–34. [“Ideas for Action” Feature]— Dreher assesses the adequacy of funding level, from surveying 180 pensions plans.

317 Sanders, T. R. 1980. “Corporate and Personal Planning for Retirement.” HBR 58 (March-April, no. 2): 37–42.

Management

314–329

[“Ideas for Action” Feature]— Since inﬂation erodes the purchasing power of retirees on ﬁxed pension beneﬁts, Heaton examines the responsibilities that employers have toward their retired employees.

323 Gelb, B. D. 1977. “When Compulsory Retirement at 65 Is Ended...” HBR 55 ( July-August, no. 4): 6–8. [“Ideas for Action” Feature]— Gelb ﬁnds it inevitable that mandatory retirement at age 65 will be banned by either Congress or the Supreme Court for several reasons.

324 Collins, E. G. C. and W. A. Lankenner. 1975. “Don’t Call It ‘Early Retirement.’” HBR 53 (September-October, no. 5): 103–118. [Interviews with Wheelock Whitney and William G. Damroth]— Wheelock and Damroth respond to questions on what happens to executives after they opt for early retirement and whether they miss the fast-paced business world.

325 Judd, M. and K. B. Tracy. 1975. “Sources on the New Pension Law.” HBR 53 (May-June, no. 3): 36–37, 165.

[“For the Manager’s Bookshelf ” Feature]— Sanders assesses a variety of handbooks, pamphlets, books, magazines and academic journals relevant to retirement planning.

[“For the Manager’s Bookshelf ” Feature]— Judd and Tracy describe published commentary and reference sources relevant to the recently enacted Pension Reform Law of 1974 or the landmark Employee Retirement Security Act [ERISA] of 1974.

318 Bradford, L. P. 1979. “Can You Survive Your Retirement?” HBR 57 (November-December, no. 6): 103–109.

326 Carlson, D. G. 1974. “Responding to the Pension Reform Law.” HBR 52 (November-December, no. 6): 133–144.

Bradford writes on his difﬁcult transition with retirement and how his professional reputation seemed to vanish.

Carlson believes the scope of the Employee Retirement Income Security Act of 1974 will be profound and that the new law will require higher pension outlays and other changes.

319 Margady, M. 1979. “How to Manage Pension Plans in Mergers.” HBR 57 ( July-August, no. 4): 40–48. [“Special Report” Feature]— In evaluating the impact of an “acquired” company’s pension plan, the “acquiring” company must ascertain the size of that ﬁrm’s unfunded liability.

320 Tepper, I. and R. D. Paul. 1978. “How Much Funding for Your Company’s Pension Plan?” HBR 56 (November-December, no. 6): 6–8. [“Ideas for Action” Feature]— Tepper and Paul describe how similar pension funding is to the capital budgeting process.

321 Rappaport, A. M. 1978. “Prepare for the World of Post-65 [and Early] Retirement.” HBR 56 ( JulyAugust, no. 4): 6–7. [“Ideas for Action” Feature]— Congress enacted legislation whereby employees cannot be forced into retirement prior to age 70. As such, Rappaport urges ﬁrms to assess how their retirement patterns are changing when devising retirement plans.

322 Heaton, H. 1977. “Inﬂation Protection for Retired Employees.” HBR 55 (September-October, no. 5): 8–12.

327 Paul, R. D. 1974. “Can Private Pension Deliver.” HBR 52 (September-October, no. 5): 22–34, 165–166. [“Thinking Ahead” Feature]— Paul contends that many private pension plans in the United States are antiquated and ill-suited for the new economy that is materializing.

328 Bassett, P. C. 1972. “Progressive Approach to Pension Funding.” HBR 50 (November-December, no. 6): 125–141. Private pension funds are in the limelight. Many ﬁrms are scrutinizing their future ﬁnancial requirements for these funds. Using a case study, Bassett developed an actuarial valuation model to enable companies to forecast their pension-fund obligations.

329 Ellis, C. D. 1971. “Danger Ahead for Pension Funds.” HBR 49 (May-June, no. 3): 50–56. Corporate pension funds are the largest and fastest growing pool of private capital in the United States. The demands on this pool should grow exponentially. Few corporate managers, however, are thinking about the responsibilities of these obligations.

330–347

Management

24

330 Tyson, R. C. 1968. “Let’s Keep Our Dual Retirement System.” HBR 46 (March-April, no. 2): 2–19, 166–168. [“Thinking Ahead” Feature]— Tyson examines two issues involving private pension systems with public policy ramiﬁcations.

331 Foote, G. H. and W. S. McLaughlin. 1965. “The President’s Stock in Pension Planning.” HBR 43 (September-October, no. 5): 91–106. Foote and McLaughlin surveyed 490 large corporations about their prevailing pension levels and cost patterns to make inter-industry comparisons.

332 Miljus, R. C. and A. C. Johnson. 1963.

339 Johnson, H. J. 1956. “Problems of Retirement.” HBR 34 (March-April, no. 2): 21–35, 170–172. [“Thinking Ahead” Feature]—With retirement looming, many executives are morose over their ﬁnancial and emotional well-being.

340 Gradison, W. D., Jr. 1955. “Key Questions in Pension Fund Investment.” HBR 33 ( July-August, no. 4): 84–90. Investing billions of dollars in pension monies is a new and signiﬁcant responsibility for corporate management. Though some aspects of this can be done in conjunction with employee representatives, management must still determine the investment strategy with regards to these funds.

“Multi-Employer Pensions & Labor Mobility.” HBR 41 (September-October, no. 5): 147–161.

341 Babson, P. T. 1955. “Timing Your Retirement.”

Miljus describes the important advantages that portable pensions offer management, unions, and workers. However, they also restrain employee mobility.

Babson engages in a cost-beneﬁt analysis for companies who implement a retirement age of less than age 65.

333 Rimlinger, G. V. 1960. “Health Care of the

Health and Welfare Funds.” HBR 32 (NovemberDecember, no. 6): 72–80.

Aged: Who Pays the Bill?” HBR 38 ( January-February, no. 1): 108–116. Employers will likely have to pay a greater share of retiree health costs, either through voluntary methods or by compulsory measures under Social Security.

HBR 33 (March-April, no. 2): 68–74.

342 Imberman, A. A. 1954. “Racketeering in The Taft-Hartley Act provided management with a legal right to jointly participate with organized labor on negotiated health or other welfare plans. Imberman ﬁnds that, because of a lack of courage, management capitulated to the unions over the administration of these plans.

334 Holland, D. M. 1959. “What Can We Expect from Pensions?” HBR 37 ( July-August, no. 4): 125–140.

343 Calvert, G. N. 1954. “Cost-of-Living Pension Plan.” HBR 32 (September-October, no. 5): 101–109.

Private pension plans have grown exponentially. Holland discusses the forms and dimensions of private pension plans, the impact these plans have on the American economy, as well as their cost to American management.

Calvert explains how vulnerable pensioners are because of inﬂation and that a high priority for society, government, and private industry should be to absorb its impact.

335 Howell, P. L. 1958. “Common Stocks and Pen-

344 Hall, H. R. 1953. “Plan Your Retirement Ac-

sion Fund Investing.” HBR 36 (November-December, no. 6): 92–106.

tivities Early.” HBR 31 (September-October, no. 5): 118–128.

With rising wages, higher living costs, and lower bond yields, Howell discusses how important it is for companies to revamp their assumptions and investment strategies concerning pension fund management.

Executives need to view retirement as a positive opportunity. Whenever change is viewed as negative, events such as retirement are miserable endeavors. Hall ﬁnds it critical for people to prepare a careful retirement strategy far in advance of actually retiring.

336 Perrow, C. 1957. “Are Retirement Adjustment Programs Necessary?” HBR 35 ( July-August, no. 4): 109–115.

345 _____. 1953. “Executives’ Financial Preparation

Perrow discusses if management should be responsible for assisting employees with the psychological adjustments necessary with retirement.

Hall emphasizes that preparing for retirement demands the same energy and foresight that executives apply towards business strategy.

337 Otis, H. W. 1957. “Comparing Pension Costs.”

346 Sedgwick, R. M. 1953. “A New Pension Plan.” HBR 31 ( January-February, no. 1): 70–82.

HBR 35 ( July-August, no. 4): 58–66. Otis describes the advantages and disadvantages of insured and trusteed pension plans from a cost-beneﬁt standpoint.

338 Ain, S. C. 1956. “OASI: Impact on Private Pension Plans.” HBR 34 (May-June, no. 3): 101–108. Ain discusses how private pension plans are affected by the Old Age & Survivors Insurance (OASI) program along with some OASI program changes that are being proposed.

for Retirement.” HBR 31 ( January-February, no. 1): 83–96.

Sedgwick proposes a pension plan for companies to offer employees with 35 years of service: $1,000 a year for the rest of their life based on a $3,600 average annual salary. Pensioners would also draw $1,500 in social security beneﬁts.

347 Ackerman, L. J. and W. C. McKain, Jr. 1952. “Retirement Programs for Older Workers.” HBR 30 ( July-August, no. 4): 97–108. Ackerman and McKain surveyed 400 companies to

25 examine problems relevant to old age and retirement. The two contend that business — and aided by all levels of government — is on the verge of offering a highly humane approach to its older workers.

348 Henderson, C. R. 1952. “A Better Pension Program.” HBR 30 ( January-February, no. 1): 62–74. Current pension programs do not protect workers from inﬂation or the possibility that an employer goes out of business. To counter these issues, Henderson advocates granting employees “equity shares” in their pension plan based on one’s average earnings over their working life.

349 Justin, J. J. 1950. “Pension Plans: Check List for Administrators.” HBR 28 (November, no. 6): 114– 122. Justin demystiﬁes pension planning and administration by creating a simple and practical 200-item checklist for human resource specialists that also references past HBR articles.

350 Schwartz, E. L. 1950. “Employer Initiative in Pension Programs.” HBR 28 (May, no. 3): 59–70. Employee pension programs are closer to reality than many businesses believe. Firms need to accept this reality to stymie union demands or competitive pressures for one’s best employees from taking their toll.

351 Baker, J. C. 1940. “Pensions for Executives.” HBR 18 (Spring, no. 3): 309–321. Baker challenges prevailing attitudes that executives, unlike employees, should not be part of a company’s pension plan.

352 Sollohub, W. A. 1937. “Social Security in France.” HBR 15 (Spring, no. 3): 283–294. Sollohub describes how similar the French and American social security systems are to one another.

353 Selekman, B. M. 1937. “The Social Security Act.” HBR 15 (Winter, no. 2): 174–188. Selekman describes the signiﬁcance of the Social Security Act with regards to the federal government’s role in American life.

354 Folsom, M. B. 1936. “Company Annuity Plans and the Federal Old Age Beneﬁt Plan.” HBR 14 (Summer, no. 4): 414–424. Something must be done as the percentage of Americans over age 65 is increasing at a faster rate than it is with other age groups; much of this stems from improving mortality rates.

Employee Problems 355 Bennett, N. 2007. “Munchausen at Work.” HBR 85 (November, no. 11): 24–25. [“Forethought” Feature]— Bennett describes the impact of the “Muchchausen Syndrome” which is when people fabricate problems and then work to win praise for having solved them, in the workplace.

Management

348–362

356 Allen, H. and W. Bunn. 2007. “How Risky Is Overtime, Really?” HBR 85 (May, no. 5): 26–26. [“Forethought” Feature]— When competing against low-wage competitors from the Third World, many European and American manufacturers are being hampered by governmental mandates on overtime . Allen and Bunn counter that long hours are not harmful to people’s health and do not lead to higher injury rates.

357 Manguarian, G. E. 2007. “Realizing What You’re Made Of.” HBR 85 (March, no. 3): 125–130. [“First Person” Feature]— Mangurian describes what he learned about resilience and leadership following spinal cord damage that left him permanently paralyzed.

358 Parsons, G. D. and R. T. Pascale. 2007. “Crisis at the Summit.” HBR 85 (March, no. 3): 80–89. Overachievers are susceptible to a hard-to-detect afﬂiction known as “summit syndrome.” If “summit syndrome” is ignored, the most promising careers can likely be derailed once a gifted individual has mastered their job or attained a goal.

359 Gerson, B. 2006. “The Reign of Zero Tolerance.” HBR 84 (November, no. 11): 39–52. [“HBR Case Study” Feature]—Following the dismissal of a materials chemist for unauthorized e-mailing and Internet usage, employees at Applied Devices ﬁnd that top management’s “zero-tolerance” policies for computer usage to be too draconian.

360 Fryer, B. 2006. “Sleep Deﬁcity: The Performance Killer.” HBR 84 (October, no. 10): 53–59. [A Conversation with Harvard Medical School Professor Charles A. Czeisler]— When corporations push employees to work too long with too little sleep, the toll on morale, worker safety and performance is harmful and dangerous. Czeisler also describes four neurobiological malfunctions that stem from sleep deprivation.

361 Morison, R., T. Erickson and K. Dychtwald. 2006. “Managing Middlescence.” HBR 84 (March, no. 3): 78–86. Midcareer employees and managers make up more than half of today’s workforce. They work long hours and are known for their loyalty and commitment. New research, however, indicates that this segment feels taken advantage of, burned out, bored and bottlenecked. Like adolescence, “middlescence” is a time of frustration, confusion and alienation. Companies are ill equipped to manage “middlescence” given its pervasive and culturally uncharted nature.

362 Kets de Vries, M. F. R. 2005. “The Dangers of Feeling Like a Fake.” HBR 83 (September, no. 9): 108–116. Many executives are convinced that they’re not worthy of the upper-echelon positions which they hold. Moreover, they fret that someone will unmask them as a fraud. Kets de Vries labels this psychosis as “neurotic imposture.” It is characterized by a fear of failure, the fear of success, perfectionism, procrastination and workaholism. The careers of people in this predicament are ultimately ruined. Their companies invariably suffer, too.

363–379

Management

26

363 Hallowell, E. M. 2005. “Why Smart People Underperform.” HBR 83 ( January, no. 1): 54–62. Any time people are overscheduled or overburdened, their brains do not work the way they should. Modern ofﬁce life and a condition known as “attention deﬁcit trait” are turning steady workers into frenzied underachievers. Hallowell, a practicing psychiatrist, offers strategies to help people overcome this “attention deﬁcit trait.”

364 Morse, G. 2004. “Executive Psychopaths.” HBR 82 (October, no. 10): 20–22. [“Forethought” Feature]— Maintaining that roughly 1 percent of any population is psychopathic, Morse explains how easy it is for this personality type to seep into any management team and produce indelible damage. The work of two psychologists on what organizations can do to ﬂush out this personality type is also discussed.

365 Berglas, S. 2004. “Chronic Time Abuse.” HBR 82 ( June, no. 6): 90–97. People who abuse time — whether they are chronic procrastinators or who work obsessively to meet deadlines weeks in advance — can disrupt a business’s morale and operating efﬁciency. Time management counseling is pointless for both types of employees, most of who suffer from a brittle self-image and are likely to fear change.

366 Coutu, D. L. 2004. “Losing It.” HBR 82 (April, no. 4): 37–45. [“HBR Case Study” Feature]—A ﬁrm’s star consultant appears to be on the verge of a nervous breakdown in light of the rambling, incoherent e-mail messages he keeps sending to clients. Inappropriate exchanges with colleagues are also taking place. Respondents provide ideas on what this ﬁrm should do.

367 Weeks, J. 2004. “Whining Away the Hours.” HBR 82 (May, no. 4): 20–21. [“Forethought” Feature]— Employee complaints can actually be good for morale, particularly for circumstances in which nothing will get rectiﬁed.

368 Roche, E. 2003. “Do Something: He’s About to Snap.” HBR 81 ( July, no. 7): 23–31.

lights for another software ﬁrm. In particular, does the primary employer have any recourse with this employee?

371 Boyatzis, R., A. McGee and D. Goleman. 2002. “Reawakening Your Passion for Work.” HBR 80 (April, no. 4): 85–94. Boyatzis and his coauthors offer strategies to help executives and others take stock of their lives to replenish their energy, creativity, commitment and passion for their work.

372 Coutu, D. L. 2002. “Managing Emotional Fallout.” HBR 80 (February, no. 2): 55–60. [An Interview with Dr. Steven Hyman]— As past director of the National Institute of Mental Health, Hyman argues that workplace problems involving stress and depression are the worst they have ever been.

373 Carr, N. 2002. “Bob’s Meltdown.” HBR 80 ( January, no. 1): 25–34. [“HBR Case Study” Feature]— Carr’s case study focuses on a ﬁrm’s best manager who loses his composure and berates a fellow manager in public.

374 Carr, N. G. 2001. “Curbing the Procrastination Instinct.” HBR 79 (October, no. 9): 26–26. [“Forethought” Feature]— Carr discusses a recent study by Dan Ariely of MIT and Klaus Wertenbroch of INSEAD that ﬁnds the manner in which deadlines are set determines the degree to which procrastination transpires.

375 Cliffe, S. 2001. “What a Star: What a Jerk!” HBR 79 (September, no. 8): 37–48. [“HBR Case Study” Feature]— Cliffe’s case study examines a star performer with a highly abrasive personality.

376 Waldroop, J. and T. Butler. 2000. “Managing Away Bad Habits.” HBR 78 (September-October, no. 5): 89–98. People possessing bad business habits create their individual glass ceilings. Waldroop and Butler examine the root causes of six behavior patterns to help employees recognize and correct their ﬂaws.

[“HBR Case Study” Feature]— Max Dyer, a talented programmer, is terrible to others at work. Co-workers ﬁnd Max to be losing his grip on reality and close to being mentally ill. Management is being begged to do something. What makes this problematic, however, is that Max has done nothing wrong.

377 Lieblich, J. 1994. “Managing a Manic-Depres-

369 Nicholson, N. 2003. “How to Motivate Your Problem People.” HBR 81 ( January, no. 1): 56–65.

378 Williamson, A. D. 1993. “Is This the Right

Difﬁcult employees often command a disproportionate share of a manager’s time. Instead of “pushing” solutions on problem employees, Nicholson ﬁnds that a manager should “pull” solutions from these individuals by creating circumstances in which this employee can channel their motivation toward achievable goals.

370 Fryer, B. 2002. “The Moonlighter.” HBR 80 (November, no. 11): 33–42. [“HBR Case Study” Feature]— Fryer’s case study focuses on a computer software programmer who moon-

sive.” HBR 72 (May-June, no. 3): 20–32. [“HBR Case Study” Feature]— Lieblich’s case study features an energetic executive, once enthusiastic and well-liked, now diagnosed as manic-depressive.

Time to Come Out?” HBR 71 ( July-August, no. 4): 18–28. [“HBR Case Study” Feature]— A ﬁnancial advisory ﬁrm’s highest producing consultant is gay and determined to bring his partner to the company’s 50th anniversary dinner. Upper management, on the other hand, is preoccupied with how some clientele might react.

379 Rothstein, L. R. 1992. “The Case of the Tempermental Talent.” HBR 70 (November-December, no. 6): 16–25. [“HBR Case Study” Feature]— Rothstein’s case study

27 focuses on a gifted worker, adroit at handling complex design problems with innovative solutions. In the aftermath of a company reorganization, this person has become unreliable, even violent.

380 Banas, G. E. 1992. “Nothing Prepared Me to Manage AIDS.” HBR 70 ( July-August, no. 4): 26– 33. [“First Person” Feature]— Banas discusses his experiences with two employees who contracted the AIDS virus and how management must balance a worker’s need for conﬁdentiality in conjunction with the fear and anxiety that the other employees are likely to have.

381 Tedlow, R. S. and M. S. Marram. 1991. “A Case of AIDS.” HBR 69 (November-December, no. 6): 14–25. [“HBR Case Study” Feature]— Tedlow and Marram’s case study considers whether an HIV-infected person should be hired and how this should be conveyed to the other employees. Moreover, this will likely trigger a host of problems should this employee be promoted to a senior position.

382 Wrich, J. T. 1988. “Beyond Testing: Coping with Drugs at Work.” HBR 66 ( January-February, no. 1): 120–130. [“Special Report” Feature]— Many ﬁrms are adopting drug-testing initiatives to assign drug abusers to either treatment or disciplinary action. Wrich, in turn, ﬁnds that drug-testing initiatives typically create more problems than they solve.

383 Hammond, S. C., D. A. DeCenzo and M. H. Bowers. 1987. “How One Company went Smokeless.” HBR 65 (November-December, no. 6): 44–45. [“Ideas for Action” Feature]— With enthusiastic support from top management and an effective communication campaign, Blue Cross/Blue Shield of Maryland’s three-phase program motivated most tobacco-using employees to stop smoking.

384 Leap, T. L. and M. D. Crino. 1986. “How to Deal with Bizarre Employee Behavior.” HBR 64 (May-June, no. 3): 18–22. [“Ideas for Action” Feature]— Leap and Crino warn employers that it is important to consider whether an employee’s erratic or bizarre behavior truly endangers the other employees in that organization before taking any disciplinary-type action.

385 Campbell, D. N., R. L. Fleming and R. C. Grote. 1985. “Discipline Without Punishment — At Last.” HBR 63 ( July-August, no. 4): 162–178. [“Special Report” Feature]— Campbell and his coauthors describe how employees are now able to create workable programs to provide self-discipline.

386 Kleinmuntz, B. 1985. “Lie Detectors Fail the Truth Test.” HBR 63 ( July-August, no. 4): 36–42. [“Ideas for Action” Feature]— Firms can pay dearly when placing blind faith in lie detector tests. Kleinmuntz emphasizes how lying is a complex phenomena that can not readily be measured by physiological changes. Dismissed employees can easily bring a lawsuit for defama-

Management

380–395

tion of character or for depriving that person of “property” (i.e., their job).

387 Blake, R. R. and J. S. Mouton. 1984. “Overcoming Group Warfare.” HBR 62 (November-December, no. 6): 98–108. Blake and Mouton offer advice for companies plagued with employee cliques who do not get along.

388 Olson, F. C. 1984. “How Peer Review Works at Control Data.” HBR 62 (November-December, no. 6): 58–64. [“Ideas for Action” Feature]— Olson describes Control Data’s “peer-review” apparatus for resolving employee grievances.

389 Bartolome, F. 1983. “The Work Alibi: When It’s Harder to Go Home.” HBR 61 (March-April, no. 2): 67–75. Whenever executives engage in workaholic practices, all too often, it stems from profound communication-oriented problems with one’s spouse.

390 Ewing, D. W. 1983. “How to Negotiate with Employee Objectors.” HBR 61 ( January-February, no. 1): 103–110. Ewing contends that dissidents are frequently valuable employees with real concerns. Management needs to learn what motivates them to speak out. Doing so helps create win-win solutions.

391 Bensinger, P. B. 1982. “Drugs in the Workplace.” HBR 60 (November-December, no. 6): 48– 60. [“Special Report” Feature]— Bensinger offers steps for companies to counter workplace drug abuse.

392 Kets de Vries, M. F. R. 1979. “Managers Can Drive Their Subordinates Mad.” HBR 57 ( July-August, no. 4): 125–134. Kets de Vries describes the impact on subordinates when a leader becomes delusional and loses touch with reality.

393 Cooper, M. R., B. S. Morgan, P. M. Foley and L. B. Kaplan. 1979. “Changing Employee Values: Deepening Discontent.” HBR 57 ( January-February, no. 1): 117–125. From an extensive study and employee attitude data collected over a 25 year period, Cooper and his coauthors discuss how American worker attitudes and values have shifted in a way that reﬂects profound dissatisfaction.

394 Huberman, J. 1975. “‘Discipline Without Punishment’ Lives.” HBR 53 ( July-August, no. 4): 6–8. [“Ideas for Action” Feature — Huberman describes the “remedial” effect involved with the “discipline without punishment” process he helped devise for a Canadian plywood manufacturer. This was later instituted by several American manufacturers.

395 Leeman, C. P. 1974. “Contracting for an Employee Counseling Service.” HBR 52 (March-April, no. 2): 20–24. [“Ideas for Action” Feature]—Leeman argues how em-

396–409

Management

28

ployee counseling services beneﬁt companies in the long run.

396 Sirota, D. and A. D. Wolfson. 1973. “Pragmatic Approach to People Problems.” HBR 51 ( January-February, no. 1): 120–128. Executives may be known for their problem-solving abilities. It is not uncommon, however, for these individuals to be inept at diagnosing employee discontent. Sirota and Wolfson describe why it is paramount for management to ascertain the nature of these problems.

397 Levinson, H. 1972. “Easing the Pain of Personal Loss.” HBR 50 (September-October, no. 5): 80–88. “Loss” is a subtle, often overlooked, phenomenon that robs people of psychological stability and deprives organizations of human productivity. Levinson offers ideas for repairing these damaged moorings.

398 Sadler, M. and J. F. Horst. 1972. “Company/ Union Programs for Alcoholics.” HBR 50 (September-October, no. 5): 22–34, 152–156. [“Problems in Review” Feature]— Sadler and Horst describe a “comprehensive control program” to promote the early detection of alcoholism and motivate problem drinkers to seek treatment.

399 Fitzgerald, T. H. 1971. “Why Motivation Theory Doesn’t Work.” HBR 49 ( July-August, no. 4): 37–44. Fitzgerald discusses why employee motivation problems stem from an array of historical and cultural trends.

400 Kelley, J. W. 1969. “Case of the Alcoholic Absentee.” HBR 47 (May-June, no. 3): 14–36, 168–170. [“HBR Case Study” Feature]— Kelley’s case study involves an alcoholic and their impact on those with whom they work. The ABC Electronics Company’s strategy with regards to this problem is also assessed.

401 Porter, L. W. and E. E. Lawler, III. 1968. “What Job Attitudes Tell About Motivation.” HBR 46 ( January-February, no. 1): 118–126. Many executives are disenchanted with the attitude of their employees toward their jobs. Porter and Lawler counter that management often assesses job attitudes in the wrong manner. The two also discuss managerial tactics that aggravate these problems.

402 Beckhard, R. 1967. “The Confrontation Meeting.” HBR 45 (March-April, no. 2): 149–155. Following any period of major change within an organization, a great deal of confusion and dysfunctional energy surfaces that adversely affects productivity and morale. Beckhard describes how important it is for top management to be efﬁcient in assessing the mood of their organization.

403 Zaleznik, A. 1965. “The Dynamics of Subordinacy.” HBR 43 (May-June, no. 3): 119–131. Zaleznik offers guidelines to junior and senior level employees for resolving conﬂicts.

404 Glennon, J. R., W. J. Smith and L. E. Albright. 1960. “New Dimension in Measuring Morale.” HBR 38 ( January-February, no. 1): 106–107. Morale surveys are excellent diagnostic tools for locating employee discontent. Glennon and his coauthors offer a simple, but effective, method for identifying possible trouble areas.

405 Covner, B. J. 1950. “Management Factors Affecting Absenteeism.” HBR 28 (September, no. 5): 42–48. Covner’s study analyzes the high rates of absenteeism among industrial workers and what management should do to alleviate this problem.

Employee Proﬁt Sharing or Employee Owned Businesses 406 Rosen, C., J. Case and M. Staubus. 2005. “Every Employee an Owner [Really].” HBR 83 ( June, no. 6): 122–130. When done right, Rosen and his coauthors ﬁnd that “broad-based” employee ownership does produce higher productivity, lower work force turnover, and higher margins. Whenever a true culture of employee ownership exists, employee owners know their obligation not only to company management but also to one another. Employee-owners are also most cognizant of the ﬁnancial and performance targets that need to be satisﬁed.

407 Gross, B. 1998. “The New Math of Ownership.” HBR 76 (November-December, no. 6): 68– 74. The high-technology industry suffers from acute problems involving employee retention. Gross, the chairman and founder of Idealab, offers a radical solution: All workers should be provided with a signiﬁcant stake in a ﬁrm’s equity. Employees would then be more emotionally involved in the struggle to outdo the competition and emerge victorious.

408 Stewart, G. B., III. 1990. “Remaking the Public Corporation from Within.” HBR 68 ( July-August, no. 4): 126–137. Stewart explains how “leveraged equity purchase plans” (LEPP) function since building personal wealth through equity is a better motivator than any bonus plan.

409 Rosen, C. and M. Quarrey. 1987. “How Well Is Employee Ownership Working?” HBR 65 (September-October, no. 5): 126–132. [“Special Report” Feature]— More than eight million employees participate in employee stock ownership plans [ESOPs]. Rosen and Quarrey assess the performance of 45 ESOP companies in comparison to similar sized [non–ESOP] companies. ESOP company sales grew are growing at 5 percent faster clip than their non–ESOP counterparts. The authors ﬁnd that ESOP companies really perform best when workers have a say in corporate policy.

29

Management

410–425

410 Bradley, K. and A. Gelb. 1985. “Employee Buyouts of Troubled Companies.” HBR 63 (September-October, no. 5): 121–130.

tion coming from the Common Market nations that mandates employee participation in major corporate decisions.

The ﬁnancial performance of companies in which employees obtain ownership in their troubled company is mixed. Bradley and Gelb attempt to examine the following: (i) what accounts for the increasing visibility of employee buyouts; (ii) why has their performance varied so much; and (iii) are there common patterns and lessons that employee-owners and public policy makers can learn from?

Rowe argues how proﬁt sharing plans are an effective way to stymie inﬂation, industrial unrest and the increasing power of organized labor.

411 Majerus, R. E. 1984. “Workers Have a Right to a Share of Proﬁts.” HBR 62 (September-October, no. 5): 42–50. [“Ideas for Action” Feature]— Majerus explains why proﬁt sharing should be part of the collective bargaining process.

412 O’Toole, J. 1979. “The Uneven Record of Employee Ownership.” HBR 57 (November-December, no. 6): 185–197. O’Toole examines the level of employee motivation and morale in companies with high levels of employee ownership.

413 Ewing, D. W. and P. M. Banks. 1979. “When Employees Run the Company.” HBR 57 ( JanuaryFebruary, no. 1): 75–90. [An Interview with Leamon J. Bennett of Puget Sound Plywood]— Worker-owned companies appear to be making a comeback as a result of changes with the tax code and the regulatory environment. Moreover, a Department of Labor study contends that employee-owned companies typically generate higher growth and proﬁtability. Puget Sound Plywood was one of the ﬁrst companies to attempt to operate in this manner.

414 Blumberg, P. J. 1977. “Implications of Representation Trend for U.S. Corporations.” HBR 55 ( January-February, no. 1): 46–54, 170. [“From the Boardroom” Feature]— Blumberg points out how prevailing opinion is different in the United States than it is in Europe toward organized labor becoming corporate directors.

415 Orr, D. 1977. “David Orr on Employee Representation and Cooperation.” HBR 55 ( JanuaryFebruary, no. 1): 36–46. [“From the Boardroom” Feature]— Pressures are mounting in Europe that organized labor be granted seats on corporate boards of directors.

416 Reum, W. R. and S. M. Reum. 1976. “Employee Stock Ownership Plans: Plusses and Minuses.” HBR 54 ( July-August, no. 4): 133–143. Reum and Reum examine how employee stock ownership plans [ESOP] will be affected by the 1974 Employee Retirement Income and Security Act or ERISA.

417 Brua, L. A. 1973. “Worker Groups Gain Power in Common Market Companies.” HBR 51 (November-December, no. 6): 8–10. [“Ideas for Action” Feature]— Brua describes legisla-

418 Rowe, R. L. 1949. “Proﬁt-Sharing Plans in Industry.” HBR 27 (September, no. 5): 559–584.

419 Kestnbaum, M. 1940. “A Study in Management Prerogatives.” HBR 19 (Autumn, no. 1): 88–98. In a collective bargaining environment, unions are making demands on matters that are historically in the purview of senior management. Kestnbaum assesses how well Hart Schaffner & Marx and the Amalgamated Clothing Workers have worked together for more than thirty years.

420 Cooper, L. W. 1930. “The Clothing Workers’ Factory in Milwaukee.” HBR 9 (October, no. 1): 89–100. The Hart, Schaffner and Marx Company, manufacturers of men’s apparel, has a Milwaukee manufacturing facility in which the Amalgamated Clothing Workers of America has operated and managed for two years.

421 Hicks, C. J. 1924. “What Can the Employer Do to Encourage Savings and Wise Investment by Industrial Employees?” HBR 2 ( January, no. 2): 192–200. Smart organizations are cognizant that extra inducements are necessary, in the form of proﬁt sharing or company stock, for maintaining a top-ﬂight work force.

Employee Turnover or Termination Issues 422 Nalbantian, H. R. and A. Szostak. 2004. “How Fleet Bank Fought Employee Flight.” HBR 82 (April, no. 4): 116–125. [“Best Practice” Feature]— Most companies ﬁgure the best way to retain employees is by offering them substantial pay raises. Fleet Bank, however, discovered that employees care about career opportunities more than they do about pay.

423 Krug, J. A. 2003. “Why Do They Keep Leaving.” HBR 81 (February, no. 2): 16–17. [“Forethought” Feature]— A new study describes how executive turnover skyrockets following a merger or acquisition.

424 Sertogulu, C. and A. Berkowitch. 2002. “Cultivating Ex-Employees.” HBR 80 ( June, no. 6): 20–21. [“Forethought” Feature]— Former employees can be a key asset that ﬁrms typically neglect. Sertogulu and Berkowitch explain how one’s “alumni” can play a signiﬁcant role in any organization.

425 Rigby, D. 2002. “Look Before You Lay Off.” HBR 80 (April, no. 4): 20–21.

426–440

Management

30

[“Forethought” Feature]— A Bain & Company study reveals that laying off workers during economic downturns is detrimental to a business in the long run. Companies with few or no layoffs signiﬁcantly outperformed those with high levels of employee layoffs.

[“Ideas for Action” Feature]— Employers will encounter situations in which they must terminate a worker. Unless they take some necessary precautions, they will have a difﬁcult time showing just cause for the dismissal in the judicial system.

426 Kesner, I. F. 2002. “The Coach Who Got Poached.” HBR 80 (March, no. 3): 31–40.

434 Bierman, L., J. C. Ullman and S. A. Youngblood. 1985. “Making Disputes Over Dismissals ‘Win-Win’ Situations.” HBR 63 ( January-February, no. 1): 160–162.

[“HBR Case Study” Feature]—Kesner’s case study features a divisional president with an aptitude for recruiting and developing talent only to have others in his ﬁrm “poach” that talent.

427 Bendapudi, N. and R. P. Leone. 2001. “How to Lose Your Star Performer Without Losing Customers, Too.” HBR 79 (November, no. 10): 104–112. Bendapudi and Leone studied the resignations of 200 employees from 57 companies on what transpires when a “vital contact” employee leaves a ﬁrm. In essence, most strategies for retaining those clients are ineffective since they focus on the ﬁrm’s perspective as opposed to the client’s.

428 Stybel, L. J. and M. Peabody. 2001. “The Right Way to Be Fired.” HBR 79 ( July-August, no. 7): 86–95. Many workers, believing in the promise of employment security, possess a tenure mindset and are devastated when suddenly ﬁred or laid off. In contrast, workers with an “assignment” mentality view each job as one in a series of career-building steps. The latter are far more resilient when let go.

429 Ibarra, H. 2000. “Making Partner: A Mentor’s Guide to the Psychological Journey.” HBR 78 (March-April, no. 2): 147–155. Ibarra discusses how professional service ﬁrms can secure and retain the young MBA talent they have cultivated from leaving for Internet start-up companies.

430 Cappelli, P. 2000. “A Market-Driven Approach to Retaining Talent.” HBR 78 ( January-February, no. 1): 103–113. Cappelli discusses a strategy for retaining one’s employees that is predicated on accepting a new reality: the market, as opposed to the ﬁrm, determines the movement of one’s employees.

431 Wetlaufer, S. 1998. “After the Layoffs, What Next?” HBR 76 (September-October, no. 5): 24–42. [“HBR Case Study” Issues]—With staff levels reduced by 20 percent, Wetlaufer’s case study examines what poor staff morale did to a department-store chain near bankruptcy.

432 Parkhouse, G. C. 1988. “Inside OutplacementMy Search for a Job.” HBR 66 ( January-February, no. 1): 56–60. After 32 years with one company and then being let go, Parkhouse describes how an outplacement ﬁrm saved him and helped him land a new job.

433 Condon, T. J. and R. H. Wolff. 1985. “Procedures That Safeguard Your Right to Fire.” HBR 63 (November-December, no. 6): 16–18.

[“Ideas for Action” Feature]— The state of South Carolina instituted a state-sponsored mediation program that is helping resolve complaints over employee discharges.

435 Ewing, D. W. 1983. “Case of the Disputed Dismissal.” HBR 61 (September-October, no. 5): 38–62. [“Problems in Review” Feature]— Ewing’s case study explores the ramiﬁcations of a manager dismissing a capable employee out of frustration or indignation.

436 Lund, R. T., D. C. Bumstead and S. Friedman. 1975. “Inverse Seniority: Timely Answer to the Layoff Dilemma?” HBR 53 (September-October, no. 5): 65–72. Lund and his coauthors examine whether companies can lay off their employees based on seniority if that results in a disproportionate reduction of female or minority workers.

437 Flowers, V. S. and C. L. Hughes. 1973. “Why Employees Stay.” HBR 51 ( July-August, no. 4): 49– 60. Flowers and Hughes’s research focuses why employees opt to stay with an organization, a crucial issue for companies committed to maintaining a motivated and productive work force.

438 De Pasquale, J. A. and R. A. Lange. 1971. “JobHopping and the MBA.” HBR 49 (November-December, no. 6): 4–12, 151–153. [“Special Report” Feature]— From surveying the recent graduates of 12 MBA programs, De Pasquale and Lange analyze whether an inordinate amount of job-hopping exists among this population. They also studied if the salaries for those who job-hop differ from those who stay with one company.

439 “Labor Turnover in a Shoe Factory.” 1923. HBR 1 ( July, no. 4): 491–494. [“Summaries of Business Research” Feature]— Training and instructional costs, spoiled work, and additional wear-and-tear on machinery need to be factored in when assessing the ﬁnancial impact of employee turnover.

Employee Wage or Salary Structures 440 Cascio, W. F. 2006. “The High Costs of Low Wages.” HBR 84 (December, no. 12): 23–23. [“Forethought” Feature]—In comparing the wage and employee beneﬁt structures of Costco and Sam’s Club, Cascio concludes that stingy pay and beneﬁt packages

31 invariably trigger higher long-term costs. While Costco’s practices might initially seem more expensive, it has a low employee turnover rate compared to the high level that plagues Sam’s Club. Since the costs relevant to employee turnover are expensive, Sam’s Club’s [or WalMart’s] public image, proﬁtability and stock price are adversely affected by their wage philosophy.

441 Kerr, S. 2003. “The Best-Laid Incentive Plans.” HBR 81 ( January, no. 1): 27–37. [“HBR Case Study” Feature]— Rainbarrel Products created an incentive plan for its workforce. Unintended consequences, however, surfaced which the ﬁrm must now cope with.

442 Knez, M. and D. Simester. 2002. “Making Across-the-Board Incentives Work.” HBR 80 (February, no. 2): 16–17. [“Forethought” Feature]— Companywide incentive packages usually produce disappointing results. Knez and Simester describe a group incentive scheme implemented by Continental Airlines in 1995 that that made for more efﬁcient employees and timely ﬂights.

443 Case, J. 2001. “When Salaries Aren’t Secret.” HBR 79 (May, no. 5): 37–49. [“HBR Case Study” Feature]— Case’s case study examines the impact on a ﬁrm whose employee salaries — always treated as conﬁdential — were leaked.

444 Zehnder, E. 2001. “A Simpler Way to Pay.” HBR 79 (April, no. 4): 53–61. [“First Person” Feature]— Zehnder describes the importance of seniority in the compensation practices of his consulting ﬁrm.

Management

441–457

Gillette and several other companies encountered in switching to a salary structure.

449 Gordon, T. J. and R. E. LeBleu. 1970. “Employee Beneﬁts, 1970–1985.” HBR 48 ( January-February, no. 1): 93–107. The cost of employee beneﬁts has grown more than twice as fast as wages and salaries which is catching the attention of top management. Gordon and LeBleu describe the work of a panel of experts in assessing the pressures facing this sector.

450 Kaponya, P. G. 1962. “Salaries for All Workers.” HBR 40 (May-June, no. 3): 49–57. In response to pressures emanating from the collective bargaining process, Kaponya offers ideas on how feasible it is for blue-collar employees to be paid on a salary basis as opposed to wages.

451 Crandall, R. E. 1962. “De-Emphasized Wage Incentives.” HBR 40 (March-April, no. 2): 113–116. Crandall discusses why wage incentives are unlikely to cure a company’s production problems.

452 Jacques, E. 1962. “Objective Measures for Pay Differentials.” HBR 40 ( January-February, no. 1): 133–138. Jacques offers a radically new policy for establishing pay scales to do away with mistrust, stress, and leadership failures.

453 Foster, K. E., G. F. Wajda and T. R. Lawson. 1961. “Global Plan for Salary Administration.” HBR 39 (September-October, no. 5): 62–66.

445 Kohn, A. 1993. “Why Incentive Plans Cannot

Foster and his coauthors offer an approach for companies to accurately compare their salary schedule with those of their competition.

Work.” HBR 71 (September-October, no. 5): 54– 63.

454 Forgen, J. H. 1961. “Product Mix for Fringe Beneﬁts.” HBR 39 ( July-August, no. 4): 64–68.

[“In Question” Feature]— A number of studies are indicating that incentive salary plans can have a detrimental impact on the long-term ﬁnancial health of a ﬁrm.

446 Kanter, R. M. 1987. “The Attack on Pay.” HBR 65 (March-April, no. 2): 60–67. Traditional compensation systems that value status, as opposed to one’s contribution, do not reward the entrepreneurial and creative thrust that American industry desperately needs from its workers. As such, some American employers are changing their pay practices to forge better links between compensation and performance.

447 Platten, D. C. 1983. “The Employee Beneﬁts — Does the Company Also?” HBR 61 (September-October, no. 5): 20–22. [“Ideas for Action” Feature]—Platten describes Chemical Bank’s experiences instituting reimbursement beneﬁts accounts for employees to receive tax-free reimbursements.

448 Hulme, R. D. and R. V. Bevan. 1975. “The Blue Collar Worker Goes on Salary.” HBR 53 (March-April, no. 2): 104–112. By no longer paying hourly wages to their production workers, Hulme and Bevan describe the resistance

Fringe beneﬁts now account for 18 percent of American wages. Forgen offers a three-step approach to managing the growth of these beneﬁt packages which cannot be allowed to “just grow.”

455 Torbert, F. 1959. “Making Incentives Work.” HBR 37 (September-October, no. 5): 81–92. Once heralded as a panacea for all labor-management problems, technology changes are threatening to make individual piecework pay structures extinct. On another front, Torbert describes the beneﬁts of group incentive plans for achieving better worker participation and productivity.

456 Hazard, L. 1957. “What Economists Don’t Know About Wages.” HBR 35 ( January-February, no. 1): 48–56. Hazard explains to management how wages are a cost. With workers, in contrast, wages are a means of subsistence. Moreover, workers are preoccupied with status along with having management acknowledge their capabilities.

457 Liner, J. 1956. “Proposed: Self-Insurance of Group Welfare Plans.” HBR 34 ( January-February, no. 1): 95–100.

458–474

Management

32

Liner outlines the mechanics for handling self-insurance plans which are not for every company or organization.

Sanders urges management to investigate and experiment with some recently developed wage structures.

458 Fisher, A. M. and J. F. Chapman. 1954. “Big

1924. HBR 3 (October, no. 1): 99–103.

Costs of Little Fringes.” HBR 32 (September-October, no. 5): 35–44.

[“Summaries of Business Research” Feature]— Article examines the “miscellaneous” premiums, bonuses, along with proﬁt sharing, involved in establishing wage structures.

Company management rarely know the exact magnitude of employee beneﬁts in their own companies. Even if they did, they have no benchmarks to work with regards to industry trends.

459 Page, R. C. 1953. “Industry Calls in the Doctor.” HBR 31 (September-October, no. 5): 109–117. Rising health costs are triggering concern at all levels of industrial activity, particularly with regards to organized labor, prepayment health plans, social security, executive health or for retirees. When these factors are considered from the standpoint of cost, Page describes how their rising amounts are staggering in scope.

460 Clarke, R. J. and D. H. Ewing. 1950. “New Approach to Employee Health Programs.” HBR 28 ( July, no. 4): 101–124. Several New York City banks instituted a comprehensive health maintenance program with a major New York City medical clinic. Clarke and Ewing examine the impact this had on employee morale and in reducing absenteeism.

461 Kerr, C. and L. H. Fisher. 1950. “Effect of Environment and Administration on Job Evaluation.” HBR 28 (May, no. 3): 77–96. Besides the prevailing wages that exist throughout a ﬁrm’s external environment, sound wage structures factor in the skill and accountability that are necessary for a position.

462 Simons, G. 1948. “Payroll Flexibility Through Employee Trusts.” HBR 26 ( July, no. 4): 441–453. Employers and policymakers are both cognizant that ﬁnancially distressed workers are unlikely to be effective workers, Simons describes how employers can beneﬁt from a U.S. Tax Code provision in providing medical, disability, and pension beneﬁts to their workforce.

463 Balderston, C. C. 1942. “The Wage-Setting Dilemma.” HBR 20 (Summer, no. 4): 402–405. Balderston believes that more incentives need to be placed on lowering unit costs while increasing annual earnings.

464 Ley, W. H. 1935. “Protections of the Disabled Worker.” HBR 13 (April, no. 3): 309–320. Ley opines that American industry needs to assist and protect its workers from the burdens of disability and sickness through insurance coverage.

465 Taeusch, C. F. 1935. “Wage Policies and Employment.” HBR 13 ( January, no. 2): 129–140. Taeusch criticizes the emphasis labor leaders place on wage rates at the expense of long-term income.

466 Sanders, T. H. 1926. “Wage Systems: An Appraisal.” HBR 5 (October, no. 1): 11–20.

467 “Methods of Wage Payment: The Day Wage.”

468 “Incentive Systems of Wage Payments.” 1924. HBR 2 ( July, no. 4): 474–480. [“Summaries of Business Research” Feature]— Employers are discovering some disadvantages from utilizing piece rate wage structures. Many are gravitating to other wage payment methods.

469 “Methods in the Setting of Piece Rates by Time Study: The Mentley Automatic Devices Company.” 1924. HBR 2 (April, no. 3): 373–376. [“HBR Case Study” Feature]— A manufacturer of electric generators and starters must consider a host of concerns when developing a piece-rate wage structure.

470 “Methods of Wage Payment: A Critical Evaluation.” 1924. HBR 2 (April, no. 3): 355–361. [“Summaries of Business Research” Feature]— This summary attempts to provide an impartial discussion on the different types of wage systems. It emphasizes that if management has the conﬁdence of its workers and bases its wages on a desire to be fair, relations will almost always be satisfactory no matter what form of wage payment is adopted.

Entrepreneurial Issues 471 Morse, G. 2007. “A Formula for the Future.” HBR 85 ( July-August, no. 7/8): 23–23. [“Conversation” Feature]— The Zildijian Company is America’s oldest family-run company. Morse’s interview with CEO, Craigie Zildijan, focuses on Zildijan being the ﬁrst woman to run a 14th generation family business, the challenges of leading a family-owned business into the future, succession planning and the importance of taking risks.

472 Hamm, J. 2002. “Why Entrepreneurs Don’t Scale.” HBR 80 (December, no. 12): 110–115. [“The Entrepreneur” Feature]— Hamm, a leadership coach, discusses four management tendencies that are effective for small companies but destructive to bigger organizations.

473 Kuemmerle, W. 2002. “A Test for the Fainthearted.” HBR 80 (May, no. 5): 122–129. [“The Entrepreneur” Feature]— Being passionate about their ideas, successful entrepreneurs typically take huge risks. Kuemmerle’s questionnaire enables potential entrepreneurs to discover whether they possess the makeup to engage in entrepreneurship.

474 Batten, F. 2002. “Out of the Blue and into the Black.” HBR 80 (April, no. 4): 112–119. [“The Entrepreneur” Feature]— Batten describes how

33

Management

475–490

the Weather Channel challenged misconceptions relevant to “corporate entrepreneurship” and that corporate support is essential for advancing innovative ideas.

[“HBR Case Study” Feature]— Miller’s case study involves the death of a beloved son that casts an enormous pall over a family-owned building supply business.

475 Tedlow, R. S. 2001. “What Titans Can Teach Us.” HBR 79 (December, no. 11): 70–79.

483 Maruca, R. F. and J. M. Milhaven. 2000. “When the Boss Won’t Budge.” HBR 78 ( JanuaryFebruary, no. 1): 25–35.

Ordinary business people can replicate the traits of Andrew Carnegie, George Eastman and Sam Walton by having a clear mission and consistent message.

476 Bricklen, D. 2001. “Natural Born Entrepreneur.” HBR 79 (September, no. 8): 53–59. [“First Person” Feature]— Bricklin, the developer of spreadsheet software, discusses his life as a professional tinkerer and an entrepreneur which is analogous to “scrambling from one slippery rock to another.”

477 Kim, W. K. and R. A. Mauborgne. 2000. “Knowing a Winning Business Idea When You See One.” HBR 78 (September-October, no. 5): 129– 138. Kim and Mauborgne offer three tests to free top management from uncertainty when identifying ideas with commercial potential.

478 Hansen, M. T., H. W. Chesbrough and N. Nohria. 2000. “Networked Incubators: Hothouses of the New Economy.” HBR 78 (September-October, no. 5): 74–84. Business incubators are the hottest way to nurture and grow ﬂedging businesses. Start-up companies are typically offered ofﬁce space, funding and other basic services until they achieve more solid ﬁnancial footing.

479 Champion, D. and N. Carr. 2000. “Starting Up in High Gear: An Interview with Venture Capitalist Vinod Khosla.” HBR 78 ( July-August, no. 4): 92–100. Venture capitalist Vinod Khosla discusses how the Internet has opened up unparalleled opportunities for entrepreneurs. Khosla, however, also worries that greed is more pervasive which affects entrepreneurs and their infant businesses.

[“HBR Case Study” Feature]—Maruca and Milhaven’s case study focuses on AllerGen, a young biotechnology ﬁrm, that is headed for possible bankruptcy. AllerGen’s CEO and founder are in denial about this possibility.

484 Bishop, S. 1999. “The Strategic Power of Saying No.” HBR 77 (November-December, no. 6): 50–61. [“First Person” Feature]— From starting her own executive recruiting ﬁrm, Bishop explains why the hardest part of being an entrepreneur is learning how to turn down business.

485 Peterman, J. 1999. “The Rise and Fall of J. Peterman Company.” HBR 77 (September-October, no. 5): 58–66. [“First Person” Feature]— Peterman describes the rise and fall of his catalog company and the lessons he learned from creating his dream. He also delves into the nature of trust and the strong internal controls that are critical for any expanding company.

486 Magretta, J. 1998. “Governing the FamilyOwned Enterprise: An Interview with Finland’s Krister Ahlstrom.” HBR 76 ( January-February, no. 1): 112–123. As head of a prominent European family-owned company, Ahlstrom discusses how he is leading his company through a major transformation so that it is repositioned for global competition.

487 Miller, W. D. 1998. “Siblings and Succession in the Family Business.” HBR 76 ( January-February, no. 1): 22–36. [“HBR Case Study” Feature]— Miller’s case study examines a range of issues surrounding succession in a family business. In this case, the board of directors are stuck in the middle of an emotionally torn and feuding family.

480 Maruca, R. F. 2000. “Entrepreneurs Versus Executives at Cocaba.com.” HBR 78 ( July-August, no. 4): 30–38.

488 Bhide, A. 1996. “The Questions Every Entrepreneur Must Answer.” HBR 74 (November-December, no. 6): 120–132.

[“HBR Case Study” Feature]— Maruca’s case study describes how the founders of a successful e-commerce business engaged in an “us-versus-them” mindset after three seasoned executives were hired.

Since small businesses face an array of opportunities and problems, Bhide developed a three-step sequence of questions that entrepreneurs should ask themselves to establish their priorities.

481 Maddy, M. 2000. “Dreams Deferred: The Story of a High-Tech Entrepreneur in a Low-Tech World.” HBR 78 (May-June, no. 3): 56–69.

489 _____. 1994. “How Entrepreneurs Craft Strategies That Work.” HBR 72 (March-April, no. 2): 150–163.

[“First Person” Feature]—Adesemi, an American startup in Africa, attempted to blanket the continent with much needed wireless communication services. The company failed. Monique Maddy, Adesemi’s CEO, describes four important lessons she learned in starting a business in an emerging market.

The most important element for entrepreneurial success is one’s speed in seizing opportunities and eliminating unpromising ideas. Most entrepreneurs, however, spend little time on research and planning.

482 Miller, W. D. 2000. “The Ghost in the Fam-

[“First Person” Feature]— Firnstahl, a Seattle restaurateur, describes how his ﬁve Seattle restaurants stayed in

ily Business.” HBR 78 (May-June, no. 3): 34–51.

490 Firnstahl, T. W. 1993. “The Center-Cut Solution.” HBR 71 (May-June, no. 3): 62–71.

491–504

Management

34

business in the face of operating losses, falling income and increasing costs. By downsizing, Firnstahl eliminated his entire corporate staff and headquarters. Greater responsibility was granted to his line managers. All of this helped generate a 200 percent turnaround in cash ﬂow between 1991 and 1992.

491 Kao, J. 1993. “The Worldwide Web of Chinese Business.” HBR 71 (March-April, no. 2): 24–36. [“Four Corners” Feature]—The business environment in China consists of a global network of entrepreneurial relationships that are inﬂuenced by Confucian tradition (e.g., family, savings, hard work, tangible goods and obedience). Kao describes how a new management style is emerging among emigrant Chinese entrepreneurs that encompasses traditional Chinese values as well as Western practices with the latter’s emphasis on ﬂexibility, innovation and assimilating outsiders.

492 Bhide, A. 1992. “Bootstrap Finance: The Art of Startups.” HBR 70 (November-December, no. 6): 109–117. The practice of “bootstrapping” requires becoming operational on projects that generate immediate cash ﬂow. One must also avoid growing too quickly.

493 Veit, K. 1992. “The Reluctant Entrepreneur.” HBR 70 (November-December, no. 6): 40–49. [“First Person” Feature]— Starting a business was the only option Veit had after being ﬁred as an insurance executive. He describes the long hours, low pay, risk and little security one encounters. Luck is also an important component when owning a business.

494 Anderson, K. 1992. “The Purpose at the Heart of Management.” HBR 70 (May-June, no. 3): 52–62. [“First Person” Feature]— Anderson started and grew her own medical technology company. When gross income reached nine million dollars, she stepped aside because she lacked the management skills to take the company into its next phase. After an 18 month respite, Anderson describes how she rejoined the company with a fresh understanding of what management is about.

495 Webber, A. M. 1992. “Japanese-Style Entrepreneurship.” HBR 70 ( January-February, no. 1): 92–104. [An Interview with Softbank’s CEO, Masayoshi Son]— Masayoshi Son, Softbank’s CEO, personiﬁes the young Japanese business leader who is breaking out of the rigid Japanese structure.

496 Rosenbluth, H. 1991. “Tales from a Nonconformist Company.” HBR 69 ( July-August, no. 4): 26–36. [“First Person” Feature]— When deregulation transformed the travel industry in 1978, Philadelphia-based Rosenbluth Travel refocused its business model from travel to information and, subsequently, became a global travel management company.

497 Timmons, J. A. and D. A. Sander. 1989. “Everything You (Don’t) Want to Know About Raising Capital.” HBR 67 (November-December, no. 6): 70–73.

[“Growing Concerns” Feature]— Entrepreneurs must be aware that searching for venture capital is expensive and can ruin a business who isn’t prepared for its harsh realities.

498 Teal, T. A. and G. E. Willigan. 1989. “The Outstanding Outsider and the Fumbling Family.” HBR 67 (September-October, no. 5): 14–30. [“HBR Case Study” Feature]—Teal and Willigan’s case study focuses on a family business in which an outsider has a pivotal capacity.

499 Karr, M. 1988. “The Case of the Endangered Entrepreneurs.” HBR 66 (November-December, no. 6): 14–26. [“HBR Case Study” Feature]— Karr’s case study describes how a video game and business graphics business ran into cash ﬂow problems when a major distributor fails to pay its account.

500 Kaplan, R. 1987. “Entrepreneurship Reconsidered: The Anti-Management Bias.” HBR 65 (May-June, no. 3): 84–89. Kaplan examines why mass culture is celebrating today’s entrepreneur similar to the way it did with the social activists of the 1960s.

501 Reich, R. B. 1987. “Entrepreneurship Reconsidered: The Team as Hero.” HBR 65 (May-June, no. 3): 77–83. Reich ﬁnds that American history has two entrepreneurial traditions: The ﬁrst focuses on the individual using the “Horatio Alger” motif. With the second approach, everyone in the organization makes an entrepreneurial contribution which brings hope to the American economy.

502 Thurston, P. H. 1986. “When Partners Fall Out.” HBR 64 (November-December, no. 6): 24– 34. [“Growing Concerns” Feature]— Believing it inevitable that partners will differ on running a small business, Thurston offers a number of measures to prevent disputes from turning into crises.

503 Gumpert, D. E. 1986. “The Joys of Keeping the Company Small.” HBR 64 ( July-August, no. 4): 6–14. [“Growing Concerns” Feature]— Gumpert interviews Anchor Brewing’s Fritz Maytag on whether keeping his microbrewery small strengthens employee cohesiveness and enhances product quality.

504 Stancill, J. M. 1986. “How Much Money Does Your New Venture Need?” HBR 64 (May-June, no. 3): 122–139. [“Growing Concerns” Feature]— Stancill describes how new entrepreneurs should compile ﬁnancial forecasts that encompass three elements: (i) an income statement; (ii) a balance sheet; and a (iii) cash ﬂow statement that encompasses a ﬁve year period and includes three scenarios: (i) a most likely scenario; (ii) a most pessimistic scenario; and ﬁnally (iii) a most optimistic scenario.

35 505 Gumpert, D. E. 1986. “Stalking the Entrepreneur.” HBR 64 (May-June, no. 3): 32–36.

Management

505–520

panies, Thurston ﬁnds the best approach to strategic planning is contingent on the CEO’s style and capabilities along on how they include others in managerial decisions.

[“For the Manager’s Bookshelf ” Feature]— In reviewing several recently published books on entrepreneurship, Gumpert ﬁnds that most are fascinating tales but neglect to provide insights as to the entrepreneurial process.

514 Churchill, N. C. and V. L. Lewis. 1983. “The Five Stages of Small Business Growth.” HBR 61 (May-June, no. 3): 30–50.

506 Kets de Vries, M. F. R. 1985. “The Dark Side of Entrepreneurship.” HBR 63 (November-December, no. 6): 160–167.

[“Growing Concerns” Feature]—Churchill and Lewis describe ﬁve phases that small businesses pass through during their lifespan.

Kets de Vries has researched a wide variety of entrepreneurs who found themselves out of control in a way that ruined their lives and business.

515 Boyd, D. P. and D. E. Gumpert. 1983. “Coping with Entrepreneurial Stress.” HBR 61 (MarchApril, no. 2): 44–64.

507 du Toit, D. F. 1985. “Confessions of a So-So Controller.” HBR 63 ( July-August, no. 4): 50–56.

[“Growing Concerns” Feature]— Boyd and Gumpert analyze the emotional and physiological impact from owning a business.

[“Growing Concerns” Feature]— As a company president, du Toit was preoccupied with annual sales growth that he never established adequate procedures for controlling credit, revenues and inventory.

508 O’Conor, C. W. 1985. “Packaging Your Business for Sale.” HBR 63 (March-April, no. 2): 52–58. [“Growing Concerns” Feature]— Selling a business must be seen as a major strategic goal that can lead to ﬁnancial reward and personal satisfaction for its principals.

509 Gumpert, D. E. and D. P. Boyd. 1984. “The Loneliness of the Small-Business Owner.” HBR 62 (November-December, no. 6): 18–24. [“Growing Concerns” Feature]— Gumpert and Boyd explain why loneliness has such a corrosive impact on small business owners.

510 Matthews, G. H. 1984. “Run Your Business or Build an Organization?” HBR 62 (March-April, no. 2): 34–44. [“Growing Concerns” Feature]— Matthews stresses that entrepreneurs need to transform their ventures from personal endeavors to businesses that can function without them.

511 Drucker, P. F. 1984. “Our Entrepreneurial Economy.” HBR 62 ( January-February, no. 1): 58– 64. Drucker describes why small companies, and the entrepreneurs who own and manage them, are the U.S.’s catalyst for economic growth.

512 MacMillian, I. C. 1983. “The Politics of New Venture Management.” HBR 61 (November-December, no. 6): 8–16. [“Growing Concerns” Feature]— Many entrepreneurs make a colossal mistake by not mobilizing their outside stakeholders (e.g., bankers, investors, suppliers and customers), each of whom has a vested interest in the success of their company.

513 Thurston, P. H. 1983. “Should Smaller Companies Make Formal Plans.” HBR 61 (SeptemberOctober, no. 5): 162–188. [“Growing Concerns” Feature]— With smaller com-

516 Grisanti, D. A. 1982. “The Agony of Selling Out to Relatives.” HBR 60 (November-December, no. 6): 6–14. [“Growing Concerns” Feature]— As one who recently sold his share in a family restaurant business to a younger sibling, Gristani describes the following: (i) the rivalry that ensued between his brother and him; (ii) how hard it was for each to air their differences; (iii) the price that each share was worth; along with (iv) the tax ramiﬁcations that transpired.

517 Gumpert, D. E. 1982. “Entrepreneurship: A New Literature.” HBR 60 (March-April, no. 2): 50– 60. [“Keeping Informed” Feature]— Incorporated businesses more than doubled between 1975 and 1980. As such, Gumpert critiques some of the professional literature relevant to entrepreneurship.

518 Fox, H. W. 1982. “Quasi-Boards: Useful Small Business Conﬁdants.” HBR 60 ( January-February, no. 1): 158–165. [“Growing Concerns” Feature]— Fox explains the manner in which small companies can obtain expert advice at a relatively low cost using independent overseers or “quasi boards.” These quasi boards perform many of the functions that conventional boards do for publicly traded companies but without the latter’s legal power or accountability.

519 Stancill, J. M. 1981. “Realistic Criteria for Judging New Ventures.” HBR 59 (November-December, no. 6): 60–72. [“Growing Concerns” Feature]—Given their high rate of failure, proprietors of start-up ventures must be hardnosed in evaluating their business plans. Stancill provides objective criteria for assessing the advantages and disadvantages of entrepreneurial ideas.

520 Hand, J. H., W. P. Lloyd and R. B. Rogow. 1981. “Use Advance Agreements to Minimize Owner Discord.” HBR 59 (September-October, no. 5): 46– 50. [“Growing Concerns” Feature]— With family and other small business ventures, the rights and responsi-

521–536

Management

36

bilities of each participant must be clearly deﬁned in writing.

521 Welsh, J. A. and J. F. White. 1981. “A Small Business Is Not a Little Business.” HBR 59 ( July-August, no. 4): 18–32. [“Growing Concerns” Feature]— Management principles that apply to large companies with regard to cashﬂow, break-even analysis, return-on-investment and debt-equity analysis are not necessarily applicable to smaller businesses .

522 du Toit, D. F. 1980. “Confessions of a Successful Entrepreneur.” HBR 58 (November-December, no. 6): 44–48. [“Growing Concerns” Feature]— du Toit describes how he disobeyed some elementary rules that every entrepreneur should follow who wishes to retain control of a fast-growing company.

523 Jain, S. K. 1980. “Look to Outsiders to Strengthen Small Business Boards.” HBR 58 ( JulyAugust, no. 4): 162–170. [“Growing Concerns” Feature]— To tap needed expertise, Jain believes that small companies must recruit outside experts as board members.

524 Collins, E. G. C. 1980. “When Friends Run the Business.” HBR 58 ( July-August, no. 4): 87– 102. [Interview with Alan Ladd, Jr., Jay Kanter and Gareth Wigan]— Ladd, Kanter and Wigan describe why the Ladd Company was formed, the trust that each partner has for one other and why trust is essential for any endeavor in which creativity is paramount.

525 America, R. F. 1980. “How Minority Business Can Build on Its Strength.” HBR 58 (May-June, no. 3): 116–121.

[“Growing Concerns” Feature]— Timmons interviewed approximately 1,200 entrepreneurs and found that people are not just born with entrepreneurial skills. Successful entrepreneurs, instead, are proﬁcient at self-assessment and teamwork.

529 Gumpert, D. E. 1979. “Future of Small Business May Be Brighter than Portrayed.” HBR 57 ( July-August, no. 4): 170–188. [“Growing Concerns” Feature]— Despite the ﬁndings of a Congressional subcommittee on small business, Gumpert ﬁnds that interest in small business is growing as opposed to shrinking.

530 Vesper, K. H. 1979. “New-Venture Ideas: Do Not Overlook Experience Factor.” HBR 57 ( JulyAugust, no. 4): 164–170. [“Growing Concerns” Feature]— Vesper probes the ways that entrepreneurs develop new venture ideas based on their avocations or hobbies.

531 Edmunds, S. W. 1979. “Performance Measures for Small Businesses.” HBR 57 ( January-February, no. 1): 172–176. [“Growing Concerns” Feature]—Edmunds argues that small businesses need benchmark planning data if they are to develop effective operating plans.

532 Hatten, K. J. 1978. “Case of the Pugnacious Presidents.” HBR 56 ( January-February, no. 1): 34– 48, 166. [“Problems in Review” Feature]— An owner with a minority interest in a patio furniture manufacturer is on the verge of retirement and is having difﬁculty obtaining his capital in the business.

533 Jackson, A. A. 1977. “Small Business Development and Management.” HBR 55 (SeptemberOctober, no. 5): 182–186.

As an ofﬁcial in the Small Business Administration, America describes a new policy in which minority businesses having the best chance for success are the only ones with a realistic chances for funding and other forms of assistance.

[“For the Manager’s Bookshelf ” Feature]— Jackson assesses a number of books relevant to small business development, such as: Baumback’s How to Organize and Operate a Small Business; Klug’s The Basic Book of Business as well as Small Business Management by Broom and Longenecker.

526 Schmedel, S. 1980. “Taking on the Industry

534 Hlavacek, J. D., B. H. Dovey and J. J. Biondo.

Giant.” HBR 58 (March-April, no. 2): 82–93. [An Interview with Gene M. Amdahl]— Amdahl describes why he left IBM in 1970 to form his own manufacturing company along with the promises and pitfalls that he faces as a competitor to IBM.

527 Berolzheimer, M. G. 1980. “The Financial and Emotional Sides of Selling Your Business.” HBR 58 ( January-February, no. 1): 6–12.

1977. “Tie Small Business Technology to Marketing Power.” HBR 55 ( January-February, no. 1): 106– 116. Product joint ventures occur when two companies engage in product innovation of some kind. The smaller company typically provides the technology while the larger company executes the marketing efforts.

535 Barnes, L. B. and S. A. Hershon. 1976. “Transferring Power in the Family Business.” HBR 54 ( July-August, no. 4): 105–114.

[“Growing Concerns” Feature]— From owning and operating the Duraﬂame Company, Berolzheimer discusses the emotional roller coaster he encountered when the Kingsbury Charcoal Company offered to purchase his company for an unbelievable price.

An agonizing experience for any family-owned business occurs when power is transferred from one generation to another.

528 Timmons, J. A. 1979. “Careful Self-Analysis and Team Assessment Can Aid Entrepreneurs.” HBR 57 (November-December, no. 6): 198–206.

536 Woodward, H. N. 1976. “Management Strategies for Small Companies.” HBR 54 ( January-February, no. 1): 113–121.

37

Management

537–553

Woodward, a company turnaround specialist, contends that “growing” one’s sales is not the panacea that many believe. The same holds true for new product lines which can decimate one’s overhead costs.

throughout the world. White ﬁnds it critical for companies having such talent to share their expertise to make everyone far more proﬁtable.

537 Timmons, J. A. 1971. “Black Is Beautiful — Is

some Loan.” HBR 42 (November-December, no. 6): 6–22, 182–184.

It Bountiful?” HBR 49 (November-December, no. 6): 81–94. Timmons’s research reveals that motivational and entrepreneurial training programs are key for developing minority enterprises.

538 Gilmore, F. F. 1971. “Formulating Strategy in Smaller Companies.” HBR 49 (May-June, no. 3): 71–81. Many sophisticated models for formulating corporate strategy are useless for medium and smaller-sized companies. Gilmore, instead, outlines a “conference table” approach to strategy based on intuition and judgment.

539 Levinson, H. 1971. “Conﬂicts That Plague Family Businesses.” HBR 49 (March-April, no. 2): 90–98. Friction between fathers and their children often complicates a family-run business. Moreover, the business often become moribund unless these parties owe up to these hostilities.

545 Coates, C. B. 1964. “The Case of the Lone[“Problems in Review” Feature]— Coates describes a young entrepreneur’s frustrations when ﬁnancing his ﬁrst business venture.

546 Golde, R. A. 1964. “Practical Thinking for Small Business.” HBR 42 (September-October, no. 5): 147–161. Golde argues that small-business planning should never be perceived as a “diluted” form of large-company planning since it has its own special problems and potentials.

547 Donnelley, R. G. 1964. “The Family Business.” HBR 42 ( July-August, no. 4): 93–105. Despite its poor press, Donnelley contends that family management is not all bad.

548 Hall, W. P. 1964. “Franchising — New Scope for an Old Technique.” HBR 42 ( January-February, no. 1): 60–72.

540 Berman, J. A. 1970. “The Birth of a Black Business.” HBR 48 (September-October, no. 5): 4–19, 152.

Hall contends that franchising might be the best solution to the problems facing independent wholesalers and retailers.

[“Special Report” Feature]— As a venture capitalist who actually ﬁnanced minority-owned businesses, Berman advises large corporations, venture capitalists and minority entrepreneurs on the pitfalls awaiting all of them.

549 O’Neal, F. H. 1963. “Minority Owners Can Avoid Squeeze-Outs.” HBR 41 (March-April, no. 2): 150–168.

541 Brower, M. and D. Little. 1970. “White Help for Black Business.” HBR 48 (May-June, no. 3): 4– 16, 163–164. [“Special Report” Feature]—Brower and Little describe a survey of corporate executives and minority entrepreneurs on how best to promote minority capitalism.

542 Gross, A. 1967. “Meeting the Competition of Giants [“Re Small Business” Feature].” HBR 45 (May-June, no. 3): 172–186. Gross ﬁnds that small business has a particular niche to ﬁll and that it offers real advantages over their larger competitors.

543 Schrage, H. 1965. “The R & D Entrepreneur: Proﬁle of Success.” HBR 43 (November-December, no. 6): 56–69. Physicists and other scientists frequently leave their positions with a university or large corporation to form their own company. Despite their exuberance, nagging questions exist, such as whether a “business manager” should lead the operation.

544 White, L. T. 1965. “Management Assistance for Small Business.” HBR 43 ( July-August, no. 4): 67–74. American management is regarded as brilliant

O’Neal offers ways for partnerships to avoid bitter squabbling by owners and managers.

550 Dearden, J. 1963. “Proﬁt-Planning Accounting for Small Firms.” HBR 41 (March-April, no. 2): 66–76. Dearden ﬁnds that small companies often shortchange themselves with irrelevant or incorrect accounting information.

551 Newman, L. E. 1959. “Advice for Small Company Presidents.” HBR 37 (November-December, no. 6): 69–76. Newman, as a president of a small company, describes how he receives candid and frank advice or criticism through an independent board of advisors.

552 Donham, P. and C. L. Fitzgerald. 1959. “More Reason in Small Business Financing.” HBR 37 ( July-August, no. 4): 93–103. Donham and Fitzgerald assess small business ﬁnancing arrangements as well as the newly created Small Business Investment Corporation.

553 Hosmer, W. A. 1957. “Small Manufacturing Enterprises.” HBR 35 (November-December, no. 6): 111–122. Hosmer examines the state of small manufacturing enterprises throughout the United States.

554–570

Management

38

554 Donham, P. 1957. “Whither Small Business?” HBR 35 (March-April, no. 2): 73–81.

563 Rosenthal, R. L. 1945. “Rx for Smaller Business.” HBR 24 (Autumn, no. 1): 22–31.

Donham laments how small businesses are too dependent on the federal government for help during downturns in the business cycle or when bad decisions are made.

Rosenthal maintains that an entrepreneur’s most pressing problem is not the availability of capital. Too many small businesses, instead, are focused on the talents of one individual.

555 _____. 1955. “Books for Small Business.” HBR

564 Stoddard, W. L. 1940. “Small Business Wants Capital.” HBR 18 (Spring, no. 3): 265–274.

33 (November-December, no. 6): 135–147. [“Looking Around” Feature]—Donham reviews some pamphlets issued by the Small Business Administration [SBA].

556 Schwartz, E. L. 1954. “Will Your Business Die with You?” HBR 32 (September-October, no. 5): 110–122. Schwartz warns executives in closely-held companies how crucial it is for them to engage in proper succession and estate planning.

557 Freedman, H. S. 1952. “Effective Management in Small Business.” HBR 30 (March-April, no. 2): 81–94. Freedman emphasizes how small businesses must live within their limitations of money, time, and management personnel with cost-control procedures, wage plans, measurements, and pricing structures.

558 Shattuck, M. A. 1950. “Estate Planning for the Owner-Manager.” HBR 28 (May, no. 3): 103–109. Shattuck assesses the options available for entrepreneurs of small and medium sized companies on who should their businesses be turned over to.

559 Freedman, H. S. 1950. “Scientiﬁc Management in Small Business.” HBR 28 (May, no. 3): 33–53.

Stoddard worries that Congress will pass a “carte blanche” funding measure to rescue small business operations from an acute shortage of operating capital. Small business should receive management advice in accounting, merchandising, and market analysis.

565 Cherington, P. T. 1939. “The Small Retailer: An Appraisal.” HBR 17 (Spring, no. 3): 326–330. Cherington argues that the prospects for small business are bleak in comparison to their larger chain store competitors.

566 Nicholson, J. L. 1938. “Fallacy of Easy Money for the Small Business.” HBR 17 (Autumn, no. 1): 31–34. Nicholson describes the problems small businesses encounter in obtaining long-term or permanent capital at reasonable rates.

567 Fraser, C. E. 1925. “Can the Small Merchant Compete with the Large Store?” HBR 3 ( July, no. 4): 456–465. Some believe that higher consumer prices are inevitable when too many retailers exist.

Freedman ﬁnds small business managers predisposed to the idea that scientiﬁc management is applicable only to large corporations; nothing could be more wrong.

Executive Growth or Professional Development

560 Robbins, I. D. 1948. “Management Services

568 Ulrich, D. and N. Smallwood. 2007. “Building a Leadership Brand.” HBR 85 ( July-August, no. 7/8): 92–100.

for Small Business Through Trade Associations.” HBR 26 (September, no. 5): 627–640. Small business executives, as opposed to their counterparts from large corporations, need to be experts in many aspects of business. Trade associations could do much to alleviate the dearth of managerial information that small business managers suffer from.

Ulrich and Smallwood examine how some companies have a consistent pipeline of excellent managers. In essence, these organizations possess a “leadership brand” whose standards are linked to a required set of leadership and managerial traits.

561 Mace, M. L. 1947. “Management Assistance

569 Coyne, K. P. and E. P. Coyne, Sr. 2007. “Surviving Your New CEO.” HBR 85 (May, no. 5): 62– 69.

for Small Business.” HBR 25 (Autumn, no. 4a): 587–594. Mace argues that small businesses owners must be more proactive in obtaining management assistance from commercial bankers, suppliers, advisory councils, and trade associations instead of turning to the federal government for assistance.

562 Abbott, C. C. 1946. “Small Business—A Community Problem.” HBR 24 (Winter, no. 2): 183–196. Abbott stresses that the “small business problem” is multi-dimensional in scope and that no single remedy (i.e., government solutions like the Small Business Administration) can help solve it.

Coyne and Coyne describe how perilous life is for senior management anytime a CEO transition occurs. Organizational reshufﬂes and unwelcome career changes are all likely. The two also provide advice on how senior management can make a good impression and maximize their chances of survival and success under a new CEO.

570 Kaplan, R. S. 2007. “What to Ask the Person in the Mirror.” HBR 85 ( January, no. 1): 86–95. The higher an executive rises in an organization, the fewer people there are to tell them about their mistakes. To help people assess themselves, Kaplan constructed a

39 series of questions for them to gain perspective and develop new “personal strategies” for themselves.

571 Sonnenfeld, J. A. and A. J. Ward. 2007. “Firing Back: How Great Leaders Rebound After Career Disasters.” HBR 85 ( January, no. 1): 76–84. Sonnenfeld and Ward contend that leaders can rebound, even triumph, from being ﬁred or accused of misconduct. The comebacks of individuals such as Bank One’s Jamie Dimon, J. Crew’s Mickey Drexler as well as Jimmy Carter, Martha Stewart and Michael Milken illustrate this notion.

572 “Moments of Truth: Global Executives Talk About the Challenges That Shaped Them as Leaders.” 2007. HBR 85 ( January, no. 1): 15–25. Eight executives produced one-page essays on the qualities they possess for leading their organizations.

573 Drucker, P. F. 2006. “What Executives Should Remember.” HBR 84 (February, no. 2): 144–152. Peter Drucker died recently at age 96. Harvard Business Review never had a more proliﬁc and insightful author than Drucker. This article is a compilation of Drucker’s managerial advice. It focuses primarily on the nature of “knowledge work” (i.e., when employees use their minds as opposed to their hands or brawn) along with organizational behavior and executive growth types of topics.

574 “Breakthrough Ideas for 2006.” 2006. HBR 84 (February, no. 2): 35–67.

Management

571–585

their time, money and attention. Sull and Houlder offer a framework for analyzing one’s priorities before a crisis strikes.

578 Roberts, L. M., G. Spreitzer, J. Dutton and R. Quinn. 2005. “How to Play to Your Strengths.” HBR 83 ( January, no. 1): 74–80. People gain far more by developing their gifts and leveraging their natural skills than by repairing their weaknesses. Roberts and her coauthors describe the “Reﬂected Best Self ” or RBS tool that they developed to help people understand and leverage these strengths.

579 Ibarra, H. and K. Linesback. 2005. “What’s Your Story?” HBR 83 ( January, no. 1): 64–71. All people construct narratives about themselves on where they’ve come from and where they’re going. These “narrative threads” or stories make an enormous difference in how a person can convince themselves — and others — that these plans make sense. They also help in coping with change.

580 Drucker, P. F. 2004. “What Makes an Effective Executive.” HBR 82 ( June, no. 6): 58–63. Effectiveness is a discipline and, like any discipline, it must be learned. Effective executives know the authority they possess exists only because of the trust their organization has in them. As such, they think of the organization’s needs and opportunities before they think of themselves.

581 Ludeman, K. and E. Erlandson. 2004. “Coaching the Alpha Male.” HBR 82 (May, no. 5): 58–67.

[“The HBR List” Feature]— This year’s “Annual Survey of Important Business Ideas” tackles topics like “sourcing” in China; skills that leaders should never be without; and why “body area networks” will change how people live their lives.

Alpha males are natural leaders who thrive on responsibility that most people would ﬁnd overwhelming. Those strengths also drive peers and underlings hysterical which is why alpha males need coaching.

575 Uzzi, B. and S. Dunlap. 2005. “How to Build Your Network.” HBR 83 (December, no. 12): 53–60.

582 Ghoshal, S. and H. Bruch. 2004. “Reclaim Your Job.” HBR 82 (March, no. 3): 41–45.

[“Managing Yourself ” Feature]— Strong inter-personal networks must carefully be constructed through activities that bring one into contact with a diverse group of individuals. Uzzi and Dunlap discuss how one can engage in shared activities to diversify their contacts and develop a more potent social and professional network.

[“Managing Yourself ” Feature]— When managers complain about a lack of time and resources, they’re really expressing their fear of taking action. To overcome “busyness,” Ghoshal and Bruch offer three strategies that should help a manager operate more independently.

576 Cohn, J. M., R. Khurana and L. Reeves. 2005.

That Lasts.” HBR 82 (February, no. 2): 102–109.

“Growing Talent as if Your Business Depended on It.” HBR 83 (October, no. 10): 62–70. Corporate boards and top management never seem to grasp how the lack of leadership development programs poses the same threats that accounting blunders and other mishaps do to their long-term viability. The authors emphasize how leadership development programs cannot be “stand-alone” activities assigned to the human resource department.

577 Sull, D. N. and D. Houlder. 2005. “Do Your Commitments Match Your Convictions?” HBR 83 ( January, no. 1): 82–91. People usually reassess their priorities after some personal upheaval (e.g., an illness, divorce or loss of a job). A gap typically exists between the things people value most in conjunction to the ways that they actually spend

583 Nash, L. and H. Stevenson. 2004. “Success [“Managing Yourself ” Feature]— People who achieve lasting success and experience real satisfaction rely on what Nash and Stevenson refer to as a “kaleidoscope strategy” to structure their aspirations and activities.

584 Bunker, K. A., K. E. Kram and S. Ting. 2002. “The Young and the Clueless.” HBR 80 (December, no. 12): 80–87. When smart and ambitious young managers are promoted too quickly, they often lack the emotional competencies that come with time and experience.

585 Ibarra, H. 2002. “How to Stay Stuck in the Wrong Career.” HBR 80 (December, no. 12): 40–47. [“Managing Yourself ” Feature]— Ibarra offers advice to individuals in their midcareer stage as to the approach they should consider if they’re considering a new career.

586–602

Management

40

586 Craig, E., J. Kimberly and H. Bouchikhi. 2002. “Can Loyalty Be Leased?” HBR 80 (September, no. 9): 22–23. [“Forethought” Feature]— From surveying 400 midlevel executives, Craig and her coauthors contend that managers would be far more committed to their organizations if those ﬁrms did more to enhance the skills that would make them attractive in the job market.

587 Berglas, S. 2002. “The Very Real Dangers of Executive Coaching.” HBR 80 ( June, no. 6): 86–92.

595 Eisenhardt, K. M., J. L. Kahwajy and L. J. Bourgeois. 1997. “How Management Teams Can Have a Good Fight.” HBR 75 ( July-August, no. 4): 77–86. Management teams whose members challenge one another’s thinking develop a more comprehensive grasp of their choices and make more competent decisions. Top management, however, must ﬁnd a way to promote constructive conﬂict without letting it degenerate into interpersonal conﬂict.

Executive coaches often exacerbate a bad situation by “discounting” some psychological problems with the executives who they deal with.

596 Waldroop, J. and T. Butler. 1996. “The Executive as Coach.” HBR 74 (November-December, no. 6): 111–119.

588 Kaplan, R. E. 2002. “Know Your Strengths.”

Good coaching requires keen observation, sensible judgment and an ability to take appropriate action. This is particularly true in making the most out of an organization’s resources. Waldroop and Butler’s coaching paradigm is an effective way for a manager to succeed.

HBR 80 (March, no. 3): 20–21. [“Forethought” Feature]— Many executives overlook their strengths which is as dangerous as not knowing one’s weaknesses.

589 Munck, B. 2001. “Changing a Culture of Face Time.” HBR 79 (November, no. 10): 125–131. [“Best Practice” Feature]— Marriott transformed its corporate culture by implementing a “management ﬂexibility program” to help managers achieve a better balance between their work and home lives.

590 Hutchinson, J. W. and J. W. Alba. 2001. “When Business Is a Conﬁdence Game.” HBR 79 ( June, no. 6): 20–21. [“Forethought” Feature]—An executive will never survive without a strong sense of self-conﬁdence. Hutchinson and Alba ﬁnd that misplaced conﬁdence produces serious problems. They then offer ways for executives to balance their conﬁdence levels.

591 Coutu, D. L. 2001. “A Conversation with Literary Critic Harold Bloom.” HBR 79 (May, no. 5): 63–68. [“Different Voice” Feature]—Bloom explains why senior executives should read the great works of literature no matter how busy they seem. Doing so stretches an executive’s mind by making them reﬂect on mankind’s predicament.

592 Fusaro, R. 2000. “Peer-to-Peer.” HBR 78 (September-October, no. 5): 32–32. [“Forethought” Feature]— Fusaro reports that CEO peer groups are emerging. These will offer ﬂedging CEOs a forum to test and exchange ideas.

593 Komisar, R. 2000. “Goodbye Career, Hello Success.” HBR 78 (March-April, no. 2): 161–174. [“First Person” Feature]—Komisar describes why nontraditional career paths might prove lucrative in the new economy.

594 Drucker, P. F. 1999. “Managing Oneself.”

597 Bernhard, H. B. and C. A. Ingols. 1988. “Six Lessons for the Corporate Classroom.” HBR 66 (September-October, no. 5): 40–48. [“Getting Things Done” Feature]— American companies annually spend $30 billion on corporate education. Bernhard and Ingols studied the training and development programs of a number of large corporations and describe the common components of successful programs.

598 Ciulla, J. B. 1986. “Elbows Off the Boardroom Table.” HBR 64 (September-October, no. 5): 46–50. [“For the Manager’s Bookshelf ” Feature]— Ciulla reviews Letitia Baldridge’s Complete Guide to Executive Manners and Judith (a.k.a. Miss Manners) Martin’s Common Courtesy on the place of etiquette in the workplace.

599 Kantrow, A. M. 1986. “Why History Matters to Managers.” HBR 64 ( January-February, no. 1): 81–88. Management can learn a great deal from history. It must not, however, rely blindly on it.

600 Bolt, J. F. 1985. “Tailor Executive Development to Strategy.” HBR 63 (November-December, no. 6): 168–176. Leading American companies are training and developing their top executives in signiﬁcantly different ways than was done in the past. New managers, in particular, must be proﬁcient at analyzing a company’s competitive position and developing action plans to achieve certain strategic goals.

601 Finn, D. 1983. “The Price of Ignoring Posterity.” HBR 61 (May-June, no. 3): 137–144. Executives are too bashful about their accomplishments. Finn ﬁnds they are worthy of the fame granted artists, writers, scientists and statesmen.

HBR 77 (March-April, no. 2): 64–75.

602 Levinson, H. 1983. “A Second Career: The

Drucker stresses that people, in today’s complex world, must learn to manage and develop themselves in ways that make the greatest contributions to their organizations and communities.

Levinson warns executives and other professionals that before they embark on a second career, they need to com-

Possible Dream.” HBR 61 (May-June, no. 3): 122– 129.

41 prehend what their “ego ideals” (i.e., their hidden images of how they would like to be perceived) are.

Management

603–618

611 Gross, P. J. 1977. “How to Make That Trip

603 Ashkenas, R. N. and R. H. Schaffer. 1982.

Abroad More Exciting.” HBR 55 (March-April, no. 2): 14–14.

“Managers Can Avoid Wasting Time.” HBR 60 (May-June, no. 3): 98–104.

[“Ideas for Action” Feature]— Gross offers ideas to make international business trips more rewarding.

Executives should break down their challenging “tasks” into discrete projects. Doing this should lead to a more gratifying experience.

612 Patton, A. 1976. “The Coming Flood of Young Executives.” HBR 54 (September-October, no. 5): 20–38, 178–180.

604 Seiler, J. A. 1981. “Review of Holding On or Letting Go.” HBR 59 (March-April, no. 2): 64–66. [“For the Manager’s Bookshelf ” Feature]— Seiler reviews Samuel Osherson’s psychological study of 20 men who, at midlife, voluntarily left careers in technical, academic, and managerial ﬁelds to establish themselves as artists, actors, or as craftsmen.

605 Veiga, J. F. 1981. “Do Managers on the Move Get Anywhere?” HBR 59 (March-April, no. 2): 20– 39. [“Probing Opinions” Feature]— Though many managers see mobility as desirable and essential for success, Veiga ﬁnds that few grasp its “rules.”

606 Kantrow, A. M. 1980. “Why Read Peter Drucker?” HBR 58 ( January-February, no. 1): 74– 82. Kantrow examines the ideas and thought processes behind the writings of Peter Drucker.

607 Roche, G. R. 1979. “Much Ado About Mentors.” HBR 57 ( January-February, no. 1): 14–28. [“Ideas for Action” Feature]— Roche and his associates surveyed approximately 4,000 executives and found that executives who worked with a mentor were happier with their work and career than those who did not.

608 Collins, E. G. C. and P. Scott. 1978. “Everyone Who Makes It Has a Mentor.” HBR 56 ( JulyAugust, no. 4): 89–101. [Interviews with Franklin Lunding, George Clements and Donald Perkins of the Jewel Companies]— Lunding, Clements and Perkins have all served as chief executive ofﬁcers for the Jewel Companies. The three describe the Jewel Companies commitment to mentoring younger managers in a manner that encourages them to be bold, innovative and daring.

609 Foy, N. 1977. “Action Learning Comes to Industry.” HBR 55 (September-October, no. 5): 158–168. “Action learning” differs markedly from traditional managerial training, particularly in how participants diagnose problems facing the organization. Participants then try to persuade their peers and management to accept their diagnosis and action plan.

610 Johnston, T. J. 1977. “Mobile Managers—Well

[“Thinking Ahead” Feature]— Patton ﬁnds that employment opportunities for executives are thinning despite surging enrollment numbers at business schools.

613 Feingold, K. 1976. “Information Sources on Life-Style/Career Planning.” HBR 54 ( January-February, no. 1): 144–146. [“For the Manager’s Bookshelf ” Feature]— Feingold reviews Rood’s Realizing Your Executive Potential, Moving Up: How to Get High Salaried Jobs by Djeddah, along with Greco’s How to Get the Job That’s Right for You.

614 Levitt, T. 1974. “The Managerial Merry GoAround.” HBR 52 ( July-August, no. 4): 120–128. Many successful managers are able to switch to new jobs in radically different industries. Levitt believes this illustrates the creation of a “professional managerial” class.

615 Cuddihy, B. R. 1974. “How to Give PhasedOut Managers a New Start.” HBR 52 ( July-August, no. 4): 61–69. No longer is it uncommon for executives and other high-salaried professionals to ﬁnd themselves out of a job. Unlike clerical and blue collar employees, these managers are unprepared for this fate. Cuddihy contends these managers are typically terminated because they have become managerially obsolete.

616 Goldston, E. 1973. “Executive Sabbaticals: About to Take Off?” HBR 51 (September-October, no. 5): 57–68. Goldston, CEO of Eastern Gas and Fuel Associates, describes how “recharged” he was following a six-month sabbatical. Goldston also surveyed CEOs of Fortune 500 corporations and found solid support for the idea of executive sabbaticals.

617 Bowen, C. P., Jr. 1973. “Let’s Put Realism into Management Development.” HBR 51 ( July-August, no. 4): 80–87. Most managerial training methods try to mold managers according to some ideal as opposed to letting highpotential management candidates prove themselves under real conditions.

Paid and Discontent.” HBR 55 (September-October, no. 5): 6–7.

618 Veiga, J. F. 1973. “The Mobile Manager at Mid-Career.” HBR 51 ( January-February, no. 1): 115–119.

[“Ideas for Action” Feature]—Johnston’s survey gauges the career satisfaction of executives with a “transient career path” compared to those who have remained with one company over a long period of time.

[“Management Memo” Feature]— From extensive research on the moves of 1,200 managers, Veiga developed a matrix showing which forces most affect mobility (i.e., company, family, or personal issues).

619–636

Management

42

619 Bennett, J. B. and R. L. Weiher. 1972. “The Well-Read Manager.” HBR 50 ( July-August, no. 4): 134–145. [“Keeping Informed” Feature]— Bennett and Weiher explain where executives can look for published research and articles on business in general or with regards to their specialty.

620 Chandler, W. P., III [pseudonym]. 1972. “A Lot of Learning Is a Dangerous Thing.” HBR 50 (March-April, no. 2): 122–131. Chandler jests that a liberal education has no relevance for an executive.

621 Steiner, J. 1972. “What Price Success?” HBR 50 (March-April, no. 2): 69–74. Steiner explains how an executive’s greatest achievements can be marred by an identity crisis in which the talents and strengths that made that person successful can also lead to enormous anxiety.

622 Barton, T. H. 1971. “New Windows on the World.” HBR 49 (September-October, no. 5): 136– 145.

Stolz describes seven misconceptions rampant with executive development programs.

628 Ferguson, L. L. 1966. “Better Management of Managers’ Careers.” HBR 44 (March-April, no. 2): 139–153. Managers can be far more effective if they possess a better understanding of the behavioral criteria and other data relevant to human resource management as opposed to relying on intuition.

629 Brouwer, P. J. 1964. “The Power to See Ourselves.” HBR 42 (November-December, no. 6): 156– 165. Brouwer explains how the notion of “self-concept” [i.e., growth and realizing one’s self-potential] is critical in managerial development.

630 Ewing, D. W. 1964. “The Knowledge of an Executive.” HBR 42 (March-April, no. 2): 91–100. Ewing writes how an executive’s knowledge base is predicated on three distinct layers: methods, realities, and goals which have a profound impact on executive development.

[“Keeping Informed” Feature]— American executives should subscribe to and read European newspapers or magazines to broaden their perspective.

631 Argyris, C. 1964. “T-Groups for Organizational Effectiveness.” HBR 42 (March-April, no. 2): 60–74.

623 Livingston, J. S. 1969. “Pygmalion in Man-

A new way of helping executives develop new inner resources involves “T-groups.” T-groups enable individuals to control their behavior more readily, give and receive feedback, experiment with new behavior and to accept one’s self.

agement.” HBR 47 ( July-August, no. 4): 81–89. Many executives play Pygmalion-like roles in developing able subordinates and in stimulating their performance. Livingston attempts to grasp the secrets of the Pygmalion’s success and to ascertain how they differ from managers who fail to develop top-notch subordinates.

624 Levinson, H. 1969. “On Being a Middle-Aged Manager.” HBR 47 ( July-August, no. 4): 51–60. Once a person enters middle age, they inevitably travel on a descending path. A crisis follows this seemingly sudden realization. The person who fails to mature in this sense becomes a disease to one’s organization. Managers who pursue wisdom and a healthy sense of self become an organizational treasure.

625 Maunser, F. F. 1968. “What Books Do Presidents Read.” HBR 46 (March-April, no. 2): 160– 166. [“Keeping Informed” Feature]— Maunser surveyed 200 company presidents as to what their most meaningful and stimulating books have been.

626 Learned, E. P. 1966. “Problems of a New Executive.” HBR 44 ( July-August, no. 4): 20–28, 166– 176. [“HBR Classic” Feature]— Learned examines how much an existing administrative framework changes whenever a new executive is hired and whether the outsider will ever ﬁnd their place and be effective in this framework.

632 Aguilar, F. J. 1963. “The Case of the Earmarked Executives.” HBR 41 (November-December, no. 6): 6–19, 192–200. [“Problems in Review” Feature]— Aguilar describes a simulation tool he developed for top-level management development.

633 House, R. J. 1963. “Management Development Is a Game.” HBR 41 ( July-August, no. 4): 130–143. House created a game-like environment to determine how managerial development yield the best results.

634 Christian, R. W. 1962. “Guides to Programmed Learning.” HBR 40 (November-December, no. 6): 36–44, 173–179. [“Keeping Informed” Feature]—Programmed learning will have a tremendous inﬂuence on business operations. Christian looks at how managers might take advantage of it and then provides a reading list of the best sources.

635 Levinson, H. 1962. “A Psychologist Looks at Executive Development.” HBR 40 (September-October, no. 5): 69–75. Levinson offers a sobering diagnosis on the failings of executive coaching and appraisal.

627 Stolz, R. K. 1966. “Executive Development —

636 Demos, R. 1961. “The American Image of Success.” HBR 39 (March-April, no. 2): 45–50.

New Perspective.” HBR 44 (May-June, no. 3): 133– 143.

People do attain the wealth, power, or a sterling reputation from their work. Yet, their success often feels

43 empty from the narrowness and spiritual impoverishment that a career demands.

637 Hazard, L. 1960. “Humanities for the Businessman.” HBR 38 (November-December, no. 6): 39–44. [“Looking Around” Feature]— Hazard offers a plan of study and a reading list to broaden the cultural literacy of corporate executives.

638 Barry, F. G. and C. G. Coleman, Jr. 1958. “Tougher Program for Management Training.” HBR 36 (November-December, no. 6): 117–125.

Management

637–653

646 Bennett, W. E. 1956. “Master Plan for Management Development.” HBR 34 (May-June, no. 3): 71–84. Given the wide-array of techniques associated with management training (e.g., role playing, case studies, psychological testing, guided discussions and coaching), Bennett discusses the importance of a master plan with regards to this training.

647 Warner, W. L. and J. C. Agegglen. 1956. “Successful Wives of Successful Executives.” HBR 34 (March-April, no. 2): 64–70.

Barry describes how the Bendix Radio Company engages in a “survival-of-the-ﬁttest training culture” to acclimate its management trainees to changing conditions.

As sociologists at the University of Chicago, Warner and Abegglen examined the roles placed on women in conjunction to the careers of their corporate executive spouses.

639 Saxenian, H. 1958. “Criterion for Emotional

648 Anshen, M. 1955. “Better Use of Executive

Maturity.” HBR 36 ( January-February, no. 1): 56– 68. Saxenian developed criteria on emotional maturity that can help in selecting and developing executives and supervisors. This evaluation is based on one’s ability to work by themselves and then with others while under pressure.

640 Bursk, E. C. 1957. “New Dimensions in Top Executive Reading.” HBR 35 (September-October, no. 5): 93–112. The extent of one’s reading is an indicator of professionalism. Bursk’s “professional approach” calls for reading which is more intellectual and theoretical.

641 Spates, T. G. 1957. “Success and Executive Skills.” HBR 35 ( July-August, no. 4): 135–141. [“Looking Around” Feature]—Spates reviews recently published books relevant to executive skills and success.

642 Gibson, G. W. 1957. “The Filmed Case in Management Training.” HBR 35 (May-June, no. 3): 123–130. Gibson describes how some management training programs have incorporated cinematic features into their curriculum to generate discussion.

643 Jessop, W. S. 1957. “Tapping New Sources of Knowledge.” HBR 35 (March-April, no. 2): 147– 157. [“Thinking Ahead” Feature]— Jessop argues that executives will grow, be well-rounded and more effective if they diversify their readings and interests into areas which have no bearing on business.

644 Andrews, K. R. 1957. “Is Management Training Effective: Measurement, Objectives, and Policy.” HBR 35 (March-April, no. 2): 63–72. Andrews describes how social scientists are assessing the effectiveness of management training programs.

645 _____. 1957. “Is Management Training Effective: Evaluation by Managers and Instructors.” HBR 35 ( January-February, no. 1): 85–94. Andrews discusses the difﬁculty of assessing the effectiveness of management training programs.

Development Programs.” HBR 33 (November-December, no. 6): 67–74. Executive training programs can provide tremendous beneﬁts if top management critically examines all facets of these programs on a consistent basis.

649 Kallejian, V. J., I. R. Weschler and R. Tannenbaum. 1955. “Managers in Transition.” HBR 33 ( July-August, no. 4): 55–64. Kallejian and his coauthors developed a case study on executive team building and the myriad of communication problems that arise in a television manufacturing facility.

650 Pamp, F. E., Jr. 1955. “Liberal Arts as Training for Business.” HBR 33 (May-June, no. 3): 42–50. The demands placed on management have historically been quantitative. With automation and the computer, Pamp discusses how these demands are changing. Executives now need greater intellectual depth that comes only from a liberal arts oriented education.

651 Katz, R. L. 1955. “Skills of an Effective Administrator.” HBR 33 ( January-February, no. 1): 33–42. One’s technical, human, and conceptual abilities are inter-related skills that can be developed. The relative importance of each skill varies according to the level of managerial responsibility.

652 Anshen, M. 1954. “Executive Development: In-Company vs. University Programs.” HBR 32 (September-October, no. 5): 83–91. Based on the Bell Systems’ experience, Anshen describes the extent to which in-company executive training programs are popular and how these programs differ from university-offered programs.

653 Wald, R. M. and R. A. Doty. 1954. “The Top Executive: A Firsthand Proﬁle.” HBR 32 ( July-August, no. 4): 45–54. Managers who identify themselves with their organization and whose greatest satisfaction is derived from their work are likely to be executive material. Wald and Doty are also curious whether the dimensions that successful executives possess can be identiﬁed and measured.

654–668

Management

44

654 Furst, B. 1954. “Train Your Memory.” HBR 32 (March-April, no. 2): 105–112. Most executives are faced with the necessity of remembering many names and faces, lists of ﬁgures along with complex arguments. Furst contends that the effort spent on memory development will do much to relieve the burdens placed on executives.

655 Sampson, R. C. 1953. “Train Executives While They Work.” HBR 31 (November-December, no. 6): 42–54. Sampson believes that most executives feel responsible for their own self-development and the success of their organization. Like most people, however, they resent feeling pushed or manipulated. Sampson ﬁnds executives most stimulated by training programs when confronted by immediate problems in their organization.

656 Learned, E. P. 1951. “Trends in Administration.” HBR 29 ( July, no. 4): 127–134. [“Thinking Ahead” Feature]— Learned writes about an array of problems which executives are likely to encounter throughout the 1950s.

657 Bursk, E. C. and D. T. Clark. 1949. “Reading Habits of Business Executives.” HBR 27 (May, no. 3): 330–345. Bursk and Clark discuss their survey ﬁndings on what corporate executives read for professional and recreational purposes.

658 Folts, F. E. 1938. “The Recent Literature of Business Management.” HBR 17 (Autumn, no. 1): 117–124. Folts reviews James Gillespie’s book Principles of Rational Industrial Management in which Gillespie castigates scientiﬁc management for ignoring the human element along with books by J. E. Walters (Modern Management) and Glover and Maze’s Managerial Control.

659 Heyman, J. K. 1930. “The Importance of Private Business Histories.” HBR 8 (April, no. 3): 354– 358. Heyman discusses how important it is to explore a company’s history in a manner that generates constructive criticism instead of gloriﬁcation.

Foreign Operations or Subsidiaries 660 Ghemawat, P. 2007. “Mapping Differences: The Central Challenge of Global Strategy.” HBR 85 (March, no. 3): 58–68. A ﬁrm’s international strategy must be evaluated on a regular basis given how one’s markets and production facilities are more globalized than ever. Ghemawat provides upper management with a framework to think through their options.

661 O’Connell, A. 2007. “Novartis’s Great Leap of Trust.” HBR 85 (March, no. 3): 26–26. [“Conversation” Feature]— Despite China’s record on protecting intellectual property, Daniel Vasella, CEO of the pharmaceutical maker Novartis, discusses why his

company opted to open a research and development facility in Shanghai, China. Vasella hopes this will provide Novartis with access to China’s scientiﬁc talent and its huge market of potential consumers.

662 Ghemawat, P. 2005. “Regional Strategies for Global Leadership.” HBR 83 (December, no. 12): 98–108. Successful global companies seem to be engaged in regionally focused strategies that require ﬂexibility and creativity. Ghemawat describes how these ﬁrms need to decide what constitutes their region and incorporate ﬁve strategies into their existing business framework.

663 Roche, E. 2005. “Riding the Celtic Tiger.” HBR 83 (November, no. 11): 39–50. [“HBR Case Study” Feature]— An Irish executive for an American multinational company in Dublin is offered a phenomenal opportunity at his company’s California home ofﬁce. Accepting this, however, means uprooting his family and leaving a more robust economy than that of the United States.

664 Ghemawat, P. 2003. “The Forgotten Strategy.” HBR 81 (November, no. 11): 76–84. Companies typically see globalization as a matter of taking a superior business model and extending it geographically. Differences between nations are obstacles that need to be overcome. Ghemawat explains how “arbitrage” works from the standpoint of these differences.

665 Xin, K. and V. Pucik. 2003. “Trouble in Paradise.” HBR 81 (August, no. 8): 27–35. [“HBR Case Study” Feature]— The Chinese executives of successful joint ventures in Shanghai envision a future that includes the launch of a new national brand and creation of hundreds of jobs. Their American partner, however, is fuming since the performance of this joint venture has been less than stellar. Xin and Pucik’s case study ponders whether this venture can be saved.

666 Vanhonacker, W. R. 2000. “A Better Way to Crack China.” HBR 78 ( July-August, no. 4): 20–22. [“Perspectives” Feature]— Vanhonacker describes how Eastman Kodak pioneered a new corporate structure in China that closely parallels many Western companies.

667 Hastings, D. F. 1999. “Lincoln Electric’s Harsh Lessons from International Expansion.” HBR 77 (May-June, no. 3): 162–178. [“First Person” Feature]— As Lincoln Electric’s former CEO, Hastings describes the setbacks his company encountered in attempting to penetrate the European market; most of which stemmed from Lincoln Electric’s assumption that it would be successful anywhere throughout the world with its production capabilities and corporate culture. The company’s top management lacked international expertise and had no grasp of Europe’s labor culture.

668 Maruca, R. F. 1994. “The Right Way to Go Global: An Interview with Whirlpool CEO David Whitman.” HBR 72 (March-April, no. 2): 134–149. Whirlpool chairman and CEO, David R. Whitwam, discusses why Whirlpool opted to internationalize and

45 what the company learned from developing an international presence. The company now has manufacturing facilities in 11 nations. Its products are marketed to over 120 nations.

669 Nichols, N. A. 1993. “From Complacency to Competitiveness.” HBR 71 (September-October, no. 5): 162–171. [An Interview with Vitro’s Ernesto Martens]— As CEO of Vitro Sociedad Anonima [Mexico] since 1985, Ernesto Martens is the ﬁrst non-family individual to hold his position in the 84-year history of the company. Martens describes how his company intends to become more competitive on a global basis.

670 Das, G. 1993. “Local Memoirs of a Global Manager.” HBR 71 (March-April, no. 2): 38–47. [“First Person” Feature]— From making Vicks Vaporub into one of Procter & Gamble’s most successful brands in India, Das describes how successful global brands tap the local institutions and traditions that their geographical diversity provides.

671 Lawrence, P. and C. Vlachoutsicos. 1993. “Joint Ventures in Russia: Put the Locals in Charge.” HBR 71 ( January-February, no. 1): 44–54. [“Four Corners” Feature]— Lawrence and Vlachoutsicos ﬁnd that the beneﬁts of Western-Russian joint ventures far exceed the risks when Russia’s many talented and experienced managers are placed in charge.

Management

669–683

676 Dickson, D. N. 1983. “Case of the Reluctant Multinational.” HBR 61 ( January-February, no. 1): 6–18. [“Problems in Review” Feature]—Dickson’s case study focuses on a company who hopes to purchase an international company who hopes to force its “suitor” to absorb an entirely different organizational culture.

677 Davidson, W. H. and P. Haspeslagh. 1982. “Shaping a Global Product Organization.” HBR 60 ( July-August, no. 4): 125–132. A pressing problem for many multinational corporations is the magnitude of diversity that is inherent in these organizations and how these organizations should be organized and coordinated.

678 Killing, J. P. 1982. “How to Make a Global Joint Venture Work.” HBR 60 (May-June, no. 3): 120–127. Killing discusses how company executives might manage their joint ventures structures with other international companies or organizations.

679 Sheppard, I. T. 1982. “If Kidnappers Strike...” HBR 60 ( January-February, no. 1): 52–56. [“Ideas for Action” Feature]— Kidnapping episodes of corporate executives for foreign countries are rampant. Sheppard describes why ﬁrms engaged in foreign operations should establish “emergency response groups” (ERGs) to alleviate this problem.

672 Webber, A. M. 1989. “The Case of the China Diary.” HBR 67 (November-December, no. 6): 14– 40.

680 Wells, L. T., Jr. 1974. “Don’t Overautomate

[“HBR Case Study” Feature]— By maintaining a daily diary while he worked to open a new textile plant in China, Webber’s case study focuses on Geoff Parker and how he dealt with China’s society, bureaucracy and economy from the late 1970s through the Tianamen Square confrontation.

Wells describes why it is not terribly economical to install automated equipment in underdeveloped nations. Companies that do automate their Third World plants need to strike a judicious balance between laborers and machinery.

673 Bartlett, C. A. and S. Ghoshal. 1986. “Tap Your Subsidiaries for Global Reach.” HBR 64 (November-December, no. 6): 87–94. After a miserable European launch of Pampers, Procter & Gamble changed how it executed its European marketing strategy by reinstating its country managers and local subsidiary structures.

Your Foreign Plant.” HBR 52 ( January-February, no. 1): 111–118.

681 Widing, J. W., Jr. 1973. “Reorganizing Your Worldwide Business.” HBR 51 (May-June, no. 3): 153–160. Widing investigates how ﬁrms can integrate one’s foreign activities with their domestic activities. Many companies with international operations ﬁnd that their organizational structures are no longer appropriate for the changing conditions of the business.

674 Austin, J. E. and J. C. Ickis. 1986. “Managing After the Revolutionaries Have Won.” HBR 64 (May-June, no. 3): 103–109.

centives for Foreign Nationals.” HBR 51 (MarchApril, no. 2): 32–42, 158.

Using Nicarauga as a case study, Austin and Ickis describe how multinational companies can operate in unstable political environments, even following a revolution.

[“Special Report” Feature]— Rock and Sym-Smith offer advice for developing incentive programs and yardsticks that reward a manager’s accomplishments in a foreign operation.

675 Berlew, F. K. 1984. “The Joint Venture — A Way into Foreign Markets.” HBR 62 ( July-August, no. 4): 48–54.

683 Tsurumi, Y. 1971. “Myths That Mislead U.S. Managers in Japan.” HBR 49 ( July-August, no. 4): 118–127.

[“Ideas for Action” Feature]— Berlew describes how small companies can beneﬁt by establishing themselves overseas and engaging in licensing practices.

Most American companies operating in Japan realize that their Japanese employees must be provided with managerial and operational training. Tsurumi identiﬁes

682 Rock, M. L. and C. I. Sym-Smith. 1973. “In-

684–701

Management

46

seven myths that hamper American companies when recruiting and training capable Japanese professionals.

684 Hoskins, W. R. 1970. “How to Counter Ex-

693 Butler, W. J. and J. Dearden. 1965. “Managing a Worldwide Business.” HBR 43 (May-June, no. 3): 93–102.

propriation.” HBR 48 (September-October, no. 5): 102–111.

An array of control problems will provide obstacles for operating the “ideal” world enterprise.

Hoskins assesses the political, economic, and legal steps that companies should pursue if their assets are conﬁscated by a foreign nation.

694 Clee, G. H. and W. M. Sachtjen. 1964. “Organizing a Worldwide Business.” HBR 42 (November-December, no. 6): 55–67.

685 Parks, F. N. 1969. “Survival of the European Headquarters.” HBR 47 (March-April, no. 2): 79– 84.

Clee and Sachtjen describe three dominant organizational patterns that have evolved in response to the pressures for managing an enterprise along with the advantages and disadvantages they raise for upper management.

During the early 1960s, many American companies established European ofﬁces to expand their operations. The performance of these ofﬁces, despite their initial fanfare, is often disappointing.

686 Schnapp, J. B. 1968. “The Case of the Crisis in Caribia.” HBR 46 (November-December, no. 6): 162–185. [“Problems in Review” Feature]— Schnapp’s case study describes some dilemmas encountered by a young American executive in charge of a Brazilian facility.

687 Williams, C. R. 1967. “Regional Management Overseas.” HBR 45 ( January-February, no. 1): 87– 91. Williams points out the advantages that exist with regional management arrangements for certain types of companies engaged in international business.

688 Mace, M. L. 1966. “The President and International Operations.” HBR 44 (November-December, no. 6): 72–84. Mace offers a strategy and other useful ideas for companies engaged in foreign ventures.

689 Gaddis, P. O. 1966. “Analyzing Overseas Investment.” HBR 44 (May-June, no. 3): 115–122. Managers can make more effective analyses and comparisons to their foreign operations. All relevant forms of earnings and losses that are expected to ﬂow from a proposed investment must be taken into consideration.

690 Lee, J. A. 1966. “Cultural Analysis in Overseas Operations.” HBR 44 (March-April, no. 2): 106–114. American managers invariably make unconscious references to their own culture. Lee contends that this leads to many business problems and offers a four-step approach to prevent such matters.

695 Skinner, C. W. 1964. “Management of International Production.” HBR 42 (September-October, no. 5): 125–136. Neither loose delegation or heavy-handed domination will solve one’s manufacturing problems overseas. Better situational thinking, along with fewer extreme positions on the difﬁcult issues, is essential to this problem.

696 Vernon, R. 1963. “Saints and Sinners in Foreign Investment.” HBR 41 (May-June, no. 3): 146–161. American business is being confronted with anti– American hostilities abroad. To deal with this hostility, Vernon urges Americans to to take a number of steps to reduce this distrust.

697 Hodgson, R. and H. E. R. Uyterhoeven. 1962. “Analyzing Foreign Opportunities.” HBR 40 (March-April, no. 2): 60–79. To evaluate foreign business opportunities, one must look beyond market growth. Hodgson and Uyterhoeven created an “opportunity analysis model” to help top management make sounder decisions on where and how to invest.

698 Clee, G. H. and Lindsay. F. A. 1961. “New Patterns for Overseas Operations.” HBR 39 ( JanuaryFebruary, no. 1): 65–73. By adapting the systems management concept to economic development, American businesses can emulate what the Soviet Union is doing in the underdeveloped world.

699 Linﬁeld, S. J. 1960. “Overseas Operations.” HBR 38 (September-October, no. 5): 41–50. [“Looking Around” Feature]— Linﬁeld reviews the best books and articles available on conducting business overseas.

691 Smith, D. T. 1966. “Financial Variables in International Business.” HBR 44 ( January-February, no. 1): 93–104.

700 Fayerweahter, J. 1957. “Foreign Operations: A Guide for Top Management.” HBR 35 ( JanuaryFebruary, no. 1): 127–135.

Smith discusses problems with varying tax levels along with the cost of borrowing when the parent corporations reports income from foreign operations

Corporate management must measure their operating philosophy against a valid yardstick with regards to its international divisions to overcome many of the challenges relevant to these operations.

692 Barnes, W. S. 1965. “Guides to International Operations.” HBR 43 (November-December, no. 6): 26–37+. Barnes discusses how the confusion that typically surrounds a company’s foreign operations can be reduced.

701 Wharton, C. R., Jr. 1954. “Aiding the Community: A New Philosophy for Foreign Operations.” HBR 32 (March-April, no. 2): 64–72. Wharton discusses the social investment businesses

47 must make with their international operations to improve living standards and eliminate poverty and ignorance.

702 James, C. L. 1932. “International Control of Tin Ore.” HBR 11 (October, no. 1): 67 -75. James describes how the British Empire produces over 50 percent of the world’s tin.

Management

702–716

708 Fels, A. 2004. “Do Women Lack Ambition?” HBR 82 (April, no. 4): 50–60. [“Managing Yourself ” Feature]—For women, far more than with men, the decision to pursue an interest is repeatedly reconsidered and often abandoned. To realize their dreams, women must understand why they are willing to walk away from them.

709 Babcock, L., S. Laschever, M. Gelfand and D.

Gender or Racial Workplace Issues 703 Esarey, S. and A. Hasleberger. 2007. “OffRamp — Or Dead End?” HBR 85 (February, no. 2): 57–69. [“HBR Case Study” Feature]— After missing another school play, Cheryl Jarnis is coming to realize that being a marketing director for a major British corporation is hampering her responsibilities as a mother. Esarey and Hasleberger’s case study ponders whether: (i) Ms. Jarnis should stay with her company; (ii) if there is anything Ms. Jarnis can do to rectify her current situation with her company, or (iii) should Ms. Jarnis simply chuck everything?

704 Ely, R. J., D. E. Meyerson and M. N. Davidson. 2006. “Rethinking Political Correctness.” HBR 84 (September, no. 9): 78–87. Ely and her coauthors argue that “political correctness” erodes the abilities of people to develop meaningful relationships across racial, gender and religious lines.

705 Carlson, D. S., K. M. Kacmar and D. Whitten. 2006. “What Men Think They Know About Executive Women.” HBR 84 (September, no. 9): 28–28. [“Forethought” Feature]— Carlson and her coauthors ﬁnd that attitudes about women in executive positions have improved but not to the extent perceived by men from replicating a 1985 Harvard Business Review study.

706 Hewlett, S. A. and C. B. Luce. 2005. “OffRamps and On-Ramps: Keeping Talented Women on the Road to Success.” HBR 83 (March, no. 3): 43–54. [“Big Picture” Feature]— Stepping off the career fast track is easy. Getting back on is difﬁcult. At some point in their careers, many highly qualiﬁed and committed women actually step off this fast track . Hewlett and Luce compiled survey data that reveals the extent of this issue and what organizations might do to reverse this “brain drain.” The trick is helping people maintain the connections which enables them to re-enter the workforce without being marginalized.

707 Cunningham, C. R. and S. S. Murray. 2005. “Two Executives, One Career.” HBR 83 (February, no. 2): 125–131. [“Managing Yourself ” Feature]— To balance career and family pressures, the two authors “shared” an executive’s job with Fleet Bank’s Foreign Exchange Group for six years. In essence, they acted as one person with the strengths and ideas of two executives. The two describe the hurdles they faced in winning over management, their peers and clientele with the concept.

Small. 2003. “Nice Girls Don’t Ask.” HBR 81 (October, no. 10): 14–16. [“Forethought” Feature]— Management typically shortchanges women since men are far more likely to negotiate for what they want than women. Babcock and her coauthors assert that this is costly for companies and requires managerial intervention.

710 Wellington, S., M. Brumit Kropf and P. R. Gerkovich. 2003. “What’s Holding Women Back?” HBR 81 ( June, no. 6): 18–19. [“Forethought” Feature]— Female executives and CEOs of Fortune 500 companies were both surveyed as to the barriers that women face in advancing through corporate hierarchies.

711 Waite, T. J. 2003. “Keeping to the Fairway.” HBR 81 (April, no. 4): 29–37. [“HBR Case Study” Feature]— Pace Sterling, Incorporated sponsors an annual professional golf tournament at a country club in which only men can be members. Waite’s case study pursues whether the marketing value that this sponsorship provides is diminished—or heightened — by controversy of this nature.

712 Carver, K. A. and A. B. Livers. 2002. “Dear White Boss.” HBR 80 (November, no. 11): 76–81. Carver and Livers crafted a hypothetical letter from an African-American manager on the systematic racism that is rampant throughout the corporate world.

713 Hewlett, S. A. 2002. “Executive Women and the Myth of Having It All.” HBR 80 (April, no. 4): 65–73. Hewlett’s survey reveals the difﬁculty that highly educated and high-earning women face achieving any semblance of a work-family balance.

714 Thomas, D. A. 2001. “The Truth About Mentoring Minorities: Race Matters.” HBR 79 (April, no. 4): 98–107. Thomas studied the progression of minorities at three large U.S. corporations and found that minorities who advance the furthest had a vibrant network of mentors and corporate sponsors.

715 Hayashi, A. M. 2001. “Mommy-Track Backlash.” HBR 79 (March, no. 3): 33–42. [“HBR Case Study” Feature]— Hayashi’s case study examines how a ﬁctional company might strike an equitable solution on workload issues for knowledge workers who are parents along with those who are non-parents.

716 McCracken, D. M. 2000. “Winning the Talent War for Women: Sometimes It Takes a Revolu-

717–730

Management

48

tion.” HBR 78 (November-December, no. 6): 159– 167. During the early 1990s, Deloitte and Touche realized that many talented women had left the ﬁrm. Many of these departures resulted from uncompromising career options in Deloitte’s male dominated culture. Stemming this tide was both urgent and difﬁcult; nonetheless, it enabled Deloitte to grow faster than any of its competition.

717 Connor, J. C. 2000. “It Wasn’t About Race, Or Was It?” HBR 78 (September-October, no. 5): 37–46. [“HBR Case Study” Feature]— Connor’s case study focuses on a major accounting ﬁrm’s partners and associates having to come to grips with race relations.

718 Meyerson, D. E. and J. K. Fletcher. 2000. “A Modest Manifesto for Shattering the Glass Ceiling.” HBR 78 ( January-February, no. 1): 126–138. Women have made enormous gains in the corporate world. Still, they make up only 10 percent of senior managerial posiitons in Fortune 500 companies. Myerson and Fletcher examine how this “glass ceiling” can be shattered.

719 Thomas, D. A. and S. Wetlaufer. 1997. “A Question of Color: A Debate on Race in the U.S. Workplace.” HBR 75 (September-October, no. 5): 118–134. Although some gains in racial diversity were made in the two decades since afﬁrmative action became law, Thomas and Wetlaufer lead a symposium on this topic with executives of color.

720 Magretta, J. 1997. “Will She Fit In?” HBR 75 (March-April, no. 2): 18–32. [“HBR Case Study” Feature]— Magretta’s case study involves a female partner with a prestigious consulting ﬁrm whose most important client made an unwanted sexual advance.

721 Tannen, D. 1995. “The Power of Talk: Who Gets Heard and Why.” HBR 73 (September-October, no. 5): 138–150. Men and women have different approaches to conversational styles that typically stem from one’s childhood experiences. Tannen demonstrates how one’s style affects who is heard, who gets credit and what gets done.

722 Schrank, R. 1994. “Two Women, Three Men on a Raft.” HBR 72 (May-June, no. 3): 68–80. [Reprint from a 1977 issue of HBR]— An Outward Bound raft trip was intended to build better teamwork and teach the art and techniques of survival under adverse conditions. The males on this trip manage to protect their power from the women by building doubts and by supplying negative reinforcement which is analogous to the challenge many women face in the business world.

723 Mock, C. and A. Bruno. 1994. “The Expectant Executive and the Endangered Promotion.” HBR 72 ( January-February, no. 1): 16–25. [“HBR Case Study” Feature]—Mock and Bruno’s case

study focuses on a woman who is the logical choice for a newly-created director’s position. Her drawback is that a major product line will be launched while she’s on maternity leave.

724 Kimmel, M. S. 1993. “What Do Men Want?” HBR 71 (November-December, no. 6): 50–63. [“In Question” Feature]—American men face a workplace environment that includes increasing numbers of women in an economy in which thousands of males are being let go. Kimmel explains the impact this has on men who are now forced to re-evaluate themselves, their value systems and their jobs.

725 Havens, T. 1993. “The Change-Dazed Manager.” HBR 71 (September-October, no. 5): 22–37. [“HBR Case Study” Feature]— Havens’s case study, based on a ﬁctitious diary of a high-level executive, illustrates the problems that arise from changing jobs in a dual-career marriage.

726 Nichols, N. A. 1993. “Whatever Happend to Rosie the Riveter?” HBR 71 ( July-August, no. 4): 54–62. [“In Question” Feature]— Management has traditionally been a male domain in light of the traditional male characteristics of assertiveness and decisiveness. Women are now assuming managerial positions similar to the legendary Rosie the Riveter during World War II. America’s present competitive crisis, much like World War II, gives women the chance to redeﬁne the qualities of a manager.

727 Reardon, K. 1993. “The Memo Every Woman Keeps in Her Desk.” HBR 71 (March-April, no. 2): 16–22. [“HBR Case Study” Feature]—The overall atmosphere of a software company is eroding the self-worth of a female employee which is compelling her to send a memo to the company’s CEO.

728 Schwartz, F. 1992. “Women as a Business Imperative.” HBR 70 (March-April, no. 2): 105–114. Schwartz reports on the miserable job American companies are doing in managing and motivating their female employees. As a result, only a fraction of the capabilities that female employees possess are tapped. This represents a terrible waste of productivity.

729 Niven, D. 1992. “The Case of the Hidden Harassment.” HBR 70 (March-April, no. 2): 12–22. [“HBR Case Study” Feature]— Niven’s case study involves a male manager who enters an unoccupied ofﬁce of a female subordinate to look for a ﬁle. The manager notices an electronic mail message left on the computer monitor relevant to the woman’s sex life.

730 Loveman, G. W. 1990. “The Case of the PartTime Partner.” HBR 68 (September-October, no. 5): 12–29. [“HBR Case Study” Feature]— Loveman’s case study involves a talented female associate in a law ﬁrm and whether she should be granted partnership because of the ﬂexible work schedule she has from having small children.

49

Management

731–747

731 Stone, N. 1989. “Mother’s Work.” HBR 67

740 _____. 1982. “Stepping Out of Glass Slippers.”

(September-October, no. 5): 50–56.

HBR 60 (March-April, no. 2): 148–149.

[“For the Manager’s Bookshelf ” Feature]— Stone’s essay focuses on Fuch’s Women’s Quest for Economic Equality and Hocschild’s Second Shift.

[“For the Manager’s Bookshelf ” Feature]—Collins reviews Collette Dowling’s new book, The Cinderella Factor, on the fantasy world’s many women let themselves get trapped into.

732 Schwartz, F. N. 1989. “Executives and Organizations: Management Women and the New Facts of Life.” HBR 67 ( January-February, no. 1): 65–76. Popular perception might be that female managers are more expensive to employ than their male counterparts; most of which stems from their higher level of turnover. Schwartz counters that these additional costs can be eliminated if several items are factored into this equation.

733 Seymour, S. 1987. “The Case of the Mismanaged Ms.” HBR 65 (November-December, no. 6): 77–87.

741 deForest, M. E. 1981. “Mexican Workers North of the Border.” HBR 59 (May-June, no. 3): 150–157. Most Mexican workers now working in the United States are typically from small Mexican towns. The only work available in these Mexican towns involves sharecropping, working in small stores, tending bar, or fabricating goods to sell in the streets. deForest discusses how Mexican and Chicano workers are drawn to living and working in squalid conditions throughout the United States.

Seymour’s case study focuses on the complexities for one of the thorniest issues facing management.

742 Rowe, M. P. 1981. “Dealing with Sexual Harass-

734 Jones, E. W., Jr. 1986. “Black Managers: The Dream Deferred.” HBR 64 (May-June, no. 3): 84– 95.

[“Ideas for Action” Feature]— Rowe emphasizes the importance of employers sending out unmistakable signals that serious retribution will be taken against those adjudicated of sexual harassment.

ment.” HBR 59 (May-June, no. 3): 42–46.

Though African-American and other minorities are entering management at unprecedented levels, Jones discusses the frustration, isolation, anger and despair that many minority managers feel.

743 Collins, E. G. C. and T. B. Blodgett. 1981. “Sexual Harassment ... Some See It ... Some Won’t.” HBR 59 (March-April, no. 2): 76–94.

735 Sutton, C. D. and K. K. Moore. 1985. “Executive Women-20 Years Later.” HBR 63 (SeptemberOctober, no. 5): 42–66.

Collins and Blodgett describe the joint survey of professional women that HBR developed in conjunction with Redbook Magazine on what constitutes sexual harassment and how difﬁcult EEOC guidelines are to enforce.

[“Probing Opinions” Feature]— Sutton and Moore examine the results of a follow-up survey that was done in 1965 as to the attitudes that male and female executives have on an array of gender-oriented issues.

736 Sape, G. P. 1985. “Coping with Comparable Worth.” HBR 63 (May-June, no. 3): 145–152. With the courts ﬁnding private and public employers liable for wage and employment discrimination, Sape provides employers with ideas to avoid litigation.

737 Leap, T. L. and L. R. Smeltzer. 1984. “Racial Remarks in the Workplace: Humor or Harassment?” HBR 62 (November-December, no. 6): 74–79. Leap and Smeltzer examine the consequences of racial taunting which frequently occurs in factories, warehouses along with ofﬁce environments.

738 Rosen, B., S. Rynes and T. A. Mahoney. 1983. “Compensation, Jobs, and Gender.” HBR 61 ( JulyAugust, no. 4): 170–190. [“Probing Opinions” Feature]— Rosen and his coauthors discuss the results of a HBR survey as to what constitutes fair pay and whether jobs that possess equal value can even begin to generate equal compensation.

739 Collins, E. G. C. 1982. “The Entrepreneur Sees Herself as Manager.” HBR 60 ( July-August, no. 4): 140–150. [An Interview with Lore Harp]— Collins interviewed Lore Harp [CEO of Vector Electronics] on the problems that women encounter as entrepreneurs.

744 Fitt, L. W. and D. A. Newton. 1981. “When the Mentor Is a Man and the Protegee Is a Woman.” HBR 59 (March-April, no. 2): 56–60. [“Ideas for Action” Feature]— Fitt and Newton explain why the transition from helping a woman learn a job to helping her develop a career is not an easy transition.

745 Schwartz, F. N. 1980. “‘Invisible’ Resource: Women for Boards.” HBR 58 (March-April, no. 2): 6–18. [“From the Boardroom” Feature]— Despite how female corporate directors doubled in number between 1976 and 1979, the ratio of female to male directors remains low.

746 Rowe, M. P. 1978. “Case of the Valuable Vendors.” HBR 56 (September-October, no. 5): 40–60. [“Problems in Review” Feature]— Rowe’s case study examines an incident of subtle discrimination that has destructive consequences for a computer manufacturer.

747 Collins, E. G. C. and A. I. Esposito. 1978. “A Woman in the Boardroom.” HBR 56 ( January-February, no. 1): 77–86. [An Interview With Joan Ganz Cooney]— As one of the few women serving on a corporate board of directors, Cooney discusses her experiences and debunks many conventional views of women in high-powered positions.

748–763

Management

50

748 Schrank, R. 1977. “Two Women, Three Men on a Raft.” HBR 55 (May-June, no. 3): 100–108. Schrank utilizes a raft trip down a river in Oregon to illustrate the dynamics between men and women in a team environment.

749 Lear, F. 1975. “EEO Compliance Behind the Corporate Mask.” HBR 53 ( July-August, no. 4): 138–146. A company’s symbolism, jargon and inﬂexibility are good indicators of its resistance to women and minorities.

750 Barnett, R. C. 1974. “Johnnie Will Be an Executive, and Janie Will Be a...” HBR 52 (May-June, no. 3): 8–9. [“Ideas for Action” Feature]—Barnett contends “Janie” will outshine “Johnnie” scholastically, but as she grows older, she tends to forgo ambition and prestigious occupations.

751 Rosen, B. and T. H. Jerdee. 1974. “Sex Stereotyping in the Executive Suite.” HBR 52 (MarchApril, no. 2): 45–58. Most managers genuinely believe that their personnel decisions are gender-neutral. Rosen and Jerdee counter that personnel decisions are often predicated on traditional male/female concepts.

752 Fretz, C. F. and J. Hayman. 1973. “Progress for Women — Men Are Still More Equal.” HBR 51 (September-October, no. 5): 133–142. Fretz and Hayman perceive a mindset on the part of upper-echelon management that women are not committed to their work and have no desire to accept responsibility. As such, males are favored over females for managerial positions.

753 Jones, E. W., Jr. 1973. “What It’s Like to Be a Black Manager.” HBR 51 ( July-August, no. 4): 108– 116. Jones describes the unwillingness of whites to face the possibility that an African-American might ﬁll a “white” position.

754 Blodgett, T. B. 1972. “‘Borderline Black’ Revisited.” HBR 50 (March-April, no. 2): 132–139. Readers respond to Father Purcell’s case study on whether an African-American manager, whose performance was mediocre, should be let go when the company is in a period of downsizing.

755 Purcell, T. V. 1971. “Case of the Borderline Black.” HBR 49 (November-December, no. 6): 128–150. [“Problems in Review” Feature]— Preferential treatment of minority employees is a problem that many companies contend with. Purcell’s case study involves an African-American employee, with a so-so performance record, who is a likely candidate to be retrenched stemming from reduced corporate earnings.

756 Orth, C. D., 3rd and F. Jacobs. 1971. “Women in Management: Pattern for Change.” HBR 49 ( July-August, no. 4): 139–147.

More women will be hired for supervisory or executive positions than men during the 1970s. Orth and Jacobs describe how business will beneﬁit from this.

757 Purcell, T. V. 1968. “Break Down Your Employment Barriers.” HBR 46 ( July-August, no. 4): 65–76. Purcell points out how some imaginative and bold companies are ﬁghting discrimination toward AfricanAmericans and other minorities.

758 Haynes, U., Jr. 1968. “Equal Job Opportunity: The Credibility Gap.” HBR 46 (May-June, no. 3): 113–120. Haynes’s study of large corporate home ofﬁces located in New York City revealed that African-American employees constitute only 2.6 percent of employees despite that New York City possesses a large African-American population.

759 Bowman, G. W., N. B. Worthy and S. A. Greyser. 1965. “Are Women Executives People?” HBR 43 (May-June, no. 4): 14–28, 164–178. [“Problems in Review” Feature]— Bowman and her coauthors surveyed over 2,000 executives on the role of women in top management.

760 Fuller, F. M. and M. B. Batchelder. 1953. “Opportunities for Women at the Administrative Level.” HBR 31 ( January-February, no. 1): 111–128. The manner in which women behave on a job rather than how they perform their technical responsibilities is largely the chief criteria used to judge their executive potential.

Health Care Delivery Issues 761 Abercrombie, G. 2007. “Who’s Your Weakest Link?” HBR 85 (December, no. 12): 15–16. [“Forethought” Feature]— Abercrombie describes Hoffman-La Roche’s—a pharmaceutical manufacturer of antiviral drugs — preparation in the event a ﬂu pandemic somewhere in the world.

762 Calkins, C. and J. Sviokla. 2007. “What Health Consumers Want.” HBR 85 (December, no. 12): 14–15. [“Forethought” Feature]— A new survey should trigger innovative thinking on the part of the health care industry. From it, Calkins and Sviokla ﬁnd that health product consumers are highly diverse market that can be segmented by health and economic status.

763 Aspinall, M. G. and R. G. Hammermesh. 2007. “Realizing the Promise of Personalized Medicine.” HBR 85 (October, no. 10): 108–117. Aspinall and Hamermesh believe that medicine’s future depends on genetic and other diagnostic testing. Treatments could then be more individualized which would produce better outcomes. The health care industry, however, must shed itself of obsolete business models, regulations, reimbursement schedules as well as the behavior of some physicians.

51

Management

764–777

764 Reddy, M. and B. Swanepoel. 2006. “Cutting

771 Christensen, C. M., R. Bohmer and J. Ke-

the Cost of HIV.” HBR 84 (September, no. 9): 21– 22.

nagy. 2000. “Will Disruptive Innovations Cure Health Care?” HBR 78 (September-October, no. 5): 102–112.

[“Forethought” Feature]— By applying capital-asset portfolio modeling principles to its medical treatment programs, Reddy and Swanepoel describe how a South African mining ﬁrm improved employee heath, reduced absenteeism and stemmed the spread of HIV.

765 Herzlinger, R. E. 2006. “Why Innovation in Health Care Is So Hard?” HBR 84 (May, no. 5): 58–66. [“Big Picture” Feature]— The packaging and delivery of medical treatment is often inefﬁcient and user-unfriendly. Herzlinger examines why innovation efforts in health care are largely unsuccessful.

766 Spear, S. J. 2005. “Fixing Health Care from the Inside, Today.” HBR 83 (September, no. 9): 78–91. By taking an operations approach to health care, many hospital personnel (e.g., physicians, nurses, technicians and administrators) are making enormous short-term improvements in patient care as well as in lowering the operating costs of their hospitals. This derives, in large part, from Toyota’s famous production system. Hospitals are then able to break free from what Spear labels as the “work-around” culture which covers up many of the root causes of inefﬁciency and high levels of waste.

767 Porter, M. E. and E. O. Teisberg. 2004. “Redeﬁning Competition in Health Care.” HBR 82 ( June, no. 6): 64–76. Health plans, providers, payers, and others in the American health care system have competed too long on cost. Porter and Teisberg ﬁnd that America’s health care system can be ﬁxed with “positive-sum competition”; the same approach that enables other American industries to thrive.

768 Herzlinger, R. E. 2002. “Let’s Put Consumers in Charge of Health Care.” HBR 80 ( July, no. 7): 44–55. [“Big Picture” Feature]— Herzlinger explains how the health care industry is shielded from consumer pressures. Corporate policyholders must control these costs by providing employees with a choice of competing insurance coverages. Employees should also be charged prices which accurately reﬂect the true cost for health care.

769 Goldsmith, J. 2001. “The New Health Cost Crisis.” HBR 79 (November, no. 10): 20–21. [“Forethought” Feature]— Health care inﬂation is rising at double-digit rates. Goldsmith offers top management advise on restructuring their health insurance beneﬁts.

770 Meliones, J. 2000. “Saving Money, Saving Lives.” HBR 78 (November-December, no. 6): 57– 67. [“First Person” Feature]— Hospital administrators at Duke Children’s Hospital were forced to start thinking like a proﬁtable corporation and less like a money-losing nonproﬁt organization in the aftermath of their $11 million dollar operating loss.

Simpler alternatives to present-day health care exist that are being thwarted by established health care institutions. Instead of working to preserve the status quo, physicians and pharmaceutical companies should ask how can they encourage more disruptive innovations. If this occurs, higher quality health care could be feasible at lower costs.

772 Wyke, A. 1997. “Can Patients Drive the Future of Health Care?” HBR 75 ( July-August, no. 4): 146–150. [“Books in Review” Feature]— Wyke reviews Regina Herzlinger’s Market-Driven Health Care: Who Wins, Who Loses in the Transformation of America’s Largest Service Industry on three powerful trends involving American health care.

773 Peisch, R. 1995. “When Outsourcing Goes Awry.” HBR 73 (May-June, no. 3): 24–37. [“HBR Case Study” Feature]— Peisch’s case study focuses on a hospital CEO’s attempt to outsource its anesthesiology services.

774 Nichols, N. A. 1994. “Medicine, Management, and Mergers.” HBR 72 (November-December, no. 6): 104–114. [An Interview with Merck’s P. Roy Vagelos]— Merck’s former CEO, P. Roy Vagelos, describes how the acquisition of a prescription-beneﬁts-management company, Medco Containment Services, will generate cost containment, increased market share and access to drug-use information.

775 Teisberg, E. O., M. E. Porter and G. B. Brown. 1994. “Making Competition in Health Care Work.” HBR 72 ( July-August, no. 4): 131–141. Much of the health care reform debate focuses on onetime only cost savings. Teisberg and her coauthors ﬁnd that sustaining these reductions over a period of time is the most important issue facing policymakers. This requires a form of competition that is radically different than the competition facing other industries.

776 Brailer, D. J. and R. L. Van Horn. 1993. “Health and the Welfare of U.S. Business.” HBR 71 (March-April, no. 2): 125–132. By becoming involved in the supply side of the health care market (e.g., creating one’s own health care clinic or joining with other companies to develop one’s own health care plan), Brailer and Van Horn see tremendous potential in developing cost-effective economies for one’s work force.

777 Nichols, N. A. 1992. “Proﬁts with a Purpose: An Interview with Tom Chapman of the Greater Southeast Health Care System.” HBR 70 (November-December, no. 6): 86–97. The Greater Southeast Community Hospital was losing money and on the verge of bankruptcy. Under Tom

778–793

Management

52

Chapman’s leadership, the hospital not only is proﬁtable but it can also reinvest its proﬁts into Washington, D.C.’s Anacostia neighborhood.

Herzlinger maintains that employers are shifting the costs from one payer to another by redesigning their health insurance policies.

778 Kovner, A. R. 1991. “The Case of the Unhealthy Hospital.” HBR 69 (September-October, no. 5): 12–26.

786 Coddington, D. C., L. E. Palmquist and W. V.

[“HBR Case Study” Feature]—Kovner’s case study focuses on the new CEO for a hospital whose patient-base is primarily Medicaid recipients. Losses are mounting since Medicaid payments rarely cover a hospital’s operating costs.

779 Goldsmith, J. 1989. “A Radical Prescription for Hospitals.” HBR 67 (May-June, no. 3): 104–111. Goldsmith predicts that hospitals will likely manage chronic diseases in a patient’s home. Hospital visits would then only be for special treatments.

780 Herzlinger, R. E. 1989. “The Failed Revolution in Health Care — The Role of Management.” HBR 67 (March-April, no. 2): 95–105. Herzlinger assesses why the 1980s never became the decade of American health care that many hoped. Despite improved services and more efﬁcient services, health care costs continued to skyrocket.

781 _____. 1987. “Who Proﬁts from Nonproﬁts?” HBR 65 ( January-February, no. 1): 93–106. Herzlinger and Krasker empirically tested the performances of 14 major for-proﬁt and non-proﬁt health care chains and found that the for-proﬁt chains offered the same number of services, while charging the same, if not lower, prices from having lower operating costs.

782 Reisler, M. 1986. “Game Plan for Business Coalitions on Health Care.” HBR 64 (NovemberDecember, no. 6): 56–60. [“Ideas for Action” Feature]—Reisler describes the competition between eight health management organizations and preferred provider organizations in the Richmond, Virginia metropolitan area. Richmond’s costs have stabilized. The downside from this competition is a chaotic situation involving the quality and accessibility of service.

783 Rowe, M. P., M. Russell-Einhorn and M. A. Baker. 1986. “The Fear of AIDS.” HBR 64 ( JulyAugust, no. 4): 28–36. [“Ideas for Action” Feature]—Rowe and her coauthors report on the hysteria taking place in the workplace because of the AIDS epidemic. The authors also offer suggestions on what top-management can do to allay these fears.

784 Herzlinger, R. E. and J. Schwartz. 1985. “How Companies Tackle Health Care Costs: Part I.” HBR 63 ( July-August, no. 4): 68–81. Herzlinger and Schwartz describe how many companies have slashed health care costs by implementing service limits, raising employee payments, along with establishing ﬂexible beneﬁt plans.

785 Herzlinger, R. E. 1985. “How Companies Tackle Health Care Costs: Part II.” HBR 63 (September-October, no. 5): 108–120.

Trollinger. 1985. “Strategies for Survival in the Hospital Industry.” HBR 63 (May-June, no. 3): 129– 138. The competition that the health care industry now faces has never been more intense. The authors examine the options facing the industry such as downsizing or engaging in joint-ventures.

787 Aaron, H. J. and W. B. Schwartz. 1985. “Hospital Cost Control: A Bitter Pill to Swallow.” HBR 63 (March-April, no. 2): 160–168. The United States is about to enter a wrenching debate on how the growth of hospital spending can be slowed. Aaron and Schwartz believe that this can only be done through sacriﬁcing certain types of medical beneﬁts.

788 Gelb, B. D. 1985. “Preventive Medicine and Employee Productivity.” HBR 63 (March-April, no. 2): 12–16. [“Ideas for Action” Feature]— Gelb cites evidence on how physical ﬁtness makes workers healther and more productive.

789 Reisler, M. 1985. “Business in Richmond Attacks Health Care Costs.” HBR 63 ( January-February, no. 1): 145–155. Reisler describes how Richmond, Virginia, a fairly conservative city, implemented a city-wide Health Maintenance Organization (HMO) to combat skyrocketing health care costs.

790 Malloy, J. M. and D. B. Skinner. 1984. “Medicare on the Critical List.” HBR 62 (November-December, no. 6): 122–135. Malloy and Skinner focus on the impact that both Medicare and Medicaid have on the demand and cost for hospital services.

791 Walsh, D. C. 1984. “Is There a Doctor InHouse?” HBR 62 ( July-August, no. 4): 84–94. In addition to providing health-care services, some innovative companies are developing in-house medical departments to adjudicate diagnoses as well as research environmental health factors.

792 Egdahl, R. H. 1984. “Should We Shrink the Health Care System?” HBR 62 ( January-February, no. 1): 125–132. From his perspective as a surgeon and hospital administrator, Egdahl describes why health care cost-management programs are prone to failure unless there is a reduction in the number of hospitals and physician specialists.

793 Hiatt, H. H. 1984. “The Coming of Corporate Medicine.” HBR 62 ( January-February, no. 1): 6–10. [“For the Manager’s Bookshelf ” Feature]— Hiatt reviews Paul Starr’s, The Social Transformation of Ameri-

53 can Medicine, in which Starr chronicles a host of problems plaguing American medicine.

794 Young, D. W. and R. B. Saltman. 1983. “Preventive Medicine for Hospital Costs.” HBR 61 ( January-February, no. 1): 126–133. Whether state-regulated or voluntary, Young and Saltman explain how cost-containment programs might remedy rising hospital costs.

795 Bradford, C., G. Caldwell and J. C. Goldsmith. 1982. “The Hospital Capital Crisis: Issues for Trustees.” HBR 60 (September-October, no. 5): 56– 68. [“From the Boardroom” Feature]— In the midst of ﬁnancial and technological turmoil, Bradford and his coauthors believe that hospital trustees must abandon some long cherished notions if they are to keep their hospitals ﬂourishing.

796 Harrison, D. H. and J. R. Kimberly. 1982. “HMOs Don’t Have to Fail.” HBR 60 ( July-August, no. 4): 115–124. Since many HMOs are on the cusp of bankruptcy, far more needs to be done in monitoring and controlling how enrollees utilize services.

797 Wood, C. T. 1982. “Relate Hospital Charges to Use of Services.” HBR 60 (March-April, no. 2): 123–130. Present hospital cost setting techniques and routine daily-charge calculations are based on dividing total operating costs by the total patient days; a price-setting technique that would be grossly unacceptable in private industry.

798 Goldsmith, J. C. 1981. “Outlook for Hospitals: Systems Are the Solution.” HBR 59 (September-October, no. 5): 130–141. [An Interview with Thomas Frist, M.D. and James A. Campbell, M.D.]— In contrast to single, stand-alone community hospitals, Frist and Campbell describe the virtures of multi-hospital systems for generating economies of scale and preventing duplication.

799 _____. 1980. “The Health Care Market: Can Hospitals Survive?” HBR 58 (September-October, no. 5): 100–112. Alternative means for delivering hospital care will grow as hospital costs escalate. Hospitals that do not respond to these challenges by broadening their mix of services and by delivering more ﬂexible distribution systems will likely experience ﬁnancial and strategic difﬁculties.

800 Enthoven, A. C. 1979. “Consumer-Centered vs. Job-Centered Health Insurance.” HBR 57 ( January-February, no. 1): 141–152. Enthoven contends that “job-centered” health insurance is a major barrier to economic competition in health services and is a root cause for an array of administrative burdens.

801 Herzlinger, R. 1978. “Can We Control Health Care Costs?” HBR 56 (March-April, no. 2): 102–110.

Management

794–807

Herzlinger argues how physicians, hospital administrators, corporations and organized labor must reassess their decision-making criteria with regards to preventive care, self-insurance and other company health programs. In addition, Herzlinger emphasizes how government regulation does little to help organizations control costs.

802 Miller, A. B. 1978. “How Companies Can Trim Employee Health Beneﬁts Claims.” HBR 56 ( January-February, no. 1): 6–8. [“Ideas for Action” Feature]— Miller urges companies to develop a scheme to systematically monitor their monthly health care beneﬁt payments.

803 Brown, M. and H. L. Lewis. 1976. “Small Hospitals Contract for Management Help.” HBR 54 (May-June, no. 3): 6–7. [“Ideas for Action” Feature]— The problems confronting small hospitals keep growing in complexity. One way for these hospitals to cope is through contract management. Here, trustees contract with an outside organization to operate the institution.

804 Fragner, B. N. 1975. “Employees’ ‘Cafeteria’ Offers Insurance Options.” HBR 53 (NovemberDecember, no. 6): 7–10. [“Ideas for Action” Feature]—Fragner advocates a new approach so that employees can select their own beneﬁt and pay levels on the assumption that the needs for each employee differ.

805 Webber, J. B. and M. A. Dula. 1974. “Effective Planning Committees for Hospitals.” HBR 52 (May-June, no. 3): 133–142. Though long-range planning committees exist in most hospitals, most are ineffective bodies that never make decisions, solve problems or get anything done. Webber and Dula ﬁnd this disappointing because today’s hospitals should have an extermal committee to assess their environment along with internal strengths and weaknesses.

806 Grifﬁth, J. R., W. M. Hancock and F. C. Munson. 1973. “Practical Ways to Contain Hospital Costs.” HBR 51 (November-December, no. 6): 131– 139. Grifﬁth and his coauthors focus on the following items for containing hospital costs: (i) facility and services planning; (ii) patient scheduling; (iii) medical control of facility utilization; and ﬁnally (iv) administrative control for human resources and other expenditures. The authors emphasize the importance that administrators and hospital trustees have in utilizing benchmarks based on norms and standards.

807 Ellwood, P. M., Jr. and M. E. Herbert. 1973. “Health Care: Should Industry Buy It or Sell It?” HBR 51 ( July-August, no. 4): 99–107. The health maintenance organization (HMO) has entered the consciousness of companies. For a ﬁxed fee, a HMO will provide complete health care to a group for an extended period of time as a way to contain costs.

808–823

Management

54

808 Howard, G. G. 1973. “Anatomy of a Hospital Trustee.” HBR 51 (May-June, no. 3): 65–71. Lay hospital trustees know little about running a hospital. Since executives who serve on these boards cannot be window dressing, Howard describes how conscientious stewardship means becoming closely acquainted with the operations and staff to generate intelligent decisions.

809 Platou, C. N. and J. A. Rice. 1972. “Multihospital Holding Companies.” HBR 50 (May-June, no. 3): 14–21, 146–149. Platou and Rice explain how hospitals who join a holding company enjoy the beneﬁts of consolidation (i.e., superior administrative staff, strong capital base, and expanded central services) as well as independence and ﬂexibility.

810 Pettengill, D. W. 1971. “Writing the Prescription for Health Care.” HBR 49 (November-December, no. 6): 37–43.

Critics of the American pharmaceutical industry maintain that branding and other promotional practices contribute to the high cost of prescription drugs. Bauer and Field counter that the Soviet experience contradicts this assertion.

816 Grace, E. J. 1959. “Keep Your Employees Out of the Hospital.” HBR 37 (September-October, no. 5): 119–126. A program emphasizing preventive medicine increases employee health, morale and productivity while trimming insurance costs. Grace, a practicing physician and clinic manager, offers a plan by which business and the medical community can achieve the advantages of preventive medicine.

817 Wade, L. J. 1956. “Needed: A Closer Look at Industrial Medical Programs.” HBR 34 (MarchApril, no. 2): 81–90. Wade describes how industrial medical departments are making many positive contributions to the job satisifaction and productivity of employees.

Pettengill, as a health insurance industry executive, maintains that business can either champion a proposal that nationalizes health care or one that preserves, but improves, the existing private, pluralistic system.

818 Brennan, J. J., Jr. 1954. “Hospitals Need Business Know-How.” HBR 32 (September-October, no. 5): 92–100.

811 Forsyth, G. C. and D. G. Thomas. 1971. “Models for Financially Healthy Hospitals.” HBR 49 ( July-August, no. 4): 106–117.

With rising hospital operating costs, Brennan describes how hospitals are notoriously inefﬁcient particularly from the standpoint of procurement.

Traditional accounting tools are too weak to fashion sound ﬁnancial policy. Forsyth and Thomas describe some ﬂexible and powerful ﬁnancial models to enable hospital managers to keep abreast of internal as well as external developments relevant to their organizations.

819 Klarman, H. E. 1951. “Economics of Hospital Service.” HBR 29 (September, no. 5): 71–89.

812 Wasyluka, R. G. 1970. “New Blood for Tired Hospitals.” HBR 48 (September-October, no. 5): 65–74. The business community is meek in how it avoids today’s health care crisis. Wasyluka argues that hospitals are in desperate need for people with strong managerial and analytical aptitude to stymie these skyrocketing costs.

813 Underwood, J. M. 1969. “How to Serve on a Hospital Board.” HBR 47 ( July-August, no. 4): 73– 80. Hospitals are typically run by a policy-making board of trustees, made up of prominent executives from a community. Underwood draws on 23 years of service on such a board to discuss the role of executives in the development of modern hospitals.

814 Landgraf, W. E. 1967. “Needed: New Perspective on Health Services.” HBR 45 (September-October, no. 5): 75–83. Landgraf describes how alarmed public policymakers, corporate executives, academics and social authorities are over the escalation of hospital costs. Non-proﬁt hospitals, which account for over 65 percent of hospital admissions, have the highest “cost-per-patient day” ratios.

Klarman describes the organizational complexity involved with the modern hospital and the attention corporate executives must give toward the economic vitality of their local hospitals.

820 Bjorn, W. 1944. “Low-Cost Hospitialization Protection.” HBR 22 (Winter, no. 2): 256–264. Bjorn wonders about the American government’s role in health care administration since private industry seems to adequately provide adequate protection.

821 McFarland, R. A. 1943. “A Medical Program in Aviation.” HBR 22 (Autumn, no. 1): 93–127. McFarland examines the value that companies receive who implement on-site medical programs [i.e., on-site physician or nurse] based on the experiences of the airline industry.

Human Resource Management Issues 822 Levy, M. 2007. “Look to Your Front Line for the Future.” HBR 85 ( July-August, no. 7/8): 55–56. [“Perspectives” Feature]— An organization’s future success is predicated on how attuned it is to the inﬂuence that their front-line employees possess from dealing with one’s customers and markets.

823 Bassi, L. and D. McMurrer. 2007. “Maximiz-

815 Bauer, R. A. and M. G. Field. 1962. “Ironic

ing Your Return on People.” HBR 85 (March, no. 3): 115–123.

Contrast: US and USSR Drug Industries.” HBR 40 (September-October, no. 5): 89–97.

[“Took Kit” Feature]— Unlike contemporary metrics in human resource management, Bassi and McMurrer

55 describe an instrument that can measure how effective a ﬁrm manages its human capital and help gauge that ﬁrm’s return on its workforce.

Management

824–837

830 Hemp, P. 2004. “Presenteeism: At Work—But Out of It.” HBR 82 (October, no. 10): 49–58.

Companies who create “signature experiences” that convey their ﬁrm’s values and heritage are more likely to attract committed and productive professionals.

[“HBR at Large” Feature]— As companies attempt to control their health care costs, an often overlooked topic is the havoc caused by common ailments such as hay fever, headaches, arthritis, depression, asthma and even heart burn. Employees with these ailments will report to work; albeit they function far below full capacity. Hemp cites studies showing the aggregate impact of this “invisible drain” amounting to approximately $150 billion.

825 Berglas, S. 2006. “How to Keep A Players Productive.” HBR 84 (September, no. 9): 104–112.

831 Buchanan, L. 2004. “Civics and Civility.” HBR 82 (October, no. 10): 35–46.

824 Erickson, T. J. and L. Gratton. 2007. “What It Means to Work Here.” HBR 85 (March, no. 3): 104–112.

Most managers ultimately deal with an “A” player. “A” players, though psychologically ﬂawed and difﬁcult to manage, still provide a great deal to an organization. Berglas describes how managers can help these workers by praising them in an authentic manner and in setting boundaries for their performance expectations.

826 Kaufman, G. 2006. “How to Fix HR.” HBR 84 (September, no. 9): 30–30. [“Forethought” Feature]— Kaufman describes how human resource departments are bogged down in power struggles, bureaucratic programs and “special projects” which simply marginalize the department.

[“HBR Case Study” Feature]— A newly hired employee at the Clarion Company is injecting a strident political tone into Clarion’s organizational culture. Buchanan’s case study pursues what, if any, recourse does upper management have in this situation?

832 Dychtwald, K., T. Erickson and B. Morison. 2004. “It’s Time to Retire Retirement.” HBR 82 (March, no. 3): 48–57.

827 Huselid, M. A., R. W. Beatty and B. E. Becker.

Long-standing human resource practices are to invest heavily in youth and phase out one’s older workers. This practice must change. Companies will otherwise ﬁnd themselves running off a “demographic cliff ” as baby boomers age.

2005. “A Players” or “A Positions”?: The Strategic Logic of Workforce Management.” HBR 83 (December, no. 12): 110–117.

833 Morel-Samuels, P. 2002. “Getting the Truth into Workplace Surveys.” HBR 80 (February, no. 2): 101–109.

Effective business strategy requires differentiating a ﬁrm’s products and services in ways that create value for customers. This also requires a differentiated workforce. As such, businesses need to adopt a “portfolio approach” to workforce management in which their strategically important “A” positions, supporting “B” positions, and surplus “C” positions are systematically identiﬁed. A disproportionate share of resources must then be earmarked to make sure “A” players hold “A” positions.

[“Tool Kit” Feature]— Morel-Samuels exposes some glaring failures of workplace assessment tools and offers ways to enhance their design.

828 Geissler, C. 2005. “The Cane Mutiny: Managing a Graying Workforce.” HBR 83 (October, no. 10): 31–42. [“HBR Case Study” Feature]—[“HBR Case Study” Feature]— Medignostics’ HR manager sees a disaster on the horizon. His ﬁrm’s workforce is aging. Moreover, the company is not attracting younger talent. Top management, however, is preoccupied with cutting operating costs but oblivious to the severity of this demographic issue. For Medignostics to be competitive, does top management need to be proactive over this demographic shift?

829 Sullivan, C. 2005. “A Stake in the Business.” HBR 83 (September, no. 9): 57–64. [“First Person” Feature]— Sullivan, Outback Steak House’s chairman, describes his company’s formula for growth and development. It is rooted in “putting employees ﬁrst” through a humane work environment and by offering fabulous career opportunities. Turnover among hourly employees is low. This, in turn, creates happy restaurant customers. Sullivan also discusses the pressures facing his company to achieve high growth levels to accommodate this strategy.

834 Sorcher, M. and J. Brant. 2002. “Are You Picking the Right Leaders?” HBR 80 (February, no. 2): 78–85. CEOs instinctively overvalue particular qualities and skills (e.g., favoring team players, operationally skilled candidates, dynamic public speakers) while overlooking other qualities when hiring and promoting candidates. Sorcher and Brant developed an evaluation process in which a group of people observes a candidate’s behavior over a period of time and in different circumstances.

835 Drucker, P. F. 2002. “They’re Not Employees, They’re People.” HBR 80 (February, no. 2): 70–77. Drucker reminds companies who utilize a high degree of freelance talent or who outsource the more mundane tasks that a ﬁrm’s most important responsibility is developing the talent of their workforce.

836 Weinberger, D. 2001. “Garbage In, Great Stuff Out.” HBR 79 (September, no. 8): 30–32. [“Forethought” Feature]— Pristine data might be excellent for computers. Weinberger, however, believes that messy inputs generate the best decisions involving human beings.

837 Cappelli, P. 2001. “Making the Most of OnLine Recruiting.” HBR 79 (March, no. 3): 139–146. [“Tool Kit” Feature]— When competition for talent is ﬁerce, ﬁrms who master the art of on-line recruiting will be the ones attracting and keeping the best employees.

838–853

Management

56

838 Wetlaufer, S. 2000. “Who Wants to Manage a Millionaire?” HBR 78 ( July-August, no. 4): 53–60. [“HBR at Large” Feature]— Wetlaufer interviewed CEOs, human resource executives, executive headhunters and others to discover that “working millionaires” are forcing their ﬁrms to be creative and surpass benchmarks and other marketplace targets.

839 Friedman, S. D., P. Christensen and J. DeGroot. 1998. “Work and Life: The End of the ZeroSum Game.” HBR 76 (November-December, no. 6): 119–130. Many companies see work and one’s personal life as competing priorities in a zero-sum game (i.e., a gain in one means a loss in the other). Friedman and his coauthors describe a new tact in which management and employees collaborate to achieve work and personal objectives in a manner that beneﬁts everyone.

840 Galford, R. 1998. “Why Doesn’t This HR Department Get Any Respect?” HBR 76 (March-April, no. 2): 24–40. [“HBR Case Study” Feature]— Galford’s case study focuses on the little input that a HR department is allowed to offer with regards to recruiting, development, and strategic planning.

841 Ulrich, D. 1998. “A New Mandate for Human Resources.” HBR 76 ( January-February, no. 1): 124–135. Human resources departments must refocus their work away from activities which sap value from the organization in light of the challenges in today’s competitive environment. Focus, instead, should be on outcomes that improve a ﬁrm’s performance.

842 Hewlett, S. A. 1991. “The Human Resources Deﬁcit.” HBR 69 ( July-August, no. 4): 131–133. [“The Boundaries of Business” Feature]—Hewlett examines the human resources component of business since customer service, product quality and work skills are critical elements of corporate success.

843 Asakawa, J. 1991. “A Longer Vacation.” HBR 69 (May-June, no. 3): 138–150. Asakawa has written a ﬁctional situation in which a Japanese manager, named Kimihara, proposes an unheard-of two-month vacation for his employees.

844 Johnston, W. B. 1991. “Global Work Force 2000: The New World Labor Market.” HBR 69 (March-April, no. 2): 115–129. A global market for labor is developing. Developed nations’ proportion of the work force is shrinking in contrast to the Third World. Countries who produce welleducated workers but neglect to offer them good job opportunities will lose these skilled workers to the United States, Germany or the Paciﬁc Rim nations.

employees undergo medical and psychological testing along with scrutinizing their backgrounds, family history and friendships.

846 Rodgers, F. S. and C. Rodgers. 1989. “Business and the Facts of Family Life.” HBR 67 (November-December, no. 6): 121–129. Family issues are surfacing as an integral part of many organizational missions. Firms seeking to attract the most talented work force now show far greater sensitivity to dependent care, work and career ﬂexibility type issues.

847 Prietula, M. J. and H. A. Simon. 1989. “The Experts in Your Midst.” HBR 67 ( January-February, no. 1): 120–124. Few ﬁrms recognize the worth of the analytical reasoning, intuitive judgment, and grasp of one’s operations possessed by today’s knowledge worker. The authors insist that top management must grasp the difﬁculty that new employees have in absorbing these qualities.

848 Nightingale, H. 1988. “Battle Bureaucracy with Temporary Transfers.” HBR 66 ( July-August, no. 4): 124–126. [“Ideas for Action” Feature]— Nightingale describes how the Canadian Government’s central statistics agency makes use of a pool of employees to ﬁll temporary assignments throughout the agency if workﬂow needs necessitates extra help or when vacant positions transpire.

849 Friedman, D. E. 1986. “Child Care for Employees’ Kids.” HBR 64 (March-April, no. 2): 28–34. [“Special Report” Feature]— Friedman explains why company-provided day care is a competitive tool to attract and retain workers, reduce absenteeism and accidents.

850 Mills, D. Q. 1985. “Planning with People in Mind.” HBR 63 ( July-August, no. 4): 97–105. Innovative efforts to manage morale and improve individual and organizational performances are placing enormous emphasis on an array of human resource planning techniques.

851 Foulkes, F. K. and A. Whitman. 1985. “Marketing Strategies to Maintain Full Employment.” HBR 63 ( July-August, no. 4): 30–34. [“Ideas for Action” Feature]— Companies offering steady employment experience less resistance to technological change, incur lower training costs, enjoy greater recruiting advantages and pay far less in unemployment insurance.

852 Drucker, P. F. 1986. “How to Make People Decisions.” HBR 63 ( July-August, no. 4): 22–26. [“Getting Things Done” Feature]— Of the myriad of decisions that an executive makes, none is more important than those involving human beings.

845 Marx, G. T. 1990. “The Case of the Omniscient Organization.” HBR 68 (March-April, no. 2): 12–30.

853 Rowe, M. P. and M. Baker. 1984. “Are You

[“HBR Case Study” Feature]—Marx’s case study looks at a very successful high tech company which made its

Organizations who fail to offer constructive ways for employees to vent will likely encounter high absenteeism,

Hearing Enough Employee Concerns?” HBR 62 (May-June, no. 3): 127–135.

57 low morale, poor performance, litigation and the loss of competent employees.

854 Ewing, D. W. 1983. “Your Right to Fire.” HBR 61 (March-April, no. 2): 32–42. [“Keeping Informed” Feature]—Ewing assesses whether management still possesses their long-time prerogative to ﬁre employees in light of some confusing court decisions.

855 Rosow, J. M. and R. Zager. 1983. “Punch Out the Time Cards.” HBR 61 (March-April, no. 2): 12– 30. [“Special Report” Feature]— Rosow and Zager report on the many companies who allow alternative work schedules giving employees more control over their professional and personal lives.

856 Melohn, T. H. 1983. “How to Build Employee Trust and Productivity.” HBR 61 ( January-February, no. 1): 56–61.

Management

854–869

862 Ewing, D. W. and P. M. Banks. 1980. “Listening and Responding to Employees’ Concerns.” HBR 58 ( January-February, no. 1): 101–114. [An Interview with A. W. Clausen of Bank of America]— Clausen describes Bank of America’s philosophy on employee input, complaints and privacy.

863 Nolten, S. D. 1979. “Does Flextime Improve Productivity?” HBR 57 (September-October, no. 5): 12–22. [“Ideas for Action” Feature]— Roughly 13 percent of American businesses allow workers to set their arrival and departure times. From surveying 445 businesses with ﬂextime arrangements, Nolten’s research team found that ﬂextime arrangements are perceived as an effective tool for enhancing worker productivity.

864 Mills, D. Q. 1979. “Human Resources in the 1980s.” HBR 57 ( July-August, no. 4): 154–162.

[“Growing Concerns” Feature]— Melon examines the effects of the North American Tool & Die Company working to build trust between its management and workforce. His ﬁndings indicate a strong correlation exists between ﬁnancial results and employee morale.

The demands that companies place on their employees, coupled with employee expectations, in an environment driven by intense competition from foreign imports, technological developments and deregulation will have a profound inﬂuence on the direction of the human resource management ﬁeld in the 1980s.

857 Ewing, D. W. 1982. “Due Process: Will Business Default?” HBR 60 (November-December, no. 6): 114–122.

865 McDaniel, J. W. and J. L. Martin. 1979. “Save Money by Paying Workers’ Social Security Taxes.” HBR 57 (May-June, no. 3): 8–12.

To keep the federal and state governments at bay, company management must be proactive in addressing employee grievances on issues such as employee privacy and toxic wastes.

858 Skinner, W. 1981. “Big Hat, No Cattle: Managing Human Resources.” HBR 59 (September-October, no. 5): 106–114. Today’s management is far more attuned to the feelings of their employees than was the case with previous generations. Skinner, however, is bafﬂed why today’s employees are not as productive, loyal or dedicated to their organizations than was the case in previous eras.

859 Foulkes, F. K. 1981. “How Top Non-Union Companies Manage Employees.” HBR 59 (September-October, no. 5): 90–96. From analyzing 26 large and non-union corporations, Foulkes ﬁnds that their success comes from paying close attention to personnel matters and by creating an organizational climate that fosters personal growth.

860 Chatﬁeld, M. V. 1981. “Books on the Management of Human Resources.” HBR 59 ( July-August, no. 4): 34–36.

[“Ideas for Action” Feature]— The authors describe how a hospital saves some $50,000 annually by paying the employee’s portion of their Social Security premiums themselves.

866 Swart, J. C. 1979. “Flexitime’s Debit and Credit Option.” HBR 57 ( January-February, no. 1): 10–12. [“Ideas for Action” Feature]— Swart explains the virtues of ﬂex time in which employees can start and ﬁnish work at their own discretion provided the total number of hours required for a given time period is met.

867 Sonnenfeld, J. 1978. “Dealing with the Aging Work Force.” HBR 56 (November-December, no. 6): 81–92. Most companies were caught off guard when Congress and the President increased the mandatory retirement age to age 70. Sonnenfeld describes many of the demographic trends and improvements in life expectancy that are prevalent with today’s labor force and debunks many of the stereotypes that plague older workers.

868 Zager, R. 1978. “Managing Guaranteed Employment.” HBR 56 (May-June, no. 3): 103–115.

[“For the Manager’s Bookshelf ” Feature]— Chatﬁeld reviews six recently published books on human resource management.

Zagar writes on the experiences of the Lincoln Electric Company in guaranteeing employment on the belief that employees will work the hardest when they are conﬁdent about their future.

861 Summers, C. W. 1980. “Protecting All Employees Against Unjust Dismissal.” HBR 58 ( January-February, no. 1): 132–139.

869 Ewing, D. W. 1977. “What Business Thinks About Employee Rights.” HBR 55 (September-October, no. 5): 81–94.

Summers describes management’s obligation to guarantee employee rights and due process as a social and ethical obligation.

Ewing’s survey ﬁnds that upper-echelon executives do favor greater employee rights even with regards to whistle-blowing.

870–886

Management

58

870 Foulkes, F. K. and H. M. Morgan. 1977. “Organizing and Stafﬁng the Personnel Function.” HBR 55 (May-June, no. 3): 142–154.

878 Greenwald, C. S. and J. Liss. 1973. “Part-Time Workers Can Bring Higher Productivity.” HBR 51 (September-October, no. 5): 20–22, 166–168.

From studying human resources departments in several large corporations, Foulkes and Morgan describe several characteristics of effective operations involving: (1) policy formulation and implementation; (2) audit and control; and (3) possessing an innovative nature.

[“Ideas for Action” Feature]— Greenwald and Liss, both of who switched from full-time to part-time status with the Federal Reserve Bank in Boston, describe the beneﬁts of enabling employees to engage in this option.

871 Ewing, D. W. and W. A. Lankenner. 1976.

to the Personnel Function.” HBR 51 (May-June, no. 2): 96–105.

“IBM’s Guidelines to Employee Privacy.” HBR 54 (September-October, no. 5): 82–90. [An Interview with Frank T. Cary of IBM]— Cary explains why IBM granted privacy rights to its employees despite being under no pressure do so.

872 Beer, M. and R. A. Ruh. 1976. “Employee Growth Through Performance Management.” HBR 54 ( July-August, no. 4): 59–66. Beer and Ruh explain the management development system that Corning Glass developed for helping management counsel as well as judge its employees.

873 Mintzberg, H. 1976. “Planning on the Left Side and Managing on the Right.” HBR 54 ( JulyAugust, no. 4): 49–58. Mintzberg describes a recent ﬁnding how the brain is structured in terms of logical and creativity capabilities and the implications this has for human resource management.

874 Bright, W. E. 1976. “How One Company Manages Its Human Resources.” HBR 54 ( JanuaryFebruary, no. 1): 81–93. Bright describes the relational database one company constructed with employee information, manpower forecasts and a sundry of other company needs in a manner that’s easy to access.

875 Wanous, J. P. 1975. “A Job Preview Makes Recruiting More Effective.” HBR 53 (September-October, no. 5): 16, 166–168. [“Ideas for Action” Feature]— Wanous describes the recruitment process in which the prospective employee and the organization both “put their best foot forward.” As such, each ends up with inadequate knowledge about the other. This leads to high levels of employee turnover in entry-level capacities.

876 Mills, T. 1975. “Human Resoruces-Why the New Concern?” HBR 53 (March-April, no. 2): 120– 134. Mills describes the sudden interest that American management has for the “human factors” relevant to the production of goods and services.

877 Foulkes, F. K. 1975. “The Expanding Role of the Personnel Function.” HBR 53 (March-April, no. 2): 71–84. Organizations are being forced to upgrade the inﬂuence and prestige of their personnel departments as a result of social, legal and regulatory pressures.

879 Cheek, L. M. 1973. “Cost Effectiveness Comes Productivity increases in organizations can have a signiﬁcant impact on revenue and proﬁts. Personnel departments, while directly involved with such efforts, are often stymied from sharing in the success of these efforts because of their inability to garner the conﬁdence of top management.

880 Meyer, P. 1971. “When to Use Employment Contracts.” HBR 49 (November-December, no. 6): 70–73. [“Management Memo” Feature]— Meyer pursues whether employment contracts are worth the time and effort to execute.

881 Ewing, D. W. 1971. “Who Wants Employee Rights.” HBR 49 (November-December, no. 6): 22–35, 155–160. [“Probing Opinions” Feature]— Ewin’s survey of subscribers to Harvard Business Review examined whether employees should be granted due process privileges when dismissed from a job or when violating company rules.

882 Wheeler, K. E. 1970. “Small Business Eyes the Four-Day Workweek.” HBR 48 (May-June, no. 3): 132–147. Wheeler lists the advantages and disadvantages that companies should consider prior to implementing a four day work week.

883 Gaddis, P. O. 1969. “Winning Over Indifferent Youth.” HBR 47 ( July-August, no. 4): 154–158. [“Thinking Ahead” Feature]— Too many youth take industrial efﬁciency, progress and productivity for granted. Seeing no need for their services in business, Gaddis argues that it is no wonder why many American youth are not feeling “called” to management-oriented careers.

884 Walker, J. W. 1969. “Forecasting Manpower Needs.” HBR 47 (March-April, no. 2): 152–164. [“Keeping Informed” Feature]— Walker explains why business needs broadly conceived manpower projections derived from solid business forecasts.

885 Wilkinson, J. J. 1968. “How to Manage Maintenance.” HBR 46 (March-April, no. 2): 100–111. Traditionally perceived as a lost cause, Wilkinson describes opportunities that now exist for increasing the productivity of maintenance personnel.

886 Knowles, H. P. and B. O. Saxberg. 1967. “Human Relations and the Nature of Man.” HBR 45 (March-April, no. 2): 22–40, 172–178. [“Keeping Informed” Feature]—The manner in which management values its workers has a positive correlation

59

Management

887–903

to the way in which employees perceive their impact on the organization.

be harmful if their results are taken indiscriminately and evaluated with bias.

887 Alfred, T. M. 1967. “Checkers or Choice in Manpower Management.” HBR 45 ( January-February, no. 1): 157–169.

896 Schmidt, W. H. and R. Tannenbaum. 1960. “Management of Differences.” HBR 38 (November-December, no. 6): 107–115.

Alfred describes why an “open” system of placement and promotion will be far more successful than the traditional “closed” system for getting the “right people to the right jobs at the right times.”

888 Hekimian, J. S. and C. H. Jones. 1967. “Put

When differences among employees cause feelings to run high, management must know how to understand the nature of these differences and systematically deal with those problems to preserve corporate harmony and individual feelings.

People on Your Balance Sheet.” HBR 45 ( JanuaryFebruary, no. 1): 105–113.

897 Berwitz, C. J. 1960. “Beyond Motivation.” HBR 38 (May-June, no. 3): 123–125.

Corporate executives should perceive of their workforce as assets as opposed to expense items. Moreover, certain analytical techniques need to be developed similar to those used with physical or ﬁnancial assets.

[“Management Motivation” Feature]— Berwitz ponders whether society lost sight of the forces that stimulate people to rise above their limitations.

889 Myers, C. A. 1966. “Behavioral Sciences for

prise.” HBR 36 (March-April, no. 2): 77–86.

Personnel Managers.” HBR 44 ( July-August, no. 4): 154–162. Myers assesses several recently published social science-oriented books on personnel management.

890 Eckley, R. S. 1966. “Company Action to Stabilize Employment.” HBR 44 ( July-August, no. 4): 51–61. Eckley points out what companies have experienced in making stable employment a company objective.

891 Ewing, D. W. 1965. “Is Nepotism So Bad?” HBR 43 ( January-February, no. 1): 22–40, 156–160. [“Problems in Review” Feature]— 2,700 business executives were queried by HBR on the topic of nepotism. Despite its stickiness and sensitivity, many respondents saw beneﬁts to the practice.

892 Barrett, R. S. 1963. “Guide to Using Psychological Tests.” HBR 41 (September-October, no. 5): 138–146. Barrett pursues whether psychological testing actually works or if it produces “group think” type conformity.

893 Northrup, H. R. 1963. “The Case for Boulwarism.” HBR 41 (September-October, no. 5): 86– 97. Northrup describes the development and principles behind General Electric’s often misinderstood employee relations policy.

894 Sternbach, R. A., L. A. Gustafson and R. L. Colier. 1962. “Don’t Trust the Lie Detector.” HBR 40 (November-December, no. 6): 127–134. During 1961, theft and embezzlement generated losses of over $1,000,000,000 to American businesses. American management, to counter those losses, has turned to lie detectors to gauge employee honesty. Sternbach and his coauthors describe some shortcomings involving lie detector machines for this purpose.

895 Souerwine, A. H. 1961. “More Value from Personnel Testing.” HBR 39 (March-April, no. 2): 123– 130. Souerwine warns that even good testing programs can

898 Blum, F. H. 1958. “Social Audit of the EnterCompany management should examine whether it really sees its work force as people as opposed to being functional parts of an organization.

899 Kahne, H. R., C. F. Ryder, L. S. Snegireff and G. Wyshak. 1957. “Don’t Take Older Workers for Granted.” HBR 35 (November-December, no. 6): 90–94. Kahne and her coauthors address the impact that older workers have on American business and industry and offer advice to companies on how to maximize the output of these employees.

900 Collier, A. T. 1955. “Dilemma in Human Relations.” HBR 33 (September-October, no. 5): 59– 67. Corporate executives should be preoccupied with human relations in the same manner they were during World War II with production techniques. Collier addresses whether workers are more productive if they feel they are making their own choices.

901 Saltonstall, R. 1955. “Who’s Who in Personnel Administration.” HBR 33 ( July-August, no. 4): 75–83. Saltonstall maintains that a carefully thought out “statement of responsibilities” enables line and staff employees to know who’s who and who does what in personnel administration.

902 Argyris, C. 1954. “Human Relations in a Bank.” HBR 32 (September-October, no. 5): 63–72. Argyris’s case study involving a bank assesses whether top-management can reliably obtain an employee’s perspective from interviewing and listening techniques.

903 McFarland, D. E. 1954. “Dilemma of the Industrial Relations Director.” HBR 32 ( July-August, no. 4): 123–132. Human resources executives seem perplexed. On “paper,” they are highly placed. In actuality, their position is considered ancillary. McFarland wonders if these individuals will ever earn the respect of top management and the rest of the organization that they so desire.

904–920

Management

60

904 Saltonstall, R. 1952. “Evaluating Personnel Administration.” HBR 30 (November-December, no. 6): 93–104. Saltonstall, as a former personnel director for a New England textile mill, has long been interested in whether a ﬁrm’s personnel department can accurately be evaluated similar to the way the production, sales, engineering, and other departments are.

905 Bowden, G. T. 1952. “The Problem of Employee Turnover.” HBR 30 (September-October, no. 5): 72–82. Far more needs to be done to improve the relationships between supervisors and employees. These tensions account for most resignations and dismissals and are costlier than most acknowledge.

906 Whyte, W. F. 1952. “Economic Incentives and Human Relations.” HBR 30 (March-April, no. 2): 73–80. Many human resources specialists and industrial engineers contend that economic incentives are not paying off in higher productivity. Human relations efforts [e.g., worker identiﬁcation with the organization, their sense of genuinely feeling appreciated] drives productivity far greater than theorists originally believed. Whyte’s article probes how these two components can be integrated.

907 Fox, H. 1951. “Utilization of Older Manpower.” HBR 29 (November, no. 6): 40–54. Fox discusses some serious social, economic, psychological, and physiological ramiﬁcations with American workers getting older.

908 Drucker, P. F. 1951. “Population Trends and Management Policy.” HBR 29 (May, no. 3): 73–78. Drucker predicts the impact that baby boom births will have through the 1960s. This rate will invariably ﬂatten out. When that happens, skilled labor will likely be the America’s scarcest resource.

909 Jennings, E. and F. Jennings. 1951. “Making Human Relations Work.” HBR 29 ( January, no. 1): 29–55. Jennings and Jennings’s experiment ﬁnds that worker productivity is stymied if management possesses a condescending attitude toward their industrial workforce. The two discussed ways for management to create a more positive and productive work environment.

910 Haire, M. 1950. “Use of Tests in Employee Selection.” HBR 28 ( January, no. 1): 42–51. Many human resources specialists ﬁnd themselves turning to standardized tests when hiring prospective employees. While merit exists for these tests, they are no substitute for skilled interviewing and being committed to effective training and supervision techniques.

911 Golden, C. S. 1949. “Understanding Union Attitudes.” HBR 27 ( July, no. 4): 412–418. Golden stresses how essential it is for corporate executives to grasp the sentiments of their working class employees in a non-judgmental manner.

912 Richardson, F. L., Jr. and C. R. Walker. 1949.

“Work Flow and Human Relations.” HBR 27 ( January, no. 1): 107–122. Richardson and Walker describe how important it is for management and workers to be cognizant on how one’s work ﬂow functions from the initial sale order to the ﬁnal shipment of the product.

913 Nielsen, V. C. 1944. “Preparing for Post-War Personnel Relations.” HBR 22 (Winter, no. 2): 239– 248. Nielsen believes that personnel administration is in its nascent stages and will radically change when United States servicemen return to private sector employment. Nielsen also outlines some issues or problems that managers must be sensitive to.

914 McFarland, R. A. 1943. “The Older Worker in Industry.” HBR 21 (Summer, no. 4): 505–520. McFarland, after reviewing physiological and psychological research relevant to older workers, discovers that a decline in performance by older workers is not what people perceive it to be.

915 Barloon, M. J. 1941. “Financial Reports to Employees.” HBR 20 (Autumn, no. 1): 124–131. More companies issue ﬁnancial reports to their workforce on the ﬁnancial status of their organization. Barloon maintains that these reports should dwell on the limit of an organization’s wage paying capacity and how employees can impact a ﬁrm’s productivity and proﬁtability.

916 Norgen, P. H. 1938. “Sweden: Where Employers Compromise.” HBR 16 (Summer, no. 4): 400– 410. Norgen urges American executives to pay attention to a partnership between Swedish workers and their employers which is the most outstanding feature of Sweden’s social and economic order.

917 Robbins, E. C. 1937. “Development of Personnel Records.” HBR 15 (Spring, no. 3): 361–365. Robbins believes that the human resource management ﬁeld will become more specialized and complex. He also discusses the extensive record-keeping that companies should compile on all levels of employees.

918 Hopwood, J. O. 1935. “Job Analysis and Classiﬁcation in Payroll Administration.” HBR 13 ( January, no. 2): 141–156. Hopwood delineates the underlying personnel management philosophies behind payroll administration, job design, and labor relations.

919 Ewing, D. H. 1933. “Employee Aptitude Interviews as Tools in Personnel Management.” HBR 12 (October, no. 1): 106–115. Employee aptitude surveys are a new development. Ewing describes them as a systematic attempt to ascertain, through interviewing, employee attitudes and grievances.

920 Van Drooge, H. 1933. “Arriving at a Labor Recruiting Policy Through Statistical Interpretation of

61 Routine Employment Data.” HBR 12 (October, no. 1): 47–58. Many companies, particularly in the mining industries, face acute labor shortages. Van Drooge discusses how labor agents function in attracting a work force.

921 Makepeace, R. S. 1932. “Stabilizing Factory Employment.” HBR 10 ( January, no. 2): 241–256. Makepeace is curious why so many able body people can never ﬁnd employment; be it in times of economic depression or during periods of great prosperity.

922 Donald, M. J. and E. K. Donald. 1929. “Trends in Personnel Administration.” HBR 7 ( January, no. 2): 143–155. A growing recognition now exists in how personnel administration has a deﬁnite place in the success of an organization.

923 Miles, G. H. 1925. “The Extent and Application of Psychology and Psychological Methods in English Industrial Life.” HBR 4 ( January, no. 2): 138–144.

Management

921–934

928 Coutu, D. 2007. “Picking Winners: A Conversation with MacArthur Fellows Program Director Daniel J. Socolow.” HBR 85 (May, no. 5): 121– 126. [“Different Voice” Feature]— Very few programs have captured the American imagination as powerfully as the MacArthur Fellows Program. Coutu’s interview with Daniel Socolow focuses on what business leaders can learn from the program in targeting “exceptional talent.”

929 Carini, G. and B. Townsend. 2007. “$152,000 for Your Thoughts.” HBR 85 (April, no. 4): 23–24. [“Forethought” Feature]—To foster employee creativity, Carini and Townsend urge companies to make employees demonstrate the validity of their ideas far more than is the norm. This will generate ideas that are better formulated while, at the same time, do not hamper innovation.

930 Goffee, R. and G. Jones. 2007. “Leading Clever People.” HBR 85 (March, no. 3): 72–79.

924 Hotchkiss, W. E. 1923. “Industrial Relations Management.” HBR 1 ( July, no. 4): 438–450.

Employing highly creative individuals is crucial for an economy driven by ideas and intellectual prowess. If “clever employees” have a deﬁning characteristic, it is that they never want to be led. Management must provide these personalities with the recognition they demand while protecting them from organizational politics and policies. These employees also need the space to take risks even if that leads to failure.

Hotchkiss argues that industrial management must have the capability to systematically analyze the human forces involved in industry without engaging in impulse.

931 Cohen, D. 2006. “What’s Your Return on Knowledge?” HBR 84 (December, no. 12): 28–28.

Great Britain has done much to ameliorate the plight of industrial workers which stem from humanitarian concerns instead of scientiﬁc principles.

925 Riegel, J. W. 1923. “The Appraisal of Labor Efﬁciency.” HBR 1 (April, no. 3): 342–354. Riegel deﬁnes “labor efﬁciency” as “the degree to which employees apply their abilities in the interest of the employer.”

[“Forethought” Feature]—Cohen ﬁnds that ﬁrms with vibrant knowledge-management (KM) programs accept the premise that knowledge management is earning its keep without demanding hard numbers which are often misleading.

932 Kanter, R. M. 2006. “Innovation: The Classic Traps.” HBR 84 (November, no. 11): 70–83.

Innovation, Creativity or Knowledge Based Economy

Grand declarations about innovation are typically followed by mediocre execution and anemic results. Kanter offers a number of suggestions for top management to avoid the traps that stymie innovation.

926 Coyne, K. P., P. Gorman-Clifford and R. Dye.

933 Schoemaker, P. J. H. and R. E. Gunther. 2006.

2007. “Breakthrough Thinking from Inside the Box.” HBR 85 (December, no. 12): 70–79. To generate good ideas, organizations need to create “new boxes” for people to “think inside” as opposed to thinking “outside the box.” Organizations also need to remove obstacles that prevent individuals from speaking up.

927 Nonaka, I. 2007. “The Knowledge Creating Company.” HBR 85 ( July-August, no. 7/8): 162– 171. [“Best of HBR” Feature]— Western management’s view on the notion of “knowledge” is colored by a heavy reliance on quantiﬁable data. Using Japanese companies such as Honda and Sharp for illustration, Nonaka ﬁnds that knowledge depends more on the tacit and highly subjective insights of employees than it does on the quantitative data desired by American management.

“The Wisdom of Deliberate Mistakes.” HBR 84 ( June, no. 6): 108–115. Individuals and organizations go to great lengths to avoid making errors. Mistakes are seen as defects. Moreover, ﬁrms are designed for optimum performance as opposed to “learning.” Schoemaker and Gunther ﬁnd that making mistakes “correctly” is a powerful way to accelerate learning and increase one’s competitiveness. Executives who apply conventional and systematic approaches seem slower at solving problems than those who test their assumptions by knowingly making mistakes.

934 Hamel, G. 2006. “The Why, What, and How of Management Innovation.” HBR 84 (February, no. 2): 72–84. “Management breakthroughs” are systemic changes that deliver long-lasting advantages to ﬁrms committed to their practices.

935–949

Management

62

935 Florida, R. and J. Goodnight. 2005. “Managing for Creativity.” HBR 83 ( July-August, no. 7): 126–131. Most companies will never ﬁgure out how to accommodate the complex and chaotic nature of the creative process while increasing efﬁciency, improving efﬁciency, productivity and quality. Florida and Goodnight illustrate how a company’s creative capital—as opposed to its raw materials, transportation systems or political inﬂuence — are its most important assets using SAS Institute. Creative employees have ideas that can spawn new technologies, products or services.

936 Leonard, D. and W. Swap. 2004. “Deep Smarts.” HBR 82 (September, no. 9): 88–97. The baby boomer generation is on the verge of retirement. As such, there will be an exodus of “knowledge workers,” Leonard and Swap explain that the knowledge accumulated by this generation must be passed on to their successors in a patient and systematic manner.

937 Moore, G. A. 2004. “Darwin and the Demon: Innovating Within Established Enterprises.” HBR 82 ( July-August, no. 7–8): 86–92. Innovation comes in many forms (e.g., products, processes, marketing, business models, etc.). The innovation model that a ﬁrm selects depends on where it is in their product’s life cycle.

938 Bonabeau, E. 2004. “The Perils of the Information Age.” HBR 82 ( June, no. 6): 45–54. [“Big Picture” Feature]— Anytime information is plentiful, it often gets used to imitate others as opposed to helping them make better decisions. Bonabeau contends that businesses who understand how imitation works can gird themselves against their worst effects by avoiding mindless imitation.

942 Davenport, T. H., L. Prusak and H. J. Wilson. 2003. “Whose Bringing You Hot Ideas and How Are You Responding?” HBR 81 (February, no. 2): 58–64. Davenport and his colleagues focus on individuals who are adept at ushering new ideas into an organization. Recent research found that this individual resembles their counterparts at other organizations in how they think and work more so than they do with their own colleagues.

943 Bunderson, J. S. and K. M. Sutcliffe. 2003. “When to Put the Brakes on Learning.” HBR 81 (February, no. 2): 20–21. [“Forethought” Feature]— An overemphasis on learning and experimentation often distract teams from their real goals. It also induces them to abandon adequate solutions in favor of untried approaches.

944 Kim, W. C. and R. Mauborgne. 2003. “Fair Process: Managing in the Knowledge Economy.” HBR 81 ( January, no. 1): 127–136. [“Best of HBR” Feature]— When employees don’t trust management to make good decisions or behave with integrity, their motivation is seriously compromised. This is important since knowledge-based organizations are totally dependent on the commitment and ideas of their employees.

945 Wood, R. C. and G. Hamel. 2002. “The World Bank’s Innovation Market.” HBR 80 (November, no. 11): 104–113. [“Best Practice” Feature]— Wood describes how the new products team at the World Bank created an “Innovation Marketplace” for people to present their ideas on alleviating global poverty.

946 Rigby, D. and C. Zook. 2002. “Open-Mar-

939 Hammer, M. 2004. “Deep Change: How Op-

ket Innovation.” HBR 80 (October, no. 10): 80–89.

erational Innovation Can Transform Your Company.” HBR 82 (April, no. 4): 74–81.

A growing number of ﬁrms are exploring the notion of “open-market innovation” through tools such as licensing, joint ventures and strategic alliances. Rigby and Zook see this bringing the beneﬁts of free trade to the ﬂow of new ideas.

Hammer explains how breakthrough operational innovations — not just steady improvements — can destroy competitors and shake up entire industries. These are deep changes that truly affect the essence of an organization. Dell, Toyota, and Wal-Mart embody this notion.

940 O’Reilly, C. A., III and M. L. Tushman. 2004. “The Ambidexterous Organization.” HBR 82 (April, no. 4): 74–81. O’Reilly and Tushman show that big organizations can pioneer radical innovations. Such “ambidextrous organizations” allow executives to pioneer radical or disruptive innovations while also pursuing incremental gains. Individuals here possess the attributes of rigorous cost cutters along with being free-thinking entrepreneurs.

941 Fleming, L. and A. Juda. 2004. “A Network of Invention.” HBR 82 (April, no. 4): 22–22. [“Forethought” Feature]—Social and professional networks are crucial to the innovation process in how they “catalyze” many small networks into larger ones.

947 Lynn, G. S. and R. Reilly. 2002. “How to Build a Blockbuster.” HBR 80 (October, no. 10): 18–19. [“Forethought” Feature]— Developing successful products takes more than creative individuals. Top executives, in particular, must provide the necessary resources and cut through an organization’s red tape as well make it easier to create hit products.

948 Pearson, A. E. 2002. “Tough-Minded Ways to Get Innovative.” HBR 80 (August, no. 8): 117–124. [Reprinted from the May-June 1988 issue of HBR]— Pearson explains why ﬁrms must constantly pursue ways to alter every component of their operation. This will make them more dynamic and innovative in the eyes of their client base.

949 Drucker, P. F. 2002. “The Discipline of Innovation.” HBR 80 (August, no. 8): 95–102. [Reprinted from the May-June 1985 issue of HBR]—

63 Successful entrepreneurs do not belong to a particular personality group. They do, however, possess an abiding commitment to the systematic practice of innovation.

950 Wolpert, J. D. 2002. “Breaking Out of the Innovation Box.” HBR 80 (August, no. 8): 76–83. Innovation initiatives must have access to the insights and capabilities of other businesses. They also must be protected from boom-bust cycles and short-term cost reductions.

951 Amabile, T. M., C. N. Hadley and S. J. Kramer. 2002. “Creativity Under the Gun.” HBR 80 (August, no. 8): 52–61.

Management

950–963

[“Forethought” Feature]— Large organizations can easily be stymied by tradition and a corrosive sense of territoriality that hinders any sort of progress. Bellmann and Schaffer believe the gains made by large global ﬁrms occurs when people from different product groups work together to meet client needs and create new products.

957 Roe, M. A. 2001. “Cultivating the Gold-Collar Worker.” HBR 79 (May, no. 5): 32–33. [“Forethought” Feature]— Roe discusses the work of a higher education and technology center in Denver that train “gold-collar” workers (i.e., those with a solid grounding in mathematics and science).

Some people ﬁnd they do their most creative work under tight deadlines. Amabile and her coauthors ﬁnd that creativity is stymied anytime creative endeavors face acute time pressures. Top management needs to be extremely careful in imposing tight time pressures since complex cognitive processing takes time.

958 Schrage, M. 2001. “Playing Around with Brainstorming.” HBR 79 (March, no. 3): 149–154.

952 Davenport, T. H. and J. Glaser. 2002. “Justin-Time Delivery Comes to Knowledge Management.” HBR 80 ( July, no. 7): 107–111.

959 Hansen, M. T. and B. von Oetinger. 2001. “Introducing T-Shaped Managers: Knowledge Management’s Next Generation.” HBR 79 (March, no. 3): 106–116.

[“Best Practice” Feature]— Many knowledge workers struggle to keep up with the massive amount of information that they are required to. This is particularly the case in the medical ﬁeld. Davenport and Glaser explain how specialized knowledge can be built into the jobs of highly-skilled workers so that anytime a physician, for example, orders medicine or lab tests, the decision is automatically checked against a huge clinical database as well as the patient’s medical record.

953 Herbold, R. J. 2002. “Inside Microsoft: Balancing Creativity and Discipline.” HBR 80 ( January, no. 1): 72–79. Microsoft’s corporate culture was innovative and ﬂexible when Herbold became chief operating ofﬁcer. The company also faced a nightmare stemming from its conﬂicting practices and systems. Herbold describes how his ofﬁce worked to bring discipline to the company without it losing its creativity.

954 Sutton, R. I. 2001. “The Weird Rules of Creativity.” HBR 79 (September, no. 8): 94–103. “Managing for creativity” means standing what is known about management on its head. Sutton contends management is efﬁcient and productive. In terms of creativity, however, American management does almost everything wrong.

955 Hudson, K. 2001. “Transforming a Conservative Company.” HBR 79 ( July-August, no. 7): 45–53. [“First Person” Feature]— The Brady Corporation was a conservative Midwestern company when Hudson became its CEO. By getting people to loosen up and enjoy themselves, an esprit de corps and sense of innovation transpired among its work force. Sales doubled over the six-year period while net income and market capitalization almost tripled.

956 Bellmann, M. and R. H. Schaffer. 2001. “Freeing Managers to Innovate.” HBR 79 ( June, no. 6): 32–33.

[“Books in Review” Feature]— Schrage reviews Tom Kelley’s The Art of Innovation in which Kelley explains how his company, the Silicon Valley design ﬁrm of IDEO, operates.

Most companies do a poor job of capitalizing on the expertise scattered across their organizations. To overcome this, Hansen and von Oetinger suggest “T-shaped management.” “T-shape management” induces top management to share this knowledge freely across their organization [i.e., the horizontal part of the “T”] while also remaining committed to their individual unit [i.e., the vertical portion of the “T”].

960 Maletz, M. C. and N. Nohria. 2001. “Managing in the Whitespace.” HBR 79 (February, no. 2): 102–111. Maletz and Nohria’s research focuses on the “whitespace” that almost every ﬁrm has. With “whitespaces,” procedures and authority are vague but entrepreneurial and innovative activity ignites the ﬁrm.

961 Eppinger, S. D. 2001. “Innovation at the Speed of Information.” HBR 79 ( January, no. 1): 149–158. [“Tool Kit” Feature]— A “Design Structure Matrixes” (DSM) streamlines a company’s innovation efforts. The “information ﬂows,” as opposed to the project’s “work ﬂows,” are emphasized in this DSM scheme.

962 Bangle, C. 2001. “The Ultimate Creativity Machine: How BMW Turns Art into Proﬁt.” HBR 79 ( January, no. 1): 47–55. [“First Person” Feature]—Few companies combine art and commerce as passionately than the German car manufacturer, BMW. As BMW’s design director, Bangle describes how he manages the tension between the manufacturer’s designers, engineers and ﬁnance managers.

963 Lee, F. 2001. “The Fear Factor.” HBR 79 ( January, no. 1): 29–30. [“Forethought” Feature]— Companies always pursue innovative ideas. Status-conscious employees, however, are often afraid to test their ideas in an “error free” work environment. Organizational commitments such as this

964–978

Management

64

often foster environments averse to experimentation and innovation.

964 Hamel, G. 2000. “Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue.” HBR 78 ( July-August, no. 4): 137–146. [“Best Practice” Feature]— IBM deteriorated to becoming a “has-been” in the early 1990s. Hamel tells how IBM — which lagged behind every competitor in the aftermath of the mainframe — caught the Internet bug. A small band of activists [or rebels] is responsible for this turnaround.

965 Hargadon, A. and R. I. Sutton. 2000. “Building an ‘Innovation Factory.’” HBR 78 (May-June, no. 3): 157–166. “New ideas” are the “precious currency” for the new economy. Moreover, the best innovators utilize old ideas as “raw material” for new ideas.

966 Brown, J. S. and P. Duguid. 2000. “How to Capture Knowledege Without Killing It.” HBR 78 (May-June, no. 3): 73–80. [“Thinking About” Feature]—Brown and Duguid explain the differences between “processes (i.e., the way things are formally organized in most organization) and “practices” (i.e., how things actually get done). The trick is tap the creativity of knowledge workers in a manner that blends one’s practices and processes.

967 Wenger, E. C. and W. M. Snyder. 2000. “Communities of Practice: The Organizational Frontier.” HBR 78 ( January-February, no. 1): 139– 145.

Networked computers are making it possible to codify, store and share knowledge. Hansen and his coauthors discuss an array of knowledge management strategies being implemented in several industries.

972 Drucker, P. F. 1998. “The Discipline of Innovation.” HBR 76 (November-December, no. 6): 149–157. [“HBR Classic” Feature]— Drucker deﬁnes innovation as the means by which an entrepreneur creates new wealth-producing resources. Moreover, innovation can be controlled to produce opportunities in a systematic manner.

973 Amabile, T. M. 1998. “How to Kill Creativity.” HBR 76 (September-October, no. 5): 76–88. Even in today’s knowledge economy, many managers unwittingly kill employee creativity. Amabile contends it is possible to combine business imperative and creativity if managerial policies are carefully engineered.

974 Prokesch, S. E. 1997. “Unleashing the Power of Learning.” HBR 75 (September-October, no. 5): 146–168. [An Interview with British Petroleum’s John Browne]— As British Petroleum’s CEO, Browne discusses how his company became poised for high levels of growth.

975 Wetlaufer, S. 1997. “What’s Stiﬂing the Creativity at Coolburst?” HBR 75 (September-October, no. 5): 36–51.

For companies that operate on knowledge, a “community of practice” is a group of people who share knowledge in free-ﬂowing and creative ways to foster new approaches to problem solving.

[“HBR Case Study” Feature]— Wetlaufer’s case study focuses on a fruit juice manufacturer who seeks to enhance the creativity of its employees.

968 Wetlaufer, S. 2000. “Common Sense and Con-

Company’s Whole Brain to Work.” HBR 75 ( JulyAugust, no. 4): 110–122.

ﬂict.” HBR 78 ( January-February, no. 1): 114–125. [An Interview with Disney’s Michael Eisner]— Eisner discusses the challenges he confronted in building Disney and how an organizational culture fosters creativity.

969 Hamel, G. 1999. “Bringing Silicon Valley Inside: Encouraging In-Company Entrepreneurs.” HBR 77 (September-October, no. 5): 70–84. Traditional ﬁrms spend their energy on “resource allocation” to avoid failure. Silicon Valley companies, in turn, utilize a vastly different business model for nurturing innovation; one which Hamel labels “resource attraction.”

970 Vischer, J. 1999. “Will This Open Space Work?” HBR 77 (May-June, no. 3): 28–40. [“HBR Case Study” Feature]— Vischer’s case study focuses on the advantages and drawbacks to “open-space” work spaces and whether knowledge workers prefer walls, doors, as well as their privacy more than people perceive?

971 Hansen, M. T., N. Nohria and T. Tierney. 1999. “What’s Your Strategy for Managing Knowledege?” HBR 77 (March-April, no. 2): 106–118.

976 Leonard, D. and S. Straus. 1997. “Putting Your Conﬂict is essential to innovation. The creative process, however, breaks down whenever disputes get personal. Leonard and Straus ﬁnd that managers who are successful in fostering innovation have different approaches to trigger a sense of “creative abrasion.”

977 Quinn, J. B., P. Anderson and S. Finkelstein. 1996. “Managing Professional Intellect: Making the Most of the Best.” HBR 74 (March-April, no. 2): 71–83. Managing human intellect and converting it to useful products [or services] is the most critical demand placed on an executive. A ﬁrm’s success is deﬁned more from its intellectual and systems capabilities than by its physical assets.

978 “How Can Big Companies Keep the Entrepreneurial Spirit Alive.” 1995. HBR 73 (NovemberDecember, no. 6): 183–192. [“Perspectives” Feature]—Five executives discuss what their companies do to trigger creativity and initiative from their employees.

65 979 Pine, B. J., II, B. Victor and A. C. Boynton. 1993. “Making Mass Customization Work.” HBR 73 (September-October, no. 5): 108–121. Pine and his coauthors argue that “mass customization” necessitates a total transformation for a ﬁrm. To achieve this difﬁcult goal, ﬁrms must attain high quality at a low cost through a work force which is highly skilled, ﬂexible and capable of handling a high degree of complexity.

980 Bartlett, C. A. and S. Ghoshal. 1995. “Changing the Role of Top Management Beyond Systems to People.” HBR 73 (May-June, no. 3): 132–142. The systems and culture that enabled upper management to “control” employees also stymied creativity and initiative. Upper management needs to tap every person’s knowledge and skills to create an “individualized corporation” in which information and informed decisions ﬂow through personal relationships.

981 Simons, R. 1995. “Control in an Age of Empowerment.” HBR 73 (March-April, no. 2): 80–88. Many executives ﬁnd it difﬁcult to maintain any semblance of control in organizations that have to be creative, ﬂexible and innovative to survive. Simons explains the importance of diagnostic control systems, beliefs systems, boundary systems, and interactive control systems for this kind of organization.

982 Ghoshal, S. and C. A. Bartlett. 1995. “Changing the Role of Top Management: Beyond Structure to Processes.” HBR 73 ( January-February, no. 1): 86–96. Firms need to shift from being top-down operations and, instead, encourage a bottom-up philosophy that generates initiatives from the operating units who are closest to the customer base.

983 Davis, S. and J. Botkin. 1994. “The Coming of Knowledge-Based Business.” HBR 72 (SeptemberOctober, no. 5): 165–170. With knowledge products (e.g., tires that actually notify the driver of the amount of air pressure or clothing that heats up or cools down in response to the external temperature changes), the user and the product become “smarter” the more the product is used. Davis and Botkin see the next wave of American economic growth stemming from this type of product.

984 Webber, A. M. 1994. “Surviving in the New Economy.” HBR 72 (September-October, no. 5): 76–92. [“Books in Review” Feature]— In the context of the New Economy (i.e., individuals being allowed to work more independently but challenged to do more with less and having new duties added to one’s standing responsibilities), Webber reviews three books: (i) Dorsey’s The Force, (ii) The West Point Way of Leadership by Donnithorne, and (iii) Senge’s The Fifth Discipline Fieldbook.

985 Henderson, R. 1994. “Managing Innovation in the Information Age.” HBR 72 ( January-February, no. 1): 100–106. Pharmaceutical companies that were started in the

Management

979–991

1940s and 1950s continue to be industry leaders during the 1990s. Henderson ﬁnds this longevity stems from a management philosophy that encourages specialized knowledge and fosters a ﬂexibility that enables the organization to meet and ﬂourish in a constantly-changing, competitive environment.

986 Prokesch, S. E. 1993. “Mastering Chaos at the High-Tech Frontier.” HBR 71 (November-December, no. 6): 134–144. [An Interview with Silicon Graphic’s Ed McCracken]— McCracken, president of Silicon Graphics, explains how “staying on the cutting edge of innovation” and by producing chaos for the rest of the industry is really the only way to gain a competitive advantage.

987 Garvin, D. A. 1993. “Building a Learning Organization.” HBR 71 ( July-August, no. 4): 78–92. As corporations seek to improve and gain a competitive edge, continuous improvement programs are proliferating. Unfortunately, failed programs far outnumber successes since companies have never grasped that organizations and people must “learn to learn” before they can improve.

988 Drucker, P. F. 1992. “The New Society of Organizations.” HBR 70 (September-October, no. 5): 95–105. Knowledge has replaced land, capital and labor as society’s primary economic resource. A knowledge-based society requires organizations to focus on continuous improvement, innovation and the exploitation of knowledge. People and organizations must learn to innovate as a systematic process to exploit this knowledge.

989 Nonaka, I. 1991. “The Knowledge-Creating Company.” HBR 69 (November-December, no. 6): 96–104. Knowledge-creating ﬁrms will grant individual employees the capability to contribute to organizational effectiveness. Companies who compete on knowledge have much to learn from the Japanese who tap the tacit and often subjective insights, intuitions, and ideals of their workforce.

990 Argyris, C. 1991. “Teaching Smart People How to Learn.” HBR 69 (May-June, no. 3): 99–109. Competitive success is increasingly dependent on learning. Most people do not know how to learn, particularly when it comes to failure. Employees need to critically reﬂect on their behavior, identify the ways that they often inadvertently contribute to their organization’s problems, and then change how they act.

991 Brown, J. S. 1991. “Research That Reinvents the Corporation.” HBR 69 ( January-February, no. 1): 102–117. For companies to keep pace with rapid technological change and cope with unstable business environments, their research departments must continuously design new technological products and engage in other innovative developments. Xerox’s Palo Alto Research Center (PARC) is cited because of its prototypes and new work practices.

992–1007

Management

66

992 Prahalad, C. K. and G. Hamel. 1990. “The

1000 Quinn, J. B. 1985. “Managing Innovation:

Core Competencies of the Corporation.” HBR 68 (May-June, no. 3): 79–93.

Controlled Chaos.” HBR 63 (May-June, no. 3): 73– 84.

To prevail in today’s global economy, companies must identify, cultivate and exploit their “core competencies” which is the aggregated learning that transpires when a ﬁrm coordinates its diverse production skills with multiple levels of technologies.

Large companies who understand the innovative process in an environment of chaos possess an impressive record of developing new products and technologies. They are also effective at paying close attention to the needs of their customers.

993 Taylor, W. 1990. “The Business of Innovation: An Interview with Paul Cook.” HBR 68 (MarchApril, no. 2): 96–106.

1001 Drucker, P. F. 1985. “The Discipline of In-

[An Interview with Paul M. Cook of Raychem Corporation]—Cook discusses what top management should do to stimulate creativity and the obstacles that are likely to be encountered with the innovation process.

994 Schrage, M. 1989. “Innovation and Applied Failure.” HBR 67 (November-December, no. 6): 42–48. [“For the Manager’s Bookshelf ” Feature]— Schrage’s essay focuses on Thomas Hughes’s new book, American Genesis: A Century of Invention and Technological Enthusiasm, which chronicles inventions and systems innovations between 1870 to 1970 when American technology reinvented the world.

995 Pearson, A. E. 1988. “Tough-Minded Ways to Get Innovative.” HBR 66 (May-June, no. 3): 99– 106. Pearson explains why ﬁrms must vigilantly pursue ways to alter every aspect of their business model and become more dynamic and innovative in the eyes of their clientele.

996 Lorsch, J. W. and P.F. Mathias. 1987. “When Professionals Have to Manage.” HBR 65 ( July-August, no. 4): 78–83. Lorsch and Mathias emphasize how a ﬁrm’s specialists (e.g., management consultants, lawyers, accountants, architects, investment brokers, engineers, etc.) who generate the services are the “guts” for the ﬁrm.

997 Walton, R. E. and G. I. Susman. 1987. “People Policies for the New Machines.” HBR 65 (March-April, no. 2): 98–106. Computerized machinery and systems efforts require a profound investment to implement. Walton and Susman emphasize that “advanced manufacturing technology” or ATM will mandate a workforce which is innovative, multi-skilled and ﬂexible.

998 Collins, E. G. C. 1986. “A Company Without Ofﬁces.” HBR 64 ( January-February, no. 1): 127–136. [An Interview with Steve Shirley of the F International Corporation]— Shirley talks about the challenges and rewards of holding an organization together whose workers are engaged in telecommuting from home.

999 Wriston, W. B. 1986. “The World According to Walter.” HBR 64 ( January-February, no. 1): 65–69. Wriston, formerly CEO of Citibank, discusses the challenges of doing business in a global marketplace in which ideas and money move faster than ever before.

novation.” HBR 63 (May-June, no. 3): 67–72. Successful entrepreneurs do not belong to a particular personality group. They do, however, possess an abiding commitment to the systematic practice of innovation.

1002 Orkin, N. 1984. “Rewarding Employee Invention: Time for Change.” HBR 62 ( January-February, no. 1): 56–57. [“Ideas for Action” Feature]— Orkin argues that Congress should enact legislation to reward employee innovation and other inventions that grow the American economy

1003 Ronstadt, R. and R. J. Kramer. 1982. “Getting the Most Out of Innovation Abroad.” HBR 60 (March-April, no. 2): 94–99. Ronstadt and Kramer believe that the global battle for economic supremacy hinges on the technological prowess of one’s corporate competitors.

1004 Rosenbloom, R. S. and A. M. Kantrow. 1982. “The Nurturing of Corporate Research.” HBR 60 ( January-February, no. 1): 115–123. Rosenbloom and Kantrow explain why many ﬁrms are expanding their corporate research efforts. These same ﬁrms are, paradoxically, enhancing their control over these efforts; something the two authors ﬁnd to be counterproductive.

1005 Salerno, L. M. 1980. “Creativity by the Numbers.” HBR 58 (May-June, no. 3): 122–132. [An Interview with Robert N. Noyce]— Noyce discusses being part of a fast-moving industry, managing scientists, the ﬂexibility Intel’s employees have and the strategic approaches that Intel engages in.

1006 Poppel, H. L. 1978. “The Information Revolution: Winners and Losers.” HBR 56 ( JanuaryFebruary, no. 1): 14–16, 159. [“Ideas for Action” Feature]—Poppel explains how the Information Revolution is changing the direction and shape for many industries.

1007 Gluck, F. W. and R. N. Foster. 1975. “Managing Technological Change: A Box of Cigars for Brad.” HBR 53 (September-October, no. 5): 139– 150. A corporate CEO learns a lesson from the company gadﬂy on the roles of technical experts and top management in the strategic control of major products and processes.

67 1008 Mendell, J. S. 1969. “The Case of the Straying Scientist.” HBR 47 ( July-August, no. 4): 4–16, 158–160. [“Problems in Review” Feature]—Mendell’s case study examines the impact of a talented scientist whose attention has turned to other research interests.

1009 Hughes, E. C. 1968. “Preserving Individualism on the R&D Team.” HBR 46 ( January-February, no. 1): 72–82. Hughes describes the balancing act management faces in enabling researchers and other knowledge workers to be effective members of the organization while preserving their professional individualism.

1010 Peterson, R. W. 1967. “New Venture Management in a Large Company.” HBR 45 (May-June, no. 3): 68–76. The Du Pont company devised a new approach for new product development that combines the advantages of size with the entrepreneurial zeal found in small companies.

1011 Miles, R. E. 1966. “The Afﬂuent Organization.” HBR 44 (May-June, no. 3): 106–114. The highest priority for a modern corporation is to maximize the “employment and return on their ﬁnancial and physical assets. No such drive exists for training and developing one’s employees. Miles contends the cost for not maximizing one’s human resources will be catastrophic.

1012 Randall, L. K. 1965. “Organizational Paradox.” HBR 43 ( July-August, no. 4): 86–87. Randall contends that middle and top management sacriﬁces too much creativity by being too preoccupied with managerial controls.

1013 Ewing, D. W. 1964. “Tension Can Be an Asset.” HBR 42 (September-October, no. 5): 71–78. Tension can stimulate learning, enthusiasm, creativity, and self-appraisal. Ewing, however, describes why not all forms of tension are useful.

1014 Drucker, P. F. 1964. “The Big Power of Little Ideas.” HBR 42 (May-June, no. 3): 6–19, 180–182. [“Thinking Ahead” Feature]— Drucker argues that people and organizations need to engage in more risktaking with their ideas.

1015 Hirschmann, W. B. 1964. “Proﬁt from the Learning Curve.” HBR 42 ( January-February, no. 1): 125–139. Hirschmann ﬁnds it possible to capitalize on the “predictable patterns of improvement” which enables managers to unlock many doors to their progress.

1016 Phelps, D. M. and W. Gallagher. 1963. “Integrated Approach to Technical Stafﬁng.” HBR 41 ( July-August, no. 4): 122–129. Phelps and Gallagher contend scientiﬁc companies waste precious manpower resources by failing to coordinate their recruiting, training, and manpower planning efforts.

Management

1008–1024

1017 Levitt, T. 1963. “Creativity Is Not Enough.” HBR 41 (May-June, no. 3): 72–83. Levitt maintains that the advice companies give about being more creative is too abstract. Far greater emphasis should be devoted to execution-oriented issues.

1018 Schorn, D. A. 1963. “Champions for Radical New Inventions.” HBR 41 (March-April, no. 2): 77–86. Most large industrial organizations are similar to the military in how ambivalent they are toward innovation efforts. Schorn pleads for people to champion new concepts.

1019 Corson, J. J. 1962. “Innovation Challenges Conformity.” HBR 40 (May-June, no. 3): 67–74. Corson describes how the nonconformist employee, rather than the “organizational man,” contributes more to an organization with ideas that produce market leadership and success.

1020 Gladdis, P. O. 1961. “The Age of Massive Engineering.” HBR 39 ( January-February, no. 1): 138– 145. The new knowledge in corporate enterprises is changing all business models and imposing new demands on corporate management.

1021 Katz, R. L. 1960. “Toward a More Effective Enterprise.” HBR 38 (September-October, no. 5): 80–102. The conventional ways on how enterprises should be organized and administered seem obsolete. As such, corporate management must pursue radically different approaches to tap the enthusiasm and potential of their employees.

1022 Miles, S. B., Jr. and T. E. Vail. 1960. “Dual Management.” HBR 38 ( January-February, no. 1): 27–30, 149–154. [“Thinking Ahead” Feature]—As business has become far more intellectual or scientiﬁc, managing “professional employees” is proving difﬁcult for managers schooled in the traditional methods of business and management training.

1023 Orth, C. D. 1959. “The Optimum Climate for Industrial Research.” HBR 37 (March-April, no. 2): 55–64. The basic product of research laboratories is the creative work of one’s research scientists. Orth examines why scientists are different from other professional employees and what company management should do to integrate these knowledge workers.

1024 Randle, C. W. 1959. “Problems of R&D Management.” HBR 37 ( January-February, no. 1): 128–136. With corporate research growing in signiﬁcance, Randle reports on the consulting ﬁrm of Booz, Allen & Hamilton survey of 100 large American ﬁrms known for their research effectiveness to gauge the organizational inﬂuences between the research sector and top management.

1025–1039

Management

68

1025 Wright, D. M. 1955. “Adventure or Routine.” HBR 33 (September-October, no. 5): 33–39. Wright ﬁnds that nominally capitalistic enterprises are “routine” while nominally socialistic enterprises are surprisingly “adventuristic.” Regardless of the economic system, dynamic growth comes from how an organization fosters “adventure.”

1026 Mitchell, J. P. 1955. “Shortage of Skilled Labor.” HBR 33 (September-October, no. 5): 21–30, 162. [“Thinking Ahead” Feature]—Mitchell describes how urgent it is for the United States to raise the technological skills of its workforce.

1027 Randall, F. D. 1955. “Stimulate Your Executives to Think Creatively.” HBR 33 ( July-August, no. 4): 121–131. Randall discusses the importance for top management to “mine” the ingenuity and imagination of its executives that is stymied by specialization, systemization and procedural controls.

1028 Schaifer, R. 1950. “Big Business and Small Business: A Case Study.” HBR 28 ( July, no. 4): 97– 108. Big and small businesses both have vital roles to play in the American economy, particularly from the standpoint of innovation.

1029 Northrup, H. R. 1948. “Industrial Relations with Professional Workers.” HBR 26 (September, no. 5): 543–559. Northrup examines the social dynamics between professional employees such as engineers or chemists with corporate management.

Job Design and Enrichment Issues 1030 Coutu, D. 2007. “Making Relationships Work.” HBR 85 (December, no. 12): 45–50. [“Different Voice” Feature]— Coutu’s interview with John Gottman, a psychologist and head of the Relationship Research Institute, ﬁnds that how people behave at work is similar to what they do at home. Top management should examine successful marriages as a paradigm for developing productive workplace relationships.

1031 Amabile, T. M. and S. J. Kamer. 2007. “Inner Work Life: Understanding the Subtext of Business Performance.” HBR 85 (May, no. 5): 72–83. Amabile and Kamer describe how people perform better when their workday experiences include more positive emotions along with more favorable perceptions of their work, their team, leadership and their organization. Management’s attitude also has an indelible impact on the inner work life of employees.

1032 Garvin, D. A. 2006. “All the Wrong Moves.” HBR 84 ( January, no. 1): 18–29. [“HBR Case Study” Feature]— Nutorim’s, a manufacturer of a popular performance enhancing sports sup-

plement, has an inclusive and democratic organizational culture. Some business mistakes and public relations mishaps have triggered a perception that Nutorim’s inclusive culture is hampering their ability to make prudent decisions.

1033 Simons, R. 2005. “Designing High-Performance Jobs.” HBR 83 ( July-August, no. 7): 54–62. Simons describes four questions that employees should answer in carrying out their jobs. The answers to these questions constitute the four basic “spans of a job” (i.e., control, accountability, inﬂuence and support). When these spans are optimally structured just right, talented employees have an easier time executing company strategy. Conversely, when the settings are off, employees will typically incur difﬁculty with their work.

1034 Butler, T. and J. Waldroop. 2004. “Understanding ‘People’ People.” HBR 82 ( June, no. 6): 78–86. People do their best work when their work matches their individual interests. Managers can increase productivity by taking into account the “relational interests” and skills of each individual employee when making personnel choices and project assignments. Butler and Waldroop explain how “relational work” consists of the following dimensions: inﬂuence, interpersonal facilitation, relational creativity, and team leadership.

1035 Herzberg, F. 2003. “One More Time: How Do You Motivate Employees?” HBR 81 ( January, no. 1): 86–96. [“Best of HBR” Feature]— Herzberg claims the only way to motivate employees is by providing them with challenging work, responsibility as well as accountability.

1036 Britt, T. W. 2003. “Black Hawk Down at Work.” HBR 81 ( January, no. 1): 16–17. [“Forethought” Feature]—Research demonstrates that even the most committed employees feel “demotivated” anytime they no longer ﬁnd meaning to their work or if they perceive there is no chance to succeed in it.

1037 Corwein, V., T. B. Lawrence and P. J. Frost. 2001. “Five Strategies of Successful Part-Time Work.” HBR 79 ( July-August, no. 7): 121–127. [“Best Practice” Feature]— With nearly 10 percent of professionals working part-time, Corwin and her coauthors offer ﬁve strategies for professional part-timers to enhance their status at work.

1038 Sandberg, J. 2001. “Understanding Competence at Work.” HBR 79 (March, no. 3): 24–28. [“Forethought” Feature]— Competence means more than satisfying a checklist of skills. It encompasses how employees deﬁne their work and the manner in which they carry out those responsibilities.

1039 Loehr, J. and T. Schwartz. 2001. “The Making of a Corporate Athlete.” HBR 79 ( January, no. 1): 120–128. Management theorists have long examined why some people ﬂourish under pressure while others fold. Loehr and Schwartz ﬁnd that a successful approach to “sus-

69 tained high performance” must consider people as a whole. As such, companies must address their employees’ physical, emotional and spiritual welfare as well as their cognitive capacities for them to perform more passionately.

1040 Butler, T. and J. Waldroop. 1999. “Job Sculpting: The Art of Retaining Your Best People.” HBR 77 (September-October, no. 5): 144–152. “Job sculpting” requires management to exercise psychological skill in matching workers to their positions based on deeply embedded interests on the part of the worker. It is not a skill that requires management to have special training other than to carefully listen when employees describe what they like and dislike about their jobs.

1041 Hart, C. W. L. 1995. “The Power of Internal Guarantees.” HBR 73 ( January-February, no. 1): 64–74. “Internal guarantees” are the commitments or pledges made by the employees in one department to those in other departments. The former group will accomplish a task according to speciﬁcations or else pay a penalty. These arrangements help foster a spirit of partnership between the different parts of an organization.

1042 Rothstein, L. R. 1995. “The Empowerment Effort That Came Undone.” HBR 73 ( January-February, no. 1): 20–31. [“HBR Case Study” Feature]— Rothstein’s case study involves a once prosperous company that is stagnating. The CEO is working to revamp the corporate culture to empower his employees. The management team is another matter; all who were nurtured in a traditional managerial school of thought.

1043 Leonard-Barton, D., H. K. Bowen and K. B. Clark. 1994. “How to Integrate Work and Deepen Expertise.” HBR 72 (September-October, no. 72): 121–130. [“Regaining the Lead in Manufacturing” Series]— Leonard-Barton and her coauthors emphasize that ﬁrms must be faster and more efﬁcient at meeting the needs of their consumers better than their competition.

1044 Waterman, R. H., Jr., J. A. Waterman and B. A. Collard. 1994. “Toward a Career-Resilient Workforce.” HBR 72 ( July-August, no. 4): 87–95. The old employer-employee covenant (i.e., an employer provides lifetime employment in exchange for loyalty and adequate performance from the employee) is dead. Waterman and his coauthors argue that a new emphasis needs to be placed on “employability” as opposed to “employment.” In this, employers provide employees with opportunities to develop new skills. Employees, in turn, are more marketable should the ﬁrm’s circumstances change.

1045 Semler, R. 1994. “Why My Former Employ-

Management

1040–1053

its permanent staff was retrenched. Work was then contracted out to these former workers who are in business for themselves but are able to lease the company’s equipment. The company is now prosperous.

1046 Adler, P. S. 1993. “Time and Motion Regained.” HBR 71 ( January-February, no. 1): 97–109. New United Motor Manufacturing Inc. (NUMMI’s) auto assembly plant is a joint venture between by General Motors and Toyota. Employees deﬁne their own job standards which is more effective than the time-and-motion studies as developed by industrial engineers.

1047 Herzberg, F. 1987. “One More Time: How Do You Motivate Employees?” HBR 65 (September-October, no. 5): 109–120. [“HBR Classic” Feature]— Herzberg claims the only way to motivate employees is by providing them with challenging work, responsibility as well as accountability.

1048 Boyle, D. C. 1987. “The 100 Club.” HBR 65 (March-April, no. 2): 26–27. [“Ideas for Action” Feature]—Diamond Fiber Products in Massachusetts enhanced its proﬁtability and growth by rewarding employees for good attendance, avoiding injury and achieving plantwide production goals.

1049 Stone, P. J. and R. Luchetti. 1985. “Your Ofﬁce Is Where You Are.” HBR 63 (March-April, no. 2): 102–117. Stone and Luchetti voice concern that workers lack the privacy to function effectively given the current ofﬁce craze with open cubicles in conjunction to the advent of personal computing, .

1050 Walton, R. E. 1985. “From Control to Commitment in the Workplace.” HBR 63 (March-April, no. 2): 77–84. Management now believes that workers respond best and creatively if provided with broader responsibilities and acknowledged for their contributions.

1051 Bolt, J. F. 1983. “Job Security: Its Time Has Come.” HBR 61 (November-December, no. 6): 115– 123. Guaranteeing job security is a growing trend. Companies seem more cognizant toward the long-term beneﬁt of stable employment versus the short-term gains from layoffs.

1052 Hoop, C. C. and J. N. Wolzansky. 1983. “Matching White-Collar Skills to the Work.” HBR 61 (November-December, no. 6): 64–68. [“Ideas for Action” Feature]— Hoop and Wolzansky describe the efforts of a Westinghouse division to quantify each job’s tasks for determining the most important skill levels.

ees Still Work for Me.” HBR 72 ( January-February, no. 1): 64–74.

1053 Mintzberg, H. 1981. “Organization Design: Fashion or Fit?” HBR 59 ( January-February, no. 1): 103–116.

[“First Person” Feature]—Semco, a Brazilian manufacturing company, was in ﬁnancial trouble when much of

The assumption that all organizations are alike leads Mintzberg to argue that issues such as span of control, de-

1054–1070

Management

70

grees of job enlargement, forms of decentralization, planning systems or matrix structures cannot be chosen at random. They are, instead, predicated from how one’s organization is designed and constructed.

1054 Guest, R. H. 1981. “Review of Work Redesign.” HBR 59 ( January-February, no. 1): 46–52. [“For the Manager’s Bookshelf ” Feature]— Guest reviews Hackman and Oldham’s new book, Work Redesign, on the need to ﬁnd creative ways for unlocking a workforce’s vast potential.

1055 Runcie, J. F. 1980. “‘By Days I Make the Cars.’” HBR 58 (May-June, no. 3): 106–115. Many workers operate in squalid conditions. That prevents them from performing their jobs well and spawns cynicism toward the mission of their company.

1056 Jacques, E. 1979. “Taking Time in Evaluating Jobs.” HBR 57 (September-October, no. 5): 124–132. Jaques describes how to evaluate the signiﬁcance of all the jobs within an organization through a notion known as the “time span of discretion.” This notion is predicated on the maximum amount of time necessary to complete one’s longest tasks.

1057 Walton, R. E. 1979. “Work Innovations in the United States.” HBR 57 ( July-August, no. 4): 88–98. Organizations can improve their operating results if they embrace a work culture that promotes improvement and humanity.

1058 Foy, N. and H. Gadon. 1976. “Worker Participation: Contrasts in Three Countries.” HBR 54 (May-June, no. 3): 71–83.

1062 Herzberg, F. 1974. “The Wise Old Turk.” HBR 52 (September-October, no. 5): 70–80. Herzberg discusses four approaches to job motivation which management must consider for their job enrichment or motivation efforts.

1063 Walton, R. E. 1974. “Improving the Quality of Work Life.” HBR 52 (May-June, no. 3): 12–16, 155. As employers learn to tailor individual employee work assignments, Walton believes the quality of employee work life will increase.

1064 Elbing, A. O., H. Gadon and J. R. M. Gordon. 1974. “Flexible Working Hours: It’s About Time.” HBR 52 ( January-February, no. 1): 18–33, 154–155s. [“Special Report” Feature]— Used successfully in Europe, a more ﬂexible workweek plan is attracting notice. It bypasses the length of the workweek and enables workers to allocate their own hours.

1065 Ford, R. N. 1973. “Job Enrichment Lessons from AT&T.” HBR 51 ( January-February, no. 1): 96–106. Ford describes how AT&T has been a pioneer in enriching white- and blue-collar jobs. This has done much to bolster employee motivation, improve efﬁciency, productivity and reduce employee turnover.

1066 Walton, R. E. 1972. “How to Counter Alienation in the Plant.” HBR 50 (November-December, no. 6): 70–81. Overcoming worker alienation requires restructuring the work place in the following manner: (i) the way tasks are packaged into jobs; (ii) how workers are rewarded; and (iii) how positions of authority are established.

Top management needs to grasp how work is carried out internationally and not try to export its own work culture.

1067 Myers, M. S. 1971. “Overcoming Union Opposition to Job Enrichment.” HBR 49 (May-June, no. 3): 37–49.

1059 Scobel, D. N. 1975. “Doing Away with the

Organizational development efforts are often impeded by labor unions who see their prerogative as limiting the roles and reward systems of workers. Myers describes four approaches that have been effective in developing cooperation between management and union ofﬁcials in job enrichment efforts.

Factory Blues.” HBR 53 (November-December, no. 6): 132–142. A long-standing perception of many is that factory employees are untrustworthy as well as unproductive. Scobel, as the Eaton Corporation’s manager for employee relations and development, describes what his company is doing to create a new workplace environment that does away with this mindset.

1060 Hackman, J. R. 1975. “Is Job Enrichment Just a Fad?” HBR 53 (September-October, no. 5): 129–138.

1068 Roche, W. J. and N. L. MacKinnon. 1970. “Motivating People with Meaningful Work.” HBR 48 (May-June, no. 3): 97–110. Texas Instruments implemented a program for providing workers with managerial activity and making their work more stimulating.

Job enrichment efforts are more than a fad. Hackman offers a number of “common denominators” that both successful and unsuccessful projects possess.

1069 Paul, W. J., Jr., K. B. Robertson and F. Herzberg. 1969. “Job Enrichment Pays Off.” HBR 47 (March-April, no. 2): 61–78.

1061 Whitsett, D. A. 1975. “Where Are Your Un-

Five British companies studied whether job enrichment efforts can efﬁciently be implemented.

enriched Jobs?” HBR 53 ( January-February, no. 1): 74–80. Whitsett offers eleven clues for spotting opportunities to improve the scope of jobs, productivity, and employee satisfaction.

1070 Herzberg, F. 1968. “One More Time: How Do You Motivate Employees?” HBR 46 ( JanuaryFebruary, no. 1): 53–62. Herzberg claims the only way to motivate employees

71 is by providing them with challenging work, responsibility as well as accountability.

1071 Fiedler, F. E. 1965. “Engineer the Job to Fit the Manager.” HBR 43 (September-October, no. 5): 115–122. Instead of following the traditional approach of trying to make the manager ﬁt a job, better performance is likely if the job is structured to ﬁt a manager’s strengths.

1072 Schein, E. H. 1964. “How to Break in the College Graduate.” HBR 42 (November-December, no. 6): 68–76. The expectations and needs of the college graduate vis-a-vis those of the organization are often far apart. As such, a self-defeating pattern emerges.

1073 Huberman, J. 1964. “Discipline Without Punishment.” HBR 42 ( July-August, no. 4): 62–68. Huberman describes a new approach for maintaining good workmanship, high productivity, and plant discipline. It builds on employee self-respect in lieu of harsh discipline.

1074 Myers, M. S. 1964. “Who Are Your Motivated Workers?” HBR 42 ( January-February, no. 1): 73–88. Myers describes a six year study that Texas Instruments initiated on the beneﬁt of challenging jobs and why work rules and titles are counter-productive.

1075 Aldis, O. 1961. “Of Pigeons and Men.” HBR 39 ( July-August, no. 4): 59–63. A large proportion of workers hold jobs that are boring and repetitive. Workers in these capacities are motivated to perform by threats as opposed to positive rewards. One important problem for the future is making these jobs more interesting and eliminating this threatening facet with the workplace.

Management

1071–1087

The usual problems of the foreman-worker relationship are magniﬁed in an automobile assembly plant by the pressure from the “moving line.” Turner describes lessons that can be learned from management’s attempts to solve this problem.

1080 Saltonstall, R. 1953. “What Employees Want from Their Work.” HBR 31 (November-December, no. 6): 72–78. Saltonstall describes how crucial it is to reduce employee morale problems to their proper scope and in applying the relevant principles of everyday administration.

1081 Walker, C. R. and R. H. Guest. 1952. “The Man on the Assembly Line.” HBR 30 (May-June, no. 3): 71–83. Walker and Guest describe how assembly lines look and feel to those who work on them.

1082 Walker, C. R. 1950. “The Problem of the Repetitive Job.” HBR 28 (May, no. 3): 54–58. A prevailing assumption is that manufacturing plant costs are lower whenever a machine operator’s job is more specialized or subdivided. Walker describes how factory managers now know that bored operators never turn out defect-free or high quality products.

1083 Worthy, J. C. 1950. “Factors Inﬂuencing Employee Morale.” HBR 28 ( January, no. 1): 61–73. Sears Roebuck’s management was particularly surprised by a study of employee morale which found that wages or salaries were secondary to being genuinely respected by management.

1084 Vicary, J. W. 1948. “Labor, Management and Food.” HBR 26 (May, no. 3): 305–312. Vicary’s survey of industrial managers and workers examines whether employee cafeterias affect productivity and morale.

1076 Foley, J. J. 1959. “How Not to Handle Productivity Disputes.” HBR 37 (September-October, no. 5): 68–80.

1085 Green, W. 1931. “The Five Day Week.” HBR 9 (April, no. 3): 270–276.

Management, too often, has abdicated its primary responsibility in motivating workers to achieve their maximum potential.

Shortened work days and weeks have decreased production unit costs and are making industry more efﬁcient.

1077 Moore, L. B. 1956. “Too Much Management, Too Little Change.” HBR 34 ( January-February, no. 1): 41–48.

Labor Unions or Labor Relations

Moore wonders how there can be improvement when management has the attitude that workers must always be kept busy or be considered indolent. Worker enthusiasm is lost when management lacks the conviction that all individuals possess the capability to improve.

1078 Turner, A. N. 1955. “Management and the Assembly Line.” HBR 33 (September-October, no. 5): 40–49. Turner is concerned whether the technological environment in a manufacturing plant provides assembly line employees with a sense of satisfaction and meaning.

1079 _____. 1954. “Foremen: Key to Worker Morale.” HBR 32 ( January-February, no. 1): 76–86.

1086 von Hoffman, C. 1998. “Does This Company Need a Union?” HBR 76 (May-June, no. 3): 24–38. [“HBR Case Study” Feature]— Von Hoffman’s case study involves a clerical staff pursuing unionization; much of which stems from a lack of respect shown to them by the ﬁrm’s professional staff.

1087 Noble, B. P. 1993. “Reinventing Labor.” HBR 71 ( July-August, no. 4): 114–127. [An Interview with Union President Lynn Williams]— Williams, president of the United Steelworkers of America (USWA) since 1984, discusses today’s labor movement in conjunction to the economic condition of the United States.

1088–1102

Management

72

1088 Hoerr, J. 1991. “What Should Unions Do?” HBR 69 (May-June, no. 3): 30–45. Hoerr believes that unions are not necessarily an impediment to industrial competitiveness. Germany and Japan, for example, have unions in technologically advanced and highly competitive companies. American unions, on the otherhand, must reinvent themselves by training workers, pursuing employee ownership and taking into account the large number of women and minorities in today’s work force.

1089 McCormick, J. 1989. “The Case of the NotSo-Supermarket.” HBR 67 (March-April, no. 2): 14–28.

1095 Imberman, W. 1983. “Who Strikes — and Why?” HBR 61 (November-December, no. 6): 18– 28. [“Special Report” Feature]— If company management assesses its potential for a strike and does everything it can to remedy potential problems, their ﬁrm will more likely have a stable relationship with its employees.

1096 Levitan, S. A. and C. M. Johnson. 1983. “Labor and Management: The Illusion of Cooperation.” HBR 61 (September-October, no. 5): 8–16. [“Thinking Ahead” Feature]— Levitan and Johnson ﬁnd that labor and management have both been grossly oversold on the notion of “participative management.”

[“HBR Case Study” Feature]— McCormick’s case study focuses on whether a chain of supermarkets can avoid a labor showdown with one of its unions.

1097 Mills, D. Q. 1983. “When Employees Make Concessions.” HBR 61 (May-June, no. 3): 103–113.

1090 Luria, D. D. 1986. “New Labor-Management Models from Detroit?” HBR 64 (SeptemberOctober, no. 5): 22–32.

For ﬁnancially struggling ﬁrms, employee concessions might be tempting. Mills explains why these concessions can produce an albatross for companies in unexpected ways.

[“Thinking Ahead” Feature]— Global competition is producing a sense of accommodation between management and labor. This is particularly true with older, more traditional companies in the United States. The American automobile industry, in particular, has been instrumental in reforming industrial management policies and compensation practices.

1091 Sibbernsen, R. D. 1986. “What Arbitrators Think About Technology Replacing Labor.” HBR 64 (March-April, no. 2): 8–16. [“Keeping Informed” Feature]— Given the emphasis on cutting costs, eliminating inefﬁciences and changing operating conditions, many work rules and practices are being eliminated. As such, Sibbernsen senses that a high degree of grievances and arbitration is likely. He also describes how arbitrators are likely to respond.

1092 Kuttner, R. 1985. “Sharing Power at Eastern Air Lines.” HBR 63 (November-December, no. 6): 91–101. Kuttner describes a remarkable contract negotiated between Eastern and its machinists in which the latter agreed to substantial wage and beneﬁt concessions. In return, the machinists assumed responsibility for managing the shop ﬂoor. This has produced a workforce committed to saving money and improving service.

1093 Barbash, J. 1985. “Do We Really Want Labor on the Ropes?” HBR 63 ( July-August, no. 4): 10–20. [“Thinking Ahead” Feature]— Barbash reminds management that trade unions have played an essential role in the American economy and to quit thinking about decimating organized labor.

1094 Reisman, B. and L. Compa. 1985. “The Case

1098 Scobel, D. N. 1982. “Business and Labor — From Adversaries to Allies.” HBR 60 (NovemberDecember, no. 6): 129–136. Scobel describes how business and organized labor were brought together in an alliance for solving Chrylser’s ﬁnancial problems.

1099 Freedman, A. and W. E. Fulmer. 1982. “Last Rites for Pattern Bargaining.” HBR 60 (MarchApril, no. 2): 30–48. [“Special Report” Feature]— Freedman and Fulmer describe how wage and beneﬁt terms in highly unionized industries set the pace for other contracts; a practice known as “partnering.” However, as economic pressures mount, wages will be set according to product demand and the local labor market.

1100 Fulmer, W. E. 1981. “Step-by-Step Through a Union Campaign.” HBR 59 ( July-August, no. 4): 94–102. Fulmer describes a seven-step process utilized by organized labor to win collective bargaining rights in factories and other organizations.

1101 Schrank, R. 1979. “Are Unions an Anachronism?” HBR 57 (September-October, no. 5): 107– 115. Schrank describes two imminent threats that cloud organized labor’s future: One involves an organizational maturity that has produced a rigid bureaucracy. The other pertains to the demographics of today’s labor market.

for Adversarial Unions.” HBR 63 (May- June, no. 3): 22–36.

1102 Guest, R. H. 1979. “Quality of Work Life — Learning from Tarrytown.” HBR 57 ( July-August, no. 4): 76–87.

[“Special Report” Feature]— As labor leaders with MBAs and law degrees from Ivy League universities, Reisman and Compa argue vehemently against the assertion that American labor-management relations are undergoing a fundamental shift.

Guest describes how General Motors instituted a “quality of work life [QWL]” program for its Tarrytown, New York workforce that involves employees in decisions affecting their work lives in a manner that is selfenhancing.

73 1103 Imberman, W. 1979. “Strikes Cost More Than You Think.” HBR 57 (May-June, no. 3): 133–138. Over a three year span, Imberman tabulated how the ﬁnancial and emotional cost of 28 strikes were far greater than a reduction in net earnings.

1104 Mills, D. Q. 1979. “Flawed Victory in Labor Law Reform.” HBR 57 (May-June, no. 3): 92–102. Following the defeat of the 1978 Labor Reform Act in Congress, Mills assesses the hostility from both business and organized labor to this legislation.

1105 Fulmer, W. E. 1978. “When Employees Want to Oust Their Union.” HBR 56 (March-April, no. 2): 163–170. Fulmer examines why decertiﬁcation petitions are being ﬁled as often as they are, the campaigns that rankand-ﬁle members are exposed to and the strategies pursued by management.

1106 Batt, W. L., Jr. and E. Weinberg. 1978. “Labor-Management Cooperation Today.” HBR 56 ( January-February, no. 1): 96–104. Organized labor shows little interest in blurring the distinction between labor and management. Codetermination, in which a union obtains seats on the corporate board of directors, is essentially irrelevant.

1107 McIsaac, G. S. 1977. “What’s Coming in Labor Relations?” HBR 55 (September-October, no. 5): 22–36, 190. [“Thinking Ahead” Feature]—Since the end of World War II, the U.S. economy has set benchmarks among the industrialized nations in every area except one: labor relations.

1108 Stessin, L. 1977. “Expedited Arbitration: Less Grief Over Grievances.” HBR 55 ( January-February, no. 1): 128–134.

Management

1103–1120

European and Japanese companies allow greater worker involvement in management. This is known as “industrial democracy.” Weiher reviews a number of books and scholarly articles relevant to this topic.

1112 Bendiner, B. 1974. “Unions’ Expanding International Coordination.” HBR 52 (March-April, no. 2): 12–16. [“Ideas for Action” Feature]— Bendlier explains how 125 of the largest unions are afﬁliated with the World Auto Councils of the International Metalworker’s Federation.

1113 Rosow, J. M. 1971. “Now Is the Time for Productivity Bargaining.” HBR 50 (November-December, no. 1): 78–89. With productivity bargaining, management and labor write an agreement that enables both parties to work together in creating an atmosphere of ongoing cooperation.

1114 Vogel, A. 1971. “Your Clerical Workers Are Ripe for Unionism.” HBR 49 (March-April, no. 2): 48–54. Vogel ﬁnds that, among clerical workers, the loyalty they traditionally had for management is breaking down.

1115 Kennedy, T. 1970. “Freedom to Strike Is in the Public Interest.” HBR 48 ( July-August, no. 4): 45–57. Kennedy explains how a “free” collective bargaining structure is a vital component to the American free enterprise system.

1116 Raskin, A. H. 1970. “The Labor Movement Must Start Moving.” HBR 48 ( January-February, no. 1): 108–118. Raskin examines how well positioned the labor movement is for the 1970s and predicts that the insulation that union leadership has wrapped itself in will break down.

Grievance arbitration was launched during the 1940s. Stessin now sees it as too rigid, uneconomical, and a process being taken advantage of by too many workers.

1117 Hildenbrand, G. H. 1968. “Cloudy Future for Coalition Bargaining.” HBR 46 (November-December, no. 6): 114–128.

1109 Smardon, R. A. 1976. “In Collective Bargain-

Hildenbrand assesses the viability and legality of an AFL-CIO plan to shift from “plant-by-plant” bargaining units to a more centralized format that spans entire industries.

ing, the ‘Winner’ Can Be a Loser.” HBR 54 ( JulyAugust, no. 4): 6–7. [“Ideas for Action” Feature]— When strike issues are negotiated, effective labor relations directors carry as many issues as possible down to the wire. The strike issue is eventually dropped. A labor relations director can then extract concessions on the part of the ﬁrm to enable a union to claim victory.

1110 Chamot, D. 1976. “Professional Employees Turn to Unions.” HBR 54 (May-June, no. 3): 119– 127. White collar workers are increasingly becoming unionized. This stems from feeling isolated and because of new laws that were recently implemented. Chamot assesses the advantages and disadvantages of this development.

1111 Weiher, R. L. 1975. “Sources on Industrial Democracy.” HBR 53 (September-October, no. 5): 164–173.

1118 Skibbins, G. J. and C. S. Weymar. 1966. “The Right to Work Controversy.” HBR 44 ( JulyAugust, no. 4): 6–19, 162–166. [“Problems in Review” Feature]— Skibbins and Weymar explain the speciﬁcs involved with the right-to-work argument.

1119 Stryker, P. 1965. “Can You Analyze This Problem?” HBR 43 (May-June, no. 3): 73–79. Stryker’s case study involves the negotiations between management and organized labor in a plant where quarter panes for automobiles are manufactured.

1120 Summers, C. W. 1965. “Labor Relations in the Common Market.” HBR 43 (March-April, no. 2): 148–160. American management must be far more cognizant

1121–1138

Management

74

on the collective bargaining differences that exist on an international basis if they engage in foreign business.

mance and Reality.” HBR 36 (May-June, no. 3): 76–90.

1121 Livernash, E. R. 1964. “Brighter Future for

In the 25 years since Franklin Roosevelt ﬁrst became President of the United States, Selekman examines the directions that trade unions have taken, what this portends for the rank-and-ﬁle and the impact trade unions have on their communities.

Collective Bargaining.” HBR 42 (September-October, no. 5): 66–70. Collective bargaining’s track record will soon be tested. Livermash wonders if this can be done without undue militancy or hard-line bargaining postures from management or organized labor.

1131 Hazard, L. 1958. “Unionism: Past and Future.” HBR 36 (March-April, no. 2): 59–65.

1122 Blum, A. A. 1964. “Labor at the Crossroads.” HBR 42 ( July-August, no. 4): 6–19, 172.

Hazard analyzes the underlying causes of unions and their future throughout the United States.

[“Keeping Informed” Feature]— Blum reviews several books written by critics of organized labor on whether labor is in a state of crisis.

1132 Watson, E. T. P. 1958. “Diagnosis of Man-

1123 Shils, E. B. 1964. “Transportation’s Labor Crisis.” HBR 42 (May-June, no. 3): 84–98.

Watson describes an approach to solving industrial management problems. Management should consider the possibility that these problems are symptoms of a more underlying trouble involving upper management.

Shils explains how “union fractionalization” and excessive inter-union competition are the main reasons why the transportation industry is in the economic state that it’s in.

1124 Berg, T. L. 1962. “Union Inroads in Marketing Decisions.” HBR 40 ( July-August, no. 4): 67– 73. Albeit unintentional, union activities sometimes disrupt a company’s marketing efforts. The union’s rankand-ﬁle are, ironically, are hurt the most by this.

1125 Kassalow, E. M. 1962. “New Union Frontier: White Collar Workers.” HBR 40 ( January-February, no. 1): 41–52. Kassalow reports on why many white collar employees desire union membership.

1126 Blum, A. A. 1961. “Collective Bargaining — Ritual or Reality?” HBR 39 (November-December, no. 6): 63–69. Blum wonders if management and labor are ready to engage in purposeful dialogue or will the process be contaminated by meaningless bargaining games.

1127 Bruner, D. 1960. “Has Success Spoiled the Unions?” HBR 38 (May-June, no. 3): 73–78. Bruner believes that the American labor movement has developed into another middle-class special interest group. As such, the fervor it possessed during the 1930s has been lost.

1128 Mangum, G. L. 1960. “Taming Wildcat Strikes.” HBR 38 (March-April, no. 2): 88–96. Management needs to severely crack down on wildcat strikes which run rampant only under weak business leadership.

agement Problems.” HBR 36 ( January-February, no. 1): 69–76.

1133 Selekman, B. M. 1958. “Is Management Creating a Class Society?” HBR 36 ( January-February, no. 1): 37–46. Selekman discusses the moral philosophy inherent with human relations. Individual employees are too often seen as human beings. Labor, in contrast, is an abstraction for upper management. Selekman worries if this could trigger an irreconcilable class struggle.

1134 Lens, S. 1956. “Will Merged Labor Set New Goals?” HBR 34 (March-April, no. 2): 57–63. Lens, a labor leader from Chicago, describes the reasoning behind the AFL-CIO merger and how this affects the collective bargaining process and domestic politics.

1135 Wickersham, E. D. 1956. “Repercussions of the Ford Agreement.” HBR 34 ( January-February, no. 1): 61–73. With the 1955 UAW-Ford Motor Company labor agreement, Wickersham assesses the economic impact of the supplementary unemployment beneﬁts agreed to by the company and the union.

1136 McMurry, R. N. 1955. “War and Peace in Labor Relations.” HBR 33 (November-December, no. 6): 48–60. McMurry claims that current labor strategies are simply “fair weather” programs and explains why it is essential for management to establish a “preventive labor policy.” This will help maintain a balance of power between the company and its union.

1129 Shostak, A. B. 1959. “Labor Relations.” HBR 37 (November-December, no. 6): 25–31, 175–176.

1137 Foy, F. C. and R. Harper. 1955. “Round One: Union Versus Company Publications.” HBR 33 (May-June, no. 3): 59–67.

[“Looking Ahead” Feature]— Books relevant to labor relations are consistently on the business best sellers lists. Shostak reviews two genres of books: problems in dealing with individual workers and the changing scene of labor-management relations.

1138 Sayles, L. R. 1954. “Wildcat Strikes.” HBR 32 (November-December, no. 6): 42–52.

1130 Selekman, B. M. 1958. “Trade Unions: Ro-

Sayles ﬁnds wildcat strikes to be a way for rank-and-

Company management is losing momentum to organized labor by not discussing its side of controversial issues with its many stakeholders.

75

Management

1139–1155

ﬁle union members to register their disgust with both management and their industrial unions.

1147 Hardman, J. B. S. 1953. “Labor in Midpassage.” HBR 31 ( January-February, no. 1): 39–48.

1139 Strauss, G. 1954. “White Collar Are Differ-

Hardman contends whatever direction organized labor opts for depends a great deal on management’s understanding of labor’s internal problems and struggles.

ent.” HBR 32 (September-October, no. 5): 73–82. White collar workers present special problems to both management and the unions. Strauss warns company executives that white-collar unionization is a reality that they better face up to.

1140 Myers, A. H. 1954. “Evaluating the Proposed Labor-Law Changes.” HBR 32 (May-June, no. 3): 124–132.

1148 Sayles, L. R. and G. Strauss. 1952. “Conﬂicts Within the Local Union.” HBR 30 (November-December, no. 6): 69–83. Like any organization, Sayles and Strauss ﬁnd that that industrial unions contend with competing interests and organizational complexities.

Proposed changes in federal labor laws are not likely to satisfy many of the objections being raised by both management and labor.

1149 Moser, G. V. 1952. “The International Labor

1141 Allen, J. L. and C. W. Randle. 1954. “Challenge of the Guaranteed Annual Wage.” HBR 32 (May-June, no. 3): 37–48.

Moser is concerned whether the International Labor Organization’s socialistic inﬂuence won’t seep into the American labor movement and threaten America’s JudeoChristian heritage.

Allen and Randle outline the gravity in which industry, organized labor, and the government regard the guaranteed annual wage in conjunction to the collective bargaining process.

1150 Schultz, G. P. 1952. “Decision Making: A Case Study in Industrial Relations.” HBR 30 (MayJune, no. 3): 105–113.

1142 Delaney, G. P. 1953. “The ILO: Threat or Opportunity.” HBR 31 (November-December, no. 6): 120–128. Delaney disputes George Moser’s assertions from a 1952 HBR article concerning the supposed socialist tendencies of the International Labor Organization. The ILO should be perceived as a cautious and deliberate body, not given to hasty or doctrinaire methods in pursuit of its aims.

1143 Myers, A. H. 1953. “Arbitrating Industrial Efﬁciency.” HBR 31 ( July-August, no. 4): 60–68. If productivity is to increase, union cooperation will materialize only if workers can share in the earnings.

1144 Teele, J. W. 1953. “The Continuous Contract.” HBR 31 (May-June, no. 3): 103–112. Teele contends that the “stop and start” system of negotiations is the source of more consternation between management and organized labor. His “continuous contract” principle would be a more human approach and do more to win industrial peace.

1145 Sayles, L. R. and G. Strauss. 1953. “What the Worker Really Thinks of His Union.” HBR 31 (May-June, no. 3): 94–102. Sayles and Strauss examine rank-and-ﬁle members sentiments toward their union and its ofﬁcers.

1146 Thompson, K. M. 1953. “Human Relations in Collective Bargaining.” HBR 31 (March-April, no. 2): 116–126. Neither company management or labor unions seem satisﬁed with their collective bargaining experiences. Thompson, however, believes that human wants are unlimited, and even insatiable. As such, the negotiations serve as a useful instrument in reconciling the divergent goals of management and organized labor.

Organization.” HBR 30 ( July-August, no. 4): 109– 120.

Schultz’s case study focuses on the collective bargaining process throughout the New England region and if a particular region can stymie management’s ﬂexibility in developing fallback positions.

1151 Strauss, G. and L. R. Sayles. 1952. “The Unpaid Local Leader.” HBR 30 (May-June, no. 3): 91– 104. Unpaid union leaders carry the bulk of responsibility for local unions. Without them, the paid union ofﬁcials would be swamped. Strauss and Sayles examine the personality characteristics, motivation and satisfation that this group derives from their work.

1152 Lens, S. 1952. “Wage Stabilization from Labor’s Viewpoint.” HBR 30 (March-April, no. 2): 46–52. As a long-time union ofﬁcial, Lens explains why wage stabilization efforts are a colossal mistake. Even without them, the notion of runaway inﬂation would not be anywhere near the problem that policy makers and economists fear given present-day unemployment levels.

1153 Sayles, L. R. 1952. “Seniority: An Internal Union Problem.” HBR 30 ( January-February, no. 1): 55–61. Sayles examines the many complexities and conﬂicting pressures rampant in most industrial unions.

1154 Reilly, G. D., R. S. Haslam and R. Modley. 1951. “Threat of the Walsh-Healey Act.” HBR 29 ( January, no. 1): 86–98. Companies engaged in government contracts must abide by minimum wage mandates. Reilly and his coauthors predict that this will trigger another contentious round to increase wages.

1155 Barkin, S. 1950. “Trade Unionist Appraises Management Personnel Philosophy.” HBR 28 (September, no. 5): 59–64.

1156–1173

Management

76

Because of collective bargaining, Barkin contends many of the underpinnings with personnel administration need to be revamped.

1156 Selekman, B. M. and S. K. Selekman. 1950. “Productivity and Collective Bargaining.” HBR 28 (March, no. 2): 127–144. Executives in industries with heavy union involvement take on almost a defeatist attitude. Selekman and Selekman, however, describe a wide array of industries governed by collective bargaining agreements in which productivity problems are not an issue.

1157 Wolf, R. B. 1949. “Collective Bargaining in Small Scale Industry: A Case Study.” HBR 27 (November, no. 6): 706–714. The hosiery industry is featured in Wolf ’s case study to illustrate the collective bargaining process in smaller industries.

1158 Steibler, J. 1949. “Minnesota Labor Relations Act: An Opinion Survey.” HBR 27 (November, no. 6): 666–677. Stiebler surveyed Minnesota’s labor leaders, corporate executives, and others well-versed in the collective bargaining process about their perceptions of the 1939 Minnesota Labor Relations Act; an ambitious attempt to extend a state government’s presence into labor-management relations.

1159 Lewis, W. A. 1949. “Arbitrating a Wildcat Strike.” HBR 27 ( July, no. 4): 498–504. Lewis, an attorney with labor relations expertise, describes the likely result if the perpetrators of wildcat strikes are discharged and then pursue arbitration.

1160 Selekman, B. M. and S. K. Selekman. 1949. “Productivity and Labor Relations.” HBR 27 (May, no. 3): 373–392. Productivity, since the end of the war, has increased in every major sector except transportation despite the tension that is rampant between management and labor over the use of technology and other efﬁciency measures.

1161 Marceau, L. and R. A. Musgrave. 1949. “Strikes in Essential Industries: A Way Out.” HBR 27 (May, no. 3): 286–292. Marceau and Musgrave pursue a viable solution to the current labor strife and the recently enacted Taft-Hartley Act in a manner that does not resort to cumpulsory arbitration or weakens management or organized labor.

1162 Selekman, B. M. 1949. “Varieties of Labor Relations.” HBR 27 (March, no. 2): 175–199. Selekman surveys contemporary industrial relations directors to understand how certain dynamics evolve in given situations.

1163 Kozmetsky, G. 1949. “Unions’ Financial Reporting.” HBR 27 ( January, no. 1): 13–23. American unions have become economically and politically powerful over the last ﬁfteen years. By handling other people’s money, Kozmetsky argues unions have a responsibility to report their ﬁnancial standing similar to what publicly traded companies are required to do.

1164 Lens, S. 1948. “Meaning of the Grievance Procedure.” HBR 26 (November, no. 6): 712–722. Lens argues how industrial peace is best served if the grievance process is accepted as legitimate.

1165 Levy, B. H. 1948. “Collective Bargaining Under the Taft-Hartley Act.” HBR 26 ( July, no. 4): 468–479. Levy contrasts how the 1947 Taft-Hartley Act changed the collective bargaining process from what transpired when the Wagner Act’s National Labor Relations Board was implemented during the 1930s.

1166 Walker, R. G. 1948. “The Misinformed Employee.” HBR 26 (May, no. 3): 267–281. Walker advocates adding a representative from labor to the management council. Doing so might help promulgate a company’s operating results to its workforce and stem the misinformation that invariably materializes.

1167 Worker, John [psuedonym]. 1948. “My Union: An Inside Story.” HBR 26 ( January, no. 1): 108–114. “Worker” describes the ambivalence that many rankand-ﬁle union members feel toward their union’s leadership, particularly with the “mob mentality” that is pervasive throughout industrial unions.

1168 Witte, E. E. 1947. “Labor-Management Relations Under the Taft-Hartley Act.” HBR 25 (Autumn, no. 4a): 554–575. Witte describes some likely ramiﬁcations with the passage of the Taft-Hartley Act over President Truman’s veto.

1169 Barkin, S. 1947. “Handling Work Assignment Changes.” HBR 25 (Summer, no. 4): 473–482. Barkin wonders if a worker’s “equity” in their job can be reconciled with management’s need to adjust operations, reduce costs, and sometimes, reassign workers.

1170 Fenton, F. P. 1947. “Labor’s Objectives.” HBR 25 (Summer, no. 4): 463–472. Fenton articulates organized labor’s goals and objectives; a difﬁcult endeavor given the fervent anti-union hysteria throughout many parts of the United States with union leaders being perceived as criminals or Bolsheviks.

1171 Sabsay, N. 1947. “From the Workers Point of View.” HBR 25 (Spring, no. 3): 339–347. Sabsay, an International Association of Machinists member, discusses why his local went on strike and why management and union relations are as strained as they are.

1172 Selekman, B. M. 1947. “Conﬂict and Cooperation in Labor Relations.” HBR 25 (Spring, no. 3): 318–338. Selekman questions whether full production and human satisfaction are achievable in assembly line or other industrial shop activities.

1173 Brown, E. C. 1947. “Free Collective Bargaining or Government Intervention?” HBR 25 (Winter, no. 2): 190–206. Despite World War II being over, Brown describes

77

Management

1174–1192

how major and minor labor disputes still receive federal intervention instead of being settled at the local level.

1183 Sabsay, N. 1944. “A Machinist Looks at Man-

1174 Witte, E. E. 1947. “Wartime Handling of Labor Disputes.” HBR 25 (Winter, no. 2): 169–189.

Organized labor always seems blamed when efforts for improving management-labor relations fail. Sabsay ﬁnds this amateurish.

Witte ﬁnds that American labor disputes were handled effectively during World War II. However, the strife that resulted immediately after World War II was inevitable given the mounting tensions and restrictions that occurred because of the war.

1175 Selekman, B. M. 1946. “Wanted: Mature Labor Leaders.” HBR 24 (Summer, no. 4): 405– 426. Selekman remains concerned about the short-sighted behavior, even criminal misconduct, of many union leaders.

1176 Littler, R. M. C. 1946. “Managers Must Manage.” HBR 24 (Spring, no. 3): 366–376. Littler laments that regulatory hardships, particularly in the area of labor relations, stymie the efﬁciency and productivity of American ﬁrms.

1177 Gomberg, W. 1946. “Union Interest in Engineering Techniques.” HBR 24 (Spring, no. 3): 356–365. Gomberg describes organized labor’s interest in time studies, job evaluations, and other industrial engineering techniques.

1178 Snider, J. L. 1946. “Management’s Approach to the Annual Wage.” HBR 24 (Spring, no. 3): 326– 338. Organized labor’s public relations thrust in the next ﬁve years should focus on a guaranteed annual income and a forty hour work week.

1179 Taft, P. 1945. “Understanding Union Administration.” HBR 24 (Winter, no. 2): 245–257. To be effective with the collective bargaining process, Taft urges company executives to be cognizant of the intra-union forces that shape the actions of union leaders.

1180 Selekman, B. M. 1945. “Handling Shop Grievances.” HBR 23 (Summer, no. 4): 469–483. For grievances to be handled effectively, Selekman describes why it is important for them to be based on the organizational culture of the shop and not through some static clauses of a collective bargaining agreement.

1181 _____. 1945. “Administering the Union Agreement.” HBR 23 (Spring, no. 3): 299–313. Selekman points out that if good will is to exist between organized labor and management, it must be contingent on both the actions and inactions of every affected individual.

1182 _____. 1945. “When the Union Enters.” HBR 23 (Winter, no. 2): 129–143. Selekman describes the intense loyalties, bitter hostilities, and bewilderment that take place whenever unions receive the right to represent a company’s workforce.

agement.” HBR 22 (Winter, no. 2): 249–255.

1184 Roper, E. 1943. “The Public Looks at Labor Unions.” HBR 21 (Summer, no. 4): 425–431. Roper’s surveyed Americans as to their perceptions of labor unions and found an uneasiness with the racketeering, militancy, rigidity, and how unions have little regard for the public good or the welfare of the employer.

1185 Robbins, E. C. 1943. “Management — Labor Cooperation.” HBR 21 (Summer, no. 4): 415–424. “Middle America’s” ﬁndings on whether the hostility between employers and employees interferes with the war effort is examined.

1186 Myers, A. H. 1942. “Laws and Men in Labor Relations.” HBR 21 (Autumn, no. 1): 83–94. The 1930s produced more legislative activity on labor relations than any other decade in American history. Myers developed several case studies to illustrate the problems involving human resource management in conjunction to these legislative developments.

1187 Selekman, B. M. 1941. “Living with Collective Bargaining.” HBR 20 (Autumn, no. 1): 21–33. Selekman advocates a collective bargaining process that is made up of socially interdependent parts in an integrated workplace. It would consist of businesses of every size, all levels of government as well as local and national unions.

1188 Littler, R. 1941. “Code of Union Conduct.” HBR 20 (Autumn, no. 1): 10–20. Littler argues that organized labor must agree to a code of conduct. This code would prescribe allowable union activities. Physical violence, seizure of other people’s property and misrepresenting statements would be prohibited.

1189 Eliel, P. 1941. “Labor Peace in Paciﬁc Ports.” HBR 19 (Summer, no. 4): 429–437. Eliel writes of the transition to a more harmonious labor-management relationship at West coast seaports which were highly acrimonious during most of the 1930s.

1190 Smith, F. G. 1941. “Handling Labor Grievances in the Bituminous Coal Industry.” HBR 19 (Spring, no. 3): 352–363. Smith examines the coal mining industry’s well-established history with the collective bargaining process.

1191 Barkin, S. 1941. “Wage Policies of Industrial Unions.” HBR 19 (Spring, no. 3): 342–351. Barkin believes the notion of “industrial democracy” (i.e., joint deliberations with employers on all matters affecting their work and the sense of being taken seriously instead of paternalistically) ranks as the prime objective for rank-and-ﬁle union members.

1192 Ruttenberg, H. J. 1940. “The Fruits of Industrial Peace.” HBR 18 (Spring, no. 3): 285–294. Ruttenberg demonstrates the impact organized labor

1193–1208

Management

78

can have for increasing industrial output when management acknowledges its legitimacy.

1193 Bergen, H. B. 1940. “Management Prerogatives.” HBR 18 (Spring, no. 3): 275–284. With passage of the Wagner Act and the implementation of collective bargaining, Bennion ﬁnds that management’s traditional prerogatives (e.g., to hire, transfer, promote, or terminate employees) are on the verge of being eliminated.

1194 Stein, R. M. 1939. “Workers’ Education: Today’s Challenges.” HBR 18 (Winter, no. 2): 207– 214. Stein is disappointed by organized labor’s indifference to the importance of worker training and continuing education given how progressively complex the world is becoming.

1195 Selekman, B. M. 1939. “Conﬂict and Collaboration.” HBR 17 (Spring, no. 3): 356–368. Selekman analyzed 25 recently published books involving organized labor and concludes that collective bargaining, worker safety standards, and the social security system are here to stay.

1196 Nixon, R. A. 1939. “Appropriate Collective Bargaining Units National Labor Relations Board Decisions.” HBR 17 (Spring, no. 3): 317–325. Nixon writes on the controversial jurisdiction granted the National Labor Relations Board to deﬁne a unit or group of employees for collective bargaining purposes.

1197 Ruttenberg, H. J. 1939. “The Strategy of Industrial Peace.” HBR 17 (Winter, no. 2): 159–176. Ruttenberg, a union ofﬁcial, writes how important it is for management to cease challenging the rights of unions to exist. Workers should be governed by the same democratic principles that govern our political life instead of the paternalistic manner of most corporate managers.

1198 Robbins, E. C. 1939. “American Business Leaders and Labor’s War.” HBR 17 (Winter, no. 2): 153–158.

1201 Woolenberg, R. P. and E. N. Cooper. 1938. “Labor in the Paciﬁc Coast Paper Industry: A Case in Collective Bargaining.” HBR 16 (Spring, no. 3): 366–372. The paper mills of the Paciﬁc Northwest were some of the ﬁrst companies to engage in collective bargaining. Wollenberg and Cooper describe many of the difﬁculties and challenges facing the process.

1202 Lescohier, D. D. 1937. “Labor’s Drive to Power, 1933–1937.” HBR 15 (Summer, no. 4): 405– 416. Lescohier argues that labor unrest tends to be very cyclical (i.e., periods of strife followed by industrial calm). He also sees industrial relations entering a new chapter in how unions are securing new members and how rank-and-ﬁle members are being paid higher beneﬁts.

1203 Robbins, E. C. 1937. “Collective Bargaining Under the Wagner Labor Act.” HBR 15 (Summer, no. 4): 393–404. Robbins assesses the United States Supreme Court’s decision to uphold the National Labor Relations Act (i.e., the Wagner Labor Act) which legitimizes collective bargaining.

1204 Whitehead, T. N. 1935. “Human Relations Within Industrial Groups.” HBR 14 (Autumn, no. 1): 1–13. If collaboration is to materialize between management and organized labor, both parties must recognize one another’s social needs.

1205 Slichter, S. H. 1934. “Labor Under the National Recovery Act.” HBR 12 ( January, no. 2): 142– 163. The National Recovery Act [N.R.A.] laws, with the support of the major industrialists at the time, limit the number of working hours employees can work.

1206 Barnett, G. E. 1931. “Causes of Jurisdictional Disputes in American Trade Unions.” HBR 9 ( July, no. 4): 400–408.

Organized labor is undergoing internal strife on whether one all-encompassing union should exist to represent all laborers as opposed each craft having its own union. This strife makes it difﬁcult for corporate executives, engaged in collective bargaining, to operate their plants.

No element of American trade union activity is subject to more scrutiny than how jurisdictional disputes are handled. These disputes are occurring too frequently and adversely affect industry.

1199 Cross, I. B., Jr. 1938. “The Role of Griev-

1207 Daugherty, C. R. 1931. “Anti-Union Con-

ance Machinery in Union-Management Relations.” HBR 17 (Autumn, no. 1): 105–116.

tracts.” HBR 9 ( January, no. 2): 191–201.

Cross explains why management and organized labor must be committed to developing workable procedures for handling employee grievances.

1200 Gilbertson, H. S. 1938. “Management and Collective Bargaining.” HBR 16 (Summer, no. 4): 385–399. With the advent of collective bargaining, a new order is on the verge of transpiring. This promises to be a difﬁcult transition.

“Anti-Union” contracts are agreements employees are coerced into signing which forfeits their right to belong to a union.

1208 Mitchell, B. 1930. “The Present Situation in the Southern Textile Industry.” HBR 8 (April, no. 3): 296–307. Not one cotton factory in the South is engaged in collective bargaining with unions like the United Textile Workers. Mitchell sees this as the death knell for the industry.

79 1209 Heermance, E. L. 1928. “Some Impressions of the British Trade Association.” HBR 6 (April, no. 3): 304–312. Membership in British trade unions is soaring despite sales revenue for British businesses being in decline.

1210 Mullen, W. H. 1928. “Some Principles Underlying the Interpretations of an Industrial Relations Agreement.” HBR 6 (April, no. 3): 293–303. Mullen assesses the impact of having almost every Chicago area mens’ clothing manufacturer operate under collective bargaining agreements with the Amalgamated Clothing Workers of America.

1211 Duncan, C. S. 1927. “New Elements in American Business Efﬁciency.” HBR 5 (April, no. 3): 269–280. Industrial peace came to the United States during the 1920s. This produced higher wages and a better trained work force.

1212 “Unionism and Production in the Bituminous Coal Industry.” 1926. HBR 4 (April, no. 3): 334–340. [“Summaries of Business Research” Feature]—The author compares production outputs in unionized bituminous coal mines versus non-union mines.

1213 Hoopingarner, D. L. 1926. “Some Practical Aspects of the Voluntary Arbitration of Labor Disputes.” HBR 4 (April, no. 3): 297–302. For arbitration to be successful, good will and concern for the public interest must be deeply embedded on the part of both sides.

1214 Riegel, J. W. 1925. “Structural Features of Shop-Committee Plans.” HBR 4 (October, no. 1): 17–31. Riegel argues how the structural framework behind labor and management relations determines whether collective bargaining succeeds or fails.

1215 “The Installation of the Shop Committee.” 1923. HBR 2 (October, no. 1): 119–123. [“HBR Case Study” Feature]— A New England textile manufacturer, The Argosy Mills, operates on an open shop basis (i.e., they do not retaliate against union members) and is now on the verge of implementing an employee representation plan that would operate outside its collective bargaining arrangement.

1216 Williams, W. 1923. “A Theory of Industrial Conduct and Leadership.” HBR 1 (April, no. 3): 322–330. Williams argues that the lack of economic and social recognition for industrial workers must change.

Leadership Issues 1217 Kellerman, B. 2007. “What Every Leader Needs to Know About Followers.” HBR 85 (December, no. 12): 84–91. Little research exists on the subordinates of a leader. These followers are typically perceived as an amorphous

Management

1209–1224

group. Kellerman developed a typology for classifying subordinates by the degree of their engagement in the organization. Crtitical distinctions exist on how leaders should lead and managers should manage based on these typologies.

1218 Snowden, D. J. and M. E. Boone. 2007. “A Leader’s Framework for Decision Making.” HBR 85 (November, no. 11): 68–76. Leadership approaches that work in one set of circumstances often fail in other situations. Snowden and Boone apply concepts from the complexity sciences to leadership principles to enable executives to sort whatever issues they have into one of ﬁve leadership contexts.

1219 McCreary, L. 2007. “My Extreme MBA: How Hardship, Chaos, and the Fog of War Made a Stronger, Wiser, More Resilient Leader.” HBR 85 (October, no. 10): 128–137. [“A Conversation with Rory Stewart” Feature]—Stewart tells of his work in Iraq for both the Coalition’s Provisional Authority as well as an NGO with groups of suffering and disillusioned people. He describes how these experiences helped him balance his “principled” commitment with a canny pragmatism.

1220 Tichy, N. M. and W. G. Bennis. 2007. “Making Judgment Calls: The Ultimate Act of Leadership.” HBR 85 (October, no. 10): 94–102. All leaders make judgment calls that deﬁne their tenure. Tichy and Bennis emphasize that good leadership-oriented judgment is a process that never arises from single “Eureka” type of moments.

1221 Martin, R. 2007. “How Successful Leaders Think.” HBR 85 ( June, no. 6): 60–67. People need to examine how successful leaders think in terms of coping with conﬂicting ideas, strategies or dilemmas involving their organizations.

1222 George, B., P. Sims, A. N. McLean and D. Mayer. 2007. “Discovering Your Authentic Leadership.” HBR 85 (February, no. 2): 129–138. [“Managing Yourself ” Feature]— George and his coauthors ﬁnd that “authentic leaders” work hard at understanding and developing themselves. In addition, these leaders possess a passion for some kind of purpose stemming from their self-discipline and meaningful relationships with others.

1223 Ancona, D., T. W. Malone, W. J. Orlikowski and P. M. Senge. 2007. “In Praise of the Incomplete Leader.” HBR 85 (February, no. 2): 92–100. Today’s top executives face pressures to provide solutions to issues which are both complex and multi-dimensional. They also need charisma and foresight to rally one’s stakeholders around a vision for the future. Since no leader can be good at everything, Ancona and her coauthors ﬁnd it crucial for leaders to work with others to compensate for their personal shortcomings.

1224 Ibarra, H. and M. Hunter. 2007. “How Leaders Create and Use Networks.” HBR 85 ( January, no. 1): 40–47. [“Managing Yourself ” Feature]— Leaders need to al-

1225–1238

Management

80

ways network with others outside their organization. Ibarra and Hunter emphasize that networking is not a talent. Nor does it require a gregarious personality. It is, instead, a skill that involves a great deal of perseverance.

1225 Frohman, D. 2006. “Leadership Under Fire.” HBR 84 (December, no. 12): 124–131. [“First Person” Feature]— As head of Intel’s manufacturing and research facility in Israel, it was Frohman’s responsibility to determine how Intel would respond to Iraq’s ballistic missiles at the start of the 1991 Gulf War. Though he decided to keep the facility open, Frohmann describes the magnitude of this decision since the lives of so many employees were at stake.

1226 Mangurian, G. 2006. “Responsibility Junkie.” HBR 84 (October, no. 10): 30–30. [“Conversation” Feature]— Boston Pops conductor, Keith Lockhart, discusses the challenges of managing a venerable institution with its many traditions. The Boston Pops also constitutes a “team” with performers who desire “prima donna” status.

1227 Spreier, S. W., M. H. Fontaine and R. L. Malloy. 2006. “Leadership Run Amok.” HBR 84 ( June, no. 6): 72–82. Overachieving leaders can be very successful since they are task and goal focused personalities. They also possess a dark side in how they: (i) command and coerce subordinates rather than coach and collaborate with them; (ii) engage in shortcuts; and (iii) neglect to communicate crucial information. As such trust, morale and workplace productivity dissipates under this personality type.

1228 Coutu, D. 2006. “Lessons in Power: Lyndon Johnson Revealed.” HBR 84 (April, no. 4): 47–52. [“Different Voice” Feature]— Coutu interviewed Robert Caro, a Pulitzer prize-winning historian, who maintains that few leaders ever accumulated power and used it more effectively than Lyndon Johnson, the 36th President of the United States.

1229 Kramer, R. M. 2006. “The Great Intimidators.” HBR 84 (February, no. 2): 88–96. “Great intimidators” are leaders who sometimes trample on people’s feelings by setting impossible standards. They are, however, capable of leading change when tremendous resistance, inertia or a crisis exists. Leaders like this often possess tremendous insight into human motivation and organizational behavior.

1230 Goffee, R. and G. Jones. 2005. “Managing Authenticity: The Paradox of Great Leadership.” HBR 83 (December, no. 12): 86–94. Followers will almost always feel duped when leaders play roles that are not part of their authentic self. Goffee and Jones ﬁnd authentic leaders, being highly attuned to their environments, rely on an intuition from their formative experiences to understand how to gain acceptance in both work and social circles.

1231 Collins, J. 2005. “Level 5 Leadership: The Triumph of Humility and Fierce Resolve.” HBR 83 ( July-August, no. 7): 136–146.

[“Best of HBR” [2001] Feature]—“Level 5 leadership” is seen as the highest level in a hierarchy of executive capabilities. Collins identiﬁes the characteristics common to Level 5 leadership, such as: humility, ferocious resolve and the tendency to give credit to others while assigning blame to oneself.

1232 Quinn, R. E. 2005. “Moments of Greatness: Entering the Fundamental State of Leadership.” HBR 83 ( July-August, no. 7): 74–83. Quinn maintains that leaders do their best work when they act on their deepest values and instincts as opposed to imitating others.

1233 Rooke, D. and W. R. Torbert. 2005. “Seven Transformations of Leadership.” HBR 83 (April, no. 4): 66–76. Rooke and Torbert emphasize that leaders are made, not born. Moreover, leadership styles are never ﬁxed. People who develop into more self-aware individuals, able to interpret their surroundings, are likely to emerge as more effective leaders.

1234 Ready, D. A. 2004. “How to Grow Great Leaders.” HBR 82 (December, no. 12): 92–100. Few leaders excel at both the unit and enterprise levels. Corporations need people capable of running business units, functions and regions. Leaders must be developed to manage the tensions that ensue between unit and enterprise priorities.

1235 Maccoby, M. 2004. “Why People Follow the Leader: The Power of Transference.” HBR 82 (September, no. 9): 76–85. One can not lead without followers. Getting followers, however, takes more than talent and charisma. Maccoby discusses why leaders must grasp that followers are driven by their own motivations.

1236 Joni, S. A. 2004. “The Geography of Trust.” HBR 82 (March, no. 3): 82–88. Successful leaders understand that trust, integrity, and expertise are a function of one’s relationships . They also know that changes in relationship-based “structural” trust depends on where people stand on the “organizational map” for their ﬁrm or organization.

1237 Prentice, W. C. H. 2004. “Understanding Leadership.” HBR 82 ( January, no. 1): 102–109. [“Best of HBR” Feature]— Prentice deﬁnes leadership as the “accomplishment of a goal through the direction of “human assistants” for providing people with the maximum opportunity for growth without creating anarchy.” Great leaders are ones who can sustain this on a daily basis and under a wide variety of circumstances.

1238 Maccoby, M. 2004. “Narcissistic Leaders: The Incredible Pros, Inevitable Cons.” HBR 82 ( January, no. 1): 92–101. [“Best of HBR” Feature]— Today’s business leaders maintain a markedly higher proﬁle than their predecessors did prior to the 1980s. Maccoby ﬁnds that a love for the limelight often stems from a narcissistic personality. Narcissists are good for companies that need people with

81 vision and the courage to take them in new directions. Narcissists can also lead companies into trouble by refusing to listen to the advice and warnings from others.

1239 Goleman, D. 2004. “What Makes a Leader?” HBR 82 ( January, no. 1): 82–91. [“Best of HBR” Feature from November-December 1998]—Effective leaders possess high levels of “emotional intelligence.” Exhibiting emotional intelligence in the workplace means understanding one’s emotional makeup and that of others. This helps enable a leader to keep people in sync with their goals.

1240 Zaleznik, A. 2004. “Managers and Leaders: Are They Different?” HBR 82 ( January, no. 1): 74– 81. [“Best of HBR” Feature]— Managers and leaders are two very different types of people. In this article from 1977, Zaleznik argues how American organizations have a “managerial mystique” which perpetuates a manager’s personality but also tends to stiﬂe the development of a leader.

1241 Coutu, D. L. 2004. “Putting Leaders on the Couch.” HBR 82 ( January, no. 1): 65–71. [“HBR Interview with Manfred F. R. Kets de Vries”]— Kets de Vries, as a psychoanalyst and leadership scholar, describes the psychological proﬁle of successful CEOs based on their vulnerabilities and susceptibility to depression. In essence, healthy leaders actively engage in self-observation and self-analysis.

1242 Offerman, L. R. 2004. “When Followers Become Toxic.” HBR 82 ( January, no. 1): 54–60. Few leaders are cognizant as to how susceptible they are to the inﬂuence of their followers. Offerman explains how a good set of core values, some trusted friends and a little paranoia can prevent a leader from going astray.

1243 Bennis, W. G. 2004. “The Seven Ages of the Leader.” HBR 82 ( January, no. 1): 46–53. Bennis describes how a leader’s life is a series of mindbending challenges and gut-wrenching crises. Knowing what to expect at each stage of this journey offers tremendous advantages to any leader.

1244 Kellerman, B. 2004. “Leadership Warts and All.” HBR 82 ( January, no. 1): 40–45. [“Thinking Ahead” Feature]— People must recognize that leadership is not a moral concept and that leaders can be trustworthy or deceitful, cowardly and brave, as well as greedy and generous.

1245 Conger, J. A. and R. M. Fulmer. 2003. “Developing Your Leadership Pipeline.” HBR 81 (December, no. 12): 76–84. Some ﬁrms are adept at building a steady, reliable “pipeline” of leadership talent. Conger and Fulmer refer to as “succession management.” Eli Lilly, Dow Chemical, Bank of America, and Sonoco Products have all created long-term processes for achieving this.

1246 Kramer, R. M. 2003. “The Harder They Fall.” HBR 81 (October, no. 10): 58–66. Social psychologist Roderick M. Kramer examines

Management

1239–1252

why so many leaders — not only in business but also in politics, religion, and the media — display a remarkable adeptness and ability to attain power. Then, invariably, they engage in “stupidity” and lose everything they’ve stood and worked for.

1247 Kanter, R. M. 2003. “Leadership and the Psychology of Turnarounds.” HBR 81 ( June, no. 6): 58–67. Leaders need to apply certain psychological interventions (e.g., replacing secrecy and denial with dialogue, blame and scorn with respect, avoidance and turf protection with collaboration, and passivity and helplessness with initiative) to counter the “death spiral,” that typically involves ﬁnger pointing and criticizing colleagues.

1248 Kim, W. C. and R. Mauborgne. 2003. “Tipping Point Leadership.” HBR 81 (April, no. 4): 60–69. William Bratton became police commissioner of New York City in 1994 when turf wars over jurisdiction and funding were rampant. Bratton turned New York into the safest city in the nation in less than two years with no increase in his operating budget. Kim and Mauborgne discuss how Bratton succeeded despite limited resources, low staff morale, opposition from powerful vested interests and an organization wedded to the status quo.

1249 Greenberg, J. W. 2002. “September 11, 2001: A CEO’s Story.” HBR 80 (October, no. 10): 58–64. As CEO of Marsh & McLennan, Greenberg describes leading a ﬁrm through the 9/11 tragedy, helping the families of lost colleagues, relocating employees, recapturing data and restoring the company’s business capabilities.

1250 Schaeffer, L. D. 2002. “The Leadership Journey.” HBR 80 (October, no. 10): 42–47. [“First Person” Feature]— Schaeffer describes how he adopted three different leadership styles in his 30-year career as CEO for WellPoint Health Networks, head of the Health Care Finance Administration in the Carter Administration and as president of Blue Cross/Blue Shield of California.

1251 Bennis, W. G. and R. J. Thomas. 2002. “Crucibles of Leadership.” HBR 80 (September, no. 9): 39–45. [“HBR at Large” Feature]— No simple formula can explain how great leaders are “derived.” Bennis and Thomas contend it has something to do with the way people handle adversity and what they learn from their setbacks.

1252 Farson, R. and R. Keyes. 2002. “The Failure Tolerant Leader.” HBR 80 (August, no. 8): 64–71. Although a growing number of companies are seeing failure as a prerequisite to innovation, they still have difﬁculty accepting failure at a personal level. “Failure tolerant” leaders are executives who help workers overcome their anxieties about failure at a personal level. Doing so creates an intelligent, risk-taking culture that produces “sustained innovation.”

1253–1266

Management

82

1253 Heifetz, R. A. and M. Linsky. 2002. “A Sur-

1259 Kotter, J. P. 2001. “What Leaders Really Do.”

vival Guide for Leaders.” HBR 80 ( June, no. 6): 65– 74.

HBR 79 (December, no. 11): 85–96.

[“Managing Yourself ” Feature]— Leadership is frequently seen as a glamorous and exciting pursuit. Heifetz and Linksy emphasize how this image ignores the darker side of leadership anytime followers attempt to remove a leader particularly when an organization has no choice but to endure difﬁcult times.

1254 Dutton, J. E., P. J. Frost, M. C. Worline and J. M. Lilius. 2002. “Leading in Times of Trauma.” HBR 80 ( January, no. 1): 55–61. In times of trauma, Dutton and her coauthors ﬁnd that leaders can help other individuals and their organizations recover by demonstrating their own compassion. Doing so helps employees ﬁnd their own way and support one another.

1255 Heifetz, R. A. and D. L. Laurie. 2001. “The Work of Leadership.” HBR 79 (December, no. 11): 131–140. [Reprinted from the January-February 1997 issue of HBR]— Social, technological and market changes are forcing businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people in an organization to engage in adaptive work. This runs counter to a prevailing notion that leadership consists of having vision and aligning people.

[Reprinted from the May-June 1990 issue of HBR]— Kotter contends that most American corporations are over-managed and poorly led. Management entails coping with complexity. Leadership, in turn, means dealing with the major changes in a way that aligns people by communicating to them about these new directions.

1260 Goleman, D., R. Boyatzis and A. McGee. 2001. “Primal Leadership: The Hidden Driver of Great Performance.” HBR 79 (December, no. 11): 42–52. Goleman and his coauthors describe how an executive’s mood and behavior affects an organization’s performance.

1261 Kellerman, B. 2001. “Required Reading.” HBR 79 (December, no. 11): 15–22. Kellerman describes several seminal [and eclectic] books on leadership which range from Machiavelli’s The Prince to The Feminine Mystique by Betty Friedan.

1262 Cladini, R. B. 2001. “Harnessing the Power of Persuasion.” HBR 79 (October, no. 9): 72–79.

1256 Peters, T. J. 2001. “Leadership: Sad Facts and

Persuasion skills exert a much greater inﬂuence over people’s behavior than is the case with formal power structures. As such, persuasion is one of a leader’s most important tools. Cialdini discusses the principles of persuasion (i.e., liking, reciprocity, social proof, consistency, authority and scarcity) and how they can be applied in business.

Silver Linings.” HBR 79 (December, no. 11): 121– 128.

1263 Useem, M. 2001. “The Leadership Lessons of Mount Everest.” HBR 79 (October, no. 9): 51–58.

[Reprinted from the November-December 1979 issue of HBR]— Peters emphasizes that top management cannot solve problems in a manner that people perceive they can. More-often-than-not, issues and problems typically come to them late. Top management also tends to be shielded from bad news. What top management can do is shape one’s business values and educate by example in hopes of alleviating these obstacles.

1257 Pagonis, W. G. 2001. “Leadership in a Combat Zone.” HBR 79 (December, no. 11): 107–116. [Reprinted from the November-December 1992 issue of HBR]— As a lieutenant general during the Persian Gulf War, Pagonis ﬁnds that leadership must be understood as a difﬁcult task. Leadership encompasses being aware of one’s strengths, knowing how to communicate goals and then shaping an organization’s vision by educating employees and obtaining their feedback.

1258 Peace, W. H. 2001. “The Hard Work of Being a Soft Manager.” HBR 79 (December, no. 11): 99–104. [Reprinted from the November-December 1991 issue of HBR]— Peace’s notion of “soft management” does not connotate weak management. Instead, it requires candor, sensitivity, and a willingness to suffer the consequences of unpopular decisions. Moreover, effective managers listen to objections and complaints and can understand how subordinates think and feel.

[“HBR at Large” Feature]— An eleven day backpacking trip through the Himalayas made Useem realize how extreme challenges are an effective way to teach leadership skills.

1264 Bararacco, J. L., Jr. 2001. “We Don’t Need Another Hero.” HBR 79 (September, no. 8): 120– 126. The most effective moral leadership comes from those who work behind the scenes for quiet victories. These quiet leaders operate incrementally and with patience in preventing the moral wrongs in the workplace from taking place.

1265 Charan, R. 2001. “Conquering a Culture of Indecision.” HBR 79 (April, no. 4): 74–82. A culture of indecision can be transformed by a leader capable of fostering intellectual honesty and trust among employees. The most critical component in such a transformation is that an organization’s “social operating mechanisms” (i.e., executive committee meetings, budget and strategy reviews) are centered on honest dialogue.

1266 Abrashoff, D. M. 2001. “Retention Through Redemption.” HBR 79 (February, no. 2): 136–141. [“Different Voice” Feature]— The United States Navy and corporate America both have difﬁculty retaining good employees. Abrashoff, a naval commander, writes how he departed from standard operating procedure to

83

Management

1267–1280

engage his sailors in their work and how this helped produce a high proportion of re-enlistments.

1274 Zaleznik, A. 1997. “Real Work of Leaders.” HBR 75 (November-December, no. 6): 53–63.

1267 Collins, J. 2001. “Level 5 Leadership: The

[Reprint of a 1989 article]— Too much emphasis is placed on management to create workplace harmony. Zaleznik, however, ﬁnds that workers prefer a task leader who grasps the substance of their work and has on aggressiveness that sparks their imagination and creativity.

Triumph of Humility and Fierce Resolve.” HBR 79 ( January, no. 1): 66–76. “Level 5 leadership” is seen as the highest level in a hierarchy of executive capabilities. Collins identiﬁes the characteristics common to Level 5 leadership, such as: humility, ferocious resolve and the tendency to give credit to others while assigning blame to oneself.

1268 Goffee, R. and G. Jones. 2000. “Why Should Anyone Be Led by You?” HBR 78 (September-October, no. 5): 62–70. A study found that great leaders share four unexpected qualities. Those qualities must then be mixed and matched to meet the demands of particular circumstances.

1269 Goleman, D. 2000. “Leadership That Gets Results.” HBR 78 (March-April, no. 2): 78–90. Drawing on interviews of more than 3,000 executives, Goleman explores six leadership behaviors that can yield positive results depending on one’s circumstances

1270 Maccoby, M. 2000. “Narcissistic Leaders: The Incredible Pros, the Inevitable Cons.” HBR 78 ( January-February, no. 1): 68–78.

1275 Sange, P. M. 1997. “Communities of Leaders and Learners.” HBR 75 (September-October, no. 5): 30–32. [“Looking Ahead” Feature]— Sange’s essay on leadership contends that leaders are not the isolated heroes that contemporary myth makes them out to be. Leadership, in the future, will be distributed among diverse individuals working in teams.

1276 Heifetz, R. A. and D. L. Laurie. 1997. “The Work of Leadership.” HBR 75 ( January-February, no. 1): 124–134. Social, technological and market changes are forcing businesses to clarify their values, develop new strategies, and learn new ways to operate. The most important task for leaders in the face of such challenges is mobilizing people to engage in adaptive work. This runs counter to a prevailing notion that leadership consists of having vision and aligning people.

Today’s business leaders maintain a markedly higher proﬁle than was the case with their predecessors from the 1950s through the 1980s. Maccoby ﬁnds that this love for the limelight often stems from a narcissistic personality. Narcissists are good for companies in need of people with vision and the courage to take them in new directions. Narcissistic chief executives can also lead companies into trouble by refusing to listen to the advice and warnings of subordinates.

1277 Farkas, C. M. and S. Wetlaufer. 1996. “The Ways Chief Executive Ofﬁcers Lead.” HBR 74 (May-June, no. 3): 110–124.

1271 Mintzberg, H. 1998. “Covert Leadership: Notes on Managing Professionals.” HBR 76 (November-December, no. 6): 140–147.

1278 Bennis, W. G. 1996. “The Leaders as Storyteller.” HBR 74 ( January-February, no. 1): 154–160.

The orchestra conductor is a common metaphor for today’s managers. Bramwell Tovey of the Winnipeg Symphony Orchestra disputes the notion of conductors having complete control. Tovey, instead, practices “covert leadership,” which refers to a leadership style that uses a sense of nuances, boundaries, and limitations.

1272 Goleman, D. 1998. “What Makes a Leader?” HBR 76 (November-December, no. 6): 92–105. Effective leaders possess high levels of “emotional intelligence.” Exhibiting emotional intelligence in the workplace means understanding one’s emotional makeup and that of others. This helps enable a leader to keep people in sync with their goals.

1273 Hill, L. and S. Wetlaufer. 1998. “Leadership When There Is No One to Ask: An Interview with ENI’s Franco Bernabe.” HBR 76 ( July-August, no. 4): 80–96. CEO Franco Bernabe discusses how he transformed the Italian energy industrial group from being a debtridden, government-owned entity into a proﬁtable publicly traded corporation.

A study of more than 150 chief executive ofﬁcers (CEOs) from around the world found that successful CEOs possess ﬁve styles of leadership based on the needs of the company rather than adhering to a personal management style.

[“Books in Review” Feature]— Bennis sees Howard Gardner’s Leading Minds: An Anatomy of Leadership becoming a classic in leadership studies.

1279 Bowen, H. K., K. B. Clark and C. A. Holloway. 1994. “Make Projects the School for Leaders.” HBR 72 (September-October, no. 5): 131–140. [“Regaining the Lead in Manufacturing” Series]— Leadership and vision are keys for developing superior products. Effective leaders are those who see a future that does not yet exist. They also possess a capability to connect that vision to speciﬁc actions. Bowen and his coauthors use Hewlett-Packard’s efforts to develop a DeskJet printer to illustrate these leadership and vision qualities.

1280 Pagonis, W. G. 1992. “The Work of the Leader.” HBR 70 (November-December, no. 6): 118–126. As a lieutenant general during the Persian Gulf War, Pagonis ﬁnds that leadership must be understood as a difﬁcult task. Leadership encompasses being aware of one’s strengths, knowing how to communicate goals and then shaping an organization’s vision by educating employees and obtaining their feedback.

1281–1294

Management

84

1281 Kim, W. K. and R. A. Mauborgne. 1992. “Parables of Leadership.” HBR 70 ( July-August, no. 4): 123–128. It seems easy to recognize leadership in action. It is difﬁcult, however, to describe the phenomena since leadership cannot be reduced to personal attributes, predetermined roles or activities. Kim and Mauborgne provide ﬁve parables to help illustrate the essential qualities of leadership.

1282 Zaleznik, A. 1992. “Managers and Leaders: Are They Different?” HBR 70 (March-April, no. 2): 126–135. Zaleznik emphasizes that managers and leaders have different personalities, attitudes toward goals, perceptions of work and relationships with co-workers. Managers tend to avoid making policy changes on anything that has been effective in the past. Leaders, by contrast, prefer to make improvements, even with policies that have been successful.

1283 Hinterhuber, H. H. and W. Popp. 1992. “Are You a Strategist or Just a Manager?” HBR 70 ( January-February, no. 1): 105–114. Helmuth von Moltke, chief of the Prussian general staff from 1858 to 1888 was perhaps the greatest strategist ever. von Moltke found that strategy is applied common sense that can not be taught. Good entrepreneurs and managers, like good generals, are born with the talents that make them successful. These innate talents still need to be developed and honed.

1284 Rosener, J. B. 1990. “Ways Women Lead.” HBR 68 (November-December, no. 6): 119–133. A new generation of women is making its way into top management. Rosener describes how this cohort draws on the skills and attitudes they developed from their shared experiences as women. In particular, women must make real efforts to encourage collaboration and share information as well as power. Coveting or hoarding formal authority the way males do becomes counterproductive.

1285 Kotter, J. P. 1990. “What Leaders Really Do.” HBR 68 (May-June, no. 3): 103–111. Kotter contends that most American corporations are over-managed and poorly led. Management entails coping with complexity. Leadership, in turn, means dealing with major changes in a way that aligns people through communicating these directions.

1286 Kelley, R. E. 1988. “In Praise of Followers.” HBR 66 (November-December, no. 6): 142–148. Corporate success does not always spring from outstanding leadership. Kelley points out that without good followers, leaders are irrelevant. Moreover, while we train leaders, followers are expected to develop on their own.

1287 Webber, A. M. 1988. “Jimmy Carter: The Statesman as CEO.” HBR 66 (March-April, no. 2): 62–69. [Interview with Jimmy Carter]— Former President Carter discusses leadership and how moral and ethical

standards, history, limitations and the prospect of failure factor into his views.

1288 _____. 1987. “Gerald R. Ford: The Statesman as CEO.” HBR 65 (September-October, no. 5): 76–81. [An Interview with Gerald R. Ford]— Former President Ford ﬁnds that strong leaders place the interests of their organization ahead of self-interest or personal aggrandizement. Moreover, a leader’s integrity must be above reproach.

1289 _____. 1986. “James Callaghan: The Statesman as CEO.” HBR 64 (November-December, no. 6): 106–112. [An Interview With James Callaghan]— Callaghan, Great Britain’s prime minister from 1976 to 1979, emphasizes how essential it is for leaders to possess courage and conviction in making decisions and taking action even when it’s done impetuously.

1290 _____. 1986. “The Statesman as CEO.” HBR 64 ( July-August, no. 4): 66–73. [An Interview With Helmut Schmidt]— Former German Chancellor, Helmut Schmidt, discusses his notions of political leadership and why the United States is handicapped in world leadership by presidents with insufﬁcient executive or political experience.

1291 Peters, T. J. 1979. “Leadership: Sad Facts and Silver Linings.” HBR 57 (November-December, no. 6): 164–172. Peters emphasizes that top management cannot solve problems in the manner that people perceive they can. Issues and problems typically come late to top management who sometimes are shielded from bad news. What top management must do is shape business values and educate by example.

1292 Brooks, J. 1979. “Leadership.” HBR 57 (March-April, no. 2): 62–63. [“For the Manager’s Bookshelf ” Feature]—Brooks reviews James MacGregor Burns’s certain-to-be a classic, Leadership.

1293 Zaleznik, A. 1977. “Managers and Leaders: Are They Different?” HBR 55 (May-June, no. 3): 67–78. Zaleznik explains two conﬂicting roles that always seem to exist within organizations: Managers have the responsibility for maintaining a sense of equilibrium within the organization. Leaders, on the other hand, are necessary to create or imagine new approaches for an organization to exploit.

1294 Tannenbaum, R. and W. H. Schmidt. 1973. “How to Chose a Leadership Pattern.” HBR 51 (May-June, no. 3): 162–180. [“HBR Classic” Feature]— Tannenbaum and Schmidt address how modern managers can lead by being democratic in their dealings with subordinates while maintaining the necessary level of authority throughout their organizations.

85 1295 Argyris, C. 1973. “The CEO’s Behavior: Key to Organizational Development.” HBR 51 (MarchApril, no. 2): 55–64. Arygris examines CEOs who encourage subordinates to be frank, trusting and willing to take risks but whose behavior then stymies this frankness, trust and risk taking.

1296 Henshel, H. B. 1971. “The President Stands Alone.” HBR 49 (September-October, no. 5): 37–45. Company presidents must have signiﬁcant strengths and talents that provide foresight and a sense of the avant garde to frame strategies that may seem impetuous, radical and even dangerous to subordinates.

1297 Zaleznik, A. 1967. “Management of Disappointment.” HBR 45 (November-December, no. 6): 59–70. No one is ever immune to disappointment. Leaders seeking power and responsibility are particularly vulnerable to episodes that do not conform to their wishes or desires. Zaleznik explains how the key for closing the gap between what a leader wants to do and how they accomplish it is “constructive introspection.”

1298 _____. 1963. “The Human Dilemmas of Leadership.” HBR 41 ( July-August, no. 4): 49–55. Only by getting their own emotions in order can leaders make sound and consistent decisions. Zaleznik offers suggestions for people to resolve and control their inner conﬂicts.

1299 Prentice, W. C. H. 1961. “Understanding Leadership.” HBR 39 (September-October, no. 5): 143–151. Prentice deﬁnes leadership as the “accomplishment of a goal through the direction of “human assistants.” This provides people with the maximum opportunity to grow without creating anarchy.” Great leaders are ones who can sustain this on a daily basis and under a wide variety of circumstances.

1300 Bennis, W. G. 1961. “Revisionist Theory of Leadership.” HBR 39 ( January-February, no. 1): 26– 36, 146–150. [“Keeping Informed” Feature]— Bennis’s article attempts to create a sense of order from the chaos that the many books and articles associated with leadership are creating.

1301 Tannenbaum, R. and W. H. Schmidt. 1958. “How to Chose a Leadership Pattern.” HBR 36 (March-April, no. 2): 95–101. Tannenbaum and Schmidt address how the modern leader can be democratic in their dealings with subordinates while maintaining the necessary authority throughout their organization.

Management

1295–1311

1303 Argyris, C. 1954. “Leadership Pattern in the Plant.” HBR 32 ( January-February, no. 1): 63–75. Argyris engages in an ethnographic study of a leader in a deteriorating organization and the relationship this leader has with 20 or so middle-management supervisors.

1304 Lee, I. J. 1954. “Procedure for “Coercing” Agreement.” HBR 32 ( January-February, no. 1): 39– 45. Lee discusses ways for leaders in management groups to get operating decisions on controversial decisions made without slighting the minority.

1305 Imberman, A. A. 1950. “Labor Leaders and Society.” HBR 28 ( January, no. 1): 52–60. Imberman describes his study on the value systems, inﬂuences, and leadership qualities of union bosses.

1306 Gras, N. S. B. 1949. “Leadership, Past and Present.” HBR 27 ( July, no. 4): 419–437. Gras describes the leadership vacuum corporate executives have created for themselves by their myopia and in being disengaged from most aspects of American society.

1307 Tomajan, J. S. 1945. “But Who Is to Lead the Leader?” HBR 23 (Spring, no. 3): 277–282. Tomajan describes true leaders as selﬂess, always willing to hear another person’s story, calm, and judicial. They also see their business as an organization of people united with one another to satisfy human needs.

1308 Whitehead, T. N. 1936. “Leadership Within Organizations.” HBR 14 (Winter, no. 2): 161–171. Two interdependent leadership qualities that successful executives possess are the ability to integrate and assist their followers in achieving a common purpose.

Lines of Business Reporting 1309 Leavitt, H. J. 2003. “Why Hierarchies Thrive?” HBR 81 (March, no. 3): 96–102. Leavitt explains why hierarchies persist despite how business prognosticators predict their imminent demise. Leavitt also addresses what can be done to prevent hierarchies from becoming toxic for any kind of organization.

1310 Lester, R. K., M. J. Piore and K. M. Malek. 1998. “Interpretive Management: What General Managers Can Learn from Design.” HBR 76 (March-April, no. 2): 86–100. Companies are abandoning their old hierarchical models, with its functional divisions and clear lines of authority, to cope with highly unpredictable markets and rapid change. Most managers, however, remain locked into the mechanical mind-set of the industrial age.

ness Leader Should Ask Himself.” HBR 34 (MarchApril, no. 2): 49–56.

1311 Bartlett, C. A. and S. Ghoshal. 1990. “Matrix Management: Not a Structure, a Frame of Mind.” HBR 68 ( July-August, no. 4): 138–147.

Smith explains how periodic soul searching can mean the difference between success and failure for an executive and their organization.

Matrix organizational structures consist of parallel reporting relationships, multiple information channels and overlapping responsibilities. Bartlett and Ghoshal ex-

1302 Smith, G. A., Jr. 1956. “Questions the Busi-

1312–1326

Management

86

plain how this structure became antiquated in today’s large, often global-oriented, organization.

[An Interview with Renn Zaphiropoulos]— Zaphiropoulos explains the Versatec Company’s [manufacturer of graphic plotters] management philosophy which consists of concentric circles in lieu of the conventional pyramid.

American management can learn a great deal from physicians engaged in evidence-based medicine (i.e., the idea that decisions in medical care should be based on the latest and best knowledge and research). It means being relentless in seeking new knowledge and insight from both inside and outside one’s organization. Moreover, one’s assumptions, knowledge and skills need to be consistently updated. At present, too many professionals feed off obsolete knowledge garnered from their university education or through information from vendors with products and services to sell.

1313 Davis, S. M. and P. R. Lawrence. 1978. “Problems of Matrix Organizations.” HBR 56 (MayJune, no. 3): 131–142.

1321 Stalk, G., Jr. and R. Lachenauer. 2004. “Hard Ball: Five Killer Strategies for Trouncing the Competition.” HBR 82 (April, no. 4): 62–71.

1312 Banks, P. M. and D. W. Ewing. 1980. “It’s Not Lonely Upstairs.” HBR 58 (November-December, no. 6): 111–132.

Davis and Lawrence probe the problems and strengths of matrix organizations from studying ﬁrms who implemented the structure.

1314 Morse, G. E. 1965. “Pendulum of Management Control.” HBR 43 (May-June, no. 3): 158–164. Morse assesses the impact that decentralization has on people and their performance.

1315 Fisch, G. G. 1963. “Stretching the Span of Management.” HBR 41 (September-October, no. 5): 74–85. Fisch emphasizes that span-of-management [SOM] decisions need to be based on the concrete realities affecting operations.

1316 Schleh, E. C. 1957. “Make Your Staff Pay Its Way.” HBR 35 (March-April, no. 2): 115–122. Staff-line relationships are always complicated. Schleh examines the notions of “jurisdiction” in the context of staff-line relationships.

1317 Urwick, L. F. 1956. “The Manager’s Span of Control.” HBR 34 (May-June, no. 3): 39–47. Since the end of World War II, businesses have grown in size, complexity, and geographical coverage. As such, the workloads of executives have dramatically increased.

1318 Mylander, W. H. 1955. “Management by Executive Committee.” HBR 33 (May-June, no. 3): 51–58.

The winners in business play hardball and never apologize for it. “Softball players,” by contrast, never play to win. They “‘play to play.” That approach may reﬂect the recent focus of management science, which Stalk and Lachenauer argue, has gone soft.

1322 Prusak, L. and T. H. Davenport. 2003. “Who Are the Gurus’ Gurus?” HBR 81 (December, no. 12): 14–16. [“Forethought” Feature]—Prusak and Davenport seek to identify the most inﬂuential living management thinkers and business intellectuals by surveying today’s business gurus.

1323 Hout, T. M. 1999. “Are Managers Obsolete?” HBR 77 (March-April, no. 2): 161–168. [“Books in Review”]— Hout reviews Sherman and Schultz’s Open Boundaries: Creating Business Opportunity Through Complexity on how business progress in a nonlinear manner and that success and failure in business is contingent on the complexities beyond a management’s control.

1324 Shapiro, E. 1997. “Managing in the Age of Gurus.” HBR 75 (March-April, no. 2): 142–148. [“Books in Review” Feature]—Shapiro reviews Micklethwait and Wollridge’s The Witchdoctors: Making Sense of the Management Gurus on the problems of management theory.

Mylander describes how the E. I. du Pont Company pioneered and still utilizes the executive committee structure of management.

1325 Freedman, D. H. 1992. “Is Management Still a Science?” HBR 70 (November-December, no. 6): 26–38.

Management Science or Theoretical Framework

[“In Question” Feature]— Management is a science, albeit not the traditional type of science that involves the analysis, control and prediction of organizational behavior. The business world, in contrast, is characterized by uncertainty, chaos, and complexity which are not conducive to the traditional components of scientiﬁc research.

1319 Coutu, D. 2006. “Ideas as Art.” HBR 84 (October, no. 10): 82–89. [“The HBR Interview” Feature]— Stanford University’s James March, perhaps best known for his pioneering contributions to organization and management theory, discusses aesthetics, leadership and the usefulness of academic scholarship with respect to business.

1320 Pfeffer, J. and R. I. Sutton. 2006. “EvidenceBased Management.” HBR 84 ( January, no. 1): 62– 74.

1326 Henderson, B. D. 1989. “The Origin of Strategy.” HBR 67 (November-December, no. 6): 139–145. Henderson ﬁnds that the business world operates in the same manner as the animal kingdom (i.e., no two species can coexist if they make their living in the same manner). Two enterprises who deal in the same goods or services will encounter the fate that one will gain ascendency over the other.

87 1327 Drucker, P. F. 1988. “Management and the World’s Work.” HBR 66 (September-October, no. 5): 65–76. Management’s essential task is to enable people to work together so that their strengths are maximized. Drucker ﬁnds that managers who understand and act on this principle are visionary and possess the capacity to generate greater earnings.

1328 Chatﬁeld, M. V. 1978. “Trends in European Management.” HBR 56 ( January-February, no. 1): 152–158. Chatﬁeld reviews several books (e.g., People at Work by Gyllenhammer and Garson’s Workers Self Management in Industry: The Western European Experience) on how Europe redeﬁned its notion of management.

1329 Boettinger, H. M. 1975. “Is Management Really an Art?” HBR 53 ( January-February, no. 1): 54– 64. In the ﬁne arts, an apprentice and mentor relationship typically materializes. The latter typically points out and describes the great works of the masters in that ﬁeld. Boettinger is bewildered why this relationship never materialized throughout American management.

1330 Grayson, C. J., Jr. 1973. “Management Science and Business Practice.” HBR 51 ( July-August, no. 4): 41–48. Grayson contends that management science is so remote from “everyday” managerial practice that much of its applicability has been abdicated. Grayson also discusses how this chasm can be bridged.

1331 Bennis, W. G. 1972. “Chairman Mac in Perspective.” HBR 50 (September-October, no. 5): 140–148. [“Special Report” Feature]— Bennis describes how Douglas McGregor became an epochal ﬁgure in the ﬁeld of management and organizational behavior.

1332 Mockler, R. J. 1971. “Situational Theory of Management.” HBR 49 (May-June, no. 3): 146– 155. As situational thinking exerts more of an inﬂuence on managerial thought and practice, Mockler comments on the books that reﬂect this trend.

1333 Lee, J. A. 1971. “Behavioral Theory vs. Reality.” HBR 49 (March-April, no. 2): 20–28+. [“Keeping Informed” Feature]— Lee examines why executives, managers and administrators who have been exposed to modern human resource management theories seem to ignore those teachings.

1334 Vandell, R. F. 1970. “Management Evolution in the Quantitative World.” HBR 48 ( JanuaryFebruary, no. 1): 83–92. With quantitative analysis and electronic data processing, management is undergoing radical changes that should create sharp “discontinuities” unless management can grasp the magnitude of these tools.

1335 Mackenzie, R. A. 1969. “The Management

Management

1327–1343

Process in 3-D.” HBR 47 (November-December, no. 6): 80–87. Mackenzie diagrams the activities, functions, and basic elements of an executive’s job so that executives can begin to conceptualize the many facets of their work.

1336 Drucker, P. F. 1969. “Management’s New Role.” HBR 47 (November-December, no. 6): 49– 54. Drucker identiﬁes ﬁve new and different assumptions to correspond to today’s realities and in dealing with the scope, task, position and the nature of management.

1337 Myers, M. S. 1966. “Conditions for Manager Motivation.” HBR 44 ( January-February, no. 1): 58–71. Myers reports on an extensive study of 1,400 upper, middle, and lower managers done at Texas Instruments on factors that motivate management.

1338 Cochran, T. C. 1962. “The World of Business.” HBR 40 (September-October, no. 5): 155– 159. Cochran reviews a four volume set titled, The World of Business: A Selected Library of the Literature of Business from the Accounting Code of Hammurabi to the 20th Century “Administrator’s Prayer.”

1339 Koontz, H. 1962. “Making Sense of Management Theory.” HBR 40 ( July-August, no. 4): 24–46. [“Keeping Informed” Feature]— Koontz describes the six schools of management theory whose differences are confusing to executives interested in the theoretical framework of their profession.

1340 Johnson, H. L. 1962. “Books About Management Philosophy.” HBR 40 (May-June, no. 3): 160–174. [“Thinking Ahead” Feature]— Johnson’s literature review focuses on seven books which are relevant to fashioning a practical business philosophy.

1341 Drucker, P. F. 1959. “Potentials of Management Science.” HBR 37 ( January-February, no. 1): 25–30, 146–150. [“Thinking Ahead” Feature]— Management science is being hailed as the answer to making business conform to the dynamic advances that are revolutionizing the world’s economy. Drucker believes that the ﬁeld must develop a theoretical framework and research methodology for any of this to materialize.

1342 Summer, C. E., Jr. 1959. “The Managerial Mind.” HBR 36 ( January-February, no. 1): 69–78. Summer outlines the many unique qualities that differentiate an executive’s mindset from the mindsets of leaders in the creative, scientiﬁc, or professional communities.

1343 Ohmann, O. A. 1957. “Search for a Managerial Philosophy.” HBR 35 (September-October, no. 5): 41–51. Managers are not inclined to philosophize or theorize on what they do. As the word, “executive” implies, they

1344–1359

Management

88

are doers. For managers to practice their craft skillfully, they must have a good idea on what they are trying to achieve.

1344 Anderson, E. H. 1949. “The Meaning of Scientiﬁc Management.” HBR 27 (November, no. 6): 678–692. Anderson describes how scientiﬁc management is a philosophy that utilizes the standards and methods of scientiﬁc research for generating solutions to an array of managerial problems.

1345 Smith, D. T. 1945. “Education for Administration.” HBR 23 (Spring, no. 3): 360–371. Smith believes that careers in business, public administration, the nonproﬁts, education, defense require an administrative frame of reference as well as a grasp of the philosophical and theoretical underpinnings of administration.

1346 Donham, W. B. 1936. “The Theory and Practice of Administration.” HBR 14 (Summer, no. 4): 405–413. Donham’s deﬁnes administration as the “determination and execution of policies involving action, conceived by human beings, and implemented through human organizations.”

1352 Feiss, R. A. 1924. “Life of Frederick W. Taylor — A Review.” HBR 3 (October, no. 1): 85–88. Feiss describes the chaotic state that American industry was in when Frederick Taylor ﬁrst analyzed it and how Taylor was ﬁxated on the multi-dimensional aspects of industrial problem solving.

1353 Mixter, C. W. 1923. “The General Question of Extent and Method of Control Under Scientiﬁc Management.” HBR 2 (October, no. 1): 13–22. Mixter discusses two methods or philosophies behind scientiﬁc management.

1354 Shaw, A. W. 1923. “Simpliﬁcation: A Philosophy of Business Management.” HBR 1 ( July, no. 4): 417–427. “Simpliﬁcation” in Shaw’s framework is a business philosophy that discourages all unnecessary motions.

1355 Donham, W. M. 1922. “Essential Groundwork for a Broad Executive Theory.” HBR 1 (October, no. 1): 1–10. A theory of business is needed to enable executives to learn from the past and guide them through their present circumstances.

1347 Henderson, L. J. 1934. “Science, Logic and the Human Intercourse.” HBR 12 (April, no. 3): 317–327.

Management Styles or Management Responsibilities

Because science makes use of conceptual schemes, theories, and a wide array of thinking, Henderson believes that business should be more conscientious in developing a theoretical framework similar to science’s.

1356 Li, S. and K. S. Yeh. 2007. “Mao’s Pervasive Inﬂuence on Chinese CEOs.” HBR 85 (December, no. 12): 16–17.

1348 Bingham, M. V. 1931. “Management’s Concern with Research in Industrial Psychology.” HBR 10 (October, no. 1): 40–53. Bingham believes industrial psychology possesses two purposes. One is to enhance employee earnings. The other involves reducing tension in the work place which stymies the organization’s efﬁciency.

[“Forethought” Feature]— Mao Zedong, the Chinese Premier from 1949 through 1976, has been dead for 31 years. Many top Chinese executives still function the way Mao operated in his heyday when China was in a state of chaotic ﬂux and groups of people being ruthlessly pitted against one another.

1357 Gabarro, J. J. 2007. “When a New Manager Takes Charge.” HBR 85 ( January, no. 1): 104–117.

Managerial research owes much to scientiﬁc research for providing its methodological framework.

[“Best of HBR” (May-June 1985) Feature]: Some managers are adept anytime they start a new job. They master their new responsibilities and get along with both senior management and their subordinates. Other new managers are inept at this. Gabarro discusses his ﬁeld research from 14 managerial successions.

1350 “Certain Limitations in the Application of Scientiﬁc Management.” 1925. HBR 4 (October, no. 1): 106–111.

1358 Ghemawat, P. 2005. “Regional Strategies for Global Leadership.” HBR 83 (December, no. 12): 98–108.

[“HBR Case Study” Feature]— The Walker Piano Company, a producer of the highest quality grand and upright pianos, is on the verge of implementing scientiﬁc management principles.

1351 Sheldon, O. 1925. “The Development of Sci-

Successful global companies seem engaged in regionally focused strategies that require ﬂexibility and creativity. Ghemawat describes how ﬁrms need to decide what constitutes their region and incorporate ﬁve strategies into their existing business framework.

entiﬁc Management in England.” HBR 3 ( January, no. 2): 129–140.

1359 Buckingham, M. 2005. “What Great Managers Do.” HBR 83 (March, no. 3): 70–79.

Great Britain’s industrial problems provide Sheldon with hope that scientiﬁc management will be investigated and ultimately adopted.

Great managers possess a knack for discovering, developing and valuing an employee’s unique characteristics in a way that meets the larger organizational goals. Cap-

1349 Donald, W. J. 1927. “Management Reserch Methods and Qualiﬁcations.” HBR 5 ( January, no. 2): 149–156.

89

Management

1360–1374

italizing on a person’s uniqueness invariably spawns a stronger sense of team unity and leads to more creative thinking.

the public perception of the role of the CEO. In an interview, Welch describes his personal theory of business, his style and how his upbringing inﬂuenced him.

1360 Fryer, B. 2004. “The Micromanager.” HBR 82 (September, no. 9): 31–40.

1368 Bruch, H. and S. Goshal. 2002. “Beware the Busy Manager.” HBR 80 (February, no. 2): 62–69.

[“HBR Case Study” Feature]— Fryer’s case study involves a CEO’s management style which is so “hands-on” that everyone, particularly the upper-echelon managers, are feeling suffocated. The head of marketing, in particular, ﬁnds the style oppressive that stymies the creativity of her department.

Time is the one resource that managers lack the most. Managers think they are attending to important matters as they rush from meeting-to-meeting, constantly checking their e-mail, and hence, ﬁghting ﬁres. Bruch and Ghosal ﬁnd that effective action is dependent on a combination of “focus” (i.e., the ability to pinpoint a goal and see it through to completion) and “energy” (i.e., the strength that derives from intense personal commitment).

1361 Gosling, J. and H. Mintzberg. 2003. “The Five Minds of a Manager.” HBR 81 (November, no. 11): 54–63. The world of a manager is complicated and confusing. For it to be more coherent, a manager must synthesize the insights from different mind-sets into a comprehensive whole.

1362 Christensen, C. M. and M. E. Raynor. 2003. “Why Hard-Nosed Executives Should Care About Management Theory.” HBR 81 (September, no. 9): 66–74. With a deeper understanding on how managerial theory can be useful, management can pursue new directions on the basis of something other than an individual’s credentials or past success.

1363 Bartlett, C. A. and S. Ghoshal. 2003. “What Is a Global Manager?” HBR 81 (August, no. 8): 101– 108. [“Best of HBR” Feature]— Instead of having just one country manager, Bartlett and Ghosal believe it crucial for transnational companies to create networks of regional specialists [i.e., strategist, architect or coordinator] to adapt to a world more fragmented by ideology, religion, and mistrust than at any time in history.

1364 Carr, N. 2002. “Unreal Options.” HBR 80 (December, no. 12): 22–22. [“Forethought” Feature]— Executives who manage their business projects like a portfolio are warned never to overlook an array of human factors.

1365 Miller, D. and J. Hartwick. 2002. “Spotting Management Fads.” HBR 80 (October, no. 10): 26– 27. [“Forethought” Feature]— Too often business fads fail to deliver on their promises. Miller and Hartwick describe how management can differentiate fads from the tools which are likely to endure.

1366 Bennis, W. G. 2002. “Will the Legacy Live On?” HBR 80 (February, no. 2): 95–99. To understand how business has changed over the last 50 years, Bennis urges people to read Alfred Sloan’s 1963 classic, My Years with General Motors in conjunction with Jack Welch’s 2001 bestseller, Straight from the Gut.

1369 Kim, W. K. and R. A. Mauborgne. 1997. “Fair Process: Managing in the Knowledge Economy.” HBR 75 ( July-August, no. 4): 65–76. Firms can tap the ingenuity of their employees if company management instills the principles of fair process and creates an environment of trust.

1370 Teal, T. 1996. “The Human Side of Management.” HBR 74 (November-December, no. 6): 35– 44. [“Thinking Ahead” Feature]— Great managers possess ingenuity, imagination, honesty and integrity. Teal contends that the scarcity of good managers and the proliferation of mediocre ones stems from management training and education programs that focus on technical issues and neglect the importance of character.

1371 Mintzberg, H. 1996. “Ten Ideas Designed to Rile Everyone Who Cares About Management.” HBR 74 ( July-August, no. 4): 61–66. [“Thinking Ahead” Feature]— Mintzberg offers his ideas about management fads, management education, and society’s worship of CEOs and management gurus.

1372 Nohria, N. and J. D. Berkley. 1994. “Whatever Happened to the Take-Charge Manager?” HBR 72 ( January-February, no. 1): 128–139. The 1980s “take-charge” manager believed that by adopting total quality programs and self-managed teams, their companies would be competitive. Those “management fads” rarely produced their promised results. To stem this trend, American managers should ignore voguish management fads and accept managerial responsibility.

1373 Bartlett, C. A. and S. Ghoshal. 1992. “What Is a Global Manager?” HBR 70 (September-October, no. 5): 124–132. Transnational corporations operate in a volatile world that feeds off global-scale efﬁciency, local responsiveness and the capability to leverage learning worldwide. No single manager can build these capabilities. As such, global management is a network of business managers, country managers and functional managers.

“Jack on Jack.” HBR 80 (February, no. 2): 88–94.

1374 Greco, R. B. 1992. “From the Classroom to the Corner Ofﬁce.” HBR 70 (September-October, no. 5): 54–63.

[HBR Interview with Jack Welch of General Electric]— Jack Welch did more than anyone else to change

[“First Person” Feature]—Greco, who began her career as a nun, then became a bank secretary and then, the

1367 Collingwood, H. and D. L. Coutu. 2002.

1375–1388

Management

90

bank’s CEO, describes how teaching and management are so interconnected.

Japanese Company Taught Me.” HBR 68 (November-December, no. 6): 167–172.

1375 Wever, K. S. and C. S. Allen. 1992. “Is Germany a Model for Managers?” HBR 70 (SeptemberOctober, no. 5): 36–43.

Rehfeld learned ten management techniques that can strengthen and improve any American company from working for Toshiba.

[“In Question” Feature]— Despite higher labor costs and fewer resources, German companies are producing globally competitive products. This makes Germany a puzzle to most American managers.

1383 Vlachoutsicos, C. and P. Lawrence. 1990.

1376 Dyer, D. 1991. “A Voice of Experience: An Interview with TRW’s Frederick C. Crawford.” HBR 69 (November-December, no. 6): 114–126.

[“Four Corners” Feature]—Western managers operating in the Soviet Union must understand the Soviet management structure and how it combines power from both the top down and bottom up. This leads to a decisionmaking processes that is both centralized and decentralized.

Crawford ﬁnds that TRW’s success stems from gaining employee conﬁdence and by using common sense and decency in their dealings with their workforce.

1377 Peace, W. H. 1991. “The Hard Work of Being a Soft Manager.” HBR 69 (November-December, no. 6): 40–47. [“First Person” Feature]— Peace’s notion of “soft management” does not connotes weak management. Instead, it requires candor, sensitivity, and a willingness to suffer the consequences of unpopular decisions. Moreover, effective managers listen to objections and complaints to understand how subordinates think and feel.

1378 Hampden-Turner, C. 1991. “The Cross-Cultural Quagmire.” HBR 69 (September-October, no. 5): 93–103. [“The Boundaries of Business” Feature]— HampdenTurner ﬁnds that American managers are incapable of learning from other cultures and notorious in assuming that their techniques possess universal appeal.

1379 Barsoux, J. L. and P. Lawrence. 1991. “The Making of a French Manager.” HBR 69 ( July-August, no. 4): 58–67. Barsoux and Lawrence describe the cleverness of French managers; a moxie that would never have come from a business-directed education.

1380 Schaffer, R. H. 1991. “Demand Better Results and Get Them.” HBR 69 (March-April, no. 2): 142–149.

“What We Don’t Know About Soviet Management.” HBR 68 (November-December, no. 6): 50– 64.

1384 Mintzberg, H. 1990. “The Manager’s Job: Folklore and Fact.” HBR 68 (March-April, no. 2): 163–176. Mintzberg explains how managerial work involves interpersonal roles, informational roles as well as decisional roles. These roles, in turn, require enormous skills in developing peer relationships, negotiating, motivating subordinates, resolving conﬂicts, and in establishing information networks.

1385 Avishai, B. and W. Taylor. 1989. “Customers Drive a Technology-Driven Company: An Interview with George Fisher.” HBR 67 (November-December, no. 6): 106–114. [An Interview with George Fisher of Motorola, Inc.]— In Avishai and Taylor’s interview, Motorola’s CEO, George Fisher, explains how his company can understand, anticipate and respond to customer needs. Fisher also believes that the Japanese are not receptive to change which is an important factor for competitive success.

1386 Semeler, R. 1989. “Managing Without Managers.” HBR 67 (September-October, no. 5): 76–84. As CEO for a large Brazialian corporation, Semler describes the unorthodox managerial philosophy that his company engages in and how the company can generate that handsome proﬁt margins that it does.

Schaffer ﬁnds the key to getting results is setting a speciﬁc, modest and measurable goal relevant to an important problem in the organization. Each success is a springboard for more ambitious demands that are carefully supported by plans, controls, and persistence from the top. People typically like working in a results-oriented environment.

1387 Pearson, A. E. 1989. “Six Basics for General Managers.” HBR 67 ( July-August, no. 4): 94–101.

1381 Thorbeck, J. 1991. “The Turnaround Value of Values.” HBR 69 ( January-February, no. 1): 52– 62.

1388 Livingston, J. S. 1988. “Pygmalion in Management.” HBR 66 (September-October, no. 5): 121–130.

[“First Person” Feature]— Thornbeck discusses how he learned that “confrontational innovation” is no way to manage from having played a critical role in achieving higher sales, lower costs and bigger proﬁts at three companies.

1382 Rehfeld, J. E. 1990. “What Working for a

Successful general managers, like great coaches, stress fundamentals. Pearson focuses on six tasks that are the foundation for effective performance for the organization as well as these general managers.

The way managers treat their subordinates inﬂuences what employees expect from themselves. Superior managers create a sense of enthusiasm and high performance expectations. Weak and ineffective managers do just the opposite. Given the high cost of employee turnover, only the most supportive and positive managers should be in charge.

91

Management

1389–1403

1389 Ninomiya, J. S. 1988. “Wagon Masters and Lesser Managers.” HBR 66 (March-April, no. 2): 84–90.

1396 Wrapp, H. E. 1984. “Good Managers Don’t Make Policy Decisions.” HBR 62 ( July-August, no. 4): 8–22.

Ninomiya draws on more than 20 years in middle management to describe the seven most common breeds of dysfunctional managers (i.e., from the “godfather” to the “ostrich.”) Good managers are similar to the wagon masters of the American westward movement. Each understands that their job is to insure that the group achieves its goal in a way that morale is high along the way.

[“HBR Classic” Feature]— Wrapp ﬁnds that effective managers must be astute psychologists, masters at subtly developing opportunities, and leaders who provide the right amount of direction and encouragement to their subordinates. They are not likely to produce detailed objectives or generate organizational master plans. Instead, Wrapp argues, they are opporunists who pursue problems with a vengeance.

1390 Kirp, D. L. and D. S. Rice. 1988. “Fast Forward — Styles of California Management.” HBR 66 ( January-February, no. 1): 74–85.

1397 Hurst, D. K. 1984. “Of Boxes, Bubbles, and Effective Management.” HBR 62 (May-June, no. 3): 78–88.

Kirp and Rice describe California’s corporate culture as “ﬂoating in a realm of its own.” What people take as “California chic” is management’s efforts to build loyalty and commitment among highly mobile and individualistic workers.

Hurst compares two managerial strategies: (i) a “hard box” strategy that focuses on hard numbers and facts; in contrast to, (ii) the “bubble” style deals with new ideas, innovation and coping with ambiguity.

1391 Varney, R. 1987. “The Business of News.” HBR 65 ( July-August, no. 4): 124–126. When analyzing the 1966 demise of the New York Herald, Varney warns executives everywhere: “no matter what your product, good business means knowing your market and heeding the bottom line.”

1392 Webber, A. M. 1987. “The CEO Is the Company.” HBR 65 ( January-February, no. 1): 114–122. [“For the Manager’s Bookshelf ” Feature]— Akio Morita’s Made in Japan, An Wang’s Lessons as well as Sonny Kleinﬁeld’s study of Hicks Waldron in Staying at the Top are reviewed by Webber. All three books raise important questions on managerial practices and corporate purpose. Each book also emphasizes that a CEOs’ value system shapes the culture and manner in which their companies operate.

1393 Firnstahl, T. W. 1986. “Letting Go.” HBR 64 (September-October, no. 5): 14–18. [“Growing Concerns” Feature]— A difﬁcult experience for many chief executives is learning to delegate and coaching others instead of doing everything yourself. It also means forfeiting some cherished roles and witnessing others develop the expertise that was once yours.

1394 Skinner, W. 1985. “Make It or Sell It—Don’t Keep Track of It.” HBR 63 (September-October, no. 5): 36–40. [“For the Manager’s Bookshelf ” Feature]— Lee Iacocca’s 1984 autobiography set sales records for books relevant to business. Skinner compares Iacocca’s managerial style with ITT’s Harold Geneen’s who is the subject of a 1984 biography. Skinner ﬁnds the Geneen biography to be one of the best books ever published on an executive.

1395 Yang, C. Y. 1984. “Demystifying Japanese Management Practices.” HBR 62 (November-December, no. 6): 172–182. [“Special Report” Feature]—Yang assesses the problems and weaknesses inherent with traditional Japanese managerial practices.

1398 Kantrow, A. M. 1980. “Review of Managing in Turbulent Times.” HBR 58 (November-December, no. 6): 64–65. [“For the Manager’s Bookshelf ” Feature]— Kantrow reviews Peter Drucker’s new book, Managing in Turbulent Times.

1399 Josefowitz, N. 1980. “Management Men and Women: Closed vs. Open Doors.” HBR 57 (September-October, no. 5): 56–62. [“Ideas for Action” Feature]—Josefowitz contends that female managers are far more apt to encourage their staffs to seek them out. Female managers are also more apt to engage in a “managing by walking around” style than their male counterparts.

1400 Kanter, R. M. 1979. “Power Failure in Management Circuits.” HBR 57 ( July-August, no. 4): 65–75. Kanter ﬁnds that employees typically desire bosses with clout and inﬂuence. With inﬂuential managers, employee morale is usually higher since powerful bosses tend to delegate more, reward talent, and develop teams in which subordinates are placed in signiﬁcant positions.

1401 Levinson, H. 1978. “The Abrasive Personality.” HBR 56 (May-June, no. 3): 86–94. Levinson discusses ways in which top management can keep a talented, yet abrasive, personality in challenging capacities without sacriﬁcing the feelings of those around them.

1402 Pascale, R. T. 1978. “Zen and the Art of Management.” HBR 56 (March-April, no. 2): 153–162. Pascale researched Japanese companies in Japan as well as Japanese companies whose operations are in the United States. Pascale ﬁnds that Japanese management utilizes ambiguity as a tool for fostering a more participative decision-making culture.

1403 Skinner, W. and W. E. Sasser. 1977. “Managers with Impact: Versatile and Inconsistent.” HBR 55 (November-December, no. 6): 140–148. Skinner and Sasser’s research ﬁnds that effective man-

1404–1418

Management

92

agers are inconsistent in their focus, behavioral patterns and priorities when attacking problems and in dealing with subordinates or superiors.

1404 Morley, E. and A. Silver. 1977. “A Film Director’s Approach to Managing Creativity.” HBR 55 (March-April, no. 2): 59–70. A movie director’s work in managing the creative process is similar to what a manager does in managing creative projects in how each phase is a temporary system, limited in duration, in which people come together and then disband.

1411 Katz, R. L. 1974. “Skills of an Effective Administrator.” HBR 52 (September-October, no. 5): 90–102. [“HBR Classic” Feature]— One’s technical, human, and conceptual abilities constitute three developable and inter-related skills that contribute signiﬁcantly to being an effective manager. The relative importance of each skill varies with the level of managerial responsibility.

1412 Johnson, R. T. and W. G. Ouchi. 1974. “Made in America (Under Japanese Management).” HBR 52 (September-October, no. 5): 61–69.

1405 Ewing, D. W. and P. Banks. 1977. “Participative Management at Work.” HBR 55 ( JanuaryFebruary, no. 1): 117–127.

Johnson and Ouchi probe how Japanese companies that operate in the United States are more productive and outperform their American counterparts.

[An Interview with John F. Donnelly of Donnelly Mirrors]— Donnelly explains how “participative management” is a more successful operating philosophy than “authority-based” management. In the former, employees are kept apprised of the issues and problems facing the company and how the beneﬁts and burdens stemming from any course of action are equally shared.

1413 McKenney, J. L. and P. G. W. Keen. 1974.

1406 Collins, E. G. C. and W. A. Lankenner. 1976. “‘Failure Is a Word I Don’t Accept.’” HBR 54 (March-April, no. 2): 79–88. [An Interview With John H. Johnson of Johnson Publishing Company]— Johnson talks about a CEO’s role with regards to employee motivation and organizational success.

1407 Fram, E. H. and H. J. Mossien. 1976. “High Scores on the Discourtesy Scale.” HBR 54 ( January-February, no. 1): 12, 146. [“Ideas for Action” Feature]— Fram and Mossien contend the discourtesy exhibited by many managers trickles into company operations and ultimately affects customers.

1408 “‘Visible Management’ at United Airlines.” 1975. HBR 53 ( July-August, no. 4): 90–97. [An Interview with E. E. Carlson]— Despite no experience in the airlines industry when recently named United Airlines’s CEO, Carlson argues that United must be decentralized to have the speed and ﬂexibility that small companies need in today’s competitive marketplace.

1409 Mintzberg, H. 1975. “The Manager’s Job: Folklore and Fact.” HBR 53 ( July-August, no. 4): 49–61. Mintzberg points out how managers engage in an intertwined and complex combination of roles. Understanding these roles necessitates understanding oneself through introspection and objectivity.

1410 Oncken, W., Jr. and D. L. Wass. 1974. “Management Time: Who’s Got the Monkey?” HBR 52 (November-December, no. 6): 75–80. Oncken and Wass’s parable (i.e., the “monkey on one’s backs”) shows that a manager’s control over timing and content, in large part, determines their success as managers.

“How Managers’ Minds Work.” HBR 52 (MayJune, no. 3): 79–90. Many successful managers solve problems intuitively as opposed to systematically. Many “systematic” managers ﬁnd this intuitive approach sloppy. McKenney and Keen argue that both camps need to learn to complement one another.

1414 “The Management Style of John deButts: An Interview.” 1974. HBR 52 ( January-February, no. 1): 34–42, 155–156. [“Probing Opinions” Feature]— The demands placed on an executive’s time are enormous. The larger the company, the greater the responsibility. There are no tricks for managing one’s time. By deciding what is important for him to solve, deButts explains how he can answer his telephone calls and correspondence while maintaining rapport with a far-ﬂung group of managers.

1415 McMurry, R. N. 1973. “Power and the Ambitious Executive.” HBR 51 (November-December, no. 6): 140–145. McMurry describes why executives must use political power, which may seem devious and even Machiavellian, to acquire and keep power.

1416 Greiner, L. E. 1973. “What Managers Think of Participative Leadership.” HBR 51 (March-April, no. 2): 111–117. Greiner’s notion of participative leadership involves extroverted leaders who openly share decision-making and authority with subordinates. Greiner also discovered noteworthy differences between younger and older managers as to the validity of participative leadership.

1417 Huse, E. F. and M. Beer. 1971. “Eclectic Approach to Organizational Development.” HBR 49 (September-October, no. 5): 103–112. Different managers should be expected to employ different methods. One’s method should be expected to change over time based on the circumstances facing them.

1418 Adler, N. A. 1971. “The Sounds of Executive Silence.” HBR 49 ( July-August, no. 4): 100–105. Adler describes the reticence of most executives toward important and controversial issues not directly related to their businesses.

93

Management

1419–1435

1419 Drucker, P. F. 1971. “What We Can Learn from Japanese Management.” HBR 49 (MarchApril, no. 2): 110–122.

1427 Nowoiny, O. H. 1964. “American vs. Euro-

Decision by “consensus,” lifetime employment, and continuous training are Japanese ideas that Drucker warns American executives to pay more attention to. They will enhance American decision-making, planning and worker productivity.

Nowoiny discussses the differences between U.S. and European managers and what each can learn from the other.

1420 Davis, S. M. 1969. “U.S. Versus Latin America: Business & Culture.” HBR 47 (November-December, no. 6): 88–98. Davis wonders why Latin American executives have an easier time applying American management principles than is the case with their American counterparts when doing business in Latin America.

1421 Anshen, M. 1969. “The Management of Ideas.” HBR 47 ( July-August, no. 4): 99–107. To prosper in a fast-changing world, top management must think more like philosophers than efﬁciency experts. As such, a new business leader is the one who stretches their mind beyond the management of physical resources to conceptualizing business’s new philosophies.

1422 Lee, J. A. 1968. “Developing Managers in Developing Countries.” HBR 46 (November-December, no. 6): 55–65. Many fundamental differences exist in managerial styles between the United States and the Third World; all of which must be considered when selecting and training managers for international assignments.

1423 Wrapp, H. E. 1967. “Good Managers Don’t Make Policy Decisions.” HBR 45 (September-October, no. 5): 91–99. Wrapp ﬁnds that effective managers must be astute psychologists, masters at subtly developing opportunities, and leaders who provide the right amount of direction and encouragement to their subordinates. They are not likely to produce detailed objectives or generate organizational master plans. Instead, Wrapp argues, they are opporunists who pursue problems with a vengeance.

pean Management Philosophy.” HBR 42 (MarchApril, no. 2): 101–108.

1428 Tilles, S. 1963. “The Manager’s Job: A Systems Approach.” HBR 41 ( January-February, no. 1): 73–81. By thinking of a job in a systems framework, a manager can take advantage of new knowledge, coordinate more effectively, and have a clearer grasp of corporate needs.

1429 Harrison, J. C., Jr. 1961. “How to Stay on Top of the Job.” HBR 39 (November-December, no. 6): 100–108. Harrison examines how busy executives keep tabs on the tasks which are delegated to their subordinates.

1430 Ewing, J. S. 1961. “Patterns of Delegation.” HBR 39 ( July-August, no. 4): 32–40+. [“Keeping Informed” Feature]—Ewing assesses books which discuss how to delegate, the manner in which companies handle delegation and some casebooks on delegation.

1431 Selekman, B. M. 1959. “Sin Bravely: The Danger of Perfectionism.” HBR 37 ( January-February, no. 1): 105–118. Modesty and humility are virtues which should be exercised more frequently. Far too many executives act and sound as if they are demigods by the false impressions they create.

1432 Ericson, R. F. 1958. “Should Management Be Idealistic?” HBR 36 (September-October, no. 5): 143–156. [“Looking Around” Feature]— Ericson’s literature review examines whether management should be more autocratic or if more participative methods should be utilized as advocated by many social scientists and philosophers.

1424 Hansen, J. J. 1965. “The Case of the Punctilious President.” HBR 43 (November-December, no. 6): 160–176.

1433 Kline, B. E. and N. H. Martin. 1958. “Freedom, Authority, and Decentralization.” HBR 36 (May-June, no. 3): 69–75.

[“Problems in Review” Feature]— Readers are asked whether a “taut ship” or “slack ship” is the more appropriate style of managerial control.

To develop the necessary balance between organizational discipline and freedom, a conﬂict must be resolved between the way businessmen perceive America’s economic system in conjunction with what their employees experience in their daily work.

1425 Miles, R. E. 1965. “Human Relations or Human Resources?” HBR 43 ( July-August, no. 4): 148–163. [“Keeping Informed” Feature]— Miles reviews recent evidence on how more managers are adopting aspects of participative management.

1426 Sontoff, H. 1964. “What Is the Manager?” HBR 42 (November-December, no. 6): 24–36, 188. [“Keeping Informed” Feature]— Sontoff describes recent research ﬁndings relevant to managerial roles and practices.

1434 Emch, A. F. 1954. “Control Means Action on the Part of Every Key Action.” HBR 32 ( JulyAugust, no. 4): 92–98. Emch explains why top management should understand the signiﬁcance of the “control process.”

1435 Wrape, H. E. 1952. “Tightening Work Standards.” HBR 30 ( July-August, no. 4): 64–74. Wrape worries how the average worker produces at levels far below their potential. Management’s task must

1436–1449

Management

94

be to demand higher worker expectations and create a “fair day’s work” ethos.

1436 Given, W. B., Jr. 1952. “Reaching Out in Management.” HBR 30 (March-April, no. 2): 33–45. Givens, as American Brake Shoe Company’s CEO, deﬁnes his company’s managerial philosophy as “reaching out.” Though difﬁcult to practice, the philosophy has paid huge dividends, stimulated an inter-departmental ﬂow of ideas, greater job satisfaction, and deeper loyalty to the company.

1437 _____. 1946. “Freedom Within Management.” HBR 24 (Summer, no. 4): 427–437. Given describes “bottom-up” management, a revolutionary notion. By trying to trigger the thinking of every individual throughout an organization, the head of a business or division tries to encourage initiative through improved products and through savings.

[“Forethought” Feature]— Seemingly sensible strategies often fail to produce their desired results. These strategies are often couched in language that is sweeping and vague. Heath and Heath refer to this syndrome as “the curse of knowledge.” Uniting people behind one’s organizational goals can be done only through language and stories that are concrete.

1444 Argenti, P. A. and T. S. Haley. 2006. “Get Your Act Together.” HBR 84 (October, no. 10): 26–26. [“Forethought” Feature]— A recent New York Times exposé focused on an internal Wal-Mart memo. As a way to cut health care expenditures, all Wal-Mart stores were directed to hire more part-time workers as well as reject less-healthy applicants. Argenti and Haley emphasize that public relations nightmares like Wal-Mart’s happen when companies lack an integrated approach to their communication processes.

1445 Frisch, B. and L. Chandler. 2006. “Off-Sites That Work.” HBR 84 ( June, no. 6): 117–126.

Managerial Communication Issues 1438 Guber, P. 2007. “The Four Types of the Storyteller.” HBR 85 (December, no. 12): 52–59. Leaders often use action-crafted stories to captivate and inspire people. These stories are designed to turn thoughts into goals and then into results. Guber emphasizes that storytellers (i.e., the leader) must convey their stories with the utmost candor.

1439 Gronstedt, A. 2007. “Employees Get an Earful.” HBR 85 ( June, no. 6): 26–26. [“Forethought” Feature]— With video iPods and audio podcasts fast becoming consumer staples, employees now have the ﬂexibility to keep up with company or industry developments at their convenience.

1440 Burrell, L. 2007. “A Larger Language for Business.” HBR 85 (May, no. 5): 28–28. [“Conversation” Feature]— Having conducted poetry workshops for corporations such as Astra-Zeneca, Boeing and Citigroup, Whyte describes how poetry enables people to become more creative, better leaders, and grasp the necessity of corporate social responsibility.

1441 Kirby, J. 2007. “Stay on the Q & A Offensive.” HBR 85 (April, no. 4): 25–25. [“Conversation” Feature]— Kirby’s interview with Michael Sheehan — a communications consultant who worked with President Clinton — discusses why the “question-and-answer” session following a speaker’s presentation should be more than an afterthought.

1442 Bartolome, F. and J. Weeks. 2007. “Feed the Gold in Toxic Feedback.” HBR 85 (April, no. 4): 24–26. [“Forethought” Feature]— Upper management needs unending feedback from consumers and employees even if those responses are rude or irrelevant. If done right, these responses will produce meaningful information about one’s processes or strategic direction

1443 Heath, C. and D. Heath. 2006. “The Curse of Knowledge.” HBR 84 (December, no. 12): 20–22.

[“Best Practice” Feature]— People seem to always believe that everything will be taken care of when offsite workshops are set up to discuss one’s strategic issues. Frisch and Chandler assert that truly candid strategy discussions will only emerge from rigorously designed meetings. The two urge paying close attention to the ﬁrm’s internal politics and utilize carefully designed frameworks, decision points, and group exercises. An action plan afterwards ensures clear accountability and follow-through.

1446 Hamm, J. 2006. “The Five Messages That Leaders Must Manage.” HBR 84 (May, no. 5): 114– 123. Effective leaders routinely ask: “what needs to happen today to get us where we want to go” or “what vague belief or notion can I clarify or debunk?” Top management, all too often, takes for granted that everyone in their organization shares their assumptions and are in sync with their mental models. CEOs who communicate precisely can generate a shared vision of their goals and opportunities.

1447 Kellerman, B. 2006. “When Should a Leader Apologize and When Not?” HBR 84 (April, no. 4): 72–81. An apology from a leader is really a “performance.” Every syllable matters. Successful apologies can turn enmity into a personal or organizational triumph. Apologies that are late or tepid can bring about ruin. Grasping what apologies can and cannot do helps one avoid making foolhardy apologies.

1448 Denning, S. 2004. “Telling Tales.” HBR 82 (May, no. 5): 122–129. [“First Person” Feature]— The age-old practice of storytelling is one of the most effective tools a leader can use provided they are carefully matched to a particular situation.

1449 Beer, M. and R. A. Eisenstat. 2004. “How to Have an Honest Conversation About Your Business Strategy.” HBR 82 (February, no. 2): 82–89. Few executives make any effort to engage their em-

95 ployees in honest conversation about strategic and organizational problems. Beer and Eisenstat discuss how senior management can gain a clear picture of the gap between strategic goals and organizational capabilities through their staff.

1450 Elsbach, K. D. 2003. “How to Pitch a Brilliant Idea.” HBR 81 (September, no. 9): 117–123. Venture capitalists, top executives and entrepreneur’s never look at one another’s idea. Instead, they each tend to size up the person whose making a demonstration or presentation. Elsbach counters with how presenters can successfully overcome this obstacle.

1451 Fryer, B. 2003. “Storytelling That Moves People: A Conversation with Screenwriting Coach Robert McKee.” HBR 81 ( June, no. 6): 51–55. [“Different Voice” Feature]— McKee maintains that to involve people at their deepest level, one needs to tell stories which harnesses their imagination.

1452 Galford, R. and A. Drapeau. 2003. “The Enemies of Trust.” HBR 81 (February, no. 2): 88–95. It takes more than personal integrity to build a trusting company. Constant vigilance is essential for protecting this trust from the “enemies” of inconsistent messages, dishonest feedback and the unwillingness to tolerate incompetence.

1453 Argenti, P. 2002. “Crisis Communication Lessons from 9/11.” HBR 80 (December, no. 12): 103–109. [“Real Practice” Feature]—Argenti moderates a forum of top executives from a range of industries on how their companies restored operations and morale after the 9/11 disaster.

1454 Manzoni, J. F. 2002. “A Better Way to Deliver Bad News.” HBR 80 (September, no. 9): 114–119. [“Tool Kit” Feature]— Most managers do not enjoy doling out negative feedback. Employees often become defensive. It’s often a discussion which does more harm than good. Manzoni offers ways to deliver honest, constructive critiques to enhance an employee’s performance and explains how generating more effective feedback requires an open-minded approach.

1455 Lencioni, P. M. 2002. “Make Your Values Mean Something.” HBR 80 ( July, no. 7): 113–117. [“Tool Kit” Feature]— Corporate values statements are typically bland, toothless, and even dishonest. Lencioni contends that these statements are highly destructive in how they produce cynical workers and undermine management.

1456 Williams, G. A. and R. B. Miller. 2002. “Change the Way You Persuade.” HBR 80 (May, no. 5): 64–73. New research indicates that persuasion is most effective when tailored to one of the following ﬁve decisionmaking styles: charismatic, thinking, skeptic, following as well as controlling.

1457 Weeks, H. 2001. “Taking the Stress Out of

Management

1450–1464

Stressful Conversations.” HBR 79 ( July-August, no. 7): 112–119. Weeks points out the heavy emotional toll that stressful conversations carry. Avoiding such issues or appeasing difﬁcult individuals almost aggravates a problem or relationship.

1458 Gadiesh, O. and J. L. Gilbert. 2001. “Tranforming Corner Ofﬁce Strategy into Frontline Action.” HBR 79 (May, no. 5): 72–79. Every company is confronted by the challenge on providing employees with clear strategic directions in conjunction to having an environment which nurtures ﬂexibility and risk taking.

1459 Morgan, N. 2001. “The Kinesthetic Speaker: Putting Action into Words.” HBR 79 (April, no. 4): 112–120. Morgan explains why today’s speeches lack a “kinesthetic connection” which is deﬁned as an audience’s “primal need to experience a presentation both intellectually and physically with nonverbal messages that reinforce the verbal ones.”

1460 Roche, E. 2001. “Words for the Wise.” HBR 79 ( January, no. 1): 26–27. [“Forethought” Feature]— Roche describes research on American presidents that utilizes a charisma rating based on the number of image-based words used in their inaugural address. Executives that use clear, vivid images to communicate bottom-line goals are far more likely to capture the loyalty of their workforce.

1461 Kaplan, R. S. and D. P. Norton. 2000. “Having Trouble with Your Strategy? Then Map It.” HBR 78 (September-October, no. 5): 167–176. Any workforce requires clear information to successfully implement their ﬁrm’s business strategy. Kaplan and Norton ﬁnd that “strategy maps” provide employees with a visual representation as to how their jobs are connected to the ﬁrm’s overarching goals.

1462 Pfeffer, J. and R. I. Sutton. 1999. “The SmartTalk Gap.” HBR 77 (May-June, no. 3): 134–144. Pfeffer and Sutton ﬁnd that many organizations reward certain employees for their “talking” or “smart talk.” Employees who make the effort to “take action” are ignored. Even with the knowledge that ﬂoats around any organization, many ﬁrms are plagued by an inertia from knowing too much and doing too little; something the authors refer to as a “knowing-doing gap.”

1463 Conger, J. A. 1998. “The Necessary Art of Persuasion.” HBR 76 (May-June, no. 3): 84–97. Conger describes how persuasion consists of these essential elements: (i) establishing credibility, (ii) framing to ﬁnd common ground, (iii) providing vivid evidence, and then (iv) an emotional connection.

1464 Argyris, C. 1994. “Good Communication That Blocks Communication.” HBR 72 ( July-August, no. 4): 77–86. Argyris explains how the new techniques of corporate communication (i.e., focus groups, surveys, or manage-

1465–1479

Management

96

ment-by-walking around) block organizational learning. These techniques promote defensive reasoning by encouraging employees to believe that their role is to criticize management while the role of management is to take action and ﬁx whatever is wrong.

1465 Rogers, C. R. and F. J. Roethlisberger. 1991. “Barriers and Gateways to Communication.” HBR 69 (November-December, no. 6): 105–113. [Reprint of a January-February, 1952 article]— Rogers and Roethlisberger found the greatest barrier between individuals is their inability to listen to one another with intelligence, understanding, and skill. Moreover, people tend to evaluate what others say relative to their value systems or experiences.

1466 Charan, R. 1991. “How Networks Reshape Organizations for Results.” HBR 69 (SeptemberOctober, no. 5): 104–115. Corporate networks are designed to empower managers to talk openly about one another’s motives and, subsequently, build trust. Typically selected by CEOs for their business skills and personal motivation, members of these networks are drawn from across the company’s functions, hierarchy, business units, and geography.

1467 Foster, R. D. 1991. “The Case of the TeamSpirit Tailspin.” HBR 69 ( January-February, no. 1): 14–25. [“HBR Case Study” Feature]— Foster’s case study examines an airline’s efforts to create more of a team ethos and enhance creativity using cross-functional task forces, open communication, recognition committees, and individual initiative.

1468 Lovett, P. D. 1988. “Meetings That Work: Plans Bosses Can Approve.” HBR 66 (NovemberDecember, no. 6): 38–44. [“Getting Things Done” Feature]—Meetings designed to get approval for a plan are often poorly run. They are typically overloaded with unimportant facts and reams of paper. Effective presenters know how to get policymakers to focus on the important elements (i.e., the vision and plan of action) using simplicity.

1472 D’Aprix, R. 1982. “The Oldest [and Best] Way to Communicate with Employees.” HBR 60 (September-October, no. 5): 30–32. [“Ideas for Action” Feature]— When trying to communicate with employees, top management would be far more successful in a face-to-face venue instead of using closed-circuit television shows or fancy house organs.

1473 Fielden, J. S. 1982. “‘What Do You Mean You Don’t Like My Style?’“ HBR 60 (May-June, no. 3): 128–138. Writers need to do far more than stating their basic message when writing effective letters and memos. Fielden stresses the importance for writers to convey what their recipient[s] should feel in response.

1474 McCaskey, M. B. 1979. “The Hidden Messages Managers Send.” HBR 59 (November-December, no. 6): 135–148. McCaskey examines the hidden messages that many managers utilize through their grimaces and other gestures. Management, in particular, must be more cognizant of the ambiguity associated with these messages.

1475 Jackson, A. A. 1976. “Information Sources in Business Writing and Speaking.” HBR 54 (MayJune, no. 3): 178–182. Jackson recommends several books to enhance one’s business writing and speaking capabilties, such as: Brown’s Effective Business Report Writing or Writing for Results in Business, Government, and the Professions by David Ewing.

1476 Jay, A. 1976. “How to Run a Meeting.” HBR 54 (March-April, no. 2): 43–57. For people responsible for running a meeting, Jay points out how a wide array of “human crosscurrents” can sweep a discussion off course.

1477 Newman, R. G. 1975. “Case of the Questionable Communiqués.” HBR 53 (November-December, no. 6): 26–40, 162.

HBR 64 (September-October, no. 5): 74–81.

[“Problems in Review” Feature]— Newman’s case study focuses on effective reports or memos and whether a general manager effectively explains why no one will receive a pay raise next year.

Many managers will do anything to avoid hurting the feelings of others. All candor is then lost and the communication process suffers. Management doesn’t make effective decisions when it engages in this practice.

1478 Harriman, B. 1974. “Up and Down the Communications Ladder.” HBR 52 (September-October, no. 5): 143–151.

1469 Argyris, C. 1986. “Skilled Incompetence.”

1470 Reardon, K. K. 1984. “It’s the Thought That Counts.” HBR 62 (September-October, no. 5): 136– 141. Reardon spells out the importance for executives to learn the norms and mores of another culture in which they do business with.

1471 Seiler, J. A. 1984. “Architecture at Work.” HBR 62 (September-October, no. 5): 111–120. Seiler describes how the architecture of its buildings reﬂects a ﬁrm’s strategic mission and its fundamental values.

Harriman describes the steps one company took, as well as the obstacles they faced, when implementing an “upward communications program.” This enabled employees to apprise top management on how to more efﬁciently execute company operations.

1479 Swift, M. H. 1973. “Clear Writing Means Clear Thinking Means...” HBR 51 ( January-February, no. 1): 59–62. Swift ﬁnds that managers typically revise their words and thoughts simultaneously. He then assesses the memo that a manager reworked to generate a well-focused message.

97 1480 Prince, G. M. 1972. “Creative Meetings Through Power Sharing.” HBR 50 ( July-August, no. 4): 47–54. Prince analyzes the dynamics of meetings and believes that judicious managers make their organizations more productive by collaborating with subordinates in problem solving.

1481 Fenn, D. H., Jr. and D. Yankelovich. 1972. “Responding to the Employee Voice.” HBR 50 (May-June, no. 3): 83–91. Employees are increasingly frustrated by their inability to get management’s attention. Fenn and Yankelovich offer a system of “upward communication” that provides built-in feedback. It also provides employees with an opportunity to participate in the company’s objectives.

1482 Golde, R. A. 1972. “Are Your Meetings Like This One?” HBR 50 ( January-February, no. 1): 68– 77. Meetings are an important source of motivation. A variety of studies indicates that managers spend up to 50 percent of their time in meetings. These meetings, too often, turn managers off rather than on. Golde’s case study also solicits feedback from readers.

1483 Hodgson, A. M. and W. R. Dill. 1970. “Sequel to ‘The Misﬁred Missive.’” HBR 48 (November-December, no. 6): 105–110. Hodgson and Dill assess the conclusions readers sent in response to previous issue’s case study.

1484 Gelfand, L. I. 1970. “Communicate Through Your Supervisors.” HBR 48 (November-December, no. 6): 101–104. [“Management Memo” Feature]— Good plant communication is frequently intertwined with favorable employee attitudes.

1485 Hodgson, A. M. and W. R. Dill. 1970. “Programmed Case: The Misﬁred Missive.” HBR 48 (September-October, no. 5): 140–152. [“Problems in Review” Feature]— Hodgson and Dill’s case study involves a memorandum sent to purchasing executives at the Dashman Company.

1486 Prince, G. M. 1969. “How to Be a Better Meeting Chairman.” HBR 47 ( January-February, no. 1): 98–108. The traditional styles of committee work stymies creativity. Prince argues that the chairs of these committees need to use their wit, possess tact and grasp the rules of order.

Management

1480–1497

1488 Fielden, J. S. 1965. “For Better Business Writing.” HBR 43 ( January-February, no. 1): 164–172. [“Keeping Informed” Feature]— Fielden reviews several books that help executives write cogently and generate more persuasive reports.

1489 _____. 1964. “What Do You Mean I Can’t Write?” HBR 42 (May-June, no. 3): 144–156. Fielden emphasizes how people need to be more conscious of their writing ability if they want to rise in their organization or ﬁeld.

1490 Trull, S. G. 1964. “Strategies of Effective Interviewing.” HBR 42 ( January-February, no. 1): 89– 94. In numerous areas of administration (e.g., employment, promotion, sales, etc.), a modest effort aimed at developing interviewing techniques would yield handsome results.

1491 Farson, R. E. 1963. “Praise Reappraised.” HBR 41 (September-October, no. 5): 61–66. Farson examines whether praise really motivates and stimulates people.

1492 Gibson, G. W. 1963. “More Return from Your Film Dollar.” HBR 41 ( July-August, no. 4): 162–170. Gibson ﬁnds that business ﬁlms have never reached their potential or promise as a training tool. He also describes what might be done to make them more effective.

1493 Keyes, L. C. 1961. “Proﬁts in Prose.” HBR 39 ( January-February, no. 1): 105–112. Since written communication is a dysfunctional component in almost every organization or company, Keyes offers ways to improve this by working from the inside out.

1494 Schultz, W. C. 1958. “The Interpersonal Underworld.” HBR 36 ( July-August, no. 4): 123–135. In every meeting, covert activities develop among participants in which a subtle struggle materializes for attention, status, inﬂuence and to be accepted.

1495 Harlow, R. F. 1957. “Communications for Executives.” HBR 35 (November-December, no. 6): 145–156. [“Looking Around” Feature]— Since being proﬁcient in communication, a fundamental skill for every executives, Harlow offers wyas for managers to improve in this realm.

1496 Nichols, R. G. and L. A. Stevens. 1957. “Listening to People.” HBR 35 (September-October, no. 5): 85–92.

1487 McMurry, R. N. 1965. “Clear Communica-

Nichols ﬁnds that many “busy” executives never acquired the necessary skills and desire to listen well.

tion for Chief Executives.” HBR 43 (March-April, no. 2): 131–147.

1497 Ewing, D. W. 1955. “Business Dictionaries.” HBR 33 (September-October, no. 5): 149–156.

The intelligence that company presidents often receive from subordinates is often incomplete or even slanted. This insulates a company president from the reality as to what really takes place within their organization and operating environment.

[“Looking Ahead” Feature]— Ewing reviews several business-oriented dictionaries such as Robert Schwartz’s The Dictionary of Business and Industry or The Encyclopedic Dictionary of Business that Prentice-Hall published in 1952.

1498–1514

Management

98

1498 Francisco, L. M. 1955. “Sound Slideﬁlms.” HBR 33 ( July-August, no. 4): 143–155.

emphasizes that effective communication is the cornerstone of any successful organization.

[“Looking Ahead” Feature]— Francisco explains how soundﬁlms are being produced for an array of managerial purposes.

1507 Powlison, K. 1947. “Explaining the Facts to Employees.” HBR 25 (Winter, no. 2): 145–157.

1499 Bales, R. F. 1954. “In Conference.” HBR 32 (March-April, no. 2): 44–50. Since most business decisions are made “in conference,” Bales offers advice on “committee dynamics” and other issues that should be examined for successful decision-making purposes.

1500 Roethlisberger, F. J. 1953. “The Administrator’s Skill: Communication.” HBR 31 (NovemberDecember, no. 6): 55–62.

With the rash of industrial strikes that have taken place following the end of World War II, Powlison is bafﬂed why corporations such as General Motors are inept at articulating how precarious their ﬁnancial circumstances are to their workforce.

Managerial Compensation Issues 1508 Fryer, B. 2003. “In a World of Pay.” HBR 81 (November, no. 11): 31–40.

Roethlisberger’s case study features a classic misunderstanding between a foreman and a worker in an industrial plant which should make executives think about their interpersonal communication skills.

[“HBR Case Study” Feature]— Fryer’s case study features an American marketing superstar who wants to work in Europe. It also includes a CEO for a German company who wants the pizzazz this woman offers. But can [and should] Typware AG pay what she expects?

1501 Davis, K. 1953. “Management Communica-

1509 Elson, C. 2003. “What’s Wrong with Execu-

tion and the Grapevine.” HBR 31 (September-October, no. 5): 43–49. No administrator should try to abolish the company grapevine which should be analyzed more thoroughly and used for better communication.

1502 Keyes, L. C. 1953. “Advertising Copy — Hit or Miss?” HBR 31 (May-June, no. 3): 71–82. Until top management stops being enamored with its own words, the language of business will remain heavy, long-winded, and difﬁcult. Keyes contends this “gobbledygook” produces the most waste in business.

1503 Ratner, V. M. 1953. “Television for Business Meetings.” HBR 31 (May-June, no. 3): 64–70. Ratner ﬁnds that “theater” television could be effective or efﬁcient for meetings involving people in distant places with savings that would be signiﬁcant.

1504 Johnson, W. 1953. “The Fateful Process of Mr. A Talking to Mr. B.” HBR 31 ( January-February, no. 1): 49–56.

tive Compensation?” HBR 81 ( January, no. 1): 68–77. [“A Roundtable Discussion”]— Experts in the realm of managerial compensation discuss whether high salaries produce successful performances.

1510 Sahlman, W. A. 2002. “Expensing Options Solves Nothing.” HBR 80 (December, no. 12): 90– 96. Sahlman believes that expensing executive options will accomplish nothing. Only ethical management, sensible governance, sufﬁcient internal control systems and comprehensive disclosure will save investors from catastrophe.

1511 Hall, B. J. 2000. “What You Need to Know About Stock Options.” HBR 78 (March-April, no. 2): 121–129. Hall sees stock option grants as being the best form of executive compensation. They enable managers to act in ways that ensure the long-term success of their companies as well as the well-being of workers and shareholders.

Johnson explains why people have not learned to speak and listen and that an administrator’s most important attribute may be their ability to respond to symbols.

1512 Rappaport, A. S. 1999. “New Thinking on

1505 Rogers, C. R. and F. J. Roethlisberger. 1952. “Barriers and Gateways to Communication.” HBR 30 ( July-August, no. 4): 46–52.

Senior management seems to always be rewarded regardless of their company’s performance. Rappaport explains how corporate boards can coordinate executive pay in conjunction to shareholder expectations.

Management consultants and academics are interested in the communication process. Rogers, a psychologist, analyzes the process from a social behavioral standpoint. Roethlisberger, on the other hand, assesses this topic from an organizational behavioral perspective.

1506 Ronken, H. O. 1951. “Communication in the

How to Link Executive Pay with Performance.” HBR 77 (March-April, no. 2): 91–101.

1513 Pfeffer, J. 1998. “Six Dangerous Myths About Pay.” HBR 76 (May-June, no. 3): 108–120. Businesspeople are adopting many wrongheaded ideas on compensating their management teams and other high performing employees.

Work Group.” HBR 29 ( July, no. 4): 108–114.

1514 Brownstein, A. R. and J. P. Morris. 1992.

Building an organization takes enormous time and administrative skill. For example, routines need to be established while people need to get to know one another to be able to work comfortably with each other. Ronken

[“In Question” Feature]— Executive compensation will be an explosive political issue with the 1992 Presiden-

“Who Should Set CEO Pay? The Press? Congress? Shareholders?” HBR 70 (May-June, no. 3): 28–38.

99 tial campaign. Politicians claim that overcompensated CEOs diminish U.S. competitiveness. Brownstein and Morris contend that the political debate over executive compensation issue is oversimpliﬁed. Rather than cut CEO pay, corporations should extend incentive-based compensation to all employees. Doing this will shrink an organization’s salary gap.

1515 Ehrenfeld, T. 1992. “The Case of the Unpopular Pay Plan.” HBR 70 ( January-February, no. 1): 14–23. [“HBR Case Study” Feature]— Ehrenfeld’s case study examines Top Chemical’s “performance-based compensation” program in conjunction to its quality improvement program.

1516 Jensen, M. C. and K. J. Murphy. 1990. “CEO Incentives — It’s Not How Much You Pay, but How.” HBR 68 (May-June, no. 3): 138–153. Serious issues exist how chief executive ofﬁcers are compensated. In particular, the compensation of a CEO is seldom pegged to company earnings or achieving certain strategic goals. Jensen and Murphy ﬁnd that current CEO salaries are not out of sync to other periods during the 20th century in conjunction to real income.

1517 Tibbetts, J. S., Jr. and E. T. Donovan. 1989. “Compensation and Beneﬁts for Startup Companies.” HBR 67 ( January-February, no. 1): 140–147. [“Growing Concerns” Feature]— Tibbets and Donovan describe the tension that startup companies face when attracting talented managers. These ﬁrms typically lack the ﬁnancial wherewithal to match what that manager would make elsewhere.

1518 Mason, K. 1988. “Four Ways to Overpay Yourself Enough.” HBR 66 ( July-August, no. 4): 69–74. Mason describes a new compensation scheme known as the “shareholder executive linkage formula.” It pegs CEO salaries to shareholder values. Additional compensation could be paid on stock purchased at market value. Stock options would be replaced with puts and calls. With this scheme, a top executive’s goals will likely match those of a ﬁrm’s shareholders.

1519 d’Arbeloff, A. and F. Van Veen. 1986. “Stop Taxing Away Big Companies’ Talent.” HBR 64 (May-June, no. 3): 38–46. [“Special Report” Feature]— To keep exceptional executives from leaving for start-up ventures, publiclytraded corporations often ﬁnd the deck stacked against them through America’s tax laws on the ﬁnancial incentives that can be offered.

1520 Murphy, K. J. 1986. “Top Executives Are Worth Every Nickel They Get.” HBR 64 (MarchApril, no. 2): 125–132. Despite public outrage, Murphy ﬁnds that the pay and performance of top executives are strongly related in a manner that actually beneﬁts shareholders.

1521 Scotese, P. G. 1985. “Fold Up Those Golden Parachutes.” HBR 63 (March-April, no. 2): 168–172.

Management

1515–1528

[“From the Boardroom” Feature]— Scotese examines whether “golden parachute” packages are an abuse of executive privileges.

1522 Patton, A. 1985. “Those Million-Dollar-AYear Executives.” HBR 63 ( January-February, no. 1): 56–62. [“From the Boardroom” Feature]— Patton examines several underlying causes for the explosion in the compensation packages of top management.

1523 Stata, R. and M. A. Maidique. 1980. “Bonus System for Balanced Strategy.” HBR 58 (November-December, no. 6): 156–163. Stata and Maidique offer an executive bonus system that connects a company’s goals to one’s personal goals in a manner that utilizes ROA and sales growth as performance measures to balance both long- and short-term goals.

1524 Kraus, D. 1980. “Executive Pay: Ripe for Reform?” HBR 58 (September-October, no. 5): 36–48. [“From the Boardroom” Feature]— Kraus explains how executive pay issues generate the high amount of media coverage that it does. Moreover, outrage from the public, shareholders, corporate directors and public policy makers is also on the rise. As such, compensation committees should peg executive pay to corporate performance.

1525 Baker, J. C. 1978. “Are Executives Overpaid?” HBR 56 ( July-August, no. 4): 54–66. [“Special Report” Feature]— Corporate directors and chief executive ofﬁcers can no longer ignore criticisms of compensation practices. Neglecting to respond to this only makes executive compensation practices susceptible to statutory restraints.

1526 Hanson, R. E. and C. D. Harnick. 1978. “Executive ‘Perks’ and Personal Income Taxes.” HBR 56 ( July-April, no. 4): 20–26. [“Ideas for Action” Feature]— The Securities & Exchange Commission recently instituted action on the treatment of personal beneﬁts. Hanson and Harnick predict that the Internal Revenue Service will carefully scrutinize the tax returns of higher income employees.

1527 Carey, J. F. 1978. “Successors to the Qualiﬁed Stock Option.” HBR 56 ( January-February, no. 1): 140–146. The 1976 Tax Reform Act eliminated qualiﬁed stock option plans. These were a popular, long-term incentive plan. Executives could acquire stock holdings at low risk and with favored tax treatment. Carey assesses what companies and their executives might pursue in lieu of these qualiﬁed stock option plans.

1528 Foote, M. R. 1977. “Controlling the Cost of International Compensation.” HBR 55 (NovemberDecember, no. 6): 123–132. Foote’s surveyed the costs of a dozen multinational companies who use American employees to ﬁll overseas positions. These costs are higher than anyone anticipated.

1529–1545

Management

100

1529 Brindisi, L. J., Jr. 1977. “Comeback for Restricted Stock Plans.” HBR 55 (September-October, no. 5): 14–18, 190. [“Ideas for Action” Feature]— Brindisi describes how stock appreciation plans for company executives have proliferated over the last couple of years. Executives, and even employees, who voluntarily leave their companies before a speciﬁc period of time, forfeit these assets. They can, however, still vote and collect dividends.

1530 Baker, J. C. 1977. “Are Corporate Executives Overpaid?” HBR 55 ( July-August, no. 4): 51–56. When factored to corporate earnings, Baker criticizes the inordinately high salaries and bonus payments that top executives receive.

1531 Tracy, K. B. 1977. “On Executive Compensation.” HBR 55 ( January-February, no. 1): 144–153. Tracy reviews several textbooks pertaining to executive compensation practices (e.g., Berg’s Managing Compensation; How to Compensate Executives by Checks and Crystal’s Financial Motivation of Executives).

1532 Williams, D. C. 1976. “Accelerating Pay Rates for Managers Who Switch Employers.” HBR 54 (November-December, no. 6): 8–12. [“Ideas for Action” Feature]— Williams describes his survey of ofﬁcers and key executives who job-hop and its impact on their income.

1533 Kraus, D. 1976. “The ‘Devaluation of the American Executive.” HBR 54 (May-June, no. 3): 84–94. Kraus worries that ﬁnancial incentives are not utilized enough to motivate executives. Hence, their job performance could be eroding. It also might stymie the number of talented people who desire managerial careers.

1534 Roche, G. R. 1975. “Compensation and the Mobile Executive.” HBR 53 (November-December, no. 6): 53–62. Roche’s survey examines why upper-echelon executives change companies and the impact compensation plays in those decisions.

1535 Srinivasa Murthy, K. R. and M. S. Salter. 1975. “Should CEO Pay Be Linked to Results.” HBR 53 (May-June, no. 3): 66–73. Compensation in most companies ﬂuctuates without regard to proﬁtability, return on equity or earnings per share. Companies who let executive pay get out of whack with company proﬁtability are susceptible to trouble.

1536 Sasser, W. E. and S. H. Pettway. 1974. “Case of Big Mac’s Pay Plans.” HBR 52 ( July-August, no. 4): 30–48. [“Problems in Review” Feature]— Sasser and Pettway examine the difﬁculty in designing compensation packages for managers from service industry businesses.

1537 Patton, A. 1974. “Does Federal Pay ‘Demotivate’ More Than Motivate.” HBR 52 ( JanuaryFebruary, no. 1): 12–14.

[“Ideas for Action” Feature]— Patton describes why the federal government’s pay structure discourages innovation and high quality performance.

1538 Foote, G. H. 1973. “Performance Shares Revitalize Executive Stock Plans.” HBR 51 (November-December, no. 6): 121–130. Because of new developments affecting qualiﬁed stock options, Foote describes how companies are using other types of long-term executive stock plans to infuse more incentives into their executive compensation plans.

1539 Lewellen, W. G. and H. P. Lanser. 1973. “Executive Pay Preferences.” HBR 51 (September-October, no. 5): 113–122. Lewellen and Lanser ﬁnd little interest in stock options and various forms of insurance on the part of executives. Executives, instead, seem more interested in higher pay and more vacation time. As such, the two authors advocate for more of a “cafeteria” approach to executive compensation practices.

1540 Young, D. 1973. “Fair Compensation for Expatriates.” HBR 51 ( July-August, no. 4): 117–126. Executives in multinational corporations are likely to work overseas. Young examines the factors which should go into compensating executives who face issues such as cultural dislocation, varying living standards and the schooling of their children.

1541 Salter, M. S. 1973. “Tailor Incentive Compensation to Strategy.” HBR 51 (March-April, no. 2): 94–102. Incentive compensation must be consistent with a ﬁrm’s strategy and goals. Salter discusses these incentives based on short-term versus long-term goals, one’s appetite for risk, interdivisional relationships as well as the ﬁrm’s reward structure.

1542 Dearden, J. 1972. “How to Make Incentive Plans Work.” HBR 50 ( July-August, no. 4): 117–124. Dearden provides a framework for planning an incentive system that suits a company’s structure. He also describes how compensation formulas, bases and deferred payments function.

1543 Patton, A. 1972. “Why Incentive Plans Fail.” HBR 50 (May-June, no. 3): 58–66. Incentive programs as executive motivators are a common corporate practice. Roughly two-thirds of publicly traded companies utilize them. Patton, however, contends these programs do not motivate executives.

1544 Salter, M. S. 1972. “What Is “Fair Pay” for the Executive.” HBR 50 (May-June, no. 3): 6–13, 144– 146. [“Special Report” Report]— Salter describes the notion of “compensation equity” which means an executive’s salary is comparable to others in the organization as well as industry norms.

1545 Hettenhouse, G. W. 1971. “Compensation Cafeteria for Top Executives.” HBR 49 (SeptemberOctober, no. 5): 113–119. Some companies allow their executives the ﬂexibility

101 to design their own payment package on the belief that executives need different measures of cash and beneﬁts.

1546 Patton, A. 1970. “Are Stock Options Dead?” HBR 48 (September-October, no. 5): 20–33, 152– 154. [“Thinking Ahead” Feature]— Tax reform has a profound impact on stock options. If eliminated, Patton worries that executives and entrepreneurs will have little incentive to work for the long-term interests of their companies.

Management

1546–1563

1554 Foote, G. H. 1964. “When Deferred Compensation Doesn’t Pay.” HBR 42 (May-June, no. 3): 99–106. Foote describes how poorly designed deferred compensation plans weaken initiative, produce a large turnover of effective executives while keeping in place unproductive managers.

1555 Patton, A. 1963. “Upturn in Executive Compensation.” HBR 41 (September-October, no. 5): 133–137.

1547 Hettenhouse, G. W. 1970. “Cost Beneﬁt Analysis of Executive Compensation.” HBR 48 ( July-August, no. 4): 114–124.

McKinsey & Company’s ninth annual survey indicates how upper-echaleon executive pay is rising but not as quickly as that of executives abroad.

Hettenhouse ﬁnds that most corporate decision-makers are oblivious to what alternative compensation plans offer.

1556 Baker, J. C. 1963. “Stock Options at the Crossroad.” HBR 41 ( January-February, no. 1): 22– 30, 164–166.

1548 Carpenter, R. B. 1968. “High Cost of Re-

[“Thinking Ahead” Feature]— Baker discusses the future of executive stock options.

stricted Stock Options.” HBR 46 (November-December, no. 6): 139–148. Many companies pay executive bonuses using restrictive stock issues. Carpenter explains why deferred stock is a much better payment medium for bonuses from the standpoint of both the company and the executive.

1549 Lewellen, W. G. 1968. “Executives Lose Out, Even with Options.” HBR 46 ( January-February, no. 1): 127–142. Lewellen assesses how indirect beneﬁts, particularly with executive stock options, have proliferated even though total compensation packages are not much above pre–World War II pay levels.

1550 Patton, A. 1966. “Top Executive Pay: New Facts & Figures.” HBR 44 (September-October, no. 5): 94–97. Patton and his McKinsey colleagues analyze changes with executive pay stemming from the 1964 tax law.

1551 _____. 1965. “Deterioration in Top Executive Pay.” HBR 43 (November-December, no. 6): 106–118. Patton decries how the compensation of top management has suffered from inﬂation over the past decade.

1552 Dearden, J. and W. S. Edgerly. 1965. “Bonus Formula for Division Heads.” HBR 43 (SeptemberOctober, no. 5): 83–90. Many executive compensation methods inadvertently reward executives for taking actions contrary to corporate interests. Dearden and Edgerly developed a bonus structure which considers the health of the company and its operating divisions.

1553 Patton, A. 1964. “Executive Compensation by 1970.” HBR 42 (September-October, no. 5): 137–146. Patton contends that 1970 will bring important changes in compensation patterns that include a greater role for cash compensation, the single-package approach, and performance appraisal.

1557 Patton, A. 1962. “Executive Compensation Here and Abroad.” HBR 40 (September-October, no. 5): 144–154. As the total compensation packages of American chief executives fell in 1961, the pay of foreign chief executives jumped 9 percent.

1558 Holland, D. M. and W. G. Lewellen. 1962. “Probing the Record of Stock Options.” HBR 40 (March-April, no. 2): 132–150. Holland and Lewellen probe how effective stock options are as a form of executive compensation.

1559 Patton, A. 1961. “Executive Compensation.” HBR 39 (September-October, no. 5): 152–157. Patton and his McKinsey researchers estimate how pension contributions for a chief executive ofﬁcers amount to 26 percent of their total compensation package.

1560 Campbell, E. D. 1961. “Stock Options Should Be Valued.” HBR 39 ( July-August, no. 4): 52–58. Shareholders and corporate management are in need of a dollar valuation measure for stock options so informed decisions can be made as to their legitimacy.

1561 Ford, H., II. 1961. “Stock Options Are in the Public Interest.” HBR 39 ( July-August, no. 4): 45– 51. Ford speaks out in favor of restricted stock options for upper-echelon executives and then describes the policies that Ford Motor has in place to stem a variety of abuses.

1562 Patton, A. 1961. “What Is an Executive Worth?” HBR 39 (March-April, no. 2): 65–73. The value of top executives depends on the decisions they make and how those decisions affect company proﬁts.

1563 Griswold, E. N. 1960. “Are Stock Options Getting Out of Hand?” HBR 38 (November-December, no. 6): 49–55. Companies should reconsider their stock options plans which are a less effective incentive device than perceived.

1564–1580

Management

102

1564 Patton, A. 1960. “Trends in Executive Compensation.” HBR 38 (September-October, no. 5): 144–154. Patton explains how the past six years have seen many changes in top executive compensation in terms of pay levels as well as in their relationship to sales and proﬁts.

1565 Stewart, J. M. 1959. “Annual Report on Executive Compensation.” HBR 37 (September-October, no. 5): 100–110. Stewart analyzed the sales to proﬁts to executive compensation patterns with 791 publicly-traded companies in 23 industries.

1566 Smyth, R. C. 1959. “Bonus Plans for Executives.” HBR 37 ( July-August, no. 4): 66–74. Smyth analyzes the problems in administering incentive bonus plans for executives and offers advice to improve their effectiveness.

1567 Patton, A. 1958. “Annual Report on Executive Compensation.” HBR 36 (September-October, no. 5): 129–140.

cheaper and offer more ﬂexibility than other executive compensation and pension structures.

1573 Patton, A. 1954. “Old-Fashioned Initiative for Modern Enterprise.” HBR 32 ( July-August, no. 4): 67–73. Patton describes the impact that cash incentives, realignment of staff and line salary arrangements, the pinpointing of accountability for decision making and decentralization has on an organization’s proﬁtability and return on investment ratio.

1574 _____. 1953. “Executive Compensation: Tax Gimmicks vs. Incentives.” HBR 31 (November-December, no. 6): 113–119. Top level executives may want to defer income. Doing so will enable them to reduce their income tax liability. Middle managers, on the other hand, are usually not in position to defer income.

1575 Rosow, J. M. 1953. “Executive Compensation in Small Companies.” HBR 31 (May-June, no. 3): 55–63.

Patton describes how CEO compensation practices increased during 1957 despite overall company proﬁts being down.

Rosow’s study, from a sample of CEOs from 433 small companies, assesses the relationship of compensation to sales volume and the impact that industry patterns have on executive pay.

1568 _____. 1957. “Annual Report on Executive Compensation.” HBR 35 (September-October, no. 5): 125–136.

1576 Simons, G. 1953. “The Joint Capital Trust.” HBR 31 (March-April, no. 2): 57–69.

Patton uses linear regression methods to analyze the relationship between proﬁt changes and the salaries of chief executives for one-half the companies listed on the New York Stock Exchange.

1569 Rothschild, V. H. 1957. “Financing Stock Purchases by Executives.” HBR 35 (March-April, no. 2): 136–144.

Simons urges corporations who utilize stock options, incentives, proﬁt sharing or pension plans to investigate joint capital trusts for rewarding management.

1577 Patton, A. 1951. “Incentive Compensation for Executives.” HBR 29 (September, no. 5): 35–46. Patton examines whether incentive compensation can harness the entrepreneurial spirit of managers.

Rothschild outlines several ways companies can aid their executives in purchasing shares of common stock.

1578 Towl, A. R. 1951. “Patterns of Executive Compensation.” HBR 29 ( July, no. 4): 25–36.

1570 Patton, A. 1955. “Industry Patterns of Exec-

Towl ﬁnds that the the level of managerial teamwork has signiﬁcant effect on a company’s executive compensation structure; more so than is the case with company size, industry or the composition of the board of directors.

utive Compensation.” HBR 33 (September-October, no. 5): 121–132. Patton, as a McKinsey & Company consultant, describes a McKinsey study on the impact of the 1954 recession on executive compensation practices throughout sixteen industries.

1571 _____. 1955. “Building on the Executive Compensation Survey.” HBR 33 (May-June, no. 3): 84–90. To develop a sound compensation program, Patton emphasizes that executive compensation surveys needed to be supplemented with other techniques.

1572 Lasser, J. K. and V. H. Rothschild. 1955. “Deferred Compensation for Executives.” HBR 33 ( January-February, no. 1): 89–102. Deferred compensation plans typically involve a ﬁxed salary, along with some type of provision for annual payments, over a period of years following retirement. Lasser and Rothschild explain why these plans are considerably

1579 Patton, A. 1951. “Current Practices in Executive Compensation.” HBR 29 ( January, no. 1): 56–64. Patton, who assisted with a recent American Management Association survey of corporate executives, believes that overall executive compensation is relative to company proﬁts. Hence, the higher the proﬁt margin, the greater the salary increase. In addition, faster growing companies are likely to pay higher salaries than more “mature” companies.

1580 Baker, J. C. 1943. “A Just Gauge for Executive Compensation.” HBR 22 (Autumn, no. 1): 75– 87. Baker describes a statistical tool he developed to determine if executive salaries are reasonable or unreasonable.

103 1581 _____. 1941. “Executive Compensation by Small Textile Companies.” HBR 20 (Autumn, no. 1): 81–91. Based on treasury statistics, Baker discovered that smaller textile manufacturers pay a signiﬁcantly higher proportion of total sales revenue in executive salaries than their larger counterparts. This concerns Baker since these manufacturers might be draining too much from their liquid assets to pay salaries of this magnitude.

1582 _____. 1940. “Stock Options of Executives.” HBR 19 (Autumn, no. 1): 106–122. Since the 1920’s, stock options and warrants have been popular executive compensation tools, particularly during times of large proﬁts.

1583 _____. 1939. “How Should Executives Be Paid.” HBR 18 (Autumn, no. 1): 94–106. Since no philosophy or comprehensive body of literature exists concerning executive salaries, Baker urges industry associations, academics, and management consultants to develop principles of this magnitude.

1584 _____. 1938. “Executive Compensation Policies of Small Industrial Companies, 1928–1936.” HBR 16 (Summer, no. 4): 466–480. Baker analyzes how much executives in small ﬁrms are paid in actual dollars. He also assesses the percentage of earnings and of sales paid to executives in salary and bonuses.

1585 _____. 1937. “The Compensation of Executive Ofﬁcers of Steel Corporations.” HBR 15 (Summer, no. 4): 473–485. Baker investigates executive compensation patterns in publicly-traded steel companies.

1586 _____. 1937. “Operating Expenses and Executive Compensation Policies of Investment Companies, 1929–1935.” HBR 15 (Spring, no. 3): 337– 351. Based on data received following a Congressional investigation, Baker compares the compensation of investment company ofﬁcers to executives in both the industrial and retail sectors.

1587 _____. 1936. “Incentive Compensation Plans for Executives.” HBR 15 (Autumn, no. 1): 44–61. Details of bonus and incentive payments are almost always vague and shrouded in secrecy. Believing that is inherently bad policy, Baker surveyed companies who pay additional compensation and discovered that only a fraction of those companies ever crafted a formal plan which their shareholders are privy to.

1588 _____. 1936. “Executive Compensation Compared with Earnings.” HBR 14 (Winter, no. 2): 213–224. Baker’s correlation analysis determines if a relationship exists between corporate earnings and executive compensation.

1589 Baker, J. C. and W. L. Crum. 1935. “Com-

Management

1581–1595

pensation of Corporation Executives: The 1928 — 1932 Record.” HBR 13 (Spring, no. 3): 321–333. Prior to recent congressional legislation, information on executive compensation patterns was almost never made available for publicly traded companies.

Managerial Decision Making 1590 O’Connell, A. 2007. “Hotter Heads Prevail.” HBR 85 (December, no. 12): 22–22. [“Forethought” Feature]— Faculty researchers at the University of Maryland and Boston College ﬁnd that effective decision makers are passionate about issues facing their organization. This passion, however, never interferes with their analytical reasoning capabilities.

1591 Rigby, D. and B. Bilodeau. 2007. “Selecting Management Tools Wisely.” HBR 85 (December, no. 12): 20–22. [“Forethought” Feature]— Executives work with an abundance of management tools such as benchmarking, outsourcing, customer segmentation, etc. Choosing the right tool for the situation at hand can be difﬁcult. Rigby and Bilodeau developed a classiﬁcation scheme which organizes these tools into ﬁve categories.

1592 Brousseau, K. R., M. J. Driver, G. Hourihan and R. Larsson. 2006. “The Seasoned Executive’s Decision Making Style.” HBR 84 (February, no. 2): 110–121. New research shows that problems are analyzed and acted on far differently by top management than by lower levels of management. As people evolve into senior managerial responsibilities, they often change how they utilize information and evaluate their options.

1593 Hammond, J. S., R. L. Keeney and H. Raiffa. 2006. “The Hidden Traps in Decision Making.” HBR 84 ( January, no. 1): 118–126. [“Best of HBR” (1998 article) Feature]—Bad decisions can be traced to how those decisions were made. For example, were alternatives clearly deﬁned in addition to the costs and beneﬁts being accurately weighed? Hammond and his coauthors offer ways for management to ensure that their decisions are sound and reliable. The two also discuss eight psychological traps that affect how people make business decisions.

1594 Bazerman, M. H. and D. Chugh. 2006. “Decisions Without Blinders.” HBR 84 ( January, no. 1): 88–97. Bazerman and Chugh explain how individuals have “cognitive blinders” which prevents them from seeking, using or sharing relevant information during one’s decision making process.

1595 Rogers, P. and M. Blenko. 2006. “Who Has the D?: How Clear Decision Roles Enhance Organizational Performance.” HBR 84 ( January, no. 1): 52–61. Even in highly respected companies, decision making gets “bottlenecked” when ambiguity or tension exists

1596–1609

Management

104

over who decides what. Rogers and Blenko describe their RAPID (recommend, agree, perform, input and decide) approach to help organizations unclog these bottlenecks.

ances, and institutional history. Leaders acknowledging this make far better decisions than those who contend that decisions are events that they alone control.

1596 Buchanan, L. and A. O’Connell. 2006. “A

1603 Hayashi, A. M. 2001. “When to Trust Your Gut.” HBR 79 (February, no. 2): 59–65.

Brief History of Decision Making.” HBR 84 ( January, no. 1): 32–41. [“Decision Making” Feature]—People now seem more sophisticated at managing risk. They also possess a greater understanding of human behavior and technology than in the past. Still, decision making seems no closer to being a rational process.

1597 Gavetti, G. and J. W. Rivkin. 2005. “How Strategists Really Think: Tapping the Power of Analogy.” HBR 83 (April, no. 4): 54–63. Executives often use analogies or analogical reasoning when making strategic decisions or in developing breakthrough ideas. Often, they are oblivious to the pitfalls of these analogies. Gavetti and Rivkin ﬁnd that those managers who pay particular attention to their analogical thinking are apt to make more effective strategic decisions.

1598 Fuld, L. 2003. “Be Prepared.” HBR 81 (November, no. 11): 20–21. [“Forethought” Feature]— Corporate strategists can easily be bogged down by vast amounts of data. Fuld describes a sophisticated early warning system that separates the “wheat from the chaff ” with regards to this data and its impact on decision making.

1599 Lovallo, D. and D. Kahneman. 2003. “Delusions of Success: How Optimism Undermines Executives’ Decisions.” HBR 81 ( July, no. 7): 56–63. Most major business initiatives (i.e., mergers and acquisitions, capital investments, market entries) never pay off. Lovallo and Kahneman ﬁnd that a combination of cognitive biases (e.g., anchoring and competitor neglect) and organizational pressures lead managers into making overly optimistic forecasts in analyzing major investment proposals. As such, many managers lead their organizations into initiatives that are doomed to fail.

1600 Sull, D. N. 2003. “Managing by Commitments.” HBR 81 ( June, no. 6): 82–91. The best managers know when to make commitments and when to break them. Sull emphasizes that the actions one takes today have a signiﬁcant impact on one’s future success or failure.

1601 Bonabeau, E. 2003. “Don’t Trust Your Gut.” HBR 81 (May, no. 5): 116–123. [“Frontiers” Section]— Though intuition plays an important role in decision making, it is also unreliable. This is particularly true in complicated situations. Bonabeau offers a set of analytical tools to help leverage a person’s instincts without being sabatoged by the weaknesses inherent from intuition.

1602 Garvin, D. A. and M. A. Roberto. 2001. “What You Don’t Know About Making Decisions.” HBR 79 (September, no. 8): 108–116. Garvin and Roberto explain how decision making is a process fraught with power plays, politics, personal nu-

In examining the notion of “gut instincts,” Hayashi interviewed upper-echelon executives at Johnson & Johnson and AOL on how important one’s intuitive capabilities are in conjunction to their decision making processing.

1604 Hammond, J. S., R. L. Keeney and H. Raiffa. 1998. “The Hidden Traps in Decision Making.” HBR 76 (September-October, no. 5): 47–58. [“Thinking About” Feature]— Decision-making is an executive’s most important responsibility. Bad decisions might stem from bad information. They can also result from a “bad decision-making process.” Hammond and his coauthors examine eight psychological traps that affect how people make business-oriented decisions.

1605 Augustine, N. R. 1995. “Managing the Crisis You Tried to Prevent.” HBR 73 (November-December, no. 6): 147–158. Crisis management is the one aspect of business where a CEO’s inﬂuence is the most pronounced. A ﬁrm’s future typically depends on how well its CEO handles these challenges.

1606 Etzioni, A. 1989. “Humble Decision Making.” HBR 67 ( July-August, no. 4): 122–126. A new model for decision-making is emerging. Corporate decision makers can now proceed with partial information and then adapt to new information as it becomes available.

1607 Isenberg, D. J. 1987. “The Tactics of Strategic Opportunism.” HBR 65 (March-April, no. 2): 92–97. Managers who bridge the gap between short-term demands and long-term direction are far more receptive to ideas and opportunities even when those seem murky. This breed of manager is also adept at taking action under uncertain conditions without having all the information they need.

1608 Einhorn, H. J. and R. M. Hogarth. 1987. “Decision Making: Going Forward in Reverse.” HBR 65 ( January-February, no. 1): 66–70. Deciding what to do and how to do it draws on past experience and is intuitive and diagnostic. One looks for patterns, makes judgments that link events, and searches for metaphors and theories that help explain causes and effects. Thinking forward, in contrast, involves weighing variables and engaging in calculations or forecasts.

1609 Greiner, L. E., D. P. Leitch and L. B. Barnes. 1970. “Putting Judgment Back Into Decisions.” HBR 48 (March-April, no. 2): 59–67. Modern information systems, which provide management with computer-generated indexes of performance, can aid company decision-makers. They are, however, no substitute for management intuition when judging the performance of organizational units.

105 1610 Jones, C. H. 1968. “The Money Value of Time.” HBR 46 ( July-August, no. 4): 94–101. Many decisions can be handled more effectively using a scheme which Jones refers to as “treating the minimization of demands on executive time.” This criteria provides alternative courses of action which can also be measured.

1611 Drucker, P. F. 1967. “The Effective Decision.” HBR 45 ( January-February, no. 1): 92–98. The risk taking judgments executives make can best be understood if broken into six sequential steps.

1612 Hunt, P. 1966. “Fallacy of the One Big Brain.” HBR 44 ( July-August, no. 4): 84–90. Hunt explains how business decisions are never made in a few moments by one big brain. They are, instead, made by a lot of smaller brains which must be synchronized with one another over a considerable period of time.

1613 Argyris, C. 1966. “Interpersonal Barriers to Decision Making.” HBR 44 (March-April, no. 2): 84–97. Argyris investigated the decision-making capabilities of 165 top-level executives from six companies and discovered some inherent problems.

1614 Guth, W. D. and R. Tagiuri. 1965. “Personal Values and Corporate Strategy.” HBR 43 (September-October, no. 5): 123–134. Executives’ value systems have a profound impact on the programs and ideas that an executive identiﬁes with.

Management

1610–1627

whether executives are capable of adapting to new paradigms.

Managerial Goals and Achievement of Goals 1620 Haspeslagh, P., T. Noda and F. Boulos. 2001. “It’s Not Just About the Numbers.” HBR 79 ( JulyAugust, no. 7): 64–73. Value-based management (VBM) programs may sound seductively simple. They are, however, difﬁcult and expensive to implement. Haspeslagh and his coauthors describe ﬁve characteristics shared by ﬁrms who successfully implemented these programs.

1621 Collins, J. 1999. “Turning Goals Into Results: The Power of Catalytic Mechanisms.” HBR 77 ( July-August, no. 4): 70–84. A “catalytic mechanism” is a straightforward managerial tool that is a vital connection between an organization’s aims and its performance.

1622 Simons, R. and A. Davila. 1998. “How High Is Your Return on Management?” HBR 76 ( JanuaryFebruary, no. 1): 70–81. Simons and Davila describe a new ration known as the “return on management” (ROM) which gauges the payback from a company’s scarcest resource: managers’ time and energy. ROM is a rough estimate. Knowing which organizational elements maximize a company’s productive energy will signiﬁcantly aid management.

1615 Larson, R. L. 1962. “How to Deﬁne Administrative Problems.” HBR 40 ( January-February, no. 1): 68–80.

1623 Sherwin, D. S. 1976. “Management of Objectives.” HBR 54 (May-June, no. 3): 149–160.

By not knowing how to identify administrative problems, Larson explains how executives waste precious time making decisions that are expensive and unproductive.

Organizations should be seen as an array of “speciﬁed objectives” coordinated by individuals from different departments.

1616 Longstreet, V. M. 1961. “Management R & D.” HBR 39 ( July-August, no. 4): 125–134.

1624 Schaffer, R. H. 1974. “Demand Better Re-

Just as new products go through the research-and-development process, new ideas and methods of decision making can be nurtured and tested to increase the effectiveness of an executive.

1617 Bennion, E. G. 1961. “Econometrics for Management.” HBR 39 (March-April, no. 2): 100–112. Bennion offers guidance to managers on how their business judgment can be aided by econometric models and linear programming.

1618 Kepner, C. H. and B. B. Tregoe. 1960. “Developing Decision Makers.” HBR 38 (SeptemberOctober, no. 5): 115–124. Kepner and Tregoe describe an original approach for training executives with regards to their decision making skills.

1619 Hurni, M. L. 1955. “Decision Making in the Age of Automation.” HBR 33 (September-October, no. 5): 49–58. With the advent of automation, Hurni questions if traditional decision making processes are outmoded and

sults-and Get Them.” HBR 52 (November-December, no. 6): 91–98. Schaffer ﬁnds that most organizations fail to establish performance improvement expectations. As such, many ﬁrms never reach their productivity potential.

1625 Lasagna, J. B. 1971. “Make Your MBO Pragmatic.” HBR 49 (November-December, no. 6): 64–69. Lasagna show how Wells Fargo Bank of San Francisco, utilized a “management by objectives” process for its planning and control functions in a way that is ﬂexible for the speciﬁc needs of small groups within the organization.

1626 Levinson, H. 1970. “Management by Whose Objectives.” HBR 48 ( July-August, no. 4): 125–134. Levinson points out how the notion of “management by objectives” is self-defeating in how it utilizes a reward-punishment psychology.

1627 Bayliss, W. H. 1969. “Management by CSROEPM.” HBR 47 (March-April, no. 2): 85–89. Bayliss’s spoof synthesizes the many conﬂicting no-

1628–1642

Management

106

tions for handling managerial problems into one acronym: CSROEPM or “communication, system, results, objectives, exception, participation and motivation.”

1628 Graves, C. W. 1966. “Deterioration of Work Standards.” HBR 44 (September-October, no. 5): 117–128. Graves offers new insights since most popular managerial styles no longer can “solve” the problem of deteriorating productivity.

1629 Drucker, P. F. 1963. “Managing for Business Effectiveness.” HBR 41 (May-June, no. 3): 53–60. Managers will get better results from their time and resources with the right plan of action, method of analysis, and understanding of decision principles.

1630 Quinn, J. B. 1961. “Long-Range Planning of Industrial Research.” HBR 39 ( July-August, no. 4): 88–102. Effective industrial planning requires one’s research and operating people to harmonize their efforts toward the attainment of predetermined and realistic goals.

1631 Dale, E. 1960. “Management Must Be Made Accountable.” HBR 38 (March-April, no. 2): 49–59. Dale explains the impact on management when “partial proprietors” can not vote in proportion to their stock.

1632 Merrihue, W. V. and R. A. Katzell. 1955. “ERI: Yardstick of Employee Relations.” HBR 33 (November-December, no. 6): 91–99. ERI is an index designed to measure the extent to which employees accept and perform in accordance with organizational objectives.

1633 Powlison, K. 1950. “The Proﬁt Motive Compromised.” HBR 28 (March, no. 2): 102–108. Particularly with large corporations in which the function of management and ownership seem separate, Powlison bemoans that too many executives seem guided by “operating motives” instead of proﬁtability.

1634 Lewis, H. T. 1948. “Evaluating Department Efﬁciency.” HBR 26 (May, no. 3): 313–328. Though difﬁcult to appraise, Lewis advocates having every department engage in a self-study process as to their contribution to the organization’s overall mission.

Managerial Selection or Assessment of Management 1635 Bower, J. L. 2007. “Solve the Succession Crisis by Growing Inside-Outside Leaders.” HBR 85 (November, no. 11): 90–96. Bower’s research ﬁnds that CEOs who were internally developed tend to be very successful provided these individuals have a strong outside perspective.

1636 Lansberg, L. 2007. “The Tests of a Prince.” HBR 85 (September, no. 9): 92–101. When a new CEO assumes power, they are tested by

the company’s stakeholders. This is done to dissect the CEO’s intellectual and emotional fortitude. Moreover, stakeholders need to know how this CEO can help them achieve their their goals and protect them from trouble. Smart CEOs know that their success is contingent on how well they respond to these tests.

1637 Lucier, C. and J. Dyer. 2007. “The Hidden Good News About CEO Dismissals.” HBR 85 ( July-August, no. 7/8): 20–21. [“Forethought” Feature]— The upsurge in CEO dismissals can be linked to changes in corporate governance practices. In addition, increasing numbers of external board members are far more independent than was case with previous generations of board members.

1638 Ready, D. A. 2007. “Make Your Company a Talent Factory.” HBR 85 ( June, no. 6): 69–77. A 2005 survey of human resources managers found that most ﬁrms have an insufﬁcient “pipeline” of high-potential employees who are ready for leadership positions. Ready and Conger describe two companies, Procter & Gamble and the HSBC Group, who are nurturing this talent.

1639 Coutu, D. 2007. “We Googled You.” HBR 85 ( June, no. 6): 37–47. [“HBR Case Study” Feature]— An ordinary Google search has created a crisis for the CEO of a luxury retailer in how it produced the details of arrest involving the frontrunner to run his Shanghai store.

1640 Watkins, M. D. 2007. “Help Newly Hired Executives Adapt Quickly.” HBR 85 ( June, no. 6): 26–30. [“Forethought” Feature]—“Poor acculturation” is often responsible when newly hired executives fail; estimated in one study to be at 40 percent at any time. Watkins describes how ﬁrms can better assimilate newly hired senior-level executives and avoid “organizational cultural mishaps.”

1641 Nadler, D. A. 2007. “The CEO’s 2nd Act.” HBR 85 ( January, no. 1): 66–72. Using a motif from the theater, Nadler ﬁnds that a CEO’s initial brilliance typically fades once their ﬁrm solves its immediate problems (i.e., “Act I”). Another set of challenges invariably follows (i.e., “Act II”). These new challenges often require less “swashbucking” and more humility. The experiences, skills and temperament that yielded triumph in Act I are often the antithesis for those needed in “Act II.”

1642 Morrison, M. 2007. “The Very Model of a Modern Senior Manager.” HBR 85 ( January, no. 1): 27–39. [“HBR Case Study” Feature]— The recent ﬁring of a national sales director has a board’s executive committee and top management wondering if their company should create a “competency model” for its senior management. Doing so would codify the capabilities needed to head any of the company’s diverse units. Morrison’s case study examines whether this would oversimplify the responsibilities of senior management.

107 1643 Burrell, L. 2006. “The CEO Who Couldn’t Keep His Foot Out of His Mouth.” HBR 84 (December, no. 12): 35–46. [“HBR Case Study” Feature]— A chief executive ofﬁcer’s [CEO] caustic and condescending comments are ruining staff morale, alienating customers and wreaking havoc on the ﬁrm’s stock price. Burrell’s case study pursues whether this company’s board of directors should terminate the CEO.

1644 Beeson, J. 2006. “Indispensible.” HBR 84 (September, no. 9): 37–50. [“HBR Case Study” Feature]— Edward Bennett is a talented chief executive ofﬁcer [CEO] who successfully steered Astar Enterprises into its international operations and markets. Bennett’s problem is that he is fast approaching retirement age and appears to be “thumbing his nose” at his board’s edict that he develop a succession plan.

1645 Groysberg, B., A. N. McLean and N. Nohria. 2006. “Are Leaders Portable?” HBR 84 (May, no. 5): 92–100. General Electric has long been perceived as a “talent incubator” for top executives. Groysberg and his coauthors examined the careers of 20 former General Electric executives who went on to lead other companies. Over the long run, the performances of these one-time General Electric executives were disappointing.

1646 Beer, M. 2006. “Big Shoes to Fill.” HBR 84 (May, no. 5): 43–54. [“HBR Case Study” Feature]— The founder and chief executive ofﬁcer of a surgical implants manufacturer was revered throughout his industry. Prior to his death, his ﬁrm began struggling with dwindling margins and cash ﬂow problems. Competitors also developed their own competitive products by engineering around this company’s patents. Worse, the ﬁrm has not had a major product launch in over four years. Stephanie Fortas, an outsider, was named to lead the company. What should Ms. Fortas do to resuscitate this company?

1647 Edelman, R. and T. Hiltabiddle. 2006. “The Nice Guy.” HBR 84 (February, no. 2): 21–31. [HBR Case Study]— Paul Kennedy is a compassionate boss. Will that, however, stymie his efforts to become his ﬁrm’s CEO? Four individuals comment on what Kennedy should do to show that he is indeed CEO material.

1648 Menkes, J. 2005. “Hiring for Smarts.” HBR 83 (November, no. 11): 100–109. Menkes contends that the standard intelligence test, despite many shortcomings, is a better predictor for gauging managerial success than anything else. In addition, one needs to grasp how executive intelligence is comprised of accomplishing tasks, working with people and judging oneself. Those components can be conﬁgured to enable a candidate to demonstrate a particular aptitude on these standardized intelligence tests.

1649 Charan, R. 2005. “Ending the CEO Succession.” HBR 83 (February, no. 2): 72–81. Something is obviously amuck in how CEOs are hired

Management

1643–1655

and developed. Two of every ﬁve CEOs now hired last less than two years in this capacity. Too often, new CEOs are plucked from a remarkably small number of recruiting ﬁrms. These candidates are typically charismatic but lack the critical skills or are just a bad ﬁt. Moreover, most ﬁrms are without meaningful succession plans. Corporate boards also seem oblivious to the problem.

1650 Ciampa, D. 2005. “How Leaders Move Up.” HBR 83 ( January, no. 1): 46–53. Designated CEO frontrunners need to grasp that the qualities that helped them achieve a “number two” position in an organization are likely insufﬁcient in becoming a successful internal candidate to be chief executive ofﬁcer. These individuals must master the art of forming coalitions and winning support, understanding their bosses point of view, knowing their limitations as well as managing the political side [i.e., the “shadow organization”] that is based on unspoken relationships and alliances.

1651 Cappelli, P. and M. Hamori. 2005. “The New Road to the Top.” HBR 83 ( January, no. 1): 25–32. [“Research Report” Segment]— The road to the executive suite and the attributes of the individuals who get there have changed over the past 20 years, even in the largest and most stable companies. Cappelli and Hamori discuss how corporate attitudes and hierarchies are shifting and how people should determine their next career move.

1652 Peebles, M. E. 2005. “Into the Fray.” HBR 83 ( January, no. 1): 15–23. [“HBR Case Study” Segment]—An international beverage company executive learns about the cutthroat games people sometimes play following the resignation of the head of U.S. operations. This individual is competing with a peer to replace this executive and is grossly appalled by how this counterpart schmoozes with upper management from the home ofﬁce in Paris.

1653 Freeman, K. W. 2004. “The CEO’s Real Legacy.” HBR 82 (November, no. 11): 51–58. [“First Person” Feature]— Freeman, who recently retired as CEO of Quest Diagnostics, discusses his “handoff ” experience and approach to succession planning. Incumbent CEOs must put aside their ego and actively manage the process of selecting and grooming a successor.

1654 Cespedes, F. V. and R. M. Galford. 2004. “Succession and Failure.” HBR 82 ( June, no. 6): 31– 42. [“HBR Case Study” Feature]— The retiring CEO of a major media company is grooming the “perfect” successor to head Aleph Records. One problem, however. This heir apparent wants to leave Aleph Records.

1655 Groysberg, B., A. Nanda and N. Nohria. 2004. “The Risky Business of Hiring Stars.” HBR 82 (May, no. 5): 92–100. The research of Groysberg and his coauthors demonstrates that the superstars one eagerly recruits will likely underperform for their new ﬁrm compared to their pre-

1656–1671

Management

108

vious employer. One is far better off grooming stars than buying them.

1656 Poundstone, W. 2003. “Beware the Interview Inquisition.” HBR 81 (May, no. 5): 18–19.

[“First Person” Feature]—Bossidy discusses the extraordinary amount of time and emotional energy he invested in evaluating, recruiting and developing good managers.

1664 Ciampra, D. and M. Watkins. 1999. “The

[“Forethought” Feature]— Poundstone explains how grilling candidates with brutal job interviews backﬁres.

Successor’s Dilemma.” HBR 77 (November-December, no. 6): 160–168.

1657 Bennis, W. G. and J. O’Toole. 2003. “Don’t Hire the Wrong CEO.” HBR 81 (May-June, no. 3): 170–178.

Ciampa and Watkins discuss the phenomena of the “successor’s dilemma.” This frequently is an emotional power struggle between a CEO and their would-be heirs. The authors offer four ways for companies to avoid this.

The high turnover of CEOs is indicative of how most corporate boards are unclear about “leadership” and how people are selected for leadership roles. Bennis and O’Toole argue that corporate directors must acknowledge that real leaders will overturn the status quo and that insiders are typically poor leaders.

1658 Wiersema, M. 2002. “Holes at the Top: Why CEO Firings Backﬁre.” HBR 80 (December, no. 12): 70–77. A corporate board and its CEO share responsibility for one’s corporate performance. Hence, when CEOs fail, Wiersema believes the board also failed for not providing more diligent oversight.

1659 McNulty, E. 2002. “Welcome Abroad (But Don’t Change a Thing).” HBR 80 (October, no. 10): 32–40. [“HBR Case Study” Feature]— The new CEO of a family-owned toy manufacturer was hired from the outside. She now experiences resistance to her efforts to implement production changes.

1660 Khurana, R. 2002. “The Curse of the Superstar CEO.” HBR 80 (September, no. 9): 60–66.

1665 Galford, R. 1999. “What’s He Waiting For?” HBR 77 (November-December, no. 6): 37–47. [“HBR Case Study” Feature]— Galford’s case study involves the plight of an ineffective chief executive ofﬁcer who appeared to be ideal for this position.

1666 Fernandez-Araoz, C. 1999. “Hiring Without Firing.” HBR 77 ( July-August, no. 4): 108–124. A wrong hire can easily derail a ﬁrm. Fernandez-Araoz cites studies on how 30 to 50 percent of executive-level hires end in ﬁrings or forced resignations. He also offers ways to improve this process.

1667 Lorsch, J. W. and R. Khurana. 1999. “Changing Leaders: The Boards Role in CEO Succession.” HBR 77 (May-June, no. 3): 107–121. [A Roundtable Discussion with Philip Caldwell, George Kennedy, G.G. Michelson and Alfred Zeien]— A chief executive ofﬁcer (CEO) is the one person who determines a ﬁrm’s future and economic well-being. Lorsch and Khurana moderate a roundtable discussion on the selection process for hiring a new CEO and its impact on employees, investors and other stakeholders.

1668 Adler, G. 1997. “When Your Star Performer

Charisma appears to be the one quality that struggling companies desire when pursuing a new CEO. No conclusive evidence exists that charismatic leadership affects a company’s performance. Khurana ﬁnds that charismatic leaders have a knack for destabilizing organizations which might lead to a more dynamic company. It can also produce a troubled legacy to overcome.

[“HBR Case Study” Feature]— Adler’s case study focuses on a manager who knows he can do a job himself and discounts the importance of social interaction with his underlings.

1661 Walker, C. A. 2002. “Saving Your Rookie

1669 _____. 1996. “When a New Manager Stum-

Can’t Manage.” HBR 75 ( July-August, no. 4): 22– 36.

Managers from Themselves.” HBR 80 (April, no. 4): 97–102.

bles, Who’s at Fault?” HBR 74 (March-April, no. 2): 22–42.

[“Best Practice” Feature]— Most employees are promoted into managerial positions on the basis of their technical competence. Often, however, that aptitude never translates into effective managerial competence. Moreover, many of these rookie managers fail to grasp how their jobs have changed.

[“HBR Case Study” Feature]— Adler’s case study examines a securities ﬁrm who promoted its star sales representative to a management position. In six months time, this manager is in deep trouble and about to lose his job.

1662 Axelrod, B., H. Handﬁeld-Jones and E. Michaels. 2002. “A New Game Plan for C Players.” HBR 80 ( January, no. 1): 80–88. Axelrod and her coauthors label “c” managers as those who deliver results that are acceptable but who fail to innovate or inspire the people they lead. Organizations, in turn, need to establish rigorous, disciplined processes for evaluating and retaining these “c” level managers.

1663 Bossidy, L. 2001. “The Job No CEO Should Delegate.” HBR 79 (March, no. 3): 46–49.

1670 Sonnerfeld, S. 1995. “When the CEO Can’t Let Go.” HBR 73 (September-October, no. 5): 24– 40. [“HBR Case Study” Feature]— Sonnerfeld’s case study examines the plight of a ﬁrm whose CEO is on the verge of retiring. This CEO’s choice to replace him runs counter to the desire of a coterie of board members.

1671 Levinson, H. and N. Stone. 1990. “The Case of the Perplexing Promotion.” HBR 68 ( JanuaryFebruary, no. 1): 11–21. [“HBR Case Study” Feature]— Levinson and Stone’s

109 case study focuses on a ﬁrm needing to select a successor to their retiring CEO among two stellar executives.

1672 Jenks, J. M. and B. L. P. Zevnik. 1989. “ABCs of Job Interviewing.” HBR 67 ( July-August, no. 4): 38–42. [“Ideas for Action” Feature]— Most executives have little experience interviewing applicants for managerial positions. Jenks and Zevnik offer a format to aid executives obtain the most pertinent information from each interviewed candidate.

1673 Bartolome, F. 1989. “Nobody Trusts the Boss Completely — Now What?” HBR 67 (March-April, no. 2): 135–142. Employees typically see a boss as a judge-like character. As such, most remain quiet to protect themselves or their co-workers. Management, on the other hand, must watch for telltale signs of trouble (e.g., a decline in the information ﬂow, deteriorating morale, ambiguous verbal messages or nonverbal signals).

1674 Anonymous. 1988. “Worldwide Executive Mobility.” HBR 66 ( July-August, no. 4): 105–123. Reports on a Harvard Business Review survey which was distributed to executives who changed companies in 1987 and utilized executive search ﬁrms.

1675 Dearden, J. 1987. “Measuring Proﬁt Center

Management

1672–1687

1680 Swinyard, A. W. and F. A. Bond. 1980. “Who Gets Promoted?” HBR 58 (September-October, no. 5): 6–18. [“Probing Opinions” Feature]— Swinyard and Bond surveyed more than 11,000 recently promoted executives on the basis of the college they attended, their undergraduate major[s], age, and past work experience.

1681 Levinson, H. 1980. “Criteria for Choosing Chief Executives.” HBR 58 ( July-August, no. 4): 113–120. The ability to select high level executives requires a sense of knowing which personality facets are essential for which jobs. Levinson developed a matrix of 20 personality dimensions for this purpose.

1682 Davis, S. M. 1979. “No Connection Between Executive Age and Corporate Performance.” HBR 57 (March-April, no. 2): 6–8. [“Ideas for Action” Feature]—Davis compiled the ages of executives from the ten largest companies throughout ten industries. Using regression analysis, he correlated those ages to ratios relevant to returns on total capital, equity, growth in sales and earnings per share to ascertain whether industries with older executives (e.g., railroads or steel) underperform industries having a younger executive base.

Managers.” HBR 65 (September-October, no. 5): 84–88.

1683 Pitts, R. A. 1977. “Unshackle Your ‘Com-

Believing that the “performance measurement system” utilized by decentralized companies is ﬂawed, Dearden argues why different yardsticks should be utilized when measuring the performances of one’s proﬁt centers.

Large, diversiﬁed companies with a variety of middle management positions have the capability to offer unlimited opportunities and professional development challenges to promising executives.

1676 Vancil, R. F. 1987. “A Look at CEO Succes-

1684 Hess, H. 1976. “The Real Peter Principle: Promotion to Pain.” HBR 54 ( July-August, no. 4): 10–12, 158–159.

sion.” HBR 65 (March-April, no. 2): 107–117. Choosing a chief executive ofﬁcer is likely the most important strategic decision a company makes. As such, the board of directors and others who have a hand in the selection of this person must consider the hopes and fears of every stakeholder (i.e., management, employees, shareholders, public policy makers, the media, etc.).

1677 Collier, A. T. 1986. “Debate at Wickersham Mills.” HBR 64 (September-October, no. 5): 92– 105. [“HBR Classic” Feature]— In drama format, four ﬁnalists vie to be president of a textile company. Each has conﬂicting views on the nature and purpose of this business.

1678 Kizilos, T. and R. P. Heinisch. 1986. “How a Management Team Selects Managers.” HBR 64 (September-October, no. 5): 6–12. [“Special Report” Feature]—Honeywell’s use of a team approach to select its new managers was effective in getting buy-in for its organizational goals.

1679 Gabarro, J. J. 1985. “When a New Manager Takes Charge.” HBR 63 (May-June, no. 3): 110–123. Gabarro discusses his research ﬁndings involving management successions and then offers strategies that new managers might pursue.

ers.’” HBR 55 (May-June, no. 3): 127–136.

Hess contends that people often are promoted to their level of anxiety and depression instead of their level of incompetence. As such, anxiety and depression are often the culprit for why people do not perform well.

1685 Mitchell, M. D. 1976. “The Transition Meeting: A Technique When Changing Managers.” HBR 54 (Mary-June, no. 3): 13–16, 182. Mitchell explains how beneﬁcial it is to have meetings between an outgoing manager and their replacement.

1686 Thain, R. J. 1975. “Campus Recruiting: Too Much Corporate Bungling.” HBR 53 (March-April, no. 2): 12–14. [“Ideas for Action” Feature]— Thain reports on how badly ﬁrms bungled their recruiting efforts with last year’s MBA graduates from the University of Chicago.

1687 Warren, E. K., T. P. Ference and J. A. F. Stoner. 1975. “Case of the Plateaued Performer.” HBR 53 ( January-February, no. 1): 30–38, 146–148. [“Problems in Review” Feature]— Large numbers of managers have essentially “plateaued” in regards to their capabilities. Little chance exists that they will ever be promoted or assigned additional duties. Warren and his

1688–1704

Management

110

colleagues discuss the enormous strain this places on an organization.

1688 Perlmutter, H. V. and D. A. Heenan. 1974. “How Multinational Should Your Your Top Managers Be?” HBR 52 (November-December, no. 6): 121–132. When executives of multinational companies are faced with appointing managers to foreign posts, Perlmutter and Heenan discuss whether this should be a person from the home country in lieu of the host nation.

1689 Levinson, H. 1974. “Don’t Chose Your Own Successor.” HBR 52 (November-December, no. 6): 33–62. Levinson argues that CEOs who insist on selecting their own successors are engaging in detrimental and hazardous conduct. Appointments should, instead, be made in a committee context.

1690 Miner, J. B. 1973. “The Real Crunch in Managerial Manpower.” HBR 51 (November-December, no. 6): 146–158. Believing that companies will face an acute shortage of managers in ﬁve years, Miner believes this makes them dependent on the very young people who are disenchanted with American business and management.

1691 Byham, W. C. 1970. “Assessment Centers for Spotting Future Managers.” HBR 48 ( July-August, no. 4): 150–160. Bynham describes “assessment centers” which enable companies to assess promising trainees in action and then evaluate them objectively for managerial aptitude.

1692 Dearden, J. 1968. “Appraising Proﬁt Center Managers.” HBR 46 (May-June, no. 3): 80–87. Top management in decentralized companies have a difﬁcult task when evaluating the management of its different proﬁts centers. Dearden, being highly critical of traditional assessment methods, offers a new appraisal technique.

1693 Dommersmuth, W. P. 1966. “On the Odds of Becomming Company President.” HBR 44 (MayJune, no. 3): 65–72. Dommermuth’s study of 239 corporations demonstrates how company presidencies typically go to individuals who have spent most of their careers in a single ﬁeld.

1694 Fielden, J. S. 1966. “The Right Young People for Business.” HBR 44 (March-April, no. 2): 76–83. Fielden examines where tomorrow’s young managers will come from and what business can do to attract them.

1695 Scheid, P. N. 1965. “Charter of Accountability for Executives.” HBR 43 ( July-August, no. 4): 88–98.

General Electric conducted a series of in-house studies and experiments in lieu of its traditional appraisal methods to improve the job performance of its management team.

1697 Bowman, G. W. 1964. “What Helps or Harms Promotability.” HBR 42 ( January-February, no. 1): 6–26, 184. [“Problems in Review” Feature]— Bowman describes how 2,000 business executives were queried on the personal and background factors that inﬂuence promotability, particularly from the standpoint of minorities.

1698 Greyser, S. A. 1962. “The Case of the Unplanned Promotion.” HBR 40 (November-December, no. 6): 156–171. [“Problems in Review” Feature]— Greyser’s case study involves a human relations manager and a department manager who arrange an inter-departmental promotion. The psyche of a “bright young man” is wounded who felt the job should be his.

1699 Collier, A. T. 1962. “Decision at Zenith Life.” HBR 40 ( January-February, no. 1): 139–157. HBR readers are asked to decide who should succeed “Cap” Robbins as Zenith Life when he turn 65 in two years,

1700 _____. 1960. “Debate at Wickersham Mills.” HBR 38 (May-June, no. 3): 49–63. In drama format, four ﬁnalists vie to be president of a textile company. Each has conﬂicting views on the nature and purpose of a business. Readers are then asked to select which ﬁnalist is worthy of selection.

1701 Patton, A. 1960. “How to Appraise Executive Performance.” HBR 38 ( January-February, no. 1): 63–70. Patton maintains that individual goals must be determined in advance and offers ways to judge whether these goals are achieved using both qualitative and quantitative methods.

1702 Hempbill, J. K. 1959. “Job Descriptions for Executives.” HBR 37 (September-October, no. 5): 55–67. Many companies are dissatisﬁed with the conventional methods for analyzing an executive’s work. Hemphill offers an approach that measures managerial performance based on ten dimensions.

1703 Gaddis, P. O. 1959. “The Project Manager.” HBR 37 (May-June, no. 3): 89–97. A new type of manager is emerging from all the different facets of technology. Gaddis examines the type of individual necessary in this environment and offers assessment methods to evaluate their effectiveness.

Scheid’s discusses how management can enhance its motivational capabilities to improve employee performance.

1704 Bower, M. 1957. “Nurturing High-Talent

1696 Meyer, H. H., E. Kay and J. R. P. French, Jr. 1965. “Split Roles in Performance Appraisal.” HBR 43 ( January-February, no. 1): 123–129.

Bower surveyed young executives and determined that many corporations are inept at satisfying and keeping their competent managers and analysts. Effective compa-

Manpower.” HBR 35 (November-December, no. 6): 66–72.

111

Management

1705–1721

nies, in contrast, are always organized for attracting retaining this talent.

Middle Management Issues

1705 Randle, C. W. 1956. “How to Identify Promotable Executives.” HBR 34 (May-June, no. 3): 122–134.

1714 Bower, J. L. and C. G. Gilbert. 2007. “How

Business faces acute shortages of capable executives. Randle surveyed 3,000 executives to gauge the characteristics that promotable executives possess.

1706 Janney, J. E. 1954. “Company Presidents Look at Their Successors.” HBR 32 (September-October, no. 5): 45–53. As today’s company presidents assess the individuals who will replace them, Janney examines the mixed feelings these “incumbents” have.

1707 Judson, A. S. 1954. “New Approach to Executive Selection.” HBR 32 (March-April, no. 2): 127– 136. Judson describes an employee interviewing method, known as the “indirect approach,” which is intended to assess a candidate’s personality.

1708 McMurry, R. N. 1954. “Man-Hunt for Top Executives.” HBR 32 ( January-February, no. 1): 46– 62. For a person to manage a large, complex, and diversiﬁed enterprise, McMurry contends that they must be uniquely motivated and possess some extraordinary qualiﬁcations.

1709 Learned, E. P. 1949. “Problems of a New Executive.” HBR 27 (May, no. 3): 362–372. Learned focuses on the existing administrative framework when new executives are hired. Learned also pursues how an outsider ﬁnds their place and becomes effective in a new organizational framework?

1710 Haldane, B. 1947. “A Pattern for Executive Placement.” HBR 25 (Autumn, no. 4a): 653–663. Haldane applied engineering techniques to personnel and evaluation procedures for selecting management personnel.

1711 Selekman, B. M. 1946. “Wanted: Mature Managers.” HBR 24 (Winter, no. 2): 228–244. Selekman describes the “mature manager” as one not likely to make hasty or moralistic judgments on issues involving human, social, or technical difﬁculties. This individual is, instead, analytical and grasps the complexities involved with labor relations.

1712 Chapple, E. D. and G. Donald, Jr. 1946. “Method for Evaluating Supervisory Personnel.” HBR 24 (Winter, no. 2): 197–214. Chapple and Donald describe the “Interaction Chronograph Method,” a human resource tool for scientiﬁcally evaluating the personality characteristics of executives and other supervisory personnel.

1713 “The Mansﬁeld Boiler and Heather Company.” 1922. HBR 1 (October, no. 1): 115–116. [“HBR Case Study” Feature]— The “works manager” for The Mansﬁeld Boiler was dismissed for insubordination despite leading an efﬁcient production operation.

Managers’ Everyday Decisions Create or Destroy Your Company’s Strategy.” HBR 85 (February, no. 2): 72–79. Bower and Gilbert ﬁnd that division managers have a powerful impact on how corporate strategy is executed. The two believe that strategies are crafted more at the operational levels of a company, as opposed to the home ofﬁce, by how division resources are allocated to one’s programs and facilities.

1715 Hill, L. A. 2007. “Becoming the Boss.” HBR 85 ( January, no. 1): 48–56. The transition for ﬁrst time managers is difﬁcult and gets harder as ﬁrms become leaner. Moreover, beginning managers often fail from a naiveté on what it means to be a boss. Those who can acknowledge their credulity have a far greater chance to be a successful manager.

1716 Priestland, A. and R. Hanig. 2005. “Developing First-Level Leaders.” HBR 83 ( June, no. 6): 112–120. British Petroleum [BP] recently discovered its 10,000 or so frontline supervisors, all of who are scattered throughout the world, felt disconnected from the company. A “ﬁrst-level leaders” training program was implemented which has been quite effective at bridging this isolation.

1717 Kanter, R. M. 2004. “The Middle Manager as Innovator.” HBR 82 ( July-August, no. 7–8): 150– 161. [“Best of HBR” Feature]—Middle-level managers who produce innovative, growth-oriented accomplishments are not ﬁrebrands or rule breakers. They work, instead, through existing networks to uncover opportunities and build coalitions to drive change.

1718 Nguyen-Huy, Q. 2001. “In Praise of Middle Managers.” HBR 79 (September, no. 8): 72–79. Nguyen-Huy’s six year study found that middle management is the most important component in implementing organizational change.

1719 Uyterhoeven, H. 1989. “General Managers in the Middle.” HBR 67 (September-October, no. 5): 136–145. [“HBR Classic” Feature]—In an article originally published in 1972, Uyterhoeven describes the plight of middle managers who have the accountability of top management without its authority.

1720 Klein, J. A. and P. A. Posey. 1986. “Good Supervisors are Good Supervisors — Anywhere.” HBR 64 (November-December, no. 6): 125–128. Good supervisors can easily switch from traditional to participative management systems. Average supervisors, on the other hand, ﬂounder without strict rules and clear-cut lines of authority to fall back on.

1721 Lorsch, J. W. and H. Takagi. 1986. “Keep-

1722–1738

Management

112

ing Managers Off the Shelf.” HBR 64 ( July-August, no. 4): 60–65.

act in terms of an operational system and be proﬁcient with their interpersonal skills.

Lorsch and Takagi discuss how many managers, in their forties and ﬁfties, have worked for the same corporation throughout their careers. Most will never rise higher. They have, in other words, “plateaued.” Keeping plateaued managers productive and motivated is difﬁcult.

1730 Gellerman, S. W. 1976. “Supervision: Substance and Style.” HBR 54 (March-April, no. 2): 89–99.

1722 Hall, K. and L. K. Savery. 1986. “Tight Rein, More Stress.” HBR 64 ( January-February, no. 1): 160–164. [“Probing Opinions” Feature]—Hall and Savery studied a group of middle managers and discovered that authority, with the likelihood of being undercut, puts them under severe pressure.

1723 Kellogg, D. E. 1985. “The ‘Closed-Loop’ Case.” HBR 63 ( July-August, no. 4): 60–65. [“Growing Concerns” Feature]— Kellogg discusses how smaller companies can get their middle managers and supervisors to be more focused on operational problems and business opportunities than their larger counterparts.

1724 Klein, J. A. 1984. “Why Supervisors Resist Employee Involvement.” HBR 62 (September-October, no. 5): 87–95. Klein explains how insecurity and resentment are why many ﬁrst-line supervisors dislike employee involvement and quality-of-life programs.

1725 Kanter, R. M. 1982. “The Middle Manager as Innovator.” HBR 60 ( July-August, no. 4): 95–105. Kanter examines what motivates middle managers to initiate creative changes that will have a lasting impact on their organizations.

1726 Bittel, L. R. and J. E. Ramsey. 1982. “The Limited, Traditional World of Supervisors.” HBR 60 ( July-August, no. 4): 26–36. [“Ideas for Action” Feature]— Bittel and Ramsey describe the results from a survey of manufacturing-oriented supervisors on how their responsibilities have changed along with their comfort level in counseling employees.

Having analyzed the work of front-line supervisors in the food processing industry, Gellerman discusses how substance and style interact.

1731 Hughes, E. C. 1974. “Shelf Sitters Reexamined.” HBR 52 (May-June, no. 3): 38–46, 160–164. [“Special Report” Feature]— Those middle managers who will never rise higher throughout their organizations constitute a signiﬁcant problem for an organization.

1732 Connor, S. R. and J. S. Fielden. 1973. “Rx for Managerial ‘Shelf Sitters.’” HBR 51 (NovemberDecember, no. 6): 113–120. An important problem facing companies involve managers who have been passed over for promotion but remain on the payroll. Conner and Fielden contend the cost for this is astronomical. As such, they propose a scheme to re-educate or re-tool this manager.

1733 Uyterhoeven, H. E. R. 1972. “General Managers in the Middle.” HBR 50 (March-April, no. 2): 75–85. A middle manager accomplishes their goals largely through managing through relationships with an array of individuals in an agile manner.

1734 Roethlisberger, F. J. 1965. “The Foreman: Master and Victim of Double Talk.” HBR 43 (September-October, no. 5): 22–37, 176–184. [“HBR Classic” Feature]— Roethlisberger describes the ambiguous position that a foreman encounters.

1735 Porter, L. W. 1963. “Where Is the Organizational Man?” HBR 41 (November-December, no. 6): 53–61. Porter examines the personalities of middle managers in large organizations compared to those in smaller organizations and ﬁnds the latter more compatible for “organization man” type personalities.

1727 Nelson, M. 1981. “Difﬁcult Life of the Middle Manager.” HBR 59 (September-October, no. 5): 30–31.

1736 Mann, F. C. and J. K. Dent. 1954. “The Supervisor: Member of Two Organizational Families.” HBR 32 (November-December, no. 6): 103–112.

[“For the Manager’s Bookshelf ” Feature]—Nelson reviews Earl Shorris’s new study titled: The Oppressed Middle: Politics of Middle Management From Corporate Life.

With the Taft-Hartley Act, unit supervisors are considered to be part of management. Mann and Dent question whether, psychologically, a unit supervisor really belongs to management.

1728 Patton, A. 1981. “The Coming Promotion Showdown.” HBR 59 (March-April, no. 2): 46–56. [“Ideas for Action” Feature]—Patton discusses the impact of baby-boom generation growing older and economic inﬂation with regards to middle management.

1729 Sasser, W. E., Jr. and F. S. Leonard. 1980. “Let First-Level Supervisors Do Their Job.” HBR 58 (March-April, no. 2): 113–121. Top management must enhance the status of their ﬁrst line supervisors. This is a group which must think and

1737 Roethlisberger, F. J. 1951. “Training Supervisors in Human Relations.” HBR 29 (September, no. 5): 47–57. Roethlisberger describes his ambivalence towards business’s emphasis on training middle management to understand the role human relations has in business.

1738 _____. 1945. “The Foreman: Master and Victim of Doubletalk.” HBR 23 (Spring, no. 3): 283–298.

113 Roethlisberger points out how the pressures relative to production, maintaining quality, holding costs down, and keeping employees productive makes the work of the modern foremen signiﬁcantly more complex than it was 25 years earlier.

Management

1739–1752

challenges given Siemens’s traditions and organizational culture.

1745 Desai, M. A., C. F. Foley and J. R. Hines, Jr. 2004. “Venture Out Alone.” HBR 82 (March, no. 3): 22–22.

1739 Northrup, H. R. 1945. “The Foreman’s Association of America.” HBR 23 (Winter, no. 2): 187–202.

[“Forethought” Feature]— If joint ventures are really so important to overseas expansion, Desai and coauthors wonder why U.S. multinationals shun them.

Northrup describes the associations for foremen which stem largely from the power accrued by organized labor. Industrial foremen are now nothing more than “straw bosses” who can no longer hire, ﬁre, or set production goals as was the case prior to World War II.

1746 Prahalad, C. K. and K. Liberthal. 2004. “The End of Corporate Imperialism.” HBR 81 (August, no. 8): 109–117.

1740 _____. 1943. “Unionization of Foreman.” HBR 21 (Summer, no. 4): 496–504. Northrup pursues whether shop foreman should be classiﬁed as management or “non-management.” If the latter, are they be eligible for union membership and, if so, what impact would this have on production and maintenance workers?

Multinational Companies 1741 Santos, J. 2007. “Strategy Lessons from Left Field.” HBR 85 (April, no. 4): 20–21. [“Forethought” Feature]—Santos describes how multinational companies from the Third World (e.g., India’s major steel manufacturer, Mittal Steel or Cemex, a cement manufacturer from Mexico) are outperforming many of their industrialized world counterparts in an array of performance measures.

1742 Khanna, T. and K. G. Palepu. 2006. “Emerging Giants: Building World-Class Companies in Developing Countries.” HBR 84 (October, no. 10): 60–69. Trade liberalization is eliminating many of the Third World’s protectionist barriers. As such, multinational corporations “stormed” into these emerging markets. Khanna and Palepu, however, describe how local companies persevered by restructuring their businesses and exploiting niche opportunities to withstand this onslaught.

1743 Jones, G. G. 2006. “The Rise of Corporate Nationality.” HBR 84 (October, no. 10): 20–22. [“Forethought” Feature]— With outsourcing and offshoring occurring more frequently, multinational companies may appear “divorced” from the “nation-state.” After examining this assumption, Jones ﬁnds that nationality still has a strong inﬂuence on multinational corporations.

1744 Stewart, T. A. and L. O’Brien. 2005. “Transforming an Industrial Giant.” HBR 83 (February, no. 2): 114–122. [An Interview with Siemens CEO, Heinrich von Pieter]—von Pieter describes how the German conglomerate, Siemens, transformed itself from a technically superb but slow-moving industrial giant to a nimble and market-driven multinationals; all of this poses enormous

[“Best of HBR” Feature]— Instead of imposing Western models of commerce on developing nations, Prahalad and Liverthal argue that multinational corporations would do better if their operations were tailored to the unique conditions of an emerging nation.

1747 Itoh, R. and T. Vestring. 2001. “Buying Into Japan, Inc.” HBR 79 (November, no. 10): 26–28. [“Forethought” Feature]— Itoh and Vestring discuss how McDonald’s, IBM and Microsoft built successful Japanese operations. The two also ﬁnd that Japanese managers and workers are starting to see why the Japanese economy needs a fusion of new ideas if it is to rebound.

1748 Birkinshaw, J. and N. Hood. 2001. “Unleash Innovation in Foreign Subsidiaries.” HBR 79 (March, no. 3): 131–137. [“Best Practice” Feature]—Companies should see their foreign subsidiaries as peninsulas as opposed to islands. They are extensions of a multinational company’s strategic domain instead of being isolated outposts.

1749 Khanna, T. and K. Palepu. 1999. “The Right Way to Restructure Conglomerates in Emerging Markets.” HBR 77 ( July-August, no. 4): 125–135. Khanna and Palepu ﬁnd that huge conglomerates who operate in the emerging economies of the Paciﬁc Rim nations should not be dismantled. Instead, those nations need to develop market initiatives and provide other services.

1750 Kogut, B. 1999. “What Makes a Company Global.” HBR 77 ( January-February, no. 1): 165– 170. [“Books in Review” Feature]— Kogut reviews Robert Reich’s The Myth of the Global Corporation on whether global markets are really creating globally minded corporations.

1751 Prahalad, C. K. and K. Lieberthal. 1998. “The End of Corporate Imperialism: Big Emerging Markets.” HBR 76 ( July-August, no. 4): 68–79. Prahalad and Lieberthal discuss how multinational companies can create new business models and develop a new mind-set by: (i) reconﬁguring their resource base; (ii) reexamining their cost structure; (iii) redesigning their product development process; and ﬁnally (iv) challenging the assumptions as to the cultural mix of their top managers.

1752 Khanna, T. and K. Palepu. 1997. “Why Fo-

1753–1767

Management

114

cused Strategies May Be Wrong for Emerging Markets.” HBR 75 ( July-August, no. 4): 41–51. [“World View” Feature]— Companies operating in emerging markets must engage in a wide array of marketing strategies pertaining to labor markets, regulatory systems and product capital given the global competition involved with today’s fast-paced markets.

1753 Maljers, F. A. 1992. “Inside Unilever: The Evolving Transnational Company.” HBR 70 (September-October, no. 5): 46–52. [“Four Corners” Feature]— Unilever’s evolution into a transnational company stems from trial-and-error and by responding to their market environment as opposed to applying some kind of strategic theory.

1754 Bleeke, J. A. and D. Ernst. 1991. “The Way to Win in Cross-Border Alliances.” HBR 69 (November-December, no. 6): 127–135. Despite the challenges that strategic cross-border alliances pose, they are viable components of international strategy. Bleeke and Ernst studied 49 alliances throughout the world and found that cross-border alliances are particularly advantageous when edging into new businesses or into new geographic regions.

1755 Taylor, W. 1991. “Logic of Global Businesses: An Interview with ABB’s Percy Barnevik.” HBR 69 (March-April, no. 2): 90–105. Barnevik discusses the changes that ABB Zamech, Poland’s leading manufacturer of steam turbines, went through following its reorganization into discrete proﬁt centers.

1756 Reich, R. B. 1991. “Who Is Them?” HBR 69 (March-April, no. 2): 77–89. The bonds between companies and nations is rapidly eroding. Global managers — those without ties to any country — are likely to possess interests that diverge from those of the United State. The new global manager’s job is to exploit the opportunities created from high-powered technology.

1757 _____. 1990. “Who Is Us?” HBR 68 ( January-February, no. 1): 53–64. With globalization, Reich contends that foreignowned corporations who invest in American-based production facilities, might contribute more to American competitiveness than commonly perceived.

1758 Ohmae, K. 1989. “Planting for a Global Har-

1760 Reich, R. B. and E. D. Mankin. 1986. “Joint Ventures with Japan Give Away Our Future.” HBR 64 (March-April, no. 2): 78–86. Japanese companies are establishing production facilities throughout the United States. Reich and Mankin ﬁnd this counterproductive to U.S. economic interests since it gives the Japanese access to American engineering and production skills.

1761 Encarnation, D. J. and S. Vachani. 1985. “Foreign Ownership: When the Hosts Change the Rules.” HBR 63 (September-October, no. 5): 152– 160. Encarnation and Vachani studied twelve multinational companies operating in India and the “hostile” equity laws they encountered. Despite these laws, all 12 ﬁrms managed to prosper from by being adroit at planning and negotiation.

1762 Bartlett, C. A. 1983. “MNCs: Get Off the Reorganization Merry-Go-Around.” HBR 61 (March-April, no. 2): 138–146. Even the most successful companies struggle at managing their global operations. As such, they often engage in reorganization efforts. Bartlett analyzes ten diverse and successful multinational companies who never engaged in these reorganization efforts.

1763 Doz, Y. L. and C. K. Prahalad. 1980. “How MNCs Cope with Host Government Intervention.” HBR 58 (March-April, no. 2): 149–157. Doz and Prahalad discuss why host governments often limit the strategic autonomy of multi-national corporate managers.

1764 Wiechmann, U. E. and L. G. Pringle. 1979. “Problems That Plague Multinational Marketers.” HBR 57 ( July-August, no. 4): 118–124. Wiechmann and Pringle surveyed 40 multinational companies from the consumer packaged goods sector to assess the relationship between home ofﬁces and their international subsidiaries.

1765 Heenan, D. A. and W. J. Keegan. 1979. “The Rise of Third World Multinationals.” HBR 57 ( January-February, no. 1): 101–109. As OPEC and other third world nations industrialize, Heenan and Keegan examine the impact of multinational corporations from these nations as they expand into the United States and Western Europe.

vest.” HBR 67 ( July-August, no. 4): 136–145.

1766 Franko, L. G. 1978. “Multinationals: The

A signiﬁcant problem with global organizational structures involves one’s regional managers and keeping them from developing a “native” perspective. Multinational corporations, instead, need to develop a “shared” identity and set of values.

End of U.S. Dominance.” HBR 56 (November-December, no. 6): 93–101.

1759 _____. 1989. “Managing in a Borderless World.” HBR 67 (May-June, no. 3): 152–161. A manager’s ﬁrst task is to eradicate the notion of “borders.” As such, Ohmae points out the importance for management to develop an “equidistant” view with all its customers.

Franko describes how American corporate hegemony is not as pervasive as perceived. Continental European and Japanese conglomerates are proving difﬁcult adversaries for American multinationals. In addition, multinational inﬂuence has waned as many third world and socialist economies have extracted favorable terms.

1767 Galbraith, J. K. 1978. “The Defense of the Multinational Company.” HBR 56 (March-April, no. 2): 83–93.

115 Galbraith castigates the secrecy and denial that multinational corporations exhibit as to their foreign origins and power.

1768 Bradley, D. G. 1977. “Managing Against Expropriation.” HBR 55 ( July-August, no. 4): 75–83. Bradley describes the errors that many international managers make by misgauging the political and social climate of a host nation.

1769 Rummel, R. J. and D. A. Heenan. 1978. “How Multinationals Analyze Political Risk.” HBR 55 ( January-February, no. 1): 67–76. Surveys indicate that multinational corporations pay little attention to engaging in risk analysis when determining the political climates of their overseas markets.

1770 Blodgett, T. B. and P. Banks. 1976. “NestleAt Home Abroad.” HBR 54 (November-December, no. 6): 80–88. [An Interview with Pierre Liotard-Vogt of Nestle Alimentana]— Liotard-Vogt describes why Nestle is in an enviable position since most Americans perceive it as a domestic company instead of an international conglomerate.

1771 Prahalad, C. K. 1976. “Strategic Choices in Diversiﬁed MNCs.” HBR 54 ( July-August, no. 4): 67–78. Prahalad assesses the advantages and disadvantages of multinational companies adopting a global matrix organizational structure.

1772 Ewing, D. W. and P. Banks. 1975. “Who Controls MNCs?” HBR 53 (November-December, no. 6): 97–108. [An Interview with William I. Spencer of Citicorp]— Sepncer ﬁnds that MNCs engage in tremendous “sovereign risk” with regards to the nationalism, tariffs and quotas. As such, they must deal with the possibility of expropriation and divergent cultures.

Management

1768–1783

1776 Diebold, J. 1973. “Developing Nations More Attractive for Plants of MNCs.” HBR 51 ( July-August, no. 4): 8–12. [“Ideas for Action” Feature]— Diebold forecasts the long-range impact of technological investments by multinational corporations in the third world.

1777 Kuin, P. 1972. “The Magic of Multinational Management.” HBR 50 (November-December, no. 6): 89–97. Kuin is captivated by how multinational companies can assimilate managers from different cultures and backgrounds into productive work teams.

1778 Gabriel, P. P. 1972. “MNCs in the Third World: Is Conﬂict Unavoidable?” HBR 50 ( JulyAugust, no. 4): 93–102. Many see an eventual confrontation between multinational companies and the governments of third world nations. Gabriel contends harmony is in the interest of both parties.

1779 Ewing, D. W. 1971. “MNCs on Trial.” HBR 50 (May-June, no. 3): 130–143. [“Keeping Informed” Feature]— With American investment in plant and equipment abroad growing prodigiously, multinational companies are ﬁnding themselves in a crossﬁre between their foreign critics and domestic unions.

1780 Bradley, G. E. and E. C. Bursk. 1972. “Multinationalism and the 29th Day.” HBR 50 (November-December, no. 1): 37–47. Top executives from General Electric and IBM are interviewed on whether multinational companies have the capability to grow and overcome many obstacles throughout the next decade.

1781 Vernon, R. 1967. “Multinational Enterprise & National Sovereignty.” HBR 45 (March-April, no. 2): 156–172.

1773 Sorenson, R. Z., II and U. E. Wiechmann. 1975. “How Multinationals View Marketing Standardization.” HBR 53 (May-June, no. 3): 38–54, 166–167.

[“Thinking Ahead” Feature]— Vernon examines whether international harmonization exists between corporate family groups as well as the nation-states that they operate in.

[“Probing Opinions” Feature]—Sorenson and Wiechmannn surveyed 27 leading multinational companies engaged in consumer packaged goods on whether global marketing activities should be standardized.

1782 Karsten, C. F. 1965. “Should Europe Restrict U.S. Investment.” HBR 43 (September-October, no. 5): 53–61.

1774 Wells, L. T., Jr. 1975. “Social Cost/Beneﬁt Analysis for MNCs.” HBR 53 (March-April, no. 2): 40–48, 150–154. [“Special Report” Feature]—Wells describes how third world governments are engaging in a “societal cost/ beneﬁt analysis” to scrutinize investment in their nations.

1775 Parks, F. N. 1974. “What Role for European HQ-and Where?” HBR 52 ( July-August, no. 4): 6– 7. [“Ideas for Action” Feature]— Parks describes the emphasis multinational companies place on product structure and how this affects the role and location of their European headquarters.

The day when Western European nations went begging for American companies to establish manufacturing and other facilities in their countries is over. Karsten, a Dutch banker, contends something must be done to moderate American expansion desires.

1783 Kircher, D. P. 1964. “Now the Transnational Enterprise.” HBR 42 (March-April, no. 2): 6–10, 172–176. [“Thinking Ahead” Feature]— Forward-thinking companies will reap signiﬁcantly from a new form of internationally owned enterprise known as the transnational company.

1784–1797

Management

116

Nonproﬁt Organization Topics 1784 Ballou, B. and D. L. Heitger. 2006. “Tapping a Risky Labor Pool.” HBR 84 (December, no. 12): 28–30. [“Forethought” Feature]— With an innovative business model, Cincinnati Works, a nonproﬁt employment agency, has placed 4,000 working poor and chronically unemployed people in jobs. Cincinnati Works also provides the necessary services and counseling to keep these people gainfully employed.

1785 Foster, W. and J. Bradach. 2005. “Should Nonproﬁts Seek Proﬁts.” HBR 83 (February, no. 2): 92–100. Nonproﬁt agencies increasingly feel compelled to engage in earned income or for-proﬁt ventures to reduce their dependence on fund-raising. Foster and Bradach emphasize how these for-proﬁt ventures are frequently “resource sinks” when overhead costs and managerial energies are factored in.

1786 Rangan, V. K. 2004. “Lofty Missions, Down to Earth Plans.” HBR 82 (March, no. 3): 112–119. [“Tool Kit” Feature]— Most nonproﬁt organizations have broad and inspirational mission statements. Rangen describes why nonproﬁts also need a systematic method that connects their calling to their programs.

1787 Bradley, B., P. Jansen and L. Silverman. 2003. “The Nonproﬁt Sector’s $100 Billion Opportunity.” HBR 81 (May, no. 5): 94–103. To help the nation cope with its stresses, the nonproﬁt sector must challenge its traditional notion of stewardship.

1788 McFarlan, F. W. 1999. “Working on Nonproﬁt Boards: Don’t Assume the Shoe Fits.” HBR 77 (November-December, no. 6): 64–80. [“Social Enterprise” Feature]— Most corporate executives will serve on a nonproﬁt organization’s board at one time or another. McFarlan explains how the experiences garnered from business never quite prepares one for the nonproﬁt sector.

1789 Ryan, W. P. 1999. “The New Landscape for Nonproﬁts.” HBR 77 ( January-February, no. 1): 127–137. Nonproﬁt social sector organizations are always being forced to reassess their purpose for existing. Ryan examines how nonproﬁt organizations can adapt to environments which are changing and more competitive.

1790 Dees, J. G. 1998. “Enterprising Nonproﬁts.” HBR 76 ( January-February, no. 1): 54–67. [“Social Enterprises” Feature]— Many nonproﬁt organizations are looking for commercial ways to raise more funds since they face rising costs, more competition for fewer donations and grants along with increased rivalry from for-proﬁt companies entering the social sector. Dees developed a framework to help nonproﬁt leaders determine whether or not a commercial activity is working.

1791 Letts, C. W., W. Ryan and A. Grossman. 1997. “Virtuous Capital: What Foundations Can

Learn from Venture Capitalists.” HBR 75 (MarchApril, no. 2): 36–44. [“Social Enterprise” Feature]— Letts and her coauthors contend that private foundations might tackle social problems more effectively if they improved their organizational health through a venture capital model.

1792 Andreasen, A. R. 1996. “Proﬁts for Nonproﬁts: Find a Corporate Nonproﬁt.” HBR 74 (November-December, no. 6): 47–59. [“Social Enterprise” Feature]—“Cause-related” marketing alliances between nonproﬁt bodies and for-proﬁt corporations can beneﬁt any nonproﬁt agency. These alliances are often the only way for a nonproﬁt organization to survive. Nonproﬁts risk being involved in a superﬁcial campaign or ﬁnding themselves linked to a ﬁrm whose business practices are antithetical to the nonproﬁt body.

1793 Taylor, B. E., R. E. P. Chait and T. P. Holland. 1996. “The New Work of the Nonproﬁt Board.” HBR 74 (September-October, no. 5): 36–46. [“Social Enterprise” Feature]— All too often, a nonproﬁt organization’s board is a collection of high-powered people engaged in low-level activities. Taylor and her coauthors emphasize how important it is that non-proﬁt boards engage in strategic planning.

1794 Herzlinger, R. E. 1996. “Can Public Trust in Nonproﬁts and Governments Be Restored.” HBR 74 (March-April, no. 2): 97–108. The United Way, Blue Cross and Orange County, California have all been embroiled in fraud and ﬁnancial mismanagement. This mismanagement of funds by nonproﬁt and governmental agencies is eroding the public trust. Herzlinger argues that a lack of accountability lies at the heart of these scandals. Moreover, nonproﬁt organizations should be forced to undergo the same disclosure process required of publicly traded companies.

1795 Scheff, J. and P. Kotler. 1996. “How the Arts Can Prosper Through Strategic Collaborations.” HBR 74 ( January-February, no. 1): 52–62. [“Social Enterprise” Feature]— The performing arts are being hit hard by shrinking audiences, rising debt, and cuts in government funding. Scheff and Kotler ﬁnd that one way for ﬁne arts organizations to succeed is through strategic collaboration with private industry. EDS Corporation’s arrangement with the Detroit Symphony Orchestra exempliﬁes this concept.

1796 Howard, A. and J. Magretta. 1995. “Surviving Success: An Interview with the Nature Conservancy’s John Sawhill.” HBR 73 (September-October, no. 5): 108–119. Sawhill explains why the Nature Conservancy must undergo immediate change for it to ever achieve its longterm mission.

1797 Bowen, W. G. 1994. “When a Business Leader Joins a Nonproﬁt Board.” HBR 72 (September-October, no. 5): 38–43. [“Social Enterprise” Feature]—Bowen urges nonproﬁt organizations to recognize that outside directors from the business community are unlikely to contribute the

117 same bottom-line approach that they do in their professional lives.

1798 Herzlinger, R. E. 1994. “Effective Oversight: A Guide for Nonproﬁt Directors.” HBR 72 ( JulyAugust, no. 4): 52–60. [“Social Enterprise” Feature]— Herzlinger writes on the increased scrutiny nonproﬁt organizations face stemming from recent revelations on assets being misused, excessive compensation practices and organizational inefﬁciency.

1799 Drucker, P. F. 1989. “What Business Can Learn from Nonproﬁts.” HBR 67 ( July-August, no. 4): 88–93. Drucker ﬁnds nonproﬁt organizations to be successful by giving people responsibility for meaningful tasks, holding them accountable for their performance, rewarding them with training and more demanding assignments. What enhances the effectiveness of nonproﬁts is the manner in which they engage in strategic thinking as well as utilize their knowledge workers and board of directors.

1800 Chait, R. P. and B. E. Taylor. 1989. “Charting the Territory of Nonproﬁt Boards.” HBR 67 ( January-February, no. 1): 44–54. [“Special Report” Feature]— Chait and Taylor examine why seemingly astute business executives lose their business and managerial bearings as nonproﬁt agency trustees.

1801 Harvey, P. D. and J. D. Snyder. 1987. “Charities Need a Bottom Line Too.” HBR 65 ( JanuaryFebruary, no. 1): 14–22. [“Ideas for Action” Feature]— Board members and donors need to insist that nonproﬁt organizations institute a system of standards and measurements to sustain a sense of purpose, effectiveness and efﬁciency.

1802 Skloot, E. 1983. “Should Not-for-Proﬁts Go Into Business?” HBR 61 ( January-February, no. 1): 20–26. [“Special Report” Feature]— Skloot ﬁnds that many not-for-proﬁt organizations are ﬁnancially overextended and must stabilize their budgets and diversify their revenue bases through donations or establishing earned income ventures to ensure their survival.

1803 Andreasen, A. R. 1982. “Nonproﬁts: Check Your Attention to Customers.” HBR 60 (May-June, no. 3): 105–110. Too often nonproﬁt organizations fail to focus their marketing efforts on the desires of their clientele. In addition, nonproﬁt management seems passive or oblivious to the competitive forces which often arise from unexpected quarters.

1804 Barnard, M. S. 1982. “Books for the Thoughtful Executive.” HBR 60 ( January-February, no. 1): 148–150. [“For the Manager’s Bookshelf ” Feature]— Barnard assesses recently published books on nonproﬁt management such as Anthony and Herzlinger’s Management

Management

1798–1812

Control in Nonproﬁt Organizations; Management Principles for Nonproﬁt Agencies and Organizations edited by Gerald Zaltman and Tracy Daniel’s The Nonproﬁt Organization Handbook.

1805 Young, D. W. 1982. “‘Nonproﬁts’ Need Surplus Too.” HBR 60 ( January-February, no. 1): 124– 131. Given how the United States tax code treats nonproﬁt agencies, Young discusses whether these organizations should be allowed to generate operating surpluses to acquire ﬁxed assets and grow their working capital.

1806 Herzlinger, R. and H. D. Sherman. 1980. “Advantages of Fund Accounting in ‘Nonproﬁts.’” HBR 58 (May-June, no. 3): 94–105. Herzlinger and Sherman advocate the use of business accounting and ﬁnancial statement reporting procedures for nonproﬁt agencies. Doing this makes one’s ﬁnancial status less complex.

1807 Anthony, R. N. 1980. “Making Sense of Nonbusiness Accounting.” HBR 58 (May-June, no. 3): 83–93. For most individuals involved in the nonproﬁt sector, learning an accounting system is often more difﬁcult than learning a foreign language.

1808 Stern, A. R. 1980. “Instilling Activism in Trustees.” HBR 58 ( January-February, no. 1): 24–32. [“From the Boardroom” Feature]— Nonproﬁt organizations — hospitals in particular — face dire problems. It is critical that trustees be selected for reasons other than their potential to make large contributions.

1809 Goldsmith, J. C. 1979. “Farewell to the Volunteer Fireman.” HBR 57 (May-June, no. 3): 14–18. [“Ideas for Action” Feature]— Goldsmith examines nonproﬁt agencies which employ “knowledge professionals” such as physicians, social workers, educators, scientists or attorneys. Individuals from these ranks typically become chief executive for their organization. Goldsmith ﬁnds that these individuals often fail from a lack of administrative exposure.

1810 Selby, C. G. 1978. “Better Performance from ‘Nonproﬁts.’” HBR 56 (September-October, no. 5): 92–98. Selby describes the managerial and marketing problems plaguing nonproﬁt agencies. To address these problems, one needs to examine the unique characteristics that these organizations possess.

1811 Raymond, T. J. C. and S. A. Greyser. 1978. “The Business of Managing the Arts.” HBR 56 ( July-August, no. 4): 123–132. The role of management for ﬁne arts organizations generates little attention. Raymond and Greyser describe how crucial good managerial practices are for the vibrancy of the performing arts.

1812 Mittenthal, R. A. and B. W. Mahoney. 1977. “Getting Management Help to the Nonproﬁt Sector.” HBR 55 (September-October, no. 5): 95–103. Mittenthal and Mahoney describe the efforts of cor-

1813–1826

Management

118

porate executives in New York City to provide managerial and ﬁnancial expertise to minority-owned businesses and nonproﬁt agencies.

Lippincott and Aannestad examine seven fundamental questions that board members and policy-makers should pursue for a voluntary nonproﬁt organization.

1813 Herzlinger, R. 1977. “Why Data Systems in Nonproﬁt Organizations Fail.” HBR 55 ( JanuaryFebruary, no. 1): 81–86. Nonproﬁt organizations do not lack data. If anything, they possess an overabundance of data and other statistics. Herzlinger, instead, describes how nonproﬁts lack “systematically provided” information to help management do its job.

1814 Stewart, C. T. 1976. “Standards of Care for Trustees.” HBR 54 ( January-February, no. 1): 14–26. [“From the Boardroom” Feature]— Very little case law exists on the ﬁduciary responsibilities that trustees of nonproﬁt organizations possess.

1815 Shapiro, B. P. 1973. “Marketing for Nonproﬁt Organizations.” HBR 51 (September-October, no. 5): 123–132. Too often, top management in nonproﬁt organizations see marketing as an occasional duty. As such, Shapiro describes each element of the marketing mix (i.e., communications, distribution channels, pricing, and product policy) in terms of nonproﬁt marketing.

1816 Fulmer, V. A. 1973. “Cost/Beneﬁt Analysis in Fund Raising.” HBR 51 (March-April, no. 2): 103–110. Fulmer discusses how nonproﬁt institutions need to discount future cash ﬂows to present value particularly if they are heavily dependent on gifts in the form of pledges. He also suggests ways in which donors and recipients can work to mitigate these hidden costs.

1817 MacLeod, R. K. 1971. “Program Budgeting Works in Nonproﬁt Institutions.” HBR 49 (September-October, no. 5): 46–56. MacLeod explains how nonproﬁt service organizations have long neglected cost accounting concepts. This resistance, however, is breaking down as benefactors are demanding better control over expenditures, materials and manpower.

1818 Fenn, D. H., Jr. 1971. “Executives as Community Volunteers.” HBR 49 (March-April, no. 2): 4–16, 156–157. [“Problems in Review” Feature]— Executives offer little leadership when they volunteer for community action groups. As a result, they often engage in mundane tasks. Fenn offers measures to correct this.

1819 Trainor, J. L. 1966. “Government Use of Nonproﬁt Companies.” HBR 44 (May-June, no. 3): 38–52, 182. [“Thinking Ahead” Feature]—Trainor assesses the role of nonproﬁt companies which subsist on governmental contract work.

1820 Lippincott, E. and E. Aannestad. 1964. “Management of Voluntary Welfare Agencies.” HBR 42 (November-December, no. 6): 87–98.

Organizational Behavior and Dynamics 1821 Morse, G. 2007. “Set Up to Fail.” HBR 85 ( June, no. 6): 28–28. [“Conversation” Feature]— Paul Ormerod, a theoretical economist, is interviewed whether failure is inherent in every type of biological, social or economic system. Ormerod emphasizes that ﬁrms should not be preoccupied about preventing failure. Failure is often a tremendous means for triggering innovative solutions.

1822 Detert, J. R. and A. C. Edmondson. 2007. “Why Employees are Afraid to Speak.” HBR 85 (May, no. 5): 23–25. [“Forethought” Feature]— By interviewing approximately 200 employees at a particular company, Detert and Edmondson examined how employees are prevented from bringing ideas or grievances to their employers. Half of these respondents felt it was not safe to challenge the status quo at their organization even if it helped improve the organization’s product line, processes or performance.

1823 Reardon, K. K. 2007. “Courage as a Skill.” HBR 85 ( January, no. 1): 58–64. Reardon ﬁnds that courage in business differs from the courage needed in life-and-death situations. In business, courage often arises from careful preparation by individuals who can quickly size up a situation in a manner that is never wreckless. That differs markedly from the courage that is necessary in life-and-death situations.

1824 Hurley, R. F. 2006. “The Decision to Trust.” HBR 84 (September, no. 9): 55–62. [“Managing Yourself ” Feature]— Distrustful environments often produce expensive and terminal problems. Recent surveys show that 80 percent of Americans do not trust corporate executives. Whether people opt to trust or not trust someone, they undergo a decision-making process. It is important that leaders understand how this decision-making process is constructed.

1825 Neilson, G. L., B. A. Pasternack and K. E. Van Nuys. 2005. “The Passive-Aggressive Organization.” HBR 83 (October, no. 10): 82–92. Passive-aggressive organizations are typically ﬁlled with well-intentioned people who are victims of ﬂawed processes and policies. Decisions here are routinely criticized, often ignored and even reversed. They are also places where more energy goes into thwarting initiatives than igniting them. Whenever the healthy impulses (i.e., to learn, share and achieve) are stymied, other harmful, but adaptive behavior, arise in this type of organization.

1826 Weiss, J. and J. Hughes. 2005. “Want Collaboration?: Accept and Actively Manage Conﬂict.” HBR 83 (March, no. 3): 92–101.

119 Companies engage in all sorts of practices to enhance collaboration among their different functions. These practices typically have a limited impact for achieving collaboration since they neglect to address its core problem: conﬂict. By knowing how to manage conﬂict, leaders can turn a major liability into a signiﬁcant asset.

1827 MacCormack, A. 2004. “Management Lessons from Mars.” HBR 82 (May, no. 5): 18–19. [“Forethought” Feature]—NASA’s fabled “Faster, Better, Cheaper” initiative hastened the agency’s spacecraft development. When these missions began to fail, MacCormack ﬁnds that this blame must be placed on faulty organizational learning instead of any of the spaceship’s hardware.

1828 Coutu, D. L. 2003. “In Praise of Boundaries: A Conversation with Miss Manners.” HBR 81 (December, no. 12): 41–45. [“Different Voice” Feature]— More and more people consider colleagues to be friends or family. “Miss Manners,” however, believes that removing people’s inhibitions in the ofﬁce creates more problems than it solves.

1829 Gilmour, D. 2003. “How to Fix Knowledge Management.” HBR 81 (October, no. 10): 16–17. [“Forethought” Feature]— People tend to hoard their information and release it selectively. This is a core problem in many corporate cultures. Some ﬁrms, however, ﬁnd that their employees are more eager to share their knowledge if it makes them appear more valuable to their ﬁrm.

1830 Sala, F. 2004. “Laughing All the Way to the Bank.” HBR 81 (September, no. 9): 16–17.

Management

1827–1841

1834 Coutu, D. L. 2003. “Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick.” HBR 81 (April, no. 4): 84–90. Organizations such as nuclear power plants, ﬁreﬁghting outﬁts or hospital emergency rooms can not afford to make mistakes. Weick examines the characteristics of these “high-reliability organizations” (HROs) and offers ways for other organizations to implement them into their philosophies and practices.

1835 McClelland, D. C. and D. H. Burnham. 2003. “Power Is the Great Motivator.” HBR 81 ( January, no. 1): 117–126. [“Best of HBR” Feature]— When it comes to leading companies, McClelland and Burnham emphasize how power (i.e., being strong, inﬂuential and making an impact) is more critical than the need to get things done.

1836 Livingston, J. S. 2003. “Pygmalion in Management.” HBR 81 ( January, no. 1): 97–106. [“Best of HBR” Feature]— Using George Bernard Shaw’s play, “Pygmalion,” Livingston explores whether how one person treats another is a transforming experience.

1837 Manville, B. and J. Ober. 2003. “Beyond Empowerment: Building a Company of Citizens.” HBR 81 ( January, no. 1): 48–53. Although this is the knowledge economy, Manville and Ober argue that our managerial and governance systems are stuck in the industrial era.

1838 Morse, G. 2003. “Why We Misread Motives.” HBR 81 ( January, no. 1): 18–18.

1831 Kleiner, A. 2003. “Are You in the In Crowd?”

[“Forethought” Feature]— Well-meaning managers often push the wrong levers and develop incentives that do not reﬂect the needs of their employees. Here, “extrinsic motivators” are stressed while “intrinsic incentives” are ignored.

HBR 81 ( July, no. 7): 86–92.

1839 Edmondson, A. and S. E. Cha. 2002. “When

Every organization seems to have a core group that dominates all its goings-on. It is all self-serving. These core groups contradict the vital premise that everyone has a common stake in the success of the company. Talking or complaining about them is also taboo.

Company Values Backﬁre.” HBR 80 (November, no. 11): 18–19.

[“Forethought” Feature]—Executives rated “outstanding” by their superiors use humor more than twice as often as those deemed average.

1832 DeLong, T. J. and V. Vijayaraghavan. 2003. “Let’s Hear It for B Players.” HBR 81 ( June, no. 6): 96–102. “A” players may be a company’s superstars. However, a ﬁrm’s “best supporting actors” keep it running smoothly. Direct them well and an organization beneﬁts signiﬁcantly. Without reward and encouragement, “B” players tune out or leave.

1833 Perlow, L. and S. Williams. 2003. “Is Silence Killing Your Company?” HBR 81 (May, no. 5): 52– 58. Behind every failed product, broken processes, and regretted career moves is a person who bit their tongue rather than speak up. Perlow and Williams discuss why silence is catastrophic for an organization and its employees.

[“Forethought” Feature]— Edmondson and Cha describe research done on corporate values and the effect if employees sense that top management’s decisions are at odds with those values.

1840 Levitt, T. 2002. “Creativity Is not Enough.” HBR 80 (August, no. 8): 137–144. [Reprinted from the May-June 1963 issue of HBR]— Levitt maintains that most advice companies receive on being creative is often too abstract. Greater emphasis, instead, needs to be placed on execution.

1841 Chesbrough, H. W. and D. J. Teece. 2002. “Organizing for Innovation: When Is Virtual Virtuous.” HBR 80 (August, no. 8): 127–134. [Reprinted from the May-June 1996 issue of HBR]— Though “virtual organizations” may sound appealing in terms of ﬂexibility and responsiveness, Chesbrough and Teece question if the “virtual concept” has been overemphasized. The two authors developed a framework to help managers determine when to innovate by going vir-

1842–1857

Management

120

tual and when to form alliances or rely on internal developments.

1842 Morse, G. 2002. “Management by Fire.” HBR 80 ( July, no. 7): 57–61. [A Conversation with Chef Anthony Bourdain]— Bourdain describes how the level of intimacy, loyalty, and teamwork found in a restaurant’s kitchen parallels a crisis situation.

1843 Cross, R. and L. Prusak. 2002. “The People Who Make Organizations Go or Stop.” HBR 80 ( June, no. 6): 104–112. Personal contacts and informal networks breeds a sense of “accomplishment” for most employees. It is a colossal mistake for senior management to disregard or circumvent these informal networks.

1844 Coutu, D. L. 2002. “How Resilience Works.” HBR 80 (May, no. 5): 46–55. [“HBR at Large” Feature]— Coutu examines how a person’s level of resilience is indicative as to who succeeds and fails than one’s education, experience or training.

1845 Freeland, R. F. 2002. “When Organizational Messiness Works.” HBR 80 (May, no. 5): 24–25. [“Forethought” Feature]— Alfred Sloan produced a classic with regards to hierarchical management. Freeland, in turn, contends that Sloan never practiced what he preached since General Motors has always been a loosely constructed organization.

1846 Graham, G. L. 2002. “If You Want Honesty, Break Some Rules.” HBR 80 (April, no. 4): 42–47. [“First Person” Feature]— When Graham became CEO of Advanced Cardiovascular Systems (ACS), some radical practices were instituted to create a culture of integrity; all of which led to ACS becoming more powerful and nimble in responding to internal and external changes.

1847 Bonaneau, E. 2002. “Predicting the Unpredictable.” HBR 80 (March, no. 3): 109–116. Bonabeau explains how some companies use “agentbased modeling” to analyze the collective behavior of groups of people.

1848 Orbanes, P. 2002. “Everything I Learned About Business, I Learned from Monopoly.” HBR 80 (March, no. 3): 51–57. [“Different Voice” Feature]— Orbanes, a game designer, outlines the similarities that effective game design has with business management.

1849 Szulanski, G. and S. Winter. 2002. “Getting It Right the Second Time.” HBR 80 ( January, no. 1): 62–69. Once a business performs a complex activity well, upper management often wants to replicate that success. Doing so is surprisingly difﬁcult. Businesses nearly always fail when they try to reproduce a best practice.

1850 Coutu, D. L. 2001. “Genius at Work: A Conversation with Mark Morris.” HBR 79 (October, no. 9): 63–68.

[“Different Voice” Feature]— Coutu’s interview of choreographer Mark Morris focuses on his approach to people management, the creative process and how creativity can be utilized in a business environment.

1851 Baldwin, D. G. 2001. “How to Win the Blame Game.” HBR 79 ( July-August, no. 7): 55–62. [“Different Voice” Feature]—Baldwin, a former major league pitcher, explains how blame is a powerful force within an organization. Blame can be a teaching tool that helps people avoid making repeat mistakes that also spurs employees to put forward their best efforts.

1852 Prusak, L. and D. Cohen. 2001. “How to Invest in Social Capital.” HBR 79 ( June, no. 6): 86– 93. Businesses run better when people have close ties and trust one another. Prusak and Cohen explain how this cohesiveness is threatened when so many people work offsite. Top management must grasp how important it is to invest in social capital.

1853 Bonaneau, E. and C. Meyer. 2001. “Swarm Intelligence: A Whole New Way to Think About Business.” HBR 79 (May, no. 5): 106–114. Though minimally intelligent, ants and bees are similar to business in that their work is largely self-organized and unsupervised. They are also collectively capable of ﬁnding highly efﬁcient solutions and can adapt to changing environments.

1854 Bhide, A. 2000. “David and Goliath, Reconsidered.” HBR 78 (September-October, no. 5): 26– 27. [“Forethought” Feature]— Bhide points out that large corporations and small start-ups exist symbiotically and are not mutually exclusive organizational structures.

1855 Bohn, R. 2000. “Stop Fighting Fires.” HBR 78 ( July-August, no. 4): 82–91. “Fire ﬁghting” represents a familiar way for doing business, particularly for developing new products. Fire ﬁghting, however, consumes most of an organization’s resources. Some companies never have to “ﬁght ﬁres” because of their strong problem-solving cultures. This allows them to engage in a sense of triage for understanding the root causes of a problem before tackling it.

1856 Shapiro, E. C. 2000. “Managing in the Cappuccino Economy.” HBR 78 (March-April, no. 2): 177–183. [“Books in Review” Feature]— Shapiro reviews Chris Argyris’s new book, Flawed Advice and the Management Trap, which argues that most advice on organizational learning, change, and employee commitment is counterproductive.

1857 Eisenhardt, K. M. and D. C. Galunic. 2000. “Co-Evolving: At Last, a Way to Make Synergies Work.” HBR 78 ( January-February, no. 1): 91–102. Companies that manage to achieve synergistic success typically engage in a corporate strategic process known as “coevolving.” The term originated in biology and refers to the way two or more ecologically interdependent

121 species become intertwined over time. This produces a shifting web of relationships that enables one to seize synergies while eliminating nonproductive ones.

1858 Mintzberg, H. and L. van der Heyden. 1999. “Organigraphs: Drawing How Companies Really Work.” HBR 77 (September-October, no. 5): 87– 94. Traditional organizational charts are ﬁxated on hierarchy and bureaucracy. They never illustrate how companies or organizations really function. As such, Mintzberg and van der Heyden developed an “organigraph” that maps the manner in which a ﬁrm functions and how its employees and management team interact.

1859 Frost, P. and S. Robinson. 1999. “The Toxic Handler: Organizational Hero and Casualty.” HBR 77 ( July-August, no. 4): 96–107. Organizations beneﬁt immeasurably from small cadres of employees, labeled by Frost and Robinson as “toxic handlers,” who comfort, reassure and shoulder the frustrations, anger, and grief experienced by their colleagues; all of which enables high quality work to be performed.

1860 Friedman, R. 1999. “The Case of the Religious Network Group.” HBR 77 ( July-August, no. 4): 28–40. [“HBR Case Study” Feature]— Friedman’s case study focuses on a manufacturing company who encouraged worker-organized network organizations, particularly among “underrepresented groups.” This has spawned a social conservative religious group that threatens to tear the company apart.

1861 Wetlaufer, S. 1999. “Organizing for Empowerment: An Interview with AES’s Roger Sant and Dennis Bakke.” HBR 77 ( January-February, no. 1): 110–126. Sant and Bakke discuss the AES Electric Corporation’s employee empowerment efforts. Its emphasis is on having fun, being creative and being a good teammate in an environment that lacks a corporate hierarchy and places decision-making in the hands of frontline employees.

1862 Goold, M. and A. Campbell. 1998. “Desperately Seeking Synergy.” HBR 76 (September-October, no. 5): 130–142. Many companies devote enormous resources to “synergy programs” that often fail. Goold and Campbell believe that this failure often stems from executives who underestimate what synergy and collaboration programs encompass and who overestimate its beneﬁts.

1863 Argyris, C. 1998. “Empowerment: The Emperor’s New Clothes.” HBR 76 (May-June, no. 3): 98–107. Empowerment is difﬁcult to establish in an organization due to the ambitious feelings of management and how ambiguous employees are about it. Change programs and practices are also full of inherent inconsistencies that cripple innovation, motivation, and drive.

1864 Manzoni, J. F. and J. L. Barsoux. 1998. “The

Management

1858–1870

Set-Up-To-Fail Syndrome.” HBR 76 (March-April, no. 2): 101–113. Bosses are often responsible—albeit unwittingly—for an employee’s inadequate performance. Manzoni and Barsoux label this dynamic as the “set-up-to-fail” syndrome. By trying to motivate employees, bosses instead end up making an employee’s performance worse.

1865 Goffee, R. and G. Jones. 1996. “What Holds the Modern Company Together?” HBR 74 (November-December, no. 6): 133–148. Corporate culture is an important component in holding a company together given today’s pressures. It also provides a ﬁrm with identify and direction. Goffee and Jones emphasize that no one particular culture is appropriate for every organization.

1866 Majchrzak, A. and Q. Wang. 1996. “Breaking the Functional Mind-Set in Process Organizations.” HBR 74 (September-October, no. 5): 92–99. Majchrzak and Wang ﬁnd that “process-oriented” departments have faster cycle times in comparison to “functional” departments provided an organization has a collaborative culture.

1867 Handy, C. 1995. “Trust and the Virtual Organization.” HBR 73 (May-June, no. 3): 40–50. [“Thinking Ahead” Feature]— Virtual organizations “exist in many places at once but nowhere in particular.” As such, Handy describes the managerial dilemmas posed by virtual organizations when managing people one seldom sees.

1868 McClelland, D. C. and D. H. Burnham. 1995. “Power Is the Great Motivator.” HBR 73 ( January-February, no. 1): 126–139. [Reprint of a 1976 article]—McCelland and Burnham studied American corporate executives with regards to their “need for power.” The two found that effective managers crave power for the purpose of inﬂuencing people in a healthy context.

1869 Bartlett, C. A. and S. Ghoshal. 1994. “Changing the Role of Top Management: Beyond Strategy to Purpose.” HBR 72 (November-December, no. 6): 79–90. Today’s managers must emphasize “purpose, process and people” over “strategy, structure and systems.” Bartlett and Ghosal discuss ways in which upper management can deﬁne a company’s purpose, instill corporate ambition and give meaning to employees’ work.

1870 Nichols, N. A. 1994. “Does New Age Business Have a Message for Managers?” HBR 72 (March-April, no. 2): 52–60. [“In Question” Feature]— Many so-called “new age” businesses have accommodating work schedules, a sense of social responsibility and create products that workers believe in. Nichols reviews three alternative business books written by executives like Tom Chappell from Tom’s of Maine; Anita Roddick of the Body Shop; and Susie Tompkins of Esprit, each of who promotes a vision of “new age” entrepreneurship.

1871–1886

Management

122

1871 Krackhardt, D. and J. R. Hanson. 1993. “In-

1878 Wallace, D. 1985. “John Le Carre: The Dark

formal Networks: The Company Behind the Chart.” HBR 71 ( July-August, no. 4): 104–113.

Side of Organizations.” HBR 63 ( January-February, no. 1): 6–14.

Krackhardt and Hanson discuss how much of an organization’s work is done through informal networks. These are complex relationships which cross functions and divisions. Formal organizational charts never reveal the individuals who other employees, regardless of title or rank, confer on technical matters or discuss ofﬁce politics.

[“For the Manager’s Bookshelf ” Feature]— Wallace sees many similarities between Le Carre’s novels involving intrigue, human loyalty and organizational behavior in which human values are subordinate to organizational goals.

1872 Howard, R. 1992. “The CEO as Organizational Architect: An Interview with Xerox’s Paul Allaire.” HBR 70 (September-October, no. 5): 106– 123. Xerox’s CEO, Paul Allaire, explains how Xerox’s reorganization efforts hinge on changing the fundamental manner in which the company is managed. Xerox, in particular, is changing from a function-oriented organization to one that is innovative and responsive to the market. This requires Xerox to redeﬁne its processes, skills and corporate culture.

1879 Collins, E. G. C. 1983. “Managers and Lovers.” HBR 61 (September-October, no. 5): 142–153. Collins describes the impact when high-level employees fall in love for an organization .

1880 _____. 1983. “The Contexts in Which People Work.” HBR 61 (March-April, no. 2): 8–10. [“For the Manager’s Bookshelf ” Feature]—Collins reviews seven recently published books on the impact corporate culture has on the manner in which people work.

1881 Barnes, L. B. 1981. “Managing the Paradox of Organizational Trust.” HBR 59 (March-April, no. 2): 107–116.

1873 Hirschhorn, L. and T. Gilmore. 1992. “The New Boundaries of the ‘Boundaryless Company.’” HBR 70 (May-June, no. 3): 104–115.

Barnes attempts to deﬁne trust, why it works and how people destroy themselves from acting on three destructive assumptions.

The traditional boundaries of hierarchy, function, and geography made organizations rigid and unresponsive. Still, people are seriously mistaken if they believe that no boundaries are necessary. Hirschhorn and Gilmore contend that boundaries that are psychological, as opposed to organizational, are needed for today’s ﬁrms.

1882 Handy, C. 1980. “Through the Organiza-

1874 Slater, P and W. G. Bennis. 1990. “Democracy Is Inevitable.” HBR 68 (September-October, no. 5): 167–176. In updating their article from 1964, Slater and Bennis still contend that democracy is the only form of government compatible for industries in which change and the creative or scientiﬁc spirit is omnipresent.

1875 Jacques, E. 1990. “In Praise of Hierarchy.” HBR 68 ( January-February, no. 1): 127–133. The notion of hierarchy may be the most misunderstood and criticized notion of modern day management. Jacques contends that it is still the most effective organizational format that large ﬁrms can utilize.

1876 Ohmae, K. 1989. “Companyism and Do More Better.” HBR 67 ( January-February, no. 1): 125–132. Effective strategic thinking in Japan is torpedoed by two interrelated concepts: “companyism” and the simplistic idea of “do more better.” “Companyism” blinds management to a changing environment as well as to one’s competition. “Doing more better” leads one directionless.

1877 Bartolome, F. and A. Laurent. 1986. “The Manager: Master and Servant of Power.” HBR 64 (November-December, no. 6): 77–81. Managers are action oriented and not introspective on how they relate to others. As such, Bartolome and Laurent ﬁnd that workplace conﬂicts are often power differences that disturb interpersonal relations.

tional Looking Glass.” HBR 58 ( January-February, no. 1): 115–121. Handy describes how society has moved into a period of “discontinuous change” whereby many of its operating assumptions or paradigms are losing credence.

1883 Neilsen, E. H. and J. Gypen. 1979. “The Subordinate’s Predicaments.” HBR 57 (SeptemberOctober, no. 5): 133–143. A problem that almost every organization faces is meeting an organization’s need for an appropriate amount of hierarchy while also satisfying a subordinate’s need to protect their individual identity.

1884 Mills, T. 1978. “Europe’s Industrial Democracy: An American Response.” HBR 56 (November-December, no. 6): 143–152. With European industrial democracy, power is being transferred from management and investors to the working people. Mills describes the political development of this phenomena.

1885 Argyris, C. 1977. “Double Loop Learning in Organizations.” HBR 55 (September-October, no. 5): 115–125. Companies obsessed with hiding their problems usually possess a rigid culture and a faulty organizational learning structure. Argyris believes this can be alleviated through a process he calls “double loop learning.”

1886 Kotter, J. P. 1977. “Power, Dependence, and Effective Management.” HBR 55 ( July-August, no. 4): 125–136. Kotter’s argument focuses on the positive aspects of “power,” particularly in a world in which organizations are growing more complex.

123

Management

1887–1902

1887 McClelland, D. C. and D. H. Burnham. 1976. “Power Is the Great Motivator.” HBR 54 (March-April, no. 2): 100–110.

rooted in its ideological orientation and that understanding these ideological differences can help prevent destructive conﬂict from seeping into an organization.

Neither personal aggrandizement or the need to get along with everyone is what motivates an effective manager. McClelland and Burnham, instead, contend that this individual needs to inﬂuence the behavior of others for the good of the organization. Good managers, in other words, desire power to achieve things better or more efﬁciently than what has been done in the past.

1895 Ewing, D. W. 1971. “Who Wants Corporate Democracy.” HBR 49 (September-October, no. 5): 12–28, 146–149.

1888 Luke, R. A., Jr. 1975. “Matching the Individual and the Organization.” HBR 53 (May-June, no. 3): 17–34, 165. [“Keeping Informed” Feature]— One of management’s most difﬁcult responsibilities is designing and developing an organization so that the structure ﬁts the nature of the work along with the individuals engaged in the work.

1889 Rayner, D. G. 1975. “Battle Won in the War on the Paper Bureaucracy.” HBR 53 ( January-February, no. 1): 8–14. [“Ideas for Action” Feature]—As companies grow, corporate bureaucracy becomes more stiﬂing with paper work and “systems” taking priority over people.

1890 Culliton, J. W. 1974. “Once Upon a Seesaw.” HBR 52 (March-April, no. 2): 99–109. Culliton’s fable involves a seesaw who lived a charmed life. Then, its managers began to tinker with the seesaw. The results were complicated, even disastrous. A consultant is then hired to ﬁnd a way to improve the seesaw.

1891 Goggin, W. C. 1974. “How the Multidimensional Structure Works at Dow Corning.” HBR 52 ( January-February, no. 1): 54–65. Goggin describes Dow Corning’s matrix form of organization in which decision making is pushed further down the line which improves communication and enhances innovation.

1892 Tracy, L. 1972. “Postscript to the Peter Principle.” HBR 50 ( July-August, no. 4): 65–71. Tracy describes how “parahierarchies” of secretaries often ﬁll the gaps produced by inept bosses. These parahierarchies and vertical hierarchies will someday crumble as a far more efﬁcient brand of “horizontal hierarchy” emerges.

1893 Greiner, L. E. 1972. “Evolution and Revolution as Organizations Grow.” HBR 50 ( July-August, no. 4): 37–46.

[“Problems in Review” Feature]—HBR readers were surveyed on the inﬂuence employees have. These results lead Ewing to believe that a basic shift is transpiring whereby less autocratic practices are being utilized by American corporations.

1896 Hanan, M. 1971. “Make Way for the New Organization Man.” HBR 49 ( July-August, no. 4): 139–145. The new organization person has a different set of values than their post–World War II counterpart. This person belongs chieﬂy to their professional discipline. “Corporate belonging,” in this stratum, ranks lower than one’s “social belonging.”

1897 White, B. F. and L. B. Barnes. 1971. “Power Networks in the Appraisal Process.” HBR 49 (MayJune, no. 3): 101–109. White and Barnes explain how the traditional superiorsubordinate relationships is giving way to a “multiple relationships” structure.

1898 Lombard, G. F. F. 1971. “Relativism in Organizations.” HBR 49 (March-April, no. 2): 55–65. With business, relativism is a revolutionary principle. It implies that organizational goals [e.g., proﬁt, costs, turnover] are one set of goals to meet. Individual needs, group norms, and social causes become a second set of goals to satisfy.

1899 Culbert, S. A. and J. M. Elden. 1970. “An Anatomy of Activism for Executives.” HBR 48 (November-December, no. 6): 131–142. The youth of the late 1960s and early 1970s have championed an ethos that stresses egalitarian values and community life which are likely to be incompatible in an authoritarian hierarchy. This clash will have a profound impact on corporate culture.

1900 Kelly, J. 1970. “Make Conﬂict Work for You.” HBR 48 ( July-August, no. 4): 103–113. Kelly ﬁnds that the traditional concepts of human relations — particularly about conﬂict being harmful — are patently antiquated and should be discarded.

1901 Morse, J. J. and J. W. Lorsch. 1970. “Beyond Theory Y.” HBR 48 (May-June, no. 3): 61–68.

Every organization’s growth is characterized by ﬁve interlocking stages; each of which produces a managerial crisis or a revolution. A management aware of its past can more readily anticipate this revolution and move more easily into its next developmental phase.

Rather than believing that one “correct” approach [i.e., McGregor’s Theory Y] exists, Morse and Lorsch ﬁnd that effective organizations are structured to their tasks and people.

1894 Harrison, R. 1972. “Understanding Your Or-

ganizational Life.” HBR 48 (May-June, no. 3): 47– 60.

ganization’s Character.” HBR 50 (May-June, no. 3): 119–128. Harrison ﬁnds that an organization’s character is

1902 Zaleznik, A. 1970. “Power and Politics in OrDisbelief surfaces anytime management makes decisions on a rationalistic or analytical basis. Zakeznik, in

1903–1921

Management

124

turn, ﬁnds that personalities and politics are most important when assessing organizational decision-making.

1903 Levinson, H. 1970. “A Psychologist Diagnoses Merger Failures.” HBR 48 (March-April, no. 2): 139–147. Rational economic and personal reasons exist for companies engaged in the merger and acquistions process. Levinson offers some psychological factors which often lead to disappointing results, if not failure.

1904 Athos, A. G. 1970. “Is the Corporation Next to Fall?” HBR 48 ( January-February, no. 1): 49–61. Corporations will be profoundly affected when more members of the youth movement, with their emphasis on the unique and subjective nature in human beings, take their place in the business world.

1905 Walker, A. H. and J. W. Lorsch. 1968. “Organizational Choice: Product vs. Function.” HBR 46 (November-December, no. 6): 129–138. A perplexing problem facing organizations is whether to organize around functions or on a product basis. Walker and Lorsch examine two companies: one organized on a product basis, the other by function.

1906 Lippitt, G. L. and W. H. Schmidt. 1967. “Crises in a Developing Organization.” HBR 45 (November-December, no. 6): 102–112. Lippitt and Schmidt apply personality development traits to the creation, growth, maturation, and decline of business organizations as a way to comprehend certain business crises.

1907 Cleland, D. I. and W. Munsey. 1967. “Who Works with Whom?” HBR 45 (September-October, no. 5): 84–90. As the complexity of organizational structures grow, Cleland and Munsey describe a new method for charting interpersonal relationships that derives from systems theory.

1908 Gragg, C. I. 1963. “Whose Fault Was It?” HBR 42 ( January-February, no. 1): 107–110. The impulse to assign blame is intrinsic. Published posthumously, Gragg’s article argues that a more constructive solution is to ask: “what happened and why?”

1909 Seiler, J. A. 1963. “Diagnosing Interdepartmental Conﬂict.” HBR 41 (September-October, no. 5): 121–132. After carefully studying interdepartmental conﬂicts, Seiler ﬁnds that while some disputes are harmful, most are not.

1910 McMurry, R. N. 1957. “Conﬂicts in Human Values.” HBR 41 (May-June, no. 3): 130–145. Differences in values, as opposed to poor communication, is often at the heart of numerous labor relations and performance breakdowns.

nizational problems if they understand an employee’s work in regards to their “prescribed” and “discretionary” roles.

1912 Culliton, J. W. 1962. “Age of Synthesis.” HBR 40 (September-October, no. 5): 36–40, 180–184. Culliton describes how academics are more engaged in “wholeness thinking” in that organizations have an identity greater than their parts.

1913 Leavitt, H. J. 1962. “Unhuman Organizations.” HBR 40 ( July-August, no. 4): 90–98. Leavitt poses several questions to the popular organizational dilemma of “toughness” versus “participation.”

1914 Porter, E. H. 1962. “The Parable of the Spindle.” HBR 40 (May-June, no. 3): 58–66. Porter’s case study features a befuddled restaurant chain president on how organizational systems react.

1915 Koch, E. G. 1961. “Three Approaches to Organization.” HBR 39 (March-April, no. 2): 32–43, 160–162. [“Keeping Informed” Feature]— Koch examines a number of recently published books on the proper exercise of authority, organization and with control.

1916 Kerr, C., J. T. Dunplap, F. Harrison and C. A. Myers. 1961. “Industrialism and World Society.” HBR 39 ( January-February, no. 1): 113–126. The forces calling for conformity among both industrialized and developing nations are signiﬁcantly stronger than those seeking diversity.

1917 Miles, S. B., Jr. 1961. “The Management Politician.” HBR 39 ( January-February, no. 1): 99–104. Miles describes how politics is embedded in how business is conducted.

1918 Wright, D. M. 1960. “The Administrative Fallacy.” HBR 38 ( July-August, no. 4): 113–114. [“Management Memo” Feature]— Wright describes the “administrative fallacy” as an assumption that affairs are working well if they take place without apparent friction and aired done through proper channels.

1919 Argyris, C. 1960. “Organizational Effectiveness Under Stress.” HBR 38 (May-June, no. 3): 137– 146. The “be nice” approach to employees causes few personnel or production problems for ﬁrms that are coasting along. It is quite another matter for companies who are striving to grow and be proﬁtable.

1920 _____. 1958. “The Organization: What Makes It Healthy?” HBR 36 (November-December, no. 6): 107–116. Argyris describes why the traditional criteria (e.g., grievance occurrence, absenteeism, and employee turnover) used by top management for assessing their organizational climate is inadequate.

1911 Brown, W. 1962. “What Is Work?” HBR 40 (September-October, no. 5): 121–129.

1921 Bauer, R. A. 1958. “Limits of Persuasion.”

Brown describes how managers can cope with orga-

Shapiro examines the historical tensions between a

HBR 36 (September-October, no. 5): 105–110.

125

Management

1922–1937

company’s manufacturing and marketing divisions and then offers ways to alleviate this rift.

echelon executives, technical specialists and blue collar workers.

1922 McMurry, R. N. 1958. “The Case for Benevolent Autocracy.” HBR 36 ( January-February, no. 1): 82–90.

1930 Whitney, W. R. 1933. “Relation of Science to Industry.” HBR 11 ( July, no. 4): 445–456.

McMurry explains why a “benevolent autocracy” for industrial management is an effective structure.

1923 Villers, R. 1954. “Control and Freedom in a Decentralized Company.” HBR 32 (March-April, no. 2): 89–96. Villers describes how centralized planning and control, when done in conjunction with decentralized authority, does much to alleviate the impersonal nature of large-scale organizations.

1924 Drucker, P. F. 1952. “Management and the Professional Employee.” HBR 30 (May-June, no. 3): 84–90. American business now employs thousands of biologists, chemists, engineers, geologists, economists, statisticians and other professional employees; far more so than prior to World War II. Drucker describes the tension and different value systems that exist between these professionals and the managers who have worked for a company or organization their entire careers.

1925 Andrews, K. R. 1950. “[Looking Ahead].” HBR 28 (March, no. 2): 147–161. Vannevar Bush’s Modern Arms and Free Men, James Gillespie’s Free Expression in Industry, Organization and Management by Chester Barnard, and William Givens’s Bottom Up Management are reviewed by Andrews as signiﬁcant works relevant to the burgeoning ﬁeld of human relations.

Whitney is captivated by how inter-woven science and industry are since nothing remains in the same state from one moment to the next in this world.

1931 Bingham, M. V. 1926. “Measures of Occupational Success.” HBR 5 (October, no. 1): 1–10. Based on studies done by various professions, Bingham ponders what constitutes vocational or professional success.

1932 Robinson, W. 1925. “Functionalizing a Business Organization.” HBR 3 (April, no. 3): 321–328. Robinson comments how business organizations, having combined functions, are more logically segregated than ever before.

Organizational Effectiveness 1933 Ashkenas, R. 2007. “Simplicity-Minded Management.” HBR 85 (December, no. 12): 101–109. [“Best Practice” Feature]—Corporations often become unwieldy, ungovernable and too complex as they grow. Ashkenas urges top management to attack the complexity in their organizations with a simplicity-minded vengeance.

1934 Stewart, T. A. 2007. “Northwestern Mutual’s Ed Zore on Staying Relevant.” HBR 85 (December, no. 12): 24–24.

1926 Johnson, R. W. 1949. “Human Relations in Modern Business.” HBR 27 (September, no. 5): 521–541.

[“Conversation” Feature]— As CEO of Northwestern Mutual, Zore believes that companies are placing too much emphasis on innovation which almost never generates customer value. Northwestern’s success stems from staying relevant to their consumers’ needs by making customer service and lower operating costs their highest priority.

Many dismiss the burgeoning ﬁeld of human relations as pop psychology. Human relations, instead, focuses on the complex interpersonal relationships between the people who work in any type of organization.

1935 Cliffe, S. 2007. “Business Library CEO Lynne Brindley on Helping to Spur Business Innovation.” HBR 85 (November, no. 11): 32–32.

1927 Roethlisberger, F. J. 1948. “Human Relations: Rare, Medium, or Well Done?” HBR 26 ( January, no. 1): 89–107. Roethlisberger, when attempting to generate a working deﬁnition of “human relations” reviews ﬁve books to demonstrate how this emerging ﬁeld utilizes concepts from psychology, sociology and anthropology.

1928 Gras, N. S. B. 1940. “The Growth of Rigidities.” HBR 18 (Spring, no. 3): 322–336. “Rigidities,” are described by Gras as the difﬁculties and resistance that enthusiastic and well-intentioned people encounter from within their organizations.

1929 Roethlisberger, F. J. 1938. “Social Behavior in Industry.” HBR 16 (Summer, no. 4): 424–435. Roethliberger’s ethnography focuses on the social dynamics and norms prevalent in factory environments based on interviews and observations of upper-

[“Conversation” Feature]— The British Library’s Lynne Brindley is interviewed on how the library’s mission and organizational culture has changed and whether this has led to a more user-friendly agency.

1936 Stadler, C. 2007. “The 4 Principles of Enduring Success.” HBR 85 ( July-August, no. 7/8): 62–72. Stadler describes how researchers are studying Europe’s best performing companies to benchmark what sets them apart from other large companies. Four ﬁndings emerged that indicate how top performers exploit existing assets before exploring new ones, diversify their business portfolios, remember their mistakes and are conservative about change.

1937 Eskew, M. 2007. “Stick with Your Vision.” HBR 85 ( July-August, no. 7/8): 56–57. [“Perspectives” Feature]— As CEO of United Parcel Service, Eskew stresses that research, scenario planning

1938–1950

Management

126

and effort are essential for gauging what consumers need over the next ﬁve to ten years.

1938 Mintzberg, H. 2007. “Productivity Is Killing the American Enterprise.” HBR 85 ( July/August, no. 7/8): 25–25. [“Forethought” Feature]— Mintzberg argues that employees and shareholders are both punished whenever research and development is slashed, brands are poorly funded or personnel is cut.

1939 Davies, G. and R. Chun. 2007. “To Thine Own Staff Be Agreeable.” HBR 85 ( June, no. 6): 28. [“Forethought” Feature]— A study found that when employee attitudes are high toward their employer, customer loyalty is likely to be greater, too.

1940 Sull, D. N. and C. Spinosa. 2007. “Promise-Based Management: The Essence of Execution.” HBR 85 (April, no. 4): 78–86. At its heart, every organization is a “dynamic network of promises” made between employees and their colleagues, clients or other stakeholders. Sull and Spinosa describe how critical initiatives often linger because of broken or poorly crafted promises.

1941 Rogers, P. and H. Saenz. 2007. “Make Your Back Ofﬁce an Accelerator.” HBR 85 (March, no. 3): 30–30. [“Forethought” Feature]— Rogers and Saenz discuss how administrative functions such as ﬁnance, human resource management and procurement might be restructured to enable ﬁrms to reduce their selling and administrative expenditures.

1942 Kaplan, R. S. and D. P. Norton. 2006. “How to Implement a New Strategy Without Disrupting Your Organization.” HBR 84 (March, no. 3): 100– 109. Kaplan and Norton ﬁnd that a management system based on their “balanced scorecard framework” (i.e., a company’s value is deﬁned and communicated through this “scorecard” when implementing and monitoring a particular strategy) is the best way way to align one’s strategy and structure.

1943 Charan, R. 2006. “Conquering a Culture of Indecision.” HBR 84 ( January, no. 1): 108–117. [“Best of HBR” (2001 article) Feature]— Charan ﬁnds that corporate underperformance often stems from ambivalence and indecision. Cultures of indecision can only be overcome through a leadership that is committed to fostering intellectual honesty and trust throughout the entire organization.

1944 Garvin, D. A. 2006. “All the Wrong Moves.” HBR 84 ( January, no. 1): 18–29. [“HBR Case Study” Feature]— Nutorim is a manufacturer of a popular performance enhancing sports supplement with an organizational culture that is inclusive and democratic. Some horrendous business mistakes is triggering a belief that the company’s ability to make prudent decisions is being stymied by this culture.

1945 Kaplan, R. S. and D. P. Norton. 2005. “The Ofﬁce of Strategy Management.” HBR 83 (October, no. 10): 72–80. Most ﬁrms suffer from a disconnect between strategy formulation and strategy execution. Establishing a dedicated unit to orchestrate both would help bridge this gap. This unit would also be a convenient focal point for ideas to percolate throughout an organization.

1946 _____. 2005. “The Balanced Scorecard: Measures That Drive Performance.” HBR 83 ( JulyAugust, no. 7): 172–180. [“Best of HBR” [1992] Feature]— Traditional measures of performance (e.g., return on equity and earnings per share) are inadequate. These measures worked well in the industrial era. They are, however, out-of-step with the skills and competencies that organizations must master in today’s environment. The “balanced scorecard” incorporates ﬁnancial measures based on actions already taken with operational measures that involve customer satisfaction, internal processes and the ability of an organization to improve.

1947 Mankins, M. C. and R. Steele. 2005. “Turning Great Strategy into Great Performance.” HBR 83 ( July-August, no. 7): 64–72. By examining an array of high performing ﬁrms, Mankins and Steele ﬁnd that the creation of tight links between planning and execution does much to close the gap between strategy and performance.

1948 Kirby, J. 2005. “Toward a Theory of High Performance.” HBR 83 ( July-August, no. 7): 30–39. [“HBR at Large” Feature]— Twenty-three years following the publication of Peters and Waterman’s book, In Search of Excellence, Kirby examines the writings of an array of academicians and consultants and discovers that tremendous strides have occurred in the development of a working deﬁnition on what constitutes a high performance company.

1949 Denrell, J. 2005. “Selection Bias and the Perils of Benchmarking.” HBR 83 (April, no. 4): 114– 119. [“HBR At Large” Feature]— Denrell argues that those who simply look at successful companies for their “best practices” are engaged in a practice that is doomed to fail. Successful companies possess an array of common traits; most notably, a resilience or ability to overcome initial setbacks. Hence, to grasp what makes a business successful, one needs to examine how a ﬁrm rebounds from setbacks and failures.

1950 Stewart, T. A. and L. O’Brien. 2005. “Execution Without Excuses.” HBR 83 (March, no. 3): 102–111. [An HBR Interview with Michael Dell and Kevin Rollins of Dell Computer]— Dell Computer is a particularly adept at entering new markets with impeccable timing. Michael Dell [Dell’s founder] and Kevin Rollins [current CEO] discuss how high expectations as well as execution that is disciplined, guide the company’s operations and its 53,000 employees.

127 1951 Ghemawat, P. 2004. “The Growth Boosters.” HBR 82 ( July-August, no. 7–8): 35–40. [“Books in Review” Feature]— Ghemawat’s literature review encompasses three recently published books on organizational effectiveness: Chris Zook’s Beyond the Core, Ram Charan’s Proﬁtable Growth Is Everyone’s Business, and the Adrian Slywotzky and Richard Wise book, How to Grow When Markets Don’t.

1952 Ulrich, D. and N. Smallwood. 2004. “Capitalizing on Capabilities.” HBR 82 ( June, no. 6): 119–127. [“HBR Spotlight” Feature]— By monitoring one’s organizational capabilities (i.e., top-notch leadership, a high-performance culture, and innovation prowess), a ﬁrm can make the most of its intangible assets. Doing so, translates those hard-to-deﬁne strengths into competitive advantages.

1953 Nohria, N., W. Joyce and B. Roberson. 2003. “What Really Works.” HBR 81 ( July, no. 7): 42–52. Nohria and his coauthors outline a set of management practices (i.e., their “4+2” formula) that are imperative for producing superior ﬁnancial performance on a sustained basis.

1954 Hammer, M. 2001. “The Superefﬁcient Company.” HBR 79 (September, no. 8): 82–91. Most companies do a good job at streamlining their internal processes. However, how they interact or share their processes with other companies is often a catastrophe.

1955 Sawhney, M. 2001. “Don’t Homogenize: Synchronize.” HBR 79 ( July-August, no. 7): 100–108. Sawhney discusses the synchronizing strategies that companies such as 3M, Thomson Financial and Proctor & Gamble use for becoming more efﬁcient.

1956 Reichheld, F. F. 2001. “Lead for Loyalty.” HBR 79 ( July-August, no. 7): 76–84. The higher the level of loyalty that a company engenders from its customers, workers, and suppliers, the more proﬁtable it will be.

1957 Huang, J. 2001. “A New Blueprint for Business Architecture.” HBR 79 (April, no. 4): 149–158. [“Different Voices” Feature]— Huang ﬁnds that the Internet does not render the physical world any less important. People still need social and sensual contact. Companies that prosper will be those that effectively integrate the physical with the virtual.

1958 Coutu, D. L. 2000. “Creating the Most Frightening Company on Earth: An Interview with Andy Law of St. Luke’s.” HBR 78 (September-October, no. 5): 142–150. Andy Law explains how St. Luke’s Communications constantly works to reinvent itself. This, in turn, is making St. Luke’s into one of the most successful advertising agencies throughout Great Britain.

1959 Sull, D. N. 1999. “Why Good Companies Go Bad.” HBR 77 ( July-August, no. 4): 42–52. [“Thinking About” Feature]— Inertia is an organiza-

Management

1951–1966

tional tendency to continue using established patterns of behavior. It is also a primary reason why seemingly successful ﬁrms often fail to react to major changes in their operating environment.

1960 Hagel, J., III and M. Singer. 1999. “Unbundling the Corporation: Customer Relations, Product Innovation and Infrastructure Functions.” HBR 77 (March-April, no. 2): 133–141. Interaction costs refer to the money and time spent on the exchange of goods, services and even ideas. Hagel and Singer explain that as businesses move into electronic networks, activities that companies traditionally considered integral to their business will be performed by new and specialized competitors who can perform them more efﬁciently and faster.

1961 Rucci, A. J., S. P. Kirm and R. T. Quinn. 1998. “The Employee-Customer-Proﬁt Chain at Sears.” HBR 76 ( January-February, no. 1): 82–98. Sears Roebuck radically changed how it does business. By doing this, Sears dramatically improved its ﬁnancial results in a turnaround that was a marked departure from the ﬁrm’s logic and culture.

1962 Kleiner, A. and G. Roth. 1997. “How to Make Experience Your Company’s Best Teacher.” HBR 75 (September-October, no. 5): 172–177. Experience can be one’s best teacher. It is not, however, the case in corporate life. Many companies stumble along, oblivious to the lessons learned in the past. Old ways of thinking are never discussed. This, in turn, spawns new mishaps. Kleiner and Roth advocate the use of “learning histories” to help enhance a ﬁrm’s success.

1963 de Geus, A. 1997. “The Living Company.” HBR 75 (March-April, no. 2): 51–60. Many companies fail because management is ﬁxated on making goods and services. They forget about their organization being a community of people. In contrast, companies who survive for long periods regard themselves as stewards of a long-standing enterprise. They foster growth and renewal, value proﬁts as necessary for existence and concentrate on developing people.

1964 Collis, D. J. and C. A. Montgomery. 1995. “Competing on Resources: Strategy in the 1990s.” HBR 73 ( July-August, no. 4): 118–128. Collins and Montgomery explain how their “resourcebased view” (RBV) framework portrays a business as “collection of capabilities” which helps determine the competitive advantages that a ﬁrm possesses.

1965 Drucker, P. F. 1994. “The Theory of the Business.” HBR 72 (September-October, no. 5): 95–107. Most corporations possess a “business theory.” Many ﬁrms, however, do not change this theory when their environmental and operating assumptions are no longer relevant. Drucker strongly urges organizations to keep examining their business theories or assumptions to see if they are still valid and, if not, make the necessary changes.

1966 Wormack, J. P. and D. T. Jones. 1994. “From Lean Production to the Lean Enterprise.” HBR 72 (March-April, no. 2): 93–105.

1967–1979

Management

128

A few companies make use of lean-production techniques. Firms also need to embrace the concept of a “lean enterprise.” Wormack and Jones deﬁne this as a group of individuals, functions, and companies who are legally separate but operationally synchronized. It ensures that a value stream supplies products and services in a way that provides maximum value to one’s clientele.

1967 Kaplan, R. S. and D. P. Norton. 1993. “Putting the Balanced Scoreboard to Work.” HBR 71 (September-October, no. 5): 134–149. Kaplan and Norton’s balanced scorecard provides a comprehensive framework for translating a ﬁrm’s strategic objectives into a coherent set of performance measures.

1968 Normann, R. and R. Ramirez. 1993. “From Value Chain to Value Constellation: Designing Interactive Strategy.” HBR 71 ( July-August, no. 4): 65–77. Successful companies, in today’s fast-paced environment, reinvent value by reconﬁguring the roles among their suppliers, partners and customers.

1969 Pearson, A. E. 1992. “Corporate Redemption and the Seven Deadly Sins.” HBR 70 (MayJune, no. 3): 65–75. Pearson focuses on the managerial errors that stymie a ﬁrms’ competitiveness. He also points out what companies should do to enhance their overall performance by setting higher standards, promoting innovation and developing a performance-based reward system for their highly motivated and skilled workers.

1970 Stone, N. 1992. “Building Corporate Character: An Interview with Stride Rite Chairman Arnold Hiatt.” HBR 70 (March-April, no. 2): 94–104.

1973 Howard, R. 1990. “Values Make the Company: An Interview with Robert Haas.” HBR. 68 (September-October, no. 5): 132–144. [An Interview with Robert Haas of Levi Strauss]— Robert Haas, as CEO of Levi Strauss, discusses why companies need to place more accountability, authority and information into the hands of their frontline employee, who, after all, are closest to Levi Strauss’s products and customers.

1974 Webber, A. M. 1990. “Consensus, Continuity, and Common Sense: An Interview with Compaq’s Rod Canion.” HBR 68 ( July-August, no. 4): 114–125. Compaq Computer’s CEO, Rod Canion, discusses Compaq’s corporate culture and the manner in which his company embraces consensus management.

1975 Bower, J. L. and T. M. Hout. 1990. “Business and Battles: Lessons from Defeat.” HBR 68 ( JulyAugust, no. 4): 48–53. [“For the Manager’s Bookshelf ” Feature]— In reviewing Cohen and Gooch’s Military Misfortunes: Lessons from Defeat, Bower ﬁnds relevance to America’s corporations, particularly the Big Three automakers during the 1970 to 1986 era. This was a period when strategies were predicated on outdated notions, organizations rooted in bureaucratic routines and leadership more interested in getting along than in winning battles.

1976 Chandler, A. D., Jr. 1990. “The Enduring Logic of Industrial Success.” HBR 68 (March-April, no. 2): 130–140. Chandler explains the logic with “ﬁrst mover” ﬁrms who possess a willingness to make large-scale investments in production, marketing, and management in order to exploit the economies of scale and scope.

Stride Rite chairman Arnold Hiatt discusses his shoe manufacturer’s progressive corporate practices. For example, a day care center and no-smoking policy creates a healthy work environment which has led to a proﬁtable company.

1977 Tichy, N. and R. Charan. 1989. “Speed, Simplicity, Self-Conﬁdence: An Interview with Jack Welch.” HBR 67 (September-October, no. 5): 112–121.

1971 Kaplan, R. S. and P. D. Norton. 1992. “The Balanced Scorecard: Measures That Drive Performance.” HBR 70 ( January-February, no. 1): 71–79.

Tichy and Charan interview with Jack Welch, CEO of General Electric, discusses how GE is being revitalized to be more ﬂexible and agile.

Managers are increasingly inclined to believe that the traditional measures of performance (e.g., return on equity and earnings per share) are inadequate. These measures worked well in the industrial era. They are, however, out-of-step with the skills and competencies companies need for today’s environment. The “balanced scorecard” incorporates ﬁnancial measures based on actions already taken and with operational measures involving customer satisfaction, internal processes and the organization’s ability to improve.

1978 Barwise, P., P. R. Marsh and R. Wensley. 1989. “Must Finance and Strategy Clash?” HBR 67 (September-October, no. 5): 85–90.

1972 Blaxill, M. F. and T. M. Hout. 1991. “The Fallacy of the Quick Overhead Fix.” HBR 69 ( JulyAugust, no. 4): 93–101. To remain viable and competitive, companies cannot simply reduce overhead expenditures. The real answer is creating robust manufacturing processes that enables ﬁrms to lower their overhead.

Barwise and his coauthors describe why marketing and ﬁnance departments each have an essential role in ensuring that a ﬁrm’s strategic investment is sound.

1979 Bower, J. L. 1988. “Fast-Cycle Capacity for Competitive Power.” HBR 66 (November-December, no. 6): 110–118. Bower and Hout emphasize that successful companies provide what consumers seek in terms of high quality, more innovative products, better customer service and lower costs. This is achieved by “systematically taking time out of their operations.” Fast-cycle companies are integrated systems that are designed to deliver value to consumers.

129 1980 Pearson, A. E. 1987. “Muscle-Build the Organization.” HBR 65 ( July-August, no. 4): 49–55. Pearson describes how organizations can be strengthened and provides new approaches for attracting and developing future organizational leaders.

1981 Bhide, A. 1986. “Hustle as Strategy.” HBR 64 (September-October, no. 5): 59–65. Savvy managers know that growth and proﬁtability come directly from superior execution through hustle and getting things done right.

Management

1980–1994

Organizational effectiveness depend in large part on the ability to integrate one’s workers with the orgranization’s goals of proﬁtability and continued existence.

1989 Wilkinson, J. J. 1968. “How to Manage Maintenance.” HBR 46 (March-April, no. 2): 100– 111. Traditionally perceived as a lost cause, Wilkinson describes opportunities that exist for increasing the productivity of maintenance personnel in addition to reducing costs.

1982 Hirsch, R. F. 1986. “How Success Short-Circuits the Future.” HBR 64 (March-April, no. 2): 72–77.

Public Interest Topics

Using the electric utility industry for illustration purposes, Hirsch describes how easy it is for top management to be blindsided from years of success. Utility executives neglected to challenge many of their assumptions on technological progress and growth until bankruptcy and other maladies occurred.

1990 Barner, M. 2007. “Be a Socially Responsible Citizen.” HBR 85 ( July-August, no. 7/8): 59–60.

1983 Carroll, D. T. 1983. “A Disappointing Search for Excellence.” HBR 61 (November-December, no. 6): 78–88.

1991 Brugham, J. and C. K. Prahalad. 2007. “Creating Business’s New Social Compact.” HBR 85 (February, no. 2): 80–90.

[“For the Manager’s Bookshelf ” Feature]— With Peters and Waterman’s book, In Search of Excellence, now a year old, Carroll questions a number of Peters and Waterman’s assertions.

1984 Blodgett, T. B. 1983. “Cadbury Schweppes: More Than Chocolate and Tonic.” HBR 61 ( January-February, no. 1): 134–144. [An Interview with Sir Adrian Cadbury]— Cadbury Schweppes is a British company known for its humane and farsighted outlook. Adrian Cadbury discusses his company’s decentralized decision-making, emphasis on shared values and goals along with its human resources management philosophy.

1985 Shapiro, B. P. 1977. “Can Marketing and Manufacturing Coexist?” HBR 55 (September-October, no. 5): 104–114. Shapiro discusses the historical tensions between a company’s manufacturing and marketing divisions and then offers ways to alleviate this rift.

1986 Hackett, J. T. 1974. “Drawbacks of Continuing Corporate Growth.” HBR 52 ( January-February, no. 1): 6–8. [“Ideas in Action” Feature]— Hackett explores the detrimental effects that “bigness” has on a ﬁrm’s operations.

1987 Houston, B. 1972. “Let’s Put More Spirit in de Corporation.” HBR 50 (November-December, no. 6): 55–61. The intangible element of “esprit de corps” is one thing that separates healthy companies from “decrepit” ones. Houston also explains how cash ﬂow is a critical component of a healthy company.

[“Perspectives” Feature]— Barner, as IKEA’s communications director, discusses how business can improve the environment and be socially responsible by using strategic planning principles.

Some companies are now devoting attention to consumers from the Third World and other impoverished areas. Moreover, nongovernmental organizations (NGOs) are creating their own businesses to provide jobs and beneﬁts for poverty-stricken people. Brugham and Prahalad focus on how companies and NGOs can ﬁnd mutual beneﬁt as partners.

1992 Porter, M. E. and M. R. Kramer. 2006. “Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility.” HBR 84 (December, no. 12): 78–92. Corporate social responsibility is an inescapable priority for business leaders in every sector. The prevailing approaches to social responsibility, however, seem disconnected from corporate strategy. Porter and Kramer offer a fundamentally different way to examine the relationship between business and society that does not treat corporate growth and social welfare as a zero-sum game.

1993 Paine, L., R. Deshpande, J. D. Margolis and K. E. Bettcher. 2005. “Up to Code: Does Your Company Meet World Class Standards?” HBR 83 (December, no. 12): 122–133. [“Best Practice” Feature]—Codes of conduct have long been a feature of corporate life. In response to corporate corruption, dozens of industry, government, investor, and other worldwide groups have proposed codes and guidelines to govern corporate behavior. The Global Business Standards [GBS] Codex contains a set of overarching principles and conduct standards for putting those principles into practice. This code can easily be benchmarked by those wishing to follow suit.

1994 Zadek, S. 2004. “The Path to Corporate Re-

1988 Miner, J. B. 1968. “Bridging the Gulf in Or-

sponsibility.” HBR 82 (December, no. 12): 125–132.

ganizational Performance.” HBR 46 ( July-August, no. 4): 102–110.

[“Best Practice” Feature]— Having been under tremendous pressure from corporate and social activists,

1995–2008

Management

130

Zadek describes how Nike transformed itself from a “poster child” for corporate irresponsibility to a progressive leader who champions ethical business practices.

1995 Dunn, D. and K. Yamashita. 2003. “Microcapitalism and the Megacorporation.” HBR 81 (August, no. 8): 46–54. Hewlett-Packard’s perspective on corporate social responsibility goes beyond writing checks to charities. The company applies its own competencies and enlists key partners to help troubled regions overcome barriers to economic progress. In the process, HP learns to compete in the developing world.

1996 Cone, C. L., M. A. Feldman and A. T. DaSilva. 2003. “Causes and Effects.” HBR 81 ( July, no. 7): 95–101. [“Best Practice” Feature]— As companies put their names and resources to ﬁghting breast cancer and child hunger, Cone and her coauthors contend that these companies should determine whether these public interest endeavors meet their business objectives.

1997 Rosen, S., J. Simon, J. R. Vincent and W. MacLeod. 2003. “AIDS Is Your Business.” HBR 81 (February, no. 2): 80–87. Rosen and her coauthors argue how the twin rationales of globalization strategies: cheap labor and fastgrowing markets are threatened by the AIDS epidemic. AIDS prevention and treatment will pay off in ﬁnancial terms since a workforce is likely to be more productive and less costly.

1998 Florida, R., R. Cushing and G. Gates. 2002. “When Social Capital Stiﬂes Innovation.” HBR 80 (August, no. 8): 20–20. [“Forethought” Feature]— Florida and his coauthors disagree on the notion that social capital (i.e., a strong social network) fuels productivity and innovation.

1999 Martin, R. L. 2002. “The Virtue Matrix: Calculating the Return on Corporate Responsibility.” HBR 80 (March, no. 3): 68–75. Executives wanting to make their organizations more socially responsible are likely to confront many obstacles. Martin developed a “virtue matrix” for analyzing and seeing how these forces interact.

2000 Meyerson, D. E. 2001. “Radical Change, The Quiet Way.” HBR 79 (October, no. 9): 92–100. Knowledge workers often try to change a company’s assumptions, practices or values when they feel their company is wrong. Meyerson describes the uncomfortable dilemma they encounter when they do speak out. Resentment is directed toward them when they speak up too loudly. Conversely, anger gnaws at them when they remain silent.

2001 Holliday, C. 2001. “Sustainable Growth the DuPont Way.” HBR 79 (September, no. 8): 129–134. [“Best Practice” Feature]— Sustainable growth seeks to affect more of the world’s people through developing markets which promote and sustain economic prosperity, social equity, and environmental integrity. As CEO

of DuPont, Holliday describes how the company developed a three-pronged approach for translating the concept of sustainability into nuts-and-bolts business practices.

2002 Fondation, L., P. Tufano and P. Walker. 1999. “Collaborating with Congregations: Opportunities for Financial Services in the Inner City.” HBR 77 ( July-August, no. 4): 57–68. Traditional ﬁnancial service companies ﬁnd it too costly to serve inner-city residents. However, by working with social service groups, most notably, the churches, these ﬁnancial service companies can do more to bring prosperity to inner-city America.

2003 Kanter, R. M. 1999. “From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation.” HBR 77 (May-June, no. 3): 122– 133. Many top companies are realizing that working to resolve the social problems plaguing the United States energizes their development as a business.

2004 Kaku, R. 1997. “The Path of Kyosei.” HBR 75 ( July-August, no. 4): 55–63. [“Thinking About” Feature]— Many global companies believe they have a moral duty to respond to the world’s problems. They are, however, unsure of what to do and, at the same time, generate a reasonable proﬁt for their shareholders.

2005 Rangan, V. K., S. Karim and S. Sandberg. 1996. “Doing Better at Doing Good.” HBR 74 (May-June, no. 3): 42–54. Rangan and his coauthors examine why “socialchange” initiatives such as smoking cessation, cancer testing or birth control campaigns often fail.

2006 Tahija, J. 1993. “Swapping Business Skills for Oil.” HBR 71 (September-October, no. 5): 64– 77. [“World View” Feature]— Transnational corporations should be engaging in certain social responsibilities when involved in the Third World. Tahija also urges companies to send their most socially-skilled people overseas.

2007 Nichols, N. A. 1993. “Third-World Families at Work: Child Labor or Child Care?” HBR 71 ( January-February, no. 1): 12–23. [“HBR Case Study” Feature]— Nichol’s case study involves a vice president of a clothing manufacturer who discovers Pakistani girls, as young as ten, working in one of his ﬁrm’s plants.

2008 Bane, M. J. and D. T. Ellwood. 1991. “Is American Business Working for the Poor?” HBR 69 (September-October, no. 5): 58–66. [“In Question” Feature]— Poverty directly harms economic competitiveness and becomes a business issue since most poor people are part of the current or future U.S. workforce. As such, the challenge for American business is to fashion poverty policies that encourages work, strengthens families, but does not put undue burden on employers.

131

Management

2009–2023

2009 Kirp, D. L. 1989. “Uncommon Decency: Paciﬁc Bell Responds to AIDS.” HBR 67 (May-June, no. 3): 140–151.

convincingly present themselves as individuals who care about the world in which they live.

Kirp describes why San Francisco’s Paciﬁc Bell Company recognized AIDS as a factor in their corporate environment and company’s philosophy.

Third World.” HBR 57 (May-June, no. 3): 68–72.

2010 Blodgett, T. B. 1989. “Why General Mills Mixes in Health Care.” HBR 67 (March-April, no. 2): 32–34. [“Ideas for Action” Feature]— Blodgett describes why General Mills embarked on a social cause with Altcare, a nonproﬁt organization, to ﬁnd ways that are more costeffective to provide the elderly with health care.

2011 Drier, P., D. C. Schwartz and A. Greiner. 1988. “What Every Business Can Do About Housing.” HBR 66 (September-October, no. 5): 52–61. [“Special Report” Feature]— American business is adversely affected when housing costs are exorbitant, particularly in cities like Boston or San Francisco. As a result, labor shortages are transpiring or ﬁrms are opting to move out of the metropolitan area. The authors advocate federal government assistance to implement community housing partnerships.

2012 Avishai, B. 1987. “Managing Against Apartheid.” HBR 65 (November-December, no. 6): 49–56. [An Interview with Anthony H. Bloom]— Bloom, a leading South African businessman, contends that black rule is inevitable and that international trade sanctions are a catastrophe. Moreover, American companies need to remain in South Africa as model for “civilized behavior.”

2013 Beaty, D. T. and O. Harari. 1987. “South Africa: White Managers, Black Voices.” HBR 65 ( July-August, no. 4): 98–105. From in-depth interviews with black workers in South Africa, Beaty and Harari ﬁnd that South African blacks see the workplace as an extension of apartheid. Hence, their productivity is inseparable from their politics.

2014 Blodgett, T. B. 1987. “A Hand Up, Not a Handout.” HBR 65 ( July-August, no. 4): 84–90. [An Interview with E. Cabell Brand]— Brand, a businessman and consultant in Virginia, discusses the “Total Action Against Poverty” (TAP) program that he spearheaded, to lift the poor out of isolation and into the socio-economic mainstream.

2015 Price, R. M. 1984. “Commitment Without Involvement.” HBR 62 (September-October, no. 5): 162–172. [“For the Manager’s Bookshelf ” Feature]— Price reviews Irving Shapiro’s book, Americs’s Third Revolution: Public Interest and the Private Role on how business can better meet its responsibility for creating social justice and equality.

2016 Finn, D. 1980. “Public Invisibility of Corporate Leaders.” HBR 58 (November-December, no. 6): 102–110. Finn writes on the failure of corporate executives to

2017 Goldberg, R. A. 1979. “Food Supply and the [“For the Manager’s Bookshelf ” Bookshelf ]— Goldberg’s literature review assesses Wortman and Cummings’s To Feed This World: The Challenge and the Strateg y; Food First: Beyond the Myth of Scarcity by Lappe and Collins along with Susan George’s How the Other Half Dies: The Real Reason for World Hunger.

2018 Palmieri, V. H. 1979. “Corporate Responsibility and the Competent Board.” HBR 57 (MayJune, no. 3): 46–48. [“From the Boardroom” Feature]— Palmieri explains how the goals of traditional constituencies such as stockholders or employees differ markedly from those of public constituencies (e.g., environmentalists or consumer groups). Moreover, corporations must be capable of balancing these differing constituencies.

2019 Burford, V. L. and A. I. Esposito. 1978. “Today’s Executive: Private Steward and Public Servant.” HBR 56 (March-April, no. 2): 94–101. [An Interview with Irving S. Shapiro]— Shapiro emphasizes that 30 to 40 percent of a CEO’s time is spent making the American corporate system work in a more socially conscious manner.

2020 Marcus, E. and R. L. Heaton. 1977. “‘Bad Day at Bunker Point.’” HBR 55 ( January-February, no. 1): 10–12, 164. [“Ideas for Action” Feature]— Gulf Oil implemented a training program for its managers to recognize that Gulf ’s ability to live and work in any community is contingent on community good will.

2021 Daniells, L. M. 1976. “On Business, Society, and the Environment.” HBR 54 (September-October, no. 5): 170–172. [“For the Manager’s Bookshelf ” Feature]— Daniells assesses (i) Ackerman’s (1975) The Social Challenge to Business; (ii) The Corporate Conscience by Linowes; along with (iii) Jacoby’s (1973) Corporate Power and Social Responsibility: A Blueprint for the Future.

2022 Watson, J. G. and C. D. Rowe. 1976. “A Company Seeks Proﬁts with a Sioux Indian Tribe.” HBR 54 ( July-August, no. 4): 7–10. [“Ideas for Action” Feature]— Watson and Rowe explain the camouﬂage net assembly plant that the Brunswick Company established with Native American citizens in North Dakota.

2023 Kipp, L. J. 1976. “Books for the Thoughtful Executive.” HBR 54 (March-April, no. 2): 38–40, 158. [“For the Manager’s Bookshelf ” Feature]— Several books involving management and the public interest are reviewed, such as: Stone’s Where the Law Ends: The Social Control of Corporate Behavior as well as Measuring Business’s Social Performance: The Corporate Social Audit by Corson and Steiner.

2024–2040

Management

132

2024 Golden, L. L. L. 1975. “Corporations Cannot Continue to Be Faceless.” HBR 53 (SeptemberOctober, no. 5): 6–8.

advocates federal contracting prorgrams which target inner-city businesses and seeks tax beneﬁts for ﬁrms working in the public interest.

[“Ideas for Action” Feature]— Golden argues that business’s lack of credibility stems from business being unwilling to speak out on issues of wide national concern.

2033 Bauer, R. A. and D. H. Fenn, Jr. 1973. “What Is a Corporate Social Audit?” HBR 51 ( January-February, no. 1): 37–48.

2025 Blodgett, T. B. and C. W. Pope. 1975. “The Corporation and Its Obligations.” HBR 53 (MayJune, no. 3): 127–138.

Bauer and Fenn assess the problems inherent in a social audit and then offer a general scheme for ﬁrst-time audits.

[An Interview with C. Peter McColough of Xerox Corporation]— McColough discusses Xerox’s commitment and obligations to constituencies beyond its stockholders.

2026 Banks, L. 1975. “The Mission of Our Business Society.” HBR 53 (May-June, no. 3): 57–65. Banks assesses the balance between American business with government and other elements of American society and whether business possesses the ﬂexibility to accommodate society’s changing needs and values.

2027 Pati, G. C. 1974. “Business Can Make ExConvicts Productive.” HBR 52 (May-June, no. 3): 69–78. Some managers are discovering that, with proper training and counseling, male and female convicts can be reliable and highly productive employees.

2028 Bogart, L. 1973. “The Future of Retailing.” HBR 51 (November-December, no. 6): 16–32, 176. [“Thinking Ahead” Feature]— Bogart discusses survey results of department, chain, and discount store executives on how American retailers can help with an array of economic and social challenges.

2029 Ackerman, R. W. 1973. “How Companies Respond to Social Demands.” HBR 51 ( July-August, no. 4): 88–98. Ackerman discusses the cost for corporate social responsibility and wonders if this can be factored into the proﬁt strategies of top management.

2030 Hecht, J. L. 1973. “Employers Join to Promote Open Housing.” HBR 51 ( July-August, no. 4): 14, 150–152. [“Ideas for Action” Feature]— Hecht discusses why many companies are collaborating to promote fair housing policies.

2031 Andrews, K. R. 1973. “Can the Best Corporations Be Made Moral?” HBR 51 (May-June, no. 3): 57–64. Andrews focuses on public responsibility in a private corporation and why it is incumbent for chief executive ofﬁcers to incorporate social concerns into their corporate objectives.

2032 McCall, D. B. 1973. “Proﬁt: Spur for Solving Social Ills.” HBR 51 (May-June, no. 3): 46–54, 180–182. [“Thinking Ahead” Feature]— For business to help solve society’s problems, McCall contends that any solution must have a proﬁtability component to it. He also

2034 Berg, A. 1972. “Industry’s Struggle with World Malnutrition.” HBR 50 (November-December, no. 1): 130–141. Few world problems are more critical than malnutrition which American industry is best equipped to solve. Technical failures, pricing errors, distribution snags and friction with foreign governments, however, have wreaked havoc on this happening.

2035 Briscoe, R. 1971. “Utopians in the Marketplace.” HBR 49 (September-October, no. 5): 4–10, 134, 149–152. [“Special Report” Feature]— Briscoe assesses some common complaints about corporate practices and then describes how one group of critics formed a consumer cooperative.

2036 Rockefeller, R. C. 1971. “Turn Public Problems to Private Account.” HBR 49 ( January-February, no. 1): 131–138. Rockefeller warns corporate executives how they must ﬁnd ways to make company objectives more relevant to society’s major concerns.

2037 Cohn, J. 1970. “Is Business Meeting the Challenge of Urban Affairs?” HBR 48 (March-April, no. 2): 68–82. McKinsey & Company surveyed 247 major American corporations on their social problem-solving experiences. Cohn, the lead investigator, offers suggestions for companies interested in developing corporate urban affairs programs.

2038 Miller, I. 1969. “Business Has a War to Win.” HBR 47 (March-April, no. 2): 4–12, 164–168. [“Thinking Ahead” Feature]—Miller calls on the business community to lead in the ﬁght against America’s domestic troubles which are compounding in scope and complexity.

2039 Collier, A. T. 1968. “Business Leadership and a Creative Society.” HBR 46 ( January-February, no. 1): 154–168. [“HBR Classic” Feature]— Corporate leaders must possess a vision that is predicated on a future built by people from all races, creeds, and backgrounds. Collier demands that this be driven by cooperation and togetherness.

2040 Hazard, L. 1968. “Business Must Put Up.” HBR 46 ( January-February, no. 1): 2–12, 168–170. [“Thinking Ahead” Feature]—Hazard shows how important an executive’s skills are for developing programs for abolishing poverty.

133 2041 Silver, I. 1967. “The Corporate Ombudsman.” HBR 45 (May-June, no. 3): 77–87. As the “corporate conscience,” an ombudsman can investigate complaints, dispense justice, check excesses, and help assure fair and equal treatment to one’s employees and consumers.

2042 Champion, G. 1967. “Creative Competition.” HBR 45 (May-June, no. 3): 61–67. Corporate support for urban renewal, education, retraining, the environment, and other social problems areas embody the greatness of the public and private sectors of the American economy.

2043 Scanlon, J. J. 1967. “How Much Should a Corporation Earn.” HBR 45 ( January-February, no. 1): 4–20, 186–187. [“Thinking Ahead” Segment]— Scanlon explores the earnings levels required for American businesses to meet national objectives.

2044 Broehl, W. G., Jr. 1966. “Insights Into Business and Society.” HBR 44 (May-June, no. 3): 6–16. [“Keeping Informed” Feature]— Browhl discusses some emerging viewpoints relevant to the public responsibilities of American business.

2045 Drucker, P. F. 1965. “Is Business Letting Young People Down?” HBR 43 (November-December, no. 6): 49–55. Management faces a critical problem with its response to the demands, expectations, and pressures of American youth who seek a more rational and purposeful approach from American business.

2046 Austin, R. W. 1965. “Responsibility for Social Change.” HBR 43 ( July-August, no. 4): 45–52.

Management

2041–2057

2050 _____. 1962. “Conservative Labor/Radical Business.” HBR 40 (March-April, no. 2): 80–92. Entrepreneurs are typically conservative on social and political topics and then radical on technical and entrepreneurial issues. Selekman argues how businesspeople must acknowledge their responsibility to ease the social unrest caused by the technical revolution they helped ignite.

2051 Drucker, P. F. 1962. “Big Business and the National Purpose.” HBR 40 ( January-February, no. 2): 49–59. Drucker argues that the American public is no longer hostile to big business and looks to corporate executives for leadership in this era of frightening change.

2052 Selekman, B. M. 1961. “Businessmen in Power.” HBR 39 (September-October, no. 5): 95– 110. As potent scientiﬁc discoveries are developed into speciﬁc technologies and machines, management’s authority will dramatically increase. Selekman wonders if management will use these new powers to enrich society or pursue a “survival of the ﬁttest” ethos.

2053 Baum, M. 1960. “The Case for Business Civilization.” HBR 38 (November-December, no. 6): 56–64. Baum castigates the critics of business who also label American society as being materialistic, juvenile, and having no respect for the arts.

2054 Byron, W. J. 1960. “Needed: Local Leadership in Depressed Areas.” HBR 38 ( July-August, no. 4): 115–124.

Austin chastises top management for not broadening its view of social changes that are taking place.

Byron offers a number of ideas for local communities — through its corporate executives, organized labor and local governments — to utilize for alleviating one’s unemployment problems.

2047 Saﬁre, W. L. 1965. “Financial Adventure of James Debenture.” HBR 43 (May-June, no. 3): 110– 118.

2055 Finn, D. 1959. “Struggle for Ethics in Public Relations.” HBR 37 ( January-February, no. 1): 49–58.

Saﬁre’s parody on the James Bond novels illustrates the serious social responsibilities corporations have. In addition, Saﬁre discusses the dangers that exist when government exercises greater control on American business.

With industry being more public relations focused, company executives are confronted by a responsibility to serve the public interest in the course of their business activities.

2048 Taylor, J. F. A. 1965. “Is the Corporation Above the Law?” HBR 43 (March-April, no. 2): 119– 130.

2056 Toynbee, A. J. 1958. “Will Businessmen Be Civil Servants.” HBR 36 (September-October, no. 5): 23–38, 164–170.

Maintaining that the corporation is the “representative agency” in modern industrial society, Taylor argues that the problems that exist in governing modern corporations are best solved by deﬁning when a ﬁrm’s independence encroaches on the public interest.

[“Thinking Ahead” Feature]— Toynbee ﬁnds that present-day society is in danger of losing its creativity which stem from its preoccupation with global peace, organization, administration and efﬁciency.

2049 Selekman, B. M. 1962. “Call for Business Statesmanship.” HBR 40 ( July-August, no. 4): 20–22. Published posthumously, Selekman argues how management, labor and government must work harmoniously if the beneﬁts of the scientiﬁc revolution are to be tapped.

2057 Cary, C. O. 1958. “Can Corporations Act as Partner?” HBR 36 (May-June, no. 3): 139–152. [“Thinking Ahead” Feature]—Cary discusses the need to adopt corporate structures for present day realities given how our economy is on the threshold of exploiting a wide array of scientiﬁc and technological frontiers.

2058–2072

Management

134

2058 Collier, A. T. 1953. “Business Leadership in a Creative Society.” HBR 31 ( January-February, no. 1): 29–38. Corporate leaders need a vision that is predicated on a boundless future and crafted by people from all races, creeds, and backgrounds.

2059 Welcker, J. W. 1949. “The Community Relations Problem of Industrial Companies.” HBR 27 (November, no. 6): 771–780. Welcker investigates some factors that inﬂuence how manufacturers are perceived in their community.

2060 Ballaine, F. K. 1947. “Businessmen and the Community Forum.” HBR 25 (Spring, no. 3): 372– 384. Ballaine chastises the business community’s indifference to community activities, particularly at a time when business must demonstrate its responsibilities as corporate citizens.

2061 Donham, W. B. 1933. “Failure of Business Leadership and the Responsibility of the Universities.” HBR 11 ( July, no. 4): 418–435. Donham laments how business leaders have little grasp of their interdependence with America’s societal and educational structures.

2062 _____. 1931. “Can American Business Meet the Present Emergency?” HBR 9 (April, no. 3): 257– 269. Western Civilization will be at risk if American business neglects to develop a sound plan that encompasses a social and egalitarian ethos.

2063 Usher, A. P. 1924. “The Inﬂuence of American Business on National Life.” HBR 2 (April, no. 3): 257–267.

Model for Innovation.” HBR 84 (March, no. 3): 58–66. Procter and Gamble’s growth historically came from its in-house research and development. A new CEO at Procter and Gamble detected that the payoffs from inhouse R&D were diminishing. As such, Procter and Gamble embraced a “connect and develop” model by scouring the outside world for proven technologies, packages and products that P&G could improve and then market. This approach enabled Procter and Gamble to increase its R&D productivity by nearly 60 percent.

2067 Nohria, N. 2005. “Feed R&D — or Farm It Out?” HBR 83 ( July-August, no. 7): 17–28. [“HBR Case Study” Feature]— RLK Media built its reputation as a manufacturer of high-end and critically acclaimed electronic products. To slash R&D costs, the company is considering outsourcing its software development efforts to India. RLK’s CEO is warned by his chief scientist that this will wreak havoc on the ﬁrm’s productivity efforts and cause RFK to lose its market orientation.

2068 Hamel, G. and G. Getz. 2004. “Funding Growth in an Age of Austerity.” HBR 82 ( July-August, no. 7–8): 76–84. Many organizations are cutting expenditures by subjecting product development programs to rigorous costbeneﬁt analysis. Hamel and Getz argue that frugality is not a growth strategy and that little correlation exists between corporate performance and the amount spent on innovation.

2069 Chesbrough, H. W. 2003. “A Better Way to Innovate.” HBR 81 ( July, no. 7): 12–13.

Usher argues that more emphasis needs to be placed on business’s role in American society.

[“Forethought” Feature]— Chesbrough looks at what leading-edge companies do to harvest ideas from outside their organization. These companies and the organizations that they outsource with both beneﬁt by sharing their R&D with others even when it is their competition.

Research and Development

2070 Brown, J. S. 2002. “Research That Reinvents

2064 Scinta, J. 2007. “Where More R&D Dollars Should Go.” HBR 85 ( July-August, no. 7/8): 26–26.

the Corporation.” HBR 80 (August, no. 8): 105–114.

[“Forethought” Feature]— American ﬁrms now spend more on research and development than they did several years ago. Scinta worries that most of this is spent on new product development at the expense of long-term innovation efforts.

2065 Lakhani, K. R. and L. B. Jeppesen. 2007. “Getting Unusual Suspects to Solve R&D Puzzles.” HBR 85 (May, no. 5): 30–30. [“Forethought” Feature]— People on the outside of an organization often have innovative solutions for even the toughest R&D problems. The authors describe how their company is similar to a temporary placement agency in that it posts corporate R&D problems, along with monetary rewards, for outsiders to solve.

2066 Huston, L. and N. Sakkab. 2006. “Connect and Develop — Inside Procter & Gamble’s New

[reprinted from the January-February 1991 issue of HBR]— As companies try to keep pace with rapid technological changes and cope with unstable business environments, their research departments must continuously design new technological products and other innovative developments. Xerox’s Palo Alto Research Center (PARC) is cited because of its prototypes of new technologies, products and new work practices.

2071 Thomke, S. 2002. “Enlightened Experimentation: The New Innovation.” HBR 79 (February, no. 2): 66–75. The high cost of experimentation places a damper on the attempts of ﬁrms to create new products. Thomke ﬁnds that companies can take innovation to higher levels by rethinking or revamping their R&D process from the ground up.

2072 Kuemmerle, W. 1997. “Building Effective

135 R&D Capabilities Abroad.” HBR 75 (March-April, no. 2): 61–72. To remain competitive, Keummerle explains how companies are building global research and development (R&D) networks.

2073 Iansiti, M. 1993. “Real-World R&D: Jumping the Product Generation Gap.” HBR 71 (MayJune, no. 3): 138–149. System-focused ﬁrms organize teams of researchers, engineers and executives early in the R&D process. To examine how different technologies affect the manufacturing process and product design, Iansiti studied twelve mainframe computer companies and found that systemfocused ﬁrms were the most economical in how they achieved the best product improvements.

2074 Kodama, F. 1992. “Technology Fusion and the New R&D.” HBR 70 ( July-August, no. 4): 70– 78. Companies wanting to stay ahead of the pack must move beyond the traditional “breakthrough” approach to research and development. They must, instead, embark on a strategy of technology fusion which blends several previously separate ﬁelds of technology.

2075 Kantrow, A. M. 1986. “Industrial R&D: Looking Back to Look Ahead.” HBR 64 ( July-August, no. 4): 40–52. [“For the Manager’s Bookshelf ” Feature]— Kantrow reviews recently published books on the research laboratories of Bell Labs and General Electric as well as some biographies on a variety of R&D pioneers.

2076 Lee, T. H., J. C. Fisher and T. S. Yau. 1986. “Is Your R&D on Track?” HBR 64 ( January-February, no. 1): 34–44. [“Getting Things Done” Feature]— Lee and his coauthors offer a method for assessing the progress of individual R&D projects along with one’s overall R&D program.

2077 Fusfeld, H. I. and C. S. Haklisch. 1985. “Cooperative R&D for Competitors.” HBR 63 (November-December, no. 6): 60–76. [“Special Report” Feature]— Global competition has driven many companies to abandon their “go-it-alone” R&D strategy. As such, many ﬁrms are establishing cooperative research and development organizations with their competitors.

Management

2073–2087

2080 Merten, U. and S. M. Ryu. 1983. “What Does the R&D Function Actually Accomplish?” HBR 61 ( July-August, no. 4): 24–28. [“Ideas for Action” Feature]— Few corporate relationships are more troubled than that between R&D and top management because the two parties have never found common ground on what constitutes the R&D process.

2081 Frohman, A. L. 1982. “Technology as a Competitive Weapon.” HBR 60 ( January-February, no. 1): 97–104. Frohman warns that increasing R&D expenditures are no guarantee that a ﬁrm can exploit its technology as a competitive weapon.

2082 Mansﬁeld, E. 1981. “How Economists See R&D.” HBR 59 (November-December, no. 6): 98– 106. Mansﬁeld discusses the signiﬁcant body of research that research and development (r&d) has on a ﬁrm’s ﬁnancial performance and market share.

2083 Balthasar, H. U., R. A. Boschi and M. M. Menke. 1978. “Calling the Shots in R&D.” HBR 56 (May-June, no. 3): 151–160. A ﬂow of new products, while difﬁcult to achieve, can pay off psychologically and provide a steady growth of revenue and proﬁts. Bathasar and his coauthors focus on the way a Swiss pharmaceutical company forecasts its R&D efforts.

2084 Thompson, P. H. and G. W. Dalton. 1976. “Are R&D Organizations Obsolete?” HBR 54 (November-December, no. 6): 105–116. Thompson and Dalton examine whether creative and innovative engineers become obsolete like machinery or if it is the organization becomes obsolete in how they stymie individual development.

2085 Brooks, H. 1972. “What’s Happening to the U.S. Lead in Technology.” HBR 50 (May-June, no. 3): 110–118. Until recently, it was generally felt that the United States had a comfortable lead over the rest of the world in basic research and technology. Brooks describes how this changed with the resurgence of industry in Western Europe and Japan, the concentration of research and development in the American aerospace and defense industries as well as the current state of graduate scientiﬁc education.

R&D.” HBR 63 (May-June, no. 3): 124–128.

2086 Quinn, J. B. 1971. “Next Big Industry: Environmental Improvement.” HBR 49 (September-October, no. 5): 120–131.

By examining Bell Labs and GE’s Research and Development Center, Schmitt describes the strategic choices faced by corporate R&D managers.

Quinn predicts that the environmental movement might produce proﬁtable new markets for business expansion.

2079 Roussel, P. A. 1983. “Cutting Down the Guesswork in R&D.” HBR 61 (September-October, no. 5): 155–160.

2087 Coddington, D. C. and J. G. Milliken. 1970.

Top management’s difﬁculty in selecting worthwhile R&D projects stems largely from an inability to communicate with their R&D staff.

Federal contract research centers (e.g., with the Pentagon, NASA, the Atomic Energy Commission and other government agencies) are signiﬁcant to business execu-

2078 Schmitt, R. W. 1985. “Successful Corporate

“Future of Federal Contract Research Centers.” HBR 48 (March-April, no. 2): 103–116.

2088–2104

Management

136

tives for the important role they play in developing expensive technologies that private industry would never risk undertaking.

[“Thinking Ahead” Feature]—Ulin discusses industrial research throughout the United States and the relationship that exists between research, new products and the level of capital expenditures.

2088 McGlauchlin, L. D. 1968. “Long Range Technical Planning.” HBR 46 ( July-August, no. 4): 54–64.

2097 Rubenstein, A. H. 1957. “Guides to R&D.” HBR 35 (May-June, no. 3): 133–146.

McGlauchlin describes how a large, multi-division company coordinates its research efforts in conjunction with its engineering and marketing capabilities.

[“Looking Around” Feature]— Rubenstein’s literature review focuses on why corporate research and development efforts are critical in this day-and-age,

2089 Lawrence, P. R. and J. W. Lorsch. 1967. “New Management Job: the Integrator.” HBR 45 (November-December, no. 6): 142–151.

2098 Stolz, R. K. 1957. “Planning: Key to Research Success.” HBR 35 (May-June, no. 3): 82–88.

With the rapid rate of market and technological change, executives are increasingly concerned about the difﬁculty in achieving a uniﬁed effort throughout r&dintensive organizations.

2090 Cook, L. G. 1966. “How to Make R & D More Productive.” HBR 44 ( July-August, no. 4): 145–153. Cook examines the problems involved with controlling research and development costs and pushes for a program appraisal staff so that R & D expenditures can be better focused on programs having the most promise.

2091 Cooper, A. C. 1964. “R&D Is More Efﬁcient in Small Companies.” HBR 42 (May-June, no. 3): 75–83. Cooper pursues whether there is a substantial difference in how new products are developed among different size companies.

2092 Drucker, P. F. 1963. “Twelve Fables of Research Management.” HBR 41 ( January-February, no. 1): 103–108. Though the number of researchers doubled over the last ten years, the number of people who are known as research administrators, coordinators, expediters is growing at an even faster pace.

2093 Quinn, J. B. and J. A. Mueller. 1963. “Trans-

Top management must make systematic planning with its research endeavors a higher priority.

2099 Rubenstein, A. H. 1957. “Setting Criteria for R&D.” HBR 35 ( January-February, no. 1): 95–104. Attempts to apply standard control and evaluation techniques to research and development efforts are difﬁcult and typically lead to misunderstanding between management and company researchers.

2100 Arnold, P. M. 1954. “Why Not Try Cooperative Research?” HBR 32 ( July-August, no. 4): 115– 122. Despite its cost and complexities, Arnold explains why competing ﬁrms need to engage in research and development efforts on a cooperative basis.

2101 Turner, H. S. 1954. “How Much Should a Company Spend on Research?” HBR 32 (May-June, no. 3): 101–112. Turner worries whether research and development will be supported in the current business environment. He also examines how sound research programs should be designed by company management.

2102 Graham, D. 1931. “Research Expenditures and Their Effect on the General Electric Company [Student Section].” HBR 10 (October, no. 1): 117–125. Graham describes why it is important for business and industry to invest in research and development.

ferring Research Results to Operations.” HBR 41 ( January-February, no. 1): 49–66. Quinn and Muller believe that no “best managerial solution” exists for transferring the ﬂow of technology into action.

Role and Impact of Management Consultants

2094 Solo, R. A. 1962. “Gearing Military R&D to Economic Growth.” HBR 40 (November-December, no. 6): 49–60.

2103 Morse, G. 2006. “Shut Up and Stop Whining.” HBR 84 (December, no. 12): 26–26.

Despite how R&D expenditures have skyrocketed, the rate of output per employee-hour has dwindled. Solo questions whether R&D is a drag on productivity.

2095 Bierer, B. B., Jr. 1962. “Marketing R&D for Military Products.” HBR 40 (September-October, no. 5): 111–120. Producing defense or space products is tricky and full of pitfalls. It can be proﬁtable with soundly conceived product planning.

2096 Ulin, R. P. 1958. “What Will Research Bring About?” HBR 36 ( January-February, no. 1): 27.

[Conversation with Larry Winget on “Irrational Leadership”’]—Winget, a motivational speaker, describes why he makes people feel uncomfortable with who they are in lieu of making them feel good about themselves or enthusiastic about their potential.

2104 Nadler, D. A. 2005. “Confessions of a Trusted Counselor.” HBR 83 (September, no. 9): 68–77. Few jobs in business may seem as glamorous as being a consultant who is also the conﬁdante to a company’s CEO. This is, however, daunting work. Consultants in this capacity must continuously question their motivation and loyalty makes their life more thorny than the organizational problems facing any client.

137

Management

2105–2120

2105 Sherman, S. and A. Freas. 2004. “The Wild West of Executive Coaching.” HBR 82 (November, no. 11): 82–90.

2112 Frankenhuis, J. P. 1977. “How to Get a Good Consultant.” HBR 55 (November-December, no. 6): 133–139.

American ﬁrms annually spend an estimated $1 billion dollars on executive coaching. Sherman and Freas see coaching as essential since it produces behavioral change and growth on the part of the “coachee.” Its drawback is how information is scarce and unreliable as to its effectiveness .

Organizations typically utilize consultants to cut costs as well as obtain an independent view or speciﬁc expertise. Satisfactory results stem from top management being intuitive on who to hire as a consultant along with the role that the consultant should play.

2106 Buday, R. 2003. “A Consultant’s Comeup-

55 ( July-August, no. 4): 84–92.

pance.” HBR 81 (February, no. 2): 26–35. [“HBR Case Study” Feature]— Buday’s case study involves a new CEO wanting to slash his company’s heavy use of consultants and whether the consultants, in turn, can persuade the CEO that their work is worth its cost.

2107 Leonard, D. and W. Swap. 2000. “Gurus in the Garage.” HBR 78 (November-December, no. 6): 71–82. Highly successful “business architects”— referred to by Leonard and Swap as “mentor capitalists”— assist entrepreneurs with everything from employee recruiting to attracting initial seed capital. Mentor capitalists are typically motivated by a desire to share expertise, to see their protégés succeed and experience the “gambler’s fun of making money.”

2108 Kesner, I. F. and S. Fowler. 1997. “When Consultants and Clients Clash.” HBR 75 (November-December, no. 6): 22–38. [“HBR Case Study” Feature]— A consulting ﬁrm encounters difﬁculty when their assumptions are radically different from those of their client involving a merger with another ﬁrm who offers the same products and services.

2109 Stevenson, H. H. and W. A. Sahlman. 1988. “How Small Companies Should Handle Advisers.” HBR 66 (March-April, no. 2): 28–34. [“Growing Concerns” Feature]— Operating a small business is getting more complex. Getting good advice is more important than ever. Not knowing a wide-array of regulations or implementing the wrong computer system might have devastating ramiﬁcations for a ﬁrm. Stevenson and Sahlman discuss how top management must be more proactive in its dealings with consultants and other advisers.

2110 Turner, A. N. 1982. “Consulting Is More Than Giving Advice.” HBR 60 (September-October, no. 5): 130–141. After a sense of trust is developed, the consulting process will be more effective if consultants and clients can work together in diagnosing problems and in implementing solutions.

2111 Kelley, R. E. 1979. “Should You Hire an Internal Consultant?” HBR 57 (November-December, no. 6): 110–120. The growing use of internal consultants results from a more fast-paced environment along with technological changes which are facilitating more ﬂexible organizational designs.

2113 Jay, A. 1977. “Rate Yourself as a Client.” HBR Jay ﬁnds that effective executives possess the ability to effectively utilize consultants who suggest ways to deﬁne their problems. Jay’s article also offers ways to hire and negotiate fees with a consulting ﬁrm.

2114 Baker, J. K. and R. H. Schaffer. 1969. “Making Staff Consulting More Effective.” HBR 47 ( January-February, no. 1): 62–71. Recent developments with computer-based methods for analytical decision making and planning are bringing “staff consultants” into the realm of line managers. Baker and Schaffer describe one company’s experiences in making internal consultants interact with line management.

2115 Tilles, S. 1961. “Understanding the Consultant’s Role.” HBR 39 (November-December, no. 6): 87–99. Tilles contends management needs to accept responsibility whenever a consultant produces poor results.

2116 Krentzman, H. C. and J. N. Samaras. 1960. “Can Small Businesses Use Consultants.” HBR 38 (May-June, no. 3): 126–136. Krentzman and Samaras interviewed the CEOs of more than 700 small companies on the beneﬁt and drawbacks from using management and other consultants.

2117 Rawlings, E. W. 1957. “How the Air Force Uses Management Consultants.” HBR 35 ( July-August, no. 4): 45–50. As an organization that manages more than $36 billion in assets, Rawlings discusses the importance of business consultants for the United States Air Force.

2118 Perry, J. and R. W. Straus. 1952. “A Story of Executive Relationships.” HBR 30 (March-April, no. 2): 53–72. Perry’s case study involves a manufacturer of kitchen cabinets who is experiencing productivity problems and an intransigent union. A management consultant is hired to assess the situation and discovers deep seated communication problems, hidden agendas, and little identiﬁcation with the company throughout the company.

2119 Brown, T. H. 1943. “The Business Consultant.” HBR 21 (Winter, no. 2): 183–189. Brown discusses how a business executive might prosper from utilizing some kind of management consultant.

2120 Donham, R. 1940. “Management Consultants Deal with People.” HBR 19 (Autumn, no. 1): 33–41.

2121–2134

Management

138

Donham discusses the many difﬁculties inherent for management consultants in dealing with clients and their organizations.

2121 Dean, J. 1938. “The Place of Management Counsel in Business.” HBR 16 (Summer, no. 4): 451–465. Dean describes the rise of the management consulting industry that was designed to aid management with a “kaleidoscopic” economic environment by making specialized assistance available on a professional basis.

Upper-Echelon Managerial Concerns 2122 Hayes, R. H. and W. J. Abernathy. 2007. “Managing Our Way to Economic Decline.” HBR 85 ( July-August, no. 7/8): 138–149. [“Best of HBR” Feature]— From the July-August 1980 issue, Hayes and Abernathy’s article describes how American management is avoiding making the hard, makeor-break decisions on technological competitiveness.

2123 Rosen, R. M. and F. Adair. 2007. “CEOs Misperceive Top Teams’ Performance.” HBR 85 (September, no. 9): 30–30. [“Forethought” Feature]— A new study indicates that CEOs have a rosier view of senior management’s performance than other high ranking executives. NonCEOs often ﬁnd their organizations to be deﬁcient at talent development, cross-marketing, innovative thinking and implementing change.

2124 Doz, Y. L. and M. Kosonen. 2007. “The Real Deal at the Top.” HBR 85 ( June, no. 6): 98–104. Customers are increasingly demanding integrated solutions from the ﬁrms in which they do business with. Doz and Kosonen contend that these solutions will never materialize as long as business units are run like ﬁefdoms. Top management, moreover, must be concerned with developing more inter-dependent and collaborative units.

2125 Bossidy, L. 2007. “What Your Leader Expects of You.” HBR 85 (April, no. 85): 4. Having been CEO at both AlliedSignal and Honeywell, Bossidy describes what leaders should seek from their subordinates. Bossidy ﬁnds that his most effective employees are those who generate ideas; even off-the-wall ideas. Effective employees are also proﬁcient at collaborating with people from other divisions and at spearheading initiatives even when its outcome seems uncertain.

2126 Miles, S. A. and M. D. Watkins. 2007. “The Leadership Team: Complementary Strengths or Conﬂicting Agendas.” HBR 85 (April, no. 4): 90– 98. By bringing two or more people together with “complementary strengths,” an organization can compensate for the limitations of each individual. It can also produce confusion, turf battles, and disagreements over an organization’s priorities. Miles and Watkins emphasize that it is important for an organization’s board of directors and chief executive ofﬁcer to foster a shared vision and trust.

2127 Bennett, N. and S. A. Miles. 2006. “Second in Command: The Misunderstood Role of the Chief Operating Ofﬁcer.” HBR 84 (May, no. 5): 70–78. Many views exist on the role of a chief operating ofﬁcer (COO). COOs are necessary for executing one’s corporate strategy. They are also responsible for a ﬁrm meeting their quarterly earnings expectations. On the other hand, a chief executive ofﬁcer (CEOs) is needed to be a public ﬁgure who communicates with one’s many internal and external constituencies. Bennett and Miles discuss the attributes that create an effective working relationship between the two positions.

2128 Wademan, D. 2005. “The Best Advice I Ever Got.” HBR 83 ( January, no. 1): 35–44. [“Perspectives” Feature]— Wademan compiles essays from six chief executive ofﬁcers on advice they received from a past manager or mentor. The context in which that advice was offered is also provided. All six essays demonstrate that people ﬁnd wisdom when they least expected to.

2129 Porter, M. E., J. W. Lorsch and N. Nohria. 2004. “Seven Surprises for New CEOs.” HBR 82 (October, no. 10): 62–72. Even well prepared chief executives can be blindsided by the realities and limitations of being a chief executive ofﬁcer. CEOs, many times, lose their legitimacy from: (i) visions that are unconvincing; (ii)actions that are inconsistent with the values they espouse; or (iii) when self-interest appears to trump the welfare of the organization.

2130 Mankins, M. C. 2004. “Stop Wasting Valuable Time.” HBR 82 (September, no. 9): 58–65. Firms routinely squander the time of their top executives who spend no more than three hours a month discussing strategy. Mankins has several suggestions for making meetings a more streamlined, effective tool to produce real competitive advantages.

2131 Gulati, R. 2004. “How CEOs Manage Growth Agendas.” HBR 82 ( July-August, no. 7–8): 124–132. Five executives discuss their strategies, struggles and successes in pursuit of top-line growth.

2132 Sulkowicz, K. J. 2004. “Worse Than Enemies: The CEO’s Destructive Conﬁdant.” HBR 82 (February, no. 2): 64–71. CEOs always need a conﬁdant. They must, however, examine their own motives as well as those of their conﬁdants. Those relationships will be dangerous, if not catastrophic, if they don’t.

2133 Green, S., F. Hassan, J. Immelt and M. Marks. 2003. “In Search of Global Leaders.” HBR 81 (August, no. 8): 38–45. [“Perspectives” Feature]— Five high-level executives describe what constitutes global leadership and what it takes to run a global company.

2134 Mezias, J. M. and W. H. Starbuck. 2003. “What Do Managers Know, Anyway?” HBR 81 (May, no. 5): 16–17. [“Forethought” Feature]—Top management often has

139 grossly distorted perceptions of their business and markets. Accurate perceptions on the part of upper management is less important to a company’s welfare than management’s willingness to seek feedback and learn from it.

2135 Fuller, J. 2002. “A Letter to the Chief Executive.” HBR 80 (October, no. 10): 94–99. Fuller’s ﬁctional letter, as a board member, to a CEO, illustrates the challenges and complexities of running a company in today’s uncertain business environment.

2136 Eckert, R. A. 2001. “Where Leadership Starts.” HBR 79 (November, no. 10): 53–61. [“First Person” Feature]— As Mattel’s new CEO, Eckert explains how he initially “coped” from not knowing his customers, competition or Mattel’s employees and management team.

2137 Champion, D. 2001. “Off with His Head?” HBR 79 (October, no. 9): 35–46. [“HBR Case Study” Feature]— Champion’s case study focuses on a CEO who led his company through a number of highly proﬁtable years. Now, following a year of poor performance, he is in danger of being forced to resign.

2138 Simons, R. 1999. “How Risky Is Your Company?” HBR 77 (May-June, no. 3): 85–95. Success can blind upper-management to many organizational dangers. Because of this, Simmons developed a “risk exposure calculator” which enables management to assess an array of environmental risks.

2139 Kotter, J. P. 1999. “What Effective General Managers Really Do.” HBR 77 (March-April, no. 2): 145–159. [“HBR Classic” Feature]— Kotter attempts to capture the “daily behavior patterns” for an executive and how this individual organizes and plans their priorities and activities.

2140 Black, J. S. and H. B. Gregersen. 1999. “The Right Way to Manage Expats.” HBR 77 (MarchApril, no. 2): 52–63. [“World View” Feature]— Sending executives abroad is expensive. Research indicates that 10 to 20 percent of American executives sent abroad return home early due to job dissatisfaction or culture shock. Moreover, nearly one-third of executives who stay for their entire duration, never perform to the expectations of their superiors. Black and Gregersen explain how essential it is that a company’s workforce possess an international focus.

Management

2135–2150

Barry review Andrew Grove’s new book, Only the Paranoid Survive , on how to bridge the narrow line between the “catastrophic” and “opportunity” and knowing how to seize opportunities.

2143 Levinson, H. 1996. “The Leader as Analyst.” HBR 74 ( January-February, no. 1): 158–158. [“Books in Review” Feature]—Levinson reviews Manfred F. R. Kets de Vries book, Life and Death in the Executive Fast Lane.

2144 Hout, T. M. and J. C. Carter. 1995. “Getting It Done: New Roles for Senior Executives.” HBR 73 (November-December, no. 6): 133–145. Hout and Carter compare and contrast the roles of current CEOs to that of their predecessors given how complex contemporary business competition has become.

2145 Adler, G. 1995. “The Case of the Floundering Expatriate.” HBR 73 ( July-August, no. 4): 24–40. [“HBR Case Study” Feature]— Adler’s case study focuses on the difﬁculties that a highly respected American executive encounters when on assignment in Europe.

2146 Harris, T. G. 1993. “The Post-Capitalist Executive.” HBR 71 (May-June, no. 3): 114–122. [An Interview with Peter F. Drucker of Claremont University]— Drucker contends that managers must learn to function in a world in which information supersedes authority and be able to manage circumstances in which they do not possess authority.

2147 MacKay, H. B. 1990. “The CEO Hits the Road (and Other Sales Tales).” HBR 68 (MarchApril, no. 2): 32–44. [“Getting Things Done” Feature]— CEOs who spend time with their sales force calling on enforce clients and dealing with prospective customers will learn more about their company and its operating environment than they ever imagined.

2148 Wriston, W. B. 1990. “The State of American Management.” HBR 68 ( January-February, no. 1): 78–83. The American economy remains prosperous despite the many predictions of its imminent demise. Wriston’s belief is forged by the entrepreneurial spirit throughout the American economy and how the bureaucratic mindset of corporate management is crumbling.

2149 Ames, B. C. 1989. “Straight Talk from the New CEO.” HBR 67 (November-December, no. 6): 132–138.

Katzenbach explains why upper-echelon management teams are often ineffective and that this must change if a ﬁrm is to reach its highest level of performance.

CEOs have two commitments: (i) earning an attractive return for investors; and (ii) providing attractive work opportunities to their employees. Their business needs to be run by developing strategic plans. Division and department managers, following approval of these plans, need to be granted all the authority they need to achieve the planned results.

2142 Brandenburger, A. M. and B. J. Nalebuff. 1996. “Inside Intel.” HBR 74 (November-December, no. 6): 168–175.

2150 Zaleznik, A. 1989. “Executives and Organizations: Real Work.” HBR 67 ( Janurary-February, no. 1): 57–64.

[“Books in Review” Feature]— Brandenburger and

Too much emphasis is placed on management to cre-

2141 Katzenbach, J. R. 1997. “The Myth of the Top Management Team.” HBR 75 (November-December, no. 6): 82–92.

2151–2168

Management

140

ate workplace harmony. Zaleznik, however, ﬁnds that workers prefer a task leader who grasps the substance of their work and an aggressiveness that sparks their imagination and creativity.

2159 McDonald, A. 1972. “Conﬂict at the Summit: A Deadly Game.” HBR 50 (March-April, no. 2): 59–68.

What Good Management Was.” HBR 64 (MarchApril, no. 2): 59–65.

Power struggles in the executive suites are deadly for most corporations. McDonald lays the groundwork for a more realistic appraisal of this situation and suggests criteria for selecting more responsible executives.

Pearce discusses the dangers when general managers devote too much time to strategy. They typically sacriﬁce the trust and cooperation of underlings.

2160 Eastlack, J. O., Jr. and P. R. McDonald. 1970. “CEO’s Role in Corporate Growth.” HBR 48 (May-June, no. 3): 150–163.

2152 Isenberg, D. J. 1984. “How Senior Managers Think.” HBR 62 (November-December, no. 6): 80–90.

[“Problems in Review” Feature]— From a survey of 250 Fortune 500 CEOs, Eastlack and McDonald analyze the approaches that chief executive ofﬁcers take to enhance company performance.

2151 Pearce, W. H. 1986. “I Thought I Knew

Isenberg ﬁnds that executive decision-making is typically done on intuition and acting without rationale decision-making techniques.

2153 Vancil, R. F. and C. H. Green. 1984. “How CEOs Use Top Management Committees.” HBR 62 ( January-February, no. 1): 65–73. Vancil and Green discuss the manner in which IBM and General Electric instituted “management committees” that are comprised of senior ofﬁcers along with the beneﬁt they bring to the CEOs at both companies.

2154 Kotter, J. P. 1982. “What Effective General

2161 Patton, A. 1967. “The Coming Scramble for Executive Talent.” HBR 45 (May-June, no. 3): 155– 171. Patton explores how companies will utilize incentives, rewards, training, and other measures to harness executive talent.

2162 Bailey, J. C. 1967. “Clues for Success in the President’s Job.” HBR 45 (May-June, no. 3): 97–104. Certain attitudes and skills characterize chief executives who are superior in handling conﬂicts in an organization.

Managers Really Do.” HBR 60 (November-December, no. 6): 156–167.

2163 Hansen, J. J. 1966. “The Case of the Convalescent.” HBR 44 (May-June, no. 3): 160–178.

Kotter ﬁnds that an executive’s day is typically marked by interruptions and disjointed conversations with subordinates, superiors and countless others. Behavior that seems a waste of time is precisely what the best executives engage in.

[“Problems in Review” Feature]— Hansen’s case study focuses on a top management team worried about an unforeseen slump in corporate earnings.

2155 Levinson, H. 1981. “When Executives Burn Out.” HBR 59 (May-June, no. 3): 72–81. Today’s work environment, with its high-paced and highly politicized work environment, is a festering ground for executive burnout. Levinson offers top management techniques to counter this stress.

2156 Hayes, R. H. and W. J. Abernathy. 1980. “Managing Our Way to Economic Decline.” HBR 58 ( July-August, no. 4): 67–77. Most industries require an organizational commitment to compete in the marketplace on technological grounds. Hayes and Abernathy contend that American management has directed its attention elsewhere.

2157 Bartolome, F. and P. A. L. Evans. 1980. “Must Success Cost So Much?” HBR 58 (MarchApril, no. 2): 137–148. Bartolome and Evans examine how some executives have developed meaningful private lives.

2158 Sturdivant, F. D. and R. D. Adler. 1976. “Executive Origins: Still a Gray Flannel World?” HBR 54 (November-December, no. 6): 125–132. Sturdivant and Adler examine whether today’s managers differ from their counterparts at the start of the 20th century. The two found that today’s leaders are a more homogenous group than their forebears.

2164 Levinson, H. 1965. “Who Is to Blame for Maladaptive Managers?” HBR 43 (November-December, no. 6): 143–158. Levinson analyzes six managerial actions likely to produce problematic behavior from subordinates.

2165 Dill, W. R., W. B. S. Crowston and E. J. Elton. 1965. “Strategies for Self-Education.” HBR 43 (November-December, no. 6): 119–130. Dill and his coauthors ﬁnd that today’s executives cannot afford to be diverted or wait for others to provide a “vaccine against obsolescence.”

2166 Daniel, D. R. 1965. “Team at the Top.” HBR 43 (March-April, no. 2): 74–82. Daniel ﬁnds that a “pluralistic chief executive” is likely to emerge because of technology, product proliferation, and internationalization achieving greater organizational importance.

2167 Ward, L. B. 1961. “Do You Want a Weak Subordinate?” HBR 39 (September-October, no. 5): 6–22. [“Problems in Review” Feature]— Ward’s survey of 4,000 executives indicates a strong preference for dull, retiring subordinates over argumentative, rebellious types.

2168 Norris, L. W. 1960. “Moral Hazards for an Executive.” HBR 38 (September-October, no. 5): 72–79. Norris describes how capable executives can stand up

141 to the many problems and dilemmas facing today’s organizations by maintaining a balance between their value system and the necessities of a particular situation.

2169 Edmunds, S. 1959. “The Reach of an Executive.” HBR 37 ( January-February, no. 1): 87–96. An executive obviously does not know every person or process throughout their organization. They will know the right “things” if the right variables are measured by their information systems.

2170 Campbell, T. C., Jr. 1957. “Capitalism and Christianity.” HBR 35 ( July-August, no. 4): 37–44. Campbell explains how many executives and entrepreneurs are faced with demands and pressures that are antithetical to their religious beliefs.

2171 Anshen, M. 1957. “Businessmen, Lawyers, and Economists.” HBR 35 (March-April, no. 2): 107–114. Large organizations, when faced with allocating scarce resources, typically utilize working groups made up of executives, attorneys and economists. Ashen discusses some problems that frequently arise with this setup.

2172 Spencer, L. M. 1955. “Ten Problems That Worry Presidents.” HBR 33 (November-December, no. 6): 75–83. Spencer’s survey found that CEOs are like most people in how they misuse time. What differentiates CEOs from others is their desire for self-improvement along with an ability to produce when the pressure is on.

2173 Janney, J. E. 1952. “Company Presidents Look at Themselves.” HBR 30 (May-June, no. 3): 59–70. Janney mentions how a chief executive ofﬁcer is typically the one who determines a ﬁrm’s personality regardless of their technical training or business administration techniques.

2174 Cole, A. H. 1949. “The Evolving Perspective of Businessmen.” HBR 27 ( January, no. 1): 123–128. Cole reviews ten books and one academic journal article relevant to the responsibilities and outlooks of top management.

2175 Hart, J. K. 1949. “The Management of Figures.” HBR 27 ( January, no. 1): 24–33. Formerly left to accountants, statisticians and industrial engineers, Hart reports on how upper management is now more interested in managerial accounting and quantitative analysis issues than ever before.

2176 Barnhard, C. I. 1940. “Comments on the Job of the Executive.” HBR 18 (Spring, no. 3): 295–308. Barnhard responds to Melvin Copeland generally favorable review of his 1938 book, The Functions of the Executive.

2177 Copeland, M. T. 1940. “The Job of an Exec-

Management

2169–2184

2178 Houser, J. D. 1938. “Methods or Results: Proﬁt Motives or Ego.” HBR 16 (Spring, no. 3): 290–298. Houser contends corporate management should be more sensitive toward the grievances of both employees and consumers while, at the same time, be far more effective at articulating the importance and role of proﬁts in the lives of every stakeholder.

2179 Coffman, P. B. 1932. “Testing for Ability in Management.” HBR 10 (April, no. 3): 269–279. With constantly changing conditions, Coffman reminds readers how overseeing the operation of a business is an executive’s most difﬁcult task.

Work Groups or Teamwork 2180 Gratton, L. and T. J. Erickson. 2007. “8 Ways to Build Collaborative Teams.” HBR 85 (November, no. 11): 100–109. Large, diverse teams are important if businesses are to pull off major initiatives. Gratton and Erickson’s study ﬁnds that productive teams are led by task and relationship oriented people. The authors also provide ways for developing a collaborative culture even when teams are seperated by great distances.

2181 Groysberg, B. and R. Abrahams. 2006. “Lift Outs: How to Acquire a High Functioning Team.” HBR 84 (December, no. 12): 133–140. [“Best Practice” Feature]— By hiring experienced groups of employees from a competitor, a ﬁrm can dramatically enhance its talent pool. People on these “liftout” teams obviously do not need to become acquainted with one another. Their long-standing relationships and trust helps them make a quick impact at their new ﬁrm. Groysberg and Abrahams describe how successful liftouts go through four interdependent stages; all of which must be meticulously managed.

2182 Brett, J., K. Behfar and M. C. Kern. 2006. “Managing Multicultural Teams.” HBR 84 (November, no. 11): 84–91. Multicultural teams offer advantages to ﬁrms engaged in international business. Brett and her coauthors emphasize the importance for top management to know the following: (i) how to identify cultural conﬂict; (ii) how to intervene in ways to get a team back on track; and ﬁnally (iii) how to empower a team’s membership to deal with disagreements themselves.

2183 Kirby, J. 2006. “Just Trying to Help.” HBR 84 ( June, no. 6): 35–46. [“HBR Case Study” Feature]—A manager hears about another team’s project to know it’s seriously ﬂawed. His team leader, however, considers him presumptuous and discounts all his ideas. Should a colleague with strong opinions butt-in or keep out of this type of situation?

utive.” HBR 18 (Winter, no. 2): 148–160.

2184 Katzenbach, J. R. and D. K. Smith. 2005.

Copeland reviews Charles Barnard’s, The Functions of the Executive, which Copeland believes is a masterly contribution to the study of management and organizational behavior.

[“Best of HBR” [1993] Feature]— Katzenbach and Smith explain how certain characteristics distinguish a

“The Discipline of Teams.” HBR 83 ( July-August, no. 7): 162–171.

2185–2200

Management

142

true team of workers from a working group. Team members have complementary skills and pursue a common goal. Each member is accountable for their team’s performance. Working groups, in contrast, rely on the individual contributions of its members for the group’s performance.

2185 Fischer, B. and A. Boynton. 2005. “Virtuoso Teams.” HBR 83 ( July-August, no. 7): 116–123. High stakes projects typically need “all-star” and short-lived teams of experts or “virtuosos” who, not surprisingly, are known for being elitist, temperamental, egocentric and difﬁcult to work with.

2186 Evans, P. and B. Wolf. 2005. “Collaboration Rules.” HBR 83 ( July-August, no. 7): 96–104. Evans and Wolf describe how the Linux open-source software community (i.e., being essentially a volunteer, self-organizing community of thousands of programmers who collaborate brilliantly with one another) might be the best model for companies wanting to boost growth, learning and innovation; a formula successfully implemented by Toyota.

2187 Casciaro, T. and M. S. Lobo. 2005. “Competent Jerks, Lovable Fools, and the Formation of Social Networks.” HBR 83 ( June, no. 6): 92–99. People are more likely to choose congenial colleagues who may not be terribly adept over “temperamental,” but competent, coworkers when they need assistance. Casciaro and Lobo believe this has profound ramiﬁcations for any organization as lovable fools often bridge the gaps that exist between diverse groups who are not apt to interact. Tragically, the networking skills these employees bring to an organization are discounted by management. Hence, this employee is particularly vulnerable to downsizing or other detrimental activity.

2188 Cross, R., J. Liedtka and L. Weiss. 2005. “A Practical Guide to Social Networks.” HBR 83 (March, no. 3): 124–132. [“Best Practice” Feature]— Work is a collaborative endeavor. Harnessing the power of seemingly invisible groups for achieving organizational goals is a murky and elusive undertaking. Cross and his coauthors describe three types of social networks for cross-functional work teams and the framework needed to make each ﬂourish.

2189 Fleming, L. 2004. “Perfecting Cross-Polli-

delivery service have a soccer tournament that manages to strengthen the company’s culture across its national boundaries.

2192 Ferris, W. P. 2002. “Theater Tools for Team Building.” HBR 80 (December, no. 12): 24–25. [“Forethought” Feature]— Ferris explains how a small business software ﬁrm uses improvisational theater techniques for repairing some of its pressing organizational problems.

2193 Sethi, R., D. C. Smith and C. W. Park. 2002. “How to Kill a Team’s Creativity.” HBR 80 (August, no. 8): 16–17. [“Forethought” Feature]—New research indicates how innovation is being thwarted from the team-building, diversity, cohesiveness and autonomy efforts that are presently in vogue.

2194 Edmondson, A., R. Bohmer and G. P. Pisano. 2001. “Speeding Up Team Learning.” HBR 79 (October, no. 9): 125–132. [“Best Practice” Feature]— Edmondson and her coauthors explain how cross-functional business teams can function with the same urgency that a surgical team does.

2195 Katz, N. 2001. “Getting the Most Out of Your Team.” HBR 79 (September, no. 8): 22–22. Katz explains how optimizing each member’s performance is the most critical challenge facing any type of team.

2196 Heimbouch, H. 2001. “Should This Team be Saved?” HBR 79 ( July-August, no. 7): 31–40. [“HBR Case Study” Feature]— Heimbouch’s case study involves a team assigned to rejuvenate a cosmetics company.

2197 Druskat, V. U. and S. B. Wolff. 2001. “Building the Emotional Intelligence of Groups.” HBR 79 (March, no. 3): 80–90. Druskat and Wolff describe why emotional intelligence is at the heart of effective work teams. For this to materialize, team members must establish the norms that produce mutual trust as well as develop a sense of group identity and efﬁcacy.

2198 Levy, P. F. 2001. “When Good Teams Go Wrong.” HBR 79 (March, no. 3): 51–59.

[“Forethought” Feature]— Fleming discusses how cross-functional innovation teams can be effectively constructed.

[“HBR at Large” Feature]— Members who worked at a sewage treatment plant performed their difﬁcult work with little supervision and were dedicated to the organization’s mission. Levy describes how this work ethos produced a catastrophic failure.

2190 Majchrzak, A., A. Malhorta, J. Stamps and J.

2199 Parcells, B. 2000. “The Tough Work of Turn-

Lipnack. 2004. “Can Absence Make a Team Grow Stronger?” HBR 82 (May, no. 5): 131–137.

ing Around a Team.” HBR 78 (November-December, no. 6): 179–184.

[“Best Practice” Feature]— Far-ﬂung teams can be remarkably productive, even outperforming groups whose members work side-by-side. Majchrzak and her coauthors offer ideas on managing them.

[“Best Practices” Feature]— Even the most talented teams perform poorly. Parcells, one of the professional football’s most successful coaches, offers three rules to reverse the fortunes of underperforming organizations.

2191 Hemp, P. 2003. “The DHL EuroCup: Shots on Goal.” HBR 81 (November, no. 11): 43–52.

2200 Wieck, K. 1996. “Prepare Your Organization

[“HBR at Large” Feature]—Employees of a worldwide

[“Books in Review” Feature]— Weick ﬁnds lessons for

nation.” HBR 82 (September, no. 9): 22–24.

to Fight Fires.” HBR 74 (May-June, no. 3): 143–148.

143 senior management from Norman Maclean’s 1992 book, Young Men and Fire, in how the work in today’s corporations is unfolding in small, temporary groups. Here, the stakes here are high, turnover is chronic, foul-ups and the unexpected are always common.

2201 Leavitt, H. J. and J. Lipman-Blumen. 1995. “Hot Groups.” HBR 73 ( July-August, no. 4): 109–117. High-achieving groups can bring energy and ingenuity to any social or organizational setting. To promote these groups, organizations should encourage spontaneity, break down barriers, select talented people and respect their capabilities for self-motivation.

2202 Wetlaufer, S. 1994. “The Team That Wasn’t.” HBR 72 (November-December, no. 6): 22–38. [“HBR Case Study” Feature]— Wetlaufer’s case study focuses on an ineffective management team at a glass manufacturer which also addresses the notions of teamwork and leadership.

2203 Meyer, C. 1994. “How the Right Measures Help Teams Excel.” HBR 72 (May-June, no. 3): 95– 104. Many companies are shifting from control-oriented, functional hierarchies to faster and ﬂatter multifunctional teams to provide better customer service. To maximize team effectiveness, a measurement system must be developed to empower team members. Traditional resultsoriented performance measures will not help multifunctional teams monitor their performance.

2204 Katzenbach, J. R. and D. K. Smith. 1993. “The Discipline of Teams.” HBR 71 (March-April, no. 2): 111–124. Teams, in essence, strive for something greater than anything its members could achieve individually. Katzenbach and Smith explain how certain characteristics distinguish a true team of workers from a working group. Team members have complementary skills and pursue a common goal. Each member is accountable for their team’s performance. Working groups, in contrast, rely on the individual contributions of its members for the group’s performance.

2205 Rappaport, R. 1993. “To Build a Winning Team.” HBR 71 ( January-February, no. 1): 110–120. [An Interview with Head Football Coach Bill Walsh of Stanford University]— Walsh is the former San Francisco 49ers football coach. He now coaches the Stanford University football team and ﬁnds that there are many similarities between coaching and organizational management. This is particularly true as organizations realize that success requires increased knowledge and competence in developing people. Moreover, teams who are committed to their players are the most successful.

Management

2201–2214

2207 Hardaker, M. and B. K. Ward. 1987. “How to Make a Team Work.” HBR 65 (November-December, no. 6): 112–120. [“Getting Things Done” Feature]— IBM utilizes a planning process known as “process quality management” or PQM for setting goals and assigning responsibilities in a team environment.

2208 Webber, A. M. 1987. “Red Auerbach on Management.” HBR 65 (March-April, no. 2): 84– 91. [An Interview with Arnold “Red” Auerbach of the Boston Celtics]— Auerbach provides insights on organizational pride, teamwork, discipline and what it takes to help others win in basketball or in business.

2209 George, W. W. 1977. “Task Teams for Rapid Growth.” HBR 55 (March-April, no. 2): 71–80. Litton Industries has had tremendous success developing informal work teams for achieving and managing rapid growth in a historically structured and formal operating environment.

2210 Chambers, J. C., S. K. Mullick and D. A. Goodman. 1971. “Catalytic Agent for Effective Planning.” HBR 49 ( January-February, no. 1): 110–119. Major planning can be done through groups who are capable of embracing more expertise and specialized knowledge than any single individual. There are negatives involved with group work of this nature (e.g., the “bandwagon” effect). To counter this, the authors describe ways to manage a planning group.

2211 Middleton, C. J. 1967. “How to Set Up a Project Organization.” HBR 45 (March-April, no. 2): 73–82. Middleton analyzes companies who assign major tasks to specialized units as opposed to functional departments.

2212 Blake, R. R., J. S. Mouton, L. B. Barnes and L. E. Greiner. 1964. “Breakthrough in Organization Development.” HBR 42 (November-December, no. 6): 133–155. The study of Blake and his coauthors’ developed evidence that behavioral science concepts on team building can produce identiﬁable and measurable results.

2213 Gomersall, E. R. 1964. “The Backlog Syndrome.” HBR 42 (September-October, no. 5): 105– 115. Instead of directly attacking their real production-oriented problems, Gommersall ﬁnds that management often exploits employee insecurity which generates needless expense and frustrations.

2206 Stayer, R. 1990. “How I Learned to Let My Workers Lead.” HBR 68 (November-December, no. 6): 66–83.

2214 Wickersberg, A. K. and T. C. Cronin. 1962.

Stayer, as CEO of Johnsonville Sausage, describes how he granted his employees with greater autonomy through out the creation of work teams. Doing this also ﬂattened his company’s hierarchy.

Originally derived from the military, the task-force approach to solving managerial problems in an era of complexity and technological change, is also effective in modern industry.

“Management by Task Force.” HBR 40 (NovemberDecember, no. 6): 111–118.

2215–2229

Management

144

2215 Fisch, G. G. 1961. “Line-Staff Is Obsolete.” HBR 39 (September-October, no. 5): 67–79.

burned out entrepreneur who also experiences work and family problems despite the success of his company.

Slavish adherence to the line-staff concept lies at the root of many postwar organizational problems. Fisch describes why the “functional teamwork” concept is a much better concept.

2222 Levinson, H. 1996. “When Executives Burn Out.” HBR 74 ( July-August, no. 4): 152–163.

2216 Berwitz, C. J. 1952. “The Work Committee: An Administrative Technique.” HBR 30 ( JanuaryFebruary, no. 1): 110–124. Berwitz explains how “work committees” deal with a pressing problem and arrive at a workable solution. These committees must be able to think through every detail since management isn’t likely to have any preconceived notions on any issue at hand.

Worker Safety or Mental Health Concerns 2217 Hewlett, S. A. and C. B. Luce. 2006. “Extreme Jobs: The Dangerous Allure of the 70 Hour Workweek.” HBR 84 (December, no. 12): 49–59. [“Big Picture” Feature]—“Extreme jobs” entail work weeks of 60 or more hours. They also involve tight deadlines and a great deal of travel. Professionals in this milieu often feel more exalted than exploited. What emerges from Hewlett and Luce’s research, however, is a complex picture of the all-consuming career, rewarding in many ways that also has a profound downside to individuals and society.

2218 Fryer, B. 2005. “Are You Working Too Hard: A Conversation with Mind/Body Researcher Herbert Benson.” HBR 83 (November, no. 11): 53–58. [“Different Voice” Feature]— Stress typically leaves a mind and body feeling overloaded. It also causes businesses to lose over $300 billion each year with absenteeism, lowered productivity as well as exorbitant hospital and other medical costs. Benson, a Harvard neuroscientist, emphasizes that individuals who learn to regulate stress are apt to be more productive and happier at work.

2219 Cryer, B., R. McCraty and D. Childre. 2003. “Pull the Plug on Stress.” HBR 81 ( July, no. 7): 102– 107. [“Managing Yourself ” Feature]— Stress refers to one’s internal reaction to negative, threatening or worrisome situations. Cryer and his coauthors studied more than 50,000 workers in over 100 different companies and found that learning to manage stress is easier than most people believe.

2220 Kramer, R. M. 2002. “When Paranoia Makes Sense.” HBR 80 ( July, no. 7): 62–69. In light of the September 11th attacks and Enron’s collapse, Kramer discusses how distrust is beneﬁcial in the workplace environment.

2221 Wetlaufer, S. 2000. “When Everything Isn’t Half Enough.” HBR 78 (March-April, no. 2): 28–39. [“HBR Case Study” Feature]— Wetlaufer focuses on a

[Originally Published in 1981]—“Executive burnout” transpires when talented and motivated people reach a point where they can no longer summon the energy and motivation that they once had.

2223 Raines, L. J. and S. P. Push. 1986. “Protecting Pregnant Workers.” HBR 64 (May-June, no. 3): 26–30. [“Ideas for Action” Feature]— Unborn babies and pregnant women can both be harmed from workplace exposure to certain chemicals, fumes, and electrical signals. Raines and Push warn companies on the importance of developing fetal protection policies.

2224 Ivancevich, J. M., M. T. Matteson and E. P. Richards, III. 1985. “Who’s Liable for Stress on the Job?” HBR 63 (March-April, no. 2): 60–72. [“Special Report” Feature]— Ivancevich and his coauthors contend that management can no longer afford to ignore the issue of psychological stress that surfaces from one’s work environment.

2225 Davis, S. M. and R. L. Gould. 1981. “Three Vice Presidents in Mid-Life.” HBR 59 ( July-August, no. 4): 118–130. Almost all individuals are susceptible to a mid-life transition or crisis. Davis and Gould explain how individuals must take stock of themselves and face their past and mortality if they are to grow.

2226 Levinson, H. 1981. “What Killed Bob Lyons?” HBR 59 (March-April, no. 2): 144–162. [“HBR Classic” Feature]— Successful, hard-working, and aggressive, Bob Lyons drove himself relentlessly. His fatal heart attack stems from an inability to balance the demands of his “internal forces with external reality.”

2227 Benson, H. and R. L. Allen. 1980. “How Much Stress Is Too Much?” HBR 58 (SeptemberOctober, no. 5): 86–92. Benson and Allen explain what top management should know on the dangers inherent with stress and how stress can be balanced to beneﬁt both an employee and the organization.

2228 White, J. R. and G. Steinbach. 1978. “Motivating Executives to Keep Physically Fit.” HBR 56 (March-April, no. 2): 16, 184–186. [“Ideas for Action” Feature]— White and Steinbach describe the consequences of poor health practices among company executives; a common occurrence in most American companies.

2229 Peters, R. K. and H. Benson. 1978. “Time Out from Tension.” HBR 56 ( January-February, no. 1): 120–124. Peters and Benson ﬁnd that few individuals know enough to alleviate the harmful impact of stress.

145

Management

2230–2246

HBR 53 ( July-August, no. 4): 118–122.

Service for Small Plants.” HBR 14 (Summer, no. 4): 450–459.

Conscientious executives, with high aspirations, seem particularly susceptible to setbacks that can trigger depression, let alone suicide.

Lilley describes how manufacturers now provide industrial medical coverage (i.e., worker’s compensation) for injuries incurred at work.

2231 Benson, H. 1974. “Your Innate Asset for Combating Stress.” HBR 52 ( July-August, no. 4): 49–60.

2240 Talbott, J. H. 1936. “Problem in Industrial

As society experiences rapid technological progress, corporate managers will be forced to make behavioral adjustments to cope with a frenzied and high-pressured lifestyle.

Talbott and his investigators examine how harmful high factory temperatures are on workers and offer suggestions on ameliorating this situation.

2230 Levinson, H. 1975. “On Executive Suicide.”

2232 Levinson, H. 1963. “What Killed Bob Lyons?” HBR 41 ( Januart-February, no. 1): 127–146. Levinson’s ﬁctitious character, Bob Lyons, is a highly successful and aggressive executive with a knack for getting things done. A Type A personality, Lyons is on the verge of killing himself from stress and tension.

Physiology and Medicine.” HBR 14 (Summer, no. 4): 437–449.

Worker Training and Development Topics 2241 Wademan, D. 2007. “The Best Advice I Ever Got.” HBR 85 (December, no. 12): 21–21.

Levinson offers four speciﬁc steps for management to improve its psychological services.

[“Conversation” Feature]— Wademan’s interview of Hans-Paul Burkner, now CEO of the Boston Consulting Group, focuses on the mentoring Burkner received from a senior consultant when he started there in 1981.

2234 McMurry, R. N. 1959. “Mental Health in In-

2242 Gilkey, R. and C. Kitts. 2007. “Cognitive

2233 _____. 1959. “The Psychologist in Industry.” HBR 37 (September-October, no. 5): 93–99.

dustry.” HBR 37 (March-April, no. 2): 79–86. Mental illness threatens any organization and its employees. McMurry ﬁnds companies are so in denial [or “ostrich-like”] toward this problem.

2235 Farnsworth, D. L. 1957. “Health Under Pressure.” HBR 35 (November-December, no. 6): 47– 58. The physical and mental pressures managers operate under get progressively worse despite our knowledge on the importance of good health practices and emotional well-being.

2236 McMurry, R. N. 1952. “The Executive Neurosis.” HBR 30 (November-December, no. 6): 33– 47. McMurry deﬁnes “executive neurosis” as a malady found in any organization where people are under tremendous stress to satisfy deadlines and other pressures. McMurry ﬁnds this can be remedied if corporate management works in conjunction with the medical and counseling professions.

2237 Fugal, G. R. 1951. “Reducing Industrial Accidents.” HBR 29 ( July, no. 4): 82–90. Fugal describes General Electric’s successful efforts to reduce industrial accidents which saved the company a signiﬁcant amount of capital.

2238 Simmonds, R. H. 1951. “Estimating Industrial Accident Costs.” HBR 29 ( January, no. 1): 107– 118. The cost of workplace accidents can be better quantiﬁed in conjunction to a company’s proﬁt margin. Thinking along this line makes companies more proactive in preventing these accidents.

2239 Lilley, T. 1936. “Group Industrial Medical

Fitness.” HBR 85 (November, no. 11): 53–66. [“Managing Yourself ” Feature]— New neuroscienceoriented research reveals that the brain’s neural networks and cognitive abilities can be strengthened through “mental exercising” and by interacting with one’s environment.

2243 Schwartz, T. 2007. “Manage Your Energy, Not Your Time.” HBR 85 (October, no. 10): 63–73. [“Managing Yourself ” Feature]— Time is a ﬁnite resource. Energy, however, is different. Schwartz describes how one’s energy can be renewed and expanded based on the four “wellsprings” (i.e., the body, emotions, mind and spirit) that humans possess.

2244 Ericsson, K. A., M. J. Prietula and E. T. Cokely. 2007. “The Making of an Expert.” HBR 85 ( July-August, no. 7/8): 114–121. Ericsson and his coauthors ﬁnd that genius is not an innate characteristic. Expertise and exceptional performance stem from years of practice, dedicated coaching and a relentless effort to understand and correct one’s mistakes.

2245 Brockner, J. 2006. “Why It’s So Hard to Be Fair.” HBR 84 (March, no. 3): 122–129. [“Best Practice” Feature]— Brockner examines some psychological reasons for management to resist being perceived as “fair.” In essence, organizations do prosper when employees believe they are being fairly treated (i.e., when they feel respected and understand why important decisions are being made). Moreover, “fairness” reduces costs, lowers employee turnover and fosters a culture that ignites innovation.

2246 Drucker, P. F. 2005. “Managing Yourself.” HBR 83 ( January, no. 1): 100–109. [“Best of HBR” Segment from 1999]— In the past,

2247–2261

Management

146

workers relied on their companies to chart their career paths. Times are drastically different now. By knowing their strengths, values and priorities, a knowledge worker needs to know how to position themself to make the greatest contribution to their organization and community.

2247 Gabarro, J. J. and J. P. Kotter. 2005. “Managing Your Boss.” HBR 83 ( January, no. 1): 92–99. [“Best of HBR” Segment from 1980]— Anytime a relationship between a manager and subordinate is rocky, a subordinate needs to manage this relationship by understanding the boss’s strengths, weaknesses, priorities and work style. Doing this should produce a relationship characterized by “unambiguous mutual expectations” in which both parties are more productive.

2248 Kirby, J. 2004. “Passion for Detail: A Conversation with Thoroughbread Trainer, D. Wayne Lukas.” HBR 82 (May, no. 5): 49–54. [“Different Voice” Feature]— As a race horse trainer, Lukas is famous for holding almost every record in racing. His greatest legacy, however, is developing a whole new generation of great trainers.

2254 Gabarro, J. J. and J. P. Kotter. 1993. “Managing Your Boss.” HBR 71 (May-June, no. 3): 150–157. [Reprint of a 1980 HBR article]— Gabarro and Kotter point out how effective managers invest the time and effort to manage not only relationships with their subordinates but also those with their bosses. All employees need a strong grasp of both their boss and themselves, particularly in terms of one another’s strengths, weaknesses, needs, and work styles.

2255 Wiggenhorn, W. 1990. “Motorola U: When Training Becomes an Education.” HBR 68 ( JulyAugust, no. 4): 71–83. Motorola established its Training and Education Center (now known as Motorola University) to expand participative management and improve product quality tenfold over a ﬁve year span.

2256 Gabarro, J. J. and J. P. Kotter. 1980. “Managing Your Boss.” HBR 58 ( January-February, no. 1): 92–100.

2249 Gray, D. 2003. “Wanted: Chief Ignorance

Gabarro and Kotter’s notion of “managing one’s boss” involves understanding the organizational objectives and pressures placed on one’s boss and then dealing with a boss in such a context.

Ofﬁcer.” HBR 81 (November, no. 11): 22–24.

2257 Brooks, J. 1978. “Review of Ten Thousand

[“Forethought” Feature]— Gray explains how “ignorance management” is a far more important organizational skill than knowledge management.

Working Days.” HBR 56 (September-October, no. 5): 64–65.

2250 Kesner, I. 2003. “Leadership Development: Perk or Priority.” HBR 81 (May, no. 5): 29–36. [“HBR Case Study” Feature]— Kesner’s case study probes how Zendal Pharmaceuticals must cope with its executive education program budget being slashed by 75 percent.

2251 Grifﬁn, N. S. 2003. “Personalize Your Management Development.” HBR 81 (March, no. 3): 113–118. [“Best Practice” Feature]— Grifﬁn describes four “managers-in-training” programs that Nationwide Financial operates on the assumption that “one-size-ﬁts-all” training never tends to be successful.

2252 Tichy, N. 2001. “No Ordinary Boot Camp.” HBR 79 (April, no. 4): 63–70. [“HBR at Large” Feature]—Many companies run boot camps for new employees which are orientation programs designed to help these employees. New employees typically emerge from them possessing strong bonds to both the other recruits and the organization. Tichy describes a particular program where new employees actually run the company.

2253 McColgan, E. A. 1997. “How Fidelity Invests in Service Professionals.” HBR 75 ( JanuaryFebruary, no. 1): 137–143. [“Ideas at Work” Feature]— Investment in staff training or development is a signiﬁcant key to success for service businesses. McColgan describes the successful model for training and development model that Fidelity Institutional Retirement Services utilizes.

[“For the Manager’s Bookshelf ” Feature]—Brooks reviews Robert Schrank’s Ten Thousand Working Days on the many jobs Schrank has had and how this developed his expertise on workplace issues.

2258 Levinson, H. 1973. “Asinine Attitudes Toward Motivation.” HBR 51 ( January-February, no. 1): 70–76. Many managers contend that workers can only be motivated with a “stick applied to the backside.” Here, workers are motivated by threats of punishment. This only produces poor morale, inefﬁciency, low productivity and high absenteeism.

2259 Sherwin, D. S. 1972. “Strategy for Winning Employee Commitment.” HBR 50 (May-June, no. 3): 37–47. Corporate cultures need to change if production declines, employee morale, and concern for the company are to be reversed. Moreover, management cannot rely on power. It must, instead, embrace a leadership philosophy that emphasizes shared objectives.

2260 Hodgson, J. D. and M. H. Brenner. 1968. “Successful Experience: Training Hard-Core Unemployed.” HBR 46 (September-October, no. 5): 148–156. Hodgson and Brenner describe a host of problems that transpired for companies who hired and attempted to train the hard-core unemployed.

2261 Gomersall, E. R. and M. S. Myers. 1966. “Breakthrough in On-the-Job Training.” HBR 44 ( July-August, no. 4): 62–72. Gomersall and Myers describe how Texas Instruments

147

Marketing

2262–2275

engaged in an innovative behavioral study conducted on its newer workers.

2266 Stoddard, W. L. 1951. “Public Education for Labor Skills.” HBR 29 (May, no. 3): 61–72.

2262 Murphy, J. R. and I. A. Goldberg. 1964. “Strategies for Using Programmed Instruction.” HBR 42 (May-June, no. 3): 115–132.

Stoddard worries that present day industrial education programs are not turning out the right type of skilled worker needed for the American economy. More emphasis should then be placed on vocational-technical education.

Programmed instruction learning requires active responses with immediate feedback. Trainees can advance to more complex material when fully ready.

2263 McClelland, D. C. 1962. “Business Drive and National Achievement.” HBR 40 ( July-August, no. 4): 99–112. Psychologists now study how workers spend their time when they are not under pressure. People who spend this time thinking of better ways to do things better are one’s high achievers.

2264 Surface, J. R. 1954. “Resistance to Training.” HBR 32 (March-April, no. 2): 73–78. Surface investigates the extent to which worker resist training and how this threatens other organizational training programs.

2265 Andress, F. J. 1954. “The Learning Curve as a Production Tool.” HBR 32 ( January-February, no. 1): 87–97. With Andress’s “learning curve” notion, workers learn as they work. The more an operation is performed, the more efﬁcient a worker becomes. Direct labor costs should then begin to decline.

2267 Walker, C. L., Jr. 1949. “Education and Training at International Harvester.” HBR 27 (September, no. 5): 542–558. Walker maintains that industrial education is ﬁnally achieving the stature it should in companies like International Harvester. It does much to enhance productivity, employee morale and ease the communications barriers that plague all organizations.

2268 Livingston, J. S. and P. R. Ignatius. 1947. “Effective Use of Training Films.” HBR 25 (Autumn, no. 4a): 637–651. Many companies are duped into spending large sums on producing training ﬁlms with disappointing results.

2269 “Payment of Operatives During a Training Period.” 1924. HBR 2 ( January, no. 2): 241–248. [“HBR Case Study” Feature]— Stockland Mills, an employer of 200 in a community of 15,000, has a high turnover rate with its apprentice labor; most of which are women.

Marketing Advertising Campaigns or Advertising Media 2270 Fanuele, M. J. 2006. “Embrace the Dark Side.” HBR 84 (October, no. 10): 24–24. [“Forethought” Feature]— Historically, many advertisements for long-standing brands projected a life that was blemish-free. Given the impact of reality TV and other contemporary phenomena, today’s consumer is no longer captivated by these artiﬁcial images. Fanuele contends that present-day brands need “authenticity” in how they portray life and the people depicted in them.

2271 Peebles, M. E. 2003. “And Now, a Word from Our Sponsor.” HBR 81 (October, no. 10): 31–42. [“HBR Case Study” Feature]—Bryant Pharmaceuticals is looking at alternatives to its traditional advertising medium. Peeble’s case study focuses on the times when “clever marketing” smacks of chicanery.

2272 Levitt, T. 1993. “Advertising: The Poetry of Becoming.” HBR 71 (March-April, no. 2): 134–137. [“The Gray Area” Feature]— Levitt explains the manner in which advertising is a “door opener” for one’s products and services. As such, it creates employment and spurs innovation by facilitating the free ﬂow of commerce.

2273 Abraham, M. M. and L. M. Lodish. 1990. “Getting the Most Out of Advertising and Promotion.” HBR 68 (May-June, no. 3): 50–60. [“Special Report” Feature]—Marketing managers once were incapable of measuring the impact that advertising and promotion efforts had on incremental sales. As such, they were forced to rely on a number of unexamined assumptions. Single-source marketing data now enables management to measure the sales impact that would have occurred had advertising or promotion never been utilized.

2274 Schroer, J. C. 1990. “Ad Spending: Growing Market Share.” HBR 68 ( January-February, no. 1): 44–48. [“Special Report” Feature]— Schroer contends that market leaders win “ad wars” by creating a sense of disequilibrium in which they outspend their competition by a wide margin for a sustained period of time.

2275 Jones, J. P. 1990. “Ad Spending: Maintaining Market Share.” HBR 68 ( January-February, no. 1): 38–42. [“Special Report” Feature]— Manufacturers typically base advertising budgets on a case rate system that ties ad-

2276–2291

Marketing

148

vertising to sales. Jones argues that a better format ties a brand’s market share to its share of the total media exposure. Jones also developed an analytical tool to help one determine its advertising budget.

2276 Buchanan, B. and D. Goldman. 1989. “Us vs. Them: The Mineﬁeld of Comparative Ads.” HBR 67 (May-June, no. 3): 38–50. [“Getting Things Done” Feature]—A new law was instituted in 1989 whereby advertisers can be tried in federal court for making false claims in comparative advertisements. Buchanan and Goldman’s article offers suggestions to advertisers for avoiding prosecution of this nature.

2277 Collins, J. M. 1989. “Image and Advertising.” HBR 67 ( January-February, no. 1): 94–99. As consumers “zap” TV ads with their remote controls or watch videos instead of television programming, print ads might reemerge as a crucial forum. Effective print ads possess graphic punch to capture immediate attention.

2278 Kahn, H. L. 1986. “Your Own Brand of Advertising for Nonconsumer Products.” HBR 64 ( January-February, no. 1): 24–26. [“Growing Concerns” Feature]— Kahn urges managers in small and medium-sized companies who manufacture complex or industrial-oriented products to shed their reticence about advertising.

2279 Buchanan, B. 1985. “Can You Pass the Comparative Ad Challenge?” HBR 63 ( July-August, no. 4): 106–113. Buchanan urges marketing managers whose products are victimized in comparative advertisements to assess the quality of data used to substantiate the comparative advertisement.

2280 Ogilby, D. and J. Raphaelson. 1982. “Research on Advertising Techniques That Work—And Don’t Work.” HBR 60 ( July-August, no. 4): 14–18. [“Ideas for Action” Feature]— A rift developed between the intuition that energizes copywriters of television and magazine advertisements with the quantitative research demanded by their clientele as to the efﬁcacy of an advertising campaign.

2281 Garbett, T. F. 1982. “When to Advertise Your Company.” HBR 60 (March-April, no. 2): 100–106. Corporate advertising transcends public relations along with product and brand advertising. Gabert encourages companies to use it when constructing a lasting and favorable impression.

2282 Hartley, R. F. and T. A. Moore. 1981. “New Video Technology Poses Perils for Some Advertisers.” HBR 59 (September-October, no. 5): 24–28. [“Ideas for Action” Feature]— American households now have the capability to videotape their favorite television programs. In doing this, commercials can be deleted. This development might have a detrimental effect on products such as detergent, deodorants and soaps in which television advertising is an effective medium for making contact with audiences.

2283 Bartos, R. 1981. “Ads That Irritate May Erode Trust in Advertised Brands.” HBR 59 ( July-August, no. 4): 138–140. [“Ideas for Action” Feature]— Bartos disputes the advertising industry’s contention that a certain amount of irritation is advisable for creating an effective advertisement.

2284 Farris, P. W. 1981. “Advertising’s Link with Retail Price Competition.” HBR 59 ( January-February, no. 1): 40–44. [“Ideas for Action” Feature]— Farris explains how advertised brands command higher wholesale prices and retail proﬁt margins.

2285 McNiven, M. A. 1980. “Plan for More Productive Advertising.” HBR 58 (March-April, no. 2): 130–136. Advertising and sales promotional efforts need to encompass two components. The ﬁrst part involves the allocation of a dollar amount as a budget line item. Part two encompasses cost cutting in a manner which examines each element in one’s advertising scheme.

2286 Dhalla, N. K. 1980. “Advertising as an Antirecession Tool.” HBR 58 ( January-February, no. 1): 158–165. [“Ideas for Action” Feature]— Dhalla sees it worthwhile for companies to build marketing models. Advertising would be treated as an independent variable that affects sales as opposed to a dependent variable that is a function of sales.

2287 Fajen, S. R. 1978. “More for Your Money from the Media.” HBR 56 (September-October, no. 5): 113–121. With higher media costs, Fajen discusses how advertisers are questioning the beneﬁt from what they receive from their money.

2288 Killough, J. 1978. “Improved Payoffs from Transnational Advertising.” HBR 56 ( July-August, no. 4): 102–110. Killough discusses the difﬁculty when transferring advertising content and messages from one nation to another nation.

2289 Dhalla, N. K. 1978. “Assess the Long-Term Value of Advertising.” HBR 56 ( January-February, no. 1): 87–95. Management needs to see advertising as a capital investment given its ability to generate sales revenue. For this to transpire, Dhalla emphasizes how important it is to assess the customer-holdover or cumulative effect from a media campaign.

2290 Bogart, L. 1976. “Mass Advertising: The Message Not the Measure.” HBR 54 (SeptemberOctober, no. 5): 107–116. Bogart discusses the ramiﬁcations of the advertising industry’s preoccupation with the “numbers.”

2291 Bever, T. G., M. L. Smith, B. Bengen and T. G. Johnson. 1975. “Young Viewers’ Troubling Re-

149 sponses to TV Ads.” HBR 53 (November-December, no. 6): 109–120. Forty-eight elementary school students were interviewed by a team consisting of a psychologist, advertising consultant, medical school professor and a marketing consultant on how capable they are of processing information through advertisements and how susceptible they are to irresponsible advertisers.

2292 Lambin, J. J. 1975. “What Is the Real Impact of Advertising?” HBR 53 (May-June, no. 2): 139–147. In terms of empirical knowledge, large gaps exist on the impact advertising has on market share, competition, consumer buying habits, particularly among children. Lambin cites studies done in Western Europe as to its economic and social signiﬁcance.

2293 Krugman, H. E. 1975. “What Makes Advertising Effective?” HBR 53 (March-April, no. 2): 96– 103. Having an idea of the number of advertising “exposures” a reader or viewer actually pays attention to should enable an advertiser to determine the optimal exposure level needed to capture one’s audience.

2294 Greyser, S. A. 1972. “Advertising: Attacks and Counters.” HBR 50 (March-April, no. 2): 22–28, 140–146. [“Special Report” Feature]— Amidst allegations as to the social effects of advertising, Greyser argues that advertisers must look at the assertions and tone of their messages through the eyes of a consumer.

2295 Greyser, S. A. and B. B. Reece. 1971. “Businessmen Look Hard at Advertising.” HBR 49 (MayJune, no. 3): 18–26, 157–165. [“Problems in Review” Feature]—HBR replicated a study done in 1962 on the perceptions executives have on the effectiveness of advertising. The 1971 results showed signiﬁcantly more uneasiness about advertising stemming from its truthfulness and social impact.

2296 Levitt, T. 1970. “Morality of Advertising.” HBR 48 ( July-August, no. 4): 84–92. To curb the excesses of advertising, Levitt advises both business and government to distinguish between embellishment and mendacity.

2297 Whitney, J. O. 1970. “Better Results from Retail Advertising.” HBR 48 (May-June, no. 3): 111– 120. Much of the waste in advertising efforts could be ameliorated from more collaboration between copywriters, layout artists and key executives through a more participative management approach.

2298 Morrill, J. E. 1970. “Industrial Advertising Pays Off.” HBR 48 (March-April, no. 2): 4–14, 159– 169. [“Problems in Review” Feature]— The effectiveness of Industrial advertising is often questioned. Morrill describes a technique for measuring its contribution to one’s total selling effort.

Marketing

2292–2307

2299 Ryan, M. P. and R. H. Colley. 1967. “Preventive Maintenance in Client-Ad Agency Relations.” HBR 45 (September-October, no. 5): 66–74. As many as 300 major companies switched advertising agencies during 1966. The tension that exists between all types of companies and their advertising agencies is costly and must be avoided.

2300 Dichter, E. 1966. “New Word-of-Mouth Advertising Works.” HBR 44 (November-December, no. 6): 147–166. Consumers perceive most advertising medium as a calculating sales tool. Dichter explores the extent to which they pursue and accept friendly product advice from friends and family.

2301 Ramond, C. K. 1965. “Must Advertising Communicate to Sell?” HBR 43 (September-October, no. 5): 148–159. Reynolds discusses how many companies have learned about developing proﬁt yardsticks for advertising or marketing campaigns.

2302 Newton, D. A. 1965. “Advertising Agency Services: Make or Buy?” HBR 43 ( July-August, no. 4): 111–118. Eight corporations were analyzed to assess what marketing decision-makers should consider to generate the highest return from their advertising agency dealings.

2303 Roberts, J. 1962. “Mythology on Madison Avenue.” HBR 40 (September-October, no. 5): 98–102. Advertising’s effectiveness depends primarily on the creative and technical skills of those with advertising expertise. Roberts ﬁnds that an outstanding advertising campaign combines disregard for rigid formulas and a healthy respect for the consumer’s intelligence.

2304 Colley, R. H. 1962. “Squeezing the Waste Out of Advertising.” HBR 40 (September-October, no. 5): 76–88. Colley discusses what top management should do to develop advertising campaigns that have sound objectives and measurable results.

2305 Freeman, C. 1962. “How to Evaluate Advertising’s Contribution.” HBR 40 ( July-August, no. 4): 137–148. Freeman offers a way to appraise the value of advertising dollars by comparing their contribution to sales goals from the standpoint of investing the same money in other types of marketing or sales efforts.

2306 Greyser, S. A. 1962. “Businessmen Re Advertising: ‘Yes, but...’” HBR 40 (May-June, no. 3): 20–46+. [“Problems in Review” Feature]— Greyser surveys company executives on the role, function, and inﬂuence that advertising has on American society.

2307 Cox, D. F. 1961. “Clues for Advertising Specialists.” HBR 39 (November-December, no. 6): 160–182. [“Keeping Informed” Feature]— In the second of a

2308–2325

Marketing

150

two part series, Cox describes how the reactions of a market audience can be scientiﬁcally measured.

2317 Dean, J. 1951. “How Much to Spend on Advertising.” HBR 29 ( January, no. 1): 65–74.

2308 _____. 1961. “Clies for Advertising Specialists.” HBR 39 (September-October, no. 5): 160–176.

Dean describes the principal methods for determining how much a ﬁrm should invest in advertising.

[“Keeping Informed” Feature]— Some of the most signiﬁcant advances in American business stem from a “cross-pollination” of ideas. This is particularly true for the advertising industry.

2318 Lucas, D. B. and S. H. Britt. 1950. “Measurement of Advertising Audiences.” HBR 28 (September, no. 5): 90–101.

2309 Bursk, E. A. 1960. “Advertising in Adversity.” HBR 38 (May-June, no. 3): 25–30, 149–152. [“Thinking Ahead” Feature]—Bursk explains how advertising needs to be particularly sensitive to ideas which originate from corporate management.

2310 Gamble, F. R. 1959. “Advertising Agency Costs & Proﬁts.” HBR 37 (November-December, no. 6): 103–112. Gamble discusses how advertising agencies attempt to achieve a level of efﬁciency that enables them to generate a reasonable proﬁt even if their volume falls ﬂat.

2311 Forrester, J. W. 1959. “Advertising: A Problem in Industrial Dynamics.” HBR 37 (MarchApril, no. 2): 100–110. Forrester describes why the “industrial dynamics” approach is a better way to create and manage more effective advertising efforts.

Lucas and Britt describe the complexities that marketing and advertising executives face when deciphering a wide array of conﬂicting claims from different media outlets.

2319 Mullen, W. H. 1949. “Measurement of National Advertising.” HBR 27 (September, no. 5): 622–645. Mullen believes that tracking the changes one’s competitors makes to their advertising allotments is an effective indicator of their strategic intent.

2320 Hollander, S., Jr. 1949. “A Rationale for Advertising Expenditures.” HBR 27 ( January, no. 1): 79–87. Hollander ﬁnds that many advertising campaigns are based on a simple percentage of sales. Corporate managers should, instead, be required to determine the amount of advertising expenditures needed to produce a particular amount of sales.

2312 Starch, D. 1958. “Do Ad Readers Buy the Product?” HBR 36 (May-June, no. 3): 49–58.

2321 Cassady, R., Jr. and R. M. Williams. 1949.

Companies who advertise insist on knowing if people who are exposed to their products actually purchase them. Starch explains how marketing departments can ascertain this through recently developed research techniques.

Cassady and Williams pursue the areas where radio is used as an advertising tool; for which little research has been conducted.

2313 Rubel, I. W. 1958. “Toward Better Advertiser-Agency Relations.” HBR 36 (March-April, no. 2): 107–114.

2322 Borden, N. H. 1946. “Selling Newspaper Space to National Advertisers.” HBR 24 (Summer, no. 4): 438–452.

Rubel ﬁnds that neither advertisers nor their advertising agency grasps the ﬁnancial exigencies and technological pressures facing the other party.

2314 Marshall, M. V. 1951. “Review of Literature on Advertising.” HBR 29 ( July-August, no. 4): 127– 134. [“Looking Around” Feature]— Marshall’s literature review examines some recently published material relevant to advertising practices.

2315 Mayer, E. N., Jr. 1951. “Direct Mail Advertising.” HBR 29 ( July, no. 4): 37–51. Mayer likens the preparation needed for launching a direct mail campaign to playing an organ with all its buttons, stops, pedals and keys that must be mastered before any music can be played.

2316 Bernstein, S. R. 1951. “Good Taste in Advertising.” HBR 29 (May, no. 3): 42–50. Though an infrequent practice, offensive advertising besmirches the entire advertising industry. “Law-abidding” or ethical advertisers need to cry “foul” more often when this practice surfaces.

“Radio as an Advertising Medium.” HBR 27 ( January, no. 1): 62–78.

The newspaper industry, in competition with the ﬂedging radio industry, must improve on its market research capabilities if it is to capture national advertising revenues.

2323 _____. 1946. “Use of Newspapers by National Advertisers.” HBR 24 (Spring, no. 3): 295–305. In light of radio’s growing popularity, Borden examines whether newspapers will remain as an advertising outlet based on his survey of newspaper and advertising executives.

2324 Tousley, R. D. 1944. “Advertising Fresh Fruits and Vegetables [II].” HBR 23 (Autumn, no. 1): 79– 94. Tousley investigates the effectiveness of cooperative advertising from the California Fruit Growers and the American Cranberry Association. He is also interested in state government paid advertisements for fruit and vegetable commodities.

2325 Gregory, P. M. 1944. “Appraisal of Mortgage Advertising.” HBR 23 (Autumn, no. 1): 32–45. The advertising of mortgages might help even-out the

151 ups and downs inherent with business and real estate cycles. Gregory also warns of some dangers that exist with advertising of this nature.

2326 Tousley, R. D. 1944. “Advertising Fresh Fruits and Vegetables.” HBR 22 (Summer, no. 4): 447– 458. Tousley discusses the advertising and sales promotion campaigns of cooperative associations in conjunction to the impact state legislatures have in this area.

2327 Dameron, K. 1942. “Information in Advertising.” HBR 20 (Summer, no. 4): 482–495. Dameron believes that consumer demand for informative advertising is widespread in present-day advertsing campaigns.

2328 Borden, N. H. 1938. “Two Years of Advertising Books.” HBR 16 (Winter, no. 2): 247–254. 2329 Henderson, L. J. 1937. “Aphorisms on the Advertsing of Alkalies.” HBR 16 (Autumn, no. 1): 17–23. Henderson, a biochemist, writes a tongue-in-cheek piece on how advertising is used to create consumer demand for “personal health” products that border on quackery.

2330 Redlich, F. 1936. “German Advertising and Its Regulation During the Last Three Years.” HBR 15 (Autumn, no. 1): 95–104. When discussing the economic impact of the Third Reich’s policies on German advertising, Redlich emphasizes how Americans see the circulation ﬁgures for a newspaper or magazine. These numbers are unknown for German mass media outlets. That makes it impossible for an advertiser to determine the value of an advertising space.

2331 Chalkley, L., Jr. 1934. “Flow of Sales Through Retail Drug Stores: A Factual Study.” HBR 12 ( July, no. 4): 427–436.

Marketing

2326–2344

2335 “Advertising and Sales Promotion of Textile Products.” 1929. HBR 8 (October, no. 2): 108–116. [“HBR Case Study” Feature]—Textile products do not utilize advertising mediums like other commodities. Moreover, the industry has not kept pace with changes in selling methods. Three hypothetical textile manufacturers are utilized in this case study to illustrate sound advertising programs might be formulated.

2336 Falk, A. T. 1929. “Analyzing Advertising Results [Part One].” HBR 7 ( January, no. 2): 185–194. Falk explains how difﬁcult it is to measure the effectiveness of one’s advertising efforts in well-managed businesses.

2337 Poffenberger, A. T. 1928. “The Unknown Quantity in Marketing.” HBR 6 ( January, no. 2): 188–193. As the needs and wants of humans demand being satisﬁed, the function of advertising is to show consumers how these wants can best be satisﬁed.

2338 “Consumer Advertising.” 1927. HBR 5 (April, no. 3): 351–357. [“HBR Case Study” Feature]— The Barbour Welting Company illustrates the effectiveness of direct advertising.

2339 Vaile, R. S. 1927. “The Use of Advertising During the Depression.” HBR 5 (April, no. 3): 323– 330. During a recent economic downturn, the difference in sales for ﬁrms that advertised heavily compared to those who did not, was signiﬁcant in the consumer goods industries.

2340 Freyd, M. 1926. “The Analysis of Keyed Returns.” HBR 4 (April, no. 3): 313–318. Anytime consumers request samples or catalogs, manufacturers need to comprehend that those requests are critical for gauging the effectiveness of their advertising and promotional campaigns.

To measure the effectiveness of advertising, a manufacturer needs to know the amount of retail sales on a particular product line. Gathering that information is difﬁcult.

2341 “Preliminary Analysis of the Advertising Possibilities of a Product.” 1925. HBR 4 (October, no. 1): 111–121.

2332 Link, H. C. 1933. “A New Method of Test-

[“HBR Case Study” Feature]— With advertising used more frequently, a need exists to scientiﬁcally measure its impact on consumers.

ing Advertising Effectiveness.” HBR 11 ( January, no. 2): 165–177. Link describes how psychologists surveyed over 1,500 housewives in 15 separate metropolitan areas on their perceptions of a variety of advertising campaigns. This might be the ﬁrst time a survey of this magnitude was executed.

2333 Sommer, A. R. 1932. “Premium Advertising.” HBR 10 ( January, no. 2): 203–212. Sommer links “premium advertising” to granting consumers cash discounts and premiums.

2334 Gregg, M. T. 1930. “Testing Advertising.”

2342 Borden, N. H. 1925. “The Harvard Advertising Awards.” HBR 3 (April, no. 3): 257–264. Borden describes how quickly organizational resources earmarked for advertising have grown.

2343 Taylor, A. E. 1924. “Consumption, Merchandising and Advertising of Foods.” HBR 2 (April, no. 3): 282–295. Whenever producers ﬁnd themselves with a glut of processed food, advertising campaigns are made to induce consumers to increase consumption.

HBR 9 (October, no. 1): 111–123.

2344 Starch, D. 1923. “Testing the Effectiveness

Gregg describes the efforts that have taken place since the beginning of the century to scientiﬁcally evaluate the impact or effectiveness of advertising.

of Advertisements.” HBR 1 ( July, no. 4): 464–474. Starch describes how scientiﬁc methodology is applied to advertising in hopes of making it more effective.

2345–2359

Marketing

152

2345 “Hammett Manufacturing Company.” 1923. HBR 1 (April, no. 3): 378–382. [“HBR Case Study” Feature]— Discusses how advertising expenditures can be tied to the business cycle.

2346 McCann, H. K. 1923. “Planning and Preparation of an Advertising Campaign.” HBR 1 (April, no. 3): 308–313. McCann stresses how important it is to analyze both the product and its market before embarking on any kind of advertising campaign.

Brand Management

ers in a virtual environment can interact with a product. Edery is particularly interested in the ﬁctional products from virtual games or the movies which make their way into the “real world” (e.g., “Bertie Blott’s Every Flavor Beans” from the Harry Potter books and ﬁlms).

2352 Rust, R. T., V. A. Zeithaml and K. N. Lemon. 2004. “Customer-Centered Brand Management.” HBR 82 (September, no. 9): 110–118. [“Tool Kit” Feature]— Rust and his coauthors argue that brand management must be reinvented to enhance customer equity and change how management thinks about its goals, metrics along with the role of a wellmanaged brands.

2353 Nunes, P. F. and S. Dull. 2004. “Found in

2347 Farrelly, F. J. and S. A. Greyser. 2007. “Sports

Translation.” HBR 82 (May, no. 5): 19–20.

Sponsorships to Rally the Home Team.” HBR 85 (September, no. 9): 22–24.

[“Forethought” Feature]— Nunes and Dull write that companies struggling to rejuvenate tired brands should look at SoBe beverages, Nissan and some other Asian brands.

[“Forethought” Feature]— By sponsoring a sports team, a company has a tremendous tool for enhancing its brand and creating cohesion throughout its organization.

2348 Lodish, L. M. and C. F. Mela. 2007. “If Brands Are Built Over Years, Why Are They Managed Over Quarters?” HBR 85 ( July-August, no. 7/8): 104–112. Companies typically “over-invest” in their promotions. They also “under-invest” in advertising, product development and distribution channels. Lodish and Mela exhort consumer goods companies to develop long-term strategies for brand performance and then to quit blaming the big box discount retailers for the dilution of their brands.

2349 Goldstein, D. G. 2007. “Getting Attention for Unrecognized Brands.” HBR 85 (March, no. 3): 24–28. [“Forethought” Feature]— Consumers often prefer recognizable brands even if that brand has clear shortcomings. Since brand recognition is crucial for consumer purchasing decisions, Goldstein provides marketing managers of “unrecognizable brands” with several strategies to overcome their predicament.

2350 Eccles, R. G., S. C. Newquist and R. Schatz. 2007. “Reputations and Its Risks.” HBR 85 (February, no. 2): 104–114. Firms with positive reputations have a more loyal customer base who will purchase a broader range of products and services. They are also better able to attract talented employees. The shareholder value for this category of companies is likely to be higher than ﬁrms with mundane or negative reputations. Most companies, however, are oblivious on why it is important to manage their reputations.

2351 Edery, D. 2006. “Reverse Product Placement in Virtual Worlds.” HBR 84 (December, no. 12): 24–24. [“Forethought” Feature]— A host of studies indicate that well-designed placements in virtual games are more effective than television or ﬁlm placements because play-

2354 Quelch, J. A., J. E. Austin and N. Laidler-Kylander. 2004. “Mining Gold in Not-for-Proﬁt Brands.” HBR 82 (April, no. 4): 24–24. [“Forethought” Feature]— Nonproﬁt organizations now emphasize the value of their brands; many of which are trusted by consumers. These organizations see how brand valuation enhances their inﬂuence as they negotiate co-branding alliances with corporate partners.

2355 Kumar, N. 2003. “Kill a Brand, Keep a Customer.” HBR 81 (December, no. 12): 86–95. Firms typically generate 80 percent to 90 percent of their proﬁts from less than 20 percent of their brands. As such, most brands are not proﬁtable. Kumar, however, ﬁnds most ﬁrms oblivious to the hidden costs of a losing brand.

2356 Corstjens, M. and J. Merrihue. 2003. “Optimal Marketing.” HBR 81 (October, no. 10): 114–121. [“Best Practice” Feature]— Corstjens and Merrihue describe how Samsung bases its marketing allocation decisions on hard data rather than on tradition and instinct.

2357 Zeng, M. and P. J. Williamson. 2003. “The Hidden Dragons.” HBR 81 (October, no. 10): 92– 99. If Chinese brands are not on a company’s radar screen, they should be. Zeng and Williamson describe how Chinese companies such as Haier, Legend and Pearl River Piano are quietly gobbling up market share rivals throughout Asia, Europe, and the United States who are older and ﬁnancially stronger.

2358 Raman, A. P. 2003. “The Global Brand FaceOff.” HBR 81 ( June, no. 6): 35–46. [“HBR Case Study” Feature]— Raman’s case study focuses on a cosmetics company who is pursuing a new global branding initiative. The territory manager for Eastern Europe counters why his region will never go for this product. Five international marketing experts discuss how the home ofﬁce should proceed.

2359 Blasberg, J. and V. Vishwanath. 2003. “Mak-

153 ing Cool Brands Hot.” HBR 81 ( June, no. 6): 20–22. [“Forethought” Feature]— Consumer-product consultants ﬁnd that any brand, regardless of its competitive position, can outperform its category norms through aggressive innovation and promotion techniques.

2360 Holt, D. B. 2003. “What Becomes an Icon Most?” HBR 81 (March, no. 3): 43–49. [“Big Picture” Feature]—Nike, Apple, Harley-Davidson are examples of “iconic” brands. Holt deﬁnes an “iconic” brand as a “symbol that consumers identify with and celebrate.” By offering a compelling myth, these brands can help people resolve life’s tensions.

2361 Keller, K. L., B. Sternthal and A. Tybout. 2002. “Three Questions You Need to Ask About Your Brand.” HBR 80 (September, no. 9): 80–86. Keller and his coauthors argue that people responsible for positioning brands need to concentrate on the differences that sets each brand apart from its competition.

2362 Clancy, K. J. and J. Trout. 2002. “Brand Confusion.” HBR 80 (March, no. 3): 22–22. [“Forethought” Feature]— Clancy and Trout maintain that a CEO’s ultimate job is to prevent “brand dilution” so that consumers do not ﬁnd it difﬁcult to distinguish between competing products.

2363 Mitchell, C. 2002. “Selling the Brand Inside.” HBR 80 ( January, no. 1): 99–105. [“Tool Kit” Feature]— An important, but often overlooked, target group is one’s employees. When ignored, these employees can undermine a company’s marketing and advertising efforts.

2364 Wetlaufer, S. 2001. “The Paradox of Star Brands.” HBR 79 (October, no. 9): 116–123. [An Interview with Bernard Arnault of LVMH]—The French manufacturer, LVMH, is one of the world’s most successful manufacturers of luxury items. Wetlaufer’s interview with chairman Bernard Arnault focuses on the characteristics of luxury brands.

2365 Lederer, C. and S. Hill. 2001. “See Your Brand Through Your Customers’s Eyes.” HBR 79 ( June, no. 6): 125–133. [“Tool Kit” Feature]— The “interweaving” of company brands (e.g., Microsoft and Intel stickers being on Dell computers or Subaru with its L.L. Bean Outback station wagon) is becoming common. Lederer and Hill explain how important “portfolio management” is with regards to brand management of this nature.

2366 Jackson, M. 2001. “Bringing a Dying Brand Back to Life.” HBR 79 (May, no. 5): 53–61. [“First Person” Feature]— Jackson purchased the Harlem Globetrotters in 1993. By providing quality basketball, forging good business relationships and by insisting on accountability, the attendance, revenue and proﬁtability for the Globetrotters has dramatically increased.

2367 Hatch, M. J. and M. Schultz. 2001. “Are the Strategic Stars Aligned for Your Corporate Brand?” HBR 79 (February, no. 2): 128–134.

Marketing

2360–2374

[“Tool Kit” Feature]—To help ﬁrms create strong corporate brands, Hatch and Schultz developed a series of diagnostic questions aimed at revealing misalignments in one’s corporate vision, culture and image.

2368 Locke, C. 2000. “Smart Customers, Dumb Companies.” HBR 78 (November-December, no. 6): 187–191. [“Books in Review” Feature]— Locke reviews Cristol and Sealey’s Simplicity Marketing: Relieving Customer Stress in the Digital Age which argues that companies need to consolidate their product and service functions and not fret about developing new labeling and product extensions.

2369 Keller, K. L. 2000. “The Brand Report Card.” HBR 78 ( January-February, no. 1): 147–157. [“Thinking Ahead” Feature]— Building and properly managing brand equity is a priority for companies of all sizes. Few managers, however, can step back and objectively assess their brand’s strengths and weaknesses. Keller describes some characteristics shared by strong brands.

2370 Aaker, D. A. and E. Joachimsthaler. 1999. “The Lure of Global Branding.” HBR 77 (November-December, no. 6): 137–146. Creating strong global brands cannot be done by an edict from upper-echaleon management. Firms, instead, need to tap their organizational structures, processes and culture to develop a global brand strategy.

2371 Ward, S., L. Light and J. Goldstein. 1999. “What High-Tech Managers Need to Know About Brands.” HBR 77 ( July-August, no. 4): 85–95. Ward and his coauthors examine the impact that “brand management” has on the high-technology sector and offer ﬁve steps that can be instrumental in the development of brand management.

2372 Dunne, D. and C. Narasimhan. 1999. “The New Appeal of Private Labels.” HBR 77 (May-June, no. 3): 41–52. [“Thinking About” Feature]—Consumer-goods manufacturers typically loath private-label products for making consumers more price-sensitive and reducing their proﬁt margins. Dunne and Narashimhan counter with the beneﬁts that private labels offer savvy manufacturers.

2373 Aaker, D. A. 1997. “Should You Take Your Brand to Where the Action Is?” HBR 75 (September-October, no. 5): 135–145. With regards to brand management, “vertical marketing” involves taking a brand to a market segment that is either above or below its present position. Before making such a move, management must ascertain whether this is worth risking one’s brand identity. In general, Aaker ﬁnds that management should avoid engaging in vertical extensions whenever possible.

2374 Vishwanath, V. and J. Mark. 1997. “Your Brand’s Best Strategy.” HBR 75 (May-June, no. 3): 123–131. In studying premium brands, Vishwanath and Mark

2375–2390

Marketing

154

ﬁnd that market share does not “drive” proﬁtability alone. Instead, a brand’s proﬁtability is really determined by the product’s market environment.

2382 Berry, L. L., E. K. Lefkowith and T. Clark. 1988. “In Services, What’s in a Name?” HBR 66 (September-October, no. 5): 28–30.

2375 Joachimsthaler, E. and D. A. Aaker. 1997.

[“Ideas for Action” Feature]— Selecting a company’s name is critical for new ﬁrms in highly competitive markets or those seeking to expand their services or geographic reach.

“Building Brands Without Mass Media.” HBR 75 ( January-February, no. 1): 39–50. [“World View” Feature]— Relying on mass media campaigns to build strong brands is an antiquated strategy. New media channels enable customers bypass advertisements. Joachimsthaler and Aaker describe how several European companies utilize alternative brandbuilding approaches that will be more common in today’s post mass-media age.

2383 Petty, P. H. 1985. “Behind the Brands at P & G.” HBR 63 (November-December, no. 6): 78–90. [An Interview with John Smale]— Smale discusses how Procter & Gamble sustains its reputation for excellence, utilizes business teams and develops talented managers.

2376 Quelch, J. A. and D. Harding. 1995. “Brands Versus Private Labels: Fighting to Win.” HBR 74 ( January-February, no. 1): 99–111.

2384 Jackson, B. B. and B. P. Shapiro. 1979. “New

Quelch and Harding maintain private labels (i.e., store brands) account for 14 percent of supermarket sales. Byand-large, their market share increases when the economy is suffering.

Jackson and Shapiro describe a more systematic approach to product line management using a computer model.

2377 Maruca, R. F. 1995. “How Do You Grow a Premium Brand?” HBR 73 (March-April, no. 2): 22–40. [“HBR Case Study” Feature]— Maruca’s case study examines a prestigious chain of health clubs who wants to extend its brand to a mid-price hotel chain.

2378 Quelch, J. A. and D. Kenny. 1994. “Extend Proﬁts, Not Product Lines.” HBR 72 (SeptemberOctober, no. 5): 153–160. Consumers are likely to balk any time they deal with a vast array of choices. Hence, the problems and risks associated with the proliferation of extending brands and product lines are formidable Any company who engages in this risk undermines its brand loyalty.

2379 Maruca, R. F. 1994. “Can This Brand Be Saved?” HBR 72 (September-October, no. 5): 20–36. [“HBR Case Study” Feature]—Maruca’s case study involves a company attempting to revive its brand of shampoo that is losing market share. A debate surfaces between an advertising agency’s account representative and the company’s sales manager.

2380 Jones, J. P. 1990. “The Double Jeopardy of Sales Promotions.” Harvard Business Review. 68 (September-October, no. 5): 145–157. Manufacturers are investing more in market promotions at the expense of advertising. Jones contends that promotional efforts rarely produce repeat business. Moreover, the demand on products with low price elasticity is never affected by these pricing opportunities.

2381 Buzzell, R. D., J. A. Quelch and W. J. Salmon. 1990. “The Costly Bargain of Trade Promotion.” HBR 68 (March-April, no. 2): 141–149. Power has shifted from manufacturers to retailers. This is triggering an increase in trade promition efforts particularly among supermarkets, drug store chains and discounters like Wal-Mart and Target. Advertising loses much of its luster in this context.

Way to Make Product Line Decisions.” HBR 57 (May-June, no. 3): 139–149.

2385 Cohen, A. I. and A. L. Jones. 1978. “Brand Marketing in the New Retail Environment.” HBR 56 (September-October, no. 5): 141–148. Cohen and Jones describe how retailers like Sears, General Electric and Levi Strauss now have more spophisticated tools at their disposal for managing their brands and measuring their markets and distribution channels

2386 Margulies, W. P. 1977. “Make the Most Out of Your Corporate Identity.” HBR 55 ( July-August, no. 4): 66–74. “Corporate identity” is deﬁned as the “sum of the ways a company chooses to identify itself to its various stakeholders.”

2387 Dietz, S. 1973. “Get More Out of Your Brand Management.” HBR 51 ( July-August, no. 4): 127 –136. Dietz explains the differences between the bureaucratic and entrepreneurial functions of brand management based on its life stage.

2388 Levitt, T. 1966. “Branding on Trial.” HBR 44 (March-April, no. 2): 20–38+. [“Thinking Ahead” Feature]— Levitt pursues whether a “brand holder” possesses the right to withhold their branded products from distribution outlets whose business practices might compromise or diminish the reputation of the brand.

2389 Luck, D. J. and T. Nowak. 1965. “Product Management — Vision Unfulﬁlled.” HBR 43 (MayJune, no. 3): 143–154. Luck and Nowak describe an approach that has been widely adopted by multiproduct manufacturers despite many organizational difﬁculties.

2390 Kline, C. H. 1965. “The Case of the Diversiﬁcation Dilemma.” HBR 43 (May-June, no. 3): 12–30, 157, 172–174. [“Problems in Review” Feature]— Kline’s case study

155 focuses on the plight of an industrial company and whether it should diversify and attempt to penetrate some consumer markets.

2391 Kotler, P. 1965. “Phasing Out Weak Products.” HBR 43 (March-April, no. 2): 107–118. Kotler offers a practical control system for companies to maintain a product mix free from unproﬁtable products.

2392 Ames, B. C. 1963. “Payoff from Product Management.” HBR 41 (November-December, no. 6): 141–152. Despite sharp criticism, Ames describes how the “product manager concept” remains a highly effective mechanism if applied with realistic expectations.

2393 Martineau, P. 1958. “Sharper Focus for the Corporate Image.” HBR 36 (November-December, no. 6): 49–58. Companies have engaged in institutional advertising and generating good-will for years. With more emphasis now being placed on one’s brand and product image, ﬁrms are also doing a great deal to enhance their corporate image.

2394 Cunningham, R. M. 1956. “Brand Loyalty: What, Where, How Much?” HBR 34 ( January-February, no. 1): 116–128. Cunningham describes the pioneering study on consumer brand loyalty that Massachusetts Institute of Technology implemented.

2395 Gardner, B. B. and S. J. Levy. 1955. “The Product and the Brand.” HBR 33 (March-April, no. 2): 33–39. Gardner and Levy describe how qualitative research offers insight into consumer motives with regards to brand management.

2396 Borden, N. H. 1946. “Advertising Branded Parts to Consumers.” HBR 25 (Autumn, no. 1): 129–144. As fabricated material becomes a more important component with consumer goods, Borden examines the branding strategies that manufacturers will utilize.

Consumer Demographics or Behavior 2397 Howe, N. and W. Strauss. 2007. “The Next 20 Years: How Customer and Workforce Attitudes Will Evolve.” HBR 85 ( July-August, no. 7/8): 41– 52. [“Big Picture” Feature]—Howe and Strauss have monitored the cultural and philosophical differences between generations for approximately 30 years. They do it to gauge whether these differences affect the workplace as well as America’s economic, social and political structures.

2398 Mitra, D. and P. N. Golder. 2007. “Quality Is in the Eye of the Beholder.” HBR 85 (April, no. 4): 26–28. [“Forethought” Feature]—Product quality is perceived

Marketing

2391–2405

to suffer any time companies increase their margins by cutting costs. Mitra and Golder explain how consumer perceptions with regards to product quality often lag several years behind from when the reductions were initially implemented.

2399 Mahajan, V. and Y. Wind. 2006. “Capturing the Ricochet Economy.” HBR 84 (November, no. 11): 25–26. [“Forethought” Feature]— A “ricochet economy” is one where the purchases and investments of immigrants living in the United States “bounce back” to their former nation. Companies who neglect to see the potential of this ricochet economy are missing out on tremendous marketing opportunities.

2400 Gopal, A. and R. Srinivasan. 2006. “The New Indian Consumer.” HBR 84 (October, no. 10): 22–23. [“Forethought” Feature]— India is undergoing profound socio-economic changes; most of which stem from the 1990s when India’s economy became integrated into the global economy. Consumers, now a staple of India’s economy, symbolize the nation’s openness to change.

2401 Bonoma, T. V. 2006. “Major Sales: Who Really Does the Buying.” HBR 84 ( July-August, no. 7– 8): 172–181. [“Best of HBR” (May-June 1982) Feature]— Identifying a ﬁrm’s decision makers and their purchasing motives requires the aptitude of a psychologist. Bonoma is mystiﬁed over why many sales organizations overlook the psychological information that is available on consumer personality types. This information is often free and can produce a more effective sales strategy.

2402 Nunes, P. F. and F. V. Cespedes. 2003. “The Customer Has Escaped.” HBR 81 (November, no. 11): 96–105. The options for distribution channels are proliferating. Consumers are now more sophisticated in knowing how companies market to them; most of which by being equipped with online information to make advantageous decisions.

2403 Silverstein, M. J. and N. Fiske. 2003. “Luxury for the Masses.” HBR 81 (April, no. 4): 48–57. Whenever a new product or service category emerges, it seems to be a luxury-oriented item. Middle-market consumers, in particular, are more likely to now pursue high-end quality and taste.

2404 Johnson, B. A. and P. C. Nunes. 2002. “Target the Almost Rich.” HBR 80 ( June, no. 6): 22–24. [“Forethought” Feature]— Marketers have skillfully targeted the middle class and extremely wealthy segments but have neglected consumers with household incomes of approximately $100,000. Johnson and Nunes offer three tactics to capture this “almost-rich” segment.

2405 Nunes, J. C. and P. Boatwright. 2001. “Pricey Encounters.” HBR 79 ( July-August, no. 7): 18–19. [“Forethought” Feature]—Research indicates that “incidental prices” (i.e., prices for unrelated products ob-

2406–2422

Marketing

156

served during the purchasing process) can inﬂuence what consumers are willing to pay for the item they originally sought.

2406 Seybold, P. B. 2001. “Get Inside the Lives of

[“Special Report” Feature]—With the computer summary tapes now available, the 1970 census offers marketing data containing unprecedent depth to the business community.

Your Customers.” HBR 79 (May, no. 5): 80–89.

2414 Dichter, E. 1965. “Discovering the ‘Inner

Many companies do little to examine the context to which customers select, buy and use their products and services. As such, they miss out in deepening loyalty and expanding their sales base.

[“Thinking Ahead” Feature]— Dichter examines the changing pattern of thinking on the part of American consumers and the impact this has on one’s marketing efforts.

Jones.’” HBR 43 (May-June, no. 3): 6–10, 157.

2407 Hagel, J., III and J. F. Rayport. 1997. “The Coming Battle for Customer Information.” HBR 75 ( January-February, no. 1): 53–65.

2415 Hopkinson, T. M. 1964. “New Battleground:

[“Thinking About” Feature]—Companies are collecting information on customers to tailor their offerings to speciﬁc needs or services. Consumers, in turn, are increasingly edgy about the amount and depth of information collected on them. Hagel and Rayport are interested if consumers will demand “ownership” of this data and demand some sense of value in exchange for it. If so, access to information might be costly and complex.

Instead of viewing a consumer as solely a sales prospect, it is time for business to take a more encompassing look at one’s consumer and assess the full range of their diverse needs and desires.

2408 McKenna, R. 1991. “Marketing Is Everything.” HBR 69 ( January-February, no. 1): 65–79. Consumer choice is being transformed by technology. This produces a new marketing paradigm predicated on the knowledge and experience of consumers. As such, McKenna believes that the 1990s will belong to the consumer.

2409 Levitt, T. 1990. “The Case of the Migrating Markets.” HBR 68 ( July-August, no. 4): 12–24. [“HBR Case Study” Feature]— Levitt’s case study probes whether an established company should maintain the status quo to keep their established customer base happy. Doing things differently would likely attract a younger consumer but would also alienate its traditional client base.

2410 Bonoma, T. V. 1982. “Major Sales: Who Really Does the Buying?” HBR 60 (May-June, no. 3): 111–119. Psychological research on consumers can produce effective sales results. As such, Bonoma is dumbfounded how marketing executives overlook this research.

Consumer Interest.” HBR 42 (September-October, no. 5): 97–104.

2416 Mainer, R. and C. C. Slater. 1964. “Markets in Motion.” HBR 42 (March-April, no. 2): 75–82. Mainer and Slater describe a scheme that promptly detects changes in consumer behavior. It also enables management to examine its marketing strategy on its mature product lines.

2417 Boyd, H. W., Jr. and S. J. Levy. 1963. “New Dimension in Consumer Analysis.” HBR 41 (November-December, no. 6): 129–140. Marketers should make decisions in terms of consumption systems and subsystems to ensure that consumer needs and wants are spelled out in meaningful detail.

2418 Cunningham, R. M. 1961. “Customer Loyalty to Store and Brand.” HBR 39 (November-December, no. 6): 127–137. Cunningham’s article explores the interrelationships between store loyalty and brand loyalty.

2419 Bullock, H. A. 1961. “Consumer Motivation in Black and White [Part II].” HBR 39 ( July-August, no. 4): 110–124. Bullock describes how African-American and White audiences can be captured simultaneously in a manner that can alleviate racial intolerance.

ket.” HBR 58 ( January-February, no. 1): 140–148.

2420 _____. 1961. “Consumer Motivation in Black and White [Part I].” HBR 39 (May-June, no. 3): 89–104.

Contrary to public perception, Bartos sees Americans, age 49 and older, as a bonanza for marketers since they now have the money and opportunity to indulge in luxury travel, restaurants, and theater.

African-Americans and Whites are obviously subject to different reference groups. Bullock discusses what the most important differences are for marketers to understand.

2412 _____. 1978. “What Every Marketer Should Know About Women.” HBR 56 (May-June, no. 3): 73–85.

2421 Bernstein, P. L. 1961. “The Trojan Horse of Population Growth.” HBR 39 (March-April, no. 2): 78–86.

Bartos points out how marketers have grossly underestimated the number of working women and why they should understand that working women are different consumers than stay-at-home mothers.

Bernstein is skeptical about projections made about population growth and if that will trigger greater consumer demand for goods and services.

2411 Bartos, R. 1980. “Over 49: The Invisible Mar-

2413 Eckler, A. R. 1970. “Proﬁt from the 1970 Census Data.” HBR 48 ( July-August, no. 4): 4–16, 174–177.

2422 Robinson, D. E. 1958. “Fashion Theory and Product Design.” HBR 36 (November-December, no. 6): 126–139. Robinson contends that American clothing manufac-

157 turers and retailers are inept at gauging and responding to changes in women’s fashions.

2423 Newman, J. W. 1957. “New Insight, New Progress, for Marketing.” HBR 35 (November-December, no. 6): 95–102. Newman offers ideas for ﬁrms to consider with regards to grasping consumer desires.

2424 Alevizos, J. P. and A. E. Beckwith. 1954. “Downtown Dilemma.” HBR 32 ( January-February, no. 1): 109–119. From surveying consumers throughout the Boston metropolitan area, Alevizos and Beckwith discovered that consumers desire downtown or city venues for style and luxury items but prefer suburban stores for children’s wear and stock items (e.g., hosiery, cosmetics, etc.).

2425 Brewster, R. C. 1953. “More Psychology in Selling.” HBR 31 ( July-August, no. 4): 91–99. Brewster contends that marketers will never be able to cope with the problems that lay ahead in retailing, wholesaling, advertising, distribution and salesmanship without doing research on people and their way of thinking.

2426 Tosdal, H. R. 1939. “The Customer and Consumption in Recent Literature.” HBR 17 (Summer, no. 4): 508–514.

2427 Spengler, J. J. 1934. “Population Growth, Consumer Demand and Business Proﬁts.” HBR 12 ( January, no. 2): 204–221. Spengler’s analysis of the 1930 census indicates a slowing of the United States’s population growth.

2428 Tosdal, H. R. 1933. “Hand-to-Mouth Buying.” HBR 11 (April, no. 3): 299–306. Tosdal argues that far more empirical research is needed to understand the a “hand-to-mouth” phenomena in America today.

Marketing

2423–2441

[“Ideas for Action” Feature]— Stancill ﬁnds that credit should be offered to consumers anytime the probability of collecting from them is at least 70 percent.

2433 Boggess, W. P. 1967. “Screen-Test Your Credit Risks.” HBR 45 (November-December, no. 6): 113– 122. Too liberal credit can cost money through bad debt loses. Being too cautious in extending credit can easily mean the loss of sales and proﬁts. Boggess describes some new computer-generated techniques with consumer credit that can help alleviate defaults as well as retain good accounts.

2434 Welshans, M. T. 1967. “Using Credit for Proﬁt Making.” HBR 45 (November-December, no. 1): 141–157. A National Association of Credit Management and HBR joint study found that more ﬁrms are liberalizing their credit practices and then treating their credit departments as proﬁt centers.

2435 Cook, D. C. 1963. “The Case Against Capitalizing Leases.” HBR 41 ( January-February, no. 1): 145–161. Cook discusses the history and status of leases, as well as the practical considerations of ﬁnancial reporting.

2436 Johnson, R. W. 1961. “More Scope for Credit Managers.” HBR 39 (November-December, no. 6): 109–120. Management can no longer afford to overlook the proﬁt potential that often lies dormant with credit departments.

2437 Griesinger, F. K. 1955. “Pros and Cons of Leasing Equipment.” HBR 33 (March-April, no. 2): 75–89.

2429 Clark, F. E. 1928. “An Analysis of the Causes

Manufacturers, users of industrial equipment as well as lenders are now seeing leases as a ﬁnancing and marketing device of unusual promise.

and Results of Hand-to-Mouth Buying.” HBR 6 ( July, no. 4): 394–400.

2438 Rollins, J. W. 1954. “Trend to Fleet Leasing.” HBR 32 ( July-August, no. 4): 108–114.

Clark describes how signiﬁcantly hand-to-mouth buying has grown since World War I.

2430 Copeland, M. T. 1924. “Customers’ Buying Habits.” HBR 2 ( January, no. 2): 139–153. Copeland investigates consumer buying habits and ﬁnds that successful salesmanship stems from knowing these habits.

2431 _____. 1923. “Relation of Consumers’ Buying Habits to Marketing Methods.” HBR 1 (April, no. 3): 282–289. Copeland contends that manufacturers must be far more diligent in analyzing the buying habits of their customers in the format of a marketing plan.

Credit or Leasing Arrangements 2432 Stancill, J. M. 1979. “Is Your Bad Debt Expense Too Low?” HBR 57 (May-June, no. 2): 6–7.

Vehicle leasing is an expanding phenomenon that increasing numbers of companies ﬁnd advantageous.

2439 Cary, W. L. 1949. “Sale and Lease-Back of Corporate Property.” HBR 27 (March, no. 2): 151– 164. The sales and leaseback device is promoted as a panacea for most corporate needs based on a wide array of business and tax advantages.

2440 McNeill, R. B. 1944. “The Lease as a Marketing Tool.” HBR 22 (Summer, no. 4): 415–430. Few manufacturers distribute their equipment using leasing arrangements which would provide working capital and ﬁnance advantages to buyers. Doing so would enable manufacturers to have an easier time completing transactions.

2441 Grimes, W. H. 1940. “Distribution and the Finance Company.” HBR 18 (Winter, no. 2): 199– 206.

2442–2457

Marketing

158

Grimes describes how the sale of open market notes, through commercial brokers, works in collaboration to consumer installment credit.

2442 Weiss, J. D. 1938. “Installment Selling: A Critical View.” HBR 17 (Autumn, no. 1): 96–104. Marketing executives seem to have little concern over the economic and social hardships facing American households and stem from installment purchases.

2443 Schmalz, C. N. 1938. “Where Is Installment Selling Headed?” HBR 17 (Autumn, no. 1): 85–95. Schmalz explains how installment selling, which is replacing deferred sales, will generate a growing proportion of retail sales over the next twenty years.

2444 Jones, O. T. 1936. “Factoring.” HBR 14

sues that should be considered when purchasing new machinery.

2452 “Leasing Versus Installment Sales in Marketing of Manufacturer’s Equipment.” 1927. HBR 6 (October, no. 1): 90–95. [“HBR Case Study” Feature]— Purchasers of industrial equipment are usually not willing to reduce their working capital for this type of purchase. Banks are also reluctant to offer credit. As such, equipment producing companies often ﬁnd themselves extending long-term credit.

Customer Service Issues

(Winter, no. 2): 186–189.

2453 Ariely, D. 2007. “The Customer’s Revenge.”

“Factoring” is a pricing strategy that originated in the textile industry. More industries now utilize it as way to generate more working capital.

HBR 85 (December, no. 12): 31–43.

2445 Nugent, R. 1933. “Three Experiments with Small Loan Interest Rates.” HBR 12 (October, no. 1): 35–46. On loans of $300 or less, interest rates between 10 and 30 percent a month constitute usury. Nugent assesses some model state legislation that has been introduced across the country.

2446 Froman, L. A. 1933. “The Cost of Installment Buying.” HBR 11 ( January, no. 2): 227–236. No one knows the exact volume of installment buying done in the United States. Froman estimates that 15 percent of consumer goods are purchased in this manner.

2447 “Revenue Determination in the Case of Installment Sales.” 1929. HBR 7 ( July, no. 4): 473– 482. [“HBR Case Study” Feature]— Installment sales are triggering questions on what constitutes earnings when sales are derived from deferred payments. The recently enacted income tax exasperates this issue for ﬁrms such as the ﬁctitious Bancroft Company.

2448 “The Selection of Security for Financing Automobile Dealers’ Purchases.” 1929. HBR 7 (April, no. 3): 357–362. [“HBR Case Study” Feature]— Discusses how automobile manufacturers offer ﬁnancing to their dealers.

2449 “Financing Installment Sales.” 1928. HBR 6 ( July, no. 4): 487–493. [“HBR Case Study” Feature]— Installment sales are growing in popularity among manufacturers and merchants. The plights of both the Perry Company and Dalt Trucking Company are examined as to the impact this has on one’s working capital.

2450 Perkins, J. H. 1928. “Installment Selling [Reviews of Business Literature].” HBR 6 (April, no. 3): 367–368. 2451 “Shall We Buy This New Machine?” 1927. HBR 6 (October, no. 1): 101–105. [“HBR Case Study” Feature]—Discusses an array of is-

[“HBR Case Study” Feature]— Ariely’s case study involves an irate customer and a Detroit automaker. Among other things, the customer threatens to use YouTube to air his grievances with the manufacturer. In essence, how should companies deal with unhappy customers in the Internet Age?

2454 Hart, C. W. 2007. “Beating the Market with Customer Satisfaction.” HBR 85 (March, no. 3): 30–32. [“Forethought” Feature]— Despite Wall Street’s ultimatum for ﬁrms to reduce their costs through outsourcing and automation, Hart cites research by a University of Michigan professor whereby companies with high levels of customer service and satisfaction outperformed the ﬁrms listed on the S&P indices. Moreover, the cash ﬂows and stock values for these “customer service-centric companies” was less volatile than it is with the S&P companies.

2455 Meyer, C. and A. Schwager. 2007. “Understanding Customer Experience.” HBR 85 (February, no. 2): 116–126. Meyer and Schwager deﬁne “customer experience” as a “subjective response customers have based on their contact with a company.” Ignoring this concept is dangerous given how consumers now have a number of choices and channels for pursuing a good or service.

2456 Fleming, J. H., C. Coffman and J. K. Harter. 2005. “Manage Your Human Sigma.” HBR 83 ( July-August, no. 7): 106–114. Six Sigma principles are extremely useful in manufacturing contexts. They are not, however, useful for human interaction puposes. Fleming and his coauthors implemented a quality improvement tool which they labeled “human sigma.” This new methodology should generate a method for assessing, managing and improving employee-customer encounters predicated a single measure.

2457 Gulati, R. and J. B. Oldroyd. 2005. “The Quest for Customer Focus.” HBR 83 (April, no. 4): 92–101. Since most ﬁrms desire being close to their customers, many made heavy investments in database software and

159

Marketing

2458–2472

other technologies to help organize and nurture these relationships. These investments, however, have not paid off. Relationship building is not about building information systems. It is, instead, a four stage learning process.

[“Best Practice” Feature]— The research that Rigby and his coauthors conducted on customer relationship management (CRM) revealed four pitfalls that managers stumble into when implementing these programs.

2458 Womack, J. P. and D. T. Jones. 2005. “Lean

Contact.” HBR 80 ( January, no. 1): 16–17.

Consumption.” HBR 83 (March, no. 3): 58–68. Lean consumption is designed to squeeze the inefﬁciency out of the manufacturing or service rendering process. By streamlining their systems for providing goods and services, and by making it easier for customers to buy and use those products or services, a growing number of companies are actually lowering their costs while saving everyone time.

2459 Rigby, D. K. and D. Ledingham. 2004. “CRM Done Right.” HBR 82 (November, no. 11): 118–129. [“Best Practice” Feature]—Early adapters of “customer relationship management” (CRM) systems are often disappointed by CRM’s high cost or its elusive beneﬁts. Rigby and Ledingham describe how some ﬁrms have extracted impressive value from CRM.

2460 Dhar, R. and R. Glazer. 2003. “Hedging Customers.” HBR 81 (May, no. 5): 86–92. Dhar and Glazer urge cmpanies to treat customers as individuals even if their collective behavior is not difﬁcult to anticipate. That behavior should be diagnosed like one does with a stock in their investment portfolio.

2461 Berry, L. L. and N. Bendapudi. 2003. “Clueing in Customers.” HBR 81 (February, no. 2): 100– 106. [“Best Practice” Feature]— Berry and Bendapudi describe the effectiveness of the Mayo Clinic at designing and managing a consistent message which is something that other service organizations should emulate.

2462 Reinartz, W. and V. Kumar. 2002. “The Mismanagement of Customer Loyalty.” HBR 80 ( July, no. 7): 86–94. Reinartz and Kumar examine the relationship between customer loyalty and proﬁts. The two discovered that not all loyal customers are proﬁtable and vice versa.

2463 Taylor, A. 2002. “Driving Customer Service.” HBR 80 ( July, no. 7): 24–25. [“Forethought” Feature]—Taylor describes how Enterprise Rent-A-Car developed its system for providing superior customer service based on an ambitious and largely autonomous workforce.

2464 Stock, J., T. Speh and H. Shear. 2002. “Many Happy (Product) Returns.” HBR 80 ( July, no. 7): 16–17. [“Forethought” Feature]—Savvy companies often ﬁnd that a good merchandise return policy boosts proﬁts since it fosters loyal relationships with one’s customers and suppliers.

2465 Rigby, D. K., F. F. Reichheld and P. Schefter. 2002. “Avoid the Four Perils of CRM.” HBR 80 (February, no. 2): 101–109.

2466 Arussy, L. 2002. “Don’t Take Calls, Make [“Forethought” Feature]— Call centers typically emphasize speed over service. As such, they invariably alienate consumers far more than they help them. Arussy offers four ideas that can make call centers the source of business value.

2467 Chase, R. B. and S. Dasu. 2001. “Want to Perfect Your Company’s Service?: Use Behavioral Science.” HBR 79 ( June, no. 6): 78–84. Maintaining that behavioral science can provide insight into improved service, Chase and Dasu offer advice on ways to enhance a customer’s experience and produce a positive memory of the process.

2468 Berry, L. L. 2001. “The Old Pillars of Retailing.” HBR 79 (April, no. 4): 131–137. [“Best Practice” Feature]— Berry emphasizes that customers still need to be offered superior solutions and treated with respect on an emotional level no matter if an entrepreneur is running a physical store, a catalog business or an electronic commerce site.

2469 Maruca, R. F. 2000. “Mapping the World of Customer Satisfaction.” HBR 78 (May-June, no. 3): 30–30. [“Forethought” Feature]— As more companies engage in global commerce, they are also conducting internationally-oriented customer satisfaction studies. Northwestern University’s Kellogg School of Business ﬁnds that these satisfaction studies should be used with caution.

2470 Prahalad, C. K. and V. Ramaswamy. 2000. “Co-Opting Customer Competence.” HBR 78 ( January-February, no. 1): 79–90. Companies must recognize that one’s customers are a partner for creating value. Prahalad and Ramaswamy describe the shifting role of the consumer and how this affects a company’s core competencies.

2471 Forunier, S., S. Dobscha and D. G. Mick. 1998. “Preventing the Premature Death of Relationship Marketing.” HBR 76 ( January-February, no. 1): 42–51. [“Thinking Ahead” Feature]— Customer satisfaction rates in America are at an all-time low. Complaints, boycotts, and other manifestations of consumer discontent are increasing. At some point, corporate performance will suffer unless relationship marketing becomes what it is meant to be.

2472 Smith, N. C., R. J. Thomas and J. A. Quelch. 1996. “A Strategic Approach to Managing Product Recalls.” HBR 74 (September-October, no. 5): 102–112. Companies must be prepared to deal with a product recalls. Firms with such a plan will react far more quickly and earn praise for their excellent customer service.

2473–2487

Marketing

160

2473 Reichheld, F. F. 1996. “Learning from Customer Defections.” HBR 74 (March-April, no. 2): 56–70.

ments can produce additional customers. Reichheld and Sasser discuss the notion of “defection analysis” that solicits feedback from defecting customers.

Companies focus too much on seeking new customers. They often fail to see how proﬁtable loyal customers are. Much can be learned by listening to dissatisﬁed customers and why they opted to defect.

2480 Firnstahl, T. W. 1989. “My Employees Are My Service Guarantee.” HBR 67 ( July-August, no. 4): 28–34.

2474 Prokesch, S. E. 1995. “Competing on Customer Service.” HBR 73 (November-December, no. 6): 100–118. [An Interview with British Airway’s Sir Colin Marshall]— As chairman of British Airways, Colin Marshall explains why many passengers are willing to pay more for superior service.

2475 Jones, T. O. and W. E. Sasser, Jr. 1995. “Why Satisﬁed Customers Defect.” HBR 73 (NovemberDecember, no. 6): 88–99. Companies who excel in satisfying customers are proﬁcient in both listening to customers and in interpreting what customers with different levels of satisfaction tell them. Customers, who say on surveys how “satisﬁed” they are often mean that they are not “completely satisﬁed.” In all probability, this sector will defect when given the opportunity.

2476 Gouillart, F. J. and F. D. Sturdivant. 1994. “Spend a Day in the Life of Your Customers.” HBR 72 ( January-February, no. 1): 116–127. Many top managers barely retain contact with customers as their ﬁrms grow relying, instead, on subordinates to deﬁne the market for them. A senior executive’s greatest skill may be their ability to gain a sense of the market through customer contact and then translate those insights into the strategic management process.

2477 Reichheld, F. F. 1993. “Loyalty-Based Management.” HBR 71 (March-April, no. 2): 64–74. Increasing customer loyalty can enhance a ﬁrm’s proﬁtability. Few ﬁrms, however, engage in this practice. Reichheld explains why a loyal customer base must be an integral component of a company’s basic business strategy.

2478 Treacy, M. and F. Wiersema. 1993. “Customer Intimacy and Other Value Disciplines.” HBR 71 ( January-February, no. 1): 84–96.

[“Growing Concerns” Feature]— Customer satisfaction guarantees are worthless if consumers are made to “jump through hoops” any time they complain. Firnstahl discusses how most consumers ﬁnd forms and contacting management irksome and even embarrassing.

2481 Keiser, T. C. 1988. “Negotiating with a Client You Can’t Afford to Lose.” HBR 66 (November-December, no. 6): 30–34. [“Ideas for Action” Feature]— Keiser describes a scenario when a customer that a ﬁrm has always counted on, turns combative. The ﬁrm’s choices are limited since they can’t afford to lose this customer who contributes to their proﬁtability.

2482 Lele, M. M. and U. S. Karmarkar. 1983. “Good Product Support Is Smart Marketing.” HBR 61 (November-December, no. 6): 124–132. Lele and Karmarkar contend that identifying customer expectations with regards to product support is an essential component for any successful marketing venture.

2483 Matteris, R. J. 1979. “The New Back Ofﬁce Focus on Customer Service.” HBR 57 (March-April, no. 2): 146–159. Matteis describes how Citibank revamped its customer service efforts by utilizing minicomputers and then redesigning jobs and the work environment.

2484 Chase, R. B. 1978. “Where Does the Customer Fit in a Service Operation?” HBR 56 (November-December, no. 6): 137–142. Chase contends that the less contact a consumer has with a service operation, the greater the potential for the operation to operate at peak efﬁciency.

2485 Andreasen, A. R. and A. Best. 1977. “Consumers Complain — Does Business Respond?” HBR 55 ( July-August, no. 4): 93–101. From telephone surveys of 2,400 households, Andreasen and Best conclude that American business is inept at responding to consumer complaints.

Treacy and Wiersema ﬁnd that “market leaders” typically focuses on either operational excellence, customer intimacy or product leadership. The two authors emphasize that today’s consumer possesses a well-deﬁned concept of value with regards to the convenience of a purchase, the after-sale service, and the product’s dependability.

2486 Shapiro, B. P. 1974. “Manage the Customer, Not Just the Sales Force.” HBR 52 (September-October, no. 5): 127–136.

2479 Reichheld, F. F. and Sasser W. E. Jr. 1990. “Zero Defections: Quality Comes to Services.” Harvard Business Review. 68 (September-October, no. 5): 105–113.

2487 Adam, J., Jr. 1973. “Put Proﬁt in Its Place.” HBR 51 (March-April, no. 2): 150–164.

Loyal customers are important and lucrative. As their purchases increase over time, the operating costs from these purchases diminish. Moreover, their favorable com-

Shapiro admonishes top management that more emphasis is needed on serving the buyer. Less attention should be placed on motivating their sales force.

[“Thinking Ahead” Feature]— Adam argues that the real purpose of a business is to build customer satisfaction. When that is achieved, the proﬁts and operating capital will follow.

161 2488 Hutchison, W. M., Jr. and J. F. Stolle. 1968. “How to Manage Customer Service.” HBR 46 (November-December, no. 6): 85–96. Hutchison and Stolle emphasize that customer service has an undeniable impact on corporate earnings. As such, they developed a six-step program to manage these efforts.

2489 Shriver, D. W., Jr. and R. S. Robinson, Jr. 1968. “Case of the Constant Consumers.” HBR 46 ( July-August, no. 4): 150–158. [“Problems in Review” Feature]— Shriver and Robinson’s case study examines whether any effort should be applied in servicing old accounts when attractive new accounts appear on the horizon.

2490 Bursk, E. C. 1966. “View Your Customers as Investments.” HBR 44 (May-June, no. 3): 91–94. While many companies use the “investment” approach for new product planning and brand promotion, no such effort is being done with customer development.

Customized Products or Niche Marketing 2491 Verganti, R. 2006. “Innovating Through Design.” HBR 84 (December, no. 12): 114–122. Products that emerge from “design-driven innovation” often provide consumers with new ways of living. These “design driven” brands also tend to have long shelf lives.

2492 Kenny, D. and J. F. Marshall. 2000. “Contextual Marketing: The Real Business of the Internet.” HBR 78 (November-December, no. 6): 119– 125. Companies must use the Internet to provide customized messages to their customer base; a process Kenny and Marshall refer to as “contextual marketing.” They should not worry about creating web sites.

2493 Peppers, D., M. Rogers and B. Dorf. 1999. “Is Your Company Ready for One-to-One Marketing?” HBR 77 ( January-February, no. 1): 151–160. Implementing a one-to-one marketing program is a complex endeavor. One’s sales staff must be trained to identify, track and interact with each individual customer. Products or services also need to be reconﬁgured to meet that customer’s needs.

2494 Pine, B. J., II, D. Peppers and M. Rogers. 1995. “Do You Want to Keep Your Customers Forever?” HBR 73 (March-April, no. 2): 103–113. Too many companies bombard their customers with mass marketing and by offering too many choices. Database and interactive technologies make it possible for businesses to accumulate information on individual consumer preferences which produces a “learning relationship” between the business and its customers.

2495 Hauser, J. R. and D. Clausing. 1988. “The House of Quality.” HBR 66 (May-June, no. 3): 63– 73. The basic design tool of quality function deployment

Marketing

2488–2501

(QFD) is the “house of quality,” a kind of conceptual map that provides for inter-functional planning and communications. The focus of this “house of quality” notion is that products should be designed to reﬂect customers’ desires and tastes.

Distribution Channels and Logistics 2496 Huang, M. H. 2006. “Eliminate the Middleman?” HBR 84 (March, no. 3): 33–43. [“HBR Case Study” Feature]— USTech, an American consumer electronics giant, has long outsourced its production to TaiSource, a Taiwanese manufacturer. TaiSource also acts as a middleman or distributor. Some USTech executives want to bypass TaiSource and sell directly to the red-hot Chinese market. Will USTech be cutting their throat if TaiSource is eliminated as its middleman?

2497 Shapiro, B. P., V. K. Rangan and J. J. Sviokla. 2004. “Staple Yourself to an Order.” HBR 82 ( JulyAugust, no. 7–8): 162–171. [“Best of HBR” Feature]— An important job for any executive is to ensure that customers are never annoyed by their ﬁrm’s “order management” processes. Managers who “staple themselves to an order” will see their company from a customer’s perspective. One’s interdepartmental relations and ﬁnancial performance is also likely to improve from this.

2498 Corsten, D. and N. Kumar. 2003. “Proﬁts in the Pie of the Beholder.” HBR 81 (May, no. 5): 22–23. [“Forethought” Feature]— Corsten and Kumar describe how grocery suppliers and retailers joined forces to streamline operations during the early 1990s; an initiative known as “efﬁcient consumer response” or ECR.

2499 Bovet, D. and J. Martha. 2000. “Biogen Unchained: Supply Chain Partnering.” HBR 78 (MayJune, no. 3): 28–28. [“Forethought” Feature]— Bovet and Martha describe how Biogen circumvented the traditional supply chain to get a breakthrough drug to market for treating multiple sclerosis following FDA approval. Achieving this makes Biogen a virtual manufacturer.

2500 Slywotzky, A. J. 2000. “The Age of the Choiceboard.” HBR 78 ( January-February, no. 1): 40–41. [“Perspectives” Feature]—Slywotzky predicts that customer selections will send a signal of some kind to a supplier’s manufacturing system. This, in turn, triggers the procurement “wheels” of assembly and delivery to replenish these items.

2501 Narus, J. A. and J. C. Anderson. 1996. “Rethinking Distribution: Adaptive Channels.” HBR 74 ( July-August, no. 4): 112–122. Competitive advantages exist for ﬁrms engaged in innovative management practices with their distribution channels in a manner that makes them more ﬂexible and responsive.

2502–2518

Marketing

162

2502 Fites, D. V. 1996. “Make Your Dealers Your Partners.” HBR 74 (March-April, no. 2): 84–96. Many predicted Caterpillar’s demise a decade ago. The company now has the world’s largest market share for construction and mining equipment. Fites, as Caterpillar’s CEO, explains why his company’s success emanates from its relationships with its dealer network.

2503 Fuller, J. B., J. O’Conor and R. Rawlinson. 1993. “Tailored Logistics: The Next Advantage.” HBR 71 (May-June, no. 3): 87–98. Logistics are an important component of business strategy. They affect production, offer savings and create customer value. Fuller and his coauthors contend that “logistically distinct” businesses possess a strong grasp of their customer base that enables them to service their markets better.

2504 Shapiro, B. P., V. K. Rangan and J. J. Sviokla. 1992. “Staple Yourself to an Order.” HBR 70 ( JulyAugust, no. 4): 113–122. Shapiro and his coauthors tracked each step involving the order processing of 18 companies and discovered that most executives never see the “order management cycle” (OMC) as a whole system [i.e., a 10-step process that starts with order planning and ends with post-sales service]. As such, each step consists of overlapping and confusing responsibilities.

2510 Ackerman, K. B. and B. J. La Londe. 1980. “Making Warehousing More Efﬁcient.” HBR 58 (March-April, no. 2): 94–102. Ackerman and La Londe see warehousing as an important segment of business for which productivity gains can readily be accomplished.

2511 Herron, D. P. 1979. “Managing Physical Distribution for Proﬁt.” HBR 57 (May-June, no. 3): 121–132. Herron examines the impact that efﬁcient physical distribution management (PDM) systems has on corporate proﬁtability.

2512 Heskett, J. L. 1977. “Logistics-Essential to Strategy.” HBR 55 (November-December, no. 6): 85–96. Heskett ﬁnds that logistics have a profound impact on the success and failure of any business. More attention needs to be devoted to it when formulating business strategy.

2513 Shapiro, B. P. 1977. “Improve Distribution with Your Promotional Mix.” HBR 55 (MarchApril, no. 2): 115–123. Shapiro examines how marketers of industrial and consumer goods can garner support from their distributors and dealer networks.

2505 Bowersox, D. J. 1990. “The Strategic Beneﬁts of Logistics Alliances.” HBR 68 ( July-August, no. 4): 36–45.

2514 Weigand, R. E. 1977. “Fit Products and Channels to Your Markets.” HBR 55 ( January-February, no. 1): 95–105.

[“Getting Things Done” Feature]—Bowersox explains how logistics alliances lower distribution and storage costs.

Marketers need to be aware of managerial and legal problems any time they are involved in multiple markets. Weigand offers an array of solutions for dealing with these issues.

2506 Cespedes, F. V., E. R. Corey and V. K. Rangan. 1988. “Gray Markets: Causes and Cures.” HBR 66 ( July-August, no. 4): 75–82.

2515 Geoffrion, A. M. 1976. “Better Distribution Planning with Computer Models.” HBR 54 ( JulyAugust, no. 4): 92–99.

Between $7 billion to $10 billion in products are sold annually outside the authorized distribution channels for manufacturers. These gray markets can stem from pricing policies of suppliers, reseller cost differentials, supplier franchise practices, or contract terms.

Geoffrion believes that the conceptual design and computational capabilities of computer models for distribution planning has fallen short of what is needed from a decision support tool.

2507 Stern, L. W. and F. D. Sturdivant. 1987. “Customer-Driven Distribution Systems.” HBR 65 ( July-August, no. 4): 34–41.

2516 Friedman, W. F. 1975. “Physical Distribution: The Concept of Shared Services.” HBR 53 (March-April, no. 2): 24–36, 148–150.

[“Getting Things Done” Feature]— Stern and Sturdivant describe the beneﬁts that accrue to ﬁrms who gain a competitive edge through their distribution systems.

[“Thinking Ahead” Feature]—Friedman touts the advantages that shared services offer in enhancing market position and customer service relationships as well as by lowering distribution costs.

2508 Schneider, L. M. 1985. “New Era in Transportation Strategy.” HBR 63 (March-April, no. 2): 118–126. Passage of the Staggers Rail Act, in conjunction with the 1980 Motor Carrier Act, means that transportation policy is even more important for companies.

2509 Shapiro, R. D. 1984. “Get Leverage from Logistics.” HBR 62 (May-June, no. 3): 119–126. The right logistical system can enable a ﬁrm to achieve its strategic goals particularly in an environment of stiff competition

2517 Heskett, J. L. 1973. “Sweeping Changes in Distribution.” HBR 51 (March-April, no. 2): 123– 132. Heskett describes how technological change in terms of transportation, warehousing, inventory control along with order processing is on the verge of changing the American economy.

2518 Stern, G. L. 1972. “Trafﬁc: Clear Signals for Higher Proﬁts.” HBR 50 (May-June, no. 3): 72–82. Freight charges amount to a signiﬁcant portion of dis-

163 tribution costs. Still, too few companies scrutinize them carefully. Stern’s article provides a cost-reporting structure for controllers to utilize in conjunction with sales managers.

2519 Pirasteh, R. 1969. “Prevent Blunders in Supply and Distribution.” HBR 47 (March-April, no. 2): 113–127. Not having the right information in the hands of the right managers at the right time is most pervasive in the areas of supply and distribution than any other area of a company. Pirasteh explains how important centralized management information systems are for supply and distribution activities.

2520 Gepfert, A. H. 1968. “Business Logistics for Better Proﬁt Performance.” HBR 46 (NovemberDecember, no. 6): 75–84. Management is usually guilty of little foresight when making decisions about distribution facilities; thereby depriving ﬁrms of the needed ﬂexibility for making future changes.

2521 Stolle, J. F. 1967. “How to Manage Physical Distribution.” HBR 45 ( July-August, no. 4): 93– 100. Management of a ﬁrm’s physical distribution apparatus requires more than the latest in analytical tools. Too often, management neglects many of the basic issues relevant to organizing and grouping physcial distribution activities.

2522 Doody, A. F. and W. R. Davidson. 1967. “Next Revolution in Retailing.” HBR 45 (May-June, no. 3): 4–20, 188. [“Thinking Ahead” Feature]— Doody and Davidson predict the impact of highly automated central distribution facilities will have on mass merchandising.

2523 Neuschel, R. P. 1967. “Physical Distribution — Forgotten Frontier.” HBR 45 (March-April, no. 2): 125–134.

Marketing

2519–2535

2526 Magee, J. F. 1960. “The Logistics of Distribution.” HBR 38 ( July-August, no. 4): 89–101. Magee describes ways in which “industrial logistics” can be achieved; all of which would have a signiﬁcant impact on product design, plant investment, and the conﬁguration of organizations.

2527 Plowman, E. G. 1956. “A Shipper Looks at National Transportation Policy.” HBR 34 (MarchApril, no. 2): 128–136. Plowman contends that federal regulations on freight shipments should do more to ensure more competition and then argues that railroads should not be nationalized.

2528 Livesey, C. A. 1945. “Appraising the Mill Supply Distributor.” HBR 23 (Summer, no. 4): 493–506. Livesey describes how supply ﬁrms distribute industrial and maintenance products and whether-or-not manufacturers of this product are well-served from this channel.

2529 Teele, S. F. and E. C. Bursk. 1944. “Marketing Practices of Food Manufacturers.” HBR 22 (Spring, no. 3): 358–376. Teele and Bursk critique a recent Federal Trade Commission report concerning the distribution methods and a wide array of costs incurred by food manufacturers.

2530 Freiberg, A. M. 1941. “Milk Delivery: Necessity or Luxury?” HBR 20 (Autumn, no. 1): 116–123. With fresh milk having high distribution costs, a steady shift toward canned milk has transpired. Freiberg analyzes some options to decrease these costs, including regulating fresh milk as a public utility.

2531 Madigan, J. J. 1937. “Securing Lowest Total Freight Costs in Movement of Packing House Products.” HBR 15 (Spring, no. 3): 352–360. Mardigan describes the freight costs and other problems facing Armour and Company in shipping meat from their packing houses to grocers.

Physical distribution is difﬁcult to measure and control, particularly given its vulnerability to an array of marketing decisions. Neuschel and his McKinsey colleagues studied 26 large companies on their ability to generate current information, have aggressive personnel in place, having an awareness of distribution economics along with a grasp of the overall issues.

2532 Ryan, F. W. 1935. “Functional Elements of Market Distribution.” HBR 13 ( January, no. 2): 205–224.

2524 McGarrah, R. E. 1966. “Logistics for the In-

2533 Engle, N. H. 1934. “The Marketing Structure in the Grocery Store Industry.” HBR 12 (April, no. 3): 328–338.

ternational Manufacturer.” HBR 44 (March-April, no. 2): 154–166. For companies to perform effectively in international markets, logistics functions must also be in sync with international ﬁnancial considerations.

2525 Flood, K. U. 1961. “Questions in CompanyOperated Transport.” HBR 39 ( January-February, no. 1): 127–135. Flood questions whether management should engage in transport functions themselves and, if so, should they buy, lease, or rent their conveyance modes?

Ryan contends that for people to understand marketing, they must understand the production and distribution processes.

The distribution channels in the grocery store industry are very complex. Engle argues that these channels need to be studied and measured more effectively than is currently being done.

2534 McNair, M. P. 1931. “Trends in Large Scale Retailing.” HBR 10 (October, no. 1): 30–39. McNair writes on the retailing industry’s distribution revolution that has transpired over the last ten years.

2535 Copeland, M. T. 1931. “Some Present Day

2536–2552

Marketing

164

Problems in Distribution.” HBR 9 (April, no. 3): 299–310.

manufacturers when using agents compared to independent dealers or retailers.

Copeland argues how distribution methods are less stable [circa. 1931] than they were in 1900 despite more efﬁcient production and business practices being utilized today.

2545 “Distribution Policy of a Hosiery Manufacturer.” 1925. HBR 3 ( January, no. 2): 240–247.

2536 Cunningham, R. M. 1930. “The Steel Container as a Method of Handling Freight.” HBR 8 (April, no. 3): 329–345. Deﬁnite advantages exist for using containers when moving “less than [train] carload” freight. Cunningham questions whether all the economies exist as proponents claim.

2537 “Store–Door Delivery.” 1929. HBR 7 (April, no. 3): 342–350. [“HBR Case Study” Feature]— Store-deliveries are deﬁned as the direct collection and delivery of freight which moves in both directions between the rail-head and the shipper. Increasing numbers of rail lines, such as the ﬁctitious American Railway Express Company, are giving serious consideration to this delivery mode.

[“HBR Case Study” Feature]— The Drury Hosiery Company sells low cost, durable hosiery to both men and women. 65 percent of its sales are to wholesalers with 29 percent going to chain stores. The company is now considering the ramiﬁcations of making their product available in department stores.

2546 “Selection of Channels of Distribution for Accessory Equipment.” 1925. HBR 3 ( January, no. 2): 229–233. [“HBR Case Study” Feature]—The Alamac Company, a drill manufacturer, is examining its policy of conﬁning its product distribution to wholesalers on an exclusive basis.

2547 “Successful Distribution Through Exclusive Wholesalers.” 1924. HBR 3 (October, no. 1): 112–115.

2538 Perkins, J. H. 1928. “Recent Criticisms of

[“HBR Case Study” Feature]—The Stewart Company, a pharmaceutical drug manufacturer, is on the verge of establishing an exclusive wholesaler network.

Distribution [Reviews of Business Literature].” HBR 6 (April, no. 3): 372–380.

2548 “Control of Retail Distribution by a Shoe Company.” 1924. HBR 2 ( July, no. 4): 502–505.

2539 “Distribution Problems of a Cotton Mill.”

[“HBR Case Study” Feature]— The Childers Shoe Company has historically utilized wholesalers to distribute its shoe products to retailers. The company is now pondering the feasibility of establishing a factory-outlet retailing structure.

1928. HBR 6 ( January, no. 2): 240–246. [“HBR Case Study” Feature]— In distributing its lines of cotton dresses, shirts, draperies and other yarn-dyed fabrics, the Tousley Manufacturing Company is confronted by problems that are inherent when wholesalers are one’s primary distibution channel.

2540 “The Manufacturer’s Agent as a Channel of Distribution.” 1927. HBR 6 (October, no. 1): 95–101. [“HBR Case Study” Feature]— Three ﬁctitious manufacturers are analyzed on the advantages and disadvantages when utilizing a manufacturer’s agent.

2549 “Distribution Policies of Tire Manufacturers.” 1923. HBR 2 (October, no. 1): 114–119. [“HBR Case Study” Feature]— Tire manufacturers typically grant retail franchises to large rumbers of retailers; most of which sell competing brands of tires. This case study focuses on a tire company who opted to distribute their tires via exclusive retail agencies.

2541 “Planning the Methods of Distribution for a New Product.” 1926. HBR 4 (April, no. 3): 341–346. [“HBR Case Study” Feature]— Assesses the plights of the Cardiff Manufacturing Company [producers of jute twine] as well as Beaton and Company [importers of a French record player] on distribution systems that best serve their product lines.

2542 Mazur, P. M. 1925. “Is the Cost of Distribution Too High?” HBR 4 (October, no. 1): 7–16. Mazur describes how distribution is concerned with far more than the transporting of ﬁnished goods to retail outlets.

2543 Griffen, C. E. 1925. “Wholesale Organization in the Automobile Industry.” HBR 3 ( July, no. 4): 424–435. Griffen’s article describes the wholesale distribution structure used to market new automobiles.

2544 Isaacs, N. 1925. “On Agents and “Agencies.”” HBR 3 (April, no. 3): 263–274. Isaacs describes the beneﬁts and disadvantages facing

Electronic Commerce 2550 Kirby, J. and T. A. Stewart. 2007. “The Institutional YES: How Amazon’s CEO Leads Strategic Change in a Culture Obsessed with Today’s Customer.” HBR 85 (October, no. 10): 74–82. [“The HBR Interview” Feature with Jeff Bezos]— Bezos discusses his Amazon.com’s counterintuitive and entrepreneurial culture.

2551 Correa, M. E. 2007. “Leading Change in Latin America.” HBR 85 (October, no. 10): 40–42. [“Forethought” Feature]— Correa describes how Maisa, a Chilean forestry and wood manufacturing company, motivates its B2B suppliers and customers to be environmentally friendlier.

2552 McNulty, E. 2007. “Boss, I Think Someone Stole Our Consumer Data.” HBR 85 (September, no. 9): 37–50. [“HBR Case Study” Feature]— An electronics retailer

165 discovers that it is the source of a large number of fraudulent credit card transactions. With its reputation at stake, painful decisions are imminent.

2553 O’Connell, A. 2007. “Outdoor-Apparel Startup CEO Chris Van Dyke on New Ways to Feed Customers’ Passions.” HBR 85 (September, no. 9): 26–26.

Marketing

2553–2566

tiser-supported model is unlikely to succeed with online content since advertisers are unlikely to pay high rates for something Internet users are likely to ignore. Winder explains why a cable television paradigm is more realistic.

2560 Nunes, P. F. and A. Kambil. 2001. “Personalization? No Thanks.” HBR 79 (April, no. 4): 32–34.

[“Conversation” Feature]— As CEO of the outdoor apparel start-up, NAU, Van Dyke is interviewed on how to engage new generations of online consumers who want online dialogue with the companies that they buy from.

[“Forethought” Feature]—Nunes and Kambil describe a Vanderbilt University study in which 42 percent of web users saw no beneﬁt to Internet sites that made recommendations to them.

2554 Gregory, J. R. and D. E. Sexton. 2007. “Hid-

2561 Porter, M. E. 2001. “Strategy and the Inter-

den Wealth in B2B Brands.” HBR 85 (March, no. 3): 23–23. [“Forethought” Feature]— B2B companies frequently skimp when it comes to brand building. Gregory and Sexton argue that B2B brand managers had better be concerned about brand equity since it drives revenue and market capitalization. The two developed a tool to gauge the relationship between brand perception and revenue, proﬁtability as well as cash ﬂow measures.

2555 Algesheimer, R. and P. M. Dholakia. 2006. “Do Customer Communities Pay Off ?” HBR 84 (November, no. 11): 26–30. [“Forethought” Feature]— Ducati, LOMO, and eBay are companies who provide “customer communities” for their consumers. These individuals can then interact with one another regarding that ﬁrm’s products and services. Algesheimer and Dholakia’s research ﬁnds that those who participate in customer communities are more likely to bid, spend money and win more auctions than those who do not participate.

2556 Hemp, P. 2006. “Are You Ready for E-tailing 2.0?” HBR 84 (October, no. 10): 28–28. [“Forethought” Feature]— Hemp describes how ecommerce can be a social experience in which shoppers get to interact with other shoppers in a 3-D web space.

2557 _____. 2006. “Avatar-Based Marketing.” HBR 84 ( June, no. 6): 48–57. [“Frontiers” Feature]—Advertising has always targeted a hip, attractive and popular personae. With the help of the advertised product (i.e., the “avatar” or alter ego), these individuals are waiting to emerge from their normal self. Hemp describes why marketers need to inﬂuence their online consumers in ways that capture this online alter ego.

2558 Rayport, J. F. and B. J. Jaworski. 2004. “Best Face Forward.” HBR 82 (December, no. 12): 47–58. [“Big Picture” Feature]— Firms serve their consumers through an array of “interfaces” (i.e., retail clerks to web sites to voice-response telephone systems). As such, Rayport and Jaworski describe how ﬁrms should integrate their customer interface systems to generate maximum efﬁciency and effectiveness.

2559 Winder, J. 2001. “Net Content: From Free to Fee.” HBR 79 ( July-August, no. 7): 22–23. [“Forethought” Feature]—Internet “content providers” have a difﬁcult time making money online. An adver-

net.” HBR 79 (March, no. 3): 62–78. Rather than focus on proﬁts, the .com and established companies are chasing customers through discounting, channel incentives and advertising. Though the Internet offers a better technological platform than previous generations of IT, to gain a competitive advantage requires building on effective strategy.

2562 Tjan, A. K. 2001. “Finally, a Way to Put Your Internet Portfolio in Order.” HBR 79 (February, no. 2): 76–85. Many companies allow scores of online projects to percolate through their organizations to capitalize on the Internet’s potential. Tjan believes that more harm than good results from this. Firms are urged to engage in “internet portfolio planning” by using maps or matrixes to coordinate their Internet initiatives. This helps avoid needless headaches and overspending.

2563 Stopford, J. 2001. “Should Strategy Makers Become Dream Weavers?” HBR 79 ( January, no. 1): 165–169. [“Books in Review” Feature]— Stopford reviews Slywotzky and Morrison’s How Digital Is Your Business that provides a template for assessing how far one’s company should go when implementing a digital business design.

2564 Kanter, R. M. 2001. “The Ten Deadly Mistakes of Wanna-Dots.” HBR 79 ( January, no. 1): 91– 100. “Wanna dots” are established organizations that seek to incorporate the Internet into their businesses. Most “wanna dots” are laggards. They are not “ﬁrst movers” who exhibit organizational curiosity and a desire to innovate.

2565 Fryer, B. 2001. “Power to the People.” HBR 79 ( January, no. 1): 20–21. [“Forethought” Feature]— As CEO of Epinions.com, Nirav Tolia explains how the retailing industry is being shaken up by peer-to-peer computing.

2566 Wise, R. and D. Morrison. 2000. “Beyond the Exchange: The Future of B2B.” HBR 78 (November-December, no. 6): 85–96. Recent changes in the ﬁnancial services sector shows how B2B electronic commerce might transpire. The traditional skills of product development, manufacturing and marketing will likely be marginalized in this milieu. One’s ability to understand and capitalize on market dynamics are most important in this environment.

2567–2581

Marketing

166

2567 Coutu, D. L. 2000. “Too Old to Learn.” HBR 78 (November-December, no. 6): 37–52. [“HBR Case Study” Feature]— Coutu’s case study focuses on the difﬁculties facing an insurance company assimilating its sales and technology groups to create an electronic commerce presence.

2568 Jap, S. 2000. “Going, Going, Gone.” HBR 78 (November-December, no. 6): 30–30. [“Forethought” Feature]—“Reverse auctions” may seem like a good deal for commercial buyers. A new study, however, raises issues that should make buyers wary of this channel.

2569 McAfee, A. 2000. “The Napsterization of B2B.” HBR 78 (November-December, no. 6): 18–19. [“Forethought” Feature]— Peer-to-peer networks are emerging which allow companies to eliminate the complexities and cost of networking.

2570 Reichheld, F. F. and P. Schefter. 2000. “ELoyalty: Your Secret Weapon on the Web.” HBR 78 ( July-August, no. 4): 105–113. Acquiring customers on the Internet is expensive. Most executives, however, concentrate on attracting consumers as opposed to retaining them. Proﬁtability will be elusive unless consumers stick around and generate a high volume of repeat purchases.

2571 Kephart, J. O. and A. R. Greenwald. 2000. “When Bots Collide.” HBR 78 ( July-August, no. 4): 17–18. [“Forethought” Feature]— Many buyers on the Internet use software agents called “snapbots,” which search the Internet for the cheapest price for a particular product. To compete on the Web, ﬁrms need to understand the market dynamics of these snapbots.

2572 Hoffman, D. L. and T. P. Novak. 2000. “How to Acquire Customers on the Web.” HBR 78 (May-June, no. 3): 179–188. [“Best Practice” Feature]— Most web retailers spend more to acquire customers than they get back in revenue. Hoffman and Novack, in turn, contend that this is not necessary based on the experience of CDnow who created “afﬁliate” markets whereby other sites place a link to CDnow. If a consumer uses that link, the “home” site receives a percentage of the sale from CDnow.

2573 Carr, N. 2000. “On the Edge.” HBR 78 (May-June, no. 3): 118–132. [An Interview with Akamai’s George Conrades]— Akamai Technologies in Cambridge, Massachusetts, is transforming the way the Internet works. George Conrades, its CEO, discusses how Akamai Technologies linked its web content and services with its end-users through distributed services and proprietary software.

2574 Kaplan, S. and M. Sawhney. 2000. “E-Hubs: The Best B2B Marketplaces.” HBR 78 (May-June, no. 3): 97–106. Kaplan and Sawhney explain how “electronic hubs” are Internet-based intermediaries that host electronic marketplaces and mediate transactions among ﬁrms.

2575 Moon, Y. and F. X. Frei. 2000. “Exploding the Self-Service Myth.” HBR 78 (May-June, no. 3): 26–27. [“Forethought” Feature]— Many companies buy into the myth that the Internet is one big self-service site. It’s not. The problem is that any time a ﬁrm does less, its customers end up doing up more. Consumers then become frustrated and annoyed. Moon and Frei explain how the notion of “co-production” might alleviate this frustration.

2576 Nunes, P., D. Wilson and A. Kambil. 2000. “The All-in-One Market.” HBR 78 (May-June, no. 3): 19–20. [“Forethought” Feature]— Nunes and his coauthors explain how the Internet offers many different “transaction modes” to sellers and buyers, making it an “all in one” marketplace.

2577 Sinha, I. 2000. “Cost Transparency: The Net’s Real Threat to Prices and Brands.” HBR 78 (March-April, no. 2): 43–50. [“Thinking Ahead” Feature]—The Internet represents the biggest threat to the following company functions: (i) its ability to brand its products; (ii) extract a premium price from buyers; and (iii) generate high proﬁt margins. Sinha explains that this threat transpires because of “cost transparency,” a situation made possible by the abundance of free, easily obtained information on the Internet.

2578 Carr, N. 2000. “Hypermediation: Commerce as Clickstream.” HBR 78 ( January-February, no. 1): 46–47. [“Perspectives” Feature]— Carr describes why the prediction that producers of goods and services would use the Web to connect directly with consumers is wrong.

2579 Evans, P. and T. S. Wurster. 1999. “Getting Real About Virtual Commerce.” HBR 77 (November-December, no. 6): 84–98. In its ﬁrst generation, electronic commerce is like a land-grab. Internet space is claimed by whoever gets a site ﬁrst with the resources to create a credible business. Now a second generation of e-commerce is on the verge of emerging that is being shaped more by strategy than with experimentation. Firms are also shifting their attention from claiming cyber-space to defending or capturing it.

2580 Sealy, P. 1999. “How E-Commerce Will Trump Brand Management.” HBR 77 ( July-August, no. 4): 171–176. [“Books in Review” Feature]— Sealey reviews three new marketing books: (i) Maklan and Knox’s Competing on Value; (ii) Radical Marketing by Hill and Rifkin on how niche marketers such as Boston Beer operate; and ﬁnally (iii) Godin’s Permission Marketing on the importance of engaging in dialgogues with one’s customers.

2581 Maruca, R. F. 1999. “Web Site Blues.” HBR 77 (March-April, no. 2): 24–35. [“HBR Case Study” Feature]— Maruca’s case study examines the problems that a traditional brokerage ﬁrm encounters from their new online trading division.

167 2582 Yofﬁe, D. B. and M. A. Cusumano. 1999. “Judo Strategy: The Competitive Dynamics of Internet Time.” HBR 77 ( January-February, no. 1): 70–82. The rise of Internet-based competition is triggering “David-and-Goliath” type-battles between companies. Yofﬁe and Cusumano describe how smart companies use a competitive approach known as “judo strategy.” With judo strategy, Internet start-ups turn their competitors strengths and size against them by rapid movement, ﬂexibility and leverage and avoiding head-on-battles.

2583 Shapiro, C. and H. R. Varian. 1998. “Versioning: The Smart Way to Sell Information.” HBR 76 (November-December, no. 6): 106–118. Shapiro and Varian discuss how digital information products are subject to the laws of economics. Competitive forces will keep marginal costs down. Success in the digital information sector depends on determining customer needs, achieving true differentiation, and in developing a positioning and pricing plan.

2584 Malone, T. W. and R. J. Laubacher. 1997. “The Dawn of the E-Lance Economy.” HBR 76 (September-October, no. 5): 144–152. Business, in Malone and Laubacher’s paradigm, is carried out by independent contractors connected through personal computers and electronic networks. These electronically linked freelancers, or “e-lancers,” come together to produce and sell goods and services. Big companies, along with the old rules of business, are dangerously at-risk in this environment.

2585 Ghosh, S. 1998. “Making Business Sense of the Internet.” HBR 76 (March-April, no. 2): 126– 135. Businesses must understand the competitive advantages that the Internet provides for them by offering direct links to customers and suppliers, streamlined value chains, a means for launching new products, and effective marketing channels.

2586 Coyne, K. P. and R. Dye. 1998. “The Competitive Dynamics of Network-Based Businesses.” HBR 76 ( January-February, no. 1): 99–111. New computing power and strong mapping software has improved the understanding of management with regards to their networked customers. Firms can then exploit their customers’ online usage to enhance their proﬁtability.

Marketing

2582–2595

2589 Spar, D. and J. J. Bussgang. 1996. “Ruling the Net.” HBR 74 (May-June, no. 3): 125–133. Business will radically change because of the Internet. Spar and Bussgang discuss three impediments (e.g., the lack of copyright protection, a lack of a secure form of exchanging money for services and how to best enforce online security) that exist for both businesses and consumers.

2590 Chesbrough, H. W. and D. J. Teece. 1996. “When Is Virtual Virtuous?” HBR 74 ( January-February, no. 1): 65–74. Though “virtual organizations” may sound appealing in terms of ﬂexibility and responsiveness, Chesbrough and Teece question if the “virtual concept” has been overemphasized. The two authors developed a framework to help managers determine when to innovate by going virtual and when to form alliances or rely on internal developments.

2591 Rayport, J. F. and J. J. Sviokla. 1995. “Exploiting the Virtual Value Chain.” HBR 73 (November-December, no. 6): 75–87. Businesses compete in two worlds: one a physical world of resources that can be seen and felt along with a virtual world made up of information. Firms seeking to create value in the virtual world must look to the “marketspace;” a phenomena that Rayport and Sviokla label “electronic commerce.”

2592 _____. 1994. “Managing in the Marketplace.” HBR 72 (November-December, no. 6): 141–150. Rayport and Sviokla describe how the ongoing information revolution eliminates the traditional “marketplace” interaction between a “physical” seller and the “physical” buyer. “Marketspace” transactions, instead, are transpiring in which customers ﬁnd out about products, buy products, and then have them delivered. Brand loyalty will ultimately dissipate in this environment.

2593 Malone, T. W., J. Yates and R. I. Benjamin. 1989. “The Logic of Electronic Markets.” HBR 67 (May-June, no. 3): 166–172. [“Special Report” Feature]— Electronic markets will make buying certain goods and services more attractive, particularly for industrial customers. The cost of negotiating and consummating deals should be reduced. Moreover, consumers will have electronic connections to their suppliers which that selections can be made more readily.

mation Superhighway.” HBR 74 (November-December, no. 6): 164–166.

2594 Rosenberg, L. J. and E. C. Hirschman. 1980. “Retailing Without Stores.” HBR 58 ( July-August, no. 4): 103–112.

[“Perspectives” Feature]— Tedlow explains why the interactive home shopping craze will ﬁzzle in the near future.

Rosenberg and Hirschman explain why “nonstore” retailing will accelerate rapidly with the development of telecommunications in retail structures.

2588 Deighton, J. 1996. “The Future of Interactive Marketing.” HBR 74 (November-December, no. 6): 150–162.

2595 McNair, M. P. and E. G. May. 1978. “The Next Revolution of the Retailing Wheel.” HBR 56 (September-October, no. 5): 81–91.

Deighton discusses the transformation in marketing with the move from broadcast marketing to interactive marketing because of the world wide web.

McNair and May describe the consequences facing manufacturers and retailers from telecommunication systems with regards to: (i) retail life cycles; (ii) the inﬂuence

2587 Tedlow, R. S. 1996. “Roadkill on the Infor-

2596–2609

Marketing

168

consumers will have; (iii) the rise of specialty stores; along with (iv) some other happenings.

a small company wanting to sell long-term, intangible services to large commercial accounts.

2596 Widing, J. W., Jr. and C. G. Diamond. 1964.

2602 Jackson, B. B. 1985. “Build Customer Rela-

“Buy by Computer.” HBR 42 (March-April, no. 2): 109–120.

tionships That Last.” HBR 63 (November-December, no. 6): 120–128.

Purchases by computer can return 50 percent to 100 percent on operating expenses and investment costs. Widing and Diamond are bewildered why company management does not insist on making purchases this way.

With regards to industrial markets, Jackson explains how the building and maintenance of lasting customer ties takes coordinatination on the part of the seller to meet both the customer’s immediate as well as future needs.

Industrial or Commercial Markets

2603 Reichard, C. J. 1985. “Industrial Selling: Beyond Price and Persistence.” HBR 63 (March-April, no. 2): 127–133.

2597 Anderson, J. C., J. A. Narus and W. van Rossum. 2006. “Customer Value Propositions in Business Markets.” HBR 84 (March, no. 3): 90–99. Without understanding a customer’s preferences, suppliers often stress points that deliver relatively little value to their targeted clientele. Best-practice suppliers, however, concentrate on the one or two points that deliver the most value to their commercial segments. Anderson and his coauthors describe how to identify and solve the critical needs of one’s commercial clientele.

Tremendous effort goes into a successful industrial sales campaign. As such, Reichard offers suggestions for turning industrial prospects into customers.

2604 Shapiro, B. P. and T. V. Bonoma. 1984. “How to Segment Industrial Markets.” HBR 62 (MayJune, no. 3): 104–110. Shapiro and Bonoma developed a classiﬁcation scheme for existing and prospective industrial clients that fosters complex groupings of situations, events and personalities.

2598 Narayandas, D. 2005. “Building Loyalty in Business Markets.” HBR 83 (September, no. 9): 131– 139.

2605 van Leer, R. K. 1976. “Industrial Marketing with a Flair.” HBR 54 (November-December, no. 6): 117–124.

[“Tool Kit” Feature]— The beneﬁts of customer loyalty are signiﬁcant in business-to-business markets. Business customers invariably need customized products, quantities or prices. The word-of-mouth endorsements they provide to other businesses is priceless. Narayandas developed a framework to help marketers develop greater loyalty from this clientele base.

van Leer describes the difﬁculty of selling industrialtype products in which ten other aggressive competitors sell the same product(s).

2599 Anderson, J. C. and J. A. Narus. 1998. “Business Marketing: Understand What Customers Value.” HBR 76 (November-December, no. 6): 53–65. [“Ideas at Work” Feature]— Despite the pressures that industrial customers place on suppliers to cut prices, Anderson and Narus are dumbfounded how few suppliers can actually deﬁne or measure the value of their company’s products.

2600 Myer, R. 1989. “Suppliers — Manage Your Customers.” HBR 67 (November-December, no. 6): 160–168. “Category-killer” stores like Wal-Mart routinely demand extra consideration or add-ons from their suppliers. These add-ons add signiﬁcant cost to suppliers. Myer urges suppliers to capture and analyze this data to grasp these expenses.

2601 Green, D. 1989. “Learning from Losing a Customer.” HBR 67 (May-June, no. 3): 54–58. VideoStar Connections, a provider of temporary satellite networks to corporate clients, lost its most signiﬁcant customer, Digital Equipment Corporation, to a major competitor. Green describes the self-appraisal that VideoStar’s executives engaged in. Top management came to understand how important positioning was for

2606 Huberman, J. 1975. “Management with Objectives-Or by Reactions.” HBR 53 (November-December, no. 6): 10–12. [“Ideas for Action” Feature]— Huberman developed a dialogue between a regional sales manager and one of the company’s regional managers on the importance of “win-win” strategies involving suppliers and other vendors.

2607 Ames, R. C. 1972. “Build Marketing Strength into Industrial Selling.” HBR 50 ( JanuaryFebruary, no. 1): 48–60. Ames ponders why so many industrial sales forces perform below their potential and offers six principles to reshape this selling function into a dynamic, market-oriented apparatus.

2608 _____. 1970. “Trappings vs. Substance in Industrial Marketing.” HBR 48 ( July-August, no. 4): 93–102. Creating an industrial marketing apparatus will never guarantee success. Still, unless a real change in attitude takes place throughout an entire organization, Ames emphasizes that sustentative results will never materialize.

2609 Thompson, J. W. and W. W. Evans. 1969. “Behavioral Approach to Industrial Selling.” HBR 47 (March-April, no. 2): 137–151. Thompson and Evans describe how the Carborundum Company developed an integrated sales program

169

Marketing

2610–2624

for industrial marketing based on behavioral science techniques.

International Marketing

2610 Ames, R. C. 1968. “Marketing Planning for Industrial Products.” HBR 46 (September-October, no. 5): 100–111.

2618 Yip, G. S. and A. J. M. Bink. 2007. “Managing Global Accounts.” HBR 85 (September, no. 9): 102–111.

From studying the planning practices of 50 industrial companies, Ames explores how the marketing concepts that work well with consumer goods companies are so difﬁcult to apply to industrial products.

Serving global accounts is difﬁcult and frequently unproﬁtable. Yip and Bink describe how global account management [GAM] programs treat a client’s worldwide operations as one integrated account for developing coherent pricing, product speciﬁcations and service strategies. Since GAM programs are not for every ﬁrm, Yip and Bink developed an instrument for ﬁrms to decide whether or not to utilize them.

2611 Walker, A. W. 1967. “How to Price Industrial Products.” HBR 45 (September-October, no. 5): 125–132. A “price level/market share curve” can help industrial product and construction executives make more accurate pricing quotations.

2612 Cook, P. W., Jr. 1963. “Fact and Fantasy on Identical Bids.” HBR 41 ( January-February, no. 1): 67–72. Cook explains how “identical bids” are many times more honest, more competitive and more practical than other bids.

2613 Lewis, H. T. 1950. “Industrial Procurement and Marketing.” HBR 28 (September, no. 5): 49– 58. With industrial sales, Lewis emphasizes how important it is for sales representatives to be cognizant of the decision-making process with the company they hope to generate business from.

2614 _____. 1938. “Present Status of Reciprocity as a Sales Policy.” HBR 16 (Spring, no. 3): 299–313. Lewis’s surveyed purchasing ofﬁcers, sales managers, and corporate executives and discovered how natural it is for ﬁrms to place orders among their better customers, even at added cost, as a friendly gesture of appreciation.

2615 Moore, C. W. 1937. “Integration of Merchandising and Selling in Marketing Industrial Equipment.” HBR 15 (Summer, no. 4): 497–505. Moore describes the merchandising, sales, and servicing problems facing manufacturers of heavy industrial equipment.

2616 “Cost-Plus Basis for a Long-Term Purchase Contract.” 1924. HBR 2 (April, no. 3): 370–373. [“HBR Case Study” Feature]— The Monsted Company utilizes a high-grade steel that the Beverly Steel Company is able to produce. The case study explores the feasibility and advantages of ﬁlling these orders on a “cost-plus” basis.

2617 Copeland, M. T. 1924. “Buying Motives for Industrial Goods.” HBR 2 (April, no. 3): 303–318. In contrast to consumers’ goods where many purchases are instinctive or emotional, Copeland ﬁnds the buying motives and purchasing techniques for industrial goods to be far more rational.

2619 Bremmer, I. and F. Zakaria. 2006. “Hedging Political Risk in China.” HBR 84 (November, no. 11): 22–25. [“Forethought” Feature]—International ﬁrms who operate in China will be exposed to epidemics, political unrest, social instability and spikes in commodity prices. Bremmer and Zakaria contend, however, that global companies who create and institutionalize a systematic framework for assessing those risks are well-positioned to capitalize on China’s enormous promise.

2620 Holt, D. B., J. A. Quelch and E. L. Taylor. 2004. “How Global Brands Compete.” HBR 82 (September, no. 9): 68–75. Global branding has lost much of its luster, Transnational companies, such as Coca-Cola and Nike, are lightning rods for the anti-globalization movement. That shouldn’t be the case. When brands are marketed around the world, they take on an aura of excellence and a set of obligations; two qualities which must be properly managed.

2621 Vanhonacker, W. R. 2004. “When Good Guanxi Turns Bad.” HBR 82 (April, no. 4): 18–19. [“Forethought” Feature]— Relationships come ﬁrst in China. Vanhonacker explains how “guanxi,” or personal connections, can divide the loyalties of Chinese sales and procurement people.

2622 Prahalad, C. K. and A. Hammond. 2002. “Serving the World’s Poor Proﬁtably.” HBR 80 (September, no. 9): 48–57. [“Big Picture” Feature]—Although individual incomes throughout the developing world are low, Prahalad and Hammond ﬁnd the aggregate buying power for these nations to be quite large. For example, a signiﬁcant market exists for luxury goods such as satellite television and phone services.

2623 Gratchev, M. V. 2001. “Making the Most of Cultural Differences.” HBR 79 (October, no. 9): 28–30. [“Forethought” Feature]— The cultural differences that companies contend with are most apparent in economies making the difﬁcult transition to capitalism. Gratchev discusses how 3M’s Russian operation turned Russia’s cultural differences to its advantage.

2624 Ghemawat, P. 2001. “Distance Still Matters: The Hard Reality of Global Expansion.” HBR 79 (September, no. 8): 137–147.

2625–2638

Marketing

170

[“Tool Kit” Feature]— Companies often overestimate the attractiveness of foreign markets by losing sight of the difﬁculties involved in pioneering new and often different territories.

2625 Arnold, D. 2000. “Seven Rules of International Distribution.” HBR 78 (November-December, no. 6): 131–137. Multinational ﬁrms that enter a new market in a developing country typically partner with a local distributor. This helps in dealing with local business practices, meeting regulatory requirements, hiring and managing local personnel and gaining access to potential customers. These partnerships invariably deteriorate when sales and revenue levels plateau.

2626 Bartlett, C. A. and S. Ghoshal. 2000. “Going Global: Lessons from Late Movers.” HBR 78 (MarchApril, no. 2): 132–142. Bartlett and Ghoshal studied successful multinational companies from Brazil, the Philippines and Australia in how global competition became an opportunity for them to build their capabilities. Doing this helped these multinationals “leapfrog” into the more proﬁtable segments of their industry.

2627 Yan, R. 1998. “Short-Term Results: The Litmus Test for Success in China.” HBR 76 (September-October, no. 5): 61–75. [“World View” Feature]— In China’s turbulent market, Yan describes how sustainable and long-term positions must be based on a series of successful short-term moves.

2628 Williamson, P. J. 1997. “Asia’s New Competitive Game.” HBR 75 (September-October, no. 5): 55–67.

organization adept at applying a local focus to its international operations.

2632 Dyson, E. 1991. “Micro-Capitalism: Eastern Europe’s Computer Future.” HBR 69 ( January-February, no. 1): 26–37. [“Four Corners” Feature]— Computer entrepreneurs are emerging from state organizations to begin building a market economy throughout Central Europe and the USSR. Dyson sees a golden opportunity for Western ﬁrms to partner with the East Europeans in automating their factories and training people to work in small service businesses such as software, distribution, and technical services.

2633 Sanderson, S. W. and Hayes R. H. 1990. “Mexico — Opening Ahead of Eastern Europe.” HBR 68 (September-October, no. 5): 32–42. [“Four Corners” Feature]— Sanderson and Hayes explain how Mexico, as opposed to Eastern Europe, will be North America’s greatest opportunity for foreign investment because of its more friendly political and regulatory environment toward foreign investment than Eastern Europe.

2634 Kashani, K. 1989. “Beware of the Pitfalls of Global Marketing.” HBR 67 (September-October, no. 5): 91–98. Kashani describes the risks inherent with global marketing and why many ﬁrms suffer from poor research, narrow vision and inﬂexibility in their global marketing efforts.

2635 Nukazawa, K. 1988. “Japan & the USA: Wrangling Toward Reciprocity.” HBR 66 (MayJune, no. 3): 42–52.

[“World View” Feature]— Western ﬁrms, in penetrating the Paciﬁc Rim economies, face stiff competition from lesser-known Asian companies in nations who utilize unusual tactics and strategies.

[“Special Report” Feature]— Nukazawa contends that Japan’s arrogance and inaccessibility are ending as steps are being taken to introduce market forces into Japanese agriculture, end protectionism, and increase Japan’s presence in international bodies.

2629 Vanhonacker, W. 1997. “Entering China: An

2636 van Mesdag, M. 1987. “Winging It in Foreign

Unconventional Approach.” HBR 75 (March-April, no. 2): 130–140.

Markets.” HBR 65 ( January-February, no. 1): 71– 74.

[“World View” Feature]— Western ﬁrms should enter Chinese markets as “wholly foreign-owned enterprises” (WFOEs), a structure that is faster to establish and easier to manage.

With a “shot-in-the-dark” marketing strategy, companies simply take existing products from their domestic markets and try them in suitable foreign markets and based on little research.

2630 Yan, R. 1994. “To Reach China’s Consumers, Adapt to Guo Qing.” HBR 72 (September-October, no. 5): 66–74.

2637 Quelch, J. A. and E. J. Hoff. 1986. “Customizing Global Marketing.” HBR 64 (May-June, no. 3): 59–68.

[“World View” Feature]— China will resist foreign ideas and products that do not match Chinese norms. Understanding “guo qing,” which means “Chinese characteristics,” or “the special situation in China,” is crucial for foreign marketers who want to deliver appealing products to Chinese consumers.

For companies that are beginning to engage in global marketing efforts, Quelch and Hoff discuss how to manage the transition phase of this process.

2631 Howard, R. 1991. “Italy’s GFT Goes Global.” HBR 69 (September-October, no. 5): 28–44.

[“Thinking Ahead” Feature]— Global Strategic Partnerships (GSPs) between smaller companies and their giant counterparts have evolved into an important strategic option that touches every sector of the world economy.

[“Four Corners” Feature]— Gruppo GFT, the Italian manufacturer of designer apparel, is a genuinely global

2638 Perlmutter, H. V. and D. A. Heenan. 1986. “Corporate to Compete Globally.” HBR 64 (MarchApril, no. 2): 136–152.

171 2639 Kotler, P. 1986. “Megamarketing.” HBR 64 (March-April, no. 2): 117–124. Companies that want to operate in certain global markets must master the art of supplying intangible beneﬁts to the gatekeepers of that region (e.g., governments, labor unions and other interest groups), all of which can block proﬁtable entry into that market.

2640 Hamel, G. and C. K. Prahalad. 1985. “Do You Have a Global Strategy?” HBR 63 ( July-August, no. 4): 139–148. Hamel and Prahalad contend that current perspectives on global competition are simply inadequate. Most American companies, moreover, have no grasp of what global strategy really encompasses.

2641 Hill, J. S. and R. R. Still. 1984. “Adapting Products to LDC Tastes.” HBR 62 (March-April, no. 2): 92–101. Hill and Still emphasize how important it is for multinational companies to tailor their consumer product lines to local customs and market conditions when penetrating Third World markets.

2642 Levitt, T. 1983. “The Globalization of Markets.” HBR 61 (May-June, no. 3): 92–102. Well-managed companies tend to shift their emphasis from customizing items to offering standardized products, on a global basis, that are functional, reliable and low priced.

2643 Lumsden, A. J. 1981. “New Interest of U.S. Industry in the Caribbean.” HBR 59 ( July-August, no. 4): 140–154. [“Ideas for Action” Feature]— Lumsden explains why American business interest in the Caribbean has been rekindled.

2644 Brasch, J. J. 1981. “Using Export Specialists to Develop Overseas Sales.” HBR 59 (May-June, no. 3): 6–8. [“Growing Concerns” Feature]—Export management companies are manufacturers’ representatives who account for approximately 10 percent of all U.S. export sales.

2645 Roby, J. L. 1980. “Is the China Market for You?” HBR 58 ( January-February, no. 1): 150–158. [“Ideas for Action” Feature]— Roby ﬁnds the Chinese to be 20 to 30 years behind the West in labor-saving devices. As such, Westerm companies up to this challenge can achieve great success with the Chinese market.

2646 Chatﬁeld, M. V. 1979. “Books for the Thoughtful Executive.” HBR 57 (November-December, no. 6): 57–64. [“For the Manager’s Bookshelf ” Feature]— Chatﬁeld describes recently published books relevant to Canada’s economy and business climate.

2647 Pezeshkpur, C. 1979. “Systematic Approach to Finding Export Opportunities.” HBR 57 (September-October, no. 5): 182–196. [“Growing Concerns” Feature]— Pezeshkpur chides American small businesses for not pursuing e xport op-

Marketing

2639–2655

portunities and offers them ways to beneﬁt from these markets.

2648 Goldman, M. I. 1978. “An Ofﬁce in Moscow?” HBR 56 (November-December, no. 6): 153– 160. After weighing the advantages and disadvantages for operating in Moscow, Goldman ﬁnds that establishing such an ofﬁce can be ﬁnancially proﬁtable for American ﬁrms.

2649 Mauser, F. F. 1977. “Losing Something in Translation.” HBR 55 ( July-August, no. 4): 14, 163– 164. [“Ideas for Action” Feature]—Mauser warns marketers and top management about the competitive disadvantages they face from not knowing a local language or its customs.

2650 Barrett, M. E. 1977. “Case of the Tangled Transfer Price.” HBR 55 (May-June, no. 3): 20–36, 176–178. [“Problems in Review” Feature]— Barrett’s narrative illustrates some dilemmas plaguing exporting companies with regards to shipping manufactured goods to different nations and the customs authorities.

2651 Kenny, R. M. 1976. “Helpful Guidance from International Advisory Boards.” HBR 54 (MarchApril, no. 3): 14–19, 159. [“Ideas for Action” Feature]— International advisory boards are a new development for multinational companies wanting to avoid political and social entanglements.

2652 Sweeney, J. K. 1970. “A Small Company Enters the European Market.” HBR 48 (SeptemberOctober, no. 5): 126–132. Sweeney describes the success of a small company in penetrating the European market and why others, beside corporate giants, can succeed abroad.

2653 Buzzell, R. D. 1968. “Can You Standardize Multinational Marketing?” HBR 46 (NovemberDecember, no. 6): 102–113. Buzzell describes how a growing number of multinational companies standardized elements of their marketing programs to produce cost savings and more consistent dealings with their international clientele.

2654 Robinson, D. E. 1968. “U.S. Style of Life Invades Europe.” HBR 46 (September-October, no. 5): 140–147. Robinson describes how successful the United States has been in developing new lifestyle standards for Europe and other international markets.

2655 Carson, D. 1967. “Comparative Marketing— A New-Old Aid.” HBR 45 (May-June, no. 3): 22– 44, 184–186. [“Keeping Informed” Feature]— Carson describes some ideas that could spur American businesses to achieve far greater success with international marketing.

2656–2672

Marketing

172

2656 Pryor, M. H., Jr. 1965. “Planning in Worldwide Business.” HBR 43 ( January-February, no. 1): 130–139. Pryor analyzes some planning mistakes made whenever business is conducted in foreign nations.

2657 O’Connell, D. J. and J. J. Benson. 1963. “Sourcing Abroad for Domestic Proﬁt.” HBR 41 (March-April, no. 2): 87–94.

business services and other forms of good will to citizens in nations which American businesses have dealings with.

2665 Larson, H. M. 1934. “China Trader Turns Investor: A Biographical Chapter in American Business History.” HBR 12 (April, no. 3): 345–358. Larson proﬁles John Perkins Cushing, one of Boston’s most adventurous merchants, who imports high quality Chinese goods.

Alert American companies are ﬁnding competent personnel, products and suppliers in foreign countries.

2666 Ho, P. 1933. “The Development of Chinese

2658 Dichter, E. 1962. “The World Customer.” HBR 40 ( July-August, no. 4): 113–122.

Foreign interests control Chinese department stores, but are inept at grasping Chinese buying habits.

Already hard-pressed to determine what makes the U.S. consumer buy what they buy, marketers are also struggling with how foreign purchasers buy the American consumer goods that they do.

2659 Hagler, J. A. 1960. “How Are Marketers Meeting the Import Challenge?” HBR 38 (September-October, no. 5): 107–114. Hagler argues how the marketing strategies for many American ﬁrms are in dire need of overhaul as foreign companies are beating American ﬁrms at their own selling game throughout the United States.

Department Stores.” HBR 11 (April, no. 3): 280–288.

2667 Stamp, L. D. 1931. “The Geographical Approach to the Study of Some Business Problems.” HBR 10 (October, no. 1): 69–77. Stamp argues how critical it is for managers to be astute students of world geography since we live and operate in a world knitted by economic and social ties.

2668 Strauss, W. V. 1930. “Foreign Distribution of American Motion Pictures.” HBR 8 (April, no. 3): 307–315.

2660 Hall, E. T. 1960. “The Silent Language in

Strauss explains why few American industries are dependent on foreign industries as is the motion picture industry.

Overseas Business.” HBR 38 (May-June, no. 3): 87– 96.

2669 “The International Scope of Merchandising Principles.” 1927. HBR 5 ( July, no. 4): 487–495.

Hall contends that executives can gain a better understanding on doing business in foreign countries by appreciating the cultural differences in terms of time, space, and material possessions.

[“HBR Case Study” Feature]— Most American ﬁrms ﬁnd selling in international venues to be mysterious, complicated and almost foreboding. Page & Shaw, a producer of high grade candy, illustrates the merchandising principles that exporting ﬁrms should consider.

2661 Clee, G. H. and A. Di Scipio. 1959. “Creating a World Enterprise.” HBR 37 (November-December, no. 6): 77–89. Major revisions in business thinking and methods are essential if American companies are to enhance their market share in international markets.

2662 Enlen, W. J. 1958. “Let’s Export Marketing Know-How.” HBR 36 (November-December, no. 6): 70–76. While American businesses have aided underdeveloped nations grow their industrial capacity, Enlen argues that these nations must develop greater marketing saavy.

2663 Lee, C. H. 1958. “How to Reach the Overseas Market by Licensing.” HBR 36 ( January-February, no. 1): 77–81. Lee ﬁnds that the licensing of manufacturing and marketing rights to foreign ﬁrms can be very useful for American companies not wishing to develop foreign markets with their own resources.

2664 Butler, W. J. 1952. “Public Relations for Industry in Underdeveloped Countries.” HBR 30 (September-October, no. 5): 63–71. Throughout the world, American business is resented for being imperialist and greedy. Butler believes that American businesses have an obligation to render non-

2670 “Case Studies in Direct Importing.” 1927. HBR 5 ( January, no. 2): 226–235. [“HBR Case Study” Feature]— Manufacturers are increasingly obtaining raw materials from foreign nations themselves as opposed to contracting with importing middlemen. This case study examines the Kennard Leather Company as well as the Van Houston Rubber Company. The former has engaged in “direct importing” practices for its South African supplies. The latter continues to utilize an import middleman witl its European suppliers.

2671 Jones, O. 1924. “The Agitation for Control of the Lancshire Cotton Industry.” HBR 2 ( July, no. 4): 447–452. World War I devastated the British cotton industry which was engaged in heavy levels of exports. As such, the Lancshire mill will be saddled with excess manufacturing capacity until prewar conditions of international trade are reached.

Market Share 2672 Woo, C. Y. 1984. “Market-Share LeadershipNot Always So Good.” HBR 62 ( January-February, no. 1): 50–54. [“Ideas for Action” Feature]— Many ﬁrms mistakenly

173 equate high market share with increased proﬁtability. To generate higher returns, more emphasis needs to be placed on competitive strategy based on a product’s characteristics as opposed to being preoccupied with market share.

2673 Woo, C. Y. and A. C. Cooper. 1982. “The Surprising Case for Low Market Share.” HBR 60 (November-December, no. 6): 106–113. Woo and Cooper ﬁnd that companies who possess low market share sometimes have high margins and, thus, very proﬁtable; particularly in industries having slow growth and few product changes.

2674 Hamermesh, R. G., M. J. Anderson, Jr. and J. E. Harris. 1978. “Strategies for Market Share Businesses.” HBR 56 (May-June, no. 3): 95–102.

Marketing

2673–2685

Market Strategy, Positioning and Segmentation Topics 2679 Chhatpar, R. 2007. “Innovate Faster by Melding Design and Strategy.” HBR 85 (September, no. 9): 30–32. [“Forethought” Feature]— Chhatpar ﬁnds that organizations would make better decisions on new products and markets if designers were involved at each stage of the development process.

2680 Schoder, D. 2007. “The Flaw in Customer Lifetime Value.” HBR 85 (December, no. 12): 26– 26.

Hameremsh and his coauthors examine companies who do not possess high market share levels but who generate respectable return of equity and other ratios, proﬁt margins and sales growth rates.

[“Forethought” Feature]— The “customer lifetime value” concept determines which customers are worth investing in and which should be dropped. Schoder describes the ﬂaws of this concept and offers suggestions on what marketers should do in lieu of the “customer lifetime value” concept.

2675 Bloom, P. N. and P. Kotler. 1975. “Strategies for High Market-Share Companies.” HBR 53 (November-December, no. 6): 63–72.

2681 Haglu, A. and T. Eisenmann. 2007. “A Staged Solution to the Catch 22.” HBR 85 (November, no. 11): 25–26.

High market share and increased proﬁtability seem interchangeable. Bloom and Kotler, however, point out that headaches come to high market share companies in how they become targets for competitors, consumer organizations and government agencies.

[“Forethought” Feature]— Credit card companies often engage in a “two-sided platform” marketing approach with merchants. The merchants, in turn, receive subsidies from the credit card companies. Hagiu and Eisenmann ﬁnd this a risky strategy and counter with a “staged marketing approach” which is utilized by both Google and Amazon.

2676 Buzzell, R. D., B. T. Gale and R. G. M. Sultan. 1975. “Market Share–A Key to Proﬁtability.” HBR 53 ( January-February, no. 1): 97–107. Buzzell and his coauthors document how market share percentages and return-on-investment ratios possess a positive correlation; meaning that enterprises with high market shares are considerably more proﬁtable than their smaller-share rivals.

2677 Fruhan, W. E., Jr. 1972. “Pyrrhic Victories in Fights for Market Share.” HBR 50 (SeptemberOctober, no. 5): 100–107. Before companies attempt to expand their market share, three questions need to be addressed: (i) Do we have the resources to win and retain the share? (ii) Can we remain competitive if we don’t reach our target? and (iii) Will federal regulators let us pursue this strategy? Fruham describes some consequences for companies neglecting to do this.

2678 Oxenfeldt, A. R. 1959. “How to Use Market Share Measurements.” HBR 37 ( January-February, no. 1): 59–68. Market-share measurements — though widely used as a management tool for forecasting, appraising performances and goal setting — are an anemic diagnostic device if not used carefully.

2682 Kumar, V., J. A. Petersen and R. P. Leone. 2007. “How Valuable Is Word of Mouth.” HBR 85 (October, no. 10): 139–146. [“Tool Kit” Feature]— Often one’s most proﬁtable clientele are not those who purchase the most from them. Instead, they are one’s most enthusiastic customers, regardless of how little they purchase. This is because of how they refer one’s products or brands to others.

2683 Jacques, F. M. 2007. “Even Commodities Have Customers.” HBR 85 (May, no. 5): 110–119. James became head of marketing for a cement manufacturer in 2001. Since cement has historically been treated as a commodity, upper echelon management in this company were oblivious to the importance of marketing. Jacques describes what he and his associates did to weave marketing into the company’s management process.

2684 Watts, D. J. and J. Peretti. 2007. “Viral Marketing for the Real World.” HBR 85 (May, no. 5): 23–23. [“Forethought” Feature]—“Viral marketing” is like a virus in that small numbers of people can “seed” an idea or product which then effortlessly reaches millions of people. Despite its apparent simplicity, “viral marketing” is difﬁcult to execute. Hence, Watts and Peretti advocate “big seed” marketing which is a hybrid that contains viral marketing tactics coupled with mass media techniques.

2685 Bryce, D. J. and J. H. Dyer. 2007. “Strate-

2686–2697

Marketing

174

gies to Crack Well-Guarded Markets.” HBR 85 (May, no. 5): 84–92.

2691 Kesner, I. F. and R. Walters. 2005. “Class — Or Mass?” HBR 83 (April, no. 4): 35–45.

Bryce and Dyer studied how successful organizations enter an already proﬁtable industry. Most do not duplicate existing business models by competing for crowded distribution channels or going after mainstream customers. They instead attack their competition at its weakest points which then produces a competitive advantage.

[“HBR Case Study” Feature]— Neptune Gourmet Seafoods wants to keep its upscale image. The company, however, is now saddled with high levels of excess inventory. Some want Neptune to launch a second, more inexpensive product line. Others fear the company will cannibalize its premium image and product line if this strategy is pursued.

2686 Levitt, T. 2006. “What Business Are You In?” HBR 84 (October, no. 10): 126–137.

2692 McGrath, R. G. and I. C. MacMillian. 2005. “Market Busting: Strategies for Exceptional Business Growth.” HBR 83 (March, no. 3): 80–89.

[“Classic Advice” Feature]— As a Harvard Business School professor, Theodore Levitt [1925–2006] helped develop many contemporary marketing practices. Levitt had 26 articles published in Harvard Business Review. These excerpts illustrate how Levitt provoked upper management into meeting the needs of their customers.

2687 Cohen, M. A., N. Agrawal and V. Agrawal. 2006. “Winning in the Aftermarket.” HBR 84 (May, no. 5): 129–138. [“Tool Kit” Feature]— Most companies view “aftersales services” as a necessary evil. Because of this, they squander the “after-market’s” potential. Cohen and his coauthors counter that one’s spare parts and service calls can be a source of lucrative proﬁts. Moreover, it’s often more economical for a business to increase their parts and service-related sales than it is to ﬁnd new customers.

2688 Yankelovich, D. and D. Meer. 2006. “Rediscovering Market Segmentation.” HBR 84 (February, no. 2): 122–131. Segmentation efforts are often too focused on traditional demographics [e.g., age, gender, and income]. Yankelovich and Meer, in turn, describe the elements behind a smart segmentation strategy and how one can identify the groups worth pursuing (i.e., the underserved, dissatisﬁed and those most likely to make a ﬁrst-time purchase).

2689 Christensen, C. M., S. Cook and T. Hall. 2005. “Marketing Malpractice: The Cause and the Cure.” HBR 83 (December, no. 12): 74–83. Markets are simple if one looks at them from the point of view of a consumer (i.e., the consumer has a job to do, you have a product or service and does that service or product do what the consumer needs for doing that job?). Christensen and his coauthors argue that marketing executives focus too much on ever-narrower demographic segments and trivial product extensions.

2690 Roberts, J. H. 2005. “Defensive Marketing: How a Strong Incumbent Can Protect Its Position.” HBR 83 (November, no. 11): 150–157. [“Best Practice” Feature]— Marketing is typically perceived as a tool for growth (i.e., ﬁrms engage in it to launch products and gain market share). For nearly every launched product and market entrant, there exists an “incumbent” who must defend their position. Roberts illustrates this incumbency notion with an Australian telecommunications company, Telstra, which used a combination of four strategies to fend off a market newcomer.

No ﬁrm outperforms its rivals if it tries to compete the same way these competitors do. many ﬁrms are ﬁnding new sources of growth by reconﬁguring its “unit of business” (i.e., what customers are billed for) along with its “key metrics” (i.e., how a ﬁrm measures its success).

2693 Kim, W. C. and R. Mauborgne. 2004. “Value Orientation: The Strategic Logic of High Growth.” HBR 82 ( July-August, no. 7–8): 172–180. [“Best of HBR” Feature]— Kim and Mauborgne explain how innovative companies break away from their competition by creating products or services in which there is no direct competition.

2694 Levitt, T. 2004. “Marketing Myopia.” HBR 82 ( July-August, no. 7–8): 138–149. [“Best of HBR” Feature]—Every industry, particularly those considered at some point to be “hot,” encounters decay because of mismanagement. Much of this stems from management’s emphasis on “selling” as opposed to “marketing.” Companies must think more about the needs of their customers and less on the longevity of their products.

2695 Thomas, J. S., W. Reinartz and V. Kumar. 2004. “Getting the Most Out of All Your Customers.” HBR 82 ( July-August, no. 7–8): 116–123. Stable growth is built on the proﬁtability of one’s customers and not some raw number or loyalty factor. Thomas and her coauthors describe a tool that enables ﬁrms to get more from direct marketing. Firms must, however, see this as a single system for generating proﬁts as opposed to maximizing performance measures at each stage of the process.

2696 Nunes, P. F., B. A. Johnson and R. T. S. Breene. 2004. “Selling to the Moneyed Masses.” HBR 82 ( July-August, no. 7–8): 95–104. A larger proportion of households earns higher-thanaverage incomes than ever before. Nunes and his coauthors describe how marketers can capitalize on this extremely proﬁtable consumer segment.

2697 Zook, C. and J. Allen. 2003. “Growth Outside the Core.” HBR 81 (December, no. 12): 66–73. Most proﬁtable growth comes when companies go beyond their core businesses into an “adjacent space” (e.g., Nike’s move into the golf market). These efforts fail approximately 75 percent of the time. As such, this move into adjacent markets is difﬁcult.

175

Marketing

2698–2713

2003. “Bottom-Feeding for Blockbuster Businesses.” HBR 81 (March, no. 3): 52–59.

[“Forethought” Feature]— As marketing director for Hallmark Cards, Robinette discusses how his company connects with consumers on an emotional level.

Rosenblum and his coauthors describe companies who are quite proﬁtable from dealing with the needs of buyer segments shunned by their competitor’s .

2707 Corstjens, M. and M. Carpenter. 2000. “From Managing Pills to Managing Brands.” HBR 78 (March-April, no. 2): 20–22.

2699 Stone, D. B. 2003. “A Rose by Any Other

[“Forefront” Feature]— Heavy investment and research-and-development activity is creating a proliferation of new pharmaceutical drugs. This makes it harder for any individual drug to stand out on its scientiﬁc merits. Drug companies need to learn more about marketing and build brand and consumer loyalty similar to manufacturers of consumer-goods.

2698 Rosenblum, D., D. Tomlinson and L. Scott.

Name.” HBR 81 (March, no. 3): 22–39. [“HBR Case Study” Feature]— Rose Partyware’s largest retail customer wants their own private-label line of party goods manufactured. Six commentators discuss the advantages and disadvantages of this offer.

2700 Klein, D. 2003. “Disintegrated Marketing.” HBR 81 (March, no. 3): 18–19. [“Forethought” Feature]—Companies typically assign aspects of their marketing campaigns to specialty agencies or internal working groups. Klein, in turn, ﬁnds that a “systems engineering” approach to be a far more effective way to manage these campaigns.

2701 Lurie, R. S. and A. J. Kohli. 2002. “A Smarter Way to Sell Commodities.” HBR 80 (April, no. 4): 24–26. [“Forethought” Feature]— With careful research and questioning, Lurie and Kohli discuss how a commodities seller can assess a customer’s perception of their risks.

2702 Nunes, J. C. and B. A. Johnson. 2001. “Are Some Customers More Equal Than Others?” HBR 79 (November, no. 10): 37–50. [“HBR Case Study” Feature]— Nunes and Johnson’s case study examines the impact and likely reaction if an amusement park offers “preferred status” to its corporate clientele.

2703 Almquist, E. and G. Wyner. 2001. “Boost Your Marketing ROI with Experimental Design.” HBR 79 (October, no. 9): 135–141. [“Tool Kit” Feature]— Many marketing messages (e.g., television advertisements, telephone solicitations, supermarket circulars or Internet banner advertisements) fail to hit their targets or elicit the desired response. Almquist and Wyner explain that adopting a more scientiﬁc approach will make it easier and more cost effective for companies to capture the “right” audience.

2704 Brown, S. 2001. “Torment Your Customers (They’ll Love It).” HBR 79 (October, no. 9): 82–88. Brown advocates returning to an era when marketing succeeded by tormenting consumers instead of pandering to them.

2705 Fryer, B. 2001. “Leading Through Rough Times.” HBR 79 (May, no. 5): 116–123. [An Interview with Novell’s Eric Schmidt]— Novell was faltering from misguided acquisitions, product missteps, and a high level of unsold inventory when Schmidt became CEO. Schmidt describes how Novell regained its proﬁtability through cost reductions, divestitures and new product rollouts.

2706 Robinette, S. 2001. “Get Emotional.” HBR 79 (May, no. 5): 24–25.

2708 Kim, W. K. and R. A. Mauborgne. 1999. “Creating New Market Space.” HBR 77 ( JanuaryFebruary, no. 1): 83–94. Companies who apply intuitive thinking and a systematic approach to their marketing strategies can create their own markets and avoid competing with established ﬁrms.

2709 Eisenhardt, K. M. and S. L. Brown. 1998. “Time Pacing: Competing in Markets That Won’t Stand Still.” HBR 76 (March-April, no. 2): 59–69. In rapidly changing and highly competitive industries, “time pacing” creates relentless urgency around meeting deadlines. People here concentrate on a common set of goals that provides a sense of control in otherwise chaotic markets.

2710 MacMillan, I. C. and R. G. McGrath. 1997. “Discovering New Points of Differentiation.” HBR 75 ( July-August, no. 4): 133–145. [“Manager’s Tool Kit” Feature]— Most proﬁtable strategies are predicated on “differentiation” (i.e., offering consumers something they value that competitors don’t have). MacMillan and McGrath offer a two-part approach to help ﬁrms identify new differentiation points and thereby develop successful strategies.

2711 Blattberg, R. C. and J. Deighton. 1996. “Manage Marketing by the Customer Equity Test.” HBR 74 ( July-August, no. 4): 136–144. Identifying one’s most loyal customers and getting them to spend more on products or services should produce a desired “optimal customer equity” level.

2712 Grant, A. W. H. and L. A. Schlesinger. 1995. “Realize Your Customers’ Full Proﬁt Potential.” HBR 73 (September-October, no. 5): 59–75. A ﬁrm’s most fundamental goal must be to attain the “full proﬁt potential” from each customer. Information and technology tools also exist so that these relationships can be linked to the returns that a particular customer generates.

2713 O’Brien, L. and C. Jones. 1995. “Do Rewards Really Create Loyalty.” HBR 73 (May-June, no. 3): 75–83. Most companies make the mistake of rewarding new customers. O’Brien and Jones counter that companies need to ﬁnd ways to offer “value” to their most loyal cus-

2714–2726

Marketing

176

tomers in proportion to the value that the customer creates for the company.

2714 Anderson, J. C. and J. A. Narus. 1995. “Capturing the Value of Supplementary Services.” HBR 73 ( January-February, no. 1): 75–85. Anderson and Narus discuss why ﬁrms need to assess their entire line of services to determine their value and cost for meeting the needs of customers, gaining more business and enhancing proﬁts. These services might include technical problem solving, equipment installation, training, maintenance programs, rebates and electronic data interchange for placing orders.

2715 Slywotzky, A. J. and B. P. Shapiro. 1993. “Leveraging to Beat the Odds: The New Marketing Mindset.” HBR 71 (September-October, no. 5): 97– 107. Companies should treat marketing expenses as investments that drive their revenue in the same manner that capital outlays are treated.

2716 Hamel, G. and C. K. Prahalad. 1991. “Corporate Imagination and Expeditionary Marketing.” HBR 69 ( July-August, no. 4): 81–92. Corporate imagination and expeditionary marketing are keys for unlocking new markets. A company’s corporate imagination is based on thinking outside one’s current business boundaries for innovative product concepts and strategies. Global competitive battles are won by companies who build and dominate new markets.

2717 Rappaport, A. S. and S. Halevi. 1991. “The Computerless Computer Company.” HBR 69 ( JulyAugust, no. 4): 69–80. Rappaport and Halevi predict that by the year 2000, successful computer companies will purchase computers from third parties instead of building them themselves. These companies will also follow a new set of strategic rules.

2718 Moriarty, R. T. and U. Moran. 1990. “Managing Hybrid Marketing Systems.” HBR 68 (November-December, no. 6): 146–155. Though “hybrid marketing systems” might be an effective way to enhance market share while decreasing costs, they are difﬁcult to manage. Moriarty and Moran describe a tool known as the “marketing and sales productivity” (MSP) system that coordinates customer information among different units.

that they have to be market-driven and customer-oriented and grasp that information permeates every corporate function.

2721 McKenna, R. 1988. “Marketing in an Age of Diversity.” HBR 66 (September-October, no. 5): 88–95. Today’s technology has created a dizzying array of products, services and markets. The “old days” of mass production and mass marketing are now obsolete. McKenna ﬁnds this is a world of variety and options, niches, increased competition and changing organizational structures.

2722 Garvin, D. A. 1987. “Competing on the Eight Dimensions of Quality.” HBR 65 (November-December, no. 6): 101–109. Garvin believes that “high quality” means pleasing costumers instead of just protecting them from annoyances. Today’s managers need an aggressive strategy to gain and hold markets with high quality as their competitive lynchpin. Management also needs a conceptual bridge to the consumer’s vantage point in order to achieve these quality gains.

2723 Shapiro, B. P., V. K. Rangan, R. T. Moriarty and E. B. Ross. 1987. “Manage Customers for Proﬁts (Not Just Sales).” HBR 65 (September-October, no. 5): 101–108. Maintaing that careful analysis of one’s customers and product lines will steer one into proﬁtable markets, Shapiro and his colleagues maintain that customers fall into one of four categories: (i) “carriage trade” customers who cost a lot to serve but pay top dollar; (ii) “bargain basement” customers who are sensitive to price but not sensitive to service and quantity; (iii) “passive” customers who cost less to serve but who do pay high prices; and ﬁnally (iv) “aggressive” customers who demand quality and the best service while insisting on low prices.

2724 Achenbaum, A. A. and F. K. Mitchel. 1987. “Pulling Away from Push Marketing.” HBR 65 (May-June, no. 3): 38–40. [“Ideas for Action” Feature]— Achenbaum and Mitchel describe how marketers are turning away from “push marketing” (i.e., enticing consumers through advertising) toward “pull marketing” (i.e., utilizing coupons and other trade deals) techniques.

2719 Hart, C. W. L., J. L. Heskett and W. E. Sasser, Jr. 1990. “The Proﬁtable Art of Service Recovery.” HBR 68 ( July-August, no. 4): 148–156.

2725 Bonoma, T. V. 1986. “Marketing Subversives.” HBR 64 (November-December, no. 6): 113– 118.

Service mishaps are inevitable. Frontline employees, however, must be encouraged and trained to rectify these mishaps. Firms can not be so ﬁxated on the cost for doing this as it costs ﬁve times more to replace a customer than it does to retain one.

Believing that American companies have fairly rigid marketing structures, Bonoma contends that marketing subversives are those who challenge the status quo and put marketing practices in line with competitive realities.

2720 Shapiro, B. P. 1988. “What the Hell Is ‘Market Oriented’?” HBR 66 (November-December, no. 6): 119–125. To remain competitive, savvy companies must realize

2726 Ghemawat, P. 1986. “Sustainable Advantage.” HBR 64 (September-October, no. 5): 53–58. Knowing when to sustain one’s competitive advantages and being able to adjust to one’s marketing strategies is the basis to successful strategy.

177 2727 Gumpert, D. E. 1986. “Porsche on Nichemanship.” HBR 64 (March-April, no. 2): 98–106. [An Interview with Peter Schutz and Jack Cook]— Schutz and Cook describe the mindset of Porsche owners and how Porsche works to capture that mindset with their automobile lines.

2728 Shapiro, B. P. 1985. “Rejuvenating the Marketing Mix.” HBR 63 (September-October, no. 5): 28–34. [“Getting Things Done” Feature]— Shapiro examines how inter-related the four components are that make up the “marketing mix.”

2729 DeBruicker, F. S. and G. L. Summe. 1985. “Make Sure Your Customers Keep Coming Back.” HBR 63 ( January-February, no. 1): 9298. Marketers need to grasp that as consumers change, the beneﬁts they seek from a product or service changes. DeBruicker and Summe offer several strategies for companies to consider.

2730 Bonoma, T. V. 1984. “Making Your Marketing Strategy Work.” HBR 62 (March-April, no. 2): 68–76. Bonoma emphasizes how important it is for marketing managers to execute a number of strategies relevant to their marketing efforts.

2731 Levitt, T. 1983. “After the Sale Is Over...” HBR 61 (September-October, no. 5): 87–93. In a progressively more service or technology oriented economy, the relationship between a seller and a buyer doesn’t end when a sale is consummated. Vendors, in turn, must interact with one’s purchasers to ascertain their ongoing complaints and future needs.

2732 Quelch, J. A. 1983. “It’s Time to Make Trade Promotion More Productive.” HBR 61 (May-June, no. 3): 130–136. Consumer product manufacturers should see trade promotion from more of a tactical perspective. More should be done on the design, evaluation, and management of these efforts.

2733 Bonoma, T. V. 1983. “Get More Out of Your Trade Shows.” HBR 61 ( January-February, no. 1): 75–83. Most sales and marketing executives are disdainful, toward participating in trade shows. Miller discusses the signiﬁcant beneﬁts that can be reaped from these events.

Marketing

2727–2743

keting strategies that were previously successful, even as market conditions change, market inertia is likely to transpire.

2736 Levitt, T. 1981. “Marketing Intangible Products and Product Intangibles.” HBR 59 (May-June, no. 3): 94–102. All products possess an element of intangibility. People often use appearances to make judgments on them.

2737 Wind, Y. and V. Mohajan. 1981. “Designing Product and Business Portfolios.” HBR 59 ( January-February, no. 1): 155–165. Wind and Mohajan assess several product portfolio models to aid companies in assessing the compatability of their strategy to each item in their product lines.

2738 Wilson, A. and C. West. 1981. “The Marketing of ‘Unquestionables.’” HBR 59 ( January-February, no. 1): 91–102. Wilson and West examine how marketers should promote their products or services if perceived by mainstream society as taboo.

2739 Weigand, R. E. 1980. “‘Buying In’ to Market Control.” HBR 58 (November-December, no. 6): 141–149. Techniques exist — in lieu of patents, copyrights, and carefully guarded trade secrets—that encourage buyers to remain loyal to a ﬁrm.

2740 Levitt, T. 1980. “Marketing Success Through Differentiation if Anything.” HBR 58 ( January-February, no. 1): 83–91. Levitt describes how a product or service’s “differentiated attributes” enable marketers to capture customers from the competition and then keep them.

2741 Resnik, A. J., P. B. B. Turney and J. B. Mason. 1979. “Marketers Turn to ‘Counter-Segmentation.’” HBR 57 (September-October, no. 5): 100–106. Resnik and his coauthors ﬁnd that consumer attitudes are changing by becoming more conservative and simple. Marketers, as such, should think about aggregating or clustering their market segments as opposed to segmenting them.

2742 Shapiro, B. P. 1979. “Making Money Through Marketing.” HBR 57 ( July-August, no. 4): 135–142.

change of Money.” HBR 60 (November-December, no. 6): 72–74.

Shapiro emphasizes that well-tuned marketing operations concentrate on doing a few important tasks well. They also operate in the right markets and are consistent in how they execute.

[“Ideas for Action” Feature]— Kaikati reports how some companies ﬁnd barter to be a better means of marketing slow-moving goods than selling them through conventional channels.

2743 Levitt, T. 1977. “Marketing When Things Change.” HBR 55 (November-December, no. 6): 107–113.

2734 Kaikati, J. G. 1982. “Marketing Without Ex-

2735 Bonoma, T. V. 1981. “Market Success Can Breed Marketing Inertia.” HBR 59 (September-October, no. 5): 115–121. Since top management is reluctant to tinker with mar-

Marketing entails having what a customer wants at the price they want. Despite inevitable changes in consumer values and needs, effective marketers maintain their allegiance to this concept. Their operating strategies, however, will always be tweaked or reinterpreted.

2744–2759

Marketing

178

2744 Kotler, P. 1977. “From Sales Obsession to

2752 Peterson, E. 1974. “Consumerism as a Re-

Marketing Effectiveness.” HBR 55 (November-December, no. 6): 67–75.

tailer’s Asset.” HBR 52 (May-June, no. 3): 91–100.

Enormous differences exist in long-term effectiveness between companies who are sales oriented compared to those who are market-oriented. To nudge organizations to the latter mode, Kottler developed a ﬁve function “marketing effectiveness audit.”

2745 Wilson, A. and B. Atkin. 1976. “Exorcising the Ghosts in Marketing.” HBR 54 (September-October, no. 5): 117–127. Just as brilliant military strategies can end in disaster, the same is true with business strategies. Wilson and Atkin describe some ghosts who have haunted marketers for decades.

2746 Strang, R. A. 1976. “Sales Promotion — Fast Growth, Faulty Managment.” HBR 54 ( July-August, no. 4): 115–124. Few ﬁrms compile information on how much they spend on promotion efforts. Strang analyzes the growing importance of promotion and offers suggestions for companies to improve on these efforts.

2747 Morein, J. A. 1975. “Shift from Brand to Product Line Marketing.” HBR 53 (September-October, no. 5): 56–64. Though in its infancy, product line marketing is an alternative to the traditional brand approach. Morein discusses the differences between the two approaches and why the product line approach can rectify some of the inherent weaknesses with the brand approach.

2748 Levitt, T. 1975. “Marketing Myopia.” HBR 53 (September-October, no. 5): 26–44, 173–181. [“HBR Classic” Feature]—Levitt reminds readers how every major industry was once a growth industry and then entered a period of stagnation or decline.

2749 Clewett, R. M. and S. F. Stasch. 1975. “Shifting Role of the Product Manager.” HBR 53 ( January-February, no. 1): 65–73. The product management structure enables a managerial focus on products as proﬁt-generating systems. Despite its successes, Clewett and Stasch point out some shortcomings involved with this scheme for managers in large, multiproduct organizations.

2750 Hanan, M. 1974. “Reorganize Your Company Around Its Market.” HBR 52 (November-December, no. 6): 63–74. Hanan introduces the notion of “marketcentering” whereby companies organize their operations around the markets that should be served as opposed to production or other functions.

2751 Levitt, T. 1974. “Marketing Tactics in a Time

Peterson points how consumerism can be used as an effective marketing tool. Giant Food, for example, boosted its sales revenue and proﬁt margins after winning the conﬁdence of its buying public in the Washington, D.C. metropolitan market.

2753 Schiele, G. W. 1974. “How to Reach the Young Consumer.” HBR 52 (March-April, no. 2): 77–86. The youth market constitutes both teenagers and college students. Companies with aggressive merchandising efforts, geared to young consumers, will increase their market share and be more proﬁtable.

2754 Barker, S. M. and J. F. Trost. 1973. “Cultivate the High Volume Consumer.” HBR 51 (MarchApril, no. 2): 118–122. [“Management Memo” Feature]— Barker and Trost contend that a small proportion of buyers typically accounts for a large share of one’s sales. Marketers for these goods, however, seem unaware of who these purchasers are.

2755 Kotler, P. and S. J. Levy. 1971. “Demarketing, Yes, Demarketing.” HBR 49 (November-December, no. 6): 74–80. Kotler and Levy describe when excess demand entices companies to scale back or engage in de-marketing efforts.

2756 Greene, M. R. 1969. “How to Rationalize Your Marketing Risks.” HBR 47 (May-June, no. 3): 114–123. Better marketing decisions are more likely when management estimates its possible losses and honestly factors those risks into their decision making. Knowing those risks helps a company minimize its risks.

2757 Barnett, N. L. 1969. “Beyond Market Segmentation.” HBR 47 ( January-February, no. 1): 152– 166. [“Keeping Informed” Feature]— Barnett assesses segmentation techniques that marketers use in new product development and then discusses the advantages that product segmentation offers over traditional marketing techniques.

2758 Schiff, J. S. and M. Schiff. 1967. “New Sales Management Tool: ROAM.” HBR 45 ( July-August, no. 4): 59–66. Schiff and Schiff explain why the “return on assets” (ROA) ratio, as opposed to the “return on investment” (ROI) ratio, should be factored into certain marketing decisions.

of Shortages.” HBR 52 (November-December, no. 6): 6–7.

2759 Adler, L. 1967. “Systems Approach to Marketing.” HBR 45 (May-June, no. 3): 105–118.

[“Ideas for Action” Feature]— Material shortages can sometimes create opportunities for making adjustments to one’s product-lines, pricing structure or in generating new customer accounts.

Adler demonstrates why the systems approach to marketing is both practical and advantageous. There are, however, certain steps that must be observed when implenting this strategy.

179 2760 Baier, M. 1967. “Zip Code — New Tool for Marketers.” HBR 45 (November-December, no. 1): 136–140. Baier points out how the zip code’s sectional center system provides useful cultural and economic areas for segmented marketing.

2761 Bursk, E. C. 1966. “The Case of the Product Priority.” HBR 44 (March-April, no. 2): 6–16, 171. [“Problems in Review” Feature]— Bursk’s case study involves a company facing a quandary about one of its products that is technically superior to its competition. The drawback is that it involves an area in which the ﬁrm has little experience.

2762 Kotler, P. 1965. “Diagnosing the Marketing Takeover.” HBR 43 (November-December, no. 6): 70–72. Kotler discusses how companies can coordinate their actions and eliminate organizational conﬂicts.

2763 Reynolds, W. H. 1965. “More Sense About Market Segmentation.” HBR 43 (September-October, no. 5): 107–114. Most companies would do better looking at the market as relatively uniform and then appeal to the consumer’s desire for variety as opposed to trying to serve a multitude of small markets.

2764 Yankelovich, D. 1964. “New Criteria for Market Segmentation.” HBR 42 (March-April, no. 2): 83–90. Buyers need to be divided by more than age, gender, income bracket, or location. Yankelovich believes that atttitudes, motivations, values, usage paterns, and tastes must also be factored in to create more meaningful groupings.

2765 Lear, R. W. 1963. “No Easy Road to Market Orientation.” HBR 41 (September-October, no. 5): 53–66. The majority of companies still cling to product orientation. Pressures, however, are mounting for a change to a market orientation strategy. Lear examines ways to implement a practical compromise.

2766 Kuehn, A. A. and R. L. Day. 1962. “Strategy of Product Quality.” HBR 40 (November-December, no. 6): 100–110. Kuehn and Day offer methods to measure a consumer’s capability to differentiate between competing products.

2767 Levitt, T. 1960. “Marketing Myopia.” HBR 38 ( July-August, no. 4): 45–56. Every major industry was once a growth industry in which its strengths lay unchallenged. Invariably, a runaway substitute emerged that pushes the industry into stagnation.

Marketing

2760–2776

with market planning is in its nascent stage. Buell reviews published research relevant to the products and services that companies should sell during the next few years, how these decisions should be reached and how the cost and contributions to proﬁt should be measured.

2769 Felton, A. P. 1959. “Making the Marketing Concept Work.” HBR 37 ( July-August, no. 4): 55–65. When companies embrace the “total marketing concept,” their efforts are typically uncoordinated. Felton identiﬁes the necessary steps to successfully integrate this concept and then explains many of the pitfalls associated with it.

2770 Ansoff, H. I. 1957. “Strategies for Diversiﬁcation.” HBR 35 (September-October, no. 5): 113– 124. One method for measuring the proﬁt potential of alternative products begins by forecasting a variety of trends and contingiencies and then works toward the long-term objectives of the ﬁrm.

2771 Felton, A. P. 1956. “Conditions of Marketing Leadership.” HBR 34 (March-April, no. 2): 117–127. Change is widespread and continuous with regards to one’s market characteristics and distribution channels. As such, virtually every sales plan will be out-of-date in no time.

2772 Kline, C. H. 1955. “The Strategy of Product Policy.” HBR 33 ( July-August, no. 4): 91–100. Executives make decisions every day on their product line structure relevant to manpower, factory space, and marketing strategies. Kline describes why many successful manufacturers have formal product policies to summarize the characteristics that their products should possess.

2773 Staudt, T. A. 1954. “Program for Product Diversiﬁcation.” HBR 32 (November-December, no. 6): 121–132. Staudt describes how critical it is that careful planning involves product diversiﬁcation efforts.

2774 Colley, R. H. 1952. “Needed a Marketing Preparedness Plan.” HBR 30 (March-April, no. 2): 106–118. Serious hardships are likely for companies who do not match their dramatic gains in production capacity with comparable gains in marketing proﬁciency.

2775 Culliton, J. W. 1948. “The Management Challenges of Marketing Costs.” HBR 26 ( January, no. 1): 74–88. To capture marketing costs, executives must make concerted efforts to standardize the minute parts of their marketing process, develop internal performance standards and engage in as many controlled experiments as possible.

2768 Buell, V. P. 1960. “Guides to Market Planning.” HBR 38 ( July-August, no. 4): 37–42, 143– 152.

2776 Lewis, H. T. 1936. “A Marketing of Petroleum Products.” HBR 14 (Spring, no. 3): 312–324.

[“Looking Around” Feature]—The literature involved

Most marketing problems involved with petroleum

2777–2791

Marketing

180

stem from ﬁnding proﬁtable markets for crude oil and not retail sales of gasoline to consumers.

2777 Tosdal, H. R. 1933. “Some Recent Changes in the Marketing of Consumer Goods.” HBR 11 ( January, no. 2): 156–164. Tosdal contends that the marketing ﬁeld is now more sensitive to consumers and their needs. Marketers are also more cognizant that increasing sales volumes and proﬁt levels are not necessarily concomitant to one another.

2778 Beach, E. R. 1932. “Double Features in Motion-Picture Exhibitions.” HBR 10 ( July, no. 4): 505–514. Beach examines the economic beneﬁts for movie theaters to show double features (i.e., two movies for the price of one) to lure customers; a source of great consternation to movie distributors.

2779 Alexander, R. S. 1927. “Commercial Fairs and Expositions.” HBR 5 ( July, no. 4): 433–447. Alexander describes how an industry’s annual exposition is an effective way to understand that industry’s dynamics.

2780 Smith, E. R. and P. W. Smith. 1925. “Determining a Sales Quota Basis.” HBR 4 (October, no. 1): 49–56. A good sales quota is a written plan that emphasizes the buying habits and demographics of potential purchasers of a particular commodity.

2781 “Adding a Product of Different Quality and Price to an Established Line: The Badger Watch Company and the Garﬁeld Tire Company.” 1925. HBR 3 (April, no. 3): 357–367. [“HBR Case Study” Feature]— The impact of adding a new product line to one’s existing products is examined. This new line would be either higher or lower in quality than the existing lines.

2782 “Reciprocity: The Aimesbury Company.” 1924. HBR 2 ( July, no. 4): 490–496. [“HBR Case Study” Feature]— The Aimesbury Company, a manufacturer of industrial equipment, is in need of coal. One bidder, a long-time purchaser of mining machinery, submitted a bid higher than any of the competing bidders. Aimesbury’s purchasing department strenuously objects to this arrangement.

2783 Tenny, L. S. 1924. “Management Problems of Cooperative Marketing Associations.” HBR 2 ( July, no. 4): 453–464. Tenny believes that the manner in which farmers organize into marketing cooperatives will be one of the most important developments throughout American agriculture.

Market Trends or Forecasting Topics

the entertainment industry is a risky proposition. Since entertainment companies need to understand the impact that “social inﬂuences” have on successful movies, Watts and Hasker provide ﬁve strategies to exploit these inﬂuences.

2785 Kumar, V., R. Venkatesan and W. Reinartz. 2006. “Knowing What to Sell, When, and to Whom.” HBR 84 (March, no. 3): 131–137. [“Tool Kit” Feature]— Most companies do a poor job of predicting the behavior of their clientele. Based on the work of a Noble Prize-winning economist, Kumar and his coauthors offer a new way to predict consumer behavior that delivers markedly better results for providing customers with what they want and when they want it.

2786 McNulty, E. 2005. “Just in Time for the Holidays.” HBR 83 (December, no. 12): 39–49. [“HBR Case Study” Feature]—This is the busiest time of the year for North Pole Workshops. Santa and his elves had it easy when wooden blocks, train sets or dolls were in vogue. Now everything seems far more complicated. Demand inexplicably surged for one toy this fall. Several teenage celebrities then doomed this year’s “hot” toy by calling it “so yesterday.” McNulty’s respondents examine whether Santa will ever again be able to forecast the tumultuous children’s toy market.

2787 Simon, H. 1992. “Lessons from Germany’s Midsize Giants.” HBR 70 (March-April, no. 2): 115– 125. Simon describes how Germany’s small and midsize companies, known as the “Mittelstand,” embody what the global economy is about with its strategic focus, geographic diversity and by providing consumer value.

2788 Bonoma, T. V. 1989. “Marketing Performance — What Do You Expect?” HBR 67 (September-October, no. 5): 44–48. [“Special Report” Feature]— Bonoma ﬁnds it essential that marketing departments provide top management with a honest appraisal on the anticipated performance of a product or brand.

2789 Barnett, F. W. 1988. “Four Steps to Forecast Total Market Demand.” HBR 66 ( July-August, no. 4): 28–38. [“Getting Things Done” Feature]— Barnett ﬁnds that forecasting market demand is essential for creating a smart marketing strategy.

2790 Wheelwright, S. C. and D. G. Clarke. 1976. “Corporate Forecasting: Promise and Reality.” HBR 54 (November-December, no. 6): 40–64, 198. [“Probing Opinions” Feature]— Wheelwright and Clarke contend that far more communication is needed between the people who prepare market forecasts and those who utilize them.

2784 Watts, D. J. and S. Hasker. 2006. “Marketing in an Unpredictable World.” HBR 84 (September, no. 9): 25–30.

2791 Weiner, E. 1976. “Future Scanning for Trade

[“Forethought” Feature]— Predicting “megahits” in

[“Ideas for Action” Feature]— Weiner describes what

Groups and Companies.” HBR 54 (September-October, no. 5): 14, 174–176.

181 the American Council of Life Insurance is engaged in for keeping abreast of emerging consumer and social trends.

2792 Robinson, D. E. 1975. “Style Changes: Cyclical, Inexorable, and Foreseeable.” HBR 53 (November-December, no. 6): 121–131. Products, no matter how useful, cannot be successfully marketed if their appearance (i.e., shape, color, or texture) doesn’t ﬁt a buyer’s constantly changing notion of what is and is not stylish.

2793 Thurston, P. H. 1971. “Make TF Serve Corporate Planning.” HBR 49 (September-October, no. 5): 98–102. Thurston discusses why technological forecasting and corporate planning are inter-connected particularly when the future is uncertain.

2794 Dory, J. P. and R. J. Lord. 1970. “Does TF Really Work?” HBR 48 (November-December, no. 6): 16–28, 168. [“Keeping Informed” Feature]— Because technological forecasting [TF] is fraught with managerial resistance and other obstacles, Dory and Lord believe that it has never fulﬁlled its promise as an effective way to anticipate future change.

2795 Levitt, T. 1969. “The New Markets-Think Before You Leap.” HBR 47 (May-June, no. 3): 53– 67. Levitt argues that computer extrapolations do not produce effective marketing plans; that these projections must be tempered with common sense.

2796 Haley, R. I. and R. Gatty. 1968. “Monitor Your Market Continuously.” HBR 46 (May-June, no. 3): 65–69. Haley and Gatty ﬁnd it crucial that organizations be diligent in monitoring their operating environment and consumer markets by using frequent and short surveys in light of how frequently markets change, .

2797 Garretson, R. C. and F. F. Mauser. 1963. “The Future Challenges Marketing.” HBR 41 (November-December, no. 6): 168–188. [“Thinking Ahead” Feature]— Garretson and Mauser predict that marketers will face staggering challenges and opportunities over the next thirty years.

2798 Levy, S. J. 1959. “Symbols for Sale.” HBR 37 ( July-August, no. 4): 117–124. A modern assumption is that people are faced with alternatives and that their motivation stems from a wide variety of directions. As such, social science oriented concepts are playing a fundamental role in marketing and management.

2799 MacGowan, T. G. 1949. “Forecasting Sales.” HBR 27 (November, no. 6): 760–770. MacGowan describes how small-to-medium size companies can produce very credible forecasts without having to hire additional specialists.

Marketing

2792–2808

2800 Learned, E. P. 1932. “Recent Books on Marketing.” HBR 10 (April, no. 3): 332–340.

2801 Smith, D. B. 1927. “Planning Sales for a Manufacturing Company.” HBR 5 ( January, no. 2): 186–196. Detailed planning for both the production and distribution phases is critical before any reliable estimate of future sales can be made.

2802 Lincoln, E. E. 1926. “Sales and Orders as an Aid in Forecasting.” HBR 5 (October, no. 1): 41–46. Lincoln asserts that caveats exist when using last year’s sales order numbers to forecast future projections.

2803 “Custen Manufacturing Company — Methods of Forecasting Sales.” 1926. HBR 4 (April, no. 3): 353–357. [“HBR Case Study” Feature]— The Custen Manufacturing Company manufactures two types of merchandise. Each line has its own sales manager. Budgetary control is based on planned sales. Three methods for estimating each division’s sales revenue are probed.

2804 “Landsdowne Company: A Case Dealing with the Decreasing of Seasonal Valuation in Production.” 1923. HBR 1 (April, no. 3): 375–378. [“HBR Case Study” Feature]— Case study examines the impact when demand for tools and other gardening supplies is heaviest in the spring and fall while low during winter and summertime.

2805 Stone, E. L. 1923. “Forecasting the Future Market for a Large Community.” HBR 1 (April, no. 3): 269–281. Stone discusses how forecasting future business volume varies so widely among industries.

Marketing Research 2806 Stengel, J. R., A. L. Dixon and C. T. Allen. 2003. “Listening Begins at Home.” HBR 81 (November, no. 11): 106–117. [“Best Practice” Feature]— Stengel and his coauthors shadowed Proctor & Gamble [P&G] employees, conducted one-on-one interviews, and surveyed 3,500 members of the marketing staff. This was done to ascertain what P&G was doing right as well as wrong and what mattered most to its employees. It also produced the most sweeping redesign of P&G’s marketing organization in 60 years.

2807 Loveman, G. 2003. “Diamonds in the Gold Mine.” HBR 81 (May, no. 5): 109–113. [“Best Practice” Feature]— Harrah’s Entertainment’s CEO, Gary Loveman, explains how his company trumps its competitors by mining customer data, running experiments using consumer information and, then, using those ﬁndings to develop marketing strategies that keep customers coming back for more.

2808 Ulwick, A. W. 2002. “Turn Customer Input into Innovation.” HBR 80 ( January, no. 1): 91–97. [“Best Practice” Feature]— Ulwick describes a new

2809–2823

Marketing

182

methodology for gathering, analyzing and utilizing consumer input for the purpose of triggering the innovation process.

other businesses to ascertain changes that are occuring in consumer tastes and distribution channels.

2809 Magidson, J. and G. Brandyberry. 2001.

“New Gold Mines and Mineﬁelds in Market Research.” HBR 64 ( January-February, no. 1): 168–182.

“Putting Customers in the ‘Wish Mode.’” HBR 79 (September, no. 8): 26–28. [“Forethought” Feature]— Focus groups are intended to discern consumer desires for developing products and services. Inexplicably, few companies capitalize on utilizing them.

2810 Rossi, P., P. DeLurgio and D. Kantor. 2000. “Making Sense of Scanner Data.” HBR 78 (MarchApril, no. 2): 24–24. [“Forethought” Feature]—Rossi and his coauthors explain a new statistical technique, called Bayesian shrinkage to help manufacturers analyze retail sales data and target their marketing programs.

2811 Evans, P. B. and T. S. Wurster. 1997. “Strategy and the New Economics of Information.” HBR 75 (September-October, no. 5): 70–83. Evans writes on the changing nature of information technologies and how that causes businesses to change their strategic plans. Smaller competitors, in particular, must learn to harness information in ways that provides them with a competitive advantage in the marketplace.

2812 Burke, R. R. 1996. “Virtual Shopping: Breakthrough in Marketing Research.” HBR 74 (March-April, no. 2): 120–131. Traditional market research approaches such as questionnaires, focus groups and test marketing are expensive and time-consuming. Those results can also be unreliable. Burke describes a new alternative, the “virtual store,” for overcoming these limitations. Virtual-shopping simulations are easy and inexpensive for creating readily available data.

2813 Bessen, J. 1993. “Riding the Marketing Information Wave.” HBR 71 (September-October, no. 5): 150–161. Although difﬁcult and expensive to build, today’s sophisticated customer information technologies can help sort massive amounts of data for targeting small groups of responsive customers. These technologies can enable large ﬁrms to develop market niches in a way similar to their smaller competitors.

2814 Barabba, V. P. 1990. “The Market Research Encyclopedia.” HBR 68 ( January-February, no. 1): 105–117. Five major stages comprise company research efforts. Barabba provides management with suggestions to determine each task’s dimensions as well as the resources and data needed.

2815 Johansson, J. K. and I. Nonaka. 1987. “Market Research the Japanese Way.” HBR 65 (MayJune, no. 3): 16–22. [“Special Report” Feature]— Rather than paying for high-priced marketing consultants, Japanese executives debrief all levels of employees who deal with retailers and

2816 Lodish, L. M. and D. J. Reibstein. 1986. [“Keeping Informed” Feature]—New technologies enable marketing managers to obtain “data-driven” insight for “capturing” the pulse of one’s market. Lodish and Reibstein emphasize that these techniques, if misapplied, can also wreak organizational havoc.

2817 Andreasen, A. R. 1985. “‘Backward’ Market Research.” HBR 63 (May-June, no. 3): 176–182. [“Ideas for Action” Feature]— Andreasen argues how management must collaborate far more in the design of market research to make it beneﬁcial.

2818 _____. 1983. “Cost-Conscious Marketing Research.” HBR 61 ( July-August, no. 4): 74–79. [“Growing Concerns” Feature]— Andreasen advises managers of small businesses to consider techniques such as test marketing, focus interviews, visual observations and an array of secondary sources as alternatives to the more expensive types of market research.

2819 Daniells, L. M. 1982. “Sources on Marketing.” HBR 60 ( July-August, no. 4): 40–42. [“For the Manager’s Bookshelf ” Feature]— Daniells describes an annual index and abstract put out by the Congressional Information Service: American Statistics Index and Statistical Reference Index. Each set describes the existence of what would otherwise be esoteric: government agency and trade association reports.

2820 Hershey, R. 1980. “Commercial Intelligence on a Shoestring.” HBR 58 (September-October, no. 5): 22–30. [“Growing Concerns” Feature]— Hershey deﬁnes “commercial intelligence” as being composed of publicly available information on the competitive capabilities for achieving one’s long-term strategy and goals.

2821 Green, P. E. and Y. Wind. 1975. “New Way to Measure Consumers’ Judgments.” HBR 53 ( JulyAugust, no. 3): 107–117. Green and Wind describe a marketing research technique, “conjoint measurement,” for assessing consumer beliefs on the capabilities of a product deemed most important.

2822 Smith, S. A. 1974. “Research and PseudoResearch in Marketing.” HBR 52 (March-April, no. 2): 73–76. [“Management Memo” Feature]— Smith contends that too often market research is “window dressing” undertaken to satisfy other needs such as boosting the egos of marketing executives or enabling advertising agencies to sell their services.

2823 Reavey, E. P., Jr. 1973. “Motorola Executives Call on Consumers in Their Homes.” HBR 51 (November-December, no. 6): 6–7. [“Ideas for Action” Feature]— Reavey discusses Mo-

183

Marketing

2824–2841

torola’s efforts for capturing consumer opinions as to their product lines.

marketing situation is dynamic and competitive as opposed to engaging in management by trial and error.

2824 Kotler, P. 1970. “Corporate Models: Better Marketing Plans.” HBR 48 ( July-August, no. 4): 135–149.

2833 Greyser, S. A. 1961. “The Case of the Befuddled Brewers.” HBR 39 (March-April, no. 2): 136–154.

Because marketing is heavily involved with complex relationships and beset with imperfect knowledge, many decisions are made using sheer intuition instead of rational analysis. Kotler discusses how companies can analyze alternatives with a computer.

2825 Cox, D. F. and R. E. Good. 1967. “How to Build a Marketing Information System.” HBR 45 (May-June, no. 3): 145–154. Cox describes how marketing information systems hold great promise for company decision makers.

2826 Kotler, P. 1967. “Operations Research in Marketing.” HBR 45 ( January-February, no. 1): 30– 44, 187–188. [“Keeping Informed” Feature]— Kotler discusses the potential of mathematical decision models with regards to new products, pricing, distribution, and sales management.

2827 Feder, R. A. 1965. “How to Measure Marketing Performance.” HBR 43 (May-June, no. 3): 132–142. Feder’s solution for gauging marketing performance hinges on information systems that pinpoint over–and under-spending. One’s marketing efforts, however, are sometimes a drain on proﬁts.

[“Problems in Review” Feature]— Management once had to be goaded into engaging in marketing research. A more daunting problem now is getting management to effectively utilize the research being done.

2834 Oxenfeldt, A. R. 1961. “Scientiﬁc Marketing: Ideal and Order.” HBR 39 (March-April, no. 2): 51–64. Oxenfeldt’s research project — described in diary format — is a prototype of a new type of research that absorbs the complexity and messy reality of business life.

2835 Adler, L. 1960. “Phasing Research into the Marketing Plan.” HBR 38 (May-June, no. 3): 113– 122. In the past, discussion surfaced on creating a uniﬁed concept of what constitutes marketing research. Market researchers then had to grapple with the same issues that corporate management struggles with.

2836 Schreier, F. T. 1959. “Seven Fallacies in Marketing Logic.” HBR 37 (September-October, no. 5): 111–118. Schreirer points out why “purely descriptive” information relevant to an organization’s marketing situation must be interpreted before management makes any kind of decisions.

2828 Stern, L. W. and J. L. Heskett. 1965. “Grass

2837 Enright, E. J. 1958. “Market Testing.” HBR 36 (September-October, no. 5): 72–80.

Roots Market Research.” HBR 43 (March-April, no. 2): 83–96.

Enright deﬁnes what market testing consists of with regards to new products.

By using a new research approach to capture competitive market shifts, ﬁrms can develop superior long-range marketing strategies.

2838 Hollander, S. C. 1957. “New Marketing Concepts.” HBR 35 (September-October, no. 5): 151–158.

2829 Buzzell, R. D. 1963. “Is Marketing a Science.” HBR 41 ( January-February, no. 1): 32–40, 166. [“Keeping Informed” Feature]—Buzzell discusses how advances in marketing science are beneﬁting one’s decision-makers.

2830 Britt, S. H. and I. A. Shapiro. 1962. “Where to Find Marketing Facts.” HBR 40 (September-October, no. 5): 44–50, 171–178. Britt and Shapiro assess how marketing managers can access important sources of good, up-to-date consumer and market-oriented data.

2831 Newman, J. W. 1962. “Put Research into Marketing Decisions.” HBR 40 (March-April, no. 2): 105–112. A successful business operation calls for a high-quality intelligence system. Newman describes how new advances can be incorprated into marketing research and the decision-making process.

2832 Mills, H. D. 1962. “Marketing as a Science.” HBR 39 (September-October, no. 5): 137–142. Executives can use scientiﬁc reasoning even though a

[“Looking Ahead” Segment]— Hollander reviews several recently published books and articles relevant to marketing, distribution, and retailing.

2839 Friend, I. and I. B. Kravis. 1957. “New Light on the Consumer Market.” HBR 35 ( January-February, no. 1): 105–116. New marketing research techniques have emerged enabling market researchers to assess some 1,500 items of information from every category of income and occupational classes in 91 American cities.

2840 Bogart, L. 1956. “How to Get More Out of Marketing Research.” HBR 34 ( January-February, no. 1): 74–84. Changes in consumer buying habits and the social structure account for the recent boom in marketing research.

2841 Martineau, P. 1955. “It’s Time to Research the Consumer.” HBR 33 ( July-August, no. 4): 45–54. Relying too heavily on lifeless statistics, marketing research is deﬁcient at seeing consumers as dynamic and complex individuals.

2842–2860

Marketing

184

2842 Caplow, T. 1952. “Market Attitudes: A Research Report from the Medical Field.” HBR 30 (November-December, no. 6): 105–112. Caplow, a sociologist, examined how physicians make decisions about advertised therapeutic products from professional journals, by direct mail, and through sales representatives.

2843 Wilson, A. R. 1952. “Qualitative Market Research.” HBR 30 ( January-February, no. 1): 75–86. A clear picture as to a product’s prospective demand will never emerge from the emphasis many market researchers place on questionaires, random sampling, or utilization of statistical techniques.

2844 Bogart, L. 1951. “Use of Opinion Research.” HBR 29 (March, no. 2): 113–124. Bogart discusses how Standard Oil Company uses opinion research and believes that opinion research offers a valuable tool to objectively size up situations affecting any company.

2851 _____. 1937. “Quantitative Market Analysis Methods.” HBR 15 (Spring, no. 3): 321–336. Brown describes an array of quantitative analysis tools — all of which are in their infancy — for market analysis.

2852 _____. 1937. “Quantitative Market Analysis: Scope and Uses.” HBR 15 (Winter, no. 2): 233– 244. Market research is a recent phenomenon. Much of it stems from the Great Depression whereby sales revenue dropped. Executive attitudes and their willingness to invest in market research is also changing.

2853 Learned, E. P. 1936. “Recent Books on Marketing.” HBR 14 (Spring, no. 3): 375–379.

2854 Cassady, R., Jr. and H. M. Haas. 1935. “Analyzing the Market of Mail Order House Retail Stores.” HBR 13 ( July, no. 4): 493–502.

the Field of Marketing.” HBR 29 ( January, no. 1): 127–136.

Obtaining reliable consumer information ranks as one of the most vexing challenges facing marketers. Cassady and Haas describe a study done by two stores in the Twin Cities [Minneapolis and Saint Paul] area who track the license plate numbers of automobiles.

2846 Cheskin, L. and L. B. Ward. 1948. “Indirect Approach to Market Reactions.” HBR 26 (September, no. 5): 572–580.

2855 Link, H. C. and I. Lorge. 1935. “Psychological Sales Barometer.” HBR 13 ( January, no. 2): 193–204.

2845 Foster, F. L. 1951. “Review of Literature in

Cheskin and Ward investigate how markets react to advertising efforts along with the manner in which new products are launched. The two are also interested in why these costs are less tangible in comparison to production costs.

2847 Dichter, E. 1947. “Psychology in Marketing Research.” HBR 25 (Summer, no. 4): 432–445. American industry has been notably successful at determining sales potentials and measuring the effectiveness of its advertising campaigns. It has not been effective at gauging consumer motivation.

2848 Thomsen, F. L. 1946. “How Good Is Marketing Research?” HBR 24 (Summer, no. 4): 453–465. Little effort is being made to critically assess whether executives beneﬁt from marketing research.

2849 Tallman, G. B. 1939. “When Consumers Buy at ‘Wholesale.’” HBR 17 (Spring, no. 3): 339–349. Tallman’s research indicates that consumers who buy at wholesale are likely to be upper echaleon employees with extensive business contacts, who live in better homes and have greater opportunity to make use of discounts than those who are involved in menial work.

2850 Brown, L. O. 1937. “Quantitative Market Analysis — Multiple Correlation; Accuracy of the Methods.” HBR 16 (Autumn, no. 1): 62–73. The market correlation method for establishing market potential is an important development in quantitative analysis. Brown describes how the method is beyond the experimental stage and is now a reliable forecasting tool.

A psychological sales barometer measures why there are more or fewer buyers for a good or service.

2856 Lazarsfeld, P. F. 1934. “The Psychological Aspect of Market Research.” HBR 13 (October, no. 1): 54–71. Lazersfeld assesses whether the methodology involving psychological research is incorporated into market research.

2857 Learned, E. P. 1934. “Recent Books on Marketing.” HBR 12 ( July, no. 4): 450–457.

2858 Weaver, H. G. 1926. “The Development of a Basic Purchasing Power Index by Counties.” HBR 4 (April, no. 3): 266–274. Weaver examines the value of Bureau of Census and other governmental statistical data for a corporate marketing department.

2859 Freyd, M. 1926. “The Experimental Evaluation of a Merchandising Unit.” HBR 4 ( January, no. 2): 196–202. Many advertising and marketing problems can be solved by the experimental evaluation method. Freyd contends this evaluation process is more reliable than the biased data many businesses utilize for guidance.

2860 Weld, L. D. 1923. “Process of Commercial Research.” HBR 1 ( January, no. 2): 175–186. Though most executives believe their business differ from other businesses, Weld reminds readers how the same economic constructs are applicable for all businesses.

185

Mass Communication Issues 2861 Vanderwicken, P. 1995. “Why the News Is Not the Truth.” HBR 73 (May-June, no. 3): 144– 149. Vanderwicken reviews books such as Paul Weaver’s News and the Culture of Lying ; Mort Rosenblum’s Who Stole the News; as well as Cynthia Crossen’s Tainted Truths as to the mass media’s stranglehold on American society

2862 Kelmenson, L. A. 1980. “‘Vast Wasteland’ Revisited.” HBR 58 (November-December, no. 6): 28–29. [“From the Boardroom” Feature]— Kelmenson argues that corporate boards need to do far more in demanding that television executives be far more responsible in their programming decisions.

2863 Wells, W. D. 1970. “It’s a Wyeth, Not a Warthol, World.” HBR 48 ( January-February, no. 1): 26–32. [“Problems in Review” Feature]— With profound changes taking place with mass media outlets, Wells examines the impact this has on the “average consumer or American” in terms of their daily activities, shopping habits, family relationships, hopes and worries, reading and television habits.

2864 Frawley, E. D. 1962. “TV and Public Service: A Proposal for Action.” HBR 40 (May-June, no. 3): 113–122. It appears that the networks have gone as far as possible with public affairs programming. Since more needs to be done on this topic, Frawley offers a proposal to remedy this with a tax exemption.

2865 Fraught, M. C. 1952. “The Future of Television.” HBR 30 (May-June, no. 3): 41–49. Fraught describes why “pay-as-you-see” television offers a phenomenal opportunity for American education and culture.

2866 Goldsmith, A. N. 1950. “Television: Techniques and Applications.” HBR 28 (March, no. 2): 55–79. Goldsmith predicts that television, if properly developed and guided, will become a powerful medium for humanity.

2867 Long, C. D., Jr. 1940. “News Print: Costs and Competition.” HBR 18 (Spring, no. 3): 372– 383. The paper used for newsprint needs to be cheap. Its supply must be abundant for meeting the daily demands of a press that prides itself in never missing a deadline.

2868 Hettinger, H. S. 1939. “The Marketing of Radio Broadcasting Service.” HBR 17 (Spring, no. 3): 301–316. Because radio broadcasting derives its operating revenue from advertisers, Hettinger worries that advertisers might accrue signiﬁcant inﬂuence in shaping broadcasted programs.

Marketing

2861–2876

2869 Mullen, W. H. 1936. “A Money Measure of Magazine Reader Interest.” HBR 14 (Spring, no. 3): 370–375. Magazine publishing is becoming more niche oriented. Mullen assesses the impact of niche publications on overall advertising revenues.

2870 Hettinger, H. S. 1935. “Some Fundamental Aspects of Radio Broadcasting.” HBR 14 (Autumn, no. 1): 14–28. Hettinger offers a historical analysis on how the radio broadcasting industry transpired.

2871 Herring, E. P. 1935. “Politics and Radio Regulation.” HBR 13 ( January, no. 2): 167–178. Congress in 1934 abolished the Federal Radio Commission and replaced it with the Federal Communication Commission. Herring contends that the federal government needs to develop criteria or rules for owning these stations.

2872 Herring, J. M. 1931. “Equalization of Broadcasting Facilities Within the United States.” HBR 9 ( July, no. 4): 417–430. Congress is delving into the problems faced by radio broadcasters such as interference along with areas that are underserved throughout the United States.

2873 Cogswell, G. R. 1926. “Radio Development and Consumer Buying and Patronage Motives.” HBR 4 ( January, no. 2): 203–210. The general public seems to accept the radio whereby it is considered a “necessary” luxury.

New Product Development 2874 Moore, G. A. 2007. “To Succeed in the Long Term, Focus on the Middle Term.” HBR 85 ( JulyAugust, no. 7/8): 84–90. Moore’s notion of the “horizon 2 vacuum” pertains to innovations which are on the verge of being commercialized. Anytime one’s innovations are brought to market, they must compete with existing products for company resources. These innovations often disappear from top management’s radar screen and then suffer from benign neglect.

2875 Nambisan, S. and M. Sawhney. 2007. “A Buyer’s Guide to the Innovation Bazaar.” HBR 85 ( June, no. 6): 109–118. [“HBR Spotlight” Feature]— Companies now frequently pursue innovative solutions and new products from outside their organizations, an experience labeled as the “innovation bazaar,” Most managers ﬁnd it a bewildering experience. Namnisan and Sawhney’s article provides a conceptual guide to help demystify this process.

2876 Hackett, J. P. 2007. “Preparing for the Perfect Product Launch.” HBR 85 (April, no. 4): 45– 50. [“First Person” Feature]— Hackett, the chief executive ofﬁcer for Steelcase, an ofﬁce furniture manufacturer,

2877–2890

Marketing

186

describes a four-part framework that provides his ﬁrm’s product development team with the mental aptitude and development time to effectively market a new product line.

2877 Nambisan, S. and M. Sawhney. 2007. “Meet the Innovation Capitalists.” HBR 85 (March, no. 3): 24–24. [“Forethought” Feature]— Innovation capitalists are business enterprises that serve as intermediaries between inventors, entrepreneurs and multinational corporations. They typically evaluate technologies from inventors which are reﬁned to help them achieve their market potential.

2878 Christensen, C. M., H. Baumann, R. Ruggles and T. M. Sadtier. 2006. “Disruptive Innovation for Social Change.” HBR 84 (December, no. 12): 94–101. Efforts to solve social problems often fail to produce favorable results. “Misdirected investment” is a primary reason for this failure. “Catalytic innovations,” which offer simpler, “good-enough” solutions, are effective at helping underserved populations.

2879 Nunes, P. F. and W. W. Driggs. 2006. “What Serves the Customer Best?” HBR 84 (October, no. 10): 37–50. [“HBR Case Study” Feature]—Glenmeadie, a whiskey distiller, is investing heavily in the “front end” (i.e., glitzy or image-focused marketing campaigns) of its business at the expense of developing new products. Nunes and Diggs’s case study examines whether Glenmeadie will be hurt if new product development is not adequately funded.

2880 Burrell, L. 2006. “Smart Product Design.” HBR 84 (September, no. 9): 23–23. [“Forethought” Feature]— Effective designers possess a keen ability to observe, listen and communicate with diverse groups of individuals. Dan Williams, a design director at Motorola, is interviewed on how designers utilize a host of attributes to develop products that excite people.

Whenever manufacturers increase the number of functions that their products can perform, they risk exposing their consumers to “feature fatigue.”

2884 Allmendinger, G. and R. Lombreglia. 2005. “Four Strategies for the Age of Smart Services.” HBR 83 (October, no. 10): 131–145. [“Frontiers” Feature]— Manufacturers should provide “smart services” which build intelligence (i.e., awareness and connectivity) into their products. Eaton Electronics illustrates this with their home security systems; all of which enables Eaton to cultivate a richer, longer-term relationship with its consumers.

2885 Gourville, J. T. 2005. “Holding Fast.” HBR 83 ( June, no. 6): 35–46. [“HBR Case Study” Feature]— Because of its longstanding reputation for quality, Crescordia’s product line of orthopedic devices outperform those of their competitors. A new technology, still a long way from being accepted by mainstream customers, might disrupt Crescordia’s business model. Should Crescordia sit tight until it can offer a perfect product or should it enter the “fray” and risk tarnishing its image with this new technology?

2886 Suarez, F. and G. Lanzolla. 2005. “The HalfTruth of First-Mover Advantage.” HBR 83 (April, no. 4): 121–127. [“Best Practice” Feature]—“First movers” rarely reap long-lasting beneﬁts from their “head start.” Typically, ﬁrst movers are clobbered in the marketplace. Successful ﬁrst-movers, however, are effective at analyzing their operating environments and resources. They intuitively grasp which type of “ﬁrst-mover advantage” is likely to be the most effective.

2887 Charkravorti, B. 2004. “The New Rules for Bringing Innovations to Market.” HBR 82 (March, no. 3): 58–67. The more networked a market is, the harder it is for innovation to transpire. Charkravorti ﬁnds that smart innovators learn to orchestrate marketwide change by starting from the endgame they desire.

2881 Gourville, J. T. 2006. “Eager Sellers Stony Buyers: Understanding the Psychology of NewProduct Adoption.” HBR 84 ( June, no. 6): 98–106.

2888 Moon, Y. 2004. “Don’t Just Do Something, Stand There!” HBR 82 (March, no. 3): 16–17.

Companies who successfully introduce new products are perceived to be ﬂourishing. Research, however, indicates that new innovations fail at staggering rates. Gourville focuses on the clash between consumers who are forced to psychologically change because of a new product and executives who overvalue their innovations.

2889 Andrew, J. P. and H. L. Sirkin. 2003. “Inno-

2882 Selden, L. and I. C. MacMillan. 2006. “Manage Customer-Centric Innovation Systematically.” HBR 84 (April, no. 4): 108–116. Selden and MacMillan offer a systematic approach for companies to grasp what their customers really want from new product innovation.

2883 Rust, R. T., D. V. Thompson and R. W. Hamilton. 2006. “Defeating Feature Fatigue.” HBR 84 (February, no. 2): 98–107.

[“Forethought” Feature]—Sony’s $1,500 pet robot will be virtually useless unless the company can articulate how the device will be useful.

vating for Cash.” HBR 81 (September, no. 9): 76– 83. Between ﬁve — and as many as nine — of every ten new products ends up as a ﬁnancial failure. Different innovations require different approaches. Selecting the most suitable approach often yields two or three times the proﬁts of the least optimal approach.

2890 Goldenberg, J., R. Horowitz, A. Levav and D. Mazursky. 2003. “Finding Your Innovation Sweet Spot.” HBR 81 (March, no. 3): 120–129. [“Tool Kit” Feature]— Most ideas for new products are either uninspired or impractical. The authors offer a

187 systematic process for generating ideas that are ingenious and viable.

2891 Craumer, M. 2002. “The Sputtering R&D Machine.” HBR 80 (August, no. 8): 25–36. [“HBR Case Study” Feature]— Craumer’s case study focuses on a market share leader from the appliance industry and an upstart rival’s product line.

2892 Thomke, S. and E. von Hippel. 2002. “Customers as Innovators: A New Way to Create Value.” HBR 80 (April, no. 4): 74–81. Thomke and von Hippel describe why some companies develop a more counterintuitive approach to product innovation.

2893 Boulding, W. and M. Christen. 2001. “FirstMover Disadvantage.” HBR 79 (October, no. 9): 20–21. [“Forethought” Feature]— Boulding and Christen’s research examines why late entrants into the marketplace are likely to be more proﬁtable than the early movers.

2894 Vishwanath, V. and D. Harding. 2000. “The Starbucks Effect.” HBR 78 (March-April, no. 2): 17–17. [“Forethought” Feature]— By making coffee chic, Starbucks set off a chain reaction that boosted an entire industry’s proﬁt base.

2895 Tabrizi, B. and R. Walleigh. 1997. “Deﬁning Next-Generation Products: An Inside Look.” HBR 75 (November-December, no. 6): 116–125.

Marketing

2891–2905

customization, many managers are discovering how the concept can produce unnecessary costs and complexity. Gilmore and Pine describe a framework to help managers determine the type of customization they should pursue.

2899 MacMillan, I. C. and R. G. McGrath. 1996. “Discover Your Product’s Hidden Potential.” HBR 74 (May-June, no. 3): 58–73. [“Manager’s Tool Kit” Feature]—MacMillan and McGrath describe how their “Attribute Categorization and Evaluation (ACE) Matrix” helps management understand consumer behavior and determine if a product possesses salient attributes for an array of customer segments.

2900 Adler, P. S., A. Mandelbaum, V. Nguyen and E. Schwerer. 1996. “Getting the Most Out of Your Product Development Process.” HBR 74 (MarchApril, no. 2): 134–152. [“Ideas at Work” Feature]— Management will beneﬁt if it applies a “process management” approach to its product development efforts. Adler and his coauthors emphasize that creativity will never be destroyed whenever process management or standardization are instituted.

2901 Virden, T. W. 1995. “Can This High-Tech Product Sell Itself?” HBR 73 (November-December, no. 6): 24–40. [“HBR Case Study” Feature]— A newly hired marketing director failed to ascertain the ﬁnancial support that upper management is willing to pay for creating a dynamic campaign on a new product line.

Fourteen leading high technology ﬁrms were surveyed on their next-generation product development efforts. Tabrizi and Walleigh discovered that most ﬁrms are incapable of completing these products on schedule because of problems stemming from the “product-deﬁnition” phase.

2902 McKenna, R. 1995. “Real-Time Marketing.” HBR 73 ( July-August, no. 4): 87–98.

2896 Leonard, D. and J. F. Rayport. 1997. “Spark

2903 Bower, J. L. and C. M. Christensen. 1995. “Disruptive Technologies: Catching the Wave.” HBR 73 ( January-February, no. 1): 43–53.

Innovation Through Empathic Design.” HBR 75 (November-December, no. 6): 102–115. Leonard and Rayport explain how “empathic design” is a market research tool that requires company representatives to observe customers using products or services in the context of their own environment. Marketing managers can then identify the unexpected uses or problems stemming from their products and services.

2897 Iansiti, M. and J. West. 1997. “Technology Integration: Turning Great Research into Great Products.” HBR 75 (May-June, no. 3): 69–82. The number of technologies from which companies can choose has soared. Moreover, product life cycles are shorter. Companies are forced to develop and commercialize new technologies faster than ever. As such, companies who are the most adept at selecting from an array of technologies as opposed to creating them possess an indelible advantage.

2898 Gilmore, J. H. and B. J. Pine, II. 1997. “The Four Faces of Mass Customization.” HBR 75 ( January-February, no. 1): 91–101. As companies throughout the world embrace mass

With today’s uncertain marketplace, some ﬁrms, such as Philips NV, are having consumers aid in their product development efforts.

Most established companies will rarely commercialize their new technologies, particularly if it does not initially meet the demands of its mainstream clientele. Bower and Christensen argue that companies need to spot these “disruptive technologies” and nurture those technologies by creating organizations who are independent from the mainstream.

2904 Maruca, R. F. and A. L. Halliday. 1993. “When New Products and Customer Loyalty Collide.” HBR 71 (November-December, no. 6): 22– 33. [“HBR Case Study” Feature]— Maruca and Halliday’s case study focuses on Pacer Athletic Shoes who recently upgraded its offerings for the serious runner while also expanding into walking shoes.

2905 Willigan, G. E. 1992. “High-Performance Marketing: An Interview with Nike’s Phil Knight.” HBR 70 ( July-August, no. 4): 90–103. Willigan’s interview with Nike founder and CEO, Phil Knight, emphasizes the importance of developing a good

2906–2922

Marketing

188

product before it has an emotional tie with its consumer base.

from Customers.” HBR 60 (March-April, no. 2): 117–122.

2906 House, C. H. and R. L. Price. 1991. “The Return Map: Tracking Product Teams.” HBR 69 ( January-February, no. 1): 92–101.

von Hippel describes how one’s customers are a phenomenal source for new product launches.

House and Price describe how Hewlett-Packard developed a metric, the Return Map, to provide a useful indicator of the effectiveness of a new product development and for helping its marketing, research and manufacturing areas collaborate with one another.

2907 Gomory, R. E. 1989. “From the ‘Ladder of Science’ to the Product Development Cycle.” HBR 67 (November-December, no. 6): 99–105. Gomory emphasizes that product leadership can be triggered from imported science and technology if its production efforts are effectively managed.

2908 Elder, T. 1989. “New Ventures: Lessons from Xerox and IBM.” HBR 67 ( July-August, no. 4): 146–154. [“For the Manager’s Bookshelf ” Feature]— Elder reviews Chposky and Leonsis’s Blue Magic and Smith and Alexander’s Fumbling the Future about IBM and Xerox.

2909 Wheelwright, S. C. and W. E. Sasser, Jr. 1989. “The New Product Development Map.” HBR 67 (May-June, no. 3): 112–127. To aid new product launches, Wheelwright and Sasser developed a “map” to provide management with a better sense of where to go with their new products in a way that sharpens their sense of where they’ve been.

2910 Krubasik, E. G. 1988. “Customize Your Product Development.” HBR 66 (November-December, no. 6): 46–52. [“Special Report” Feature]— For Krubasik, the best way to develop a product is contingent on the opportunity cost and the “entry risk” that a situation presents.

2911 Takeuchi, H. and I. Nonaka. 1986. “The New New Product Development Game.” HBR 64 ( January-February, no. 1): 137–146. Companies are realizing that the traditional, sequential approach to developing new products will not succeed in today’s fast-paced and ﬁercely competitive new product environment.

2912 Shanklin, W. L. and J. K. Ryans, Jr. 1984. “Organizing for High-Tech Marketing.” HBR 62 (November-December, no. 6): 164–171. Shanklin and Ryans discuss how companies can forge long-term links between their marketing and researchand-development efforts.

2913 McDonough, E. F., III and F. C. Spital. 1984. “Quick-Response New Product Development.” HBR 62 (September-October, no. 5): 52–58. McDonough and Spital explain why ﬁrms should mobilize their product development efforts by granting it high visibility.

2914 von Hippel, E. 1982. “Get New Products

2915 Kiser, J. W., III. 1982. “Tapping Eastern Bloc Technology.” HBR 60 (March-April, no. 2): 85–92. While difﬁculties exist when acquiring technology from the Soviet bloc nations, opportunities also exist for those engaging in these efforts.

2916 Ford, D. and C. Ryan. 1981. “Taking Technology to Market.” HBR 59 (March-April, no. 2): 117–126. Corporate management of technology requires careful planning with its technology, markets and developmental activities. R&D activities must be coordinated to ensure an optimum linkage between a company’s product and process technologies.

2917 White, G. R. and M. B. W. Graham. 1978. “How to Spot a Technological Winner.” HBR 56 (March-April, no. 2): 146–152. White and Graham offer a framework for top management to assess the strategic merit of technical innovations.

2918 Dean, J. 1976. “Pricing Policies for New Products.” HBR 54 (November-December, no. 6): 141–153. [“HBR Classic” Feature]— Dean describes why it is crucial for marketers to examine consumer preferences and engage in feasibility studies when pricing their new products.

2919 Klompmaker, J. E., G. D. Hughes and R. I. Haley. 1976. “Test Marketing in New Product Development.” HBR 54 (May-June, no. 3): 128– 138. Klompmaker and his coauthors discuss how to implement test marketing, what its aims should be, and then to what use the test market should be put.

2920 Davidson, J. H. 1976. “Why Most New Consumer Brands Fail.” HBR 54 (March-April, no. 2): 117–122. Davidson demonstrates why most new consumer brands fail. In essence, unless a new brand is cheaper or better than its competitors, it probably will not survive.

2921 Cadbury, N. D. 1975. “When, Where, and How to Test Market.” HBR 53 (May-June, no. 3): 96–105. Cadbury wonders if test marketing is really necessary.

2922 Zarecor, W. D. 1975. “High-Technology Product Planning.” HBR 53 ( January-February, no. 1): 108–115. Intuition can help a company when growth levels off or if new products seem to be the only solution. Zarecor contends, however, that market analysis and the deﬁnition of product goals are the best sources for new product ideas.

189 2923 Merims, A. M. 1972. “Marketing’s Stepchild: Product Publicity.” HBR 50 (November-December, no. 6): 107–113. Few companies integrate product publicity into their marketing plans. Much of this stems from inadequate planning and communication, failure to set goals, insufﬁcient distribution of publicity materials, and little effort devoted to scientiﬁcally measuring the contribution of these efforts.

2924 Sorenson, R. Z., II. 1972. “U.S. Marketers Can Learn from European Innovators.” HBR 50 (September-October, no. 5): 89–99. Though Europe lags in transferring research into products, it does not lag behind the United States with its innovative packaging and marketing skills. Sorenson encourages American managers to look at Europe for innovative ideas and marketing assistance.

2925 Hanan, M. 1969. “Corporate Growth Through Venture Management.” HBR 47 ( January-February, no. 1): 43–61.

Marketing

2923–2939

Cycle.” HBR 43 (November-December, no. 6): 81– 94. A successful new product strategy includes a plan for the “timed sequence of conditional moves” which would produce a longer, healthier product life for many goods.

2932 Lorsch, J. W. and P. R. Lawrence. 1965. “Organizing for Product Innovation.” HBR 43 ( JanuaryFebruary, no. 1): 109–122. Lorsch and Lawrence studied some conﬂicting patterns of teamwork between two companies and discovered how difﬁcult it is to coordinate the research, sales, and production efforts when developing new products and processes.

2933 Scheuble, P. A., Jr. 1964. “ROI for NewProduct Planning.” HBR 42 (November-December, no. 6): 110–120. Scheuble ﬁnds that realistic evaluations can be done on new products if one reorganizes their accounting notions and engages in return on investment [ROI] analysis.

Hanan describes an approach known as “venture management” for solving problems relevant to new product development and generating market penetration.

2934 Greyser, S. A. 1964. “The Case of the Unproductive Products.” HBR 42 ( July-August, no. 4): 20–30, 160–172.

2926 Dusenbury, W. 1967. “CPM for New Prod-

[“Problems in Review” Feature]— New products are laden with problems that often generate ﬁnancial loses. Still, they are a critical activity for most ﬁrms to pursue.

uct Introductions.” HBR 45 ( July-August, no. 4): 124–139. The “critical path method” may turn out to be as useful in marketing as has been the case with technical development. Dusenbury describes the Diamond Alkali Company’s with this method in terms of speed, management control, and improved communications when launching new products.

2935 Stewart, J. B. 1959. “Functional Features in

2927 Hamburg, M. and R. J. Atkins. 1967. “Com-

2936 Howard, J. A. 1959. “Coordinating Product Development.” HBR 37 ( January-February, no. 1): 33–36, 150–156.

puter Model for New Product Demand.” HBR 45 (March-April, no. 2): 107–115. Hamburg and Atkins offer a “future sales levels” forecasting model to guide marketing decisions for a new product during its early stages.

2928 Adler, L. 1966. “Symbiotic Marketing.” HBR 44 (November-December, no. 6): 59–71.

Product Strategy.” HBR 37 (March-April, no. 2): 65–78. Stewart describes why a product’s functional features are so misunderstood by consumers.

[“Looking Around” Feature]— Howard engages in a literature review relevant to new product development.

2937 Johnson, S. C. and C. Jones. 1957. “How to Organize for New Products.” HBR 35 (May-June, no. 3): 49–62.

Adler describes how many companies make use of the ﬂexibility and power from “pooled efforts” with competitors with regards to new opportunities.

Johnson and Jones describe an organizational process that every company should engage in when launching a new product line.

2929 Cooper, A. C. 1966. “Small Companies Can

2938 Dean, J. 1950. “Pricing Policies for New Products.” HBR 28 (November, no. 6): 45–53.

Pioneer New Products.” HBR 44 (September-October, no. 5): 162–179. [“Problems in Review” Feature]— Cooper’s study of ﬁve small manufacturers shows how R & D problems are not insurmountable for developing more advanced products.

2930 Levitt, T. 1966. “Innovative Imitation.” HBR 44 (September-October, no. 5): 63–70. Levitt argues that American business needs to engage in “systematic initiative thinking” in the same manner it does with “innovative thinking.”

2931 _____. 1965. “Exploit the Product Life

Dean sees it crucial for marketers to explore consumer preferances and engage in feasibility studies when attempting to price new products.

2939 Adams, R. G. 1934. “Teletypewriter Service on an Exchange Basis.” HBR 12 ( July, no. 4): 498–505. The American Telephone & Telegraph (AT&T) company launched a new “teletypewriter” invention. AT&T’s corporate subscribers can now carry out direct written communication in real-time with their branch ofﬁces or with other subscribers. Adams is intrigued in how the “teletypewriter” will be marketed by AT&T particularly in how the invention can be utilized by its end-users.

2940–2955

Marketing

190

Pricing Strategies and Decisions 2940 Bala, V. and J. Green. 2007. “Charge What Your Products Are Worth.” HBR 85 (September, no. 9): 22–22. [“Forethought” Feature]— Bala and Green describe how the perceived beneﬁts of a product can be charted in conjunction to a speciﬁc price.

2941 Geisman, J. and J. Maruskin. 2006. “A Case for Discount Discipline.” HBR 84 (November, no. 11): 30–32. [“Forethought” Feature]— Geisman and Maruskin discuss ways for companies to control and manage how their “negotiated discounts” are distribtuted; a practice that few ﬁrms practice.

2942 Anderson, E. and D. Simester. 2003. “Mind Your Pricing Clues.” HBR 81 (September, no. 9): 96–103. Consumers know when they’re receiving a bargain from the signals they receive from retailers. Retailers, however, often mismanage these cues. Anderson and Simester describe how these cues are powerful tools for guiding one’s purchasing decisions.

2943 Gourville, J. and D. Soman. 2002. “Pricing and the Psychology of Consumption.” HBR 80 (September, no. 9): 90–96. Few executives realize how pricing affects the consumption of their product. Gourville and Soman explain why the relationship between pricing and consumption should form the core of customer strategy.

2944 Srinivasan, S., K. Pauwels, D. Hanssens and M. Dekimpe. 2002. “Who Beneﬁts from Price Promotions?” HBR 80 (September, no. 9): 22–23. [“Forethought” Feature]— Although a temporary discount can generate a great deal of customer excitement, its impact on revenue can be short-lived. Srinivasan and her coauthors describe why promotional efforts need to be tactical.

2945 Urbany, J. E. 2001. “Are Your Prices Too Low?” HBR 79 (October, no. 9): 26–27. [“Forethought” Feature]—Urbany describes why pricing managers set prices too low which saps their company’s proﬁt margins.

2946 McNealy, S. 2001. “Welcome to the Bazaar.” HBR 79 (March, no. 3): 18–19. [“Forethought” Feature]— As CEO of Sun Microsystems, McNealy discusses how some new pricing models will make the supply chain more efﬁcient.

2947 Baker, W., M. Marn and C. Zawada. 2001. “Price Smarter on the Net.” HBR 79 (February, no. 2): 122–126. [“Best Practice” Feature]— Baker and his coauthors describe how the Internet enables ﬁrms to test different prices and gauge customer responses.

2948 Rao, A. R., M. E. Bergen and S. Davis. 2000. “How to Fight a Price War.” HBR 78 (March-April, no. 2): 107–116.

Rao and his coauthors contend that the best defense in a price war is to emphasize some other options for protecting market share such as: (i) competing on quality rather than price; (ii) alerting customers to the negative aspects of low-priced opposition; (iii) revealing one’s strategic intention and capabilities; and ﬁnally (iv) seeking the support from interested third parties.

2949 Blackburn, A. and M. Halprin. 1998. “The Case of the Proﬁtless PC.” HBR 76 (November-December, no. 6): 28–46. [“HBR Case Study” Feature]— Blackburn’s case study explores how personal computer manufacturers can make money in an increasingly price-competitive consumer market.

2950 Cooper, R. and W. B. Chew. 1996. “Control Tomorrow’s Costs Through Today’s Designs.” HBR 74 ( January-February, no. 1): 88–98. Companies historically applied a “cost-plus” approach to their pricing decisions. High prices are charged anytime a product is initially released. They are lowered when production or supply increases. In today’s market and technological environment, a ﬁrm must set its cost from the outset using techniques such as “target costing” (i.e., determining how much customers are willing to pay for a product and then designing the product within those parameters).

2951 Dolan, R. J. 1995. “How Do You Know When the Price Is Right?” HBR 73 (September-October, no. 5): 174–183. [“Manager’s Tool Kit” Feature]— Setting the price of a good or service is often a difﬁcult and uncertain process. Dolan addresses the many considerations that are needed when determining these prices.

2952 Marn, M. V. and R. L. Rosiello. 1992. “Managing Price, Gaining Proﬁt.” HBR 70 (SeptemberOctober, no. 5): 84–94. The most effective way for a ﬁrm to capture its maximum proﬁt is to get its pricing right. Marn and Rosiello describe why a 1 percent increase in price leads to an 11.1 percent increase in operating proﬁt.

2953 Kovac, E. J. and H. P. Troy. 1989. “Getting Transfer Prices Right: What Bellcore Did.” HBR 67 (September-October, no. 5): 148–154. [“Getting Things Done” Feature]— Bellcore rectiﬁed some glaring inequities that surfaced with their current chargeback system.

2954 Karr, M. 1988. “The Case of the Pricing Predicament.” HBR 66 (March-April, no. 2): 10–20. [“HBR Case Study” Feature]— Karr’s case study explores whether a machine-tool company’s pricing structure can withstand the pressure from new competition and more demanding customers.

2955 Ross, E. B. 1984. “Making Money with Proactive Pricing.” HBR 62 (November-December, no. 6): 145–155. To develop a proactive pricing strategy, ﬁrms must know how to analyze data about its customer base, competition and the economics of their industry.

191

Marketing

2956–2974

trial Pricing.” HBR 58 ( July-August, no. 4): 121–133.

Pricing Policy.” HBR 41 (March-April, no. 2): 20– 30, 172–173.

Jackson provides an analytical framework for manufacturers to apply toward major ﬂuctuations in commodity prices.

[“Keeping Informed” Feature]—Peterson reviews Gardiner Means’s new book, Pricing Power and the Public Interest.

2957 Farris, P. W. and D. J. Reibstein. 1979. “How

2966 Grifﬁn, C. E. 1960. “When Is Price Reduc-

2956 Jackson, B. B. 1980. “Manage Risk in Indus-

Prices, Ad Expenditures, and Proﬁts Are Linked.” HBR 57 (November-December, no. 6): 173–184.

tion Proﬁtable.” HBR 38 (September-October, no. 5): 125–132.

Farris and Reibstein illustrate the correlation that exists between prices, advertising expenditures and proﬁtability.

In industries such as automobile manufacturing, price reductions do not generate greater market demand since price elasticity is not as great as many believe.

2958 Shapiro, B. P. and B. B. Jackson. 1978. “Industrial Pricing to Meet Customer Needs.” HBR 56 (November-December, no. 6): 119–127.

2967 Oxenfeldt, A. R. 1960. “Multi-Stage Approach to Pricing.” HBR 38 ( July-August, no. 4): 125–133.

Shapiro and Jackson develop a framework to help management make pricing decisions in a manner that balances the product’s price to its perceived beneﬁts.

2959 Fuss, N. H., Jr. 1975. “How to Raise PricesJudiciously-To Meet Today’s Conditions.” HBR 53 (May-June, no. 3): 10–12, 164. [“Ideas for Action” Feature]— Fuss describes how today’s climate of inﬂation, chronic shortages, and stagnation makes implementing effective pricing strategies more difﬁcult than ever.

2960 Reynolds, A. 1974. “A Kind Word for ‘Cream Skimming.’” HBR 52 (November-September, no. 6): 113–120. Reynolds explains the concept of “cream skimming” and emphasizes that what might look like a predatory price is often a fair price.

2961 Shapiro, B. P. 1968. “Psychology of Pricing.” HBR 46 ( July-August, no. 4): 14–25, 160. [“Keeping Informed” Feature]— Shapiro pursues the following: (i) whether consumers really know the prices of common goods; (ii) if prices are indicative as to the quality of that good; and (iii) at what point are competing goods judged by their prices.

2962 Oxenfeldt, A. R. 1966. “Product Line Pricing.” HBR 44 ( July-August, no. 4): 137–144. Marketing managers typically develop prices that increase the sales of the other products they offer. Hence, demand for a ﬁrm’s product line is often interrelated.

2963 Hinkle, C. L. 1965. “The Strategy of Price Deals.” HBR 43 ( July-August, no. 4): 75–85. Hinkle’s ﬁve year study on consumers and their purchasing decisions sheds insight into the role of promotion in conjunction to the pricing strategies of retailers.

2964 Sampson, R. T. 1964. “Sense and Sensitivity in Pricing.” HBR 42 (November-December, no. 6): 99–105. Sampson offers a “price-sensitivity” model to enable corporate decision-makers to structure their pricing decisions in a more strategic and meaningful manner.

2965 Peterson, W. H. 1963. “Divergent Views on

Oxenfeldt offers six steps for executives seeking a longrange, policy-oriented approach to their pricing structures.

2968 Dean, J. 1955. “Decentralization and Intracompany Pricing.” HBR 33 ( July-August, no. 4): 65–74. Dean describes why decentralized organizational structures have two intertwined features: proﬁt centers and competitive transfer prices.

2969 Greer, H. C. 1952. “Cost Factors in PriceMaking.” HBR 30 ( July-August, no. 4): 33–45. Greer describes how cost, price and volume are so intertwined with regards to one’s pricing decisions.

2970 Hansen, H. L. and P. Niland. 1952. “Esso Standard: A Case Study in Pricing.” HBR 30 (MayJune, no. 3): 114–132. Hansen and Niland describe how Esso Standard Oil Company, a price leader in the oil industry, helped prevent oil prices from rising as a way to stem inﬂationary pressures.

2971 Learned, E. P. 1948. “Pricing of Gasoline: A Case Study.” HBR 26 (November, no. 6): 723–756. Standard Oil of Ohio, a price leader in the gasoline industry, allowed Learned to examine company records to determine how they developed their pricing structure.

2972 Bliss, C. A. 1948. “Some Field Notes on Freight Absorption.” HBR 26 (November, no. 6): 656–670. Bliss interviewed company executives to determine if their pricing strategies will change in light of the Supreme Court’s recent “basing point” decisions.

2973 Cassady, R., Jr. and E. T. Grether. 1943. “Locality Price Differentials in the Western Retail Grocery Trade.” HBR 21 (Winter, no. 2): 190–206. Cassady and Grether investigate whether grocery chains are driving out rivals through price cutting in urban markets west of the Mississippi River.

2974 Dean, J. 1942. “Direct Control of Machinery Prices.” HBR 20 (Spring, no. 3): 277–289. Many inherent problems exist with the heavy machine industry’s pricing structure. Dean contends that this is an industry fraught with vague pricing structures along with

2975–2990

Marketing

192

an informal pattern of discounting that makes price administration and product comparisons impossible.

2984 “The Waldman Company.” 1929. HBR 7 (April, no. 3): 362–366.

2975 Phillips, C. F. 1941. “Price Policies of Food Chains.” HBR 19 (Spring, no. 3): 377–388.

[“HBR Case Study” Feature]— The Waldman Company manufactures pleasure automobiles. Demand in the early 1920s was heavy. Production reached unprecedented levels. A 1923 recession triggered high levels of unsold cars. This study examines whether upper management should heed its sales department’s advice and reduce the automobile’s price.

Phillips sees it critical to know the methods and policies that chain stores utilize when establishing prices when comparing prices between chain and independent stores.

2976 Hansen, H. 1941. “Premium Advertising.” HBR 19 (Winter, no. 2): 185–196.

2985 “Price Revision in Falling Markets.” 1928.

Hansen traces the use of premiums and coupons on low-priced, packaged consumer goods.

[“HBR Case Study” Feature]— The Drayton Piano Company, Dameron Shoe Company, and The Avalon Company cases illustrate the complexities in reducing one’s prices to meet changing economic or marketing conditions.

2977 Copeland, M. T. 1940. “Price Trends of Industrial Chemicals.” HBR 18 (Summer, no. 4): 437– 447. Copeland investigates how chemical prices are responding to new materials or processes and rapid expansion taking place throughout this industry.

2978 Nickerson, C. B. 1940. “The Cost Element in Pricing.” HBR 18 (Summer, no. 4): 417–428. Nickerson describes the relationship between cost and one’s selling price.

2979 Vanderblue, H. B. 1939. “Pricing Policies in the Automobile Industry: Incidence of Demand.” HBR 18 (Autumn, no. 1): 64–81. Vanderblue examines whether General Motors’ automobile prices are excessively rigid.

2980 _____. 1939. “Pricing Policies in the Automobile Industry.” HBR 17 (Summer, no. 4): 385–401. Vanderblue examines three inter-related issues that must be factored in when determining the cost for an automobile: (i) what will the automobile cost to manufacture; (ii) what will the market pay for it; and (iii) in what quantity can it be sold at the price that one establishes?

2981 Taylor, M. D. 1934. “Prices of Branded Grocery Commodities During the Depression.” HBR 12 ( July, no. 4): 437–449. Taylor replicated an earlier study on brand-name consumer goods prices between independent merchants and chain store operations in the Durham, North Carolina metropolitan area.

2982 Wheeler, C. T. 1932. “Dollar Books: A Pricing Experiment.” HBR 10 (April, no. 3): 341–347. Wheeler discusses a promotional scheme that some book publishers are engaging in to broaden the book market in spite of ardent opposition from the bookseller industry.

2983 Williams, A. F. 1930. “The Problem of the Furniture Retailer.” HBR 8 ( July, no. 4): 460–467. Furniture factories have operated at 65 percent of capacity since 1926. Williams discusses two ways to increase output which involve slashing prices as well as engaging in installment selling.

HBR 6 (April, no. 3): 359–366.

2986 “A Problem in Cash Discount.” 1927. HBR 6 (October, no. 1): 110–113. [“HBR Case Study” Feature]— This case study examines whether the freight costs incurred by the National Manufacturing Company should be factored into the amount of cash discounts the company offers for expeditious payment.

2987 “Policy of a Shoe Manufacturer with Regard to Special Orders.” 1925. HBR 3 (April, no. 3): 348– 356. [“HBR Case Study” Feature]— The Darrow Shoe Company will “special-order” pairs of shoes to retain customer good will. The cost for this is $1.00 more than the selling price of shoes made in the usual manner. This case study examines whether the Darrow Shoe Company should factor in more of its production costs for its branded shoes.

2988 David, D. K. 1923. “Retail Merchandising in Relation to General Business Conditions.” HBR 2 (October, no. 1): 37–42. David describes how retailers, as the last step in the distribution process, bear the brunt of criticism from consumers whenever prices are increased.

Product Life Cycles 2989 Shapiro, B. P. 1989. “The Case of the Tech Service Tangle.” HBR 67 ( July-August, no. 4): 14– 26. [“HBR Case Study” Feature]— Shapiro’s case study involves an Industrial Chemical Company’s Pigments Division whose sales curves on its successful product lines have now ﬂattened.

2990 Potts, G. W. 1988. “Exploit Your Product’s Service Life Cycle.” HBR 66 (September-October, no. 5): 32–36. [“Ideas for Action” Feature]— The service life cycle covers products in need of maintenance. Potts describes how the computer maker, Data General Corporation, assigns its computers into four stages. Each of these stages has its own challenges such as whether service prices

193 should rise or whether to increase one’s inventory of spare parts.

2991 Tyebjee, T. T., A. V. Bruno and S. H. McIntyre. 1983. “Growing Ventures Can Anticipate Marketing Stages.” HBR 61 ( January-February, no. 1): 62–66. Every ﬁrm passes through a four-stage marketing development process. Successful companies, however, plan for each stage instead of haphazardly reacting to them.

2992 Hayes, R. H. and S. C. Wheelwright. 1979. “Link Manufacturing Process and Product Life Cycles.” HBR 57 ( January-February, no. 1): 133–140. Products pass through a series of major stages. The production process used in the manufacture of a particular product does the same in how it begins with a “ﬂuid process” that is highly ﬂexible but not cost efﬁcient.

2993 Davidson, W. R., A. D. Bates and S. J. Bass. 1976. “The Retail Life Cycle.” HBR 54 (NovemberDecember, no. 6): 89–96. Davidson and his coauthors examine whether Malcolm McNair’s “wheel of retailing” theories have stood the test of time and then compare those theories to more contemporary theories.

2994 Dhalla, N. K. and S. Yuspeh. 1976. “Forget the Product Life Cycle Concept!” HBR 54 ( January-February, no. 1): 102–112. Everything in the marketplace is presumed to be mortal [i.e., brands are born, grow lustily, attain maturity, and then enter their declining years before being buried]. Dhalla and Yuspeh believe management, too often, cannibalizes brands that could still be proﬁtable. An information system should also be developed to track a particular brand.

2995 Case, H. M. 1966. “Designed Decay.” HBR 44 ( January-February, no. 1): 126–131.

Marketing

2991–3006

volves a public relations nightmare triggered by a baby stroller accident involving the infant child of a prominent celebrity.

2999 Dye, R. 2000. “The Buzz on Buzz.” HBR 78 (November-December, no. 6): 139–146. “Word-of-mouth” promotion is a potent force that can catapult products from obscurity to achieving commercial success. Dye explains how this “buzz” can shape a market, particularly as globalization and brand proliferation grow in signiﬁcance.

3000 Berkeley, S. 2000. “Web Attack.” HBR 78 (September-October, no. 5): 20–20. [“Forethought” Feature]— Anti-business agitators are gaining the upper-hand against their targeted corporations by using the world-wide web (www). Berkeley argues how ﬁrms would be far shrewder if their web sites were used to deﬂect these attacks.

3001 Sommenfeld, S. 1994. “Media Policy: What Media Policy?” HBR 72 ( July-August, no. 4): 18–32. [“HBR Case Study” Feature]— Sommenfeld’s case study examines a public-relations catastrophe from a donation that was unwittingly funneled to a radical prolife group.

3002 Johnson, P. T. 1993. “How I Turned a Critical Public into Useful Consultants.” HBR 71 ( January-February, no. 1): 56–66. [“First Person” Feature]—Johnson describes how Bonneville Power Administration’s customers participated in the utility company’s decision-making process and how this improved operations, created good will and generated better corporate decisions.

3003 Kay, J. H. 1989. “Corporate Architecture from the Outside In.” HBR 67 (March-April, no. 2): 166–172.

Case argues that products and systems should be constructed to last the shortest feasible time.

[“For the Manager’s Bookshelf ” Feature]— In reviewing Walton’s Architecture and the Corporation, Kay describes the impact that architectural design has on boosting employee morale and enhancing a ﬁrm’s image.

Public Relations

3004 O’Connor, J. T. 1988. “Architecture: Building Corporate Symbols.” HBR 66 (September-October, no. 5): 131–133.

2996 Martin, D. 2003. “Gilded and Gelded: Hard-Won Lessons from the PR Wars.” HBR 81 (October, no. 10): 44–54. [“First Person” Feature]— While image consultants and executives work to gild a company’s image, Martin describes how special interest groups and the media geld a company with countless little cuts.

2997 Kirby, J. 2002. “The Skeleton in the Corporate Closet.” HBR 80 ( June, no. 6): 35–48. [“HBR Case Study” Feature]— Kirby’s case study involves a CEO who needs to decide whether a newly discovered document will destroy the company’s culture of integrity and as a fair-dealing corporate citizen.

2998 Fryer, B. 2001. “When No News Is Good News.” HBR 79 (April, no. 4): 39–49. [“HBR Case Study” Feature]— Fryer’s case study in-

O’Connor describes the economic impact and symbolism that American urban architecture represents with its symbolism, particularly from the standpoint of the skyscrapper.

3005 Ewing, D. W. 1983. “Case of the Rogue Division.” HBR 61 (May-June, no. 3): 166–184. [“HBR Case Study” Feature]— Ewing’s case study focuses on a company’s ability to persevere through embarrassing revelations.

3006 Kelley, D. 1982. “Critical Issues for Issue Ads.” HBR 60 ( July-August, no. 4): 80–87. Kelley describes the beneﬁts of “business advocacy” campaigns so that business can both improve its image and challenge the assumptions of its critics. These advertisements, however, must focus on individual rights as well as the moral rectitude of the organization.

3007–3024

Marketing

194

3007 Stevens, A. 1981. “Brandstanding: LongLived Product Promotion.” HBR 59 (May-June, no. 3): 54–58.

Galbraith questions why business is so preoccupied in defending its merits to the general public whose essentially indifferent to these efforts.

[“Ideas for Action” Feature]— Product publicity can achieve the same long-term beneﬁts and continued exposure as advertising and is well-suited for promoting brand lines that have a longer life than individual products.

3017 Pimlott, J. A. R. 1953. “Public Relations Down to Earth.” HBR 31 (September-October, no. 5): 50–60.

3008 Banks, L. 1978. “Taking on the Hostile Media.” HBR 56 (March-April, no. 2): 123–130. The media’s antagonism towards business ﬂourishes anytime companies are passive in responding to unwarranted criticism,

3009 Burger, C. 1975. “How to Meet the Press.” HBR 53 ( July-August, no. 4): 62–70. Burger provides suggestions to executives for explaining a situation from a company’s standpoint in either the print or broadcast media.

3010 Mason, R. S. 1974. “What’s a PR Director For, Anyway?” HBR 52 (September-October, no. 5): 120–126. It is essential for top management to determine what a public relations director’s role, responsibilities and their reporting relationships are prior to ﬁlling the position.

3011 Henry, K. 1967. “Perspective on Public Relations.” HBR 45 ( July-August, no. 4): 14–34, 162– 165. [“Keeping Informed” Feature]— Henry points out how important changes relevant to public relations are transpiring.

3012 Finn, D. 1961. “The Price of Corporate Vanity.” HBR 39 ( July-August, no. 4): 135–143. Public relations can be a vital social force in bringing honest criticism and dynamic leadership to the forefront.

3013 Nossiter, B. D. 1959. “Management’s Cracked Voice.” HBR 37 (September-October, no. 5): 127–133. Management is eager to make its case before a public increasingly deaf to business-sponsored pronouncements. As such, Nossiter contends it must learn to cope with the changing winds of public opinion.

3014 Bird, C. and T. D. Yutzy. 1957. “You Have to Manage Public Relations.” HBR 35 (November-December, no. 6): 59–65. Bird and Yutzy discuss how challenging it is to engage in internal public relations and develop an in-house publication.

3015 Yutzy, T. D. and S. Williams. 1955. “New Perspectives on Public Relations.” HBR 33 (MayJune, no. 3): 75–83. Yutzy and Williams feel that management too often accepts the need for public relations before appreciating whether it can make a positive difference and if it’s worth the asking price.

3016 Galbraith, J. K. 1954. “The Defense of Business: A Strategic Appraisal.” HBR 32 (March-April, no. 2): 37–43.

Pimlott discusses the extent to which management should rely on public relations specialists for guidance.

3018 Brown, J. J. 1952. “A Neglected Audience in Public Relations.” HBR 30 ( January-February, no. 1): 105–109. Two types of audience groups exist with corporate public relations efforts. The ﬁrst is the general public in which the brunt of public relations efforts are directed at. The second, who Brown explains is neglected, are professionals such as ministers, journalists, ministers, academics who have the ability to inﬂuence the public’s perceptions on a given issue.

3019 Pinkerton, W. M. 1950. “Businessmen and the Press.” HBR 28 (May, no. 3): 25–32. Corporate management now interacts with the media far more than they ever did. While this presents exciting opportunities, Pinkerton describes some likely problems for executives to be cognizant of.

Purchasing Groups 3020 Hardy, K. G. and A. J. Magrath. 1987. “Buying Groups: Clout for Small Businesses.” HBR 65 (September-October, no. 5): 16–24. [“Growing Concerns” Feature]— In a price sensitive marketing environment, small market wholesalers, retailers and manufacturers have found buying groups to be an effective way to counter the giants.

3021 Burt, D. N. and W. R. Soukup. 1985. “Purchasing Role in New Product Development.” HBR 63 (September-October, no. 5): 90–97. Burt and Soukup describe how ﬁrms can improve their chances of successfully launching a new product if the expertise of their purchasing departments is tapped.

3022 Suss, W. H. 1984. “How to Sell to Uncle Sam.” HBR 62 (November-December, no. 6): 136–144. By being systematic, Suss contends that companies of all sizes can prosper if they tap the federal market.

3023 Kraljic, P. 1983. “Purchasing Must Become Supply Management.” HBR 61 (September-October, no. 5): 109–117. Many companes are in denial on whether natural scarcity and political turbulence can affect their materials supplies. Kraljic advises all companies to assess their vulnerability to supply disruptions and develop strategies to allow maximum ﬂexibility.

3024 Ammer, D. S. 1974. “Is Your Purchasing Department a Good Buy.” HBR 52 (March-April, no. 2): 36–42, 154–157. [“Probing Opinions” Feature]— Ammer’s study re-

195

Marketing

3025–3040

veals a gap between top management’s perception of purchasing and what purchasing agents perceive their roles to be.

ment in department store merchandising involves “group buying” or “cooperative buying” by non-competing department stores.

3025 Hannah, P. F. 1964. “Government Buying Erodes Management.” HBR 42 (May-June, no. 3): 53–62.

3034 White, W. L. 1928. “Cooperative Retail Buying in the Drug and Grocery Trades.” HBR 7 (October, no. 1): 59–67.

Few executives are cognizant on how their middle and lower-level managers have ceded control to government auditors and government purchasing agents.

White explains how the aim of cooperative buying is to reduce purchasing costs, control distribution channels and develop private brands.

3026 Crowther, J. F. 1964. “Rationale for Quantity Discounts.” HBR 42 (March-April, no. 2): 121– 127.

3035 “Centralized Purchasing.” 1928. HBR 6 (April, no. 3): 343–351.

Crowther provides a logical method for developing discount schedules as opposed to the intuitive, illogical methods that only produce a costly and inconsistent price structure.

3027 Ammer, D. S. 1962. “Realistic Reciprocity.” HBR 40 ( January-February, no. 1): 116–124. Reciprocity agreements generate more sales revenue than most executives admit. They also create serious economic, ethical, and legal problems.

3028 England, W. B. 1959. “Information About Procurement.” HBR 37 ( July-August, no. 4): 37–40, 158–160. [“Looking Ahead” Feature]— One road to enhancing one’s cost structure, sales and proﬁtability stems from the purchasing process. England assesses the books, pamphlets and articles produced on this topic.

3029 Duncan, D. J. 1940. “What Motivates Business Buyers?” HBR 18 (Summer, no. 4): 448–454. Duncan describes the wide array of inﬂuences that operate in a purchasing agent’s organization based on a survey of 400 members from the National Association of Purchasing Agents.

3030 Thorndike, E. L. 1939. “Relation Between the Quantity Purchased and the Price Per Unit.” HBR 17 (Winter, no. 2): 209–221. Thorndike contends that many businesses are oblivious to the beneﬁt from offering price discounts based on bulk purchases.

3031 Lewis, H. T. 1932. “Purchasing in Relation to Industrial Marketing.” HBR 10 ( January, no. 2): 181– 191. The responsibilities facing purchasing directors are greater today than ever before; all of which enhance the department.

3032 Learned, E. P. 1929. “Quality Buying from the Seller’s Point of View.” HBR 8 (October, no. 1): 57–68. The increasing size and number of large buyers poses an enormous challenge to the pricing strategies and volume discounts offered by manufacturers in conjunction to their other market segments.

3033 “Department Store Buying.” 1929. HBR 7 (April, no. 3): 375–382. [“HBR Case Study” Feature]—An interesting develop-

[“HBR Case Study” Feature]—Two ﬁctitious ﬁrms are analyzed with regards to the economies and diseconomies that result from combining common purchases.

Retailing, Selling and Promotion Issues 3036 Beck, A. and C. Peacock. 2007. “Lessons from the Leaders of Retail Loss Prevention.” HBR 85 (November, no. 11): 34–34. [“Forethought” Feature]— Beck and Peacock describe nine practices that a handful of companies (e.g., Target, Limited Brands and Best Buy) are utilizing to limit their loses from theft, spoilage and other damage.

3037 O’Connell, A. 2007. “Improve Your Return on Returns.” HBR 85 (November, no. 11): 30–34. [“Forethought” Feature]— Most retailers see returned merchandise as a nuisance. O’Connell disputes this. Liberal return policies enhances customer loyalty as well as company proﬁtability.

3038 McGovern, G. and Y. Moon. 2007. “Companies and the Customers Who Hate Them.” HBR 85 ( June, no. 6): 78–84. By encouraging customers to make bad purchases, too many companies depend on their most dissatisﬁed customers. These tactics simply fuel customer discontent and generate bad publicity. McGovern and Moon also offer ways for companies to reduce this vulnerability which will enhance their competitive advantage.

3039 Rose, S. 2007. “Back in Fashion: How We’re Reviving a British Icon.” HBR 85 (May, no. 5): 51– 58. [“First Person” Feature]— Marks & Spencer [the London department store] had a net income in 1998 that was greater than 1 billion British pounds. Since then, their net income has dwindled. Rose, named CEO in 2004, describes how the company lost sight of what made it great and what is being done to bring it back to its 1998 level of proﬁtability.

3040 McGoldrick, P. J. and P. M. Barton. 2007. “High-Tech Ways to Keep Cupboards Full.” HBR 85 (March, no. 3): 21–22. [“Forethought” Feature]— Most households never stock “impulse” items on a consistent basis. As such, consumer goods companies face challenges in keeping their

3041–3054

Marketing

196

products stocked in people’s homes. McGoldrick and Barton describe technological developments such as RFID tags that can be used to notify consumers whenever they are running low on a particular beverage or snack food.

3041 Nunes, J. C. and X. Dreze. 2006. “Your Loyalty Program Is Betraying You.” HBR 84 (April, no. 4): 124–131. [“Tool Kit” Feature]—“Loyalty programs” help ﬁrms maintain their best customers. Nunes and Dreze examine what successful loyalty programs encompass and why many loyalty programs fail.

3042 Rigby, D. K. and V. Vishwanath. 2006. “Localization: The Revolution in Consumer Markets.” HBR 84 (April, no. 4): 82–92. Standardizing a retailer’s product lines, along with its retail outlets, has long been a powerful consumer market strategy. Rigby and Vishwanath ﬁnd that standardization is reached the point of diminishing returns. Product manufacturers and retailers must cater to local differences while, at the same time, maintaining scale efﬁciencies. A “customization-by-clusters” strategy is surfacing as an effective solution.

3043 Corsten, D. and T. Gruen. 2004. “StockOuts Cause Walkouts.” HBR 82 (May, no. 5): 26– 28. [“Forethought” Feature]— Corsen and Gruen researched more than 600 retail outlets and found that stock-outs are far more costly than most retailers realize.

3044 Friend, S. C. and P. H. Walker. 2001. “Welcome to the New World of Merchandising.” HBR 79 (November, no. 10): 133–141. [“Tool Kit” Feature]— Friend and Walker describe a new software package that helps retailers in predicting the desires of consumers who are often ﬁckle. Retailers will better be able to buy and allocate merchandise, set the right prices and ﬁnd the right promotional mix on each item.

Right Mix of Bricks & Clicks.” HBR 78 (May-June, no. 3): 107–116. Gulati and Garino ﬁnd that success in this new economy goes to those who can execute clicks-and-mortar strategies that bridge the physical and virtual worlds. Management must determine what level of integration that makes sense for their company.

3048 Metters, R., M. Ketzenberg and G. Gillen. 2000. “Welcome Back, Mom and Pop Networks of Small Stores.” HBR 78 (May-June, no. 3): 24–26. [“Forethought” Feature]—“Mega-stores” may provide broader product selection and lower costs. However, by networking, smaller retailers can replicate big-store advantages and offer greater convenience to shoppers.

3049 van Heck, E. 2000. “The Cutting Edge in Auctions.” HBR 78 (March-April, no. 2): 18–19. [“Forethought” Feature]— Netherlands is the place to witness state-of-the-art auctions as opposed to eBay. Almost 60 percent of the world’s cut ﬂowers are sold through these Dutch auctions which are designed for speed since ﬂowers are highly perishable.

3050 Christensen, C. M. and R. S. Tedlow. 2000. “Patterns of Disruption in Retailing.” HBR 78 ( January-February, no. 1): 42–45. [“Perspectives” Feature]— Retailing is about getting the right product to the right place at the right price and time. The manner in which retailers fulﬁll that mission keeps changing because of what Christensen and Tedlow refer to as “disruptive technologies.” This enables innovative companies to create new models which alter the economics of their industry.

3051 “Retailing: Confronting the Challenges That Face Brick-and-Mortar Stores.” 1999. HBR 77 ( July-August, no. 4): 159–168. In a roundtable discussion, the heads of Marks & Spencer and Neiman Marcus assess whether the fundamental nature of retailing is changing because of online shopping.

3045 Schwalm, E. and D. Harding. 2000. “Winning with the Big-Box Retailers.” HBR 78 (September-October, no. 5): 26–30.

3052 Hart, C. W. L. 1988. “The Power of Uncon-

[“Forethought” Feature]— A manufacturer can thrive with its superstore accounts provided they offer focused and branded product lines in conjunction with a streamlined distribution channel apparatus that provides rapid replenishment. Schwalm and Harding emphasize of grasping how discount chain stores operate.

Strong service guarantees can be a marketing bonanza for producing more satisﬁed customers and generating higher sales revenue. Hart explains why the best guarantees are unconditional, meaningful and easy to understand.

3046 Fisher, M. L., A. Raman and A. S. McClel-

HBR 65 (November-Dcember, no. 6): 36–42.

land. 2000. “Rocket Science Retailing Is Almost Here: Are You Ready?” HBR 78 ( July-August, no. 4): 115–124.

[“Ideas for Action” Feature]— By overpromoting their brand name lines, too many retailers fritter away potential proﬁts as customers learn not to buy at full price.

Most retailers ignore the consumer data that they accumulate. As such, consumer desires are not adequately being offered. Fisher and his coauthors describe “rocket science retailing” which blends the gut feelings of retailers with the prowess of information technology.

3054 Salmon, W. J. and K. A. Cmar. 1987. “Private Labels Are Back in Fashion.” HBR 65 (May-June, no. 3): 99–106.

3047 Gulati, R. and J. Garino. 2000. “Get the

ditional Service Guarantees.” HBR 66 ( July-August, no. 4): 54–62.

3053 Schuster, T. F. 1987. “A Breeze in the Face.”

Salmon and Cmar examine the retail battles between national brands and private labels from the standpoint of the fashion industry. The authors also discuss how sophis-

197 ticated management information systems and changing consumer tastes led to this phenomena.

3055 Kaikati, J. G. 1985. “Don’t Discount OffPrice Retailers.” HBR 63 (May-June, no. 3): 85–92.

Marketing

3055–3072

Doody ﬁnds that unusual opportunities exist when retailers are innovative and who do not engage in imitation. Retailers of this ilk are able to capitalize on the problems plaguing large-scale operators.

Kaikati discusses “off-price” retailing for promoting nationally known brand names, particularly with apparel, footwear and accessories.

3064 Rich, S. U. and B. Portis. 1963. “Clues for Action from Shopper Preferences.” HBR 41 (MarchApril, no. 2): 132–149.

3056 Quelch, J. A. and K. Canon–Bonventre.

Rich and Portis offer strategies for department store executives to utilize in combating the retail attacks of discounters.

1981. “Better Marketing at the Point of Purchase.” HBR 61 (November-December, no. 6): 162–169. Quelch and Cannon–Bonventre describe what constitutes effective displays, packaging and sales promotion efforts on a showroom ﬂoor.

3065 Tallman, G. B. 1962. “Retail Innovations Challenge Manufacturers.” HBR 40 (SeptemberOctober, no. 5): 130–143.

3057 Quelch, J. A. and H. Takeuchi. 1981. “Nonstop Marketing — Fast Track or Slow?” HBR 59 ( July-August, no. 4): 75–84.

Since the end of World War II, retailers have coped with vast changes in consumer buying habits. Manufacturers, in turn, are increasingly forced to catch up with these retailers, particularly from the standpoint of distribution outlets.

Quelch and Takeuchi believe that “nonstore marketing” or direct marketing has a promising future despite what some prognosticators forecast.

3058 Salmon, W. J., R. D. Buzzell and S. G. Cort. 1974. “Today the Shopping Center, Tomorrow the Superstore.” HBR 52 ( January-February, no. 1): 89– 98. Salmon, Buzzell, and Cort contend that the “superstores” will capture 50 percent of market share on routine purchases.

3059 Tillman, R. 1971. “Rise of the Conglomerchant.” HBR 49 (November-December, no. 6): 44– 51. Tillman explains how the next major retailing development will link several retailing styles under one corporate umbrella in a manner known as a “merchandising conglomerate.”

3060 Green, H. L. 1968. “Investment Norms in Chain Store Expansion.” HBR 46 ( July-August, no. 4): 143–147. Return on investment techniques — so useful in weighing alternative courses of action — is not particularly practical for large retailers. Green stresses the importance of retailers developing their own set of standardized norms.

3061 Sturdivant, F. D. 1968. “Better Deal for Ghetto Shoppers.” HBR 46 (March-April, no. 2): 130–139. Sturdivant offers solutions for dealing with the bitterness and resentment that many African-Americans have toward retailers serving urban ghettos.

3066 Wittreich, W. J. 1962. “Misunderstaning the Retailer.” HBR 40 (May-June, no. 3): 147–159. Wittreich describes the differences between retailers and manufacturers in terms of their goals.

3067 Bright, J. R. 1960. “Are We Falling Behind in Mechanization?” HBR 38 (November-December, no. 6): 93–106. Many of the most advanced production systems, machinery and equipment are imported from abroad. Bright believes it is time for American management to put new vigor into its mechanization efforts.

3068 Tallman, G. B. and B. Blostrom. 1960. “Soft Goods Join the Retail Revolution.” HBR 38 (September-October, no. 5): 133–143. Tallman and Blostrom describe the “self-service” supermarket with its lower margins, better values for consumers, and what this portends for manufacturers of branded merchandise.

3069 Martineau, P. 1958. “The Personality of the Retail Store.” HBR 36 ( January-February, no. 1): 47–55. Martineau examines how a retailer’s image affects consumer behavior.

3070 Beem, E. R. 1957. “Who Proﬁts from Trading Stamps?” HBR 35 (November-December, no. 6): 123. Beems assesses the use of trading-stamps in the United States and the implications for the retail industry.

3062 Bingham, W. H. and D. L. Yunich. 1965. “Retail Reorganization.” HBR 43 ( July-August, no. 4): 129–146.

3071 McNair, M. P. and E. G. May. 1957. “Pric-

Bingham and Yunich describe a host of organizational problems involved with the department store practice of “multi-unit operations.”

McNair and May propose a new retail accounting and pricing structure known as “merchandising management accounting” for department stores which focuses on the contributions each department makes toward the store’s overall proﬁtability.

3063 Doody, A. F. and W. R. Davidson. 1964. “Growing Strength in Small Retailing.” HBR 42 ( July-August, no. 4): 69–79.

ing for Proﬁt: A Revolutionary Approach to Retail Accounting.” HBR 35 (May-June, no. 3): 105–122.

3072 Applebaum, W. and D. Carson. 1957. “Super-

3073–3089

Marketing

198

markets Face the Future.” HBR 35 (March-April, no. 2): 123–135.

Lewis describes the costs retailers incur when consumers leave their store without purchasing anything.

The combination of relatively high labor costs, an abundance of food, and the willingness of retailers and consumers to experiment created the vibrant supermarket industry that now accounts for approximately 60 percent of grocery sales.

3081 Hower, R. M. 1940. “Captain Macy.” HBR 18 (Summer, no. 4): 472–487.

3073 Alexander, R. S. and R. M. Hill. 1955. “What to Do About the Discount House.” HBR 33 ( January-February, no. 33): 53–65. Alexander and Hill address the discount house phenomenon with its emphasis on pricing strategies and razor thin margins.

3074 Holloway, R. J. 1955. “Surveys of Retail Shopping.” HBR 33 (March-April, no. 2): 131–140. [“Looking Around” Feature]— Most retailers know branch stores are necessary, particularly as the suburbs are booming. With “rules of thumb” nonexistent, Holloway offers store executives advice on where to obtain assistance for making this expansion.

3075 Burnham, E. A. 1955. “Key Problem of Retail Store Selling.” HBR 33 ( January-February, no. 1): 103–118.

Hower researched the life and times of Rowland H. Macy, founder of the R. H. Macy & Co. department store in New York City and likely the world’s ﬁrst department store.

3082 Burnham, E. A. 1940. “The Department Store in Its Community.” HBR 18 (Summer, no. 4): 455–471. Burnham investigates how metropolitan size affects the operating costs and other efﬁciency measures of department stores.

3083 Teele, S. F. 1939. “Retailing: Facts and Theories.” HBR 18 (Autumn, no. 1): 126–132. Teele reviews 28 books published over the last three years on retailing to gauge the trends which are transpiring throughout the profession.

3084 Chambers, R. W. 1938. “Double Features as a Sales Problem.” HBR 16 (Winter, no. 2): 226–236.

Burnham maintains that department store employment is typically the last resort for people with no special set of technical skills. As such, retailers have serious problems with weak and ineffective sales personnel.

When double features began in 1931, two movies for the price of one had strong appeal for movie goers. Chambers questions if the quality of American cinema hasn’t suffered because Hollywood has had to mass produce movies to satisfy this double feature craving of movie goers and theater owners.

3076 England, W. B. 1953. “Automatic Merchandising.” HBR 31 (November-December, no. 6): 86– 94.

3085 Burnham, E. A. 1938. “Inﬂuence of Size of Business on Department Store Operating Results.” HBR 16 (Winter, no. 2): 211–225.

England’s article probes whether automatic merchandising will revolutionize the retail industry from its excessive costs and waste.

In proportion to net sales, Burnham’s research indicates that operating expenses in small-sized department stores are smaller than they are with moderate or large-sized department stores.

3077 McNair, M. P. and E. G. May. 1953. “Department Store Expense Control.” HBR 31 (MayJune, no. 3): 113–127.

3086 Phillips, C. F. 1938. “The Supermarket.” HBR 16 (Winter, no. 2): 188–200.

McNair and May explain how department stores lag behind manufacturers in their ability to control operating costs.

The middle 1930s gave rise to the supermarket phenomenon. Phillips describes three types of supermarkets as being: (i) the public market or full-concession type; (ii) mixed owner and concession operated type; and (iii) the complete owner operated or non-concession type.

3078 Daniels, A. H. 1951. “Fashion Merchandising.” HBR 29 (May, no. 3): 51–60. Fashion merchandising is composed of a variety of components which Daniels describes as: (i) knowing how much and what kind to buy; (ii) developing close working relations with key customers; and (iii) having knowledge of the nerve center of fashion merchandising through fashion shows to create the “fashion ﬂair.”

3079 Burnham, E. A. 1949. “Employee Productivity in Department Stores.” HBR 27 ( July, no. 4): 480–497. Burnham describes how department stores and other retailers are plagued by employee productivity problems which ultimately haunts manufacturers and distributors who utilize this channel.

3080 Lewis, H. F. 1949. “Lost Sales Opportunities in Retailing.” HBR 27 ( January, no. 1): 53–61.

3087 Teele, S. F. 1936. “Recent Literature on Retailing.” HBR 14 (Spring, no. 3): 380–385. 3088 Phillips, C. F. 1935. “A History of the F. W. Woolworth Company.” HBR 13 ( January, no. 2): 225–236. Phillips utilizes the F. W. Woolworth Company to illustrate the historical development of the American chain store.

3089 Pearon, N. W. 1934. “The Place of Shows in the Furniture Industry.” HBR 12 ( July, no. 4). 491– 497 Pearson explains how furniture show exhibits were ﬁrst established in Grand Rapids, Michigan where manufacturers and wholesalers were among the ﬁrst to develop compete lines in furniture.

199

Marketing

3090–3108

3090 Goodman, S. J. 1934. “The Stock Turn Fetish.” HBR 12 (April, no. 3): 370–378.

3099 McNair, M. P. 1931. “Department Store Rentals [Part Two].” HBR 9 (April, no. 3): 339–347.

Goodman maintains that stock turn rates are irrelevant and that far more emphasis is needed on the thoughts, diligence and imagination of merchants concerning their proﬁts, sales volumes and expense ratios.

McNair examines the rental costs that department stores pay which are increasing despite plummeting net proﬁts.

3091 Brock, J. L. 1934. “Manufacturer’s Problem of Returned Merchandise.” HBR 12 ( January, no. 2): 253–260. A rampant problem throughout marketing is why retailers return merchandise to its manufacturer. Brock is particularly concerned with the impact of “high end” merchandise being returned.

3092 Foster, E. D. 1934. “Quick Freezing and the Perishable Food Problem.” HBR 12 ( January, no. 2): 243–252. Three-quarters of the American food supply is perishable. Foster contends that 40 percent of the ten billion dollars spent on food annually ends up spoiled and, subsequently, wasted.

3100 Wedemann, E. 1931. “Detailed Outline of a Store Import Organization and Routine.” HBR 9 ( January, no. 2): 225–234. Foreign merchandise can signiﬁcantly increase a department store’s revenues and proﬁts since it can be sold at high margins.

3101 McNair, M. P. 1931. “Department Store Rentals.” HBR 9 ( January, no. 2): 178–190. McNair describes how rental amounts department stores pay continues to take a higher proportion of sales revenue.

3102 Hower, V. A. 1930. “Department Store Importing.” HBR 9 (October, no. 1): 101–110.

3093 Bullock, C. J. 1933. “Early History of the

American department stores are increasing their inventories of foreign merchandise; the belief being that this inventory can be sold at high margins.

Great Atlantic & Paciﬁc Tea Company Since 1878.” HBR 12 (October, no. 1): 59–69.

3103 Martin, B. F. 1930. “The Independent et al. Versus the Chain.” HBR 9 (October, no. 1): 47–56.

Bullock discusses how the Great Atlantic & Paciﬁc Tea’s expansion strategies differ from other chain store operations.

3094 Hill, W. C. and J. D. Scott. 1933. “Competition Between Different Types of Retail Outlets.” HBR 11 ( July, no. 4): 519–527. Hill and Scott assess retail competition on goods carried on by different types of retail outlets.

3095 Bullock, C. J. 1933. “Early History of the Great Atlantic & Paciﬁc Tea Company.” HBR 11 (April, no. 3): 289–298.

Martin describes the vengeance that independent retailers attack chain stores despite more efﬁcient merchandising tactics, public relations, and legislative lobbying efforts of the latter.

3104 Taylor, M. D. 1930. “Prices in Chain and Independent Grocery Stores in Durham, North Carolina.” HBR 8 ( July, no. 4): 413–424. Taylor examines whether grocery store chains undersell individually owned stores in the Durham, North Carolina metropolitan vicinity.

3105 Falk, D. R. 1930. “Central Buying by Department Store Mergers.” HBR 8 (April, no. 3): 265–273.

For people to grasp the development of retail chain stores, Bullock contends that attention needs to be focused on the Great Atlantic & Paciﬁc Tea Company with its 16,000 stores.

Falk assesses the impact of centralized purchasing following the merger of department stores.

3096 Kaufman, M. 1933. “Present-Day Department Store Organization.” HBR 11 ( January, no. 2): 244–252.

3106 Knauth, O. W. 1929. “The Effect on the Public’s Demand for Better Art on the Technique of Merchandising.” HBR 7 ( July, no. 4): 406–412.

Rapidly increasing expense ratios are producing unfavorable operating results in many U.S. department stores.

Knauth writes on the American public’s demand for goods with more artistic merit.

3097 Grether, E. T. 1932. “Market Factors Limiting Chain-Store Growth.” HBR 10 (April, no. 3): 323–331.

3107 “How Far Should Retail Departmentization Be Carried?” 1929. HBR 7 ( January, no. 2): 229– 239.

Grether analyzes the differences between chain store and independent grocers throughout the San Francisco metropolitan area to gauge consumer resistance to chain stores.

[“HBR Case Study” Feature]—Three ﬁctitious department stores are featured to illustrate certain principles on how a department store might be structured.

3098 Schmalz, C. N. 1931. “Independent Stores Versus Chains in the Grocery Field.” HBR 9 ( July, no. 4): 431–442. Grocery store chains are engaging in both wholesale and retail functions as independent grocery stores face hard times stemming largely from poor distribution systems.

3108 “Department Store Organization for Direct Importing.” 1929. HBR 7 ( January, no. 2): 207– 222. [“Summaries of Business Research” Feature]—Focuses on how leading American department stores, who actively import foreign novelty and stylish goods, are structured.

3109–3125

Marketing

200

3109 Schmalz, C. N. 1928. “Indexes of the StockSales Relationship in Retail Stores.” HBR 6 ( July, no. 4): 433–442.

3118 Mullen, W. H. 1924. “Some Aspects of Chain Store Development.” HBR 3 (October, no. 1): 69– 80.

The ideal stock-sales balance is achieved when stores do not lose sales from a lack of merchandise while, at the same time, prevent proﬁts from diminishing from excess inventory.

With over 100,000 stores that are chain-store afﬁliated, Mullen’s conservative estimate is that the aggregate anual sales revenue for the chain store industry is over a billion dollars.

3110 Shafer, J. E. 1928. “Ford Stores: A New De-

3119 Mazur, P. M. 1924. “Future Developments in Retailing.” HBR 2 ( July, no. 4): 434–446.

parture in Retailing.” HBR 6 (April, no. 3): 313–321. Shafer examines the impact of “employee-only” commissaries developed by the Ford Motor Company in the Detroit metropolitan area.

3111 “Department Store Expansion.” 1927. HBR 6 (October 1927, no. 1): 81–89. [“HBR Case Study” Feature]— Focuses on Gabler & Company Department Store’s plans to expand their retail operations in a metropolitan area with more than 1,000,000 people.

3112 “Keeping in Place the Style Cycle.” 1927. HBR 5 (April, no. 3): 345–350. [“HBR Case Study” Feature]— The Alton Company [women’s high-grade specialty store], The Farrington Company [Department Store in the East] and the Allernet Lace Company [garment lace manufacturer] are featured as to how they cater to style conscious consumers.

3113 Pyle, J. F. 1926. “The Dimension of Location Standards for Retail Concerns.” HBR 4 (April, no. 3): 302–312. The bidding that retailers engage with one another over desirable locations is detrimental to all.

3114 “Reaching the Consumer Through Direct Personal Selling.” 1925. HBR 4 (October, no. 1): 94– 106.

Mazur’s article pertains to department stores which he deﬁnes as a group of 50 to 150 departments; most of which have nothing in common with one another except for being housed under the same roof.

3120 Cherington, P. T. 1924. “Some Commercial Aspects of Styles and Fashions in the Clothing and Textile Industries.” HBR 2 ( July, no. 4): 421–433. Since fashions change so often, the women’s fashion industry is an elusive or difﬁcult subject to analyze. Cherington examines how these decisions materialize.

3121 “Separation of the Buying and Selling Functions in a Department Store.” 1924. HBR 2 (April, no. 3): 362–367. [“HBR Case Study” Feature]—The buying advantages this ﬁctitious department store once had have disappeared. As such, the department store is separating its buying from its selling functions. Upper management has concluded that the two functions require radically different personality temperaments.

3122 “The Mail Order Policies of a Department Store.” 1923. HBR 1 ( July, no. 4): 495–499. [“HBR Case Study” Feature]— Proﬁles the Wellman Company, a large department store in an eastern city, whose mail orders have increased so rapidly that perhaps its mail order department should be reorganized.

[“HBR Case Study” Feature]— Manufacturers such as the Fuller Brush Company are more frequently utilizing door-to-door canvassers.

3123 McNair, M. P. 1922. “Signiﬁcance of StockTurn in Retail and Wholesale Merchandising.” HBR 1 (October, no. 1): 87–96.

3115 “Use of Exclusive Retail Agencies.” 1925.

McNair discovered that most merchants struggle in reducing operating expenses in conjuction with the lower prices they now receive.

HBR 3 ( July, no. 4): 485–497. [“HBR Case Study” Feature]— Manufacturers must decide on whether to establish exclusive retailers networks. The circumstances of the Penwick Company, Slawson and Gilbert and the Delcourt Shoe Company are examined in this case study.

Sales Force Management

3116 “System of Control for Chain Stores: The

2006. “The New Science of Sales Force Productivity.” HBR 84 (September, no. 9): 124.-133.

Corsom Company.” 1925. HBR 3 (April, no. 3): 361–376. [“HBR Case Study” Feature]—Discusses the impact for a chain store in having corporate ofﬁces located a considerable distance away.

3117 Mazur, P. M. 1925. “The Logic of Department Store Organization.” HBR 3 (April, no. 3): 287–296. Mazur explains how the organizational practices of department stores are some of the most effective throughout business and industry.

3124 Ledingham, D., M. Kovac and H. L. Simon. [“Tool Kit” Feature]— Sales force productivity would increase if it utilized a more scientﬁc approach to sales management. This encompasses targeting customer segments, optimizing automation and systematically organizing one’s sales force. These techniques are enabling even low performing sales representatives to show marked improvement.

3125 Mayer, D. and H. M. Greenberg. 2006. “What Makes a Good Salesman?” HBR 84 ( JulyAugust, no. 7–8): 164–171. [“Best of HBR” ( July-August 1964) Feature]— The

201 best sales representatives possess two qualities: (i) they can empathize with customers; and (ii) an ego drive or compulsiveness for making a sale. Mayer and Greenberg describe their criticism with the standardized testing process used in hiring sales representatives. These tests not only fail to produce good sales representatives, they often disqualify insightful and innovative individuals.

3126 Bursk, E. C. 2006. “Low-Pressure Selling.” HBR 84 ( July-August, no. 7–8): 150–162. [“Best of HBR” (Winter 1947) Feature]— Bursk ﬁnds that low pressure sales techniques are more effective than sales pitches that are relentless and high-pressured. In a low-pressure milieu, consumers arrive at their purchasing decision through a more rational thought process. Bursk also addresses how low pressure sales representatives can be selected, trained and compensated.

3127 Shapiro, B. P. and R. S. Posner. 2006. “Making the Major Sale.” HBR 84 ( July-August, no. 7–8): 140–148. [“Best of HBR” (March-April 1979) Feature]— The sales of some products or services are often complicated. Consummating these selling situations may take years. Shapiro and Posner provide an eight-step program for facilitating sales of this magnitude. This process also helps a manufacturer or service provider maintain a viable, long-term account relationship with their clientele.

3128 Colletti, J. A. and M. S. Fiss. 2006. “The Ultimately Accountable Job: Leading Today’s Sales Organization.” HBR 84 ( July-August, no. 7–8): 124– 131. Colletti and Fiss describe why sales department management needs disciplined processes on everything from consumer segmentation to compensation practices.

3129 Leslie, M. and C. A. Holloway. 2006. “The Sales Learning Curve.” HBR 84 ( July-August, no. 7–8): 114–123. With a new-product launch, it is tempting to hire an “army” of sales representatives to lure potential customers. Smart companies, however, give themselves enough time before they increase the size of their sales force.

3130 Ustuner, T. and D. Godes. 2006. “Better Sales Networks.” HBR 84 ( July-August, no. 7–8): 102–112. For a company to enhance its performance, their sales force must grasp the social networks at play in the organizations that contain their sales prospects and clientele. Ustuner and Godes describe three methods to help sales representatives adopt to a network-based focus.

3131 Stewart, T. A. and D. Champion. 2006. “Leading Change from the Top Line.” HBR 84 ( July-August, no. 7–8): 90–97. [“HBR Interview with Fred Hassan”]—Fred Hassan is chief executive ofﬁcer (CEO) of the pharmaceutical company, Scherin-Plough. Hassan is also a turnaround specialist who has led companies in ﬁnancial straits. Instead of cutting costs to turn around a company, Hassan focuses on motivating his sales force since they are the ones who

Marketing

3126–3137

build trusted and value-added relationships with physicians. From this, Hassan gains valuable insight into his company’s industry and operating environment.

3132 Zoltners, A. A., P. Sinha and S. E. Lorimer. 2006. “Match Your Sales Force Structure to Your Business Life Cycles.” HBR 84 ( July-August, no. 7–8): 80–89. Zoltners and his coauthors argue that a ﬁrm’s sales force structure should be altered as it moves through the product life cycle process (i.e., start-up, growth, maturity and decline). These alterations are critical for making one’s sales force more agile and better able to respond to changing market opportunities.

3133 Kotler, P., N. Rackham and S. Krishnawamy. 2006. “Ending the War Between Sales & Marketing.” HBR 84 ( July-August, no. 7–8): 68–78. Cultural and economic forces often lead to friction between one’s sales and marketing departments. The two bicker, play the blame game and undervalue one another’s contributions; all to the detriment of the organization. Kotler and his coauthors offer ideas to produce harmony between the two groups.

3134 Anderson, E. and V. Onyemah. 2006. “How Right Should the Customer Be?” HBR 84 ( July-August, no. 7–8): 58–67. “Sales force controls” are the policies and practices that govern the way sales representatives are trained, supervised and evaluated. An important aspect of these controls involves the tension that surfaces from serving a customer versus serving the company. Anderson and Onyemah ﬁnd that strategy and execution both suffer whenever this tension is ignored.

3135 Trailer, B. and J. Dickie. 2006. “Understanding What Your Sales Manager Is Up Against.” HBR 84 ( July-August, no. 7–8): 48–55. [“Research Report” Feature]— Buyers in today’s marketplace are quite different from previous generations of buyers. Today’s customer is often well along in the buying process before a sales representative learns of their intentions. Trailer and Dickie emphasize that sales training must address how sales representatives can persevere in an environment in which buyers possess more product knowledge than they do.

3136 Contu, D. 2006. “Leveraging the Psychology of the Salesperson: A Conversation with Psychologist and Anthropologist G. Clotaire Rapaille.” HBR 84 ( July-August, no. 7–8): 42–47. [“Different Voice” Feature]— The best sales people will be told “no” a dozen times before someone says “yes.” Rapaille ﬁnds sales representatives to be like addicted gamblers in that they lose most of the time. Yet, they are driven by odds that are slim to none. The thrill of the chase, not the ﬁnancial reward, seems to motivate them.

3137 Cesoedesm, F. V. 2006. “Old Hand or New Blood.” HBR 84 ( July-August, no. 7–8): 28–40. [“HBR Case Study” Feature]— With sales being ﬂat over the last ﬁve years, Fusilier Technology’s chief executive ofﬁcer (CEO) needs a new person to lead the sales

3138–3153

Marketing

202

department. The two ﬁnalists are radically different: a veteran insider who thrived under the status quo versus a brash outsider who is unfamiliar with the industry.

3138 Kalyanam, K. and M. Zweben. 2005. “The Perfect Message at the Perfect Moment.” HBR 83 (November, no. 11): 112.-120. A new computer model, known as “dialogue marketing,” tracks every nuance of a customer’s interaction with a business and can help determine the optimal time to contact a client or prospect.

3139 Liautaud, B. 2004. “The Littlest Sales Force.” HBR 82 (October, no. 10): 20–20. [“Forethought” Feature]— By building his global sales force on an incremental basis, Liautaud explains how a software company can effectively manage its growth.

3140 Waaser, E., M. Dahneke, M. Pekkarinen and M. Weissel. 2004. “How You Slice It: Smarter Segmentation for Your Sales Force.” HBR 82 (March, no. 3): 105–111. [“Best Practice” Feature]—Three years ago, Hill-Rom, a medical equipment supplier, faced stronger competition wihile its revenue growth weakened. The company’s sales force was restructured in a manner that helped enhance its operating results.

3141 Brown, S. 2003. “Marketing to Generation®.” HBR 81 ( June, no. 6): 16–17. [“Forethought” Feature]—Brown explains how today’s consumer appreciates the authenticity of an old-fashioned, up-front sales pitch.

3142 Meyer, C. 2001. “While Customers Wait, Add Value.” HBR 79 ( July-August, no. 7): 24–26. [“Forethought” Feature]— Meyer discusses how value can be added to the time businesses spend with their customers.

3143 Gellerman, S. W. 1990. “The Tests of a Good Salesperson.” HBR 68 (May-June, no. 3): 64–69. [“Ideas for Action” Feature]— A 25-person sales force was observed during a day of calls and prospecting. Salesfocused calls, in which the seller focused entirely on the sale produced the highest amount of orders. Unfocused calls tended to produce little or no orders. Gellerman found himself most interested by the resiliency of sales representatives who encountered rejection.

3144 Cespedes, F. V., S. X. Doyle and R. J. Freedman. 1989. “Teamwork for Today’s Selling.” HBR 67 (March-April, no. 2): 44–58. [“Getting Things Done” Feature]— Selling industrial goods is more difﬁcult than ever. As such, industrial sales is now done more on a team basis. Ironically, organizations, still stress the individual over the team approach for training, strategic and assessment purposes.

3145 Mackay, H. B. 1988. “Humanize Your Selling.” HBR 66 (March-April, no. 2): 36–47. [“Ideas for Action” Feature]—Mackay describes the effort his sales force makes in accumulating ﬁles on the lifestyle of customers and potential customers to be able to focus on a customer as an individual instead of an account.

3146 Robinson, L. J. B. 1987. “Role Playing as a Sales Training Tool.” HBR 65 (May-June, no. 3): 34–35. [“Ideas for Action” Feature]— Robinson explains how “role playing” forces a sales force to be more creative in a manner that combines friendliness and efﬁciency when cultivating a sale.

3147 Shapiro, B. P. and S. X. Doyle. 1983. “Make the Sales Task Clear.” HBR 61 (November-December, no. 6): 72–76. [“Ideas for Action” Feature]—Shapiro and Doyle offer ways for sales managers to make the task(s) for their sales force more clear.

3148 Hughes, G. D. 1983. “Computerized Sales Management.” HBR 61 (March-April, no. 2): 102– 112. Hughes describes how microcomputers can help sales management formulate sales strategies, evaluate representatives, and engage in “what-if ” analysis with regards to different scenarios.

3149 Hlavacek, J. D. and T. J. McCuiston. 1983. “Industrial Distributors-When, Who, and How?” HBR 61 (March-April, no. 2): 96–101. Because the average cost of a direct sales call exceeds $100, manufacturers now rely on industrial distributors to service key markets. Industrial distributors actually take possession of the products they sell and assume a partnership role with the manufacturer.

3150 Shapiro, B. P. and J. Wyman. 1981. “New Ways to Reach Your Customers.” HBR 59 ( JulyAugust, no. 4): 103–110. When it comes to reaching one’s customer base, Shapiro and Wyman examine an array of communication tools for connecting with one’s customer base at a signiﬁcantly lower cost.

3151 Greenberg, H. M. and J. Greenberg. 1980. “Job Matching for Better Sales Performance.” HBR 58 (September-October, no. 5): 128–133. From survey responses of 18,000 sales representatives, Greenberg and Greenberg examine how a person’s age, education, gender, race, or past work experience is irrelevant to one’s personality and drive in most sales capacities.

3152 Doyle, S. X. and B. P. Shapiro. 1980. “What Counts Most in Motivating Your Sales Force?” HBR 58 (May-June, no. 3): 133–140. Doyle and Shapiro examine the factors that motivate sales representatives and what those factors mean for top management.

3153 Dunn, A. H. 1979. “Case of the Suspect Salesman.” HBR 57 (November-December, no. 6): 38–52. [“Problems in Review” Feature]— Dunn’s case study involves tension between a recently hired sales representative and a longtime sales manager.

203 3154 Steinbrink, J. P. 1978. “How to Pay Your Sales Force.” HBR 56 ( July-August, no. 4): 111–122. Steinbrink compares three compensation plans for sales representatives: (i) salary; (ii) commission; and (iii) a combination of the two. These compensation plans must be geared towards the company, its product lines and as a way to attract good representatives.

3155 Gonik, J. 1978. “Tie Salesmen’s Bonuses to Their Forecasts.” HBR 56 (May-June, no. 3): 116– 123. Gonik describes a sales compensation system which rewards sales representatives not only for their actual results but also for their ability to make accurate forecasts.

3156 Shapiro, B. P. and R. S. Posner. 1976. “Making the Major Sale.” HBR 54 (March-April, no. 2): 68–78. Several signiﬁcant changes (e.g., the impact of mergers and acquisitions and in the way businesses have become larger and more complex) are having a profound impact on the marketing and sales efforts of corporate America.

3157 Smith, C. W. 1975. “Gearing Salesmen’s Efforts to Corporate Proﬁt Objectives.” HBR 53 ( JulyAugust, no. 4): 8–16. [“Ideas for Action” Feature]— Most companies do not provide proﬁt/loss information to their sales force. Because of that, these companies are neglecting an effective way to increase the efﬁciency of their distribution operations.

3158 Henry, P. 1975. “Manage Your Sales Force as a System.” HBR 53 (March-April, no. 2): 85–95. Sales departments tend to be complicated communications systems, inﬂuenced by many variables that interact in unforseen ways. Henry, in turn, advocates a sales force management structure predicated on the “total systems concept” to enhance the department’s productivity.

3159 Gestetner, D. 1974. “Strategy in Managing International Sales.” HBR 52 (September-October, no. 5): 103–108. Gestetner stresses how important a company’s management of its foreign sales operations is and offers two approaches to enhance its international sales management.

3160 Lodish, L. M. 1974. “‘Vaguely Right’ Approach to Sales Force Allocations.” HBR 52 ( January-February, no. 1): 119–124. Lodish argues how historical sales data is not enough for sales managers to utilize for determining sales force size and territory decisions.

3161 Ames,

R. C. 1971. “Dilemma of Product/Market Management.” HBR 49 (MarchApril, no. 2): 66–74. Traditional norms for using product managers versus market managers lose their validity whenever product lines expand or markets expand. Ames advocates a dual management structure in which product and market managers would both work to overcome the changing needs of the marketplace.

Marketing

3154–3169

3162 Thompson, D. L. 1972. “Stereotype of the Salesman.” HBR 49 ( January-February, no. 1): 20– 29+. [“Keeping Informed” Feature]— Unﬂattering depictions of sales representatives are rampant. As such, businesses engaged in direct selling need to do far more to upgrade the position to capture and keep high caliber people.

3163 Cambreleng, R. W. 1969. “The Case of the Nettlesome Nepot.” HBR 47 (March-April, no. 2): 14–34, 170. [“Problems in Review” Feature]— Almost every sales force has “personality problems.” Nepotism only makes the problem worse. In Cambreleng’s case study, the sales force includes a number of relatives; the most troublesome, ironically, is related to the team’s superstar.

3164 Smyth, R. C. 1968. “Financial Incentives for Salesmen.” HBR 46 ( January-February, no. 1): 109– 117. Sales incentives, if properly designed, can motivate a sales representative to a higher performance level and enable the ﬁrm to meet its marketing objectives.

3165 Pearson, A. E. 1966. “Sales Power Through Planned Careers.” HBR 44 ( January-February, no. 1): 105–116. Pearson describes a “career path concept” to help companies from losing good sales representatives in light of their strenuous recruiting and training efforts.

3166 Mayer, D. and H. M. Greenberg. 1964. “What Makes a Good Salesman.” HBR 42 ( JulyAugust, no. 4): 119–125. Mayer and Greenberg describe how effective sales representatives possess high degrees of empathy (i.e., the ability to sense a customer’s reactions) along with a strong ego-drive which makes them need to succeed.

3167 Loen, R. O. 1964. “Sales Managers Must Manage.” HBR 42 (May-June, no. 3): 107–114. Most companies spend a great deal of money to train their sales personnel. However, many companies expect their sales managers to learn their jobs through osmosis. Loen stresses that the difference between capable and not-so-capable sales managers makes a signiﬁcant difference in sales volume, proﬁts, and being able to recoup the cost for a marketing campaign.

3168 McMurry, R. N. 1961. “The Mystique of Super-Salesmanship.” HBR 39 (March-April, no. 2): 113–122. Salesmanship is as primitive today as it was 100 years ago. McMurry examines the qualities that produce a successful sales representative.

3169 Kahn, G. N. and A. Shuchman. 1961. “Specialize Your Salesmen!” HBR 39 ( January-February, no. 1): 90–98. Since little effort is made to organize sales efforts based on the task to be performed, Kahn and Shuchman offer a way to raise ﬁeld operations to new levels.

3170–3187

Marketing

204

3170 Levitt, T. 1960. “M-R Snake Dance.” HBR 38 (November-December, no. 6): 76–84.

ﬁndings debunk the notion that successful represenatives are born with a knack for smooth talk or glibness.

By relying on motivation research, management often abandons sensible guidelines for its sales efforts. Levitt maintains that originality and creativity is a sales virtue given the similarity of so many brands.

3179 Carson, W. 1951. “Review of Literature on

3171 Stickney, R. W. 1960. “Deploying Multi-Line Salesmen.” HBR 38 (March-April, no. 2): 110–112. Stickney describes a simple method for multi-product companies to calculate the number of sales representatives they need to achieve optimum efﬁciency in each territory.

3172 Semlow, W. J. 1959. “How Many Salesmen

Sales Management.” HBR 29 (September, no. 5): 125–140. [“Looking Around” Feature]— Carson reviews several books relevant to sales force management such as: Saul Poliak’s Rebuilding the Sales Staff; Scientiﬁc Selection of Salesmen by J.L. Rosenstein; along with Harry Simmons’s Sales Executives Handbook.

3180 Bursk, E. C. 1947. “Low Pressure Selling.” HBR 25 (Winter, no. 2): 227–242.

Do You Need?” HBR 37 (May-June, no. 3): 125–132.

Bursk deﬁnes what “low pressure selling” constitutes and its ramiﬁcations for sales management.

Semlow offers a method for sales managers to gauge the number of sales representatives necessary for their organization.

3181 Hilgert, J. R. 1945. “Use of Sales Aptitude

3173 Davis, R. T. 1958. “Sales Management in the Field.” HBR 36 ( January-February, no. 1): 91–98.

Tests.” HBR 23 (Summer, no. 4): 484–492. Hilgert surveyed sales executives on whether sales aptitude tests should be administered to prospective sales representatives.

Davis discusses how ﬁeld representatives should be managed, developed and coached. The author also provides ways to generate improvement from these representatives.

3182 Tosdal, H. R. 1942. “Sales Management: Retrospect and Prospect.” HBR 21 (Autumn, no. 1): 71–82.

3174 Frey, J. M. 1955. “Missing Ingredient in Sales Training.” HBR 33 (November-December, no. 6): 126–132.

In the aftermath of World War II, Tosdal argues that sales management has to be the catalyst for creating an “economic machine” that leads to an economic recovery and can squash any fear of an economic depression.

Frey ﬁnds it imperative that sales representatives receive more training on being able to emphathize with the needs and wants of customers.

3175 Buell, V. P. 1954. “Door-to-Door Selling.” HBR 32 (May-June, no. 3): 113–123. Specialty items are ideal for door-to-door sales because of their high margins and need for persuasive selling techniques. Door-to-door selling offers a tremendous opportunity for manufacturers trying to secure a special competitive advantage.

3176 Tosdal, H. R. 1953. “How to Design the Salesman’s Compensation Plan.” HBR 31 (September-October, no. 5): 61–70. No one “best” sales compensation plan exists for a ﬁrm or particular industry. It is also a process that does not lend itself to easy solutions. Moreover, no compensation plan can ever take the place of good sales management.

3177 _____. 1953. “Administering Salesmen’s Compensation.” HBR 31 (March-April, no. 2): 70– 83. Sales representatives seek to combine security with incentives. As such, companies are tweaking combinations of salary, commission, and bonuses arrangements. Tosdal’s article describes the onerous task for companies in administering these arrangements.

3178 Hickerson, J. M. 1952. “Successful Sales Techniques.” HBR 30 (September-October, no. 5): 33–46. Hickerson surveyed sixty successful sales representatives from a wide array of industries and product lines. His

3183 _____. 1937. “Recent Books in Sales Management and Marketing.” HBR 15 (Summer, no. 4): 506–513. 3184 Cunningham, R. M. 1935. “Some Problems in Measuring Performance of Industrial Salesmen.” HBR 14 (Autumn, no. 1): 98–112. Industrial products are signiﬁcantly more difﬁcult to sell than consumer goods. Cunningham examines these difﬁculties and explores what makes for an effective industrial sales representative.

3185 “Salesmen’s Contracts.” 1929. HBR 8 (October, no. 1): 102–107. [“Summaries of Business Research” Feature]— Describes why formal written contracts are effective for preventing misunderstandings and suspicion among one’s sales force.

3186 Smith, E. R. 1926. “Economic Future of House-to-House Selling.” HBR 4 (April, no. 3): 326–332. Smith examines the debate that has transpired on the efﬁcacy of house-to-house or direct-to-customer selling.

3187 Barber, J. H. 1925. “Budget Sales Quotas: A Problem and Suggested Solutions.” HBR 3 ( January, no. 2): 210–220. Sales quotas form the root of a company’s budget plans. They are instrumental in developing steadier work loads, purchasing schedules, ﬁnancing arrangements, and proﬁt targets.

205

Marketing

3188–3204

3188 “The Use of Contests Among Salesmen.” 1924. HBR 2 ( July, no. 4): 480–489.

vestated by the decision and ﬁnds the existing product line to be “tired” and in desperate need of a shot in the arm.

[“Summaries of Business Research” Feature]—Reviews an array of studies on the efﬁcacy of contests to motivate one’s sales force.

3196 Dutka, S. 1980. “Business Calls Opinion Surveys to Testify for the Defense.” HBR 58 ( July-August, no. 4): 40–42.

3189 Tosdal, H. R. 1923. “Operating Problems of Branch Sales Organizations.” HBR 2 (October, no. 1): 74–83.

[“Ideas for Action” Feature]— Dutka mentions how the use of surveys research and statistical sampling are gaining credibility in the courts and other tribunals.

No one standard practice operates as to how a branch ofﬁce should operate. As such, analyzing the responsibilities between home and branch ofﬁces are relative to every organization.

3197 Bauer, R. A. 1963. “Exploring the Exploratory Sample.” HBR 41 (March-April, no. 2): 128–131.

3190 “Tinkham Littell, Inc.: The Organization of a Sales Force.” 1923. HBR 1 (April, no. 3): 368–374. [“HBR Case Study” Feature]— Provides an analysis of how a company’s sales force should be structured.

3191 _____. 1923. “The Field Organization of the Sales Department.” HBR 1 (April, no. 3): 314–321. Manufacturers who extend their sales operations into markets beyond the company’s immediate vicinity soon learn that controlling marketing is more difﬁcult than controlling their manufacturing operations.

Sampling, Testing and Survey Instruments 3192 Reichheld, F. F. 2003. “The One Number You Need to Grow.” HBR 81 (December, no. 12): 46–54. Companies are always investing time and money in customer satisfaction survey tools. Reichheld contends these tools measure the wrong issues and feels, instead, that the best predictor of top-line growth is whether one would recommend this company to a friend.

3193 Palmer-Samuels, P. 2003. “Web Surveys’ Hidden Hazzards.” HBR 81 ( July, no. 7): 16–17. [“Forethought” Feature]— Palmer-Samuels describes how an identical survey question posed on the web and in print can yield very different answers, thereby distorting one’s survey results.

3194 Dholakia, P. M. and V. G. Morwitz. 2002. “How Surveys Inﬂuence Customers.” HBR 80 (May, no. 5): 18–19. [“Forethought” Feature]— Research shows that surveys inﬂuences customer loyalty and purchasing habits. Dholakia and Morwitz conducted an experiment and found that customers who took part in a 10–12 minute telephone survey were more proﬁtable than those who had not been surveyed.

3195 Star, S. H. and G. L. Urban. 1988. “The Case of the Test Market Toss-Up.” HBR 66 (SeptemberOctober, no. 5): 10–26. [“HBR Case Study” Feature]— The Marketing Committee for Paradise Foods decided not to launch a new frozen dessert for fear it would cannibalize an existing product. The brand manager for this new product is de-

Given its expense, Bauer explains why researchers need to predict what they are likely to learn from sampling, along with the potential value and cost for this information.

3198 Wasson, C. R. 1963. “Common Sense in Sampling.” HBR 41 ( January-February, no. 1): 109– 114. Wasson explains why managerial suspicions of sampling make little sense if all of this information is sample information.

3199 Wells, W. D. 1961. “Measuring Readiness to Buy.” HBR 39 ( July-August, no. 4): 81–87. Measures of buyer readiness can spot check the effectiveness of a sales campaign in time to make adjustments to get more out of it.

3200 Lipstein, B. 1961. “Tests for Test Marketing.” HBR 39 (March-April, no. 2): 74–77. Lipstein discusses how brand-share data is derived from store audits. Consumer panels can also be used to evaluate market tests.

3201 Politz, A. 1957. “Science and Truth in Marketing Research.” HBR 35 ( January-February, no. 1): 117–126. To predict consumer behavior in ways that assist marketing executives, consumer surveys must be constructed to generate the necessary quantitative ﬁndings.

3202 Brown, T. H. 1942. “Scientiﬁc Sampling in Business.” HBR 20 (Spring, no. 3): 358–368. Selecting the “few to represent the many” is known as sampling. Brown describes how market researchers and production analysts need to know about selecting their samples, ascertaining the accuracy of their results and in knowing if their sample is biased.

3203 Ebersole, J. F. 1938. “Inﬂuence of Interest Rates Upon Entrepreneurial Decisions in Business.” HBR 17 (Autumn, no. 1): 35–39. Because of time constraints and cost, Ebersole advocates using a sampling method commonly known as a “case method study” when researching the impact of interest rates on corporate expansion or contraction activities.

Service Economy Markets 3204 Bell, S. J. and A. B. Eisingerich. 2007. “Work with Me.” HBR 85 ( June, no. 6): 32–32. [“Forethought” Feature]—Bell and Eisingerich studied

3205–3217

Marketing

206

over 1,000 Australian clients of Goldman Sachs and found that client loyalty can increase if one’s clients are kept abreast of the inner-workings of a consulting ﬁrm.

amines whether a service company should adhere to its core competencies or engage in a strategic shift.

3205 Frei, F. X. 2006. “Breaking the Trade-Off

“Firing Up the Front Line.” HBR 77 (May-June, no. 3): 107–121.

Between Efﬁciency and Service.” HBR 84 (November, no. 11): 92–101. Service-oriented ﬁrms are markedly different from their manufacturing counterparts. Frei argues that customers in the service-sector businesses have a way of “interfering” in almost every aspect of a business. To be more proﬁtable, service companies must manage this customer involvement while also delivering consistent quality at a sustainable cost.

3206 Barber, F. and R. Strack. 2005. “The Surprising Economics of a ‘People Business.’” HBR 83 ( June, no. 6): 80–90. “People businesses” have high per-employee costs with low capital investment and limited spending on traditional activities. Measuring the true economic performance of a “people business” is difﬁcult and that capitaloriented management practices such ROE or ROA are useless when people are truly a ﬁrm’s most vital resource.

3212 Katzenbach, J. R. and J. A. Santamaria. 1999. Many service organizations rely on their rank-and-ﬁle employees to sell their products and serve their customers. These organizations often have a difﬁcult time motivating these employees who are typically unskilled, poorly paid, and in monotonous jobs that offer limited opportunity for advancement. Katzenbach and Santamaria address what can be done to get these employees to emotionally connect with an organization and its customer base.

3213 Pine, B. J., II and J. H. Gilmore. 1998. “Welcome to the Experience Economy.” HBR 76 ( JulyAugust, no. 4): 97–108. As services become commoditized, leading-edge companies are discovering economic beneﬁts by “staging experiences.” An “experience” transpires when ﬁrms use services for their stage. Products then become the props for engaging one’s clientele.

3207 Karmarkar, U. 2004. “Will You Survive the Services Revolution?” HBR 82 ( June, no. 6): 100– 107.

3214 van Biema, M. and B. Greenwald. 1997. “Managing Our Way to Higher Service-Sector Productivity.” HBR 75 ( July-August, no. 4): 87–95.

Service sector jobs in most developed economies are now at risk. Karmarker, however, contends that the hysteria about offshoring and outsourcing practices misses the point. Company management must make proactive and far-reaching changes that focus speciﬁcally on customer preference, quality, and technological interfaces.

van Biema and Greenwald ﬁnd that the service industry’s stagnant productivity level stem from ineffective management and an inherent complexity common with service sector industries.

3208 Swank, C. K. 2003. “The Lean Service Ma-

[“Books in Review” Feature]— American businesses can learn a great deal from the service industry practices of the Japanese. As such, Keehn reviews two recently published books on how the Tsutsumi family deﬁned consumerism throughout Japan, The Brothers: The Hidden World of Japan’s Richest Family by Lesley Downer and Thomas Havens’s Architects of Afﬂuence: The Tsutsumi Family and the Seibu-Saison Enterprises in Twentieth-Century Japan.

chine.” HBR 81 (October, no. 10): 123–129. [“Tool Kit” Feature]— Jefferson Pilot Financial (or JPF), a life insurance and annuities ﬁrm, applied leanmanufacturing practices by balancing employees’ workloads, posting performance results, and measuring performance from the customer’s perspective.

3209 Thomke, S. 2003. “R&D Comes to Services: Bank of America’s Pathbreaking Experiments.” HBR 81 (April, no. 4): 70–79. A host of challenges exist when applying formal R&D processes to service industries. Bank of America, however, demonstrates how “service development” can be as rigorous as product development.

3210 Hemp, P. 2002. “My Week as a Room Service Waiter at the Ritz.” HBR 80 ( June, no. 6): 50– 62. [“HBR at Large” Feature]— Hemp, who after a week of training, worked as a room-service waiter at Boston’s Ritz-Carlton Hotel. One can learn a great deal about customer service by paying close attention to businesses such as the Ritz-Carlton, who are committed to such endeavors.

3211 Waite, T. J. 2002. “Stick to the Core: Or Go for More?” HBR 80 (February, no. 2): 31–41. [“HBR Case Study” Feature]— Waite’s case study ex-

3215 Keehn, E. B. 1996. “A Yen to Spend.” HBR 74 (March-April, no. 2): 154–159.

3216 Heskett, J. L., T. O. Jones and G. W. Loveman. 1994. “Putting the Service-Proﬁt Chain to Work.” HBR 72 (March-April, no. 2): 164–174. Frontline workers and customers must be management’s most fundamental concern in any service organization. Top-level executives understand that customer loyalty is primarily responsible for its growth and proﬁt which which comes from satisﬁed employees who, in turn, are supported by the organization.

3217 Drucker, P. F. 1991. “The New Productivity Challenge.” HBR 69 (November-December, no. 6): 69–79. Raising the productivity of service workers is the greatest challenge facing management. Capital technology, alone, will not raise productivity. Nations who achieve a high level of productivity throughout their service sector will dominate economically in the next century.

207 3218 Teal, T. 1991. “Service Comes First.” HBR 69 (September-October, no. 5): 116–127. [An Interview with USAA’s Robert F. McDermott]— McDermott, as CEO of the United Services Automobile Association (USAA), discusses how his association is so responsive to its clientele as well as USAA’s progressive human resources practices.

3219 Roach, S. S. 1991. “Services Under Siege: The Restructuring Imperative.” HBR 69 (SeptemberOctober, no. 5): 82–92. The service sector is undergoing the same painful shrinkage that the manufacturing sector suffered during the 1980s when service ﬁrms over-invested in information technology and let productivity stagnate. As such, service companies must restructure to remain competitive.

3220 Schlesinger, L. A. and J. L. Heskett. 1991. “The Service-Driven Service Company.” HBR 69 (September-October, no. 5): 71–81. Service companies traditionally followed the principle of mass-production manufacturing. Schlesinger and Heskett illustrate how a new paradigm has emerged concerning the delivery of high quality customer service. Taco Bell and Dayton-Hudson corporations carefully select, empower and reward frontline service workers as an investment. Their workers are valued similarly to how technology is in most ﬁrms.

3221 Quinn, J. B., T. L. Doorley and P. C. Paquette. 1990. “Beyond Products: Services-Based Strategy.” HBR 68 (March-April, no. 2): 58–68. [“Special Report” Feature]— Technology can increase one’s service activity. Value-added effort comes from design innovations and other attributes which are distinct from the production process. These technologies enable small and independent enterprises to provide world-class services at lower costs.

3222 Davidow, W. H. and B. Uttal. 1989. “Service Companies: Focus or Falter.” HBR 67 ( July-August, no. 4): 77–87. Davidow and Uttal assess the segmentation and other strategies that service ﬁrms employ to gain competitive advantages.

3223 Heskett, J. L. 1987. “Lessons in the Service Sector.” HBR 65 (March-April, no. 2): 118–126. Today’s service industries are in the forefront of economic leadership. Achieving high quality, on a consistent basis, is more difﬁcult in the service sector than it is in manufacturing. New approaches, such as restructuring and incentives, are drastically needed. The key to success in the service industry is a well-trained, well-paid and highly-motivated employees who deal well with clients.

Marketing

3218–3233

3225 Bloom, P. N. 1984. “Effective Marketing for Professional Services.” HBR 62 (September-October, no. 5): 102–110. Bloom describes the unique challenges that physicians, attorneys, and accountants encounter when marketing their services.

3226 Canton, I. D. 1984. “Learning to Love the Service Economy.” HBR 62 (May-June, no. 3): 89– 97. Canton describes how some former manufacturing companies converted to the service industry which requires a real entrpreneurial spirit.

3227 Shostack, G. L. 1984. “Designing Services That Deliver.” HBR 62 ( January-February, no. 1): 133–139. Poor service typically stems from a “lack of systematic design and control.” Shostack explains how a “service blueprint” can identify problems and spot new marketing opportunities.

3228 Lovelock, C. H. and R. F. Young. 1979. “Look to Consumers to Increase Productivity.” HBR 57 (May-June, no. 3): 168–178. Lovelock and Young describe how service companies can achieve greater productivity by instituting a “high contact” service system in which high levels of interaction takes place between the service provider and consumer.

3229 Thomas, D. R. E. 1978. “Strategy Is Different in Service Businesses.” HBR 56 ( July-August, no. 4): 158–165. Thomas looks at how service businesses differ from product-oriented businesses and why each needs to possess a different strategic focus.

3230 Herzlinger, R. 1978. “Review of Productivity in Service Industries.” HBR 56 (May-June, no. 3): 50–52. [“For the Manager’s Bookshelf ” Feature]—Herzlinger reviews Herbert Heaton’s Review of Productivity in Service Organizations.

3231 Sasser, W. E. 1976. “Match Supply and Demand in Service Industries.” HBR 54 (NovemberDecember, no. 6): 133–140. Sasser describes how difﬁcult it is for service companies to gauge their supply and demand levels.

3232 Levitt, T. 1976. “The Industrialization of Service.” HBR 54 (September-October, no. 5): 63–74. Service industries have a terrible reputation for inefﬁciency. Levitt, in contrast, argues that technology can be implemented to overcome this.

3224 Quinn, J. B. and C. E. Gagnon. 1986. “Will Services Follow Manufacturing into Decline?” HBR 64 (November-December, no. 6): 95–105.

3233 _____. 1972. “Production-Line Approach to

Quinn and Gagnon fear that the service sector, which comprises three-quarters of the American GNP, may be headed toward the same disastrous direction that has plagued manufacturing.

Levitt shows why companies such as McDonald’s and Honeywell have successfully applied manufacturing-type solutions to solve people-intensive problems in the service sector.

Service.” HBR 50 (September-October, no. 5): 41– 52.

3234–3249

Marketing

208

3234 Wittreich, W. J. 1966. “How to Buy/Sell Professional Services.” HBR 44 (March-April, no. 2): 127–138.

Only recently has cooperative purchasing become popular for buying clothing similar to the way it has with farmers.

Wittrenreich offers three concepts for a buyer of professional services to bear in mind.

3243 May, R. A. 1923. “The Trade Association and Its Place in the Business Fabric.” HBR 2 (October, no. 1): 84–97.

Trade Associations or Cooperatives

The activities of many trade associations are to the point where the Federal courts will have to determine if trade is being restrained.

3235 Knapp, J. G. 1957. “Are Cooperatives Good Business?” HBR 35 ( January-February, no. 1): 57– 64. The cooperative form of organization is well established and growing, particularly in the areas of irrigation and electriﬁcation. Mutual insurance companies operate under the same principle. Knapp argues that cooperatives have a positive impact on the economy.

3236 Cleveland, A. S. 1948. “NAM: Spokesman for Industry.” HBR 26 (May, no. 3): 353–371. Cleveland assesses the National Association of Manufacturer’s [NAM] capacity for industrial leadership and whether NAM devotes enough to developing public conﬁdence in American business.

3237 Hays, J. S. and J. L. Ratzkin. 1947. “Trade Association Practices and Anti-Trust Law.” HBR 25 (Summer, no. 4): 501–520. Hays and Ratzkin describe how the Justice Department has resumed investigating and enforcing their antitrust laws relevant to trade association practices.

3238 Selby, H. W. 1946. “Farmers’ Cooperatives as Competitors.” HBR 24 (Winter, no. 2): 215–227. Selby describes the meteoric rise in agricultural cooperatives during the ﬁrst half of the 20th Century. Contrary to public perception, cooperatives are highly democratic organizations that traditional businesses have no reason to fear.

Vendor Relations 3244 Kumar, N. 1996. “The Power of Trust in Manufacturer-Retailer Relationships.” HBR 74 (November-December, no. 6): 92–110. Manufacturers and retailers have historically been adversaries. The beneﬁts accrued by Procter & Gamble and Wal-Mart illustrates why fear and intimidation are not effective ways for manufacturers and retailers to deal with one another.

3245 Narus, J. A. and J. C. Anderson. 1986. “Turn Your Industrial Distributors into Partners.” HBR 64 (March-April, no. 2): 66–71. Manufacturers need to manage their distribution partnerships by developing sound two-way communication networks and by keeping their operational promises. The good-will that emanates from this should trigger a far more coordinated operational performance.

3246 Lowry, W. M. 1967. “Two-Way Contracting.” HBR 45 (May-June, no. 3): 131–137. Lowry has developed a new approach for contracting work both into and out of the industrial plant. This will help achieve more orderly company growth along with employment stability.

3239 Schmalz, C. N. 1939. “The Progress of Co-

Vertical or Horizontal Integration

operatives.” HBR 18 (Autumn, no. 1): 116–125.

3247 Magretta, J. 1998. “The Power of Virtual In-

Schmalz’s bibliographic essay discusses six important reasons behind the development of cooperatives that involve agriculture, retailing, manufacturers, and organized labor.

3240 Lucas, A. F. 1935. “Restrictive Activities of the British Trade Association.” HBR 13 ( July, no. 4): 453–462. Lucas examines Great Britain’s trade associations and whether they curtail imports and other competition in the British economy.

3241 Borden, N. H. 1932. “Cooperative Advertising Through Trade Associations.” HBR 10 ( July, no. 4): 482–493. By analyzing the cooperative advertising efforts carried out by trade associations, Borden describes what constitutes a successful trade association advertising campaign.

3242 Dameron, K. 1928. “Cooperative Retail Buying of Apparel Goods.” HBR 6 ( July, no. 4): 443– 456.

tegration: An Interview with Dell Computer’s Michael Dell.” HBR 76 (March-April, no. 2): 72–84. Dell Computer founder Michael Dell discusses how he reﬁned personal computer manufacturing through “virtual integration” to improve its value chain of manufacturers, suppliers, and customers.

3248 Johnston, R. and P. R. Lawrence. 1988. “Beyond Vertical Integration — The Rise of the ValueAdding Partnership.” HBR 66 ( July-August, no. 4): 94–101. Johnston and Lawrence explain how low cost computing and communication is creating a new organizational format known as the “value adding partnership” or VAP. These VAPs are groups of small companies that perform different steps along the value-added chain.

3249 Kumpe, T. and P. T. Bolwijn. 1988. “Manufacturing: The New Case for Vertical Integration.” HBR 66 (March-April, no. 2): 75–81. Kumpe and Bolwijn examine the right balance for a

209 company to invest in vertical integration compared to the development of process technology among independent suppliers.

3250 Buzzell, R. D. 1983. “Is Vertical Integration Proﬁtable?” HBR 61 ( January-February, no. 1): 82–102. Vertical integration — as a way to control transaction costs and supplies, coordinate production and inventories — may make sense for large companies in well-established markets. For most companies, however, its heavy investment outweighs its beneﬁts.

3251 Markham, J. W. 1950. “Integration in the Textile Industry.” HBR 28 ( January, no. 1): 74–88. Markham examines the pace in which horizontal and vertical integration has transpired with the textile indus-

Strategy

3250–3261

try and how the industry’s competitive structure has changed from it.

3252 Richter, F. E. 1923. “The Organization of the Copper Market.” HBR 1 ( January, no. 2): 196– 211. Richter describes the “Catch 22” predicament Anaconda Copper Mining Company ﬁnds itself in whether or not it should engage in vertical integration.

3253 “The Star Copper Company.” 1922. HBR 1 (October, no. 1): 111–115. [“HBR Case Study” Feature]— Vertical combinations of steel corporations are driven by a desire for an adequate and inexpensive supply of raw materials. They are also utilized to protect large investments in fabricating equipment.

Strateg y Alliance Building 3254 Hughes, J. and J. Weiss. 2007. “Simple Rules for Making Alliances Work.” HBR 85 (November, no. 11): 122–131. [“Best Practice” Feature]—Hughes and Weiss estimate the growth in corporate alliances, to be 25 percent a year. Sixty to seventy percent of these alliances, however, ﬂounder. The authors emphasize that it is essential for corporate “parents” to nurture these alliances so that they grow and become proﬁtable.

3255 Eisenmann, T., G. Parker and M. W. van Alstyne. 2006. “Strategies for Two-Sided Markets.” HBR 84 (October, no. 10): 92–101. Blockbuster products and services often tie two distinct groups together in “two-sided” networks or “platforms.” Credit cards, for example, link consumers with merchants. These platforms provide infrastructure and rules to facilitate transactions between the two groups.

3256 Yofﬁe, D. B. and M. Kwak. 2006. “With Friends Like These.” HBR 84 (September, no. 9): 88–98. Companies like Intel and Microsoft independently provide complementary products or services to mutual customers. Yofﬁe and Kwak describe how “complemenators” increase the value of one another’s offerings even if discord seeps into the relationship.

3257 Adner, R. 2006. “Match Your Innovation Strategy to Your Innovation Ecosystems.” HBR 84 (April, no. 4): 98–107. “Innovation ecosystems” enable companies to create value through partnerships, products or services that could never have been created if done by individual ﬁrms. Adner emphasizes that the complexities and risks inherent with these partnerships must be examined before-

hand as ecosystem innovation partnerships have been an abject failure for many organizations.

3258 Ernst, D. and J. Bamford. 2005. “Your Alliances Are Too Stable.” HBR 83 ( June, no. 6): 133– 141. [“Best Practice” Feature]— Venture partnerships are often too rigid. As such, they often under-perform. Ernst and Bamford discuss why parent companies rarely work to improve such performance problems. The two provide ideas on how these alliances could become more proﬁtable.

3259 Gottfredson, M., R. Puryear and S. Phillips. 2005. “Strategic Sourcing: From Periphery to the Core.” HBR 83 (February, no. 2): 132–139. [“Best Practice” Feature]— Outsourcing has profound strategic implications. Many executives, however, are unprepared for it. Gottfredson and his coauthors offer a systematic way to identify which company functions should be “owned” and “protected” compared to those that could be better performed by another “partner.”

3260 Hagel, J. III and J. S. Brown. 2005. “Productive Friction: How Difﬁcult Business Partnerships Can Accelerate Innovation.” HBR 83 (February, no. 2): 82–91. In lieu of doing everything themselves, companies can grow and get signiﬁcantly better when working with outsiders whose capabilities complement their own. Coordination with outsiders, however, does take its toll. Many times, it produces friction which Hagel and Brown contend can be a productive force. Firms frequently become better and quicker at what they do best. This tension can also trigger innovative solutions to pressing issues.

3261 Gomes-Casseres, B. 1994. “Group Versus Group: How Alliance Networks Compete.” HBR 72 ( July-August, no. 4): 62–74.

3262–3276

Stragety

210

[“World View” Feature]— Gomes-Casseres describes how a new form of competition is spreading across global markets in which companies are linked together in larger and over-arching relationships.

3262 Ohmae, K. 1989. “The Global Logic of Strategic Alliances.” HBR 67 (March-April, no. 2): 143–154. In a world of rapid globalization, Ohmae explains how “entente” (i.e., the forging of an alliance that is devoid of ownership or control) is a critical component for serving customers.

3263 Hamel, G., Y. L. Doz and C. K. Prahalad. 1989. “Collaborate with Your Competitors-And Win.” HBR 67 ( January-February, no. 1): 133–139. A competitive collaboration between long-time competitors (e.g., General Motors and Toyota) is triggering unease about its long-term impact. In particular, alliances between Asian companies and their American rivals appear to be working against U.S. ﬁrms.

3264 West, M. W. 1959. “The Jointly-Owned Subsidiary.” HBR 37 ( July-August, no. 4): 31–34, 165–172. [“Thinking Ahead” Feature]— West describes how a broad range of companies from different industries are forming joint subsidiaries (e.g., rubber and oil producers entering the petro-chemical ﬁeld).

Analysis, Simulation Activities 3265 Urbany, J. E. and J. H. Davis. 2007. “Strategic Insight in Three Circles.” HBR 85 (November, no. 11): 28–30. [“Forethought” Feature]—To help executives, Urbany and Davis developed an analytical tool that is based on a three circle Venn diagram. The circles here represent internal and external strategy as well as one’s research.

3266 Rigby, D. and B. Bilodeau. 2007. “A Growing Focus on Preparedness.” HBR 85 ( July-August, no. 7/8): 21–22. [“Forethought” Feature]— A Bain & Company survey of corporate executives ﬁnds that September 11, 2001 is the impetus for more companies engaging in scenarioand-contingency planning activities.

3267 Cares, J. and J. Miskel. 2007. “Take Your Third Move First.” HBR 85 (March, no. 3): 20–21.

ations with greater agility and speed and that private industry should adopt these processes.

3269 Brandenburger, A. M. and B. J. Nalebuff. 1995. “The Right Game: Use Game Theory to Shape Strategy.” HBR 73 ( July-August, no. 4): 57– 73. [“Manager’s Tool Kit” Feature]— Brandenburger and Nalebuff explain how “game theory” views business as a high-stakes game in which players must perceive everything from the other player’s perspective.

3270 De Geus, A. P. 1988. “Planning as Learning.” HBR 66 (March-April, no. 2): 70–74. The challenge facing many companies is speeding up the learning process among senior executives who have the power to act. De Geus describes what Shell Oil does using “what-if ” scenarios, computer modeling and interactions with consultants to challenge top management’s way at looking at markets, competitors, and operations.

3271 Whitney, J. O. 1987. “Turnaround Management Every Day.” HBR 65 (September-October, no. 5): 49–55. The basics that help companies compete in today’s world are the same ones used by turnaround managers to bring failing ﬁrms back to life. Management needs to know how cash is perishable and that each line item in a cash projection can be scrutinized with a spreadsheet program showing a number of possible scenarios.

3272 Thompson, A. A., Jr. 1984. “Strategies for Staying Competitive.” HBR 62 ( January-February, no. 1): 110–117. Thompson describes how “value chain modeling” is valuable to corporate marketing executives and strategic planners.

3273 Jones, C. 1976. “Let There Be Light (Without Sound Analysis).” HBR 54 (May-June, no. 3): 6–7. [“Ideas for Action” Feature]—Jones demonstrates how the Old Testament lesson of Joseph and the Pharaoh constitutes effective analysis.

3274 Hayes, R. H. and R. L. Nolan. 1974. “What Kind of Corporate Modeling Works Best?” HBR 52 (May-June, no. 3): 102–112. Hayes and Nolan describe the ambiguity, even skepticism, corporate executives have for “corporate modeling efforts.” To be successful, these efforts must be tightly focused on speciﬁc functions within an organization.

[“Forethought” Feature]— Traditional approaches to strategic planning work ﬁne if decisions can be made in which there are few outcomes. Cares and Miskel describe their “co-evolutionary war game” which is designed to help organizations navigate through complex scenarios and outcomes.

3275 Wells, W. D. 1963. “Computer Simulation of Consumer Behavior.” HBR 41 (May-June, no. 3): 93–98.

3268 Darling, M., C. Parry and J. Moore. 2005.

Wells describes what computer simulation amounts to and how it can help managerial decision-making.

“Learning in the Thick of It.” HBR 83 ( July-August, no. 7): 84–92. Darling and her coauthors describe how “after-action reviews” are a “living, pervasive process” that the United States Army created for adapting to unpredictable situ-

3276 Geisler, M. A. and W. A. Steger. 1962. “How to Plan for Management in New Systems.” HBR 40 (September-October, no. 5): 103–110. Geisler and Steger describe a new approach for simu-

211 lating managerial performance, test different projects and predict the impact that efﬁciency efforts have on people.

3277 Shycon, H. N. and R. B. Maffei. 1960. “Simulation: Tool for Better Distribution.” HBR 38 (November-December, no. 6): 65–75. Shycon and Maffei offer a practical, step-by-step description on how a simulated distribution system can help solve an array of warehousing and marketing problems .

3278 Platt, W. J. and N. R. Maines. 1959. “Pretest Your Long-Range Plans.” HBR 37 ( January-February, no. 1): 119–127. Platt and Maines explain how management can test its long-term strategic plans through the use of a “decision laboratory.”

3279 Andlinger, G. R. 1958. “What Can Business Games Do?” HBR 36 ( July-August, no. 4): 115–125. [“Looking Ahead” Feature]— Andlinger explores the notion of business-oriented gaming which simulates one’s business and competitive pressures.

3280 _____. 1958. “Business Games: Play One!” HBR 36 (March-April, no. 2): 115–126. Business gaming activities force participants to cope with the real-life pressures facing any business. Operational gaming differs from business gaming in how it provides a framework for trial and error decisions.

Competitive or Strategic Advantages 3281 D’Aveni, R. A. 2007. “Mapping Your Competitive Position.” HBR 85 (November, no. 11): 110– 120.

Stragety

3277–3291

ing within their industry sector. Doing this can also help nurture one’s innovative “prowess” and do much to keep the competition off balance.

3285 Sull, D. N. 2005. “Strategy as Active Waiting.” HBR 83 (September, no. 9): 120–129. Golden business opportunities are rare. Management can do much to make sure its ready for these moments. A more conscientious effort is necessary to examine one’s future while being alert to the anomalies that signal potential threats or opportunities. One’s workforces must also be “battle ready.”

3286 Greenwald, B. and J. Kahn. 2005. “All Strategy Is Local.” HBR 83 (September, no. 9): 94–104. True competitive advantages are harder to ﬁnd and maintain than most people realize. For a company to grow and remain proﬁtable, Greenwald and Kahn recommend the following: (i) dominating a series of local markets which are adjacent to one another; (ii) blocking the entry of rivals; and (iii) expanding only at the edges of those local markets. Wal-Mart did the opposite which is a signiﬁcant reason for the decline of their proﬁt margins over the last 15 years.

3287 Coutu, D. L. 2005. “Strategic Intensity.” HBR 83 (April, no. 4): 49–53. [A Conversation with World Chess Champion Garry Kasparov]— Garry Kasparov discusses how chess is analogous to one’s business competition. One has to place themselves in their competitor’s mind and be able to throw that competitor off balance. Kasparov also emphasizes the importance of preventing highly successful people from losing their passion, ingenuity and drive.

3288 Ticoll, D. 2004. “Get Self-Organized.” HBR 82 (September, no. 9): 18–19.

D’Aveni developed a “price-beneﬁt positioning map” to illustrate how customers perceive a product in conjunction to its competition.

[“Forethought” Feature]— Conventionally hierarchical businesses can gain a competitive advantage by mimicking the “self-organizing” structures utilized by entities such as Linux.

3282 Zook, C. 2007. “Finding Your Next Core

3289 Farrell, D. 2003. “The Real New Economy.”

Business.” HBR 85 (April, no. 4): 66–75.

HBR 81 (October, no. 10): 105–112.

By studying 25 companies, Zook found that anytime a business seeks to reinvent itself, “mining” one’s hidden assets (e.g., business platforms that are undervalued, untapped insights on one’s clientele or other underexploited capabilities) is often the most efﬁcient way for a ﬁrm to reinvent oneself.

During the “soar-and-swoon” days of the late 1990s, many believed that information technology — and, in particular, the Internet — would change everything in business. What transpired is that a ﬁrm’s competitive capabilities are far more important than their technological capabilities.

3283 Stalk, G., Jr. 2006. “Curveball Strategies to Fool the Competition.” HBR 84 (September, no. 9): 114–122.

3290 D’Aveni, R. 2002. “The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders.” HBR 80 (November, no. 11): 66–74.

Stalk’s “curveball strategy” for gaining a competitive advantage is designed to mask successful execution by keeping one’s competitors from not seeing one’s success until it is too late.

D’Aveni offers ﬁrms ﬁve ways to offset some revolutionary business models or disruptive technologies that are rampant in today’s business world.

2006. “Mapping Your Innovation Strategy.” HBR 84 (May, no. 5): 104–113.

3291 Clemons, E. K. and J. A. Santamaria. 2002. “Manuever Warfare: Can Modern Military Strategy Lead You to Victory?” HBR 80 (April, no. 4): 56– 65.

By developing playbooks similar to those used by professional football teams and customized checklists, companies can better analyze the major innovations transpir-

“Maneuver warfare” recognizes how impossible it is to control disorder and uncertainty. Clemons and Santamaria see “maneuver warfare” relevant to modern busi-

3284 Anthony, S. D., M. Eyring and L. Gibson.

3292–3307

Strategy

212

ness strategy since it addresses conditions that top management faces.

3292 Champion, D. 2001. “Mastering the Value Chain.” HBR 79 ( June, no. 6): 108–115. [An Interview with Mark Levin of Millennium Pharmaceuticals]— As founder and CEO of Millennium Pharmaceuticals, Levin discusses the impact that the genetics revolution will have on the pharmaceutical industry.

3293 Rigby, D. 2001. “Moving Upward in a Downturn.” HBR 79 ( June, no. 6): 98–105. As a Bain & Company consultant, Rigby describes how ﬁrms can exploit industry downturns to generate unique opportunities.

3294 Meyer, C. 2001. “The Second Generation of Speed.” HBR 79 (April, no. 4): 24–25. [“Forethought” Feature]—Speed is important to business. It’s focus, however, must be based on strategy as opposed to operations. Companies who can make decisions fast, change directions nimbly, and ﬁgure out when to enter and exit markets will enjoy a competitive edge.

[“HBR Case Study” Feature]— McCann’s case study focuses on the compensation package being offered to keep a highly regarded marketing executive.

3300 Hayes, R. H. and G. P. Pisano. 1994. “Beyond World-Class: The New Manufacturing Strategy.” HBR 72 ( January-February, no. 1): 77–87. In the hypercompetitive manufacturing environment of the 1990s, manufacturers must strive for “strategic ﬂexibility” by switching strategic approaches while using the fewest resources possible.

3301 Stalk, G. Jr. and A. M. Webber. 1993. “Japan’s Dark Side of Time.” HBR 71 ( July-August, no. 4): 93–103. The Japanese embraced “time-based competition” during the 1980s. By the early 1990s, time-based competition was linked to running on a treadmill. Stalk and Webber contend that Japanese companies became stagnant from their obession with time-based competition.

3302 Hamel, G. and C. K. Prahalad. 1993. “Strategy as Stretch and Leverage.” HBR 71 (March-April, no. 2): 75–85.

3295 Dawar, N. and T. Frost. 1999. “Competing with Giants: Survival Strategies for Local Companies in Emerging Markets.” HBR 77 (March-April, no. 2): 119–132.

Hamel and Prahalad ﬁnd that companies who have fewer resources than their competitors can still outperform their competition. They must be adept at understanding their industry’s structure.

Local companies have options available to them in the emerging markets of Asia and South America despite facing strong competition from multinational ﬁrms.

3303 Stalk, G. Jr., P. Evans and L. E. Shulman. 1992. “Competing on Capabilities: The New Rules of Corporate Strategy.” HBR 70 (March-April, no. 2): 57–69.

3296 Collis, D. J. and C. A. Montgomery. 1998. “Creating Corporate Advantage.” HBR 76 (MayJune, no. 3): 70–83. Collis and Montgomery deﬁne “corporate advantage” as the ability to integrate the individual elements of corporate strategy into a cohesive operation (e.g., what businesses should a company be in, how should their activities be coordinated, what role should a home ofﬁce play, and how should the corporation measure and control its performance).

3297 Porter, M. E. 1996. “What Is Strategy?” HBR 74 (November-December, no. 6): 61–80. Porter worries that management tools like total quality management and change management are taking the place of management strategy. Operational effectiveness involves performing similar activities better than one’s rivals. Strategic positioning, in turn, means engaging in different activities than one’s competitors or doing similar activities in different ways.

3298 Stalk, G. Jr., D. K. Pecault and B. Brunett. 1996. “Breaking Compromises, Breakaway Growth.” HBR 74 (September-October, no. 5): 131–139. Companies are constantly searching for ways to grow. Breaking compromises is a powerful organizing principle. Stalk and his coauthors describe how “compromise breaking ﬁrms” have the wherewithal to emerge from the pack to outpace the rest of their industry.

3299 Nicoson, R. D. 1996. “Growing Pains.” HBR 74 ( July-August, no. 4): 20–36.

Companies must weave their key business processes into hard-to-imitate strategic capabilities to succeed in the 1990s. Wal-Mart, in particular, became a formidable competitor with this strategy.

3304 Ohmae, K. 1988. “Getting Back to Strategy.” HBR 66 (November-December, no. 6): 142–148. Strategy should never be about doing whatever it takes to beat one’s competition. Ohmae ﬁnds that strategy must be about paying attention to the needs of one’s customers. In addition, a constant rethinking needs to be done on what one’s products and services are all about.

3305 Porter, M. E. 1987. “From Competitive Advantage to Corporate Strategy.” HBR 65 (May-June, no. 3): 43–59. Porter contends that companies must move away from portfolio management to a more hands-on and collaborative effort that is built on the interlocking strengths of the diverse units within the organization.

3306 Ghemawat, P. 1985. “Building Strategy on the Experience Curve.” HBR 63 (March-April, no. 2): 143–149. Ghemawat describes the notion of the “experience curve” for purposes of competitive strategy which also has relevance for strategic planning if it is utilized properly.

3307 Gluck, F. W., S. P. Kaufman and A. S. Walleck. 1980. “Strategic Management for Competitive

213 Management.” HBR 58 ( July-August, no. 4): 154– 161. Gluck and his coauthors describe how formal planning efforts and strategic performance are related.

3308 Roberts, E. B. 1980. “New Ventures for Corporate Growth.” HBR 58 ( July-August, no. 4): 134– 143. Venturing strategies can facilitate one’s entry into new business areas with innovative products and entrepreneurial energy.

3309 Porter, M. E. 1979. “How Competitive Forces Shape Strategy.” HBR 57 (March-April, no. 2): 137–145. Porter diagrams ﬁve basic forces (i.e., the threat of new entrants, the bargaining power of customers, the bargaining power of suppliers, the threat of substitute products and the jockeying that exists among current contestants) that inﬂuence an industry’s competitiveness level.

3310 Henderson, B. D. 1967. “Brinkmanship in Business.” HBR 45 (March-April, no. 2): 49–55.

Strategy

3308–3321

the September 11th terrorist attacks. In ﬁve years as CEO, Immelt established performance metrics, invested in new marketing capabilities, R&D resources and mechanisms to ﬂag promising ideas. General Electric is now growing around 8 percent annually; a phenomenal level a $150 billion dollar a year “behemoth.”

3315 MacMillan, I. C., A. B. van Putten and R. G. McGrath. 2003. “Global Gamesmanship.” HBR 81 (May, no. 5): 62–71. The moves an organization makes in one market are often designed to achieve goals in ways that are often not apparent to one’s rivals. McMillan and his coauthors offer a process to map one’s competitive landscape and anticipate another company’s moves.

3316 Magretta, J. 2002. “Why Business Models Matter.” HBR 80 (May, no. 5): 86–92. Business models are “stories that explain how an enterprise works.” Robust business models provide delineated characters, plausible motives as well as a plot. They answer questions on who a customer is, how the ﬁrm will make money as well as the economic logic behind how the ﬁrm will deliver value to the customer.

Henderson offers ﬁve principles to guide companies strategically in terms of sales volume, costs, and proﬁt margins relative to their competition.

3317 Ghosn, C. 2002. “Saving the Business Without Losing the Company.” HBR 80 ( January, no. 1): 37–45.

Corporate Objectives or Performance

[“First Person” Feature]— Ghosn describes how Nissan Motor Company was transformed from a company facing serious ﬁnancial and organizational difﬁculties to becoming a proﬁtable and growing business.

3311 Stewart, T. A. and A. P. Raman. 2007. “Lessons from Toyota’s Long Drive.” HBR 85 ( JulyAugust, no. 7/8): 74–83. [“The HBR Interview” with Katsuaki Watanabe]— As Toyota’s CEO, Watanane discusses whether Toyota’s rapid growth and globalization is straining the company and what Toyota can do to combine radical change with continuous improvement.

3312 Ruimin, Z. 2007. “Raising Haier.” HBR 85 (February, no. 2): 141–146. [“First Person” Feature]— As the CEO of Haier, a Chinese manufacturer of refrigerators, Ruimin describes how he transformed a company teetering on bankruptcy. His focus has evolved into giving Haier’s employees the latitude they need to make their own professional decisions.

3313 Dodd, D. and K. Favaro. 2006. “Managing the Right Tension.” HBR 84 (December, no. 12): 62–74. Dodd and Favaro discuss three strategic tensions inherent in organizations: (i) proﬁtability as opposed to growth; (ii) a short-term focus compared to a long-term one; and (iii) the entire organization versus one of its individual units. In any company, one tension supersedes the other tensions making it crucial for ﬁrms to focus on just one tension.

3314 Stewart, T. A. 2006. “Growth as a Process.” HBR 84 ( June, no. 6): 60–70. [An HBR Interview with Jeffrey R. Immelt]— Jeffrey Immelt became General Electric’s CEO a week before

3318 Kirby, J. 2001. “Reinvention with Respect.” HBR 79 (November, no. 10): 116–123. [An Interview with Jim Kelly of UPS]— Jim Kelly, the CEO for United Parcel Services, discusses the challenges of growing a mature business as well as UPS’s recent focus on international expansion.

3319 Brown, R. 2001. “How We Built a Strong Company in a Weak Industry.” HBR 79 (February, no. 2): 51–58. [“First Person” Feature]— Brown and Linda Mason built Bright Horizons Family Solutions into 340 high quality child care centers that serve 40,000 children. Brown describes the difﬁculties the couple and their company endured and how their board of directors questioned their business model and basic philosophy for good child care.

3320 Teerlink, R. 2000. “Harley’s Leadership UTurn.” HBR 78 ( July-August, no. 4): 43–48. [“First Person” Feature]— During his tenure as CEO of Harley Davidson, Teerlink devised several programs aimed at eliciting ideas, enthusiasm and vision from his employees. These efforts transformed Harley’s culture and created an American success story.

3321 Eisenhardt, K. M. and S. L. Brown. 1999. “Patching: Restitching Business Portfolios in Dynamic Markets.” HBR 77 (May-June, no. 3): 72–84. “Patching” is the strategic process for “remapping” a business to accommodate its changing markets by adding, dividing, transferring, exiting or combing parts

3322–3336

Strategy

214

of any business. Through patching, top management can concentrate on high potential businesses while assessing one’s proﬁtability in a manner which is both effective and responsible.

3329 Tilles, S. 1963. “How to Evaluate Corporate Strategy.” HBR 41 ( July-August, no. 4): 111–121.

3322 Case, J. 1997. “Opening the Books.” HBR

3330 Drucker, P. F. 1955. “Integration of People and Planning.” HBR 33 (November-December, no. 6): 35–40.

75 (March-April, no. 2): 118–127. Implementing “open-book management” is an effective tool for companies to set and achieve their performance goals. Employees in this context begin to think like managers in terms of the achieving the performance aspects of a company’s business objectives.

3323 Collins, J. C. and J. I. Poras. 1996. “Building Your Company’s Vision.” HBR 74 (September-October, no. 4): 65–77. One’s corporate vision provides guidance on what to preserve and change. A company’s “core values” constitutes its basic beliefs. The “core purpose” statement articulates why the organization exists. Companies who enjoy enduring success possess a core purpose and core values that remain ﬁxed while their strategies and practices adapt to a changing world.

3324 Avishai, B. 1991. “A European Platform for Global Competition.” HBR 69 ( July-August, no. 4): 102–115. [An Interview with VW’s Carl Hahn]— Hahn describes Volkswagen’s strategy of scaling back and concentrating on the European market.

3325 Eccles, R. G. 1991. “The Performance Measurement Manifesto.” HBR 69 ( January-February, no. 1): 131–139. Eccles explains why ﬁnancial data is not the only indicator of business performance. More executives are changing their company’s metrics to track non-ﬁnancial measurements and reinforce competitive strategies such as quality, customer satisfaction, innovation, and market share.

3326 Goold, M. and A. Campbell. 1987. “Many Best Ways to Make Strategy.” HBR 65 (NovemberDecember, no. 6): 70–76. Senior management needs to decide which of their goals are most important and then develop a management style that achieves them. Success depends on knowing your strengths and goals and then choosing the approach that best maximizes them.

3327 Clifford, D. K., Jr. 1973. “Growth Pains of the Threshold Company.” HBR 51 (September-October, no. 5): 143–155. “Threshold” companies (i.e., ﬁrms who generate between $20 and $200 million dollars in sales) need to grow from one-product operations into more complex operations who can compete with their industry’s giants.

3328 Granger, C. H. 1964. “The Hierarchy of Objectives.” HBR 42 (May-June, no. 3): 63–74. Granger discusses what constitutes “good corporate objectives” and how management can proﬁtably utilize them.

Tilles maintains that many business failures result from poor strategy or, worse, no strategy at all.

Management’s objectives are untenable unless its longrange planning encompasses how to manage its workforce and the realization that these two groups might possess different ethical and spiritual values.

3331 Sheldon, O. 1925. “Policy and Policy Making.” HBR 4 (October, no. 1): 1–6. One’s organizational strategy might be sound but still ineffective from failing to deﬁne what is necessary for their mission.

3332 McGahan, A. M. 2004. “How Industries Change.” HBR 82 (October, no. 10): 86–94. Understanding the changes that an industry experiences is difﬁcult. Clues are missed and false conclusions often occur. To understand where an industry is headed, a long-term, high-level look at the context in which business is executed is necessary.

3333 Augustine, N. R. 1997. “Reshaping an Industry: Lockheed Martin’s Survival Story.” HBR 75 (May-June, no. 3): 83–96. Augustine, as CEO of Lockheed Martin, ﬁnds that upheaval provides tremendous potential for change. Firms need to seize on these while not allowing upheaval to distract their managers from servicing their business, customers, and employees.

3334 McGahan, A. M. 1994. “Industry Struggle and Competitive Advantage.” HBR 72 (NovemberDecember, no. 6): 115–127. Merck’s controversial 1993 acquisition of Medco Containment set off a wave of mergers between pharmaceutical companies and prescription-beneﬁts-management (PBM) companies. McGahan reviews the historical structure of the prescription-pharmaceutical industry and why the industry opted to purse these PBM acquisitions.

3335 Ferguson, C. H. 1990. “Computers and the Coming of the U.S. Keiretsu.” HBR 68 ( July-August, no. 4): 55–70. Ferguson argues that American high technology-oriented companies need to emulate the Japanese “keiretsus” or team up with European companies to form a EuroAmerican version of a keiretsus. Should they neglect doing this, they will become insolvent or a subsidiary of a Japanese company.

3336 _____. 1988. “From the People Who Brought You Voodoo Economics.” HBR 66 (May-June, no. 3): 55–62. America’s semiconductor industry’s share of the world market has declined from 60 percent to 40 percent since 1980. In contrast, Japan’s share has almost doubled to nearly 50 percent. Ferguson describes how Japan’s semi-

215 conductor industry is a stable, government-protected and vertically integrated oligopoly whose success hinges on imported American technology and high-quality mass production.

3337 Harrigan, K. R. and M. E. Porter. 1983. “End-Game Strategies for Declining Industries.” HBR 61 ( July-August, no. 4): 111–120. For products or industries facing technological obsolence and declining demand, Harrington and Porter describe how an end-game strategy operates from the standpoint of whether a company should continue to remain in operation or get out.

3338 Abernathy, W. J., K. B. Clark and A. M. Kantrow. 1981. “The New Industrial Competition.” HBR 59 (September-October, no. 5): 68–81. Strategic policymakers in both business and government now understand how difﬁcult it is to manage industrial change and grasp so many competitive realities.

3339 Hall, W. K. 1980. “Survival Tactics in a Hostile Environment.” HBR 58 (September-October, no. 5): 75–85. The industry structure and competitive behavior of many large manufacturing companies is undergoing radical changes.

Strategy

3337–3353

ricated Houses.” HBR 26 (November, no. 6): 693– 712. Wittausch describes the lackluster performance of the pre-fabricated housing industry which was touted as an outstanding investment in post-war America.

3346 Knorr, K. E. 1946. “World Rubber Problems.” HBR 24 (Spring, no. 3): 394–404. With the advent of synthetic rubber, America’s capacity to produce rubber far exceeds its ability to consume the material. This produces some difﬁcult geopolitical and international economic problems.

3347 Jacobson, D. J. 1946. “What’s Ahead for the Hotel Industry?” HBR 24 (Spring, no. 3): 339–355. Despite the hotel industry being proﬁtable for the ﬁrst time since the 1920s, Jacobson describes some economic challenges facing this industry in post-war America.

3348 Davis, H. T. 1939. “Business Mortality: The Shoe Manufacturing Industry.” HBR 17 (Spring, no. 3): 331–338. From 1926 through 1935, one shoe manufacturer out of six went out of business each year. More than half of shoe manufacturers who started business during this time span never survived longer than three years.

“How to Compete in Stagnant Industries.” HBR 57 (September-October, no. 5): 161–168.

3349 Compton, W. 1932. “Lumber: An Old Industry and the New Competition.” HBR 10 ( January, no. 2): 161–169.

More industries will experience a decline in the demand for their products. This produces a tremendous need for managers capable of leading businesses through stagnant times.

Compton’s article assesses the opportunities and threats facing the lumber industry which employs the second largest number of employees throughout the United States.

3341 Daniells, L. M. 1979. “Sources of Industry Statistics.” HBR 57 ( January-February, no. 1): 54– 62.

3350 Berglund, A. 1931. “Organization in the Steel Industry and Price Policy.” HBR 9 (April, no. 3): 277–288.

[“For the Manager’s Bookshelf ” Feature]— Daniells provides a list of trade journals and other sources that carry industry-wide statistics.

Iron and steel production typically exhibits wide ﬂuctuations which has led to large consolidation efforts throughout the industry.

3342 Clifford, D. K., Jr. 1977. “Thriving in a Recession.” HBR 55 ( July-August, no. 4): 57–65.

3351 Wisselink, J. 1930. “The Lancshire Cotton Corporation and Its Effect on World Competition.” HBR 8 (April, no. 3): 274–288.

3340 Hamermesh, R. G. and S. B. Silk. 1979.

The conventional wisdom that giant companies can always outperform their smaller rivals in any economic condition is challeged by a new breed of companies that Clifford labels, “threshold companies.”

3343 Newman, L. E. 1961. “Diseases That Make Whole Industries Sick.” HBR 39 (March-April, no. 2): 87–92. Newman describes three maladies that adversely affect industry-wide proﬁtability even when there is plenty of business for all.

3344 Cottle, S. and T. Whitman. 1958. “Twenty Years of Corporate Earnings.” HBR 36 (May-June, no. 3): 100–114. Despite unusual national prosperity, Cottle and Whitman examine how several major industries are experiencing a decline in earnings.

3345 Wittausch, W. K. 1948. “Marketing Pre–Fab-

Wisselink maintains that Great Britain’s fabrics are of better quality than those produced by the Japanese, India or American cotton industries.

3352 _____. 1930. “Present Condition of the English Cotton Industry.” HBR 8 ( January, no. 2): 152–169. Wisselink describes how Great Britain’s cotton industry is three times larger than the next three nations combined.

3353 Loudon, D. S. and M. Collins , Jr. 1929. “The Aluminum Industry.” HBR 8 (October, no. 1): 69–77. [“Student Section” Feature]— Little has been published on the aluminum industry which is controlled by two large groups: The American Company of America and the International Aluminum Cartel.

3354–3368

Strategy

216

3354 Stevens, W. H. S. 1927. “Marketing Biscuits and Crackers.” HBR 6 (October, no. 1): 20–31. Some 200 American companies are engaged in manufacturing biscuits and crackers. The National Biscuit Company has approximately 30 percent of market share. Another company has an additional 20 percent of market share.

3355 Alexander, R. S. 1927. “Commercial Fairs and Expositions.” HBR 5 ( July, no. 4): 433–447. Alexander describes how an industry’s annual exposition is an effective way to understand that industry’s dynamics.

3356 Vanderblue, H. B. 1926. “Changes in the Localization of the Pit-Iron Inudstry.” HBR 4 ( July, no. 4): 417–424. Vanderblue describes the changes that have transpired in the pig iron industry since 1900.

Opportunities or Threats

changes that spring out of nowhere. These signals are often difﬁcult to see or interpret. They are, however, vital to one’s success and survival. Day and Schoemaker developed a question-based framework to help ﬁrms effectively scan their periphery.

3362 Slywotsky, A. J. and J. Drzik. 2005. “Countering the Biggest Risk of All.” HBR 83 (April, no. 4): 78–88. “Strategic risks” are the events or trends that could decimate a ﬁrm’s growth and market value. To persevere, one must know how to assess and respond to these threats. Slywotzky and Drzik’s notion of strategic risk management forces management to think more systematically about identifying future growth opportunities.

3363 Kim, W. C. and R. Mauborgne. 2004. “Blue Ocean Strategy.” HBR 82 (October, no. 10): 76–84. High performance is virtually impossible when one competes in overcrowded industries. Kim and Mauborgne maintain that the key to real opportunity is by creating “blue oceans of uncontested market space.” Demand here is created instead of fought over. As such, ample opportunity for growth exists that is both rapid and proﬁtable.

3357 Day, G. S. 2007. “Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio.” HBR 85 (December, no. 12): 110–120.

3364 Treacy, M. 2004. “Innovation as a Last Resort.” HBR 82 ( July-August, no. 7–8): 27–28.

[“Tool Kit” Feature]— Cautious companies often strangle themselves by avoiding risky projects. Day offers a “risk matrix graph” and a “R-W-W screen tool” to help companies review their innovation portfolios as well as the potential of individual projects.

[“Forethought” Feature]—Business model innovations do not have to be dramatic to generate revenue gains. In particular, “breakthrough innovations” (i. e. labeled by Treacy as “swinging for the fences”) should be a growth strategy of the last resort.

3358 Gulati, K. 2007. “Silo Busting: How to Execute on the Promise of Customer Focus.” HBR 85 (May, no. 5): 98–108.

3365 McGee, K. 2004. “Give Me That Real-Time

The shift from selling products to selling solutions must be a top priority for top management. Gulati ﬁnds that organizational knowledge often resides in “silos” which makes this shift difﬁcult to execute for most organizations.

3359 Kumar, N. 2006. “Strategies to Fight LowCost Rivals.” HBR 84 (December, no. 12): 104–112. Companies take a variety of approaches to competing against cut-price competitors. Some differentiate their products. Others launch low-cost businesses of their own or become engaged in a price war. Kumar emphasizes that ignoring low-cost competitors is a catastrophic mistake and that “traditional ﬁrms” must know how to choose an appropriate pricing and competitive strategy.

3360 Roberto, M. A., R. M. J. Bohmer and A. C. Edmondson. 2006. “Facing Ambiguous Threats.” HBR 84 (November, no. 11): 106–113. Organizations who develop and practice a rigorous set of detection and response capabilities can avoid having to improvise when a disaster occurs.

3361 Day, G. S. and P. J. H. Schoemaker. 2005. “Scanning the Periphery.” HBR 83 (November, no. 11): 135–148. [“Tool Kit” Feature]— Companies often face demographic shifts, new rivals and other environmental

Information.” HBR 82 (April, no. 4): 26–26. [“Forethought” Feature]— Few executives capitalize on real-time information about items such as network outages, product development, and customer satisfaction because they never ask the right questions.

3366 Raﬁi, F. and P. J. Kampas. 2002. “How to Identify Your Enemies Before They Destroy You.” HBR 80 (November, no. 11): 115–123. [“Tool Kit” Feature]— Many market share leaders ignore disruptive innovations (i.e., processes that offer the same service or product at a much lower cost) to their detriment. Raﬁi and Kampas developed a tool that enables corporate management to detect potential disruptive innovations.

3367 Meyer, C. and R. Ruggles. 2002. “Search Parties.” HBR 80 (August, no. 8): 14–15. [“Forethought” Feature]— Some companies are adept at pursuing new market opportunities. Companies lacking the time or talent to do this can outsource it to “reconnaissance experts.”

3368 Reisner, R. A. F. 2002. “When a Turnaround Stalls.” HBR 80 (February, no. 2): 45–52. [“First Person” Feature]— As vice president for strategic planning for the United States Postal Service, Reisner describes how 9/11 blindsided the Postal Service at a time when everything looked so promising (i.e., four years of surpluses totaling some $5 billion dollars).

217

Strategy

3369–3385

3369 Kuemmerle, W. 2001. “Be Global-or-Not.” HBR 79 ( June, no. 6): 37–49.

nies adopted a risk analysis framework which is a difﬁcult, time-consuming, and expensive process.

[“HBR Case Study”]— Kuemmerie’s case study focuses on a company wondering if it should focus on its strong domestic market or expand overseas to head off a nascent international threat.

3378 Ammer, D. S. 1967. “Entering the New Economy.” HBR 45 (September-October, no. 5): 2–12, 171–176.

3370 Greiner, L. E. 1998. “Evolution and Revolution as Organizations Grow.” HBR 76 (May-June, no. 3): 55–68. [Reprint of a 1972 HBR article]— The inﬂuence of history on an organization is a powerful but often overlooked force. Managers, in their haste to build companies, usually fail to ask such critical developmental questions such as: (i) where has our organization been; (ii) where is it now; and (iii) what do the answers to these questions mean for where we are going?

3371 Day, G. S. 1997. “Strategies for Surviving a Shakeout.” HBR 75 (March-April, no. 2): 92–104. “Shakeouts” are a fact of life in almost every industry. By knowing the predictable pattern that goes on with shakeout syndromes (e.g., the occurrence of disappointing growth or resource shortages in a “boom-and-bust syndrome”), a manager can develop ways to be more resilient.

3372 Clark, K. B. 1989. “What Strategy Can Do for Technology.” HBR 67 (November-December, no. 6): 94–98. Clark makes it clear that gaining a competitive advantage through technology alone is close to impossible.

3373 Tichy, N. and R. Charan. 1989. “Speed, Simplicity, Self-Conﬁdence: An Interview with Jack Welch.” HBR 67 (September-October, no. 5): 112– 121. Tichy and Charan interview with Jack Welch, CEO of General Electric, discusses how GE is being revitalized to be more ﬂexible and agile.

3374 Johnson, P. T. 1988. “Why I Race Against Phantom Competitors.” HBR 66 (September-October, no. 5): 106–112. Complacency in any organization is always a problem. Johnson describes how complacency is more problematic when no identiﬁable competition exists. As such, a “phantom competitor” needs to be created.

3375 Dissmeyer, V. M. 1983. “Are You Ready to

[“Thinking Ahead” Feature]— In the years ahead, executives will make ﬁnancial, marketing, human resources decisions that are driven by new paradigms. As such, this new economic landscape will provide new opportunities as well as new problems.

3379 Forrester, J. W. 1958. “Industrial Dynamics: A Major Breakthrough for Decision Makers.” HBR 36 ( July-August, no. 4): 37–66. Management appears to be on the cusp of grasping that corporate success is predicated on knowing that information, materials, capital, labor, and capital equipment all interact with one another.

3380 Olson, J. C. 1947. “Is Your Company Prepared for Rough Weather?” HBR 25 (Autumn, no. 4a): 595–608. Olson ﬁnds it important for companies to be prepared for economic downturns by frequently assessing their competitive position.

3381 “Harlow Shoe Company.” 1927. HBR 6 (October, no. 1): 105–110. [“HBR Case Study” Feature]— This case study examines the competitive and operational difﬁculties that the Harlow Shoe Company, a small manufacturer, has experienced in the aftermath of World War I.

3382 Orten, M. D. 1927. “Factors Affecting the Marketing of Tri-State Zinc Concentrates.” HBR 6 (October, no. 1): 57–65. Orten describes the Tri-State Mining District in Southwest Missouri that extends into Oklahoma and Kansas and produces over a million dollars of lead and zinc each week.

3383 “The Proctor Piano Company.” 1922. HBR 1 (October, no. 1): 116–119. [“HBR Case Study” Feature]— This case study explores whether the Proctor Piano Company should expand into manufacturing electrical driven player pianos at the expense of compromising their stellar reputation from manufacturing upright pianos.

Meet a Disaster?” HBR 61 (May-June, no. 3): 6–12. [“Ideas for Action” Feature]— Dissmeyer discusses the contingency plans a Minneapolis bank developed to cope with disasters of any kind.

3376 Yip, G. S. 1982. “Gateways to Entry.” HBR 60 (September-October, no. 5): 85–92. Yip describes the barriers facing new competitors in existing markets. He also provides a framework to identify and evaluate these barriers.

3377 Carter, E. E. 1971. “What Are the Risks in Risk Analysis?” HBR 50 ( July-August, no. 4): 72– 82. Carter describes what happened when four oil compa-

Proﬁtability or Corporate Growth 3384 Cvar, M. and J. A. Quelch. 2007. “Which Levers Boost ROI?” HBR 85 ( June, no. 6): 21–22. [“Forethought” Feature]— By analyzing companies in similar industries, Cvar and Quelch explain how ﬁrms can enhance their return on investment (ROI) measure.

3385 Laurie, D. L., Y. L. Doz and C. P. Sheer. 2006. “Creating New Growth Platforms.” HBR 84 (May, no. 5): 80–90. Most corporations reach the point where their growth falls short of what is demanded by their board and share-

3386–3399

Strategy

218

holders. Laurie and his coauthors interviewed top management at 24 companies who achieved signiﬁcant “organic growth” over a period of years. A common denominator emerged in how these businesses created “new growth platforms” (NGPs) to spawn new products and services. These ﬁrms can then move into a multitude of new domains.

3386 Charan, R. 2006. “Home Depot’s Blueprint for Culture Change.” HBR 84 (April, no. 4): 60–70. Home Depot was on shaky ﬁnancial footing when Robert Nardelli became CEO in late 2000. Rapid expansion had stretched its cash ﬂow, proﬁt margins and managerial ranks. Charan believes that companies must undergo a cultural change which Home Depot did by sacriﬁcing their entrepreneurial zeal and operating more like an established retail power.

3387 Gottfredson, M. and K. Aspinall. 2005. “Innovation Versus Complexity: What Is Too Much of a Good Thing?” HBR 83 (November, no. 11): 62–71. Adding products and line extensions to boost revenue is a natural desire. Doing this, however, adds complexity and cost to one’s operations. To maximize one’s proﬁt potential, a ﬁrm must identify its “innovation fulcrum.” This is the point in which an additional offering destroys more value than it creates. This innovation fulcrum framework forces management to ﬁnd a balance between innovation and simplicity.

3388 Hemp, P. 2004. “A Time for Growth.” HBR 82 ( July-August, no. 7–8): 67–74. [An Interview with Amgen CEO, Kevin Sharer]— Sharer discusses the special challenges leaders face when companies are on a “fast growth” roll.

3389 Campbell, A. and R. Park. 2004. “Stop Kissing Frogs.” HBR 82 ( July-August, no. 7–8): 27–28. [“Forethought” Feature]— Campbell and Park maintain that growth opportunities are rare for mature companies. Success then stems from careful selection and a willingness to reject all prospects until a good one emerges.

3390 Day, G. S. 2004. “Which Way Should You Grow?” HBR 82 ( July-August, no. 7–8): 24–26. [“Forethought” Feature]— One must ﬁrmly know their company’s framework — including its capabilities, assets, and cultural DNA — when crafting a winning growth strategy. Few companies know themselves well enough to do this.

3391 Hemp, P. 2002. “Growing for Broke.” HBR 80 (September, no. 9): 27–37. [“HBR Case Study” Feature]— Hemp’s case study focuses on whether a company should sacriﬁce short-term proﬁts for the sake of generating long-term proﬁts.

3392 Slywotzky, A. J. and R. Wise. 2002. “The Growth Crisis: And How to Escape It.” HBR 80 ( July, no. 7): 72–83. Slywotzky and Wise ﬁnd that companies can achieve sustained growth if they leverage their underutilized intangible capabilities such as customer relationships, strategic real estate, networks and information.

3393 Christensen, C. M., M. E. Raynor and M. Verlinden. 2001. “Skate to Where the Money Will Be.” HBR 79 (November, no. 10): 72–81. Christensen and his coauthors spent six years studying proﬁtability patterns to generate a “disruptive technologies” framework which can help companies determine if proﬁtability is feasible. Businesses who own the “interdependent links” in the value chain are likely to be the most proﬁtable.

3394 Wise, R. and P. Baumgartner. 1999. “Go Downstream: The New Proﬁt in Manufacturing.” HBR 77 (September-November, no. 5): 133–143. As business value is ﬂowing from producing goods to servicing them, most manufacturing companies are struggling to boost proﬁts and stock prices. Wise and Baumgartner describe how some manufacturers are successfully coping in this environment.

3395 Brenneman, G. 1998. “Right Away and All at Once: How We Saved Continental Airlines.” HBR 76 (September-October, no. 5): 162–179. [“First Person” Feature]— Continental Airlines was successfully transformed from being a severely dysfunctional company in the early 1990s. Brenneman, as Continental’s president and chief operating ofﬁcer, describes how his company’s employees transformed the airline and the lessons they learned from this dramatic turnaround.

3396 Gadiesh, O. and J. L. Gilbert. 1998. “How to Map Your Industry’s Proﬁt Pool.” HBR 76 (MayJune, no. 3): 149–162. Gadiesh and Gilbert describe a framework for analyzing how proﬁts are distributed between the various activities that form the value chain of an industry.

3397 Taylor, W. 1993. “Message and Muscle: An Interview with Watch Titan Nicolas Hayek.” HBR 71 (March-April, no. 2): 98–110. Nicolas Hayek engineered one of the world’s most spectacular industrial comebacks: the revitalization of the Swiss watch industry. Hayek describes how companies can operate in high-wage areas and still produce low-cost, high-value, high-quality products for the mass market.

3398 Rayner, B. 1992. “Trial by Fire Transformation: An Interview with Globe Metallurgical’s Arden C. Sims.” HBR 70 (May-June, no. 3): 116–129. As CEO of Globe Metallurgial, Sims describes the transformation his company went through from being on the cusp of bankruptcy to achieving market leadership.

3399 Knight, C. F. 1992. “Emerson Electric: Consistent Proﬁts, Consistently.” HBR 70 ( January-February, no. 1): 57–70. Emerson Electric Company’s 34 consecutive years of increased earnings and earnings per share stem from an effective management process that emphasizes setting targets, planning carefully and overseeing their distribution channels.

219

Strategy

3400–3417

3400 McCormick, J. and N. Stone. 1990. “From National Champion to Global Competitor.” HBR 68 (May-June, no. 3): 126–135.

and budget slashing will never generate proﬁt improvement or other forms of growth.

[An Interview with Alain Gomez of Thomson SA]— McCormick and Stone interviewed Alain Gomez, the CEO of the French consumer electronics ﬁrm, Thompson SA. Gomez discusses his ﬁrm’s meteoric rise to the top of their industry.

“The Second Squeeze on Proﬁts.” HBR 40 ( JulyAugust, no. 4): 49–66.

3401 Wagner, H. M. 1984. “Proﬁt Wonders, Investment Blunders.” HBR 62 (September-October, no. 5): 121–135. By creating a huge PIMS database, Wagner examines the risks and impact when prices are lowered, quality os enhanced or when engaged in a new strategy in terms of return-on-investment [ROI].

3409 Morrison, J. R. and R. F. Neuschel. 1962. Morrison and Neuschel discuss whether proﬁt improvements are geared to cope with the impact of ﬁerce competition that will exist throughout the 1960s.

3410 Young, R. B. 1961. “Keys to Corporate Growth.” HBR 39 (November-December, no. 6): 51–62. Young examines whether successful companies have similarities that can be identiﬁed and utilized by upper management.

3402 Lauenstein, M. C. 1984. “Cutting Companies Down to Size.” HBR 62 (September-October, no. 5): 6–14.

3411 Anthony, R. N. 1960. “The Trouble with Proﬁt Maximization.” HBR 38 (November-December, no. 6): 126–134.

[“Growing Concerns” Feature]— Top management is warned not to be preoccupied with “growth” to where they lose sight of their strengths and ﬁnancial health.

Anthony argues that business decisions cannot be implemented with the sole purpose of maximizing proﬁts.

3403 Miller, A. B. 1984. “Proﬁtability = Productivity + Price Recovery.” HBR 62 (May-June, no. 3): 145–153. Miller discusses several proﬁt-directed measurement techniques which focus on whether management should implement productivity improvements or pricing strategies.

3404 Wittnebert, F. R. 1975. “Big Equals Less Proﬁtable (Still).” HBR 53 (March-April, no. 2): 18– 20. [“Ideas for Action” Feature]— Wittnebert ﬁnds that big companies do not generate proﬁt margin superiority over smaller companies despite what most observers perceive.

3405 Vancil, R. F. 1972. “Better Management of Corporate Development.” HBR 50 (September-October, no. 5): 53–62. Vancil describes how corporate growth can be internally managed by utilizing the ﬁrm’s ﬁnancial and human resources to develop the business.

3406 Ansoff, H. I. and J. M. Stewart. 1967. “Strategies for a Technology-Based Business.” HBR 45 (November-December, no. 6): 71–83. A systematic analysis of a company’s technological proﬁle considers the parameters that makes it feasible to achieve more proﬁtable results.

3407 Wolff, H. 1964. “The Great GM Mystery.” HBR 42 (September-October, no. 5): 164–176, 192– 202.

3412 Evans, M. K. 1959. “Proﬁt Planning.” HBR 37 ( July-August, no. 4): 45–54. Evans describes a proﬁt strategy instituted by Westinghouse that systematically evaluates one’s costs that also analyzes the impact that an alternative proposal(s) might have on company proﬁtability.

3413 Powlison, K. 1953. “Obstacles to Business Growth.” HBR 31 (March-April, no. 2): 48–56. Powlison examines the many obstacles to growth inside a company. Management often does not acknowledge this since it has no clear idea what its present growth rate is or the level of growth it wants for the future.

3414 Osborn, R. C. 1951. “Efﬁciency and Proﬁtability in Relation to Size.” HBR 29 (March, no. 2): 82–94. Osborn examines whether medium and small companies operate more efﬁciently than large companies and if mergers are really successful from a proﬁtability standpoint.

3415 Donham, R. 1932. “Looking Forward with the Tanner.” HBR 10 ( January, no. 2): 170–180. Until its over-capacity problems can be rectiﬁed, Donham believes that no solution exists for the proﬁtability problems plaguing this tanner.

3416 Foster, W. T. and W. Catchings. 1925. “Why Not Do Away with Proﬁts?” HBR 3 ( January, no. 2): 141–149. Foster and Catchings write on the uncertainties that all businesses must contend with.

[“Keeping Informed” Monthly Feature]— Wolff examines some of the factors behind General Motor’s phenomenal success.

3417 Fraser, C. E. 1923. “The Readjustment of

3408 Hoffman, F. O. 1963. “Improve Your Proﬁts

Fraser’s study of wholesale and retail activities shows that when market demand rises, gross margins and net proﬁts also increase.

Day by Day!” HBR 41 ( July-August, no. 4): 59–67. Hoffman argues that panic-inspired “head rolling”

Retail and Wholesale Operating Expenses.” HBR 1 ( January, no. 2): 212–225.

3418–3433

Strategy

220

Strategic Business Units 3418 McGrath, R. G. and T. Kell. 2007. “The Value Captor’s Process: Getting the Most Out of Your New Business Ventures.” HBR 85 (May, no. 5): 128–136. [“Best Practice” Feature]— Flawed ways of assessing and managing ventures (e.g., “go/no-go”) in which ventures are either launched or killed could account for the high failure rate of new business ventures. McGrath and Keil describe why new ventures need to be treated like scientiﬁc experiments in which “learning” plays a critical role.

3419 Michel, S. 2007. “The Upside of Falling Flat.” HBR 85 (April, no. 4): 21–22. [“Forethought” Feature]— Michel describes McDonalds’ foray into Switzerland’s hotel industry. Though unsuccessful, the venture demonstrates McDonalds’s commitment to nurturing innovation.

3420 Garvin, D. A. and L. C. Levesque. 2006. “Meeting the Challenge of Corporate Entrepreneurship.” HBR 84 (October, no. 10): 102–112. To be competitive, a ﬁrm must “grow” innovative new businesses. Garvin and Levesque describe the challenges and barriers encountered by companies when developing new businesses.

3421 Garvin, D. A. 2004. “What Every CEO Should Know About Creating New Businesses.” HBR 82 ( July-August, no. 7–8): 18–21.

forced to make these decisions in an atmosphere that is that is ill-suited to thoughtful deliberation, Markides formulated six questions that managers should ponder when assessing the risk inherent with diversiﬁcation.

3426 Stahinich, J. 1996. “The Pitfalls of Parenting Mature Companiesh.” HBR 74 (September-October, no. 5): 18–34. [“HBR Case Study” Feature]— Strahinich’s case study focuses on a diversiﬁed company’s household appliance unit. This unit has been a “cash cow” for the parent company. In particular, what proportion of this unit’s proﬁts should be plowed back to the parent company?

3427 Whitney, J. O. 1996. “Strategic Renewal for Business Units.” HBR 74 ( July-August, no. 4): 84– 99. Business units, as opposed to corporate headquarters, are now formulating strategy for themselves. Whitney emphasizes that business units can fail, just like a home ofﬁce can, if it loses focus on their organization’s mission.

3428 Hall, G. E. 1987. “Reﬂections on Running a Diversiﬁed Company.” HBR 65 ( January-February, no. 1): 84–92. When ﬁrms expand the number of their product choices, Hall believes the diversity they’ll cope with will parallel that of large conglomerates.

3429 Sykes, H. B. 1986. “Lessons from a New Ventures Program.” HBR 64 (May-June, no. 3): 69–74.

[“Forethought” Feature]— Garvin summarizes the research on achieving higher growth from new subsidiaries and startups.

Companies considering new business development through internal ventures need to focus on activities or areas in which the company has relevant capabilities and management expertise.

3422 Lord, M. D., S. W. Mandel and J. D. Wager.

3430 Hamermesh, R. G. and R. E. White. 1984.

2002. “Spinning Out a Star.” HBR 80 ( June, no. 6): 115–121.

“Manage Beyond Portfolio Analysis.” HBR 62 ( January-February, no. 1): 103–109.

[“Best Practice” Feature]— Spinouts rarely take off. An exception might be R. J. Reynolds and how its pharmaceutical company, Targacept, ﬂourished when it was set free. Lord and his coauthors describe four traps that doom spinouts.

Hamermesh and White surveyed twelve multibusiness corporations to examine the relationship between corporate headquarters and their business units to assess the degree of autonomy, structure of line responsibility and incentive compensation granted to the latter.

3423 Kirby, J. 2002. “The Cost Center That Paid Its Way.” HBR 80 (April, no. 4): 31–40.

3431 Hamermesh, R. G. 1977. “Responding to Divisional Proﬁt Crises.” HBR 55 (March-April, no. 2): 124–130.

[“HBR Case Study” Feature]— Kirby’s case study examines a ﬁrm who did their marketing department’s business plan.

3424 Raynor, M. E. and J. L. Bower. 2001. “Lead from the Center: How to Manage Divisions Dynamically.” HBR 79 (May, no. 5): 92–100. Raynor and Bower describe why corporate ofﬁcers must deﬁne the scope of division-level strategy so that divisions do not operate in ways that undercut the entire company’s future.

3425 Markides, C. C. 1997. “To Diversify or Not to Diversify.” HBR 75 (November-December, no. 6): 93–101. One of the most challenging decisions companies confront is to diversify or not. Because companies are often

Hamermesh explains how, in large and diversiﬁed companies, proﬁt downturns often occur on a divisional basis instead of on a aggregate basis.

3432 Hanan, M. 1976. “Venturing Corporations— Think Small to Stay Strong.” HBR 54 (May-June, no. 3): 139–148. Many companies have had disastrous experiences when attempting to diversify or have encountered antitrust problems. Hanan counters that engaging in small activities and functions is the most sensible way for big companies to diversify and grow.

3433 Levitt, T. 1975. “Dinosaurs Among the Bears and Bulls.” HBR 53 ( January-February, no. 1): 41– 53.

221 Levitt describes how advantageous it is for “single industry” companies (i.e., the dinosaurs) to diversify which will help generate a more balanced asset foundation.

3434 Shoefﬂer, S., R. D. Buzzell and D. F. Heany. 1974. “Impact of Strategic Planning on Proﬁt Performance.” HBR 52 (March-April, no. 2): 137–145. Schoefﬂer, Buzzell and Heany describe the “Proﬁt Impact Market Strategies” or PIMS concept which provides top management and corporate planners with insights on the anticipated proﬁt performance of different divisions under a variety of conditions.

3435 Berg, N. A. 1969. “What’s Different About Conglomerate Management?” HBR 47 (NovemberDecember, no. 6): 112–120. Unlike many older diversiﬁed companies that grew through internal expansion, the typical conglomerate possesses a remarkably small corporate headquarters that allows each division a great deal of latitude.

3436 Carroll, D. T. 1969. “What Future for the Conglomerate.” HBR 47 (May-June, no. 3): 4–12, 167–168. [“Thinking Ahead” Feature]— For conglomerates to succeed, they must meet and overcome many challenges stemming from growth and aging.

3437 Henderson, B. D. and J. Dearden. 1966. “New System for Divisional Control.” HBR 44 (September-October, no. 5): 144–160. Henderson and Dearden challenge the importance of using return on investment ratios to gauge the effectiveness of divisions.

3438 Gilmore, J. S. and D. C. Coddington. 1966. “Diversiﬁcation Guides for Defense Firms.” HBR 44 (May-June, no. 3): 144–159. Gilmore and Coddington describe the experiences of thirteen (13) defense manufacturers on what inﬂuenced their diversiﬁcation efforts and their problems with acquisitions and internal expansion .

3439 Berg, N. 1965. “ Strategic Planning in Conglomerate Companies.” HBR 43 (May-June, no. 3): 79–92. Berg offers a perspective on the differences between division managers and the corporate decision makers at corporate headquarters. These disagreements are deepseated and highly personal.

3440 Dearden, J. 1964. “The Case of the Disputing Divisions.” HBR 42 (May-June, no. 3): 158–178. Dearden’s case study involves an interdivisional pricing dispute in a large, decentralized conglomerate.

3441 Conrad, G. R. 1963. “Unexplored Assets for Diversiﬁcation.” HBR 41 (September-October, no. 5): 67–73. Diversiﬁcation is a means for protecting a company from obsolence in its inforce product line that also provides opportunities for future growth.

3442 “Branch Factories in Foreign Countries.” 1929. HBR 8 (October, no. 1): 96–102.

Strategy

3434–3449

[“Summaries of Business Research” Feature]— This research examines why some leading American manufacturers opted to establish international facilities and why other manufacturers were reluctant to do so during the post World War I period.

3443 “Effect on the Subsidiary Corporation on the Parent Company.” 1929. HBR 7 ( July, no. 4): 496– 504. [“Legal Developments Signiﬁcant in Business” Feature]— Describes why subsidiaries are proving to be an extremely useful framework for a business organization.

3444 “The Subsidiary Corporation: Its Use and Abuse.” 1929. HBR 7 ( January, no. 2): 248–254. [“Legal Developments Signiﬁcant in Business”]—Subsidiary corporations are used for an array of purposes such as: (i) the issuance of securities with no claim on the assets of the parent corporation; (ii) limiting the parent company’s ﬁnancial liability; or to (iii) to enable a foreign corporation to do business in a state.

Strategic Planning 3445 Breeme, R. T. S., P. F. Nunes and W. E. Shill. 2007. “The Chief Strategy Ofﬁcer.” HBR 85 (October, no. 10): 84–93. Today’s chief executive ofﬁcers now spend less time on strategic execution than was once the case. As a result, “chief strategy ofﬁcers” are being hired by many companies to execute their strategic efforts.

3446 Mankins, M. C. and R. Steele. 2006. “Stop Making Plans: Start Making Decisions.” HBR 84 ( January, no. 1): 76–84. Mankins and Steele lament how strategic planning seems to more about documenting the “choices that have already been made” as opposed to being used for decision making.

3447 Hamel, G. and C. K. Prahalad. 2005. “Strategic Intent.” HBR 83 ( July-August, no. 7): 148–161. [“Best of HBR” [1989] Feature]— Hamel and Prahalad describe how Canon establishes goals that exceed their present grasp and existing resources. This results in a global leadership that decimates many of Canon’s larger Western rivals.

3448 Kim, W. C. and R. Mauborgne. 2004. “Value Orientation: The Strategic Logic of High Growth.” HBR 82 ( July-August, no. 7–8): 172–180. [“Best of HBR” Feature]— Kim and Mauborgne explain how innovative companies break away from their competition by creating products or services in which there is no direct competition.

3449 Kim, W. K. and R. A. Mauborgne. 2002. “Charting Your Company’s Future.” HBR 80 ( June, no. 6): 76–83. Not many ﬁrms possess clear strategic vision. This primarily stems from a strategic-planning process that generates a “big document” from a hodgepodge of data supplied by people with conﬂicting agendas. Kim and

3450–3462

Strategy

222

Mauborgne argue, instead, that ﬁrms should draft a picture that depicts the various factors affecting their competition.

3456 Sahlman, W. A. 1997. “How to Write a Great

3450 Eisenhardt, K. M. and D. N. Sull. 2001. “Strategy as Simple Rules.” HBR 79 ( January, no. 1): 106–116.

A good business plan systematically assesses four interdependent factors that are critical to every new venture: (i) the people involved in the venture; (ii) a proﬁle of the business itself; (iii) the factors that inevitably change but cannot be controlled by the entrepreneur; and ﬁnally (iv) an assessment of everything that can go right or wrong. As such, great business plans are difﬁcult to compose.

Yahoo’s top management realized that their greatest opportunity for competitive advantage lay in “market confusion.” They also recognized the need for strategic processes and simple rules to help them navigate through chaos.

3451 Campbell, A. 1999. “Not Benchmarked: A Fresh Look at Corporate Planning.” HBR 77 (March-April, no. 2): 41–50. [“Thinking About” Feature]— With today’s competitive markets, every company should engage in planning on a formal basis. Too many managers design planning processes that are models of professionalism but will never be executed. Campbell explains how good planning processes share common features such as well-deﬁned objectives and mechanisms for winning business buy-in. Management, in particular, needs to ask about the value they are trying to add as opposed to chasing “best-inclass” paradigms.

3452 Shaw, G., R. Brown and P. Bromiley. 1998. “Strategic Stories: How 3M Is Rewriting Business Planning.” HBR 76 (May-June, no. 3): 41–50. [“Ideas of Work” Feature]— 3-M writes its strategic business plans in narrative rather as opposed to bullet format. Shaw and his coauthors believe that a narrative form makes a business plan clearer to both its authors and readers. Bullet style, in contrast, never provides concrete images to the strategic plan.

3453 Christensen, C. M. 1997. “Making Strategy: Learning by Doing.” HBR 75 (November-December, no. 6): 141–156.

Business Plan.” HBR 75 ( July-August, no. 4): 98– 109.

3457 Kim, W. K. and R. A. Mauborgne. 1997. “Value Innovation: The Strategic Logic of High Growth.” HBR 75 ( January-February, no. 1): 102– 115. Kim and Mauborgne ﬁnd that high-growth companies are distinguishable from mediocre ones in their strategic focus which is driven by value innovation as opposed to sheer competitiveness.

3458 McGrath, M. G. and I. C. MacMillan. 1995. “Discovery-Driven Planning.” HBR 73 ( July-August, no. 4): 44–54. [“Manager’s Tool Kit” Feature]— New corporate ventures involve a high probability of failure. McGrath and MacMillian explain the notion of “discovery-driven planning” that takes the uncertainties involved in new ventures into consideration.

3459 Hamel, G. and C. K. Prahalad. 1994. “Competing for the Future.” HBR 72 ( July-August, no. 4): 122–130. Change is inevitable whether it takes place in a crisis atmosphere or in a calm and planned manner. Grasping the future takes tremendous foresight. Companies who plan for the future will likely be market leaders in the years to come.

[“Manager’s Tool Kit” Feature]— Christensen developed a three-step method for creating and implementing a strategic plan.

3460 Mintzberg, H. 1994. “The Fall and Rise of

3454 Courtney, H., J. Kirkland and P. Viguerie.

Strategic planning may have fallen from favor because of how goals are broken into steps. The expected consequences from those steps are formalized and articulated. Strategic thinking, on the other hand, concerns itself with synthesis, creativity and intuition rather than with the realignment of existing categories.

1997. “Strategy Under Uncertainty.” HBR 75 (November-December, no. 6): 66–81. “Uncertainty” is under-estimated as well as over-estimated when traditional strategic planning methods are utilized. This often produces ineffective strategies that expose the ﬁrm to greater risks. Courtney and his coauthors counter by providing a framework for dealing with the high levels of uncertainty that dogs present-day management.

3455 Campbell, A. and M. Alexander. 1997. “What’s Wrong with Strategy?” HBR 75 (NovemberDecember, no. 6): 42–51. [“Thinking About” Feature]— Campbell and Alexander examine why successful strategies rarely transpire from formal planning. Moreover, the two examine if something is wrong in how most companies develop their strategy.

Strategic Planning.” HBR 72 ( January-February, no. 1): 107–115.

3461 Langeler, G. H. 1992. “The Vision Trap.” HBR 70 (March-April, no. 2): 46–55. [“First Person” Feature]— Mentor Graphics is a top CAO/CAM software developer. Langeler describes how Mentor’s “corporate vision” actually weakened the company.

3462 Hamel, G. and C. K. Prahalad. 1989. “Strategic Intent.” HBR 67 (May-June, no. 3): 63–76. Hamel and Prahalad describe how Canon establishes goals which exceed their present grasp and existing resources. This has produced a global leadership that has crippled many of its larger Western rivals.

223 3463 Mintzberg, H. 1987. “Crafting Strategy.” HBR 65 ( July-August, no. 4): 66–77. Corporate strategy may be analytical in theory. Mintzberg, however, argues how it is as much an art as it is a science. Executives often possess a feel for their business that is akin to a potter’s feel for their clay.

3464 Hamermesh, R. G. 1986. “Making Planning Strategic.” HBR 64 ( July-August, no. 4): 115– 120. Hamermesh offers an array of ideas on the notion of portfolio planning with regards to strategic planning.

3465 Gray, D. H. 1986. “Uses and Misuses of Strategic Planning.” HBR 64 ( January-February, no. 1): 89–97. Gray urges managers and business students to see strategic planning as an integrated process with the other components of business [i.e., management, marketing, accounting, ﬁnance, information systems, etc.] as opposed to its own separate processes.

3466 Hayes, R. H. 1985. “Strategic Planning — Forward in Reverse?” HBR 63 (November-December, no. 6): 111–119. Competitive conditions are changing so dramatically with the advent of the global and information economy. As such, Hayes urges American management to rethink its traditional paradigms for strategic planning.

3467 Block, Z. and I. C. MacMillian. 1985. “Milestones for Successful Venture Planning.” HBR 63 (September-October, no. 5): 184–196. [“Growing Concerns” Feature]— The business plans for new ventures that entrepreneurs draw up involving marketing, pricing, ﬁnancial and other projections typically, have little resemblance to reality. Block and MacMillan explore ways for entrepreneurs to effectively plan for the many unknowns that they will encounter.

3468 Rich, S. R. and D. E. Gumpert. 1985. “How to Write a Winning Business Plan.” HBR 63 (MayJune, no. 3): 156–166. [“Growing Concerns” Feature]—Since a business plan provides investors and lenders with a lasting impression, it is crucial that the plan focus on the right marketing and ﬁnancial mixes.

3469 Timmons, J. A. 1980. “A Business Plan Is More Than a Financing Device.” HBR 58 (MarchApril, no. 2): 28–34. [“Growing Concerns” Feature]— Timmons emphasizes that business plans provide an entrepreneur with the unique opportunity to think through all facets of their business.

Strategy

3463–3478

3471 Paul, R. N., N. B. Donovan and J. W. Taylor. 1978. “The Reality Gap in Strategic Planning.” HBR 56 (May-June, no. 3): 124–130. Paul and his coauthors outline the parameters for “adaptive planning” for responding to problems that surface from the strategic planning process.

3472 Daniells, L. M. 1978. “Corporate Strategy and Strategic Planning.” HBR 56 (May-June, no. 3): 52, 176. [“For the Manager’s Bookshelf ” Feature]— Daniells reviews books relevant to strategic planning written by William Rothschild, Theodore Smith, Charles Ferguson in addition to Peter Lorange and Richard Vancil’s new book, Strategic Planning Systems.

3473 Hobbs, J. M. and D. F. Heany. 1977. “Coupling Strategy to Operating Plans.” HBR 55 (MayJune, no. 3): 119–126. Hobbs and Heany offer top management with ideas on balancing their strategy and operating plans in a realistic way.

3474 Linneman, R. E. and J. D. Kennell. 1977. “Shirt-Sleeve Approach to Long-Range Plans.” HBR 55 (March-April, no. 2): 141–150. Economic forecasters are increasingly adapting a “multiple-scenario-analysis” approach which utilizes a tenstep strategy for dealing with uncontrollable variables.

3475 Lorange, P. and R. F. Vancil. 1976. “How to Design a Strategic Planning System.” HBR 54 (September-October, no. 5): 75–81. Lorange and Vancil describe a strategic planning system as a structured process which organizes and coordinates one’s planning activities.

3476 Vancil, R. F. and P. Lorange. 1975. “Strategic Planning in Diversiﬁed Companies.” HBR 53 ( January-February, no. 1): 81–90. Using a time span of several years, top management in diversiﬁed companies can periodically reassess its current strategy by analyzing new opportunities and threats to their environment. Vancil and Lorange offer two interrelated frameworks for senior management to consider.

3477 Hammond, J. S., III. 1974. “Do’s and Don’ts of Computer Models for Planning.” HBR 52 (March-April, no. 2): 110–123. Computer models can do a great deal for long-range planning efforts provided that systems managers can ﬁnd a way to overcome the inﬂexibility inherent in these systems.

“Operations vs. Strategy: Trading Tomorrow for Today.” HBR 57 (May-June, no. 3): 112–120.

3478 Shank, J. K., E. G. Niblock and W. T. Sandalls, Jr. 1973. “Balance ‘Creativity’ and ‘Practicality’ in Formal Planning.” HBR 51 ( January-February, no. 1): 87–95.

Banks and Wheelwright describe how the achievement of long-range goals involves resource commitments that often adversely affect one’s current or short-term proﬁts.

Every formal long-range planning system needs to achieve a balance between “creativity” and “practicality.” Shank and his coauthors describe how six companies achieved this balance.

3470 Banks, R. L. and S. C. Wheelwright. 1979.

3479–3495

Strategy

224

3479 Steiner, G. A. 1970. “Rise of the Corporate Planner.” HBR 48 (September-October, no. 5): 133–139.

3487 Vancil, R. F. 1967. “So You’re Going to Have

Once considered an odd ﬁxture in American corporations, corporate planners now work closely with upperechelon management on strategic planning and decision making. Steiner contends the inﬂuence of these knowledge workers will increase over the next decade.

Vancil’s spoof, in the style of Dr. Spock, deals with “prenatal” preparations for implementing a strategic planning group based on a ﬁrm’s “formative years” and “adolescence.” He then provides advice for “brother and sister” departments.

3480 Vancil, R. F. 1970. “The Accuracy of Long

3488 Mace, M. L. 1965. “The President and Corporate Planning.” HBR 43 ( January-February, no. 1): 49–62.

Range Planning.” HBR 48 (September-October, no. 5): 98–101.

a Planning Department!” HBR 45 (May-June, no. 3): 88–96.

[“Management Memo” Feature]— Harvard Business School launched a major study to investigate corporate planning structures. Vancil, with ﬁve years of data, assesses the efﬁcacy of these efforts.

Mace describes how to best make corporate planning effective. Most importantly, top management must be unequivocal in their involvement and commitment.

3481 Christopher, W. F. 1970. “Marketing Plan-

“Anatomy of Corporate Planning.” HBR 40 (November-December, no. 6): 61–69.

ning That Gets Things Done.” HBR 48 (SeptemberOctober, no. 5): 56–64. The key performance areas on the long-term success of a business often go unnoticed. Christopher describes the efforts made by the Hooker Chemical Corporation to integrate these components into their strategic planning efforts.

3482 Ammer, D. S. 1970. “The Side Effects of Planning.” HBR 48 (May-June, no. 3): 32–44, 164– 168. [“Thinking Ahead” Feature]— Ammer thinks the sophisticated ﬁve year strategic plans that manufacturing ﬁrms have developed will have a profound impact on the American economy.

3489 Gilmore, F. F. and R. G. Brandenburg. 1962. Gilmore and Brandenburg provide ﬂow charts to diagram the stages involved with strategic planning from a two year study of this process.

3490 Ross, R. J. 1962. “For LRP — Rotating Planners and Doers.” HBR 40 ( January-February, no. 1): 105–115. Ross describes a provocative approach for integrating long-range planning and operations.

3491 Busch, G. A. 1961. “Prudent-Manager Forecasting.” HBR 39 (May-June, no. 3): 57–64.

3483 Mockler, R. J. 1970. “Theory and Practice of Planning.” HBR 48 (March-April, no. 2): 148–159.

Busch describes a forecasting approach, known as “prudent-manager forecasting,” in which executives from marketing, ﬁnance, engineering and administration assume the role of “decision-making managers” for their preferred customers.

[“Keeping Informed” Feature]— Mockler’s literature review assesses a wide array of monographs and studies on strategic planning published since 1958.

3492 Rogers, D. C. 1960. “New Horizons in Business Policy.” HBR 38 2): 37–44, 155–158.

3484 Donaldson, G. 1969. “Strategy for Financial

[“Looking Ahead” Feature]— Rogers reviews several books relevant to business policy with its emphasis on long-range planning.

Emergencies.” HBR 47 (November-December, no. 6): 67–79. Whenever companies develop a ﬁnancial plan, it seldom includes what to do when unanticipated events occur (e.g., a competitor’s new product or a sudden change in one’s ﬂow of funds). Donaldson advocates “systematic contingency planning” as a way to prevent an unexpected need for funds from turning into a crisis for one’s company.

3485 Mainer, R. 1968. “The Case of the Stymied Strategist.” HBR 46 (May-June, no. 3): 36–48. [“Problems in Review” Feature]— Mainer’s case study focuses on whether every company needs to engage in strategic planning.

3486 Schaffer, R. H. 1967. “Putting Action into Planning.” HBR 45 (November-December, no. 6): 158–166. Schaffer explains that the secret to success begins by focusing on one’s immediate goals as opposed to those that are remote from today’s needs.

3493 Payne, B. 1958. “How to Set Realistic Proﬁt Goals.” HBR 36 (September-October, no. 5): 87– 95. Payne urges companies to emphasize “realistic” goals and then capitalize on short-term opportunities when constructing strategic plans.

3494 _____. 1957. “Steps in Long-Range Planning.” HBR 35 (March-April, no. 2): 95–106. Payne describes how long-range planning is one technique that top management possesses to provide a competitive advantage for their organization.

3495 Wrapp, H. E. 1957. “Organization for LongRange Planning.” HBR 35 ( January-February, no. 1): 37–47. Long-range planning is complex and time consuming with returns that are difﬁcult to gauge.

225

Economics

3496–3512

Economics Agribusiness Concerns

Davis discusses why agriculture is so intertwined with corporate America.

3496 Salerno, L. M. and A. I. Esposito. 1978. “The Big Business of Farm Cooperatives.” HBR 56 (September-October, no. 5): 122–131.

3504 Longstreet, R. W. 1955. “Sales to Farmers: A

[An Interview with W. W. Gaston]— Gaston explains how purchases of seed, feed, fertilizer and other chemicals from farm cooperatives such as Golden Kist have doubled over the past ten years.

Longstreet describes the productivity strides that American farmers have experienced over the last 15 years.

3497 Arthur, H. B. and G. L. Cramer. 1976. “Brighter Forecast for the World’s Food Supply.” HBR 54 (May-June, no. 3): 161–167. Arthur and Cramer describe how the OPEC cartel and the world monetary system’s “ﬂoating” currency structure has wreaked havoc on the global food situation.

3498 Goldberg, R. A. 1975. “U.S. Agribusiness Breaks Out of Isolation.” HBR 53 (May-June, no. 3): 81–95. Goldberg discusses how the world’s food system is undergoing some profound changes stemming from energy costs and with inventory, production, distribution and consumption patterns.

3499 _____. 1972. “Proﬁtable Partnerships: Industry and Farmer Co-Ops.” HBR 50 (March-April, no. 2): 108–121. Most processed food production involves a joint venture between a corporation and a farmer cooperative. Goldberg assesses the farm cooperatives and explains how market forces and federal agricultural policy triggered their development.

3500 _____. 1966. “Agribusiness in Developing Countries.” HBR 44 (September-October, no. 5): 81–93. Goldberg examines a variety of burgeoning trends involved with global agribusiness.

Glance into the Future.” HBR 33 ( January-February, no. 1): 119–122.

3505 Williams, C. M. 1953. “Enterprise on the Prairies.” HBR 31 (March-April, no. 2): 97–102. Williams’s article focuses on American farmers who faced a bumper crop of wheat with a very short time to harvest it. Soviet agriculture, in comparison, would have been incapable of this.

3506 Bradley, W. L. 1947. “Taxation of Cooperatives.” HBR 25 (Autumn, no. 4a): 576–586. Because of the way the United States tax code is structured, one important policy issue is whether farm cooperatives should prosper at the expense of their corporate competition.

3507 Miller, R. W. and A. L. Jensen. 1947. “Failure of Farm Cooperatives.” HBR 25 (Winter, no. 2): 213–226. Miller and Jensen investigate why so many farm cooperatives end up ﬁnancially bankrupt; most of which stems from the rifts between cooperative management and the farming community.

3508 McNair, M. P. 1945. “Distribution Costs After the War.” HBR 23 (Spring, no. 3): 338–359. McNair questions the wisdom of policymakers who advocate lower distribution costs on agricultural commodities in post-war America.

3509 Black, J. D. 1943. “The Food Situation, May 1943.” HBR 21 (Summer, no. 4): 397–414. With food and other consumer goods being rationed, many policymakers worry about the caloric intake that Americans are receiving.

3501 Lodge, G. C. 1966. “Food Processing — Key to Economic Development.” HBR 44 (SeptemberOctober, no. 5): 6–16, 180.

3510 Lockley, L. C. 1943. “Dehydrated Foods.” HBR 21 (Winter, no. 2): 253–258.

[“Thinking Ahead” Feature]— Lodge urges business and government to think more broadly on the role that food processing plays with regards to world economic, social, and political development.

Developed for feeding American soldiers during World War II, Lockley is interested on the impact that dehydrated food will have on consumer markets in the post-war period.

3502 Williams, S. 1965. “Private Investment in World Agriculture.” HBR 43 (November-December, no. 6): 95–105.

3511 Case, E. 1942. “The Dairyman’s Plight.” HBR 20 (Winter, no. 2): 233–243.

Williams describes the challenges facing American management in how agribusiness contributes to worldwide social and economic stability.

3503 Davis, J. H. 1956. “From Agriculture to Agribusiness.” HBR 34 ( January-February, no. 1): 107–115.

Dairy farmers continually receive less than cost on their commodity and should not be chastised for recent hikes in milk prices. Distribution costs, instead, need to be scrutinized.

3512 Malott, D. W. 1940. “Does Futures Trading Inﬂuence Prices?” HBR 18 (Winter, no. 2): 177–190. Malott’s evidence is that futures trading has no im-

3513–3530

Economics

226

pact on farm prices is in contrast to what many policymakers perceive.

known as “reciprocal sales” to bolster depressed utility sales.

3513 Chambers, F. G. 1939. “Expanding the Turkey Season.” HBR 18 (Autumn, no. 1): 107–115.

3522 Welch, C. J. 1931. “Sugar: Prince or Pauper.” HBR 9 ( January, no. 2): 150–158.

Chambers examines the feasibility of the Turkey Growers Association making turkey more of a staple than a holiday delicacy.

Welch discusses a cycle-like effect involving sugar production. Whenever sugar prices are high, overproduction invariably occurs. Prices then sink to ruinous levels as expansion dwindles which produces higher prices.

3514 Davis, J. S. 1939. “Agriculture and the Nation’s Business.” HBR 17 (Winter, no. 2): 129–137. Many advocate that a balance between agriculture and industry is necessary. Davis points out why this balance will shift away from agriculture given the impact of technology, demographics, and the principles of supply and demand.

3515 Dalton, J. E. 1938. “Federal Sugar Control: A Four Year Review.” HBR 17 (Autumn, no. 1): 63– 74. Other than the utility industry, Dalton explains that no American industry is more controlled by the Federal Government than the American sugar industry with regards to its prices, labor conditions, and other agricultural practices.

3516 Galbraith, J. K. 1937. “The Farmers’ Banking System: Four Years of FCA Operations.” HBR 15 (Spring, no. 3): 313–320. Galbraith’s describes the inner-workings of the Farm Credit Administration which began in March, 1933 as part of the New Deal.

3517 Dalton, J. E. 1936. “Sugar: A Case Study of the Relationship of Government and Business.” HBR 14 (Winter, no. 2): 172–185. Dalton examines the origins of the 1934 Sugar Act that provided the Secretary of Agriculture the authority to control the sugar industry’s production, processing and marketing practices.

3518 Learned, E. P. 1935. “The Cotton Textile Situation.” HBR 14 (Autumn, no. 1): 29–44. Learned examines why circumstances facing the textile industry are as bleak as they are with year-long strikes and how the Japanese have penetrated the American market with imported goods.

3519 Graves, W. W., Jr. 1935. “Effects of AAA on Tobaco Production.” HBR 13 ( July, no. 4): 463– 474. Graves examines the Agricultural Adjustment Act’s impact on tobacco farming.

3520 Wilson, M. L. 1935. “Agricultural Adjustment: A Step in the Evolution of Agricultural Policy.” HBR 13 ( July, no. 4): 405–416. Wilson examines how agricultural adjustment policies were implemented to ease the impact of the Great Depression.

3521 Devlin, C. E. 1933. “Some Aspects of Reciprocal Purchasing.” HBR 11 (April, no. 3): 359–368. To combat overcapacity and low farm commodity prices, utility companies are engaging in a new practice

3523 Davis, J. S. 1928. “America’s Agricultural Position and Policy.” HBR 6 ( January, no. 2): 143–151. While the rest of the American population enjoyed unprecedented prosperity in the aftermath of World War I, Davis describes the plight of farmers who have endured a severe economic depression.

3524 Ward, G. H. 1927. “Financing Cooperative Marketing Associations.” HBR 6 (October, no. 1): 66–73. Ward compares “federated cooperative marketing” structures with “centralized cooperative marketing” structures.

3525 Schoenfeld, W. A. 1927. “Government Crop Reports and Business.” HBR 5 (April, no. 3): 315– 322. Modern agriculture must develop a statistical reporting structure for anticipating future demand.

3526 Chapman, J. M. 1925. “Financing the Marketing of Wheat [Part 2].” HBR 4 (October, no. 1): 57–70. A signiﬁcant development of the cooperative movement stems from wheat prices being less than the cost of production during the early 1920s.

3527 Spillman, W. J. 1925. “Raw-Cotton Resources.” HBR 3 ( July, no. 4): 466–474. Despite more than 50 percent of the United States’s cotton crop being exported to the rest of the world, Spillman describes how domestic factors determine these prices.

3528 Chapman, J. M. 1925. “Financing the Marketing of Wheat [Part I].” HBR 3 ( July, no. 4): 436– 446. With dwindling European demands and a slow down in the American economy, wheat prices are now less than their production costs.

3529 “Cotton Forecasting: A Method for Determining in November the Availability of Holding the Cup.” 1924. HBR 2 ( January, no. 2): 225–232. [“Summaries in Business Research” Feature]— Examines the advisability of cotton producers holding their crop longer than the norm.

Automobile and Trucking Industries 3530 Epstein, R. C. 1928. “Producers’ Growth Curves in an Expanding Industry.” HBR 6 (April, no. 3): 270–277.

227

Economics

3531–3545

Epstein examines annual growth rates for 53 automobile parts manufacturers from 1903 through 1926.

Business in China.” HBR 76 (May-June, no. 3): 167–175.

3531 _____. 1927. “Leadership in the Automobile

[“Books in Review” Feature]— Garten reviews two new books which advocate for a consistent foreign policy with regards to China and how that is in the interests of American government and business.

Industry.” HBR 5 (April, no. 3): 281–292. Epstein emphasizes how manufacturing cars at low cost is one thing. Manufacturing cars that people purchase is quite another matter.

3532 _____. 1927. “The Rise and Fall of Firms in the Automobile Industry.” HBR 5 ( January, no. 2): 157–174. From 1903 to 1924, some 180 American companies were engaged in some aspect of the automobile industry. Epstein tries to account why that number has dwindled to 59.

3533 Grifﬁn, C. E. 1926. “The Evolution of the Automobile Market.” HBR 4 ( July, no. 4): 407–416. Grifﬁn describes how the automobile industry is now one of America’s key industries.

3534 Hotchkiss, W. E. 1924. “The Evolution of the World Rubber Situation.” HBR 2 ( January, no. 2): 129–138. The rapid growth in the rubber industry over the last ﬁve years stems largely from the automobile coming into prominence.

Command Economies or Totalitarian Governments 3535 Gadiesh, O., P. Leung and T. Vestring. 2007. “The Battle for China’s Good-Enough Market.” HBR 85 (September, no. 9): 80–89. Foreign multinationals have long dominated China’s “premium” market segment. In contrast, China’s “lowend” markets are served by its domestic ﬁrms. Gadiesh and her coauthors ﬁnd that an increase in the buying power of China’s middle class will create an emerging “middle market” among domestic and foreign multinational ﬁrms.

3536 McEwen, W., X. Fang, C. Zhang and R. Burkholder. 2006. “Inside the Mind of the Chinese Consumer.” HBR 84 (March, no. 3): 68–76. The Gallup Organization’s surveyed the Chinese people. Many inaccurate perceptions exist about this population. Most Chinese citizens, for example, are not engaged in their jobs as perceived by the rest of the world. In addition, the ability to express one’s individuality is important to the Chinese people.

3537 Lieberthal, K. and G. Lieberthal. 2003. “The Great Transition.” HBR 81 (October, no. 10): 70–81. Foreign ﬁrms can now pursue the Chinese domestic market now that China is in the World Trade Organization. Improvements in China’s infrastructure, workforce, and regulatory environment, in particular, make it possible for companies to lower their costs and reap new competitive advantages.

3538 Garten, J. E. 1998. “Opening the Doors for

3539 Johnson, S. and G. W. Loveman. 1995. “Starting Over: Poland After Communism.” HBR 73 (March-April, no. 2): 44–57. [“World View” Feature]— Johnson and Loveman describe how Poland’s 1990 Balcerowicz Plan created favorable operating conditions for entrepreneurial endeavors.

3540 Kvint, V. 1994. “Don’t Give Up on Russia.” HBR 72 (March-April, no. 2): 62–74. [“World View” Feature]— The time has never been better for American companies to engage in joint ventures with their Russian counterparts. Russia offers advantages such as a cheap labor force that is more highly educated than that of the United States, inexpensive factories and land along with an abundance of natural resources.

3541 McDonald, K. R. 1993. “Why Privatization Is Not Enough.” HBR 71 (May-June, no. 3): 49–59. [“World View” Feature]—Most newly privatized companies throughout the old Eastern bloc desperately need Western-trained managers. Communist-bred managers simply lack the skills and experience to convert a ﬁrm to a market orientation.

3542 Rafferty, K. 1991. “China’s Grasp and Hong Kong’s Golden Eggs.” HBR 69 (May-June, no. 3): 54–69. [“Four Corners” Feature]—When Chinese sovereignty over Hong Kong begins in 1997, Rafferty explains why the “best and brightest” of Hong Kong’s population will bolt for other countries.

3543 Hertzfeld, J. M. 1991. “Joint Ventures: Saving the Soviets from Perestroika.” HBR 69 ( JanuaryFebruary, no. 1): 80–91. It will take at least a generation to turn around the Soviet economy. Hence, it is futile for Western companies to enter this turbulent economy in pursuit of quick proﬁts.

3544 von Lazar, A. 1990. “Postcards from Hungary.” Harvard Business Review. 68 (September-October, no. 5): 44–54. [“Four Corners” Feature]— von Lazar writes about Hungary’s efforts with political and cultural normalization. For example, groceries are now more abundant and private labels are appearing. Housing shortages, however, are still rampant.

3545 Goldman, M. I. 1988. “Gorbachev, Turnaround CEO.” HBR 66 (May-June, no. 3): 107–115. Goldman sees the focus of Mikhail Gorbachev’s efforts as head of the Soviet Union must be to: (i) institute an ambituous, market-oriented reform package; (ii) diminish central planning; (iii) enhance the power of local managers; (iv) justify production by proﬁt, (v) allocate

3546–3562

Economics

228

resources; as well as (vi) turn the rubble into a convertible currency.

the Soviet Union is headed to what might be called “market socialism.”

3546 Vlachoutsicos, C. A. 1986. “Where the Ruble

3554 Richman, B. M. 1967. “Capitalists & Managers in Communist China.” HBR 45 ( January-February, no. 1): 57–78.

Stops in Soviet Trade.” HBR 64 (September-October, no. 5): 82–86. Vlachoutsicos explains how Western companies who trade with the Soviet Union must deal with a foreign trade organization (FTO) possessing monopolistic powers over imports and exports.

3547 Gorbachev, M. S. 1986. “Remarks on USUSSR Trade.” HBR 64 (May-June, no. 3): 55–58. As head of the Soviet Union, Gorbachev discusses several obstacles facing the Soviet Union with international trade. These include being: (i) denied most-favored-nation status and trade credits from the United States, and (ii) the export controls that the United States imposes on many products that the USSR seeks to purchase.

3548 Rumer, B. and S. Sternheimer. 1981. “The Soviet Economy: Going to Siberia.” HBR 60 ( January-February, no. 1): 16–38. [“Thinking Ahead” Feature]— As Harvard sovietologists, Rumer and Sternheimer assess the vagaries and potential inherent with the Soviet economy.

3549 Heenan, D. A. 1981. “Moscow Goes International.” HBR 59 (May-June, no. 3): 48–52. [“Ideas for Action” Feature]— Heenan focuses on the likely ramiﬁcations for the Soviet Union if it increases its level of international trade with Western European and North American economies.

3550 O’Toole, J. 1981. “The Good Managers of Sichuan.” HBR 59 (May-June, no. 3): 28–40. [“Special Report” Feature]— O’Toole describes market-economy oriented changes that are transpiring throughout China from interviews with Chinese managers and workers, .

3551 Hertzfeld, J. M. 1974. “Setting Up Shop in Moscow.” HBR 52 (September-October, no. 5): 137–142. The Soviet Union is extending “accreditation privileges” to American banks and multinational corporations for establishing branch ofﬁces; an unthinkable notion three years ago.

3552 Goldman, M. I. 1971. “More Heat in the Soviet Hothouse.” HBR 49 ( July-August, no. 4): 4–15, 160. [“Special Report” Feature]— Goldman describes how the Soviet economy is ripe for Western technology as it seeks to become a more formidable competitor in global trade. Making the Soviet economy competitive, however, will take far more than Western technology.

Richman reports on the many paradoxes involving the Chinese economy.

3555 Ryapolov, G. 1966. “I Was a Soviet Manager.” HBR 44 ( January-February, no. 1): 117–125. Ryapolov describes his career as a factory manager in the old Soviet Union and how he dealt with state planners and Communist Party ofﬁcials.

3556 Conine, E. 1965. “Communism’s New Economics.” HBR 43 (May-June, no. 3): 53–61. Conine describes how two market economy tenets, proﬁt responsibility and marketing, are forcing changes in the Communist economic system.

3557 Schwartz, H. 1963. “Studies of the Soviet Economy.” HBR 41 (May-June, no. 3): 6–21, 192. [“Keeping Informed” Feature]— Schwartz’s literature review speculates on the growth rate of the Soviet economy and if it is at a faster rate than the United States.

3558 Phelps, D. M. 1961. “Soviet Marketing: Stronger Than We Think.” HBR 39 ( July-August, no. 4): 69–80. In each of the 15 Soviet republics, the marketing of all goods and services in the Soviet Union is controlled by a Council of Ministers. As such, all stores, mail-order establishments, farmers’ markets and pawn shops are owned and operated by the state.

3559 Winslow, E. M. 1960. “Who Are the Economic Imperialists Now?” HBR 38 (March-April, no. 2): 113–122. Winslow writes how ironic it is that the Soviet Union is never accused of economic expansionism despite some manuevers that are more aggressive in comparison to their free-market counterparts.

3560 Goldman, M. L. 1960. “Marketing: A Lesson for Marx.” HBR 38 ( January-February, no. 1): 79– 86. Communist governments are, ironically, using modern marketing techniques (e.g., advertising, cut prices, installment payments) to solve some of their distribution problems.

3561 Mosley, P. E. 1955. “Can Moscow Match Us Industrially?” HBR 33 (March-April, no. 2): 101– 108. In the aftermath of Stalin’s death, Mosley ﬁnds that the Kremlin is not wavering in its twin long term goals of industrial and military might.

the Soviet Union?” HBR 45 (September-October, no. 5): 133–140.

3562 Margold, S. K. 1950. “Economic Life in Russia’s Orbit, Part II.” HBR 28 (November, no. 6): 86–113.

Some Western observers maintain that it will someday be difﬁcult to distinguish between the Soviet and U.S. economic systems. Landreth disagrees and contends that

Margold writes of the feverish pace of industrialization, banking, and central planning on Poland, Hungary, and Czechoslovakia.

3553 Landreth, H. 1967. “Creeping Capitalism in

229 3563 _____. 1950. “Economic Life in Russia’s Orbit.” HBR 28 (September, no. 5): 65–78. Margold describes how the Soviet Union is adopting to the nationalization of its industries.

3564 Baran, P. A. 1948. “Currency Reform in the U.S.S.R.” HBR 26 (March, no. 2): 194–206. Baran examines the Soviet government’s motives for instituting monetary reform while, simultaneously, eliminating the rationing of its consumer goods.

3565 Prince, C. 1946. “The USSR’s Role in International Finance.” HBR 25 (Autumn, no. 1): 111–128. Prince describes the Soviet Union’s economic “aloofness” from failing to participate in either the International Monetary Fund or the Bretton Woods Agreements.

3566 Schwarz, S. M. 1945. “The Industrial Enterprise in Russia.” HBR 23 (Spring, no. 3): 265–276. Schwarz ﬁnds it important for Americans to grasp the intricacies of the Soviet economy, particularly with individual enterprises.

3567 Block, H. 1943. “Man-Power Allocation in Germany.” HBR 21 (Winter, no. 2): 259–268. Under present German labor statutes, Block describes how a government employment agency must approve all hirings and terminations.

3568 Polakov, W. N. 1932. “Myths and Realities About the Soviet Union.” HBR 11 (October, no. 1): 1–13.

Economics

3563–3581

multi-national corporations are appreciating the Overseas Private Investment Corporation’s (OPIC) ability to protect investment in developing nations from foreign exchange laws and other bureaucratic controls.

3573 Hagemann, H. 1977. “Anticipate Your LongTerm Foreign Exchange Risks.” HBR 55 (MarchApril, no. 2): 81–88. Hagemann describes how companies are factoring potential currency ﬂuctuations into their long-range ﬁnancial planning efforts.

3574 Serfass, W. D., Jr. 1976. “You Can’t Outguess the Foreign Exchange Market.” HBR 54 (MarchApril, no. 2): 134–137. Executives involved in foreign manufacturing or marketing must know how to protect themselves from ﬂoating currencies.

3575 Bliss, C. A. 1968. “Let’s Stop Chasing Rainbows.” HBR 46 (September-October, no. 5): 4–12, 175. [“Thinking Ahead” Feature]— Bliss offers several reasons gold should be replaces with a “ﬂoating” currency as the United States’s medium in international exchange.

3576 Wallich, H. C. 1961. “Cooperation to Solve the Gold Problem.” HBR 39 (May-June, no. 3): 47– 56. Wallich outlines the tremendous challenges posed by America’s balance-of-payments deﬁcits and diminished gold holdings.

Polakov describes the impact foreign engineers are having on the Soviet Union with its construction projects. Moreover, a vacuum exists for Americans to manage these projects.

3577 Harris, S. E. 1949. “Devaluation of the Pound Sterling.” HBR 27 (November, no. 6): 781– 790.

3569 Clough, S. B. 1932. “Evolution of Facist Eco-

Harris describes the factors that led Great Britain to devalue its pound.

nomic Practice and Theory, 1926–1930.” HBR 10 (April, no. 3): 302–310. World War I produced a crisis in Europe that has governments demanding that everyone work for the greatness of their nation.

3570 Cross, S. H. 1931. “The Outlook for the Five Year Plan.” HBR 9 ( January, no. 2): 169–177. Lenin’s New Economic Policy created ﬁve year plans to industrialize the Soviet Union by subjecting the Soviet economy to coherent and uniﬁed goals.

Currency Transactions

3578 Prance, P. F. 1939. “Export Management and Exchange Control.” HBR 17 (Summer, no. 4): 491– 500. Most industrialized nations have abandoned the gold standard. Exchange restriction mechanisms were then implemented to manipulate currency values. Prance sees nations being able to offset unfavorable trade balances, meet obligations abroad, as well as retaliate against trade and tariff restrictions that other nations impose because of this.

3579 Dulles, E. L. 1936. “The French Franc in 1935.” HBR 14 (Winter, no. 2): 146–160.

3571 Lessard, D. R. and J. B. Lightstone. 1986.

Dulles fears that the devaluation of the French franc will likely produce social and political strife.

“Volatile Exchange Rates Can Put Operations at Risk.” HBR 64 ( July-August, no. 4): 107–114.

3580 Leavens, D. H. 1935. “American Silver Policy and China.” HBR 14 (Autumn, no. 1): 48–58.

Management must grasp the profound impact that exchange rates have on one’s operating proﬁts even if it seems a ﬁrm has little in foreign operations or exports.

China’s currency is pegged to the silver standard. Leavens explores the impact of this on China’s currency and on its exports.

3572 Stern, R. 1982. “Insurance for Third World Currency Inconvertibility Protection.” HBR 60 (May-June, no. 3): 62–64.

3581 Kindleberger, C. P. 1934. “Competitive Currency Depreciation Between Denmark and New Zealand.” HBR 12 ( July, no. 4): 416–426.

[“Ideas for Action” Feature]— Stern describes how

Denmark and New Zealand are depreciating their cur-

3582–3598

Economics

230

rencies to gain an advantage against Great Britain in exporting butter.

3590 Bratt, E. C. 1938. “What Can We Do About Depressions?” HBR 16 (Spring, no. 3): 273–280.

3582 Bell, J. W. 1928. “Canadian Gold Situation: Is Canada’s Gold Situation Too Large?” HBR 7 (October, no. 1): 1–19.

Bratt describes an array of forces that need to be more carefully monitored so that future economic depressions can be prevented.

Many Canadians believe their gold reserves are too large and should subsequently be used to pay down Canada’s ﬁnancial obligations.

3591 Holden, T. S. 1937. “Construction Industry

3583 Sanders, F. K. Jr. 1926. “The Exchange Problem in Sales to China.” HBR 4 ( July, no. 4): 425– 430. Sanders describes how currency exchange problems are complicating the export of American goods to China.

3584 Miller, D. 1923. “Government Control of Foreign Bills in Germany.” HBR 2 (October, no. 1): 28–36. Miller believes that one can gauge German attitudes toward their reparation obligations from the manner in which it utilizes foreign currencies.

Recovery.” HBR 16 (Autumn, no. 1): 1–8. Holden illustrates the United States’ recovery from the depression by focusing on the construction industry. The volume for this industry was 2.5 times greater in 1937 than it was in 1933, its lowest point during the depression.

3592 Bratt, E. C. 1937. “Timing of Capital Production and the Need for Forecasting.” HBR 15 (Summer, no. 4): 429–437. Bratt examines the impact that a depression has on a business cycle and the recovery periods when inventory levels remain low.

3593 Crum, W. L. 1937. “Inudstrial Corporation Balance Sheets in Prosperity and Depression.” HBR 15 (Winter, no. 2): 214–232.

Economic Depression or Recession Conditions

Using data from the Treasury Department’s annual report, “Statistics of Income,” Crum constructed aggregate balance sheets by industry group to gauge the impact of the depression on American businesses.

3585 de Chazeau, M. G. 1954. “Can We Avoid Depression in a Dynamic Economy?” HBR 32 ( July-August, no. 4): 37.

3594 Guthmann, H. G. 1934. “Industrial Working Capital During a Business Recession.” HBR 12 ( July, no. 4): 472–477.

de Chazeau worries that this generation of corporate managers possesses a “depression neurosis” since capital outlays are not being utilized to create new products and new markets.

3586 Rosa, R. V. 1948. “Small Business and Depression.” HBR 26 ( January, no. 1): 58–62. Rosa’s research focuses on why small business were particularly vulnerable during the Great Depression from assessing emergency commercial loan applications.

3587 Arnold, T. 1948. “Must 1929 Repeat Itself?” HBR 26 ( January, no. 1): 32–45. To avoid another stock market crash or another catastrophic depression, Arnold excoriates business executives not to be ﬁxiated on the status quo. They must, instead, be adaptable and innovative. Moreover, economic wealth can not be as concentrated among the top strata of the population as was the case in 1929.

To gauge the impact of the current business recession, Guthman argues that changes in the working capital for America’s largest industrial companies need to be analyzed.

3595 Cabot, P. 1934. “The New Industrial Era.” HBR 12 ( January, no. 2): 222–229. Cabot laments that Americans are given to self-interest instead of working together to pull themselves and the nation out of the Great Depression.

3596 McNair, M. P. 1934. “England and America Off Gold: Parallels and Contrasts.” HBR 12 ( January, no. 2): 186–194. Great Britain gave up the gold standard in 1931. McNair writes of the three gold panics that the United States experienced in the aftermath of Great Britain’s 1931 decision.

3588 Brown, J. A. 1940. “The 1937 Recession in England.” HBR 18 (Winter, no. 2): 248–260.

3597 Sollohub, W. A. 1933. “Depression in France.” HBR 11 ( July, no. 4): 498–506.

Unlike the United States, Great Britain enjoyed relatively prosperous economic conditions until 1937 when recession struck the British economy; most of which was triggered by declines in America’s stock and bond markets.

Sollohum investigates the manner in which the Great Depression manifested itself throughout France and emphasizes that certain political realities must be recognized to grasp France’s economic condition.

3589 Lockley, L. C. 1939. “Construction Industry

Internationalist Idols.” HBR 11 (April, no. 3): 389– 408.

in Cedar Rapids, Iowa.” HBR 17 (Winter, no. 2): 199–208. Cedar Rapids, Iowa was selected by Lockley as the typical American city to assess the depression and its aftermath with regards to the construction industry.

3598 Donham, W. B. 1933. “Nationalist Ideals and Donham contends that Congress must provide President Roosevelt with the requisite powers to end the Depression and that the checks and balances from “quieter times” are woefully inadequate.

231 3599 Barber, G. E. 1933. “The Air-Conditioning Equipment Industry.” HBR 11 (April, no. 3): 349– 358. Department of Commerce statistics indicate that air conditioning equipment revenues declined by 50 percent during 1932. This mirrors the general trends of goods and services during the Great Depression.

3600 Hubbard, J. B. 1933. “The Construction Industry in the Depression: Attempts at Stabilization.” HBR 11 ( January, no. 2): 146–155. The construction industry has yet to show any tangible recovery or sense of stabilization unlike with other industries.

3601 Baker, R. E. and H. R. Moorhouse. 1933. “Probable Five-Year Future of Steel.” HBR 11 ( January, no. 2): 133–145. Following three years of severe global depression, the iron and steel industries are showing signs of recovery and seem on more stable footing than at any time during the last decade.

Economics

3599–3615

Leavens assesses the Depression’s impact on the drop in silver and other commodity prices.

3609 Morgenstern, O. 1930. “Developments in the Federal Reserve System.” HBR 9 (October, no. 1): 1–7. Morgenstern assesses whether the newly created Federal Reserve System could have done more to prevent the 1929 Stock Market crash.

Economic Conditions in Foreign Nations or Regions [excludes the United States, Japan and Communist/Totalitarian Nations] 3610 Chua, A. 2003. “Making the World Safe for Markets.” HBR 81 (August, no. 8): 14–16.

3602 Dempsey, B. W. 1932. “Quadragesimo Anno

[“Forethought” Feature]— Chua ﬁnds that the poor have no stake in their own economies. As such, Western nations should stop promoting “bare-knuckled” capitalism against the developing world.

in the Business World.” HBR 11 (October, no. 1): 57–66.

3611 Ohmae, K. 1995. “Putting Global Logic First.” HBR 73 ( January-February, no. 1): 119–125.

Dempsey assesses the repercussions of a Catholic Bishop encyclical over the Great Depression.

3603 Donham, W. B. 1932. “The Attack on Depressions.” HBR 11 (October, no. 1): 45–56. Donham is optimistic that the Great Depression has bottomed out given how bank deposits and commodity prices have both increased.

3604 Barnes, J. H. 1932. “Government and Business.” HBR 10 ( July, no. 4): 411–419. Barnes contends if Franklin Roosevelt is elected President, the idea of a “planned” national economy will likely be important in shaping national economic policy.

3605 Rorty, M. C. 1932. “How May Business Revival Be Forced?” HBR 10 (April, no. 3): 385–398. Rorty is concerned whether America’s national psyche will be permanently scarred by unemployment and the Great Depression.

3606 Terrel, C. L. 1932. “The Changing Value of Business Forecasting Services.” HBR 10 (April, no. 3): 348–356. Since the 1929 stock market crash, business activity continues to spiral downward despite economic forecasters indicating that the worst is over and how conditions will quickly improve.

3607 Fredericksen, D. M. 1932. “Two Financial Roads Leading Out of the Depression.” HBR 10 ( January, no. 2): 137–148. Through the use of government bonds, Fredericksen reports on how the federal government is developing a pool to reﬁnance frozen assets, such as mortgages.

3608 Leavens, D. H. 1931. “Silver and the Business Depression.” HBR 9 (April, no. 3): 330–338.

[“World View” Feature]— With nation-states crumbling and being replaced by region-states, many Asian governments are experimenting with economic zones that relax regulations. Ohmae believes that leaders who accept and promote this trend can provide their constituencies with the best quality of life.

3612 Hilton, A. 1992. “Mythology, Markets and the Emerging Europe.” HBR 70 (November-December, no. 6): 50–54. [“Four Corners” Feature]— The move to European unity will be messy and fraught with setbacks. Hilton argues that American businesses would be wise to focus on its own domestic market as opposed to the opportunities they perceive materializing from a single EU market.

3613 Henzler, H. A. 1992. “The New Era of Eurocapitalism.” HBR 70 ( July-August, no. 4): 57–69. Henzler argues that the European capitalistic system is far better positioned to meet an array of future economic, social, and political challenges compared to its American or Japanese counterparts.

3614 Sisodia, R. S. 1992. “Singapore Invests in the Nation-Corporation.” HBR 70 (May-June, no. 3): 65–75. [“Four Corners” Feature]—Sisodia discusses how Singapore, with few natural resources, became one of the world’s most technologically networked nations.

3615 Henzler, H. 1992. “Managing the Merger: A Strategy for the New Germany.” HBR 70 ( JanuaryFebruary, no. 1): 24–29. [“Four Corners” Feature]— Germany lacks a coherent plan for merging its eastern and western halves. Henzler contends that the merger would work much better if

3616–3633

Economics

232

handled like a corporate merger which would enable Germany to create innovative solutions to some pressing problems.

3616 Avishai, B. 1991. “Israel’s Future: Brainpower, High Tech and Peace.” HBR 69 (November-December, no. 6): 50–64. [“Four Corners” Feature]—The Bank of Israel believes Israel needs between $50 billion and $60 billion over the next ﬁve years to absorb the 200,000 immigrants that arrive annually. Israel also needs peace to attract such capital investment. It needs to also rely on its high proportion of scientists and engineers to develop high valueadded technology.

3617 von Lazar, A. 1991. “Work and Unity: Germany the Morning After.” HBR 69 (March-April, no. 2): 32–43. [“Four Corners” Feature]— Because of factors involving family pride, von Lazar contends Germany will shoulder the economic hardships that reuniﬁcation brings.

3618 Schomer, H. 1983. “South Africa: Beyond Fair Employment.” HBR 61 (May-June, no. 3): 143– 156.

tury. Baranson wonders if the West or the Eastern Bloc nations will be more responsive to them.

3624 MacEachron, D. W. 1956. “Information from the U.N.” HBR 34 (May-June, no. 3): 153–165. [“Looking Around” Feature]— MacEachron describes the beneﬁts of United Nations reports and documents for international marketing purposes.

3625 Miller, R. W. 1951. “Our Economic Path in Asia.” HBR 29 ( July, no. 4): 52–70. To stem economic unrest throughout the Paciﬁc Rim nations, land reform must be a primary focus of American economic and foreign policy.

3626 Hood, A. L. 1947. “Great Britain’s Economic Problem.” HBR 25 (Autumn, no. 4a): 625–636. Hood addresses the instability of Great Britain’s postwar economy along with the weakness of the British pound.

3627 Wallich, H. C. 1944. “The Outlook for Latin America.” HBR 23 (Autumn, no. 1): 65–78. Strident anti–American sentiment is rampant throughout South America despite heavy American foreign aid and corporate investment. Wallich wonders whether a return on investment of any level is feasible given this turmoil.

Schomer ﬁnds that the fair hiring practices and cooperation between South Africa’s black unions and many American companies lacks the necessary muscle to make a difference.

3628 Hu, K. T. 1943. “Investment in China’s Postwar Industry.” HBR 21 (Spring, no. 3): 309–320.

3619 Chatﬁeld, M. V. 1979. “Books for the Thoughtful Executive.” HBR 57 (November-December, no. 6): 57–64.

Hu asserts that an economically viable China is essential for stabilizing the Paciﬁc Rim region in which American capital and technical expertise is a critical component.

[“For the Manager’s Bookshelf ” Feature]— Chatﬁeld describes recently published books relevant to Canada’s economy and business climate.

3620 Gibson, J. D. 1973. “Canada’s Declaration of Less Independence.” HBR 51 (September-October, no. 5): 69–79. Gibson contends many Canadians feel that the United States takes their nation for granted and also sees Canadians working to reduce their U.S. economic ties.

3621 Welch, W. H. 1973. “The Business Outlook for Southeast Asia.” HBR 51 (May-June, no. 3): 72– 84. With the U.S. military presence in Southeast Asia receding, Welch assesses the region’s potential commercial and investment opportunities.

3622 Grunwald, J. 1963. “Why Not Invest in Latin America?” HBR 41 (November-December, no. 6): 123–128. Grunwald counters the claim that Latin America’s investment climate is as unfavorable as many believe.

3629 Zimmerman, R. W. 1942. “Doing Business in Mexico.” HBR 20 (Summer, no. 4): 508–516. For American businesses to be proﬁtable in Mexico, it must quit being condescending towards the Mexican people and comply with the Mexican legal and regulatory codes.

3630 Sollohub, W. A. 1938. “The Financial Rehabilitation of Portugal.” HBR 17 (Autumn, no. 1): 52–62. Long a chaotic economy, Portugal, now under the direction of a Columbia University economist, eliminated all of its exchange restrictions with astonishing results.

3631 De Haas, J. A. 1938. “Recent Publications in the Field of International Economic Relations.” HBR 16 (Summer, no. 4): 491–498. 3632 Sollohub, W. A. 1938. “Two Experiments in France.” HBR 16 (Winter, no. 2): 168–182. France hoped that deﬂation and monetary manipulation would be a manner for ending the depression. Sollohub investigates why neither has been successful.

3623 Baranson, J. 1961. “New Technologies for Emerging Economies.” HBR 39 ( July-August, no. 4): 144–152.

3633 Morgan-Webb, C. 1937. “British Housing Authority.” HBR 16 (Autumn, no. 1): 9–16.

Underdeveloped nations throughout the world are pleading for help in making the transition from technological backwardness into the automated twentieth cen-

In the aftermath of World War I, Morgan-Webb describes the squalid living conditions that Britain’s working class citizens are coping with.

233 3634 Currie, A. W. 1936. “Canada’s Marketing Act.” HBR 15 (Autumn, no. 1): 105–109. 3635 Copland, D. B. 1936. “Australian Recovery and Government Policy.” HBR 15 (Autumn, no. 1): 10–18. 3636 Sipherd, L. W. 1936. “Capital Market and Recovery in Canada.” HBR 14 (Summer, no. 4): 494–501. Sipherd describes how Canada’s industrial capital lags behind that of the United States.

3637 Garceau, O. 1935. “Ottawa Conference: An Experiment in Indirect Imperialism.” HBR 13 (April, no. 3): 382–392. In light of the 1932 Ottawa Conference for strengthening Great Britain’s economic ties throughout the British Empire, Garceau sees the waning cultural ties between Great Britain and its empire as Britain’s most pressing concern.

3638 Schmalenbach, E. 1933. “Business Econom-

Economics

3634–3652

Recordbreaking Atlantic crossings by Bremer and the Europa illustrate the remarkable recovery of Germany’s merchant marine in the aftermath of World War I.

3645 Butler, H. 1930. “What Is the Position of British Industry.” HBR 9 (October, no. 1): 35–46. British industry is growing at a faster rate than any of the other industrialized nation despite a pessimism that is rampant throughout Great Britain concerning its economy.

3646 Hahn, A. 1929. “Stabilization of Business in Germany.” HBR 7 ( January, no. 2): 129–142. The disturbances occuring with the German economy stem more from Germany deviating from sound currency policy than anything else.

3647 Donovan, W. J. and B. M. Webster, Jr. 1928. “Rationalization: The Basis of Economic Rapproachment.” HBR 6 ( January, no. 2): 160–175. Europe’s chaotic economic conditions have made economic cartels a common occurrence.

ics and Changes in German Business Conditions.” HBR 11 ( July, no. 4): 490–497.

3648 Siegfried, A. 1927. “French Industry and Mass Production.” HBR 6 (October, no. 1): 1–10.

Schmalenbach probes the German version of “business economics” that amasses a huge body of accounts and statistics unlike anything associated with Anglo accounting practices.

Siegfried questions whether France, to become an economic power, might have to shed many of its antiquated economic activities.

3639 Kaldor, N. 1932. “The Economic Situation of Austria.” HBR 11 (October, no. 1): 23–34. Kaldor explains how the woes of the Danube economies stem from the aftermath of World War I.

3640 Morgenstern, O. 1931. “Free and Fixed Prices During the Depression.” HBR 10 (October, no. 1): 62–68. Morgenstern’s article examines Germany’s cartel system which will hopefully stabilize economic activity and eliminate weak or unﬁt enterprises.

3641 Ebersole, J. F. 1931. “Deﬂating Indemnity Hopes and War Debts.” HBR 10 (October, no. 1): 1–7. Ebersole points out that maintaining Germany’s capitalistic basis along with its social structure must be of greater importance for the United States, France, and Great Britain than collecting reparation payments.

3642 Preston, H. H. 1931. “Europe’s Return to Gold.” HBR 9 (April, no. 3): 319–329. Preston describes the extent Europe suffered from bad money following the outbreak of war in 1914.

3643 Stopler, G. 1931. “Where Do We Stand? [German Economy].” HBR 9 (April, no. 3): 289– 298. Americans are naive in believing they are isolated from the rest of the world’s—Germany’s in particular—problems and miseries.

3644 Magnes, J. 1930. “The Recovery of Germany’s Merchant Marine After the War.” HBR 9 (October, no. 1): 57–68.

3649 Martin, G. 1927. “Industrial Reconstruction of France Since the World War.” HBR 5 (April, no. 3): 257–268. French industry, in the aftermath of World War I, had to be rebuilt entirely given France’s desire to be entirely self-sufﬁcient.

3650 Kilbourne, R. D. 1924. “The Rejuvenation of Austria: Its Signiﬁcance to American Businessmen.” HBR 2 (April, no. 3): 334–344. Circa. 1922, ﬁnancial conditions in Austria reached a critical state that many believe that Austria’s end is imminent.

3651 Leimer, F. 1924. “The Financing of Enterprises in Germany Under Conditions of a Depreciated Currency.” HBR 2 ( January, no. 2): 174–177. Cash deposits in German banks are depreciating fast because of the rampant inﬂation plaguing the nation thereby making ﬁnancing for current and future operations prohibitively expensive.

Economic Development or Industrial Policy Topics 3652 Florida, R. 2004. “America’s Looming Creativity Crisis.” HBR 82 (October, no. 10): 122–136. [“Big Picture” Feature]— If the United States tightens its borders to students and scientists or if federal research funding is subjected to ideological and religious litmus tests, Florida warns that many other nations will capture and exploit that creative capital.

3653–3667

Economics

234

3653 Kanter, R. M. 2003. “Thriving Locally in the Global Economy.” HBR 81 (August, no. 8): 119– 127. [“Best of HBR” Feature]— Kanter surveyed ﬁve U.S. urban regions with direct connections to the global economy. This was done to determine their strategies for improving the quality of life of their citizens. The Spartanburg-Greenville region of South Carolina shows how global forces help develop communities.

3654 Hormats, R. D. 2003. “Abraham Lincoln and the Global Economy.” HBR 81 (August, no. 8): 58–67. The Union’s bold economic policies provided the foundation for a truly national economy during America’s Civil War. Those moves offer surprising insights, if not a template, for today’s emerging nations.

3655 Pitroda, S. 1993. “Development, Democracy, and the Village Telephone.” HBR 71 (NovemberDecember, no. 6): 66–79. [“World View” Feature]— Pitroda discusses how India’s government is bringing digital telecommunications to the poor and rural villages of India through its the Centre for Development of Telematics.

3656 Phillips, K. P. 1992. “U.S. Industrial Policy: Inevitable and Ineffective.” HBR 70 ( July-August, no. 4): 104–112. Phillips explains why some form of industrial policy will emerge from the next presidential administration no matter who wins the 1992 presidential election.

3657 Branscomb, L. M. 1992. “Does America Need a Technology Policy?” HBR 70 (March-April, no. 2): 24–31. [“In Question” Feature]— Technology is the single most important factor driving global competition. For collaborative research and development efforts to materialize, policies and strategic planning efforts must be developed that encompasses higher education, private industry and governmental agencies.

3658 Gabor, A. 1991. “Rochester Focuses: A Community’s Core Competence.” HBR 69 ( July-August, no. 4): 116–126.

Porter ﬁnds that companies achieve competitive advantage by being innovative and that the national environment in which these ﬁrms compete gives rise to innovation. As such, governments should be a catalyst but not be directly involved in the competition aspect.

3661 Scott, B. R. 1989. “Competitiveness: SelfHelp for a Worsening Problem.” HBR 67 ( July-August, no. 4): 115–121. Scott argues that a nation’s competitiveness, much like that of a ﬁrm, isn’t so much triggered to sales. It is, instead, a matter of income earned not borrowed. To be competitive means raising incomes as rapidly as one’s competitors and then making the necessary investment to remain competitive for the future.

3662 Tyson, L. D. 1988. “Ask the Right Tough Questions About America’s Strategic Industries.” HBR 66 (November-December, no. 6): 103–107. [From the “Business, Economics, and Oval Ofﬁce” Series]— Tyson urges President-Elect Bush to determine whether some American industries are more strategic than other industries. As such, should the public policy process be used to promote these industries?

3663 Prestowitz, C. V., Jr. 1988. “A Less Powerful Economy Will Make America Less Powerful.” HBR 66 (November-December, no. 6): 92–97. [From the “Business, Economics, and Oval Ofﬁce” Series]— Prestowitz believes that America’s next president must apply a tough minded approach to trade negotiations. A cabinet-level “department of industry and trade” should also be created.

3664 Dornbusch, R., J. M. Poterba and L. H. Summers. 1988. “Macroeconomic Policy Should Make Manufacturing More Competitive.” HBR 66 (November-December, no. 6): 76–80. [From the “Business, Economics, and Oval Ofﬁce” Series]— Dornbusch and his colleagues argue that macroeconomic policies must be designed to make American manufacturing more competitive.

3665 Miller, R. and M. Cote. 1985. “Growing the Next Silicon Valley.” HBR 63 4): 114–123.

Rochester, New York, is a prototype for a traditional industrial city. It is also in the forefront of communitybased economic renewal. Gabor describes the core competencies that local communities possess in creating their future.

The development of a high-technology community can produce a strong industrial base and improve a region’s economic viability. A successful strategy for hightech clusters requires a long-term commitment by public and corporate leaders, a focus on multiplying homegrown enterprises, and a supportive government.

3659 Howard, R. 1990. “Can Small Business Help Countries Compete?” HBR 68 (November-December, no. 6): 88–102.

3666 Lodge, G. C. and W. C. Crum. 1985. “U.S. Competitiveness: The Policy Tangle.” HBR 63 ( January-February, no. 1): 34–50.

[“In Question” Feature]— Howard explains why ﬁrm size is less important than the relationships that tie companies together on a national or regional basis (e.g., the capacity of Japan or the Silicon Valley to build strong production networks).

[“Keeping Informed” Feature]— To prevent America’s manufacturing base from deteriorating because of foreign competition, Lodge and Crum examine a number of policy options.

3660 Porter, M. E. 1990. “The Competitive Advantages of Nations.” HBR 68 (March-April, no. 2): 73–95.

3667 Scott, B. R. 1984. “National Strategy for Stronger U.S. Competitiveness.” HBR 62 (MarchApril, no. 2): 77–91. Despite its economic recovery, the United States needs

235

Economics

3668–3683

an economic strategy for it to be an internationally viable competitor.

Automobile Crisis and Public Policy.” HBR 59 ( January-February, no. 1): 73–82.

3668 Levitt, A., Jr. 1984. “Industrial Policy: Slogan

[An Interview with Ford Motor’s CEO, Philip Caldwell]— Caldwell describes the plight of the automobile industry and emphasizes that governmental protection [on an interim basis] is necessary and why a national industrial policy should be enacted.

or Solution?” HBR 62 (March-April, no. 2): 6–8. [“Ideas for Action” Feature]— Levitt argues that fostering entrepreneurship — as opposed to government intervention in the economy — will generate sustainable growth and enhance productivity.

3669 Badaracco, J. L., Jr. and D. B. Yofﬁe. 1983. “‘Industrial Policy’: It Can’t Happen Here.” HBR 61 (November-December, no. 6): 96–105. Badaracco and Yofﬁe worry that American interestgroup and partisan politics will torpedo any effort to implement an industrial policy.

3670 Kantrow, A. M. 1983. “The Political Realities of Industrial Policy.” HBR 61 (September-October, no. 5): 76–86. Kantrow moderates a roundtable discussion between George Eads, Arthur Levitt, Thomas McGraw, Robert Reich and Lester Thurow on whether the government has a role in orchestrating U.S. industry’s efforts to regain worldwide competiveness.

3671 Bhide, A. 1983. “Beyond Keynes: DemandSide Economics.” HBR 61 ( July-August, no. 4): 100–110. To correct market inefﬁciencies, Bhide advocates an industrial policy that adopts a consumer (i.e., demandside economics) perspective as opposed to the producer.

3672 Lodge, G. C. and W. R. Glass. 1983. “U.S. Trade Policy Needs One Voice.” HBR 61 (May-June, no. 3): 75–83. Lodge and Glass emphasize that the United States must face the reality that participating in the global economy will be expensive. As such, a coherent policy conducive for international competition is crucial.

3673 Jackson, G. A. and G. S. Masnick. 1983. “Take Another Look at Regional U.S. Growth.” HBR 61 (March-April, no. 2): 76–87. Jackson and Masnick discuss how the United States faces a shift of employment, income and population from the industrialized regions of the North to the Sunbelt region in the South and West.

3674 Reich, R. B. 1982. “Why the U.S. Needs an Industrial Policy.” HBR 60 ( January-February, no. 1): 74–81.

3677 Beard, S. S. 1980. “Urban Aid for Financing Small Businesses.” HBR 58 (November-December, no. 6): 48–58. [“Growing Concerns” Feature]— Beard describes how American cities are utilizing federal loan programs by collaborating with local lending institutions.

3678 Ward, B. 1979. “Progress for a Small Planet.” HBR 57 (September-October, no. 5): 89–99. Industrialized nations need to grasp how interconnected their plight is with Third World prosperity and development.

3679 Scott, B. R. 1978. “How Practical Is National Economic Planning?” HBR 56 (March-April, no. 2): 131–145. The American economy has performed poorly since 1970. Efforts made by the federal government to stimulate the American economy have been fruitless. Scott describes both the advantages and downside for the American government to engage in national economic planning.

3680 Strasser, G. 1973. “Uncle Sam Institutionalizes Technology Assessment.” HBR 51 (SeptemberOctober, no. 5): 8–16. [“Ideas for Action” Feature]— Gabor examines the purpose and structure of the Congressional Ofﬁce of Technology Assessment.

3681 Apgar, M., IV. 1971. “New Business from New Towns.” HBR 49 ( January-February, no. 1): 90–109. Apgar describes how essential government involvement is with private industry in the development of new communities.

3682 McGarrah, R. E. 1970. “Swords into Plowshares.” HBR 48 ( July-August, no. 4): 36–40, 177– 180.

Fiscal or monetary policies can no longer can be counted on to to improve American competitiveness. Reich describes the beneﬁts that a national industrial policy would bring to the United States.

[“Thinking Ahead” Feature]— As the United States and Soviet Union both build on their military strengths, McGarrah offers ideas for re-channeling resources into large-scale Third World socio-economic development projects. Doing so should trigger intense economic — as opposed to military — competition among these economies.

3675 Leone, R. A. and S. P. Bradley. 1981. “To-

3683 Sturdivant, F. D. 1969. “The Limits on Black

ward an Effective Industrial Policy.” HBR 59 (November-December, no. 6): 91–97. Leone and Bradley discuss the premises of a workable industrial policy and how it should be implemented.

3676 Andrews, K. R. and M. S. Salter. 1981. “The

Capitalism.” HBR 47 ( January-February, no. 1): 122–128. Congress is expected to enact legislation to create community-owned development corporations. Sturdivant contends this legislation is short-sighted and sets a dangerous precedent.

3684–3701

Economics

236

3684 Schultz, R. S. 1966. “Understanding Economic Growth.” HBR 44 (November-December, no. 6): 32–44, 188. [“Keeping Informed” Feature]— Schultz discusses the impact of technological change and business’s role in raising living standards and transforming the productive basis of economic life.

3685 Schon, D. A. 1966. “The New Regionalism.” HBR 44 ( January-February, no. 1): 30–39, 172–175. [“Thinking Ahead” Feature]—Schon argues how state governments need to develop sounder ways to generate economic development.

income, stability, and robust labor and management relations.

3693 Martin, B. F. 1941. “The Cellulose South.” HBR 20 (Autumn, no. 1): 43–52. Because of its climate, access to sunlight, and long growing season, the conditions in the South are perfect for producing cellulose, a chlorophyll vital in pulp and paper production.

3694 _____. 1941. “Southern Industrial Development.” HBR 19 (Winter, no. 2): 159–176.

3686 Blass, W. P. 1963. “Economic Planning, Eu-

The South’s industrial base could accelerate shortly if the shortage of a technically skilled labor force can be solved.

ropean Style.” HBR 41 (September-October, no. 5): 109–120.

3695 Glover, J. D. 1939. “Industrial Loan Policy of the RFC.” HBR 17 (Summer, no. 4): 465–476.

Blass explains how inconsistent governmental planning efforts are throughout Western Europe and the havoc that creates with business and industry.

The Reconstruction Finance Corporation (RFC) was implemented by the Roosevelt Administration to extent commercial credit to those not served through customary banking channels.

3687 Hayes, S. L. and D. H. Woods. 1963. “Are SBICs Doing Their Jobs.” HBR 41 (March-April, no. 2): 6–19, 178–198.

3696 Froelich, W. 1939. “European Experiments in Protecting Small Competitors.” HBR 17 (Summer, no. 4): 442–452.

[“Problems in Review” Feature]— Haryes and Woods examine the operations and expectations of Small Business Investment Corporations and then speculate as to their future.

Froehlich describes the historical support that Central European governments provide to small industrialists, shopkeepers, and artisans.

3688 Gordon, L. 1960. “Private Enterprise & International Development.” HBR 38 ( July-August, no. 4): 134–138.

3697 De Haas, J. A. 1938. “The New Economic Policy of the Dutch East Indies.” HBR 16 (Spring, no. 3): 323–335.

Gordon describes how foreign private investment is triggering economic growth and it’s producing strong domestic private sectors throughout the world.

The Dutch East Indies represents a successful and intelligent attempt from an industrialized nation (i.e., the Netherlands) to engage in Third World economic development.

3689 Ragan, P. H. 1952. “Industrial Foundations and Community Progress.” HBR 30 (NovemberDecember, no. 6): 69–83. Ragan describes how corporate executives are attempting to solve local economic problems in small and medium sized communities.

3690 Hulse, A. E. and P. J. DeTuro. 1949. “Economic Problems of the Southeast.” HBR 27 ( January, no. 1): 34–52. Hulse and DeTuro probe the economic problems plaguing the American South. The two ﬁnd the South’s abundant supply of natural resources to be more of a curse than a blessing given how acute the lack of technological skills are among its labor force.

3698 Lucas, A. F. 1934. “British Experiments in the Reduction of Excess Industrial Capacity.” HBR 12 ( July, no. 4): 389–397. Lucas ﬁnds that in the aftermath of World War I, the reorganization of Great Britain’s industrial base truly remarkable.

3699 _____. 1933. “The Bankers’ Industrial Development Company.” HBR 11 (April, no. 3): 270– 279. The Depression in Great Britain gave rise to the Bankers’ Industrial Development Company as a way to alleviate the urgent need for new capital.

Business.” HBR 26 (March, no. 2): 181–193.

3700 Normano, J. F. 1931. “Joint Stock Companies and Foreign Capital in the State of Rio Grade Do Sul [Brazil].” HBR 9 ( January, no. 2): 215–224.

Wood engages in a cost-beneﬁt analysis of “community boosterism” (i.e., the Chamber of Commerce) efforts throughout the United States.

Normano’s case study proﬁles Rio Grande do Sul, a Brazilian province, that is in the transition from being an agricultural state to becoming industrialized.

3692 Hyson, C. D. and A. C. Neal. 1948. “New England’s Economic Prospects.” HBR 26 (March, no. 2): 156–180.

3701 Tarbill, V. V. 1930. “Mountain Moving in Seattle.” HBR 8 (Summer, no. 4): 482–489.

3691 Wood, R. 1948. “The Community Goes into

Hyson and Neal describe how New England offers corporations a great deal stemming from a high per capita

Tarbill describes how Seattle leveled a mountainous section of the city, known as Danny Hill, to aid business development in that city.

237

Economic Indicators, Output, Statistics or Productivity 3702 Sahlman, W. A. 1999. “The New Economy Is Stronger Than You Think.” HBR 77 (NovemberDecember, no. 6): 99–107. Sahlman argues that the new economy is “rock solid” and excoriates Alan Greenspan for thinking otherwise.

3703 Roach, S. S. 1998. “In Search of Productivity.” HBR 76 (September-October, no. 5): 153–160. [“Books in Review” Feature]— Roach reviews Davis and Wessel’s In Search of Productivity as well as The Productive Edge by Richard Lester.

3704 Krugman, P. 1997. “How Fast Can the U.S. Economy Grow?” HBR 75 ( July-August, no. 4): 123–129. Economic analysis suggests that the U.S. economy can not continue to grow as fast it has in recent years. Many inﬂuential business leaders, however, embrace a radical economic notion that the old “speed limits” to growth are obsolete. Krugman counters how the idea that digital technology and the growth of international trade changes the rules of growth is full of conceptual and empirical holes.

3705 Scott, B. R. 1997. “How Do Economies Grow?” HBR 75 (May-June, no. 3): 156–164. [“Books in Review” Feature]— Scott reviews Holmes, Johnson, and Kirkpatrick’s 1997 annual book, Index of Economic Freedom, that assesses the market economic forces for nearly every nation throughout the world.

3706 Roach, S. S. 1996. “The Hollow Ring of the Productivity Revival.” HBR 74 (November-December, no. 6): 81–91. The painful restructurings of the 1980s produced low inﬂation, higher competitiveness, short-term efﬁciencies along with rising corporate proﬁts. It also spawned workers who are anxious if not angry. Many American workers ﬁnd they are being cheated as wages stagnate while shareholders and upper-echelon executives reap huge rewards. The federal government is likely to intervene if American ﬁrms do not share the fruits from this growth.

3707 Freeman, R. B. 1996. “Toward an Apartheid Economy.” HBR 74 (September-October, no. 5): 114–121. With the proportion of high income families and households who are below the poverty line growing, Freeman contends that the American economy is more economically segregated than ever.

3708 Prowse, M. 1992. “Is America in Decline?” HBR 70 ( July-August, no. 4): 34–45. [“In Question” Feature]— Prowse ﬁnds America’s media and policy makers possess a self-fulﬁlling form of “declinism” whereby the United States will stagnates in the global economy.

3709 Weiss, S. A. 1988. “Lessons from the Rise and Fall of Nations.” HBR 66 (March-April, no. 2): 24–26.

Economics

3702–3716

[“For the Manager’s Bookshelf ” Feature]— Weiss reviews historian Paul Kennedy’s new book, The Rise and Fall of the Great Powers: Economic Change and Military Conﬂict from 1500 to 2000. Kennedy examines the similarities between China’s empire of the 15th century and the British empire of the 19th and 20th century.

3710 Vernon, R. 1986. “Can U.S. Manufacturing Come Back?” HBR 64 ( July-August, no. 4): 98–106. Contrary to public perceptions (i.e., higher wages or currency ﬂuctuations) about the U.S.’s declining competitiveness in world markets, Vernon describes how technological changes involving transportation and communications account for most of this imbalance. The Japanese, for example, are adroit at assimilating information and moving goods across great distances at signiﬁcantly lower costs than their American competition.

3711 Schwartz, J. E. and T. J. Volgy. 1985. “The Myth of America’s Economic Decline.” HBR 63 (September-October, no. 5): 98–107. Contrary to public perception, Schwartz and Volgy argue that the 1965–1980 era was not a period of economic decline. Moreover, the Reagan Administration’s economic policies, designed to remedy this misdiagnosed disease are triggering heavy budget deﬁcits, huge trade imbalances and widespread social inequities.

3712 Judson, A. S. 1982. “The Awkward Truth About Productivity.” HBR 60 (September-October, no. 5): 93–97. From surveying U.S. executives from 195 industrial ﬁrms on their perceptions of America’s productivity crisis, Judson was disheartened on how little American managers grasp the magnitude of this problem and their role in ameliorating it.

3713 Henrici, S. B. 1981. “How Deadly Is the Productivity Disease?” HBR 59 (November-December, no. 6): 123–129. Henrici discusses some inherent shortcomings with a Department of Labor indicator that measures the robustness of the American economy.

3714 Bryne, R. S. 1981. “Sources on Productivity.” HBR 59 (September-October, no. 5): 36–42. [“For the Manager’s Bookshelf ” Feature]— Bryne reviews recently published journal, newspaper articles and 11 books relevant to America’s productivity capabilities being in decline.

3715 Wilkins, M. G., Jr. 1980. “Financial Flexibility in the 1980s.” HBR 58 (March-April, no. 2): 103–105. Corporate strategists must be ﬂexible when dealing with high inﬂation, declining liquidity in the banking system, high interest rates, and greater debt burdens that emanates from all economic sectors.

3716 Malkiel, B. G. 1979. “Productivity-The Problem Behind the Headlines.” HBR 57 (MayJune, no. 3): 81–91. Malkiel explains how declining levels of productivity

3717–3734

Economics

238

is far more devastating to the American economy than inﬂation.

rial costs also tend to skyrocket whenever a population increases.

3717 McConnell, C. R. 1979. “Why Is U.S. Productivity Slowing Down?” HBR 57 (MArch-April, no. 2): 36–60.

3725 Ulin, R. P. 1955. “Are We Building Too Much Capacity?” HBR 33 (November-December, no. 6): 41–47.

[“Keeping Informed” Feature]— As productivity growth declines in the United States, McConnell assesses some explanations for this from ﬁve schools of economists (i.e., neoclassical, war economy, neo-Marxists, doomsday and the noninterventionists).

Ulin addresses whether America’s growing manufacturing capacity will generate over-production and price wars.

3718 Harlan, L. M. 1976. “Wrenching Times Ahead for Housing.” HBR 54 (September-October, no. 5): 8–13. [“Ideas for Action” Feature]— Harlan sees difﬁcult challenges ahead for the American housing market even if the American economy picks up; much of it stems from how the FHA-VA programs are funded by the federal government.

3719 Boettinger, H. M. 1967. “Big Gap in Economic Theory.” HBR 45 ( July-August, no. 4): 51– 58. While discussing the predicament contemporary economic theory is in, Boettinger examines whether technical innovation is an opportunity or an embarrassment to today’s economists.

3720 Speagle, R. E. and H. R. Chace. 1963. “The Corporate Proﬁt Equation.” HBR 41 (March-April, no. 2): 116–127. Speagle and Chace ponder America’s productivity and its relationship to corporate proﬁts, investment, dividends, government debt and private savings.

3721 Editors, The. 1963. “Management Problems in 1963.” HBR 41 ( January-February, no. 1): 6–20, 173. [“Problems in Review” Feature]—HBR’s editors examine the problems that are looming for 1963 from both the national and corporate levels.

3722 Means, G. C. 1958. “Is Economic Theory

3726 Fleming, H. 1952. “Let’s Bury the Gold Standard.” HBR 30 (November-December, no. 6): 59– 68. The gold standard, called by Fleming as the “ark of the covenant of classical economics,” is no longer sacred. Fleming claims gold is now a disastrous value standard. If anything, steel would be a better commodity.

3727 Meriam, R. S. 1950. “Bigness and the Economic Analysis of Competition.” HBR 28 (March, no. 2): 109–126. Believing that executives should utilize economic analysis far more than they currently do in making dayto-day decisions, Meriam discusses how economic analysis can be utilized in areas like basing point pricing, freight absorption, the pricing and marketing practices of competitors, or one’s pricing and proﬁt strategies during inlationary periods

3728 Snider, J. L. 1948. “Looking Ahead.” HBR 26 ( January, no. 1): 1–12. Economic and business conditions indicate that the United States has never been more prosperous. Corporations and farmers are both generating record proﬁt levels. Unemployment and company bankruptcies are at exceedingly low levels. Snider warns people of the instability of prosperity and to subsequently plan ahead.

3729 Harris, S. E. 1947. “New England’s Decline in the American Economy.” HBR 25 (Spring, no. 3): 348–371. New England’s manufacturing infrastructure is rapidly deteriorating which makes the region similar to Great Britain’s economy and social strata.

Outmoded?” HBR 36 (May-June, no. 3): 27–38, 167–180.

3730 Moore, G. H. 1947. “Accuracy of Government Statistics.” HBR 25 (Spring, no. 3): 306–317.

[“Looking Around” Feature]— Means contends that traditional economic theory ignores large corporate enterprises. As such, the ﬁeld needs to be revamped.

Statistical estimates of national income, output, unemployment levels, or cost of living play a large role with economic development efforts. Hence, the accuracy of these statistics is essential.

3723 Dimond, T. 1956. “New Round of Steel Expansion.” HBR 34 (May-June, no. 3): 85–93. Fearing that the steel industry possesses a myopic outlook stemming from a successful last ﬁfteen years, Dimond assesses the industry’s strengths, weaknesses, and threats for the future.

3724 Spengler, J. J. 1956. “Population Threatens Prosperity.” HBR 34 ( January-February, no. 1): 85– 94. Rampant population growth is triggering two major disadvantages: The ﬁrst is how capital and other resources are absorbed from being used to purchase equipment or for other forms of consumption. In addition, raw mate-

3731 Cole, A. H. 1943. “The Economics of Reading.” HBR 21 (Summer, no. 4): 485–495. 3732 Snider, J. L. 1939. “Business Cycle Literature.” HBR 17 (Spring, no. 3): 369–379.

3733 Smith, D. T. 1936. “Economic Structure: Recent Literature of Diagnosis and Remedy.” HBR 15 (Autumn, no. 1): 125–136.

3734 Killam, C. W. 1936. “Low-Cost Housing in the United States.” HBR 14 (Spring, no. 3): 299–311. Killam’s discusses the impact that new housing development has on the entire American economy.

239 3735 Rorty, M. C. 1936. “The Commodity Dollar.” HBR 14 (Winter, no. 2): 133–145.

Economics

3735–3754

3745 Copeland, M. T. 1929. “An Index of the Dollar Volume of Retail Trade, 1914–1927.” HBR 7 ( January, no. 2): 175–184.

Rorty explores the impact of reducing the gold content backing the dollar or what has come to be known as the “commodity dollar.”

Copeland presents two overlapping monthly indexes that can show movements in consumer pruchasing.

3736 Whelden, C. H., Jr. 1935. “An Index of Business Activity: Manufacturing Values and Payrolls.” HBR 13 ( July, no. 4): 503–512.

3746 Frederick, J. G. 1928. “A Balance Sheet of American Business.” HBR 6 ( January, no. 3): 152– 159.

Whelden uses statistics from the biennial Census of Manufacturers, Bureau of Labor output, and Federal Reserve data to produce an economic analysis of manufacturing values.

Federal corporate income tax return statistics are vital for analysis of business in how they provide an “aggregate balance sheet” for industries.

3737 Smith, G. A., Jr. 1934. “Silver: Its Status and Outlook.” HBR 13 (October, no. 1): 44–53. Smith analyzes the silver industry along with the markets for which silver is utilized.

3738 Jenkins, D. C. 1934. “The Construction Industry and Its Difﬁculties: Effect on the Public Works Bill.” HBR 12 (April, no. 3): 379–387. For every person employed in the construction industry, two additional people are employed in the manufacturing of materials. As such, the dearth of construction has profound ramiﬁcations for the entire U.S. economy.

3739 Rorty, M. C. 1934. “The Equation of Economic Balance.” HBR 12 (April, no. 3): 274–283. Economic balance can be characterized as involving high levels of employment, stable price levels in addition to the currency, credit, and money ﬂow being in equilibrium.

3740 Crum, W. L. 1934. “Statistical Normals and Economic Planning.” HBR 12 ( January, no. 2): 176–185. Crum writes on the importance of economic statistics, which he believes are a vital element in all planning efforts.

3741 _____. 1933. “Post-War Course of Corporate Proﬁts as Determined by Net-to-Gross Proﬁt Ratios.” HBR 11 (April, no. 3): 336–348. The Treasury Department launched its Statistics of Income publication in 1930 on corporate income taxes which will help planners analyze industrial proﬁts.

3742 Howard, H. S. 1932. “Consumer Purchasing Power Indices.” HBR 11 (October, no. 1): 115–123. Howard contends that using a single factor or group of factors as an index of consumer purchasing power is too simplistic to provide any useful value.

3743 Meriam, R. S. 1932. “Discriminating Rates.” HBR 10 ( July, no. 4): 453–460. Though economic theory cannot justify discriminating prices, it shows how connected the problems of rate structure and rate levels are.

3744 Frame, S. T. 1932. “Planning for the Newsprint Industry.” HBR 10 ( July, no. 4): 441–452. Manufacturing output of newsprint has increased to a point where existing capacity could outstrip demand.

3747 Niles, H. E. 1928. “Rents and Salaries in Ninety-Six Cities.” HBR 6 ( January, no. 2): 194– 197. Niles shows that salaries and rental amounts vary from city-to-city throughout the United States with larger cities typically having higher rental amounts.

3748 “Electric Power Production as an Index of Business Volume.” 1927. HBR 5 (April, no. 3): 339– 344. [“Summaries of Business Research” Feature]— As a widely used commodity, electric power possesses a number of features that makes it an effective for economic conditions.

3749 Hubbard, J. B. 1927. “Building Construction in Recent Years.” HBR 5 (April, no. 3): 307–314. Hubbard advises readers to remember how building activity relates to issued building permits instead of actual construction.

3750 Crum, W. L. 1927. “An Iron Producer and the Business Cycle.” HBR 5 (April, no. 3): 298–306. Crum describes how iron production is one of the best barometers of the American economy.

3751 Crum, W. L. and H. B. Vanderblue. 1925. “Coal Mining and the Business Cycle.” HBR 4 (October, no. 1): 57–70.

3752 _____. 1925. “Manufacturing Operations and the Business Cycle.” HBR 3 ( January, no. 2): 171–184. Business cycles, as deﬁned by Crum and Vanderblue, are the “recurrent alteration of activity and depression” that provide business managers with enormous challenges.

3753 Nystrom, P. H. 1925. “Estimate of the Value of Retail Business in the United States.” HBR 3 ( January, no. 2): 150–159. Nystrom describes the remarkable work that the United States Census Bureau and other federal agencies do in accumulating and tabulating data on almost every conceivable topic.

3754 Vanderblue, H. B. and W. L. Crum. 1924. “The Relation of a Public Utility to the Business Cycle.” HBR 3 (October, no. 1): 8–19. Vanderblue and Crum contend that kilowatt hours sold for both lighting and electrical power closely corresponds to a variety of economic cyclical indexes.

3755–3770

Economics

240

3755 Dewing, A. S. 1923. “Investment and the Industrial Cycle.” HBR 2 (October, no. 1): 1–12. Economists predicted the sudden downturn in business activity with remarkable accuracy. Businessmen, however, scoffed at those predictions, believing them to be only abstractions.

3756 Roorbach, G. B. 1923. “Need for International Uniformity in Business Statistics.” HBR 1 ( January, no. 2): 187–195. Roorbach opines that businesses use trade statistics daily without understanding the inconsistencies or limitations inherent in them. More needs to be done to generate consistency.

Economic or Business Forecasting 3757 Saffo, P. 2007. “Six Rules for Accurate Effective Forecasting.” HBR 85 ( July-August, no. 7/8): 122–131. Saffo believes that forecasting is more about letting people know how to take meaningful action from a range of possibilities than it is about predicting the future.

3758 Georgoff, D. M. and R. G. Murdick. 1986. “Manager’s Guide to Forecasting.” HBR 64 ( January-February, no. 1): 110–120. Through a chart they compiled of 20 forecasting techniques, Georgoff and Murdick help management determine a forecasting technique based on their priorities.

3759 Wack, P. 1985. “Scenarios: Shooting the Rapids.” HBR 63 (November-December, no. 6): 139–150. During times of rapid economic change, managers must be able to translate new information into strategic initiatives quickly. In 1975, planners at Royal Dutch/Shell designed a “medium-term scenario” structure that has been instrumental in helping decision makers shed old assumptions and perceive new realities.

3760 _____. 1985. “Scenarios: Uncharted Waters Ahead.” HBR 63 (September-October, no. 5): 73– 89. Forecasts are typically constructed on the assumption that tomorrow’s world will be much like today’s. They fail when they do not anticipate the major shifts with the business environment. Wack describes Royal Dutch/ Shell’s success with “scenario planning” in which management is taught to think in terms of a chaotic future.

3761 Bernstein, P. L. and T. H. Silbert. 1984. “Are Economic Forecasts Worth Listening To?” HBR 62 (September-October, no. 5): 32–40. [“Keeping Informed” Feature]— Economic forecasts are wrong far more than they are right. Bernstein and Silbert advise readers to develop “consensus forecasts” which should be fairly accurate and can do much to enhance one’s decision making capabilities.

3762 Rothermel, T. W. 1982. “Forecasting Resurrected.” HBR 60 (March-April, no. 2): 139–147.

Corporate executives typically have little faith in the forecasting efforts of corporate planners. Rothermal developed a forecasting-building technique that examines underlying factors facing one’s competitors.

3763 Sobek, R. S. 1973. “A Manager’s Primer on Forecasting.” HBR 51 (May-June, no. 3): 6–28, 181– 183. [“Keeping Informed” Feature]—Forecasting economic trends and business behavior which a company encounters is essential. Sobek explains what leading, coincident, and lagging indicators are to aid management apply economics to the pragmatic business world.

3764 North, H. Q. and D. L. Pyke. 1969. “‘Probes’ of the Technological Future.” HBR 47 (May-June, no. 3): 68–82. Accurate methods have been devised for making economic, business and social oriented predictions. North and Pyke discuss how TRW, Incorporated adopted the RAND Corporation’s Delphi method for analyzing remote occurrences for prognosticating in the distant vision.

3765 Dunlop, J. T. 1968. “New Forces in the Economy.” HBR 46 (March-April, no. 2): 121–129. Dunlop discusses ﬁve signiﬁcant social and economic inﬂuences that are likely in the American economy’s future.

3766 Leontief, W. W. 1964. “Proposal for Better Business Forecasting.” HBR 42 (November-December, no. 6): 166–182. No matter how well a company schedules its internal operations, its plans will collapse if its sales forecasts are in error. Leontiff maintains how business and government must collaborate in developing up-to-date economic “input-output tables” for forecasting sales.

3767 McNair, M. P. 1961. “Challenge of the 1960’s.” HBR 39 (September-October, no. 5): 26– 37, 176. [“Thinking Ahead” Feature]— McNair feels that an increasing level of governmental intervention in business affairs will be a signiﬁcant trend to watch during the 1960s.

3768 Snider, J. L. 1950. “Business Prospects and Problems in the 1950s.” HBR 28 ( January, no. 1): 114–120. Snider contends that the economic problems facing the American economy hinge on psychological, ethical, cultural, as well as racial and social justice issues.

3769 _____. 1949. “Facing the Business Future.” HBR 27 ( July, no. 4): 449–458. Business conditions have deteriorated since the end of 1948. Industrial production, personal income, and wholesale levels are all down. Conversely, unemployment and commercial bankruptcies are up. Snider, however, does not believe a 1930s-type depression is imminent.

3770 Johnson, A. H. 1948. “Market Potentials, 1948.” HBR 26 ( January, no. 1): 11–31. Johnson contends that economists seem so intent on looking for signs of economic doom that they are miss-

241 ing the positive opportunities offered in the postwar period.

3771 Newbury, F. D. 1947. “A Forecast of Business Prospects.” HBR 25 (Spring, no. 3): 273–288.

Economics

3771–3786

3779 Scott, B. R. 1982. “Can Industry Survive the Welfare State?” HBR 60 (September-October, no. 5): 70–84.

Newbury, as a supervisor in Westinghouse’s Statistical Research Department, describes the economic forecasting efforts made by Westinghouse throughout the 1940s.

To rejuvenate the American economy, American industry, along with the federal and state governments, must institute strategies to balance productivity with social welfare goals.

3772 Slichter, S. H. 1936. “Economic Planning in Recent Literature.” HBR 14 (Summer, no. 4): 502– 511.

3780 Feldstein, M. S. 1979. “Social Security Hobbles Our Capital Formation.” HBR 57 ( July-August, no. 4): 6–8.

3773 Naess, R. D. 1934. “A Quantitative Study of Economic Balance.” HBR 12 (April, no. 3): 284– 296. Increased levels of quantitative research are crucial for understanding the many long-range tendencies involved with the United States economy.

3774 Snyder, C. 1924. “New Measures of the Business Cycle.” HBR 3 (October, no. 1): 1–7. Snyder would like nothing more if the “waves of business activity” could be measured and forecasted like the waves of the sea. Nobody, to date, has been able to achieve that.

Economic Safety Net Topics

[“Ideas for Action” Feature]— If the aggregate growth in social security beneﬁts does not slow down, Feldstein warns that the social security tax rate needs to increase by more than 20 percent over the next 25 years. This would deplete the one’s capacity to save and generate capital.

3781 Friedman, L. N. and C. B. Weisbrod. 1978. “A Way to Move Welfare Recipients into the Work Force.” HBR 56 ( January-February, no. 1): 8–14. [“Ideas for Action” Feature]—Friedman and Weisbrod discuss a New York City program that trains public assistance recipients to be gainfully employed by using peer support, graduated stress and immediate performance feedback.

3782 Mills, T. 1976. “‘Creeping Corporatism’ vs. Rising Entitlements.” HBR 54 (November-December, no. 6): 6–8.

3775 Pozen, R. C. 2002. “Arm Yourself for the Coming Battle Over Social Security.” HBR 80 (November, no. 11): 52–62.

[“Ideas for Action” Feature]— Mills worries that entitlement programs are threatening the essence of American democracy.

[“Big Picture” Feature]— As a former member of the “President’s Committee to Strengthen Social Security,” Pozen describes the problems plaguing the system and then offers several alternatives for reforming Social Security.

3783 Black, E. M. 1973. “Social Welfare Challenge for Business and Labor.” HBR 51 ( July-August, no. 4): 6–7.

3776 Levinson, M. 1996. “Capitalism with a Safety Net?” HBR 74 (September-October, no. 5): 173–181. Levinson reviews Lester Thurow’s book, The Future of Capitalism: How Today’s Economic Forces Shape Tomorrow’s World. Thurow believes that today’s global shift from mass production to an age of brainpower will trigger an even larger gap between rich and poor nations which will tax the resilience of democracy.

3777 Thurow, L. C. 1985. “Of Grasshopers and Ants.” HBR 63 ( July-August, no. 4): 44–48. [“For the Manager’s Bookshelf ” Feature]— Thurow offers a scathing review of Charles Murray’s book Losing Ground: American Social Policy, 1950–1980 in which Murray contends that social welfare programs are demonic since they encourage the poor to be indolent and, instead, rely on government assistance.

3778 Bernick, M. 1984. “New Ventures for Antipoverty Agencies.” HBR 62 (November-December, no. 6): 44–56. [“Keeping Informed” Feature]— Anti-poverty agencies are running businesses. This, in turn, generates capital and provides much needed work experience for their clientele.

[“Ideas for Action” Feature]—Black calls on both business and organized labor to ﬁll the void created by the Nixon Administration’s decision to scale back its social welfare programs.

3784 McClelland, D. C. 1965. “Achievement Motivation Can Be Developed.” HBR 43 (NovemberDecember, no. 6): 6–24. [“Thinking Ahead” Feature]— McClelland contends that existing governmental poverty programs do little to challenge the “achievement aspirations” of those who beneﬁt most from them.

3785 Hostetler, L. M., L. O. Kelso, N. E. Long and J. F. Oates, Jr. 1964. “Poverty and Proﬁts.” HBR 42 (September-October, no. 5): 6–20, 186–192. [“Thinking Ahead” Feature]—Hostetler and his coauthors examine some realities involving the labor market, employment goals, and effective ways for coping with unemployment.

3786 Rucker, A. W. 1954. “Economic Challenge for Longevity.” HBR 32 (November-December, no. 6): 94–102. Rucker worries that the American economy is not capable of supporting its large elderly population in retirement.

3787–3803

Economics

242

3787 Myers, J. H. 1950. “Governmental and Voluntary Programs for Security.” HBR 28 (March, no. 2): 29–44. Individuals of almost every political persuasion ﬁnd it a foregone conclusion that an organized structure of some kind will deal with old age, dependent survivorship, total disability, industrial injuries, unemployment, medical costs and sickness.

3788 David, D. K. 1950. “The Danger of Drifting.” HBR 28 ( January, no. 1): 25–32. David worries how American society is drifting from its basic ideals to becoming more of a welfare state with heavy government intervention. This is tantamount to the loss of human dignity.

3789 Witte, E. E. 1946. “Steadying the Worker’s Income.” HBR 24 (Spring, no. 3): 306–325. Witte points out the costs and dangers if a minimum income is implemented; a high priority issue for Congress at the moment.

3790 Van Sickle, J. V. 1946. “Geographical Aspects of a Minimum Wage.” HBR 24 (Spring, no. 3): 277–294. All employers engaged in interstate commerce are required to pay minimum wage. Van Sickle is particularly interested on the minimum wage’s impact in the Deep South.

3791 Witte, E. E. 1941. “What’s Ahead for Social Security.” HBR 19 (Spring, no. 3): 311–325. Witte believes Congress will amend the Social Security Act concerning unemployment compensation, old age assistance, and health protection for the elderly.

3792 Barboon, M. J. 1938. “The Unemployment Trust Fund.” HBR 16 (Spring, no. 3): 351–365. Effective January 1, 1938, the 48 states are required to implement a payroll tax levy from 2.7 to 3.0 percent to fund an unemployment compensation program.

3793 Howe, R. 1930. “Industry and the Aged.” HBR 8 ( July, no. 4): 435–442. At present, there exists over two million people unable to support themselves at a subsistence level.

3794 Ryan, F. W. 1924. “The Wage Bargain and the Minimum Wage Decision.” HBR 2 ( January, no. 2): 207–218. Ryan analyzes a 1923 Supreme Court Decision in which minimum wage laws are deemed unconstitutional.

classiﬁes radical economics into ﬁve groups, explaining the tenets of each.

3796 Arthur, H. B. 1961. “Help from the Company Economist.” HBR 39 (September-October, no. 5): 80–86. Arthur describes the value in-house economists bring to an organization along with the credentials needed for this capacity.

3797 Teitsworth, C. S. 1959. “Growing Role of the Company Economist.” HBR 37 ( January-February, no. 1): 97–104. In an increasing competitive and complex world, the economist has developed more reliable measures for generating indexes. Because this data is available so swiftly with computerization, specialists trained in economic analysis can make this useful to executive decision-makers, marketers, and accountants.

3798 Young, C. E. 1942. “Duties of the Economist.” HBR 20 (Spring, no. 3): 391–392. Company economists are not typically required to generate “ofﬁcial” forecasts on which a company’s operations are based. Their functions, instead, provide pertinent information that is beneﬁcial to the planning efforts of headquarters and operations management.

3799 Abramson, A. G. 1942. “Opportunities of the Economist in an Industrial Company.” HBR 20 (Spring, no. 3): 389–390. An industrial economist’s responsibilities and opportunities vary according to a number of factors such as the size of the organization, its product line, as well as a wide array of other factors.

3800 Ottman, A. H. 1942. “The Economist’s Reports.” HBR 20 (Spring, no. 3): 388–389. Ottman describes why he believes an industrial economist’s brieﬁngs need to be on a regular basis and should be privy to only top management.

3801 Schoenfelt, L. 1942. “The Department Economist.” HBR 20 (Spring, no. 3): 386–388. Schoenfeldt, an economist with General Electric’s Appliance and Merchandise Division, describes how his work involves forecasting consumer habits and other business conditions. These forecasts subsequently form the basis for General Electric’s capital budgeting decisions.

3802 Wright, W. 1942. “The Industrial Economist as Staff Ofﬁcer.” HBR 20 (Spring, no. 3): 385–386.

Economics as a Profession or the Role of Economists

Wright maintains that an industrial economist’s efforts should be directed to the chief executive, the ﬁnancial ofﬁcers and board of directors.

3795 Bronfenbrenner, M. 1973. “What the Radi-

3803 Weber, P. J. 1942. “The Economics Depart-

cal Economists Are Saying.” HBR 51 (SeptemberOctober, no. 5): 26–38, 166–170.

ment of One Inudstrial Department.” HBR 20 (Spring, no. 3): 381–385.

[“Keeping Informed” Feature]— Bronfenbrenner warns mainstream economists not to dismiss radical economists as gadﬂies. In addition, Bronfenbrenner

Weber describes how the department he supervises for a utility company is engaged in economic projections and statistical control work.

243 3804 Micoleau, H. L. 1942. “The Economist and Management.” HBR 20 (Spring, no. 3): 380–381. As an economist for the General Motors Corporation, Micoleau contends that company economists should focus on problems from an economic perspective as opposed to the standpoint of corporate management.

3805 Whitney, N. R. 1942. “The Economist as Advisor.” HBR 20 (Spring, no. 3): 379–380. Whitney warns that company economists can not be tied to routine duties or be expected to supervise a large ofﬁce force. As an adviser to senior management, the company economist’s role ceases when their conclusions have been cogently presented to management.

3806 Smith, B. B. 1942. “Functions of the Economist.” HBR 20 (Spring, no. 3): 375–379. Part of every economist’s job is gauging the economy’s “behavior” to discover the probable impact of economic events on both the industry and the organization that employs the economist.

3807 Daniels, W. M. 1934. “The Passing of the Old Economist.” HBR 12 (April, no. 3): 297–303. Particularly because of the 1929 stock market crash, Daniels bemoans how classical economists have been branded with pariah-like status.

Energy or Fuel Resources 3808 Navarro, P. 2001. “Are You Ready for a Blackout?” HBR 79 (April, no. 4): 28–29. [“Forethought” Feature]— California’s energy crisis offers a number of lessons to corporate executives on the importance of energy management.

3809 Sawhill, J. C. and L. P. Silverman. 1985. “Transformed Utilities: More Power to You.” HBR 63 ( July-August, no. 4): 88–96. Electric utility companies face wrenching changes because of overexpansion and undersubscription. As such, they are no longer the solid operations who provide reliable service at modest rates.

3810 Spiller, L. N. 1985. “The Energy Wolf Is Still Out There.” HBR 63 ( January-February, no. 1): 119–127. Firms should incorporate energy conservation in their business plans since new technologies in plant and ofﬁce structures can efﬁciently reduce energy consumption.

3811 Meier, A. 1983. “What Is the Cost to You of Conserved Energy?” HBR 61 ( January-February, no. 1): 36–37. [“Ideas for Action” Feature]— With energy prices rising rapidly, many companies are paying particular attention to energy conservation. Meier, however, points out that conservation investments must compete with other ventures for capital and provides a formula for determining the return on investment on energy efﬁcient ventures.

3812 Lindsay, F. A. 1981. “Plan for the Next Energy

Economics

3804–3820

Emergency.” HBR 59 (September-October, no. 5): 152–168. [“Thinking Ahead” Feature]— Lindsay warns companies to make the necessary provisions as if another oil crisis is imminent.

3813 Bevington, E. M. 1981. “Payoffs from Corporate Energy Conservation.” HBR 59 (March-April, no. 2): 42–46. [“Ideas for Action” Feature]— Because of OPEC’s “tyranny,” politicians and energy consumers are shifting from dependency on petroleum to resources such as coal, natural gas along with solar, wind, and geothermal sources.

3814 Scott, B. R. 1981. “OPEC, The American Scapegoat.” HBR 59 ( January-February, no. 1): 6– 30. [“Special Report” Feature]— Blaming OPEC for price increases overlooks the basic economics of the oil industry. Moreover, a shift has transpired from oil production being a buyer’s market to that of a seller’s market.

3815 Bernard, A. 1980. “World Oil and Cold Reality.” HBR 58 (November-December, no. 6): 91– 101. Benard emphasizes how this is a world in which the big consuming and industrial nations no longer can determine the price and availability of OPEC-produced oil.

3816 Sant, R. W. 1980. “Coming Market for Energy Services.” HBR 58 (May-June, no. 3): 6–24. [“Thinking Ahead” Feature]— Sant sees changes transpiring during the 1980s with traditional retailers of oil, gas, coal and electricity being more like wholesalers.

3817 Stobaugh, R. and D. Yergin. 1980. “The Energy Outlook: Combing the Options.” HBR 58 ( January-February, no. 1): 57–73. The United States should examine the potential of every energy source it has in a manner that factors in the many political, environmental, social and judicial constraints.

3818 Tracy, K. B. 1980. “Energy Issues.” HBR 58 ( January-February, no. 1): 34–42. [“For the Manager’s Bookshelf ” Feature]— Tracy examines recently published books that offer general approaches to energy problems such as Energ y Future: The Report of the Harvard Business School Energ y Project edited by Stobaugh and Yergin; Landsberg’s Energ y: The Next Twenty Years; as well as Sam Schur’s Energy in America’s Future: The Choices Before Us.

3819 Henry, J. P., Jr., V. E. Harless and J. B. Kopelman. 1979. “World Energy: A Manageable Dilemma.” HBR 57 (May-June, no. 3): 150–161. Henry and his coauthors see gas and oil prices leveling off, in real dollars, by the end of the 20th century when competition between oil producing rivalries intensiﬁes.

3820 Lindsay, F. A. 1978. “Financing High-Cost,

3821–3836

Economics

244

High-Risk Energy Development.” HBR 56 (November-December, no. 6): 161–170. With developmental costs that are too exorbitant for private capital to absorb, Lindsey argues that the federal government must help underwrite the cost of energy efﬁcient technologies.

3821 Welch, J. B. 1978. “Zero-Base Public Utility Regulation.” HBR 56 (September-October, no. 5): 12–20. [“Ideas for Action” Feature]— Welch contends that state regulatory commissions are so preoccupied with controlling rate structures that they lose sight of which markets need greater regulation and which should be deregulated.

3822 Miller, H. E. 1978. “A Manufacturer Tries to Neutralize the Energy Uncertainties.” HBR 56 (May-June, no. 3): 6–8. [“Ideas for Action” Feature]— No matter how the United States and the various state governments cope with the energy crisis, efforts to maintain sufﬁcient levels of fuel have companies shooting at moving targets.

3823 Hatsopoulos, G. N., E. P. Gyftopoulos, R. W. Sant and T. F. Widmer. 1978. “Capital Investment to Save Energy.” HBR 56 (March-April, no. 2): 111–122. Hatsopoulos and his coauthors examine the criteria used by manufacturers for investing in energy efﬁciency methods. They also calculate the ﬁnancial savings that could be realized from conserving energy.

3824 Mighdoll, M. J. and P. D. Weisse. 1976. “We Need a National Materials Policy.” HBR 54 (September-October, no. 5): 143–151. The federal government must implement rational policies to ensure that the United States is not plagued with limited and costly supplies of energy-related raw materials.

3825 Tugendhat, C. 1976. “Political Approach to the World Oil Problem.” HBR 54 ( January-February, no. 1): 45–55. Tugendhat claims that the world’s governments are failing to coordinate their efforts to develop new energy sources and generate domestic energy policies.

3826 Manne, A. S. 1975. “What Happens When Our Oil and Gas Run Out?” HBR 53 ( July-August, no. 4): 123–137. American demand for petroleum and natural gas will exceed supply. As such, costly synthetics are needed. Investment in R&D cannot be delayed. They must begin now.

3827 Netschert, B. C. 1973. “Energy vs. Environment.” HBR 51 ( January-February, no. 1): 24–28, 133–140. [“Special Report” Feature]— As growing energy demands are colliding with environmental concerns, Netschert forecasts higher energy costs. Hope and relief exists from several technology-produced efﬁciencies in heating and cooling, public transportation, and electricity generation and transmission.

3828 Ramey, R. T. 1968. “Competitive Vigor in Nuclear Power.” HBR 46 ( July-August, no. 4): 126–142. Ramey describes the nuclear reactor industry and the potential it offers for private industry.

3829 Stelzer, I. M. and B. C. Netschert. 1967. “Hot War in the Energy Industry.” HBR 45 (November-December, no. 6): 14–26, 190–193. [“Special Report” Feature]—Stelzer and Netschert discuss the electrical power and heating markets and how feasible alternatives exist to wreak havoc on those entrenched industries.

3830 Guthmann, H. G. 1960. “Tax Favortism to Cooperatives.” HBR 38 (November-December, no. 6): 116–125. Guthmann worries that an array of businesses could be out of business because of unfair competition from cooperatives and publicly owned utility companies. Those entities derive a grossly unfair competitive advantage from tax advantages as opposed to their operating efﬁciencies.

3831 Owen, C. F. 1959. “Oil in the Western Hemisphere.” HBR 37 (May-June, no. 3): 61–71. Petroleum is now international trade’s most important commodity. Some impending changes with this market have profound ramiﬁcations for today’s economy.

3832 Eckstein, O. 1958. “Natural Gas and Patterns of Regulation.” HBR 36 (March-April, no. 2): 127–136. Most natural gas is produced by small independent companies who sell their product to pipeline companies. Eckstein examines the import of several Supreme Court decisions in which these transactions are placed under federal regulation.

3833 Brown, G. G. 1956. “Nuclear & Solar Energy.” HBR 34 ( January-February, no. 1): 17–28, 156–158. [“Thinking Ahead” Feature]— Brown wonders if energy production can be increased 16 times to accomodate the world’s population growth over the the next 70 years

3834 Cross, J. S. 1953. “Vertical Integration in the Oil Industry.” HBR 31 ( July-August, no. 4): 69–81. Cross ﬁnds that a more cooperative approach by both jobbers and the integrated companies throughout the oil industry is a far better solution to some industry-wide problems than some of the other solutions being bandied about.

3835 Irwin, J. W. 1953. “Industry Bids for Atomic Power.” HBR 31 ( July-August, no. 4): 36–50. Electricity obtained from atomic power will soon supplement, if not replace, the coal, oil, and hydro-based generating facilities presently used for residential, industrial, and transportation systems.

3836 Sharp, R. R. 1950. “America’s Stake in World Petroleum.” HBR 28 (September, no. 5): 25–41. Sharp discusses oil’s inﬂuence on America’s foreign

245

Economics

3837–3853

trade and diplomatic relations with the Middle East and the Soviet Union.

Bituminous Coal Industry.” HBR 10 ( January, no. 2): 149–160.

3837 Schurr, S. H. 1949. “Atomic Power in Se-

The low demand for bituminous coal is focusing attention on the deplorable conditions throughout in the American coal industry.

lected Industries.” HBR 27 ( July, no. 4): 459–479. Schurr discusses whether industries might see reduced energy costs with atomic power. If this happens, Schurr wonders if production processes might be changed to this new power.

3838 Dunn, F. J. and Associates. 1939. “Public Utility Integration: Memorandum and Integration.” HBR 17 (Spring, no. 3): 291–300. Dunn and his legal associates at the New England Power Association are interested in ascertaining whether beneﬁts or efﬁciencies exist when utility companies share power transmitters as opposed to owning them themselves.

3839 Smith, F. G. 1939. “The Attempted Stabilization of the Bituminous Coal Industry.” HBR 17 (Winter, no. 2): 177–188. Production of bituminous coal peaked in 1918 but has been on a downward spiral in spite of rising energy demand. Smith contends how the coal companies, as well as society, face a bleak “Hobson’s Choice” no matter what happens to the industry.

3840 Ryan, J. W., Jr. 1936. “The Future of Bituminous Coal.” HBR 14 (Spring, no. 3): 325–336. Since World War I, American energy needs are increasingly met with oil, gas, and hydro-electric power. Ryan contends that bituminous coal’s future is bleak, particularly given how the industry is fraught with labor strife, over-development, and intense competition.

3841 Eckler, A. R. 1935. “Present Central Station Capacity in the Electrical Power Industry.” HBR 14 (Autumn, no. 1): 74–89. Fear is imminent in how electrical power demand might exceed its supply and if this might trigger acute shortages throughout all regions of the United States?

3842 Ruggles, C. O. 1935. “Some Aspects of Public Utility Management and Regulation.” HBR 14 (Autumn, no. 1): 59–73. In his second article on the public utility industry, Ruggles justiﬁes holding companies, efﬁciency benchmarks, and a host of managerial accounting or valuation issues.

3843 _____. 1935. “Some Aspects of Public Utility Rate Making.” HBR 13 ( July, no. 4): 417–434. Ruggles examines the variables that factor into determining utility rates.

3846 Swensrud, S. A. 1931. “Distribution Problems of the Oil Industry [Part Two].” HBR 10 (October, no. 1): 78–84. Few pricing structures are misunderstood as gasoline prices. Consumers seem bewildered or see something sinister when the major companies in the same locality raise or lower their prices in unison with one another.

3847 _____. 1931. “Distribution Problems of the Oil Industry [Part One].” HBR 9 ( July, no. 4): 389– 399. Few industries are confronted with more difﬁcult distribution problems than the petroleum industry.

3848 Dillion, T. H. 1925. “Some Aspects of Public Utility Management.” HBR 4 (October, no. 1): 32–39. Public utility companies need to be seen as a compromise between private enterprise and the public interest. Dillion describes them as “businesses affected with a public interest ethos.”

3849 Ruggles, C. O. 1924. “Problems in the Development of a Super-Power System.” HBR 2 ( January, no. 2): 160–173. According to the 1932 Economic Census, the revenue from electricity sales increased three times faster than gasoline sales.

Environmental Issues and Costs 3850 Reinhardt, F. L. 2007. “Place Your Bets on the Future You Want.” HBR 85 (October, no. 10): 42–44. [“Forethought” Feature]— Reinhardt describes how innovative companies, with managerial and strategic acumen, will persevere in a carbon-constrained economy.

3851 Way, M. and B. Rendlen. 2007. “Walking the Talk at Swiss Re.” HBR 85 (October, no. 10): 42–42. [“Forethought” Feature]— Way and Rendlen describe how Swiss Re, a reinsurance company, motivates its workforce to drive hybrid automobiles, install solar panels and use energy-efﬁcient appliances.

3852 Schnedler, A. 2007. “When Being Green Backﬁres.” HBR 85 (October, no. 10): 35–38.

the Bituminous Coal Industry.” HBR 11 (October, no. 1): 97–106.

[“Forethought” Feature]—Schnedler is dubious about the enviromental value of renewable energy certiﬁcates [RECs] that Pepsico, Wells Fargo, Whole Foods and other corporations are purchasing.

Despite being a lucrative industry a few years ago, few bituminous coal companies now generate any kind of proﬁt. Davis analyzes why American homes and businesses are shifting to competing fuels.

3853 Bortz, C. 2007. “Alyson Slater, Global Reporting Initiative’s Director of Strategy, on How Disclosing Emissions Beneﬁts Companies.” HBR 85 (October, no. 10): 32–32.

3845 Wolfe, T. M. 1932. “Recent Changes in the

[“Conversation” Feature]— Slater ﬁnds that corpora-

3844 Davis, B. A. 1932. “Marketing Problems of

3854–3869

Economics

246

tions have a ﬁduciary responsibility to report their carbon emissions to each of their stakeholders.

3861 Schendler, A. 2006. “Energy-Credit Buyers Beware.” HBR 84 (September, no. 9): 24–25.

3854 Esty, D. C. 2007. “What Stakeholders De-

[“Forethought” Feature]— Companies such as Starbucks, Johnson & Johnson, Staples and Whole Food Markets are active buyers of renewable energy credits [RECs]. They do this to offset the carbon that is contained in the electricity that they use. Schendler counters that RECs do little to improve the environment.

mand.” HBR 85 (October, no. 10): 30–34. [“Forethought” Feature]— Esty describes the enormous pressure that consumers, capital markets, governments and NGOs are placing on corporations to track and manage their carbon emissions.

3855 Schwartz, P. 2007. “Investing in Global Security.” HBR 85 (October, no. 10): 26–28. [“Forethought” Feature]— Schwartz sees enormous goodwill resulting if American business is proactive in addressing climate change.

3856 Porter, M. E. and F. L. Reinhardt. 2007. “A Strategic Approach to Climate.” HBR 85 (October, no. 10): 22–26. [“Forethought” Feature]—Porter and Rinehardt argue that corporations must see climate change as a business problem in need of strategic planning.

3857 Lovins, A. B., L. H. Lovins and P. Hawken. 2007. “A Road Map for Natural Capitalism.” HBR 85 ( July-August, no. 7/8): 172–183. [“Best of HBR” Feature]— From the May-June 1999 issue, Lovins and his coauthors describe how innovative companies such as Xerox and DuPont are using innovative and more efﬁcient means to conserve natural resources. Moreover, neglecting to account for the cost of water, atmospheric and climate damage is a catastrophic mistake.

3858 Bernotat, W. H. 2007. “Take Responsibility for Climate Change.” HBR 85 ( July-August, no. 7/8): 56–59. [“Perspectives” Feature]— Business leaders and politicians face signiﬁcant challenges in balancing their energy requirements to the impact of that on the environment. People, moreover, need to be far more attuned to the environmental impact of consumption and waste.

3859 Economy, E. and K. Lieberthal. 2007. “Scorched Earth: Will Environmental Risks in China Overwhelm Its Opportunities.” HBR 85 ( June, no. 6): 88–96. In describing the severity of China’s environmental problems, Economy and Lierberthal are particularly perplexed why so many multinational corporations are oblivious to these issues.

3860 Lash, J. and F. Wellington. 2007. “Competitive Advantage on a Warming Planet.” HBR 85 (March, no. 3): 94–102. Lash and Wellington describe how climate change can impact one’s competitive landscape in ways that top management might not contemplate. For example, global warming could make raw materials more expensive. In addition, investors and consumers will factor in a ﬁrm’s adherence to climate change policies in their purchasing decisions. Firms who manage their exposure to climate change have a competitive advantage over their rivals.

3862 Hoffman, A. 2004. “Winning the Greenhouse Gas Game.” HBR 82 (April, no. 4): 20–21. [“Forethought” Feature]— Hoffman describes how companies who voluntarily reduce their greenhouse gases help shape governmental regulations.

3863 Schendler, A. 2002. “Where’s the Green in Green Business?” HBR 80 ( June, no. 6): 28–29. [“Forethought” Feature]— Aspen Skiing Company is a leader in “green business” practices. Schendler, as environmental affairs director for the company, describes what “sustainable business practices” are about.

3864 O’Neill-Packard, K. and F. L. Reinhardt. 2000. “What Every Executive Needs to Know About Global Warming.” HBR 78 ( July-August, no. 4): 128–135. Forward-looking ﬁrms in an array of industries are examining Kyoto Protocol-type issues as a way to calculate both its risks and opportunities.

3865 Kolk, A. 2000. “Green Reporting.” HBR 78 ( January-February, no. 1): 15–16. [“Forethought” Feature]— A good environmental-reporting process can make a ﬁrm more environmentally responsible and more competitive. Bristol-Myers Squibb and Royal Dutch/Shell, in particular, are reaping beneﬁts from issuing detailed reports on their environmental performance.

3866 Reinhardt, F. L. 1999. “Bringing the Environment Down to Earth.” HBR 77 ( July-August, no. 4): 149–157. Reinhardt argues that the debate involving business and the environment must be couched in far more complex terms than is currently the norm.

3867 Lovins, A. B., L. H. Lovins and P. Hawken. 1999. “A Road Map for Natural Capitalism.” HBR 77 (May-June, no. 3): 145–158. Through a notion known as “natural capitalism,” Lovins and his coauthors offer novel strategies for protecting the earth’s biosphere in conjunction to increasing one’s proﬁts and competitiveness.

3868 Magretta, J. 1997. “Growth Through Global Sustainability: An Interview with Monsanto’s CEO.” HBR 75 ( January-February, no. 1): 78–90. Monsanto’s CEO Robert Shapiro describes how his company promotes environmental sustainability by using biotechnology to manufacture its product lines.

3869 Hart, S. L. 1997. “Beyond Greening: Strategies for a Sustainable World.” HBR 75 ( JanuaryFebruary, no. 1): 66–77.

247

Economics

3870–3886

Hart explains the importance of sustainable development and provides a framework for identifying the business opportunities behind sustainability. Companies pursuing sustainability should implement activities that involve pollution prevention, clean technology and product stewardship.

resources running dry, Hamilton urges private industry to be proactive in recycling its water.

3870 Porter, M. E. and C. Van der Linde. 1995. “Green and Competitive: Ending the Stalemate.” HBR 73 (September-October, no. 5): 120–137.

[“Thinking Ahead” Feature]— Royston emphasizes that environmental protection and economic growth can be compatiable if “no-waste” technologies are utilized.

3878 Royston, M. G. 1980. “Making Pollution Prevention Pay.” HBR 58 (November-December, no. 6): 6–22.

A constant struggle exists between environmental regulations and business competitiveness that is stymieing the innovative capabilities of business.

3879 Orloff, N. 1977. “Payoff for Business Initiative on the Environment.” HBR 55 (November-December, no. 6): 8–12.

3871 Walley, N. and B. Whitehead. 1994. “It’s Not

[“Ideas for Action” Feature]— Orloff justiﬁes why American business should do everything to protect the environment.

Easy Being Green.” HBR 72 (May-June, no. 3): 46–52. [“In Question” Feature]—The historically contentious relationship between business and environmental concerns seems to be waning. Ways now exist so that the environment and business can simultaneously prosper.

3872 Biddle, D. 1993. “Recycling for Proﬁt: The New Green Business Frontier.” HBR 71 (November-December, no. 6): 145–156. Little demand seems to exist for products made from recycled materials. Biddle, however, contends that farsighted players can ﬁnd proﬁtable opportunities from recycling even in the midst of market uncertainty.

3873 Cairncross, F. 1992. “How European Companies Reposition to Recycle.” HBR 70 (MarchApril, no. 2): 34–45. [“Four Corners” Feature]— European ﬁrms are taking responsibility for the recycling of their products. They are also working with their former competitors to implement environmental policies to make recycling possible.

3874 Lodge, G. C. and J. F. Rayport. 1991. “KneeDeep and Rising: America’s Recycling Crisis.” HBR 69 (September-October, no. 5): 128–139. Landﬁll capacity is dwindling throughout the United States. To solve America’s plastics recycling and solidwaste problems, a combination of industrial cooperation and government policy is essential.

3875 Kleiner, A. 1991. “What Does It Mean to Be Green?” HBR 69 ( July-August, no. 4): 38–47. [“In Question” Feature]— Kleiner offers three important considerations that every company should include in its environmental agenda.

3876 Redford, R. 1987. “Search for Common Ground.” HBR 65 (May-June, no. 3): 107–112. Redford describes how the Institute for Resource Management’s forums are bringing environmentalists and business interests together to discuss their disagreements.

3880 Fri, R. W. 1974. “Facing Up to Pollution Controls.” HBR 52 (March-April, no. 2): 26–34, 150–152. [“Thinking Ahead” Feature]— Rather than ﬁght pollution reduction mandates, Fri maintains that businesses can gain long-term ﬁnancial leverage in the long term by implementing pollution control devices.

3881 Henderson, H. 1973. “Ecologists Versus Economists.” HBR 51 ( July-August, no. 4): 28–36, 152–157. [“Keeping Informed” Feature]— Corporations are caught in an ecological conundrum that affects how business is done. Henderson’s literature review sorts out these issues from two dozen books and articles.

3882 Gunn, W. N. 1971. “Packagers and the Environmental Challenge.” HBR 50 ( July-August, no. 4): 103–111. Litter problems are generating a variety of public and private responses. Gunn, however, contends that not enough is being done and offers steps to attack this blight more seriously.

3883 Quinn, J. B. 1971. “Next Big Industry: Environmental Improvement.” HBR 49 (September-October, no. 5): 120–131. Quinn predicts that the environmental movement might produce proﬁtable new markets for business expansion.

3884 Charan, R. and N. Wormald. 1971. “Case of the Offending Efﬂuent.” HBR 49 ( July-August, no. 4): 148–160. [“Problems in Review” Feature]— The Great Marvel Company must devise an over-arching strategy for easing pollution emissions from one of its plants.

3885 Klima, O., Jr. and G. M. Wolfe. 1968. “The Oceans: Unexploited Opportunities.” HBR 46 (May-June, no. 3): 98–112.

When the Well Runs Dry?” HBR 62 (NovemberDecember, no. 6): 28–40.

A strong national government helped achieved America’s national goals in space exploration and missile deployment. Klima and Wolfe believe the same effort is necessary to develop the world’s oceans.

[“Thinking Ahead” Feature]— With America’s water

3886 _____. 1968. “The Oceans: Unexploited Op-

3877 Hamilton, R. A. 1984. “What Will We Do

3887–3909

Economics

248

portunities.” HBR 46 (March-April, no. 2): 140– 156.

3895 Warsh, D. 1988. “Paul Volker and the Temple of Doom.” HBR 66 (May-June, no. 3): 22–34.

Klima and Wolfe describes the potential of ocean development and then assess the scientiﬁc, food, mineral and national defense implications associated with it.

[“For the Manager’s Bookshelf ” Feature]— Warsh reviews William Greider’s chronicle of Paul Volcker’s tenure as the Federal Reserve’s chairperson, for which Greider believes to be a total failure.

3887 Hanks, J. J. and H. D. Kube. 1966. “Industry Action to Combat Pollution.” HBR 44 (September-October, no. 5): 49–62. Hanks and Kube point out how public pressure is mounting on American industry to end pollution and emphasize that cleanup costs will only rise if these efforts are prolonged.

3888 Stern, A. J. 1991. “Case of the Environmenal Impasse.” HBR 69 (May-June, no. 3): 14–29. [“HBR Case Study” Feature]—A paper company, with a bad environmental reputation, overcame its past and launched a credible “green” project.

3889 White, G. F. 1958. “The Facts About Our Water Supply.” HBR 36 (March-April, no. 2): 87– 94. White assesses the current state of water usage and its projected use throughout the United States and advocates more public investment in water-control works.

3890 Bober, W. C. 1957. “Population and Technology.” HBR 35 ( July-August, no. 4): 19–32. [“Thinking Ahead” Feature]— Bober discusses how the rapid increase in population, automation and other forms of modern technology will affect the global economy.

3891 Goodman, R. B. 1939. “Forests and the Forest Industry.” HBR 17 (Winter, no. 2): 189–198. With America’s forests, Goodman addresses how complex the interdependencies are with both the public and commercial interests.

3892 Donham, R. 1930. “Problems of the Tanning Industry.” HBR 8 (Summer, no. 4): 474–481. It is increasingly apparent how our native supplies of tan-bark are being depleted at an alarming rate.

3893 Henderson, L. J. 1927. “Business Education as Envisaged by the Scientist.” HBR 5 ( July, no. 4): 420–423. One aspect of science that businessmen must contend with are profound environmental changes in the ecosystem that stem from the Industrial Revolution.

Federal Reserve System and Monetary Policy 3894 Feldstein, M. S. 1988. “Five Fundamentals for the Forty-First President.” HBR 66 (NovemberDecember, no. 6): 87–91. [From the “Business, Economics, and Oval Ofﬁce” Series]— Feldstein explains how ﬁve key economic issues are essential for economic development and growth.

3896 Krasker, W. S. 1982. “Hedging on Loans Linked to the Prime.” HBR 60 (May-June, no. 3): 66–68. [“Ideas for Action” Feature]— Krasker shows how companies can use the futures markets for Treasury bills when company debt is pegged to the prime-rate.

3897 Heldring, F. 1979. “Monetary Stability Through a World Central Bank.” HBR 57 ( January-February, no. 1): 6–8. [“Ideas for Action” Feature]—Because no international authority exists to manage the supply of the world’s monetary supply, Heldring argues that a central world banking authority is necessary.

3898 Crane, D. B. and W. L. White. 1972. “Who Beneﬁts from a Floating Prime Rate?” HBR 50 (November-December, no. 1): 121–129. Crane and White discuss the advantages and disadvantages with businesses utilizing ﬂoating prime rate. Smaller businesses should be able to obtain loans more readily during periods of tight money. The two authors, on the other hand, explain how it might be a mixed blessing for banks.

3899 Price, D. K. 1962. “Control of the Monetary System.” HBR 40 ( July-August, no. 4): 149–164. Price explains why policy makers involved with the monetary system must know how to maintain their professional inﬂuence in a framework of political responsibility.

3900 Bach, G. L. 1962. “Economics, Politics, and the FED.” HBR 40 ( January-February, no. 1): 81–91. The ﬁndings and recommendations of the Commission on Money and Credit poses serious questions on how monetary policy works and what can be done to make it work better.

3901 Wallich, H. C. and B. Balassa. 1961. “New Look at Money and Credit.” HBR 39 (NovemberDecember, no. 6): 70–78. Wallich and Balassa assess the Committee for Economic Development Commission on Money and Credit’s long awaited report and the implications it holds for businesses.

3902 Bach, G. L. 1953. “The Economics and Politics of Money.” HBR 31 (March-April, no. 2): 84– 96. Bach describes how monetary policy can successfully attack economic instability if the Eisenhower Administration is committed to utilizing it.

3903 _____. 1951. “The Federal Reserve and the Treasury.” HBR 29 (November, no. 6): 29–39. Bach explores what the proper relationship of the Fed-

249

Economics

3904–3921

eral Reserve should be in conjunction to the Treasury Department, the President of the United States, Congress, as well as other non-governmental entities.

[“Summaries of Business Research” Feature]— The Federal Reserve Bank’s role in distributing bank lending capital is discussed.

3904 Robinson, G. B. 1937. “100 percent Bank Re-

3915 “Present Lending Power of the Banks of the United States.” 1923. HBR 1 (April, no. 3): 355–359.

serves.” HBR 15 (Summer, no. 4): 438–447. Economists at the University of Chicago discuss an idea that might alleviate the boom or bust occurrences with the American economy.

3905 Ebersole, J. F. 1936. “Money Management Powers of the Treasury and Federal Reserve Banks.” HBR 15 (Autumn, no. 1): 1–9. 3906 Noyes, C. R. 1932. “Free Gold.” HBR 11 (October, no. 1): 35–44. Noyes describes how the control of credit, through government agencies such as the Federal Reserve, has curtailed the signiﬁcance of gold and other precious metals.

3907 Harding, W. P. G. 1930. “The Federal Reserve System in the Light of Changing Banking Conditions.” HBR 8 ( January, no. 2): 147–151. For the Federal Reserve System to remain successful, it must generate and retain the enthusiasm from the great numbers of small and medium sized banks.

3908 McCallum, J. E. 1929. “Incidental Powers of

[“Summaries of Business Research” Feature]— With the present lending power of banks being at capacity, the author explains how the newly formed Federal Reserve System will be able to expand this lending base.

3916 Warburg, P. M. 1923. “Federal Reserve Banks and the Open Market for Acceptances.” HBR 1 (April, no. 3): 257–268. The passage and creation of the Federal Reserve System has been one of Congress’s landmark achievements. Warburg, however, discusses some “organic” defects involving the Federal Reserve that Congress should have foreseen.

3917 Bullock, C. J. and O. M. Sprague. 1923. “Federal Reserve Bank Policy.” HBR 1 ( January, no. 2): 132–138. Businesses cannot intelligently plan their affairs without a considerable degree of certainty. Bullock believes that the Federal Reserve System offers this stability.

National Banks: A Recent Extension [Student Section].” HBR 7 ( July, no. 4): 467–473.

Global Economics or Foreign Trade Topics

3909 Perkins, J. H. 1928. “The Reserve Banks and

3918 Khama, T. 2007. “China + India: The Power of Two.” HBR 85 (December, no. 12): 60–69.

the Money Markets [Reviews of Business Literature].” HBR 6 (April, no. 3): 368–372.

3910 Hubbard, J. B. 1926. “Recent Developments in Federal Reserve Policy.” HBR 5 (October, no. 1): 47–54. Hubbard describes how the Federal Reserve System’s inﬂuence on money market rates has enormous impact on commercial and trade activity.

Once long-time allies, China and India’s relationship started deteriorating in the early 1960s. Now, after almost ﬁve decades, the two super powers have reconcilied to become a formidable economic force.

3919 Ghemawat, P. 2006. “Apocalypse Now?” HBR 84 (October, no. 10): 32–32.

Hubbard describes how the open market embraces a wide variety of borrowing and lending operations that differ in both form and purpose.

[“Forethought” Feature]— Apocalypses since the ancient Greeks, are revelations to the privileged few. An economic apocalypse, in the contemporary world, might pertain to the disappearance of national borders and “product ‘internationalization’ levels” of 100 percent. Ghemawat counters that predictions of this magnitude are specious.

3912 Foster, W. T. and W. Catchings. 1924. “Business Conditions and Currency Control.” HBR 2 (April, no. 3): 268–281.

3920 Khana, T., K. G. Palepu and J. Sinha. 2005. “Strategies That Fit Emerging Markets.” HBR 83 ( June, no. 6): 63–76.

Foster describes why increasing the money supply is fundamental for enhancing the American standard of living.

3913 Anderson, S. W. 1924. “The Federal Reserve in Relation to Inﬂation and Deﬂation.” HBR 2 ( January, no. 2): 201–206.

[“HBR Spotlight” Feature]— Many companies make bad decisions when doing business in emerging economies. Khanna and his coauthors argue that “institutional voids” (e.g., specialized intermediaries and regulatory systems) exist in these markets and that successful ﬁrms engage in cost-beneﬁt analysis to determine if these risks are worth it.

Anderson explains the tools, such as the discount rate, that the Federal Reserve has in stemming both inﬂation and deﬂation.

3921 Bremmer, I. 2005. “Managing Risk in an Unstable World.” HBR 83 ( June, no. 6): 51–60.

3911 _____. 1926. “Open-Market Money Rates.” HBR 4 (April, no. 3): 318–325.

3914 “Present Lending Power of the Banks of the United States.” 1923. HBR 1 ( July, no. 4): 483–488.

[“HBR Spotlight” Feature]— As emerging markets capture larger portions of global supply and demand, companies need better methods for weighing the polit-

3922–3936

Economics

250

ical and societal risks (e.g., corrupt politicians, disaffected youth) to its ﬁnancial rewards when doing business in those nations. Bremmer offers a framework for assessing these threats.

a blend of opportunity and risk. To mitigate these risks, multinational companies must learn to anticipate and respond to upcoming political and economic upheavels.

3922 Ferrell, D. 2004. “Beyond Offshoring: As-

Global Economy.” HBR 73 (September-October, no. 5): 151–160.

sess Your Company’s Global Potential.” HBR 82 (December, no. 12): 82–90. Few businesses recognize the potential that globalization offers. A McKinsey study suggests that by globally streamlining one’s production processes and supply chain, a ﬁrm can cut its costs, expand into new markets and attract an entirely different class of consumer.

3923 Alamaro, M. 2002. “The Economics of Peace.” HBR 80 (November, no. 11): 26–27. [“Forethought” Feature]— The South Koreans and Japanese, much like the Palestinians and Israelis, have long-standing animosities. Nevertheless, South Korea established diplomatic relations in 1965 with Japan. Japan played a major role in South Korea’s economic development. Alamaro encourages Israel and the Palestinians to look at this historical development.

3924 Sebenius, J. K. 2002. “The Hidden Challenge of Cross-Border Negotiations.” HBR 80 (March, no. 3): 76–85. New research suggests that proﬁcient international deal makers understand how subtle national culture is in shaping a person’s decision making process.

3925 Simon, H. and M. Otte. 2000. “The New Atlantic Century.” HBR 78 ( January-February, no. 1): 17–20. [“Forethought” Feature]— Despite the rapid growth of the Asian economy, Simon and Otte contend that North America and Europe will remain at the center of the world economy.

3926 Carr, N. 1999. “Managing in the Euro Zone.” HBR 77 ( January-February, no. 1): 77. [“Perspectives” Feature]— Carr moderates a panel discussion on the impact that the Euro should have on European and transnational ﬁrms such as DaimlerChyrsler, ICI, Sara Lee and PricewaterhouseCoopers.

3927 Porter, M. E. 1998. “Clusters and the New Economics of Competition.” HBR 76 (NovemberDecember, no. 6): 77–91. Porter examines how the global economic map is marked by clusters or critical masses of connected industries that achieve competitive success in speciﬁc economic sectors.

3928 Warsh, D. 1998. “What Drives the Wealth of Nations?” HBR 76 ( July-August, no. 4): 171–175. [“Books in Review” Feature]— Warsh reviews David S. Landes’s The Wealth and Poverty of Nations that Warash ﬁnds to be a phenomenal compilation of anecdotes and analysis on the modern world’s nations and cultures.

3929 Garten, J. E. 1997. “Troubles Ahead in Emerging Markets.” HBR 75 (May-June, no. 3): 38–50. [“World View” Feature]— Emerging markets present

3930 Kanter, R. M. 1995. “Thriving Locally in the Increasing numbers of large and small companies are concentrating on global markets. Civic leaders, in turn, worry about their economic future because of this. Kanter pursues how American communities can retain their local viability in this global context.

3931 Schwab, K. and C. Smadja. 1994. “Power and Policy: The New Economic World Order.” HBR 72 (November-December, no. 6): 40–50. [“World View” Feature]— The industrialized world has experienced an economic revolution since the early 1990s. This stems, in large part, by the East Asian economies producing low-cost services or goods as well as the demise of communism.

3932 Krugman, P. 1994. “Does Third World Growth Hurt First World Prosperity?” HBR 72 ( July-August, no. 4): 113–121. The economic battles between the United States and Japan appears to be fading. However, a new economic threat for the United States looms from the Third World economies. Krugman warns that import barriers should not be erected to protect Western living standards. Increased productivity is what ultimately triggers higher income for Third World workers.

3933 McDonald, K. R. 1994. “Russian Raw Materials: Converting Threat into Opportunity.” HBR 72 (May-June, no. 3): 54–64. [“World View” Feature]— The breakaway republics of the former Soviet Union contain vast quantities of nickel, zinc, magnesium, and other critical materials. These raw materials are being sold at very low prices to the industrialized economies. McDonald describes the devastating impact this will have on these new and fragile economies.

3934 Hecht, L. and P. Morici. 1993. “Managing Risks in Mexico.” HBR 71 ( July-August, no. 4): 32– 40. [“World View” Feature]— Hecht and Morici describe a number of risks that exist which American ﬁrms must be cognizant of when entrying the Mexican market if the North America Free Trade Agreement (NAFTA) becomes law.

3935 Belli, P. 1991. “Globalizing the Rest of the World.” HBR 69 ( July-August, no. 4): 50–55. [“Four Corners” Feature]— Belli explains how globalization is ignoring two of the world’s most massive regions (i.e., Africa and Latin America). These regions encompass more than sixty nations, have 20 percent of the world’s population, and possess a major share of its natural resources.

3936 Prestowitz, C. V., Jr., A. Tonelson and R. W. Jerome. 1991. “The Last Gasp of GATTism: Col-

251 lapse of the Four-Year-Long Uruguay Round.” HBR 69 (March-April, no. 2): 130–141. Since the General Agreement on Tariffs and Trade (GATT) is dead for all practical purposes, Prestowitz and his coauthors contend that the United States must focus on a national economic strategy that emphasizes manufacturing.

3937 Kuttner, R. 1991. “How ‘National Security’ Hurts National Competiveness.” HBR 69 ( JanuaryFebruary, no. 1): 140–149. Since 1949, the U.S. government has maintained an elaborate system of national security export controls on any so-called dual-use technologies. Kuttner argues that denying or hindering U.S. technological exports because of national security protocols can never keep a product out of global circulation. It simply denies American manufacturing ﬁrms commerce.

3938 Sanderson, S. W. and Hayes R. H. 1990. “Mexico — Opening Ahead of Eastern Europe.” HBR. 68 (September-October, no. 5): 32–42. [“Four Corners” Feature]— Sanderson and Hayes explain how Mexico, as opposed to Eastern Europe, will be North America’s greatest opportunity for foreign investment because of a more friendly political and regulatory environment toward foreign investment than Eastern Europe.

3939 Vernon, R. 1989. “Can the U.S. Negotiate for Trade Equality?” HBR 67 (May-June, no. 3): 96–103. In the past, American trade representatives represented the economy with the greatest economic, political and military might. On the eve of the European Common Market, this advantage no longer exists.

3940 Stone, N. 1989. “The Globalization of Europe: An Interview with Wisse Dekker.” HBR 67 (May-June, no. 3): 90–95. Dekker, as chairman of N.V. Philips and the Roundtable of European Industrialists, explains why drastic shakeouts are imminent for European companies with the 1992 European Union being two years away.

3941 Friberg, E. G. 1989. “Moves Europeans Are Making.” HBR 67 (March-April, no. 3): 85–89. Friberg ﬁnds it too early to forecast whether the manner in which ﬁrms do business changes because of the new European Union (EU). European managers, however, need to be extremely proactive in preparing for this change.

3942 Magee, J. F. 1989. “Moves Americans Must Make.” HBR 67 (May-June, no. 3): 78–84. With 1992 fast approaching, American ﬁrms need to grasp the ramiﬁcations that a single European Community means with regards to American products, services, ﬁnances and labor.

3943 Magaziner, I. C. and M. Patinkin. 1989. “Fast Heat: How Korea Won the Microwave War.” HBR 67 ( January-February, no. 1): 83–93. Magaziner and Patinkin describe Samsung’s success

Economics

3937–3950

in manufacturing and marketing microwave ovens to illustrate how Third World ﬁrms can be world-class competitors.

3944 Cohen, S. S. and J. Zysman. 1988. “Puncture the Myths That Keep American Managers from Competing.” HBR 66 (November-December, no. 6): 98–102. [From the “Business, Economics, and Oval Ofﬁce” Series]— Cohen and Zysman urge the President-elect to see how that the cost of capital is crippling American industry and that foreign competitors are successful because of cheap labor

3945 Pollio, G. and C. H. Riemenschneider. 1988. “The Coming Third World Investment Revival.” HBR 66 (March-April, no. 2): 114–124. [“Special Report” Feature]— The nationalization of assets in many Third World countries prompted many foreign ﬁrms to withdraw from those nations during the 1970s. These conditions are changing. Polli and Riemenschneider describe how a new wave of direct foreign investment is emerging throughout the Third World.

3946 Choate, P. and J. Linger. 1988. “Tailored Trade: Dealing with the World as It Is.” HBR 66 ( January-February, no. 1): 86–94. Choate and Linger rail against the notion of free trade which erodes American businesses, jobs and overall economic well-being.

3947 Green, R. T. and T. L. Larsen. 1987. “Only Retaliation Will Open Up Japan.” HBR 65 (November-December, no. 6): 22–28. [“Special Report” Feature]— After waiting more than a year for Japan to fulﬁll its promise to buy more American products, Green and Larsen argue that the United States must face the realization that no Japanese market exists.

3948 Levinson, M. 1987. “Asking for Protection Is Asking for Trouble.” HBR 65 ( July-August, no. 4): 42–47. [“Special Report” Feature]— Protectionist strategies are typically at odds with changing circumstances. As such, Levinson argues how they do more harm than good to both the ﬁrm seeking protection and the economic well-being of the United States.

3949 Lawrence, R. Z. and R. E. Litan. 1987. “Why Protectionism Doesn’t Pay.” HBR 65 (May-June, no. 3): 60–69. Protectionist measures will never change the trade deﬁcit. Moreover, the United States is hurt far more by them than competitors like Japan are. For the trade deﬁcit to be decreased, the gap between U.S. production and spending needs to be be shrunk.

3950 “Do You Think There Is a Competitiveness Problem?” 1987. HBR 65 (May-June, no. 3): 8–14. [“Probing Opinions” Feature]— Eight Harvard Business School professors surveyed HBR readers on whether American competitiveness is a problem and if American-made goods can compete in the world marketplace.

3951–3967

Economics

252

3951 Mills, D. Q. 1986. “Destructive Trade-Offs in U.S. Trade Policy.” HBR 64 (November-December, no. 6): 119–124. The U.S. trade deﬁcits threaten America’s basic industries. Mills argues that this deﬁcit resulted from two issues that had nothing to do with trade: (i) the political and military rivalry with the Soviet Union; and (ii) its fear of Third World instabilities. Both drove the Reagan Administration to use economic policy in ways that harmed American business, workers and communities.

“How Global Companies Win Out.” HBR 60 (September-October, no. 5): 98–108. By forging integrated, global strategies and by possessing a long-term outlook, American producers can increase their market share and proﬁtability against international competition.

3960 Watson, C. M. 1982. “Counter-Competition Abroad to Protect Home Markets.” HBR 60 ( January-February, no. 1): 40–42.

Trade.” HBR 64 (September-October, no. 5): 122– 128.

[“Ideas for Action” Feature]— American manufacturers need to be more proactive and strategic to overcome the foreign competition that has penetrated their domestic markets.

Contending that free trade dilutes the living standards of successful nations, Culbertson argues that the United States should systematically manage foreign access to its domestic markets.

3961 Brink, J. W. and S. W. Morton. 1981. “The Invisible Services That Service Companies Generate.” HBR 59 (November-December, no. 6): 36–40.

3952 Culbertson, J. M. 1986. “The Folly of Free

3953 Barton, J. H. 1984. “Coping with Technological Protectionism.” HBR 62 (November-December, no. 6): 91–97.

[“Ideas for Action” Feature]—“Invisible exports” are the business exports from professions such as consultants, attorneys and other service professionals that are not captured in federal export statistics.

Barton explains why restrictions on high technology exports are counter-productive.

3962 Wright, P. 1981. “Doing Business in Islamic Markets.” HBR 59 ( January-February, no. 1): 34–40.

3954 Yofﬁe, D. B. 1984. “Proﬁting from Countertrade.” HBR 62 (May-June, no. 3): 8–16.

[“Ideas for Action” Feature]— With nearly one out of four people throughout the world being Moslem, Wright sees tremendous opportunities for American businesses provided they grasp the many complexities involving the Islamic faith.

[“Special Report” Feature]— Yofﬁe describes the beneﬁts of countertrade (i.e., exchanging goods for goods as opposed to using currency) for Third World nations strapped for cash.

3955 Frank, V. H., Jr. 1984. “Living with Price Control Abroad.” HBR 62 (March-April, no. 2): 137–142. Frank argues that foreign governments should be lobbied by top management that price controls are counterproductive and harmful to their nation’s economic wellbeing.

3956 Clausen, A. W. 1983. “Let’s Not Panic About Third World Debts.” HBR 61 (November-December, no. 6): 106–114. Clausen describes how the World Bank is reducing the debt levels of Third World nations which beneﬁts the entire world.

3957 Weigand, R. E. 1983. “International Investments: Weighing the Incentives.” HBR 61 ( July-August, no. 4): 146–152. Slow economic growth is producing an international trade war. Weigand predicts that positive beneﬁts will accrue to companies who pursue overseas investment, even in an environments of economic nationalism.

3958 Nevin, J. J. 1983. “Doorstep for Free Trade.” HBR 61 (March-April, no. 2): 88–95.

3963 Vernon, R. 1980. “Gone Are the Cash Cows of Yesteryear.” HBR 58 (November-December, no. 6): 150–155. A “reversal” has occured with production costs. Raw materials and capital are now more expensive for American-produced goods. European and Japanese innovations, in contrast, are more in demand stemming from their smaller, more durable and less costly features.

3964 Weigand, R. E. 1977. “International Trade Without Money.” HBR 55 (November-December, no. 6): 28–42. [“Special Report” Feature]— An enormous volume of trade takes place between the United States and Eastern Europe or Third World nations without the physical exchange of currency. Wiegand describes the advantages and disadvantages of these arrangements.

3965 Hertzfeld, J. M. 1977. “New Directions in East-West Trade.” HBR 55 (May-June, no. 3): 93– 99. Great hopes, particularly in the West, existed with the opening of communist markets during the early 1970s. Hertzfeld describes why that euphoria has ended.

3966 Apgar, M., IV. 1977. “Succeeding in Saudi

Nevin argues that a “minimum excise tax”— as opposed to the protectionist “local content” legislation — would redress America’s trade inequities. It would also strengthen the competitive position of American manufacturers.

Arabia.” HBR 55 ( January-February, no. 1): 14–33, 166–168.

3959 Hout, T., M. E. Porter and E. Rudden. 1982.

3967 Delafon, J. C. 1976. “For Business, the True

[“Special Report” Feature]— Saudi Arabia, despite some economic, social and political uncertainties, offers much to American businesses.

253 EEC Is Taking Shape.” HBR 54 (March-April, no. 2): 6–8. [“Ideas for Action” Feature]— Delafon warns American companies who operate in Europe to pay attention to an array of trends.

3968 Searby, D. M. 1976. “Doing Business in the Mideast: The Game Is Rigged.” HBR 54 ( JanuaryFebruary, no. 1): 56–64. Searby describes the difﬁculties that American companies encounter when trying to penetrate Middle East nations and their markets.

3969 Goldman, M. I. 1973. “Who Proﬁts More from U.S.-Soviet Trade.” HBR 51 (November-December, no. 6): 79–87.

Economics

3968–3984

3976 Stevens, R. W. 1966. “Wishful Thinking on the Balance of Payments.” HBR 44 (November-December, no. 6): 6–30, 194–200. [“Thinking Ahead” Feature]— Stevens considers whether the United States is in danger of becoming “ﬁnancially nonviable” unless it makes hard policy choices to correct its balance of payments deﬁcit.

3977 Bradley, G. E. 1966. “Building a Bigger Atlantic Community Market.” HBR 44 (May-June, no. 3): 79–90. Bradley’s study shows that American management must allay European fears that they will not be left behind in terms of technological competition.

Goldman examines whether Soviet businesses can really pay for the goods they are now importing.

3978 Matthews, R. A. 1966. “Canada Considers Closer U. S. Ties.” HBR 44 (May-June, no. 3): 57– 64.

3970 Utley, J. B. 1973. “Doing Business with Latin Nationalists.” HBR 51 ( January-February, no. 1): 77–86.

Canada is questioning many of its traditional precepts over its trade practices with the United States as it approaches its 100th anniversary.

Utley illustrates why Latin America’s economic nationalism should not be a barrier to proﬁtable operations by describing the experiences of Chrysler, Sears and Marcona Mining.

3979 Goldman, M. I. and A. Conner. 1966. “Busi-

3971 Stobaugh, R. B. 1972. “How Investment Abroad Creates Jobs at Home.” HBR 50 (September-October, no. 5): 118–126.

Goldman and Conner report on their quantitative study of companies engaged in trade with companies in the Soviet Union’s Eastern Bloc nations.

Since most American multinationals would lose market share abroad if they did not have foreign manufacturing facilities, Stobaugh attacks the claim that foreign investment by American manufacturers costs domestic jobs.

3980 Williams, S. 1965. “Negotiating Investment in Emerging Countries.” HBR 43 ( January-February, no. 1): 89–99.

3972 Linowitz, S. M. 1971. “Why Invest in Latin America?” HBR 49 ( January-February, no. 1): 120– 130. Linowitz offers ways for American companies to enhance how they interact with Latin America’s social strata and governmental bodies.

nessmen Appraise East-West Trade [“Problems in Review” Feature].” HBR 44 ( January-February, no. 1): 6–28, 168–172.

Williams describes how the planning needed to make an investment in emerging economies is intensely introspective and requires being prepared to know how much to give in order to receive.

3981 Berman, H. J. 1964. “A Reappraisal of U.S.— U.S.S.R. Trade Policy.” HBR 42 ( July-August, no. 4): 139–151.

Multinational Companies.” HBR 47 (NovemberDecember, no. 6): 147–161.

Soviet policymakers are abandoning their policy of economic isolationism. As such, Berman discusses the beneﬁts the Soviet economy will reap from joining the global economy.

Quinn contends that multinational corporations are the most important mechanism for transferring industrial technology from advanced nations to developing countries.

3982 Kravis, I. B. 1962. “Common Market: Lessons in Trade Expansion.” HBR 40 (MarchApril, no. 2): 6–21, 198–204.

3973 Quinn, J. B. 1969. “Technology Transfer by

3974 Vernon, R. 1968. “Antitrust and International Business.” HBR 46 (September-October, no. 5): 78–87. Vernon points out the challenges stemming from antitrust legislation in conjunction to the realities of international marketing.

3975 Hyson, C. D. and A. M. Strout. 1968. “Impact of Foreign Aid on U.S. Exports.” HBR 46 ( January-February, no. 1): 63–71. Hyson and Strout describe how statistical analysis reveals a positive outcome when government assistance is used to support private trade efforts.

[“Thinking Ahead” Feature]— The nations of the European Common Market are ﬁnding expanded trade opportunities when tariff barriers are reduced.

3983 Savage, C. H., Jr. 1961. “Let’s Listen to Latin America.” HBR 39 ( July-August, no. 4): 103–109. Savage warns how the United States can not shy away from Latin America’s poverty and squalid conditions unless it wants to create a vacuum for others to penetrate.

3984 Drucker, P. F. 1961. “This Competitive World.” HBR 39 (March-April, no. 2): 131–135. Drucker lists some new challenges involving international trade and ﬁnds that executives need to be cog-

3985–4001

Economics

254

nizant about the changed position of the United States in the world economy.

3985 Hodgson, R. and M. Michaelis. 1960. “Planning for Proﬁts in World Business.” HBR 38 (November-December, no. 6): 135–148. Hodgson and Michaelis offer ﬁve important economic and political conditions affecting the outcome of overseas business ventures.

3986 Drucker, P. F. 1959. “Realities of Our World Position.” HBR 37 (May-June, no. 3): 41–45. Drucker wonders if the United States is not complacent with its role in the global economy and whether the United States is up to this leadership challenge.

3987 Peterson, W. H. 1959. “Should We Trade with the Communists?” HBR 37 (March-April, no. 2): 49–58. Peterson examines whether the United States should maintain its present restrictive trade policies or engage in commerce with the Soviet Union and its Eastern Bloc nations.

3988 Piquet, H. S. 1953. “Would Tariff Suspension Hurt U.S. Business?” HBR 31 (November-December, no. 6): 95–103. With passage of the Republican sponsored SmootHawley Tariff bill, Piquet examines the protectionist approach to “injurious” imports.

3989 Chapman, J. F. 1953. “How Restrictive Are U.S. Tariffs and Quotas?” HBR 31 ( July-August, no. 4): 117–124. Tariffs are one of several devices used to regulate imports. Almost every nation has resorted to the use of quantitative restrictions (i.e., quotas) for restricting imports that are competitive with domestic industry and agriculture. Chapman examines the economic impact to the United States if these restrictions were eliminated.

3990 Cowles, G. 1953. “Half a Foreign Policy.” HBR 31 ( July-August, no. 4): 113–116. Growing world trade would enable America’s foreign policy to diminish the threat of Communist aggression. Tariff policy needs to dramatically change for this to happen; all of which would produce a consistent foreign policy and unite the entire free world.

3991 Spulber, N. 1952. “Effects of the Embargo on Soviet Trade.” HBR 30 (November-December, no. 6): 122–128. Spulber describes the impact of the 1949 Export Control Act which prohibited certain goods from being exported to both the Soviet Union and Eastern Europe.

3992 Chastenet, J. 1951. “The Schuman Plan.” HBR 29 (March, no. 2): 60–68. Chastenet describes the beneﬁts, as well as the disadvantages, for having French and German companies pool their coal supplies and steel production to create a single market because of the Schuman Plan.

3993 Smith, H. R. 1950. “The Future of the International Economy.” HBR 28 (May, no. 3): 110–120.

Smith describes a new realism as to how the international economy of the past is fundamentally dead and will never be revived in the aftermath of World War II along with the Cold War.

3994 Abbott, C. C. 1948. “Economic Defense of the United States.” HBR 26 (September, no. 5): 613–626. Abbott describes how unfriendly nations might economically penetrate and exploit the U.S. economy and then provides the United States with strategies to defend its economy.

3995 Hansen, H. L. 1946. “Hollywood and International Understanding.” HBR 25 (Autumn, no. 1): 28–43. Hansen contends that international markets generate enough revenue to account for approximately one-third of the cost of producing and distributing American ﬁlms.

3996 Katz, M. 1946. “Case Study in International Organizations.” HBR 25 (Autumn, no. 1): 1–20. Business executives are warned how much they have at stake with foreign markets in the postwar period. As such, they need to know how foreign governments structure their export-import agencies or departments.

3997 Sumberg, T. A. 1945. “Menace of Export Subsidies.” HBR 23 (Summer, no. 4): 420–432. Sumberg contends trade barriers will be a major impediment to global peace and prosperity in the post World War II era and then chastises Congress for subsidy payment legislation on exports of agricultural commodities.

3998 _____. 1945. “The Government’s Role in Export Trade.” HBR 23 (Winter, no. 2): 157–173. Sumberg sees an increase in the United States Government’s role involving exports with the postwar period. Moreover, U.S. exporters will likely confront protectionist or nationalistic sentiments throughout the world.

3999 De Haas, J. A. 1944. “Economic Peace Through Private Agreements.” HBR 22 (Winter, no. 2): 139–154. De Haas explains why he believes American industries should engage in international cartels as a way to foster international collaboration.

4000 Knorr, K. E. 1943. “Access to Raw Materials in the Postwar World.” HBR 21 (Spring, no. 3): 385–396. Prior to World War II, international markets for raw materials were “buyers markets.” Exporting to Third World nations was never done in a manner that was mutually beneﬁcial to both parties under international trade theories. This must change in the post–World War II period or global unrest will result.

4001 De Haas, J. A. 1942. “The Future of World Trade.” HBR 21 (Autumn, no. 1): 100–108. Economic prosperity efforts must encompass everyone throughout the global economy. Moreover, world trade — free from tariffs and other protective measures —

255

Economics

4002–4019

is the only avenue available to achieve world-wide prosperity.

4011 Bettman, I. M., Jr. 1933. “The Beet-Sugar Industry.” HBR 11 (April, no. 3): 369–375.

4002 Bliss, C. 1941. “Our Trade to South America.”

Bettman uses the sugar beet industry, a highly protected industry, to illustrate the impact of tariffs.

HBR 20 (Autumn, no. 1): 107–115. In 1940, 11 percent of American exports were sold to South America. Conversely, 15 percent of imported goods to the United States were from South America. These percentages are up signiﬁcantly since the outbreak of war in Europe and the loss of European markets. Bliss assesses what South American and United States markets typically purchase from one another.

4003 De Haas, J. A. 1941. “World Trade Faces a New Order.” HBR 19 (Winter, no. 2): 243–247. De Haas reviews eleven recently published books pertaining to global trade.

4012 Foster, E. D. 1933. “Trend of Soviet-German Commercial Relations and Signiﬁcance.” HBR 11 (April, no. 3): 369–375. Germany was a major trading partner of the Soviet Union prior to World War I. The war ended that. Trade between the two, however, resumed in the early 1920s.

4013 Taylor, A. E. 1933. “Squaring the Circle of the International Account.” HBR 11 (April, no. 3): 261– 269.

4004 Inman, S. G. 1940. “Planning Pan-American

Through its foreign loan provisions, the United States is obligated to accept foreign goods for payment which Americans then consume in lieu of domestic goods.

Trade.” HBR 18 (Winter, no. 2): 137–147.

4014 Mills, R. C. 1933. “The Australian Situa-

With the war in Europe and Europeans unable to purchase consumer products from the United States, Inman discusses how important South America is for American exports.

tion.” HBR 11 ( January, no. 2): 217–226.

4005 Siegel, J. A. 1939. “French Motion Pictures in the United States.” HBR 17 (Summer, no. 4): 501– 507. Siegel describes the popularity of French movies throughout the United States which are of better quality than their American counterparts.

4006 Bliss, C. A. 1939. “Is the United States Losing Its Foreign Markets?” HBR 17 (Summer, no. 4): 477–490. In contrast to Killough (1938), Bliss believes America’s decline of exported goods stems primarily from a weak economy along with Americans not purchasing imported goods.

4007 Killough, H. B. 1938. “The Recovery of World Foreign Trade.” HBR 16 (Spring, no. 3): 314– 322. World trade has rebounded since its lowest point during the depression; in part because most nations abandoned the gold standard.

4008 Engle, N. H. 1937. “Reciprocity in Foreign Trade.” HBR 16 (Autumn, no. 1): 41–50. Engle is critical about the United States’ misguided efforts assess tariffs on imports. Free trade, in contrast, offers reduced costs to large-scale markets.

Australia’s economy is so dependent on exports of raw materials such as wool, wheat, butter, or metals. Manufactured goods make up only 3.5 percent of Australian exports. This places Australia at the whims of currency ﬂuctuations, tariffs, and other international economic conditions.

4015 Rinaldo, P. S. and H. F. Fitton. 1929. “Material Control in the Ship-Building Industry [Student Section].” HBR 8 (October, no. 1): 78–87. American shipyards have struggled being competitive with their British and German competitors ever since World War I ended.

4016 Hart, F. R. 1928. “Changes in Our Relations with Spanish-America During the Last Quarter Century.” HBR 6 ( July, no. 4): 385–393. To become a great exporting nation, the United States needs to accept that other ways of thinking exist and then think in terms of the Americas in lieu of one America.

4017 “Case Studies in Direct Importing.” 1927. HBR 5 ( January, no. 2): 226–235. [“HBR Case Study” Feature]— Manufacturers are increasingly obtaining raw materials from foreign nations themselves as opposed to contracting with importing middlemen. This case study examines the Kennard Leather Company as well as the Van Houston Rubber Company. The former has engaged in “direct importing” practices for its South African raw materials. The latter continues to utilize an import middleman with its European suppliers.

4009 Berglund, A. 1936. “Our Merchant Marine and Foreign Trade Topics.” HBR 15 (Autumn, no. 1): 110–119.

4018 Bowser, H. R. 1926. “Economic Aspects of

4010 Pasvolsky, L. 1936. “Bilateralism in Interna-

The United States’ rapidly expanding export trade base stems largely from creating credit that enables foreign purchasers to postpone payment to American exporters.

tional Commercial Relations.” HBR 14 (Spring, no. 3): 279–289. Pasvolsky discusses the large number of commercial treaties, with contractual obligations, that nations have enacted with one another.

American Foreign Trade.” HBR 5 (October, no. 1): 55–67.

4019 Posthumus, N. W. 1926. “The French Cotton Industry After the War.” HBR 4 ( January, no. 2): 179–186.

4020–4036

Economics

256

France imports 99 percent of its cotton, most of which comes from the United States. Posthumus’s cost-beneﬁt analysis examines whether France should produce its own cotton.

4020 Filsinger, E. B. 1925. “Distribution of American Textiles in South America.” HBR 3 ( January, no. 2): 194–203. Filsinger explains how South America is the single most important foreign market in the export of American textiles.

4021 Hellauer, J. 1924. “German Prices and German Competition in International Markets.” HBR 3 (October, no. 1): 35–53. The fall in the German mark corresponds to a variety of international conferences concerning reparation problems.

4022 Hough, B. O. 1924. “A Contrast of American and European Export Policies.” HBR 2 (April, no. 3): 319–333. Europeans and Americans differ markedly about foreign trade with the latter being almost ﬂippant in their attitude toward exporting.

4023 Domeratzky, L. D. 1923. “The Instability of Tariff Conditions in Europe.” HBR 2 (October, no. 1): 66–73. Domeratzky assesses the impact of European tariffs prior to the start of World War I, particularly from the standpoint of Germany.

4024 “The Palmer Manufacturing Company.” 1923. HBR 1 ( January, no. 2): 240–243. [“HBR Case Study” Feature]— The impact of the recently enacted Webb export trade law has on plant equipment exports is explored with this case study.

4025 Klein, J. 1922. “Future of American Export Trade.” HBR 1 (October, no. 1): 24–30. Klein points out certain charateristics that American exports are showing which were never apparent prior to World War I.

4028 Bach, G. L. 1971. “Price Stability and Full Employment Too?” HBR 49 (September-October, no. 5): 68–78. Bach describes the roles of the White House, the Federal Reserve, Congress, and the Treasury and how interrelated their actions are with employment levels and price stability.

4029 Bliss, C. A. 1966. “Flaw in the Wage-Price Guideposts.” HBR 44 (May-June, no. 3): 73–78. Wage-price guideposts were ﬁrst put forward in 1962 as a “guide rather than a rule.” Now that they have become a rule, Bliss describes how inadequate they are as benchmarks.

4030 Burns, A. F. 1965. “Wages and Prices by Formula?” HBR 43 (March-April, no. 2): 55–64. In pursuing its expansive economic policy with unbalanced budgets and rapid additions to the money supply, the Johnson Administration is in danger of triggering a new wave of inﬂation.

4031 Bach, G. L. 1964. “Inﬂation — Danger Ahead?” HBR 42 ( July-August, no. 4): 49–61. Bach examines whether inﬂation is the real culprit behind spiraling prices, low output, and high unemployment in the Untied States.

4032 Thulin, W. B. 1962. “Productivity Guidelines Won’t Work.” HBR 40 (November-December, no. 6): 70–78. Thulin contends that executives need to understand how “noninﬂationary national productivity guidelines” approaches will not stop inﬂationary pressures.

4033 Wallich, H. C. 1962. “Can We Stop Inﬂationary Wage Increases.” HBR 40 ( JanuaryFebruary, no. 1): 6–12, 160–161. [“Thinking Ahead” Feature]— Wallich explores the possibility of a voluntary moratorium on wage increases as a way to stem inﬂationary pressures.

4034 Shultz, R. S., 3rd. 1959. “Inﬂation: Verdict of the Market Place.” HBR 37 (September-October, no. 5): 134–143.

Inﬂation or Deﬂation and Its Impact on an Economy

Schultz urges industry and labor to grasp the impact of market forces rather than request government subsidies, tariff protection, or deﬁcit ﬁnancing.

4026 Greenwald, C. S. 1980. “Tight Money Won’t

4035 Bach, G.L. 1958. “Inﬂation in Perspective.”

Work.” HBR 58 (March-April, no. 2): 122–129.

HBR 36 ( January-February, no. 1): 99–110.

To stem inﬂation, the Carter Administration enacted a stringent monetary policy. Greenwald contends that unless the administration is willing to push the American economy into a depression, tight monetary policies will not stem inﬂation.

Bach’s discusses long-term inﬂation in a manner that focuses on the distinction between cost-push administered-price inﬂation and the traditional excess-demand inﬂation.

4027 Robock, S. H. 1972. “We Can Live with Inﬂation.” HBR 50 (November-December, no. 6): 20–32, 149–151. [“Thinking Ahead” Feature]— Instead of being excessively emotional about inﬂation, Robock urges Americans to see it as a persisting phenomenon.

4036 Slichter, S. H. 1957. “On the Side of Inﬂation.” HBR 35 (September-October, no. 5): 15– 36, 162–170. [“Thinking Ahead” Segment]— Slichter points out defects in Jacoby’s Harvard Business Review article, in addition to a speech by C. Canby Balderston, on the dangers of inﬂation.

257 4037 Bernstein, P. L. 1957. “Is Long-Term Inﬂation Inevitable?” HBR 35 ( July-August, no. 4): 51– 57. The labor supply will rapidly expand in the next ﬁve years. The liquidity needed to ﬁnance a higher wageprice structure will be exhausted. This places inﬂationary pressures on America’s present pricing apparatus.

4038 Jacoby, N. H. 1957. “The Threat of Inﬂation.” HBR 35 (May-June, no. 3): 15–32, 160–162. [“Thinking Ahead” Feature]— Despite the opinions of some, inﬂation has a deleterious impact on the United States’s economy which the President and Congress must do everything possible to stymie.

4039 Nakasian, S. and R. Ulin. 1952. “Manufacturers’ Problems Under Price Controls.” HBR 30 ( January-February, no. 1): 29–38. Nakasian and Ulin describe the impact of the Ofﬁce of Price Stabilization’s mandates involving price controls and how this adversely affects a company’s strategic decisions to grow and become proﬁtable.

4040 Smith, D. T. 1948. “Business During Inﬂation.” HBR 26 (March, no. 2): 216–229. Smith disagrees with President Truman and other Democratic policymakers when they claim that corporate proﬁts are at their highest aggregate levels. These claims neglect the impact of inﬂation.

4041 Weintraub, S. 1940. “Inﬂation and Price Control.” HBR 18 (Summer, no. 4): 429–436. Weintraub shows how interconnected gold supplies, government spending, the money supply, wage rates, unemployment levels, central bank decisions, along with exchange rates are to inﬂation.

4042 Sakolski, A. M. 1925. “Price-Making and Price Stability.” HBR 3 ( January, no. 2): 204–209. How prices are determined and established affects the interests of all social classes and has enormous inﬂuence on most economic and political problems.

Japanese Economic and Business Practices 4043 Crawford, R. J. 1998. “Reinterpreting the Japanese Miracle.” HBR 76 ( January-February, no. 1): 179–184. [“Books in Review” Feature]— Crawford reviews two recently published books on Japan’s worst recession: Japan: A Reinterpretation by Patrick Smith and Noboru Yoshimura. Philip Anderson’s Inside the Kaisha: Demystifying Japanese Business Behavior is also reviewed.

4044 Ohmae, K. 1995. “Letter from Japan.” HBR 73 (May-June, no. 3): 154–163. Ohmae ﬁnds Japan to be an anomaly. The Japanese act as if they are free to make their own economic rules in what has become a borderless global economy.

4045 Hori, S. 1993. “Fixing Japan’s White Collar

Economics

4037–4051

Economy: A Personal View.” HBR 71 (NovemberDecember, no. 6): 157–172. Hori writes that many in Japan predict the current recession will last far longer than expected; most of which stems from a white collar inefﬁciency that plagues most Japanese ﬁrms.

4046 Cutts, R. L. 1992. “Capitalism in Japan: Cartels and Keiretsu.” HBR 70 ( July-August, no. 4): 48–55. [“Four Corners” Feature]— Japanese capitalism differs from American capitalism. Cartels, typically illegal in the United States, play a vital role in the Japanese economy. The strong customer-supplier relationships, “Keiretsu,” constitute another difference. For U.S. ﬁrms to complete in Japan, they must grasp Japan’s cartel and Keiretsu structures.

4047 _____. 1990. “Power from the Ground Up: Japan’s Land Bubble.” HBR 68 (May-June, no. 3): 164–172. Japan’s theoretical land value exceeds that of the entire land in the United States by four times. The extraordinary price escalation of Tokyo’s real estate might reshape the world’s economy. Cutts’s article examines the economic and political impact of Japanese acquisition of American commercial real estate.

4048 MacEachron, D. 1990. “America: Don’t Take ‘No’ for an Answer.” HBR 68 (March-April, no. 2): 178–188. [“For the Manager’s Bookshelf ” Feature]— In reviewing van Wolferen’s The Enigma of Japanese Power as well as Akio Morita’s The Japan That Can Say “No,” MacEachron is struck in how both books focus on Japan’s new arrogance and the uncertainty plaguing the United States.

4049 Webber, A. M. 1989. “Yasuhiro Nakasone: The Stateman as CEO.” HBR 67 (March-April, no. 2): 84–94. [An Interview with former Prime Minister, Yasuhiro Nakasone of Japan]— Former Japanese Prime Minister Yasuhiro Nakasone discusses the shape of U.S. and Japanese relations and what he perceives to be the reasons for the diminished competitiveness of the U.S. economy.

4050 Murphy, R. T. 1989. “Power Without Purpose: The Crisis of Japan’s Global Financial Dominance.” HBR 67 (March-April, no. 2): 71–83. Japan is becoming the most powerful ﬁnancial force in the world. Still, its ﬁnancial future is worrisome because of an unwillingness to allow the yen to serve as a global reserve currency. Murphy explains how this unwillingness to recycle the yen through the world economy could produce a second Great Depression.

4051 Rotstein, A. 1989. “When the United States was Canada’s ‘Japan.’” HBR 67 ( January-February, no. 1): 38–43. [“For the Manager’s Bookshelf ” Feature]— When reviewing Buying Into America by Tolchin and Tolchin or Burstein’s book, Yen, Rotstein is struck by how much the U.S. resembles present-day Japan in how it dealt with

4052–4067

Economics

258

the Canadian economy from the mid–1950s to the early1970s.

Doing Business in Japan.” HBR 39 (November-December, no. 6): 79–86.

4052 Webber, A. M. 1988. “Ricochet Change Across the Paciﬁc.” HBR 66 (September-October, no. 5): 144–152.

Miller explains how business negotiations with the Japanese can simultaneously be charming and maddening.

[“For the Manager’s Bookshelf ” Feature]— Webber reviews two new books: Clyde Prestowitz’s Trading Places and Shotaro Ishinomori’s Japan, Inc. Both describe political and economic issues facing Japan.

4061 Waldstein, G. 1954. “Showdown in the Ori-

4053 Nukazawa, K. 1988. “Japan & the USA: Wrangling Toward Reciprocity.” HBR 66 (MayJune, no. 3): 42–52. [“Special Report” Feature]— Nukazawa contends that Japan’s arrogance and inaccessibility are ending as steps are being taken to introduce market forces into Japanese agriculture, end protectionism, and increase Japan’s presence in international bodies.

4054 Alden, V. R. 1987. “Who Says You Can’t Crack Japanese Markets.” HBR 65 ( January-February, no. 1): 52–56. Popular perception is that Japan is a market of byzantine regulation, high tariffs and other protectionist measures. Many American companies, however, have prospered in dealing with the Japanese; albeit, they must be tenacious and innovative to penetrate this market.

4055 Drucker, P. F. 1981. “Behind Japan’s Success.” HBR 59 ( January-February, no. 1): 83–90. Drucker describes the pressures, tensions and conﬂicts that permeate economic life in Japan.

4056 Nevin, J. J. 1978. “Can U.S. Business Survive Our Japanese Trade Policy?” HBR 56 (September-October, no. 5): 165–177. Nevin excoriates the American government for not forcing Japenese companies and the Japanese Government to abide by fair trade principles given the difﬁculties that American exports face with Japanese markets.

4057 Vogel, E. F. 1978. “Guided Free Enterprise in Japan.” HBR 56 (May-June, no. 3): 161–170. Vogel examines Japan’s business-government relationship which is triggering much of the country’s economic might.

4058 Van Zandt, H. F. 1972. “Learning to Do Business with ‘Japan, Inc.’” HBR 50 ( July-August, no. 4): 83–92. Van Zandt offers advice to foreigners dealing with the Japanese government and trade associations.

4059 Van Zandt, H. F. 1970. “How to Negotiate in Japan.” HBR 48 (November-December, no. 6): 45–60. In what is likely to become the world’s richest market, successful U.S. exporters will be those who understand and adapt to Japanese ways. Van Zandt advises Americans on how to conduct themselves when negotiating with Japanese executives.

4060 Miller, D. L. 1961. “The Honorable Picnic:

ent.” HBR 32 (November-December, no. 6): 113– 120. Waldstein points out how American and European interest in Japan stem from Japan’s strategic signiﬁcance. Subsequently, Japan’s future political and economic orientation is of signiﬁcant concern to Western governments.

Market Economies or Free Enterprise 4062 Roth, A. E. 2007. “The Art of Designing Markets.” HBR 85 (October, no. 10): 118–126. Roth emphasizes that markets are “more than a conﬂuence of supply and demand.” They often break down if unable to attract a sufﬁcient number of suppliers and buyers. Computer modelling now allows the design of “smart markets” based on the inputs of users.

4063 Rockefeller, R. C. 2003. “Turn Public Problems to Private Account.” HBR 81 (August, no. 8): 129–136. [“Best of HBR” Feature]—Society and business would both beneﬁt if an entrepreneurial approach were applied to society’s problems.

4064 Buchanan, M. 2002. “Wealth Happens.” HBR 80 (April, no. 4): 49–54. [“Big Picture” Feature]-According to Vilfrendo Parento’s theorem on wealth distribution, anytime the amount of wealth in a country doubles, the number of people in each successively higher wealth bracket then falls by a constant factor.

4065 Levy, F. 1999. “Rhetoric and Reality: Making Sense of the Income Gap.” HBR 77 (September-October, no. 5): 163–170. [“Books in Review” Feature]— Levy reviews Cox and Alm’s Myths of Rich & Poor [a paean to supply-side optimism and laissez-faire] and The State of Working America by Mishel, Bernstein and Schmitt.

4066 Johnson, S., D. T. Kotchen and G. W. Loveman. 1995. “How One Polish Shipyard Became a Market Competitor.” HBR 73 (November-December, no. 6): 53–72. Johnson and his coauthors discuss how Poland’s Szczecin shipyard emerged as the world’s top manufacturer of midsize container ships despite being ﬁnancially insolvent in 1990.

4067 Galbraith, J. K. 1995. “The Winner Takes All ... Sometimes.” HBR 73 (November-December, no. 6): 44–45. [“Books in Review” Feature]— Galbraith reviews The Winner Take All Society by Robert Frank and Philip Cook

259

Economics

4068–4083

in which a “winner’s” rewards far outstrip the other competitors.

4076 Podhoretz, N. 1981. “The New Defenders of

4068 Moore, J. 1992. “British Privitization: Taking

Most intellectuals looked at capitalism as the cause of of moral and spiritual degradation throughout the world. This is changing. One-time liberal intellectuals such as William Barrett, Michael Novak and Peter Berger are articulating a strong case for the market economy for ameliorating poverty and other social-ills.

Capitalism to the People.” HBR 70 ( January-February, no. 1): 115–124. Moore explains the manner in which privatization changed public attitudes about economic responsibility and enabled the British government to concentrate on business regulation rather than ownership.

4069 Dickson, R. D. 1992. “The Business of Equal Opportunity.” HBR 70 ( January-February, no. 1): 46–53. [“First Person” Feature]— As an African-American from the deep South, Dickson extols capitalism for its focus on proﬁt and competition which creates a foothold for diversity.

4070 Goodman, J. B. and G. W. Loveman. 1991. “Does Privitization Serve the Public Interest?” HBR 69 (November-December, no. 6): 26–38. [“In Question” Feature]— Goodman and Loveman see privatization effective only when private industry managers are disciplined by competition and have incentives to act in the public interest.

4071 Star, S. H. 1989. “Marketing and Its Discontents.” HBR 67 (November-December, no. 6): 148– 154. Star explains how positive and negative tradeoffs exist with the marketing concept. Society needs to identify the social payoffs and problems involved with marketing.

4072 Warsh, D. 1989. “How Selﬁsh Are PeopleReally?” HBR 67 (May-June, no. 3): 26–34. [“For the Manager’s Bookshelf ” Feature]— Warsh’s book review features two recently published books: Axelrod’s The Evolution of Cooperation along with Passions Within Reason by Robert H. Frank on whether people are inherently selﬁsh and driven by self-interest.

4073 Goodwin, N. R. and B. Mazlish. 1983. “The Wealth of Adam Smith.” HBR 61 ( July-August, no. 4): 52–65. [“For the Manager’s Bookshelf ” Feature]— Goodwin and Mazlish review Adam Smith’s writings from two recent sets of books issued to commemorate the bicentennial of The Wealth of Nations.

4074 Wuthnow, R. 1982. “The Moral Crisis in American Capitalism.” HBR 60 (March-April, no. 2): 76–84. Wuthnow, a sociologist, contends that the market economy is so inextricably woven into America’s world view that any threat to it endangers our social fabric.

4075 Berger, P. L. 1981. “New Attack on the Legitimacy of Business.” HBR 59 (September-October, no. 5): 82–89. Berger sees the political isolation of the business community as over with the election of Ronald Reagan as President of the United States and the American public possessing more faith in the virtues of capitalism.

Capitalism.” HBR 59 (March-April, no. 2): 96–106.

4077 Hekman, C. R. and J. S. Hekman. 1980. “Review of Free to Choose.” HBR 58 (SeptemberOctober, no. 5): 162–163. [“For the Manager’s Bookshelf ” Feature]— Hekman and Hekman assess Milton and Rose Friedman’s new book, Free to Choose, as to the merits of the market economy and economic freedom without government interference.

4078 Grayson, C. J., Jr. 1973. “Let’s Get Back to the Competitive Market System.” HBR 51 (November-December, no. 6): 103–112. Grayson believes that in 15 to 20 years, the essential characteristics of a competitive, private enterprise system will be replaced by hybrid system that might be referred to as managed capitalism, a planned economy, or a postindustrial state.

4079 Scott, B. R. 1973. “The Industrial State: Old Myths and New Realities.” HBR 51 (March-April, no. 2): 133–148. Scott believes that most large companies are more competitive because of diversiﬁcation efforts. Regulation, however, must be eased to preserve the health and independence of these companies.

4080 Arthur, H. B. 1972. “On Rivalry in the Marketplace.” HBR 50 (September-October, no. 5): 6– 20, 149–152. [“Thinking Ahead” Feature]— Arthur argues how the problems plaguing the U.S. economic system can be worked out only by ensuring that competition and bargaining remain orderly and free of contention.

4081 Allen, L. L. 1969. “Making Capitalism Work in the Ghettos.” HBR 47 (May-June, no. 3): 83–92. Whether in Watts or on Wall Street, capitalism develops according to certain time-honored rules and principles. At the same time, would-be capitalists in the ghetto urgently need ﬁnancial and managerial assistance from experienced executives.

4082 Keezer, D. M. 1968. “Score Against Capitalism.” HBR 46 (September-October, no. 5): 158–175. [“Keeping Informed” Feature]—Keezer’s literature review critiques books that social scientists have written proclaiming the death of capitalism; most of which he ﬁnds objectionable.

4083 Slater, P. E. and W. G. Bennis. 1964. “Democracy Is Inevitable.” HBR 42 (March-April, no. 2): 51–59. Slater and Bennis argue that democracy is the only system that can cope with the changing demands of contemporary civilization.

4084–4101

Economics

260

4084 Mead, M. 1962. “Must Capitalism Crawl.”

4092 Richberg, D. R. 1949. “Where Is Organized

HBR 40 (November-December, no. 6): 6–19, 171– 172.

Labor Going?” HBR 27 ( July, no. 4): 405–411.

[“Thinking Ahead” Feature]— Mead excoriates executives and entrepreneurs for being defensive about America’s free enterprise system. American managers also seem to be losing the optimism, youthful vigor and dedication to a greater destiny that enabled the United States to become an industrial giant.

4085 Lavengood, L. G. 1959. “American Business and the Piety of Proﬁts.” HBR 37 (November-December, no. 6): 47–55. Although their social position in American society remains enviable, business executives and entrepreneurs are often derided for being materialisict by the very society who calls on them for leadership. Lanvengood examines some possible reasons for this.

4086 Hoover, C. B. 1959. “Can Capitalism Win the Intellectuals?” HBR 37 (September-October, no. 5): 47–54. In its struggle with communism, modern capitalism needs support from American intellectuals. Hoover is concerned why America’s intelligentsia is so critical of the “good life” that our economy offers.

4087 Lewis, B. W. 1959. “Open Season on Bigness.” HBR 37 (May-June, no. 3): 105–113. Critics often decry the soulessness and sinfulness of large companies. Lewis, however, counters with how indispensable proﬁt seeking is for the American way of life.

4088 Wright, D. M. 1959. “U. S. in the Mirror.” HBR 37 (May-June, no. 3): 23–28, 152–158. [“Thinking Ahead” Feature]— American do not seem to realize that the basic features of American life are exactly what those in the underdeveloped world crave. This accounts for much of the anti–American sentiment throughout the world.

4089 Boulding, K. E. 1959. “Symbols for Capitalism.” HBR 37 ( January-February, no. 1): 41–48. As symbols constitute an important power behind each economic system, Boulding contends that the struggle between the United States and the Soviet Union is really a struggle between the free market and the “budget-justiﬁed systems” of Eastern Europe and Asia.

4090 Hayes, W. W. 1953. “Does Nationalization Work?” HBR 31 (March-April, no. 2): 103–115. Hayes relates the British government’s experience operating Britain’s coal industry to Americans clamoring for increased public ownership of utilities and other vital industries.

4091 Stevenson, W. H. 1951. “Economic Education for Employees.” HBR 29 ( January, no. 1): 75–85. Stevenson describes how recent challenges to the free enterprise system might sabotage this nation’s production and distribution apparatus. As such, business must be proactive in teaching about the importance of the free enterprise system and ﬁnd a way to bridge the tension between management and labor.

Far more is needed in educating the American public— organized labor in particular — on the fundamentals, virtues, and even problems inherent with market economies.

4093 Slichter, S. H. 1949. “Proﬁts in a Laboristic Society.” HBR 27 (May, no. 3): 346–361. Slichter contends that the United States is changing from a capitalistic to a laboristic society. Hence, it should not be surprising that corporate proﬁts receive the scrutiny that they do.

4094 Welcker, J. W. 1949. “Divergent Views on Corporate Proﬁts.” HBR 27 (March, no. 2): 250– 264. Government policy makers, along with leaders from business and labor, contend that proﬁts are essential for increasing America’s standard of living. Welcker decribes how he ﬁnds it moot as to what constitutes an appropriate level of proﬁts.

4095 Lawrence, J. S. 1948. “Proﬁts and Progress.” HBR 26 ( July, no. 4): 480–491. In response to John Welker’s 1948 HBR article, “Fair Proﬁt,” Lawrence argues that investors must be allowed to assume ﬁnancial risk without being viliﬁed if they are successful.

4096 Bursk, E. C. 1948. “Selling the Idea of Free Enterprise.” HBR 26 (May, no. 3): 372–384. Bursk maintains that if business was more proactive in promoting free enterprise, the American public would have far greater conﬁdence in it.

4097 Hoffman, P. 1946. “The Survival of Free Enterprise.” HBR 25 (Autumn, no. 1): 21–27. For Americans to preserve their First Amendment and other freedoms, Hoffman warns that it is critical for people to grasp how the American economy functions. Moreover, no nation throughout history, has maintained a free society without ﬁrst having a free economy.

4098 Wright, D. M. 1945. “Business and the Radical Indictment.” HBR 23 (Summer, no. 4): 393–414. Wright castigates Marxist and other critics of capitalism who argue that capitalism’s distribution methods are inefﬁcient and haphazzard. Also subjected to Wright’s criticism are American business leaders.

4099 Wernette, J. P. 1936. “Capitalism Under Fire: Recent Books on Economic Reconstruction.” HBR 14 (Winter, no. 2): 248–255.

4100 Snider, J. L. 1936. “Recent Publications on Business Cycles.” HBR 14 (Winter, no. 2): 241–247.

4101 Hillman, S. 1933. “A Shorter Working Day and a Minimum Wage.” HBR 11 ( July, no. 4): 457– 461. In this age of mass production, Hillman contends that a progressive and higher standard of living is critical so that American consumption matches its productive capacity.

261 4102 Heermance, E. L. 1932. “Self-Regulation and the Law.” HBR 10 ( July, no. 4): 420–429. Heermance writes about free enterprise’s drawbacks. Unless some sort of control is maintained, laissez faire often proves suicidal to its participants and is of no value to the public at large.

4103 Cabot, P. 1925. “Competition Is the Life of Business.” HBR 3 ( July, no. 4): 385–393. No one has successfully challenged the maxim that “competition is the life of business” which Cabot sees as true for life as well.

4104 Dewing, A. S. 1923. “Role of Economic Proﬁts in the Return of Investments.” HBR 1 ( July, no. 4): 451–463. Dewing sees the theory of business proﬁts as being the weakest strand in neo-classical economic theory.

Nationalized or State-Owned Businesses 4105 Bower, J. L. and E. A. Rhenman. 1985. “Benevolent Cartels.” HBR 63 ( July-August, no. 4): 124–132. Despite their poor reputation, cartels may be useful in industries with high ﬁxed costs, low variable costs, and many competitors. Cartels can also provide joint sponsorship for costly, risky activities and may also enhance industrial development.

4106 Walters, K. D. and R. J. Monsen. 1979. “State-Owned Business Abroad: New Competitive Threat.” HBR 57 (March-April, no. 2): 160–170. Walters and Monsen examine how the spread of state ownership of businesses radically transformed the nature of global competition during the 1970s.

4107 Abbott, C. C. 1937. “The Government Corporation as an Economic Institution.” HBR 15 (Spring, no. 3): 295–312. Government corporations are entities that have existed for centuries who are engaged in economic activities that are controlled by the political authorities.

4108 Fuller, C. 1928. “The Copper Cartel.” HBR 6 (April, no. 3): 322–328. Fuller explains how the copper industry is one of the few American institutions engaged in cartel-like practices.

4109 Liefman, R. 1927. “International Cartels.” HBR 5 ( January, no. 2): 129–148. A number of European nations have imposed cartels in which producers make agreements that go beyond their borders.

Regulated or Subsidized Industries 4110 “Electric Utility Deregulation Sparks Controversy.” 1996. HBR 74 (May-June, no. 3): 150–162.

Economics

4102–4118

[“Perspectives” Feature]— The electric utility industry faces the same upheaval and transformation that the telecommunications, airlines, and banking industries endured from deregulation. Ten individuals discuss the ramiﬁcations for this trend.

4111 Navarro, P. 1996. “Electric Utiilities: The Argument for Radical Deregulation.” HBR 74 ( January-February, no. 1): 112–125. Deregulation and mega-mergers have hit the electric utility industry hard. Navarro argues that by removing most of this regulation and opening the electricity market to free competition, America’s global competitiveness will be enhanced.

4112 Bleeke, J. A. 1990. “Strategic Choices for Newly Opened Markets.” HBR 68 (September-October, no. 5): 158–166. Bleeke urges Canada, Eastern Europe, and the Paciﬁc Rim nations to examine the United States’ experience with deregulation during the 1980s. A pattern of competitive dynamics should emerge when these “artiﬁcial” constraints are lifted. New entrants force reductions in price and cost and forces companies to differentiate their services.

4113 Navarro, P. 1982. “Our Stake in the Electric Utility’s Dilemma.” HBR 60 (May-June, no. 3): 87– 97. Navarro contends that electric company executives are making short-sighted investment decisions that jeopardize future energy sources.

4114 Ruggles, C. O. 1944. “Electric Power in Industry and Agriculture.” HBR 23 (Autumn, no. 1): 95–114. Ruggles describes the economic risks that electric utility companies encounter when serving the agricultural and industrial markets.

4115 Harbeson, R. W. 1942. “Public Utility Regulation: A New Chapter.” HBR 20 (Summer, no. 4): 496–507. Harberson assesses the signiﬁcance of the 1942 Supreme Court decision, Federal Power Commission, et al. v. Natural Gas Pipeline Co., et al. on regulations involving public utility rate structures.

4116 Cassady, R., Jr. 1941. “Municipal Trade Barriers.” HBR 19 (Spring, no. 3): 364–376. Cassady describes how municipalities possess regulatory powers, granted from the states, in which the activities of itinerant merchants can be regulated.

4117 Smith, N. L. 1940. “Rail and Utility Investments Under Expanding Public Control.” HBR 18 (Summer, no. 4): 397–409. In light of the New Deal legislative and regulatory environment, investments in the railroad and public utility industries are more problematic than they ever were.

4118 Ruggles, C. O. 1940. “The Role of Rate Making.” HBR 18 (Winter, no. 2): 215–230. Ruggles attempts to ascertain what correlation, if any, exist between consumer demand and utility prices.

4119–4135

Economics

262

4119 _____. 1939. “Utility Rates.” HBR 18 (Autumn, no. 1): 50–63. Ruggles examines how rate structures for the railroads and utility companies were established over a several generation span. He also contends that regulatory authorities mistakenly pay little attention to the economic forces affecting the markets for utility companies.

4120 Hellenbrandt, E. T. 1937. “Public Utility Holding Companies and Their Regulation in Ohio.” HBR 15 (Summer, no. 4): 464–472. A thorny problem facing state and local regulators involves ownership of utility companies by holding companies.

4121 Martin, B. F. 1932. “World Stocks, Prices and Controls of Foodstuffs and Raw Materials.” HBR 10 ( July, no. 4): 430–440. Since the end of World War I, the production or trade of many commodities such as coffee and copper, has been subject to a variety of controls even as prices have dropped precipituously.

4122 Herring, J. M. 1932. “Public Interest, Convenience in Radio Broadcasting.” HBR 10 (April, no. 3): 280–291. Congress and state legislatures are remiss in not deﬁning what the “public interest” means with regards to the utility, broadcasting, or mass transit industries.

4123 Jolly, P. 1931. “Public Utilities in France.” HBR 9 ( July, no. 4): 409–416. France’s public utility companies are considered indispensible for internal security purposes. Jolly describes the French government’s mindset on why it feels it must have complete governmental control of these operations.

4124 Cooke, M. L. 1930. “Shoring Up the Regulation of Electrical Utilities.” HBR 8 (April, no. 3): 316–328. Cooke’s article outlines many of the problems in the electrical utility industry.

4125 Ryan, J. A. 1930. “Public Utility Rate Regulation.” HBR 8 ( January, no. 2): 193–205. Ryan argues how regulatory agencies could prevent inefﬁcient operating methods among public utility companies.

4126 Cabot, P. 1929. “Public Utility Rate Regulation [Part Two].” HBR 7 ( July, no. 4): 413–422. Cabot explains how any attempt to allocate public utility costs invariably contributes mistakes.

4127 _____. 1929. “Public Utility Rate Regulation [Part One].” HBR 7 (April, no. 3): 257–266. Cabot explains how public utility rates, among the 50 states, are regulated by commissions acting with legislative authority.

4128 “Paid-In Investment as a Public Utility Rate Base in Massachusetts.” 1928. HBR 6 ( July, no. 4): 499–509. [“Legal Developments Signiﬁcant in Business” Feature]— Massachusetts’s Public Utility Commission op-

poses applying the notion of “paid-in investment” for determining a rate base. A 1898 Supreme Court decision of Smyth v. Ames, however, determined that reproduction cost, original cost and the amount spent for improvements can be considered for one’s utility rate base.

4129 Blanchard, R. 1928. “The Utilization of Water Power in France.” HBR 6 ( January, no. 2): 176–187. Blanchard describes why France’s hydroelectric industry is known as a “white coat” for the nation.

4130 “Distribution of Securities of a Public Service Corporation.” 1926. HBR 4 ( January, no. 2): 223–230. [“HBR Case Study” Feature]— The Manster Gas and Electric Company services a city of approximately 800,000 people which is on the verge of growing.

4131 “Going Value as an Element in the Valuation of Public Utility Properties.” 1923. HBR 1 (April, no. 3): 359–367. [“Summaries of Business Research” Feature]— Discusses the quasi-governmental ownership of public utility companies and the valuation that is necessary with those properties.

Tax or Fiscal Policy Issues 4132 Eisner, R. 1993. “Sense and Nonsense About Budget Deﬁcits.” HBR 71 (May-June, no. 3): 99–113. Few people understand that the federal deﬁcit is not as harmful as commonly perceived. Hysteria over the government going bankrupt if it is unable to pay off its debt or that the interest burden of the deﬁcit will adversely affect the economy is simply fallacious.

4133 Warsh, D. 1990. “Who Supplied the Supply Side?” HBR 68 (May-June, no. 3): 38–46. [“For the Manager’s Bookshelf ” Feature]— In reviewing The Power of the Financial Press and Economic Opinion in Britain And America by Wayne Parsons, Warsh ﬁnds that the press, as opposed to academia, played the pivotal role in implementing supply side economics. Lawrence Lindsay’s, The Growth Experiment, is also reviewed by Warsh on how American policymakers enacted supply side economic policies.

4134 Robinson, M. 1989. “America’s Not-SoTroubling Debts and Deﬁcits.” HBR 67 ( July-August, no. 4): 50–58. [“Special Report” Feature]— Robinson, in examining America’s $9 trillion debt, isn’t alarmed since today’s national debt constitutes 42 percent of GNP and is well within historic bounds.

4135 Samuelson, P. A. 1988. “Number One Economic Problem Is the Structural Budget Deﬁcit.” HBR 66 (November-December, no. 6): 67–69. [From the “Business, Economics, and Oval Ofﬁce” Series]— Samuelson argues that the ﬁscal deﬁcit is a longterm evil that saps the capacity of Americans to save.

263

Economics

4136–4152

4136 Summers, L. H. 1987. “A Fair Tax Act That’s Bad for Business.” HBR 65 (March-April, no. 2): 53–59.

4144 McLure, C. E., Jr. and S. S. Surrey. 1977.

Summers bemoans how the 1986 Tax Reform Act removes the incentives for ﬁrms to make capital expenditures which also aggravates the nation’s burgeoning federal deﬁcit.

To prevent double-taxation, McLure and Surrey explain how corporate and individual income taxes can be integrated.

4137 Dickson, D. N. and G. E. Willigan. 1984. “The Peterson Prescription.” HBR 62 (May-June, no. 3): 66–77. [An Interview with Peter G. Peterson]— Peterson describes how the American economy is adversely affected by the federal government’s budget deﬁcit.

4138 Friedman, B. M. 1982. “The Treasury Threatens Corporate Balance Sheets.” HBR 60 (September-October, no. 5): 20–22. [“Ideas for Action” Feature]—The federal government is funding budget deﬁcits using long-term ﬁnancing methods. Friedman questions the wisdom of this. More emphasis should, instead, be placed on short-term securities. Doing so would generate a more stable ﬁnancial framework and enhance capital formation.

4139 Galbraith, J. K. 1982. “The Way Up from Reagan Economics.” HBR 60 ( July-August, no. 4): 6–12. [“Thinking Ahead” Feature]— Galbraith argues that the American economy would become more robust if ﬁscal restraint was adhered to religiously.

4140 Anthony, R. N. 1982. “Recognizing the Cost of Interest on Equity.” HBR 60 ( January-February, no. 1): 91–96. Anthony argues that a tax-deductible allowance for equity interest would lessen the disparity between the cost of debt capital and equity capital in a way that makes it easier and more economical to accumulate the latter.

4141 Silk, L. 1981. “A Walk on the Supply-Side.” HBR 59 (November-December, no. 6): 44–46. [“From the Manager’s Bookshelf ” Feature]—Silk ﬁnds that George Gilder’s new book —Wealth and Poverty, on the virtues of supply-side economics, trimming government entitlement payments and free market ideology — has the makings of a classic

4142 Reiling, H. B. 1980. “Review of ‘Must Corporate Income Be Taxed Twice?’” HBR 58 (MarchApril, no. 2): 36–37. [“For the Manager’s Bookshelf ” Feature]— Reiling, a tax professor at the Harvard Business School, favorably reviews Charles McLure’s Brookings Institute Report, Must Corporate Income Be Taxed Twice?.

4143 Feldstein, M. S. and J. Slemrod. 1978. “How Inﬂation Distorts the Taxation of Capital Gains.” HBR 56 (September-October, no. 5): 20–26. [“Ideas for Action” Feature]— Feldstein and Slemrod describe how investors, when selling a stock during periods of high inﬂation, pay a particularly high price in terms of capital gains taxes.

“Integration of Income Taxes: Issues for Debate.” HBR 55 (September-October, no. 5): 169–181.

4145 Smith, D. T. 1977. “Relief from Double Taxation of Dividend Income.” HBR 55 ( January-February, no. 1): 87–94. Smith argues that taxes on equity capital is bad economic policy, particularly when business capital is crucial for increasing labor productivity for ﬁnancing environmental improvements.

4146 Jones, R. H. 1975. “Why Business Must Seek Tax Reform.” HBR 53 (September-October, no. 5): 49–55. Jones argues how American public policymakers are oblivious to the dire straits that American businesses are in from acute capital needs. The tax code needs to be reformed to rectify this situation.

4147 Smith, D. T. 1973. “When-If-We Have the Vat.” HBR 51 ( January-February, no. 1): 6–18, 130– 133. [“Thinking Ahead” Feature]— Smith analyzes the forms that value-added taxes [VAT] might take. He also considers the impact of differential rates versus a single rate and the the problems that might transpire from each structure when administering the VAT.

4148 Surrey, S. S. 1970. “Value Added Tax: The Case Against.” HBR 48 (November-December, no. 6): 86–94. Surrey explains why a value added tax would weaken America’s domestic tax framework and how it would wreak havoc on the United States’s international trade structure.

4149 Smith, D. T. 1970. “Value Added Tax: The Case For.” HBR 48 (November-December, no. 6): 77–85. Smith contends that some sort of value added tax should be implemented to create more balance with the American tax system.

4150 Miles, J. E. 1967. “Tax Speedups & Corporate Liquidity.” HBR 45 ( July-August, no. 4): 2–12, 162. [“Thinking Ahead” Feature]— Miles describes how business is being squeezed by accelerating corporate tax rates, social security and employee withholding payments.

4151 Goode, R. 1962. “Critique of Public Finance.” HBR 40 (May-June, no. 3): 123–132. Goode examines the recommendations listed in The Report of the Commission on Money and Credit on more effectively using American ﬁscal policy to achieve stability and growth.

4152 Mazur, P. 1960. “Old Fears & New Challenges.” HBR 38 (September-October, no. 5): 27– 36, 157–158.

4153–4168

Economics

264

[“Thinking Ahead” Feature]— Mazur accuses policymakers of sapping the vitality from the economy when income is diverted from the private sector to public agencies.

4153 Studenski, P. 1960. “State Taxes Threaten U.S. Common Market.” HBR 38 ( July-August, no. 4): 57–66. Unless federal action is taken to correct discrepancies in state tax levies, many of the advantages stemming from free trade across state lines are in jeopardy.

4154 Oanh, J. N. X. 1960. “Keynes Today.” HBR 38 (May-June, no. 3): 97–102. Keynes taught policy makers and economists how to turn the government into an effective tool for remedying distressed economies; albeit his “dosage” could easily jeopardize the future of capitalism.

4155 Novick, D. and G. H. Fisher. 1960. “The Federal Budget as a Business Indicator.” HBR 38 (May-June, no. 3): 64–72. Novick and Fisher explain how the federal budget can be a viable instrument for company planning, particularly for defense-oriented industries.

4156 Norr, M. 1960. “Taxation and Stability: Guidance from Sweden.” HBR 38 ( January-February, no. 1): 50–58. Norr is interested in why the United States is not as daring as Sweden which allows ﬂexible depreciation and tax-free reserves to even out the business cycles and trigger economic growth.

4157 Studenski, P. and G. J. Glassen. 1958. “New Threat in State Business Taxation.” HBR 36 (November-December, no. 6): 77–91. Studenski and Glasser discuss the legal, economic and administrative conundrum caused when the states tax corporate income.

4158 Slichter, S. H. 1957. “Government Spending Can Reduce Taxes.” HBR 35 ( July-August, no. 4): 100–108.

collectively, they deviate from uniformity and toward preferential treatment.

4161 Newbury, F. D. 1952. “A Business Forecast, 1952–1955.” HBR 30 (March-April, no. 2): 95–105. If government expenditures continue at current levels, Newbury believes business activity and employment levels can also be expected to continue over the next three years [1952–1955].

4162 Butters, J. K., W. Fellner, J. Lintner, D. T. Smith, A. Smithies and S. Surrey. 1951. “Tax Program for Sustained Mobilization.” HBR 29 ( January, no. 1): 119–124. Butters and his colleagues were invited to testify before the House Ways and Means Committee on their views as to what the objectives of ﬁscal policy, excess proﬁts, and individual tax rates should be.

4163 Langston, A. G. 1946. “Crucial Problems with the Federal Debt.” HBR 24 (Winter, no. 2): 133–150. Langston, being worried about a growing federal deﬁcit, argues that changes are needed with the many methods used in managing this deﬁcit.

4164 Abbott, C. C. 1945. “Management of the Federal Debt.” HBR 24 (Autumn, no. 1): 96–108. Abbott describes the many difﬁcult decisions facing policymakers as to how the federal debt should be managed, such as: (i) choosing to repay maturing obligations; (ii) establishing a pattern of future maturities; or (iii) adopting brand new issues to the needs of prospective holders.

4165 Butters, J. K. 1945. “Taxation and New Product Development.” HBR 23 (Summer, no. 4): 451– 459. Butters describes how the federal tax code has an indelible impact on corporate research and new product development efforts; both of which are critical components for the United States’ industrial plans in the postwar era.

For many, the expansion of government programs is a cause for alarm. Slichter contends that governmental activities are expanding because of growing scientiﬁc, technological and social pressures. Moreover, government needs to be seen more as a service-rendering organization whose costs are more of an investment than is popularly perceived.

4166 Abbott, C. C. 1944. “Administration of Fiscal Policy.” HBR 23 (Autumn, no. 1): 46–64.

4159 Swett, R. D. and J. W. Hupp. 1957. “Legal

Taxes Deter Investment?” HBR 22 (Summer, no. 4): 443–446.

Hazards of Intrastate Business.” HBR 35 ( July-August, no. 4): 81–88. To raise necessary revenues, state legislatures are targeting corporations who operate within their borders. This is producing a bewildering array of tax laws and interpretations.

4160 Cary, W. L. 1955. “Erosion of the Tax Laws.” HBR 33 (September-October, no. 5): 103–111. Pressure groups are eroding the American tax system. On the surface, these individual efforts appear minor;

Abbott describes how the Federal ﬁscal policy is a critical component in the economic environment which business and industry operates.

4167 O’Neill, W. G. 1944. “Do High Corporate O’Neill argues that increased corporate taxes spurs investment on infrastructure projects and spending, whichin-turn, generates higher levels of net income.

4168 Welker, J. W. 1944. “The Federal Budget: A Challenge to Businessmen.” HBR 22 (Summer, no. 4): 431–442. Welker outlines the beneﬁts that a 15 to 20 billion dollar federal budget offers despite the higher tax burden private industry faces.

265 4169 May, G. O. 1943. “Corporate Structures and Federal Income Taxation.” HBR 22 (Autumn, no. 1): 10–18. May argues that the United States, in the aftermath of World War II, should repeal the double taxation of corporate income. Great Britain’s tax structure is utilized for comparison purposes.

4170 Coleman, R. 1941. “Government Bonds and the Balanced Budget.” HBR 20 (Autumn, no. 1): 75–80. Balanced budgets are signiﬁcant for the rating of government bonds. Governments, like businesses, must keep their expenditures within their collectible revenues.

4171 Buehler, A. G. 1941. “Production Taxes.” HBR 19 (Summer, no. 4): 458–469. A number of economists and policy makers believe that a value added tax, based on a business unit’s net production, would provide more stable revenue along with being less difﬁcult to administer in comparison to a personal income tax.

Economics

4169–4187

Phillips describes the ways in which local merchants lobby for special tax assessments with chain stores or franchises as a way to stymie their growth.

4180 Roberts, W. A. 1936. “Elasticity in Public Finance.” HBR 14 (Winter, no. 2): 235–240. Roberts describes how effective tax revenue systems have the capacity to adopt to a wide variety changes or economic conditions.

4181 Buehler, A. G. 1934. “Business, Taxation and Government Spending.” HBR 13 (October, no. 1): 96–107. Federal and state government spending throughout the United States amounts to one-third of national income. Buehler contends that taxation only generates onehalf of this amount. The balance comes from government borrowing.

4182 Williamsen, A. C. 1932. “Operating Aspects of the Retail Sales Tax.” HBR 11 (October, no. 1): 107–114.

4172 Smith, D. T. 1939. “Is Deﬁcit Spending Prac-

Williamsen examines whether retailers can act as collection agents on retail sales taxes.

tical.” HBR 18 (Autumn, no. 1): 35–43.

4183 Buehler, A. G. 1931. “The General Sales Tax in

Deﬁcit spending was instituted as a stop-gap remedy during the Great Depression. Smith contends that continuing this practice would be a colossal mistake.

the Fiscal System.” HBR 9 (April, no. 3): 348–359.

4173 Buehler, A. G. 1939. “Regulatory Taxation.” HBR 17 ( January, no. 2): 138–152. Buehler describes how the Roosevelt Administration engages in “regulatory taxation” that is designed to change corporate practices with the environment, labor, or other social and economic concerns.

4174 Smith, D. T. 1938. “Recent Literature of Public Finance.” HBR 16 (Spring, no. 3): 373–380. 4175 Leland, S. E. 1938. “Our National Debt.” HBR 16 (Spring, no. 3): 257–272.

A number of states have adopted a general sales tax which can be deﬁned as a tax imposed on the sale of numerous commodities or services at uniform rates.

4184 Kipp, L. J. 1977. “Books for the Thoughtful Executive.” HBR. [“For the Manager’s Bookshelf ” Feature]— Kipp’s literature review assesses four books, published in 1976, regarding the federal government’s role in the American economy: Wallis’s An Ungoverned Society; The American Economy: Income, Wealth and Want by Lebergott; The Anxious Economy by Solomon; along with Michael Harrington’s The Twilight of Capitalism.

The role of public debt differs greatly than it did in the past because of how interwoven the money supply and credit institutions are with the ﬁscal apparatus of the American government.

Transportation Industries (e.g., Airlines, Rail, Highways)

4176 Lutz, H. L. 1938. “Federal Depression Financing and Its Consequences.” HBR 16 (Winter, no. 2): 129–140.

4185 Morehouse, J. E. 1983. “Operating in the New Logistics Era.” HBR 61 (September-October, no. 5): 18–19.

Lutz argues that the Roosevelt Administration is engaging in wreck less ﬁscal practices involving deﬁcit spending to free the American economy from the depression.

Morehouse describes the profound impact that the deregulation of rail, trucking, air, and water transport systems will have on distrbution costs and an array of other competitive-oriented strategies.

4177 Buehler, A. G. 1936. “The Undistributed Proﬁts Tax in the Fiscal System.” HBR 15 (Autumn, no. 1): 29–43.

4186 Stern, G. L. 1975. “Surface Transport: Mid-

4178 Montgomery, R. H. 1936. “The Tax on Undistributed Income.” HBR 15 (Autumn, no. 1): 19–28.

Stern examines the arguments made by advocates of rail deregulation and then offers suggestions to remedy the tension among producers, shippers, and consumer interests.

4179 Phillips, C. F. 1936. “State Discriminatory Chain Store Taxation.” HBR 14 (Spring, no. 3): 349–359.

4187 Speno, M. J. and C. Brenner. 1975. “Fast Work Needed to Forestall Rail Line Abandonments.” HBR 53 (May-June, no. 3): 8–10.

dle-of-the-Road Solution.” HBR 53 (NovemberDecember, no. 6): 80–89.

4188–4204

Economics

266

[“Ideas for Action” Feature]— Speno and Brenner assess the outcome for shippers, small businesses and others in the Delaware and Maryland vicinity if a bankruptcy reorganization leads to the abandonment of railroad track.

4188 Meyer, J. R. and A. L. Morton. 1974. “A Better Way to Run the Railroads.” HBR 52 ( July-August, no. 4): 141–148. Railroads are a sick industry with returns that are meager, at best. Meyer and Morton head a national commission on improving the railway system and argue for creating four to seven “continental” lines through “end-toend” mergers.

4189 Schneider, L. M. 1969. “The Fallacy of Free Transportation.” HBR 47 ( January-February, no. 1): 83–87. Schneider is pessimistic that free transit is a viable way of transporting the hard-core unemployed to possible worksites.

4190 Seifert, W. W., S. M. Breuning and A. Kettaneh. 1968. “Investing in the Future of Transportation.” HBR 46 ( July-August, no. 4): 4–12, 158. [“Thinking Ahead” Feature]— Seifert and his coauthors explore whether increased public demand for better transportation might better be met through (i) private industry, (ii) the various levels of government, or (iii) a collaboration between the two.

4191 Emery, J. C. 1953. “Air Freight: New Potentials for Industry.” HBR 31 ( July-August, no. 4): 82–90.

postwar rail, shipping, air, trucking and bus transportation structures.

4196 Bollinger, L. L. 1946. “Private Versus Public Management of Airports.” HBR 24 (Summer, no. 4): 518–534. Bollinger describes a recent Harvard Business School cost-beneﬁt analysis on whether American airports should be privately or publicly owned and managed.

4197 Lawler, P. F. 1946. “Crisis in the Domestic Shipping Industry.” HBR 24 (Winter, no. 2): 258– 276. World War II fundamentally altered the coastal and intercoastal shipping industries. This was how a high proportion of freight was transported prior to the war. Lawler is skeptical whether the industry can recapture its previous market share.

4198 Simpson, F. R. 1945. “The War’s Impact on Urban Transit Systems.” HBR 23 (Summer, no. 4): 460–468. During World War II, Simpson describes how and why urban transit passenger trafﬁc doubled from the prewar period and whether this level of ridership can be sustained following the war.

4199 Bollinger, L. L. 1945. “Marketing Personal Airplanes.” HBR 23 (Winter, no. 2): 217–228. Upwards of 55 companies, in the aftermath of World War II, will attempt to manufacture private airplanes. In all probability, all but three of these companies will ever be proﬁtable.

4200 Bunden, W. A. 1945. “Postwar Status of the

Emery argues that the air freight industry has a unique quality with its tremendous speed that can generate higher value for industry.

Burden predicts robust growth for the commercial airlines industry for the post-war United States.

4192 Murray, R. F. 1950. “Regulation of Airline

4201 Smith, H. R. 1945. “Capital and the Rail-

Securities.” HBR 28 (May, no. 3): 71–76.

Aircraft Industry.” HBR 23 (Winter, no. 2): 211–216.

road Industry.” HBR 23 (Winter, no. 2): 144–156.

Murray critiques the Secretary of Commerce’s dictum that airlines who receive federal subsidies should have effective controls over their ﬁnancial practices to prevent the Federal Government from having to absorb outrageous losses.

To meet organized labor’s demands requires the railroads have large amounts of capital. Attracting this capital from the equity or bond markets is difﬁcult because of the albatross the unions have the railroad companies in.

4193 Dearing, C. L. and W. Owen. 1950. “Our

4202 Crane, J. B. 1944. “The Economics of Air

National Transportation Problem.” HBR 28 (March, no. 2): 87–101. Transportation is a joint undertaking between government and private industry. Dearing and Owen describe how multi-dimensional America’s transportation problems are.

4194 Hackford, R. R. 1947. “Our International Aviation Policy.” HBR 25 (Summer, no. 4): 483– 500.

Transportation.” HBR 22 (Summer, no. 4): 495– 508. Crane describes the economic characteristics relevant to the airline industry and why government subsidies are crucial for the industry’s survival.

4203 Daggett, S. 1944. “Transportation and National Policy.” HBR 22 (Winter, no. 2): 199–208.

Hackford describes the conundrum that international aviation policy has evolved into.

Dagget describes his membership on the National Resources Planning Board which President Roosevelt charged to analyze the long term needs of the United State’s highway infrastructure.

4195 Cunningham, W. J. 1946. “The Transporta-

4204 Bollinger, L. L. and T. Lilley. 1944. “Main-

tion Problem.” HBR 25 (Autumn, no. 1): 58–73. Every business is affected by a nation’s transportation infrastructure. Cunningham analyzes the United States’s

taining a Strong Aircraft Industry.” HBR 22 (Winter, no. 2): 178–190. To assist the burgeoning aircraft industry in post-war

267 America, Bollinger and Lilley offer necessary changes with regards to American public policy.

4205 Stillcox, L. K. 1943. “Tempo of Transportation.” HBR 22 (Autumn, no. 1): 29–39. Stillcox disputes the notion that air transportation or air freight will displace the railroads, which should reach their zenith in post–World War II United States.

4206 Perry, H. S. 1943. “Ocean Rate Regulation, World War II.” HBR 21 (Winter, no. 2): 238–252. Even with the existence of World War II, many nations have not enacted legislation dealing with freight rates for foreign trade purposes.

4207 Barton, F. L. and R. B. McGhee. 1942. “Freight Forwarders.” HBR 20 (Spring, no. 3): 336–347.

Economics

4205–4223

The railroad industry was in desperate straits during the early 1930s. To ameliorate this, Congress passed the 1933 Emergency Transportation Act that created a transportation “czar” or coordinator. Cunningham assesses the impact of this arrangement.

4215 Longino, J. C. 1936. “Railway Trafﬁc Organization Under Fire.” HBR 14 (Summer, no. 4): 471–479. Longino’s article is based on interviews conducted with railroad executives and employees on their observations as to the causes for many problems facing the railroad industry.

4216 Koontz, H. D. 1936. “Depreciation Policy and Financial Structure in American Railroads.” HBR 14 (Summer, no. 4): 460–470.

Barton and McGee describe the role that the freight forwarder has with the shipping process and if greater federal regulation of its activities should be pursued.

With so many railroads experiencing ﬁnancial difﬁculties, Koontz contends more needs to be done to liberalize depreciation allowances on railroad equipment.

4208 Frederick, J. H. and A. D. Lewis. 1941. “Air Routes and Public Policy.” HBR 19 (Summer, no. 4): 482–495.

4217 Lucius, J. 1935. “The Inland Waterways of France.” HBR 13 (April, no. 3): 353–365. While a number of nations embark on public works projects to develop and maintain their waterways, Lucius urges those nations to study how the French have constructed their waterways since the 17th century.

Frederick and Lewis assess the origins of the Civil Aeronautics Act of 1938 mandating the commercial airlines to obtain permission from the Civil Aeronautics Authority anytime they wanted to provide airline service to a new destination.

4218 Wyer, R. 1935. “Fact and Fallacy on the St. Lawrence.” HBR 13 (April, no. 3): 344–352.

4209 Lynch, E. S. 1940. “Railroad Taxation and Abandonments.” HBR 18 (Summer, no. 4): 496–503.

Wyer examines both sides of the propaganda ﬁght between advocates and opponents for constructing the Saint Lawrence Seaway.

In the face of ﬁnancial distress, the railroad companies are abandoning a signiﬁcant amount of property. Lynch and others are particularly concerned about the lost tax levies stemming from this.

4219 Wilson, G. L. 1935. “Are Railroad Freight Rate Structures Obsolete?” HBR 13 ( January, no. 2): 179–185.

4210 Harding, W. B. 1940. “Air Transportation Rates.” HBR 18 (Spring, no. 3): 337–343. Harding explains the rationale behind airline carriers being regulated like public utility companies.

4211 Baker, G. P. 1938. “Two Years of Books on Transportation.” HBR 16 (Summer, no. 4): 499–512. 4212 Lisman, F. J. 1937. “Railroad Reorganization and Section 77.” HBR 16 (Autumn, no. 1): 24–40. Lisman probes the rampant bankruptcy proceedings taking place with the railroad industry which is no longer the monopoly it once was despite the federal government regulating it as if it were a monopoly.

4213 Locklin, D. P. 1937. “Transport Coordination and Rate Policy.” HBR 15 (Summer, no. 4): 417–428. Locklin sees problems on the horizon for the regulatory agencies that deal with any of the modes of transport (i.e., trucks, rail, airplanes, or ships) and the rates they charge. In particular, all of these modes need to be coordinated in some manner.

4214 Cunningham, W. J. 1937. “Federal Coordinator’s Contribution to Railroad Coordination.” HBR 15 (Spring, no. 3): 265–274.

Over the last 15 years, no industry has been subject to more Congressional and bureaucratic oversight than that of the railroad industry’s rate structure.

4220 Harbeson, R. W. 1933. “Transportation Developments and the North Atlantic Ports.” HBR 12 (October, no. 1): 82–93. Harbeson examines the rivalry between four Atlantic cities (New York City, Baltimore, Philadelphia, and Boston) for export and import commerce and then examines the impact that railway links would have for each seaport.

4221 Gardner, G. F. 1933. “Signiﬁcance of CarCarrying Ships.” HBR 11 ( July, no. 4): 512–518. Gardner describes the use of specially constructed freighters for transporting full railroad cars as a radical departure from long-standing transportation practices.

4222 Gullet, J. S. 1932. “The Pneumatic Rail Car.” HBR 10 ( July, no. 4): 493–504. Pneumatic rail cars are light-weight units, built to generate more comfortable passenger service, in comparison to steam engines.

4223 Skerrett, R. G. 1932. “Economic Signiﬁcance of the Tank Car.” HBR 10 ( July, no. 4): 461–479. Plant managers are aware that mass production efforts

4224–4242

Economics

268

will clog if a commensurate system of distribution doesn’t transpire that can move large volumes to wholesalers and other purchasers.

4234 _____. 1929. “Conﬂict in Legislation Respecting Railroad Rates [Part One].” HBR 7 ( July, no. 4): 423–431.

4224 Egeland, J. O. 1932. “Norwegian Shipping After the World War.” HBR 10 (April, no. 3): 311– 322.

Burgess discusses the difﬁculty in setting railroad rates with elements that are complex and multidimensional.

Though Norway lost half its merchant marine ﬂeet because of World War I, its resurgance as a merchant marine powerhouse is remarkable.

4225 Fair, M. L. 1931. “The Uniﬁcation of Railroad Terminals.” HBR 10 (October, no. 1): 85–96. In the aftermath of a wide array of railroad consolidations, Fair writes about the Interstate Commerce Commission’s priority for assigning terminal properties.

4226 Daniels, W. M. 1931. “Railroad Uniﬁcation in New England in Relation to the Four Party Plan.” HBR 10 (October, no. 1): 8–14.

4235 Sherrington, C. E. 1929. “Economic and Financial Results of British Railway Consolidation: Their Guide to American Policy.” HBR 7 ( July, no. 4): 395–405. British and American railway systems mirror one another’s prior to the consolidation that Great Britain experienced. Sherrington urges American companies to closely examine Britain’s experiences should they opt to consolidate themselves.

4236 Epstein, R. C. 1928. “Producers’ Growth Curves in an Expanding Industry, Part Two.” HBR 7 (October, no. 1): 43–48.

Daniels argues that the 1920 Transportation Act was a mixture of enlightened policy and bungling with regards to railroad consolidation.

4237 “Consolidation of Railroads and the Proposed Great Northern [and] Northern Paciﬁc Uniﬁcation.” 1928. HBR 6 ( July, no. 4): 458–471.

4227 Brown, L. 1931. “Water Transportation in the United States.” HBR 9 ( January, no. 2): 202–214.

[“Summaries of Business Research” Feature]— The Great Northern and Northern Paciﬁc Railroads might merge. The research examines the implications this has on the stakeholders of both companies as well as its strategic ramiﬁcations.

The opening of the Panama Canal revitalized the United States’ water transportation networks which had been dormant since the heyday of the railroads.

4228 Gragg, C. I. 1930. “Marketing Problems in the Aviation Industry.” HBR 8 (Summer, no. 4): 490–500.

4238 Jome, H. L. 1928. “Commercial Air Transport.” HBR 6 ( January, no. 2): 198–217.

The airline industry, during 1929 and 1930, reached a point where it had to emphasize marketing more than production for the ﬁrst time.

Jome focuses on the skyrocketing rate of growth taking place in the commercial airline industry. Some unique features relevant to the industry are addressed on why public subsidies are critical in addition to the public’s demand for “airline perfection.”

4229 Sternau, H. E. 1930. “Problems in the Transatlantic Passenger Service.” HBR 8 (April, no. 3): 359–365.

4239 Wells, R. T. 1927. “Economics of Motor Freight Transportation.” HBR 6 (October, no. 1): 11–19.

With the advent of high-speed, de luxe liners, transatlantic passenger service has changed dramatically following the end of World War One.

Wells is interested in knowing the cost for moving freight is in conjunction with national income.

4230 McCallum, J. E. 1930. “Electriﬁcation of Steam Railroads.” HBR 8 ( January, no. 2): 227–234. McCallum writes how ecstatic railroad engineers are over the beneﬁts of electric powered passenger trains.

4231 Strother, D. H. 1930. “The Outlook for Aviation.” HBR 8 ( January, no. 2): 184–192. Strother writes of the tremendous boost that Charles Lindbergh’s historic 1927 ﬂight from New York to Paris gave the airline industry.

4232 Guggenheim, H. F. 1929. “Aviation: Progress in Safety.” HBR 8 (October, no. 1): 37–43. Americans keep pressing for airplanes that can land more slowly, take off more quickly, climb more steeply, and remain under control at all altitudes and conditions.

4233 Burgess, K. F. 1929. “Conﬂict in Legislation Respecting Railroad Rates [Part Two].” HBR 8 (October, no. 1): 24–36.

4240 Ripley, W. Z. 1926. “Problem of Railway Terminal Operators [Part 2].” HBR 4 ( July, no. 4): 385–392. Ripley believes all beltline business, transfer or interchange trafﬁc among railroad carriers needs to be performed as a cooperative endeavor with public participation.

4241 “Rates on Freight in Congested Areas.” 1926. HBR 4 (April, no. 3): 347–353. [“HBR Case Study” Feature]— In an eastern seaboard city, a galvanizing company and two steel manufacturers are comparing the quotes from two railroad companies which service the city in conjuction to having their shipping done by a trucking company.

4242 Gregg, E. S. 1926. “The Decline of British Shipbuilding.” HBR 4 (April, no. 3): 290–296. Gregg wonders if the decline experienced by Great Britain’s shipbuilding is temporary or if it possesses longterm ramiﬁcations for the industry.

269 4243 Ripley, W. Z. 1926. “Problems of Railway Terminal Operation.” HBR 4 (April, no. 3): 266– 274. Ripley is vehement that cooperation between the terminal operators and railroad management is critical if economies are ever to be achieved.

Economics

4243–4259

4252 Acworth, W. M. 1923. “Railway Grouping in England.” HBR 1 ( July, no. 4): 414–416. Acworth’s belief is that British railroads differ markedly from those in the United States, particularly in regards to regulatory oversight and judicial review.

way Reorganizations.” HBR 4 ( January, no. 2): 187– 195.

4253 Hines, W. D. 1923. “Relationship of the Burlington — Great Northern — Northern Paciﬁc Group to the Federal Railroad Consolidation Law.” HBR 1 ( July, no. 4): 398–413.

Woodworth describes the ﬁnancial ramiﬁcations from how street cars managed to replace steam locomotives in American cities.

The 1920 Transportation Act conforms to a growing belief that too many railroad lines exist and that consolidation will improve the railroad efﬁciency.

4245 Latimer, M. W. 1926. “The Motor Bus Situation in 1925.” HBR 4 ( January, no. 2): 153–170.

4254 “Extent and Signiﬁcance of the Railroad Car Shortage.” 1923. HBR 1 ( January, no. 2): 227–234.

The motor bus industry successfully functions without regulatory interference. Latimer wonders if this will continue when motor bus transportation becomes more embedded in American life.

[“Summaries of Business Research” Feature]— Probes whether a widespread shortage of railroad cars will adversely affect the United States’ economic revival.

4246 Duncan, C. S. 1926. “Some Business Aspects

road Consolidation.” HBR 1 ( January, no. 2): 139– 153.

4244 Woodworth, A. V. 1926. “Some Street Rail-

of Adequate Transportation Service.” HBR 4 ( January, no. 2): 145–152. Duncan describes a 1925 meeting in which competing railroad companies met to agree to a comprehensive program for insuring the highest degree of service for the nation.

4247 Cunningham, W. J. 1925. “A Cadet System in Railroad Service.” HBR 3 ( July, no. 4): 404–413. Cunningham contends that increased government intervention forced changes in the railroad industry that stymie individual initiative among the carriers.

4255 Oldham, J. B. 1923. “The Problem with RailPassage of the recent Transportation Act, which mandates the Interstate Commerce Commission to do everything to monitor competition, indicates that railroad consolidation will be difﬁcult to obtain.

4256 Cunningham, W. J. 1922. “Railroad Consolidation Plan.” HBR 1 (October, no. 1): 50–63. Cunningham describes why New England needs a transportation system that can not be hampered from carriers other than its own.

4248 Esch, E. 1925. “Transformation of the German Railway System Since the World War.” HBR 3 (April, no. 3): 312–320.

Unemployment Issues

Since the end of World War I, the German rail industry has endured profound changes stemming from their legal status with the German government and changes in its economic status.

iments in Employment: A British Cure.” HBR 66 (March-April, no. 2): 103–112.

4249 Richter, F. E. and G. A. Boyd. 1924. “Change in Financial Structure and Financing Operations of Railroads Since 1913.” HBR 3 (October, no. 1): 54–68. Richter describes the manner in which railroad stocks were signiﬁcantly affected from changes in the ﬁnancing, reorganizations as well as other factors between 1922 and 1924.

4250 Sanders, T. H. 1923. “The Essential Facts of Railroad Valuation.” HBR 2 (October, no. 1): 60–65.

4257 Schwarz, J. E. and T. J. Volgy. 1988. “ExperWith 12 million Americans either looking for work or only working part-time, the American economy needs a cost-effective remedy for its current job shortage. Schwarz and Volgy describe the experiences of Great Britain in creating and sustaining employment by using both enterprise zones and enterprise boards. The two describe why American public policy makers should avoid the ﬁrst solution.

4258 Batt, W. L., Jr. 1983. “Canada’s Good Example with Displaced Workers.” HBR 61 ( July-August, no. 4): 6–22.

Sanders discusses the vested interest the business community has with the valuation of railroad properties.

[“Special Report” Feature]— Batt describes the humane manner which the Canadian Government engages in with laid-off workers.

4251 Gregg, E. S. 1923. “The Business Signiﬁcance of Oil Burning Ships.” HBR 2 (October, no. 1): 43– 48.

4259 Clark, K. B. and L. H. Summers. 1980. “Unemployment Reconsidered.” HBR 58 (NovemberDecember, no. 6): 171–179.

Gregg explores why oil is quickly replacing coal for maritime purposes and the impact this will have on foreign trade, particularly between the United States and Great Britain.

Clark and Summers criticize some prevailing views in the ﬁeld of economics (e.g., Martin Feldstein) that unemployment is merely the “result of people entering and leaving unemployment fairly often.”

4260–4276

Economics

270

4260 Burns, J. L. 1980. “Beneﬁts of Training the Hard-to-Employ.” HBR 58 (May-June, no. 3): 141– 151. Burns articulates the necessity of business and government developing strategies that align the needs of individual businesses with those of the hard-to-employ.

4261 Feldstein, M. S. 1975. “Unemployment Insurance: Time for Reform.” HBR 53 (March-April, no. 2): 51–61. Feldstein criticizes the unemployment insurance program for creating inﬂationary pressures along with being wasteful.

4262 Nadler, L. 1970. “Helping the Hard-Core Adjust to the World of Work.” HBR 48 (MarchApril, no. 2): 117–126. An ambitious attempt is being made to turn many members of the urban poor into regular members of the American work force. Though laudable, Nadler contends those efforts will fail if corporate training efforts are not structured to transform many value systems of the hardcore unemployed.

4263 Garrity, J. T. 1968. “Red Ink for Ghetto Industries.” HBR 46 (May-June, no. 3): 4–16+. [“Thinking Ahead” Feature]— Emotional appeals for employing the hard-core unemployed need to be balanced with an analysis of the risks and options associated with this employment.

employment can continuously be achieved during peacetime given the structure of our economic and political systems.

4269 Sherrill, C. O. 1939. “Solving the Relief Problem.” HBR 18 (Autumn, no. 1): 44–49. Sherrill contends that many relief methods used in the last ten years failed since unemployment levels are practically the same as they were in 1933.

4270 Galbraith, J. K. 1939. “Fiscal Control and the Employment Investment Controversy.” HBR 18 (Autumn, no. 1): 24–34. Galbraith surveys the impact of unemployment and public works projects on government spending and the public debt.

4271 Eckler, A. R. and L. Fairley. 1938. “Relief and Re-employment.” HBR 16 (Winter, no. 2): 141– 153. Eckler and Fairley are interested in ascertaining the number of workers who lost their jobs, went on relief, and then found new work. Government agencies never tabulated this statistic.

4272 Anderson, C. M. 1937. “A View of the British Employment Exchanges.” HBR 16 (Autumn, no. 1): 93–104.

4264 McNair, M. P. 1945. “The Full Employment

Great Britain implemented a structure of governmentrun employment services 25 years before American state governments did. Anderson is interested whether anything in the British system is applicable to American agencies.

Problem.” HBR 24 (Autumn, no. 1): 1–21.

4273 Slichter, S. H. 1933. “Making Booms Bear

Though acknowledging how full employment legislation resonates with most Americans, McNair has serious reservations the role of the Federal Government with regards to this issue.

the Burden of Relief.” HBR 11 (April, no. 3): 327– 335.

4265 Wasson, R. G. 1945. “Beveridge’s Full Employment in a Free Society.” HBR 23 (Summer, no. 4): 507–519. Wasson reviews Sir William Beveridge’s 1945 book, Full Employment in a Free Society, and injects his opinion on whether the notion of full employment is feasible in either Great Britain or the United States.

4266 Gragg, C. I. and S. F. Teele. 1945. “The Proposed Full Employment Act.” HBR 23 (Spring, no. 3): 323–337. Gragg and Teele argue how a considerable volume of unemployment is unavoidable given the seasonal characteristics of many industries. Technological changes are another reason for this unavoidable unemployment.

4267 Bennion, E. G. 1944. “Is Unemployment Chronic?” HBR 23 (Autumn, no. 1): 115–128. Understanding why unemployment exists is difﬁcult. Bennion describes the government’s role in stimulating an economy from John Maynard Keynes’s work on business cycle theory with regards to unemployment.

4268 Abramson, A. G. 1944. “Problem of FullEmployment.” HBR 22 (Spring, no. 3): 337–345. Abramson maintains no single individual knows if full

Slichter believes that unemployment reserves are necessary as a way to shift the ﬁnancial burden for support of the unemployed during periods of economic downturns.

4274 Meeker, R. 1930. “Dependability and Meaning of Unemployment and Employment Statistics in the United States.” HBR 8 ( July, no. 4): 385–400. Any study involving the modern industrial system must begin by assessing the impact of employment and unemployment. The latter is particularly important since it creates the greatest menace and is the source of so many social ills.

Wartime Economy 4275 Grampp, W. D. 1964. “False Fears of Disarmament.” HBR 42 ( January-February, no. 1): 28–32, 178–179. [“Thinking Ahead” Feature]—Grampp describes what disarmament means for prices, jobs, and ﬁnancial markets; all of which are grossly exaggerated.

4276 Wood, M. K. 1955. “Industry Must Prepare for Atomic Attack.” HBR 33 (May-June, no. 3): 115–128. Industrial capacity, in the event of an atomic attack, should located in dispersed into sparsely populated areas.

271

Economics

4277–4294

4277 Janeway, E. 1951. “The Drive and Direction of Mobilization.” HBR 29 (September, no. 5): 99– 109.

the war. The radio also demonstrates the war’s impact on production output of a speciﬁc American industry.

Janeway describes the wait-and-see attitude that policymakers possess with regards to mobilization in the face of the Korean Conﬂict and Cold War hostilities with the Soviet Union.

in Occupied Europe.” HBR 25 (Autumn, no. 1): 74– 91.

4278 _____. 1951. “American Security: Lowest Common Denominator.” HBR 29 ( July, no. 4): 115– 124. Janeway describes the anxieties many executives feel toward the possibility that federal mobilization mandates might be implemented again.

4286 Horniker, A. L. 1946. “German Contracting Horniker describes how the Third Reich exploited and then merged the Belgium, Dutch, and French manufacturing industries into the German economy during the 1930s and 1940s.

4287 Knox, J. M. 1945. “Private Enterprise in Shipbuilding.” HBR 24 (Autumn, no. 1): 75–84. Knox describes the role of private enterprise, particularly from the standpoint of shipbuilders, with the war effort.

4279 Schlaifer, R., J. K. Butters and P. Hunt. 1951. “Accelerated Amortization.” HBR 29 (May, no. 3): 113–124.

4288 Bliss, C. A. and R. B. McNeill. 1944. “Man-

In the event of another national security crisis similar to World War II, many executives worry how the industrial mobilization efforts will leave them with severe losses stemming from overproduction. Schlaifer, et al., critique an accelerated amortization plan intended to stem this which is pending in Congress.

The United State’s military operations are forced to rapidly expand which has led to administrative problems never before contemplated. As such, skilled administrators and statistical control methods will have a tremendous impact in the post-war United States.

4280 Abbott, C. C. 1951. “Costs of Mobilization.” HBR 29 (May, no. 3): 17–27, 146. [“Thinking Ahead” Feature]— Abbott believes that mobilization costs for the Korean conﬂict will be higher than Americans are being led to believe unless American policymakers can drastically reduce the administrative costs afﬁliated with this endeavor.

4281 Ewing, D. W. 1951. “Accelerating Aircraft Production During World War II: A Digest.” HBR 29 (March, no. 2): 104–112. Ewing contends the expansion of aircraft production during World War II was unprecedented and demonstrated American industry’s resolve to develop complex weaponry in overwhelming quantities.

4282 Harris, S. E. 1951. “Major Economic Problems of Mobilization.” HBR 29 (March, no. 2): 29–36. In light of the Korean conﬂict, Harris examines some imminent industrial or economic problems that stem from a mobilized or wartime economy.

4283 Tupper, E. A. 1950. “Guideposts to Industrial Mobilization.” HBR 28 (November, no. 6): 29–44. With the Korean conﬂict, Tupper outlines the government’s industrial mobilization policies that manufacturers must abide by and the uncertainties that company executives face because of this conﬂict.

agement Control in Uniform.” HBR 22 (Winter, no. 2): 227–238.

4289 Sheldon, C. L. 1944. “Containers Go to War.” HBR 22 (Winter, no. 2): 220–226. Shipping containers are a vital element for delivering products in good condition to clientele. World War II highlights this importance which was historically taken for granted prior to the war.

4290 George, H. B., Jr. 1944. “Buying Perishables for the Armed Forces.” HBR 22 (Winter, no. 2): 209–219. George describes the massive challenges facing the U.S. armed forces involving the procurement, distribution, packaging, and refrigeration of perishable food for overseas troops.

4291 McNair, M. P. 1943. “Wartime Inﬂation and Department Stores.” HBR 22 (Autumn, no. 1): 40– 53. McNair examines operating expenses and results for department stores during 1942, the full year of American involvement in World War II, and then predicts that department stores will be in for brutal competition from low distribution outlets following the war.

4292 Geiger, T. 1943. “Concentration of the Stove Industry.” HBR 22 (Autumn, no. 1): 19–28. Wartime production of consumer goods was concentrated to a few “nucleus” plants. The remaining plants were comandeered and converted for wartime production.

4284 Parkin, N. C. 1948. “Control of War Contract Proﬁts.” HBR 26 (March, no. 2): 230–250.

4293 Martin, J. H. 1943. “Interim Report on

Parkin probes whether the proﬁts from war contracts were reasonable or not.

The history and objectives of the Controlled Materials Plan are examined which was implemented in 1940 for controlling the distribution of scarce materials with regards to wartime manufacturing.

4285 Bright, A. A., Jr. and J. Exter. 1947. “War, Radio, and the Radio Industry.” HBR 25 (Winter, no. 2): 255–272. Bright and Exter describe how the government and the radio industry collaborated with one another during

CMP.” HBR 21 (Summer, no. 4): 472–484.

4294 Scott, J. D. 1943. “Advertising When Buying Is Restricted.” HBR 21 (Summer, no. 4): 443–454. With the wartime economy and rationing in place,

4295–4314

Economics

272

Scott describes the advantages and disadvantages for eliminating advertising until the end of the war.

ances, and typewriters ponder what to do concerning their consumer advertising campaigns.

4295 Phillips, C. F. 1943. “Impact of Shortages on

4305 Sanders, T. H. 1943. “Renegotiation of Contract Prices.” HBR 21 (Winter, no. 2): 164–182.

Marketing.” HBR 21 (Summer, no. 4): 432–442. Phillips discusses the economic impact that wartime rationing had on America’s marketing infrastructure.

4296 Hosmer, W. A. 1943. “Funding Depreciation and Maintenance Reserves Under War Conditions.” HBR 21 (Spring, no. 3): 369–384. With American factories at full capacity because of World War II, Hosmer wonders if changes to depreciation allowances should be made to bolster America’s post–World War II industrial capacity.

4297 Martin, B. F. 1943. “What Business Learns from War.” HBR 21 (Spring, no. 3): 358–368. In the aftermath of the Great Depression, Martin believes that American businesses are regaining their conﬁdence and support from the American public given how war products have been produced and distributed.

4298 Johnson, S. Y. 1943. “Expediting in Wartime.” HBR 21 (Spring, no. 3): 344–357. Johnson describes the many difﬁculties facing manufacturers of war materials in procuring the necessary materials and parts.

4299 Talmage, G. E., Jr. 1943. “Transportation for War.” HBR 21 (Spring, no. 3): 336–343.

Some measures of control on control of proﬁts from war contracts are necessary. Sanders ﬁnds renegotiation to be the easiest and most efﬁcient way for exercising this control.

4306 Donham, W. B. 1943. “The Peace Must Be Won at Home.” HBR 21 (Winter, no. 2): 137–149. Donham urges readers to think of World War II as a conﬂict between two radically differing responses to whether society can master the rapid changes to control the material world.

4307 Gilbert, H. N. 1942. “From Industrial Mobilization to War Production.” HBR 21 (Autumn, no. 1): 124–136. Gilbert assesses the quality of American war goods and the logistics needed to deliver that equipment to the appropriate war zone.

4308 Buehler, A. G. 1942. “Compulsory Loans in War Financing.” HBR 21 (Autumn, no. 1): 115–123. Though criticized by economists, compulsory loan programs [e.g., “Victory Savings” or “Deferred Income” type programs] have resurfaced throughout the United States, Canada, and Great Britain as a means for ﬁnancing those nation’s war efforts.

Talmage describes how many World War II manufacturing and transportation problems are inter-related.

4309 Weintraub, S. 1942. “Rationing Consumer

4300 North, T. 1943. “Britain Today.” HBR 21

Because of a war’s impact on the economy, many argue how consumer expenditures must be rationed to stymie an array of inﬂationary pressures.

(Spring, no. 3): 291–297. North describes how Great Britain managed with considerable American support, to re-energize itself as a ﬁghting nation.

4301 Burns, A. R. 1943. “Concentration of Production.” HBR 21 (Spring, no. 3): 277–290. Burns deﬁnes “concentration of production” as utilizing fewer plants to produce the output necessary for the war efforts.

4302 Gragg, C. I. and S. F. Teele. 1943. “Everything for Victory.” HBR 21 (Spring, no. 3): 269– 276. As more American soliders go into battle, Gragg and Teele urge Americans to be conscientious and do everything possible for the war effort.

4303 Wilson, G. L. 1943. “Freight Rates in Wartime.” HBR 21 (Winter, no. 2): 230–237. With America’s involvement in World War II, the demand for freight transportation has risen dramatically. This makes the issue of a reasonable rate structure more relevant.

4304 Scott, J. D. 1943. “Advertising When Consumers Can Not Buy.” HBR 21 (Winter, no. 2): 207–229. With wartime rationing of consumer goods in place, manufacturers of automobiles, washers, electrical appli-

Expenditures.” HBR 21 (Autumn, no. 1): 109–114.

4310 Fox, J. B. 1942. “Labor’s Response to Management.” HBR 21 (Autumn, no. 1): 95–99. Fox addresses why it should be legal and acceptable for production workers to pursue wage increases even if America’s solidiers can not.

4311 Wood, R. 1942. “The Corporation Goes into Politics.” HBR 21 (Autumn, no. 1): 60–70. Wood senses World War II will be a watershed period in how the American public relates to its corporations.

4312 Baker, J. C. 1942. “Limiting Executive Salaries in Wartime.” HBR 21 (Autumn, no. 1): 50– 59. Because of World War II, Baker questions whether the salaries and bonous payments for senior executives, particularly those employed by publicly-traded corporations, should not be limited in some way.

4313 Davis, J. S. 1942. “The World’s Food Position and Outlook.” HBR 21 (Autumn, no. 1): 43–49. Davis discusses how food shortages and food surpluses have both transpired throughout the world since the start of World War II.

4314 Dickerman, A. B. 1942. “Wastepaper.” HBR 20 (Summer, no. 4): 446–458. Dickerman describes the experiences of a paperboard

273

Economics

4315–4331

manufacturer who, because of World War II, switched to producing packaging cardboard for the war effort.

scribes the critical role the wool industry will have with World War II.

4315 Fong, H. G. 1942. “Economic Reconstruction

4324 Kemp, A. 1942. “Chromium: A Strategic

in Wartime China.” HBR 20 (Summer, no. 4): 415– 426. Fong writes of the economic reconstruction taking place during World War II in both “Free China” and in “Occupied China.”

4316 Martin, J. H. 1942. “Priorities and Allocations.” HBR 20 (Summer, no. 4): 406–414. Martin is captivated by how America’s manufacturers changed their organizational structures to accomodate America’s war efforts.

4317 Selekman, B. M. 1942. “The Strategy of Hate.” HBR 20 (Summer, no. 4): 393–401. With the two ocean war that the United States is engaged in, Selekman admonishes both organized labor and corporate executives to end their animosity toward one another.

4318 Nickerson, C. B. 1942. “Liquidity of War Producers.” HBR 20 (Spring, no. 3): 369–374. Industrialists and bankers are experiencing working capital shortages stemming from the rapid expansion of defense production which far exceeds the cash income received from their labor and other efforts.

4319 Opdyke, W. K. 1942. “Training Within Industry.” HBR 20 (Spring, no. 3): 348–357. With an acute shortage of skilled labor needed for defense manufacturing, many realize that private industry can not absorb the entire burden for training new workers. As such, the Ofﬁce of Production Management created the “Training Within Industry” program to assist private industry in this effort.

4320 Burnham, E. A. 1942. “What Price Volume?” HBR 20 (Spring, no. 3): 327–335. Department store sales volume, in cities with high concentrations of defense manufacturing, increased 20 percent to 30 percent during the ﬁrst year of the war.

4321 Anthony, R. N. 1942. “Effect of Size on Efﬁciency.” HBR 20 (Spring, no. 3): 290–306. Theoretically, large sized companies should be more efﬁcient given their access to problem-solving expertise given their resources and ability for specialization. Anthony, however, argues why this expertise is now scarce primarily because of the war.

4322 Arnold, T. and J. S. Livingston. 1942. “Antitrust War Policy and Full Production.” HBR 20 (Spring, no. 3): 265–276. Though trying to be vigilant against the proﬁteering and fraud that happened during World War I, the Roosevelt Administration’s Justice Department is removing many anti-trust regulations for the purpose of making America’s defense industries more efﬁcient.

4323 Beese, A. 1942. “The Current Status of Wool Textiles.” HBR 20 (Winter, no. 2): 223–232. Because of its large manufacturing capacity, Beese de-

Material.” HBR 20 (Winter, no. 2): 199–212. One columnist describes “chromium being to modern industry as yeast is to bread.” Chromium provides a classic case study on the impact of a super power needing to import a strategic mineral in the face of a global war or other crisis.

4325 Abramson, V. and C. F. Phillips. 1942. “Retail Price Control.” HBR 20 (Winter, no. 2): 184– 198. As of 1942, price control measures have been applied to a limited group of consumer goods. Abramson and Phillips believe it is critical to understand how retail price increases tend to lag behind wholesale price increases which, in turn, are usually behind manufacturing costs increases.

4326 Bollinger, L. L. 1942. “Is Subcontracting the Answer?” HBR 20 (Winter, no. 2): 171–183. Bollinger believes that subcontracting would make defense procurement a more nimble process and alleviate the widespread dissatisfaction over America’s procurement programs.

4327 Gilbert, H. N. 1942. “The Expansion of Shipbuilding.” HBR 20 (Winter, no. 2): 156–170. Between 1940 and 1942, the time needed to build battleships, aircraft carriers, submarines, and merchant marine ships decreased four times.

4328 Gragg, C. I., A. Grimshaw and S. F. Teele. 1942. “Competition Under Rationing.” HBR 20 (Winter, no. 2): 141–155. Gragg, Grimshaw, and Teele deﬁne wartime rationing as the process in which supplies are made possible from advanced planning and done in accordance with deﬁnite policies.

4329 Murphy, M. E. 1941. “The War and British Workers.” HBR 20 (Autumn, no. 1): 92–106. Because of the war, Murphy describes how skilled union craftsmen cope with having semi- and unskilled workers, along with women, doing the same work they do.

4330 Hidy, R. W. 1941. “A Leaf from Investment History.” HBR 20 (Autumn, no. 1): 65–74. During the 19th century, American investment bankers, such as Baring & Brothers Company, continued to invest or lend money to nations who had previously defaulted on those loans. Hidy hopes that practice will continue as the United States begins participating in World War II.

4331 Weintraub, S. 1941. “Compulsory Savings in Great Britain.” HBR 20 (Autumn, no. 1): 53–64. Weintraub discusses John Maynard Keynes’s impact on Great Britain being able to curtail consumer consumption and thereby avoid high inﬂation during the ﬁrst two years of World War II.

4332–4349

Economics

274

4332 Tower, W. S. 1941. “Steel to Meet Our Needs.” HBR 20 (Autumn, no. 1): 34–42.

the status of the non-defense sector in the American economy.

Because of wise improvements and expansion completed during the most dismal periods of the depression, the steel industry is positioned to be the lodestar of American industries on behalf of the war efforts in Europe.

4341 Baruch, B. M. 1941. “Priorities: The Synchronized Force.” HBR 19 (Spring, no. 3): 261–270.

4333 Gilbert, H. N. 1941. “The Emergency in Aircraft Manufacture.” HBR 19 (Summer, no. 4): 508– 519. A principal part of the United States’ defense arsenal involves the use of military aircraft. Gilbert describes the efforts that American manufacturers and the American military must undergo to build factories, maintain parts, develop skilled labor and engineering processes.

4334 De Haas, J. A. 1941. “The Democratic New Order.” HBR 19 (Summer, no. 4): 470–481. De Haas writes how he anticipates the defeat of the Nazis and how this will affect world stability.

4335 Davenport, D. H. 1941. “War Demands on the Labor Supply.” HBR 19 (Summer, no. 4): 451– 457. Davenport describes the efforts of the Bureau of Labor Statistics in planning for the skilled labor requirements needed with defense production.

4336 Perry, H. S. 1941. “Ocean Shipping.” HBR 19 (Summer, no. 4): 438–450. America’s European Allies along with the nations who are neutral, are extremely dependent on international shipping for their essential goods. Perry describes how these nations are coping in light of the effective blockade implemented by the Axis.

4337 Martin, J. H. 1941. “Administration of Priorities.” HBR 19 (Summer, no. 4): 419–428. With the United States’s likely entry into World War II, “priority powers” were placed with the Ofﬁce of Production Management’s Division of Priorities which will decide if industrial activities need to be done on a centralized or decentralized basis.

4338 Lewis, H. T. 1941. “Subcontracting: The Current Problem.” HBR 19 (Summer, no. 4): 405– 418. From the standpoint of defense production, Lewis reminds readers how subcontracting needs to be recognized as a vital component in our national defense efforts.

4339 Henderson, L. and D. M. Nelson. 1941. “Prices, Proﬁts and Government.” HBR 19 (Summer, no. 4): 389–404. Many forces exist in a free economy that could complicate a uniﬁed wartime effort. Henderson and Nelson discuss why those impulses need to be temporarily restrained.

4340 Wernette, J. P. 1941. “Guns and Butter?” HBR 19 (Spring, no. 3): 286–297. With so many American manufacturing businesses being converted to defense contractors, Wernette assesses

Baruch advocates that military-oriented purchasing be routed through one particular agency compared to the status quo in which each service competes against the other services with regards to procurement.

4342 Martin, J. H. 1941. “Present Status of Priorities.” HBR 19 (Spring, no. 2): 271–285. Martin describes the inner-workings of the Priorities Division for the Ofﬁce of Production which was established to handle defense purchasing with war imminent.

4343 Gragg, C. I. 1941. “Negotiated Contracts.” HBR 19 (Winter, no. 2): 221–229. Both defense contractors and the United States Armed Forces feel the onus whenever government contracts are poorly designed or administered. The likelihood of a world war poses additional problems for corporate executives in negotiating, implementing, or administering these contracts.

4344 Bollinger, L. L. 1941. “Dealing with Uncle Sam.” HBR 19 (Winter, no. 2): 211–220. Bollinger presents case studies on the Fellman Machine Company and the Weldridge Corporation, both of whom are in the process of becoming defense contractors at a signiﬁcant cost.

4345 Glover, J. D. 1941. “Defense “Lending”: 1918 and 1941.” HBR 19 (Winter, no. 2): 197–210. Glover argues that the federal government must underwrite and assume the risk on loans made to manufacturers for transitioning to becoming defense contractors because of the war.

4346 Hanks, J. J. 1941. “The Emergency in the Paper Industry.” HBR 19 (Winter, no. 2): 151–158. With another war taking place in Europe, Hanks outlines some grave problems facing the American pulp and paper industries because of this war.

4347 Paul, R. E. 1941. “Redesigning Federal Taxation.” HBR 19 (Winter, no. 2): 143–150. Paul is concerned about the present tax structure (i.e., federal taxation being approximately 8 to 10 percent of national income) and whether it can absorb the cost of another world-wide war in addition to the government’s present obligations.

4348 Davis, J. S. 1940. “Food in a World at War.” HBR 19 (Winter, no. 2): 133–142. With the war in Europe, large surpluses of grain and other foodstuffs exist that cannot be exported as was the case prior to the war. Great Britain and France are both using their purchasing power on munitions rather than foodstuffs. In addition, no available shipping capacity exists to transport these surpluses.

4349 Robbins, E. C. 1940. “War-Time Labor Productivity.” HBR 19 (Autumn, no. 1): 99–105. Robbins writes about the complexities involved with

275

Economics

4350–4367

manufacturing plants switching to new types of defense production.

4359 Hadley, E. M. 1948. “Trust Busting in Japan.” HBR 26 ( July, no. 4): 425–440.

4350 Bower, M. T. 1940. “Gearing a Business for

Hadley describes General MacArthur’s efforts to break up Japan’s concentrated industrial structure and develop a free and competitive business and environment.

National Defense.” HBR 19 (Autumn, no. 1): 66–71. Many American manufacturers will switch to become defense contractors with World War II imminent. Bowen delves into the planning needed to execute this massive transition.

4351 Black, R. F. 1940. “Wheels for Defense.” HBR 19 (Autumn, no. 1): 14–20. Black discusses the Third Reich’s reliance on truck transportation despite the widespread destruction of its railroad tracks and bridges. Moreover, should the United States enter World War II, American policymakers should also invest heavily in mass produced trucks.

4352 Tyler, P. M. 1940. “Minerals and War.” HBR 19 (Autumn, no. 1): 1–13. No nation — regardless of its labor, capital, ordnance, or engineering capabilities — can begin to compete in war without abundant supplies of minerals and other raw materials.

4353 Isaacs, N. 1940. “Price Controls by Law.” HBR 18 (Summer, no. 4): 504–509. With the United States on the verge of war, Isaacs reviews the impact and constitutionality of price controls on the American economy.

4354 Rutherford, H. K. 1939. “Mobilizing Industry for War.” HBR 18 (Autumn, no. 1): 1–10. With World War II beginning in Europe, Rutherford assesses the munitions industry in the United States and its readiness to assist the allies.

World War II’s Aftermath 4355 Whidden, H. P. 1955. “Birth of a Mass Market—Western Europe.” HBR 33 (May-June, no. 3): 101–107.

4360 Jolly, P. 1948. “Aspects of the French Economy.” HBR 26 (May, no. 3): 257–266. All three phases of World War II (i.e., the original hostilities, subsequent occupation, and the liberation) had a devastating effect on France’s economy, Jolly maintains France will persevere because of the resiliency of its people.

4361 Hardy, C. O. 1947. “Federal Reserve System Report for 1945.” HBR 25 (Winter, no. 2): 207–212. Hardy describes how much of the Federal Reserve System’s Board of Governor’s ANNUAL REPORT for 1945 is a blueprint for reconstructing the American economy in the aftermath of World War II.

4362 Cowles, W. B. 1946. “Recovery in American Claims Abroad.” HBR 25 (Autumn, no. 1): 92–110. Following World War I, huge sums of American capital were invested in German companies. Germany has since been stripped of its industrial military potential which makes Cowles wonder if America will ever recapture its original investment.

4363 Korican, O. H. 1946. “Aims of Our Foreign Investment Program.” HBR 24 (Summer, no. 4): 498–511. Between the end of World War I and the start of World War II, foreign governments and businesses defaulted on a staggering amount of United States foreign bonds. Korican outlines certain principles relevant to foreign investment and trade that need to be adhered to in the aftermath of World War II.

4364 Lewis, H. T. 1946. “The Business of Procurement.” HBR 24 (Spring, no. 3): 377–393.

Economic growth in postwar Western Europe is built on developing a “one-class” consumer market.

With World War II close to being over, nothing could be more shortsighted then assuming that procurement is of little importance to manufacturers.

4356 Barloon, M. 1949. “The Question of Steel

4365 Wallich, H. C. 1946. “Financing the Interna-

Capacity.” HBR 27 (March, no. 2): 209–236. Barloon investigates the extent to which the steel industry should expand so that new homes, automobiles, and appliances can be constructed in the aftermath of World War II and the Great Depression.

4357 Gordon, L. 1949. “ERP in Operation.” HBR 27 (March, no. 2): 129–150. Gordon assesses the effectiveness of the European Recovery Program [ERP] whose joint mission involves the development of military preparedness in conjunction with American economic aid and commerce.

4358 Meriam, R. S. 1948. “The Question of Controls.” HBR 26 ( July, no. 4): 454–467. Meriam wonders if many of economic controls imposed because of World War II should not be continued in the post-war American economy given its current levels of inﬂation and labor strife.

tional Bank.” HBR 24 (Winter, no. 2): 164–182. The International Bank for Reconstruction, conceived at the 1944 Bretton Wood International Conference, was designed to aid reconstruction efforts throughout the war-torn world and to promote economic development efforts in Third World nations.

4366 Slichter, S. H. 1945. “Adjustment of Wages During Conversion.” HBR 24 (Autumn, no. 1): 57– 74. Now that World War II is over, serious thought must be given to whether wages should increase. Moreover, if wages are raised, should prices be allowed to follow suit?

4367 Balderston, C. C. 1945. “Balance in Wage Setting.” HBR 24 (Autumn, no. 1): 51–56. Economic turbulence, in terms of prices and wages, is likely after the war. Balderston argues that organized

4368–4385

Economics

276

labor must grasp the importance that these inextricably related forces must be balanced.

4377 Hill, W. 1944. “Planning Industry’s Future in Great Britain.” HBR 22 (Winter, no. 2): 129–138.

4368 Copland, D. B. 1945. “America’s Economic Leadership.” HBR 23 (Summer, no. 4): 415–419.

Hill wonders if Great Britain can replicate its wartime industrial performance in the post-war period instead of slipping back into its economic stupor of the 1930s.

For the post-war period, Copland urges the United States to maintain its global economic leadership that was thrust on it because of World War II.

4369 Butters, J. K. 1945. “An Appraisal of Post War Tax Plans.” HBR 23 (Winter, no. 2): 253–264. Projections for post-war federal expenditures linger between 15 and 20 billion dollars. Butters warns that raising revenue amounts of this magnitude, while maintaining high levels of peacetime production, will be difﬁcult.

4370 McLean, J. G. 1945. “Sales of War Surplusses to Speculators.” HBR 23 (Winter, no. 2): 229–245. McLean describes the period following World War I. Large amounts of surplus materials passed into the hands of speculators, who reaped huge proﬁts. Now, as World War II is ending, vigilance is mounting for preventing the same practice. McLean, reminds readers, however, that disposal of these surpluses is impossible without these speculators.

4371 McFarland, R. A. 1944. “Physically Handicapped Workers.” HBR 23 (Autumn, no. 1): 1–31. Many servicemen will return from World War II having been severely wounded. McFarland is concerned how these veterans are integrated into the mainstream workforce, believing that most will be productive workers.

4372 Swensrud, S. A. 1944. “Converting War Pipe Lines to Natural Gas.” HBR 22 (Summer, no. 4): 459–474. Swensrud assesses the market potential of natural gas in the Eastern United States following the war.

4373 Upgren, A. R. 1944. “Economic Proposals for the Peace Settlement.” HBR 22 (Summer, no. 4): 393–404. Upgren points out some radical changes in store for foreign trade front and how proactive the United States must be in taking advantage of these changes.

4374 Tosdal, H. R. 1944. “Disposal of War Surplusses.” HBR 22 (Spring, no. 3): 346–357. Tosdal writes about the disposal problems that military surpluses of equipment and apparel pose following the war.

4375 Hill, W. 1944. “Whither British Industry.” HBR 22 (Spring, no. 3): 328–336. Hill ponders whether British industry will be permanently destroyed because of the war or if it will be resilient and quickly rebound.

4378 Schmalz, C. N. 1943. “Retail Credit in the Post-War World.” HBR 22 (Autumn, no. 1): 63–74. Schmalz is concerned how the United States will not have enough jobs to offer returning servicemen and how devastating this will be to the national psyche. Moreover, Schmalz believes that a never-ending cylce exists between credit, sales, production, and jobs and that reasonable credit costs are the key to creating jobs.

4379 Mack, C. E. and J. M. Knox. 1943. “Disposition of Government Property.” HBR 22 (Autumn, no. 1): 54–62. With massive procurement programs in place because of the war, Mack and Knox question what happens to the large amount of equipment and apparel surpluses following the war.

4380 Ebersole, J. F. 1943. “Banks Can Make More Postwar Jobs.” HBR 22 (Autumn, no. 1): 1–9. Ebersole’s concern is whether there will be enough jobs in private industry throughout the United States to absorb the massive numbers of returning service personnel. The banking industry is the critical component for whether or not this is achieved.

4381 Held, H. 1943. “New York City in the Post War Period.” HBR 21 (Summer, no. 4): 455–471. Held examines the adequacy of New York City’s housing market for the post-war period. Of particular concern is the high tax burden rampant throughout the city.

4382 Magee, J. H. 1943. “The Future of the Commercial Insurance Business.” HBR 21 (Spring, no. 3): 324–335. Magee ponders the demographic, socio-economic, and commercial impact involved with the post–World War II global economy and, speciﬁcally, how the commercial insurance industry will fare.

4383 Culliton, J. W. 1943. “Massachusetts Prepares for Tomorrow.” HBR 21 (Spring, no. 3): 298–308. The commonwealth of Massachusetts has already established a Post-War Readjustment Committee to help prevent economic depression from resurfacing.

4384 Taylor, A. E. 1943. “Five Postwar Trade Problems.” HBR 21 (Winter, no. 2): 150–163. In the aftermath of World War II, Taylor believes the United States will encounter acute foreign trade problems that stem from problems involving transportation, communications, currency issues, and agricultural commodities.

4376 Ebersole, J. F. 1944. “Government Can Help Banks Make More Jobs.” HBR 22 (Winter, no. 2): 167–177.

4385 Slichter, S. H. 1942. “Post-War Boom or Collaspe.” HBR 21 (Autumn, no. 1): 5–42.

Ebersole fervently believes that the United States government can stimulate economic development in the post-war period by not competing with banks vis-à-vis the government’s lending agencies.

Slichter believes America’s involvement in World War II will produce the world’s best trained and most capable management and industrial workforce after the war ends.

277 4386 Gustin, R. P. and S. A. Holme. 1942. “An Approach to Postwar Planning.” HBR 20 (Summer, no. 4): 459–472. Gustin and Holme point to some compelling indicators on how robust the American economy will be in the aftermath of World War II. In particular, the article focuses on General Electric’s strategic planning for the post–World War II period.

4387 Duncombe, H. L., Jr. 1942. “Population Changes and Their Effects.” HBR 20 (Summer, no. 4): 437–445. Duncombe attempts to predict possible economic consequences involving the demographic composition with the American people when the war ends.

Finance and Banking

4386–4398

dustry After the War.” HBR 20 (Summer, no. 4): 427–436. Bober believes that once the Allied Nations are victorious in World War II, the American construction industry will engage in a massive rebuilding of American infrastructure that will also extend far beyond the continental United States.

4389 Davenport, D. H. and D. Hitchcock. 1942. “Swords and Ploughshares.” HBR 20 (Spring, no. 3): 307–314. Davenport and Hitchcock are interested in America’s post–World War II period and whether private industry in the United States can absorb the returning servicemen.

4388 Bober, W. C. 1942. “The Construction In-

Finance and Banking Banking Industry Activities 4390 Grant, J. 1996. “Too Big to Fail?: Walter Wriston and Citibank.” HBR 74 ( July-August, no. 4): 146–151. [“Books in Review”]— Grant reviews Phillip Zweig’s Wriston: Walter Writon, Citibank and the Rise and Fall of American Financial Supremacy.

4391 Crane, D. B. and Z. Bodie. 1996. “Form Follows Function: The Transformation of Banking.” HBR 74 (March-April, no. 2): 109–119. Crane and Bodie examine whether banking, as people have historically known it, can continue in the 21st century. In essence, developments in information technology and increased competition from outside the industry are producing a “disaggregation” of banking’s traditional functions.

4392 Grzywinski, R. 1991. “The New Old-Fashioned Banking Program.” HBR 69 (May-June, no. 3): 87–98. With 20 percent of its community’s population below the poverty line, the South Shore Bank demonstrates that banking can revive a local economy, rekindle the imagination of its people, and restore market forces to their normal health and interdependency.

4393 Bryan, L. L. 1991. “A Blueprint for Financial Reconstruction.” HBR 69 (May-June, no. 3): 73–86. Failing to act intelligently over the present banking crisis could produce the most serious economic collapse since the Great Depression. Bryan ﬁnds it essential that a new banking industry emerge without artiﬁcial boundaries, wasteful duplication, and with the right amount of regulation.

4394 Tichy, N. and R. Charan. 1990. “Citicorp Faces the World: An Interview with CEO John

Reed.” HBR 68 (November-December, no. 6): 134– 145. John Reed is interviewed on Citicorp’s strategic options which might revolutionize the global banking industry.

4395 Crane, D. B. and R. G. Eccles. 1987. “Commercial Banks: Taking Shape for Turbulent Times.” HBR 65 (November-December, no. 6): 94–100. All banks seem pursue the same high-margin businesses or products. As such, bank margins will invariably shrink. Many banks are also neglecting their organizational makeup in searching for novel products and other innovations.

4396 Bryan, L. L. 1987. “The Credit Bomb in Our Financial System.” HBR 65 ( January-February, no. 1): 45–51. Too much credit is placed in poorly managed deposit institutions with federal deposit insurance absorbing most of the risk. As such, the American lending system must change to avoid collapse. Bryan describes a new lending tool, “securitized credit,” that might redeﬁne America’s ﬁnancial system if these bad loans can be eradicated.

4397 Young, H. 1986. “Bank Regulation Ain’t Broke.” HBR 64 (September-October, no. 5): 106– 112. Young argues that the American system of bank regulation works despite the Continental Illinois and Penn Square bank failures.

4398 Getlein, F. 1984. “A Shaping Hand.” HBR 62 ( July-August, no. 4): 67–75. [An Interview with Banker-Sculptor, John Safer]— Getlein interviewed banker and sculptor, John Safer, on how he integrates these experiences to be successful in both endeavors.

4399–4414

Finance and Banking

278

4399 Wellons, P. 1982. “International Bankers: Size Up Your Competitors.” HBR 60 (November-December, no. 6): 95–105.

4407 Nadler, P. S. 1977. “Medium-Sized Companies: Outﬂank the Hungry Bankers.” HBR 55 (MayJune, no. 3): 8–14.

Wellons maintains that if American banks analyze how cultural factors, commerce, and government policy inﬂuence international banking strategies, they could begin to be more savvy in countering this international competition.

[“Ideas for Action” Feature]— Facing a proﬁt squeeze, many commercial banks are turning to medium-sized corporate clients who are typically incapable of tapping the commercial paper, bond or private placement markets.

4400 Crane, D. B. and S. L. Hayes, III. 1982. “The

4408 Crane, D. B. 1975. “Lessons Learned from

New Competition in World Banking.” HBR 60 ( July-August, no. 4): 88–94.

the 1974 CD Market.” HBR 53 (November-December, no. 6): 73–79.

Crane and Hayes describe how the international pressures that American bankers now face are similar to what American manufacturers cope with.

Crane recounts how volatile the 1974 certiﬁcates of deposit (CD) market was and what banks can learn from that period.

4401 Parker, G. C. C. 1981. “Now Management Will Make or Break the Bank.” HBR 59 (NovemberDecember, no. 6): 140–148.

4409 Nadler, P. S. 1974. “Which Bank Can You Trust.” HBR 52 (November-December, no. 6): 8– 13.

From examining the banking industry’s roots, Parker predicts that a bank manager’s “operating paradigm: will be radically different in the near future.

[“Ideas for Action” Feature]— A worried corporate ﬁnancial market is re-evaluating the banking relationships it has had for over 40 years.

4402 Bonocore, J. J. 1981. “The War Against the

4410 _____. 1974. “The Territorial Hunger of Our

Check.” HBR 59 (November-December, no. 6): 28–29. [“Ideas for Action” Feature]— Commercial bank costs could increase by as much as $1 billion dollars annually due to higher commercial bank funding requirements and other changes in how payment information is processed. Bonocore contends that businesses should now be more amenable to the electronic fund transfer process.

4403 White, D. L. 1981. “Next in Corporate Finance — Index-Linked Loans?” HBR 59 (September-October, no. 5): 14–22. [“Ideas for Action” Feature]—With high inﬂation, the prime rate may not serve as a stable indicator during the life of the loan. White ﬁnds that “indexed-trigger” commercial loans might be a more effective way to structure these loans.

4404 Stancill, J. M. 1980. “Getting the Most from Your Banking Relationship.” HBR 58 (March-April, no. 2): 20–28. [“Growing Concerns” Feature]— Despite the importance of choosing a bank, too many businesses make the decision solely on their proximity to a particular bank.

4405 _____. 1979. “Domestic Uses of Letters of Credit.” HBR 57 (September-October, no. 5): 196– 202. [“Growing Concerns” Feature]—Stancill describes the variety of ways in which a ﬁrm can enhance its leverage through a domestic letter of credit from a bank.

4406 Angermueller, H. H. and M. A. Taylor. 1977. “Commercial vs. Investment Bankers.” HBR 55 (September-October, no. 5): 132–144. Angermueller and Taylor debate the merits as to the services and investment products that commercial and investment banks should offer.

Major Banks.” HBR 52 (March-April, no. 2): 87– 98. Banks can now own non-banking subsidiaries. Nadler describes the activities of large banks in acquiring subsidiaries to serve as loan processing centers and why a three-tiered banking organization is emerging from this development.

4411 _____. 1972. “Compensating Balances and the Prime at Twilight.” HBR 50 (November-December, no. 1): 112–120. Few industries have experienced the price stability that banking has possessed until recently. Now, two timehonored practices, the compensating balance and the prime rate, appear to be fading. Nadler explains how well-managed banks are pricing loans based on their money-acquisition costs and the proﬁt it seeks from their dealings with borrowers.

4412 Davis, S. I. 1971. “U.S. Banks Abroad: One Stop Shopping?” HBR 49 ( July-August, no. 4): 75– 84. Large U.S. banks have entered into disparate ﬁelds such as investment banking, computer software, and travel services in Italy, Thailand and Hong Kong. Davis worries that lingering conservatism, failure to agree on objectives, inadequate experience and other factors will restrict this expansion.

4413 von Clemm, M. 1971. “The Rise of Consortium Banking.” HBR 49 (May-June, no. 3): 125– 142. Over the last seven years, international consortium banking has grown signiﬁcantly. Von Clemm examines the ramiﬁcations this has on the international economy.

4414 Piper, T. R. 1970. “Case of the Embattled Banker.” HBR 48 (November-December, no. 6): 144–165. [“Problems in Review” Feature]— An aging bank

279 chairman is granted an option on his stock in a bank holding company. The bank president is faced with a dilemma whether to oppose the takeover at the next board of directors meeting. If he does this, he must have a strategy for reviving this bank to make it more competitive.

4415 Nadler, P. S. 1969. “One-Bank Holding Companies: The Public Interest.” HBR 47 (MayJune, no. 3): 107–113. Nadler points out why one-bank holding companies are a threat to the public interest.

4416 Bunting, J. R., Jr. 1969. “One-Bank Holding Companies: A Banker’s View.” HBR 47 (MayJune, no. 3): 99–106. One-bank holding companies are the source of attention and controversy for the last two years. Bunting shows why this new organization addresses some pressing needs and how it presents opportunity to banks.

4417 Shay, R. P. and C. C. Greer. 1968. “Banks Move into High-Risk Commercial Financing.” HBR 46 (November-December, no. 6): 149–161. To become a “full service” ﬁnancial institution, many commercial banks are engaging in a welter of high-risk lending activities.

4418 Kramer, R. L. and W. P. Livingston. 1967. “Cashing in on the Checkless Society.” HBR 45 (September-October, no. 5): 141–149. In a checkless society, instant transfer of money and credit will have a pervasive impact on the lives of consumers. Kramer and Livingston investigate this phenomena from the standpoint of the business community.

4419 Liﬂand, W. T. 1967. “Banking and the Antitrust Laws.” HBR 45 (May-June, no. 3): 138–144. Liﬂand explores the type of banking practices that are illegal from an anti-trust perspective and whether banks should implement anti-trust compliance programs.

4420 Furnis, J. P. and P. S. Nadler. 1966. “Should Banks Reprice Corporate Services?” HBR 44 (MayJune, no. 3): 95–105. Furniss and Nadler urge banks to make their corporate accounts more proﬁtable by offering more competitive credit terms on checking account balances and instituting higher charges for other corporate services.

4421 Williams, C. M. 1963. “Senior Securities — Boon for Banks?” HBR 41 ( July-August, no. 4): 82– 94. Previous regulations permitted national banks to use preferred stock on only distress ﬁnancing. Recently enacted regulations will enable greater ﬂexibility.

4422 Law, W. A. and M. C. Crum. 1963. “New Trend in Finance: The Negotiable C.D.” HBR 41 ( January-February, no. 1): 115–126. Law and Crum maintain that the traditional bankcustomer relationship is at stake with the advent of the negotiable certiﬁcate of deposit issuances which means aggressive cash management on the part of banks.

Finance and Banking

4415–4431

4423 Guthmann, H. G. 1962. “Prospects for Private Financial Institutions.” HBR 40 (March-April, no. 2): 151–169. No group of institutions has a more profound inﬂuence on the stability and growth of the American economy than its private ﬁnancial institutions particularly when engaging in the economic analysis necessary for assuming an array of risk.

4424 McGuire, J. W. 1960. “Bankers, Books, and Businessmen.” HBR 38 ( July-August, no. 4): 67–74. 500 commercial bankers were surveyed to gauge their circumstances with their ﬁctional brethern in the novels of Sinclair Lewis, John Marquand, William Whyte and Cameron Hawley.

4425 Martin, H. D. 1955. “Foreign Trade & Investment.” HBR 33 (March-April, no. 2): 25–30, 153– 158. [“Thinking Ahead” Feature]— Martin describes the efforts that several U.S. banking and ﬁnancial institutions are making with foreign governments.

4426 Cohen, M. L. 1953. “Plan for a Secondary Home Mortgage Market.” HBR 31 (November-December, no. 6): 79–85. Borrowers typically complain about getting the ﬁnancing they need or the terms they must endure. Cohen ﬁnds this to be a problem that also confronts Washington in addition to the private institutions who provide mortgage capital.

4427 Chapman, R. P. 1953. “The Banker’s Dilemma.” HBR 31 ( July-August, no. 4): 51–59. Chapman describes the problem the banking industry has in generating a satisfactory return on investment while adhering to sound and time-tested banking principles.

4428 Morton, F. S. 1951. “Review of Literature on Financial Institutions.” HBR 29 (May, no. 3): 127– 142. [“Looking Around” Feature]— Morton reviews several recently published books relevant to ﬁnancial institutions.

4429 Speagle, R. E. 1951. “Bank Stocks at a Discount.” HBR 29 ( January, no. 1): 99–106. Speagle ﬁnds that bank stock prices fail to reﬂect their book values. As such, investors can purchase bank stocks at considerable discounts.

4430 Moynahan, J. J. 1950. “Should Banks Buy Long Term Bonds?” HBR 28 (November, no. 6): 61–66. Moynahan demonstrates why bonds should be an integral part of a bank’s portfolio.

4431 Ihlefeld, A. 1949. “Reducing the Bank Deposit Insurance Premium.” HBR 27 ( July, no. 4): 438–448. Ihlefeld discusses whether the annual rates for federal deposit insurance is too expensive and whether those rates could be suspended or at least reduced.

4432–4451

Finance and Banking

280

4432 Posner, L. S. 1948. “The Lesson of Guaranteed Mortgage Certiﬁcates.” HBR 26 (September, no. 5): 560–571. Posner analyzes mortgage guaranty companies prior to the Great Depression and suggests ways to restore the mortgage industry now that the United States is on the verge of an unprecedented explosion in home construction.

4433 Ballentine, A. A. 1948. “When All the Banks Closed.” HBR 26 (March, no. 2): 129–143. Ballentine, as an Under Secretary of the Treasury during the Hoover Administration, describes the framework behind President Roosevelt’s decision to close every American bank immediately after assuming the Presidency during the Great Depression.

4434 Dauer, E. A. 1947. “Radical Changes in Industrial Banks.” HBR 25 (Autumn, no. 4a): 609– 624. Dauer examines the ﬁnancial performance of industrial banks compared to commerical banks from 1934 through 1946.

4435 Popple, C. S. 1944. “Group Banking.” HBR 22 (Winter, no. 2): 191–198. Popple explains the federation aspect to group banking in which member banks have a signiﬁcant degree of autonomy. Yet, they are bound together in a permanent organization for dealing with any group problem that arises.

4436 Ebersole, J. F. 1940. “Protecting Bank Bond Investments.” HBR 18 (Summer, no. 4): 410–416. Bankers are experiencing anxiety over their short-and long-term bond portfolios of United States government debt.

4437 Morton, W. A. 1939. “The Country Bank.” HBR 17 (Summer, no. 4): 402–413. Morton examines how small town bankers are ﬁghting for their survival in contrast to the pre–World War I period when the small town or country banker was perceived as prosperous and solvent.

4438 Crosby, W. W., Jr. 1939. “Recent Books on Bank Management.” HBR 17 (Winter, no. 2): 237– 252.

4439 Bell, J. W. 1939. “Recent Literature on Money and Banking.” HBR 17 (Winter, no. 2): 222–236.

4440 Brown, J. A. and J. De Lano. 1938. “Commercial Banks and Small Loans.” HBR 16 (Summer, no. 4): 481–490. Brown and De Lano examine the many problems facing banks that established personal or consumer loan departments.

4441 Dowrie, G. W. 1938. “The Branch Banking Situation and Outlook.” HBR 16 (Summer, no. 4): 411–423. Dowrie assesses whether branch banking works the way many believed it would and then predicts its future.

4442 Wernette, J. P. 1935. “The English Banking System.” HBR 13 (April, no. 3): 366–380. British banking is conducted using a few large banks. Each then has many branch ofﬁces. Some see that as a future paradigm for American banking.

4443 Hartzel, E. 1934. “Time Deposits.” HBR 13 (October, no. 1): 33–43. Hartzell maintains that how the time deposit phenomenon works has never been completely understood by the public.

4444 Burrell, O. K. 1933. “Essential Elements in Banking Reconstruction.” HBR 12 (October, no. 1): 12–22. Burrell is skeptical on how effective the Glass-Steagall Act will be in rectifying many of the problems facing the banking industry.

4445 Clifford, E. L. 1933. “Commingled Trust Funds.” HBR 11 ( January, no. 2): 253–260. Administering small trust funds of less than $25,000 is a daunting problem for banks given how funds of this magnitude are unproﬁtable and difﬁcult to secure.

4446 Osterweis, S. L. 1932. “Security Afﬁliates and Security Operations of Commercial Banks.” HBR 11 (October, no. 1): 124–132. Sound commercial banking can materialize only with good management practices. Osterweis contends that congressional mandates, which are designed with good intentions to eliminate such risks, can only aggravate these problems.

4447 Perry, G. E. 1931. “Group Banking in the Northwest.” HBR 9 ( January, no. 2): 235–247. Until recently, group banking was unheard of in the United States. Perry describes how conditions are changing as metropolitan areas expand outward and as consumers demand more in the way of conveniences and services.

4448 Posey, R. 1930. “Proﬁts of Commercial Banks.” HBR 8 ( July, no. 4): 425–434. Posey analyzes why bank proﬁts are decreasing and offers suggestions as to what might be done to increase them.

4449 Mumford, G. S. 1930. “The Concentration of Banking Resources.” HBR 8 ( January, no. 2): 137–146. Whenever two banks consolidate, their assets, capital stock, and other banking activities are consolidated. Whether their trust activities can be combined is problematic because of a 1928 federal statute.

4450 York, J. Y., Jr. 1929. “The Position of the Commercial Bank in the Origination and Distribution of Securities [Student Section].” HBR 7 ( July, no. 4): 445–452. 4451 “Establishment of a Bond Department in a Commercial Bank.” 1928. HBR 7 (October, no. 1): 87–96. [“HBR Case Study” Feature]— With the high volume

281

Finance and Banking

4452–4468

of securities issued since the end of World War I, many banks and trust companies (e.g., The Midwest National Bank of Omaha) are establishing bond departments along with separate subsidiary securities corporations.

Curtiss describes how bank reserves are that portion of bank deposits banks keep on hand, uninvested, to meet the current demands of their depositors.

4452 Sanders, T. H. 1928. “Cost Control in

and the Business Cycle.” HBR 1 (October, no. 1): 19–23.

Banks.” HBR 6 ( July, no. 4): 420–432. Sanders writes about the pressures banks are under to control operating expenses.

4453 “The Selection of a Bank.” 1928. HBR 6 (April, no. 3): 343–351. [“HBR Case Study” Feature]— The Ardley Paper Company case illustrates how ﬁrms must select a bank with the same care that they make their other connections.

4461 Sprague, O. M. 1922. “Bank Management With more than 30,000 banks eagerly competing for business, Sprague describes how difﬁcult it is for bankers to engage in self-restraint.

Bond Portfolios or Bond Markets

1927. HBR 5 ( July, no. 4): 468–481.

4462 Woolridge, J. R. and G. Gray. 1982. “Are Original-Issue Discount Bonds Here to Stay?” HBR 60 (May-June, no. 3): 54–56.

[“HBR Case Study” Feature]— Banks tend to invest their surplus funds in commercial paper to diversify their risks. One bank is examining a tire manufacturer, the Ferris Rubber Company, who raises capital by selling its commercial paper.

[“Ideas for Action” Feature]—Woolridge and Gray describes how Original-Issue Discount (OIDs) bonds are offering companies great savings over coupon bonds, particularly in times of high interest rates. They are also popular with investors seeking tax-free instruments.

4455 “Current Position as a Basis for Credit.” 1925.

4463 Harper, W. K., P. D. Berger and E. M. Foster. 1975. “How About Original-Issue, Deep-Discount Bonds?” HBR 53 (September-October, no. 5): 8–16.

4454 “Judging the Value of Commercial Paper.”

HBR 3 ( July, no. 4): 497–501. [“HBR Case Study” Feature]— The Middleton Bank of Chicago ordinarily requires commercial borrowers to maintain 20 percent of a loan’s face value to be deposited in their bank. The Grayson Electric Company, however, has been a good customer to where it was granted a line of credit. At the moment, their cash and other liquid assets amount to 7 percent of the face value for their line of credit.

4456 “Character of Management as a Basis of Obtaining Bank Credit.” 1925. HBR 3 ( July, no. 4): 481–485. [“HBR Case Study” Feature]— Banks sometimes acknowledge management’s expertise as important as any balance sheet item when granting lines of credit to ﬁrms such as the Nunn Clothing Company.

4457 Crum, W. L. and H. B. Vanderblue. 1925. “The Relations of a Commercial Bank to the Business Cycle.” HBR 3 (April, no. 3): 297–311. Crum and Vanderblue maintain it is easy to trace bank ﬂucuations and their manifestations on the business cycle.

4458 “Short-Time Investments in Bonds by Commercial Banks.” 1923. HBR 1 ( July, no. 4): 488–491. [“Summaries of Business Research” Feature]— Typically, when surplus funds are available for commercial banks to purchase bonds, it is not advantageous to do so given their poor rate of return.

4459 Sanders, F. K. 1923. “Operating Expenses in

Financial ofﬁcers are urged to revamp their couponing policies when they issue deep-discount bonds.

4464 Miller, A. B. 1971. “How to Call Your Convertibles.” HBR 49 (May-June, no. 3): 66–70. [“Management Memo” Feature]— Companies often sell convertible debentures with an eye to the day when they can be called in for redemption. All too often, however, the call goes unheard as some holders fail to exercise their conversion privileges, causing loses to both themselves and the company.

4465 Arthur, H. B. 1938. “What Do Bond Yield Differentials Forecast?” HBR 16 (Winter, no. 2): 183–187. Arthur explains the mechanics of how bond yields work and why investors must factor the possibility of inﬂation when assembling their portfolios.

4466 Steiner, W. H. and O. Lasdon. 1934. “The Market Action of New Issues: A Test of Syndicate Price Pegging.” HBR 12 (April, no. 3): 339–344. Steiner and Landon maintain that investors typically shy away from purchasing bond issues until after the distributing syndicate has been dissolved.

4467 “An Introduction to a Statistical Study of Bond Yields.” 1929. HBR 7 (April, no. 3): 338–342.

4460 Curtiss, F. H. 1922. “Bank Reserves Under

[“Summaries of Business Research” Feature]— The movement of bond yields over a ten year period are examined prior to the maturity for each bond. Large investors, banks and other ﬁnancial investors are more likely to proﬁt by synchronizing their sales and purchases with these movements.

the Federal Reserve System.” HBR 1 (October, no. 2): 44–49.

4468 “A Study in Investment Values of Industrial Bonds.” 1925. HBR 3 ( January, no. 2): 222–228.

Banks and Trust Companies.” HBR 1 ( July, no. 4): 475–482. Bank executives need to be far more cognizant on their operating expenses relative to that of their competitors.

4469–4482

Finance and Banking

282

[“Summaries of Business Research” Feature]—Engages in a ten year research study on the status of bonds that industrial corporations have issued in excess of $100,000.

4469 “The Advisability of Purchasing Bonds at the Time of Issue.” 1924. HBR 3 (October, no. 1): 90– 99.

Deals on Bedrocks.” HBR 82 (September, no. 9): 121–128. [“Best Practice” Feature]— Harding and Rovit believe the primary purpose of a merger and acquisition must be for a ﬁrm to become better at what it does as opposed to simply growing larger.

[“Summaries of Business Research” Feature]— Examines whether new bond issues tend to fall in price within a year or two after issue.

4476 Dyer, J. H., P. Kale and H. Singh. 2004. “When to Ally and When to Acquire.” HBR 82 ( July-August, no. 7–8): 108–115.

4470 Brown, P. W. 1924. “Determination of Net Earnings Available for Bond Interest.” HBR 2 ( January, no. 2): 219–223.

Most businesses do not treat an “alliance” as an alternative mechanism for attaining one’s goals. In particular, companies often take over ﬁrms who they should have simply engaged in a collaboration with as opposed to their acquisition, merger or takeover.

Brown’s article focuses on the depreciation of net income and its impact on bond income for investors.

Company Takeover Issues or Merger-Acquisitions Topics 4471 Lovallo, D., P. Viguerie, R. Uhlaner and J. Horn. 2007. “Deals Without Delusions.” HBR 85 (December, no. 12): 92–99. Mergers and acquisitions are inherently difﬁcult for everyone. Making the process more problematic is how many executives suffer from faulty assumptions and psychological biases. Lovallo and his coauthors developed an instrument to challenge an executive’s perceptions toward a particular deal.

4472 Nolop, B. 2007. “Rules to Acquire By.” HBR 85 (September, no. 9): 129–139. [“Tool Kit” Feature]—As chief ﬁnancial ofﬁcer for Pitney Bowes, Nolop describes how hard it is to acquire additional companies in addition to the process that Pitney Bowes engaged in when acquiring 70 new companies over the past six years.

4473 Harding, D. and T. Rouse. 2007. “Human Due Diligence.” HBR 85 (April, no. 4): 124–131. [“Best Practice” Feature]— Most companies are thorough at doing their ﬁnancial due diligence when acquiring other companies. These same deal makers are typically oblivious to the “people issues” involved in a merger and acquisition. Often massive exodus in employee talent transpires because of differences in decision-making styles and inﬁghting.

4474 Moore, G. A. 2005. “Strategy and Your Stronger Hand.” HBR 83 (December, no. 12): 62– 72.

4477 Harding, F. 2004. “Cross Selling or Cross Purposes.” HBR 82 ( July-August, no. 7–8): 45–56. [“HBR Case Study” Feature]—TopTek, a software developer, acquired a consulting and systems-integration ﬁrm. Four individuals comment on what will it take for TopTek to succeed with this acquisition.

4478 Reimus, B. 2004. “Oil and Wasser.” HBR 82 (May, no. 5): 33–44. [“HBR Case Study” Feature]—England’s Royal Biscuit Company and Germany’s Edeling GmbH are in the ﬁnal stages of a merger in which a cultural clash is threatening to torpedo this “merger of equals.”

4479 Cullinan, G., J. M. Le Roux and R. M. Weddogen. 2004. “When to Walk Away from a Deal.” HBR 82 (April, no. 4): 96–104. Deal-making may sound glamorous. Due diligence, however, will always be a burden. As such, many acquisitions end up producing little in value. Cullinan and his coauthors contend that a transaction’s momentum is hard to slow down once senior management has it in its sights.

4480 Bamford, J., D. Ernst and D. G. Fubini. 2004. “Launching a World-Class Joint Venture.” HBR 82 (February, no. 2): 90–100. Integrating an acquired company into your organization is difﬁcult. Banford and his coauthors offer ways to coordinate the shared decision-making and resources that joint ventures and alliances require.

4481 Ashton, J. E., F. X. Cook, Jr. and P. Schmitz. 2003. “Uncover Hidden Value in a Midsize Manufacturing Company.” HBR 81 ( June, no. 6): 111–119. [“Best Practice” Feature]— Most successful midsize manufacturers face pressure to jump on the latest strategic bandwagon. Ashton and his coauthors remind company management how those “opportunities” will never replace an approach that has lead them to get the most out of their existing businesses. The three authors provide a four step method for setting strategic priorities that is based on a company’s existing businesses.

One type of business competes on a “complex service” model in which it has a few large enterprises as its primary clientele. A competing paradigm has millions of diverse customers; each of who generates few transactions. Business strategists often attempt to create new value by venturing into the other’s operating paradigm. Crippling problems invariably arise from mergers of this nature as people in both organizational structures see challenges from radically different perspectives.

4482 Selden, L. and G. Colvin. 2003. “M & A Needn’t Be a Loser’s Game.” HBR 81 ( June, no. 6): 70–79.

4475 Harding, D. and S. Rovit. 2004. “Building

Three out of four acquisitions fail. Selden and Colvin

283 ﬁnd that the acquiring company’s shareholders are usually worse off than they would be had the deal never been done. In evaluating acquisitions, ﬁrms must look beyond the lure of proﬁts and more diligently examine the balance sheet and cash ﬂow statements.

4483 Rovit, S. and C. Lemire. 2003. “Your Best M&A Strategy.” HBR 81 (March, no. 3): 16–17. [“Forethought” Feature]— In creating long-term shareholder value, the most successful companies have a systematic approach for making acquisitions even in bad times.

4484 Deans, G. K., F. Kroeger and S. Zeisel. 2002. “The Consolidation Curve.” HBR 80 (December, no. 12): 20–21. [“Forethought” Feature]— Deans and his coauthors believe that knowing where a ﬁrm stands in its industry’s life cycle is beneﬁcial for plotting a successful takeover strategy.

4485 Croyle, R. and P. Kager. 2002. “Giving Mergers a Head Start.” HBR 80 (October, no. 10): 20–21. [“Forethought” Feature]— Croyle and Kager discuss the efforts of Dow Chemical and Union Carbide to utilize pre-merger planning teams to help in the assimilation process.

4486 Harding, D. and P. Yale. 2002. “Discipline and the Dilutive Deal.” HBR 80 ( July, no. 7): 18–20. [“Forethought” Feature]— Harding and Yale explain how dilutive deals outperform accretive deals (i.e., mergers which immediately boost one’s earnings per share) in the long-term.

4487 James, D. N. 2002. “The Trouble I’ve Seen.” HBR 80 (March, no. 3): 42–49. [“First Person” Feature]— James describes his work as a professional crisis manager who, for 30 years, has rescued companies on the brink of bankruptcy.

4488 Deighton, J. 2002. “How Snapple Got Its Juice Back.” HBR 80 ( January, no. 1): 47–53. [“HBR at Large” Feature]— Deighton explains how the Triarc Companies revived the Snapple brand which they bought from Quaker Oats at a bargain-basement price. Triarc later sold Snapple to Cadbury Schweppes for a handsome proﬁt.

4489 Bower, J. L. 2001. “Not All M&A’s Are Alike and That Matters.” HBR 79 (March, no. 3): 92–101. Mergers and acquisitions constitute very different strategic activities. Management who can grasp this differentiation stand a better chance of making the merger or acquisition succeed.

4490 Light, D. A. 2001. “Who Goes, Who Stays?” HBR 79 ( January, no. 1): 35–44. [“HBR Case Study” Feature]— Light’s case study focuses on a high-proﬁle merger between two pharmaceutical companies with radically different cultures.

4491 Ashkenas, R. N. and S. C. Francis. 2000. “Integration Managers: Special Leaders for Special

Finance and Banking

4483–4498

Times.” HBR 78 (November-December, no. 6): 108–116. Integrating two companies is always a difﬁcult process. Many ﬁrms appoint an integration manager to guide this hybrid organization through the merger or acquisition. These integration managers often leap into delicate situations when connecting the many breaches involving a culture or an outlook that transpire.

4492 Aiello, R. J. and M. D. Watkins. 2000. “The Fine Art of Friendly Acquisition.” HBR 78 (November-December, no. 6): 99–107. Financial acquirers are far more successful in generating higher return ratios than their corporate counterparts because of the way they approach the negotiation process.

4493 Ghemawat, P. and F. Ghadar. 2000. “The Dubious Logic of Global Megamergers.” HBR 78 ( July-August, no. 4): 65–72. Ghemawat and Ghadar contend that there are more proﬁtable ways for dealing with global mergers than “relentless expansion.”

4494 Rappaport, A. S. and M. L. Sirower. 1999. “Stock or Cash? The Tradeoffs for Buyers and Sellers in Mergers and Acquisitions.” HBR 77 (November-December, no. 6): 147–159. Companies are increasingly paying for their acquisitions with stock as opposed to cash. Rappaport and Sirower explain that huge differences exist between the two modes of payment and what each means to both parties.

4495 Chaudhuri, S. and B. Tabrizi. 1999. “Capturing the Real Value in High-Tech Acquisitions.” HBR 77 (September-October, no. 5): 123–132. High technology ﬁrms are increasingly acquiring other companies for competitive advantage purposes. Many of these acquisitions, however, yield disappointing results. Chaudhuri and Tabrizi contend that successful ﬁrms focus on an acquisition’s long-term capabilities. They also make sure that key employees from the acquired company are comfortable in their new environment.

4496 Eccles, R. G., K. L. Lanes and T. C. Wilson. 1999. “Are You Paying Too Much for That Acquisition?” HBR 77 ( July-August, no. 4): 136–148. Eccles and his coauthors developed a systematic way for determining how much an acquisition is worth to a purchasing ﬁrm. Any purchaser must calculate the difference between the acquisition price and the ﬁrm’s intrinsic value. This difference represents the “synergy value” or the value that follows when improvements are made to the merged ﬁrms.

4497 Cliffe, S. 1999. “Can This Merger Be Saved?” HBR 77 ( January-February, no. 1): 29–44. [“HBR Case Study” Feature]— Cliffe’s case study focuses on the difﬁculties that transpired from a merger between an American ﬁnancial services ﬁrm and one of its British competitors.

4498 Ashkenas, R. N., L. J. DeMonaco and S. C. Francis. 1998. “Making the Deal Real: How GE

4499–4511

Finance and Banking

284

Capital Integrates Acquisitions.” HBR 76 ( JanuaryFebruary, no. 1): 165–178.

management predict the outcome of an alliance and formulate the right strategy.

Thousands of companies acquire other companies or are acquired themselves in any year. Nearly half of these mergers fail. GE Capital made the acquisition integration process into a ﬁne art. Ashkenas and his coauthors describe GE Capital’s formal model for new acquisitions.

4505 Kanter, R. M. 1994. “Collaborative Advan-

4499 Anslinger, P. L. and T. E. Copeland. 1996. “Growth Through Acquisitions: A Fresh Look.” HBR 74 ( January-February, no. 1): 126–135. In studying 21 companies, over a 12 month period, Anslinger and Copeland discovered that “nonsynergistic” acquisitions can be proﬁtable provided that several planning and management procedures are implemented.

4500 Nanda, A. and P. J. Williamson. 1995. “Use Joint Ventures to Ease the Pain of Restructuring.” HBR 73 (November-December, no. 6): 119–132. Companies planning to divest of sound, yet underperforming, businesses might consider undertaking joint ventures with potential buyers. This allows a buyer to learn about the business’s untapped possibilities and often results in a higher return to the seller as opposed to a straight sale would.

4501 Kester, W. C. and T. A. Luehrman. 1995. “Rehabilitating the Leveraged Buyout.” HBR 73 (May-June, no. 3): 119–131. Kester and Luehrman argue that the temporary ownership arrangements that leveraged buyout ﬁrms such as Clayton, Dubilier & Rice (CD&R) institute are important for better long-term management and company performance.

4502 Owen, G. and T. Harrison. 1995. “Why ICI Chose to Demerge.” HBR 73 (March-April, no. 2): 133–142. Owen and Harrison write about the plight of Imperial Chemical Industries (ICI) in Great Britain. ICI grew too large and became difﬁcult to manage. As such, it opted to divest itself of many of the acquisitions it made during the 1980s. The company also faced a takeover since their stock price never reﬂected the value of the businesses it owned.

4503 Campbell, A., M. Goold and M. Alexander. 1995. “Corporate Strategy: The Quest for Parenting Advantage.” HBR 73 (March-April, no. 2): 120– 132. Campbell and his colleagues developed a “parenting framework” to address questions on what businesses a company should own. This framework takes into consideration the characteristics of the parent and whether there is room for improvement.

tage: The Art of Alliances.” HBR 72 ( July-August, no. 4): 96–112. Kanter describes how alliances are an essential part of business life. North American companies, however, are notorious for concentrating on the ﬁnancial and opportunistic aspects and ignoring the human aspects of alliances.

4506 Anders, G. 1992. “The Barbarians in the Boardroom.” HBR 70 ( July-August, no. 4): 79–89. Many corporate “barbarians” from the 1980s involved with the rash of corporate takeovers were afﬁliated with the Kohlberg Kravis Roberts ﬁrm. Anders mentions how these individuals are now board members for the companies they “raided” during the 1980s and have, surprisingly, executed a host of sound management decisions.

4507 Konsynski, B. R. and McFarlan F. W. 1990. “Information Partnerships — Shared Data, Shared Scale.” HBR 68 (September-October, no. 5): 114– 120. Konsynski and McFarlan describe “information partnerships” that enable ﬁrms to join forces without merging. Company databases, in this context, are shared. This structure can take the form of joint marketing efforts or information technology-driven arrangements.

4508 Kitching, J. 1989. “Early Returns on LBOs.” HBR 67 (November-December, no. 6): 74–81. [“Special Report” Feature]—Approximately 320 leveraged buy-out deals in the United States and Great Britain were examined to ascertain if those buyouts generated real gains in conjunction with shareholder value and operating efﬁciencies.

4509 Fruhan, W. E., Jr. 1988. “Corporate Raiders: Head ’Em Off at Value Gap.” HBR 66 ( July-August, no. 4): 63–68. No company is immune from the takeover frenzy. As such, Fruhan argues that CEOs need to start thinking and acting like corporate raiders by constructing legal hurdles such as “poison pills” and instituting dual class shares with different voting rights.

4510 Taylor, W. and G. E. Willigan. 1988. “The Case of the Deadlocked Directors.” HBR 66 ( JulyAugust, no. 4): 8–14. [“HBR Case Study” Feature]— Sales revenues for Myerson Industries, a manufacturer of small appliances, have stagnated at around $350 million. Operating margins have dwindled to 10 percent. Larger competitors are freezing Myerson from the high-volume discount operations. Moreover, Myerson’s stock price has dwindled making the company vulnerable to a hostile takeover.

4504 Bleeke, J. A. and D. Ernst. 1995. “Is Your Strategic Alliance Already a Sale?” HBR 73 ( JanuaryFebruary, no. 1): 97–106.

4511 Gaddis, P. O. 1987. “Taken Over, Turned Over.” HBR 65 ( July-August, no. 4): 8–22.

Nearly 80 percent of joint ventures end in a sale to one of the partners. An alliance can either be a good acquisition or divestiture vehicle provided its “evolution” is planned. Bleeke and Ernst describe a technique that helps

[“From the Boardroom” Feature]—Corporate directors should do everything possible to prevent the loss of talented managers and other knowledge workers when negotiating a takeover deal.

285

Finance and Banking

4512–4528

4512 Millstein, I. M. 1986. “Takeover Reform: Common Sense from the Common Law.” HBR 64 ( July-August, no. 4): 16–19.

4520 Mailandt, P. 1982. “Supplying the Search for Four-Leaf Clovers.” HBR 60 ( July-August, no. 4): 44–52.

[“From the Boardroom” Feature]—Millstein describes how the courts have developed a standard for enabling corporate directors to defend themselves from hostile tender offers.

[“Growing Concerns” Feature]— Malivant discusses how one can best identify ﬁnancially attractive acquisition targets.

4513 Pickens, T. B., Jr. 1986. “Professions of a Short-Termer.” HBR 64 (May-June, no. 3): 75–79.

4521 Salter, M. S. and W. A. Weinhold. 1981. “Choosing Compatible Acquisitions.” HBR 59 ( January-February, no. 1): 117–127.

Pickens dismisses those who criticize the work of the corporate raider or short-term investor in enhancing shareholder value. Moreover, near-term shareholder value is not incompatible with long-term growth.

Successful”acquiring” companies often have a formal mechanism to identify the “candidates” who offer great potential in providing shareholder value.

4514 Jemison, D. B. and S. B. Sitkin. 1986. “Ac-

sition Candidates.” HBR 59 ( January-February, no. 1): 66–68.

quisitions: The Process Can Be a Problem.” HBR 64 (March-April, no. 2): 107–116.

4522 Kierulff, H. E. 1981. “Finding the Best Acqui-

More large-scale acquisitions are now occurring than ever before. Jemison and Sitkin examine why these deals never seem to live up to the expectations of their proponents.

[“Growing Concerns” Feature]— From surveying 91 large companies, Kierulff ﬁnds that many of these companies are disappointed in their acquisitions of smaller companies. As such, Kierulff offers ways for executives to overcome these hazards.

4515 Lowenstein, L. 1986. “No More Cozy Management Buyouts.” HBR 64 ( January-February, no. 1): 147–156.

4523 Rappaport, A. 1979. “Strategic Analysis for More Proﬁtable Acquisitions.” HBR 57 ( July-August, no. 4): 99–110.

A study of 28 recent “management buy out” proposals illustrates that tax beneﬁts (i.e., large interest deductions, write-ups and accelerated depreciation of assets, and the ability to shelter operating income using employee stock option plans) are a major element in MBO pricing structures.

4516 Fogg, J. G., III. 1985. “Takeovers: Last Chance for Self-Restraint.” HBR 63 (NovemberDecember, no. 6): 30–40. [“From the Boardroom” Feature]— Hostile takeovers are an extremely contentious topic and in dire need of reform. This must emanate from company management if it wants to prevent Congress and the Federal Government from becoming involved.

4517 Saul, R. S. 1985. “Hostile Takeovers: What Should Be Done?” HBR 63 (September-October, no. 5): 18–24. [“From the Boardroom” Feature]—Saul describes how the volume of mergers in 1984 soared to record levels. This feverish atmosphere is making careful board and shareholder deliberations impossible.

4518 Jensen, M. C. 1984. “Takeovers: Folklore and Science.” HBR 62 (November-December, no. 6): 109–121. Jensen contends that corporate takeovers are a logical outgrowth of competitive pressures and that criticism from the media and public policymakers over this are misguided.

4519 Howard, J. 1982. “Defuse the Hostility Factor in Acquisition Talks.” HBR 60 ( July-August, no. 4): 54–58. [“Growing Concerns” Features]— Howard offers a seven-step method that buyers and sellers of small businesses can use during their negotiations.

Only a small percent of acquisition candidates are available at a price that enables the acquirer to earn an acceptable return on investment. Rappaport, as such, developed an analysis technique to provide company management with the necessary information and strategy when engaged in negotiations for an acquisition.

4524 Biggadike, R. 1979. “The Risky Business of Diversiﬁcation.” HBR 57 (May-June, no. 3): 103–111. Biggadike’s research on acquisitions and diversiﬁcation efforts indicates that it takes an average of 12 years before the ROI on such ventures equal that of mature businesses.

4525 Chatlos, W. E. 1978. “The SEC vs. Investors on Tender Offers.” HBR 56 (September-October, no. 5): 6–8. [“Ideas for Action” Feature]— Chatlos discusses whether more time should be allotted to takeover tender offers for the beneﬁt of individual investors.

4526 Salter, M. S. 1978. “Diversiﬁcation via Acquisition: Creating Value.” HBR 56 ( July-August, no. 4): 166–176. Salter and Weinhold attempt to explain why diversiﬁcation through the acquisition process remains popular despite many inherent economic risks.

4527 Gilbert, F. S., Jr. 1978. “Financing the Leveraged Buy-Out Through the Acquired Assets.” HBR 56 ( July-August, no. 4): 8–16. [“Ideas for Action” Feature]— Gilbert describes the popularity and fundamentals of an asset-based approach for ﬁnancing leveraged acquisitions.

4528 Stancill, J. McN. 1977. “Search for a ‘Leveraged Buyout.’” HBR 55 ( July-August, no. 4): 8–12. [“Ideas for Action” Feature]— Stancill describes how

4529–4544

Finance and Banking

286

companies can acquire another company by borrowing on the target company’s assets and cash which then becomes a “leveraged buyout.”

4537 MacDougal, G. E. and F. V. Malek. 1970.

4529 Peterson, H. C. 1976. “Pointers in Defending Against a Cash Take-Over Bid.” HBR 54 (November-December, no. 6): 12–16.

Two obstacles are hampering the negotiations process for corporate acquisitions. One is the inability to settle on a realistic price. The other is failing to “sell the seller” on the nonﬁnancial aspects of the merger. MacDougal and Malek provide an analytical approach that provides buyers with a competitive edge for consummating the deal.

[“Ideas for Action” Feature]— Today’s targets of tender offers are companies with one of the following: (1) a stock price lower than book value; (2) a low price/earnings ratio; (3) a small proportionate of stock in their directors and ofﬁcers’ hands; (4) high liquidity and a low debt/equity ratio; and either (5) excess, hidden, understated, or undervalued assets.

4530 Troubh, R. S. 1976. “Purchased Affection: A

“Master Plan for Merger Negotiations.” HBR 48 ( January-February, no. 1): 71–82.

4538 Shad, J. S. R. 1969. “The Financial Realities of Mergers.” HBR 47 (November-December, no. 6): 133–146.

Primer on Cash Tender Offers.” HBR 54 ( July-August, no. 4): 79–91.

Shad analyzed 65 mergers and acquisitions of publicly traded companies and describes the ﬁnancial realities of these transactions.

With a number of quality companies available at less than book value, Troubh explains how tender offers are a convenient way to implement a merger.

4539 Handy, J. L. 1969. “How to Face Being Taken Over.” HBR 47 (November-December, no. 6): 109– 111.

4531 Robinson, J. W. 1976. “To Counter Tender Offers, TLC for Shareholders.” HBR 54 ( JanuaryFebruary, no. 1): 8–12.

[“Management Memo” Feature]— Handy describes a checklist he developed for top management of companies on the verge of being taken over by another company.

[“Ideas for Action” Feature]— Robinson explains how courts seldom recognize that a board of directors is the sole representative of shareholders with regards to tender offers.

4540 Stern, L. W. 1969. “Mergers Under Scrutiny.”

4532 Kellogg, D. E. 1975. “How to Buy a Small Manufacturing Business.” HBR 53 (September-October, no. 5): 92–100. Kellogg provides advice to buyers of companies on analyzing the risks and hidden costs that one assumes. He also describes how to gauge a company’s earnings potential.

4533 Kitching, J. 1974. “Winning and Losing with European Acquisitions.” HBR 52 (March-April, no. 2): 124–136. Kitching describes the difﬁculties that American companies are encountering after purchasing European companies as a means to penetrate the European market.

HBR 47 ( July-August, no. 4): 18–36, 160–163. [“Keeping Informed” Feature]— The incoming Justice Department in the Nixon Administration opposes the conglomerate merger movement. Stern traces the legal basis for this posture within the Nixon Administration.

4541 Vance, J. O. 1969. “Is Your Company a TakeOver Target?” HBR 47 (May-June, no. 3): 93–98. For corporate management that wants to protect themselves from an undesirable suitor, Vance warns how crucial it is to do an early diagnosis and review of its ﬁnancial and nonﬁnancial indicators of liquidity, debt position, price/earnings ratio as well as its earnings.

4542 Leighton, C. M. and G. R. Tod. 1969. “After the Acquisition: Continuing the Challenge.” HBR 47 (March-April, no. 2): 90–102.

[“Ideas for Action” Premium]— Shad documents how the cost of corporate acquisitions has skyrocketed.

Leighton and Tod ﬁnd that a competent management team is the key for establishing effective relations between a corporation and its acquisitions. In particular, the managers who are responsible for the growth and well being of the acquisition must be brought into the picture as soon as a likely acquisition candidate is identiﬁed.

4535 Howell, R. A. 1970. “Plans to Integrate Your Acquisitions.” HBR 48 (November-December, no. 6): 66–76.

4543 Rockwell, W. F., Jr. 1968. “How to Acquire a Company.” HBR 46 (September-October, no. 5): 121–132.

Executives often embark on acquisitions programs with expectations that never materialize since many intrinsic organizational implications are ignored.

Having participated in many negotiations involving mergers and acquisitions, Rockwell describes some successes and pitfalls that Rockwell Corporation endured. These lessons are grouped into ten major rules or commandments.

4534 Shad, J. S. R. 1973. “Higher Premiums in Corporate Acquisitions.” HBR 51 ( July-August, no. 4): 7–8.

4536 Reum, W. R. and T. A. Steele, III. 1970. “Contingent Payouts Cut Acquisitions Risks.” HBR 48 (March-April, no. 2): 83–91. “Contingent payouts” are an increasingly popular method for companies to reduce the risk that their acquired companies might sour.

4544 Davis, R. E. 1968. “Compatibility in Corporate Marriages.” HBR 46 ( July-August, no. 4): 86–93. Successful company mergers often stem from com-

287 patible business styles such as the degree of risk each ﬁrm can assume or the length of time both ﬁrms will wait to achieve certain ﬁnancial benchmarks.

4545 Kitching, J. 1967. “Why Do Mergers Miscarry?” HBR 45 (November-December, no. 6): 84– 101. Kitching examined the results of some corporate acquisitions over a period of two to seven years after the event and how some ﬂourished while others were colossal failures.

4546 Hayes, S. L., III and R. A. Tausig. 1967. “Tactics of Takeover Bids.” HBR 45 (March-April, no. 2): 135–148. Hayes and Tausig examined ten years worth of tender offers to assess the moves and countermoves that bidding companies, incumbent management and shareholders engage in during contested cash acquisitions.

4547 Smalter, D. J. and R. C. Lancey. 1966. “P/E Analysis in Acquisition Strategy.” HBR 44 (November-December, no. 6): 85–95. Smalther and Lancey describe the relationship between the P/E ratio for a “takeover candidate” in conjunction to that of the “prospective parent” for determining whether earnings dilution exists and whether the survivor can swap stock.

4548 Wakeﬁeld, B. R. 1965. “Mergers and Acqui-

Finance and Banking

4552–4561

4553 Learned, E. P. 1930. “Mergers in the Cotton Industry.” HBR 8 (Summer, no. 4): 501–512. Learned argues that an integrated merger will not beneﬁt Great Britain’s cotton industry since mill operators lack the requisite merchandising acumen.

4554 “Purposes and Financial Plans of Industrial Reorganizations.” 1929. HBR 7 ( January, no. 2): 196–207. [“Summaries of Business Research” Feature]—The author explains how “industrial reorganizations” may be for constructive, manipulative or curative purposes.

4555 “Consolidation of Pile Fabric Manufacturers.” 1928. HBR 7 (October, no. 1): 96–107. [“HBR Case Study” Feature]— Financers and leading textile executives want to consolidate New England’s textile mills. Doing so might pull this regional industry out of its economic doldrums. It would also stymie Southern competition.

4556 “The Utilization of an Acquired Competitive Brand.” 1923. HBR 1 ( July, no. 4): 499–502. [“HBR Case Study” Feature]— The Fond du Lac Company acquired a competitor and is pondering how to penetrate the markets of this former competitor.

Consumer Credit Industry

sitions.” HBR 43 (September-October, no. 5): 6–19, 184.

4557 Levy, M. and C. A. Ingene. 1983. “Retailers: Head Off Credit Cards with Cash Discounts?” HBR 61 (May-June, no. 3): 18–22.

[“Keeping Informed” Feature]— Wakeﬁeld describes recent studies that have been done on mergers based on the negotiations process, appraisals, anti-trust ramiﬁcations as well as a host of other considerations.

[“Ideas for Action” Feature]—Levy and Ingene provide retailers with a mathematical formula to calculate an optimal discount for consumers who use cash instead of a credit card.

4549 McCarthy, G. D. 1961. “Premeditated Merger.” HBR 39 ( January-February, no. 1): 74–82.

4558 Capon, N. 1978. “Discrimination in Screen-

Mergers can be successfully executed when a committee is charged to obtain sound data, utilize the right valuation methods and avoid a number of other pitfalls.

4550 Kaplan, A. D. H. 1955. “The Current Merger Movement Analyzed.” HBR 33 (May-June, no. 3): 91–100. The recent mergers of some well-known companies has been labeled the “third mergers wave.” Kaplan compares-and-contrasts this “wave” with its two predecessors from 1898 to 1903 and then 1919 through 1929.

4551 Butters, J. K. and J. Lintner. 1951. “Taxes and Mergers.” HBR 29 (March, no. 2): 69–81. Butters and Lintner describe their empirical research on the impact that the federal tax code has on corporate mergers.

4552 Lincoln, J. T. 1933. “The Cotton Trade Machine Industry: American Loom Builders.” HBR 12 (October, no. 1): 94–105. Lincoln describes the high degree of liquidation and consolidation taking place among cotton textile equipment manufacturers.

ing Credit Applicants.” HBR 56 (May-June, no. 3): 8–12, 172. [“Ideas of Action” Feature]—Capon explains how consumer credit industry utilizes a point-scoring system when approving credit card and other forms of credit.

4559 Cox, E. B. and P. E. Giese. 1972. “Now It’s the Less-Check Society.” HBR 50 (November-December, no. 6): 6–16, 148–149. [“Special Report” Feature]— With the long-held vision of a “checkless society” fading, Cox and Giese maintain that a mixture of paper and electronic procedures will become standard. The two also predict the impact this has on banks, commercial businesses and consumers.

4560 Seidl, J. M. 1970. “Let’s Compete with Loan Sharks.” HBR 48 (May-June, no. 3): 69–77. Seidl describes the social ramiﬁcations involved with loan sharking and what should be instituted to compete with this industry.

4561 Johnson, R. W. 1968. “Uniform Code for Consumer Credit.” HBR 46 ( July-August, no. 4): 119–125. Johnson discusses some proposed legislation relevant to installment and other consumer loans.

4562–4576

Finance and Banking

288

4562 Kaplan, R. M. 1967. “Credit Risks & Opportunities.” HBR 45 (March-April, no. 2): 83–88. Kaplan developed a statistical technique for reconciling the opposing attitudes of marketing (i.e., sales maximization) and credit (i.e., loss minimization).

4563 Andrews, V. L. 1964. “Captive Finance Companies.” HBR 42 ( July-August, no. 4): 80–92. Some of the nation’s largest nonﬁnancial corporations acquired ﬁnance companies to raise needed debt capital during the 1950s and early 1960s. Andrews ﬁnds that the advantages from having a “captive” ﬁnance company is vastly overrated.

4564 Hubbard, J. B. 1940. “Easy Money: Doctrine and Results.” HBR 19 (Autumn, no. 1): 52–65. Hubbard believes that, in times of “easy money,” or cheap credit, consumers are more likely to reﬁnance existing loans than increase one’s purchasing during downturns in the business cycle.

4565 Nugent, R. 1935. “Earnings of Small-Loan Licensees, 1929 to 1933.” HBR 13 ( January, no. 2): 249–257. Nugent pinpoints the operating difﬁculties that small lending companies face from the standpoint of the cost of capital.

4566 Lorenz, O. C. 1930. “Installment Finance and the Efﬁcient Use of Capital.” HBR 8 ( July, no. 4): 451–459. Lorenz argues that more needs to be published on the problems facing the installment ﬁnance industry.

Corporate Finance Decisions 4567 Mizik, N. and R. Jacobson. 2007. “The Cost of Myopic Management.” HBR 85 ( July-August, no. 7/8): 22–24. [“Forethought” Feature]— A Columbia Business School survey ﬁnds that 80 percent of ﬁnancial executives would cut spending on “discretionary activities” (e.g., R&D and marketing) if under pressure to reach immediate performance targets. Mizik and Jacobson label this practice, “myopic management,” and discuss its longterm ramiﬁcations.

4568 Shaw, R. and V. W. Mitchell. 2007. “So You Think You Understand Revenues.” HBR 85 (May, no. 5): 25–25. [“Forethought” Feature]— Shaw and Mitchell contend that revenue issues are often misunderstood or mismanaged and that executives too often rely on gut feelings instead of hard data when it comes to making these decisions.

4569 Merton, R. C. 2005. “You Have More Capital Than You Think.” HBR 83 (November, no. 11): 84–94. Modern ﬁnancial tools, such as derivative contracts, enable ﬁrms to free up their equity capital. This equity capital often serves as a cushion against an array of risk; albeit, it never adds value to one’s assets or activities.

Risk balance sheets are another tool for identifying risk and determining the amount of “equity capacity” to generate more value-added risk.

4570 van Putten, A. B. and I. C. MacMillan. 2004. “Making Real Options Really Work.” HBR 82 (December, no. 12): 134–141. [“Tool Kit” Feature]— Discounted cash ﬂow analysis may protect one from risky growth opportunities. It doesn’t, however, do justice to those opportunities that are highly promising but risky. Conversely, real options can capture a project’s “upside” but virtually ignores its risks. van Putten and MacMillian explain how these two valuation methods can be combined in a simple manner.

4571 Copeland, T. and P. Tufano. 2004. “A RealWorld Way to Manage Real Options.” HBR 82 (March, no. 3): 90–99. Each corporate growth project is an option in the way that managers face choices: to either “push ahead” or “pull back.” Many companies, however, hesitate to apply options theory to highly complex initiatives such as R&D and geographic expansion.

4572 Passov, R. 2003. “How Much Cash Does Your Company Need?” HBR 81 (November, no. 11): 119–128. [“Tool Kit” Feature]—“Knowledge-intensive” ﬁrms such as Pﬁzer possess largely intangible assets (such as R&D). As such, they are highly volatile, difﬁcult to value and vulnerable to ﬁnancial distress in conjunction to companies with more tangible assets.

4573 Fleming, Q. W. and J. M. Koppelman. 2004. “What’s Your Project’s Real Price Tag?” HBR 81 (September, no. 9): 20–22. [“Forethought” Feature]— With ﬁnancial statements being scrutinized as never before, executives face enormous pressure to accurately forecast a major project’s cost. The “earned-value management” technique lets them do that and alerts them if a cost-overrun is imminent.

4574 McNulty, J. J., T. D. Yeh, W. S. Schulze and M. H. Lubatkin. 2002. “What’s Your Real Cost of Capital.” HBR 80 (October, no. 10): 114–121. [“Tool Kit” Feature]—McNulty and his coauthors explain how ﬂawed the capital asset pricing model (CAPM) is when estimating the cost of equity capital.

4575 Hagel, J., III. 2002. “Leveraged Growth: Expanding Sales Without Sacriﬁcing Proﬁts.” HBR 80 (October, no. 10): 68–77. Leveraged growth offers ﬁrms the potential of an immediate boost in sales and proﬁtability whereby a ﬁrm leverages the assets of the other businesses operating in its value chain.

4576 Dranikoff, L., T. Koller and A. Schneider. 2002. “Divesture: Strategy’s Missing Link.” HBR 80 (May, no. 5): 74–83. Most companies devote a signiﬁcant amount of time and attention to acquiring and creating businesses. Few,

289

Finance and Banking

4577–4590

however, pay attention to divesting their business lines. Doing so helps ensure that the remaining units grow stronger and more robust.

lized to value operations or any asset that produces a succession of future cash ﬂows. Luehrman produced a case study to demonstrate how the APV method can be utilized.

4577 Churchill, N. C. and J. W. Mullins. 2001. “How Fast Can Your Company Afford to Grow.” HBR 79 (May, no. 5): 135–143.

4584 _____. 1997. “What’s It Worth? A General

[“Tool Kit” Feature]— Many times when seemingly proﬁtable companies try to grow too fast, they run out of cash. As such, Churchill and Mullins emphasize the importance of maintaining a proper balance between consuming cash and generating it.

The “weighted average cost of capital” (WACC) method has been a popular valuation tool for ﬁrms since the 1970s. With improvements in computers and new theoretical insights into valuation, Leuhrman describes several tools that outperform the WACC on valuation problems that plague management.

4578 Pettit, J. 2001. “Is a Share Buyback Right for Your Company?” HBR 79 (April, no. 4): 141–147. [“Tool Kit” Feature]— When a company’s performance lags, a “share buyback” might look attractive. Buybacks can easily backﬁre unless top management understands how and when to use this powerful but risky tool.

4579 Amram, M. and N. Kulatukaka. 1999. “Disciplined Decisions: Aligning Strategy with the Financial Markets.” HBR 77 ( January-February, no. 1): 95–109. In times of volatile markets, it is difﬁcult to predict how an investment affects a company’s value. Amram and Kulatilaka explain how management can make more sure-footed strategic investment decisions and avoid basing important decisions on subjective judgments about the future.

4580 Luehrman, T. A. 1998. “Strategy as a Portfolio of Real Options.” HBR 76 (September-October, no. 5): 89–101. Luehrman contends that the “discounted-cash-ﬂow valuation” method is too inﬂexible to make the most of changes that occur outside of one’s strategic plan. Business strategy is much like a series of options as opposed to a single projected cash ﬂow. Effective execution involves making a sequence of major decisions. Some actions are taken immediately. Others are deliberately deferred so that managers can optimize their choices as circumstances evolve.

4581 _____. 1998. “Investment Opportunities as Real Options: Getting Started on the Numbers.” HBR 76 ( July-August, no. 4): 51–67. [“Manager’s Tool Kit” Feature]— Luehrman offers a framework to bridge the gap between “real-world” capital projects and the higher mathematics associated with formal option-pricing theory.

4582 Sharpe, P. and T. Keelin. 1998. “How SmithKline Beecham Makes Better Resource Allocation Decisions.” HBR 76 (March-April, no. 2): 45–57. [“Ideas at Work” Feature]— Sharpe and Keelin describe SmithKline Beecham’s new decision-making process for resource allocation with its R&D projects.

Manager’s Guide to Valuation.” HBR 75 (May-June, no. 3): 132–142.

4585 Tufano, P. 1996. “How Financial Engineering Can Advance Corporate Strategy.” HBR 74 ( January-February, no. 1): 136–146. Tufano utilizes ﬁve case studies to explain how a new technical ﬁnancial process can help senior management reduce their cost of existing activities and help it develop new products, services and markets.

4586 Dixit, A. K. and R. S. Pindyck. 1995. “The Options Approach to Capital Investment.” HBR 73 (May-June, no. 3): 105–118. Dixit and Pindyck ﬁnd that the net present value (NPV) approach for making capital investment decisions often produces poor results. To remedy this, Dixit and Pindyck advocate modifying the NPV.

4587 “Using Derivatives: What Senior Managers Must Know.” 1995. HBR 73 ( January-February, no. 1): 33–41. [“Perspectives” Feature]— Derivatives are becoming popular for companies in need of new ways to manage their ﬁnancial and operating risks. However, some well publicized losses involving companies such as Procter & Gamble require top management to be vigilant when monitoring or taking action on their derivatives.

4588 Froot, K. A., D. S. Scharfstein and J. C. Stein. 1994. “A Framework for Risk Management.” HBR 72 (November-December, no. 6): 91–103. All businesses are subject to ﬂuctuations involving interest or exchange rates as well as with commodity prices. As such, many are turning to the derivatives markets and other risk management schemes for assistance. A corporate risk management program must ensure that a company has the cash available to make value-enhancing investments.

4589 Luehrman, T. A. 1994. “Financial Engineering at Merck: Monte Carlo Simulation.” HBR 72 ( January-February, no. 1): 94–97. Merck, circa. 1993, invested over $2 billion in research and development (R&D) and capital expenditures. Much of this investment went toward risky, long-term projects that are notoriously difﬁcult to evaluate. Luehrman explains how Merck builds ﬁnancial models for its scientiﬁc and commercial processes.

4583 Luehrman, T. A. 1997. “A Better Tool for Valuing Operations.” HBR 75 (May-June, no. 3): 145–154.

4590 Nichols, N. A. 1994. “Scientiﬁc Management at Merck.” HBR 72 ( January-February, no. 1): 88–99.

The “adjusted present value” (APV) method can be uti-

[An Interview With CFO Judy Lewent]— Merck’s

4591–4604

Finance and Banking

290

Judy Lewant, the only woman to be chief ﬁnancial ofﬁcer at a major American corporation, discusses Merck’s ﬁnancial management framework.

4591 _____. 1993. “Efﬁcient? Chaotic? What’s the New Finance?” HBR 71 (March-April, no. 2): 50– 60. [“In Question” Feature]—Investors and chief ﬁnancial ofﬁcers make decisions based on ﬁnancial theories developed after World War II (e.g., efﬁcient market hypothesis or the capital asset pricing model (CAPM)). These theories are under increasing criticism and scrutiny as a result of globalization and the technological advances that have transpired. Nichols’s article examines some newer ﬁnancial concepts such as chaos theory.

4592 _____. 1992. “The Case of the Combative

companies. Standard ﬁnancial statements are unreliable if money moves between the business and its owner. The same applies to the guidelines used for investment decision making or measuring growth.

4598 Arnold, J. H., III. 1986. “Assessing Capital Risk: You Can’t Be Too Conservative.” HBR 64 (September-October, no. 5): 113–121. Arnold ﬁnds that when managers apply a “worst case analysis” for ﬁnancing large expansion projects with debt, they would be better off adopting the procedure of “staying power analysis.” Staying power analysis is predicated on the premise that a borrower has two sources of repayment (i.e., the business’ operating cash ﬂow being the primary source of repayment along with the liquidation value of assets as the secondary source).

CFO.” HBR 70 ( July-August, no. 4): 14–24.

4599 Viscione, J. A. 1986. “How Long Should You

[“HBR Case Study” Feature]— Nichols’s case study focuses on a dispute between a chief ﬁnancial ofﬁcer and a chief executive ofﬁcer on whether to continue publishing a newspaper that is only three years old. The case study also probes the manner in which a board of directors decides who to back when a CEO and CFO are at odds.

Borrow Short Term?” HBR 64 (March-April, no. 2): 20–24.

4593 Willigan, G. E. 1990. “The Value-Adding CFO: An Interview with Disney’s Gary Wilson.” HBR 68 ( January-February, no. 1): 84–95.

[“Growing Concerns” Feature]— Viscione explores how smaller companies can maximize their capacity to absorb short-term debt if they know when their risk is great enough to forgo proﬁtable opportunities.

4600 Donaldson, G. 1985. “Financial Goals and Strategic Consequences.” HBR 63 (May-June, no. 3): 56–66.

[An Interview with Gary Wilson of the Disney Company]— As chief ﬁnancial ofﬁcer for the Disney Corporation, Gary Wilson discusses the complexities involved with corporate ﬁnance these days.

Donaldson studied 12 mature companies, who possess more than $1 billion dollars in sales and over $600 million in assets and found that most ﬁrms pay little attention on achieving certain ﬁnancial goals with regards to their ﬂow of funds.

4594 _____. 1989. “The Case of the Expensive Expansion.” HBR 67 ( January-February, no. 1): 10–25.

4601 Hodder, J. E. and H. E. Riggs. 1985. “Pitfalls in Evaluating Risky Projects.” HBR 63 ( JanuaryFebruary, no. 1): 128–135.

[“HBR Case Study” Feature]— Willigan’s case study focuses on a toy manufacturer who needs to double their capitalization so it can launch a new product line. Moreover, would convertible bonds be a viable option for doing this?

Though many times misapplied or misinterpreted, Hodder and Riggs challenge critics of the discounted cash ﬂow technique.

4595 Bhide, A. 1988. “Why Not Leverage Your Company to the Hilt?” HBR 66 (May-June, no. 3): 92–98.

4602 Marshuetz, R. J. 1985. “How American Can Allocates Capital.” HBR 63 ( January-February, no. 1): 82–91.

Bhide explains how possessing too much cash and unused debt costs money and triggers takeover attempts. Moreover, cash reserves and unused debt capacity are not free. Both can be used to retire equity which is expensive.

Marshuetz explains how American Can developed a modern system to tailor its capital allocation process to its various businesses.

4596 Rappaport, A. 1987. “Stock Market Signals to Managers.” HBR 65 (November-December, no. 6): 57–62.

4603 Arnold, T. S. 1984. “How to Do Interest Rate Swaps.” HBR 62 (September-October, no. 5): 96– 101.

Rappaport developed a schema for management to ascertain the market’s expectations for them and their strategic plans.

Interest rate swaps are offered by many ﬁnancial intermediaries to insurance companies, banks and ﬁrms. Arnold explains how interest rate swaps are executed and the manner in which they create cheaper liabilities and higher-yielding assets.

4597 Levin, R. I. and V. R. Travis. 1987. “Small Company Finance: What the Books Don’t Say.” HBR 65 (November-December, no. 6): 30–32.

4604 Kester, W. C. 1984. “Today’s Options for Tomorrow’s Growth.” HBR 62 (March-April, no. 2): 153–160.

[“Growing Concerns” Feature]— What may be appropriate when managing the ﬁnances of a large public corporation may not be appropriate for privately-held

To trigger company growth, Kester discusses why top management should look at investment opportunities such as “options.”

291

Finance and Banking

4605–4620

4605 Ernst, H. B. 1984. “New Balance Sheet for Managing Liquidity and Growth.” HBR 62 (MarchApril, no. 2): 122–136.

4613 Boettcher, J. H. and F. B. Sotelino. 1982. “A Look at the Variable-Maturity Loan.” HBR 60 (May-June, no. 3): 80–86.

Ernst’s “strategic equilibrium” concept enables a ﬁrm to determine its level of growth in conjunction to a level of operating capital and ﬂexibility.

Fixed-payment, variable-maturity loans are worth examining any time a ﬁrm needs to borrow from commercial banks during times of economic uncertainty.

4606 Lambrix, R. J. and S. S. Singhvi. 1984. “Preapproval Audits of Capital Projects.” HBR 62 (March-April, no. 2): 12–14.

4614 Hayes, R. H. and D. A. Garvin. 1982. “Managing as if Tomorrow Mattered.” HBR 60 (MayJune, no. 3): 70–79.

[“Ideas for Action” Feature]— Lambrix and Singhvi describe how ARMCO has employees submit capital investment proposals to an in-house team prior to being presented to top management.

Hayes and Garvin ﬁnd that many companies rely too heavily on analytic techniques such as the discounting of future cash ﬂows. Because of that, company management is likely to defer the critical investments in capital stock for which their companies depend.

4607 Ellsworth, R. R. 1983. “Subordinate Financial Policy to Corporate Strategy.” HBR 61 (November-December, no. 6): 170–182. Ellsworth describes how antiquated ﬁnancial policies can stymie an organization’s capabillity to innovate and thus gain a competitive advantage in the marketplace.

4608 Harrington, D. R. 1983. “Stock Prices, Beta, and Strategic Planning.” HBR 61 (May-June, no. 3): 157–164. By applying the capital asset pricing model [CAPM], a diversiﬁed company could assess the risks encountered by its subsidiaries.

4609 Draper, D. W. 1983. “Financial Futures for Hedging Long-Term Debt.” HBR 61 (March-April, no. 2): 172–176. [“Ideas for Action” Feature]— Since 1979, Draper describes how the number of American ﬁnancial institutions engaged in some form of hedging has grown exponentially.

4610 Harrison, D. D. and W. H. Hernandez. 1983. “Measuring the Impact of Inﬂation on Working Capital.” HBR 61 ( January-February, no. 1): 28–31. [“Ideas for Action” Feature]— Harrison and Hernandez describe how the concept of “working capital events analysis” is a gauge for measuring the impact of inﬂation, efﬁciency changes and volume on inventory, receivables and payables.

4611 Stancill, J. M. 1982. “Does the Market Know Your Company’s Real Worth?” HBR 60 (September-October, no. 5): 41–50. [“Growing Concerns” Feature]— Stancill contends that small businesses and managers of smaller publiclytraded companies have more control than they realize over factors such as industry classiﬁcation, earnings forecasts, sales and stock prices. In other words, they are not held hostage to the whims of market forces as many falsely perceive.

4612 Piper, T. R. and W. A. Weinhold. 1982. “How Much Debt Is Right for Your Company?” HBR 60 ( July-August, no. 4): 106–114. Although debt can boost a company’s value, Piper and Weinhold emphasize that employing it too aggressively weakens a ﬁrm’s competitive position by fostering a dependence on unstable sources of capital.

4615 Mullins, D. W., Jr. 1982. “Does the Capital Asset Pricing Model Work?” HBR 60 ( January-February, no. 1): 105–114. Mullins describes the nature and beneﬁts of the capital asset pricing model (CAPM) that it can generate for corporate ﬁnancial executives.

4616 Lambrix, R. J. and S. S. Singhvi. 1981. “How to Set Volume-Sensitive ROI Targets.” HBR 59 (March-April, no. 2): 174–179. Lambrix and Singhvi developed a technique to aid upper management set its ROI targets based on differing levels of sales volume that should withstand the vagaries of the economy. The two hope this technique will provide upper management with a better understanding of their business along with clearer performance expectations.

4617 Gale, B. T. 1980. “Can More Capital Buy Higher Productivity?” HBR 58 ( July-August, no. 4): 78–86. Gale urges company management to consider the long-term consequences of mechanization and not simply evaluate investment in new capital as a choice between increased capital costs and reduced labor costs.

4618 Wynant, L. 1980. “Essential Elements of Project Financing.” HBR 58 (May-June, no. 3): 165–173. Wynant describes how “project ﬁnancing” can be an effective vehicle for managing one’s exposure to the risks involved with capital debt.

4619 Gumpert, D. E. 1980. “Selling Your Company: Additional Perspectives.” HBR 58 (May-June, no. 3): 54–66. [“Growing Concerns” Feature]— Five commentators assess Michael Berolzheimer’s article from the JanuaryFebruary 1980 issue of HBR on his sale of Duraﬂame to Kingsley Charcoal based on their own experiences.

4620 Pettway, G. H. 1980. “A Return on Capital Measure–Better Than DCF?” HBR 58 (May-June, no. 3): 34–36. [“Ideas for Action” Feature]— Pettway discusses the beneﬁts incurred when Standard-Coosa-Thatcher Co. switched from the discounted cash ﬂow (DCF) tech-

4621–4635

Finance and Banking

292

nique to a pretax return on capital (ROC) measure for its capital expenditure analysis efforts.

4621 Marks, K. R. and W. A. Law. 1980. “Hedging Against Inﬂation with Floating-Rate Notes.” HBR 58 (March-April, no. 2): 106–112. Some borrowers of long-term ﬁnancing use a sinking fund payment schedule to increase their ﬁnancial ﬂexibility which enables them to take advantage of interest rate reductions.

4622 Hertz, D. B. 1979. “Risk Analysis in Capital Investment.” HBR 57 (September-October, no. 5): 169–181. [“HBR Classic” Feature]—Through Hertz’s application of probability theory, management can develop a better sense of the possible gains and losses from a proposed outlay.

4623 Donaldson, G. 1978. “New Framework for Corporate Debt Policy.” HBR 56 (September-October, no. 5): 149–164. [“HBR Classic” Feature]— Firms never seem to have “rules of thumb” for evaluating their debt capacity. Management must then pay particular attention to its individual circumstances and objectives along with its cash ﬂow patterns.

4624 Reece, J. S. and W. R. Cool. 1978. “Measuring Investment Center Performance.” HBR 56 (May-June, no. 3): 28–46, 174–176. [“Special Report” Feature]— Reece and Cool examine Fortune 1000 companies who are structured as “investment centers” and who utilize “return on investment” criteria when gauging the proﬁtability of a division.

4625 Hayes, S. L., III. 1977. “Capital Commitments and the High Cost of Money.” HBR 55 (MayJune, no. 3): 155–161. Hayes probes how adequately ﬁrms assess the true cost of debt and equity in their calculations for capital commitments.

4626 Gerstner, L. V., Jr. and M. H. Anderson. 1976. “The Chief Financial Ofﬁcer as Activist.” HBR 54 (September-October, no. 5): 100–106. Gerstner and Anderson describe the chief ﬁnancial ofﬁcer’s role with the ﬁnancial reporting process, the ﬁrm’s control systems, its capital budgeting procedures and how this person integrates all of this into the strategic planning process.

4627 Searby, F. W. 1975. “Return to Return on Investment.” HBR 53 (March-April, no. 2): 113–119. Many companies in mature industries have actually endured periods of “not-so-proﬁtable” growth, leaving them highly leveraged and asset intensive. As competition for capital intensiﬁes, Searby outlines why improving return-on-invested-capital should be of far greater importance than increasing one’s earnings-per-share.

4628 Ivanetic, M. 1975. “Borrowed Liquidity: Signal of Corporate Distress.” HBR 53 ( January-February, no. 1): 6–8. [“Ideas for Action” Feature]— Ivanetic points out how

U.S. tax policy is responsible for American companies overspending their cash reserves, increasing their liabilities while keeping equity levels low.

4629 Shank, J. K. and A. M. Burnell. 1974. “Smooth Your Earnings Growth Rate.” HBR 52 ( January-February, no. 1): 136–141. Shank and Burnell’s “constrained earnings” approach offers a technique for screening capital investment projects in terms of their economic return and their impact on earnings.

4630 Robbins, S. M. and R. B. Stobaugh. 1973. “The Bent Measuring Stick for Foreign Subsidiaries.” HBR 51 (September-October, no. 5): 80–88. Companies typically use the same “return on investment” [ROI] analysis on foreign subsidiaries that they use domestic operations. As such, this is the most confusing aspect of corporate analysis for multinational companies.

4631 Kierulf, H. E., Jr. 1972. “Rx for a Lean and Hungary Staff.” HBR 50 (November-December, no. 6): 98–106. A diversiﬁed company cut its ﬁnance department in half without any loss in output based on the planning and budgeting system described by Kierulf in this article, .

4632 Hayes, R. H. 1972. “New Emphasis on Divestment Opportunities.” HBR 50 ( July-August, no. 4): 55–64. Like any corporate activity, divestment needs to be carried on in the context of one’s strategic goals. Hayes provides a rationale for appraising when to dispose operations that are no longer needed.

4633 Donaldson, G. 1972. “Strategic Hurdle Rates for Capital Investment.” HBR 50 (March-April, no. 2): 50–58. Using a single “return-on-investment” [ROI] standard as way to screen capital investment proposals is a dismal way of planning. To avoid this bottom-up approach, ﬁnance executives should, instead, evaluate each proposal based on a ﬁrm’s “alternative” investment opportunities. Donaldson also developed a “grid of hurdle rates” for determining whether an aim is tactical or strategic.

4634 Hillman, R. H. 1971. “How to Redeploy Assets.” HBR 49 (November-December, no. 6): 95– 103. Companies seem more willing to divest themselves of low-return operations and apply those assets to areas that promise a better return. This trend stems from a scarcity of cash along with increased pressure being placed on companies by enhancing one’s higher-proﬁt operations by eliminating those which are less proﬁtable.

4635 Vandell, R. F. and R. M. Pennell. 1971. “Tight-Money Financing.” HBR 49 (SeptemberOctober, no. 5): 82–97. Most corporate ﬁnance ofﬁcers are experiencing difﬁculties with external ﬁnancing. As such, Vandell and Pennell compare debt to equity ﬁnancing.

293 4636 Sihler, W. W. 1971. “Framework for Financial Decisions.” HBR 49 (March-April, no. 2): 123–135.

Finance and Banking

4636–4653

Recent research generate practical ways for ﬁrms to improve their capital investment decision-making and attain long-term investment opportunities.

Sihler utilizes corporate ﬁnance theory to develop benchmarks for executives to develop sound debt, dividend, and capital investment policies.

4645 Bettauer, A. 1967. “Strategy for Divestments.” HBR 45 (March-April, no. 2): 116–124.

4637 Welter, P. 1970. “Put Policy First in DCF Analysis.” HBR 48 ( January-February, no. 1): 141– 148.

Bettauer describes an array of strategic and operational decisions that managers should consider in the early stages of divestment planning.

Welter explains how the “discounted cash ﬂow” method is a powerful tool for making investment decisions provided top management is involved in determining the proper discount rate and making sure that the cash ﬂow estimates are realistic.

4646 Hayes, S. L., III. 1966. “New Interest in Incentive Financing.” HBR 44 ( July-August, no. 4): 99–112.

4638 Gershefski, G. W. 1969. “Building a Corporate Financial Model.” HBR 47 ( July-August, no. 4): 61–72. Gershefski explains how Sun Oil Company developed a simulated corporate ﬁnancial model to improve their budgeting, operational control and planning operations.

4639 Dearden, J. 1969. “The Case Against ROI Control.” HBR 47 (May-June, no. 3): 124–135. Dearden examines mounting evidence involving deﬁciencies with this “best system” (i.e., return on investment or ROI) which renders it ineffective for most decentralized companies.

4640 Hayes, S. L., III and H. B. Reiling. 1969. “Sophisticated Financing Tool: The Warrant.” HBR 47 ( January-February, no. 1): 137–150. Hayes and Rawlings discuss the ways that warrant options are used by ﬁrms to generate capital and make acquisitions.

4641 Lerner, E. M. and A. Rappaport. 1968. “Limit DCF in Capital Budgeting.” HBR 46 (September-October, no. 5): 133–139. Lerner and Rappaport describe how the discounted cash ﬂow (DCF) methods favor projects that produce erratic year-to-year earnings. As such, the two propose an alternative approach that utilizes the present value concept when reported earnings do not rise at a stipulated annual rate.

4642 Hexter, R. M. 1968. “How to Sell Your Company.” HBR 46 (September-October, no. 5): 71–77. Selling one’s company is the most important investment decision an entrepreneur makes. Despite this, a paucity of research exists on this topic. Hexter emphasizes why an owner’s equity value must grow faster than is the case had the sale never transpired.

4643 Conrad, G. R. and I. H. Plotkin. 1968. “Risk/Return: U.S. Industry Pattern.” HBR 46 (March-April, no. 2): 90–99. Conrad and Plotkin reduce the elusive relationship of assessing risk versus the rate-of-return to mathematics for judging industry and company performance.

Hayes researched 29 life insurance carriers and found that astute companies utilize proﬁt-sharing arrangements as a way to avoid higher interest rates.

4647 Fanning, J. E. 1966. “How to Improve Investment Decisions.” HBR 44 ( January-February, no. 1): 156–168. Fanning discusses the impact of econometrics and managerial science on corporate ﬁnance.

4648 Tilles, S. 1966. “Strategies for Allocating Funds.” HBR 44 ( January-February, no. 1): 72–80. Tilles’s approach for allocating funds makes management consider their ﬁrm as a whole rather than a collection of disparate pieces.

4649 Ellis, C. D. 1965. “Repurchase Stock to Revitalize Equity.” HBR 43 ( July-August, no. 4): 119– 128. If the principal objective of capital strategy is to maximize a shareholder’s long-term interests, corporate ﬁnancial ofﬁcers should give careful consideration to buying back common stock.

4650 Baldwin, R. H. 1964. “Advances in Financial Management.” HBR 42 ( January-February, no. 1): 34–39, 171–178. [“Keeping Informed” Feature]— Baldwin reviews several recently published books that offer new approaches for solving the ﬁnancial problems plaguing many American ﬁrms.

4651 Dearden, J. 1962. “Mirage of Proﬁt Decentralization.” HBR 40 (November-December, no. 6): 140–154. Dearden ﬁnds that “proﬁt decentralization” efforts is more of a pitfall than a remedy for companies with an array of divisions.

4652 _____. 1962. “Limits on Decentralized Proﬁt Responsibility.” HBR 40 ( July-August, no. 4): 81– 89. Dearden describes why the “rate-of-return method” for controlling divisional actions will likely be inadequate unless safeguards are implemented.

4644 Hertz, D. R. 1968. “Investment Policies That

4653 Newman, L. E. and S. Brunell. 1962. “Different Dollars.” HBR 40 ( July-August, no. 4): 74– 80.

Pay Off.” HBR 46 ( January-February, no. 1): 96– 108.

Not all ﬁnancial decisions are alike. When people recognize this, dollar savings often result.

4654–4670

Finance and Banking

294

4654 Donaldson, G. 1962. “New Framework for Corporate Debt Policy.” HBR 40 (March-April, no. 2): 117–131. Firms never seem to have “rules of thumb” for evaluating their debt capacity. Management must then pay particular attention to its individual circumstances and objectives along with its cash ﬂow patterns.

4655 Vancil, R. F. 1961. “Lease or Borrow — Steps in Negotiation.” HBR 39 (November-December, no. 6): 138–159. In part 2 of a two-part series, Vancil provides a case study which demonstrates the ﬂexibility of leasing and how one can reduce their costs.

4656 _____. 1961. “Lease or Borrow — New Method of Analysis.” HBR 39 (September-October, no. 5): 122–136. Vancil maintains that the cost differential between leasing equipment as opposed to ﬁnancing its purchase may not be great. The difference lies in regards to the tax ramiﬁcations. Vancil’s approach factors in the after-tax costs to make this analysis more accurate and easier.

4657 Chambers, R. L. 1961. “How Not to Sell Your Company.” HBR 39 (May-June, no. 3): 105–108. [“Management Memo” Feature]— Chambers offers eight suggestions to avoid the “worse than death” feelings that many experience when closing on the sale of one’s ﬁrm.

4658 Walker, R. G. 1961. “The Judgment Factor in Investment Decisions.” HBR 39 (March-April, no. 2): 93–99. Walker focuses on some basic assumptions and background principles that are important before ﬁgures, formulas, and technical reﬁnements can be committed to paper for capital investment decisions.

4659 Dearden, J. 1960. “Problem in Decentralized Proﬁt Responsibility.” HBR 38 (May-June, no. 3): 79–86. The conventional methods that ﬁrms use to compute their investment in each division’s facilities typically encourage decisions that conﬂict with the over-all aims for that company. Dearden proposes an approach that ensures greater continuity between a company and each of its divisions.

ber of books that provide practical assistance to “nonﬁnancial operating executives.”

4662 Vancil, R. F. and R. N. Anthony. 1959. “The Financial Community Looks at Leasing.” HBR 37 (November-December, no. 6): 113–131. Vancil and Anthony explore how ﬁnancial analysts regard long-term leasing arrangements in conjunction to debt. The two also assess the analytical techniques that might be used to evaluate lease obligations.

4663 Baldwin, R. H. 1959. “How to Assess Investment Proposals.” HBR 37 (May-June, no. 3): 98– 104. Baldwin discusses some fallacies whenever present value is calculated in conjunction to the realities that a ﬁrm might encounter.

4664 Mathews, J. B., Jr. 1959. “How to Administer Capital Spending.” HBR 37 (April-May, no. 2): 87–99. Mathews probes how management can evaluate its capital spending needs in making sound decisions.

4665 McLean, J. G. 1958. “How to Evaluate New Capital Investments.” HBR 36 (November-December, no. 6): 59–69. McLean explains how important it is for a business to place a “time value” on all its capital investments and then describes how Continental Oil utilized the discounted cash ﬂow method for this purpose.

4666 Reul, R. I. 1957. “Proﬁtability Index for Investments.” HBR 35 ( July-August, no. 4): 116–132. Reul developed a proﬁtability index method, capable of generating straight-foward and impartial comparisons, relevant to the rate-of-return on any type of investment.

4667 Keezer, D. M. 1957. “Outlook for Capital Investment.” HBR 35 ( January-February, no. 1): 19– 34. [“Thinking Ahead” Feature]— Management must seriously examine the many new forces that are at work when making capital spending decisions since many traditional ideas are now obsolete.

4668 Ketchum, M. D. 1956. “Financial Management.” HBR 34 ( January-February, no. 1): 131–140. [“Looking Ahead” Feature]— Ketchum produced a reading list relevant to corporate ﬁnance.

4660 Ravenscroft, E. A. 1960. “Return on Investment: Fit the Method to Your Need.” HBR 38 (March-April, no. 2): 97–109.

4669 Robbins, S. M. 1955. “A Bigger Role for In-

Because no one method for calculating return on investment (ROI) can meet every need, Ravencroft describes three different types of return and the advantages each offers.

Too much debt might portend bankruptcy. Too little debt, however, can be a serious mistake in how ﬁrms can be deprived of the advantages of a well-balanced capital structure.

4661 Donaldson, G. 1959. “Finance for the Nonﬁnancial.” HBR 38 ( January-February, no. 1): 33– 36, 140–148.

4670 Scheuble, P. A., Jr. 1955. “How to Figure Equipment Replacement.” HBR 33 (September-October, no. 5): 81–94.

[“Looking Around” Feature]— The literature of ﬁnance has historically frustrated and confused many executives and entreprenuers. Donaldson reviews a num-

Most companies have no deﬁnite policy or procedure for determining when to replace equipment. Scheuble devised a method for determining equipment decisions

come Bonds.” HBR 33 (November-December, no. 6): 100–114.

295

Finance and Banking

4671–4688

predicated on company objectives and available working capital.

sues of common stock do not have the diluting effect on the value for that stock.

4671 Dean, J. 1954. “Measuring the Productivity of Capital.” HBR 32 ( January-February, no. 1): 120– 130.

4680 Abbott, C. C. 1944. “Working Capital During the Transition.” HBR 22 (Spring, no. 3): 291– 298.

Dean ﬁnds it distressing that company management lacks the requisite analytical and scientiﬁc control mechanisms to make sound capital decisions.

Abbott outlines a variety of working capital issues involving the supply of capital and credit that confront manufacturers.

4672 Soule, R. P. 1953. “Trends in the Cost of Capital.” HBR 31 (March-April, no. 2): 33–47.

4681 Littleton, A. C. 1938. “A Substitute for Stated Capital.” HBR 17 (Autumn, no. 1): 75–84.

Soule contends that management possesses the power to inﬂuence the cost of its equity capital to a much greater extent than in the case with borrowed capital.

Littleton defines “stated capital” as being both a ﬁxed sum and quantitative measurement that is derived from a company’s assets.

4673 Snider, J. L. 1952. “Funds for Stability.” HBR 30 ( July-August, no. 4): 86–96.

4682 Ebersole, J. F. 1938. “Inﬂuence of Interest Rates Upon Entrepreneurial Decisions in Business.” HBR 17 (Autumn, no. 1): 35–39.

Snider articulates how critical it is for companies to maintain “stability funds” to help minimize the adverse side of the business cycle. Congress also needs to revamp the tax code to create incentives for companies to pursue this course of action.

Because of time constraints and cost, Ebersole advocates using a sampling method known as the “case method” when researching the impact of interest rates on corporate expansion or contraction activities.

4674 Edmunds, S. 1952. “Plant Capacity: Too Much or Too Little?” HBR 30 ( July-August, no. 4): 75–85.

4683 Crum, W. L. 1938. “Earning Power with Respect to the Size of the Organization.” HBR 17 (Autumn, no. 1): 15–30.

Edmunds analyzes the factors that play into a company’s decision to invest in plant and equipment outlays, with heavy emphasis placed on projecting consumer demand.

4675 Heller, W. W. 1951. “The Anotomy of an Investment Decision.” HBR 29 (March, no. 2): 95–103. Heller surveyed manufacturing companies from the Twin Cities to gauge their decision-making apparatus on making a variety of investment decisions (e.g., where these proposals originate, how they are screened, and who makes the ﬁnal approval for these capital spending decisions).

4676 Anderson, C. J. 1950. “Trends in the Supply of Equity Capital.” HBR 28 (September, no. 5): 79–89. Anderson discusses why increasing numbers of companies are more reliant on retained earnings compared to issuing new issues of stock for equity capital purposes.

4677 Edmunds, S. 1950. “Financing Capital Formation.” HBR 28 ( January, no. 1): 33–41. Edmunds deﬁnes capital formation as the process of creating tangible plant and equipment to produce consumable goods. Moreover, Edmunds believes that America’s growth in capital formation is the primary reason for its being the world’s most dynamic economy.

4678 Miller, S. L. 1948. “The Equity Capital Problem.” HBR 26 (November, no. 6): 671–679. With the supply of available venture capital diminishing, Miller worries that companies are likely to resort to debt in lieu of equity ﬁnancing arrangements.

4679 Guthmann, H. G. 1945. “Dilution and Common Stock Financing.” HBR 23 (Winter, no. 2): 246–252. Guthmann points out circumstances in which new is-

Over the span of a ﬁve year study, Crum determined that the return on equity was consistently better for larger-sized companies than it is with their smaller counterparts.

4684 _____. 1938. “Corporate Earnings on Invested Capital.” HBR 16 (Spring, no. 3): 336–350. Believing that return on invested capital represents one of the most signiﬁcant measures of corporate performance, Crum analyzes the differences for return on invested capital between 1932 and 1936.

4685 Sweeney, H. W. 1934. “Approximation of Appraisal Values in Index Numbers.” HBR 13 (October, no. 1): 108–115. Sweeney ﬁnds appraisal cost (i.e., its replacement cost) to be a more effective tool for managers and creditors than valuation costs when making decisions relevant to corporate ﬁnance.

4686 Holt, W. A. and E. L. Morris. 1934. “Some Aspects of Reacquired Stock, 1931–1933.” HBR 12 ( July, no. 4).

4687 “The New Policy of the American Telephone and Telegraph Company.” 1928. HBR 7 (October, no. 1): 74–86. [“Summaries of Business Research” Feature]— The American Telephone and Telegraph Company opted to plow a signiﬁcant portion of its earnings back to the company for improving service and reducing its rates since its board sees their mission as a public trust.

4688 “Market Capitalization Rates of Industrial Earnings.” 1927. HBR 6 (October, no. 1): 75–80. [“Summaries of Business Research” Feature]— Describes the “capitalization of earnings” method which is

4689–4705

Finance and Banking

296

frequently used to appraise a common stock’s value because of its simplicity.

4689 “Is There One Kind of Value?” 1927. HBR 5 ( January, no. 2): 236–239. [“Legal Developments Signiﬁcant in Business” Feature]—A number of federal court decisions illustrate how important the notion of “valuation” is throughout business.

4690 Berle, A. A. 1926. “Protection of Non-Voting Stock.” HBR 4 (April, no. 3): 257–265.

4697 Spear, H. M. 1949. “Dividend Policies Under Changing Price Levels.” HBR 27 (September, no. 5): 612–621. Spear maintains that legal action from shareholders is plausible given the manner in which corporate directors determine dividend payments.

4698 Robinson, R. I. 1948. “Bank Capital and Dividend Policies.” HBR 26 ( July, no. 4): 398–409. Robinson describes how a bank’s dividend policies are a source of consternation for bank regulators.

Corporate control by managerial interests can be achieved if one’s common stock is divided into two or more classes of stock, for which only one class has voting privileges.

4699 Littleton, A. C. 1937. “Business Proﬁts as a Legal Basis for Dividends.” HBR 16 (Autumn, no. 1): 51–51.

4691 “Use of Financial Ratios.” 1925. HBR 4 (Oc-

Littleton discusses some recent changes that a number of states have enacted with regards to regulating dividend payments.

tober, no. 1): 79–93. [“Summaries of Business Research” Feature]— Financial ratios are ﬁgures that one can use to express relationships between two or more items on a balance sheet or income statement. Their popularity is increasing among company management and commercial bankers.

Dividend Policies or Strategies 4692 Baker, H. K. and W. H. Seippel. 1980. “Dividend Reinvestment Plans Win Wide Currency.” HBR 58 (November-December, no. 6): 182–186. [“Ideas for Action” Feature]— Baker and Seippel explain how a dividend reinvestment plan operates.

4693 MacDougal, G. E. 1967. “Investing in a Dividend Boost.” HBR 45 ( July-August, no. 4): 87–92. Few corporations use the ROI concept to determine their dividend payouts. MacDougal proposes a method by which management can apply an investment approach to its dividend policy without neglecting the importance of stability.

4700 Sage, G. H. 1937. “Dividend Policy and Business Contingencies.” HBR 15 (Winter, no. 2): 245–252. Sage describes why companies need to establish proper and formalized dividend policies since proﬁts can only be distributed through dividend payments.

4701 Siegel, S. N. 1932. “Stock Dividends.” HBR 11 (October, no. 1): 76–87. Dividends are the return that corporations pay for their common stock that represent partial proﬁts. Dividend payments are in no way deﬁnite or certain given how they are contingent on proﬁts.

4702 Wilbur, D. E. 1932. “A Study of the Policy of Dividend Stabilization.” HBR 10 (April, no. 3): 373– 381. Dividend policies for America’s largest and strongest publicly traded corporations are being drastically revamped given the current economic conditions.

4703 “The Dividend Limit.” 1927. HBR 5 ( July,

4694 Porterﬁeld, J. T. S. 1959. “Dividends, Dilu-

no. 4): 501–507.

tion, and Delusion.” HBR 37 (November-December, no. 6): 56–61.

[“Legal Trends Signiﬁcant in Business” Feature]— Spells out the responsibilities corporate directors have in establishing dividend payout levels.

Porterﬁeld compares stock dividends with cash dividends, and stock rights to aid management in its ﬁnancial planning and shareholders who may not grasp the differences between the three formats.

4695 Barker, C. A. 1958. “Evaluation of Stock Dividends.” HBR 36 ( July-August, no. 4): 99–114. Barker points out how infrequent, but larger-sized, dividend payments might be more desirable than making consistent payments that are often cumbersome.

4696 Bothwell, J. C., Jr. 1950. “Periodic Stock Dividends.” HBR 28 ( January, no. 1): 89–100. From studying the companies listed on the New York Stock Exchange, Bothwell believes that if the beneﬁts for paying dividends are better understood, more ﬁrms would utilize them. Bothwell also discusses the differences between periodic and extraordinary dividend payments.

4704 “Stock Dividends: Capital or Income.” 1926. HBR 5 (October, no. 1): 102–115. [“HBR Legal Developments Signiﬁcant in Business” Feature]— Some signiﬁcant developments have arisen relevant to dividend payments from income tax policy changes.

Initial Public Offerings 4705 Champion, D. 2001. “Too Soon to IPO?” HBR 79 (February, no. 2): 35–46. [“HBR Case Study” Feature]— Champion’s case study probes whether a titanium extraction company should risk becoming publicly traded since their extraction technologies have not yet been perfected.

297 4706 Arnold, J. L. 1985. “Exempt Offerings: Going Public Privately.” HBR 63 ( January-February, no. 1): 16–30. [“Growing Concerns” Feature]— Recent Congressional and Securities Exchange Commission actions are increasing the attractiveness of raising capital through exempt offerings instead of going public.

4707 Salomon, R. 1977. “Second Thoughts on Going Public.” HBR 55 (September-October, no. 5): 126–131. Having taken an individually owned company public, Saloman reﬂects on his decision and offers a list of questions that individuals should ponder before doing the same thing.

4708 Sears, G. A. 1968. “Public Offerings for Smaller Companies.” HBR 46 (September-October, no. 5): 112–120. Sears describes the underwriting process and how the over-the-counter market operates even though “going public” is rarely the best solution for most smaller companies.

Institutional Investment 4709 Pozen, R. C. 2004. “Fixing the Pension Fund Mix.” HBR 82 (March, no. 3): 24–25. [“Forethought” Feature]— Pozen ﬁnds that pension trustees should worry less about the stocks their managers pick and more about getting the right asset mix.

4710 Stewart, G. B., III. 2003. “Pension Roulette: Have You Bet Too Much on Equities?” HBR 81 ( June, no. 6): 104–109. Stewart excoriates companies and fund managers for thinking that they could get ahead by heavily investing their pension assets in the stock market.

4711 Woidtke, T., L. Bierman and C. Tuggle. 2003. “Reining in Activist Funds.” HBR 81 (March, no. 3): 22–23. [“Forethought” Feature]—Many public pension funds aggressively pursue social issue, pro-labor and environmental topics. Woidtke and her coauthors’s research shows how the stock market adversely reacts to corporations who engage in such strategies.

4712 Pozen, R. C. 1994. “Institutional Investors: The Reluctant Activists.” HBR 72 ( January-February, no. 1): 140–149. Pozen emphasizes that corporate executives need to realize how institutional investors are not out to take control of American companies or to implement a German or Japanese model of intense institutional involvement.

4713 Drucker, P. F. 1991. “Reckoning with the Pension Fund Revolution.” HBR 69 (March-April, no. 2): 106–114. As pension funds become the dominant owners of publicly-held companies, the trustees for these pension

Finance and Banking

4706–4720

funds need to recognize their responsibility for ensuring that a robust ﬁnancial performance is achieved.

4714 Taylor, W. 1990. “Can Big Owners Make a Big Difference?” HBR. 68 (September-October, no. 5): 70–82. [“In Question” Feature]— Taylor contends that the ﬁduciaries responsible for today’s large pension funds are the capital managers of America’s economy. As such, pension fund managers have a responsibility to participate in corporate governance, maintain a dialogue with company management and be candid on how they intend to utilize their ﬁnancial strength.

4715 Crowell, R. A. and R. E. Mainer. 1980. “Pension Fund Management: External or Internal.” HBR 58 (November-December, no. 6): 180–182. [“Ideas for Action” Feature]— Crowell and Mainer report on how a growing number of corporations are managing their pension funds in-house rather than utilizing asset management services and investment counselors.

4716 Kent, G. H. 1979. “Team Management of Pension Money.” HBR 57 (May-June, no. 162–167): 162–167. In the aftermath of heavy stock market losses in 1973 and 1974, Kent explains how Honeywell and several other corporations mandated that their pension fund managers work collaboratively with one another instead of being pitted off against one another.

4717 Tepper, I. 1977. “Risk vs. Return in Pension Fund Investment.” HBR 55 (March-April, no. 2): 100–107. Tepper offers a technique for penion fund managers to determine proper investment mixes in conjunction to the ﬁnancial goals of the organization.

4718 Kennedy, R. G. 1976. “On the Behavior of Retorts, Stills, and Trickle-Stills.” HBR 54 (MarchApril, no. 2): 8–14. [“Ideas for Action” Feature]— Kennedy describes why the Ford Foundation’s 1975 investment portfolio outperformed almost every investment indicator.

4719 Farrar, D. E. 1972. “The Coming Reform on Wall Street.” HBR 50 (September-October, no. 5): 108–117. Institutional investors are playing a more dominant role in the stock market. By seeking lower brokerage rates and avoiding rules that prohibit certain reciprocal services, Farrar explains how institutions can avoid the New York Stock Exchange and threby channel their business through regional exchanges and “third market” dealers.

4720 Ellis, C. D. 1972. “Caution on Pension ROI Assumptions.” HBR 50 ( July-August, no. 4): 6–15, 146. As contributions to corporate pension funds grow, companies are boosting the expected “return on investment” which lowers the annual “ante” that a company must make to the “kitty.”

4721–4738

Finance and Banking

298

4721 Treynor, J. L. and K. K. Mazuy. 1966. “Can Mutual Funds Outguess the Market?” HBR 44 ( July-August, no. 4): 131–136. Treynor and Mazuy describe their empirical research on the performances of 57 mutual funds.

4722 Williams, C. M. and H. A. Williams. 1960. “Incentive Financing: A New Opportunity.” HBR 38 (March-April, no. 2): 123–134. With incentive ﬁnancing, many companies, in need of long-term funds, can now attract capital from institutional investors.

4723 Andrews, V. L. 1959. “Pension Funds in the Securities Markets.” HBR 37 (November-December, no. 6): 90–102. Andrews’s study of the impact of pension funds on the stock and bond markets produced some surprising results.

4724 Cottle, C. S. and W. T. Whitman. 1950. “Formula Plans and the Institutional Investor.” HBR 28 ( July, no. 4): 84–96. Cottle and Whitman assess the basic characteristics of certain formula plans for guiding institutional investors in the timing of their investments.

4725 Carter, W. D. 1949. “Mutual Investment Funds.” HBR 27 (November, no. 6): 715–740. Carter describes how investors hold “pro-rata” ownership in the portfolio for a mutual fund, a relatively new and increasingly popular ﬁnancial instrument.

4726 Edmunds, S. 1947. “Outlets for Life Insurance Investment.” HBR 25 (Summer, no. 4): 409–431. Edmunds wonders whether the United States is locked into an advanced stage of industrialization and whether this will affect the investment portfolio of insurance companies and other institutional investors.

4727 Guthmann, H. G. and E. A. Dauer. 1935. “Stocks vs. Bonds vs. Life Insurance Investments During the Depression.” HBR 13 ( January, no. 2): 237–248. With the end of the depression imminent, many wonder why insurance companies are not engaging in more aggressive equity strategies.

4728 Dewing, A. S. 1931. “Investment Trusts.” HBR 10 (October, no. 1): 24–29. With managed trusts, trustees control the portfolio mix and may select investments when they see ﬁt. Fixed trusts differ because the portfolio was predetermined when the trust was formed.

4729 Thomas, J. A. 1930. “Investment Trusts in America: A Three Year Record.” HBR 9 (October, no. 1): 78–88.

percent of outstanding equities are owned by banks or insurance companies.

4731 Ryan, F. W. and A. Standish. 1925. “Investments of Banks and Insurance Companies.” HBR 3 ( July, no. 4): 414–423. Ryan and Standish describes how, circa. 1919, banks and the insurance companies owned 18 percent of United States issued outstanding securities.

4732 Kilbourne, R. D. 1925. “American Investment Trusts.” HBR 3 ( January, no. 2): 160–170. Kilbourne describes how investment trusts are designed to enhance the degree of safety for every investor.

4733 Campbell, E. M. 1924. “Some Management Problems of Investment Trusts.” HBR 2 (April, no. 3): 296–302. Campbell articulates how the earning power of an investment trust company is really derived from the large amount of borrowed and preference capital obtained at lower rates of interest as opposed to the yield from their investments.

International Finance 4734 Wells, L. T. and E. S. Gleason. 1995. “Is Foreign Infrastructure Investment Still Risky?” HBR 73 (September-October, no. 5): 44–55. [“World View” Feature]—Wells and Gleason examine the advantages and drawbacks in private investment being made for Asia, Latin America and Africa’s infrastructure.

4735 O’Brien, R. 1995. “Who Rules the World’s Financial Markets?” HBR 73 (March-April, no. 2): 144–151. [“Books in Review” Feature]—Two recently published books relevant to international ﬁnancial system by Gregory Millman and the Bretton Woods Commission are reviewed by O’Brien.

4736 Hale, D. D. 1990. “Global Finance and the Retreat to Managed Trade.” HBR 68 ( January-February, no. 1): 96–104. Hale believe that America’s ﬁnancial institutions might suffer from the same market erosion that American manufacturers have. The rise of Japanese ﬁnancial might in conjunction to how the American economy has contracted makes this particularly plausible.

4737 Schrage, M. 1989. “A Japanese Giant Rethinks Globalization: An Interview with Yoshihisa Tabuchi.” HBR 67 ( July-August, no. 4): 70–76.

4730 Richter, F. E. and A. Standish. 1925. “In-

Nomura Securities is the world’s largest and most proﬁtable ﬁnancial institution. Schrage’s interview with Yoshihisa Tabuchi, Nomura’s CEO, touches on how globalization is transpiring in the ﬁnancial services industry.

vestments of Real Estate and Insurance Companies.” HBR 3 ( July, no. 4): 414–423.

4738 Banker, P. 1983. “You’re the Best Judge of Foreign Risks.” HBR 61 (March-April, no. 2): 157–165.

Richter and Standish estimate that 15 percent to 20

Banker offers suggestions to executives to assess the

Having been insigniﬁcant until the 1920s, investment trusts are growing at an astronomical rate.

299 ﬁnancial risks they face when engaged in international business.

4739 Dyment, J. J. 1978. “International Cash Management.” HBR 56 (May-June, no. 3): 143–150. With the risk and costs associated with international transactions, Dyment describes how companies are changing the manner in which they meet these obligations.

4740 Davis, S. I. 1976. “How Risky Is International Lending?” HBR 55 ( January-February, no. 1): 135–143. Davis looks at the risks inherent with international lending practices because of the Bankhaus Herstatt collapse of 1974.

4741 Ozeki, T., Y. Kanzaki and J. Riker. 1974. “Going to Tokyo for Corporate Capital.” HBR 52 ( July-August, no. 4): 91–98. Companies operating worldwide are faced with an array of complex ﬁnancial needs that require tapping the global capital markets of New York, Tokyo or London. Ozeki and his coauthors describe the intricacies of Tokyo’s market and why few non–Japanese companies can satisfy these requirements.

4742 Ankrom, R. K. 1974. “Top-Level Approach to the Foreign Exchange Problem.” HBR 52 ( JulyAugust, no. 4): 79–90. Ankrom empathizes with top management if they feel bewildered by changes involving the U.S. dollar in world ﬁnancial markets, the price of gold and other translation losses.

4743 Wooster, J. T. and G. R. Thoman. 1974. “New Financial Priorities for MNCs.” HBR 52 (May-June, no. 3): 58–68. Recent shifts in currency rates and in economic resources makes international ﬁnance riskier than ever. Wooster and Thoman describe new techniques that multinational corporations can use to analyze the forces that shape international ﬁnance.

4744 Teck, A. 1974. “Control Your Exposure to Foreign Exchange.” HBR 52 ( January-February, no. 1): 66–75. Teck describes how companies with foreign subsidiaries face intense monetary risks and uncertainties. These companies, however, must be adroit at devising strategies for working around these ﬂuctuations.

4745 Ekblom, H. E. 1973. “European Direct Investments in the United States.” HBR 51 ( July-August, no. 4): 16–26, 146–150. [“Special Report” Feature]— Ekblom contends that private European capital has established a direct impact throughout the United States which is extensive and growing fast.

4746 Davis, S. I. 1973. “A Buyer’s Market in Eu-

Finance and Banking

4739–4755

4747 Litetaer, B. A. 1970. “Managing Risks in Foreign Exchange.” HBR 48 (March-April, no. 2): 127– 138. Litaer describes a new computer model that makes ﬁnancing international operations and subsidiaries safer and simpler through hedging techniques.

4748 Garrett, R. and M. F. O. Harris. 1965. “Opportunity in Foreign Bonds.” HBR 43 (NovemberDecember, no. 6): 73–80. Garrett and Harris analyze investment problems stemming from recent developments in the international capital market sector.

4749 Conick, M. C. 1953. “Stimulating Private Investment Abroad.” HBR 31 (November-December, no. 6): 104–112. Conick claims the biggest problem deterring businessmen from pursuing foreign operations are fears of war and civil disorder. “Accelerated amortization” would help alleviate some of these problems.

4750 Jolly, P. 1935. “Clearing Off International Commercial Debts.” HBR 13 ( January, no. 2): 186– 192. Jolly describes the “international clearing agreements” that France has with other European nations for settling commercial debts stemming from World War I.

4751 Darkin, A. W. 1932. “Foreign Securities in the American Money Market, 1914–1930.” HBR 10 ( January, no. 2): 227–240. Darkin describes how the United States became a creditor nation following World War I and the 1929 stock market crash.

4752 Kilbourne, R. D. 1931. “First Year of the Bank for International Settlements.” HBR 10 (October, no. 1): 54–61. Kilbourne assesses the strengths and weaknesses of The Bank of International Settlements, created in 1930, to remove the reparation issues from politics.

4753 Schacht, H. 1931. “The Money Markets Before and After the War.” HBR 9 ( January, no. 2): 129–139. Prior to 1850, Schact describes how the capital utilized for global business originated in England and how France, Switzerland, the Netherlands along with Germany later competed with Great Britain for this global capital market.

4754 Van Der Mandele, K. P. 1930. “The Bank for International Settlements.” HBR 8 ( January, no. 2): 129–136. Van Der Mandele describes The Bank for International Settlements’ role as a banking clearinghouse for Germany’s reparations payments.

rodollars.” HBR 51 (May-June, no. 3): 119–130.

4755 Warburg, P. M. 1924. “American Banks and

Davis explains how the intense competition among international banks in European markets is triggering favorable terms for American corporate borrowers.

Foreign Trade.” HBR 3 (October, no. 1): 20–26. American banks have begun ﬁnancing American merchants doing business in foreign countries.

4756–4769

Finance and Banking

300

4756 Kuczynski, R. R. 1923. “The Real Signiﬁcance of Recent German Stock Exchange Quotations and Dividends.” HBR 2 (October, no. 1): 23– 27. Kuczynkski examines whether or not German securities are still undervalued despite the recent rise in German stock prices.

Investment Banking, Private Equity, Capital Markets and Venture Capital Issues 4757 Gottschalg, G. and L. Phalippou. 2007. “The Truth About Private Equity Performance.” HBR 85 (December, no. 12): 17–20. [“Forethought” Feature]— Gottschalg and Phalippou ﬁnd that the performance of private equity ﬁrms is often exaggerated because of the way these results get measured.

4758 Pozen, R. C. 2007. “If Private Equity Sized Up Your Business.” HBR 85 (November, no. 11): 78–87. Firms purchased with private equity capital possess a discipline that emanates from their capital structure, low after-tax cost of capital and the metrics they utilize to monitor their performance. Publicly-traded ﬁrms need the same discipline.

4759 Beck, S. and T. Ogden. 2007. “Beware of Bad Microcredit.” HBR 85 (September, no. 9): 20– 22. [“Forethought” Feature]— Scant evidence exists that microcredit lending will alleviate poverty. Beck and Ogden describe how corporate efforts often backﬁre because microcredit is without standardized outcome-based measures for facilitating sound funding decisions.

4760 Mullins, J. W. 2007. “Good Money After Bad.” HBR 85 (March, no. 3): 37–48. [“HBR Case Study” Feature]—An entrepreneur’s proprietary technology is not panning out as planned. In addition, the capital that a venture capital ﬁrm invested in this entrepreneur is nearly gone. The same entrepreneur has now developed a second product. Should this venture capital ﬁrm invest an additional $400,000 in this new product?

4761 Mullins, J. W. 2004. “Take the Money and Run.” HBR 82 (November, no. 11): 35–47. [“HBR Case Study” Feature]— Petrolink is a ﬁctitious Russian pipeline operator in the Baltic Sea that needs venture capital. One venture capital company may have engaged in a breach of trust over the issue of ownership dilution. Mullins’s case study probes whether Petrolink should accept this venture capitalist’s money.

business transformations that generate exceptional returns for investors. Rogers and his coauthors studied over 2,000 private equity transactions and found that success comes from the rigor that the top performers manage their businesses.

4763 Chesbrough, H. W. 2002. “Making Sense of Corporate Venture Capital.” HBR 80 (March, no. 3): 90–99. Chesbrough discusses a new framework that can help companies identify which venture capital investments can yield the highest level of growth.

4764 Hutton, A. 2001. “Four Rules for Taking Your Message to Wall Street.” HBR 79 (May, no. 5): 125–132. [“Best Practice” Feature]—Hutton describes four basic rules that exist for ﬁrms to communicate with Wall Street analysts.

4765 Mills, D. Q. 2001. “Who’s to Blame for the Bubble?” HBR 79 (May, no. 5): 22–23. [“Forethought” Feature]— Mills argues that the tactical errors committed by investors were insufﬁcient to create the dot.com bubble that burst the capital markets. Venture capitalists, investment banks and brokerage houses, instead, bear the brunt of the dot-com disaster in how they hyped these dot.com shares.

4766 Champion, D. 2000. “A Stealthier Way to Raise Money.” HBR 78 (September-October, no. 5): 18–19. [“Forethought” Feature]— Many entrepreneurs are turning to other forms of ﬁnancing in lieu of venture capitalists. Champion descibes a new type of “angel” investor, that is not only tight-lipped but more willing to align themselves with the vision and strategy of the ﬁrm’s founders.

4767 Zider, B. 1998. “How Venture Capital Works.” HBR 76 (November-December, no. 6): 131–139. Venture capitalists are the people who enabled the computer industry to expand. In their early days, venture capitalists were legendary for their risk taking and their practical operating experience. Today’s venture capitalists resemble conservative bankers. Zider analyzes the current venture capital system and offers some practical suggestions to entrepreneurs considering venture funding.

4768 Porter, M. E. 1992. “Capital Disadvantage: America’s Failing Capital Investment System.” HBR 70 (September-October, no. 5): 65–83. The American system for allocating investment capital places American companies at a serious disadvantage in conjunction to their global competitors. Porter explains how capital investment is a crucial component for maintaining a competitive advantage and that the longterm growth of the American economy is adversely affected by this.

4762 Rogers, P., T. Holland and D. Haas. 2002. “Value Acceleration: Lessons from Private-Equity Masters.” HBR 80 ( June, no. 6): 94–101.

4769 Kester, W. C. and T. A. Luehrman. 1992.

Successful private equity ﬁrms typically lead dramatic

Kester and Luehrman argue how empirical evidence

“The Myth of Japan’s Low-Cost Capital.” HBR 70 (May-June, no. 3): 130–138.

301 will not support the claim that average capital costs are signiﬁcantly higher for America’s manufacturing sector compared to their Japanese counterparts.

4770 Rock, A. 1987. “Strategy vs. Tactics from a Venture Capitalist.” HBR 65 (November-December, no. 6): 63–69. As a leading American venture capitalist, Rock discusses how an entrepreneur can create a successful, thriving enterprise.

4771 Torpey, W. J. and J. A. Viscione. 1987. “Mezzanine Money for Smaller Businesses.” HBR 65 (May-June, no. 3): 116–122. [“Growing Concerns” Feature]— A “mezzanine” ﬁnancing package of ﬁve to seven years may be very attractive for a ﬁrm that has stable earnings and is well beyond the start-up phase but cannot ﬁnd long-term capital to ﬁnance their growth. The interest rate costs is no more than what “senior” debt costs. The difference is that lenders are given the right to purchase a small slice of the company’s common stock at a later date.

4772 Hoffman, H. M. and J. Blakey. 1987. “You Can Negotiate with Venture Capitalists.” HBR 65 (March-April, no. 2): 16–24. [“Growing Concerns” Feature]— When dealing with venture capitalists, Hoffman and Blakey stress that an entrepreneur must be careful in examining every provision in an agreement so that their interests are adequately provided for.

4773 Budd, N. 1983. “The Future of Commodity-Indexed Financing.” HBR 61 ( July-August, no. 4): 44–50. [“Ideas of Action” Feature]— Budd describes the attraction that investors have for commodity-linked bonds and why they would accept a lower market yield that is contingent on rising commodity price trends over a medium-to a long-term period.

4774 Hardymon, G. F., M. J. DeNino and M. S. Salter. 1983. “When Corporate Venture Capital Doesn’t Work.” HBR 61 (May-June, no. 3): 114–121.

Finance and Banking

4770–4784

Gumpert describe how a resurrenge in new issues, coupled with capital gains rates being slashed, has insurance companies, pension funds and wealthy individuals investing in small companies.

4777 Stetson, C. P., Jr. 1980. “The Reshaping of Corporate Financial Services.” HBR 58 (September-October, no. 5): 134–142. With government deregulation, a transformation is taking place among commercial banks, insurance companies and securities ﬁrms. These institutions will bear little resemblance to their historical mission.

4778 Friedman, B. M. 1980. “The Financing Must Come, but from Where.” HBR 58 (September-October, no. 5): 52–56. [“Ideas for Action” Feature]— Friedman wonders whether the world’s ﬁnancial institutions (i.e., the banks, securities markets and venture capitalists) are capable of adapting to the many economic challenges that are likely during the 1980s.

4779 Logue, D. E. and R. J. Rogalski. 1979. “Does It Pay to Shop for Your Bond Underwriter?” HBR 57 ( July-August, no. 4): 111–117. Logue and Rogalski study whether signiﬁcant differences in underwriting costs exist between investment banks.

4780 Gumpert, D. E. 1979. “Venture Capital Becoming More Widely Available.” HBR 57 ( JanuaryFebruary, no. 1): 178–192. [“Growing Concerns” Feature]—Gumpert sees venture capital as resurfacing after a dreadful period throughout most of the 1970s. Most of this stems from an improved new issues and mergers market. Venture ﬁrms are also “rolling over” older investments and freeing up capital for new investments.

4781 Hayes, S. L., III. 1979. “The Transformation of Investment Banking.” HBR 57 ( January-February, no. 1): 153–170. Hayes describes how cut-throat competition is wreaking havoc and instability throughout the securities industry.

Hardymon, DeNino and Salter argue that as companies grow older, the process for generating a sense of “internal diversiﬁcation” is difﬁcult because of “procedure” and how other forms of bureaucracy seeps in. As such, small companies are likely to be more innovative than their larger counterparts and, subsequently, lucrative to venture capitalists.

4782 _____. 1971. “Investment Banking: Power Structure in Flux.” HBR 49 (March-April, no. 2): 136–152.

4775 Arnold, J. H., III. 1982. “How to Negotiate a Term Loan.” HBR 60 (March-April, no. 2): 131–138.

4783 Rosenbloom, R. S. and J. K. Shank. 1970.

As a longtime commercial loan executive, Arnold offers an array of ideas to help companies negotiate effective strategies for obtaining commercial loans from the major banks.

4776 Timmons, J. A. and D. E. Gumpert. 1982. “Discard Many Old Rules About Getting Venture Capital.” HBR 60 ( January-February, no. 1): 152– 156. [“Growing Concerns” Feature]— Timmons and

Hayes explains how investment bankers operate as well as their power in the securities industry.

“Let’s Write Off MESBIC’s.” HBR 48 (SeptemberOctober, no. 5): 90–97. Rosenbloom and Shank discuss why companies should be discouraged from sponsoring a “Minority Enterprise Small Business Investment” company.

4784 McLean, J. G. 1963. “Financing Overseas Expansion.” HBR 41 (March-April, no. 2): 53–65. McLean argues that American ﬁnancial institutions should develop better methods to channel private capital into foreign business ventures.

4785–4799

Finance and Banking

302

4785 Bernstein, P. L. 1962. “Capital in the American Economy.” HBR 40 (March-April, no. 2): 170– 175. [“Keeping Informed” Feature]— Bernstein reviews Simon Kuznets’s new book on whether the United States economy can generate the capital it needs for the future.

4786 Howell, P. L. 1953. “Competition in the Capital Markets.” HBR 31 (May-June, no. 3): 83–93. A Department of Justice grievance with investment bankers emanates from prewar thinking and conditions. With the changes that have occured in the capital markets, Howell contends that nothing signiﬁcant can be accomplished through federal mandates.

4787 Corey, E. R. 1950. “Corporate Financing in Direct Placement.” HBR 28 (November, no. 6): 67– 76. Corey discusses how increasing levels of “debt securities” are now marketed through private channels instead of by public ﬂoatation.

4788 Butler, W. F. and R. P. Ulin. 1950. “Business Needs for Venture Capital.” HBR 28 ( July, no. 4): 52–65. Butler and Ulin describe how the American economy is undergoing acute shortages of venture capital.

4789 Robbins, S. M. 1949. “Competitive Bidding in Sale of Securities.” HBR 27 (September, no. 5): 646–664. Robbins discusses the beneﬁts from using competitive bidding as opposed to negotiations when marketing new issues of corporate securities.

4790 Splawn, W. M. M. 1932. “Legal Aspects of the Proposed Regulation of the Railroad Holding Company.” HBR 10 ( July, no. 4): 471–481. Splawn describes how holding and investment companies differ. The former, through ownership of stock in a particular company, seeks to inﬂuence the company’s strategic decision making. Investment companies, in contrast, make no effort to engage in the strategic decision making process.

4791 Martin, B. F. 1931. “Recent Movements in the Commercial Paper Market.” HBR 9 (April, no. 3): 360–370. Martin describes the rise of commercial paper and its importance with American money markets since the beginning of the 20th century.

4792 “Specialization by a Small Investment Banking House.” 1924. HBR 3 (October, no. 1): 115–120. [“HBR Case Study” Feature]— A small investment banking ﬁrm opted to discontinue buying street-railway bonds given the decline in their investment value. The ﬁrm now needs to decide what type of bond should be originated in lieu of the street-railway issues.

4793 “Methods in the Distribution of Securities to Investors by an Originating House.” 1924. HBR 3 (October, no. 1): 104–112. [“HBR Case Study” Feature]—The Benton Company,

a prominent originating and retailing investment bank, is examining ways to distribute three new issues of securities.

Publicly Traded Companies or Disclosure Process 4794 O’Brien, L. 2004. “How to Restore the Fiduciary Relationship.” HBR 82 (May, no. 5): 70–77. [An Interview with Eliot Spitzer]— Spitzer describes the challenge of protecting public markets from conﬂicts of interest and what business leaders should do to restore their critical ﬁduciary duties.

4795 Frigo, M. L. and J. Litman. 2004. “Give My Regrets to Wall Street.” HBR 82 (February, no. 2): 43–51. [“HBR Case Study” Feature]—It’s only been four years since First Rangeway Consulting went public. To CEO Kenneth Charles, however, it seems like a lifetime. The stock is down 80 percent from its peak value, potential hires are wary, and the company feels beleaguered by Sarbanes-Oxley and SEC requirements.

4796 Healy, P. M. and K. G. Palepu. 2003. “How the Quest for Efﬁciency Corroded the Market.” HBR 81 ( July, no. 7): 76–85. The attempts by policy makers to improve U.S. ﬁnancial markets have critically weakened those institutions which protect investors from abuse. As such, Healy and Palepu argue that radical reform is imperative for strengthening these regulatory institutions.

4797 Collingwood, H. 2001. “The Earnings Game: Everyone Plays, Nobody Wins.” HBR 79 ( June, no. 6): 65–74. Collingwood explains how quarterly earnings ﬁgures dominate the decisions of top management, analysts and investors even though they provide little use for planning a ﬁrm’s future strategic direction or cash ﬂow.

4798 Handy, C. 1997. “The Citizen Corporation: Company as Community.” HBR 75 (SeptemberOctober, no. 5): 26–28. [“Looking Ahead” Function]— Handy believes that public corporations are communities that were formed from a common purpose. Moreover, these corporations will see that there is a far more important objective than generating short-term proﬁts such as enriching the lives of their employees, their communities and the environment.

4799 Bhide, A. 1994. “Efﬁcient Markets, Deﬁcient Governance.” HBR 72 (November-December, no. 6): 128–140. Bhide explains how Securities and Exchange Commission (SEC) regulations create a distant relationship and sense of mistrust between a ﬁrm’s management and its shareholders and that “regulation reform” might provide shareholders with a greater role in corporate governance.

303 4800 Rappaport, A. 1990. “The Staying Power of the Public Corporation.” HBR 68 ( January-February, no. 1): 96–104. Rappaport shares Michael Jensen’s 1989 criticism over current strategic and ﬁnancial practices of publicly-traded companies. However, he disagrees with Jensen, on whether leverage buyouts [LBOs] or becoming privatelyheld can ever replace the publicly-traded corporation.

4801 Jensen, M. C. 1989. “Eclipse of the Public Corporation.” HBR 67 (September-October, no. 5): 61–75. Jensen ﬁnds that publicly-held corporations have outlived their usefulness in many sectors of the American economy and then offers ideas on what might replace them.

4802 Ruhnka, J. and J. W. Bagby. 1986. “Disclo-

Finance and Banking

4800–4816

Exchange Commission may mandate for every publiclytraded ﬁrm.

4808 Shank, J. K. 1972. “Case of the Disclosure Debate.” HBR 50 (November-December, no. 1): 142–158. [“Problems in Review” Feature]— Shank examines whether publicly-traded companies should report material information on its product lines to the Securities Exchange Commission.

4809 Cary, W. L. and W. Werner. 1971. “Outlook for Securities Markets.” HBR 49 ( July-August, no. 4): 16–25, 160–161. [“Thinking Ahead” Feature]— Cary and Werner describe how a new institutional framework and wider system of reporting and regulations are necessary in light of some emerging trends.

sure: Damned if You Do, Damned if You Don’t.” HBR 64 (September-October, no. 5): 34–44.

4810 Fleischer, A., Jr. 1967. “Corporate Disclo-

[“Keeping Informed” Feature]— With the disclosure process, publicly-traded companies face “hobson choice” decisions that involve Securities & Exchange Commission (SEC) regulations versus the interests of one’s shareholders.

Recent events are focusing attention on the ﬁnancial reporting practices of corporations as well as the propriety of securities trading by company management.

4803 Manegold, J. G. and J. L. Arnold. 1986. “An Easier Way to Go Public.” HBR 64 ( January-February, no. 1): 28–30. [“Growing Concerns” Feature]—Registering a smaller company with the Securities and Exchange (SEC) can be an onerous experience because of the volume of information that companies are required to produce. Manegold and Arnold describe how the SEC is attempting to alleviate this with the FORM S-18 registeration application.

4804 Wolfson, N. 1979. “Needed: Statutory Reform to Improve Consent Decree Process.” HBR 57 (March-April, no. 2): 18–34. Wolfson discusses the manner in which the Securties and Exchange Commission’s consent decree operates.

4805 Seidler, L. J. and J. L. Wiesen. 1976. “The SEC’s Fight Against Unemployment.” HBR 54 ( January-February, no. 1): 122–134. Seidler and Wiesen describe the new reporting requirements that the Securities and Exchange Commission implemented with regards to publicly traded companies.

4806 Flom, J. H. and P. A. Atkins. 1974. “The Expanding Scope of SEC Disclosure Laws.” HBR 52 ( July-August, no. 4): 110–119. Flom and Atkins discuss the ramiﬁcations that publicly-traded companies face when neglecting to disclose material information on a prompt basis.

4807 Shank, J. K. and J. B. Chaffee, Jr. 1973. “Case of the Fuqua Forecast.” HBR 51 (November-December, no. 6): 34–54, 176–178. [“Problems in Review” Feature]— With its 1972 ﬁscal year-end, Fuqua Industries published unaudited yearend ﬁgures along with its projected 1973 earnings. As such, Fuqua pioneered a practice that the Securities and

sure/Insider Trading.” HBR 45 ( January-February, no. 1): 129.

4811 Robinson, R. I. and H. R. Bartell, Jr. 1965. “Uneasy Partnership: SEC/NYSE.” HBR 43 ( January-February, no. 1): 76–88. Robinson and Bartell focus on self-regulation, the role of the stock exchanges, and its responsiveness to the changing needs of investors.

4812 Silberman, L. 1964. “Critical Examination of SEC Proposals.” HBR 42 (November-December, no. 6): 121–132. Silberman discusses a special Securities Exchange Commission [SEC] study that is becoming a catalyst for a number of industry reforms and the framework for reorganizing and strengthening the National Association of Securities Dealers.

4813 Murray, R. F. 1964. “Urgent Questions About the Stock Market.” HBR 42 (September-October, no. 5): 53–59. Murray examines a recent Securities & Exchange Commission [SEC] study that is generating a signiﬁcant amount of discussion.

4814 Cary, W. L. 1962. “The Case for Higher Corporate Standards.” HBR 40 (September-October, no. 5): 53–59. Cary discusses why the principle of disclosure is essential for American commerce.

4815 Weaver, R. A., Jr. 1956. “Equity Financing for the Small Firm.” HBR 34 (March-April, no. 2): 91– 102. Small business is passive about obtaining equity ﬁnancing as a way to generate much needed working capital.

4816 Crum, W. L. 1953. “Analysis of Stock Ownership.” HBR 31 (May-June, no. 3): 36–54. Crum describes how statistics on the distribution of

4817–4832

Finance and Banking

304

stock ownership could help management in developing a sound base to make more dependable corporate ﬁnancial policy decisions.

4825 McKittrick, T. H. 1925. “Comparison of British and American Practice in Issuing Investment Securities.” HBR 3 ( January, no. 2): 185–193.

4817 Cherington, H. V. 1949. “National Associa-

McKittrick compares how securities are issued in both Great Britain and the United States.

tion of Securities Dealers.” HBR 27 (November, no. 6): 741–759. Cherington investigates if the National Association of Securities Dealers has been effective in “self-policing” the securities industry against fraud and broker excesses as well as whether increased government intervention is warranted.

4818 Sanders, T. H. 1939. “British Control of Company Accounts and Finance.” HBR 18 (Autumn, no. 1): 11–23.

4826 Ten Eyck, A. 1924. “Some Precedents in British Law and Practice for Safeguarding Securities.” HBR 2 ( July, no. 4): 385–397. The United States should adopt Great Britain’s disclosure requirements and its emphasis on proper company management.

Real Estate Issues

Sanders describes how Great Britain’s disclosure process functions for its publicly traded companies.

4827 Lockwood, C. 2006. “Building the Green

4819 Bates, G. E. 1937. “The Waiting Period

[“Tool Kit” Feature]—“Green construction” will be a necessity over the next ﬁve to ten years. Lockwood forecasts that the “green” architectural movement will lower overhead costs, improve productivity and strengthen one’s bottom line. The owners of standard buildings, on the other hand, will face mounting obsolescence.

Under the Securities Act.” HBR 15 (Winter, no. 2): 203–213. The 1933 Securities Act mandates a twenty day waiting period between the ﬁling date and the effective dates of the registeration statement concerning stock purchases. Baruch explains the rationale for providing investors with enough time to study the prospectus and make informed decisions.

4820 Grebler, L. 1937. “Changing Conditions in World Capital Markets.” HBR 15 (Winter, no. 2): 189–202. Grebler describes the increasing importance of the North American and European stock markets for capital formulation purposes. The recovery these exchanges have made from World War I, the 1929 stock market crash, and the depression is also discussed.

4821 Smith, F. P. 1936. “The Future of Small Securities Exchanges.” HBR 14 (Spring, no. 3): 360– 369. An unanticipated consequence from the 1933 and 1934 Securities Acts involves the failure of smaller stock exchanges to survive.

4822 Barnett, G. E. 1934. “Securities Act of 1933 and the British Companies Act.” HBR 13 (October, no. 1): 1–18.

Way.” HBR 84 ( June, no. 6): 129–137.

4828 Thurm, D. 2005. “Master of the House: Why a Company Should Take Control of Its Building Projects.” HBR 83 (October, no. 10): 120–129. [“Best Practice” Feature]— Being able to create a building which reﬂects a ﬁrm’s mission and produces a truly energizing work environment is essential. To achieve this, one must be proactive, assemble the right team, ask penetrating questions and articulate a vision on what the ﬁrm needs to do to be successful.

4829 Apgar, M., IV. 1995. “Managing Real Estate to Build Value.” HBR 73 (November-December, no. 6): 162–179. [“Ideas at Work” Feature]— Real estate holdings often escape the attention of most senior executives who never connect its impact on a ﬁrm’s ﬁnancial performance. Apgar discusses how efﬁcient real estate management produces lower costs, enhanced productivity and improved competitiveness.

4830 _____. 1993. “Uncovering Your Hidden Occupancy Costs.” HBR 71 (May-June, no. 3): 124–137.

4823 Dalton, J. E. 1933. “Development and Fu-

Executives almost never deal with issues related to real estate. Apgar believes they should. This is particularly true on issues pertaining to occupancy costs which can adversely affect a company’s earnings, share value, and overall performance if not controlled.

ture Trends in State Security Regulation.” HBR 12 (October, no. 1): 23–34.

4831 Manley, M. 1988. “Before You Sign That Lease...” HBR 66 (May-June, no. 3): 140–156.

Dalton examines whether the states or the federal government has jurisdiction in regulating the securities industry.

[“Growing Concerns” Feature]— Manley points out how the wrong type of ofﬁce lease can be devastating to a ﬁrm’s ﬁnancial well-being and offers ways for ﬁrms to protect themselves against arcane clauses.

Barnett compares the Securities Act of 1933 and the 1934 Securities Exchange Act with Great Britain’s Companies Act.

4824 Edwards, G. W. 1933. “Control of the Security Investment System.” HBR 12 (October, no. 1): 1–11. Edwards traces the development of the securities system which purportedly began in Europe around 1815.

4832 Nessen, R. L. 1987. “The ‘Real’ Real Estate Question: What Money Costs.” HBR 65 (MayJune, no. 3): 92–98. Nessen examines if it makes more sense to engage in

305

Finance and Banking

4833–4849

a lease arrangement from the perspective of both the preand post-tax 1986 reform law by reviewing one company’s circurmstances on whether or not to purchase property.

terms of corporate investment. Hayes and Harlan explain the unrecognized potential that “equity participation” in real estate developments offers.

4833 Manning, C. A. 1986. “The Economics of Real Estate Decisions.” HBR 64 (November-December, no. 6): 12–22.

4841 Weimer, A. M. 1966. “Real Estate Decisions

[“Getting Things Done” Feature]— Manning spells out the strategic importance of corporate real estate and provides several capital-budgeting tools for assessing different real estate alternatives.

Weimer discusses why commercial real estate is worrisome to both executives and investors.

4834 Neidich, D. and T. M. Steinberg. 1984. “Corporate Real Estate: Sources of New Equity?” HBR 62 ( July-August, no. 4): 76–83. Neidich and Steinberg developed a model for determining the advantages of holding and selling incomeproducing property in conjunction to company earnings and shareholder equity.

4835 Zeckhauser, S. and R. Silverman. 1983. “Rediscover Your Company’s Real Estate.” HBR 61 ( January-February, no. 1): 111–117. The real estate owned by American companies typically accounts for 25 percent of a company’s total assets. Most corporations, however, do not manage their real estate holdings for proﬁt; instead, they treat it as overhead.

4836 Aldrich, P. G. and K. Upton. 1977. “Real Estate Investment for Pension Plans.” HBR 55 (MayJune, no. 3): 14–16. [“Ideas for Action” Feature]— Aldrich and Upton discuss why real estate can be a lucrative investment for pension fund portfolios.

4837 Jewett, C. L. 1977. “How to Market Surplus Real Estate.” HBR 55 ( January-February, no. 1): 7– 10. [“Ideas for Action” Feature]— As owners of commercial real estate, corporate management often fails to realize how their real estate can be a source of ﬁnancial proﬁt.

4838 Braun, P. C. M. S. 1975. “Avoiding Pitfalls in Real Estate.” HBR 53 ( January-February, no. 1): 125–134. Real estate development now constitutes approximately 15 percent of America’s gross national product with an annual growth rate of 8.5 percent. Moreover, over 300 of Fortune 500 companies are engaged in commercial real estate development as an alternative to placing capital in the stock market.

4839 Hayes, S. L., III. 1972. “Caveat Emptor in Real Estate Equities.” HBR 50 (March-April, no. 2): 86–96. The economics of real estate investment is troublesome for many companies and individual investors. Hayes and Harlan describe the potential pitfalls involved with real estate investments.

4840 Hayes, S. L., III and L. M. Harlan. 1967.

Are Different.” HBR 44 (November-December, no. 6): 105–110.

4842 Rabinowitz, A. 1963. “Realism in Corporate Real Estate.” HBR 41 (November-December, no. 6): 62–69. Rabinowitz discusses whether prestige ofﬁce suites are worth the rent that tenants pay.

4843 Lintner, J. 1949. “Our Tremendous Mortgage Debt.” HBR 27 ( January, no. 1): 88–106. Lintner points out that real estate mortgages constitute the single largest block of non-governmental debt that exceeds the indebtedness of all corporations, including the railroads and public utility companies.

4844 Pease, R. H. 1948. “Today’s Real Estate Market.” HBR 26 ( July, no. 4): 385–397. Contending that the pre-depression optimism for real estate has resurfaced in post-war America, Pease explains how construction costs, ﬁnancing and decentralization are integral to this.

4845 Grebler, L. 1940. “Home Mortgage Structure in Transition.” HBR 18 (Spring, no. 3): 357–371. Grebler discovered how urban real estate mortgage debt accounted for 40 percent of America’s private longterm debt. Grebler also assesses the impact of the federal government on the mortgage industry through extending loan limits and underwriting long-term amortized loans.

4846 Woodruff, A. M., Jr. 1939. “Mortgages as Life Insurance Company Investments.” HBR 17 (Summer, no. 4): 453–464. Given a higher rate of return than those found with bonds, Woodruff explains how mortgages furnish life insurance carriers with an attractive investment vehicle.

4847 Hoaglund, H. E. 1936. “Federal Home Loan Bank Board’s Assistance to Home Mortgage Financing.” HBR 14 (Spring, no. 3): 290–298. Hoaglund discusses how the Federal Home Loan Bank makes funds available to savings and loan institutions for home mortgages.

4848 Wheelock, W. H. 1931. “The Effect of the Present Financial Situation Upon Real Estate.” HBR 9 (April, no. 3): 311–318. The rise and fall of commercial real estate values are not typically affected by the same economic factors that affect other commodities.

“Real Estate as a Corporate Investment.” HBR 45 ( July-August, no. 4): 144–160.

4849 Cragin, R. T. 1931. “The Need for an Adequate Survey of Domestic Building Requirments.” HBR 9 ( January, no. 2): 140–149.

Real estate has been largely a neglected “stepchild” in

Although real estate affects every person and line of

4850–4865

Finance and Banking

306

business, Cragin maintains it is the only business or industry that has never been inventoried.

4850 Sheridan, L. J. 1929. “Ofﬁce Builiding Renting and Advertising Policies.” HBR 8 (October, no. 1): 44–56. Sheridan warns American commercial landlords that they must improve their marketing and management efforts if American ofﬁce buildings are to be proﬁtable.

Securities and Investment Analysis 4851 Stewart, G. B., III. 2004. “Champions of Proﬁtable Growth.” HBR 82 ( July-August, no. 7– 8): 59–63. [“Big Picture” Feature]— The revenues of the biggest companies in North America, Europe, Asia and the Southern Hemisphere grew impressively over the last two decades. Stewart examines how shareholders beneﬁtted from this growth.

4852 Bassi, L. and D. McMurrer. 2004. “How’s Your Return on People?” HBR 82 (March, no. 3): 18– 18. [“Forethought” Feature]— Bassi and McMurrer contend that companies who invest in employee development are far more likely to outperform the market indexes.

4853 Navarro, P. 2002. “Follow the Market’s Cues.” HBR 80 (May, no. 5): 20–22. [“Forethought” Feature]— Executive who neglect following the stock market miss out on vital cues relevant to production, inventory management, capital spending along with market strategy.

4854 Gates, B. 1996. “What I Learned from Warren Buffett.” HBR 74 ( January-February, no. 1): 148–152. [“Books in Review” Feature]— In reviewing Roger Lowenstein’s Buffett: The Making of an American Capitalist, Gates reﬂects on his relationship with Buffett.

4855 Arbel, A., S. Carvell and E. Postnieks. 1988. “The Smart Crash of October 19th.” HBR 66 (MayJune, no. 3): 123–136. Following the October 19, 1987 stock market crash, Arbel and his coauthors found that stock prices were what they should be and that the traditional theories for market pricing mechanisms, valuation, and risk held up surprisingly well during the collapse.

4856 Feldman, L. and J. Stephenson. 1988. “Stay Small or Get Huge: Lessons from Securities Trading.” HBR 66 (March-April, no. 3): 116–123. As compared to the exchange markets whereby information is distributed uniformly, over-the-counter markets are opaque in that information is never disseminated evenly.

4857 Johnston, G. S. 1986. “Dr. Kaufman’s Guide for the Perplexed.” HBR 64 (November-December, no. 6): 6–8. [“For the Manager’s Bookshelf ” Feature]— Henry

Kaufman, in his new book, Interest Rates, The Markets and the New Financial World, excoriates the ﬁnancial practices of the last decade. Johnston ﬁnds this to be among the best books ever written on the ways of Wall Street.

4858 Jeffrey, R. H. 1984. “The Folly of Stock Market Timing.” HBR 62 ( July-August, no. 4): 102–110. Given the vagaries of the market, Jeffrey describes the risks involved when moving assets between equities and cash equivalents.

4859 Piper, T. R. and W. E. Fruhan, Jr. 1981. “Is Your Stock Worth Its Market Price?” HBR 59 (MayJune, no. 3): 124–132. A company’s valuation of its common stock is a critical component for its ﬁnancial management efforts. Piper and Fruhan provide a process to gauge a ﬁrm’s economic value.

4860 Bernstein, P. L. and P. Carman. 1979. “Valuation Myopia in the Stock Market.” HBR 57 (September-October, no. 5): 6–12. [“Ideas for Action” Feature]— Bernstein and Carman review the stock market’s history to support the notion that unexpected, as opposed to expected, outcomes are what move stock prices.

4861 Tracy, K. B. 1979. “Personal Financing Planning.” HBR 57 (May-June, no. 3): 58–68. [“For the Manager’s Bookshelf ” Feature]— Tracy assesses an array of books and articles relevant to personal planning.

4862 Judd, M. 1977. “Books for the Thoughtful Executive.” HBR 55 (May-June, no. 3): 174–176. [“For the Manager’s Bookshelf ” Feature]— Judd reviews books on commodity futures, such as Arthur’s Commodity Futures as a Business Tool; Corporate Use of Commodity Futures by Berlin; along with Applegate’s Economics of Futures Trading for Commercial and Personal Proﬁt.

4863 Bernstein, P. L. 1973. “Watch Earnings, Not the Ticker Tape.” HBR 51 ( January-February, no. 1): 63–69. Sustained high earnings and a high return on book value are what distinguishes companies who have remained glamour stocks with high price/earnings multiples.

4864 Reiling, H. B. and J. C. Burton. 1972. “Financial Statements: Signposts as Well as Milestones.” HBR 50 (November-December, no. 6): 45–54. Annual reports, prospectuses, and other ﬁnancial statements offer plenty of information about a company’s past performance. They are, however, inadequate for evaluating the investment potential for a company.

4865 Wittnebert, F. R. 1970. “Bigness Versus Proﬁtability.” HBR 48 ( January-February, no. 1): 158– 166. [“Thinking Ahead” Feature]— As the proﬁt rates for large companies decline, Wittnebert thinks it time to question the traditional advantages of corporate size.

307 4866 Hirschmann, W. B. and J. R. Brauweiler. 1965. “Investment Analysis: Coping with Change.” HBR 43 (May-June, no. 3): 62–72. Changing trends in cost and proﬁt structures, along with performance improvement, are having a profound impact on investment proposals. Hirschmann and Brauweiler offer investors a method to take these trends into account.

4867 Treynor, J. L. 1965. “How to Rate Management of Investment Funds.” HBR 43 ( January-February, no. 1): 63–75. A new analytical tool enables top management to cut through the confusion when comparing the performances of trust, pension or mutual funds.

4868 Donaldson, G. 1962. “In Defense of Preferred Stock.” HBR 40 ( July-August, no. 4): 123–136. Currently out of favor, Donaldson describes the advantages that preferred stock offers.

4869 James, R. and E. James. 1962. “Disputed Role of the Stock Exchange Specialist.” HBR 40 (May-June, no. 3): 133–146. The stock exchange specialist seeks to stabilize prices and maintain liquidity. James and James examine some possible reforms for preventing the distortion of these markets and potential conﬂicts of interest.

4870 Bates, G. E. 1962. “Comprehensive Stock Value Tables.” HBR 40 ( January-February, no. 1): 53–67. Bates describes mathematical tables that enable prudent investors to engage in analysis and test their assumptions on stock issues.

Finance and Banking

4866–4885

ter capital results than traditional “buy and hold” investing. As such, formula plan investing offers a good middle course for investors who lack the judgment and fortitude to buy and sell on a “buy and hold” basis.

4876 Close, J. A. 1951. “Investment Companies: Closed Ended Versus Open-Ended.” HBR 29 (May, no. 3): 79–88. Close assesses the comparative merits of closed-ended versus open-ended investment companies and proposes a new way to evaluate their performances.

4877 Curley, J. R. 1951. “A Tool for Management Control.” HBR 29 (March, no. 2): 45–59. Curley describes how various proﬁtability and operating ratios function.

4878 Myers, J. H. and A. J. Bakay. 1948. “Inﬂuence of Stock Split-Ups on Market Prices.” HBR 26 (March, no. 2): 251–255. Myers and Bakay report on their study of stock prices for companies that instituted stock splits before and after the split.

4879 Wallich, H. C. 1945. “Effect of Taxation on Investment.” HBR 23 (Summer, no. 4): 442–450. Wallich probes how the federal tax code affects the investment decisions of individuals.

4880 Towle, L. W. 1936. “Cyclical Behavior of Time Deposits in the United States.” HBR 14 (Winter, no. 2): 225–234. Towle investigates if any relationship exists between time deposits, the business cycle, and the equity markets.

4881 Malott, D. W. 1934. “The Recent Literature

4871 Barker, C. A. 1957. “Stock Splits in a Bull

of Finance.” HBR 12 ( July, no. 4).

Market.” HBR 35 (May-June, no. 3): 72–79.

4882 Towbin, B. 1933. “Treasury Bills.” HBR 11

From data generated between 1951 and 1953, Barker demonstrates that stock splits do not automatically improve the long-term market price for a stock even if the split occurs during a bull market.

( July, no. 4): 507–513.

4872 Weston, J. F. 1956. “The Stock Market in Perspective.” HBR 34 (March-April, no. 2): 71–80. Weston believes the high level of stock prices is slightly above what it should be in conjunction to long-term economic growth.

4873 Barker, C. A. 1956. “Effective Stock Splits.” HBR 34 ( January-February, no. 1): 101–106. Contrary to prevailing wisdom, stock splits do not automatically generate a lasting increase in one’s market value.

4874 Anderson, R. W. 1955. “Unrealized Potential in Growth Sites.” HBR 33 (March-April, no. 2): 51–67. Portfolios containing growth stocks should out-perform market indices provided investors are committed to long-range buying.

4875 Warren, R. A. 1953. “Formula Plan Investing.” HBR 31 ( January-February, no. 1): 57–69. Every formula plan studied by Warren produced bet-

Towbin analyzes the impact treasury bills have had on the short-term money markets since they were ﬁrst implemented in 1929.

4883 McMartin, J. S. 1931. “Reporting Investment Trust Income.” HBR 9 ( July, no. 4): 491–502. Reliable income reporting on investment trusts is close to being impossible due to depreciation or inventory valuation type issues.

4884 Guthmann, H. G. and K. E. Miller. 1931. “Some Financial Tendencies Among Leading Variety and Grocery Chains During the Past Decade.” HBR 9 ( January, no. 2): 248–254. Though chain and grocery stores have been proﬁtable for investors, investment analysts wonder if the “law of diminishing returns” will not shortly occur in both industries.

4885 Sedgwick, R. M. 1930. “Investment Advice.” HBR 8 (Summer, no. 4): 468–473. Investing was considerably simpler two generations ago when there was far less capital seeking investment. Now, 2,500 companies are listed on the different exchanges, making intelligent selection difﬁcult.

4886–4902

Finance and Banking

308

4886 Mayer, L. W. 1930. “Financial Aspects of Mining Enterprises.” HBR 8 ( July, no. 4): 401–412.

Shaw argues how individual investors must diversify their portfolio holdings.

Investors interested in mining stocks should make these investments using investment trust companies rather than by themselves.

4896 Coburn, F. G. 1924. “Financial Investigations of Industrials.” HBR 2 ( January, no. 2): 154– 159.

4887 Muchnic, G. 1930. “Are Foreign Securities Undervalued in the American Market?” HBR 8 (April, no. 3): 289–295.

Industrial securities are typically more speculative than those of railroads or utility companies. As such, they are more susceptible to the hazards of competitive business.

Muchnic attempts to determine the extent to which foreign securities are undervalued on the American stock exchanges.

4897 “Comparison of Par and No-Par Stock with Special Reference to the Effect on This Feature of Market Price.” 1923. HBR 2 (October, no. 1): 113– 114.

4888 “Relative Investment Value of High Yield and Low Yield Common Stocks.” 1929. HBR 7 ( January, no. 2): 222–228. [“Summaries of Business Research” Feature]— A research project examined a theoretical investment fund comprised of 30 high-yield stocks (10 industrials, 10 railroads and 10 utility companies) in conjunction with 30 low-yield common stocks over an 18 year period.

4889 “Relative Investment Value of Industrial and Railroad Common Stocks.” 1928. HBR 7 (October, no. 1): 69–74. [“Summaries of Business Research” Feature]— This research focuses on the relative investment value of industrial and railroads common stocks. Competition seems to regulate industrial corporations in a manner fair to all. The railroad industry, however, is another matter as a “competitive regime” seems impossible to achieve.

4890 Hodgkinson, W. 1928. “Preferred Stock Issues and Redemptions, 1919–1927.” HBR 7 (October, no. 1): 49–58. Hodginson’s article compares preferred stock offerings to other security offerings.

4891 Anderson, S. W. 1927. “Provisions of Industrial Preferred Stocks.” HBR 6 (October, no. 1): 32– 43. One distinctive feature of industrial stocks involves the “annual sinking fund” in which the issue is retired after a certain number of years.

4892 “The Development of Class A and Class B Stocks.” 1927. HBR 5 (April, no. 3): 332–339. [“Summaries of Business Research” Feature]— Attempts to analyze the development of Class A and Class B type stocks in conjunction to total corporate ﬁnancing.

4893 “Types of Investment Trust Collateral and Securities.” 1927. HBR 5 ( January, no. 2): 207–218. [“Summaries of Business Research” Feature]— Examines the different types of collateral maintained by investment trusts.

4894 Cabot, P. 1926. “Interest Rates and Utility Stock Prices.” HBR 4 ( July, no. 4): 431–438.

[“Summaries of Business Research” Feature]— Examines the beneﬁts and drawbacks of “par stock” (i.e., possessing face value) compared to “no-par” stock (having no face value) and debunks many of the arguments against the latter.

4898 Dewing, A. S. 1923. “The Elements of Investment Income.” HBR 1 (April, no. 3): 300–307. Dewing deﬁnes “investment” to mean “the placement of individual savings in the hands of another party” and that each investment really represents a contract between someone with capital to lend and someone willing to pay.

Shareholder Relations or Shareholder Value Issues 4899 Rappaport, A. 2006. “10 Ways to Create Shareholder Value.” HBR 84 (September, no. 9): 66–77. Executives often suffer from tunnel vision. Rappaport emphasizes that ﬁrms ﬁxated on short-term performance measures are doomed to fail. Firms, instead, need to develop a growth strategy that generates shareholder value as well as disrupts the status quo of their industrial sector.

4900 Mass, N. J. 2005. “The Relative Value of Growth.” HBR 83 (April, no. 4): 102–112. “Growing” a company is a far more effective way to increase shareholder value than cutting costs and, subsequently, enhancing one’s proﬁt margin. Mass’s new strategic metric, known as the “relative value of growth” or RVG technique, should provide management with a better idea as to how their growth and proﬁt margin efforts affect shareholder value.

4901 Pitman, B. 2003. “Leading for Value.” HBR 81 (April, no. 4): 41–46. [“First Person” Feature]— Sir Brian Pitman, chief executive ofﬁcer and chairman of Lloyds of London, describes how Lloyd’s increased its market capitalization 40-fold by shedding assets and narrowing its focus.

The author explores how money rates inﬂuence stock prices.

4902 Martin, R. L. 2003. “Taking Stock.” HBR

4895 Shaw, A. W. 1925. “Elements in Investment

[“Forethought” Feature]— Martin advocates taking away the company stock granted to top management to

Safety.” HBR 3 ( July, no. 4): 447–455.

81 ( January, no. 1): 19–19.

309

Finance and Banking

4903–4918

induce management to act in the best interests of shareholders.

executives can maximize shareholder value in conjunction to managing for the long-term.

4903 Coyne, K. P. and J. W. Witter. 2002. “Taking the Mystery Out of Investor Relations.” HBR 80 (September, no. 9): 68–78.

4911 Law, W. A. 1986. “A Corporation Is Much More Than Its Stock.” HBR 64 (May-June, no. 3): 80–83.

Coyne and Witter’s approach to investor relations will help companies develop a better picture of the actions and motivations involving their shareholders.

Law emphasizes that managers and employees have responsibilities to shareholders. Shareholders, in turn, have obligations to management and other community stakeholders.

4904 Rappaport, A. S. and M. J. Maubossin. 2002. “Valuation Matters.” HBR 80 (March, no. 3): 24– 25. [“Forethought” Feature]—Rappaport and Mauboussin constructed a straightforward set of calculations to help ﬁrms assess the impact of their valuation decisions on shareholders.

4905 Kelly, M. 2002. “The Incredibly Unproductive Shareholder.” HBR 80 ( January, no. 1): 18–20. [“Forethought” Feature]— Kelly explains why shareholders are such an unproductive force whose contributions to the well-being of a corporation are almost negligible.

4906 Rappaport, A. S. 1992. “CFOs and Strategists: Forging a Common Framework.” HBR 70 (May-June, no. 3): 84–93. Rappaport ﬁnds that highly productive companies provide either superior value or lower costs. Both strategies produce a competitive advantage that, invariably, increases one’s shareholder value.

4907 Quereshey, S. U. 1991. “How I Learned to Live with Wall Street.” HBR 69 (May-June, no. 3): 46–52. [“First Person” Feature]—Qureshey, CEO of AST Research, relates how he learned to run the company according to his own instincts without depending on the stock price for approval.

4908 Day, G. S. and L. Fahey. 1990. “Putting Strategy into Shareholder Value Analysis.” HBR 68 (March-April, no. 2): 156–162. Day and Fahey emphasize that shareholder value analysis (SVA) can be an effective strategic tool if rigorously applied and its underlying assumptions are carefully considered.

4909 Wenner, D. L. and R. W. LeBer. 1989. “Managing for Shareholder Value — From Top to Bottom.” HBR 67 (November-December, no. 6): 52–66. [“Getting Things Done” Feature]— Wenner and LeBer contend the “shareholder value analysis” (SVA) technique is far more reliable as a decision-making tool than conventional accounting analyses.

4910 Goodson, P. D. and D. J. Gogel. 1987. “Managing as if Shareholders Matter.” HBR 65 (MayJune, no. 3): 24–26. [“For the Manager’s Bookshelf ” Feature]— Goodson and Gogel review Alfred Rappaport’s new book, Creating Shareholder Value, in which Rappaport discusses how

4912 Arzac, E. R. 1986. “Do Your Business Units Create Shareholder Value?” HBR 64 ( January-February, no. 1): 121–126. Arzac developed a formula to enable management to evaluate value creation from the standpoint of a business unit as opposed to the entire corporation.

4913 Ellsworth, R. R. 1985. “Capital Markets and Competitive Decline.” HBR 63 (September-October, no. 5): 171–183. Enormous pressures are being placed on top management with regards to shareholder returns and ﬁnancial leverage; all of which is distracting management from paying attention to the needs of their products and markets.

4914 Fruhan, W. E., Jr. 1984. “How Fast Should Your Company Grow?” HBR 62 ( January-February, no. 1): 84–93. Fruhan provides a guide for companies in pursuit of either faster growth, negative growth, or divestment and then discusses how shareholder value is affected by equity ﬁnancing.

4915 Jeffcoat, A. E. and A. D. Southern. 1983. “Why and How to Court Foreign Shareholders.” HBR 61 ( July-August, no. 4): 30–40. [“Ideas for Action” Feature]—To reduce their dependence on American institutional shareholders, Jeffcoat and Southern describe why companies such as Union Carbide seek 20 percent foreign ownership of their company stock.

4916 Rappaport, A. 1981. “Selecting Strategies That Create Shareholder Value.” HBR 59 (MayJune, no. 3): 139–149. Believing that conventional ratios such as earningsper-share (EPS) or return-on-investment (ROI) do not accurately reﬂect shareholder value, Rappaport ﬁnds that the “discounted cash ﬂow analysis” to be a better tool for assessing the value-creating potential of a ﬁrm’s strategic units.

4917 Baker, H. K. and C. Rheinstein. 1980. “Tender Offers to Buy Back Odd Lot Holdings of Stock.” HBR 58 (September-October, no. 5): 66–70. [“Ideas for Action” Feature]— Baker and Rheinstein assess whether the cost of allowing shareholders to maintain odd-lots of company stock is worth the good-will it generates.

4918 Foy, F. C. 1973. “Annual Reports Don’t Have to Be Dull.” HBR 51 ( January-February, no. 1): 49– 58. Foy believes that annual reports must contain easily

4919–4935

Finance and Banking

310

absorbed data and plainly written prose in a more sprightly and expressive fashion.

4919 Young, A. and W. Marshall. 1971. “Controlling Shareholder Servicing Costs.” HBR 49 ( January-February, no. 1): 71–78. Most corporations have signiﬁcant numbers of shareholders owning small blocks of shares. As the cost for servicing these shareholders keeps mounting, Young and Marshall advocate repurchasing these shares at an optimum price.

Gilbert describes how 15 million shareholders are revolting against traditional managerial prerogatives and how little interest these shareholders have with passive ownership.

4928 Stanley, W. F. 1950. “A Key to Good Stockholder Relations.” HBR 28 ( July, no. 4): 66–72. American management is ﬁnally seeing the signiﬁcance of good shareholder relations through annual shareholder meetings or by the quality of their annual reports which, historically, received little attention.

4920 Savage, R. H. 1970. “Crucial Role of Investor

4929 Sanders, T. H. 1949. “The Annual Report:

Relations.” HBR 48 (November-December, no. 6): 122–130.

Portrait of a Business.” HBR 27 ( January, no. 1): 1– 12.

Savage describes the ingredients needed for a successful investor relations program as well as the ofﬁcer who is assigned to manage the department.

When compiling the annual report for shareholders, company ofﬁcers need to think of framing this report as a living portrait. By that, Sanders urges companies to create for themselves “a living, animated personality, with a history of successful accomplishments that is looking to future achievements.”

4921 Manne, H. G. 1966. “In Defense of Insider Trading.” HBR 44 (November-December, no. 6): 113–122. Manne offers a contrarian view on if insider trading is unethical from examining who gains and loses from these practices. The long-term consequences and whether ﬁnancial or social costs exist are also examined.

4922 Saxon, O. G., Jr. 1966. “Annual Headache: The Stockholders’ Meeting.” HBR 44 ( January-February, no. 1): 132–137. Saxon describes how a small percentage of shareholders can turn an annual shareholder meeting into a chaotic shamble by their disruptive actions.

4930 Dolley, J. C. 1933. “Common Stock SplitUps: Motives and Effects.” HBR 12 (October, no. 1): 70–81. Dolley surveyed 88 publicly traded companies as to their objectives when opting to split their stock.

4931 _____. 1933. “Characteristics and Procedures of Common Stock Split-Ups.” HBR 11 (April, no. 3): 316–326. Dolley argues that empirical research needs to be applied to the 1920s technique of stock splitting.

4923 Guthart, L. A. 1965. “More Companies Are Buying Back Their Stock.” HBR 43 (March-April, no. 2): 40–53.

4932 “Conﬂicting Interests in a Company’s Purchase of Its Own Securities.” 1927. HBR 5 ( July, no. 4): 481–487.

[“Thinking Ahead” Feature]— Guthart offers some explanations on why many companies are repurchasing blocks of their common stock.

[“HBR Case Study” Feature]— Conﬂicts of interest between company management and shareholders tend to crescendo anytime a ﬁrm repurchases its stock.

4924 Donaldson, G. 1963. “Financial Goals: Management vs. Stockholders.” HBR 41 (May-June, no. 3): 116–129.

4933 Berle, A. A. 1927. “Management Power and Stockholder’s Property.” HBR 5 ( July, no. 4): 424– 432.

Since corporate management is placing “continuity” and the “growth of corporate interests” ahead of shareholder objectives, Donaldson describes the potential conﬂict that is likely.

Berle explains why sound business standards must be developed and adhered to for protecting the property of shareholders and other stakeholders.

4925 Williams, C. M. 1955. “Stockholders Rebellion.” HBR 33 ( July-August, no. 4): 21–30, 156–158.

Socially Responsible Investments

[“Thinking Ahead” Feature]—Williams describes how opposition groups have been successful in unseating or terminating increasing numbers of corporate managers and directors.

4934 Roosevelt, T., IV and J. Llewellyn. 2007. “Investors Hunger for Clean Energy.” HBR 85 (October, no. 10): 38–40.

4926 Hunt, P. 1952. “A Program for Stockholder Relations.” HBR 30 (September-October, no. 5): 99–110. Hunt argues how corporate management must place far greater emphasis on its stockholder relations endeavors.

4927 Gilbert, L. D. 1950. “Management and the Public Stockholder.” HBR 28 ( July, no. 4): 73–83.

[“Forethought” Feature]—Private equity and individual investors are ﬁnding the demand for green investments is greater than its supply.

4935 Purcell, T. V. 1980. “Reprise of the ‘Ethical Investors.’” HBR 58 (March-April, no. 2): 158–182. [“Probing Opinions” Feature]— Purcell’s 1979 HBR article, “Management and the ‘Ethical’ Investor” generated a high number of letters-to-the-editor. This article responds to many of the concerns raised by those letters.

311 4936 _____. 1979. “Management and the ‘Ethi-

Business Law

4936–4949

cal’ Investors.” HBR 57 (September-October, no. 5): 24–44.

4937 Malkiel, B. G. and R. E. Quandt. 1971. “Moral Issues in Investment Policy.” HBR 48 (March-April, no. 3): 37–47.

[“Thinking Ahead” Feature]— Purcell discusses the clout that church-sponsored and other social-activist groups have from shareholder resolutions.

Malkiel and Quandt describe how portfolio managers are under enormous pressure to deploy their funds toward social, political and moral ends.

Business Law Anti-Trust Laws and Situations

4944 Hughes, G. D. 1978. “Antitrust Caveats for

4938 Hobbs, C. O. 2004. “The Confession Game

the Marketing Planner.” HBR 56 (March-April, no. 2): 40–58, 186–194.

Plan.” HBR 82 (September, no. 9): 20–21. [“Forethought” Feature]— Though harsh penalties exist for those convicted of antitrust violations, Hobbs ﬁnds that companies who violate these laws can achieve “amnesty” by fully cooperating with the Justice Department’s Antitrust Division early in its investigation.

4939 Yofﬁe, D. B. and M. Kwak. 2001. “Playing by the Rules: How Intel Avoids Antitrust Litigation.” HBR 79 ( June, no. 6): 119–122. [“Best Practice” Feature]— Intel is a prime target for anti-trust litigation. Yofﬁe and Kwak describe Intel’s approach for complying with these statutes.

4940 DeLong, J. B. and A. M. Froomkin. 2000. “Beating Microsoft at Its Own Game.” HBR 78 ( January-February, no. 1): 159–164. [“Books in Review” Feature]—DeLong and Froomkin review Charles Ferguson’s (creator of FrontPage software) new book, “High Stakes, No Prisoners: A Winner’s Tale of Greed and Glory in the Internet Wars.”

4941 Beckenstein, A. R., H. L. Gabel and K. Roberts. 1983. “An Executive’s Guide to Anti-Trust Compliance.” HBR 61 (September-October, no. 5): 94–102. Beckenstein and his coauthors surveyed 200 Fortune 500 executives, attorneys practicing antitrust law and ofﬁcials from two federal agencies on strategies that might be utilized for complying with ever-changing antitrust regulations.

4942 Garﬁeld, H. A., II. 1983. “Antitrust Risk Analysis for Marketers.” HBR 61 ( July-August, no. 4): 131–138. Garﬁeld describes some recent judicial rulings, along with the attitude of the Reagan Justice Department, as to the anti-trust strategies for a number of ﬁrms.

4943 Van Cise, J. G. 1979. “Review of the Antitrust Paradox.” HBR 57 ( January-February, no. 1): 52–54. [“For the Manager’s Bookshelf ” Feature]— Van Cise reviews Robert Bork’s book, The Antitrust Paradox, in which Bork favors mergers and price-ﬁxing if market efﬁciency is the end-result.

[“Keeping Informed” Feature]— Antitrust laws will be more relevant to strategic planning and marketing forecasting in light of the Federal Trade Commission and Department of Justice’s new criteria on competition.

4945 Van Cise, J. G. 1978. “For Whom the Antitrust Bell Tolls.” HBR 56 ( January-February, no. 1): 125–130. The Carter Administration is warning that companies in concentrated industries will likely be scrutinized by the Justice Department’s Anti-Trust Division.

4946 Jones, R. T. 1976. “Executive’s Guide to Antitrust in Europe.” HBR 54 (May-June, no. 3): 106– 118. Antitrust laws are being revamped all over the world. Subsequently, international business is increasingly more complicated and bewildering. Jones points out what the nations of the European Economic Community [EEC] are doing; most of which is similar to America’s antitrust laws.

4947 Van Cise, J. G. 1972. “Antitrust Guides to Foreign Acquisitions.” HBR 50 (November-December, no. 6): 50. Van Cise provides directives for overseas acquisitions by U.S. companies and then interprets the economic, political, and moral ramiﬁcations of American anti-trust laws.

4948 Grabner, J. R., Jr. 1969. “Legal Limits of Competition.” HBR 47 (November-December, no. 6): 4–24, 182–184. [“Keeping Informed” Feature]— Because executives must be more cognizant of the government notion of “unfair competition,” Grabner outlines the current legal and regulatory positions on pricing and other aspects of marketing behavior.

4949 Marcus, S. 1965. “New Weapons Against Bigness.” HBR 43 ( January-February, no. 1): 100– 108. Increasing numbers of large businesses have started softening their competitive behavior to ﬁt the apparent demands of federal anti-trust agencies.

4950–4967

Business Law

312

4950 Fennelly, D. J. 1964. “On the Judging of Mince Pies.” HBR 42 (November-December, no. 6): 77–86. Fennelly discusses the impact of the Robinson-Patman Act and offers ideas for generating greater clarity and equity for enforcing this controversial law.

4951 Markham, J. W. 1963. “Antitrust Trends and New Constraints.” HBR 41 (May-June, no. 3): 84– 92. The federal courts and antitrust agencies are utilizing a new standard that promises to trigger strategic changes among American corporations.

4952 Lawyer, J. Q. [psuedonym]. 1963. “How to Conspire to Fix Prices.” HBR 41 (March-April, no. 2): 95–103. The author provides 22 time-tested, but largely futile, guidelines for those who think that price-ﬁxing pays off in the long-run.

4953 Van Cise, J. G. 1962. “How to Live with Antitrust.” HBR 40 (November-December, no. 6): 119–126. The expanding role of the antitrust laws in America’s economy creates a growing demand for greater certainty in their application. Hence, the creation of sound internal complicance programs is essential.

4954 Posniak, E. G. 1959. “Effectiveness of Antitrust [“Looking Around” Feature].” HBR 37 (March-April, no. 2): 29–32, 134–162. Posniak questions whether anti-trust laws have produced the intended results based his reading of some leading studies.

4955 Cook, P. W. 1959. “Trends in Merger Activity.” HBR 37 (March-April, no. 2): 15–18+. [“Thinking Ahead” Feature]— Cook deals with Congress’s decision to amend the Clayton Act on anti-trust laws relevant to mergers and acquisitions.

4956 Robbins, W. D. 1957. “Is Competitive Pricing Legal?” HBR 35 (November-December, no. 6): 83–89. Robbins assesses the legalities involved in competitive pricing and then discusses the types of price discrimination that are justiﬁed under U.S. law.

4957 Mason, L. B. 1955. “Bureaucracy Psychoanalyzed: The Case of Antitrust vs. National Standards.” HBR 33 (November-December, no. 6): 84–90. If executives are interested in developing national standards, they must be cognizant of the operating styles of anti-trust agencies with both the Justice Department and the Federal Trade Commission.

4958 Rose, S. D. 1951. “Your Right to Lower Prices.” HBR 29 (September, no. 5): 90–98. Corporate executives face a classic paradox from the Robinson-Patman Act and Sherman Act: Anytime prices are lowered to meet those of their competitors, the former is violated. By keeping prices the same as competitors, a company is in conﬂict with the Sherman Act.

4959 Andrews, K. R. 1951. “Product Diversiﬁcation and the Public Interest.” HBR 29 ( July, no. 4): 91–107. Andrews examines the claim made by some Congressmen that product diversiﬁcation destroys competition and creates monopolies.

4960 Hansen, H. L. and M. N. Smith. 1951. “The Champion Case: What Is Competition?” HBR 29 (May, no. 3): 89–103. In light of the Robinson-Patman Act, Hansen and Smith discuss Champion Spark Plug’s difﬁculties with the Justice Department’s Anti-Trust Division which stem from prices which are signiﬁcantly less than their competitors.

4961 Fleming, H. 1950. “Business and Anti-Trust Laws.” HBR 28 (May, no. 3): 97–102. Fleming describes the Great Atlantic & Paciﬁc Tea Company’s experiences with the Justice Department’s Anti-Trust Division. The latter was relentless in charging the company with additional anti-trust violations any time a federal court exonerated A&P of earlier charges.

4962 Rodgers, R. and H. E. Luedicke. 1949. “Dynamic Competition.” HBR 27 (March, no. 2): 237– 249. Rodgers and Luedicke focus on recent Federal Trade Commission and Supreme Court decisions relevant to uniform pricing methods and whether those methods violate anti-trust laws.

4963 Chambers, R. W. 1941. “Block Booking and Blind Selling.” HBR 19 (Summer, no. 4): 496–507. Chambers discusses two motion picture industry practices: “block binding” and “blind selling” that has the industry facing anti-trust difﬁculties.

4964 Phillips, C. F. 1936. “Robinson-Patman Anti-Price Discrimination Law and the Chain Store.” HBR 15 (Autumn, no. 1): 62–75. Congressional action has transpired involving chain stores who receive ﬁnancial concessions from manufacturers. These concessions are not provided to independent wholesalers or retailers.

4965 Taeusch, C. F. 1934. “Business Ethics and the NRA Codes.” HBR 12 ( January, no. 2): 164–175. Tauesch ﬁnds that the National Recovery Act’s emphasis on “autonomous industrial business initiatives” to be in conﬂict with much of the Sherman Anti-Trust law.

4966 Copeland, M. T. 1932. “Revising the AntiTrust Laws.” HBR 10 (April, no. 3): 292–301. Copeland discusses how anti-trust laws are designed to protect consumers against monopolistic conditions and safeguard smaller businesses from powerful rivals.

4967 Donovan, W. J. 1932. “Should the Anti-Trust Laws Be Modiﬁed?” HBR 10 ( January, no. 2): 129– 136. Donovan believes anti-trust statutes stem from an increasingly more complex economic system and a growing dependence on government.

313 4968 Fewster, J. D. 1930. “The Packers’ Consent Decree.” HBR 8 (April, no. 3): 346–353. Fewster describes the reasoning behind a federal district court decision to enjoin large meatpackers from ownership in stockyards, railroads, warehouses, and marketing newspapers.

4969 “The Working of the Webb-Pomerene Law.” 1928. HBR 6 ( July, no. 4): 471–476. [“Summaries of Business Research” Feature]— The Webb-Pomerene Act exempts combinations of ﬁrms from both the Sherman and Clayton measures if they were formed for the sole purpose of exporting American goods to foreign nations.

4970 Taeusch, C. F. 1928. “Classiﬁcation of Customers.” HBR 6 ( July, no. 4): 401–409. The Federal Trade Commission ruled against a deodorant manufacturer’s practice of classifying its customer groups and offering trade discounts to its largest ones.

Business Law

4968–4982

how those terms can be satisﬁed. A sense of “spirit” must be reached for an agreement to be successful. Negotiators are spending too much time on a contractual agreement’s economic impact than they do with its “spirit.”

4976 Coutu, D. L. 2002. “Negotiating Without a Net: A Conversation with the NYPD’s Dominick J. Misino.” HBR 80 (October, no. 10): 49–54. [“Different Voice” Feature]— Misino discusses the skills and personal qualities that effective crisis negotiators possess, particularly in regards to active listening.

4977 Sebenius, J. K. 2001. “Six Habits of Merely Effective Negotiators.” HBR 79 (April, no. 4): 87–95. Sebenius outlines how negotiators make six common mistakes which make problem-solving close-to-impossible.

4978 Kolb, D. M. and J. Williams. 2001. “Breakthrough Bargaining.” HBR 79 (February, no. 2): 88– 97.

Arbitration or Negotiation Activity

Kolb and Williams examine the unspoken, subtle parts of the bargaining process. These are sometimes referred to as “shadow negotiations,” and can set the tone for successful negotiations.

4971 Malhotra, D. and M. H. Bazerman. 2007. “Investigative Negotiation.” HBR 85 (September, no. 9): 72–78.

4979 Ertel, D. 1999. “Turning Negotiation into a Corporate Capability.” HBR 77 (May-June, no. 3): 55–70.

Business negotiators should be like investigators when assessing a crime scene (i.e., they try to discover as much as possible about a situation and the people involved in it). Negotiators also need to be cognizant of the interests, priorities and limitations facing the other side.

Companies are comprised of an intricate web of relationships that are developed by one’s negotiating capabilities. Few companies think systematically about these negotiating activities. Instead, every negotiation is perceived as a separate event which makes coordinating them a nightmare.

4972 Ertel, D. 2004. “Getting Past Yes: Negotiating as if Implementation Mattered.” HBR 82 (November, no. 11): 60–68. Negotiators place too much effort on closing a mergeroriented deal. As such, they become oblivious to whether a deal is feasible in light of the organizational contexts that are in play.

4973 Lax, D. A. and J. K. Sebenius. 2003. “3-D Negotiation: Playing the Whole Game.” HBR 81 (November, no. 11): 64–74. Not every deal is won at the bargaining table. In fact, most proposals are accepted or rejected based on the moves negotiators make away from their face-to-face talks.

4974 Graham, J. L. and N. M. Lam. 2003. “The Chinese Negotiation.” HBR 81 (October, no. 10): 82–91. The old etiquette rules take people so far when negotiating with the Chinese. For people to take their Chinese dealings to a higher level, they must grasp the cultural context behind the Chinese business style.

4975 Fortang, R. S., D. A. Lax and J. K. Senenius. 2003. “Negotiating the Spirit of the Deal.” HBR 81 (February, no. 2): 66–75. Although the ﬁnancial terms to an agreement might be agreed upon, it doesn’t mean the parties see eye-to-eye on

4980 Carver, T. B. and A. A. Vondra. 1994. “Alternative Dispute Resolution: Why It Doesn’t Work and Why It Does.” HBR 72 (May-June, no. 3): 120– 131. Alternative dispute resolution (ADR) was promoted as a sensible way to avoid costly litigation. Some companies, however, are effective in using ADR and are deftly resolving disputes in a manner that preserves one’s relationships. Carver and Vondra describe how a “win at any cost” mindset that most people or ﬁrms possess diminishes the hope that ADR offers.

4981 Allison, J. R. 1990. “Five Ways to Keep Disputes Out of Court.” HBR 68 ( January-February, no. 1): 166–177. [“Getting Things Done” Feature]— Alternative dispute resolution (ADR) is designed so that disputants can resolve their disputes expeditiously and to one another’s satisfaction. It’s also helping save money and can soften the nastiness of the adversarial system.

4982 Hendry, S. R. 1986. “The China Trade: Making the Deal Work.” HBR 64 ( July-August, no. 4): 75–84. When dealing with Chinese ﬁrms, foreign negotiators must cope with the lack of coordination among China’s bureaucratic agencies and their cumbersome decisionmaking procedures.

4983–4999

Business Law

314

4983 Pye, L. W. 1986. “The China Trade: Making the Deal.” HBR 64 ( July-August, no. 4): 74–80. Foreign executives often waiver when negotiating with the Chinese who possess a subtle strength in the art of negotiation. Successful American ﬁrms come to understand Chinese delaying tactics and learn to hold back and not become overly-enthusiastic.

4984 Graham, J. L. and R. A. Herberger, Jr. 1983. “Negotiators Abroad — Don’t Shoot from the Hip.” HBR 61 ( July-August, no. 4): 160–168. Graham and Herberger explain how counter-productive the do-or-die mindset is that many Americans bring to international negotiations.

4985 Wells, L. T., Jr. 1977. “Negotiating with Third World Governments.” HBR 55 ( January-February, no. 1): 72–80.

4991 Baldwin, W. H. 1942. “The McKesson & Robbins Reorgranization.” HBR 20 (Summer, no. 4): 473–481. Baldwin describes the impact that the McKesson & Robbins bankruptcy proceedings had on every company afﬁliated with this wholesaling operation.

4992 Panuch, J. A. 1940. “Investor Protection in Reorganization.” HBR 19 (Autumn, no. 1): 21–32. Panuch traces the history of the bankruptcy reorganization process, highlighting on the roles of the trustee, the SEC, and then describes some landmark cases in this area.

4993 Lisman, F. J. 1934. “Protective Committees for Security Holders.” HBR 13 (October, no. 1): 19– 33.

Wells describes the “disconnect” that poor communication practices produce in the negotiation process between foreign governments and transnational corporations.

Lisman outlines the qualities that effective members of bankruptcy committees possess. These committees are designed to protect the interests of security holders during economic downturns.

4986 Oppenheimer, F. M. 1954. “Notes on Pod-

4994 Phillips, P. G. 1933. “A Business Tribunal for

snappery.” HBR 32 ( July-August, no. 4): 74–78.

Corporate Reorganization.” HBR 11 ( January, no. 2): 178–186.

Oppenheimer discusses how American executives should deal with foreign laws and customs when negotiating with their international counterparts.

Bankruptcy Issues 4987 Bower, J. and S. Gilson. 2003. “The Social Cost of Fraud and Bankruptcy.” HBR 81 (December, no. 12): 20–22. [“Forethought” Feature]— Though designed to preserve sound companies that face temporary problems, Bower and Gilson ﬁnd that bankruptcy laws are increasingly used for other purposes.

4988 Williams, C. M. 1984. “When the Mighty Stumble.” HBR 62 ( July-August, no. 4): 126–139. Having examined the Massey-Ferguson, Dome Petroleum and International Harvester bankruptcies, Williams describes the ominous signs that ﬁnancially troubled companies face and points out how top management should react.

4989 Mittman, L. and R. W. Morrison. 1981. “Bankruptcies — Assets Often Can Be Picked Up at Bargain Prices.” HBR 59 ( July-August, no. 4): 155– 160. [“Ideas for Action” Feature]— Mittman and Morrison describe the lucrative assets that corporations undergoing bankruptcy offer at bargain prices.

4990 Levine, R. L. 1980. “Trade-Offs in the New Bankruptcy Law.” HBR 58 (March-April, no. 2): 46–52. [“Ideas for Action” Feature]— Levine and Sherman describe changes made to the bankruptcy code, effective 1-October 1979, with regards to how one’s bankruptcy committee is structured and the impact that creditors have on a debtor’s Chapter XI plan.

Phillips investigates corporate reorganizations from the perspective of bondholders.

4995 Pike, A. W. 1932. “The Double-Liability of Bank Stocks.” HBR 10 ( July, no. 4): 516–523. Pike describes how shareholders of bank stock are liable for ﬁnancial distress incurred among banks in addition to their own losses.

4996 Oettinger, J. S. 1931. “Standing Receiver: A Major Step in Bankruptcy Reform [Student Section].” HBR 10 (October, no. 1): 109–117. Oettinger probes the many abuses and corrupt practices involved with current bankruptcy statutes and describes how a receivership structure might reform the system.

4997 “Girard Grocery Company.” 1929. HBR 7 ( July, no. 4): 490–495. [“Legal Developments Signiﬁcant in Business” Feature]— The Philadelphia-based Girard Grocery Company, a grocery wholesaler, underwent bankruptcy in 1926. An ethical problem that transpired in how the ﬁrm’s inventory was valued at market price which is lower than the original price.

4998 “The Corporate Receiver.” 1927. HBR 5 (April, no. 3): 358–365. [“Legal Developments Signiﬁcant in Business” Feature]— The state and federal courts occasionally appoint individuals to oversee the affairs of a business and ensure the ﬁrm steers between the law and effective business practices.

4999 “The Pike Company.” 1923. HBR 1 ( January, no. 2): 248–251. [“HBR Case Study” Feature]— Probes whether insuring foreign shipments against the insolvency of a foreign buyer is advisable or not.

315 5000 Dewing, A. S. 1922. “Creditors’ Committee Receiverships.” HBR 1 (October, no. 1): 31–43. Creditors’ Committees are used to manage ﬁnancially “embarrassed” businesses and are usually comprised of bankers with the tacit consent of the owners of these creditors.

Commercial Liability Issues 5001 Schrage, E. 2003. “Emerging Threat: Human Rights Claims.” HBR 81 (August, no. 8): 16–18. [“Forethought” Feature]— American courts are accepting increasing numbers of claims against multinational companies over business practices in developing countries that involve supply chain management, lending, labor management, product testing and marketing.

5002 Sells, B. 1994. “What Asbestos Taught Me About Managing Risk.” HBR 72 (March-April, no. 2): 76–90. [“First Person” Feature]— Sells, as a Johns-Manville Corporation executive, discusses the hazards of the asbestos industry and how these hazards were poorly managed. Denial played a signiﬁcant role in Johns-Manville’s organizational culture.

5003 Erickson, K. 1990. “Toxic Reckoning: Business Faces a New Kind of Fear.” HBR 68 ( JanuaryFebruary, no. 1): 118–126. Management needs to educate the public on the dangers of toxic chemicals. Doing so, Erickson argues, would help prevent litigation or “toxic torts” and stymie the growth of anti-technology political movements.

5004 Seymour, S. 1988. “The Case of the Willful Whistle-Blower.” HBR 66 ( January-February, no. 1): 103–109. [“HBR Case Study” Feature]—A report that contained evidence of signiﬁcant design problems in a nuclear reactor, was covered up for 15 years. An employee then gave a newspaper the story of these defects which triggered an intense outcry from the public. Respondents focus on how this situation should be handled and what should be done to the whistleblower.

5005 Manley, M. 1987. “Product Liability: You’re More Exposed Than You Think.” HBR 65 (September-October, no. 5): 28–40. [“Keeping Informed” Feature]— No maker or seller of products will ever be immune to product liability litigation. Manley, however, believes one’s chances of being sued can be reduced if they grasp how the law works.

5006 Herzel, L., R. W. Shepro and L. Katz. 1987. “Next-to-Last Word on Endangered Directors.” HBR 65 ( January-February, no. 1): 38–43. [“From the Boardroom” Feature]— A new Delaware law allows companies to relieve their directors from damages in which the company has been found negligent. However, Herzel and his coauthors contend that this law may not be enough because shareholders can still sue a corporate director for disloyalty.

Business Law

5000–5014

5007 Malott, R. H. 1983. “Let’s Restore Balance to Product Liability Law.” HBR 61 (May-June, no. 3): 66–74. Malott describes the manner in which product liability law places great emphasis on: (i) design safety; (ii)product misuse; and (iii) if the safety warning labels were adequately posted.

5008 Ewing, D. W. and M. R. Kindle. 1981. “Monsato’s Early Warning System.” HBR 59 (November-December, no. 6): 107–122. [An Interview With John Hanley]—Monsanto’s CEO, John Hanley, is interviewed on the company’s efforts to assess potential hazards from its chemical product lines.

5009 Fisk, G. and R. Chandran. 1975. “How to Trace and Recall Products.” HBR 53 (NovemberDecember, no. 6): 90–96. With the products they produce, companies frequently imply that these products could be unsafe or won’t work the way they’re supposed to. Fisk and Chandran ﬁnd that prudent companies have contingency plans that provide steps to minimze all damage.

5010 O’Connell, J. 1975. “Why Not No-Fault Product Liability.” HBR 53 (November-December, no. 6): 6–7. [“Ideas for Action” Feature]— Product liability is emerging as a major “crisis area.” Premium rates have the potential to rise ﬁve times what they presently are. O’Connell believes a reform, known as no-fault insurance, could temper these costs.

5011 Walters, K. D. 1975. “Your Employees’ Right to Blow the Whistle.” HBR 53 ( July-August, no. 4): 26–34, 161–162. [“Thinking Ahead” Feature]— Walters assesses federal and state laws applicable to whistleblowing for both corporations and government agencies.

5012 “Responsibility of Bank Directors for Imprudent Credit Policies with Emphasis on Country Banks.” 1928. HBR 7 (October, no. 1): 108–128. [“Legal Developments Signiﬁcant in Business” Feature]— In light of the number of contemporary bank failures, the responsibility that rural bank directors have are examined with regards to “imprudent” credit policies.

5013 “Liability of the Manufacturer of a Defective Article for the Injury to the Person or Property of the Ultimate Consumer.” 1928. HBR 6 ( July, no. 4): 494–498. [“Legal Developments Signiﬁcant in Business” Feature]— The Winterbottom v. Wright federal court decision advances the notion that manufacturers are not liable to tort action other than to one’s immediate vendee.

Consumer Interests and Protection 5014 Davenport, T. H. and J. G. Harris. 2007. “The Dark Side of Consumer Analytics.” HBR 85 (May, no. 5): 31–48. [“HBR Case Study” Feature]—Davenport and Harris’s

5015–5030

Business Law

316

case study examines the ethical ramiﬁcations involving a partnership between a health insurance company and a grocery store chain. The insurer would gain access to a database containing consumer purchasing habits.

tain that consumer interests must be a key component in any company’s marketing strategy.

5015 Gerson, B. 2004. “Taking the Cake.” HBR 82

[“Special Report” Feature]—Makers of breakfast foods and toys advertised on television devoted to children are jittery about the assaults aimed directly at them by consumer groups. Ward urges marketers to only sponsor quality programs, pretest commercials with parents and undertake research into the processes of consumer learning as the basis for a self-regulation effort.

(March, no. 3): 29–39. [“HBR Case Study” Feature]— The popular dough that Southland Baking Company produces is drenched in trans-fats. As such, consumer activists and litigators are zeroing in on the company.

5016 Shapiro, C. 2000. “Will E-Commerce Erode Liberty?” HBR 78 (May-June, no. 3): 189–199. [“Books in Review” Feature]— Shapiro reviews Lawrence Lessig’s new book, In Code and Other Laws of Cyberspace on the impact that commercial interests would have if they could determine the architecture for the Internet.

5017 Bloom, P. N. and S. A. Greyser. 1981. “The Maturing of Consumerism.” HBR 59 (NovemberDecember, no. 6): 130–139. Bloom and Greysar examine whether the consumer movement is in danger of losing the momentum it had during the 1960s and 1970s.

5018 Bloom, P. N. and M. J. Silver. 1976. “Consumer Education: Marketers Take Heed.” HBR 54 ( January-February, no. 1): 32–42, 149–150. Bloom and Silver report on the growing interest in getting consumers to acquire the necessary skills to function in the marketplace more wisely.

5019 Greyser, S. A. and S. L. Diamond. 1974. “Business Is Adapting to Consumerism.” HBR 52 (September-October, no. 5): 38–58. [“Probing Opinions” Feature]—HBR surveyed its subscribers and found that corporate executives are more willing to recognize and accept the principles of the consumer movement.

5020 Bennigson, L. A. and A. I. Bennigson. 1974. “Product Liability: Manufacturers Beware!” HBR 52 (May-June, no. 3): 122–133. Bennigson and Bennigson offer ways for coping with current liability laws in which consumers have broad, new powers to sue.

5021 Webster, F. E., Jr. 1973. “Does Business Misunderstand Consumerism?” HBR 51 (SeptemberOctober, no. 5): 89–97. Webster describes a study of 157 companies on how they perceive consumer needs, problems and frustrations and provides six guidelines for companies to incorporate in their performance audits.

5023 Ward, S. 1972. “Kids’ TV-Marketers on Hot Seat.” HBR 50 ( July-August, no. 4): 16–28, 146–151.

5024 Kotler, P. 1972. “What Consumerism Means for Markets.” HBR 50 (May-June, no. 3): 48–57. Contending that consumerism is here to stay, Kotler believes the movement can be proﬁtable for those companies that see it as an opportunity. The challenge is developing products and marketing practices that combine short- and long-run consumer values.

5025 Rados, D. L. 1969. “Product Liability: Tougher Ground Rules.” HBR 47 ( July-August, no. 4): 144–152. Rados describes the political impact that consumerism possesses as laws now hold manufacturers far more responsible for product deﬁciencies.

5026 Weiss, E. B. 1968. “Marketers Fiddle While Consumers Burn.” HBR 46 ( July-August, no. 4): 45–53. Marketing is out-of-step with the gains made by the consumer movement. As such, it is likely to be subject to strict regulation. Weiss believes most ﬁrms need an executive-level director in charge of consumer protection.

5027 Beem, E. R. and J. S. Ewing. 1954. “Business Appraises Consumer Testing Agencies.” HBR 32 (March-April, no. 2): 113–126. Beem and Ewing describe the historical development of the Consumers’ Research and the Consumers Union organizations in helping consumers and enhance product quality.

5028 Filene, L. 1939. “Voluntary Control of Unfair Business Practices.” HBR 17 (Summer, no. 4): 435–441. To prevent federal intervention, Filene argues how every industry or trade association must be proactive in policing and disciplining those who engage in unscrupulous practices.

5029 Dameron, K. 1939. “The Consumer Movement.” HBR 17 (Spring, no. 3): 271–289. Dameron describes the advances the burgeoning consumer movement is making in providing consumers with information on matters involving pricing and quality.

5022 Aaker, D. A. and G. S. Day. 1972. “Corporate Responses to Consumerism Pressures.” HBR 50 (November-December, no. 6): 114–124.

5030 Richardson, J. 1930. “Business Policing Itself

The pressures on business from the consumer movement will intensify. In addition, so will government regulation with all its inﬂexibility, high costs, and inequities created by uneven administration. Aaker and Day main-

Richardson writes on the Better Business Bureau’s efforts to safeguard consumers from being exploited by unscrupulous business practices without government interference.

Through the Better Business Bureaus.” HBR 9 (October, no. 1): 69–77.

317

Contracts and Agreements 5031 Nunes, P. F. 2002. “License to Overkill.” HBR 80 (December, no. 12): 29–37. [“HBR Case Study” Feature]— Nunes’s case study examines a licensing deal between a fast-food chain and a popular television character.

5032 Bazerman, M. H. and J. J. Gillespie. 1999. “Betting on the Future: The Virtues of Contingent Contracts.” HBR 77 (September-October, no. 5): 155–160. [“Manager’s Tool Kit” Feature]—“Contingent contracts” can help avoid the impasse that transpires when two parties, having similar interests, fail to reach an agreement because of different expectations.

5033 Spanner, R. A. 1985. “Improvements on the Noncompetition Agreement.” HBR 63 (MarchApril, no. 2): 8–10. [“Ideas for Action” Feature]—Professionals are increasingly challenging noncompetition agreements through the courts. Spanner provides several alternatives that offer greater ﬂexibility in protecting company information or trade secrets.

5034 Bevis, H. L. 1932. “The Pitfalls of Partnership Agreements.” HBR 10 (April, no. 3): 366–372. A written agreement which includes a clear, frank, intelligent consideration of the problems most likely to be the best policy for a partnership over the long run.

5035 “The Relationship of Syndicate Managers and Members.” 1929. HBR 8 (October, no. 1): 88– 95. [“Legal Developments Signiﬁcant in Business” Feature]— Describes the rapid changes that are taking place in the syndication of securities particularly involving the relationship between syndicate managers and their membership.

5036 “Cancellations: The American Sugar Reﬁning Company.” 1924. HBR 2 ( July, no. 4): 496–502. [“HBR Case Study” Feature]— In light of a sudden decline in sugar prices, many customers of the American Sugar Company are attempting to cancel their existing contracts for delivery. Management is adopting a policy of strict enforcement and will use legal means if necessary.

5037 “Cancellations: The Randolph Shoe and Leather Company.” 1924. HBR 2 (April, no. 3): 367–370. [“HBR Case Study” Feature]— The Randolph Shoe Company manufactures medium-priced men’s shoes. With deﬂation rampant, the price of these shoes has dropped. As such, many retailers are cancelling the orders they agreed to six months ago. What leverage does the Randolph Shoe Company possess?

5038 “Cancellations: The Harrison Steel Corporation.” 1924. HBR 2 ( January, no. 2): 238–240. [“HBR Case Study” Feature]— The options available

Business Law

5031–5045

to a steel manufacturer who receives a request to cancel a major order are examined.

Estate, Trusts or Inheritance Topics 5039 Forbes, W. F. and A. C. Paddock. 1982. “‘Freeze’ Assets to Lower Estate Taxes and Keep Control.” HBR 60 (November-December, no. 6): 16–28. [“Growing Concerns” Feature]— Forbes and Paddock describe three asset-freezing methods for business owners wanting to pass their companies on to a younger generation without the burden of high estate taxes.

5040 Schwartz, E. L. 1966. “Caveats on Estate Planning.” HBR 44 (March-April, no. 2): 48–50, 171–178. [“Keeping Informed” Feature]—Schwartz warns executives to be more committed to simplfying their probate problems, and minimize their estate administration expenses so as to maximize the assets of their estate.

5041 Jenney, C. 1931. “The Trusteed Estate.” HBR 9 ( January, no. 2): 159–168. Jenney writes about people creating their trusts in an orderly way instead of dumping lump sums into the laps of their heirs.

5042 “Accounting for Payments to the Estate of a Deceased Partner.” 1929. HBR 7 ( July, no. 4): 482– 489. [“HBR Case Study” Feature]— Partnership arrangements produce many complex problems. This case study examines which accounting procedure is appropriate given each partnership’s unique qualities.

5043 “Estate and Inheritance Taxation of Corporate Securities.” 1929. HBR 7 (April, no. 3): 338– 338. [“Legal Developments Signiﬁcant in Business”]— Investors in trust services or insurance products are urged to give high priority to their estate and inheritance tax ramiﬁcations.

Ethics or Dishonesty Issues 5044 Finder, J. 2007. “The CEO’s Private Investigation.” HBR 85 (October, no. 10): 47–60. [“HBR Case Study” Feature]—Finder’s case study features a newly appointed CEO who suspects that her new workforce is engaged in corporate misconduct. That prompts her to hire a private investigator.

5045 Heineman, B. W., Jr. 2007. “Avoiding Integrity Land Mines.” HBR 85 (April, no. 4): 100–108. Heinemann, as General Electric’s chief legal ofﬁcer for twenty years, developed a uniform framework to keep GE’s employees—who operate in hundreds of nations— “ethical” given the high-pressured business expectations that all of them operate under.

5046–5058

Business Law

318

5046 Hasson, R. 2007. “Why We Didn’t Know?” HBR 85 (April, no. 4): 33–43.

nothing more than to emulate and share in their fortunes.

[“HBR Case Study” Feature]— Galvatrens, a ﬁctional consumer products company, faces a “whistle-blowers” lawsuit from a divisional sales manager over his dismissal from the company. The company’s chief executive ofﬁcer is perplexed given the concerted effort his company made to protect whistle-blowers from harrassment and retaliation.

5053 Simons, T. 2002. “The High Cost of Lost Trust.” HBR 80 (September, no. 9): 18–19.

5047 Fryer, B. 2007. “The Ethical Mind.” HBR 85 (March, no. 3): 51–56. [“A Conversation with Psychologist Howard Gardner” Feature]— Gardner, a psychology professor in Harvard’s School of Education, ﬁnds it easy for people to lose their ethical bearings when they are overwhelmed from too much information or feel pressured to win at all costs. Gardner also discusses the relationship between psychology and ethics in addition to what constitutes an ethical mind.

5048 Mobley, M. E. and J. Humphreys. 2006. “How Low Will You Go?” HBR 84 (April, no. 4): 33–44. [“HBR Case Study” Feature]— Mobley and Humphreys’s case study examines the point to which “client entertainment” crosses the line of propriety based on how a sales manager for an engine manufacturer in Alabama is “wining and dining” his customers and sales prospects at a strip club.

5049 Bodrock, P. 2005. “The Shakedown.” HBR 83 (March, no. 3): 31–41. [“HBR Case Study” Feature]— An American software developer discovers that nothing can be done in a developing country without “greasing the palms of the local ofﬁcials.” These ofﬁcials are making life unbearable for this executive with regards to telephone service, taxes and a bevy of other topics. As such, should the company abide by American ethics and laws or by local mores?

5050 Kirby, J. 2004. “Left on a Mountainside.” HBR 82 ( January, no. 1): 15–25. [“HBR Case Study” Feature]—Ed Davidson hears that his CEO will not promote him to be a company president. Ed, however, knows a secret that could besmirch the reputation of this CEO. Should Ed use this rumor to savage his aspirations?

5051 Banaji, M. R., M. H. Bazerman and D. Chugh. 2003. “How (Un)Ethical Are You?” HBR 81 (December, no. 12): 56–64. Good managers often make unethical decisions without knowing it. To support this assertion, Banaji and her coauthors utilized data from a survey of 2.5 million people and found that approximately 75 percent of respondents harbor unconscious biases that color their judgment.

5052 Coutu, D. L. 2003. “I Was Greedy, Too.” HBR 81 (February, no. 2): 38–44. [“HBR at Large” Feature]— Despite the outrage at the greediness of Wall Street analysts, dot.com entrepreneurs and other chief executive ofﬁcers, many Americans want

[“Forethought” Feature]— Simons describes a new study of personnel in the hotel industry. Employees who believed that their management followed through on promises and demonstrated the values they preached worked for hotels who were considerably more proﬁtable than when hotel employees indicated otherwise.

5054 Wetlaufer, S. 1999. “A Question of Character.” HBR 77 (September-October, no. 5): 30–43. [“HBR Case Study” Feature]— Wetlaufer’s case study features Joe Ryan who turned a small-town cosmetics company into a national powerhouse. Doing so made employees happy and shareholders rich in the process. Should it really matter that Joe Ryan cheats on his wife?

5055 Badaracco, J. L., Jr. 1998. “The Discipline of Building Character.” HBR 76 (March-April, no. 2): 114–125. An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A deﬁning moment challenges people in a deeper way by asking them to choose between two or more ideals in which they see merits in both options. Such decisions rarely have one “correct” response and require people to refocus on their core values and ideals.

5056 McCoy, B. H. 1997. “The Parable of the Sadhu.” HBR 75 (May-June, no. 3): 54–64. [“HBR Classic” Feature]— McCoy spent several months hiking throughout Nepal. Midway through the difﬁcult trek, McCoy encountered the body of an Indian holy person, or sadhu and describes how this illustrates a moral dilemma between individual and corporate ethics.

5057 Donaldson, T. 1996. “Values in Tension: Ethics Away from Home.” HBR 74 (September-October, no. 5): 48–62. [“World View” Feature]— Firms doing business in other nations often ﬁnd their moral and ethical values being challenged; particularly those that involve civil rights, employment discrimination, environmental or health regulation violations. Some practices that might be unethical in one part of the world are ethical in another. Levi Strauss and Motorola both developed detailed codes of conduct that provide a clear direction on ethical behavior. This leaves room for managers to resolve ethical tensions responsibly.

5058 Paine, L. S. 1994. “Managing for Organizational Integrity.” HBR 72 (March-April, no. 2): 106– 118. Many companies are rushing to implement compliance-based ethics programs that focus on preventing, detecting, and punishing legal violations. Such programs do not go far enough. Paine argues that companies need to adopt an integrity-based approach to ethics management; one that holds a ﬁrm to a far more robust standard than one based on compliance.

319 5059 Stark, A. 1993. “What’s the Matter with Business Ethics?” HBR 71 (May-June, no. 3): 38–48. [“In Question” Feature]— Business ethics classes are popular on college campuses. Stark explains how a new approach to teaching business ethics has transpired. Emphasis is now placed on behaving in a morally and socially responsible manner with the realization that everyone possesses mixed motives.

5060 Chew, W. B. and T. B. Blodgett. 1992. “The

Business Law

5059–5075

5067 Gellerman, S. W. 1986. “Why ‘Good’ Managers Make Bad Ethical Choices.” HBR 64 ( JulyAugust, no. 4): 85–90. Gellerman explores how normally honest, intelligent and compassionate managers can act in ways that are dishonest, duplicitous and wrongheaded.

5068 Kizilos, T. 1984. “Kratylus Automates His Urnworks.” HBR 62 (May-June, no. 3): 136–144.

Case of the High-Risk Safety Product.” HBR 70 (May-June, no. 3): 14–27.

Kizilos moderates a discussion between four individuals that involves ancient Greece, the market economy and business ethics.

[“HBR Case Study” Feature]— Chew and Blodgett’s case study focuses on how companies must sometimes decide between proﬁtability and social responsibility with regards to their product lines.

5069 Sherwin, D. S. 1983. “The Ethical Roots of the Business System.” HBR 61 (November-December, no. 6): 183–192.

5061 Taylor, W. 1992. “Crime? Greed? Big Ideas? What Were the ’80s About?” HBR 70 ( JanuraryFebruary, no. 1): 32–45. [“In Question” Feature]— Those who see the 1980s as a period of revolution in ﬁnance and management must not overlook the social misfortune from takeovers and leveraged buyouts. The 1990s, in turn, must be a period in which economic growth is balanced with social justice.

5062 Bhide, A. and H. H. Stevenson. 1990. “Why Be Honest if Honesty Doesn’t Pay.” HBR 68 (September-October, no. 4): 121–131. Honesty for business executives and entrepreneurs tends to be a moral choice and not a business necessity. Bhide and Stevenson’s study ﬁnds that most managers and marketers work to keep their word.

5063 Andrews, K. R. 1989. “Ethics in Practice.” HBR 67 (September-October, no. 5): 99–104. Andrews examines how supportive company management is when good people are caught up in ethical dilemmas.

5064 Cadbury, A. 1987. “Ethical Managers Make Their Own Rules.” HBR 65 (September-October, no. 5): 69–75. Cadbury emphasizes how all business decisions involve some degree of ethical judgment and that management must be cognizant of the role ethics plays in decision making.

5065 Coles, R. 1987. “Storytellers’ Ethics.” HBR 65 (March-April, no. 2): 8–14. [“For the Manager’s Bookshelf ” Feature]— Believing that literature provides moral lessons for getting people to think about how they conduct their lives, Coles explains how he utilizes American literature (e.g., Fitzgerald, William Carlos Williams or Walker Percy) for his ethics class at the Harvard Business School.

5066 Fadiman, J. A. 1986. “A Traveler’s Guide to Gifts and Bribes.” HBR 64 ( July-August, no. 4): 122–136. [“Special Report” Feature]— Fadiman focuses on the ethical question whether executives and marketing representatives should walk away from “requests” for gifts and risk jeopardizing present and future opportunities.

Sherwin believes that ethical executives know that everyone (i.e., owners, employees and shareholders) must share equally in a business’s gain.

5070 McCoy, B. H. 1983. “The Parable of the Sadhu.” HBR 61 (September-October, no. 5): 103– 108. McCoy discusses a moral dilemma that a group of climbers in Nepal encountered contains profound ethical ramiﬁcations for any type of organization.

5071 Amara, R. and Schmid; G. 1982. “Case of the Suspicious Scientist.” HBR 60 (September-October, no. 5): 6–14. [“Problems in Review” Feature]— Amara and Schmid’s case study focuses on a manufacturing ﬁrm that is responsible for producing carcinogen and the nightmares it faces in terms of ethics and public relations.

5072 Goodpaster, K. E. and J. B. Matthews, Jr. 1982. “Can a Corporation Have a Conscience?” HBR 60 ( January-February, no. 1): 132–141. Goodpaster and Matthews believe that corporations do operate with moral principles that can be put into action.

5073 Nash, L. L. 1981. “Ethics Without the Sermon.” HBR 59 (November-December, no. 6): 78– 90. Corporate executives are asked 12 questions on whether their strategies are morally defensible as well as beneﬁcial to their ﬁrm.

5074 Rudelius, W. and R. A. Buchholz. 1979. “Ethical Problems of Purchasing Managers.” HBR 57 (March-April, no. 2): 8–14. [“Ideas for Action” Feature]— A company policy toward gifts and other forms of entertainment that vendors offer one’s purchasing ofﬁcers is easy to establish. Setting sensible rules on matters such as preferential treatment for certain suppliers is another matter.

5075 Sonnenfeld, J. and P. R. Lawrence. 1978. “Why Do Firms Succumb to Price Fixing?” HBR 56 ( July-August, no. 4): 145–157. Sonnenfed and Lawrence surveyed executives from a wide array of companies who were implicated on priceﬁxing or collusion charges.

5076–5094

Business Law

320

5076 Heller, R. 1978. “Review of Bribery and Extortion.” HBR 56 ( July-August, no. 4): 68–72. [“For the Manager’s Bookshelf ” Feature]— The Jacoby, Nehemkis and Eells book, Bribery and Extortion in World Business is reviewed.

5077 McAdams, T. and R. C. Miljus. 1977. “Growing Criminal Liability of Executives.” HBR 55 (March-April, no. 2): 36–40, 164–165. [“Keeping Informed” Feature]—McAdams and Miljus discuss recent trends on corporate ofﬁcers convicted for not complying with federal regulations or engaging in organizational wrongdoing.

5078 Brenner, S. N. and E. A. Molander. 1977. “Is the Ethics of Business Changing?” HBR 55 ( January-February, no. 1): 57–71. Believing that public concern over business ethics is higher today than ever, the authors replicate a 1961 HBR survey of readers relevant to corporate ethics.

5079 Cushman, R. 1976. “The Norton Company

5085 Fendrock, J. J. 1968. “Sequel to Quasar Steller.” HBR 46 (September-October, no. 5): 14– 24, 175–178. More than 3,000 readers responded to a questionnaire relevant to business ethics following Fendrock’s original case study earlier in the year. Fendrock tabulated those responses and reports on the steps taken by Quasar to ameliorate its situation.

5086 Blodgett, T. B. 1968. “Showdown on Business Blufﬁng.” HBR 46 (May-June, no. 3): 162–170. [“Special Report” Feature]— Blodgett, as HBR’s associate editor, reports on how aroused readers were with Albert Carr’s article, “Is Business Blufﬁng Ethical” and Carr’s comparison of business to poker.

5087 Fendrock, J. J. 1968. “Crisis in Conﬁdence at Quasar.” HBR 46 (March-April, no. 2): 112–120. Fendrock’s case study probes what course of action a manager should take when their superiors engage in questionable conduct.

Faces the Payoff Problem.” HBR 54 (September-October, no. 5): 6–7.

5088 Carr, A. Z. 1968. “Is Business Blufﬁng Ethical?” HBR 46 ( January-February, no. 1): 143–153.

[“Ideas for Action” Feature]— Cushman tells how many of his company’s ethical guidelines were revamped after a rash of corporate scandals.

Carr explains how business ethics mirror those of a poker game as opposed to society’s norms.

5089 Clasen, E. A. 1967. “Marketing Ethics & the

5080 McCloy, J. J. 1976. “John J. McCloy on Cor-

Consumer.” HBR 45 ( January-February, no. 1): 79– 86.

porate Payoffs.” HBR 54 ( July-August, no. 4): 14– 28, 159–160. [“From the Boardroom” Feature]— McCloy reports on the review committee he chaired to review the illegal contributions and gifts made by the Gulf Oil Corporation to an array of political activities.

5081 Wall, Jerry L. 1974. “What the Competition Is Doing: Your Need to Know.” HBR 52 (November-December, no. 6): 22–38. [“Probing Opinions” Feature]— Wall surveyed 1,200 HBR subscribers as to their attitudes on the ethics of competitors information gathering or intelligence.

Clasen discusses efforts made at Pillsbury to construct an open buyer-seller dialogue or environment as a way to control marketing behavior.

5090 Austin, R. W. 1961. “Code of Conduct for Executives.” HBR 39 (September-October, no. 5): 53–61. Codes of conduct imposed by corporate policy statements, statutory prohibitions, and discussions of “business ethics” are generally ineffective. Austin counters with a four-point code for professional managers that should be simpler, more understandable, convincing, and workable.

5082 Sturdivant, F. D. and A. B. Cocanougher. 1973. “What Are Ethical Marketing Practices.” HBR 51 (November-December, no. 6): 10–12, 176.

5091 Maumhart, R. C. 1961. “How Ethical Are

[“Ideas for Action” Feature]— Sturdivant and Cocanougher surveyed corporate executives and the general public on ethical issues involving marketing practices. Both were struck by the gap that exists between the views of these executives and the general public.

[“Problems in Review” Feature]—1,700 executives were surveyed concerning current state of business ethics.

5083 Carr, A. Z. 1970. “Can an Executive Afford a Conscience?” HBR 48 ( July-August, no. 4): 58–69.

Businessmen?” HBR 39 ( July-August, no. 4): 6–19, 156–176.

5092 Furash, E. E. 1961. “The Case of the Perplexed President.” HBR 39 (May-June, no. 3): 144–166. Furash’s case study involves conﬂicts of interest, ethical questions, vagaries of administrative behavior and leadership problems based on a real-life situation.

Carr wonders if today’s corporate executive can reconcile their ethical foundations in an “anything for earnings” corporate culture.

5093 Smith, H. C. 1958. “Watch Your Expense Accounts.” HBR 36 ( January-February, no. 1): 120–126.

5084 Grutzner, C. 1970. “How to Lock Out the

Smith discusses some unethical practices involving expense accounts and the federal income tax system.

Maﬁa.” HBR 48 (March-April, no. 2): 45–58. Grutzner describes how reputable businesses have been victimized by organized crime and what executives can do to detect and counteract inroads into their company by organized crime.

5094 Dempsey, B. W. 1949. “The Roots of Business Responsibility.” HBR 27 ( July, no. 4): 393– 404. Dempsey, a Jesuit priest, contends executives are in

321 dire need of philosophical principles to guide them in their economic or commercial activities.

5095 Welcker, J. W. 1948. “Fair Proﬁt?” HBR 26 (March, no. 2): 207–215. A most lucrative, but unseemly war surplus deal, involved a stock offering by the Texas Eastern Transmission Corporation. Against this backdrop, Welcker, discusses the philosophical underpinnings of “fair proﬁts.”

5096 Taylor, M. D. 1931. “Study of Weights in Chain and Independent Grocery Stores in Durham, North Carolina.” HBR 9 ( July, no. 4): 443–455. Taylor attempts to ascertain the extent to which both the chain and independent grocery stores in Durham, North Carolina over-report the weights of merchandise sold in bulk.

5097 Donham, W. M. 1929. “Business Ethics: A General Survey.” HBR 7 ( July, no. 4): 385–394. In a rapidly changing social environment, the art of living and working together must also change through a process known as “ethics.”

5098 Stevens, W. H. S. 1929. “Some Economic Consequences of Commercial Bribery.” HBR 7 ( January, no. 2): 156–169. Stevens describes how commercial bribery is a common practice in many industries.

Business Law

5095–5110

5103 White, C. H., Jr. and R. B. Felder. 1983. “Turn Your Truck Fleet into a Proﬁt Center.” HBR 61 (May-June, no. 3): 14–15. [“Ideas for Action” Feature]— As a result of deregulation in the trucking industry, White and Felder describe opportunities that exist in turning private trucking ﬂeets into for-hire carriers.

5104 Robertson, T. S. and S. Ward. 1983. “Management Lessons from Airline Deregulation.” HBR 61 ( January-February, no. 1): 40–44. [“Ideas for Action” Feature]— Robertson and Ward predict that many companies, in heavily regulated industries, will ﬁnd it difﬁcult shifting from a “regulation mentality” to a marketplace orientation.

5105 Bowen, N. C. 1982. “Sources on Regulation.” HBR 60 (September-October, no. 5): 38–40. [“For the Manager’ Bookshelf ” Feature]— Bowen reviews several recently published books relevant to government regulation, alternatives to regulation, and interactions between private industry and regulatory agencies.

5106 Robertson, T. S., S. Ward and W. M. Caldwell, IV. 1982. “Deregulation: Surviving the Transition.” HBR 60 ( July-August, no. 4): 20–24.

Governmental Impact or Regulation

[“Ideas for Action” Feature]—Robertson and his coauthors see problems ahead for companies in heavily regulated industries and whether those companies possess the resiliency to persevere if their industry is ever deregulated.

5099 Hoffman, A. J. 2007. “If You’re Not at the Table, You’re on the Menu.” HBR 85 (October, no. 10): 34–35.

5107 Fox, J. R. 1981. “Breaking the Regulatory Deadlock.” HBR 59 (September-October, no. 5): 97–105.

[“Forethought” Feature]— Hoffman urges companies to be proactive toward regulatory issues involving carbon emissions.

Fox explains why the regulatory process — with its public and formal proceedings—tends to trigger conﬂict rather than generate reconciliation or consensus with regards to groups engaged in conﬂict.

5100 Wagner, S. and L. Dittmar. 2006. “The Unexpected Beneﬁts of Sarbanes-Oxley.” HBR 84 (April, no. 4): 133–140. [“Best Practice” Feature]— The Sarbanes-Oxley Act was intended to make corporate governance more rigorous, ﬁnancial practices more transparent and management criminally liable for lapses. Wagner and Dittmar contend that compliance has been far less onerous and costly than initially feared. Moreover, Sarbanes-Oxley can provide valuable insight into one’s operation which translates to improved efﬁciencies and cost savings.

5101 Viscusi, W. K. 1985. “Market Incentives for Safety.” HBR 63 ( July-August, no. 4): 133–138. Regulations that govern product safety do not account for how market forces promote safety. As such, federal regulations should complement rather than supplant the role of market forces.

5102 Leone, R. A. 1984. “Examining Deregulation.” HBR 62 ( July-August, no. 4): 56–58. [“For the Manager’s Bookshelf ” Feature]— Leone critiques Tolchin and Tolchin’s new book, Dismantling America: The Rush to Deregulate.

5108 Drayton, W. 1981. “Getting Smarter About Regulation.” HBR 59 ( July-August, no. 4): 38–52. [“Thinking Ahead” Feature]— Drayton discusses the regulatory notion of “controlled trading” that’s emerging from the Reagan Administration. In this scenario, business and a regulatory agency are encouraged to propose smarter alternatives or counter-proposals to one another.

5109 Reich, R. B. 1981. “Regulations by Confrontation or Negotiation?” HBR 59 (May-June, no. 3): 82–93. Making the regulatory process more efﬁcient is difﬁcult. A large and rapidly expanding assemblage of “business-government intermediaries” makes this even more difﬁcult.

5110 Baruch, H. 1979. “The Foreign Corrupt Practices Act.” HBR 57 ( January-February, no. 1): 32–50. [“From the Boardroom” Feature]— Baruch, in explaining how a 1977 law prohibits companies from bribing foreign ofﬁcials, is most interested in how the Securities Exchange Commission will interpret the law.

5111–5127

Business Law

322

5111 Kushner, L. M. 1980. “Product Safety Stan-

5119 Jensen, M. C. 1966. “Gamesmanship with

dards and Product Innovation Too.” HBR 58 ( JulyAugust, no. 4): 26–68.

the Guideposts.” HBR 44 (November-December, no. 6): 168–183.

[“Ideas for Action” Feature]— As commissioner of the Consumer Product Safety Commission, Kushner explains why his commission could never promulgate safety requirements that were technically and economically feasible.

[“Problems in Review” Feature]— Jensen describes how metal producers coped with several setbacks involving price-increases prior to winning a major strategic victory over the White House.

5112 Gartner, M. G. 1979. “Review of the Future of Business Regulation.” HBR 57 (November-December, no. 6): 56–57.

5120 Van Cise, J. G. 1966. “Regulation—By Business or Government?” HBR 44 (March-April, no. 2): 53–63. Van Cise seeks an arrangement by which government and business interests can join in a cooperative undertaking to counter a myriad of reprehensible trade practices.

[“For the Manager’s Bookshelf ”]— Gartner reviews Murray Wiedenbaum’s book, The Future of Business Regulation, in which Wiedenbaum eloquently argues for more self-restraint on the part of government regulators and public interest groups toward business regulation.

5121 Corson, J. J. 1961. “More Government in Business.” HBR 39 (May-June, no. 3): 81–88.

5113 Ward, S. 1978. “Compromise in Commer-

Corson dissects the different roles government plays with regard to industry.

cials for Children.” HBR 56 (November-December, no. 6): 128–136. The Federal Trade Commission instituted regulations for children-oriented television that affects: (i) commercials when children comprise a certain percentage of an audience; (ii) a ban on commercials for products containing a certain proportion of sugar; as well as (iii) making advertisers responsible for sponsoring health and nutritional oriented commercials.

5114 Tracy, K. B. 1978. “Federal Regulation of Business.” HBR 56 (September-October, no. 5): 68–76.

5122 Anthony, R. N. and M. V. Sears. 1961. “Who’s That?” HBR 39 (May-June, no. 3): 65–71. The social security system offers credit analysts, banks, insurance companies, mail-order houses, magazines and hotels all have much to gain from an efﬁcient, universal numbering system for identifying people.

5123 Austin, R. W. 1954. “Let’s Get Cost Pricing Out of Our Laws.” HBR 32 (May-June, no. 3): 67– 72. Austin examines whether “costs” are really a determinant of the price consumers pay and whether it should apply to the laws relevant to price discrimination.

[“From the Manager’s Bookshelf ” Feature]— Tracy describes several Government Printing Ofﬁce publications such as: The U.S. Government Manual, The Code of Federal Regulations, The Federal Register, and several Bureau of National Affairs [private press] publications.

5124 Greer, H. C. 1952. “Cost Factors in PriceMaking.” HBR 30 (September-October, no. 5): 127–136.

5115 Leone, R. A. 1977. “The Real Cost of Regu-

Greer examines the impact that government regulation has on the pricing structure for goods and services.

lation.” HBR 55 (November-December, no. 6): 57– 66. Leone explains how government regulations can alter the cost for doing business, affect institutional relationships and change the skills needed by top management.

5116 Kasper, D. M. 1977. “For a Better Worker Workers’ Compensation System.” HBR 55 (MarchApril, no. 2): 6–8. [“Ideas for Action” Feature]— Kasper offers ideas why workers’ compensation claims have risen so dramatically.

5117 Foulkes, F. K. 1973. “Learning to Live with OSHA.” HBR 51 (November-December, no. 6): 57–67. Foulkes explains how companies are responding to OSHA and other Department of Labor mandates.

5118 Merkel, E. W. 1968. “The Other Anti of Antitrust.” HBR 46 (March-April, no. 2): 53–62. Recent Supreme Court and regulatory agency decisions are an attempt to “seize control of industry” which works to protect the less efﬁcient — typically small businesses — from the more efﬁcient.

5125 Corey, E. R. 1952. “Fair Trade Pricing: A Reappraisal.” HBR 30 (September-October, no. 5): 47–62. Congress passed the McGuire bill in July, 1952 that pertained to resale price maintenance issues. Corey delves into the beneﬁts and costs for this legislation from the standpoint of manufacturers, retailers, and consumers.

5126 Copeland, M. T. 1951. “The Federal Trade Commission Indicts Itself.” HBR 29 (September, no. 5): 25–34. Copeland, while in agreement with concerns that competition is stymied through “interlocking” directorates,” contends that a Federal Trade Commission report on this topic contains a great deal of anecdotal evidence and heresay.

5127 Head, N. C. 1948. “The Basing Point Cases.” HBR 26 (November, no. 6): 641–655. Head traces how the Federal Trade Commission attacked the basing point price structure and then predicts what is ahead with other pricing structures.

323

Business Law

5128–5146

5128 Ruggles, C. O. 1945. “Government Control of Business.” HBR 24 (Autumn, no. 1): 32–50.

government when charging manufacturers, wholesalers, or retailers with price ﬁxing.

Ruggles is concerned that many Americans are passive to heavy government interference or regulation of business, even in the peacetime economy.

5137 Learned, E. P. and N. Isaacs. 1937. “The Rob-

5129 Ballentine, A. A. 1944. “The Corporation and the Income Tax.” HBR 22 (Spring, no. 3): 277– 290. Ballentine describes the notion of the “corporation” and whether the federal government has the statutory authority to tax corporations.

5130 Sanders, T. H. 1944. “Government by ‘Ac-

bins-Patman Law: Some Assumptions and Expectations.” HBR 15 (Winter, no. 2): 137–155.

5138 Straus, R. K. 1935. “Capacity Control and the Ice Age.” HBR 14 (Autumn, no. 1): 90–97. The NRA codes in the New Deal contain measures involving the manufacture of ice. Straus explores the impact of this regulation since demand for manufactured ice has declined by one-third because of electrical refrigerators being available to the mass markets.

counting Principles.’” HBR 22 (Spring, no. 3): 265– 276.

5139 Riegel, J. W. 1935. “Some Basic Managerial

Sanders describes how the federal government has utilized accounting principles to assert its control over private industry.

Riegel maintains that every group of citizens has a vested interest in knowing the consequences of government internvention on American businesses.

5131 Ashley, E. E., III. 1941. “Government Hous-

5140 Alexander, R. S. 1935. “Problem of OverLapping in the Codiﬁcation of Practices with the Wholesale Trades.” HBR 13 (April, no. 3): 271–285.

ing Activities.” HBR 19 (Winter, no. 2): 230–242. Prior to the New Deal, the Federal Government had little to do with either the real estate, housing, or mortgage industries. Ashley lists the federal agencies now active in real estate ﬁnancing and housing for the purpose of preventing the mortgage industry’s collapse and to prop up a sagging construction industry.

5132 Cassady, R., Jr. 1940. “Trade Barriers Within the United States.” HBR 18 (Winter, no. 2): 231–247. States are prevented by the Constitution from establishing the tariffs between different states. States, however, do have the power to tax, inspect, and quarantine anything that “passes through” via interstate commerce. Cassady is concerned over whether this enables some states to curtail trade.

5133 Gragg, C. I. 1939. “Reform Law and Business Statesmanship.” HBR 17 (Summer, no. 4): 414–433. Over the last six years, business executives have had to cope with an unprecedented level of reform legislation. This has demanded a sense of statesmanship and other qualities on their part.

5134 Cies, R. D. 1939. “Costing Problems Posed by the Robinson-Patman Act.” HBR 17 (Spring, no. 3): 350–355. The Robinson-Patman Act mandates manufacturers to accumulate cost data so that price differentials offered to buyers can be legally justiﬁed.

Responsibilities.” HBR 13 (April, no. 3): 286–308.

Alexander examines the overlapping nature of competition of wholesale distributors stemming from National Recovery Act (NRA) government mandates.

5141 Dameron, K. 1935. “The Retail Department Store and the NRA.” HBR 13 (April, no. 3): 261–270. Dameron probes whether department stores can operate efﬁciently under NRA regulations.

5142 Weber, G. M. 1934. “Legislative Weapons in Inter-Industry Competition: Oils and Fats.” HBR 13 (October, no. 1): 72–82. Weber contends that intense competition will arise from producers of alternative or substitute commodities in spite of the National Industrial Recovery Administration’s attempt to regulate intra-industry competition.

5143 Richberg, D. R. 1934. “Six Months of the N.R.A.” HBR 12 ( January, no. 2): 129–141. Richberg assesses the ﬁrst six months of the National Recovery Act and delves into the impact from those regulations on almost every manufacturer and retailer.

5144 Bettman, I. M., Jr. 1933. “The United States Intercoastal Shipping Conference.” HBR 12 (October, no. 1): 116–124. Bettman’s study illustrates the effectiveness of industry self-regulation.

5135 Harbeson, R. W. 1939. “The Cost Concept and Economic Control.” HBR 17 (Spring, no. 3): 257–270.

5145 Killough, H. B. 1933. “Effects of Govern-

Harbeson examines various pieces of price control legislation and how each meshes into the social and economic policies championed by the Roosevelt Administration.

Because the supply and demand for commodities is so volatile, the futures markets is subject to government legislation and regulation.

5136 Backman, J. 1938. “Enforcement of Govern-

Law Reform.” HBR 8 ( January, no. 2): 170–183.

ment Price Fixing.” HBR 16 (Winter, no. 2): 154– 167. Backman writes on the inherent difﬁculties facing the

mental Regulation of Commodity Exchanges in the United States.” HBR 11 (April, no. 3): 307–315.

5146 Hunt, B. C. 1930. “Recent English Company Hunt describes how Great Britain’s Parliament is debating whether to revise many of the laws that have governed British corporations for centuries.

5147–5164

Business Law

324

5147 “The Tyson Case.” 1928. HBR 6 ( January, no. 2): 247–251. [“Legal Developments Signiﬁcant in Business”]— The United States Supreme Court’s decision involving the Tyson and Brothers Company is important with regards to governmental rate setting for businesses that are not involved in the utility industry.

5148 “The Indianapolis Water Company Case.” 1927. HBR 5 ( July, no. 4): 496–501. [“Legal Developments Signiﬁcant in Business” Feature]— Details a landmark Supreme Court decision on a public utilities commission’s role in establishing utility rates.

5149 “The American Rubber Situation.” 1927. HBR 5 ( July, no. 4): 449–467.

5155 Culbertson, C. V. and J. D. Woods. 1981. “Charge Total Casualty Claims Costs Against the Operating Unit’s Proﬁt.” HBR 59 (September-October, no. 5): 6–12. [“Ideas for Action” Feature]— Given the exorbitant costs that arise from workplace injuries, the Marriott Corporation forces its managers to be vigilant and proactive in doing everything to prevent these accidents.

5156 Bishop, J. W., Jr. 1978. “Understanding D&O Insurance Policies.” HBR 56 (March-April, no. 2): 20–34, 184. [“From the Boardroom” Feature]— Bishop attempts to demystify the nature of directors’ and ofﬁcers’ liability coverages as litigation from shareholders and other stakeholders mounts against corporate directors.

[“Summaries of Business Research” Feature]— High natural crude rubber prices will trigger research into substitutes for crude rubber. Low prices, however, discourages production and research. Legislation, known as the Stevenson Act, for stabilizing prices is likely to be counterproductive.

5157 McCahill, F. X., Jr. 1971. “Avoid Losses Through Risk Management.” HBR 49 (May-June, no. 3): 57–65.

5150 Bauer, J. 1926. “Problems of Effective Regulation of Public Utilities.” HBR 5 (October, no. 1): 68–78.

5158 Morrissey, L. E. 1957. “Dispute Over the Variable Annuity.” HBR 35 ( January-February, no. 1): 75–84.

Bauer ﬁnds that government regulation for railroads and utility companies to be a bafﬂing problem.

5151 “Some Legal Aspects of Merchandising.” 1926. HBR 4 (April, no. 3): 362–373. [“Legal Developments Signiﬁcant in Business” Feature]— Despite the cardinal principle that business competition should be free and unfettered from both the federal and state governments, public policy initiatives such as the Clayton Act are abridging many of the rights that vendees and vendors have long enjoyed.

McCahill describes how risk managers try to eliminate exposure to loss as well as minimize the inescapable losses.

Morrissey examines the risk if insurance company policyholders were offered variable annuity plans.

5159 Hazard, W. H. 1940. “The Literature of Life Insurance.” HBR 19 (Autumn, no. 1): 123–132. 5160 Rybnikoff, S. A. 1936. “Insurance in the U.S.S.R.” HBR 14 (Summer, no. 4): 425–436. Rybnikoff writes how the Soviet Union’s insurance industry is in its nascent stages. As such, a vacuum exists for international carriers to capture.

5152 Bockus, C. E. 1923. “Bituminous Coal Problems.” HBR 1 (April, no. 3): 290–299.

5161 Lester, R. A. 1934. “Inﬂation and Life Insur-

Over the last nine months, no American industry endured more congressional legislation and oversight than that of the coal industry.

Lester describes how inﬂation is devastating on the American insurance industry and how the entire American economy is affected by the insurance industry’s woes.

ance.” HBR 12 ( January, no. 2): 195–203.

5162 Hazard, W. H. 1930. “Function of the Re-

Insurance or Risk Management Issues 5153 Bernstein, P. L. 1996. “The New Religion of Risk Management.” HBR 74 (March-April, no. 2): 47–51.

serve in Life Insurance.” HBR 8 ( January, no. 2): 206–217. Life insurance reserves should not be perceived as surpluses. Instead, they are both a sinking fund and legal liability that belong to the policyholder.

[“Thinking About” Feature]—Bernstein explains how mathematical theories developed by French and Italian mathematicians are the cornerstone in quantifying risk management and warns about the dangers of relying too much on the computer for making these decisions.

5163 Bishop, A. L. 1928. “Business Life Insurance.” HBR 6 ( July, no. 4): 410–419.

5154 Macomber, J. D. 1989. “You Can Manage Construction Risks.” HBR 67 (March-April, no. 2): 155–165.

5164 _____. 1926. “The Settlement of Claims Under Lapsed Life Insurance Policies.” HBR 4 ( July, no. 4): 439–444.

Macomber emphasizes how the risk associated with construction projects is confusing and often an exasperating ordeal for a ﬁrm’s top management.

Bishop explains how life insurance industry statistics indicate the frequency which policyholders abandon making insurance premiums.

Businesses have begun purchasing life insurance policies on upper echelon executives to sustain their businesses should these people die unexpectedly.

325

Business Law

5165–5180

5165 _____. 1926. “Insurance Problems of the Business Executive.” HBR 4 ( January, no. 2): 171– 178.

tellectual property rights is inadequate since the ownership and distribution of intellectual property is monopolized by the “brainpower industries.”

If insurance claims can be efﬁciently handled, the costs for obtaining insurance coverage should be more reasonable.

5173 Sharma, A. and I. F. Kesner. 1997. “When an Executive Defects.” HBR 75 ( January-February, no. 1): 18–34.

5166 Holwerda, A. O. 1924. “Management Problems of European Insurance Companies Since the Armistice.” HBR 2 ( July, no. 4): 398–408.

[“HBR Case Study” Feature]— Sharma and Kesner’s case study involves the resignation of a top corporate ofﬁcial and the importance of having non-compete covenants to protect one’s trade secrets.

World War I and its aftermath almost decimated Europe’s insurance industry. Nobody has any idea if heavier blows are expected or if the worst has already been suffered.

5167 Gibb, D. E. 1924. “Recent Developments in Lloyd’s.” HBR 2 (April, no. 3): 345–353. Gibb assesses some of the safeguards Lloyds of London has implemented in their underwriting practices.

Intellectual Property Topics or Trade Secrets 5168 von Krogh, G. and S. Haeﬂiger. 2007. “Nurturing Respect for IP in China.” HBR 85 (April, no. 85): 4.

5174 Spero, D. M. 1990. “Patent Protection or Piracy—A CEO Views Japan.” Harvard Business Review. 68 (September-October, no. 5): 58–67. [“First Person” Feature]—Spero discusses a patent dispute between the Fusion System Corporation and Mitsubishi to illustrate the differences between the Japanese and American patent systems.

5175 Rothchild, R. D. 1987. “Making Patents Work for Small Companies.” HBR 65 ( July-August, no. 4): 24–30. [“Growing Concerns” Feature]— Rothchild explains how emerging companies can beneﬁt from the patent process if the applicant possesses a working knowledge of the technological history behind the innovation, a superb application, and a good lawyer.

[“Forethought” Feature]— A Chinese ﬁrm recently sued an American company for patent infringement. von Krogh and Haeﬂiger see this as important development as Chinese businesses might now see the signiﬁcance of intellectual property rights. Multinational companies from the industrialized nations should also work closely with the Chinese to enhance their appreciation for intellectual property.

5176 Quelch, J. A. 1985. “How to Build a Product

5169 Anand, B. and A. Galetovic. 2004. “How

a Safe Trademark?” HBR 63 (March-April, no. 2): 36–50.

Market Smarts Can Protect Property Rights.” HBR 82 (December, no. 12): 72–79. Intellectual property comprises an ever-increasing proportion of corporate wealth. The law, however, is not always the best defense against the theft of intellectual property. Anand and Galetovic offer six market-based strategies to help companies protect their innovative efforts and keep pirates in check.

5170 Maxwell, R. 2002. “Smart Patents.” HBR 80 (April, no. 4): 18–19.

Licensing Program.” HBR 63 (May-June, no. 3): 186–197. [“Ideas for Action” Feature]— Quelch describes the essence of an effective licensing agreement with regards to potential partners.

5177 Hemnes, T. M. S. 1985. “How Can You Find [“Growing Concerns” Feature]—Selecting a company or product name is becoming more difﬁcult. Company decision-makers must be prepared to engage in extensive trademark searches and shy away from names that are descriptive or highly suggestive.

5178 Stancill, J. M. 1984. “Upgrade Your Company’s Image and Valuation.” HBR 62 ( JanuaryFebruary, no. 1): 16–24.

[“Forethought” Feature]— Maxwell describes how “continuation patents” function in allowing inventors to add the examination period to the life of the patent.

[“Growing Concerns” Feature]— Stancill describes why it is important for companies to routinely examine whether their name and logo casts a favorable image on their stakeholders.

5171 Rivette, K. G. and D. Kline. 2000. “Discovering New Value in Intellectual Property.” HBR 78 ( January-February, no. 1): 54–66.

5179 Delano, F. 1982. “Keep Your Trade Name or Trademark Out of Court.” HBR 60 (March-April, no. 2): 72–74.

[“Thinking Ahead” Feature]— Rivette and Kline discuss how strategic management of one’s patents enhances a company’s commercial and ﬁnancial prowess.

5172 Thurow, L. C. 1997. “Needed: A New System of Intellectual Property Rights.” HBR 75 (September-October, no. 5): 94–107.

[“Ideas for Action” Feature]— With the number of trade names and trademarks growing exponentially, Delano explains the rationale for corporations to stockpile names for future; the idea being to secure a good name today rather than be forced to accept a less attractive one in the future.

Thurow ﬁnds that the world’s present system of in-

5180 Kaikati, J. G. and R. LaGrace. 1980. “Be-

5181–5197

Business Law

326

ware of International Brand Piracy.” HBR 58 (March-April, no. 2): 52–60. [“Ideas for Action” Feature]— Kaikati and LaGarce examine the major economic, political and cultural factors that contribute to some forms of brand piracy.

5181 Mancuso, J. R. 1978. “How to Name — And Not Name — A Business.” HBR 56 (November-December, no. 6): 20–26. [“Ideas for Action” Feature]— Naming a business is difﬁcult, particularly if a name is to be catchy and memorable. Mancuso believes that brand or ﬁrm names should be: (i) descriptive of what is made or sold; (ii) distinct; (iii) be aesthetically pleasing; and ﬁnally (iv) be oriented to the future.

5182 Milgrim, R. M. 1974. “Get the Most Out of Your Trade Secrets.” HBR 52 (November-December, no. 6): 105–112.

tellectual property if safeguards are instituted at the beginning of costly research and development endeavors.

5189 Preston, L. E. 1963. “Patent Rights Under Federal R&D Contracts.” HBR 41 (September-October, no. 5): 6–12, 198–206. [“Thinking Ahead” Feature]— Preston assesses both the advantages and disadvantages for corporations to have patents assigned to them.

5190 Land, E. H. 1959. “Patents & New Enterprises.” HBR 37 (September-October, no. 5): 7–12, 147–154. [“Thinking Ahead” Feature]— In the past, a danger existed that patents could be used to strengthen a ﬁrm’s monopoly powers. Land contends that this danger has lost much of it import because of U.S. antitrust laws. Business, and not the patent system, is the menace.

Milgrim attempts to deﬁne what trade secrets encompass, comparing them to patents, and then offers measures that can be implemented to protect them.

5191 Spencer, R. 1956. “Threat to Our Patent System.” HBR 34 (May-June, no. 3): 21–35, 166– 168.

5183 Baram, M. S. 1968. “Trade Secrets: What

[“Thinking Ahead” Feature]— By utilizing anti-trust statutes, Spencer discusses a growing sentiment to eliminate America’s patent system.

Price Loyalty?” HBR 46 (November-December, no. 6): 66–74. Baram discusses the many legal, ethical and practical problems that surface when employees terminate employment and take proprietary data with them.

5184 Frost, G. E. 1967. “Patent System Proposals: How Practical?” HBR 45 (September-October, no. 5): 111–124. A presidential commission urges many changes to the patent system. Frost, in turn, doubts these changes can overcome many of the systemic problems inherent with the patent process.

5185 Eaton, W. W. 1967. “Patent Problem: Who Owns the Rights?” HBR 45 ( July-August, no. 4): 101–110. Government patent policy is controversial. Eaton discusses how complex the problem is when determining the proper distribution rights to patentable inventions which are developed jointly by private and federal funds.

5186 Shipman, J. R. 1967. “International Patent Planning.” HBR 45 (March-April, no. 2): 56–72. Shipman castigates executives for being so shortsighted towards the future with regards to the international patent process.

5187 Barnes, C. E. 1966. “Get Inventions Off the Shelf.” HBR 44 ( January-February, no. 1): 138–140. To stimulate both individual invention or corporate innovation, Barnes advocates allowing company-held patents to revert back to the inventor if the idea is not commercialized over a reasonable period of time.

5188 Wessel, M. S. 1965. “Legal Protection of Computer Programs.” HBR 43 (March-April, no. 2): 97–106. Wessel describes why ﬁrms can reap beneﬁts from in-

5192 Borden, N. H. 1947. “The New Trade-Mark Law.” HBR 25 (Spring, no. 3): 289–305. With passage of the 1947 Lanham Act, the United States now provides businesses with trademark protection. Borden’s article provides an overview of the beneﬁts of this protection.

5193 Hutchinson, K. D. 1940. “Design Privacy.” HBR 18 (Winter, no. 2): 1940. Hutchinson provides a historical and legal development involving design patent infringement.

5194 Bower, M. 1930. “The Merchandising of Ideas.” HBR 9 (October, no. 2): 26–34. A signiﬁcant characteristic for an idea is its lack of tangibility. As such, ideas cannot be controlled except through secrecy.

5195 Phillips, J. D. 1927. “Valuation of Plates and Publishing Rights.” HBR 6 (October, no. 1): 44– 56. Phillips describes why he ﬁnds the book publishing industry a curious business in that it deals with ideas more than commodities.

5196 Fenning, K. 1924. “Interest of Trade Associations in Patents and Trademarks.” HBR 3 (October, no. 1): 81–84. Fenning describes some competitive advantages if companies in a particular inudstry agree to turn their patent rights over to a trustee [i.e., a trade association].

5197 “Allenet Lace Company.” 1923. HBR 1 ( January, no. 2): 243–248. [“HBR Case Study” Feature]— Focuses on how patterns and designs should be protected and whether the manner in which a product is distributed contributes to trademark infringement.

327

Judicial Action or Litigation 5198 Auerbach, J. 1985. “The Poletown Dilemma.” HBR 63 (May-June, no. 3): 93–99. Auerbach discusses a court case involving General Motors and the responsibility a corporation has to a community on the verge of being uprooted in favor of a new assembly plant.

5199 Rosenthal, M. M. and R. A. Miller. 1984. “Tactics to Employ When a Lawsuit Looms.” HBR 62 ( July-August, no. 4): 42–44. [“Ideas for Action” Feature]— Rosenthal and Miller discuss the tactics that managers should engage in if litigation is looming between a ﬁrm and an employee.

5200 Bodily, S. E. 1981. “When Should You Go to Court?” HBR 59 (May-June, no. 3): 103–113. Companies seldom analyze legal risks the way they do with other business risks. Bodily offers a decision analysis-tool for forecasting the probability of every conceivable outcome based on its ﬁnancial outcome or beneﬁts.

5201 Joseph, M. L. 1963. “Protect Your Freedom to Subcontract.” HBR 41 ( January-February, no. 1): 98–102. Joseph discusses whether arbitration boards and the courts are restricting management’s right to subcontract.

5202 Ballentine, A. A. 1946. “Supreme Court and Business Planning.” HBR 24 (Winter, no. 2): 151– 163. Ballentine warns business executives how important the United States Supreme Court’s attitude toward business is.

5203 Clark, T. C. 1945. “New Basing Point Problems.” HBR 24 (Autumn, no. 1): 109–118. Several recent Supreme Court decisions involving sales and pricing practices might foretell how business and industry will be affected in the postwar period.

5204 Bevis, H. L. 1936. “The AAA and TVA Decisions.” HBR 14 (Spring, no. 3): 272–278. Supreme Court decisions involving the Agriculture Adjustment Act and Tennessee Valley Authority illustrates how traditional business and economic practices and theory are being undermined by New Deal regulations.

5205 Parker, B. M. 1935. “Control of the Production of the Ice Code.” HBR 13 ( July, no. 4): 483– 492.

Business Law

5198–5215

5207 Daniels, W. M. 1929. “The O’Fallon Decision.” HBR 8 (October, no. 1): 1–9. Describes how the United States Supreme Court overturned an Interstate Commerce Commission’s ruling. The St. Louis & O’Fallon Railway Commission no longer has to pay a $250,000 ﬁne.

5208 Howe, A. S., Jr. 1929. “The Lake Cargo Case [Student Section].” HBR 7 ( July, no. 4): 452–461. 5209 “Dress of Goods and Unfair Trading.” 1929. HBR 7 ( January, no. 2): 240–254. [“Legal Developments Signiﬁcant in Business” Feature]— A well-recognized trade principle is that no ﬁrm can represent their goods similar to the design of another ﬁrm’s goods. The recent McIlhenry Co. v. Bulliard decision illustrates this principle.

5210 Copeland, M. T. 1926. “Standardized Resale Prices.” HBR 4 ( July, no. 4): 393–406. Recent United States Supreme Court cases examine whether manufacturers can stipulate the prices that wholesalers or retailers ultimately charge.

5211 Jones, F. D. 1925. “Trade Statistics and Public Policy.” HBR 3 ( July, no. 4): 394–403. Jones analyzes a landmark United States Supreme Court decision which permitted the exchange of trade statistics by members in a particular trade association.

5212 Ryan, F. W. 1924. “The Wage Bargain and the Minimum Wage Decision.” HBR 2 ( January, no. 2): 207–218. Ryan analyzes a 1923 Supreme Court Decision in which minimum wage laws are deemed unconstitutional.

Role of Attorneys 5213 Smunt, T. L. and C. L. Sutcliffe. 2004. “There’s Gold in Them Bills.” HBR 82 (September, no. 9): 24–25. [“Forethought” Feature]— Liberty Mutual made their outside law ﬁrms electronically submit their billing invoices. By mining these invoices, each ﬁrm could be systematically studied for effectiveness and shady billing practices.

5214 Schulz, K. D. 1990. “Put Your Corporate Counsel Where Your Business Is.” HBR 68 (MayJune, no. 3): 72–74.

A number of states enacted legislation during the heyday of ice manufacturing that artiﬁcially set prices and curtailed new entrants. These laws were eventually declared unconstitutional by the United States Supreme Court.

[“Ideas for Action” Feature]— Schulz ﬁnds that when a company’s attorneys are quartered within a centralized corporate law departments, they seldom grasp the important issues facing a company’s many operations. BorgWarner, in turn, found it far more effective to spread this function among its corporate units.

5206 Isaacs, N. 1935. “The NRA Decision.” HBR

5215 Rollinson, M. 1985. “Small Company, Big

13 ( July, no. 4): 393–404. Isaacs assesses the impact of the United States Supreme Court’s decision declaring the National Recovery Act unconstitutional.

Law Firm.” HBR 63 (November-December, no. 6): 6–14. [“Growing Concerns” Feature]— Rollinson explains why it is advantageous for new or smaller companies to

5216–5230

Accounting

328

pursue experienced attorneys from well-established law ﬁrms for reasons of expertise and cost.

An Argument for Change.” HBR 56 (NovemberDecember, no. 6): 31–44.

5216 Fisher, R. 1985. “He Who Pays the Piper.”

[“From the Boardroom” Feature]— Palmieri contends that the relationship lawyers have with the corporations that they represent needs to be scrutinized far more.

HBR 63 (March-April, no. 2): 150–159. Fisher assesses the incentives that favor protracted litigation in lieu of obtaining an early settlement for a dispute.

5217 Auerbach, J. 1984. “Can Inside Counsel Wear Two Hats?” HBR 62 (September-October, no. 5): 80–86. Auerbach probes whether in-house attorneys can legitimately offer independent legal advice if they are engaged in company “processes” such as strategic planning.

5218 Banks, R. S. 1983. “Companies Struggle to Control Legal Costs.” HBR 61 (March-April, no. 2): 168–170. [“Ideas for Action” Feature]— Banks reports on how corporate law departments face enormous ﬁrst-time pressures to contain their costs.

5219 Chaynes, A. H., B. C. Greenwald and M. P. Winig. 1983. “Managing Your Lawyers.” HBR 61 ( January-February, no. 1): 84–91. Chayes and her coauthors developed a three-step process to help management decide whether their company is paying too much in outside legal fees.

5220 Vagts, D. F. 1981. “CEOs and Their Lawyers: Tension Strains the Link.” HBR 59 (March-April, no. 2): 6–14. [“From the Boardroom” Feature]—Vagts describes the tension that is mounting between CEOs and their general counsel.

5221 Palmieri, V. H. 1978. “The Lawyer’s Role:

5222 Gossett, W. T. 1975. “Legal Counsel as a Social Adjuster.” HBR 53 (May-June, no. 3): 6–7. [“Ideas for Action” Feature]— Gossett maintains that a corporate attorney’s job is to “forestall overwhelming pressures, anticipate crippling responses, while contributing creatively and constructively to the corporation’s welfare.” Gossett also emphasizes how company lawyers cannot have blind allegiance to the company and must detach themselves from top management.

5223 Sullivan, L. A. 1957. “How to Chose a Lawyer.” HBR 35 (September-October, no. 5): 61– 67. Attorneys spend most of their time serving the business community. Sullivan describes the questions and potential problems that businesses need to ask and examine before hiring an attorney.

5224 Maddock, C. S. 1952. “The Corporation Law Department.” HBR 30 (March-April, no. 2): 119– 136. Industrial companies have found an increasing need for day-to-day legal counsel in almost every aspect of their activities, particularly anything having ramiﬁcations with the federal government.

5225 Taeusch, C. F. 1933. “Trust Companies and Legal Practice: A Jurisdictional Problem.” HBR 11 ( January, no. 2): 187–195. Taeusch examines some jurisdictional disputes between trust companies and bar associations.

Accounting Accounts Receivable Strategy

5228 Lewellen, W. G. and R. W. Johnson. 1972.

5226 Berez, S. and A. Sheth. 2007. “Break the

“Better Way to Monitor Accounts Receivable.” HBR 50 (May-June, no. 3): 101–109.

Paper Jam in B2B Payments.” HBR 85 (November, no. 11): 28–28. [“Forethought” Feature]— Berez and Sheth describe how electronic invoice and payment systems can cut account receivable costs by more than 50 percent. The difﬁculty lies in getting one’s suppliers connected to the electronic system.

5227 Goldman, R. I. 1979. “Look to Receivables and Other Assets to Obtain Working Capital.” HBR 57 (November-December, no. 6): 206–216. [“Growing Concerns” Feature]— Goldman describes the notion of factoring whereby a company purchases another company’s accounts receivable; an attractive option for fast-growing, cash-starved companies.

Lewellen and Johnson describe an accounts receivable monitoring strategy that focuses on the ongoing ﬂow of receipts from the sales made during a given month.

5229 Silbert, T. H. 1952. “Financing and Factoring Accounts Receivable.” HBR 30 ( January-February, no. 1): 39–54. Silbert analyzes cash ﬂow difﬁculties in small and midsized companies whose assets are tied up in accounts receivables and then describes how the principle of factoring and factoring companies operate.

5230 Silverman, H. R. 1949. “Factoring as a Financing Director.” HBR 27 (September, no. 5): 594–611. Silverman describes how “factoring” can be effective for

329

Accounting

5231–5245

ﬁnancing accounts receivable in some, but not all, industries.

Commission rule changes do little to ensure impartial audits by public auditors.

5231 “Rotation Billing.” 1928. HBR 6 ( July, no.

5238 Wallace, W. A. 1984. “Internal Auditors Can

4): 477–487.

Cut Outside CPA Costs.” HBR 62 (March-April, no. 2): 16–20.

[“HBR Case Study” Feature]— Retailers are increasingly dissatisﬁed with the billing methods involved with their accounts receivable circumstances.

5232 “Decentralization of Credit and Collection Control.” 1924. HBR 2 ( January, no. 2): 240–241. [“HBR Case Study” Feature]— The Aldridge Adding Machine Company has branch outlets in 120 cities. Its credit and collections facility is done through its home ofﬁce. This is proving cumbersome. This case study examines whether these functions shouldn’t be decentralized and entrusted to each branch outlet.

Assets Issues Concerning Accounting 5233 Lev, B. 2004. “Sharpening the Intangibles Edge.” HBR 82 ( June, no. 6): 109–116. [“HBR Spotlight” Feature]— Intangible assets (e.g., patents and know-how, brands, a skilled workforce, strong customer relationships, software, unique processes and organizational designs) generate most of the growth and shareholder value for a ﬁrm. Extensive research, however, indicates that these intangible assets are systematically mispriced.

5234 Kaplan, R. S. and D. P. Norton. 2004. “Measuring the Strategic Readiness of Intangible Assets.” HBR 82 (February, no. 2): 52–63. Kaplan and Norton explain how “intangible assets” (e.g., a company’s culture, knowledge management systems as well as employee skills) differ from any other ﬁnancial or physical resource that a ﬁrm possesses.

5235 Vaughn, J. L., Jr. 1972. “Give Intangible Assets Useful Life.” HBR 50 (September-October, no. 5): 127–132. Vaughn maintains that “goodwill” hides assets that have ascertainable lives and can be capitalized or amortized over a period of time.

Audit Issues 5236 Bazerman, M. H., G. Loewenstein and D. A. Moore. 2002. “Why Good Accountants Do Bad Audits.” HBR 80 (November, no. 11): 96–102. Since so many “bad” audits stem from what Bazerman and his coauthors label as “self-serving” audits, the three authors argue for the full divestiture of consulting and tax services, rotation of auditing ﬁrms and implementing ﬁxed-term contracts to prevent companies from discharging their auditing ﬁrms.

5237 Bazerman, M. H. and G. Loewenstein. 2001. “Taking the Bias Out of Bean Counting.” HBR 79 ( January, no. 1): 28–28. [[“Forethought” Feature]— Bazerman and Loewenstein ﬁnd that some proposed Security and Exchange

[“Ideas for Action” Feature]— Having surveyed 32 companies, Wallace describes the beneﬁts of internal auditing as a safeguard against rising external auditing fees.

5239 Arnold, J. L. and M. A. Diamond. 1982. “The Accounting Review: A Happy Compromise.” HBR 60 (May-June, no. 3): 24–26. [“Growing Concerns” Feature]— Arnold and Diamond describe the advantages of accounting reviews for companies who ﬁnd full-scale audits burdensome. That latter can reveal deviations from generally accepted accounting practices and doesn’t cost as much as audits.

5240 Mace, M. L. 1977. “Strengthening the Functions of Internal Auditors.” HBR 55 ( July-August, no. 4): 46–47. [“From the Boardroom” Feature]— Internal audit teams are being upgraded with people possessing expertise in operations, computer science and in security.

5241 Lovdal, M. L. 1977. “Making the Audit Committee Work.” HBR 55 (March-April, no. 2): 108–114. Lovdal’s interest focuses on how companies can create an atmosphere that enables its audit committee to work most effectively.

5242 Dilley, S. C. 1974. “Case of the Nebulous Numbers.” HBR 52 (November-December, no. 6): 42–50. [“Problems in Review” Feature]— Dilley’s case study involves a new accounting approach, known as the social audit, in which companies attempt to subject their activities involving the social environment to cost/beneﬁt analysis. Most ﬁrms have a difﬁcult time doing this.

5243 Seidler, L. J. 1974. “What Will They Think of Next.” HBR 52 (May-June, no. 3): 6–7. [“Ideas for Action” Feature]—Seidler describes areas for auditors to pursue for fraud.

5244 Jerome, W. T., III. 1953. “Internal Auditing as an Aid to Management.” HBR 31 (March-April, no. 2): 127–136. Though most managements regard auditing as a necessary evil — useful for minimizing dishonesty and corruption — Jerome urges corporate executives to view the audit process as constructive and beneﬁcial for facilitating adminstrative control and effectiveness.

Cash Flow Issues 5245 Stancill, J. M. 1987. “When Is There Cash in Cash Flow?” HBR 65 (March-April, no. 2): 38–49. [“Getting Things Done” Feature]— The cash ﬂow measures that most managers utilize are deceptive, particularly when sales ﬂuctuate. Stancill describes a cash

5246–5262

Accounting

330

ﬂow instrument that he developed to capture a ﬁrm’s true cash situation during periods of steady sales, rapid growth or in recession.

tax policies force American ﬁrms to compete at a disadvantage with foreign competitors as the latter operate under favorable depreciation policies.

5246 Casey, C. J. and N. J. Bartczak. 1984. “Cash Flow — It’s Not the Bottom Line.” HBR 62 ( JulyAugust, no. 4): 60–66.

5254 Anthony, R. N. 1955. “RE: Depreciation in Investment Decisions.” HBR 33 ( January-February, no. 1): 75–76.

Casey and Bartczak explore whether operating cash ﬂow is a reliable indicator for predicting bankruptcy.

Anthony discusses how a larger percentage of one’s expenses can be written off as depreciation because of legislative changes involved with the 1954 tax code.

5247 Gale, B. T. and B. Branch. 1981. “Cash Flow Analysis — More Important Than Ever.” HBR 59 ( July-August, no. 4): 131–136. Gale and Branch explain the impact that cash ﬂow has on a ﬁrm’s growth rate and competitive position.

5248 Hunt, P. 1975. “Funds Position: Keystone in Financial Planning.” HBR 53 (May-June, no. 3): 106–115. Unlike earnings or cash ﬂow ﬁgures, the “funds position” recognizes both the company’s operations funds ﬂow and the manner it invests its funds to continue its activities.

5249 McFarland, W. B. 1963. “Review of FundsFlow Analysis.” HBR 41 (September-October, no. 5): 162–173. [“Keeping Informed” Feature]— McFarland seeks to inform corporate managers on some principles involving the ﬂow of funds.

Depreciation Methods 5250 Krasker, W. S. 1982. “Building Depreciation: Which Method Pays Off?” HBR 60 (November-December, no. 6): 68–70. [“Ideas for Action” Feature]— Krasker examines the accelerated cost recovery system in conjunction with the straight-line depreciation. The accelerated method appears preferable when a company’s discount rate is high or when the probability of selling an asset is low.

5251 Bodie, Z. 1982. “‘Compound Interest’ Depreciation in Capital Investment.” HBR 60 (MayJune, no. 3): 58–60. [“Ideas for Action” Feature]— A manufacturing ﬁrm’s ROI is typically distorted if straight-line depreciation is used during inﬂationary times. Bodie examines whether “decelerating” the depreciation process would generate a more accurate picture of the economic life of an investment.

5252 Auerbach, A. L. and D. W. Jorgenson. 1980. “Inﬂation-Proof Depreciation of Assets.” HBR 58 (September-October, no. 5): 113–118. Auerbach and Jorgenson discuss how a misallocation of capital — caused by depreciation allowances under the tax code — produces a situation in which businesses cannot recover the real costs of their investment in plant and equipment.

5253 Olds, F. V. 1960. “Decade for Depreciation Decisions.” HBR 38 (November-December, no. 6): 27–36, 162–166. [“Thinking Ahead” Feature]— Olds asks if outmoded

5255 Eisner, R. 1955. “Depreciation Under the New Tax Laws.” HBR 33 ( January-February, no. 1): 66–74. Changes were made to the tax code in 1954 relevant to depreciation. Eisner discusses what impact the “declining method” in comparison to the “sum of the years digits method” has for business.

5256 Sanders, T. H. 1949. “Depreciation and 1949 Price Levels.” HBR 27 (May, no. 3): 293–307. Describes whether depreciation allowances should be used to provide replacement funding for equipment or the amortization of the capital that was invested in a plant.

5257 Massel, M. S. 1945. “Reappraisal of Depreciation and Obsolence.” HBR 24 (Autumn, no. 1): 85–95. Because of the wear-and-tear on capital equipment from World War II, Massel believes in revamping the tax code relevant to depreciation.

5258 Guthmann, H. G. 1942. “Public Utility Depreciation Practice.” HBR 20 (Winter, no. 2): 213– 222. Electric and gas companies are characterized by longlived assets that are typically depreciated at 2 to 3 percent of the gross asset amounts. Guthmann claims that federal rule changes on utility equipment depreciation is detrimental to investors.

5259 Hosmer, W. A. 1936. “Plant Ledgers and Plant Accounting.” HBR 14 (Winter, no. 2): 200–212. Hosmer’s article examines the circumstances that have transpired concerning depreciation and valuation issues on heavy equipment manufacturers.

5260 Brundage, P. F. 1935. “Depreciation: An Old Subject with a New Importance.” HBR 13 (April, no. 3): 334–343. Brundage contends that while most executives realize the importance of depreciation, few actually know the components that comprise it.

5261 Schmidt, F. C. 1930. “The Basis of Depreciation Charges.” HBR 8 (April, no. 3): 257–364. Schmidt discusses whether depreciation charges should be based on original cost or replacement value.

FASB or GAAP Statements 5262 Hawkins, D. F. 1984. “Toward the New Balance Sheet.” HBR 62 (November-December, no. 6): 156–163.

331 FASB is ﬂoating a radical proposal on how ﬁrms report their assets, obligations and cash ﬂows. As such, management is advised to grasp the ramiﬁcations of this proposed FASB standard.

5263 _____. 1980. “Thinking Real: Living with FASB 33.” HBR 58 (September-October, no. 5): 119–127. FASB statement 33 mandates companies to utilize price change accounting techniques and provide supplemental information in their ﬁnancial reports as to inﬂation’s impact.

5264 Hekman, C. R. 1980. “On Revising FASB 8: Use a Band-Aid or Major Surgery?” HBR 58 (May-June, no. 3): 38–44. [“Ideas for Action” Feature]— Hekman assesses whether FASB should revamp its Statement 8 on foreign exchange in light of criticism that has surfaced.

5265 Horwitz, B. and R. Kolodny. 1980. “Has the FASB Hurt Small High-Technology Companies?” HBR 58 (May-June, no. 3): 44–52. [“Ideas for Action” Feature]— FASB’s Statement 2 requires companies to report their research and development outlays as expenses. As such, Horwith and Kolodny assess the ramiﬁcations this has on high technology companies.

5266 Grifﬁn, P. A. 1979. “What Harm has FASB 8 Actually Done?” HBR 57 ( July-August, no. 4): 8–18. [“Ideas for Action” Feature]— Statement 8 focuses on the need for American multinational corporations to report foreign currency transactions, assets and liabilities in U.S. dollars. Griffen explains how this is the most controversial accounting rule ever implemented.

5267 Cummings, J. P. 1974. “Moving from the GAAP to WAP.” HBR 52 (March-April, no. 2): 6–7. [“Ideas for Action” Feature]— A new international accounting board was established to aid businessmen bafﬂed by foreign corporate ﬁnancial statements.

Accounting

5263–5280

5271 Savoie, L. M. 1963. “Accounting Development: How Fast, How Far?” HBR 41 ( July-August, no. 4): 144–160. Savoie argues how hastily developed accounting remedies often aggravate, as opposed to curbing, accounting ills.

5272 Anthony, R. N. 1963. “Showdown on Accounting Principles.” HBR 41 (May-June, no. 3): 99–106. Few executives relish the thought of a government agency prescribing accounting principles. Anthony contends that this threat is real and offers suggestions for avoiding this.

5273 May, G. O. 1938. “Uniformity in Accounting.” HBR 17 (Autumn, no. 1): 1–8. While the principles and conventions that guide accounting are important, they are guides that should never be perceived as “immutable.”

5274 Cole, W. M. 1933. “Our Outdated Accounting.” HBR 11 ( July, no. 4): 478–489. Cole worries that crucial balance sheet, income or cash ﬂow statement items are meaningless because accounting methods are never adapted to the situations involved.

5275 Stiles, R. D. 1922. “Effect of Hedging Upon Flour Mill Control.” HBR 1 (October, no. 1): 64–70. The practice of hedging is so vitally connected with a ﬂour mill that millers have been forced to adapt certain accounting practices criticized by accounting boards.

General Accounting Principles and Issues 5276 Anthony, R. N. 1987. “We Don’t Have the Accounting Concepts We Need.” HBR 65 ( January-February, no. 1): 75–83.

Means of Support.” HBR 52 ( January-February, no. 1): 8–12.

Anthony ﬁnds it important that the accounting profession develop a theoretical base to guide its deliberations. Developing this will help prevent the consternation that has long plagued the profession.

[“Ideas for Action” Feature]— Seidler contends that Financial Standards Boards must possess strong constituent support if they are to thrive.

5277 Newman, L. E. 1964. “Fit Your Fiscal Year to Your Business.” HBR 42 (November-December, no. 6): 106–109.

5269 Hayes, D. J. 1972. “Translating Foreign Currencies.” HBR 50 ( January-February, no. 1): 6–18, 158–159.

Newman offers the steps by which a business with a seasonal swing can improve its management by changing its ﬁscal year.

[“Thinking Ahead” Feature]— The monetary developments of 1971 created difﬁculties for many multinational companies when reconciling their ﬁnancial statements. Hayes argues that accounting governing boards must formulate new accounting rules.

5278 Walker, R. G. 1940. “Explorations in Accounting.” HBR 18 (Spring, no. 3): 384–396.

5268 Seidler, L. J. 1974. “The FASB: Few Visible

5270 Hawkins, D. F. 1968. “Controversial Accounting Changes.” HBR 46 (March-April, no. 2): 20–41. [“Special Report” Feature]— Despite vehement opposition from business, some accounting standard changes might produce better operating efﬁciency metrics.

Reviews twenty recently published books relevant to different aspects of accounting.

5279 Sanders, T. H. 1937. “Signiﬁcant Recent Accounting Literature.” HBR 15 (Spring, no. 3): 366– 388.

5280 Folsom, M. B. 1930. “The Thirteen Month Calendar.” HBR 8 ( January, no. 2): 206–217. Folson describes that a number of American businesses

5281–5295

Accounting

332

use a thirteen month calendar for their internal records because of structural shortcomings with twelve month ﬁscal periods.

5288 Anthony, R. N. 1976. “A Case for Historical Costs.” HBR 54 (November-December, no. 6): 69–79.

Inﬂation Accounting

Anthony argues for keeping the traditional historicalcost ﬁnancial accounting structure as opposed to adopting price-level-adjusted accounting methods.

5281 Churchill, N. C. 1982. “Don’t Let Inﬂation Get the Best of You.” HBR 60 (March-April, no. 2): 6–26.

5289 Vancil, R. F. 1976. “Inﬂation AccountingThe Great Controversy.” HBR 54 (March-April, no. 2): 58–67.

[“Growing Concerns” Feature]— Inﬂation is creating two essential problems for all-sized companies: it distorts the ﬁnancial yardsticks by which outsiders judge businesses and managers make decisions. Moreover, inﬂation produces rapidly changing and dislocated ﬁnancial markets which wreaks havoc for companies seeking credit.

Contending that rampant inﬂation is here to stay, Vancil discusses four approaches that companies can implement to gauge their ﬁnancial performance.

5282 Casey, C. J. and M. J. Sandretto. 1981. “Internal Uses of Accounting for Inﬂation.” HBR 59 (November-December, no. 6): 149–156. From surveying 262 companies, Casey and Sandretto discovered that in a surprisingly high number of companies, management is provided with inﬂation-adjusted accounting data to help them assess their ﬁnancial status and chart their future course.

5283 Dearden, J. 1981. “Facing Facts with Inﬂation Accounting.” HBR 59 ( July-August, no. 4): 8–16. [“Special Report” Feature]— Dearden discusses how companies who operate outside the United States might account for inﬂation and why the United States is in dire need for fundamental changes in its internal accounting systems.

5284 Davidson, H. O. 1979. “Conventional Accounting Conﬁscates Capital.” HBR 57 (November-December, no. 6): 12–16. [“Ideas for Action” Feature]— Because of inﬂation, Davidson explains why a “constant dollar” approach to accounting would be more appropriate.

5285 Rappaport, A. 1979. “Measuring Company Growth Capacity During Inﬂation.” HBR 57 ( January-February, no. 1): 91–100. Rappaport developed a performance measurement tool known as the “distributable funds approach” so that management and shareholders can grasp company performance in periods of either inﬂation or price stability,

5286 Miller, E. L. 1978. “What’s Wrong with Price-Level Accounting.” HBR 56 (November-December, no. 6): 111–118. Though signiﬁcant advantages exist with price-level and inﬂation accounting methods, Miller explains why historical-cost accounting methods are a fair and adequate tool for reporting corporate performance.

5287 Flynn, T. D. 1977. “Why We Should Account for Inﬂation.” HBR 55 (September-October, no. 5): 145–157. Flynn discusses the impact that inﬂation has on distorts a company’s balance sheet and its other ﬁnancial documents. Accounting for it would greatly beneﬁt a business and its stakeholders.

5290 Enthoven, A. J. H. 1976. “ReplacementValue Accounting: Wave of the Future.” HBR 54 ( January-February, no. 1): 6–8. [“Ideas for Action” Feature]— To stem the impact of inﬂation with regards to ﬁnancial accounting, Enthoven describes the experiences of several Dutch companies with “replacement-value-accounting” methods.

5291 Vancil, R. F. and J. N. Kelly. 1975. “Get Ready for Price-Level-Adjusted Accounting.” HBR 53 (March-April, no. 2): 6–8. [“Ideas for Action” Feature]— Vancil and Kelly discuss the capability of “price-level accounting” to alleviate the many distortions triggered by inﬂation.

5292 Weston, F. T. 1975. “Adjust Your Accounting for Inﬂation.” HBR 53 ( January-February, no. 1): 22–29, 146. [“Thinking Ahead” Feature]— Weston describes the criticism levied at ﬁnancial accounting for neglecting to reﬂect the economic realities of inﬂation on a ﬁrm’s assets along with its obligations.

5293 Lietaer, B. A. 1970. “Prepare Your Company for Inﬂation.” HBR 48 (September-October, no. 5): 113–125. Companies operating abroad have a number of strategies that can be employed to protect their assets from severe inﬂation.

5294 Sanders, T. H. 1952. “Inﬂation and Accounting.” HBR 30 (May-June, no. 3): 50–58. Accounting groups recognize that neither cost or income ﬁgures are reliable at lower price levels. Sanders emphasizes that companies should notify their stakeholders when ﬁgures from successive years are reduced to lower levels.

International Accounting Issues 5295 Hiromoto, T. 1988. “Another Hidden EdgeJapanese Management Accounting.” HBR 66 ( JulyAugust, no. 4): 22–26. [“Special Report” Feature]— Hiromoto describes how Japanese accounting is designed to reinforce a top-tobottom commitment to product innovation rather than simply provide top management with precise data on costs, variance and proﬁtability.

333 5296 Judd, M. 1979. “Resources for Transnational Accounting.” HBR 57 (September-October, no. 5): 79–80. [“For the Manager’s Bookshelf ” Feature]— Judd assesses the accounting standards pamphlets that the United Nation’s Centre on Transnational Corporations developed in addition to four recently published texts relevant to international accounting.

5297 Sanders, T. H. 1940. “British Accounting Practices and the Profession.” HBR 18 (Winter, no. 2): 161–176. Sanders discusses the ﬁnancial accounting practices in Great Britain along with the social norms and training involved with the Great Britain’s accounting profession.

5298 Hintner, O. 1933. “The Position of Auditing and Accounting in Germany.” HBR 11 ( January, no. 2): 196–204. Germany is the ﬁrst nation to mandate auditing practices which all German companies must comply with.

5299 Diakonoff, V. A. 1933. “Industry and Accounting in the U. S. S. R.” HBR 11 ( January, no. 2): 205–218. Diakonoff attempts to describe many of the difﬁculties plaguing accounting systems throughout the Soviet Union.

5300 Pecker, B. 1932. “Soviet Accounting and Credit Systems.” HBR 11 (October, no. 1): 14–22. Soviet accounting differs markedly from that used in the United States and Western Europe. Pecker worries about the repercussions from this given the Soviet Union’s rapid industrial development.

5301 Whitman, A. H. 1924. “Foreign Exchange Accounting.” HBR 2 ( July, no. 4): 465–472. The magnitude of losses and gains from foreign currency transactions has forced attention the type of accounting procedures needed to record these matters.

Inventory Management Issues 5302 Callioni, G., X. de Montgros, R. Slagmulder, L. N. Van Wassenhove and L. Wright. 2005. “Inventory-Driven Costs.” HBR 83 (March, no. 3): 135–141. [“Tool Kit” Feature]—Traditional measures for capturing inventory costs are not tracking the real costs for achieving proﬁtability with low- margin, short-lived products (e.g., personal computers). Callioni and his coauthors describe how Hewlett-Packard manages its supply chains with greater sophistication and offer ideas for other ﬁrms to capture these costs.

5303 Degraeve, Z. and F. Roodhooft. 2001. “A Smarter Way to Buy.” HBR 79 ( June, no. 6): 22–23. [“Forethought” Feature]— Procurement is typically the largest single cost for the majority of businesses. Still, few companies can pinpoint how much they spend on procurement. Degraeve and Roodhooft developed a ma-

Accounting

5296–5310

trix that provides a systematic way to capture and organize the costs one incurs with their suppliers.

5304 Abernathy, F. H., J. T. Dunlop and J. H. Hammond. 2000. “Control Your Inventory in a World of Lean Retailing.” HBR 78 (November-December, no. 6): 169–176. [“Manager’s Took Kit” Feature]— Lean retailing inventory practices are wreaking havoc on manufacturers. Moreover, the volume of consumer goods keeps proliferating. Hence, consumer demand is much harder to predict. Manufacturers must, therefore, be proﬁcient at forecasting demand.

5305 Rosenﬁeld, D. B. 1989. “Storefront Distribution for Industrial Products.” HBR 67 ( July-August, no. 4): 44–48. [“Ideas for Action” Feature]— Many service companies face a vexing problem with their branch outlets in terms of how much inventory should be centralized or placed in branch outlets. Rosenﬁeld describes how a Union Carbide division maintained “storefront” operations that produced signiﬁcant savings.

5306 Armstrong, D. J. 1985. “Sharpening Inventory Management.” HBR 63 (November-December, no. 6): 43–58. [“Getting Things Done” Feature]—For managers who are dissatisﬁed with inventory performance, Armstrong offers straightforward techniques that allow comparisons between inventory segments, measurement of proﬁt contribution, and the identiﬁcation of exceptions.

5307 Mather, H. F. 1984. “The Case for Skimpy Inventories.” HBR 62 ( January-February, no. 1): 40– 46. [“Ideas for Action” Feature]— Firms are urged by Mather to examine many of their assumptions in determining inventory levels.

5308 Shycon, H. N. and C. R. Sprague. 1975. “Put a Price Tag on Your Customer Servicing Levels.” HBR 53 ( July-August, no. 4): 71–78. Shycon and Sprague capture the impact on companies who neglect maintaining adequate in-stock service levels. The two also offer a technique to balance any loss from stockouts against the high cost when carrying large inventories.

5309 Copeland, R. M., J. F. Wojdak and J. K. Shank. 1971. “Use LIFO to Offset Inﬂation.” HBR 49 (May-June, no. 3): 91–100. Copeland, et al. argue how LIFO is underutilized, especially by companies operating in industries most sensitive to rising costs, since it enables companies to shelter its proﬁts from taxes during inﬂationary periods.

5310 Morgan, J. I. 1963. “Questions for Solving the Inventory Problem.” HBR 41 ( July-August, no. 4): 95–110. Argues how the inventory process should be divided into six phases in order to produce an analytical framework for generating effective solutions.

5311–5328

Accounting

334

5311 Bliss, C. A. 1960. “Are Inventories Really Too High?” HBR 38 (September-October, no. 5): 53–60. Since management has improved its methods for controlling inventories and making them more sensitive to to operating conditions, Bliss describes some difﬁculties that could arise in the foreseeable future.

5312 Burstein, H. 1959. “Not So Petty Larceny.” HBR 37 (May-June, no. 3): 72–78.

5320 Wilson, R. H. 1934. “Scientiﬁc Routine for Stock Control.” HBR 13 (October, no. 1): 116–128. Wilson describes an inventory control system developed from mathematical analysis that calculates ordering points.

5321 Goodman, S. J. 1934. “The Stock Turn Fetish.” HBR 12 (April, no. 3): 370–378.

Burstein discusses the impact pilferage, embezzlement, and other breaches of industrial security have on both large and small companies .

Goodman maintains that stock turn rates are irrelevant and how more emphasis needs to be given to the thoughts, diligence and imagination of a merchant concerning their proﬁts, sales volumes and expense ratios.

5313 Magee, J. F. 1956. “Guides to Inventory Pol-

5322 “Mechanical Aids to Merchandise Control

icy: Anticipating Future Needs.” HBR 34 (MayJune, no. 3): 57–70.

in Department Stores.” 1928. HBR 6 (April, no. 3): 330–342.

Magee’s third article on inventory management examines the seasonal effects of inventory levels and how best to revise production schedules.

[“Summaries of Business Research” Feature]— The keen competition among metropolitan department stores has spawned automated inventory control measures.

5314 _____. 1956. “Guides to Inventory Policy:

5323 Wilson, R. H. and W. A. Mueller. 1927. “A New Look at Stock Control.” HBR 5 ( January, no. 2): 197–205.

Problems with Uncertainty.” HBR 34 (March-April, no. 2): 103–116. Magee contends it is possible to have well-designed and ﬂexible inventory controls for absorbing the uncertainties that plague a business.

5315 _____. 1956. “Guides to Inventory Policy: Functions and Lot Size.” HBR 34 ( January-February, no. 1): 49–60. When examining what size inventory levels should be, Magee ﬁnds that managers only sees inventory levels and other costs from their perspective.

5316 Todd, F. B. and I. Scharf. 1953. “Proﬁtable Inventory Levels.” HBR 31 (September-October, no. 5): 101–108. Todd and Scharf worry that few companies possess objective methods for maintaining proper inventory levels. Business ﬂuctuations might be minimized, if not prevented, if inventory levels were not allowed to become excessive.

5317 Butters, J. K. 1949. “Management Considerations on LIFO.” HBR 27 (May, no. 3): 308–329. In spite of its tax advantages, Butters contends that corporate executives need to consider a number of other issues before they adopt the LIFO method for tabulating inventory amounts.

5318 Bliss, C. A. 1948. “The Reality of Inventory Proﬁts.” HBR 26 (September, no. 5): 527–542. Bliss attacks the legitimacy of proﬁts generated solely from how inventory levels are valued.

5319 Duncan, D. J. 1938. “The Control of Stock Shortages in Department Stores.” HBR 16 (WInter, no. 2): 201–210. Stock shortages or shrinkages are the amount by which the book inventory ﬁgures exceeds the actual physical inventory ﬁgure. Both ﬁgures are expressed in terms of retail prices. On average, stock shortages amount to approximately 1 percent of net sales in the department store industry.

Wilson and Mueller claim successful store management hinges on continuous stock management.

5324 “Statistical Control of Inventories.” 1926. HBR 5 (October, no. 1): 95–101. [“HBR Case Study” Feature]— The Frisbie Machine Tool Company manufactures a wide array of machine tools. In the aftermath of World War I, demand for these products has dwindled. Inventory levels must be controlled at a level in conjunction to these reduced production requirements.

5325 Warshow, H. T. 1924. “Inventory Valuation and the Business Cycle.” HBR 3 (October, no. 1): 27–34. Warshow laments that little consideration is given to accounting devices that control or mitigate the severity of the business cycle.

5326 McNair, M. P. 1923. “The Retail Method of Inventory: A Selling Price Method of Merchandise Accounting.” HBR 2 (October, no. 1): 49–59. McNair investigates the impact that high and low inventory levels have on net proﬁts and taxes.

Management or Cost Accounting Topics 5327 Berez, S. and A. Sheth. 2007. “Break the Paper Jam in B2B Payments.” HBR 85 (November, no. 11): 28–28. [“Forethought” Feature]— Berez and Sheth describe how electronic invoice and payment systems can cut account receivable costs by more than 50 percent. The difﬁculty lies in getting one’s suppliers connected to the electronic system.

5328 Calthrop, P. 2007. “Higher Net Price — Or Bust.” HBR 85 (May, no. 5): 30–30. [“Forethought” Feature]—Innovative companies often

335

Accounting

5329–5341

become irrelevant by overlooking a crucial measure known as the “net price per equivalent” metric when extending a product line.

5335 Ness, J. A. and T. G. Cucuzza. 1995. “Tapping the Full Potential of ABC.” HBR 73 ( July-August, no. 4): 130–138.

5329 Kaplan, R. S. and S. R. Anderson. 2004. “Time-Driven Activity-Based Costing.” HBR 82 (November, no. 11): 131–138.

[“Ideas at Work” Feature]—Ness and Cucuzza explain how an “activity-based management” (ABM) accounting strategy can trigger major organizational change. It requires a tremendous amount of work. As such, few companies have implemented ABM despite of its tremendous beneﬁts in areas such as marketing.

[“Tool Kit” Feature]—Traditional activity-based costing methods are expensive, typically take too long to implement and are poorly suited to the complexity of most business models. As such, Kaplan and Anderson developed a new, scalable approach that provides meaningful cost and proﬁtability information in an efﬁcient and costeffective manner.

5330 Treacy, M. and J. Sims. 2004. “Take Command of Your Growth.” HBR 82 (April, no. 4): 127– 133. [“Tool Kit” Feature]— Companies who know where their revenues come from are as disciplined in managing growth as they are in managing costs. Sales need to be broken out to reveal the source of each transaction. Treacy and Sims describe a tool they developed known as the “sources of revenue statement” (SRS) to do this.

5331 Ittner, C. D. and D. F. Larker. 2003. “Coming Up Short on Nonﬁnancial Performance Measurement.” HBR 81 (November, no. 11): 88–95. Tracking areas such as customer satisfaction and employee turnover can supplement traditional accounting. Most companies, unfortunately, botch this job. Ittner and Larcker offer a step-by-step process for choosing and tracking the nonﬁnancial measures that drive ﬁnancial results.

5332 Copeland, T. E. 2000. “Cutting Costs Without Drawing Blood.” HBR 78 (September-October, no. 5): 155–164. To cut expenses, upper management typically lays employees off. Copeland, however, believes that alternatives exist. Firms would generate far more sustainable value by assessing the value of small ticket capital items which almost always receive perfunctory approval.

5333 Cooper, R. and R. S. Kaplan. 1998. “The Promise — and Peril — of Integrated Cost Systems.” HBR 76 ( July-August, no. 4): 109–120. Management can beneﬁt from current “enterprise resource planning” systems which integrate activity-based costing, operational control, and ﬁnancial reporting systems. Cooper and Kaplan emphasize that this integration must carefully be implemented.

5334 Kaplan, R. S. and D. P. Norton. 1996. “Using the Balanced Scorecard as a Strategic Management System.” HBR 74 ( January-February, no. 1): 75–87. The “balanced scorecard” scheme enables companies to track their ﬁnancial performance. Firms can also monitor their progress in building the capabilities they need to grow. Kaplan and Norton describe how some companies developed an array of strategic management systems based on this “balanced scorecard” scheme.

5336 Drucker, P. F. 1995. “The Information Executives Truly Need.” HBR 73 ( January-February, no. 1): 54–63. To manage the 21st century corporation, management needs an information system that is integrated with a company’s strategy. Traditional tools largely assess past performance. Drucker explains how “activity-based costing” integrates value analysis, process analysis and costing into a single activity to provide cost and result control.

5337 Cooper, R. and R. S. Kaplan. 1991. “Proﬁt Priorities from Activity-Based Costing.” HBR 69 (May-June, no. 3): 130–137. “Activity Based Accounting” (ABC) methods provide management with a clear picture of how products, brands, customers, facilities, regions, or distribution channels generate revenues in conjunction to the resources they consume.

5338 Ames, B. C. and J. D. Hlavacek. 1990. “Vital Truths About Managing Your Costs.” HBR 68 ( January-February, no. 1): 140–149. To ascertain one’s costs, a ﬁrm must carefully isolate and assign various costs to speciﬁc products, accounts, or markets. Once these costs are known, Ames and Hlavacek emphasize how crucial it is that those are shared with everyone within the ﬁrm.

5339 Berlant, D., R. Browning and G. Foster. 1990. “How Hewlett-Packard Gets Numbers it Can Trust.” HBR 68 ( January-February, no. 1): 178–183. [“Getting Things Done” Feature]— Berlant and colleagues discuss why Hewlett Packard’s traditional accounting system served the company well over time. At some recent point, management detected that traditional accounting methods weren’t capturing the true costs for a product.

5340 Kovac, E. J. and H. P. Troy. 1989. “Getting Transfer Prices Right: What Bellcore Did.” HBR 67 (September-October, no. 5): 148–154. [“Getting Things Done” Feature]— Bellcore rectiﬁed some glaring inequities that surfaced with their current chargeback system.

5341 Merrills, R. 1989. “How Northern Telecom Competes on Time.” HBR 67 ( July-August, no. 4): 108–114. By moving from a cost-based approach to a timebased approach and discarding many of its internal reporting systems, Northern Telecom radically changed its system for tracking manufacturing, procurement and customer service.

5342–5357

Accounting

336

5342 Cooper, R. 1989. “You Need a New Cost System When...” HBR 67 ( January-February, no. 1): 77–82. Companies need reliable information about product costs to make smart decisions particularly when margins are paper-thin. Cost systems incapable of producing this need to be overhauled.

5343 Cooper, R. and R. S. Kaplan. 1988. “Measure Costs Right: Make the Right Decisions.” HBR 66 (September-October, no. 5): 96–105. Cooper and Kaplan are critical of current cost accounting practices. As such, the two developed an alternative system known as “activity-based costing” in which a company’s activities exist to support the production and delivery of their goods and services.

5344 Quelch, J. A., P. W. Farris and J. M. Oliver. 1987. “The Product Management Audit.” HBR 65 (March-April, no. 2): 30–36.

Eiler and Goletz point out how many companies neglect to take advantage of the computer’s capabilities involving cost accounting.

5350 Dearden, J. 1978. “Cost Accounting Comes to Service Industries.” HBR 56 (September-October, no. 5): 132–140. Dearden describes the efforts of service organizations to develop cost accounting systems; a difﬁcult proposition since these organizations are so diverse and have no inventories of ﬁnished goods.

5351 Cammann, C. and D. A. Nadler. 1976. “Fit Your Control Systems to Your Managerial Style.” HBR 54 ( January-February, no. 1): 65–72. Most control systems [i.e., budgetary, MIS and ﬁnancial accounting] are measurements designed to enhance an organization’s ability to coordinate the actions of their members and identify problems as they arise.

5352 Neumann, J. L. 1975. “Make Overhead Cuts that Last.” HBR 53 (May-June, no. 3): 116–126.

[“Ideas for Action” Feature]— Top management always struggles to track the performance of their product lines beyond sales data. Quelch and his coauthors developed a product management audit tool to aid top management and product managers.

Neuman describes a number of major corporations cut their overhead costs by 15 percent to 30 percent using a new technique known as “overhead value analysis.”

5345 Tucker, F. G. and S. M. Zivan. 1985. “A Xerox Cost Center Imitates a Proﬁt Center.” HBR 63 (May-June, no. 3): 168–174.

5353 Vancil, R. F. 1973. “What Kind of Management Control Do You Need?” HBR 51 (MarchApril, no. 2): 75–86.

[“Ideas for Action” Feature]— Tucker and Zivan pursue how a corporate cost center can demonstrate that it operates efﬁciently.

A company president and controller must choose ﬁnancial objectives for each unit and the manner in which it should be measured. This can be done using proﬁt centers or matrixes.

5346 Sandretto, M. J. 1985. “What Kind of Cost System Do You Need?” HBR 63 ( January-February, no. 1): 110–118.

5354 Anthony, R. J. 1970. “What Should ‘Cost’ Mean?” HBR 48 (May-June, no. 3): 121–131.

In some circumstances, a detailed cost system is too costly to design and operate. In other situations, detailed information might readily be available but are of little value. Sandretto explains the requirements, product types and processes to help small businesses ﬁnd the right system.

“Cost,” in the context of cost accounting, is without any generally accepted meaning. Anthony describes how it is quite plausible that for two manufacturers of physically identical gadgets, who use different, but acceptable, methods might differ by 100 percent when measuring these “costs.”

5347 Kaplan, R. S. 1984. “Yesterday’s Accounting

5355 Schoen, D. R. 1969. “Managing Technolog-

Undermines Production.” HBR 62 ( July-August, no. 4): 95–101.

ical Innovation.” HBR 47 (May-June, no. 3): 156– 167.

Kaplan argues that traditional cost accounting systems are simply not providing ﬁrms with the necessary information needed to run their ﬁrms as efﬁciently as possible.

Schoen discusses the total process by which companies translate a technical advance into their products, processes, or services.

5348 Eccles, R. G. 1983. “Control with Fairness in Transfer Pricing.” HBR 61 (November-December, no. 6): 149–161. Having studied the transfer pricing policies for an array of companies, Eccles maintains that effective policies possess a common denominator in the manner in which top management monitors the interaction between units and then alters those policies to reﬂect changes in strategy.

5349 Eiler, R. G. and W. K. Goletz. 1982. “Is Your Cost Accounting Up to Date?” HBR 60 ( July-August, no. 4): 133–139.

5356 McDonald, H. E. and T. L. Stromberger. 1969. “Cost Control for the Professional Service Firm.” HBR 47 ( January-February, no. 1): 109–121. Professional service ﬁrms have difﬁculty determining the proﬁt contributions from individual clients or services. McDonald and Stromberger describe a new EDP accounting model that eliminates the guesswork when determining costs or enhancing proﬁtability for speciﬁc clients or services.

5357 Morton, M. S. and A. M. McCosh. 1968. “Terminal Costing for Better Decisions.” HBR 46 (May-June, no. 3): 147–156. “Terminal costing” is an approach designed to pro-

337

Accounting

5358–5375

vide management with cost information derived from different combinations of costs and prices.

5366 Mackenzie, D. G. 1957. “Cost Accounting Literature.” HBR 35 ( January-February, no. 1): 141–155.

5358 Mauriel, J. J. and R. J. Anthony. 1966. “Misevaluation of Investment Center Performance.” HBR 44 (March-April, no. 2): 98–105.

[“Looking Around” Feature]— Mackenzie’s literature review focuses on recently published material relevant to cost accounting.

Utilization of the “investment center” concept is growing. Mauriel and Anthony describe the distortions that arise with the “return on investment” ratio when standard accounting techniques are utilized to measure performance.

5367 Ernst, H. 1956. “Accounting for Productiv-

5359 Dearden, J. 1961. “Problem in Decentralized Financial Control.” HBR 39 (May-June, no. 3): 72– 80.

5368 Rucker, A. W. 1955. ““Clocks” for Management Control.” HBR 33 (September-October, no. 5): 68–80.

Dearden believes that the conventional techniques for calculating a division’s return-on-investment weakens top management’s ﬁnancial control which subsequently weakens proﬁts.

Executives should know — on both a proﬁt and cost basis — where they stand in conjunction to where they should be on a given project.

5360 Beyer, R. 1960. “Meaningful Costs for Management Action.” HBR 38 (September-October, no. 5): 61–71. Beyer questions whether accounting actually “communicates” to managers the manner in which their actions affect a ﬁrm’s proﬁtability picture.

5361 Culliton, J. W. 1960. “Diagram of Manage-

ity Changes.” HBR 34 (May-June, no. 3): 109–121. Ernst is interested in measuring the impact that machinery, management, and workers have with regards to rising output levels.

5369 Gardner, F. V. 1954. “Breakeven Point for Higher Proﬁts.” HBR 32 (September-October, no. 5): 123–130. Gardner explains how the break-even proﬁt process enables faster-moving and more aggressive managerial action.

5370 Payne, B. 1953. “A Program for Cost Reduction.” HBR 31 (September-October, no. 5): 71–82.

ment Control.” HBR 38 (March-April, no. 2): 144– 151.

Payne emphasizes that top management is responsible for cost control. If this is not done, stakeholders will ﬁnd that their plant has wasted away.

Culliton’s diagram shows a ﬁrm’s ﬂow of costs and assets to aid that company’s accounting and decision-making processes.

5371 Sanders, T. H. 1934. “Costs and the Governmental Control of Business.” HBR 12 (April, no. 3): 304–316.

5362 Dearden, J. 1960. “Interdivisional Pricing.” HBR 38 ( January-February, no. 1): 117–125. Dearden describes how the interdivisional pricing system both works for and against the mutual interests of a parent company and its subsidiaries.

5363 Cook, P. W., Jr. 1957. “New Technique for Intracompany Pricing.” HBR 35 ( July-August, no. 4): 74–80. Whenever products are transferred from one division to another, the acquiring division carries the product in its inventory based on the transfer price. This distorts divisional costs, proﬁts and complicates management’s decision-making processes.

5364 McLean, J. G. 1957. “Better Proﬁts for Better Control.” HBR 35 (May-June, no. 3): 95– 104. Control reports are derived from accounting, ﬁnancial, and operational data. They provide management with a systematic review of the trends and developments in each major segment of a business. These reports, no matter how well crafted, can never be a substitute for human judgment.

5365 Shillinglaw, G. 1957. “Guides to Internal Proﬁt Management.” HBR 35 (March-April, no. 2): 82–94. Differing opinions exist in how to measure unit proﬁtability performances in multi-unit companies.

Whether or not the National Recovery Act becomes a permanent feature of industrial life, Sanders argues that accounting data must improve so that costs can be captured more readily.

5372 “Some Problems in Joint Cost.” 1927. HBR 5 ( January, no. 2): 219–226. [“HBR Case Study” Feature]— Illustrates a variety of problems that arose involving joint costs from the perspective of the Vitex Chemical Company.

5373 Cole, W. M. 1923. “Problems in Joint Costs.” HBR 1 ( July, no. 4): 428–437. What economists label as “joint costs,” poses a provocative problem in accounting in which no solution seems applicable.

5374 Sanders, T. H. 1922. “Present Status of Uniform Cost Accounting.” HBR 1 ( January, no. 2): 167–174. The development and utilization of uniform cost accounting systems are one of the accounting profession’s most notable accomplishments.

Operating or Other Budget Topics 5375 Howells, R. A. 2004. “Turning Your Budgeting Process Upside Down.” HBR 82 ( July-August, no. 7–8): 21–22.

5376–5395

Accounting

338

[“Forethought” Feature]— Howell emphasizes that budgets should emphasize future cash ﬂows instead of highlighting short-term accounting proﬁts.

with greater ease than traditional budgeting structures. As a result, upper management has a far greater grip on all types of cost allocations.

5376 Hope, J. and R. Fraser. 2003. “Who Needs Budgets?” HBR 81 (February, no. 2): 108–115.

5384 Hennessy, J. H. 1960. “Budgets for Manage-

[“Tool Kit” Feature]— Modern corporations typically reject centralization, inﬂexible planning, as well as command and control structures. Hope and Fraser examine why corporations cling to budget processes that reinforce everything that most corporations seek to reject.

[“Looking Around” Feature]— Hennessy’s literature review focuses on the weaknesses inherent with corporate budgeting and then offers suggestions to ameliorate these weaknesses.

5377 Jensen, M. C. 2001. “Corporate Budgeting is Broken: Let’s Fix It.” HBR 79 (November, no. 10): 94–101. Jensen ﬁnds that corporate budgeting might succeed if top management severed the ties between budget projections and executive compensation packages. The present structure entices management to cheat, lowball targets and inﬂate results.

5378 Churchill, N. C. 1984. “Budget Choices: Planning vs. Control.” HBR 62 ( July-August, no. 4): 150–164. [“Growing Concerns” Feature]— Churchill offers management eight issues involved in the planning and control aspects of budgeting.

5379 Viscione, J. A. 1984. “Small Company Budgets: Targets are Key.” HBR 62 (May-June, no. 3): 42–52.

ment.” HBR 38 (May-June, no. 3): 35–44, 154–160.

5385 Peirce, J. L. 1954. “The Budget Comes of Age.” HBR 32 (May-June, no. 3): 58–66. Peirce explains how every step involving sound budgeting practice has their roots in sound personnel administration.

5386 Argyris, C. 1953. “Human Problems with Budgets.” HBR 31 ( January-February, no. 1): 97–110. Though a necessity for business, Argyris ﬁnds that budgeting generates forces which diminish an employee’s efﬁciency.

5387 “Budgetary Control of Expenses in Department Stores.” 1923. HBR 2 (October, no. 1): 99–113. [“Summaries of Business Research” Feature]— Emphasizes the necessity of careful planning if adequate expense controls are to be secured.

5388 Coonley, H. 1923. “The Control of Industry in the Business Cycle.” HBR 1 ( July, no. 4): 385– 397.

[“Growing Concerns” Feature]— Viscione discusses why small businesses can set realistic budget targets and offers ways to monitor their progress in meeting those targets.

For Coonley’s Walworth Company, budgetary control serves as a record of the past, index for the present, and a guide for the future.

5380 McDougall, D. C. 1978. “The Corporate ‘Ratchet Effect’ on Spiraling Inﬂation.” HBR 56 (November-December, no. 6): 12–20.

Other Financial Accounting Topics

[“Ideas for Action” Feature]— American companies are utilizing the same standard product cost projections when engaging in the budgeting or forecasting processes. Inﬂation, in turn, erodes whatever variances these ﬁrms are hoping to achieve.

5381 Suver, J. D. and R. L. Brown. 1977. “Where Does Zero-Based Budgeting Work?” HBR 55 (November-December, no. 6): 76–84. Since President Carter is attempting to use zero-based budgeting to evaluate federal programs and activities, many corporate executives are under pressure to implement the system for their departments.

5382 Barrett, M. E. and L. B. Fraser, III. 1977. “Conﬂicting Roles in Budgeting for Operations.” HBR 55 ( July-August, no. 4): 137–146. Barrett and Fraser liken operational budgets to projected income statements since management tries to ensure that a ﬁrm’s resources are efﬁciently used in conjunction to its objectives.

5383 Pyhrr, P. A. 1970. “Zero-Based Budgeting.” HBR 48 (November-December, no. 6): 111–121. Pyhrr describes how the zero-base budgeting enables Texas Instruments to shift its budget allocations around

5389 Bakhshi, V. and A. Krajeski. 2007. “Accounting for Climate Change: A Window on the Future.” HBR 85 (October, no. 10): 36–37. [“Forethought” Feature]— Bakhshi and Krajeski produced a balance sheet for a ﬁctional company to illustrate the ﬁnancial impact of climate change.

5390 Levine, C. B. and Y. Ijiri. 2004. “Just the Facts (and Forecasts).” HBR 82 ( June, no. 6): 24– 26. [“Forethought” Feature]— Forecasted numbers that are derived from a ﬁnancial statement are simply educated guesses. To reduce legal liability for these predictions, Levine and Ijiri propose a new model for ﬁnancial statements that would clearly distinguish hard numbers from forecasts.

5391 Kaplan, R. S. and K. G. Palepu. 2003. “Expensing Stock Options: A Fair-Value Approach.” HBR 81 (December, no. 12): 105–108. [“Tool Kit” Feature]— Kaplan and Palepu developed a new accounting mechanism with regard to “stock option expensing” that addresses the concerns of critics over measurement errors.

339

Accounting

5392–5409

5392 Barker, R. G. 2003. “Global Accounting is Coming.” HBR 81 (April, no. 4): 24–25.

5400 Stancill, J. M. 1979. “Is Your Bad Debt Expense Too Low?” HBR 57 (May-June, no. 2): 6–7.

[“Forethought” Feature]— Accounting scandals have opened the door to more international inﬂuence on U.S. ﬁnancial reporting. Income statements, for example, will be far more revealing under emerging global standards for American companies.

[“Ideas for Action” Feature]— Stancill contends that ﬁrms should offer credit to customers anytime the probability of collecting from that individual or ﬁrm is at least 70 percent.

5393 Bodie, Z., R. S. Kaplan and R. C. Merton.

Capital.” HBR 56 (March-April, no. 2): 75–82.

2003. “For the Last Time: Stock Options Are an Expense.” HBR 81 (March, no. 3): 62–71.

Neals worries that economic planners, ﬁnancial ofﬁcers and accountants neglect to factor inﬂation when measuring production. As a result, companies pay taxes and dividends on proﬁts that never materialize.

Because executive stock options are a powerful, albeit controversial, incentive, Bodie and his coauthors believe that stock-options possess cash-ﬂow implications. Subsequently, these must be reported as an expense instead of being relegated to the footnotes section.

5394 Sherman, H. D. and S. D. Young. 2001. “Tread Lightly Through These Accounting Mineﬁelds.” HBR 79 ( July-August, no. 7): 129–135. [“Tool Kit” Feature]— Growing numbers of ﬁrms issue misleading earnings reports. Sherman and Young point out six areas for abuse that investors and directors should be acutely aware of since shareholders suffer the most from aggressive accounting strategies

5395 Carter, L. 2001. “Cisco’s Virtual Close.” HBR 79 (April, no. 4): 22–23. [“Forethought” Feature]—Carter, as Cisco’s CFO, explains how his company made “real-time accounting” a reality. Though it may not solve all operational problems, real-time accounting does much in preparing management for future challenges.

5396 Ball, B. C., Jr. 1987. “The Mysterious Disappearance of Retained Earnings.” HBR 65 ( July-August, no. 4): 56–63. From examining ﬁfty mature American ﬁrms, Ball ﬁnds no real correlation between a ﬁrm’s earnings in conjunction to the performance of its shares.

5397 Dudick, T. S. 1987. “Why SG&A Doesn’t Work.” HBR 65 ( January-February, no. 1): 30–36. [“Getting Things Done” Feature]— Dudick explains how corporate controllers can distort the ﬁnancial performance of their company’s product lines when allocating SG&A costs.

5398 Stancill, J. M. 1981. “Managing Financial Statements — Image and Effect.” HBR 59 (MarchApril, no. 2): 180–202. [“Growing Concerns” Feature]—Stancill discusses the images and impressions that ﬁnancial statements convey to important outside parties, such as lenders.

5399 Popell, S. D. 1981. “Effectively Manage Receivables to Cut Costs.” HBR 59 ( January-February, no. 1): 58–64. [“Growing Concerns” Feature]— Even if small companies maintain healthy sales levels, along with the cash outlays necessary to support those sales, they are still likely to have difﬁculty collecting their receivables. As such, these ﬁrms face a tenuous future.

5401 Neal, A. C. 1978. “Immolation of Business

5402 Weston, F. T. 1974. “Prepare for the Financial Accounting Revolution.” HBR 52 (SeptemberOctober, no. 5): 6–13. [“Ideas for Action” Feature]—A revolution in ﬁnancial accounting is brewing in how ﬁnancial accounting results should be reported over short periods of time.

5403 Anthony, R. N. 1973. “Accounting for the Cost of Equity.” HBR 51 (November-December, no. 6): 88–102. Anthony discusses how equity capital, despite its cost, is never adequately reﬂected in corporate accounts or on its ﬁnancial statements.

5404 DeSalvo, A. 1972. “Cash Management Converts Dollars into Working Assets.” HBR 50 (MayJune, no. 3): 92–100. Cash, DeSalvo contends, is really a liability that is a wasted opportunity unless it earns money for its owner. DeSalvo also describes cash-use forecasting and recordkeeping procedures that can aid corporate executives seeking to improve their cash management techniques.

5405 Frese, W. F. and R. K. Mauntz. 1972. “Financial Reporting — By Whom.” HBR 50 (MarchApril, no. 2): 6–21, 140. [“Thinking Ahead” Feature]—Frese and Mautz maintain that reviewing and grading annual reports would correct abuses and enhance the credibility of ﬁnancial reports.

5406 Searby, F. W. 1968. “Use Your Hidden Cash Resources.” HBR 46 (March-April, no. 2): 71–80. Searby offers ideas for companies needing additional cash sources or improved proﬁt margins.

5407 Hawkins, D. F. 1963. “The Case of the Dubious Referral.” HBR 41 (May-June, no. 3): 162–192. [“Problems in Review” Feature]— Hawkins describes the impact that a presumably simple accounting decision has with regards to a special R&D expense.

5408 Gant, D. R. 1959. “Illusion in Lease Financing.” HBR 37 (March-April, no. 2): 121–142. Gant maintains that lease ﬁnancing, with its obligation to make future security, is another form of borrowing that must be reﬂected on a company’s balance sheet.

5409 Bailey, G. D. 1948. “Concepts of Income.” HBR 26 (November, no. 6): 680–692. Bailey contends much work is needed to improve how

5410–5425

Accounting

340

corporations report earnings to increase the public’s conﬁdence in the work of accountants.

5410 _____. 1948. “Problems in Reporting Corporation Income.” HBR 26 (September, no. 5): 513– 526. The public has long had difﬁculty understanding how corporate proﬁts are determined. Bailey examines these problems and advocates changes to accounting methods for measuring corporate progress.

5411 Peloubet, M. E. 1937. “Natural Resource Assets: Their Treatment in Accounts and Valuation.” HBR 16 (Autumn, no. 1): 74–92. To gauge the value of any type of natural resource, Peloubet ﬁnds it important to ascertain: (i) the number of salable units; (ii) the unit price to be received for the products over the lifespan of the product; (iii) the production costs over the life of the product; and ﬁnally (iv) the rate of investment for return on capital and reinvestment purposes.

5412 Walker, R. G. 1936. “The Base-Stock Principle in Income Accounting.” HBR 15 (Autumn, no. 1): 76–94. Walker describes the merits of base-stock valuation methods with regards to inventory management and various tax considerations for calculating net income.

5413 “Accounting Disposition of an Increase in Assets Caused by Revaluation.” 1929. HBR 7 ( July, no. 4): 467–473. [“HBR Case Study” Feature]— Corporate assets are increasingly being revaluated. This case study examines the “accounting disposition” of an increase in assets caused by such a revaluation.

5414 “Accounting for Appreciation of Fixed Assets.” 1926. HBR 4 (April, no. 3): 357–361. [“HBR Case Study” Feature]— The Deane Lumber Company owns timber lands and sawmills and is examining how to record appreciated asset values.

5415 Putnam, G. E. 1926. “The Role of Paper Proﬁts in Industry.” HBR 4 ( January, no. 2): 129–137. The term “paper proﬁts” means relizable proﬁts that have not been turned into cash; hence, they are proﬁts that exist only on paper.

Pension Accounting Topics 5416 Arnott, R. D. and P. L. Bernstein. 1988. “The Right Way to Manage Your Pension Fund.” HBR 66 ( January-February, no. 1): 95–102.

stand an actuary’s work and know how to compare plans from the standpoint of both a company and its employees.

5418 Dean, A. H. 1950. “Accounting for the Cost of Pensions: A Lien on Production, Part II.” HBR 28 (September, no. 5): 102–122. Dean warns companies that if they fail to save and effectively invest a signiﬁcant portion of current earnings, there is no way retirees can be adequately compensated.

5419 _____. 1950. “Accounting for the Cost of Pensions: A Lien on Production.” HBR 28 ( July, no. 4): 25–40. Dean compares the advantages and disadvantages of funded versus non-funded pension plans and notes that whatever option companies undertake, its commitments are “ﬁxed in stone.”

Role of Accountants 5420 Carl, F., Jr. 2007. “The Best Advice I Ever Got.” HBR 85 (November, no. 11): 26–26. [“Conversation” Feature]— As founder and CEO of Viking Range, Carr describes advice given to him by a Touche-Ross accountant: (i) that his company should be managed like a publicly-traded company; (ii) that a top accounting ﬁrm be hired; and that (iii) Carr always conceptualize how his company is large and successful.

5421 Churchill, N. C. and L. A. Werbaneth, Jr. 1979. “Choosing and Evaluating Your Accountant.” HBR 57 (May-June, no. 3): 180–190. [“Growing Concerns” Feature]— Churchill and Werbaneth offer advice to smaller companies on working more effectively with accounting ﬁrms.

5422 Sathe, V. 1978. “Who Should Control Division Controllers.” HBR 56 (September-October, no. 5): 99–104. Division controllers historically reported to a division general manager as opposed to the corporate controller. With recent changes in the business environment (e.g., inﬂation, alleged illegal practices and increased reporting demands by regulatory agencies), Sathe discusses how more companies provide corporate controllers with greater authority over their division controllers.

5423 Spacek, L. 1958. “Challenge to Public Accounting.” HBR 36 (May-June, no. 3): 115–124. Spacek describes the role public accountants play in the American economy, particularly from the standpoint of protecting consumers, business, labor, and investors.

Arnott and Bernstein describe how FASB 87 dictates that pension fund managers and sponsors pay close attention to a pension fund’s surplus which is the difference between the assets and the present value of the fund’s obligations to its current and future retirees.

5424 Brundage, P. F. 1951. “Roadblocks in the Path

5417 Trowbridge, C. L. 1966. “ABC’s of Pension Funding.” HBR 44 (March-April, no. 2): 115–126.

5425 _____. 1951. “Milestones in the Path of Accounting.” HBR 29 ( July, no. 4): 71–81.

Trowbridge describes how management can under-

Brundage discusses changes that have occured in the

of Accounting.” HBR 29 (September, no. 5): 110–119. Brundage emphasizes the prominent role the accounting profession has played in the development of large businesses.

341 accounting profession since the start of the twentieth century.

5426 Sanders, T. H. 1949. “Two Concepts of Accounting.” HBR 27 ( July, no. 4): 505–520. Using several controversies that have surfaced within the profession, Sanders compares and contrasts two mindsets prevalent throughout the accounting profession.

Decision Sciences

5426–5440

[“Keeping Informed” Feature]— Holzman describes why accurate corporate minutes are critical in defense of a ﬁrm’s tax position.

5431 Ballentine, A. A. 1949. “Psychological Bases for Tax Liability.” HBR 27 (March, no. 2): 200–208. Ballentine is concerned that too many business decisions are hampered by ambiguity or uncertainty involving the United States Tax Code.

5427 X. 1926. “The Management Aspect of the Comptroller’s Work.” HBR 5 (October, no. 1): 21– 26.

5432 Butters, J. K. 1944. “Tax Revisions for Re-

“X” emphasizes that a comptroller’s inﬂuence is contingent on the “degree of unity attained from the organization’s various component parts.”

Butters examined corporate tax returns to assess the tax code’s impact on businesses to accumulate working capital.

Tax Accounting Strategies 5428 Pine, S. R. 1972. “The Case for ‘Captive’ Insurers.” HBR 50 (November-December, no. 6): 142–149. The IRS announced it is reversing its position on foreign captive insurance companies. No matter what, Pine argues that these “offshore captives” will persevere.

5429 Holzman, R. S. 1971. “How to Cope With ‘Unreasonable Compensation’ Claims.” HBR 49 (September-October, no. 5): 79–81. [“Management Memo” Feature]— Since 1918, a frequent source of controversy involving corporate taxes involves a deduction for compensation on the grounds that it is unreasonable.

5430 _____. 1965. “Watch Your Minutes.” HBR 43 (March-April, no. 2): 162–171.

conversion Needs.” HBR 22 (Spring, no. 3): 299– 315.

5433 Smith, D. T. and M. Mace. 1942. “Tax Uncertainties in Corporate Financing.” HBR 20 (Spring, no. 3): 315–326. Smith and Mace argue how important it is for management to be cognizant of the relationship between capital structures and tax liabilities.

5434 Rhame, W. T. and W. L. Cary. 1937. “Some Recent Corporate Solutions to the Undistributed Proﬁts Tax.” HBR 15 (Summer, no. 4): 486–495. Because of the 1936 Revenue Act, proﬁts not distributed to shareholders through dividends (i.e., retained earnings) are subject to federal taxation. Rhame and Cary offer solutions for companies in this predicament.

5435 May, G. O. 1922. “The Taxation of Capital Gains.” HBR 1 (October, no. 1): 11–18. May assesses if the treatment of capital gains — under a graduated income tax structure — is one of the most difﬁcult problems involving ﬁscal legislation.

Decision Sciences Flow Charts or Decision Trees 5436 Bagley, C. E. 2003. “The Ethical Leader’s Decision Tree.” HBR 81 (February, no. 2): 18–19.

“Third Generation, PERT/LOB.” HBR 45 (September-October, no. 5): 100–110. Schoderbek and Digman describe the basic principles of PERT (Program Evaluation and Review Technique) and LOB (Line of Balance) for planning and control purposes.

[“Forethought” Feature]— Bagley’s decision tree enables one to navigate through “ethical questions.” The questions and answers posed by the tree can then be applied to any action a company contemplates (e. g. whether the ﬁrm is expanding operations in a developing country or reducing its domestic workforce).

5439 Wiest, J. D. 1966. “Heuristic Programs for Decision Making.” HBR 44 (September-October, no. 5): 129–143.

5437 Iacobucci, D. and C. Nordhielm. 2000. “Creative Benchmarking.” HBR 78 (November-December, no. 6): 24–25.

Several simple techniques are described which allow managers to deal with a myriad of problems; none of which yield to other problem-solving techniques.

[“Forethought” Feature]— Iacobucci and Nordhielm describe how companies can benchmark their business practices against companies outside their industry using ﬂow charts.

5440 Magee, J. F. 1964. “How to Use Decision

5438 Schoderbek, P. P. and L. A. Digman. 1967.

Trees in Capital Investment.” HBR 42 (SeptemberOctober, no. 5): 79–96. Magee shows how “decision trees” can be utilized for strategic problem solving. Special attention is paid to

5441–5455

Decision Sciences

342

organizing data, computations, as well as the handling of uncertainties.

5441 _____. 1964. “Decision Trees for Decision Making.” HBR 42 ( July-August, no. 4): 126–138. Magee developed a tool for analyzing the choices, risks, objectives and information needs involved in complex management decisions such as plant investment.

5448 Ulvila, J. W. and R. V. Brown. 1982. “Decision Analysis Comes of Age.” HBR 60 (SeptemberOctober, no. 5): 142–152. Ulvila and Brown ﬁnd that many managers are adapting the decision analysis techniques of decision tree analysis, probabilistic forecasting and multi-attribute utility analysis.

5449 Bartlett, C. A. and D. W. De Long. 1982.

Mathematical or Statistical Analysis for Problem Solving Purposes 5442 Duboff, R. S. 2007. “The Wisdom of (Expert) Crowds.” HBR 85 (September, no. 9): 28–28. [“Forethought” Feature]—With the Delphi technique, panels of 20 or so experts are asked to predict the possible outcomes of a particular circumstance. These forecasts are then molded into several scenarios for decision makers to grapple with.

5443 Davenport, T. H. 2006. “Competing on Analytics.” HBR 84 ( January, no. 1): 98–107. Analytics are integrated into the corporate strategies of companies such as Amazon, Harrah’s, Capital One and the Boston Red Sox. These companies overwhelm their competitors by amassing and then analyzing huge amounts of data on an array of activities. Davenport emphasizes that quantitative activity needs to be managed at the enterprise as opposed to the departmental level.

5444 Mitroff, I. I. and M. C. Alpasian. 2003. “Preparing for Evil.” HBR 81 (April, no. 4): 109–115. [“Tool Kit” Feature]— Mitroff and Alsasian offer a set of simple tools to help management think about the unthinkable and break down the mental barriers even if it seems fruitless to plan for a crisis that one can’t begin to imagine.

“Operating Cases to Help Solve Corporate Problems.” HBR 60 (March-April, no. 2): 68–70. [“Ideas for Action” Feature]— Bartlett and De Long believe ﬁrms can begin to solve their many problems by creating a case study relevant to their circumstances and operating conditions.

5450 Boehm, G. A. W. 1976. “Shaping Decisions with Systems Analysis.” HBR 54 (September-October, no. 5): 91–99. Boehm describes the way several large companies have integrated systems analysis into their decision-making process.

5451 Judd, M. and K. B. Tracy. 1976. “Books for the Thoughtful Executive.” HBR 54 ( July-August, no. 4): 154–154. Judd and Tracy assess several books relevant to gaming and quantitative analysis, such as two of Martin Shubik’s books on game theory and Galambos’s A Quantitative Study in Social Change.

5452 Heenan, D. A. and R. B. Addleman. 1976. “Quantitative Techniques for Today’s Decision Makers.” HBR 54 (May-June, no. 3): 32–62.

5445 Watkins, M. D. and M. H. Bazerman. 2003.

[“Keeping Informed” Feature]— Heenan and Addleman demonstrate how management has adopted a number of quantitative techniques to analyze complex circumstances.

“Predictable Surprises: The Disasters You Should Have Seen Coming.” HBR 81 (March, no. 3): 72– 80.

5453 Thurston, P. H. 1972. “Requirements Planning for Inventory Control.” HBR 50 (May-June, no. 3): 67–71.

All companies are vulnerable to predictable surprises. A ﬁrm’s inability to prepare for predictable surprises can be traced to three sets of vulnerabilities: psychological, organizational, and political. Watkins and Bazerman create a “RPM approach” which is a chain of actions that a ﬁrm should meticulously abide by.

[“Management Memo” Feature]— Thurston describes the shortcomings with the statistical tools utilized by inventory specialists and how the “requirements planning” method can ameliorate these problems.

5446 Savage, S. 2002. “The Flaw of Averages.”

Smith. 1971. “How to Chose the Right Forecasting Technique.” HBR 49 ( July-August, no. 4): 45–74.

HBR 80 (November, no. 11): 20–21. [“Forethought” Feature]— Savage describes his “ﬂaw of averages” principle which states that plans predicated on mathematical averages usually go awry.

5447 Hammond, J. S., R. L. Kenney and H. Raiffa. 1998. “Even Swaps: A Rational Method for Making Tradeoffs.” HBR 76 (March-April, no. 2): 137–150. [“Manager’s Tool Kit” Feature]— Managers often face difﬁcult situations in which they have to make trade-offs involving dissimilar variables. A new system known as “even swaps” provides a pragmatic way for doing this from an array of alternatives based on one’s objectives.

5454 Chambers, J. C., S. K. Mullick and D. D. Some facet of forecasting is utilized with virtually every decision an executive makes. Moreover, sound predictions of demands and trends are a necessity. The more an executive knows about forecasting, the more it can help them.

5455 Parker, G. G. C. and E. L. Segura. 1971. “How to Get a Better Forecast.” HBR 49 (MarchApril, no. 2): 99–109. Parker and Segura explain how regression analysis enables forecasters to predict phenemona with more precision than less scientiﬁc methods do.

343 5456 Hayes, R. H. 1969. “Qualitative Insights from Quantitative Methods.” HBR 47 ( July-August, no. 4): 108–117. Though modern management is adopting quantitative techniques, Hayes stresses how one’s insights and understanding of the management processes are most important.

5457 Henrici, S. B. 1968. “Eyeing the ROI.” HBR 46 (May-June, no. 3): 88–97. Henrici examines what quantitative techniques, buttressed by good judgment, can achieve for management.

5458 Hammond, J. S., III. 1967. “Better Decisions With Preference Theory.” HBR 45 (November-December, no. 6): 123–141. Hammond describes the way preference theory offers decision makers great potential to improve the consistency of their decision-making.

5459 Russell, J. R., R. B. Stobaugh, Jr. and F. W. Whitmeyer. 1967. “Simulation for Production.” HBR 45 (September-October, no. 5): 162–170. [“Keeping Informed” Feature]— As simulation techniques become more important for production managers, the authors offer helpful information on this process.

5460 Sawtis, M. 1967. “Model for Branch Store Planning.” HBR 45 ( July-August, no. 4): 140–143. [“Management Memo” Feature]— Sawits describes a mathematical approach developed by Federated Department Stores for planning its branch stores.

Decision Sciences

5456–5474

Stryker describes a systematic decision-making process known as the “Kepner-Tregoe Analysis Procedure” for problem analysis purposes.

5466 Edelman, F. 1965. “Art and Science of Competitive Bidding.” HBR 43 ( July-August, no. 4): 53–66. Edelman seeks to assist management develop a “success probability” model for competitive bidding endeavors

5467 Bauer, R. A. and R. D. Buzzell. 1964. “Mating Behavioral Science and Simulation.” HBR 42 (September-October, no. 5): 116–124. Bauer and Buzzell emphasize how the simulation process — which in many ways is a model for the “real world”— is not based merely on mathematics.

5468 Hertz, D. B. 1964. “Risk Analysis in Capital Investment.” HBR 42 ( January-February, no. 1): 95–106. Hertz’s application of “probability theory” enables management to develop a better sense of the possible gains and losses from a proposed outlay.

5469 Hillsley, R. H. and A. L. Harbury. 1960. “Simple Estimates for Complex Work Loads.” HBR 38 ( January-February, no. 1): 87–96. Hillsley and Harbury developed a statistical method to reduce the likelihood of scheduling inefﬁciencies or other loses from future work-load commitments.

5470 Anshen, M. 1960. “Price Tags for Business

5461 Swalm, R. O. 1966. “Utility Theory — In-

Policies.” HBR 38 ( January-February, no. 1): 71–78.

sights into Risk Taking.” HBR 44 (November-December, no. 6): 123–138.

Having proven their value with production, inventory control and sales management, mathematical techniques are now used for strategic planning endeavors.

Swalm describes the need people have for safety from risk-taking. “Cardinal utility theory” offers a great deal to executives as a prediction tool.

5462 Jones, C. H. 1966. “Applied Math for the Production Manager.” HBR 44 (September-October, no. 5): 20–28, 180–182. [“Keeping Informed” Feature]—Jones assesses recently published books relevant to resource allocation, waiting line theory, network analysis and simulation for managers who possess differing levels of technical and quantitative aptitude.

5463 Woods, D. H. 1966. “Improving Estimates That Involve Uncertainty.” HBR 44 (May-June, no. 4): 91–98. Woods explores what can be done with quantitative analysis to reduce the biases and distortions that take place on matters such as sales and capital investment; particularly for information on one’s outside environment.

5464 Golde, R. A. 1966. “Sharpen Your Number Sense.” HBR 44 ( July-August, no. 4): 73–83. Golde provides managers with a variety of techniques to more effectively grasp statistical reports.

5465 Stryker, P. 1965. “How to Analyze That Problem.” HBR 43 ( July-August, no. 4): 99–110.

5471 Bishop, J. E. 1959. “Statistics for Production.” HBR 37 (September-October, no. 5): 35–42, 178–182. [“Looking Around” Feature]— Bishop examines ﬁve business-oriented books that utilize scientiﬁc concepts for production-oriented issues.

5472 Brown, R. G. 1959. “Less Risk in Inventory Estimates.” HBR 37 ( July-August, no. 4): 104–116. Brown discusses new mathematical concepts that should make routine forecasting more economical and create a more dependable base for management predictions.

5473 Anshen, M., C. C. Holt, F. Modigliani, J. F. Muth and H. A. Simon. 1958. “Mathematics for Production Scheduling.” HBR 36 (March-April, no. 2): 51–58. Anshen and his coauthors describe the ﬁndings from research on the application of mathematical techniques on the scheduling of production and how factory production levels are set in conjunction to inventory levels and projected sales.

5474 Baumol, W. J. and C. H. Sevin. 1957. “Marketing Costs and Mathematical Programming.” HBR 35 (September-October, no. 5): 52–60. Statistical cost analysis enables a business to carefully

5475–5491

Decision Sciences

344

analyze how a particular process contributes to its costs, proﬁts, and sales revenue in conjunction to its marketing strategy.

5484 Rorty, M. C. 1923. “The Statistical Control of Business Activities.” HBR 1 ( January, no. 2): 154– 166.

5475 Gaumnitz, R. K. and O. H. Brownlee. 1956. “Mathematics for Decision Makers.” HBR 34 (MayJune, no. 3): 48–56.

Statistical control begins with the desire to base decision-making on carefully examined external and internal facts relevant to the business.

Managers open to learning and applying mathematical approaches to their problem solving have had enormous success.

Operational Research Topics

5476 Higgins, C. C. 1955. “Make or Buy Re-Examined.” HBR 33 (March-April, no. 2): 109–119. Higgins ﬁnds that the cost calculations used to make “make or buy” type decisions do little to change an executive’s initial judgment.

5477 Henderson, A. and R. Schlaifer. 1954. “Mathematical Programming: Better Information for Better Decision Making.” HBR 32 (May-June, no. 3): 73–100. Henderson and Schlaifer describe the impact mathematicians have in making it easier for managers to solve a wide array of problems.

5478 Bliss, C. A. 1940. “Statistics Takes a Second Breath.” HBR 18 (Summer, no. 4): 510–519. Bliss reviews approximately ten articles or books oriented to business statistics.

5479 Brown, T. H. 1937. “Improving the Tools of Business: Recent Literature on Mathematical Techniques.” HBR 15 (Winter, no. 2): 253–260. Mathematical problem-solving techniques have long been indispensable for solving engineering problems. Brown writes of their increasing use for solving administrative problems by surveying ten recently published books on the topics.

5480 “Indexes of Machine Utilization.” 1929. HBR 7 (April, no. 3): 351–357. [“HBR Case Study” Feature]— The Southern States Textile Corporation developed a means to measure and analyze how efﬁciently its equipment is utilized.

5481 “Merchandising Service in Newspaper Advertising.” 1925. HBR 3 (April, no. 3): 340–347. [“Summaries of Business Research” Feature]— Discusses the impact of newspaper advertising departments engaging in statistical marketing research.

5482 Vanderblue, H. B. and W. L. Crum. 1924. “The Relation of the Public Utility to the Business Cycle.” HBR 2 ( July, no. 4): 409–420. Based on the Public Service Electric Company of New Jersey, Vanderblue and Crum’s study depicts the steps involved with a “time series” statistical analysis.

5483 Farquhar, H. H. 1923. “Measuring the Performance of the Production Department.” HBR 1 (April, no. 3): 331–341. Farquhar contends that most gauges used by management to ascertain organizational effectiveness are misleading and often unjust.

5485 Chew, W. B. 1988. “No-Nonsense Guide to Measuring Productivity.” HBR 66 ( January-February, no. 1): 110–118. An essential step in improving productivity is being able to measure it appropriately. Chew offers a practical set of guidelines for managers to effectively evaluate, understand, and apply these productivity measurement techniques.

5486 Quinn, J. B. and R. M. Cavanaugh. 1964. “Fundamental Research Can Be Planned.” HBR 42 ( January-February, no. 1): 111–124. Successful planning emanates from research. Quinn points out for management how great possibilities exist with planning that is both systematic and innovative.

5487 Wagner, H. M. 1963. “Practical Slants on Operations Research.” HBR 41 (May-June, no. 3): 61–71. Wagner provides a six-question test for managers along with an outline of four steps to success with operations research.

5488 Rapaport, L. A. and W. P. Drews. 1962. “Mathematical Approach to Long-Range Planning.” HBR 40 (May-June, no. 3): 75–87. Mathematical programming is not a “black-box” substitute for decision making. Instead, it is an approach that can help management shift attention from the technicalities of planning to the broader area of goals, policies, and risks.

5489 O’Meara, J. T., Jr. 1961. “Selecting Proﬁtable Products.” HBR 39 ( January-February, no. 1): 83– 89. O’Meara describes an approach that utilizes simple proﬁtability and weighting techniques that can help management make more ﬂexible and dependable choices.

5490 Hetrick, J. C. 1961. “Mathematical Models in Capital Budgeting.” HBR 39 ( January-February, no. 1): 49–64. Hetrick offers a new mathematical approach in the use of operations research techniques with regards to planning, budgeting and in other strategic areas.

5491 Quinn, J. B. 1960. “How to Evaluate Research Output.” HBR 38 (March-April, no. 2): 69– 80. Quinn offers an industrial research approach that is based on a systematic appraisal that combines qualitative and quantitative measures into one conceptual scheme.

345

Decision Sciences

5492–5505

5492 Roy, N. J. H. 1958. “Operations Research in Action.” HBR 36 (September-October, no. 5): 120– 128.

have a system that enables their executives to monitor operations and easily ascertain if one’s targets are being achieved.

To a degree never before attainable, Roy describes how feasible it is with operations research techniques to calculate the inﬂuence of the forces affecting a company’s operations.

“New Promise of Computer Graphics.” HBR 58 ( January-February, no. 1): 122–131.

5493 Shainin, D. 1957. “The Statistically Designed Experiment: A Tool for Process and Product Improvement.” HBR 35 ( July-August, no. 4): 67–73. Statistically designed experiments are a reliable method for providing assurance that changes made to a product or process are the right changes.

5494 Caminer, J. J. and G. R. Andlinger. 1954. “Operations Research Roundup.” HBR 32 (November-December, no. 6): 132–136. Caminer and Andlinger describe why operations research is becoming a more integral part of the business process.

5495 Herrmann, C. C. and J. F. Magee. 1953. “Operations Research for Management.” HBR 31 ( July-August, no. 4): 100–112. Herrmann describes how the scientiﬁc method — as practiced in physics, biology, medicine and chemistry — is now the basis for solving business problems.

5496 Perkins, J. S. 1940. “Management Research.” HBR 18 (Summer, no. 4): 488–495. Managers are seeing the importance of research and quantitative analysis for general administrative control or in reducing market and sales vagaries.

5497 Brown, T. H. 1938. “Science, Statistics, and Business.” HBR 16 (Spring, no. 3): 281–289. With an economy becoming progressively more complex, Brown argues how essential it is for business to develop and emphasize empirical research by developing its own research methodology and theoretical base.

5498 Freyd, M. 1927. “Two Different Types of Industrial Research.” HBR 5 (April, no. 3): 293–297.

5500 Takeuchi, H. and A. H. Schmidt. 1980. Takeuchi and Schmidt describe how computer graphics will beneﬁt management and produce better decision making.

5501 Blake, G. B. 1978. “Graphic Shorthand as an Aid to Managers.” HBR 56 (March-April, no. 2): 6–14. [“Ideas for Action” Feature]—Because charts can make complex relationships clearer with less ambiguity than is the case with ﬁgures or text, Blake describes how he updates his mental portrait of his company’s performance on one sheet of paper that contains 20 small graphs or charts.

5502 Kabus, I. 1976. “You Can Bank on Uncertainty.” HBR 54 (May-June, no. 3): 95–105. Kabus describes how Morgan Guaranty Trust has utilized “histogramming,” a technique that both quantiﬁes and pictures the uncertainty involved with interest rates relevant to asset and liability decisions. It’s a technique useful to almost any type of organization.

5503 Shostack, K. and C. Eddy. 1971. “Management by Computer Graphics.” HBR 49 (November-December, no. 6): 52–63. Shostack and Eddy emphasize how high-speed computer output has outstripped an executive’s ability to absorb and utilize the information being generated. Graphic displays offer a way for output to be communicated in a more comprehensible, intelligible, and usable manner than is possible with conventional computer reports.

5504 Miller, I. M. 1969. “Computer Graphics for Decision Making.” HBR 47 (November-December, no. 6): 121–132.

Freyd describes how statistical and experimental research are critical tools for producing the necessary market and production information.

Executives can now experiment on a computer display screen with operating graphs that represent business decisions about sales, prices, inventory, and production.

Utilization of Graphic Displays

5505 “Graphing a Complicated Situation by a Simple Graph.” 1925. HBR 3 ( July, no. 4): 475– 480.

5499 Janson, R. L. 1980. “Graphic Indicators of Operations.” HBR 58 (November-December, no. 6): 164–170. Janson emphasizes the importance of companies to

[“Summaries of Business Research” Feature]—A paper manufacturer, when researching a complicated production and delivery situation, opted to chart some seemingly incoherent data in a way that enables them to grasp some important trends.

5506–5518

Information Systems

346

Information Systems Automation or Computerization and Its Impact 5506 Kedrosky, P. 2004. “Learning to Lead at Toyota.” HBR 82 ( June, no. 6): 18–19. [“Forethought” Feature]— Kedrosky ﬁnds that if one doesn’t provide people with the information they need, the second they need it, they’ll go elsewhere. Syndication feeds (i.e., customized information streams distributed over the Internet in real time) are proliferating fast. If one doesn’t start syndicating soon, they’ll be marked as unresponsive and considered a retrograde.

5507 Davenport, T. H. and J. C. Beck. 2000. “Getting the Attention You Need.” HBR 78 (SeptemberOctober, no. 5): 118–126. Employees have an enormous amount of information available on their desktop computers which Davenport and Beck see as producing a sense of attention deﬁcit disorder. Top management, in turn, must grasp why employee attention spans are so short.

5508 Carr, N. 1999. “The Corrosion of Character.” HBR 77 (May-June, no. 3): 181–190. [“Books in Review” Feature]— Carr reviews Richard Sennett’s The Corrosion of Character: The Personal Consequences of Work in the New Capitalism which offers a dark vision for what the “new economy” will mean for working people.

5509 Nolan, R. L. 1998. “Connectivity and Control in the Year 2000 and Beyond.” HBR 76 ( JulyAugust, no. 4): 148–166. [“Perspectives” Feature]— Nolan discusses how the “Year 2000” (Y2K) problem necessitates correcting software programs that interpret the “00” year code as “1900” rather than “2000.” This problem particularly pertains to companies who deal in payroll systems and sales-tracking programs, automated teller machines, elevators, and process control equipment.

5510 Schrage, M. 1997. “The Real Problem with Computers.” HBR 75 (September-October, no. 5): 178–188. [“Books in Review” Feature]— Schrage reviews Paul Strasmann’s Squandered Computer as well as Thomas Davenport’s Information Ecolog y on whether improved technology can actually enhance productivity.

5511 Iacobucci, D. 1996. “The Quality Improvement Customers Didn’t Want.” HBR 74 ( JanuaryFebruary, no. 1): 20–36. [“HBR Case Study” Feature]— Iacobucci’s case study features a health maintenance organization which wants to automate its reception area and whether new technology is the right investment for a ﬁrm and its clientele.

5512 Morris, C. R. and C. H. Ferguson. 1993.

“How Architecture Wins Technology Wars.” HBR 71 (March-April, no. 2): 86–97. Architectural strategies are crucial to information technology given the astounding rate of micro-processing speed and other semiconductor components. Computer ﬁrms who are the most competitive and successful are those who create proprietary architectures for open systems (i.e., systems that can be accessed by other vendors).

5513 Jaikimar, J. 1991. “The Impact of Technology.” HBR 69 (September-October, no. 5): 100–101. [“The Boundaries of Business” Feature]— Jaikumar discusses how technology is a driving force for corporate change. Management, however, does not seem to understand the signiﬁcance or ramiﬁcations with this revolution.

5514 Rodgers, T. J. 1990. “No Excuses Management.” HBR 68 ( July-August, no. 4): 84–98. The management information systems at Cypress Semiconductor Corporation can track corporate, departmental and individual performances without the dreaded layers of bureaucracy. Moreover, problems can be anticipated and best practices established. Reports can be generated as to whether these goals are achieved.

5515 Hopper, M. D. 1990. “Rattling SABRE — New Ways to Compete on Information.” HBR 68 (May-June, no. 3): 118–125. Hopper illustrates how huge data-processing power is available at a remarkably low cost with the SABRE reservation system that American Airlines created. The revenues that American should generate by selling this product, even to competitors, should outweigh its advantages as a proprietary system.

5516 Finkelman, D. and T. Goland. 1990. “The Case of the Complaining Customer.” HBR 68 (May-June, no. 3): 9–25. [“HBR Case Study” Feature]— Finkelman and Goland’s case study focuses on a customer upset at a dry cleaning company because of its computer system.

5517 Rodgers, T. J. and R. N. Noyce. 1990. “Debating George Gilder’s Microcosm.” HBR 68 ( January-February, no. 1): 24–36. [“For the Manager’s Bookshelf ” Feature]— Rodgers and Noyce debate the premises from George Gilder’s latest book, Microcosm: The Quantum Revolution in Economics and Technolog y, on the state of the U.S. semiconductor and computer chip industries.

5518 Moriarty, R. T. and G. S. Swartz. 1989. “Automation to Boost Sales and Marketing.” HBR 67 ( January-February, no. 1): 100–109. Moriarty and Swartz describe the tremendous impact that marketing and sales productivity systems will have on ﬁrms which are risk-taking and forward-thinking.

347

Information Systems

5519–5534

Routine tasks can be automated, data collected and then tabulated.

Expect from Teleconferencing.” HBR 62 (MarchApril, no. 2): 164–174.

5519 Leonard-Barton, D. and J. J. Sviokla. 1988. “Putting Expert Systems to Work.” HBR 66 (March-April, no. 2): 91–98.

[“Thinking Ahead” Feature]— Rather than rely on vendors for information on new information systems, Johansen and Bullen urge companies to grasp the speciﬁc tasks they want accomplished with any new technology.

Leonard-Barton and Sviokla explain how expert systems will be able to mimic the thinking of the human experts when engaged in repetitive tasks.

5520 Gilder, G. 1988. “The Revitalization of Everything: The Law of the Microcosm.” HBR 66 (March-April, no. 2): 49–61. Gilder disputes critics who believe that the United States faces a bleak microelectronic future domination by Japan, if standards are not set by the United States government. Gilder also contends that microelectronics pulls decision making down to the individual rather than pushing it through a hierarchy.

5521 Bruns, W. J., Jr. and F. W. McFarlan. 1987. “Information Technology Puts Power in Control Systems.” HBR 65 (September-October, no. 5): 89– 94. Bruns and McFarlan explain how faster and more ﬂexible information technology can be developed for obtaining and maintaining customers.

5522 Salerno, L. M. 1985. “What Happened to the Computer Revolution?” HBR 63 (November-December, no. 6): 129–138. By examining the uneven progress and difﬁculties encountered with the computer revolution, Salerno’s article provides management with a chance to adapt more rationally to a computer-networked environment.

5523 Cole, R. E. 1985. “Target Information for Competitive Performance.” HBR 63 (May-June, no. 3): 100–109. Cole examines practices involving Japanese information systems which are far simpler and more ﬂexible than those utilized by American companies. Japanese systems also do more to enhance productivity and are far more effective as communication tools.

5524 Cash, J. I., Jr. and B. R. Knosynski. 1985. “IS Redraws Competitive Boundaries.” HBR 63 (March-April, no. 2): 134–142. An inter-organizational system (IOS) can provide a ﬁrm with an edge over its competition. IOS’s can also shift the balance of power between suppliers and buyers in an unhealthy manner for both sides. Cash and Konsynski attempt to weigh the costs and beneﬁts of such a framework.

5525 Lambrinos, J. and W. G. Johnson. 1984. “Robots to Reduce the High Cost of Illness and Injury.” HBR 62 (May-June, no. 3): 24–28. [“Ideas for Action” Feature]— Though robots cost a great deal, they will help alleviate the high cost of injuries and illness, particularly from dangerous work conditions.

5526 Johansen, R. and C. Bullen. 1984. “What to

5527 Poppel, H. L. 1982. “Who Needs the Ofﬁce of the Future?” HBR 60 (November-December, no. 6): 146–155. Organizational success often hinges on how one’s knowledge workers (i.e., those who manage, analyze, market and promote) perform their assigned tasks and communicate with one another. Yet, many ofﬁces seem to resist automation.

5528 Buss, M. D. J. 1982. “Managing International Information Systems.” HBR 60 (September-October, no. 5): 153–162. Buss explains the chaos that is rampant in the data processing units of multinational corporations; much of which stems from the diversity of approaches that exist with information processing and the lack of corporate standards.

5529 McKenney, J. L. and F. W. McFarlan. 1982. “The Information Archipelago—Maps and Bridges.” HBR 60 (September-October, no. 5): 109–119. McKenney and McFarlan warn that companies face dire consequences if one’s ofﬁce automation, telecommunications apparatus and data processing are not merged.

5530 Rochester, J. B. 1982. “The Computer Makers.” HBR 60 ( July-August, no. 4): 38–39. [“For the Manager’s Bookshelf ” Feature]— Rochester reviews Katherine Davis’s new book, The Computer Establishment, on how a few individuals created a brand new industry.

5531 Buss, M. D. J. 1982. “Making It Electronically.” HBR 60 ( January-February, no. 1): 89–90. Buss contends that the electronic age will change how executives transcend to top management and how they are compensated.

5532 Salerno, L. M. 1981. “Catching Up with the Computer Revolution.” HBR 59 (November-December, no. 6): 8–24. [“Keeping Informed” Feature]— Salerno describes the historical overview of the computer revolution, circa. 1981.

5533 Mertes, L. H. 1981. “Doing Your Ofﬁce Over — Electronically.” HBR 59 (March-April, no. 2): 127–135. As general manager for systems with the Continental Illinois Bank, Mertes describes the bank’s computer network of interactive, small-scale computers and its central database which is accessible similar to a library’s online catalog.

5534 Withington, F. G. 1980. “Review of ‘The Computer Age: A Twenty-Year View.’” HBR 58 ( July-August, no. 4): 22–23. [“For the Manager’s Bookshelf ” Feature]— Withing-

5535–5551

Information Systems

348

ton ﬁnds this MIT Press book, The Computer Age: A Twenty-Year View, of 20 essays by an all-star cast of experts to be some of the ﬁnest literature as to the impact of the computer.

5535 Darrow, J. W. and J. R. Belilove. 1978. “The Growth of Databank Sharing.” HBR 56 (November-December, no. 6): 180–194. [“Keeping Informed” Feature]— Darrow and Belilove describe the manner in which the database industry operates, the type of information that companies can share, and whether companies should collect their own data as opposed to contracting out for it.

5536 McFadden, F. R. and J. D. Suver. 1978. “Costs and Beneﬁts of a Data Base System.” HBR 56 ( January-February, no. 1): 131–139. McFadden and Suver explain how business is close to achieving explosive growth by the use of database management systems or DBMS.

5537 Benton, J. B. 1977. “Electronic Funds Transfer: Pitfalls and Payoffs.” HBR 55 ( July-August, no. 4): 16–32, 164–173. [“Special Report” Feature]—Though “electronic funds transfer” [EFT] systems offer great promise, the capital investment and the operating expenses incurred are exorbitant.

5538 Alter, S. L. 1976. “How Effective Managers Use Information Systems.” HBR 54 (NovemberDecember, no. 6): 97–104. Alter studied 56 computerized decision support systems and ﬁnds it most improbable that these support systems will ever replace management and human knowledge.

5539 Burnett, G. J. and R. L. Nolan. 1975. “At Last, Major Roles for Minicomputers.” HBR 53 (May-June, no. 3): 148–156. A major rift exists between those who control the data centers with mainframe computers and those dependent on these systems for management information purposes. Smaller computer systems, known as minicomputers, should handle many applications while alleviating the organizational problems caused by the big mainframes.

5540 Withington, F. G. 1974. “Five Generations of Computers.” HBR 52 ( July-August, no. 4): 99– 108. Withington attempts to assess the past 30 years (or ﬁve generations) in the evolution of the computer and electronic data processing.

5541 Nolan, R. L. 1973. “Computer Data Bases: The Future Is Now.” HBR 51 (September-October, no. 5): 98–114. Nolan ﬁnds machine-readable data to be a “frozen” asset in how it’s programmed into separate, functional ﬁles. The next step in EDP applications is a cross-functional integration of databases which will provide management with more ﬂexibility and problem-solving capabilities.

5542 Dooley, A. R. and T. M. Stout. 1971. “Rise of the Blue-Collar Computer.” HBR 49 ( July-August, no. 4): 85–95. Dooley and Stout predict that the 1970s will be the decade of the “blue-collar” computer in both “pieceparts” and “continuous parts” manufacturing.

5543 Jones, C. H. 1970. “At Last Real Computer Power for Decision Makers.” HBR 48 (SeptemberOctober, no. 5): 75–89. Jones explains how interactive computer systems are for executives wanting to solve problems their own way.

5544 Dunne, G. T. 1970. “Financial Paper: Variations on Themes of McLuhan.” HBR 48 (May-June, no. 3): 90–96. Dunne probes whether ﬁnancial institutions can migrate from paper record-keeping to the electronic.

5545 Bright, J. R. 1970. “Evaluating Signals of Technological Change.” HBR 48 ( January-February, no. 1): 62–70. Bright advocates that political, social, and other factors inﬂuencing innovation be systematically monitored and proposes a methodology for doing this.

5546 Malloy, J. P. 1968. “Computerized Cost System in a Small Plant.” HBR 46 (May-June, no. 3): 141–146. Malloy describes how a Wisconsin manufacturer successfully used EDP techniques to cut costs and improve product quality.

5547 Ansoff, H. I. 1965. “The Firm of the Future.” HBR 43 (September-October, no. 5): 162–178. [“Thinking Ahead” Feature]— Ansoff wonders how future managers will utilize the computer and other powerful analytical tools.

5548 Diebold, J. 1965. “What’s Ahead in Information Technology.” HBR 43 (September-October, no. 5): 76–82. Diebold writes that American society is on the cusp of an “information revolution” which will affect management in ways that seem unimaginable.

5549 _____. 1964. “ADP: The Still-Sleeping Giant.” HBR 42 (September-October, no. 5): 60–65. Automatic data processing [ADP] is not having the impact that those who pioneered it expected. Diebold probes why this is true and what major changes lie ahead.

5550 Dearden, J. 1964. “Can Management Information Be Automated?” HBR 42 (March-April, no. 2): 128–135. Dearden emphasizes that complex computer-controlled systems will solve only a limited scope of management problems. Unit supervisors and middle management are the most affected by automation.

5551 Ascher, M. 1963. “Computers in Science Fiction.” HBR 41 (November-December, no. 6): 40–51, 188–192. [“Keeping Informed” Feature]—Ascher describes why

349

Information Systems

5552–5568

yesterday’s science ﬁction stories are reality today and that savvy readers of science ﬁction know how tomorrow’s realities are being foretold in the same manner.

5560 Shiff, R. A. and A. Barcan. 1954. “The New Science of Records Management.” HBR 32 (September-October, no. 5): 54–62.

5552 Pitcher, A. 1961. “The Importance of Being Human.” HBR 39 ( January-February, no. 1): 41–48.

With paperwork becoming one of the costliest activities in business, Shiff and Barcan discuss how records management is developing into a science.

Pitcher describes the “relentless” forces of automation and technological change that could pull apart society unless our cultural aspirations as a nation are placed ﬁrst.

5553 Anshen, M. 1960. “The Manager and the Black Box.” HBR 38 (November-December, no. 6): 85–92. The “science ﬁction” view of management sees all decision making done by a computer instead of by human beings. Despite its far-reaching potential, Anshen describes how this new technology will yield to human wisdom and imagination.

5554 Hoos, I. R. 1960. “When the Computer Takes Over the Ofﬁce.” HBR 38 ( July-August, no. 4): 102–112. Hoos engaged in a two year research study to capture the impact electronic data processing will have on ofﬁce workers and their jobs.

5555 Bright, J. R. 1958. “Does Automation Raise Skill Requirements?” HBR 36 ( July-August, no. 4): 85–98. Bright attempts to debunk the present-day hysteria over automation.

5556 Slater, P. E. 1958. “How Near Is the Automatic Ofﬁce.” HBR 36 (March-April, no. 2): 27–36, 160–176. [“Thinking Ahead” Feature]— Like any evolving process, ofﬁce automation solves some problems only to create new ones. The farther it progresses, the more opportunities that are created for an educated and highly skilled work force.

5557 Salveson, M. E. 1957. “High Speed Operations Research.” HBR 35 ( July-August, no. 4): 89– 99. With the vacuum tube being replaced by a M. I. T. student’s crytron, complex calculations that took two or three weeks of programming are now performed in seconds.

5558 Bright, J. R. 1955. “Some Effects of Automation.” HBR 33 (November-December, no. 6): 27– 32+.

5561 Osborn, R. F. 1954. “GE and UNIVAC: Harnessing the High-Speed Computer.” HBR 32 ( JulyAugust, no. 4): 99–107. Osborn, from his experiences at General Electric, discusses the capabilities of the high-speed UNIVAC computer for business applications in addition to the problems that General Electric had with its installation.

5562 Higgins, J. A. and J. S. Glickauf. 1954. “Electronics Down to Earth.” HBR 32 (March-April, no. 2): 97–104. The electronic computer was introduced to American business in January of 1954 when General Electric installed a large scale digital computer for its accounting operations.

5563 Diebold, J. 1953. “Automation: The New Technology.” HBR 31 (November-December, no. 6): 63–71. Diebold explains how automation makes it possible to render new, more comprehensive and economical services as opposed to simply replacing human labor,

5564 Fairbanks, R. W. 1952. “Electronics in the Modern Ofﬁce.” HBR 30 (September-October, no. 5): 83–98. Fairbanks describes the savings that are in store for companies engaged in high levels or repetitive work, who implement electronic automation for activities such as stock control, processing mailing lists or activities that require the accumulation and sorting of records.

5565 Lovett, R. W. 1951. “Business Records.” HBR 29 (March, no. 2): 127–146. [“Looking Around” Feature]— Lovett’s literature review focuses on what corporations do with the glut of older records that have accumulated (e.g., personal papers, business accounts, and public documents).

5566 McNeill, R. B. 1948. “Mechanizing Paper Work.” HBR 26 ( July, no. 4): 492–512. If companies opt to mechanize clerical operations, McNeil emphasizes how top management must closely follow the project until its success can be evaluated.

[“Thinking Ahead” Feature]— Bright addresses some unanticipated consequences from automation in terms of the workforce such as: (i) will automation lead to fewer jobs; (ii) will it require a far more skilled workforce; (iii) how expensive will maintenance costs be and (iv) will small business be affected by the computer?

5567 “Accounting by Tabulating Machines (Part 2).” 1926. HBR 5 ( January, no. 2): 218–219.

5559 Laubach, P. B. and L. E. Thompson. 1955. “Electronic Computers: A Progress Report.” HBR 33 (March-April, no. 2): 120–130.

5568 “Accounting by Tabulating Machines.” 1926. HBR 5 (October, no. 1): 80–94.

Laubach and Thompson address how companies should select a computer system.

[“Summaries of Business Research” Feature]—Engages in a cost-beneﬁt analysis involving the productivity of one’s workforce following the installation of tabulating machine equipment.

[“Summaries of Business Research” Feature]— Explains how tabulating machines utilize cards and punched holes which represents the necessary information.

5569–5583

Information Systems

350

Computer Privacy or Computer Ethics Issues 5569 Fusaro, R. A. 2004. “None of Our Business.” HBR 82 (December, no. 12): 33–44. [“HBR Case Study” Feature]— A manufacturer of teenage-oriented clothing is opting to install radio frequency identiﬁcation (RFID) tags on its apparel. Doing this will generate data on individual consumer preferences. Four respondents debate whether this is a breach of consumer privacy and “Big Brotherism.”

5570 Buss, M. D. J. 1984. “Legislative Threat to Transborder Data Flow.” HBR 62 ( January-February, no. 3): 111–118. Companies engaged in international business need to keep abreast of increasing governmental regulations involving the ﬂow of data across international borders.

5571 Goldstein, R. C. and R. L. Nolan. 1975. “Personal Privacy Versus the Corporate Computer.” HBR 53 (March-April, no. 2): 62–70. Goldstein and Nolan predict that the federal government will enact uniform legislation regarding the privacy rights of data subjects and the responsibilities that organizations have when compiling this data.

5576 Lemmey, T. 2001. “Untethered Data.” HBR 79 ( July-August, no. 7): 21–22. [“Forethought” Feature]— Lemmey worries about the way “untethered” data moves through the Internet. As such, companies have little control over conﬁdential information. A number of steps are discussed that ﬁrms might take to avoid data disasters.

5577 Prahalad, C. K. and M. S. Krishnan. 1999. “The New Meaning of Quality in the Information Age.” HBR 77 (September-October, no. 5): 109–118. As illustrated by the Y-2K hysteria, software applications are a source of great risk. Many ﬁrms still have not confronted a plethora of software issues; in large part due to their uncertainty at deﬁning the applications in their IT infrastructures.

5578 Atkins, W. 1985. “Jesse James at the Terminal.” HBR 63 ( July-August, no. 4): 82–87. Atkins, a Touche-Ross consultant, explains how computer programming employees are establishing ﬁctitious accounts to embezzle company revenues using a personal computer.

5579 Buss, M. D. J. and L. M. Salerno. 1984. “Common Sense and Computer Security.” HBR 62 (March-April, no. 2): 112–121.

Computer Security Issues

Buss and Salerno offer an array of steps that companies can take to deter unauthorized tampering with their computer programs and databases.

5572 Zittrain, J. 2007. “Saving the Internet.” HBR 85 ( June, no. 6): 49–59.

5580 Allen, B. 1975. “Embezzler’s Guide to the Computer.” HBR 53 ( July-August, no. 4): 79–89.

[“Big Picture” Feature]— The openness and accessibility that spawns creativity on the Internet has also lead to online hacking, pornography, spam and fraud. Zittrain worries that any solution to these problems will stymie the creative capabilities of the Internet.

5573 Austin, R. D. and C. A. R. Darby. 2003. “The Myth of Secure Computing.” HBR 81 ( June, no. 6): 120–126. [“Tool Kit” Feature]—Austin and Darby contend senior management does not need to learn the more arcane aspects of their company’s IT systems. Their role should instead be to assess the business value of their information assets, determine the likelihood that those assets will be compromised, and then tailor a set of risk abatement processes.

5574 Mitnick, K. D. 2003. “Are You the Weak Link?” HBR 81 (April, no. 4): 18–20. [“Forethought” Feature]— Computer attackers who penetrate “secure” systems are typically skilled at exploiting their unwary targets. According to Mitnick, top management must stress that every employee is vulnerable to this threat and must be part of the security team.

5575 Rosenoer, J. 2002. “Safeguarding Your Critical Business Information.” HBR 80 (February, no. 2): 20–22. [“Forethought” Feature]— Digital rights management (DRM) efforts can help companies protect themselves from the loss of sensitive business information.

Allen emphasizes that people do not need to be experts with computer systems to steal from their company.

Computer Software Industry or Issues 5581 Shirky, C. 2001. “Where Napster Is Taking the Publishing World.” HBR 79 (February, no. 2): 143–148. [“Books in Review” Feature]— Shirky reviews John Alderman’s Sonic Boom: Mp3, Napster and the New Pioneers of Music which discusses the recording industry’s high ﬁxed cost and low marginal cost nature.

5582 Davenport, T. H. 1989. “The Case of the Soft Software Proposal.” HBR 67 (May-June, no. 3): 12– 24. [“HBR Case Study” Feature]—Davenport’s case study focuses on a ﬁctitious insurance company, Middleton Mutual, which is pondering whether to implement an expert system to help it underwrite insurance policies. In essence, will an investment of this magnitude help the ﬁrm increase its productivity or will it amount to another technological black hole?

5583 Martin, J. and C. McClure. 1983. “Buying Software Off the Rack.” HBR 61 (November-December, no. 6): 32–60. [“Keeping Informed” Feature]— Given the cost and

351 shortage of computer programmers, company management is increasingly purchasing packaged software to satisfy its needs. Martin and McClure offer ideas on purchasing or leasing these packages and then avoiding trouble once the program is installed.

5584 Gremillion, L. L. and P. Pyburn. 1983. “Breaking the Systems Development Bottleneck.” HBR 61 (March-April, no. 2): 130–137. Gremillion and Pyburn offer ideas on several new development methods such as: (i) pre-packaged software packages; (ii) prototyping; and (iii) user-developed systems as ways to counter the expense and length of time needed to develop complex mainframe programs.

Information or Network Based Economy 5585 Winberger, D. 2007. “If You Love Your Information, Set it Free.” HBR 85 ( June, no. 6): 20– 21. [“Forethought” Feature]— Senior executives often see information as a core organizational asset which must be tightly controlled. Winberger ﬁnds that greater “site value” occurs when ﬁrms “pool” or “aggregate” their data with competitors, researchers and others.

5586 Kurt, C. 2002. “Consorting with Competitors.” HBR 80 ( January, no. 1): 21–22. [“Forethought” Feature]—Industry consortia arrangements require collaboration and common standards among competitors. Kurt describes ﬁve practices that can help “cross-industry” groups succeed.

5587 Fryer, B. 2001. “High Tech the Old Fashioned Way.” HBR 79 (March, no. 3): 118–125. [An Interview with Tom Siebel of Siebel Systems]— Siebel contends that the way to succeed in the “new economy” is to act very “old-economy.”

5588 Sawhney, M. and D. Parikh. 2001. “Where Value Lives in a Networked World.” HBR 79 ( January, no. 1): 79–86. The digitization of information alters how networks function and the way that work is done. Understanding these network patterns will help decipher and cope with the disruptions that occur in today’s business environment.

5589 Werbach, K. 2000. “Syndication: The Emerging Model for Business in the Internet Era.” HBR 78 (May-June, no. 3): 84–93.

Information Systems

5584–5598

Kevin Kelly’s book, New Rules of the New Economy, in which Kelly calls on ﬁrms to base their business decisions on a new set of rules in which networks are all-important.

5591 Dyson, E. 1997. “Mirror, Mirror on the Wall.” HBR 75 (September-October, no. 5): 24–26. [“Thinking Ahead” Feature]— Dyson believes that upper management needs to develop a certain type of mindset with regards to the networked economy which is emerging.

5592 Armstrong, A. and J. Hagel, III. 1996. “The Real Value of On-Line Communities.” HBR 74 (May-June, no. 3): 134–141. The notion of community has been at the heart of the Internet since its early days. Armstrong and Hagel are interested in how businesses can use its “community-building” capabilities to provide opportunities for people with common interests to communicate and exchange ideas.

5593 Kiesler, S. 1986. “The Hidden Messages in Computer Networks.” HBR 64 ( January-February, no. 1): 46–60. [“Thinking Ahead” Feature]— Kiesler points out that the social context in which people operate will change markedly. As such, computer networks will be a generalpurpose tool for gathering and distributing information.

5594 McFarlan, F. W. 1984. “Information Technology Changes the Way You Compete.” HBR 62 (May-June, no. 3): 98–103. McFarlan offers guidelines for ﬁrms to assess whether their information systems are affecting their competitive environments.

5595 Buchanan, J. R. and R. G. Linowes. 1980. “Understanding Distributed Data Processing.” HBR 58 ( July-August, no. 4): 143–153. Buchanan and Linowes explain how technological, economic and educational developments are sparking a new phenomena known as “distributed data processing.” This allows access to computing facilities in a manner that was never feasible.

5596 Bell, D. 1978. “Communications Technology: For Better or for Worse.” HBR 57 (May-June, no. 3): 20–42. [“Thinking Ahead” Feature]— Human societies exist because of their capability to coordinate the activities of their members. Bell describes how we will function in an “information society” in which industrial innovation depends on theoretical knowledge and techniques.

“Syndication” has long been an organizing principle in the entertainment industry but has rarely been utilized in other aspects of business. With the rise of the information economy, syndication is likely to play an enormous role in developing ﬂexible business networks.

5597 Dearden, J. 1971. “MIS Is a Mirage.” HBR 50 ( January-February, no. 1): 90–99.

5590 Bernstein, P. L. 1998. “Are Networks Driving the New Economy?” HBR 76 (November-December, no. 6): 159–166.

5598 Kaufman, F. 1966. “Data Systems That Cross Company Boundaries.” HBR 44 ( January-February, no. 1): 141–155.

[“Books in Review” Feature]— Bernstein reviews

Both technical and economic trends are leading cor-

Dearden explains how the widespread belief that a company’s information networks can be gathered into an all-encompassing “system” is delusional and unworkable.

5599–5612

Information Systems

352

porate managers to develop information systems which extend beyond the limits of their formal organizational structures.

5599 Strieby, I. M. 1959. “The Company Library.” HBR 37 (May-June, no. 3): 33–36, 144–150. [“Looking Around” Feature]— A good company library is one of the greatest assets management can offer.

Systems Management or Maintenance 5600 McAfee, A. 2006. “Mastering the Three Worlds of Information Technology.” HBR 84 (November, no. 11): 141–149. [“Tool Kit” Feature]— Computer hardware keeps getting faster, cheaper, and more portable. Moreover, new technologies like mashups, blogs, wikis, and analytic systems are capturing people’s imagination. Corporate management is hard-pressed to understand what these innovations do, let alone which to implement. McAfee offers ways to categorize IT so that organizations can make the most from their investment.

5601 Feld, C. S. and D. B. Stoddard. 2004. “Getting IT Right.” HBR 82 (February, no. 2): 72–79. It’s been 40 years since the advent of modern information technology (IT). Few companies, however, do it well. Feld and Stoddard offer three principles in which ﬁrms can turn IT from a costly mess into a powerful weapon.

5602 McNulty, E. 2003. “They Bought In, Now They Want to Bail Out.” HBR 81 (December, no. 12): 28–38. [“HBR Case Study” Feature]— Barry Golding, a chief technology ofﬁcer, persuaded each of his department heads to “buy in” with regards to a customer relationship software package. Payback time has arrived with each department head now asking, “what’s in this for me!”

5603 Carr, N. G. 2003. “IT Doesn’t Matter.” HBR 81 (May, no. 5): 41–49. [“HBR at Large” Feature]— As the power of information technology grows, its strategic importance is diminishing. Carr argues that IT management should pay more attention to network and data security and be far more aggressive in managing IT costs.

5604 Ross, J. W. and P. Weill. 2002. “Six IT Decisions Your IT People Shouldn’t Make.” HBR 80 (November, no. 11): 85–91. Because of top management’s lack of understanding of information technology (IT), IT employees are frequently left to make decisions by themselves that affect a ﬁrm’s business strategy. This frequently produces too many IT products, demoralized IT employees and returns on investment that are disappointing.

5605 Hagel, J., III and J. S. Brown. 2001. “Your Next IT Strategy.” HBR 79 (October, no. 9): 105– 113. The age of shared information technology systems has

begun. Rather than own and maintain their hardware and software, companies will buy their information technologies as services over the Internet. Such a framework should provide signiﬁcant savings compared to the traditional, internal systems.

5606 Maruca, R. F. 2000. “Are CIOs Obsolete?” HBR 78 (March-April, no. 2): 78–90. [“Perspectives” Feature]— The role of the chief information ofﬁcer is under intense scrutiny as increasing numbers of companies have integrated e-commerce into their corporate strategies.

5607 Bensaqu, M. and M. Earl. 1998. “The Right Mindset for Managing Information.” HBR 76 (September-October, no. 5): 118–129. Too many American managers seem intimidated by the task of managing technology. Japanese companies, in turn, see information technology as another competitive lever that can help an organization achieve its operational goals.

5608 Reimus, B. 1997. “The IT System That Couldn’t Deliver.” HBR 75 (May-June, no. 3): 22– 35. [“HBR Case Study” Feature]—Reimus’s case study focuses on the problems that transpired after an insurance company tried to implement a strategic computer-aided sales system within budget and on time.

5609 “The End of Delegation: Information Technology and the CEO.” 1995. HBR 73 (SeptemberOctober, no. 5): 161–172. Since information technology permeates every aspect of business, six executives comment on why CEOs must involve themselves with its planning and decision-making.

5610 Cross, J. 1995. “IT Outsourcing: British Petroleum’s Competitive Approach.” HBR 73 (MayJune, no. 3): 94–104. When British Petroleum opted to outsource its information technology operations, the company sought a solution that would allow it to buy IT services from multiple suppliers and then have the pieces delivered as if they came from a single supplier (i.e., multiple IT suppliers that act as one).

5611 Lacity, M. C., L. P. Willcocks and D. F. Feeny. 1995. “IT Outsourcing: Maximize Flexibility and Control.” HBR 73 (May-June, no. 3): 84– 93. A ﬁrm’s most pressing objective with information technology (IT) must be to maximize its ﬂexibility and control. Firms can then pursue wider options as they learn more or when their circumstances change.

5612 Huber, R. L. 1993. “How Continental Bank Outsourced its “Crown Jewels.”” HBR 71 ( JanuaryFebruary, no. 1): 121–129. Continental Bank opted to outsource its information technology (IT) services which became the most effective manner for achieving their operational goals.

353 5613 von Simson, E. M. 1990. “The ‘Centrally Decentralized’ IS Organization.” HBR 68 ( July-August, no. 4): 158–162. “Recentralization” of information system and data centers is in vogue again. Companies have now consolidated their data centers, enhanced the authority of the systems personnel along with establishing companywide technical standards and work procedures.

5614 Davenport, T. H., M. Hammer and T. J. Metsisto. 1989. “How Executives Can Shape Their Company’s Information Systems.” HBR 67 (MarchApril, no. 2): 130–134. A ﬁrm’s technical experts seldom understand their company’s overall business. Senior management, in contrast, typically is lost when it comes to computers. To blend both perspectives, the authors advocate the creation of a task force that solicits input from top management and establishes a set of principles to guiide information technology decisions.

5615 Donovan, J. J. 1988. “Beyond Chief Information Ofﬁcer to Network Manager.” HBR 66 (September-October, no. 5): 134–140. Decentralizing computing power in today’s business environment is being implemented to reduce costs, enhance competitiveness and organizational creativity. Chief information ofﬁcers (CIOs), however, must transform themselves into network managers. Otherwise, their capabibility to handle user dissatisfaction and organizational obstacles that stem from decentralized computing is lost.

5616 Allen, B. 1987. “Make Information Services Pay Its Own Way.” HBR 65 ( January-February, no. 1): 57–65. Allen emphasizes how important it is for Information Service (IS) departments to be run as proﬁt centers (i.e., a business within a business). Doing so, ensures that IS contributes to the company’s performance and earnings.

5617 Couger, J. D. 1986. “E Pluribus Computum.” HBR 64 (September-October, no. 5): 87–91. Couger studied the end-user computing patterns at 17 large companies and found that most of these companies make costly mistakes with regards to software and maintenance contracts or by having a variety of machines. Successful companies, in contrast, spend less on end-user applications but devote far more to the design and management of those systems.

5618 Rubin, R. S. 1986. “Save Your Information System from the Experts.” HBR 64 ( July-August, no. 4): 22–24. [“Ideas for Action” Feature]—Information systems are frequently developed that are complex and poorly documented. Given the transient nature of programmers, companies can be left in dire shape when they leave. Rubin advocates that a position of information systems auditor be created for assessing a programmer’s documentation efforts.

5619 Porter, M. E. and V. E. Millar. 1985. “How Information Gives You Competitive Advantage.” HBR 63 ( July-August, no. 4): 149–160.

Information Systems

5613–5626

Company executives seem to recognize the need for becoming more active in the management of information technologies; an area which they have little expertise. Porter and Millar describe how top management can overcome these challenges.

5620 Keen, P. G. W. and L. A. Woodman. 1984. “What to Do with All Those Micros.” HBR 62 (September-October, no. 5): 142–150. Keen and Woodman emphasize the importance for ﬁrms to formally plan before integrating their personal computers into a networked scheme.

5621 Raysman, R. and P. Brown. 1984. “Don’t Rush to Court When Your Computer Fails.” HBR 62 ( January-February, no. 1): 118–124. Computer systems are still in their nascent stage. As such, they are susceptible to breakdowns and other frustrating episodes. Rayman and Brown urge companies to avoid engaging in lawsuits with vendors and, instead, pursue a process known as “structured negotiation.”

5622 Karasik, M. S. 1984. “Selecting a Small Business Computer.” HBR 62 ( January-February, no. 1): 26–30. [“Growing Concerns” Feature]— Karasik provides pragmatic suggestions for evaluating competing computer manufacturers, selecting software packages and receiving after-sales service and support.

5623 McFarlan, F. W. and J. L. McKenney. 1983. “The Information Archipelago — Governing the New World.” HBR 61 ( July-August, no. 4): 91–99. Top management must decide on the level of control they want granted to users of information technologies in conjunction to what should be under the realm of a centralized power. The authors also emphasize that integration is needed between computers and telecommunications systems.

5624 Kantrow, A. M. 1983. “Management of Technology.” HBR 61 ( July-August, no. 4): 66–72. [“For the Manager’s Bookshelf ” Feature]— Kantrow reviews thirteen recently published books, relevant to managing technology; all of which offer ideas for revitalizing America’s competitive position in the Global Economy.

5625 Salerno, L. M. 1983. “The Ubiquitious Computer Book.” HBR 61 (May-June, no. 3): 26–28. [“For the Manager’s Bookshelf ”]— Salerno reviews eight recently published books on managing computer systems.

5626 McFarlan, F. W., J. L. McKenney and P. Pyburn. 1983. “The Information Archipelago-Plotting a Course.” HBR 61 ( January-February, no. 1): 145– 156. McFarlan and his coauthors emphasize that no single approach is right for an information management system for all companies or even the divisions within a single company.

5627–5641

Information Systems

354

5627 Buss, M. D. J. 1983. “How to Rank Computer Projects.” HBR 61 ( January-February, no. 1): 118–125. Buss describes how priorities should be determined whenever information systems managers, top management, and a company’s workforce have different expectations and perspectives.

5628 Allen, B. 1982. “An Unmanaged Computer System Can Stop You Dead.” HBR 60 (NovemberDecember, no. 6): 76–87. Top management must learn more about computer systems. By doing this, they should have more credibility in formulating a comprehensive strategy and cognizant of potential disasters.

5629 Nolan, R. L. 1982. “Steering DP Through a Recession.” HBR 60 (September-October, no. 5): 24–28. [“Ideas for Action” Feature]— Too often, during economic downturns, management arbitrarily reduces information technology’s (IT) budgets. Nolan explains why this is devastating for the long-run. A more rational approach would place IT departments on a zero-based budgeting structure.

5630 _____. 1982. “Managing Information Systems by Committee.” HBR 60 ( July-August, no. 4): 72–79.

[“From the Boardroom” Feature]— Company management typically leaves the planning and decision-making for software and systems purchases to their information technology departments. These departments are typically inexperienced with contracts and commercial purchasing matters. Raysman contends top management must be far more proactive in proposing contractual terms to vendors.

5635 Buss, M. D. J. 1981. “Penny-Wise Approach to Data Processing.” HBR 59 ( July-August, no. 4): 111–117. Containing data processing costs has signiﬁcant consequences for top management because that segment is typically the last to know about sales order processing or inventory control methods breaking down.

5636 Buchanan, J. R. and R. G. Linowes. 1980. “Making Distributed Data Processing Work.” HBR 58 (September-October, no. 5): 143–161. To help top management make intelligent and systematic choices about decentralizing their data processing activities, Buchanan and Linowes describe the basic notions involved with the distributed data processing [DDP] process.

5637 Withington, F. G. 1980. “Coping with Computer Proliferation.” HBR 58 (May-June, no. 3): 152–164.

All powerful data processing managers are now an anachronism. Steering committees of upper-echelon managers are now utilized to ensure that corporate goals are reﬂected in the acquisition and implementation of an information system.

As middle managers gain computer acumen, their conﬁdence in centralized data processing departments will wane. Withington examines the likelihood of duplication of effort, lack of standards and other control problems.

5631 Frankenhuis, J. P. 1982. “How to Get a Good Mini.” HBR 60 (May-June, no. 3): 139–149.

5638 Nolan, R. L. 1979. “Managing the Crisis in Data Processing.” HBR 57 (March-April, no. 2): 115–126.

Frankenhuis describes what top management should do when assigned the responsibility of acquiring a computer system (e.g., mainframe, mini, or micro) for their company.

5632 Olds, B. S. 1982. “Corporate Directors Should Rethink Technology.” HBR 60 ( JanuaryFebruary, no. 1): 6–14. [“From the Boardroom” Feature]— Top management and company directors are not grasping the importance of technology in conjunction to corporate growth. Olds advocates the creation of a technology audit for assessing one’s competitive position.

5633 McFarlan, F. W. 1981. “Portfolio Approach to Information Systems.” HBR 59 (September-October, no. 5): 142–150. Feasibility studies for computer systems typically focus on the ﬁnancial and qualitative beneﬁts, the implementation costs, target milestones, completion dates and necessary stafﬁng levels. McFarlan argues, however, that more is needed on the risks steming from slippages, cost over-runs, technical shortcomings and other failures.

5634 Raysman, R. 1981. “Manager Involvement Needed in Computer Selection.” HBR 59 (September-October, no. 5): 54–58.

Nolan deﬁnes the six stages of growth that exist in a company’s data processing operations and the implications that each possesses for a systems manager.

5639 Rockart, J. F. 1979. “Chief Executives Deﬁne Their Own Data Needs.” HBR 57 (March-April, no. 2): 81. Rockart examines some methods for providing information to top management and offers ways to satisfy this sector’s information needs.

5640 Nolan, R. L. 1977. “Controlling the Costs of Data Services.” HBR 55 ( July-August, no. 4): 114– 124. Nolan disagrees with the notion that managers who utilize computerized output should ﬁnancially be accountable for computer-related resources such as processing time, main memory time and input/output accesses.

5641 Strassmann, P. A. 1976. “Managing the Costs of Information.” HBR 54 (September-October, no. 5): 133–142. Strassmann shows how information systems management goes far beyond managing computers and offers a nine step process for this endeavor.

355

Information Systems

5642–5658

5642 Nolan, R. L. 1976. “Business Needs a New Breed of EDP Manager.” HBR 54 (March-April, no. 2): 123–133.

5650 Freed, R. N. 1969. “Get the Computer System You Want.” HBR 47 (November-December, no. 6): 99–108.

Nolan examines the attitudes of both top management and EDP managers. Each tends to be uncomfortable with the other. Turnover rates for the EDP managers are also staggering.

When it comes to purchasing computer systems, companies are not insisting on the same procurement policies and practices that are standard on almost all other major equipment purchases.

5643 Hershey, R. 1975. “Planning for the Unthinkable.” HBR 53 ( July-August, no. 4): 20–24.

5651 Allen, B. 1969. “Time Sharing Takes Off.” HBR 47 (March-April, no. 2): 128–136.

[“Ideas for Action” Feature]— Hershey writes on the importance of companies engaging in contingency planning with regards to natural disasters and human-created sabatoge.

Allen studied 150 online computer users from approximately 100 different companies. These users are engaged in either time or computer sharing arrangements. The study helps to determine the potential for businesses sharing computer applications with other ﬁrms.

5644 Dearden, J. and R. L. Nolan. 1973. “How to Control the Computer Resource.” HBR 51 (November-December, no. 6): 68–78. Dearden and Nolan describe a variety of computer management systems that are predicated on the control desired by top management.

5645 Nolan, R. L. 1973. “Plight of the EDP Manager.” HBR 51 (May-June, no. 3): 143–152. A systems manager’s decisions can wreak havoc on every facet of an organization. As such, this person needs to possess strong leadership and administrative skills. Moreover, top management must recognize and empathize with the various dimensions of the systems manager’s functions and develop a close collaborative relationship.

5652 Diebold, J. 1969. “Bad Decisions on Computer Use.” HBR 47 ( January-February, no. 1): 14– 28, 176. [“Thinking Ahead” Feature]—Top management needs to develop new yardsticks for measuring the effectiveness of a computer system.

5653 Allen, B. 1968. “Danger Ahead! Safeguard Your Computer.” HBR 46 (November-December, no. 6): 97–101. [“Management Memo” Feature]— Few companies take even the most basic precautions to safeguard their EDP installations from ﬁre, natural disaster, accident, sabotage or simple mismanagement.

5646 McFarlan, F. W. 1973. “Management Audit of the EDP Department.” HBR 51 (May-June, no. 3): 131–142.

5654 Schwab, B. 1968. “The Economics of Sharing Computers.” HBR 46 (September-October, no. 5): 61–70.

Executives who supervise data-processing operations should not be involved in technical matters. McFarlan, instead, believes they should focus on activities such as management control, resource allocation, and project management.

Schwab discusses some economic factors for companies examining computer sharing arrangements with their mainframe applications.

5647 Soden, J. V. 1972. “Planning for the Computer Services Spin-Out.” HBR 50 (September-October, no. 5): 69–79. Banks, consumer goods, manufacturers, insurers, and others have created “information service” subsidiaries to better utilize personnel and to leverage this talent in outside businesses. Soden examines some difﬁculties (i.e., organizational, operational, legal and ﬁnancial) for the parent company, the new division and the other divisions with these arrangements.

5648 McFarlan, F. W. 1971. “Problems in Planning the Information System.” HBR 49 (March-April, no. 2): 75–89. McFarlan outlines some factors that companies must consider when developing an information systems structure.

5649 Zani, W. M. 1970. “Blueprint for MIS.” HBR 48 (November-December, no. 6): 95–100. A key to effective MIS design is possessing a thorough understanding of the major decisions made by all levels of management. These decisions deﬁne the kind of information needed as well as the basic design parameters.

5655 Bigelow, R. P. 1967. “Legal & Security Issues Posed by Computer Utilities.” HBR 45 (SeptemberOctober, no. 5): 150–161. Bigelow raises an array of questions for top management to ponder prior to entering time-sharing arrangements in which a third-party supplies space to a host of companies on their mainframe.

5656 Taylor, J. W. and N. J. Dean. 1966. “Managing to Manage the Computer.” HBR 44 (SeptemberOctober, no. 5): 98–110. Taylor and Dean studied 33 manufacturing companies on how computing technologies are utilized, their incurred cost and how these networks are coordinated.

5657 Dearden, J. 1965. “How to Organize Information Systems.” HBR 43 (March-April, no. 2): 65–73. Dearden offers an approach to help integrate information systems so that management can take advantage of future developments in data-processing equipment and techniques.

5658 Garrity, J. T. 1963. “Top Management and Computer Proﬁts.” HBR 41 ( July-August, no. 4): 6–12, 172–174. Garrity attempts to predict the future of computer

5659–5672

Information Systems

356

systems and how they will pay off ﬁnancially. He also discusses what chief executives might do to ensure greater success with these systems.

5659 Thurston, P. H. 1962. “Who Should Control Information Systems?” HBR 40 (November-December, no. 6): 135–139. Too much control has been placed in the hands of computer specialists. As such, operating management must be more proactive in managing their information systems.

5660 Fiock, L. R., Jr. 1962. “Seven Deadly Dangers in EDP.” HBR 40 (May-June, no. 3): 88–96. Firms can save time and money with regards to their management information systems by being conscious of the dangers involved from poor procurement, resistance by middle-management, inadequate stafﬁng, biased evaluations along with a host of other pitfalls.

[“Books in Review” Feature]— Hillis reviews Federal Communication Commission chairman, Reed Hundt’s You Say You Want a Revolution and the new George Gilder book, Telecosm, as to whether digital technology can reshape the media and telecommunications industries.

5667 Gilder, G. 1991. “Into the Telecosm.” HBR 69 (March-April, no. 2): 150–161. American telecommunication companies need to develop the ﬁber optic links to augment existing communications channels which are not capable of handling the amount of information that will accompany the new technology.

5668 McFarlan, F. W. and E. K. Clemmons. 1986. “Telecom: Hook Up or Lose Out.” HBR 64 ( JulyAugust, no. 4): 91–97.

5661 Evans, M. K. 1962. “Master Plan for Information Systems.” HBR 40 ( January-February, no. 1): 92–104.

With regards to their value chains, McFarlen and Clemmons argue that many companies are missing out on the competitive advantages offered through telecommunications.

While the piecemeal approach to information handling may work at times, a more programatic approach could produce better overall results and avoid costly replanning later on.

5669 Carne, E. B. 1972. “Telecommunications: Its Impact on Business.” HBR 50 ( July-August, no. 4): 125–132.

5662 Niland, P. 1957. “Investing in Special Automatic Equipment.” HBR 35 (November-December, no. 6): 73–82. Niland examines the elements that ﬁrms should be considered prior to procuring automated equipment and other computerized technologies.

5663 Bright, J. R. 1955. “How to Evaluate Automation.” HBR 33 ( July-August, no. 4): 101–111. Bright discusses the thought and managerial skill needed to achieve a desired economic return from automation.

5664 Clippinger, R. F. 1955. “Economics of the Digital Computer.” HBR 33 ( January-February, no. 1): 77–88. Clippinger predicts that digital computers will offer companies tremendous savings, reduce paperwork and clerical costs, manage inventory levels more efﬁciently and assess sales trends more with greater accuracy.

Telecommunication or Network Issues 5665 Werbach, K. 2005. “Using VoIP to Compete.” HBR 83 (September, no. 9): 140–147. [“Frontiers” Feature]— Werbach describes how “voice over Internet protocol” is fundamentally changing how organizations use voice communications. People and information can now be better coordinated. Its deployment should be incremental but Werbach strongly urges companies to conceptualize where VoIP might lead them.

5666 Hillis, D. 2000. “The Bandwidth Band.” HBR 78 (September-October, no. 5): 179–186.

A wide range of new telecommunications services will be available for business use: Electronic mail will be commonplace while video-telephones will serve useful purposes. However, the “prosaic telephone” will remain the instrument for immediate communication.

Workforce or Marketplace Integration with Technology 5670 Glaser, J. P. 2007. “Too Far Ahead of the IT Curve.” HBR 85 ( July-August, no. 7/8): 29–39. [“HBR Case Study” Feature]— Peachtree Healthcare Systems has an antiquated information technology network. Glaser’s case study examines whether this medical provider should implement a “single system” apparatus. Doing so would provide consistency and continuity of care across their network. However, it might also stymie the ﬂexibility that physicians need from a system.

5671 Jacobson, A. and L. Prusak. 2006. “The Cost of Knowledge.” HBR 84 (November, no. 11): 34–34. [“Forethought” Feature]— Instead of plowing more money into one’s information technology systems, future investments in knowledge management need to focus on helping employees learn how to utilize the information they access.

5672 Malone, T. W. 2004. “Bringing the Market Inside.” HBR 82 (April, no. 4): 106–114. Malone explains how technology makes it possible to develop broader internal markets that involve people at all organizational levels. In particular, electronic technologies allow information to be shared on a wide basis at little cost. Decision making can then be dramatically streamlined.

357

Information Systems

5673–5688

5673 Coutu, D. L. 2003. “Technology and Human Vulnerability: A Conversation with MIT’s Sherry Turkle.” HBR 81 (September, no. 9): 43–50.

soft science of how people share information. Advanced technological systems will never achieve their full potential in the workplace if this is not done.

[“Different Voice” Feature]—Turkle discusses the psychological dynamics that can develop between people and their high tech gadgets and how technology can redeﬁne what it means to be human.

5681 Haeckel, S. H. and R. L. Nolan. 1993. “Managing by Wire.” HBR 71 (September-October, no. 5): 122–133.

5674 Ferrazzi, K., J. Chen and Z. Li. 2003. “Playing Games with Customers.” HBR 81 (April, no. 4): 21–21. [“Forethought” Feature]— Given the allure of computer games, Ferrazzi and his coauthors ﬁnd that those games can also be an effective sales tool.

5675 Hallowell, E. M. 1999. “The Human Moment at Work: Face-to-Face Interaction.” HBR 77 ( January-February, no. 1): 58–66. [“Thinking About” Feature]— Both electronic mail and voice mail are effective modes of communication. Still, face-to-face contact is essential. Hallowell worries that society has lost the “human moment,” (i.e., an authentic psychological encounter that only happens when two people share the same physical space).

Today’s companies need to invest in information capabilities that aid in making proper management decisions. Haeckel and Nolan refer to this process as “managing by wire” and deﬁne it as a ﬁrm’s capability to run their operations through “information representation.”

5682 Magaziner, I. C. and M. Patinkin. 1989. “Cold Competition: GE Wages the Refrigerator War.” HBR 67 (March-April, no. 2): 114–124. Magaziner and Patinkin describe General Electric’s long-term investment in new technology and their extensive computer training for their employees. This enabled the company to renew its compressor capability and remain competitive in the world’s refrigerator industry.

5683 Leonard-Barton, D. and W. A. Kraus. 1985. “Implementing New Technology.” HBR 63 (November-December, no. 6): 102–110.

5676 Davenport, T. H. 1998. “Putting the Enterprise into the Enterprise System.” HBR 76 ( JulyAugust, no. 4): 121–133.

Leonard-Barton and Kraus discuss the new sets of challenges that management faces when introducing technological change.

“Enterprise systems” offer a new paradigm for corporate computing. Companies can replace their existing information systems by streamlining data ﬂows throughout an organization. These commercial software packages, offered by vendors such as SAP, should generate dramatic efﬁciency gains.

5684 Steele, L. 1983. “Managers’ Misconceptions About Technology.” HBR 61 (November-December, no. 6): 133–140.

5677 Maruca, R. F. 1998. “How Do You Manage an Off-Site Team?” HBR 76 ( July-August, no. 4): 22– 35.

5685 Zuboff, S. 1982. “New Worlds of ComputerMediated Work.” HBR 60 (September-October, no. 5): 153–162.

Steele describes seven common misconceptions that managers make with regards to technology.

[“HBR Case Study” Feature]— Maruca’s case study deals with the problems a company has in managing their “off-site workers.”

Computer work tends to make people feel frustrated and out of control. As such, management needs to redesign many of its workplace policies and structures.

5678 Apgar, M., IV. 1998. “The Alternative Workplace: Changing Where and How People Work.” HBR 76 (May-June, no. 3): 121–138.

5686 Rockart, J. F. and M. E. Treacy. 1982. “The CEO Goes On-Line.” HBR 60 ( January-February, no. 1): 82–88.

Apgar describes the beneﬁts and challenges of alternative workplace programs which can enhance productivity, decrease corporate costs, and help companies retain talented employees. At the same time, alternative workplace programs are not for everyone. Such programs can be difﬁcult to adopt, even for those organizations that seem the most suited to them.

5687 McLean, E. R. 1980. “Computer-Based Planning Models Come of Age.” HBR 58 ( July-August, no. 4): 46–48.

5679 Saffo, P. 1997. “Are You Machine Wise?” HBR 75 (September-October, no. 5): 28–30. [“Looking Ahead” Feature]—Saffo explains how technology is producing more information than today’s manager can absorb.

5680 Davenport, T. H. 1994. “Saving IT’s Soul: Human-Centered Information Management.” HBR 72 (March-April, no. 2): 119–133. To effectively manage a company’s information technology apparatus, managers must pay attention to the

Rockart and Treacy describes how improved computer technology changes the way a ﬁrm funnels information through its organizational pyramid.

[“Ideas for Action” Feature]— With inﬂation worsening and more uncertainties about business transpiring, McLean and Neale describe how more in top management are utilizing computer-based planning models.

5688 Kantrow, A. M. 1980. “The Strategy-Technology Connection.” HBR 58 ( July-August, no. 4): 6–21. [“Keeping Informed” Feature]— Kantrow reports on how managers are increasingly cognizant about the importance of incorporating technological issues into the strategic decision making process.

5689–5704

Information Systems

358

5689 Gibson, C. F. and R. L. Nolan. 1974. “Managing the Four Stages of EDP Growth.” HBR 52 ( January-February, no. 1): 76–88.

Dearden examines the prediction that computers and the new information technology will cause a “recentralization” of authority.

Gibson and Nolan analyze the behavioral and technical changes companies experience after adopting electronic data processing systems.

5696 _____. 1966. “Myth of Real-Time Management Information.” HBR 44 (May-June, no. 3): 123–132.

5690 Boettinger, H. M. 1970. “Technology in the Manager’s Future.” HBR 48 (November-December, no. 6): 4–14, 165.

The latest trend in computer information systems is the fallacious belief that any executive’s ofﬁce can be connected to a database on a large-scale computer with relevant information available in real-time.

[“Thinking Ahead” Feature]—Even if individual technological events are unpredictable, the forces shaping future developments can be discerned through systematic planning. Corporate leaders must engage in a cool appraisal of these events.

5691 Boulden, J. B. and E. S. Buffa. 1970. “Corporate Models: On-Line, Real-Time Systems.” HBR 48 ( July-August, no. 4): 65–83. Experience shows that managers will eagerly embrace computers for decision making if they’re fast, economical and easy to work with.

5692 Hofer, C. W. 1970. “Emerging EDP Pattern.” HBR 48 (March-April, no. 2): 16–31, 169–170. [“Special Report” Feature]— Hofer examines the impact that computers have on the organizational processes and delegation of authority in conjunction to an organization’s formal structure.

5693 Dean, N. J. 1968. “The Computer Comes of Age.” HBR 46 ( January-February, no. 1): 83–91. Dean points out how computer usage in leading companies is no longer limited to junior management.

5694 Brady, R. H. 1967. “Computers in Top-Level Decision Making.” HBR 45 ( July-August, no. 4): 67–76. Brady acknowledges that the computer has not had much impact on top-level decision making. By 1975, this will change. Computers will change decision making in some important aspects.

5695 Dearden, J. 1967. “Computers: No Impact on Divisional Control.” HBR 45 ( January-February, no. 1): 99–104.

5697 Jasinski, J. 1959. “Adapting Organizations to New Technology.” HBR 37 ( January-February, no. 1): 79–86. Changes in production techniques or technology will make an indelible impact on any organization. If management overlooks these social changes, the potential of these technological changes will never be achieved.

5698 Levitt, T. 1958. “Management in the 1980’s.” HBR 36 (November-December, no. 6): 41–48. Information technology will make its greatest impact on middle management. Many middle managers will be cast into more specialized capacities such as operations analysts and will work in a more programmed work environment.

5699 Walker, C. R. 1958. “Life in the Automatic Factory.” HBR 36 ( January-February, no. 1): 111–119. Walker looks at the attitudinal and behavioral effects of factory automation along with the impact this has on human relationships.

5700 Massie, L. F. 1956. “Automation for Management.” HBR 34 (March-April, no. 2): 139–152. [“Looking Around” Feature]— Massie’s literature review examines published material on the automation and the workplace.

5701 Roethlisberger, F. J. 1930. “Mechanization in Industry.” HBR 9 (October, no. 1): 124–127. Roethlisberger reviews three new books on the impact automation has on society, the economy and the American workforce.

Operations and Production Computer Aided Design or Manufacturing 5702 Upton, D. M. and A. McAfee. 1996. “The Real Virtual Factory.” HBR 74 ( July-August, no. 4): 123–135. Several trends now make it feasible to build a more ﬂexible and cost-effective manufacturing facility. In particular, computer-integrated manufacturing is fulﬁlling its promise.

5703 Taguchi, G. and D. Clausing. 1990. “Robust Quality.” HBR 68 ( January-February, no. 1): 65–75. Taguchi and Clausing argue that products manufactured in an online environment are often characterized by impressive design.

5704 Avishai, B. 1989. “A CEO’s Common Sense of CIM.” HBR 67 ( January-March, no. 1): 110–117. [An Interview with J. Tracy O’Rourke]— In an interview, Tracy O’Rourke, Allen-Bradley’s CEO, explains

359 why the company instituted a computer-integrated manufacturing (CIM) system at its Milwaukee facility.

5705 Kaplan, R. S. 1986. “Must CIM Be Justiﬁed by Faith Alone?” HBR 64 (March-April, no. 2): 87– 97. Traditional modes of ﬁnancial analysis, such as the discounted cash ﬂow method, are not effective tools to justify the investment in a computer-integrated manufacturing [CIM] system.

5706 Geldhar, J. D. and M. Jelinek. 1983. “Plan for Economies of Scope.” HBR 61 (November-December, no. 6): 141–148. The likelihood of increased ﬂexibility, shorter production runs and more customized products, is greater anytime computer applications can be integrated into a company’s manufacturing processes.

5707 Gold, B. 1982. “CAM Sets New Rules for Production.” HBR 60 (November-December, no. 6): 88–94. For computer-aided manufacturing [CAM] to work to its fullest potential, management must abandon some of its traditional notions relevant to the manufacturing process.

5708 Gerwin, D. 1982. “Do’s and Don’ts of Computerized Manufacturing.” HBR 60 (March-April, no. 2): 107–116. Gerwin examines the advantages and disadvantages of computerized production techniques. What is most important are how the necessary management systems, costbeneﬁt techniques and organizational infrastructures are not evolving as quickly as the technology itself.

5709 Holstein, W. K. 1968. “Production Planning and Control Integrated.” HBR 46 (May-June, no. 3): 121–140. Holstein describes how computer-based approaches can help management rectify unbalanced factory capacity or unrealistic sales commitments.

Engineers and Engineering 5710 Sosa, M. E., S. D. Epplinger and C. M. Rowles. 2007. “Are Your Engineers Talking to One Another When They Should?” HBR 85 (November, no. 11): 133–142. [“Tool Kit” Feature]— Whenever engineers fail to communicate with one another and provide timely resources, their ﬁrms are susceptible to cost overruns, schedule slippages and quality control issues.

5711 Putnam, A. O. 1985. “A Redesign for Engineering.” HBR 63 (May-June, no. 3): 139–144. Putnam describes the impact when design and engineering teams come together on new product development.

5712 Dalton, G. W. and P. H. Thompson. 1971. “Accelerating Obsolescence of Older Engineers.” HBR 49 (September-October, no. 5): 57–67.

Operations & Production

5705–5719

The performance of engineers often wanes in their middle to late thirties; often to the point of early obsolescence. Dalton and Thompson offer some creative suggestions to alleviate this such as sabbatical leaves, classes by cable television and portable pension plans.

5713 Phelps, E. D. 1962. “Help Your Engineers to Get Ahead.” HBR 40 ( January-February, no. 1): 125–132. If the proper questions are never asked relevant to integrating the goals and efforts of engineers along with their companies, Phelps contends that these ﬁrms face potential heavy losses.

5714 Chamberlain, C. J. 1961. “Coming Era in Engineering Management.” HBR 39 (September-October, no. 5): 87–94. Chamberlain describes how management in engineering-oriented companies face severe crises from new production trends, technologies, and demands on manpower. The “systems management” approach might be the solution to alleviate many of these problems.

5715 Orth, C. D. 1957. “More Productivity from Engineers.” HBR 35 (March-April, no. 2): 54–62. In attempting to organize and control the research process, American management is stymying the creativity of its engineers and scientists which jeopardizes America’s technical leadership throughout the world.

5716 Given, W. B., Jr. 1955. “The Engineer Goes into Management.” HBR 33 ( January-February, no. 1): 43–52. An important challenge facing companies is how their engineers can be integrated into company management in light of many technical changes taking place such as automatic controls, mathematical programing and electronic processes.

Factory Operations 5717 Spear, S. J. 2004. “Learning to Lead at Toyota.” HBR 82 (May, no. 5): 78–86. With its “Toyota Production System” (TPS) principles, Toyota directs its employees but never tells them where to ﬁnd opportunities for improvements.

5718 Lapre, M. A. and L. N. Van Wassenhowe. 2002. “Learning Across Lines: The Secret to More Efﬁcient Factories.” HBR 80 (October, no. 10): 107– 111. [“Best Practice” Feature]— In their quest to reduce waste on the production lines, management often ﬁnds the harder one works to improve its processes, the more elusive the beneﬁts become. Lapre and Van Wassenhowe contend it is possible to design projects that are more likely to improve the plant’s bottom line. The key is making sure they produce both conceptual and operational learning.

5719 Goodson, R. E. 2002. “Read a Plant — Fast!” HBR 80 (May, no. 5): 105–113. [“Tool Kit” Feature]— Goodson developed a tool for

5720–5734

Operations & Production

360

assessing a plant’s strengths and weaknesses using visual cues and conversations with employees. Moreover, an hour-long factory tour can produce accurate details on a manufacturing plant, its technology and how much it spends to generate its sales revenue.

5720 Maccoby, M. 1997. “Is There a Best Way to Build a Car.” HBR 75 (November-December, no. 6): 161–171. [“Books in Review” Feature]—Maccoby reviews Ruth Milkman’s Farewell to the Factory: Auto Workers in the Late Twentieth Century along with Rinhart, Huxley and Robertson’s book, Just Another Car Factory: Lean Production and Its Discontents.

5721 Upton, D. M. and S. E. Macadam. 1997. “Why (and How) to Take a Plant Tour.” HBR 75 (May-June, no. 3): 97–109. Everyone can beneﬁt from witnessing a factory ﬁrsthand. Plant visits allow senior executives to understand a site’s performance potential or as a means to assess a competitor. Upton and Macadam explain how to set clear objectives and develop a framework to make sense of what participants see and hear.

5722 Ferdows, K. 1997. “Making the Most of European Factories.” HBR 75 (March-April, no. 2): 73–91. Many companies never tap their overseas factories as a means to get nearer their customers and suppliers or to gain new levels of expertise. Companies who consider their overseas plants as a source of competitive advantage will capture greater market share and proﬁtability.

5723 Upton, D. M. 1995. “What Really Makes Factories Flexible.” HBR 73 ( July-August, no. 4): 74–86. Upton studied 61 paper manufacturers throughout North America and the difﬁculties each has in becoming more operationally ﬂexible.

5724 Drucker, P. F. 1990. “The Emerging Theory of Manufacturing.” HBR 68 (May-June, no. 3): 94– 102. Drucker sees the “postmodern” factory in 1999 possessing a conceptual rather than a mechanical approach to manufacturing. In addition, statistical quality control (SQC) principles will transform how manufacturing is managed as well as alter the social organization for a factory.

5725 Chase, R. B. and D. A. Garvin. 1989. “The Service Factory.” HBR 67 ( July-August, no. 4): 61– 69. Manufacturers who thrive in the next decade will compete by bundling services with products. As such, some of the best American companies are utilizing the service capabilities of their factories for research, dispatch operations or for consulting purposes.

5726 Ruwe, D. M. and W. Skinner. 1987. “Reviving a Rust Belt Factory.” HBR 65 (May-June, no. 3): 70–76. Ruwe and Skinner describe the resurgence of an Ohio

factory which manufactured two types of refrigeration compressors using a “focused factory” concept. This limits each manufacturing facility to one or two speciﬁc markets and simplies the manufacturing task.

5727 Hayes, R. H. and K. B. Clark. 1986. “Why Some Factories Are More Productive Than Others.” HBR 64 (September-October, no. 5): 66–73. By studying twelve factories in three nations, Hayes and Clark developed a measuring mechanism called the “total factor productivity” (TFP) to gauge a factory’s overall efﬁciency. Their data showed that while capital investment in new equipment is important for TFP purposes, factory management and its support of organizational learning is far more important.

5728 Skinner, W. 1974. “The Focused Factory.” HBR 52 (May-June, no. 3): 113–121. Skinner ﬁnds that most American manufacturing plants are not terribly competitive since they are so focused on one key manufacturing task.

5729 _____. 1971. “The Anachronistic Factory.” HBR 49 ( January-February, no. 1): 61–70. Manufacturers face a daunting challenge in making their factory a desirable place for intelligent and thoughtful people to work in. Overhauling this obsolete institution cannot be done piecemeal. As such, profound changes are needed to increase its level of mechanization and humanization.

5730 Sirota, D. 1966. “Productivity Management.” HBR 44 (September-October, no. 5): 111–116. Sirota offers an alternative method for the traditional engineered business management standards when managing industrial productivity.

5731 Bachmann, A. E. 1955. “Quiet, Please!” HBR 33 (May-June, no. 3): 68–74. Product design of machinery historically emphasized increasing one’s horsepower levels no matter what the noise level. If these decimal levels are not reduced, Bachmann describes how human beings will be affected.

5732 Diebold, J. 1952. “The Signiﬁcance of Productivity Data.” HBR 30 ( July-August, no. 4): 53–63. Diebold disputes the notion that worker productivity can annually be increased at a rate of 2 percent which some think possible. In fact, Diebold wonders if worker output might not be declining in spite of the technological advances in American factories.

5733 Lincoln, J. T. 1932. “The Cotton Textile Machine Industry.” HBR 11 (October, no. 1): 88–96. Many recurrent business problems could be better understood through a historical analysis of the textile industry.

Factory Locations 5734 Kirby, J. 2007. “Mad About Plaid.” HBR 85 (November, no. 11): 39–49. [“HBR Case Study” Feature]— Kirby’s case study focuses on the maker of an “iconic” British brand which is

361

Operations & Production

5735–5750

moving its manufacturing operations to outside the United Kingdom. Will the brand’s “Britishness” be jeopardized because of this?

materials and labor and why the notion of a “ﬂoating factory” represents a fundamental shift in what a business encompasses.

5735 Arrunda, B. and X. H. Vazquez. 2006. “When Your Contract Manufacturer Becomes Your Competitor.” HBR 84 (September, no. 9): 135–144.

5742 Malpas, R. 1983. “The Plant After Next.” HBR 61 ( July-August, no. 4): 122–130.

[“Best Practice” Feature]— Industrial companies no longer consider manufacturing to be an essential part of their business. They prefer, instead, to focus on product research, design and sales. Production is left to a new specialist: the “contract manufacturer” [CM]. Arrunda and Vazquez warn that increasing numbers of contract manufacturers are in a position to build competing brands from making and assembling the products of the outsourcing company.

5736 Farrell, D. 2006. “Smarter Offshoring.” HBR 84 ( June, no. 6): 84–92. The transfer of service jobs from the United States to low-wage nations is entering a new phase. The most popular offshore sites are overheating as demand for young professionals is outstripping supply. Farrell describes why ﬁrms must articulate what they desire from an off-shore location prior to considering it.

5737 Aron, R. and J. V. Singh. 2005. “Getting Offshoring Right.” HBR 83 (December, no. 12): 135– 143. [“Tool Kit” Feature]— Companies are not systematic in their efforts to make outsourcing successful. As a result, only half the organizations who move their manufacturing processes offshore achieve their anticipated ﬁnancial beneﬁts. Aron and Singh offer a three-part methodology to help companies prioritize these processes.

5738 Davenport, T. H. 2005. “The Coming Commodization of Processes.” HBR 83 ( June, no. 6): 100–108. Most ﬁrms remain in a “do-it-yourself ” mode for the bulk of their operations. Davenport counters that a new paradigm is emerging. A broad set of “process standards” will make it easier to determine if outsourcing enhances one’s business model. Lower costs and beneﬁts will be so visible to buyers that outsourced processes are similar to a commodity.

5739 Bartmess, A. D. 1994. “The Plant Location Puzzle.” HBR 72 (March-April, no. 2): 20–37. [“HBR Case Study” Feature]— Bartmess’s case study focuses on the Eldorado Company and whether it should open a new bicycle manufacturing plant in Asia.

5740 Markides, C. C. and N. Berg. 1988. “Manufacturing Offshore Is Bad Business.” HBR 66 (September-October, no. 5): 113–120. Markides and Berg contend that offshore manufacturing is a weak option to be competitive since the additional transportation, communication and paperwork costs will more than offset any potential savings.

Malpas describes why the “design cycle” involved with the current manufacturing plant is the best time to formulate plans for the next generation of manufacturing plants.

5743 King, J. and R. E. Johnson. 1983. “Silk Purses from Old Plants.” HBR 61 (March-April, no. 2): 147–156. King and Johnson argue that rehabilitating older buildings, as opposed to building new facilities, is a far more cost-effective way to solve a company’s need for factory space.

5744 Levine, T. M. 1981. “Outsiders Can Ease the Site Selection Process.” HBR 59 (May-June, no. 3): 12–16. [“Growing Concerns” Feature]— Within smaller organizations, deciding whether to move or expand is typically a one-time decision that no one in the company is equipped to handle. Levine discusses the competent outside assistance that small companies can obtain for free.

5745 Schmenner, R. W. 1979. “Look Beyond the Obvious in Plant Location.” HBR 57 ( January-February, no. 1): 126–132. Schmenner discusses the critical components in a company’s decision to build a new manufacturing facility. This is a decision which simply cannot be delegated to the ﬁnance department or some consultant.

5746 _____. 1976. “Before You Build a Big Factory.” HBR 54 ( July-August, no. 4): 100–104. Management must specify the economies that are expected when considering the size of a factory to build.

5747 Fulton, M. 1971. “New Factors in Plant Location.” HBR 49 (May-June, no. 3): 4–17, 166–168. [“Thinking Ahead” Feature]— Fulton examines the problems that manufacturing plants will face with regards to locations stemming from environmental concerns.

5748 Virts, J. R. and R. W. Garrett. 1970. “Weighing Risk in Capacity Expansion.” HBR 48 (MayJune, no. 3): 132–141. Building new production facilities involves considerable risk. The plans must forecast the impact of uncertain markets, products and processes.

5749 Stobaugh, R. B., Jr. 1969. “Where in the World Should We Put That Plant?” HBR 47 ( January-February, no. 1): 129–136. Decisions relevant to locating manufacturing plants, particularly in foreign countries, are poorly made. Stobaugh offers a host of issues for ﬁrms to address.

5741 McDonald, A. L. 1986. “Of Floating Factories and Mating Dinosaurs.” HBR 64 (NovemberDecember, no. 6): 82–86.

5750 Atkins, R. J. and R. H. Shriver. 1968. “New Approach to Facilities Location.” HBR 46 (MayJune, no. 3): 70–79.

McDonald examines how companies pursue cheaper

Atkins and Shriver describe a computer-oriented an-

5751–5767

Operations & Production

362

alytical procedure for aiding company management in deciding where to locate future plant and warehouse operations.

5751 Valz, R. C. K. 1964. “The Case of the Multiplant Manufacturer.” HBR 42 (March-April, no. 2): 12–30+. [“Problems in Review” Feature]— Valz’s case study features a top-management conference for determining policies involving “rationalization” of manufacturing in Western Europe .

5752 McElrath, R. E. 1962. “The Case of the Proﬁtless Plant.” HBR 40 ( July-August, no. 4): 168–188. [“Problems in Review” Feature]— McElrath offers readers the opportunity to compare their thinking on whether or not to move a plant to a new location with the experts selected by HBR

A Northern manufacturer commissioned a study on the viability of relocating to the South in light of the popular notion that operating costs are lower there. Tomb points out that a number of surprises transpired from the research.

5760 Atkins, R. M. 1952. “A Program for Locating a New Plant.” HBR 30 (November-December, no. 6): 113–121. Atkins offers a procedure for management based on ﬁnancial and sociological considerations for ﬁnding a location to construct a new manufacturing plant.

5761 Gilmore, F. F. 1951. “Plant Location.” HBR 29 (March, no. 2): 15–26, 140–146. [“Thinking Ahead” Feature]— Gilmore analyzes the factors that should be considered when making decisions involving the location of manufacturing plants. .

5753 Lawless, R. M. and P. R. Haas, Jr. 1962. “How to Determine the Right Size Plant.” HBR 40 (MayJune, no. 3): 97–112.

5762 Isard, W. and V. Whitney. 1950. “Atomic Power and the Location of Industry.” HBR 28 (March, no. 2): 45–54.

By using “nomographs,” Lawless and Haas argue that executives can simplify a complicated and time-consuming operation as well as avoid many costly mistakes when designing a manufacturing facility.

Even if the cost of atomic power could compete with conventional sources of power, little evidence exists that industrial plants would relocate to other areas throughout the United States to take advantage of this supposed cost differential.

5754 Chinitz, B. and R. Vernon. 1959. “Changing Forces in Industrial Location.” HBR 38 ( JanuaryFebruary, no. 1): 126–136. Locating a new plant in not the result of short-run calculations of production costs, freight rates, supply chains, and markets. Manufacturers, instead, have to know how these factors will interact for the future.

5755 Murphy, R. T. and W. L. Baldwin. 1959. “Business Moves to the Industrial Park.” HBR 37 (May-June, no. 3): 79–88.

5763 Ruggles, C. O. 1944. “Electric Power and Industrial Development.” HBR 22 (Spring, no. 3): 377–392. Ruggles describes why access to electric power is signiﬁcant in determining the location of industrial factories.

5764 Hoover, E. M., Jr. and G. E. McLaughlin. 1942. “Strategic Factors in Plant Location.” HBR 20 (Winter, no. 2): 133–140.

Murphy and Baldwin discuss some factors that manufacturers need to consider prior to considering a move to an industrial park.

Hoover and McLaughlin ﬁnd speed important in constructing new plant capacity and describe why these plants should be located in the midcontinental region instead of on either coast of the United States.

5756 Fulton, M. 1955. “Plant Location —1965.” HBR 33 (March-April, no. 2): 40–50.

5765 Mears, E. G. 1938. “Strategy in Industrial Location.” HBR 17 (Autumn, no. 1): 9–14.

Fulton provides management with criteria for selecting manufacturing production sites.

Manufacturing plant location involves gauging distances between producing and consumer centers, the ease of access to these facilities and whether this will minimize the costs involved with manufacturing.

5757 Robock, S. H. and J. M. Peterson. 1954. “Fact and Fiction About Southern Labor.” HBR 32 (March-April, no. 2): 79–88. Given uncertainty and skepticism about the quality of labor, most companies are skeptical about establishing manufacturing plants in the American South. Robock and Peterson describe their experiences and enthusiastically endorse the performance of southern labor.

5758 Muncy, D. A. 1954. “Land for Industry: A Neglected Problem.” HBR 32 (March-April, no. 2): 51–63. Muncy is concerned that industry is losing good land sites because of poorly articulating their land needs.

5759 Tomb, J. O. 1953. “Should Industry Move South?” HBR 31 (September-October, no. 5): 83– 90.

5766 “The Anderson Steel Company.” 1923. HBR 1 ( January, no. 2): 235–240. [“HBR Case Study” Feature]— Focuses on whether the construction of an addition to an existing plant is advisable.

Manufacturing Resource Planning 5767 Fisher, M. L., J. H. Hammond and W. R. Obermeyer. 1994. “Making Supply Meet Demand in an Uncertain World.” HBR 72 (May-June, no. 3): 83–94. Manufacturers are ﬁnding it more difﬁcult to forecast demand and plan production schedules. Costs associ-

363

Operations & Production

5768–5784

ated from errors are also skyrocketing. Fisher and his coauthors developed the “accurate response method” to help improve production forecasts.

5776 Miller, J. G. 1981. “Fit Production Systems to the Task.” HBR 59 ( January-February, no. 1): 145– 154.

5768 Whitney, D. E. 1988. “Manufacturing by Design.” HBR 66 ( July-August, no. 4): 83–91.

Many companies with integrated, computer-based systems see little improvement over the manual systems that preceded them in controlling inventory levels and material ﬂows.

Whitney contends that the design of a product determines approximately 75 percent of its manufacturing costs. With most companies, however, the design process is a bureaucratic nightmare with overspecialized departments and fragmented responsibilities. Design must be a companywide activity in which top management is proactive in their responsibilities.

5769 Clawson, R. T. 1985. “Controlling the Manufacturing Start-Up.” HBR 63 (May-June, no. 3): 6–20. [“Getting Things Done” Feature]— Start-ups are different from other types of projects. Most go awry at the beginning and by the time the unit is ﬁrst operational, the ﬁrm has replaced upwards of 70 percent of the management team associated with the project.

5770 Meal, H. C. 1984. “Putting Production Decisions Where They Belong.” HBR 62 (March-April, no. 2): 102–111. A hierarchical production planning procedure should help alleviate an array of problems plaguing many manufacturers.

5771 Nakane, J. and R. W. Hall. 1983. “Management Specs for Stockless Production.” HBR 61 (May-June, no. 3): 84–91. For U.S. companies seeking to compete with their global competition, operational processes must be rethought.

5772 Schmenner, R. W. 1983. “Every Factory Has a Life Cycle.” HBR 61 (March-April, no. 2): 121–129. Schmenner discusses how clear culprit for many plant closings stems from inefﬁcient production technology.

5773 Stobaugh, R. and P. Telesio. 1983. “Match Manufacturing Policies and Product Strategy.” HBR 61 (March-April, no. 2): 113–120. Stobaugh and Telesio describe why manufacturing system of all kinds are altered and how time product strategy changes implemented.

5774 Wheelwright, S. C. 1981. “Japan — Where Operations Really Are Strategic.” HBR 59 ( JulyAugust, no. 4): 67–74. Wheelwright explains why strategic operation policies ﬂourished in Japan and that American companies can learn a great deal if they view this “nuts and bolts” technique as a critical strategic undertaking.

5775 Bender, P. S., W. D. Northup and J. F. Shapiro. 1981. “Practical Modeling for Resource Management.” HBR 59 (March-April, no. 2): 163– 173. With scarcity and uncertainty symptomatic in today’s business environment, managers must confront complex issues in allocating resources.

5777 Leone, R. A. and J. R. Meyer. 1980. “Capacity Strategies for the 1980s.” HBR 58 (NovemberDecember, no. 6): 133–140. Leone and Meyer offer strategies for making proﬁtable long-term decisions when adding new plant capacity.

5778 Bishop, J. E. 1979. “Integrating Critical Elements of Production Planning.” HBR 57 (September-October, no. 5): 154–160. Bishop’s “production planning process” technique encompasses more interaction between demand, capacity and inventory than the traditional “economic order quality” method.

5779 Huge, E. C. 1979. “Managing Manufacturing Lead Times.” HBR 57 (September-October, no. 5): 116–123. Shorter lead times can have a profound impact on the ﬁnancial success of a manufacturer because of how inventory and product costs can be reduced along with a marked improvement in customer service.

5780 Jonason, P. 1971. “Project Management, Swedish Style.” HBR 49 (November-December, no. 6): 104–109. Jonason describes how a Swedish mining company examined what U.S. companies do with their project management efforts which then produced a process speciﬁc to their circumstances.

5781 Skinner, W. 1969. “Manufacturing-Missing Link in Corporate Strategy.” HBR 47 (May-June, no. 3): 136–145. Manufacturing has long been dominated by specialists such as industrial engineers and computer experts. As a result, top management has tended to avoid involvement in manufacturing policy. Manufacturing managers, in turn, have been oblivious toward corporate strategy.

5782 _____. 1966. “Production Under Pressure.” HBR 44 (November-December, no. 6): 139–146. Technological and social changes are accelerating a revolution throughout factories; all of which are increasing the demands, complexity, and risk placed on management.

5783 Dooley, A. R. 1964. “Interpretations of PERT.” HBR 42 (March-April, no. 2): 160–168. [“Keeping Informed” Feature]— Dooley’s annotated bibliography captures the proliferating body of literature relevant to PERT.

5784 Buffa, E. S., G. C. Armour and T. E. Vollman. 1964. “Allocating Facilities with CRAFT.” HBR 42 (March-April, no. 2): 136–158. Large production facilities have a staggering number

5785–5798

Operations & Production

364

of alternate plans since production success stems from having an efﬁcient production layout. Buffa and his coauthors constructed a computer program that offers solutions to an array of situations.

5785 Paige, H. W. 1963. “How PERT-Cost Helps the General Manager.” HBR 41 (November-December, no. 6): 87–95. Through its schedule and cost mechanisms, the PERT apparatus provides information to management on where control is necessary to allow effective action.

5786 Levy, F. K., G. L. Thompson and J. D. Wiest. 1963. “The ABCs of the Critical Path Method.” HBR 41 (September-October, no. 5): 98–108. Levy and his coauthors provide a step-by-step analysis on how networks are constructed, various jobs allocated and errors handled to demonstrate how the critical path method is used in decision making.

5787 Miller, R. W. 1962. “How to Plan and Control with PERT.” HBR 40 (March-April, no. 2): 93– 104. Managers, eager to control new R&D projects and other complex technical programs, should be interested in PERT.

5788 Wisnewsky, E. 1959. “Manufacturing in Jeopardy.” HBR 37 (November-December, no. 6): 131– 139. Manufacturing must learn to succeed in an era when survival is based on creating variety rather than satisfying shortages.

5789 Lewis, H. T. 1953. “Coordinating Procurement: A Case Study from the Aircraft Inudstry.” HBR 31 (September-October, no. 5): 91–100. Since sales depends on design and technical performance, more emphasis should be placed on maintaining an effective balance among the procurement, engineering, and production functions.

5790 Schwieger, A. J. 1943. “Subcontracting: A Device for Expansion.” HBR 22 (Autumn, no. 1): 88–92. Subcontracting is a viable way for companies to expand the size or scope of their operations without investing in additional plant capacity or equipment.

5791 “Production of Dimension Stock by Northern Hardwood Mills.” 1929. HBR 7 (April, no. 3): 366–375. [“HBR Case Study” Feature]— A successful operation is contingent on two highly inter-related components: the production and marketing of one’s “dimension stock.”

Manufacturing Systems 5792 Morse, G. 2006. “Ivor Tiefenbrun on Tapping Talent.” HBR 84 (November, no. 11): 28–28. [“Conversation” Feature]— Executive Chairman, Ivor Tiefenbrun, discusses why Linn Products, a Scottish

manufacturer of high-tech audio equipment, abandoned the assembly line. Employees, instead, build and test every unit themselves from start-to-ﬁnish.

5793 Guide, D. V. and L. N. Van Wassenhowe. 2002. “The Reverse Supply Chain.” HBR 80 (February, no. 2): 25–26. [“Forethought” Feature]— Smart manufacturers are designing efﬁcient systems for people to reuse their products. In general, these reverse supply chains are closely integrated with forward supply chains for the purpose of creating closed-loop systems.

5794 Spear, S. and H. K. Bowen. 1999. “Decoding the DNA of the Toyota Production System.” HBR 77 (September-October, no. 5): 96–108. Spear and Bowen studied Toyota’s production system in which every activity, connection and production ﬂow is rigidly scripted. When Toyota deﬁnes a speciﬁcation, it establishes a hypothesis that is tested with the scientiﬁc method. This experimentation process, along with the scientiﬁc method, is embedded into the minds of every employee.

5795 Sobek, D. K., II, J. K. Liker and A. C. Ward. 1998. “Another Look at How Toyota Integrates Product Development.” HBR 76 ( July-August, no. 4): 36–49. [“Ideas at Work” Feature]— When Japanese companies outperformed their American competitors in product development during the 1980s, America’s weaknesses stemmed from little or no integration between its manufacturing processes and product design functions and then between marketing, purchasing, and ﬁnance departments.

5796 Womack, J. P. and D. T. Jones. 1996. “Beyond Toytota: How to Root Out Waste and Pursue Perfection.” HBR 74 (September-October, no. 5): 140–158. American companies are learning the “lean techniques” (e.g., just-in-time deliveries or continuous improvement) pioneered by Toyota and other Japanese companies. They stumble, however, when implementing them in a coherent business system. Womack and Jones offer ﬁve critical steps for applying “lean thinking.”

5797 Pisano, G. P. and S. C. Wheelwright. 1995. “The New Logic of High-Tech R&D.” HBR 73 (September-October, no. 5): 93–107. In many high technology companies, top management appears to pay little attention to the manufacturing process as a means of competitive advantage. Many ﬁrms now outsource all their manufacturing to avoid investing in expensive manufacturing plants. Pisano and Wheelwright pursue whether this is detrimental to the long-term health of a ﬁrm.

5798 Dyer, J. H. 1994. “Dedicated Assets: Japan’s Manufacturing Edge.” HBR 72 (November-December, no. 6): 174–178. [“World View” Feature]— Dyer examines if it is possible for American automakers, some of who are closing plants and changing suppliers, to beneﬁt from the pro-

365 duction networks or close working relationships that Japanese automakers have with their suppliers.

5799 McGrath, M. E. and R. W. Hoole. 1992. “Manufacturing’s New Economies of Scale.” HBR 70 (May-June, no. 3): 94–103. To be competitive on an international basis, McGrath and Hoole argue that multinational manufacturing ﬁrms must integrate their operations by developing an international manufacturing strategy.

5800 Zipken, P. H. 1991. “Does Manufacturing Need a JIT Revolution?” HBR 69 ( January-February, no. 1): 40–48. [“In Questions” Feature]— Many managers are confused or even suspicious about just-in-time ( JIT) manufacturing management systems. Part of the problem is that JIT contains too much revolutionary zeal which raises unrealistic expectations.

5801 Sakai, K. 1990. “The Feudal World of Japanese Manufacturing.” HBR 68 (November-December, no. 6): 38–49. [“Four Corners” Feature]— Sakai describes how huge Japanese corporations have thousands of smaller subcontractors who manufacture most of their products. Japanese ﬁrms function more like “trading partners” since they coordinate the manufacturing processes for the smaller companies.

Operations & Production

5799–5812

books offer timely and important insights into manufacturing excellence that goes beyond “scientiﬁc management.”

5806 Schonberger, R. J. 1987. “Frugal Manufacturing.” HBR 65 (September-October, no. 5): 95– 100. American manufacturers have always sought to lower their costs by increasing the scale of production or through faster lines to feed bigger machines. Most ﬁnd “bigger” manufacturers to be detrimental to frugal manufacturing processes.

5807 Haas, E. A. 1987. “Breakthrough Manufacturing.” HBR 65 (March-April, no. 2): 75–83. Haas describes how important investment in new factories and applications of advanced manufacturing technology is. This new capital, however, will not make U.S. industry competitive in the global marketplace. Changes are needed in the way manufacturing decisions are made.

5808 Jaikumar, R. 1986. “Postindustrial Manufacturing.” HBR 64 (November-December, no. 6): 69– 76. American manufacturers keep trying to narrow their competitive gap with the Japanese by investing in ﬂexible automation. Jaikumar sees American companies ineffective in their management and utilization from this technology.

5802 Venkatesan, R. 1990. “Cummings Engine Flexes Its Factory.” HBR 68 (March-April, no. 2): 120–129.

5809 Aggarwal, S. C. 1985. “MRP, JIT, OPT, FMS?: Making Sense of Production Operations Systems.” HBR 63 (September-October, no. 5): 8–16.

Venkatesan discusses how Cummins Engine reorganized its factory operations by utilizing batch manufacturing to create more ﬂexibility .

[“Special Report” Feature]— Managers in manufacturing companies are confronted with an array of new systems to improve production efﬁciency. Aggarwal assesses each choice and describes the necessary trade-offs needed for their implementation.

5803 Karmarkar, U. S. 1989. “Getting Control of Just-in-Time.” HBR 67 (September-October, no. 5): 122–131. “Just-in-Time” ( JIT) advocates see materials resource planning (or MRP) systems that “push” material to a shop ﬂoor as antiquated. JIT, on the other hand, leaves control of production to “computerless” systems in a “pull” fashion. Karmarkar contends manufacturing-oriented companies will do best with hybrids of both “push” and “pull” systems.

5804 Ashton, J. E. and F. X. Cook, Jr. 1989. “Time to Reform Job Shop Manufacturing.” HBR 67 (March-April, no. 2): 106–111. Dramatic improvements in job shop performance are possible if radical changes are instituted with regards to management philosophy. Ashton and Cook contend that these changes conﬂict with the principles by which most job shops are organized.

5805 Hounshell, D. A. 1988. “The Same Old Principles in the New Manufacturing.” HBR 66 (November-December, no. 6): 54–61. [“For the Manager’s Bookshelf ” Feature]— In reviewing Dynamic Manufacturing by Hayes, Wheelwright and Clark along with Grayson and O’Dell’s American Business: A Two Minute Warning, Hounshell ﬁnds that both

5810 Wheelwright, S. C. and R. H. Hayes. 1985. “Competing Through Manufacturing.” HBR 63 ( January-February, no. 1): 99–109. Anytime ﬁerce industry competition exists, Wheelwright and Hayes ﬁnd that manufacturing capability (as opposed to product design, marketing ingenuity, or ﬁnancial strength), is one’s “secret weapon” for success.

5811 Hyer, N. L. and U. Wemmerlov. 1984. “Group Technology and Productivity.” HBR 62 ( July-August, no. 4): 140–149. Group technology offers manufacturers a way to boost productivity, cut costs, save time and improve quality. To capitalize on group technology, Hyler and Wemmerlov explain the tasks and parts that need to be coded to establish “production cells.”

5812 Weiss, A. 1984. “Simple Truths of Japanese Manufacturing.” HBR 62 ( July-August, no. 4): 119– 125. Cultural differences are not the reason for the alleged technological superiority of Japanese workers. Weiss believes, instead, that Japaneses companies make a far greater investment in engineering, equipment and in recruiting workers.

5813–5828

Operations & Production

366

5813 Ritzman, L. P., B. E. King and L. J. Krajewski. 1984. “Manufacturing Performance-Pulling the Right Levers.” HBR 62 (March-April, no. 2): 143–152. It should be understandable why manufacturers try to imitate Japanese practices, particularly with the Kanban system of inventory control. Ritzman and his coauthors ﬁnd that manufacturers need to identify the factors (e.g., lot sizes and setup times) that offer the most leverage for productivity improvement.

5814 Mills, S. S. 1983. “Make Your Plant Manager’s Job Manageable.” HBR 61 ( January-February, no. 1): 68–74. Miller describes how top management typically goads plant managers into improving productivity without providing them with the necessary resources. This all but guarantees that productivity programs will fail.

5815 Limprecht, J. A. and R. H. Hayes. 1982. “Germany’s World-Class Manufacturers.” HBR 60 (November-December, no. 6): 137–145. German companies have exceptionable dealings with their customers that stem from the quality and reliability of their products and services. Limprecht and Hayes describe what American executives can learn from German manufacturers, particularly in terms of the technical skills possessed by its managers and workforce.

5816 Hayes, R. H. 1981. “Why Japanese Factories Work.” HBR 59 ( July-August, no. 4): 56–66. Rather than being infatuated with futuristic technologies, Hayes contends that the Japanese achieved their current level of manufacturing excellence by doing the simple things extraordinarily well and then frequently honing those techniques.

5817 _____. 1978. “How Should You Organize Manufacturing?” HBR 56 ( January-February, no. 1): 105–119. Since the bulk of assets used in any company are invested in the operations side of the business, Hayes and Schmenner describe how to deploy, coordinate and utilize those resources in a manner that strengthens the company’s purpose.

5818 Davis, E. W. and L. White. 1973. “How to Avoid Construction Headaches.” HBR 51 (MarchApril, no. 2): 87–93. To avoid fragmentation, many companies have adopted the “construction management concept” that tightly coordinates every phase of a construction project.

5819 Starr, M. K. 1965. “Modular Production — A New Concept.” HBR 43 (November-December, no. 6): 131–142. Increasing consumer demands for more choices are placing greater burdens on production managers as well as their ﬁrm’s organizational structures to satisfy those challenges.

5820 Thurston, P. H. 1963. “The Concept of a Production System.” HBR 41 (November-December, no. 6): 70–75. Thurston provides an analytical framework to cap-

ture the complex interrelationship between one’s core elements and the production process.

5821 Deming, D. D. 1959. “When to Shift to Straight-Line Production.” HBR 37 (NovemberDecember, no. 6): 62–68. Deming describes a system for analytically making production decisions to minimize costs as opposed to doing so intuitively.

5822 Chisolm, J. K. 1935. “Can Rubber Restriction Succeed?” HBR 13 ( July, no. 4): 475–482. Chisholm examines the nuances involved in producing rubber and describes the international attempts that are carried out to regulate its price structure.

5823 Lockwood, R. L. 1934. “Railroad Standards.” HBR 12 ( July, no. 4): 398–406. The advantages of modern standardization efforts involve interchangability and convenience that Lockwood contends can be measured and ﬁnancially viable.

5824 Urwick, L. 1929. “The Signiﬁcance of Rationalization: An Alternative View.” HBR 7 ( January, no. 2): 170–174. Urwick discusses the notion of rationalization as it pertains to scientiﬁc management.

5825 Sheldon, O. 1928. “The Signiﬁcance of Rationalization: An Alternative View.” HBR 6 (April, no. 3): 264–269. Because of the scientiﬁc management movement, major transformations are transpiring throughout business and industry. Rationalization involves one’s effort to eliminate inefﬁcient and out-of-date production methods and practices to enhance the productivity and earnings capability of their ﬁrm.

Materials and Supply Chain Management 5826 Stone, R. E., J. T. Mentzer and J. P. Dittmann. 2007. “Are You the Weakest Link in Your Company’s Supply Chain?” HBR 85 (September, no. 9): 116– 127. [“Best Practice” Feature]— The cost of ignoring supply chain management issues will damage any manufacturing, retail or distribution oriented ﬁrm. Stone and his coauthors discuss seven key areas where CEOs can have profound inﬂuence on their supply chains and thereby enhance one’s competitive advantages.

5827 Niezen, C. and W. Weller. 2006. “Procurement as Strategy.” HBR 84 (September, no. 9): 22– 24. [“Forethought” Feature]— Procurement executives were surveyed on whether procurement is a fundamental corporate strategy and whether their jobs encompass shortening cycle times or enhancing product quality.

5828 Shefﬁ, Y. 2005. “The Tug-of-War.” HBR 83 (September, no. 9): 39–52. [“HBR Case Study” Feature]— Voici Brands has ﬁve

367 product lines. Each is a subsidiary and has its own legacy, management team, supply chain and ﬁnancial bottomline. Voici’s CEO announced his intention to consolidate the supply chain for the ﬁve products under the auspices of a “supply chain czar.” The heads of each business are furious. All worked hard to forge their own vendor relationships. If centralization is adopted, this CEO needs to decide on the personality-type to oversee Voici’s supply chain responsibilities (i.e., should it be a “Rottweiler” or a more cautious and diplomatic type?).

5829 Lambert, D. M. and M. Knemeyer. 2004. “We’re All in This Together.” HBR 82 (December, no. 12): 114–122. Supplier partnerships will fail if partners have mismatched expectations. Lambert and Knemeyer developed a model to align these expectations and commitments.

5830 Liker, J. K. and T. Y. Choi. 2004. “Building Deep Supplier Relationships.” HBR 82 (December, no. 12): 104–113. Toyota and Honda have built proﬁtable relationships with their American suppliers. Detroit’s “Big 3” automakers, on the other hand, have had acrimonious relationships with their suppliers. Liker and Choi describe six directives that Japanese companies abide by in their supplier relationships.

5831 Ferdwos, K., M. A. Lewis and J. A. D. Machuca. 2004. “Rapid-Fire Fulﬁllment.” HBR 82 (November, no. 11): 104–110.

Operations & Production

5829–5842

abrupt changes in the marketplace. Supply chains that are agile, adaptable, and aligned are keys for making gains against one’s competition.

5835 Schrage, E. 2004. “Supply and Brand.” HBR 82 ( June, no. 6): 20–21. [“Forethought” Feature]— Starbucks is betting its brand on an innovative new relationship with thirdworld suppliers.

5836 Morales, D. K. and S. Geary. 2003. “Speed Kills: Supply Chain Lessons from the War in Iraq.” HBR 81 (November, no. 11): 16–17. [“Forethought” Feature]— Morales and Geary contend that commercial supply chains can learn much from the Defense Department’s efforts in Operation Iraqi Freedom.

5837 Kirby, J. 2003. “Supply Chain Challenges: Building Relationships.” HBR 81 ( July, no. 7): 64– 73. The opportunity created from globalization requires ﬁrms to establish relationships with new types of suppliers. Moreover, supply chains that are adaptive are an elusive goal despite the many process breakthroughs and technology solutions that have transpired.

5838 Butman, J. 2002. “A Pain in the (Supply) Chain.” HBR 80 (May, no. 5): 31–44. [“HBR Case Study” Feature]— Butman’s case study focuses on the legerdemain that a sales force engages in to meet some unrealistic sales targets.

Zara, a Spanish clothier, deﬁes current wisdom on how supply chains should be managed by performing more than half of their production in-house as opposed to outsourcing it. Zaro also manufactures and distributes products in small batches while managing all of its design, warehousing, distribution and logistical functions itself. The result is a very responsive supply chain that is efﬁciently tailored to Zara’s business model.

5839 Raman, A., N. DeHoratius and Z. Ton. 2001. “The Achilles Heel of Supply Chain Management.” HBR 79 (May, no. 5): 27–28.

5832 Narayanan, V. G. and A. Raman. 2004. “Aligning Incentives in Supply Chains.” HBR 82 (November, no. 11): 94–102.

5840 Cachon, G. P. and M. A. Lariviere. 2001. “Turning the Supply Chain into a Revenue Chain.” HBR 79 (March, no. 3): 20–21.

Supply chains work best when the risks, costs and rewards for doing business are balanced across a ﬁrm’s network. A ﬁrm is likely to be ﬂirting with disaster in terms of excess inventory, unreliable forecasts, stockouts as well as sales and customer service if that isn’t the case.

[“Forethought” Feature]—Blockbuster shares its rental revenues with its suppliers. Doing so generates increased proﬁts for both parties. Cachon and Lariviere contend that there are many products and services in which revenue sharing would work.

5833 Slone, R. E. 2004. “Leading a Supply Chain Turnarond.” HBR 82 (October, no. 10): 114–121. The focal point for Whirlpool’s supply chain strategy is consumer satisfaction. Most supply chain initiatives, in contrast, do the opposite. They concentrate on the realities of one’s manufacturing base and proceed from there. Whirlpool, in contrast, gets the right product to the right place at the right time while keeping their inventory levels low.

[“Forethought” Feature]— Point-of-sale scanners and electronic inventory systems were designed to revolutionize supply chains. Manufacturing systems could then be linked to buyers. Bad data, however, continues to haunt this technology.

5841 Magretta, J. 1998. “Fast, Global and Entrepreneurial: Supply Chain Management Hong Kong Style.” HBR 76 (September-October, no. 5): 102– 117. [An Interview with Victor Fung of Li and Fung, Ltd.]— Li and Fung Ltd. is the largest export trader in Hong Kong. As chairman, Victor Fong explains the philosophy behind its supply-chain management as well as how Li & Fung reduces its costs and lead times.

5834 Lee, H. L. 2004. “The Triple-A Supply Chain.” HBR 82 (October, no. 10): 102–112.

5842 Fisher, M. L. 1997. “What Is the Right Supply Chain for Your Product?” HBR 75 (March-April, no. 75): 105–117.

Great companies create supply chains that respond to

The performance of many supply chains is at an all-

5843–5858

Operations & Production

368

time low despite its new technologies. As such, Fisher developed a matrix that represents four possible supply chain variations for one’s products and priorities.

5843 Dyer, J. H. 1996. “How Chrysler Created an American Keiretsu.” HBR 74 ( July-August, no. 4): 42–56. [“Ideas at Work” Feature]— Dyer examines how Chrysler revamped its relationship with its suppliers which produced a higher proﬁt margin on each automobile.

5844 Kamath, R. R. and J. K. Liker. 1994. “A Second Look at Japanese Product Development.” HBR 72 (November-December, no. 6): 154–170. [“World View” Feature]— Kamath and Liker describe a 1992 study on best-practice supplier-management techniques utilized by Toyota, Nissan, and Mazda in their product development efforts. Successful partnerships possess the right balance between a supplier’s technological capabilities, the customer’s willingness to share information, and the strategic requirements for both companies.

5845 Burt, D. N. 1989. “Managing Suppliers up to Speed.” HBR 67 ( July-August, no. 4): 127–135. Effective industrial purchasers improve production capabilities and quality control by motivating suppliers with certiﬁcation programs that provide recognition. These also help suppliers drum up more business.

5846 Klein, J. A. 1989. “The Human Costs of Manufacturing Reform.” HBR 67 (March-April, no. 2): 60–66. [“Special Report” Feature]— Just-in-time and statistical process control inventory techniques both seek to eliminate variability and wasted motion. Klein describes how each places a premium on predetermined methods of analysis and cooperation.

5847 Walleigh, R. C. 1986. “What’s Your Excuse for Not Using JIT?” HBR 64 (March-April, no. 2): 38–54. [“Getting Things Done” Feature]— Walleigh emphasizes how converting to a “Just-in-Time” (i.e., JIT) inventory structure creates enormous challenges for a ﬁrm’s manufacturing operations and its culture as one’s established routines become obsolete.

5848 Sharman, G. 1984. “The Rediscovery of Logistics.” HBR 62 (September-October, no. 5): 71–79. Sharman points out the importance for companies to proactively monitor their materials ﬂow particularly in a computer-aided manufacturing environment.

5849 Aggarwal, S. C. 1982. “Prepare for Continual Materials Shortages.” HBR 60 (May-June, no. 3): 6–10. [“Thinking Ahead” Feature]— Corporations are similar to people in regards to national emergencies. They talk of little else. Then, as soon as the crisis passes, they forget all about it and put little effort into planning for the next crisis.

5850 Miller, J. G. and P. Gilmour. 1979. “Materials Managers: Who Needs Them?” HBR 57 ( JulyAugust, no. 4): 143–153.

Miller and Gilmour chronicle the emergence of the materials manager and how that position differs from the responsibilities of a purchasing manager. In essence, a materials manager oversees a manufacturer’s production planning, transportation and distribution efforts.

5851 Hall, R. W. and T. E. Vollman. 1978. “Planning Your Material Requirements.” HBR 56 (September-October, no. 5): 105–112. Hall and Vollman ﬁnd that successful material requirement planning (MRP) efforts are led by a senior manager, backed by a well-selected team of key production people, as opposed to the company’s computer whiz kids.

5852 Miller, J. G. and L. G. Sprague. 1975. “Behind the Growth in Materials Requirements Planning.” HBR 53 (September-October, no. 5): 83–91. Countless companies have developed “materials requirements planning” [MRP] systems to provide needed ﬂexibility between a company, its suppliers and customers.

5853 Meitz, A. A. and B. B. Castleman. 1975. “How to Cope with Supply Shortages.” HBR 53 ( January-February, no. 1): 91–96. When supplies are limited for manufacturing companies — as was the case in 1974 and will be in the foreseeable future — top management must take a far more proactive role in their company’s purchasing and supply infrastructure.

5854 Davis, H. L., G. D. Eppen and L. G. Mattson. 1974. “Critical Factors in Worldwide Purchasing.” HBR 52 (November-December, no. 6): 81–90. Based on a survey and interviews with purchasing executives from 110 companies, many ﬁrms are facing acute supply problems because of material shortages and unstable exchange.

5855 Ammer, D. S. 1969. “Materials Management as a Proﬁt Center.” HBR 47 ( January-February, no. 1): 72–82. Ammer’s proﬁt center approach increases the importance of materials managers who must take the same entrepreneurial approach expected of other executives.

5856 Schultz, R. S. 1963. “Proﬁts, Prices, and Excess Capacity.” HBR 41 ( July-August, no. 4): 68–81. By assessing one’s supply and demand conditions on a daily basis, management can learn to live with today’s excess capacity and prevent it from happening tomorrow.

5857 Clauser, H. R. 1961. “The Materials Age.” HBR 39 (May-June, no. 3): 6–12, 168–174. [“Thinking Ahead” Feature]— We live in an age with an almost limitless supplies and materials. Clauser challenges American management to transform materials science into operational reality.

5858 Miller, S. S. 1955. “How to Get the Most Out of Value Analysis.” HBR 33 ( January-February, no. 1): 123–132. Value analysis, in the ﬁeld of materials management, can be deﬁned as a method for investigating the materi-

369 als requirements to ensure a proper balance of performance with cost and supply.

5859 Bright, J. R. 1954. “New Potentials of Materials Handling.” HBR 32 ( July-August, no. 4): 79– 91.

Operations & Production

5859–5873

Product Costs 5867 Venkatesan, R. 1992. “Strategic Sourcing: To Make or Not to Make.” HBR 70 (November-December, no. 6): 98–108.

Bright maintains that the average industrial manager is indifferent to problems involving materials handling which constitutes almost the entire physical activity for a plant.

Venkatesan argues that ﬁrms need to focus on the components which are crucical to their product or for which they are proﬁcient at producing. Outsourcing should be investigated if a supplier possesses a comparative advantage.

5860 Brady, G. S. 1952. “Raw Materials Outlook.” HBR 30 (November-December, no. 6): 23–30, 150– 154.

5868 Skinner, W. 1986. “The Productivity Paradox.” HBR 64 ( July-August, no. 4): 55–59.

[“Thinking Ahead” Feature]—Brady assesses the ﬁndings on a Materials Policy Commission Report relevant to the United States government’s management of its raw materials and parts management.

5861 Lewis, H. T. 1951. “Evaluation of Forward Buying.” HBR 29 (March, no. 2): 37–44. Lewis, who contends too much guesswork goes into purchasing production supplies or materials, describes a statistical procedure he developed to measure “forward buying” or the differential between the price actually paid compared to the market price for raw materials used in production.

5862 Lewis, H. T. and C. A. Livesey. 1944. “Materials Management in the Airframe Industry.” HBR 22 (Summer, no. 4): 477–494. Materials management is one of the most critical problems facing American industry as illustrated by Lewis and Livesey’s study of the airframe industry.

5863 Lewis, H. T. 1936. “Standards of Purchasing Performance.” HBR 14 (Summer, no. 4): 480–493. The most basic prerequisite for successful manufacturing operations is one’s ability to procure the desired quality of raw materials at an optimal price.

5864 Roorbach, G. B. 1928. “Direct Purchase of Imported Raw Materials.” HBR 7 (October, no. 1): 35–42. American manufacturers are in dire need of better procurement methods for raw materials with regards to quality, uniformity, and for adaptability to speciﬁc manufacturing needs.

5865 “Cycle Analysis as an Aid to Judgment of Price Tendencies.” 1926. HBR 4 ( January, no. 2): 212–222.

Skinner ﬁnds that improvements in real productivity are not easy to attain. Approaches that pare down direct labor costs are proving shortsighted and fundamentally ﬂawed. Manufacturers instead need to focus their thinking from cost cutting toward quality enhancement, strategy and process technology.

5869 Miller, J. G. and T. E. Vollman. 1985. “The Hidden Factory.” HBR 63 (September-October, no. 5): 142–151. Overhead costs, as a percentage of overall manufacturing costs, have risen steadily over the last 100 years. Conversely, the ratio of direct labor to value added has declined. Today’s production managers have more direct leverage on improving productivity by cutting overhead as opposed to pruning direct labor.

5870 Abernathy, W. J. and K. Wayne. 1974. “Limits of the Learning Curve.” HBR 52 (SeptemberOctober, no. 5): 109–119. Abernathy and Wayne explain how the “learning curve” concept (i.e., that product costs decline systematically by a common percentage each time that volume doubles) has contributed to successful marketing and production strategies for many companies; albeit with unanticipated consequences.

5871 De Simone, D. V. 1972. “Moving to Metric Makes Dollars and Sense.” HBR 50 ( January-February, no. 1): 100–111. The question of whether to shift the U.S. basis of measurement to the metric system has been debated for 150 years. Support for the shift has gained momentum on the assumption that the United States might be the only economy to utilize the inch. De Simone acknowledges potential costs to U.S. business exist but believes that the substantial beneﬁts outweigh the risks from this conversion.

[“Summaries of Business Research” Feature]— Knowing when to purchase raw materials is becoming a more signiﬁcant responsibility for top management.

5872 Hansen, J. J. 1968. “The Case of the Precarious Program.” HBR 46 ( January-February, no. 1): 14–34, 170.

5866 “Spreading Purchases Among Low Bidders: Fligg Shoe Company.” 1925. HBR 3 ( July, no. 4): 501–505.

[“Problems in Review” Feature]— Hansen’s case study reﬂects many problems that growing numbers of companies face—particularly those in advanced technology industries — with program management.

[“HBR Case Study” Feature]— The Fligg Shoe Company faces a difﬁcult time obtaining the necessary supplies it needs to ﬁll several major orders. As such, the purchasing agent recommends splitting these orders among its lowest bidders.

5873 Likert, R. and S. E. Seashore. 1963. “Making Cost Control Work.” HBR 41 (November-December, no. 6): 96–108. Because of worker resistance, crash cost-cutting often

5874–5887

Operations & Production

370

increases costs instead of reducing them. Likert and Seashore offer a human relations oriented approach to reducing costs.

5874 Lawler, P. F. 1947. “Note on Control in Small Businesses.” HBR 25 (Summer, no. 4): 521–526. Lawler surveyed 37 manufacturing-oriented small companies on how those companies capture information needed to control their businesses.

5875 “Manufacturing Versus Purchasing.” 1928. HBR 6 ( January, no. 2): 231–239. [“HBR Case Study” Feature]— Examines whether a manufacturing company is better off producing their own materials to operate their business or should these items be purchased from other vendors?

Product Development and Time to Market 5876 Royer, I. 2003. “Why Bad Projects Are Hard to Kill.” HBR 81 (February, no. 2): 48–56. Proponents of new initiatives can suffer from blind faith even when it is apparent that their project is doomed. Hence, managers who can pull the plug on a project before it turns into a money sink-hole deserve far greater organizational appreciation.

5877 Fleming, L. and O. Sorenson. 2001. “The Dangers of Modularity.” HBR 79 (September, no. 8): 20–21. [“Forethought” Feature]— From Patent Ofﬁce data, Fleming and Sorenson ﬁnd that “true” breakthrough products tend to arise from “messier” designs with unpredictable parts.

5878 Iansiti, M. and A. MacCormack. 1997. “Developing Products on Internet Time.” HBR 75 (September-October, no. 5): 108–117. New rivals and competitors appear suddenly. Internet companies can integrate their designs until the last possible moment before a product is introduced into the market. Moreover, as standards and regulations change, the ﬁrm’s customer base can easily move to other suppliers. In essence, businesses require a development process that embraces change.

5879 Feitzinger, E. and H. L. Lee. 1997. “Mass Customization at Hewlett-Packard: The Power of Postponement.” HBR 75 ( January-February, no. 1): 116–123. Feitzinger and Lee ﬁnd that the key to mass-customization is postponing the task of differentiating a product for a speciﬁc customer until the last possible point in the supply network. Doing so enables a ﬁrm to operate with maximum efﬁciency in meeting customer orders with a minimum amount of inventory.

It also considers the emotional and cognitive aspects of a product based on how people interact with it.

5881 Bowen, H. K., K. B. Clark and C. A. Holloway. 1994. “Development Projects: The Engine of Renewal.” HBR 72 (September-October, no. 5): 108–120. [“Regaining the Lead in Manufacturing” Series]— From analyzing the “development projects” for companies such as Ford Motor, Digital Equipment, and Chaparral Steel, Bowen and his colleagues describe seven factors that successful corporate projects embody.

5882 Wheelwright, S. C. and K. B. Clark. 1992. “Creating Project Plans to Focus Product Development.” HBR 70 (March-April, no. 2): 70–82. The ability to develop successful products leads to long-term competitiveness. Aggregate project plans enable ﬁrms to manage their strategic development projects.

5883 Frey, D. 1991. “Learning the Ropes: My Life as a Product Champion.” HBR 69 (September-October, no. 5): 46–56. [“First Person” Feature]— Frey, a R&D engineer and a Ford Motor Company vice president for product development, discusses his career at Ford and his involvement with the Ford Mustang. Frey ﬁnds that innovation is lost without people (i.e., “product champions”) who believe in a new product and understand how to institute a new product.

5884 Clark, K. B. and T. Fujimoto. 1990. “The Power of Product Integrity.” HBR 68 (NovemberDecember, no. 6): 107–118. The ways in which companies maintain a strong sense of integrity in their product development processes stems from coherence and integration at all levels. By devising strong product concepts that can be integrated into the production and design details, the development process can be focused on achieving customer satisfaction.

5885 Nevens, T., G. L. Summe and B. Uttal. 1990. “Commercializing Technology: What the Best Companies Do.” HBR 68 (May-June, no. 3): 154–163. Nevens and his coauthors ﬁnd that the leading companies commercialize two or three times the number of new products or processes than their more marginal competitors. They also bring their products to the market in half the time of their competition while competing in twice as many geographical markets.

5886 Dean, J. W., Jr. and G. I. Susman. 1989. “Organizing for Manufacturable Design.” HBR 67 ( January-February, no. 1): 28–36. [“Getting Things Done” Feature]— Dean and Susman describe the advantages and drawbacks of four organizational approaches for designing and launching a manufactured product.

5880 March, A. 1994. “Usability: The New Dimension of Product Design.” HBR 72 (SeptemberOctober, no. 5): 144–149.

5887 Stalk, G., Jr. 1988. “Time—The Next Source of Competitive Advantage.” HBR 66 ( July-August, no. 4): 41–53.

User-centered design encompasses ergonomic features.

The leading Japanese ﬁrms recognize that time is a

371 critical component for company performance. “Timebased approaches” enable companies to break away from the old planning loop structure and generate faster new product introductions.

5888 Hayes, R. H. and S. C. Wheelwright. 1979. “The Dynamics of Process-Product Life Cycles.” HBR 57 (March-April, no. 2): 127–136. Hayes and Wheelwright ﬁnd that companies who automate their production processes without understanding the problems that this causes for a marketing department are likely to encounter an acrimonious relationship between the two departments.

5889 Corey, E. R. 1975. “Key Options in Market Selection and Product Planning.” HBR 53 (September-October, no. 5): 119–128. With marketing strategy, Corey describes how interwoven the “horizontal dimensions” (i.e., what segments of the end-user market should be served) with their “vertical dimensions” (i.e., what level of the manufacturing process needs to be served). To exploit both options, top management must be realistic about the strengths and weaknesses of their ﬁrm, the market opportunities available to as well as knowing what the product means to its end users.

5890 Sarrow, A. R. 1969. “CSPC: Reporting Project Work to the Top.” HBR 47 ( January-February, no. 1): 88–97. Sarrow describes how a new cost control technique can integrate cost data in a meaningful manner.

5891 Dreyfuss, H. 1950. “The Industrial Designer and the Businessman.” HBR 28 (November, no. 6): 77–85. Industrial designers create many pleasing and better products for manufacturers at relatively low cost.

5892 Whitehead, T. N. 1932. “Planning Standardized Components to Secure Variety in Products.” HBR 10 (April, no. 3): 257–268. Whitehead describes how product planning involves research, development and design along with a wide array of mathematical calculations to ascertain the product’s strengths and stress points.

5893 Shepard, A. 1930. “The Quick-Freezing Process and the Distribution of Perishable Foods.” HBR 8 (April, no. 3): 339–345. “Quick freezing” is a new method for preparing and preserving otherwise perishable foods.

Operations & Production

5888–5901

5895 Matta, N. F. and R. N. Ashkenas. 2003. “Why Good Projects Fail Anyway.” HBR 81 (September, no. 9): 109–114. [“Best Practice” Feature]— Whenever projects fail to deliver, the problem typically does not involve the idea or the planning that went into it. Execution, instead, is the culprit. Managers expect they can plan for all the variables in a complex project. Matta and Ashkenas counter that it is simply impossible to do this.

5896 Elton, J. and Roe. J. 1998. “Bringing Discipline to Project Management.” HBR 76 (MarchApril, no. 2): 153–159. [“Books in Review” Feature]— Elton and Roe review Eliyahu M. Goldratt’s new book, Critical Chain, in which Goldratt describes his theory of constraints with regards to “project management.”

5897 Staw, B. M. and J. Ross. 1987. “Knowing When to Pull the Plug.” HBR 65 (March-April, no. 2): 68–74. Executives sometimes get tied into projects that should be terminated. Staw and Ross emphasize that management and ﬁrms should understand why people get tied to losing courses of action when they have no chance of preventing this type of occurence.

5898 Milliken, J. G. and E. J. Morrison. 1973. “Management Methods from Aerospace.” HBR 51 (March-April, no. 2): 6–22, 138–164. [“Keeping Informed” Feature]— Milliken and Morrison describe how the aerospace industry adopted and reﬁned administrative techniques such as PERT, the “Source Evaluation Board” process and the “Maintainability Analysis.” The authors describe an array of books and articles that describe these techniques.

5899 Block, E. B. 1971. “Accomplishment/Cost: Better Project Control.” HBR 49 (May-June, no. 3): 110–124. Companies involved in large-scale projects are plagued by how resources are budgeted. Block describes a new “progress-reporting” technique for providing easy and accurate cost data for all levels of project management.

5900 Howell, R. A. 1968. “Multiproject Control.” HBR 46 (March-April, no. 2): 63–70. Howell’s color-coded and easy-to-read progress charts enable executives to effectively manage a host of projects.

Quality Control Issues Project Analysis 5894 Klein, G. 2007. “Performing a Project Premortem.” HBR 85 (September, no. 9): 18–19.

5901 Juran, J. M. 1993. “Made in U.S.A.: A Renaissance in Quality.” HBR 71 ( July-August, no. 4): 42–50.

[“Forethought” Feature]—Projects often fail when individuals are reluctant to express misgivings during the planning phases. Klein offers a “pre-mortem” technique to help project teams identify and alleviate these risks in a non-threatening manner.

[“First Person” Feature]— In comparing Japanese to American business practices, Juran ﬁnds that Japanese executives are committed to the notion of “quality.” American executives, in contrast, are preoccupied with ﬁnancial performance. American CEOs, however, are

5902–5916

Operations & Production

372

now taking an interest in quality management that Juran hopes is the beginning of a quality revolution.

5902 Niven, D. 1993. “When Times Get Tough: What Happens to TQM?” HBR 71 (May-June, no. 3): 20–34. [“HBR Case Study” Feature]—Niven’s case study deals with a chemical company who must reconsider its total quality management (TQM) program in the face of being downsized.

5903 Garvin, D. A. 1991. “How the Baldridge Award Really Works.” HBR 69 (November-December, no. 6): 80–95. The Malcolm Baldrige National Quality Award is an important catalyst for transforming American business; albeit, the award is also the target of acrimonious criticism. Garvin found that the best way to comprehend the Baldrige award is to see it as a framework for inspiring companies to improve their efforts at achieving quality.

5904 Krantz, K. T. 1989. “How Velcro Got Hooked on Quality.” HBR 67 (September-October, no. 5): 34–40. [“Growing Concerns” Feature]—As a supplier to General Motors, Velcro Industries was given 90 days to establish a total quality control program or otherwise lose GM as a major customer. Krantz discusses the steps Velcro engaged in and the difﬁculties that had to be overcome to meet GM’s directive.

5905 Leonard, F. S. 1988. “The Case of the Quality Crusader.” HBR 66 (May-June, no. 3): 12–20. [“HBR Case Study” Feature]— Leonard’s case study involves an employee who confronts his supervisor about defective products being shipped to customers.

5906 Gulliver, F. R. 1987. “Post-Project Appraisals Pay.” HBR 65 (March-April, no. 2): 128–132. [“Special Report” Feature]—Gulliver describes British Petroleum’s efforts to assess projects several years after they were completed to ascertain how they succeeded or failed.

5907 Tucker, F. G., S. M. Zivan and R. C. Camp. 1987. “How to Measure Yourself Against the Best.” HBR 65 ( January-February, no. 1): 8–10. [“Ideas for Action” Feature]—Sometimes it is useful for a ﬁrm to compare itself against its direct competitors. That, however, may not provide one with a sense of “best practice.” Tucker and her coauthors ﬁnd that using noncompetitors to benchmark against may be the most reliable way to determine best practice. A logistics unit at Xerox used L. L. Bean for precisely that purpose.

5908 Lawler, E. E., III and S. A. Mohrman. 1985. “Quality Circles After the Fad.” HBR 63 ( JanuaryFebruary, no. 1): 65–71. Having examined the impact of quality control circles, Lawler and Mohrman contend that quality control circles offer distinct advantages. Quality circles also have qualities that lead to their self-destruction.

5909 Gitlow, H. S. and P. T. Hertz. 1983. “Product Defects and Productivity.” HBR 61 (September-October, no. 5): 131–141.

Whenever product quality suffers, the work force is blamed even though they do not have the wherewithal to change the production process. Gitlow and Hertz counter that it is top management’s responsibility to get these defects under statistical control.

5910 Garvin, D. A. 1983. “Quality on the Line.” HBR 61 (September-October, no. 5): 64–75. From analyzing manufacturers of Japanese and American air conditioners, Garvin argues that sound management practices, as opposed to national origins or cultural traits, produce superior ﬁnancial performance.

5911 Reddy, J. and A. Berger. 1983. “Three Essentials of Product Quality.” HBR 61 ( July-April, no. 4): 153–159. Japanese and German competition is forcing American manufacturers to meet or exceed global standards with regards to quality and product performance.

5912 Takeuchi, H. and J. A. Quelch. 1983. “Quality Is More Than Making a Good Product.” HBR 61 ( July-August, no. 4): 139–145. Since servicing needs vary during a product’s life span, a ﬁrm must analyze consumer desires to ascertain the service and repair needs deemed most important.

5913 Leonard, F. S. and W. E. Sasser, Jr. 1982. “The Incline of Quality.” HBR 60 (September-October, no. 5): 163–171. Many are convinced that “Made in Japan” has replaced “Made in the USA” as a label guaranteeing quality. This perception on the declining quality of American goods and services is dead wrong. On an absolute scale, American quality has never been higher as evidenced by the television sets produced by RCA and Zenith, computers built by Digital Equipment Corporation and IBM or the jeans made by Levi Strauss and Wrangler.

5914 Vinson, W. D. and D. F. Heany. 1977. “Is Quality Out of Control?” HBR 55 (November-December, no. 6): 114–122. Greater public attention on product defects is making many companies reexamine their notion of quality analysis. Vinson and Heany describe a technique that involves a “product map” which takes customer expectations into consideration for product design and the manufacturing processes.

5915 Kamen, J. M. 1977. “Controlling ‘Just Noticeable Differences’ in Quality.” HBR 55 (November-December, no. 6): 12–16, 162–164. [“Ideas for Action” Feature]— Kamen’s notion of “just noticeable differences” illustrates how inadvertent actions can subtly and gradually alter the character of one’s product line or services.

5916 Hostage, G. M. 1975. “Quality Control in a Service Business.” HBR 53 ( July-August, no. 4): 99–106. Hostage examines whether quality control efforts in the service industry are akin to those in the manufacturing sector.

373 5917 Moore, L. B. 1958. “How to Manage Improvement.” HBR 36 ( July-August, no. 4): 75–84. Moore discusses the foundations or principles necessary when emphasizing product quality.

5918 “Position of the Inspection Department in an Organization Manufacturing Electrical Goods.” 1925. HBR 3 ( January, no. 2): 238–240. [“HBR Case Study” Feature]—A manufacturer of high quality electrical goods wonders if its quality control inspectors should be assigned to the production or engineering department.

Operations & Production

5917–5931

pany management asked the mill’s employees for help in solving these problems. The paper mill’s employees developed four progressive problem solving loops that made the paper mill the industry’s number one supplier in only 21 ⁄ 2 years.

5925 Davis, D. 1985. “New Projects: Beware of False Economies.” HBR 63 (March-April, no. 2): 95–101. Davis explains how “re-engineering” is a means to capture new solutions or in making a decision to abandon some aspect of a project.

Reengineering Issues

Technological Change

5919 Petroski, H. 2004. “Look to First to Failure.” HBR 82 (October, no. 10): 18–20.

5926 Ferguson, G. T. 2002. “Have Your Objects Call My Objects.” HBR 80 ( June, no. 6): 138–144.

[“Forethought” Feature]— Petroski ﬁnds that “failures” reveal far more to engineers or r&d scientists than do “successes,” particularly on the re-engineering front.

5920 Bernick, C. L. 2001. “When Your Culture Needs a Makeover.” HBR 79 ( June, no. 6): 53–61. [“First Person” Feature]— Alberto-Culver’s sales growth was stagnant. The company was also encountering its most competitive environment. By making radical changes to its corporate culture, Alberto-Culver’s sales increased 83 percent over a six year period with employee turnover being cut in half.

5921 Hammer, M. and S. Stanton. 1999. “How Process Enterprises Really Work.” HBR 77 (November-December, no. 6): 108–120. Many companies who successfully re-engineer their core processes do so by combining related activities from different departments. Activities that do not add value are eliminated. Few ﬁrms, however, have aligned their organization with their core processes.

5922 Hall, G., J. Rosenthal and J. Wade. 1993. “How to Make Reengineering Really Work.” HBR 71 (November-December, no. 6): 119–133. From studying reengineered projects at more than 100 companies, Hall and his coauthors discovered how difﬁcult it is to plan and implement a reengineering project.

5923 Hammer, M. 1990. “Reengineering Work: Don’t Automate, Obliterate.” HBR 68 ( July-August, no. 4): 104–113. The traditional rules of business emphasized control and efﬁciency. It never addressed production deﬁciencies. In contrast, Hammer describes how re-engineering is organized around outcomes as opposed to tasks in a manner designed to achieve dramatic performance improvements.

[“Frontiers” Feature]—“Object-to-object communication” is practical for a number of uses since human interaction is not necessary. Ferguson describes how ﬁrms are adopting smart tags (i.e., radio frequency identiﬁcation chips (RFID)) to cut costs, boost security and assist customers.

5927 Hayes, R. H. and R. Jaikumar. 1988. “Manufacturing’s Crisis: New Technologies, Obsolete Organizations.” HBR 66 (September-October, no. 5): 77–85. New managerial styles, organizational structures, changes in cost accounting, performance measurement procedures, human resource management, and capital budgeting are essential as modern manufacturing technologies require leadership skills such as imagination as well as a passion for detail.

5928 Sheil, B. 1987. “Thinking About Artiﬁcial Intelligence.” HBR 65 ( July-August, no. 4): 91–97. Sheil predicts how artiﬁcial intelligence will be used at the margins of an operation instead of in a centralized capacity for solving operational problems that are highly specialized.

5929 Whitney, D. E. 1986. “Real Robots Do Need Jigs.” HBR 64 (May-June, no. 3): 110–116. Whitney describes how robotics are changing one’s manufacturing tasks and then debunks a false notion that robotics can imitate human workers.

5930 Kantrow, A. M. 1986. “Wide-Open Management at Chaparral Steel.” HBR 64 (May-June, no. 3): 96–102. [An Interview with Gordon E. Forward]— Forward discusses the winning ﬁnancial performance of the Chaparral Steel Company and how the company implemented new technologies to improve productivity.

5924 Sirkin, H. and G. Jr. Stalk. 1990. “Fix the Process, Not the Problem.” HBR 68 ( July-August, no. 4): 26–33.

5931 Foulkes, F. K. and J. L. Hirsch. 1984. “People Make Robots Work.” HBR 62 ( January-February, no. 1): 94–102.

[“Getting Things Done” Feature]— Sirkin and Stalk write about a paper mill on the verge of bankruptcy; most of which stems from poor product quality. Com-

Foulkes and Hirsch offers companies ways to implement robotics into the production process and then retrain the affected workers.

5932–5946

Operations & Production

374

5932 Norman, H. R. and P. Blair. 1982. “The Coming Growth in ‘Appropriate’ Technology.” HBR 60 (November-December, no. 6): 62–66. [“Ideas for Action” Feature]—Norman and Blair report on a nonproﬁt organization’s efforts to develop technology for Third World farmers and small entrepreneurs.

5933 Foster, R. N. 1971. “Organize for Technology Transfer.” HBR 49 (November-December, no. 6): 110–120. Very few U.S. companies are organizing their technology transfer efforts in a systematic manner. Foster describes the use of data banks for achieving this purpose.

5934 Quinn, J. B. 1967. “Technological Forecasting.” HBR 45 (March-April, no. 2): 89–106. Corporate decision-making can be improved if technological opportunities and threats are identiﬁed in one’s strategic plans.

5935 Bright, J. R. 1960. “Are We Falling Behind in Mechanization?” HBR 38 (November-December, no. 6): 93–106. Many of the most advanced production systems, machinery and equipment are imported from abroad. Bright believes it is time for American management to put new vigor into its mechanization efforts.

5936 Howard, F. A. 1941. “Synthetic Rubber.” HBR 20 (Autumn, no. 1): 1–9. Natural rubber was historically imported from Brazil as well as the Far East Colonies. That led to high transportation costs along with problems securing accessible shipping lanes due to war. Synthetic rubber, in contrast, has been developed to where it is cheaper and more durable than its natural counterpart.

5937 Higgins, J. W. 1932. “Fine Arts in Mass Production.” HBR 10 ( July, no. 4): 309–410. Higgins writes of the efforts that American industry is making to “make the practical more beautiful” and then to make the “beautiful more practical.”

5938 Daugherty, C. R. 1928. “Index of the Installation of Machinery in the United States Since 1850.” HBR 6 (April, no. 3): 278–292. Daugherty describes a three-year study on the impact of increasing horsepower levels in American plants.

5939 Jones, O. 1925. “The Indian Market for Cotton Goods.” HBR 4 (October, no. 1): 40–48. The industrial revolution, by facilitating mass production of cheap textiles, produced the death of India’s great hand loom industry.

Public Policy Business-Government Interaction 5940 Yaziji, M. 2004. “Turning Gadﬂies into Allies.” HBR 82 (February, no. 2): 110–115. [“Best Practice” Feature]—By partnering with NGOs, companies could capture the strengths associated with NGOs. It would also accelerate innovation, shape legislation as well as set technical and regulatory standards for an industry.

5941 Graham, G. 2001. “The Leader as Lobbyist.” HBR 79 ( June, no. 6): 24–26. [“Forethought” Feature]—Graham describes why senior executives are better than most lobbyists at informing and educating members of Congress or a state legislature on the issues affecting their businesses.

5942 Goldsmith, S. 1997. “Can Business Really Do Business with Government?” HBR 75 (May-June, no. 3): 110–122. Since 1992, when Stephen Goldsmith was ﬁrst elected mayor, Indianapolis has opened up more than 70 services to competitive bidding, reduced its operating budget, twice lowered taxes, cut its non-public-safety workforce and increased its budget reserves. The business community, however, has been slow to grasp the signiﬁcance of this.

5943 Choate, P. 1990. “Political Advantage: Japan’s

Campaign for America.” HBR. 68 (September-October, no. 5): 87–104. Japan’s spending on Washington, D.C. lobbyists is greater than the ﬁve most inﬂuential American special interest groups. It is intended to keep the American market open to exports, purchase American real estate and suppress American criticism of Japanese trade practices.

5944 Yofﬁe, D. B. 1988. “The Politics of Business: How an Industry Builds Political Advantage.” HBR 66 (May-June, no. 3): 82–89. Yofﬁe describes how the semiconductor industry compiled one of the most impressive political performance records during the 1980s; in large part due to the activism of the industry’s chief executive ofﬁcers.

5945 Weinberg, M. W. 1988. “The Politics of Business: The Political Education of Bob Malott, CEO.” HBR 66 (May-June, no. 3): 74–81. As chief executive ofﬁcer of the FMC Corporation, Bob Malott, speaks out on the importance of Congress implementing product liability law reform.

5946 Nolan, J. T. 1985. “Political Surﬁng When Issues Break.” HBR 63 ( January-February, no. 1): 72– 81. Nolan examines whether the views of environmentalists, consumer advocates and other activists attract the

375

Public Policy

5947–5962

same degree of media attention that business executives receive.

5955 Chandler, A. D., Jr. 1979. “The Adversaries.” HBR 57 (November-December, no. 6): 88–92.

5947 Morrison, P. 1982. “Playing Political Hardball.” HBR 60 (September-October, no. 5): 34–36.

[Part of HBR’s “Business and Public Policy” article]— Chandler examines the historical context concerning the hostility between government and business throughout American history.

[“For the Manager’s Bookshelf ” Feature]— Morrison reviews Edward Grefe’s new book, Fighting to Win, which admonishes business to be far more proactive in politics and in the development of public policy.

5948 Gumpert, D. E. and J. A. Timmons. 1982. “Penetrating the Government Procurement Maze.” HBR 60 (May-June, no. 3): 14–20. [“Growing Concerns” Feature]— Gumpert and Timmons maintain that the federal government’s bureaucratic maze, which leaves most small businesses feeling discouraged, is far easier to manipulate than perceived.

5949 Bemis, J. and J. A. Cairns. 1981. “In Minnesota, Business Is Part of the Solution.” HBR 59 ( July-August, no. 4): 85–93. Top management in many of Minnesota’s largest companies realized that business seemed in constant opposition to state legislation considered progressive. As such, the chief executive ofﬁcers from these companies formed the Minnesota Business Partnership to disseminate their views.

5950 McQuaid, K. 1981. “The Roundtable: Getting Results in Washington.” HBR 59 (May-June, no. 3): 114–123. The Business Roundtable was instituted during the Nixon Administration to improve business’s reputation in addition and generate more palatable legislative and regulatory-oriented results.

5951 Kay, A. F. 1980. “A Less Taxing Way to Pay Uncle Sam.” HBR 58 (March-April, no. 2): 73–81. Kay ﬁnds that the long-standing hostility between business and government largely stems from the legal structure of corporations with their board of directors and shareholders.

5952 Brenner, S. N. 1979. “Business and Politics: An Update.” HBR 57 (November-December, no. 6): 149–163. Brenner contends that business is now more organized and adroit at participating in the political process. Conversely, the public’s distaste for business’s involvement in the political process keeps growing.

5953 Shapiro, I. S. 1979. “The Process.” HBR 57 (November-December, no. 6): 98–102. [Part of HBR’s “Business and Public Policy” article]— As head of the Business Roundtable, Shapiro advocates having people from government and business attain exposure to the other’s “theology” through education and experience.

5954 Schultz, G. P. 1979. “The Abrasive Interface.” HBR 57 (November-December, no. 6): 93–97. [Part of HBR’s “Business and Public Policy” article]— Schultz offers ways to heal the tension between business and the American government.

5956 Dunlap, J. T. 1979. “The Concerns.” HBR 57 (November-December, no. 6): 86–87. [Part of HBR’s “Business and Public Policy” article]— Dunlap argues that business executives need a much better grasp of the public policy “apparatus.” As such, they should be encouraged to operate in a public administration capacity for a period of two to four years.

5957 Rohatyn, F. G. 1979. “Public-Private Partnerships to Stave Off Disaster.” HBR 57 (NovemberDecember, no. 6): 6–10. [“Ideas for Action” Feature]— Having been instrumental in preventing New York City from being insolvent, Rohatyn ﬁnds that America’s political system will be in dire straits if the business sector is not more active.

5958 Fenn, D. H., Jr. 1979. “Finding Where the Power Lies in Government.” HBR 57 (SeptemberOctober, no. 5): 144–153. Business interests would be better served if they had a clearer grasp of the government’s decision-making process.

5959 Gumpert, D. E. and S. E. Maxwell. 1979. “Evaluating the SBA: Its Programs, Problems, and Future.” HBR 57 (March-April, no. 2): 182–198. [“Growing Concerns” Feature]— Gumpert and Maxwell interview the Small Business Administration’s [SBA] director, A. Vernon Weaver, on the scope of the agency’s activities and the mounting criticism plaguing it.

5960 O’Toole, J. 1979. “What’s Ahead for the Business-Government Relationship.” HBR 57 (MarchApril, no. 2): 94–105. From surveying executives, labor leaders, and other opinion leaders, O’Toole ﬁnds that few predict consumer or environmental changes in the 1990s that would impede business from being proﬁtable and efﬁcient.

5961 Mills, D. Q. 1978. “Review of a Time for Truth and Washington’s Hidden Tragedy.” HBR 56 (November-December, no. 6): 46–50. [“For the Manager’s Bookshelf ” Feature]— Mills reviews William Simon’s, A Time for Truth, and Frederic Malek’s, Washington’s Hidden Tragedy: The Failure to Make Government Work, about their work in the Nixon and Ford Administrations.

5962 Lodge, G. C. 1978. “Review of Politics and Markets.” HBR 56 (March-April, no. 2): 172–173. [“For the Manager’s Bookshelf ” Feature]— Lodge reviews Charles Lindholm’s, Politics and Markets: The World’s Political-Economic Systems, on the relationship between government, business and whether business occupies a privileged position throughout government.

5963–5980

Public Policy

376

5963 Dayton, D. J. 1974. “Loaned Executives Shake Up a State’s Government.” HBR 52 (November-December, no. 6): 14–20. [“Ideas for Action” Feature]— Minnesota’s governor commissioned a study of company executives on the effectiveness of executive branch agencies in his administration.

5964 Weiss, H. L. 1974. “Why Business and Government Exchange Executives.” HBR 52 ( July-August, no. 4): 129–140. Weiss describes a new government program that arranges exchange programs between business and government as a way to eliminate much of the rancor between each sector.

5965 Haley, M. R. and J. M. Kiss. 1974. “Larger Stakes in Statehouse Lobbying.” HBR 52 ( JanuaryFebruary, no. 1): 125–135. State legislatures seem dominated by young, socially conscious, lawmakers who care more about public interest advocacy than with business concerns. As such, business must reframe its lobbying efforts to inﬂuence state legislation.

5966 Lamont, D. F. 1973. “Joining Forces with Foreign State Enterprises.” HBR 51 ( July-August, no. 4): 68–79. Foreign state enterprises, many of which are conglomerates, get favored political treatment and are growing in power and managerial savvy. Lamont outlines some tendencies of effective joint ventures between American companies and these foreign-state enterprises.

5967 Malek, F. V. 1972. “Mr. Executive Goes to Washington.” HBR 50 (September-October, no. 5): 63–68. When corporate executives are nominated to federal appointments, it is not uncommon for them to ﬁnd things don’t work the way they did in the private sector (i.e., having their wishes being expeditiously carried out).

5968 Greyser, S. A. 1968. “Business and Politics, 1968.” HBR 46 (November-December, no. 6): 4–12, 185–188. [“Special Report” Feature]—Harvard Business Review surveyed corporate executives on their personal participation in the 1968 presidential campaign.

5969 Henderson, H. 1968. “Should Business Tackle Society’s Problems.” HBR 46 ( July-August, no. 4): 77–85. Henderson describes the strange relationship that business has with the government; one which is not guided by a coherent national policy.

5970 Bauer, R. A. and S. A. Greyser. 1967. “The Dialogue That Never Happens.” HBR 45 (November-December, no. 6): 2–12, 186–190. [“Thinking Ahead” Feature]— Government and business leaders have long advocated having a “dialogue” to reduce the friction that exists between the two. Bauer and Greyser examine if these issues can really be resolved by talking with one another .

5971 Hutchison, G. S. 1967. “Reactions to the ‘Latent Lobby.’” HBR 45 ( July-August, no. 4): 166–180. [“Problems in Review” Feature]— Readers react to a case study in which the All Sports Manufacturing Company of Chicago should be represented by a government lobbyist in Washington, D. C..

5972 Levitt, T. 1967. “The Johnson Treatment.” HBR 45 ( January-February, no. 1): 114–128. Levitt examines the impact of President Johnson’s agenda of vigorous government action to improve the social and economic conditions of destitute Americans.

5973 Fenn, D. H., Jr. 1967. “The Case of the Latent Lobby.” HBR 45 ( January-February, no. 1): 22– 29, 172–186. [“Problems in Review” Feature]— Fenn’s ﬁctional play pursues whether companies need a Washington lobbyist for dealing with regulatory agencies and Congress.

5974 Ramo, S. 1965. “Management of Government Programs.” HBR 43 ( July-August, no. 4): 6–12, 163. [“Thinking Ahead” Feature]— Ramo examines whether industry has any responsibility with regards to the management of governmental programs.

5975 Greyser, S. A. 1964. “Business and Politics, 1964.” HBR 42 (September-October, no. 5): 22–32. [“Problems in Review” Feature]— Businessmen were surveyed on the political activities and inﬂuence of business with regards to public policy.

5976 Hoover, J. E. 1964. “The U. S. Businessmen Faces the Soviet Spy.” HBR 42 ( January-February, no. 1): 140–161. Hoover, as director of the Federal Bureau of Investigation, describes why Soviet espionage agents would inﬁltrate American management.

5977 Clee, G. H. 1962. “The Appointment Book of J. Edward Ellis.” HBR 40 (November-December, no. 6): 79–92. In a ﬁctious story, a company president is troubled by the rapidly changing relations between government and business.

5978 Greyser, S. A. 1962. “The Case of the PartTime Politician.” HBR 40 ( January-February, no. 1): 14–30, 158–160. [“Problems in Review” Feature]—Four individuals respond to a company president’s decision to grant release time to an executive to participate in a political campaign.

5979 Cherington, P. W. and R. L. Gillen. 1961. “The Company Representative in Washington.” HBR 39 (May-June, no. 3): 109–115. Cherington and Gillen discuss the role and responsibilities of company lobbyists.

5980 Reagan, M. D. 1960. “The Seven Fallacies of Business in Politics.” HBR 38 (March-April, no. 2): 60–68. Reagan wonders whether corporate executives realize how important it is for them to be politically active.

377 5981 Sheldon, B. E. 1959. “Businessmen Must Get into Politics.” HBR 37 (March-April, no. 2): 37–47. If business is to improve its inﬂuence in the legislative and regulatory arenas, it must be far more active in the political process.

5982 Williams, G. M. 1958. “Can Businessmen Be Democrats?” HBR 36 (March-April, no. 2): 102–106. With problems stemming from highway construction, education, health care, the American cities and the environment, Williams describes why progressive business executives belong in the Democratic Party.

5983 Cochran, T. C. 1956. “Business and the Democratic Tradition.” HBR 34 (March-April, no. 2): 39–48. Cochran discusses the difﬁcult interactions that businesses have with all levels of government and what they must do to be inﬂuential throughout the United States and abroad.

5984 Ashler, P. F. 1951. “Small Business and Defense Contracts.” HBR 29 (May, no. 3): 104–112. Ashler discusses some federal laws and procedures to aid small businesses when marketing their goods and services to the Department of Defense.

5985 Maxwell, J. A. 1948. “Fiscal Program of the 80th Congress.” HBR 26 ( January, no. 1): 63–73. Maxwell discusses the vested interest businessmen have with Congressional spending.

5986 Pray, K. L. 1947. “Financial Status of Federal Corporations.” HBR 25 (Winter, no. 2): 145–157. Since their creation in the 1930s, government corporations are emerging as the fourth branch of government . Pray is particularly concerned about the secrecy which shrouds these outﬁts.

5987 Whitehead, T. N. 1937. “Social and Political Tendencies of the Present Day.” HBR 15 (Spring, no. 3): 275–282. Whitehead stresses that business and government must create viable partnerships and do everything possible to prevent antagonistic relationships.

5988 Schwob, P. 1934. “Relations Between the State and the Electric Power Industry in France.” HBR 13 (October, no. 1): 83–95. Schwob examines the difﬁculties between the French government and the electrical industry from a judicial and administrative standpoint.

5989 Holcombe, A. N. 1934. “Business Takes a New Partner.” HBR 12 (April, no. 3): 261–273. Holcombe describes the new relationship between the federal government and business that stems from the Roosevelt Administration’s New Deal Program.

Domestic Politics

Public Policy

5981–5999

mindset that produces success in business is considerably different from that which is needed to be President of the United States or a state governor.

5991 Bolling, R. 1983. “The Tyranny of Special Interests.” HBR 61 (November-December, no. 6): 90– 94. [“For the Manager’s Bookshelf ” Feature]— In reviewing Mancur Olson’s, The Rise and Decline of Nations, Bolling discusses the positive role offered by special interest groups.

5992 Blodgett, T. B. 1979. “Review of the Lobbying Corporation.” HBR 57 ( July-August, no. 4): 56–61. [“For the Manager’s Bookshelf ” Feature]— Blodgett reviews David Vogel’s Lobbying the Corporation: Citizen Challenges to Business Authority on the activities of public interest, religious and shareholder groups.

5993 Levitt, T. 1968. “Why Business Always Loses.” HBR 46 (March-April, no. 2): 81–89. American business has placed itself in the mistaken role of contesting legislation which the public sees as liberating, progressive, and necessary.

5994 Hazard, L. 1963. “Our National Goals — The Hard Choices.” HBR 41 (May-June, no. 3): 22–30, 206. [“Thinking Ahead” Feature]— Hazard prods the American public to make seven difﬁcult choices concerning national goals.

5995 Randall, L. K. 1963. “Federal Fetters for Featherbedders.” HBR 41 ( January-February, no. 1): 82–97. A ﬁctional House of Representatives committee hearing is the setting for a dramatic conﬂict over what should be done about “make-work.”

5996 Biderman, A. D. and E. H. Schein. 1962. “Dangers of Negative Patriotism.” HBR 40 (November-December, no. 6): 93–99. Biderman and Schein ﬁnd that the failure of America’s Korean war effort is partially responsible for public antipathy toward the American business community.

5997 Hazard, L. 1962. “Can We Afford Our National Goals.” HBR 40 (May-June, no. 3): 6–16, 174–182. [“Thinking Ahead” Feature]— Hazard’s cost-beneﬁt analysis assesses 16 national goals that were or are being promulgated by the Kennedy and Eisenhower Administrations.

5998 Haworth, L. L. 1960. “Toward a New Liberalism.” HBR 38 ( July-August, no. 4): 29–34, 153–164. [“Thinking Ahead” Feature]— With the Great Depression over, Haworth ponders whether American liberalism is a dying creed.

5990 Krugman, P. 1996. “A Country Is Not a Company.” HBR 74 ( January-February, no. 1): 40–51.

5999 McCloskey, R. G. 1956. “Conservatives, Businessmen, and Blatherskites.” HBR 34 (SeptemberOctober, no. 5): 37–45.

[“World View” Feature]— Krugman ﬁnds that the

Against a backdrop of businessmen gravitating to con-

6000–6014

Public Policy

servative Republican causes, McCloskey examined the philosophies of George Washington, Alexander Hamilton and Thomas Jefferson to discover that America’s conservative traditions tended to be moderate, legalistic, and intellectual.

6000 Bradford, R. F. 1954. “Politicians are Necessary Too.” HBR 32 (November-December, no. 6): 37–41. Politicians are necessary to maintain America’s democratic institutions in the same manner business executives are needed to keep our economy robust.

6001 _____. 1953. “Politics, Pressure Groups, and the Businessman.” HBR 31 (November-December, no. 6): 33–41.

378 for their destiny, Malik worries that many will become authoritarian instead of adopting the ideals of individual freedom and respect for individuals.

6007 Rostow, W. W. 1960. “Economics for the Nuclear Age.” HBR 38 ( January-February, no. 1): 41– 49. Two important problems must be solved for the American economy to achieve consistent growth: The ﬁrst involves America’s arms race with the Soviet Union; a problem so serious it supersedes every other global problem. In addition, the United States must help the underdeveloped nations of the world maintain their independence and achieve sustained economic growth and technological maturity.

Bradford ﬁnds that the problems of government are so obvious that businessmen cannot ignore them.

6008 McNair, M. P. 1958. “Can We Meet the Crisis?” HBR 36 ( July-August, no. 4): 136–144.

6002 Davenport, F. 1933. “The Magnitude of the Task of the Politician.” HBR 11 ( July, no. 4): 468– 477.

[“Thinking Ahead” Feature]— McNair describes how the Soviet Union’s Sputnik achievements wreaked psychological havoc on the American people and economy.

Politicians of principle can persuade people to behave like human beings even when they “mill around like muddle-headed cattle.”

6009 Panuch, J. A. 1957. “A Businessman’s Philosophy for Foreign Affairs.” HBR 35 (March-April, no. 2): 41–53.

Foreign Policy or International Affairs

Unlike with domestic policy, the inﬂuence corporate executives have on foreign policy is non-existent. Panuch argues, however, that executives must play a major role in formulating foreign policy given the challenges facing America’s economy.

6003 Checa, N., J. Maguire and J. Barney. 2003. “The New World Disorder.” HBR 81 (August, no. 8): 70–79.

6010 Dernburg, H. J. 1950. “Prospects for LongTerm Foreign Investment.” HBR 28 ( July, no. 4): 41–51.

Corporate leaders worldwide must understand that the Bush administration’s global war on terror and the ongoing upheaval of traditional political and economic relationships. Checa and his coauthors contend that with careful analysis, business leaders will respond to the uncertainties of a “new world order.”

In conjunction with President Truman’s desire to help “peace-loving peoples” throughout the world, Dernberg describes how private capital can be instrumental in this endeavor.

6004 Askari, H. 1994. “It’s Time to Make Peace with Iran.” HBR 72 ( January-February, no. 1): 50– 63. [“World View” Feature]—The United States’ relations with Iran are probably worse than they are with any other nation throughout the world. Indications are that Iran’s has its internal struggles under control and would like better relations with the United States. Askari argues that it is in America’s long-term interest to heal those relations as Iran’s natural resources and market potential make it a viable international partner.

6005 Shreeve, T. W. 1984. “Be Prepared for Political Changes Abroad.” HBR 62 ( July-August, no. 4): 111–118. All companies face risks that stem from changes in the political environment. Most, however, have a difﬁcult time monitoring those changes. Shreeve discusses the advantages and disadvantages when ﬁrms hire outside consultants as opposed to tracking those changes themselves.

6011 Abbott, C. C. 1948. “Economic Penetration and Power Politics.” HBR 26 ( July, no. 4): 410–424. With the recently enacted Marshall Plan, Abbott describes what “economic penetration” constitutes and the different ways nations have utilized it throughout history as a foreign policy tool.

6012 Gullet, J. S. 1932. “Economic Planning Versus Economic Sanction.” HBR 10 (April, no. 3): 357–365. Gullet describes the long history that economic sanctions have on foreign policy.

6013 Tucker, R. S. 1929. “A Balance Sheet of the Phillippines.” HBR 8 (October, no. 1): 10–23. Tucker produces a cost-beneﬁt analysis for the United States’ military occupation in the Phillippines.

National Defense Issues

6006 Malik, C. H. 1964. “Ideals for Export.” HBR 42 ( January-February, no. 1): 51–59.

6014 Apgar, M., IV and J. M. Keane. 2004. “New Business with the New Military.” HBR 82 (September, no. 9): 45–56.

With the nations of Africa and Asia now responsible

[“Big Picture” Feature]—The United States military is

379 a $200 billion dollar a year market for contractors. Apgar and Keane describe how the Defense Department is changing because of privatization, outsourcing and becoming more businesslike.

6015 Lundquist, J. T. 1992. “Shrinking Fast and Smart in the Defense Industry.” HBR 70 (November-December, no. 6): 74–85. With the collapse of communism as well as the present economic recession, the defense industry faces its most signiﬁcant shift since the end of World War II. Since defense contractors have excess production and engineering capacity, they also must downsize and liquidate assets on a prudent basis.

6016 Stansberry, J. W. 1985. “New Productivity Incentive for Defense Contractors.” HBR 63 ( January-February, no. 1): 156–158. [“Ideas for Action” Feature]— Stansberry describes some powerful disincentives that stymie the defense procurement process.

6017 Fox, J. R. 1984. “Revamping the Business of National Defense.” HBR 62 (September-October, no. 5): 62–70. Fox examines the problems encountered by defense contractors from cost-overruns on defense weaponry and supplies.

6018 Gansler, J. S. 1977. “Let’s Change the Way the Pentagon Does Business.” HBR 55 (May-June, no. 3): 109–118. Gansler provides steps for the United States government and its defense contractors to produce a more robust defense posture.

6019 Oliver, J. B. and E. J. Weiss. 1975. “Is Selling Technology to the Soviets Dangerous.” HBR 53 ( January-February, no. 1): 18, 144–145. [“Ideas for Action” Feature]— Oliver and Weiss describe the Soviet Union’s interest with American high technology and how the sale of it to the Soviet Union compromises the competitive and defense capabilities of the United States.

6020 Goodhue, L. H. 1972. “Fair Proﬁts from Defense Business.” HBR 50 (March-April, no. 2): 97– 107. The Defense Department proposed changing the proﬁt basis of negotiated contracts from a percentage of expected costs to one contingent on a contractor’s use of capital. The procedure would incorporate cost incentives and allow for variations in risk.

6021 Drake, H. B. 1970. “Major DOD Procurements at War with Reality.” HBR 48 ( January-February, no. 1): 119–140. Drake describes the origins and workings of the Defense Department’s procurement practices for advanced weapon systems. The author emphasizes that the cost overruns plaguing the system stem from ﬂawed government policies.

6022 Anderson, R. M. 1969. “Anguish in the De-

Public Policy

6015–6030

fense Industry.” HBR 47 (November-December, no. 6): 162–182. [“Special Report” Feature]— The defense industry is experiencing difﬁcult times stemming from public criticism, Congressional investigations, and how new development programs are being scaled back. Anderson argues that to reinvigorate the defense procurement system, defense contractors and the federal government must make some painful adjustments.

6023 _____. 1969. “Handling Risk in Defense Contracting.” HBR 47 ( July-August, no. 4): 90–98. Anderson describes ways in which defense contractors can assess and control some uncertainties when bidding for development projects.

6024 McGarrah, R. E. 1969. “Let’s Internationalize Defense Manufacturing.” HBR 47 (May-June, no. 3): 146–155. McGarrah argues that improved contracting procedures would enable governments to build new international common markets for defense.

6025 Raymond, J. 1968. “Growing Threat of Our Military-Industrial Complex.” HBR 46 (May-June, no. 3): 53–64. Raymond ponders whether the United States risks becoming a garrison state since most of its resources are being channeled to national defense.

6026 Meyerson, M. 1967. “Price of Admission into the Defense Business.” HBR 45 ( July-August, no. 4): 111–123. The current procurement process for the Defense Department is expensive and riskier than ever. Meyerson discussses these implications from the perspective of the Martin Marietta Corporation.

6027 Smalter, D. J. and R. L. Ruggles, Jr. 1966. “Six Business Lessons from the Pentagon.” HBR 44 (March-April, no. 2): 64–75. Smalter and Ruggles describe the Defense Department’s planning and programming budgeting process that is done in conjunction with cost-beneﬁt analysis. The two see it useful for corporate planners and managers.

6028 Divita, S. F. 1965. “Selling R & D to the Government.” HBR 43 (September-October, no. 5): 62–75. Manufacturers must develop more of a marketing approach when dealing with the government’s procurement process; something Divita refers to as “capability management.”

6029 Marcus, S. 1964. “Studies of Defense Contracting.” HBR 42 (May-June, no. 3): 20–37. [“Keeping Informed” Feature]—Marcus discusses how company strategy differs when selling to the Defense Department.

6030 Yarnold, K. W. and R. C. Suggs. 1961. “Business Can Save 70,000 Lives.” HBR 39 (NovemberDecember, no. 6): 6–25, 190. [“Thinking Ahead” Feature]— Yarnold and Suggs de-

6031–6048

Public Policy

380

scribe how a sound shelter program carried out by industry and local government could save up to 70 million Americans in the event of a thermo-nuclear attack.

Heunsel describes how the Secretary of Defense’s responsibilities and powers were increased following the changes advocated by the Rockefeller Committee.

6031 Schelling, T. C. 1961. “Arms Control Will Not Cut Defense Costs.” HBR 39 (March-April, no. 2): 6–14, 156–158.

6040 Dufﬁeld, E. S. 1953. “Organizing for Defense.” HBR 31 (September-October, no. 5): 29–42.

[“Thinking Ahead” Feature]— Businessmen often assume that arms control means large military spending cuts. Schelling argues why that is not necessarily the case. Even with an arms control agreement, defense outlays are likely to increase.

6032 Helzner, M. L. 1960. “Impact of More Defense Dollars.” HBR 38 (March-April, no. 2): 27– 34, 159. [“Thinking Ahead” Feature]— Halzner ﬁnds that many executives oppose defense spending for the sole purpose of maintaining parity with the Soviet Union.

Dufﬁeld describes why the Department of Defense should decentralize to handle its vast complexities.

6041 Baldwin, H. W. 1953. “Our Defense Program.” HBR 31 ( July-August, no. 4): 27–35. Baldwin describes how the United States’ future is predicated on maintaining a viable defense apparatus against the atomic age as well as being integrated into the economic and political framework of democratic capitalism.

6042 Folts, F. E. 1951. “Organizing Production Personnel.” HBR 29 (September, no. 5): 17–23, 142– 144.

6033 Bines, W. H. 1960. “A Call to Arms ... For Peace.” HBR 38 ( January-February, no. 1): 97–105.

[“Thinking Ahead” Feature]— Folts examines American industry’s capability to produce military weaponry for the United States government.

The American Government, with its preoccupation of placing an astronaut on the moon, appears to have forgotten that its military ofﬁcers and soldiers are the most important link in its national defense apparatus.

6043 Robbins, S. M. and T. E. Murphy. 1948. “Industrial Preparedness.” HBR 26 (May, no. 3): 329– 352.

6034 Livingston, J. S. 1959. “Weapon System Contracting.” HBR 37 ( July-August, no. 4): 83–92.

Private industry’s ability to produce adequate supplies of raw materials and ﬁnished goods in a quick manner is what is most important in modern warfare.

Livingston examines how the responsibilities between the military and defense contractors should be divided.

6044 Lee, M. W. 1948. “Appraisal of the Paciﬁc Northwest.” HBR 26 (May, no. 3): 282–304.

6035 Leathem, E. F. 1958. “Funding and Financing Defense Contracts.” HBR 36 (September-October, no. 5): 96–104.

In the aftermath of World War II, Lee is interested whether the munitions and other defense-oriented industries will be integrated into the economy of the Paciﬁc Northwest.

Leathem describes defense contractor proﬁts are signiﬁcantly lower than in other American industries because of how the federal government ﬁnances defense contracts.

6036 Livingston, J. S. 1958. “Decision Making in Weapons Development.” HBR 36 ( January-February, no. 1): 127–136. Livingston believes that the United States can regain its technological leadership and weapons superiority over the Soviet Union if the responsibility for weapons development is transferred from the Defense Department to an independent civilian agency. Doing so would produce a procurement system that is inﬂuenced by the private enterprise system.

6037 Parker, J. S. 1957. “Let’s Conduct Defense as a Business.” HBR 35 (May-June, no. 3): 42–48. The Cold War poses new problems for American industry which must revise its thinking on defense related issues.

6038 Davies, P. L. 1954. “A Business Look at the Army.” HBR 32 ( July-August, no. 4): 55–66. Davies, as a member of a blue-ribbon committee of corporate executives assigned to examine the structure and inner-workings of the Pentagon, describes the ﬁndings from his committee’s report.

6039 Hensel, H. S. 1954. “Changes Inside the Pentagon.” HBR 32 ( January-February, no. 1): 98–108.

6045 Miller, J. P. 1947. “Military Procurement in Peacetime.” HBR 25 (Summer, no. 4): 444–462. Miller describes how important it is for policymakers to develop peacetime procedures for military procurement.

6046 Schmidt, L. A. 1947. “Navy Accounting: A Lesson in Adaptation.” HBR 25 (Winter, no. 2): 243–254. Schmidt describes the demands placed on the Navy’s accounting systems and how different it is from commercial systems.

6047 Bollinger, L. L., T. Lilley and A. E. Lombard, Jr. 1945. “Preserving American Air Power.” HBR 23 (Spring, no. 3): 372–392. Bollinger and his coauthors ﬁnd that America’s leadership in air power is on the verge of being usurped because of a lack of a coordinated national policy.

6048 Hough, R. B. and W. B. Persons. 1931. “The Raw-Material Aspect of Industrial Preparedness.” HBR 10 (October, no. 1): 97–108. [“Student Section” Feature]— General Pershing’s recently published memoirs illustrate how ill-prepared American industry was for supporting America’s entry into World War I. Hough and Persons worry that these short comings might resurface.

381

Public Policy

6049–6064

6049 Quinton, A. B. 1930. “War Planning and Industrial Mobilization.” HBR 9 (October, no. 1): 8– 17.

6056 Bower, J. L. 1983. “Managing for Efﬁciency, Managing for Equity.” HBR 61 ( July-August, no. 4): 82–90.

Quinton contends that raising an army of one million soldiers is easy in comparison to the logistical headaches of getting food and the right ordnance to the right place.

Bower explores the cultural differences between business and government and why efforts to make the government more “business-like” invariably fail.

Public Administration 6050 Ostroff, F. 2006. “Change Management in Government.” HBR 84 (May, no. 5): 141–147. [“Best Practice” Feature]— Ostroff ﬁnds that government agency heads operate under handicaps largely unknown by the corporate sector. Horriﬁc events, such as 9/11 or Hurricane Katrina, dramatize the need for high performance from government agencies. These agencies, in turn, are enhancing their performance by adopting many of the corporate sector’s methods and goals.

6051 Mintzberg, H. 1996. “Managing Government, Governing Management.” HBR 74 (MayJune, no. 3): 75–85. Mintzberg ﬁnds that the push for government to become more like business would destroy the services that only a public institution can provide such as health care, education, museums, and highways.

6052 Posner, B. G. and L. R. Rothstein. 1994. “Reinventing the Business of Government: An Interview with Change Catalyst David Osborne.” HBR 72 (May-June, no. 3): 132–143.

6057 Mercer, J. L. 1983. “Growing Opportunities in Public Service Contracting.” HBR 61 (MarchApril, no. 2): 178–188. [“Ideas for Action” Feature]— Local governments are contracting or outsourcing with private industry to perform many services that historically were provided by public employees.

6058 Bower, J. L. 1977. “Effective Public Management.” HBR 55 (March-April, no. 2): 131–140. Bower wonders if “good business management” is qualitatively different than “good government management.”

6059 Smardon, R. A. 1977. “Cutting the Cost of Local Government.” HBR 55 (March-April, no. 2): 8–14. [“Ideas for Action” Feature]— Overstafﬁng appears to be the norm in white collar civil service positions. As such, Smardon urges municipalities to ascertain the work load assigned to these positions.

6060 Lynn, L. E., Jr. and J. M. Seidl. 1977. “‘Bottom-Line’ Management for Public Agencies.” HBR 55 ( January-February, no. 1): 144–153. Lynn and Seidl discuss a management structure that the Departments of Interior and Health, Education, and Welfare implemented to obtain the performance standards that corporations demand.

David Osborne, a senior advisor in to the Clinton Administration, ﬁnds that government can be transformed by using many of the same approaches that companies use to improve performance. These command-and-control bureaucracies must be restructured into decentralized, entrepreneurial, customer-driven agencies that are results oriented.

6061 Rosow, J. M. 1977. “Public-Sector Pay and Productivity.” HBR 55 ( January-February, no. 1): 6–7.

6053 Nader, R. 1988. “Run the Government Like the Best American Corporations.” HBR 66 (November-December, no. 6): 81–86.

[“Ideas for Action” Feature]— Rosow explains how government payrolls have expanded at a level greater than the private sector.

[From the “Business, Economics, and Oval Ofﬁce” Series]— If the government were run like a business, the president would promote citizen-driven government and use federal purchasing power to leverage better product quality and innovation. Public assets would then be better managed and long-term planning would generate more attention.

6062 Hockett, D. F. 1974. “Uncle Sam Needs Help from Business in Cutting Ofﬁce Costs.” HBR 52 ( July-August, no. 4): 7–8.

6054 Trowbridge, A. B. 1985. “Attracting the Best to Washington.” HBR 63 (March-April, no. 2): 174– 178.

6063 Rosenbloom, R. S. 1973. “The Real Productivity Crisis Is in Government.” HBR 51 (SeptemberOctober, no. 5): 156–166.

[“Ideas for Action” Feature]— To trim costs, government managers need to systematically search for new methods like outsourcing certain services.

[“Thinking Ahead” Feature]— Trowbridge discusses the rewards and disincentives associated with government service.

Rosenbloom argues that all levels of government need to adopt better managerial methods and technological innovations.

6055 Morris, T. D. 1984. “Taking Charge in Washington.” HBR 62 ( July-August, no. 4): 24–40.

6064 Brady, R. H. 1973. “MBO Goes to Work in the Public Sector.” HBR 51 (March-April, no. 2): 65–79.

[“Special Report” Feature]— Having worked for Robert McNamara, Elmer Staats and Joseph Califano in government, Morris describes the leadership capabilities that each possessed.

Government agencies and nonproﬁt agencies will have a difﬁcult time implementing management-by-objectives programs because they lack return-on-investment

6065–6082

Public Policy

(ROI) goals, concrete cost/beneﬁt measures and longrange operating cycles.

6065 Morse, F. B. 1967. “Private Responsibility for Public Management.” HBR 45 (March-April, no. 2): 6–21, 178–180.

382 DeNike, a University of Cincinnati political scientist, writes on his experiences in the Ofﬁce of Price Administration during a year-long leave-of-absence.

6074 Wueller, P. H. 1941. “Public Finance: Trends and Issues.” HBR 19 (Winter, no. 2): 248–260.

[“Special Report” Feature]— Morse, a Massachusetts Congressman, describes what a “systems management approach” would offer in terms of the social and economic problems affecting American society.

Wueller’s literature review examines recently published monographs and scholarly journal articles relevant to federal and state taxation, government corporations, deﬁcit spending, and public ﬁnance.

6066 Bevis, H. W. 1959. “Tightening the Federal Purse Strings.” HBR 37 (May-June, no. 3): 114–120.

6075 De Nike, J. H. 1938. “The Businessmen’s Stake in Judicial Review.” HBR 17 (Autumn, no. 1): 40–51.

Managerial techniques are important in government as they are in private industry. Bevis discusses the role government has in developing budgets and other ﬁscal safeguards.

6067 Robinson, C. W. 1958. “New Price Tags for Government Managers.” HBR 36 (September-October, no. 5): 81–86. Robinson describes how a severe shortage of qualiﬁed government personnel in almost every governmental entity is eroding governmental efﬁciency.

6068 Phalan, J. L. 1955. “The Private Business of Public Housing.” HBR 33 (September-October, no. 5): 112–120. For over 20 years, the United States Government has enacted housing and slum clearance prorgams. Phalen describes the role and beneﬁts for businessmen in eliminating substandard housing.

6069 Colgate, S. B. 1955. “A Business Look at Government Spending.” HBR 33 ( July-August, no. 4): 112–120. Colgate questions whether government policy makers can withstand the scrutiny that business executives place on their company’s budgeting process.

6070 Christopher, T. W. 1952. “Use and Misuse of Authority by Federal Agencies.” HBR 30 (November-December, no. 6): 48–58. Christopher examines whether federal agencies can be granted the means to accomplish their desired mission in an intelligent manner that does not destroy the American way of life.

6071 Burrows, D. S. 1949. “A Program Approach to Federal Budgeting.” HBR 27 (May, no. 3): 272–285. Burrows laments the dearth of analytical research involving the federal budgeting process. Business executives, in particular, have a vested interest in this process and whether tax monies are efﬁciently utilized.

6072 Culliton, J. W. 1946. “Note on Turnover in Government Personnel.” HBR 24 (Summer, no. 4): 512–517. Culliton describes the employee turnover problems that plagued both the United States Shipping Board after World War I and its successor, the United States Maritime Commission, at the end of World War II.

6073 DeNike, J. H. 1944. “Notes of a Neophyte Bureaucrat.” HBR 22 (Summer, no. 4): 405–414.

Most business contacts involving the federal government is being done with the newly created federal agencies instead of with Congress, as has been traditional practice. De Nike advocates the formation of a Court of Appeals for Administration to hear appeals stemming from independent administrative tribunals or agency heads.

6076 Abbott, C. C. 1938. “Federal Corporations and Corporate Agencies.” HBR 16 (Summer, no. 4): 436–450. Abbott describes the framework of government agencies that came into existence because of the New Deal.

6077 Bevis, H. L. 1938. “Some Recent Books Dealing with Public Administration.” HBR 16 (Winter, no. 2): 237–246. 6078 Robbins, E. C. 1936. “Publications of the Commission of Inquiry on Public Service Personnel.” HBR 15 (Autumn, no. 1): 120–124. 6079 Bullock, C. J. 1936. “The New Deal in Ancient Greece.” HBR 14 (Summer, no. 4): 389–404. Bullock describes how Ancient Greece, with its citystates, is similar to American government, circa. 1936.

6080 Graves, W. B. 1936. “Uniform Regulation and Control of Commerce.” HBR 14 (Spring, no. 3): 337–347. Given the magnitude of issues and problems facing American society, the federal government must be reorganized so that state and municipal governments perform more of the functions originally ascribed to the federal government.

6081 Harding, T. S. 1935. “Our Federal Civil Service.” HBR 13 ( January, no. 2): 157–166. Harding examines how 700,000 federal civil service workers obtained their positions, circa. 1934 in a scathing attack on the American civil service structure.

6082 Jolly, P. 1930. “The State and Its Subdivisions as Members of Business Corporations.” HBR 9 (October, no. 1): 18–25. When business entities are managed by public administrators, they are almost never in robust condition. When this situation arises, it typically involves a business failure of some kind or that the needs of society require such control.

383

Public Policy

6083–6099

Urban — Regional Affairs

John Lindsay, hired to revamp the city’s out-of-control public assistance agencies.

6083 Porter, M. E. 1995. “The Competitive Advantage of the Inner City.” HBR 73 (May-June, no. 3): 55–74.

6091 Douglass, L. 1974. “Tomorrow: Omnicenters on the Landscape.” HBR 52 (March-April, no. 2): 8–12.

Porter ﬁnds that America’s inner cities can be economically self-sustaining in light of the strategic advantages they offer with regards to location, labor pool and local market demand.

6084 Webber, A. M. 1991. “Crime and Management.” HBR 69 (May-June, no. 3): 110–129. [An Interview with New York Police Commissioner Lee P. Brown]— New York City Police Commissioner, Lee P. Brown, advocates a new and controversial approach known as “community policing” which will require signiﬁcant operational changes.

6085 Sesenbrenner, J. 1991. “Quality Comes to City Hall.” HBR 69 (March-April, no. 2): 64–75. [“First Person” Feature]— Sesenbrenner, the mayor of Madison, Wisconsin, describes his efforts to implement W. Edwards Deming’s principles of “total quality management” (TQM) into city government.

6086 Anthony, R. N. 1985. “Games Government Accountants Play.” HBR 63 (September-October, no. 5): 161–170. An objective for most municipal accountants is to report a “small surplus.” Deﬁcits are bad because they indicate that the city is not living within its means. Large surpluses are also problematic because taxpayers perceive that their taxes are too high. The federal and state governments will wonder if their appropriations can be scaled back. Anthony explains how municipal accountants engage in legerdemain to cope with this environment.

6087 Warner, R. P. and R. M. Warner. 1978. “Saving Old Buildings Makes Economic and Cultural Sense.” HBR 56 (March-April, no. 2): 12–14. [“Ideas for Action” Feature]— Warner and Warner describe economic and intangible beneﬁts for companies to be proactive in preserving older buildings and neighborhoods.

6088 Wendel, W. H. 1977. “Private & Public Partnerships: The Desperate Case of Niagara Falls.” HBR 55 (November-December, no. 6): 6–8. [“Ideas for Action” Feature]— The ﬁnancial expertise lent by corporate executives helped Niagara Falls, New York thrawt insolvency.

6089 Heenan, D. A. 1977. “Global Cities of Tomorrow.” HBR 55 (May-June, no. 3): 79–92.

[“Ideas for Action” Feature]— Douglass ﬁnds it plausible that high-rise omnicenters will be the future for retailing.

6092 Myers, S. 1968. “How to Sell New Ideas to the Cities.” HBR 46 ( July-August, no. 4): 111–118. Cities would be a rich market for new products if it were not for the “self-serving roadblocks” that are pervasive throughout American cities.

6093 Cervantes, A. J. 1967. “To Prevent a Chain of Super-Watts.” HBR 45 (September-October, no. 5): 55–65. Rioting in the ghettos of America’s cities threatens to become epidemic unless business takes greater initiative, particularly in alleviating unemployment.

6094 Herrmann, C. C. 1966. “Systems Approach to City Planning.” HBR 44 (September-October, no. 5): 71–80. Hermann discusses San Francisco’s ambitious new Community Renewal Program with its emphasis on private enterprise.

6095 Anderson, M. 1965. “Fiasco of Urban Renewal.” HBR 43 ( January-February, no. 1): 6–20, 160–162. Anderson advocates ending the federal government’s urban renewal program. Private enterprise should, instead, engage in this process.

6096 Hazard, L. 1964. “Are We Committing Urban Suicide.” HBR 42 ( July-August, no. 4): 152–160. [“Thinking Ahead” Feature]— Hazard describes sobering consequences for American society if it continues to ignore the desecration of its cities.

6097 Gruen, V. 1963. “Who Is to Save Our Cities?” HBR 41 (May-June, no. 3): 107–115. Gruen describes the growing pains that the United States is suffering from with its slums, stagnation of the central cores of its cities and sprawling metropolitan areas as it evolves from a rural to an urban society.

6098 Sternlieb, G. 1961. “Is Business Abandoning the City?” HBR 39 ( January-February, no. 1): 6–12, 152–164.

Heenan explains why the future viability of many cities throughout the world depends, in large part, on globalization.

[“Problems in Review” Feature]— 2,200 executives were surveyed on the condition of American cities which found that politics and idle talk on the part of muncipal governments are discouraging them from being active in urban renewal efforts.

6090 Spiegel, A. H., III. 1975. “How Outsiders Overhauled a Public Agency.” HBR 53 ( JanuaryFebruary, no. 1): 116–124.

6099 Long, N. E. 1958. “Businessmen’s Stake in Regional Planning.” HBR 36 ( July-August, no. 4): 136–144.

Spiegel describes being part of management team of recent MBA graduates that New York City’s former mayor,

With the bulk of America’s population now living in metropolitan areas, Long believes businesses must be

6100–6113

Public Policy

proactive in engaging in regional planning efforts and avoiding individual and selﬁsh actions.

6100 Gruen, V. 1954. “Dynamic Planning for Retail Areas.” HBR 32 (November-December, no. 6): 53–71. Gruen focuses on whether urban America’s retail establishments and public infrastructure can be revitalized.

6101 Sherrill, C. O. 1931. “Business Problems of City Management.” HBR 10 (October, no. 1): 15–23. The mismanagement of American cities is a colossal economic problem that costs a phenomenal amount for urban dwellers and businesses.

6102 Guthmann, H. G. 1931. “Financial Arrangements of the Chicago Traction Plan.” HBR 9 ( July, no. 4): 474–490. Guthmann describes the unusual ﬁnancing methods that were utilized to ﬁnance Chicago’s mass transit system which seemingly placed more emphasis on asset valuation than earning power.

6103 Bruner, H. P. 1931. “How Chicago Is Attempting to Solve its Traction Problems.” HBR 9 ( July, no. 4): 456–473.

384 City leaders in Chicago realize that an efﬁcient mass transportation system — consisting of surface, subway and elevated lines — is critical for Chicago’s well being.

6104 Bullock, C. J. 1928. “The Increase of Taxes on Real Estate in American Cities.” HBR 6 ( January 1928, no. 2): 129–142. Property tax reform is desperately needed if businesses are to remain vibrant in American cities.

6105 Johnson, A. H. 1927. “Functions of Municipal Government Which Affect Business and Industry [Part 2].” HBR 5 ( January, no. 2): 175–185. Johnson describes why business and industry are in need of an effective city government to help relieve trafﬁc congestion and other problems.

6106 _____. 1926. “Functions of Municipal Government Which Affect Business and Industry.” HBR 5 (October, no. 1): 27–40. Johnson ﬁnds that every major decision made by an urban government has profound ramiﬁcations on that city’s economic well-being.

Social Behavior, Race, Culture and Religion 6107 Javidan, M. 2007. “Forward-Thinking Cultures.” HBR 85 ( July-August, no. 7/8): 20–20. [“Forethought” Feature]— Javidan describes a Thunderbird School of Global Management study on how oriented the world’s nations are toward the future.

6108 Sunstein, C. R. 2006. “When Crowds Aren’t Wise.” HBR 84 (September, no. 9): 20–21. [“Forethought” Feature]— Predictions made by large groups, as opposed to experts or pundits, are uncannily good. Because of that, companies such as Microsoft, Google and Eli Lilly have their employees participate in “prediction markets” in which they “bet” whether a product is salable or if quarterly proﬁts will be high or low. Sunstein, however, emphasizes that many shortcomings exist from this strategy.

6109 Spar, D. L. 2006. “Where Babies Come From: Supply and Demand in an Infant Marketplace.” HBR 84 (February, no. 2): 133–143. [“Big Picture” Feature]— A global market exists for babies because of a myriad of individuals who suffer from infertility. This is a market which is not driven by supply and demand like with most goods and services. Spar argues that American society must begin discussing complex issues such as property rights along with the social, medical and ethical ramiﬁcations with regards to this issue.

6110 Morse, G. 2006. “Decisions and Desire.” HBR 84 ( January, no. 1): 42–51.

[“Frontiers” Feature]— Neuroscientists ﬁnd that the human brain is identical to that of a dog except that the top of the human brain possesses a cortex which enables people to plan, deliberate and make decisions.

6111 Coutu, D. L. 2001. “The Inner Life of Executive Kids: A Conversation with Child Psychiatrist Robert Coles.” HBR 79 (November, no. 10): 63–68. [“Different Voice” Feature]— In Coutu’s interview, Robert Coles, a child analyst, discusses the impact that parental success has on children and how parents might more effectively listen to their children.

6112 Light, D. A. 2001. “Is Success a Sin?” HBR 79 (September, no. 8): 63–69. [A Conversation with the Reverend Peter J. Gomes]— In his capacity as a Harvard religion professor, Gomes explains why it is possible and necessary to reconcile a life of success with a life of faith.

6113 Handy, C. 2001. “Toqueville Revisited: The Meaning of American Prosperity.” HBR 79 ( January, no. 1): 57–63. [“HBR at Large” Feature]— Many of Alexis de Tocqueville’s prescient insights about the United States, circa. 1831, are still relevant today. Handy retraces Tocqueville’s work as well as examines the underpinnings of American capitalism and whether it can still prosper in the contemporary world.

385

Social Behavior, Race ...

6114–6130

6114 Kiechel, W. 2000. “The New Capital Thing.” HBR 78 ( July-August, no. 4): 149–154.

Corporate Life in America.” HBR 57 (SeptemberOctober, no. 5): 66–67.

[“Books in Review” Feature]—Kiechel reviews Robert Putnam’s Bowling Alone: The Collapse and Revival of American Community. Putnam, a social scientist, explains the signiﬁcance of “social capital” with regards to business and society (i.e., these communities experience less crime, do a better job educating their younger generation and have more smoothly functioning economies).

[“For the Manager’s Bookshelf ” Feature]—Brooks reviews Margolis’ book, The Managers: Corporate Life in America, which is also the focus of her PhD dissertation in sociology on the coping strategies that executive spouses utilize in a New York City conglomerate.

6115 Nicholson, N. 1998. “How Hardwired Is Human Behavior?” HBR 76 ( July-August, no. 4): 134–147. A new science called “evolutionary psychology,” sometimes known as “Modern Darwinism,” is predicated on “natural selection.” As such, it draws widespread support and controversy. Nicholson contends evolutionary psychology might be useful to managers since it offers a provocative way to examine human nature and a framework for understanding why people behave they do in organizational settings.

6116 Drucker, P. F. 1997. “The Future That Has Already Happened.” HBR 75 (September-October, no. 5): 20–24. [“Looking Ahead” Feature]— Drucker examines the impact of under-population on the world’s development.

6117 Oglivy, J. 1995. “The Economics of Trust.” HBR 73 (November-December, no. 6): 46–47. [“Books in Review” Feature]— Oglivy reviews Rand analyst Francis Fukuyama’s new book, Trust: The Social Virtues and Creation of Prosperity, which maintains that people in different societies possess a “radius of trust.”

6118 Williams, O. 1984. “Who Cast the First Stone?” HBR 62 (September-October, no. 5): 151– 160. Being a priest, Williams explains how important it is to integrate ethics with economics when examing the social issues confronting multinational corporations.

6119 Blodgett, T. B. 1984. “Changing the System.” HBR 62 ( January-February, no. 1): 12–14. [“For the Manager’s Bookshelf ” Feature]— Blodgett reviews four books that call for a radical transformation of American managerial and economic philosophies.

6120 Jackall, R. 1983. “Moral Mazes: Bureaucracy and Managerial Work.” HBR 61 (September-October, no. 5): 118–130. Jackall sees the Protestant Ethic supplanted by an ethic in which work is no longer viewed as a path to salvation.

6121 Lodge, G. C. and W. R. Glass. 1982. “The Desperate Plight of the Underclass.” HBR 60 ( JulyAugust, no. 4): 60–71. To tackle the social ills of poverty and unemployment, Lodge and Glass advocate the creation of an alliance of business executives and government program managers who are armed with imagination and realistic programs.

6122 Brooks, J. 1979. “Review of the Managers:

6123 Lorsch, J. W. 1979. “Making Behavioral Science More Useful.” HBR 57 (March-April, no. 2): 171–180. Lorsch describes the impact that academic disciplines such as anthropology, psychology, sociology, social psychology are having on the development for business-oriented ﬁelds like management, marketing, or information systems.

6124 Davidson, H. J. 1977. “The Top of the World Is Flat.” HBR 55 (March-April, no. 2): 89–99. Davidson sees a decline in American economic and social institutions stemming from special interest or “oneissue” groups. This produces mediocrity and people who seek thrills from vulgarity or violence.

6125 Walker, E. J. 1976. “’Til Business Us Do Part?” HBR 54 ( January-February, no. 1): 94–101. Walker, as a family therapist, writes how women are no longer willing to be passive bystanders to their husband’s careers.

6126 Martin, W. F. and G. C. Lodge. 1975. “Our Society in 1985 — Business May Not Like It.” HBR 53 (November-December, no. 6): 143–152. A “communitarian ideology” will prevail throughout United States that will do much to help solve the problems facing this country.

6127 Lodge, G. C. 1974. “Business and the Changing Society.” HBR 52 (March-April, no. 2): 59–72. Lodge ﬁnds that many of the assumptions that once made America’s institutions feel conﬁdent are eroding. As such, managers, particularly in large corporations, are having a difﬁcult time coping with a value system that no longer seems to work.

6128 Bartolome, F. 1972. “Executives as Human Beings.” HBR 50 (November-December, no. 6): 62–69. Bartolome shows how cultural values, particularly that the toughest men are the most successful executives inhibit men from openly expressing warmth toward others.

6129 Bremer, O. A. 1971. “Is Business the Source of New Social Values?” HBR 49 (November-December, no. 6): 121–126. The values on which everyday decisions are made are often molded by institutions such as the family and church. Both seem to be losing their sway.

6130 Henderson, H. 1971. “Toward Managing Social Conﬂict.” HBR 49 (May-June, no. 3): 82–90. Henderson contends that many of America’s divisive social issues could be resolved through mediation.

6131–6149

Social Behavior, Race ...

386

6131 Ohmann, O. A. 1970. “‘Skyhooks.’” HBR 48 ( January-February, no. 1): 4–22, 166.

lems ranging from personnel development to the design of products and services.

[“HBR Classic” Feature]— Originally published in 1955, Ohmann describes how the modern industrial worker’s material standard of living is more dependent on larger and larger groups. As such, workers are reaching for new “skyhooks” for something to believe in that will give meaning to their work.

6141 Bauer, R. A. 1958. “Our Big Advantage: The Social Sciences.” HBR 36 (May-June, no. 3): 125– 136.

6132 America, R. F., Jr. 1969. “What Do You People Want?” HBR 47 (March-April, no. 2): 103–112. America contends that African-American economic power is necessary to generate stability and economic growth among minorities.

6133 Bradley, G. E. 1968. “What Businessmen Need to Know About the Student Left.” HBR 46 (September-October, no. 5): 49–60. Bradley assesses the anti-war movement on American college campuses from the perspective of business executives and describes how American business should respond.

6134 Burns, L. S. 1967. “Is Babbitt Dead.” HBR 45 (September-October, no. 5): 14–32, 172–184. [“Special Report” Feature]— The manner in which professionals are portrayed in literature or other mass media outlets is crucial for that profession’s long-term viability.

6135 Ferguson, L. L. 1964. “Social Scientists in the Plant.” HBR 42 (May-June, no. 3): 133–143. General Electric produced ﬁve years of behavioral research studies which generated important information on its operations.

6136 Rice, J. H. 1960. “Existentialism for the Businessman.” HBR 38 (March-April, no. 2): 135–143. Existentialism’s emphasis on self-knowledge along with its tenets regarding responsibility, anxiety and guilt offer a fresh approach to the meaning of a life in business.

6137 Miller, S. H. 1960. “The Tangle of Ethics.” HBR 38 ( January-February, no. 1): 59–62. Miller, as Dean of Harvard’s Divinity School, examines America’s different ethical standards.

6138 Denney, R. 1959. “The Leisure Society.” HBR 37 (May-June, no. 3): 46–60. A new leisure class is developing in which boredom, as opposed to the lack of work, is the primary curse for today’s employers.

6139 Learned, E. P., A. R. Dooley and R. L. Katz. 1959. “Personal Values and Business Decisions.” HBR 37 (March-April, no. 2): 111–120. Learned and his coauthors describe how faith enables people to act on God’s answer to each situation within their power of discernment.

6140 Newmann, J. W. 1958. “Working with Behavioral Scientists.” HBR 36 ( July-August, no. 4): 67–74. Newmann describes how behavioral scientists are needed to assist with a variety of business-oriented prob-

Bauer describes how the social sciences have ﬂourished throughout American business, education, and government. With the Soviet Union, in contrast, the social sciences have fared poorly.

6142 Broehl, W. G. 1958. “Do Business and Religion Mix?” HBR 36 (March-April, no. 2): 139–153. [“Looking Around” Feature]— Broehl’s literature review focuses on business, ethics, and religion and why executives feel they need religious and ethical insights in conjunction with their technical expertise.

6143 Katzell, Raymond A. 1958. “Is Individualism Disappearing?” HBR 36 ( January-February, no. 1): 139–152. [“Looking Around” Segment]— Katzell discusses whether people can elevate their intellectual and emotional life while continuing to live their material and economic lives.

6144 Schoen, D. R. 1957. “Human Relations: Boon or Bogle?” HBR 35 (November-December, no. 6): 41–46. Schoen has misgivings on the emphasis that prominent academicians, journalists and corporate executives place on human relations which is both anti-intellectual and intrusive.

6145 Dichter, E. 1957. “The Psychology of Prosperity.” HBR 35 (November-December, no. 6): 19. [“Thinking Ahead” Feature]— Dichter is interested whether a correlation exists in the United States between its economic condition in conjunction to the social and psychological growth of the American people.

6146 Johnson, H. L. 1957. “Can the Businessman Apply Christianity?” HBR 35 (September-October, no. 5): 68–76. Christian doctrine offers a unique perspective and sense of conﬁdence for executives to apply to their decision-making and behavior.

6147 Collier, A. T. 1957. “Faith in a Creative Society.” HBR 35 (May-June, no. 3): 35–41. Collier explains how faith involves the notion that a divine power exists to assure a meaningful purpose for people from all walks of life.

6148 McNair, M. P. 1957. “What Price Human Relations.” HBR 35 (March-April, no. 2): 15–39. [“Thinking Ahead” Feature]— McNair ﬁnds human relations to be another fad in business thinking in need of reassessment.

6149 Whitehead, T. N. 1956. “Permission to Think.” HBR 34 ( January-February, no. 1): 33–40. Given the current hysteria over the Cold War, Whitehead worries that dangerous pressures exist for conform-

387

Science

6150–6164

ity which would produce irrepable damage to America’s innovative spirit.

6155 Culliton, J. W. 1949. “Business and Religion.” HBR 27 (May, no. 3): 265–271.

6150 Demos, R. 1955. “Business and the Good Society.” HBR 33 ( July-August, no. 4): 33–44.

Culliton ﬁnds that religion to be responsible when executives opt to treat people as human beings rather than as economic entities.

Demos, a philosopher, believes that the rise of individualism, in conjunction to the decay of authoritarianism, will be easily malleable in the post–World War II era.

6151 Ohmann, O. A. 1955. “Skyhooks with Special Implications for Monday Through Friday.” HBR 33 (May-June, no. 3): 33–41. Ohmann describes how the modern industrial worker’s material standard of living is more dependent on larger and larger groups. As such, workers are reaching for new “skyhooks” for something to believe in that will give meaning to their work.

6152 Niebuhr, R. 1954. “The Cultural Crisis of Our Age.” HBR 32 ( January-February, no. 1): 33– 38. The humility demanded by faith is key for living a serene life given the Communist menace and atomic age.

6153 Boulding, K. E. 1952. “Religious Foundations of Economic Progress.” HBR 30 (May-June, no. 3): 33–40. Most people overlook religion’s impact on the economy. Boulding, however, argues that religion plays the primary role in shaping one’s work habits as well as agricultural and industrial practices.

6154 Wilcox, C. 1950. “Concentration of Power in the American Economy.” HBR 28 (November, no. 6): 54–60. The United States does not suffer from a proletariat and bourgeoisie power struggle. Wilcox, instead, contends that America’s power struggle is between functional groups (i.e., big business, big labor, and big agriculture) for control of an industry’s distribution channels.

6156 Flanders, R. E. 1945. “Moral Dilemma of an Industrialist.” HBR 23 (Summer, no. 4): 433–441. As president of Boston’s Federal Reserve Bank, Flanders examines whether the proﬁt motive can be justiﬁed by individuals who also acknowledge the ethics of the church.

6157 McGregor, D. 1940. ““Motives” as a Tool of Market Research.” HBR 19 (Autumn, no. 1): 42–51. McGregor maintains that a great deal of psychology, particularly from the motivational theories of William James, is incorporated into the framework of advertising.

6158 Weinberger, J. 1937. “Economic Aspects of Recreation.” HBR 15 (Summer, no. 4): 464–472. Weinberger describes how the leisure pursuits of Americans have been affected by the social, technological, and economic changes over the last ten years.

6159 Whitehead, A. N. 1934. “The Scientiﬁc Study of the Industrial Worker.” HBR 12 ( July, no. 4): 458–471. Whitehead’s examines the hopes, fears, and interests of industrial workers, circa. 1934.

6160 Miller, S., Jr. 1933. “Labor and the Challenge of the New Leisure.” HBR 11 ( July, no. 4): 462–467. Because modern civilization rests upon science and technology, the leisure of the few is no longer dependent on the labor of the many. As such, Miller foresees difﬁcult challenges in satisfying the leisure aspirations of the many.

Science Importance of Scientiﬁc Research 6161 Pisano, G. P. 2006. “Can Science Be a Business?: Lessons from Biotech.” HBR 84 (October, no. 10): 114–125. [“Big Picture” Feature]— The biotechnology industry began with Genentech [circa. 1976]. Thirty years later, hopes for an economic and technological revolution are largely unrealized as only a handful of biotechnology ﬁrms have been proﬁtable. Pisano questions whether ﬁrms motivated by proﬁts and placating shareholders can successfully conduct basic scientiﬁc research.

6162 Coutu, D. L. 2001. “What Is Science Good For?” HBR 79 ( January, no. 1): 159–163. [Different Voice an Interview with Richard Dawkins]— Dawkins describes the role of science in our lives and

identiﬁes some glaring misperceptions of scientiﬁc theories by the public and mass media.

6163 Enriquez, J. and R. A. Goldberg. 2000. “Transforming Life, Transforming Business: The Life-Science Revolution.” HBR 78 (March-April, no. 2): 96–104. Enriquez and Goldberg explain how advances in genetics will reshape a number of sectors in the global economy. Difﬁcult challenges will arise from this which will force companies to rethink their business, ﬁnancial and M&A strategies.

6164 Ramo, S. 1989. “National Security and Our Technology Edge.” HBR 67 (November-December, no. 6): 115–120. The American government’s focus on technology rel-

6165–6177

Science

evant to national defense has an enormous impact on consumer goods as well as the service sector.

6165 Quinn, J. B. 1966. “Technological Competition: Europe vs. U.S.” HBR 44 ( July-August, no. 4): 113–130. Quinn examines how the United States developed the range and depth from its scientiﬁc and technological capabilities and how European nations are coping.

6166 Mahar, J. F. and D. C. Coddington. 1965. “The Scientiﬁc Complex — Proceed with Caution.” HBR 43 ( January-February, no. 1): 140–155. Mahar and Coddington suggest ways for community leaders to form scientiﬁc complexes to attract private and government capital.

6167 Welles, J. G. and R. H. Waterman, Jr. 1964. “Space Technology: Pay-Off from Spin-Off.” HBR 42 ( July-August, no. 4): 106–118. Welles and Waterman describe the commercial potential of space research.

6168 Hodge, M. H., Jr. 1963. “Rate Your Company’s Research Productivity.” HBR 41 (NovemberDecember, no. 6): 109–122. By analyzing how a ﬁrm is mentioned in scientiﬁc publications, Hodge believes one can gauge that ﬁrm’s strengths and strategies.

6169 Furash, E. E. 1963. “Businessmen Review the Space Effort.” HBR 41 (September-October, no. 5): 14–32, 173–190. Furash surveyed over 3,000 executives about the United States’ space program based on its goals, budget, past, and potential achievements.

388 results of a survey he conducted of scientists and engineers from a cross-section of corporate research divisions throughout the United States.

6172 Hickey, A. E., Jr. 1958. “Basic Research: Should Industry Do More of It?” HBR 36 ( July-August, no. 4): 115–122. As the Soviet Union continues to challenge the United States in the area of pure scientiﬁc research, Hickey describes the frenzied assessment of the United States’ basic scientiﬁc resources.

6173 Hirsch, I., W. Milwitt and W. J. Oakes. 1958. “Increasing the Productivity of Scientists.” HBR 36 (March-April, no. 2): 66–76. Hirsch and his coauthors assess how efﬁcient scientists are being utilized by industry and offer ways to increase scientiﬁc productivity which would enhance longterm corporate growth and proﬁtability.

6174 Janeway, E. 1957. “Tooling Up for the Aeronautic Age.” HBR 35 (November-December, no. 6): 103–110. Janeway discusses the competition between the American and Soviet space programs and the impact this has on American industry.

6175 Hosmer, W. A. 1948. “Business Organization for Effective Use of Forest Products.” HBR 26 (September, no. 5): 581–596. Hosmer laments how the logging industry does not utilize scientiﬁc research in its forest recovery and production efforts.

6176 Conant, J. B. 1948. “Place of Research in Our National Life.” HBR 26 ( January, no. 1): 46–57.

6170 Levitt, T. 1963. “When Science Supplants Technology.” HBR 41 ( July-August, no. 4): 14–24.

Conant describes the impact scientiﬁc research has on technological progress as well as how important federal funding is to this process.

[“Problems in Review” Feature]— Levitt examines what companies can do to stay ahead of changes with America’s shift from technology to science.

6177 Maclaurin, W. R. 1947. “Federal Support for Scientiﬁc Research.” HBR 25 (Spring, no. 3): 385– 396.

6171 Morrell, G. 1958. “What Makes Research Sterile?” HBR 36 (November-December, no. 6): 149–158. [“Looking Around” Feature]— Morrell describes the

World War II illustrates how critical scientiﬁc research is for national security purposes. Maclaurin warns executives on the vested interest they have in making sure that scientiﬁc research is federally-funded.

389

Importance of Education

6178–6191

Importance of Education Articles 6178 Childress, S., R. Elmore and A. Grossman. 2006. “How to Manage Urban School Districts.” HBR 84 (November, no. 11): 55–68. [“Big Picture” Feature]— School districts, no matter what size, are not businesses. Moreover, they can not be managed like a business. Childress and her coauthors also emphasize that improving student performance, particularly in urban public school districts, is more difﬁcult than anything relevant to business.

6179 “Educating the Workforce of the Future.” 1994. HBR 72 (March-April, no. 2): 39–51. [“Perspectives” Feature]— A number of prominent individuals discuss the role of business in American public education.

6180 Kanter, R. M. 1991. “Transcending Business Boundaries: 12,000 World Managers View Change.” HBR 69 (May-June, no. 3): 151–164.

[“For the Manager’s Bookshelf ” Feature]—Rohlen reviews Benjamin Duke’s The Japanese Schools: Lessons for Industrial America along with The Japanese Educational Challenge: A Commitment to Children by Merry White. Duke and White both emphasize the cooperation and responsibility that Japanese schools demand of parents, teachers and students.

6186 Campbell, L., J. B. Mason, J. M. Mellichamp and D. M. Miller. 1985. “Unlikely Partners: Company, Town, and Gown.” HBR 63 (November-December, no. 6): 20–28. [“Ideas for Action” Feature]— General Motors was on the verge of shutting down a carburetor plant in Tuscaloosa, Alabama. Employees at the plant identiﬁed $1.53 million dollars in cost savings. Further savings were generated when the University of Alabama purchased the facility and then leased it back to General Motors. The facility also became an instructional center and research locus for the university.

HBR conducted a World Leadership Survey in which most respondents ﬁnd that economics is not as important as politics. The quality of education is the most signiﬁcant social issue facing organizations and businesses must lead to improve it.

6187 Hechinger, F. M. 1985. “Turnaround for the Public Schools?” HBR 63 ( January-February, no. 1): 136–144.

6181 Stone, N. 1991. “Does Business Have Any Business in Education?” HBR 69 (March-April, no. 2): 46–62.

To prosper in a competitive global economy, American ﬁrms must draw on a steady ﬂow of well-trained people who can read, write, think, analyze and absorb new ideas when dealing with others.

[“In Question” Feature]— A fundamental problem for American education is that no link exists between classroom performance and the prospects for future employment. Stone ﬁnds this to be a signiﬁcant reason why American students are not working as hard as they should.

6182 Kearns, D. T. 1988. “Help to Restructure Public Education from the Bottom Up.” HBR 66 (November-December, no. 6): 70–75. [From the “Business, Economics, and Oval Ofﬁce” Series]— Kearns offers a six point plan to reform U.S. public education that is predicated on choice.

6183 Finn, C. E., Jr. 1987. “Education That Works: Make the Schools Compete.” HBR 65 (SeptemberOctober, no. 5): 63–68. Finn points out how research indicates that good schools are distinguished by a clear sense of purpose, high expectations for its students, coherent curricula and a focus on achieving goals in conjunction with parents.

6184 Kolderie, T. 1987. “Education That Works: The Right Role for Business.” HBR 65 (SeptemberOctober, no. 5): 56–62. Kolderie describes why America’s school systems are in need of acute reform to overcome their inertia to adapt to the 21st century’s stark realities.

6185 Rohlen, T. P. 1987. “Why Japanese Education Works.” HBR 65 (September-October, no. 5): 42–47.

6188 Wood, M. M. 1983. “What Role for College Trustees?” HBR 61 (May-June, no. 3): 52–62. [“From the Boardroom” Feature]— Wood describes the changing perceptions of college trustees and their accountability for institutional actions or misdeeds.

6189 Bogue, E. G. and W. Brown. 1982. “Performance Incentives for State Colleges.” HBR 60 (November-December, no. 6): 123–128. Bogue and Brown describe how the State of Tennessee instituted a funding program for its colleges and universities that is triggered by performance output measures.

6190 Ping, C. J. 1981. “Bigger Stake for Business in Higher Education.” HBR 59 (September-October, no. 5): 122–129. The United States will not make inroads in bio-chemistry and high technology or solve its economic problems without a well-trained and imaginative workforce. Nurturing this high-level human capital are American universities which are now in dire ﬁnancial straits.

6191 Fulbright, J. W. 1977. “International Education: Focus for Corporate Support.” HBR 55 (MayJune, no. 3): 137–141. Fullbright argues that the primary purpose for corporate support to international education must be to enhance understanding between nations as opposed to a public relations tool.

6192–6199

Importance of Education

6192 Ellis, C. D. 1970. “Let’s Solve the Endowment Crisis.” HBR 48 (March-April, no. 2): 92–102. Many American educational and cultural institutions are encountering severe ﬁnancial problems since their endowments are not generating satisfactory returns. Ellis offers trustees a systematic approach to improve their management of these funds.

6193 Mills, B. 1960. “A Poet Speaks to Businessmen.” HBR 38 (September-October, no. 5): 103– 106. Mills describes the way in which poetry can help people live a more full life with a greater awareness of what it means to be alive.

6194 Miller, H. H. 1960. “Private Business & Public Education in the South.” HBR 38 ( July-August, no. 4): 75–88. Needing skilled workers, Miller spells out the important stake business has in the South’s public school structure.

6195 Mead, M. 1958. “Why Is Education Obsolete?” HBR 36 (November-December, no. 6): 23–37, 164–170. [“Thinking Ahead” Feature]— Mead, an eminent anthropologist, assesses the American educational structure in a mileau of constant change and counterchange.

6196 Nelson, C. A. 1958. “The Liberal Arts in Management.” HBR 36 (May-June, no. 3): 91–99. A strong liberal arts background enhances an execu-

390 tive’s capability to articulate difﬁcult positions, undertake appraisal in a calm manner, tolerate cultural differences, while being critically inquisitive.

6197 Pollard, J. A. 1952. “Corporation Support of Higher Education.” HBR 30 (September-October, no. 5): 111–126. Since business and industry has an increasingly larger role in American society and a greater stake in higher education, Pollard ﬁnds it reasonable to expect far more corporate support for higher education

6198 Dautry, R. 1934. “Culture and Technique.” HBR 12 ( July, no. 4): 407–415. A manager’s education is never ending. Those possessing a strong liberal education need to learn the many techniques involved with their operational departments. Conversely, those beginning in subordinate departments will ﬁnd it in their best interests to be cognizant of cultural developments.

6199 Whitehead, A. N. 1933. “The Study of the Past: Its Uses and Its Dangers.” HBR 11 ( July, no. 4): 436–444. The blending of the machine age with skilled craftsmen generated high amounts of cooperation between universities and businesses. The latter must always recognize that by heeding the advice of artists and other humanists, a happier, more productive, and happier society will emerge.

Author Index References are to entry numbers.

Aaker, D.A. 2022, 2370, 2373, 2375 Aannestad, E. 1820 Aaron, H.J. 787 Abbott, C.C. 562, 3994, 4107, 4164, 4166, 4280, 4680, 6011, 6076 Abercrombie, G. 761 Abernathy, F.H. 5304 Abernathy, W.J. 2122, 2156, 3338, 5870 Abraham, M.M. 2273 Abrahams, R. 2181 Abrahamson, E. 133 Abrams, F.W. 71 Abramson, A.G. 3799, 4268 Abramson, V. 4325 Abrashoff, D.M. 1266 Achenbaum, A.A. 2724 Ackerman, K.B. 2510 Ackerman, L.J. 347 Ackerman, R.W. 2029 Acworth, W.M. 4252 Adair, F. 2123 Adam, J., Jr. 2487 Adams, R.G. 2939 Addleman, R.B. 5452 Adkins, J.L., Jr. 11 Adler, G. 1668, 1669, 2145 Adler, L. 2759, 2835, 2928 Adler, N.A. 1418 Adler, P.S. 1046, 2900 Adler, R.D. 2158 Adner, R. 3257 Agegglen, J.C. 647 Aggarwal, S.C. 5809, 5849 Agrawal, N. 2687 Agrawal, V. 2687 Aguilar, F.J. 632 Aiello, R.J. 4492 Ain, S.C. 338 Alamaro, M. 3923 Alba, J.W. 590 Albright, L.E. 404 Alden, V.R. 4054 Alderfer, C.P. 195 Aldis, O. 1075 Aldrich, P.G. 4836 Alevizos, J.P. 2424 Alexander, M. 3455, 4503 Alexander, R.S. 2779, 3073, 3355, 5140 Alfred, T.M. 887 Algesheimer, R. 2555

Allen, B. 5580, 5616, 5628, 5651, 5653 Allen, C.S. 1375 Allen, C.T. 2806 Allen, H. 356 Allen, J. 2697 Allen, J.L. 1141 Allen, L.L. 4081 Allen, R.L. 2227 Allen, W.T. 182 Allison, J.R. 4981 Allmendinger, G. 2884 Almquist, E. 2703 Alpasian, M.C. 5444 Alter, S.L. 5538 Amabile, T.M. 951, 973, 1031 Amara, R. 5071 America, R.F. 525, 6132 Ames, B.C. 2149, 2392, 2607, 2608, 2610, 3161, 5338 Ammer, D.S. 3024, 3027, 3378, 3482, 5855 Amram, M. 4579 Anand, B. 5169 Ancona, D. 1223 Anders, G. 4506 Anderson, C.A. 197 Anderson, C.J. 4676 Anderson, C.M. 4272 Anderson, E. 2942, 3134 Anderson, E.H. 1344 Anderson, J.C. 2501, 2597, 2599, 2714, 3245 Anderson, K. 494 Anderson, M. 6095 Anderson, M.H. 4626 Anderson, M.J., Jr. 2674 Anderson, P. 977 Anderson, R.M. 6022, 6023 Anderson, R.W. 4874 Anderson, S.R. 5329 Anderson, S.W. 3913, 4891 Andlinger, G.R. 3279, 3280, 5494 Andreasen, A.R. 1792, 1803, 2485, 2817, 2818, 1792 Andress, F.J. 2265 Andrew, J.P. 2889 Andrews, K.R. 60, 100, 103, 200, 202, 204, 206, 217, 644, 645, 1925, 2031, 3676, 4959, 5063 Andrews, V.L. 4563, 4723

391

Angermueller, H.H. 4406 Ankrom, R.K. 4742 Anonymous 1674 Anshen, M. 648, 652, 1421, 2171, 5470, 5473, 5553 Anslinger, P.L. 4499 Ansoff, H.I. 2770, 3406, 5547 Anthony, R.N. 1807, 3411, 4140, 4320, 4662, 5122, 5254, 5272, 5276, 5288, 5354, 5358, 5403, 6086 Anthony, S.D. 3284 Apgar, M., IV 3681, 3966, 4829, 4830, 5678, 6014 Applebaum, W. 3072 Applegate, L.M. 273 Arbel, A. 4855 Argenti, P. 2002, 2006 Argyris, C. 631, 902, 990, 1295, 1303, 1464, 1469, 1613, 1863, 1885, 1919, 1920, 5386 Ariely, D. 2453 Armour, G.C. 5784 Armstrong, A. 5592 Armstrong, D.J. 5306 Arnold, D. 2625 Arnold, J.H., III 4598, 4775 Arnold, J.L. 4706, 4803, 5239 Arnold, P.M. 2100 Arnold, T. 3587, 4322 Arnold, T.S. 4603 Arnott, R.D. 5416 Aron, R. 5737 Arrunda, B. 5735 Arthur, H.B. 3796, 3497, 4080, 4465 Arussy, L. 2466 Arzac, E.R. 4912 Asakawa, J. 843 Ascher, M. 5551 Ashkenas, R.N. 603, 1933, 4491, 4498, 5895 Ashler, P.F. 5984 Ashley, E.E., III 5131 Ashton, J.E. 4481, 5804 Askari, H. 6004 Aspinall, K. 3387 Aspinall, M.G. 763 Athos, A.G. 149, 1904 Atkin, B. 2745 Atkins, P.A. 4806 Atkins, R.J. 2927, 5750

Author Index Atkins, R.M. 5760 Atkins, W. 5578 Auerbach, A.L. 5252 Auerbach, J. 5198, 5216 Augustine, N.R. 1605, 3333 Austin, J.E. 154, 674, 2354 Austin, R.D. 5573 Austin, R.W. 2046, 5090, 5123 Avishai, B. 1385, 2012, 3324, 3616, 5704 Axelrod, B. 1662 Babcock, L. 709 Babson, P.T. 341 Bach, G.L. 3900, 3902, 3903, 4028, 4031, 4035 Bachmann, A.E. 5731 Backman, J. 5136 Badaracco, J.L., Jr. 3669, 5055 Bagby, J.W. 4802 Bagley, C.E. 5436 Baida, P. 53 Baier, M. 2760 Bailey, G.D. 5409, 5410 Bailey, J.C. 2162 Bakay, A.J. 4878 Baker, G.P. 4211 Baker, H.K. 4692, 4917 Baker, J.C. 194, 351, 1525, 1530, 1556, 1580, 1581, 1582, 1583, 1584, 1585, 1586, 1587, 1588, 1589 Baker, J.K. 2114 Baker, M.A. 783, 853 Baker, R.E. 3601 Baker, W. 2947 Bakhshi, V. 5389 Bala, V. 2940 Balassa, B. 3901 Balderston, C.C. 463, 4367 Baldwin, C.Y. 139 Baldwin, D.G. 1851 Baldwin, H.W. 6041 Baldwin, R.H. 4650, 4663 Baldwin, W.H. 4991 Baldwin, W.L. 5755 Bales, R.F. 1499 Ball, B.C., Jr. 5396 Ballaine, F.K. 2060 Ballentine, A.A. 4433, 5129, 5202, 5431 Ballou, B. 1784 Balthasar, H.U. 2083 Bamford, J. 3258, 4480 Banaji, M.R. 5051 Banas, G.E. 380 Bane, M.J. 2008 Bangle, C. 963 Banker, P. 4738 Banks, L. 2026, 3008 Banks, P.M. 413, 862, 1312, 1405, 1770, 1772 Banks, R.L. 3470 Banks, R.S. 5218 Barabba, V.P. 2814 Baram, M.S. 5183 Baran, P.A. 3564 Baranson, J. 3623 Bararacco, J.L., Jr. 1264 Barbash, J. 1093 Barber, F. 3206 Barber, G.E. 3599 Barber, J.H. 3187 Barboon, M.J. 3792 Barcan, A. 5560 Barker, C.A. 4695, 4871, 4873 Barker, R.G. 5392 Barker, S.M. 2754

392 Barkin, S. 1155, 1169, 1191 Barloon, M. 915, 4356 Barnard, M.S. 1804 Barner, M. 1990 Barnes, C.E. 5187 Barnes, J.H. 3604 Barnes, L.B. 535, 1609, 1881, 1897, 2212 Barnes, W.S. 692 Barnett, F.W. 2789 Barnett, G.E. 1206, 4822 Barnett, N.L. 2757 Barnett, R.C. 58, 750 Barney, J. 6003 Barnhard, C.I. 2176 Barr, J.W. 236 Barrett, M.E. 2650, 5382 Barrett, R.S. 20, 892 Barry, F.G. 638 Barsoux, J.L. 1379, 1864 Bartczak, N.J. 5246 Bartell, H.R., Jr. 4811 Bartlett, C.A. 673, 980, 982, 1311, 1363, 1373, 1762, 1869, 2626, 5449 Bartlett, J.W. 52 Bartmess, A.D. 5739 Bartolome, F. 389, 1442, 1673, 1877, 2157, 6128 Barton, F.L. 4207 Barton, J.H. 3953 Barton, P.M. 3040 Barton, T.H. 622 Bartos, R. 2283, 2411, 2412 Baruch, B.M. 4341 Baruch, H. 208, 5110 Barwise, P. 1978 Bass, S.J. 2993 Bassett, P.C. 328 Bassi, L. 823, 4852 Batchelder, M.B. 760 Bates, A.D. 2993 Bates, G.E. 108, 252, 253, 4819, 4870 Batt, W.L., Jr. 1106, 4258 Batten, F. 474 Bauer, J. 5150 Bauer, R.A. 228, 815, 1921, 2033, 3197, 5467, 5970, 6141 Baum, M. 2053 Baumann, H. 2878 Baumgartner, P. 3394 Baumol, W.J. 5474 Bayliss, W.H. 1627 Bazerman, M.H. 1594, 4971, 5032, 5051, 5236, 5237, 5445 Beach, E.R. 2778 Beard, S.S. 3677 Beatty, R.W. 827 Beaty, D.T. 2013 Beck, A. 3036 Beck, J.C. 5507 Beck, S. 4759 Beckenstein, A.R. 4941 Becker, B.E. 827 Beckhard, R. 402 Beckwith, A.E. 2424 Beebe, B. 179 Beem, E.R. 3070, 5027 Beer, M. 134, 140, 156, 872, 1417, 1449, 1646 Beese, A. 4323 Beeson, J. 1644 Behfar, K. 2182 Behrman, J.N. 96 Belilove, J.R. 5535 Bell, D. 5596 Bell, J.W. 3582, 4439

Bell, S.J. 3204 Belli, P. 3935 Bellmann, M. 956 Bemis, J. 5949 Bendapudi, N. 427, 2461 Bender, P.S. 5775 Bendiner, B. 1112 Bengen, B. 2291 Benjamin, R.I. 2593 Bennett, J.B. 619 Bennett, N. 355, 2127 Bennett, W.E. 646 Bennigson, A.I. 5020 Bennigson, L.A. 5020 Bennion, E.G. 93, 1220, 1243, 1251, 1278, 1300, 1331, 1366, 1366, 1617, 1874, 4083, 4267 Bensaqu, M. 5607 Bensinger, P.B. 391 Benson, H. 2227, 2229, 2231 Benson, J.J. 2657 Benton, J.B. 5537 Berez, S. 5226, 5327 Berg, A. 2034 Berg, N. 3435, 3439, 5740 Berg, T.L. 1124 Bergen, H.B. 1193 Bergen, M.E. 2948 Berger, A. 5911 Berger, P.D. 4463 Berger, P.L. 4075 Berglas, S. 365, 587, 825 Berglund, A. 3350, 4009 Berkeley, S. 3000 Berkley, J.D. 1372 Berkley, W.R. 182 Berkowitch, A. 424 Berlant, D. 5339 Berle, A.A. 4690, 4933 Berlew, F.K. 675 Berman, H.J. 3981 Berman, J.A. 540 Bernard, A. 3815 Bernhard, H.B. 597 Bernick, C.L. 5920 Bernick, M. 3778 Bernotat, W.H. 3858 Bernstein, P.L. 2421, 3761, 4037, 4785, 4860, 4863, 5153, 5416, 5590 Bernstein, S.R. 2316 Berolzheimer, M.G. 527 Berry, L.L. 2382, 2461, 2468 Berwitz, C.J. 897, 2216 Bessen, J. 2813 Best, A. 2485 Bettauer, A. 4645 Bettcher, K.E. 1993 Bettman, I.M., Jr. 4011, 5144 Bevan, R.V. 448 Bever, T.G. 2291 Bevington, E.M. 3813 Bevis, H.L. 5034, 5204, 6077 Bevis, H.W. 6066 Beyer, R. 5360 Bhide, A. 488, 489, 492, 1854, 1981, 1981, 3671, 4595, 4799, 5062 Biddle, D. 3872 Biderman, A.D. 5966 Biederman, D.A. 261 Bierer, B.B., Jr. 2095 Bierman, L. 434, 4711 Bigelow, R.P. 5655 Biggadike, R. 4524 Bilodeau, B. 1591, 3266 Bines, W.H. 6033

393 Bingham, M.V. 1348, 1931 Bingham, W.H. 3062 Bink, A.J.M. 2618 Biondo, J.J. 534 Bird, C. 3014 Birkinshaw, J. 1748 Bishop, A.L. 5163, 5164, 5165 Bishop, J.E. 5471, 5778 Bishop, J.W., Jr. 5156 Bishop, S. 484 Bittel, L.R. 1726 Bjorn, W. 820 Black, E.M. 3783 Black, J.D. 3509 Black, J.S. 2140 Black, R.F. 4351 Blackburn, A. 2949 Blair, P. 5932 Blair, W.T. 249 Blake, G.B. 5501 Blake, R.R. 387, 2212 Blakey, J. 4772 Blanchard, R. 4129 Blasberg, J. 2359 Blass, W.P. 3686 Blattberg, R.C. 2711 Blaxill, M.F. 1972 Bleeke, J.A. 1754, 4112, 4504 Blenko, M. 1595 Bliss, C.A. 2972, 3575, 4002, 4006, 4029, 4288, 5318, 5478 Block, E.B. 5899 Block, H. 3567 Block, Z. 3467 Blodgett, T.B. 743, 754, 1770, 1984, 2010, 2014, 2025, 5060, 5086, 5992, 6119 Bloom, P.N. 2675, 3225, 5017, 5018 Blostrom, B. 3068 Blough, R.M. 61 Blum, A.A. 1122, 1126 Blum, F.H. 898 Blumberg, P.J. 414 Boatwright, P. 2405 Bober, W.C. 3890, 4388 Bockus, C.E. 5152 Bodie, Z. 4391, 5251, 5393 Bodily, S.E. 5200 Bodrock, P. 5049 Boehm, G.A.W. 5450 Boettcher, J.H. 4613 Boettinger, H.M. 1329, 3719, 5690 Bogart, L. 2028, 2290, 2840, 2844 Boggess, W.P. 2433 Bogue, E.G. 6189 Bohmer, R.M.J. 771, 2194, 3360 Bohn, R. 1855 Bok, D. 4 Bolling, R. 5991 Bollinger, L.L. 4196, 4199, 4204, 4326, 4344, 6047 Bolt, J.F. 600, 1051 Bolwijn, P.T. 3249 Bonabeau, E. 938, 1601, 1847, 1853 Bond, F.A. 1680 Bonocore, J.J. 4402 Bonoma, T.V. 2401, 2410, 2604, 2725, 2730, 2733, 2735, 2788 Boone, M.E. 1218 Borden, N.H. 2322, 2323, 2328, 2342, 2396, 3241, 5192 Bortz, C. 3853 Boschi, R.A. 2083 Bossidy, L. 1663, 2125 Bothwell, J.C., Jr. 4696

Botkin, J. 983 Bouchikhi, H. 586 Boulden, J.B. 5691 Boulding, K.E. 4089, 6153 Boulding, W. 2893 Boulos, F. 1620 Bourgeois, L.J. 595 Bovet, D. 2499 Bowden, G.T. 172, 905 Bowe, F. 9 Bowen, C.P., Jr. 617 Bowen, H.K. 1043, 1279, 5794, 5881 Bowen, N.C. 34, 35, 5105 Bowen, W.G. 4, 1797 Bower, J.L. 125, 1635, 1714, 1975, 1979, 2903, 3424, 4105, 4489, 4987, 6056 Bower, M. 89, 254, 1704, 1940, 5194 Bowers, M.H. 383 Bowersox, D.J. 2505 Bowman, G.W. 759, 1697 Bowser, H.R. 4018 Boyatzis, R. 371, 1260 Boyd, D.P. 509, 515 Boyd, G.A. 4249 Boyd, H.W., Jr. 2417 Boyle, B.B. 18 Boyle, D.C. 1048 Boyle, R.J. 161 Boynton, A. 979, 2185 Bradach, J. 1785 Bradford, C. 795 Bradford, L.P. 318 Bradford, R.F. 6000, 6001 Bradley, B. 1787 Bradley, D.G. 1768 Bradley, G.E. 1780, 3977, 6133 Bradley, K. 410 Bradley, S.P. 3675 Bradley, W.L. 3506 Brady, G.S. 5860 Brady, R.H. 5694, 6064 Brailer, D.J. 776 Branch, B. 5247 Brandenburg, R.G. 3489 Brandenburger, A.M. 2142, 3269 Brandyberry, G. 2809 Branscomb, L.M. 3656 Brant, J. 834 Brasch, J.J. 2644 Bratt, E.C. 3590, 3592 Braun, P.C.M.S. 4838 Brauweiler, J.R. 4866 Breeme, R.T.S. 2696, 3445 Bremer, O.A. 6129 Bremmer, I. 2619, 3921 Brennan, J.J., Jr. 818 Brenneman, G. 3395 Brenner, C. 4187 Brenner, M.H. 2260 Brenner, S.N. 5078, 5952 Brett, J. 2182 Breuning, S.M. 4190 Brewster, R.C. 2425 Bricklen, D. 476 Bright, A.A., Jr. 4285 Bright, J.R. 168, 3067, 5545, 5555, 5558, 5663, 5859, 5935 Bright, W.E. 874 Brindisi, L.J., Jr. 1529 Brink, J.W. 3961 Briscoe, R. 2035 Britt, S.H. 2318, 2830 Britt, T.W. 1036 Brock, J.L. 3091 Brockner, J. 2245

Author Index Broehl, W.G. 2044, 6142 Bromiley, P. 3452 Bronfenbrenner, M. 3795 Brooks, H. 2085 Brooks, J. 57, 1292, 2257, 6122 Brousseau, K.R. 1592 Brouwer, P.J. 629 Brower, M. 541 Brown, E.C. 1173 Brown, G.B. 775 Brown, G.G. 3833 Brown, J.A. 3588, 4440 Brown, J.J. 3018 Brown, J.S. 966, 991, 2070, 3260, 5605 Brown, L.O. 2850, 2851, 2852, 4227 Brown, M. 803 Brown, P. 5621 Brown, P.W. 4470 Brown, R. 3319, 3452 Brown, R.G. 5472 Brown, R.L. 5381 Brown, R.V. 5448 Brown, S. 2704, 3141 Brown, S.L. 2709, 3321 Brown, T.H. 2119, 3202, 5479, 5497 Brown, W. [Wayne] 6189 Brown, W. [Wilfred] 1911 Browning, R. 5339 Brownlee, O.H. 5475 Brownstein, A.R. 1514 Brua, L.A. 417 Bruch, H. 582, 1368 Brugham, J. 1991 Brukhart, G. 4 Brumit Kropf, M. 710 Brundage, P.F. 5260, 5424 Brunell, S. 4653 Bruner, D. 1127 Bruner, H.P. 6103 Brunett, B. 3298 Bruno, A. [Andrea] 723 Bruno, A.V. [Albert] 2991 Bruns, W.J., Jr. 5521 Bryan, L.L. 4393, 4396 Bryne, R.S. 3714 Buchanan, B. 2276, 2279 Buchanan, J.R. 5595, 5636 Buchanan, L. 831, 1596 Buchanan, M. 4064 Buchholz, R.A. 5074 Buckingham, M. 1359 Buday, R. 2106 Budd, N. 4773 Buehler, A.G. 4171, 4173, 4177, 4181, 4183, 4308 Buell, V.P. 2768, 3175 Buffa, E.S. 5691, 5784 Bullen, C. 5526 Bullock, C.J. 3093, 3095, 3917, 6079, 6104 Bullock, H.A. 2419, 2420 Bumstead, D.C. 436 Bunden, W.A. 4200 Bunderson, J.S. 943 Bunke, H.C. 62 Bunker, K.A. 584 Bunn, W. 356 Bunting, J.R., Jr. 4416 Burford, V.L. 2019 Burger, C. 3009 Burgess, K.F. 4224, 4233 Burke, R.R. 2812 Burkholder, R. 3536 Burnell, A.M. 4629 Burnett, G.J. 5539

Author Index Burnham, D.H. 1835, 1868, 1887 Burnham, E.A. 3075, 3079, 3082, 3085, 4320 Burns, A.F. 4030 Burns, A.R. 4301 Burns, J.L. 4260 Burns, L.S. 6134 Burns, R.K. 303 Burr, H.B. 22 Burrell, L. 1440, 1643, 2880 Burrell, O.K. 4444 Burrows, D.S. 6071 Bursk, E.A. 2309 Bursk, E.C. 640, 657, 1780, 2490, 2529, 2761, 3126, 3180, 4096 Bursk, R.A. 170 Burstein, H. 5312 Burt, D.N. 3021, 5845 Burton, J.C. 4864 Busch, G.A. 3491 Buss, M.D.J. 5528, 5531, 5570, 5579, 5627, 5635 Bussgang, J.J. 2589 Butler, H. 3645 Butler, T. 376, 596, 1034, 1040 Butler, W.F. [William] 4788 Butler, W.J. [W. Jack] 693, 2664 Butman, J. 5838 Butters, J.K. 4162, 4165, 4279, 4369, 4551, 5317, 5432 Buzzell, R.D. 2381, 2653, 2676, 2829, 3058, 3250, 3434, 5467 Byham, W.C. 1691 Byron, W.J. 2054 Cabot, L.W. 232, 264 Cabot, P. 3595, 4103, 4126, 4127, 4894 Cachon, G.P. 5840 Cadbury, A. 5064 Cadbury, N.D. 2921 Cairncross, F. 3873 Cairns, J.A. 5949 Caldwell, G. 795 Caldwell, W.M., IV 5106 Calkins, C. 762 Calkins, R.D. 105, 106 Callan, J.C. 117 Callioni, G. 5302 Calthrop, P. 5328 Calvert, G.N. 343 Cambreleng, R.W. 3163 Caminer, J.J. 5494 Cammann, C. 5351 Camp, R.C. 5907 Campbell, A. 270, 1862, 3326, 3389, 3451, 3455, 4503 Campbell, D.N. 385 Campbell, E.D. 1560 Campbell, E.M. 4733 Campbell, L. 6186 Campbell, T.C., Jr. 2170 Canon–Bonventre, K. 3056 Canton, I.D. 3226 Caplan, J. 287 Caplow, T. 2842 Capon, N. 4558 Cappelli, P. 430, 837, 1651 Cares, J. 3267 Carey, J.F. 1527 Carini, G. 929 Carl, F., Jr. 5420 Carlson, D.G. 326 Carlson, D.S. 705 Carman, P. 4860 Carne, E.B. 5669

394 Carpenter, M. 2707 Carpenter, R.B. 1548 Carr, A.Z. 5088, 5083 Carr, N.G. 373, 374, 479, 1364, 2573, 2578, 3926, 5508, 5603 Carroll, D.T. 203, 1983, 3436 Carson, D. 2655, 3072 Carson, W. 3179 Carter, E.E. 3377 Carter, J.C. 2144 Carter, L. 5395 Carter, W.D. 4725 Carvell, S. 4855 Carver, K.A. 712 Carver, T.B. 4980 Cary, C.O. 2057 Cary, W.L. 2439, 4160, 4809, 4814, 5434 Casciaro, T. 2187 Cascio, W.F. 440 Case, E. 3511 Case, H.M. 2995 Case, J. 406, 443, 3322 Casey, C.J. 5246, 5282 Cash, J.I., Jr. 273, 5524 Cassady, R., Jr. 2321, 2854, 2973, 4116, 5132 Castleman, B.B. 5853 Catchings, W. 3416, 3912 Cavanaugh, R.M. 5486 Cervantes, A.J. 6093 Cesoedesm, F.V. 3137 Cespedes, F.V. 1654, 2402, 2506, 3144 Cha, S.E. 1839 Chace, H.R. 3720 Chaffee, J.B., Jr. 4807 Chait, R.P. 1793, 1800 Chalkley, L., Jr. 2331 Chamberlain, C.J. 5714 Chambers, F.G. 3513 Chambers, J.C. 2210, 5454 Chambers, R.L. 4657 Chambers, R.W. 3084, 4963 Chamot, D. 1110 Champion, D. 479, 2137, 3131, 3292, 4705, 4766 Champion, G. 2042 Chandler, A.D., Jr. 1976, 5955 Chandler, L. 1445 Chandler, M. 238 Chandler, W.P., III 620 Chandran, R. 5009 Chapman, J.F. 458, 3989 Chapman, J.M. 3526, 3528 Chapman, R.P. 4427 Chapple, E.D. 1712 Charan, R. 145, 1265, 1466, 1649, 1943, 1977, 3373, 3373, 3386, 3884, 4394 Charkravorti, B. 2887 Chase, R.B. 2484, 5725 Chastenet, J. 3992 Chatﬁeld, M.V. 32, 33, 38, 39, 45, 46, 47, 56, 860, 1328, 2646, 3619 Chatlos, W.E. 4525 Chaudhuri, S. 4495 Chayes, A.H. 17, 5219 Checa, N. 6003 Cheek, L.M. 879 Chen, J. 5674 Cherington, H.V. 4817 Cherington, P.T. 565, 3120 Cherington, P.W. 5979 Chesbrough, H.W. 478, 1841, 2069, 2590, 4763 Cheskin, L. 157, 2846, 2950, 5060, 5485 Chhatpar, R. 2679

Childre, D. 2219 Childress, S. 6178 Chinitz, B. 5754 Chisolm, J.K. 5822 Choate, P. 3946, 5943 Choi, T.Y. 5830 Choo, R. 136 Christen, M. 2893 Christensen, C.M. 119, 135, 771, 1362, 2689, 2878, 2903, 3050, 3393, 3453 Christensen, P. 839 Christian, R.W. 634 Christopher, T.W. 6070 Christopher, W.F. 3481 Chua, A. 3610 Chugh, D. 1594, 5051 Chun, R. 1939 Churchill, N.C. 15, 514, 4577, 5281, 5378, 5421 Ciampa, D. 1650, 1664 Cies, R.D. 5134 Ciulla, J.B. 598 Cladini, R.B. 1262 Clancy, K.J. 2362 Clark, D.T. 657 Clark, F.E. 2429 Clark, K.B. 139, 1043, 1279, 3338, 3372, 4259, 4259, 5727, 5881, 5882, 5884 Clark, T. 2382 Clark, T.C. 5203 Clarke, D.G. 2790 Clarke, R.J. 460 Clasen, E.A. 5089 Clausen, A.W. 3956 Clauser, H.R. 5857 Clausing, D. 2495, 5703 Clawson, R.T. 5769 Clee, G.H. 694, 698, 2661, 5977 Cleland, D.I. 1907 Clemons, E.K. 3291, 5668 Cleveland, A.S. 3236 Clewett, R.M. 2749 Cliffe, S. 375, 1935, 4497 Clifford, D.K., Jr. 3327, 3342 Clifford, E.L. 4445 Clippinger, R.F. 5664 Close, J.A. 4876 Clough, S.B. 3569 Cmar, K.A. 3054 Coates, C.B. 545 Coburn, F.G. 4896 Cocanougher, A.B. 5082 Cochran, T.C. 1338, 5983 Coddington, D.C. 786, 2087, 3438, 6166 Coffman, C. 2456 Coffman, P.B. 174, 2179 Cogswell, G.R. 2873 Cohen, A.I. 2385 Cohen, D. 931, 1852 Cohen, M.A. 2687 Cohen, M.L. 4426 Cohen, S.S. 3944 Cohler, M.R. 86 Cohn, J. 2037 Cohn, J.M. 576 Cole, A.H. 67, 74, 2174, 3731 Cole, R.E. 5523 Cole, W.M. 5274, 5373 Colely, E.T. 2244 Coleman, C.G., Jr. 638 Coleman, R. 4170 Coles, R. 5065 Colgate, S.B. 6069 Colier, R.L. 894

395 Collard, B.A. 1044 Colletti, J.A. 3128 Colley, R.H. 2299, 2304, 2774 Collier, A.T. 275, 900, 1677, 1699, 1700, 2039, 2058, 6147 Collingwood, H. 1367, 4797 Collins, E.G.C. 160, 324, 524, 608, 739, 740, 743, 747, 998, 1406, 1879, 1880 Collins, J.C. [Jim] 1231, 1267, 1621, 3323 Collins, J.M. [Julia] 2277 Collins, M., Jr. 3353 Collis, D.J. 1964, 3296 Colvin, G. 4482 Compa, L. 1094 Compton, W. 3349 Conant, J.B. 104, 6178 Condon, T.J. 433 Cone, C.L. 1996 Conger, J.A. 185, 1245, 1463, 1998 Conick, M.C. 4749 Conine, E. 3556 Conner, A. 3979 Connor, J.C. 717 Connor, S.R. 1732 Conrad, G.R. 3441, 4643 Cook, D.C. 2435 Cook, F.X., Jr. 4481, 5804 Cook, L.G. 2090 Cook, P.W., Jr. 2612, 4955, 5363 Cook, S. 2689 Cooke, M.L. 4124 Cool, W.R. 4624 Coonley, H. 5388 Cooper, A.C. 2091, 2673, 2929 Cooper, E.N. 1201 Cooper, L.W. 420 Cooper, M.R. 393 Cooper, R. 2950, 5333, 5337, 5342, 5343 Copeland, M.T. 2177, 2430, 2431, 2535, 2617, 2977, 3745, 4966, 5126, 5210 Copeland, R.M. 5309 Copeland, T.E. 4499, 4571, 5332 Copland, D.B. 3635, 4368 Corey, E.R. 276, 2506, 4787, 5125, 5889 Correa, M.E. 2551 Corson, J.J. 1019, 5121 Corsten, D. 2498, 3043 Corstjens, M. 2356, 2707 Cort, S.G. 3058 Corwein, V. 1037 Cote, M. 3665 Cottle, C.S. 4724 Cottle, S. 3344 Couger, J.D. 5617 Court, D. 180 Courtney, H. 3454 Coutu, D.L. 92, 127, 366, 372, 372, 928, 1030, 1228, 1241, 1319, 1367, 1639, 1828, 1834, 1844, 1850, 1958, 2567, 3136, 3287, 4976, 5052, 5673, 6111, 6162 Covner, B.J. 405 Cowles, G. 3990 Cowles, W.B. 4362 Cox, D.F. 2307, 2308, 2825 Cox, E.B. 4559 Coyne, E.P., Sr. 569 Coyne, K.P. 569, 926, 2586, 4903 Crafts, P.C., Jr. 210 Cragin, R.T. 4849 Craig, E. 586 Cramer, G.L. 3497 Crandall, R.E. 451

Crane, D.B. 3898, 4391, 4395, 4400, 4408, 4408 Crane, J.B. 4202 Craumer, M. 2891 Crawford, B. 180 Crawford, R.J. 4043 Crino, M.D. 384 Cronin, T.C. 2214 Crosby, W.W., Jr. 4438 Cross, I.B., Jr. 1199 Cross, J. 5610 Cross, J.S. 3834 Cross, R. 1843, 2188 Cross, S.H. 3570 Crowell, R.A. 4715 Crowston, W.B.S. 2165 Crowther, J.F. 3026 Croyle, R. 4485 Crozier, M. 153 Crum, M.C. [M. Colyear] 4422 Crum, W.C. [William C.] 3666 Crum, W.L. 1589, 3593, 3740, 3741, 3750, 3751, 3752, 3754, 4457, 4683, 4683, 4816, 5482 Cryer, B. 2219 Cucuzza, T.G. 5335 Cuddihy, B.R. 615 Culbert, S.A. 1899 Culbertson, C.V. 5155 Culbertson, J.M. 3952 Cullinan, G. 4479 Culliton, J.W. 1890, 1912, 2775, 4383, 5361, 6072, 6155 Cummings, J.P. 5267 Cunningham, C.R. 707 Cunningham, R.M. 2394, 2418, 2536, 3184 Cunningham, W.J. 4195, 4214, 4247, 4256 Curley, J.R. 4877 Currie, A.W. 3634 Curtiss, F.H. 4460 Cushing, R. 1998 Cushman, R. 5079 Cusumano, M.A. 2582 Cutts, R.L. 4046, 4047 Cvar, M. 3884 Daggett, S. 4203 Dahneke, M. 3140 Dale, E. 1631 Dalton, G.W. 295, 2084, 5712 Dalton, J.E. 3515, 3517, 4823 Dameron, K. 2327, 3242, 5029, 5141 Daniel, D.R. 281, 2166 Daniells, L.M. 36, 37, 2021, 2819, 3341, 3472 Daniels, A.H. 3078 Daniels, W.M. 3807, 4226, 5207 D’Aprix, R. 1472 d’Arbeloff, A. 1519 Darby, C.A.R. 5573 Darkin, A.W. 4751 Darling, M. 3268 Darrow, J.W. 5535 Das, G. 670 DaSilva, A.T. 1996 Dasu, S. 2467 Dauer, E.A. 4434, 4727 Daugherty, C.R. 1207, 5938 Dautry, R. 6198 D’Aveni, R. 3281, 3290 Davenport, D.H. 4335, 4389 Davenport, F. 6002 Davenport, T.H. 942, 952, 1322, 5014,

Author Index 5443, 5507, 5582, 5614, 5676, 5680, 5738 David, D.K. [Donald K.] 2988, 3788 Davidow, W.H. 3222 Davidson, H.J. 6124 Davidson, H.O. 5284 Davidson, J.H. 2920 Davidson, M.N. 704 Davidson, W.H. 677 Davidson, W.R. 2522, 2993, 3063 Davies, G. 1939 Davies, P.L. 6038 Davila, A. 1622 Davis, B.A. 3844 Davis, D. 5925 Davis, E.W. 5818 Davis, H.L. 5854 Davis, H.T. 3348 Davis, J.H. [James H.] 3265 Davis, J.H. [John H.] 3503 Davis, J.S. [Joseph S.] 3514, 3523, 4313, 4348 Davis, K. 1501 Davis, R.E. 4544 Davis, R.H. 201 Davis, R.T. 3173 Davis, S. 983, 2948 Davis, S.I. 4412, 4740, 4746 Davis, S.M. 1313, 1420, 1682, 2225 Dawar, N. 3295 Day, G.S. 2022, 3357, 3361, 3371, 3390, 4908 Day, R.L. 2766 Dayton, D.J. 5963 Dayton, K.N. 199 Dean, A.H. 5418, 5419 Dean, J. [Joel] 2121, 2317, 2918, 2938, 2968, 2974, 4671 Dean, J.W., Jr. [James] 5886 Dean, N.J. 5656, 5693 Deans, G.K. 4484 Dearden, J. 550, 693, 1542, 1552, 1675, 1692, 3437, 3440, 4639, 4651, 4652, 5283, 5350, 5359, 5362, 5550, 5597, 5644, 5657, 5695, 5696 Dearing, C.L. 4193 DeBruicker, F.S. 2729 DeCenzo, D.A. 383 de Chazeau, M.G. 3585 Dees, J.G. 1790 deForest, M.E. 741 De Geus, A.P. 3270, 1963 Degraeve, Z. 5303 DeGroot, J. 839 De Haas, J.A. 3631, 3697, 3999, 4001, 4003, 4334 DeHoratius, N. 5839 Deighton, J. 2588, 2711, 4488 Dekimpe, M. 2944 Delafon, J.C. 3967 Delaney, G.P. 1142 Delano, F. 5179 De Lano, J. 4440 Delbanco, A. 263 De Long, D.W. 5449 DeLong, J.B. 4940 DeLong, T.J. 1832 DeLurgio, P. 2810 Deming, D.D. 5821 DeMonaco, L.J. 4498 de Montgros, X. 5302 Demos, R. 636, 6150 DeMott, B. 51 Dempsey, B.W. 3602, 5094 DeNike, J.H. 6073, 6075

Author Index DeNino, M.J. 4774 Denney, R. 6138 Denning, S. 1448 Denrell, J. 1949 Dent, J.K. 1736 De Pasquale, J.A. 438 Dernburg, H.J. 6010 de Roover, F.E. 77 Desai, M.A. 1745 DeSalvo, A. 5404 Deshpande, R. 1993 De Simone, D.V. 5871 Detert, J.R. 1822 DeTuro, P.J. 3690 Deutsch, A.R. 14 Devlin, C.E. 3521 Dewing, A.S. 3755, 4104, 4728, 4898, 5000 Dhalla, N.K. 2286, 2289, 2994 Dhar, R. 2460 Dholakia, P.M. 2555, 3194 Diakonoff, V.A. 5299 Diamond, C.G. 2596 Diamond, M.A. 5239 Diamond, S.L. 5019 Dichter, E. 2300, 2414, 2658, 2847, 6145 Dickerman, A.B. 4314 Dickie, J. 3135 Dickson, D.N. 26, 31, 676, 4137 Dickson, R.D. 4069 Diebold, J. 1776, 5548, 5549, 5563, 5652, 5732 Dietz, S. 2387 Digman, L.A. 5438 Dill, W.R. 1483, 1485, 2165 Dilley, S.C. 5242 Dillion, T.H. 3848 Dimond, T. 3723 Di Scipio, A. 2661 Dissmeyer, V.M. 3375 Dittmann, J.P. 5826 Dittmar, L. 5100 Divita, S.F. 6028 Dixit, A.K. 4586 Dixon, A.L. 2806 Dobscha, S. 2471 Dodd, D. 3313 Dolan, R.J. 2951 Dolley, J.C. 4930, 4931 Domeratzky, L.D. 4023 Dommersmuth, W.P. 1693 Donald, E.K. 922 Donald, G. Jr. 1712 Donald, M.J. 922 Donald, W.J. 1349 Donaldson, G. 186, 3484, 4600, 4623, 4633, 4654, 4661, 4868, 4924 Donaldson, T. 5057 Donham, P. 63, 552, 554, 555 Donham, R. 2120, 3415, 3892 Donham, W.B. 109, 1346, 2061, 2062, 3598, 3603, 4306 Donham, W.M. 79, 113, 1355, 5097 Donnelley, R.G. 547 Donovan, E.T. 1517 Donovan, J.J. 5615 Donovan, N.B. 3471 Donovan, W.J. 3647, 4967 Doody, A.F. 2522, 3063 Dooley, A.R. 66, 5542, 5783, 6139 Doorley, T.L. 3221 Dorf, B. 2493 Dornbusch, R. 3664 Dory, J.P. 2794 Doty, R.A. 653

396 Douglass, L. 6091 Dovey, B.H. 534 Dowrie, G.W. 4441 Doyle, S.X. 3144, 3147, 3152 Doz, Y.L. 1763, 2124, 3263, 3385 Drake, H.B. 6021 Dranikoff, L. 4576 Drapeau, A. 1452 Draper, D.W. 4609 Drayton, W. 5108 Dreher, W.A. 316 Drews, W.P. 5488 Dreyfuss, H. 5891 Dreze, X. 3041 Drier, P. 2011 Driggs, W.W. 2879 Driver, M.J. 1592 Drucker, P.F. 72, 277, 278, 511, 573, 580, 594, 835, 852, 949, 972, 988, 1001, 1014, 1327, 1336, 1341, 1419, 1611, 1629, 1799, 1924, 1965, 2045, 2051, 2092, 2246, 3217, 3330, 3984, 3986, 4055, 4713, 5336, 5724, 6116 Druskat, V.U. 2197 Drzik, J. 3362 Duboff, R.S. 5442 Duck, J.D. 148 Dudick, T.S. 5397 Dufﬁeld, E.S. 6040 Duguid, P. 966 Dula, M.A. 805 Dull, S. 2353 Dulles, E.L. 3579 Duncan, C.S. 1211, 4246 Duncan, D.J. 3029, 5319 Duncombe, H.L., Jr. 4387 Dunlap, S. 575 Dunlop, J.T. 3765, 5304, 5956 du Toit, D.F. 507, 522 Dutton, J.E. 578, 1254 Dychtwald, K. 361, 832 Dye, R. 926, 2586, 2999 Dyer, D. 29, 1376 Dyer, J. [Jan] 1637 Dyer, J.H. [Jeffrey] 4476, 5798, 5843 Dyment, J.J. 4739 Dyson, E. 2632, 5591 Earl, M. 5607 Eastlack, J.O., Jr. 2160 Eaton, W.W. 5185 Ebersole, J.F. 3203, 3641, 3905, 4376, 4380, 4436, 4682 Eccles, R.G. 2350, 3325, 4395, 4496, 5348 Eckert, R.A. 2136 Eckler, A.R. 2413, 3841, 4271 Eckley, R.S. 890 Eckstein, O. 3832 Economy, E. 3859 Eddy, C. 5503 Edelman, F. 5466 Edelman, R. 1647 Edery, D. 2351 Edgerly, W.S. 1552 Edmondson, A.C. 1822, 1839, 2194, 3360 Edmunds, S. 531, 2169, 4674, 4677, 4726 Edwards, G.W. 4824 Egdahl, R.H. 792 Egeland, J.O. 4224 Ehrenfeld, T. 1515 Eiler, R.G. 5349 Einhorn, H.J. 1608

Eisenhardt, K.M. 595, 1857, 2709, 3321, 3450 Eisenmann, T. 2681, 3255 Eisenstat, R.A. 156, 1449 Eisingerich, A.B. 3204 Eisner, R. 4132, 5255 Ekblom, H.E. 4745 Elbing, A.O. 1064 Elden, J.M. 1899 Elder, T. 2908 Eliel, P. 1189 Ellis, C.D. 329, 4649, 4720, 6192 Ellsworth, R.R. 4607, 4913 Ellwood, D.T. 2008 Ellwood, P.M., Jr. 807 Elmore, R. 6178 Elsbach, K.D. 1450 Elson, C. 1509 Elton, E.J. 2165 Elton, J. 5896 Ely, R.J. 5, 704 Emch, A.F. 1434 Emering, E.J. 313 Emery, J.C. 4191 Encarnation, D.J. 1761 England, W.B. 3028, 3076 Engle, N.H. 2533, 4008 Enlen, W.J. 2662 Enright, E.J. 2837 Enriquez, J. 6163 Enthoven, A.C. 800 Enthoven, A.J.H. 5290 Eppen, G.D. 5854 Eppinger, S.D. 961, 5710 Epstein, R.C. 3530, 3531, 3532, 4236 Erickson, K. 5003 Erickson, T.J. 361, 824, 832, 2180 Ericson, R.F. 1432 Ericsson, K.A. 2244 Erlandson, E. 581 Ernst, D. 1754, 3258, 4480, 4504 Ernst, H.B. 4605, 5367 Ertel, D. 4972, 4979 Esarey, S. 703 Esch, E. 4248 Eskew, M. 1937 Esposito, A.I. 747, 2019, 3496 Estes, R.M. 207, 223, 233, 242 Esty, D.C. 3854 Etzioni, A. 1606 Evans, M.K. 3412, 5661 Evans, P. [Philip] 2579, 2811, 3303, 2184 Evans, P.A.L. [Paul A. Lee] 2157 Ewing, D.H. 460, 919 Ewing, D.W. 390, 413, 435, 630, 854, 857, 862, 869, 871, 881, 891, 1013, 1312, 1405, 1497, 1772, 1779, 1895, 3005, 4281, 5008 Ewing, J.S. 1430, 5027 Exter, J. 4285 Eyring, M. 3284 Fadiman, J.A. 5066 Fahey, L. 4908 Fair, M.L. 4225 Fairbanks, R.W. 5564 Fairley, L. 4271 Fajen, S.R. 2287 Falk, A.T. 2336 Falk, D.R. 3105 Fang, X. 3536 Fanning, J.E. 4647 Fanuele, M.J. 2270 Farkas, C.M. 1277 Farnsworth, D.L. 2235

397 Farquhar, H.H. 5483 Farrar, D.E. 4719 Farrell, D. 3289, 5736 Farrelly, F.J. 2347 Farris, P.W. 2284, 2957, 5344 Farson, R.E. 1252, 1491 Favaro, K. 3313 Fayerweahter, J. 700 Feder, R.A. 2827 Feeny, D.F. 5611 Feingold, K. 613 Feiss, R.A. 1352 Feitzinger, E. 5879 Feld, C.S. 5601 Felder, R.B. 5103 Feldman, L. 4856 Feldman, M.A. 1996 Feldstein, M.S. 3780, 3894, 4143, 4261 Fellner, W. 4162 Fels, A. 708 Felton, A.P. 2769, 2771 Felton, S.M., Jr. 213 Fendrock, J.J. 5085, 5087 Fenn, D.H., Jr. 1481, 1818, 2033, 5958, 5973 Fennelly, D.J. 4950 Fenning, K. 5196 Fenton, F.P. 1170 Ferdows, K. 5722 Ferdwos, K. 5831 Ference, T.P. 1687 Ferguson, C.H. 3335, 3336, 5512 Ferguson, G.T. 5926 Ferguson, L.L. 628, 6135 Fernandez-Araoz, C. 1666 Ferrazzi, K. 5674 Ferrell, D. 3922 Ferris, W.P. 2192 Fewster, J.D. 4968 Fiedler, F.E. 1071 Field, M.G. 815 Fielden, J.S. 101, 1473, 1488, 1489, 1694, 1732 Figge, H.E., Jr. 314 Filene, L. 5028 Filsinger, E.B. 4020 Finder, J. 5044 Finegold, D. 185 Finkelman, D. 5516 Finkelstein, S. 977 Finn, C.E., Jr. 6183 Finn, D. 601, 2016, 2055, 3012 Firnstahl, T.W. 490, 1393, 2480 Fisch, G.G. 1315, 2215 Fischer, B. 2185 Fisher, A.M. 458 Fisher, G.H. 4155 Fisher, J.C. 2076 Fisher, L.H. 461 Fisher, M.L. 3046, 5767, 5842 Fisher, R. 5216 Fisk, G. 5009 Fiske, N. 2403 Fiss, M.S. 3128 Fites, D.V. 2502 Fitt, L.W. 744 Fitton, H.F. 4015 Fitzgerald, C.L. 552 Fitzgerald, T.H. 310, 399 Flanagan, J.C. 303 Flanders, R.E. 6156 Fleischer, A., Jr. 4810 Fleming, H. 3726, 4961 Fleming, J.H. 2456 Fleming, L. 941, 2189, 5877

Fleming, Q.W. 4573 Fleming, R.L. 385 Fletcher, J.K. 718 Flock, L.R., Jr. 5660 Flom, J.H. 4806 Flood, K.U. 2525 Florida, R. 935, 1998, 3652 Flowers, V.S. 437 Flynn, T.D. 5287 Fogg, J.G., III 4516 Foley, C.F. 1745 Foley, J.J. 1076 Foley, P.M. 393 Folsom, M.B. 354, 5280 Folts, F.E. 658, 6042 Fondation, L. 2002 Fong, H.G. 4315 Fontaine, M.H. 1227 Foote, G.H. 331, 1538, 1554 Foote, M.R. 1528 Forbes, W.F. 5039 Ford, D. 2916 Ford, H., II 1561 Ford, R.N. 1065 Forgen, J.H. 454 Forrester, J.W. 2311, 3379 Forsyth, G.C. 811 Fortang, R.S. 4975 Forunier, S. 2471 Foster, E.D. 3092, 4012 Foster, E.M. 4463 Foster, F.L. 2845 Foster, G. 5339 Foster, K.E. 453 Foster, R.D. 1467 Foster, R.N. 1007, 5933 Foster, W. 1785 Foster, W.T. 3416, 3912 Foulkes, F.K. 851, 870, 877, 5117, 5931 Fowler, S. 2108 Fox, H. [Harland] 907 Fox, H.W. [Harold] 518 Fox, J.B. 4310 Fox, J.R. 5107, 6017 Foy, F.C. 1137, 4918 Foy, N. 609, 1058 Fragner, B.N. 804 Fraisse, P. 169 Fram, E.H. 1407 Frame, S.T. 3744 Francis, S.C. 4491, 4498 Francisco, L.M. 1498 Frank, V.H., Jr. 3955 Frankenhuis, J.P. 2112, 5631 Franko, L.G. 1766 Fraser, C.E. 567, 3417 Fraser, L.B., III 5382 Fraser, R. 5376 Fraught, M.C. 2865 Frawley, E.D. 2864 Freas, A. 2105 Frederick, J.G. 3746 Frederick, J.H. 4208 Fredericksen, D.M. 3607 Freed, R.N. 5650 Freedman, A. 1099 Freedman, D.H. 1325 Freedman, H.S. 557, 559 Freedman, R.J. 3144 Freeland, R.F. 1845 Freeman, C. 2305 Freeman, K.W. 1653 Freeman, R.B. 3707 Frei, F.X. 2575, 3205 Freiberg, A.M. 2530

Author Index French, J.R.P., Jr. 1696 Frese, W.F. 5405 Fretz, C.F. 752 Frey, D. 5883 Frey, J.M. 3174 Frey, R. 151 Freyd, M. 2340, 2859, 5498 Friedman, B.M. 4138, 4778 Friedman, D.E. 849 Friedman, L.N. 3781 Friedman, R. 1860 Friedman, S. 436 Friedman, S.D. 839 Friedman, W.F. 2516 Friend, I. 2839 Friend, S.C. 3044 Frigo, M.L. 4795 Frisch, B. 1445 Fritz, L. 255 Froelich, W. 3696 Frohman, A.L. 2081 Frohman, D. 1225 Froman, L.A. 2446 Froomkin, A.M. 4940 Froot, K.A. 4588 Frost, G.E. 5184 Frost, P.J. 1037, 1254, 1859 Frost, T. 3295 Fruhan, W.E., Jr. 2677, 4509, 4859, 4914 Fryer, B. 126, 360, 370, 1360, 1451, 1508, 2218, 2565, 2705, 2998, 5047, 5587 Fubini, D.G. 4480 Fugal, G.R. 2237 Fujimoto, T. 5884 Fulbright, J.W. 6191 Fuld, L. 1598 Fuller, C. 4108 Fuller, F.M. 760 Fuller, J. 2135, 2503 Fulmer, R.M. 1245 Fulmer, V.A. 1816 Fulmer, W.E. 1099, 1100, 1105 Fulton, M. 5747, 5756 Furash, E.E. 5092, 6169 Furnis, J.P. 4420 Furst, B. 654 Fusaro, R.A. 592, 5569 Fusfeld, H.I. 1985 Fuss, N.H., Jr. 1975 Gabarro, J.J. 1357, 1679, 2247, 2254, 2256 Gabel, H.L. 4941 Gabor, A. 3658 Gabriel, P.P. 1778 Gaddis, P.O. 689, 883, 1703, 4511 Gadiesh, O. 1458, 3396, 3535 Gadon, H. 1058, 1064 Gagnon, C.E. 3224 Galbraith, J.K. 1767, 3016, 3516, 4067, 4139, 4270 Gale, B.T. 2676, 4617, 5247 Galetovic, A. 5169 Galford, R. 840, 1452, 1654, 1665 Gallagher, W. 1016 Galunic, D.C. 1857 Gamble, F.R. 2310 Gansler, J.S. 6018 Gant, D.R. 5408 Garbett, T.F. 2281 Garceau, O. 3637 Gardner, B.B. 69, 2395 Gardner, F.V. 5369

Author Index Gardner, G.F. 4221 Garﬁeld, H.A., II 4942 Garino, J. 3047 Garretson, R.C. 2797 Garrett, R. [Robert] 4748 Garrett, R.W. [Richard] 5748 Garrity, J.T. 4263, 5658 Garten, J.E. 3538, 3929 Gartner, M.G. 5112 Garvin, D.A. 121, 143, 987, 1032, 1602, 1944, 1982, 2722, 3420, 3421, 4614, 5725, 5903, 5910 Gates, B. 4854 Gates, G. 1998 Gatty, R. 2796 Gatza, J. 297 Gaumnitz, R.K. 5475 Gavetti, G. 1597 Gay, E.F. 114 Geary, S. 5836 Geiger, T. 4292 Geisler, M.A. 3276 Geisman, J. 2941 Geissler, C. 828 Gelb, A. 410 Gelb, B.D. 323, 788 Geldhar, J.D. 5706 Gelfand, L.I. 1484 Gelfand, M. 709 Gellerman, S.W. 288, 1730, 3143, 5067 Gentile, M.C. 6 Geoffrion, A.M. 2515 George, B. 1222 George, H.B., Jr. 4290 George, W.W. 2209 Georgoff, D.M. 3758 Gepfert, A.H. 2520 Gerkovich, P.R. 710 Gershefski, G.W. 4638 Gerson, B. 359, 5015 Gerstner, L.V., Jr. 4626 Gerwin, D. 5708 Gestetner, D. 3159 Getlein, F. 4398 Getz, G. 2068 Ghadar, F. 4493 Ghemawat, P. 660, 662, 664, 1358, 1951, 2624, 2726, 3306, 3919, 4493 Ghosh, S. [Shikar] 2585 Ghoshal, S. [Sumantra] 582, 673, 980, 982, 1311, 1363, 1368, 1373, 1869, 2626 Ghosn, C. 3317 Gibb, D.E. 5167 Gibson, C.F. 5689 Gibson, G.W. 642, 1492 Gibson, J.D. 3620 Gibson, L. 3284 Giese, P.E. 4559 Gilbert, C.G. 125, 1714 Gilbert, F.S., Jr. 4527 Gilbert, H.N. 4307, 4327, 4336 Gilbert, J.L. 1458, 3396 Gilbert, L.D. 4927 Gilbertson, H.S. 1200 Gilder, G. 5520, 5667 Gilkey, R. 2242 Gillen, G. 3048 Gillen, R.L. 5979 Gillespie, J.J. 5032 Gilmore, F.F. 538, 3489, 5761 Gilmore, J.H. 2898, 3213 Gilmore, J.S. 3438 Gilmore, T. 1873

398 Gilmour, D. 1829 Gilmour, P. 5850 Gilson, S. 4987 Gitlow, H.S. 5909 Given, W.B., Jr. 1436, 1437, 5716 Glaser, J.P. 952, 5670 Glass, W.R. 3672, 6121 Glassen, G.J. 4157 Glazer, R. 2460 Gleason, E.S. 3734 Glennon, J.R. 404 Glickauf, J.S. 5562 Glover, J.D. 3695, 4345 Gluck, F.W. 1007, 3307 Godes, D. 3130 Goffee, R. 930, 1230, 1268, 1865 Gogel, D.J. 4910 Goggin, W.C. 1891 Goija, L. 138 Goland, T. 5517 Gold, B. 5707 Goldberg, I.A. [Irving] 2262 Goldberg, R.A. [Ray] 2017, 3498, 3499, 3500, 6163 Golde, R.A. 546, 1482, 5464 Golden, C.S. 911 Golden, L.L.L. 2024 Goldenberg, J. 2890 Golder, P.N. 2398 Goldman, D. 2276 Goldman, M.I. [Marshall] 2648, 3552, 3560, 3969, 3979 Goldman, R.I. [Robert] 5227 Goldsmith, A.N. 2866 Goldsmith, J.C. 769, 779, 795, 798, 799, 1809 Goldsmith, S. 5942 Goldstein, D.G. 2349 Goldstein, J. 2371 Goldstein, R.C. 5571 Goldston, E. 616 Goleman, D. 371, 1239, 1260, 1272 Goletz, W.K. 5349 Gomberg, W. 1177 Gomersall, E.R. 2213, 2261 Gomes-Casseres, B. 3261 Gomory, R.E. 2907 Gonik, J. 3155 Good, R.E. 2825 Goode, R. 4151 Goodhue, L.H. 6020 Goodman, D.A. 2210 Goodman, J.B. 4070 Goodman, R.B. 3891 Goodman, S.J. 3090, 5321 Goodnight, J. 935 Goodpaster, K.E. 5072 Goodson, P.D. 4910 Goodson, R.E. 5719 Goodwin, N.R. 4073 Goold, M. 270, 1862, 3326, 4503 Gopal, A. 2400 Gorbachev, M.S. 3547 Gordon, J.R.M. 1064 Gordon, L. 3688, 4357 Gordon, T.J. 449 Gorman-Clifford, P. 926 Gosling, J. 1361 Goss, T. 149 Gossett, W.T. 5222 Gottfredson, M. 3259, 3387 Gottschalg, G. 4757 Gouillart, F.J. 2476 Gould, R.L. 2225 Gourville, J.T. 2881, 2885, 2943

Grabner, J.R., Jr. 4948 Grace, E.J. 816 Gradison, W.D., Jr. 340 Gragg, C.I. 111, 1908, 4228, 4266, 4302, 4328, 4343, 5133 Graham, D. 2102 Graham, G.L. 1846, 5941 Graham, J.L. 4974, 4984 Graham, M.B.W. 2917 Grampp, W.D. 4275 Granger, C.H. 3328 Grant, A.W.H. 2712 Grant, J. 4390 Gras, N.S.B. 77, 1306, 1928 Gratchev, M.V. 2623 Gratton, L. 824, 2180 Graves, C.W. 1628 Graves, W.B. 6080 Graves, W.W., Jr. 3519 Gray, D. [David] 2249 Gray, D.H. [Daniel] 3465 Gray, G. 4462 Grayson, C.J., Jr. 1330, 4078 Grebler, L. 4820, 4845 Greco, R.B. 1374 Green, C.H. 2153 Green, D. 2601 Green, H.L. 3060 Green, J. 2940 Green, P.E. 2821 Green, R.T. 3947 Green, S. 2133 Green, W. 1085 Greenberg, H.M. 3125, 3151, 3166 Greenberg, J. [Jeanne] 3151 Greenberg, J.W. [Jeff ] 1249 Greene, M.R. 2756 Greenwald, A.R. 2571 Greenwald, B. 3214, 3286 Greenwald, B.C. 5219 Greenwald, C.S. 878, 4026 Greer, C.C. 4417 Greer, H.C. 2969, 5124 Gregersen, H.B. 2140 Gregg, E.S. 4242, 4251 Gregg, M.T. 2334 Gregory, J.R. 2554 Gregory, P.M. 2325 Greiner, A. 2011 Greiner, L.E. 280, 1416, 1609, 1893, 2212, 3370 Gremillion, L.L. 5584 Grether, E.T. 2973, 3097 Greyser, S.A. 759, 1698, 1811, 2294, 2295, 2306, 2347, 2833, 2934, 5017, 5019, 5968, 5970, 5975, 5978 Griesinger, F.K. 2437 Grifﬁn, C.E. 2543, 2966, 3533 Grifﬁn, N.S. 2251 Grifﬁn, P.A. 5266 Grifﬁth, J.R. 806 Grimes, W.H. 2441 Grimshaw, A. 4328 Grisanti, D.A. 516 Griswold, E.N. 1563 Gronstedt, A. 1439 Gross, A. 542 Gross, B. 407 Gross, G.B. 307 Gross, P.J. 611 Grossman, A. 1791, 6178 Grote, D. 286 Grote, R.C. 385 Groysberg, B. 1645, 1655, 2181 Gruen, T. 3043

399 Gruen, V. 6097, 6100 Grunwald, J. 3622 Grutzner, C. 5084 Grzywinski, R. 4392 Guber, P. 1438 Guest, R.H. 1054, 1081, 1102 Guggenheim, H.F. 4232 Guide, D.V. 5793 Gulati, K. 3358 Gulati, R. 2131, 2457, 3047 Gullet, J.S. 4222, 6012 Gulliver, F.R. 5906 Gumpert, D.E. 12, 30, 159, 503, 505, 509, 515, 517, 529, 2727, 3468, 4619, 4776, 4780, 5948, 5959 Gunn, W.N. 3882 Gunther, R.E. 933 Gustafson, L.A. 894 Gustin, R.P. 4386 Guth, W.D. 1614 Guthart, L.A. 4923 Guthmann, H.G. 3594, 3830, 4423, 4679, 4727, 4884, 4923, 5258, 6102 Gyftopoulos, E.P. 3823 Gypen, J. 1883 Haas, D. 4762 Haas, E.A. 5807 Haas, H.M. 2854 Haas, P.R., Jr. 5753 Hackett, J.P. 2876 Hackett, J.T. 1986 Hackford, R.R. 4194 Hackman, J.R. 1060 Hadley, C.N. 951 Hadley, E.M. 4359 Haeckel, S.H. 5681 Haeﬂiger, S. 5168 Hagel, J., III 1960, 2407, 3260, 4575, 5592, 5605 Hagemann, H. 3573 Hagler, J.A. 2659 Haglu, A. 2681 Hahn, A. 3646 Haire, M. 910 Haklisch, C.S. 2077 Haldane, B. 1710 Hale, D.D. 4736 Halevi, S. 2717 Haley, M.R. 5965 Haley, R.I. 2796, 2919 Haley, T.S. 1444 Hall, B.J. 1511 Hall, E.T. 2660 Hall, G. 5922 Hall, G.E. 3428 Hall, H.R. 344, 345 Hall, K. 1722 Hall, R.W. 5771, 5851 Hall, T. 2689 Hall, W.K. 3339 Hall, W.P. 548 Hall-Sheey, J.W. 8 Halliday, A.L. 2904 Hallowell, E.M. 363, 5675 Halprin, M. 2949 Hamburg, M. 2927 Hamel, G. 50, 123, 934, 945, 964, 969, 992, 2068, 2640, 2716, 3263, 3302, 3447, 3459, 3462 Hamermesh, R.G. 2674, 3340, 3430, 3431, 3464 Hamilton, R.A. 3877 Hamilton, R.W. 2883 Hamm, J. 472, 1446

Hammer, M. 939, 1954, 5614, 5921, 5923 Hammermesh, R.G. 763 Hammond, A. 2622 Hammond, J.H. 5304, 5767 Hammond, J.S. 1593, 1604, 3477, 5447, 5458 Hammond, S.C. 383 Hamori, M. 1651 Hampden-Turner, C. 1378 Hanan, M. 279, 1896, 2750, 2925, 3432 Hancock, W.M. 806 Hand, J.H. 520 Handﬁeld-Jones, H. 1662 Handy, C. 49, 271, 1867, 1882 2002, 4798, 6113 Handy, J.L. 4539 Hanig, R. 1716 Hanks, J.J. 3887, 4346 Hannah, P.F. 3025 Hannan, R.D. 234 Hansen, H.L. 2970, 2976, 3995, 4960 Hansen, J.J. 1424, 2163, 5872 Hansen, M.T. 478, 958, 971 Hanson, J.R. 1871 Hanson, R.E. 1526 Hanssens, D. 2944 Harari, O. 2013 Harbeson, R.W. 4115, 4220, 5135 Harbury, A.L. 5469 Hardaker, M. 2207 Harding, D. 2376, 2894, 3045, 4473, 4475, 4486 Harding, F. 4477 Harding, T.S. 6081 Harding, W.B. 4210 Harding, W.P.G. 3907 Hardman, J.B.S. 1147 Hardy, C.O. 4361 Hardy, K.G. 3020 Hardymon, G.F. 4774 Hargadon, A. 965 Harlan, L.M. 3718 Harless, V.E. 3819 Harlow, R.F. 1495 Harnick, C.D. 1526 Harper, R. 1137 Harper, W.K. 4463 Harrigan, K.R. 3337 Harriman, B. 1478 Harrington, D.R. [Diana] 4608 Harris, J.E. 2674 Harris, J.G. 5014 Harris, M.F.O. 4748 Harris, T.G. 2146 Harrison, D.D. [David] 4610 Harrison, D.H. [Deborah] 796 Harrison, F. 1916 Harrison, J.C., Jr. 1429 Harrison, R. 1894 Harrison, T. 4502 Hart, C.W.L. 1041, 2454, 2719, 3052 Hart, F.R. 4016 Hart, J.K. 2175 Hart, S.L. 3869 Harter, J.K. 2456 Hartley, R.F. 2282 Hartwick, J. 1365 Hartzel, E. 4443 Harvey, P.D. 1801 Hasker, S. 2785 Haslam, R.S. 1154 Hasleberger, A. 703 Hassan, F. 2133 Hasson, R. 5046

Author Index Hastings, D.F. 667 Hatch, M.J. 2367 Hatsopoulos, G.N. 3823 Hatten, K.J. 532 Hauser, J.R. 2495 Havens, T. 725 Hawken, P. 3857, 3867 Hawkins, D.F. 5262, 5263, 5270, 5407 Haworth, L.L. 5998 Hayashi, A.M. 715, 1603 Hayes, D.J. 5269 Hayes, R. 2633 Hayes, R.H. 2122, 2156, 2992, 3274, 3300, 3466, 3938, 4614, 4632, 5456, 5727, 5810, 5815, 5816, 5816, 5817, 5888 Hayes, S.L., III 3687, 4400, 4546, 4625, 4640, 4646, 4781, 4782, 4839, 4840 Hayes, W.W. 4090 Hayman, J. 752 Haynes, U., Jr. 758 Hays, J.S. 3237 Hazard, L. 456, 637, 1131, 2040, 5994, 5997, 6096 Hazard, W.H. 5159, 5162 Head, N.C. 5127 Healy, P.M. 4796 Heany, D.F. 3434, 3473, 5914 Heath, C. 1443 Heath, D. 1443 Heaton, H. 322 Heaton, R.L. 2020 Hechinger, F.M. 6187 Hecht, J.L. 2030 Hecht, L. 3934 Heenan, D.A. 1688, 1765, 1769, 2638, 3549, 5452, 6089 Heermance, E.L. 1209, 4102 Heifetz, R.A. 1253, 1255, 1276 Heimbouch, H. 131, 2196 Heineman, B.W., Jr. 5045 Heinisch, R.P. 1678 Heitger, D.L. 1784 Hekimian, J.S. 888 Hekman, C.R. 4077, 5264 Hekman, J.S. 4077 Held, H. 4381 Heldring, F. 3897 Hellauer, J. 4021 Hellenbrandt, E.T. 4120 Heller, R. 5076 Heller, W.W. 4675 Helzner, M.L. 6032 Hemnes, T.M.S. 5177 Hemp, P. 122, 130, 830, 2191, 2556, 2557, 3210, 3388, 3391 Hempbill, J.K. 1702 Henderson, A. 5477 Henderson, B.D. 1326, 3310, 3437 Henderson, C.R. 348 Henderson, H. 3881, 5969, 6130 Henderson, L. [Leon] 4339 Henderson, L.J. [L.J.] 1347, 2329, 3893 Henderson, R. 985 Hendry, S.R. 4982 Hennessy, J.H. 5384 Henrici, S.B. 3713, 5457 Henry, J.P., Jr. 3819 Henry, K. 3011 Henry, P. 3158 Hensel, H.S. 6039 Henshel, H.B. 1296 Henzler, H.A. 3613, 3615 Herberger, R.A., Jr. 4984 Herbert, M.E. 807

Author Index Herbold, R.J. 953 Hernandez, W.H. 4610 Herring, E.P. 2871 Herring, J.M. 2872, 4122 Herrmann, C.C. 5495, 6094 Herron, D.P. 2511 Hershey, R. 2820, 5643 Hershon, S.A. 535 Hertz, D.B. 4622, 4644, 5468 Hertz, P.T. 5909 Hertzfeld, J.M. 3543, 3551, 3965 Herzberg, F. 1035, 1047, 1062, 1069, 1070 Herzel, L. 5006 Herzlinger, R.E. 765, 768, 780, 781, 784, 785, 801, 1794, 1798, 1806, 1813, 3230 Heskett, J.L. 2512, 2517, 2719, 2828, 3216, 3220, 3223 Hess, H. 1684 Hetrick, J.C. 5490 Hettenhouse, G.W. 1545, 1547 Hettinger, H.S. 2868, 2870 Hewlett, S.A. 1, 706, 713, 842, 2217 Hexter, R.M. 4642 Heyman, J.K. 659 Hiatt, H.H. 793 Hickerson, J.M. 3178 Hickey, A.E., Jr. 6172 Hicks, C.J. 421 Hidy, R.W. 4330 Higgins, C.C. 5476 Higgins, E.D. 311 Higgins, J.A. 5562 Higgins, J.W. 5937 Hildenbrand, G.H. 1117 Hilgert, J.R. 3181 Hill, J.S. 2641 Hill, L.A. 1273, 1715 Hill, R.M. 3073 Hill, S. 2365 Hill, W. [Walter] 4375, 4377 Hill, W.C. [William] 3094 Hillis, D. 5666 Hillman, R.H. 4634 Hillman, S. 4101 Hillsley, R.H. 5469 Hiltabiddle, T. 1647 Hilton, A. 3612 Hines, J.R., Jr. 1745 Hines, W.D. 4253 Hinkle, C.L. 2963 Hinterhuber, H.H. 1283 Hintner, O. 5298 Hiromoto, T. 5295 Hirsch, I. 6173 Hirsch, J.L. 5931 Hirsch, R.F. 1982 Hirschhorn, L. 124, 1873 Hirschman, E.C. 2594 Hirschmann, W.B. 1015, 4866 Hitchcock, D. 4389 Hlavacek, J.D. 534, 3149, 5338 Ho, P. 2666 Hoaglund, H.E. 4847 Hobbs, C.O. 4938 Hobbs, J.M. 3473 Hockett, D.F. 6062 Hodder, J.E. 4601 Hodge, M.H., Jr. 6168 Hodgkinson, W. 4890 Hodgson, A.M. 1483, 1485 Hodgson, J.D. 2260 Hodgson, R. 697, 3985 Hodgson, W.G. 288 Hoerr, J. 1088 Hofer, C.W. 5692

400 Hoff, E.J. 2637 Hoffman, A.J. [Andrew] 3862, 5099 Hoffman, D.L. 2572 Hoffman, F.O. 3408 Hoffman, H.M. 4772 Hoffman, P. 4097 Hogarth, R.M. 1608 Holcombe, A.N. 5989 Holden, T.S. 3591 Holland, D.M. 334, 1558 Holland, T. [Tom] 4762 Holland, T.P. [Thomas] 1793 Hollander, S., Jr. [Sidney] 2320 Hollander, S.C. [Stanley] 2838 Holliday, C. 2001 Holloway, C.A. 1279, 3129, 5881 Holloway, R.J. 3074 Holme, S.A. 4386 Holstein, W.K. 5709 Holt, C.C. 5473 Holt, D.B. 2360, 2620 Holt, W.A. 4686 Holwerda, A.O. 5166 Holzman, R.S. 5429, 5430 Hood, A.L. 3626 Hood, N. 1748 Hoole, R.W. 5799 Hoop, C.C. 1052 Hoopingarner, D.L. 1213 Hoos, I.R. 5554 Hoover, C.B. 4086 Hoover, E.M., Jr. 5764 Hoover, J.E. 5976 Hope, J. 5376 Hopkins, E.M. 110 Hopkinson, T.M. 2415 Hopper, M.D. 5515 Hopwood, J.O. 918 Hori, S. 4045 Hormats, R.D. 3654 Horn, J. 4471 Horniker, A.L. 4286 Horowitz, R. 2890 Horst, J.F. 398 Horwitz, B. 5265 Hoskins, W.R. 684 Hosmer, W.A. 553, 4296, 5259, 6175 Hostage, G.M. 5916 Hostetler, L.M. 3785 Hotchkiss, W.E. 924, 3534 Hough, B.O. 4022 Hough, R.B. 6048 Houlder, D. 577 Hounshell, D.A. 5805 Hourihan, G. 1592 House, C.H. 2906 House, R.J. 633 Houser, J.D. 2178 Houston, B. 1987 Hout, T.M. 1323, 1972, 1975, 2144, 3959 Howard, R. 1872, 1973, 2631, 3659 Howe, A.S., Jr. 5208 Howe, F. 262 Howe, N. 2397 Howe, R. 3793 Howell, P.L. 335, 4786 Howell, R.A. 4535, 5375, 5900 Hower, R.M. 77, 3081 Hower, V.A. 3102 Hu, K.T. 3628 Huang, J. 1957 Huang, M.H. 2496 Hubbard, J.B. 3600, 3749, 3910, 3911, 4564 Huber, R.L. 5612

Huberman, J. 394, 1073, 2606 Hudson, K. 955 Huge, E.C. 5779 Hughes, C.L. 437 Hughes, D. 3148 Hughes, E.C. 1009, 1731 Hughes, G.D. 2919, 4944 Hughes, J. 1826, 3254 Hulme, R.D. 448 Humphreys, J. 3, 5048 Hunt, B.C. 5146 Hunt, P. 1612, 4279, 4926, 5248 Hunter, M. 1224 Hupp, J.W. 4159 Hurley, R.F. 1824 Hurni, M.L. 1619 Hurst, D.K. 1397 Huse, E.F. 1417 Huselid, M.A. 827 Huston, L. 2066 Hutchinson, J.W. 590 Hutchinson, K.D. 5193 Hutchison, G.S. 5971 Hutchison, W.M., Jr. 2488 Hutton, A. 4764 Hyer, N.L. 5811 Hyson, C.D. 3692, 3975 Iacobucci, D. 5437, 5511 Iansiti, M. 84, 2073, 2897, 5878 Ibarra, H. 429, 579, 585, 1224 Ickis, J.C. 674 Ignatius, P.R. 2268 Ihlefeld, A. 4431 Ijiri, Y. 5390 Imberman, A.A. 342, 1305 Imberman, W. 1095, 1103 Immelt, J. 2133 Ingene, C.A. 597, 4557 Inman, S.G. 4004 Irwin, J.W. 3835 Isaacs, N. 1935, 2544, 4353, 5137, 5206 Isard, W. 5762 Isenberg, D.J. 1607, 2152 Itoh, R. 1747 Ittner, C.D. 5331 Ivancevich, J.M. 2224 Ivanetic, M. 4628 Jackall, R. 6120 Jackman, J.M. 283 Jackson, A. 120 Jackson, A.A. 533, 1475 Jackson, B.B. 2384, 2602, 2956, 2958 Jackson, G.A. 3673 Jackson, M. 2366 Jacobs, F. 756 Jacobson, A. 5671 Jacobson, D.J. 3347 Jacobson, R. 4567 Jacoby, N.H. 4038 Jacques, E. 452, 1056, 1875 Jacques, F.M. 2683 Jaikimar, J. 5513 Jaikumar, R. 5808, 5927 Jain, S.K. 523 James, C.L. 702 James, D.N. 4487 James, E. 4869 James, R. 4869 Janeway, E. 4277, 4278, 6174 Janney, J.E. 1706, 2173 Jansen, P. 1787 Janson, R.L. 5499 Jap, S. 2568

401 Jasinski, J. 5697 Javidan, M. 6107 Jaworski, B.J. 2558 Jay, A. 1476, 2113 Jeffcoat, A.E. 4915 Jeffrey, R.H. 4858 Jelinek, M. 5706 Jemison, D.B. 4514 Jenkins, D.C. 3738 Jenkins, R.L. 95 Jenks, J.M. 1672 Jenney, C. 5041 Jennings, E. 909 Jennings, F. 909 Jensen, A.L. 3507 Jensen, M.C. 1516, 4518, 4801, 5119, 5377 Jeppesen, L.B. 2065 Jerdee, T.H. 164, 751 Jerome, R.W. 3936 Jerome, W.T., III 5244 Jessop, W.S. 643 Jewett, C.L. 4837 Joachimsthaler, E. 2370, 2375 Johansen, R. 5526 Johansson, J.K. 2815 Johnson, A.C. 296, 332 Johnson, A.H. 6105, 6106 Johnson, A.H. [Arno] 3770 Johnson, A.M. 64 Johnson, B.A. 2404, 2696, 2702 Johnson, C.M. 1096 Johnson, E.W. 193 Johnson, H.J. 339 Johnson, H.L. 1340, 6146 Johnson, P.T. 3002, 3374 Johnson, R.E. 5743 Johnson, R.T. 1412 Johnson, R.W. [CEO of Johnson & Johnson] 1926, 2436, 4561, 5228 Johnson, R.W. [ﬁnance professor at Michigan State and Purdue] 2436, 4561, 5228 Johnson, S. 3539, 4066 Johnson, S.C. [Simon] 240, 2937 Johnson, S.Y. 4298 Johnson, T.G. 2291 Johnson, W. [Wendell] 1504 Johnson, W.G. [William] 5525 Johnston, G.S. 4857 Johnston, R. 3248 Johnston, T.J. 610 Johnston, W.B. 844 Jolly, P. 4123, 4360, 4750, 6082 Jome, H.L. 4238 Jonason, P. 5780 Jones, A.L. 2385 Jones, C. [Charles] 2713 Jones, C. [Conrad] 2937 Jones, C. [Cullom] 3273 Jones, C.H. 888, 1610, 5462, 5543 Jones, D.T. 1966, 2458, 5796 Jones, E.W., Jr. 734, 753 Jones, F.D. 5211 Jones, G. [Gareth] 930, 1230, 1268, 1865 Jones, G.G. [Geoffrey] 1743 Jones, J.P. 2275, 2380 Jones, O. [Owen] 2444, 2671, 5939 Jones, R.H. 4146 Jones, R.T. 4946 Jones, T.O. 2475, 3216 Joni, S.A. 1236 Jorgenson, D.W. 5252 Josefowitz, N. 1399 Joseph, M.L. 5201 Joyce, W. 1953

Juda, A. 941 Judd, M. 40, 41, 42, 209, 325, 4862, 5296, 5451 Judson, A.S. 1707, 3712 Juran, J.M. 5901 Justin, J.J. 349 Kabus, I. 5502 Kacmar, K.M. 705 Kager, P. 4485 Kahn, G.N. 3169 Kahn, H.L. 2278 Kahn, J. 3286 Kahne, H.R. 899 Kahneman, D. 1599 Kahwajy, J.L. 595 Kaikati, J.G. 2734, 3055, 5180 Kaku, R. 2004 Kaldor, N. 3639 Kale, P. 4476 Kallejian, V.J. 649 Kalyanam, K. 3138 Kamath, R.R. 5844 Kambil, A. 179, 2560, 2576 Kamen, J.M. 5915 Kampas, P.J. 3366 Kanter, R.M. 155, 158, 446, 932, 1247, 1400, 1717, 1725, 2003, 2564, 3653, 3930, 4505, 6180 Kantor, D. 2810 Kantrow, A.M. 599, 606, 1004, 1398, 2075, 3338, 3670, 5624, 5688, 5930 Kanzaki, Y. 4741 Kao, J. 491 Kaplan, A.D.H. 4550 Kaplan, L.B. 393 Kaplan, R. [Roger] 500 Kaplan, R.E. [Robert E.] 588 Kaplan, R.M. [Robert M.] 4562 Kaplan, R.S. [Robert S.] 570, 1461, 1942, 1945, 1967, 1971, 5234, 5329, 5333, 5334, 5337, 5343, 5347, 5391, 5393, 5705 Kaplan, S. [Steven] 2574 Kaponya, P.G. 450 Karasik, M.S. 5622 Karim, S. 2005 Karmarkar, U. 2482, 3207, 5803 Karr, M. 499, 2954 Karsten, C.F. 1782 Kashani, K. 2634 Kasper, D.M. 5116 Kassalow, E.M. 1125 Katz, L. 5006 Katz, M. 3996 Katz, N. 2195 Katz, R.L. 66, 651, 1021, 1411, 6139 Katzell, R.A. 1632, 6143 Katzenbach, J.R. 2141, 2186, 2204, 3212 Kaufman, F. 5598 Kaufman, G. 826 Kaufman, M. 3096 Kaufman, R. 183 Kaufman, S.P. 3307 Kay, A.F. 5951 Kay, E. 1696 Kay, J.H. 3003 Keane, J.M. 6014 Kearns, D.T. 6182 Kedrosky, P. 5506 Keegan, W.J. 1765 Keehn, E.B. 3215 Keelin, T. 4582 Keen, P.G.W. 1413, 5620 Keenan, P. 120

Author Index Keeney, R.L. 1593, 1604 Keezer, D.M. 4082, 4667 Kegan, R. 128 Keiser, T.C. 2481 Kell, T. 3418 Keller, K.L. 2361, 2369 Kellerman, B. 1217, 1244, 1261, 1447 Kelley, D. 3006 Kelley, J.W. 400 Kelley, R.E. 287, 1286, 2111 Kellogg, D.E. 1723, 4532 Kelly, J. [Joe] 1900 Kelly, J.N. [James] 5291 Kelly, M. 4905 Kelly, P.R. 300 Kelmenson, L.A. 2862 Kelso, L.O. 3785 Kemp, A. 4324 Kenagy, J. 771 Kennedy, R.G. 4718 Kennedy, T. 1115 Kennell, J.D. 3474 Kenney, R.L. 5447 Kenny, D. 2378, 2492 Kenny, R.M. 2651 Kent, G.H. 4716 Kephart, J.O. 2571 Kepner, C.H. 1618 Kern, M.C. 2182 Kerr, C. 461, 1916 Kerr, S. 441 Kesner, I. 2250 Kesner, I.F. 426, 2108, 2691, 5173 Kester, W.C. 4501, 4604, 4769 Kestnbaum, M. 419 Ketchum, M.D. 4668 Kets de Vries, M.F.R. 362, 392, 506 Kettaneh, A. 4190 Ketzenberg, M. 3048 Keyes, L.C. 1493, 1502 Keyes, R. 1252 Khanna, T. 1742, 1749, 3918, 3920 Khurana, R. 576, 1660, 1667 Kiechel, W. 6114 Kierulff, H.E. 4522, 4631 Kiesler, S. 5593 Kilbourne, R.D. 3650, 4732, 4752 Killam, C.W. 3734 Killing, J.P. 678 Killough, H.B. 4007, 5145 Killough, J. 2288 Kim, W.C. 477, 944, 1248, 1281, 1369, 2693, 2708, 3363, 3448, 3449, 3457 Kimmel, M.S. 724 Kindall, A.F. 297 Kindle, M.R. 5008 Kindleberger, C.P. 3581 King, B.E. 5813 King, J. 5743 Kipp, L.J. 43, 2023, 4184 Kirby, J. 1441, 1948, 2183, 2248, 2550, 2997, 3318, 3423, 5050, 5734, 5837 Kircher, D.P. 1783 Kirkland, J. 3454 Kirm, S.P. 1961 Kirp, D.L. 1390, 2009 Kiser, J.W., III 2915 Kiss, J.M. 5965 Kitching, J. 4508, 4533, 4545 Kitts, C. 2242 Kizilos, T. 1678, 5068 Klarman, H.E. 819 Klausner, M. 175 Klein, D. 2700 Klein, G. 5894

Author Index Klein, J. 4025 Klein, J.A. 1720, 1724, 5846 Kleiner, A. 1831, 1962, 3875 Kleinmuntz, B. 386 Klima, O., Jr. 3885, 3886 Kline, B.E. 1433 Kline, C.H. 2390, 2772 Kline, D. 5171 Klompmaker, J.E. 2919 Knapp, J.G. 3235 Knauth, O.W. 3106 Knemeyer, M. 5829 Knez, M. 442 Knight, C.F. 3399 Knorr, K.E. 3346, 4000 Knosynski, B.R. 5524 Knowles, H.P. 886 Knox, J.M. 4287, 4379 Koch, E.G. 1915 Kodama, F. 2074 Kogut, B. 1750 Kohli, A.J. 2701 Kohn, A. 445 Kolb, D.M. 4978 Kolderie, T. 6184 Kolk, A. 3865 Koller, T. 4576 Kolodny, R. 5265 Komisar, R. 593 Konrad, A.M. 176 Konsynski, B.R. 4507 Koontz, H. 1339, 4216 Kopelman, J.B. 3819 Koppelman, J.M. 4573 Korican, O.H. 4363 Kosonen, M. 2124 Kotchen, D.T. 4066 Kotler, P. 1795, 2391, 2639, 2675, 2744, 2762, 2824, 2826, 3133, 5024 Kotter, J.P. 118, 146, 163, 1259, 1285, 1886, 2139, 2154, 2247, 2254, 2256 Kovac, E.J. 2953, 5340 Kovac, M. 3124 Kovner, A.R. 778 Kozmetsky, G. 1163 Krackhardt, D. 1871 Krajeski, A. 5389 Krajewski, L.J. 5813 Kraljic, P. 3023 Kram, K.E. 584 Kramer, M.R. 257, 258, 1992 Kramer, R.J. 1003 Kramer, R.L. 4418 Kramer, R.M. 1229, 1246, 2220 Kramer, S.J. 951, 1031 Kramer, V.W. 176 Krantz, K.T. 5904 Krasker, W.S. 3896, 5250 Kraus, D. 1524, 1533 Kraus, W.A. 5683 Kravis, I.B. 2839, 3982 Krentzman, H.C. 2116 Krishnan, M.S. 5577 Krishnawamy, S. 3133 Kroeger, F. 4484 Krubasik, E.G. 2910 Krug, J.A. 423 Krugman, H.E. 2293 Krugman, P. 1996, 3704, 3932, 5990 Kube, H.D. 3887 Kuczynski, R.R. 4756 Kuehn, A.A. 2766 Kuemmerle, W. 473, 2072, 3369 Kuin, P. 1777 Kulatukaka, N. 4579

402 Kumar, N. 2355, 2498, 3244, 3359 Kumar, V. 2462, 2682, 2695, 2785 Kumpe, T. 3249 Kurt, C. 5586 Kushner, L.M. 5111 Kuttner, R. 1092, 3937 Kvint, V. 3540 Kwak, M. 3256, 4839 Lachenauer, R. 1321 Lacity, M.C. 5611 LaGrace, R. 5180 Lahey, L.L. 128 Laidler-Kylander, N. 2354 Lakhani, K.R. 2065 La Londe, B.J. 2510 Lam, N.M. 4974 Lambert, D.M. 5829 Lambin, J.J. 2292 Lambrinos, J. 5525 Lambrix, R.J. 4606, 4616 Lamont, D.F. 5966 Lancey, R.C. 4547 Land, E.H. 5190 Landgraf, W.E. 814 Landreth, H. 3553 Lanes, K.L. 4496 Lange, R.A. 438 Langeler, G.H. 3461 Langston, A.G. 4163 Lankenner, W.A. 324, 871, 1406 Lansberg, L. 1636 Lanser, H.P. 1539 Lanzolla, G. 2886 Lapre, M.A. 5718 Lariviere, M.A. 5840 Larker, D.F. 5331 Larkin, S. 141 Larkin, T.J. 141 Larsen, T.L. 3947 Larson, H.M. 77, 2665 Larson, R.L. 1615 Larsson, R. 1592 Lasagna, J.B. 1625 Laschever, S. 709 Lasdon, O. 4466 Lash, J. 3860 Lasser, J.K. 1572 Latimer, M.W. 4245 Laubach, P.B. 5559 Laubacher, R.J. 2584 Lauenstein, M.C. 227, 3402 Laurent, A. 1877 Laurie, D.L. 1255, 1276, 3385 Lavengood, L.G. 4085 Law, W.A. 4422, 4621, 4911 Lawler, E.E., III 185, 401, 5908 Lawler, P.F. 4197, 5874 Lawless, R.M. 5753 Lawrence, J.S. 4095 Lawrence, P.R. 165, 171, 671, 1313, 1379, 1383, 2089, 2932, 3248, 5075 Lawrence, R.Z. 3949 Lawrence, T.B. 1037 Lawrence, W. 78, 115 Lawson, T.R. 453 Lawyer, J.Q. 4952 Lax, D.A. 4973, 4975 Lazarsfeld, P.F. 2856 Leap, T.L. 384, 737 Lear, F. 749 Lear, R.W. 211, 2765 Learned, E.P. 66, 626, 656, 1709, 2800, 2853, 2857, 2971, 3032, 3518, 4553, 5137, 6139

Leathem, E.F. 6035 Leavens, D.H. 3580, 3608 Leavitt, H.J. 167, 1309, 1913, 2201 LeBer, R.W. 4909 LeBleu, R.E. 449 Lederer, C. 2365 Ledingham, D. 2459, 3124 Lee, C.H. 2663 Lee, F. 963 Lee, H.L. 5834, 5879 Lee, I.J. 1304 Lee, J.A. 690, 1333, 1422 Lee, M.W. 6044 Lee, T.H. 2076 Leeman, C.P. 395 Lefkowith, E.K. 2382 Leighton, C.M. 4542 Leimer, F. 3651 Leitch, D.P. 1609 Leland, S.E. 4175 Lele, M.M. 2482 Lemire, C. 4483 Lemmens, R. 86 Lemmey, T. 5576 Lemon, K.N. 2352 Lencioni, P.M. 1455 Lens, S. 1134, 1152, 1164 Leonard, D. 936, 976, 1043, 2107, 2896, 5519, 5683 Leonard, F.S. 1729, 5905, 5913 Leone, R.A. 3675, 5102, 5115, 5777 Leone, R.P. 427, 2682 Leontief, W.W. 3766 Lerner, E.M. 4641 Le Roux, J.M. 4479 Lescohier, D.D. 1202 Leslie, M. 3129 Lessard, D.R. 3571 Lester, R.A. 5161 Lester, R.K. 1310 Letts, C.W. 1791 Leung, P. 3535 Lev, B. 5233 Levav, A. 2890 Levesque, L.C. 3420 Levi, M. 822 Levien, R. 84 Levin, R.I. 4597 Levine, C.B. 5390 Levine, R.L. 4990 Levine, T.M. 5744 Levinson, H. 284, 290, 397, 539, 602, 624, 635, 1401, 1626, 1671, 1681, 1689, 1903, 2143, 2155, 2164, 2222, 2226, 2230, 2232, 2233, 2258 Levinson, M. 3776, 3948 Levitan, S.A. 1096 Levitt, A., Jr. 3668 Levitt, T. 68, 614, 1017, 1840, 2272, 2296, 2388, 2409, 2642, 2686, 2694, 2731, 2736, 2740, 2743, 2748, 2751, 2767, 2795, 2930, 2931, 3170, 3232, 3233, 3433, 5698, 5972, 5993, 6170 Levy, B.H. 1165 Levy, F. [Frank] 4065 Levy, F.K. [Ferdinand] 5786 Levy, L. 205 Levy, M. 4557 Levy, P.F. 2198 Levy, S.J. 2395, 2417, 2755, 2798 Lewellen, W.G. 1539, 1549, 1558, 5228 Lewis, A.D. 4208 Lewis, B.W. 4087 Lewis, H.F. 3080 Lewis, H.L. 803

403 Lewis, H.T. 1634, 2613, 2614, 2776, 3031, 4338, 4364, 5789, 5861, 5862, 5863 Lewis, M.A. 5831 Lewis, R.F. 219, 241 Lewis, V.L. 514 Lewis, W.A. 1159 Ley, W.H. 464 Li, S. 1356 Li, Z. 5674 Liautaud, B. 3139 Liberthal, K. 1746 Lieberthal, G. 3537 Lieberthal, K. 1751, 3537, 3859 Lieblich, J. 377 Liedtka, J. 2188 Liefman, R. 4109 Lietaer, B.A. 5293 Liﬂand, W.T. 4419 Light, D.A. 4490, 6112 Light, L. 2371 Lightstone, J.B. 3571 Liker, J.K. 5795, 5830, 5844 Likert, R. 299, 5873 Lilius, J.M. 1254 Lilley, T. 2239, 4204, 6047 Limprecht, J.A. 5815 Lincoln, E.E. 2802 Lincoln, J.T. 112, 4552, 5733 Linder, J.C. 94 Lindsay, F.A. 698, 3812, 3820 Liner, J. 457 Linesback, K. 579 Linﬁeld, S.J. 699 Linger, J. 3946 Link, H.C. 2332, 2855 Linneman, R.E. 3474 Linowes, R.G. 5595, 5636 Linowitz, S.M. 3972 Linsky, M. 1253 Lintner, J. 4162, 4551, 4843 Lipman-Blumen, J. 2201 Lipnack, J. 2190 Lippincott, E. 1820 Lippitt, G.L. 1906 Lipstein, B. 3200 Lisman, F.J. 4212, 4993 Liss, J. 878 Litan, R.E. 3949 Litetaer, B.A. 4747 Litman, J. 4795 Little, D. 541 Littler, R.M.C. 1176, 1188 Littleton, A.C. 4681, 4699 Livernash, E.R. 1121 Livers, A.B. 712 Livesey, C.A. 2528, 5862 Livingston, J.S. [J. Sterling] 99, 623, 1388, 1836, 2268, 4322, 6034, 6036 Livingston, W.P. 4418 Llewellyn, J. 4934 Lloyd, W.P. 520 Lobo, M.S. 2187 Locke, C. 2368 Lockley, L.C. 3510, 3589 Locklin, D.P. 4213 Lockwood, C. 4827 Lockwood, R.L. 5823 Lodge, G.C. 3501, 3666, 3672, 3874, 5962, 6121, 6126, 6127 Lodish, L.M. 2273, 2348, 2816, 3160 Loehr, J. 1039 Loen, R.O. 3167 Loewenstein, G. 5236, 5237 Logue, D.E. 4779

Lombard, A.E., Jr. 6047 Lombard, G.F.F. 1898 Lombreglia, R. 2884 Long, C.D., Jr. 2867 Long, N.E. 6099, 3785 Longino, J.C. 4215 Longstreet, R.W. 3504 Longstreet, V.M. 1616 Lorange, P. 3475, 3476 Lord, M.D. 3422 Lord, R.J. 2794 Lorenz, O.C. 4566 Lorge, I. 2855 Lorimer, S.E. 3132 Lorsch, J.W. 189, 996, 1667, 1721, 1901, 1905, 2089, 2129, 2932, 6123 Loudon, D.S. 3353 Lovallo, D. 1599, 4471 Lovdal, M.L. 228, 5241 Lovelock, C.H. 3228 Loveman, G.W. 730, 2807, 3216, 3539, 4066, 4070 Lovett, P.D. 1468 Lovett, R.W. 44, 5565 Lovins, A.B. 3857, 3867 Lovins, L.H. 3857, 3867 Lowell, A.L. 81 Lowenstein, L. 4515 Lowry, W.M. 3246 Lubatkin, M.H. 4574 Lucas, A.F. 3240, 3698, 3699 Lucas, D.B. 2318 Luce, C.B. 1, 706, 2217 Luchetti, R. 1049 Lucier, C. 1637 Lucius, J. 4217 Luck, D.J. 2389 Ludeman, K. 581 Luedicke, H.E. 4962 Luehrman, T.A. 1994, 4501, 4580, 4581, 4583, 4584, 4589, 4769 Luke, R.A., Jr. 1888 Lumsden, A.J. 2643 Lund, R.T. 436 Lundquist, J.T. 6015 Luria, D.D. 1090 Lurie, R.S. 2701 Lutz, H.L. 4176 Lynch, E.S. 4209 Lynn, G.S. 947 Lynn, L.E., Jr. 6060 Macadam, S.E. 5721 Maccoby, M. 1235, 1238, 1270, 5720 MacCormack, A. 1827, 5878 MacDougal, G.E. 4537, 4693 Mace, M.L. 218, 220, 224, 226, 229, 230, 231, 239, 244, 561, 688, 3488, 5240, 5433 MacGowan, T.G. 2799 Machuca, J.A.D. 5831 Mack, C.E. 4379 Mackay, H.B. 2147, 3145 Mackenzie, D.G. 5366 Mackenzie, R.A. 1335 MacKinnon, N.L. 1068 Maclaurin, W.R. 6177 MacLeod, R.K. 1817 MacLeod, W. 1997 MacMillian, I.C. 512, 2692, 2710, 2882, 2899, 3315, 3458, 3467, 4570 Macomber, J.D. 5154 Maddock, C.S. 5224 Maddy, M. 481 Madigan, J.J. 2531

Author Index Maffei, R.B. 3277 Magaziner, I.C. 3943, 5682 Magee, J.F. [John F.] 2526, 3942, 5313, 5314, 5315, 5440, 5441, 5495 Magee, J.H. [John H.] 4382 Magidson, J. 2809 Magnes, J. 3644 Magrath, A.J. 3020 Magretta, J. 486, 720, 1796, 3247, 3316, 3868, 5841, 6003 Maguire, J. 6003 Mahajan, V. 2399 Mahar, J.F. 6166 Mahoney, B.W. 1812 Mahoney, T.A. 738 Maidique, M.A. 1523 Mailandt, P. 4520 Mainer, R.E. 2416, 3485, 4715 Maines, N.R. 3278 Majchrzak, A. 1866, 2190 Majerus, R.E. 411 Makepeace, R.S. 921 Malek, F.V. 4537, 5967 Malek, K.M. 1310 Maletz, M.C. 960 Malhorta, A. [Arvind] 2190 Malhotra, D. [Dee Pak] 4971 Malik, C.H. 6006 Maljers, F.A. 1753 Malkiel, B.G. 3716, 4937 Malloy, J.M. 790 Malloy, J.P. 5546 Malloy, R.L. 1227 Malone, T.W. 1223, 2584, 2593, 5672 Malott, D.W. 3512, 4881 Malott, R.H. 265, 5007 Malpas, R. 5742 Mancuso, J.R. 5181 Mandel, S.W. 3422 Mandelbaum, A. 2900 Manegold, J.G. 4803 Manguarian, G.E. 357 Mangum, G.L. 1128 Mangurian, G. 1226 Mankin, E.D. 1760 Mankins, M.C. 1947, 2130, 3446 Manley, M. 4831, 5005 Mann, F.C. 1736 Manne, A.S. 3826 Manne, H.G. 4921 Manning, C.A. 4833 Mansﬁeld, E. 2082 Manville, B. 1837 Manzoni, J.F. 1454, 1864 Marbut, R.G. 237 Marceau, L. 1161 March, A. 5880 Marcus, E. 2020 Marcus, S. 221, 4949, 6029 Margady, M. 319 Margold, S.K. 3562, 3563 Margolis, J.D. 1993 Margulies, W.P. 2386 Mark, J. 2374 Markham, J.W. 3251, 4951 Markides, C.C. 3425, 5740 Marks, K.R. 4621 Marks, M. 2133 Marn, M. 2947, 2952 Marram, M.S. 381 Marsh, P.R. 1978 Marshall, J.F. 2492 Marshall, M.V. 2314 Marshall, W. 4919 Marshuetz, R.J. 4602

Author Index Martha, J. 2499 Martin, B.F. 3103, 3693, 3694, 4121, 4297, 4791 Martin, D. 2996 Martin, G. 3649 Martin, H.D. 4425 Martin, J. [James] 5583 Martin, J.H. [John] 4293, 4316, 4337, 4342 Martin, J.L. [Jane] 865 Martin, N.H. 1433 Martin, R. [Roger] 150, 1221, 1999, 4902 Martin, W.F. 6126 Martineau, P. 2393, 2841, 3069 Maruca, R.F. 480, 483, 668, 2377, 2379, 2469, 2581, 2904, 5606, 5677 Maruskin, J. 6126 Marx, G.T. 6126 Marx, M. 6126 Masnick, G.S. 6126 Mason, J.B. 2741, 6186 Mason, K. 1518 Mason, L.B. 4957 Mason, R.S. 3010 Mass, N.J. 4500 Massel, M.S. 5257 Massie, L.F. 5700 Mather, H.F. 5307 Mathews, J.B., Jr. 4664 Mathias, P.F. 996 Matta, N.F. 5895 Matteris, R.J. 2483 Matteson, M.T. 2224 Matthews, G.H. 510 Matthews, J.B., Jr. 5072 Matthews, R.A. 3978 Mattson, L.G. 5854 Mauborgne, R. 477, 944, 1248, 1281, 1369, 2693, 2708, 3363, 3448, 3449, 3457 Maubossin, M.J. 4904 Maumhart, R.C. 5091 Maunser, F.F. 625 Mauntz, R.K. 5405 Mauriel, J.J. 5358 Mauser, F.F. 2649, 2797 Mautz, R.K. 245 Maxwell, J.A. 5985 Maxwell, R. 5170 Maxwell, S.E. 5959 May, E.G. 2595, 3071, 3077 May, G.O. 4169, 5273, 5435 May, R.A. 3243 Mayer, D. [David] 3125, 3166 Mayer, D. [Diana] 1222 Mayer, E.N., Jr. 2315 Mayer, L.W. 4886 Mayﬁeld, H. 298 Mayo, A.J. 83 Mazlish, B. 4073 Mazur, P. 2542, 3117, 3119, 4152 Mazursky, D. 2890 Mazuy, K.K. 4721 McAdams, T. 5077 McAfee, A. 2569, 5600, 5702 McCahill, F.X., Jr. 5157 McCall, D.B. 2032 McCallum, J.E. 3908, 4230 McCann, H.K. 2346 McCarthy, G.D. 4549 McCaskey, M.B. 1474 McClelland, A.S. 3046 McClelland, D.C. 1835, 1868, 1887, 2263, 3784 McCloskey, R.G. 5999

404 McCloy, J.J. 5080 McClure, C. 5583 McColgan, E.A. 2253 McConnell, C.R. 3717 McCormick, J. 1089, 3400 McCosh, A.M. 5357 McCoy, B.H. 5056, 5070 McCracken, D.M. 716 McCraty, R. 2219 McCreary, L. 1219 McCuiston, T.J. 3149 McDaniel, J.W. 865 McDonald, A.L. 2159, 5741 McDonald, H.E. 5356 McDonald, K.R. 3541, 3933 McDonald, P.R. 2160 McDonough, E.F., III 2913 McDougall, D.C. 5380 McElrath, R.E. 5752 McEwen, W. 3536 McFadden, F.R. 5536 McFarlan, F.W. 178, 1788, 4507, 5521, 5529, 5594, 5623, 5626, 5646, 5648, 5668 McFarland, D.E. 903 McFarland, R.A. 821, 914, 4371 McFarland, W.B. 5249 McGahan, A.M. 3332, 3334 McGarrah, R.E. 2524, 3682, 6024 McGee, A. 371, 1260 McGee, K. 3365 McGhee, R.B. 4207 McGlauchlin, L.D. 2088 McGoldrick, P.J. 3040 McGovern, G. 180, 3038 McGrath, M.E. [Michael] 5799 McGrath, R.G. [Rita G.] 2692, 2710, 2899, 3315, 3458 McGregor, D. 293, 301, 6157 McGuire, J.W. 4424 McIntyre, S.H. 2991 McIsaac, G.S. 1107 McKain, W.C., Jr. 347 McKenna, R. 2408, 2721, 2902 McKenney, J.L. 1413, 5529, 5623, 5626 McKersie, R.B. 19 McKittrick, T.H. 4825 McLaughlin, G.E. 5764 McLaughlin, W.S. 331 McLean, A.N. 1222, 1645 McLean, E.R. 5687 McLean, J.G. 4370, 4665, 4784, 5364 McLure, C.E., Jr. 4144 McMartin, J.S. 4883 McMurrer, D. 823, 4852 McMurry, R.N. 1136, 1415, 1487, 1708, 1910, 1922, 2234, 2236, 3168 McNair, M.P. 2534, 2595, 3071, 3077, 3099, 3101, 3123, 3508, 3596, 3767, 4264, 4291, 5326, 6008, 6148 McNealy, S. 2946 McNeill, R.B. 2440, 4288, 5566 McNiven, M.A. 2285 McNulty, E. 1659, 2552, 2786, 5602 McNulty, J.J. 4574 McQuaid, K. 5950 Mead, M. 4084, 6195 Meal, H.C. 5770 Means, G.C. 3722 Mears, E.G. 5765 Meehan, W.F., III 86 Meeker, R. 4274 Meer, D. 2688 Meier, A. 3811 Meitz, A.A. 5853

Mela, C.F. 2348 Meliones, J. 770 Mellichamp, J.M. 6186 Melohn, T.H. 856 Mendell, J.S. 1008 Menke, M.M. 2083 Menkes, J. 1648 Mentzer, J.T. 5826 Mercer, J.L. 6057 Meriam, R.S. 3727, 3743, 4358 Merims, A.M. 2923 Merkel, E.W. 5118 Merrihue, J. 2356 Merrihue, W.V. 1632 Merrills, R. 5341 Merten, U. 2080 Mertes, L.H. 5533 Merton, R.C. 4569, 5393 Metsisto, T.J. 5614 Metters, R. 3048 Meyer, C. 1853, 2203, 2455, 3142, 3294, 3367 Meyer, H.H. 1696 Meyer, J.R. 4188, 5777 Meyer, P. 880 Meyerson, D.E. 126, 704, 718, 2000 Meyerson, M. 6026 Mezias, J.M. 2134 Michaelis, M. 3985 Michaels, E. 1662 Michel, S. 3419 Mick, D.G. 2471 Micoleau, H.L. 3804 Middleton, C.J. 2211 Mighdoll, M.J. 3824 Miles, G.H. 923 Miles, J.E. 4150 Miles, R.E. 1011, 1425 Miles, S.A. 2126, 2127 Miles, S.B., Jr. 1022, 1917 Milgrim, R.M. 5182 Milhaven, J.M. 483 Miljus, R.C. 332, 5077 Millar, V.E. 5619 Millemann, M. 138 Miller, A.B. 802, 4464 Miller, D. [Danny] 1365 Miller, D. [Douglas] 3584 Miller, D.L. [Dudley] 4060 Miller, D.M. [David] 3403 Miller, D.M. [Davis] 6186 Miller, E.L. 5286 Miller, H.E. 3822 Miller, H.H. 6194 Miller, I.M. 2038, 5504 Miller, J.G. [Jeffrey G.] 5776, 5850, 5852, 5869 Miller, J.P. [John Perry] 6045 Miller, K.E. 4884 Miller, R. [Roger] 3665 Miller, R.A. [Robert A.] 5199 Miller, R.B. [Robert B.] 1456 Miller, R.W. [Raymond W.] 3507, 3625 Miller, R.W. [Robert W.] 5787 Miller, S., Jr. [Spencer] 6160 Miller, S.H. [Spencer H.] 6137 Miller, S.L. [Stanley L.] 4678 Miller, S.S. [Stanley S.] 5858 Miller, W.D. 482, 487 Milliken, J.G. 2087, 5898 Mills, B. 6193 Mills, D.Q. 273, 850, 864, 1097, 1104, 3951, 4765, 5961 Mills, H.D. 2832 Mills, R.C. 4014

405 Mills, S.S. 5814 Mills, T. 876, 1884, 3782 Millstein, I.M. 4512 Milwitt, W. 6173 Miner, J.B. 1690, 1988 Mintzberg, H. 873, 1053, 1271, 1361, 1371, 1384, 1409, 1858, 1938, 3460, 3463, 6051 Miskel, J. 3267 Mitchel, F.K. 2724 Mitchell, B. 1208 Mitchell, C. 2363 Mitchell, J.P. 1026 Mitchell, M.D. 1685 Mitchell, V.W. 4568 Mitnick, K.D. 5574 Mitra, D. 2398 Mitroff, I.I. 5444 Mittenthal, R.A. 1812 Mittman, L. 4989 Mixter, C.W. 1353 Mizik, N. 4567 Mobley, M.E. 5048 Mock, C. 723 Mockler, R.J. 1332, 3483 Modigliani, F. 5473 Modley, R. 1154 Mohajan, V. 2737 Mohrman, S.A. 5908 Molander, E.A. 5078 Moldoveanu, M.C. 144 Monsen, R.J. 4106 Montgomery, C.A. 183, 1964, 3296 Montgomery, R.H. 4178 Moody, H.F., Jr. 311 Moon, Y. 2575, 2888, 3038 Moore, C.W. 76, 2615 Moore, D.A. [Don] 5236 Moore, G.A. [Geoffrey] 937, 2874, 4474 Moore, G.H. 3730 Moore, J. [Joseph] 3268, 4068 Moore, J.F. [James F.] 88 Moore, K.K. 735 Moore, L.B. 1077, 5917 Moore, T.A. 2282 Moorhouse, H.R. 3601 Morales, D.K. 5836 Moran, U. 2718 Morehouse, J.E. 4185 Morein, J.A. 2747 Morel-Samuels, P. 833 Morgan, B.S. 393 Morgan, H.M. 870 Morgan, J.I. 5310 Morgan, N. 1459 Morgan-Webb, C. 3633 Morgenstern, O. 2640, 3609 Moriarty, R.T. 2718, 2723, 5518 Morici, P. 3934 Morison, B. 832 Morison, R. 361 Morley, E. 1404 Morow, J.J. 24 Morrell, G. 6171 Morrill, J.E. 2298 Morris, C.R. 5512 Morris, E.L. 4686 Morris, J.P. 1514 Morris, R.I. 261 Morris, T.D. 6055 Morrison, D. 2566 Morrison, E.J. 5898 Morrison, G. 10 Morrison, J.R. 3409 Morrison, M. 1642

Morrison, P. 5947 Morrison, R.W. 4989 Morrissey, L.E. 5158 Morse, F.B. 6065 Morse, G. [Gardiner] 364, 471, 1821, 1838, 1842, 2103, 5792, 6110 Morse, G.E. [Gerry E.] 1314 Morse, J.J. 1901 Morton, A.L. 4188 Morton, F.S. 4428 Morton, M.S. 5357 Morton, S.W. 3961 Morton, W.A. 4437 Morwitz, V.G. 3194 Moser, G.V. 1149 Mosley, P.E. 3561 Mossien, H.J. 1407 Mouton, J.S. 387, 2212 Moynahan, J.J. 4430 Muchnic, G. 4887 Muckley, J.E. 198 Mueller, J.A. 2093 Mueller, R.K. 214, 225 Mueller, W.A. 5323 Mullen, W.H. 1210, 2319, 2869, 3118 Mullick, S.K. 2210, 5454 Mullins, D.W., Jr. 4615 Mullins, J.W. 4577, 4760, 4761 Mumford, G.S. 4449 Munck, B. 589 Muncy, D.A. 5758 Munsey, W. 1907 Munson, F.C. 806 Murdick, R.G. 3758 Murphy, J.R. 2262 Murphy, K.J. 1516, 1520 Murphy, M.E. 4329 Murphy, R.T. [R. Taggart] 4050 Murphy, R.T. [Richard T.] 5755 Murphy, T.E. 6043 Murray, R.F. 4192, 4813 Murray, S.S. 707 Musgrave, R.A. 1161 Muth, J.F. 5473 Myer, R. 2600 Myers, A.H. 1140, 1143, 1186 Myers, C.A. 889, 1916 Myers, J.H. 3787, 4878 Myers, M.S. 1067, 1074, 1337, 2261 Myers, S. 6092 Mylander, W.H. 1318 Nader, R. 6053 Nadler, B. 4472 Nadler, D.A. 181, 1641, 2104, 5351 Nadler, L. 4262 Nadler, P.S. 1966, 4407, 4409, 4410, 4415, 4415, 4420, 4420 Naess, R.D. 3773 Nakane, J. 5771 Nakasian, S. 4039 Nalbantian, H.R. 422 Nalebuff, B.J. 2142, 3269 Nambisan, S. 2875, 2877, 2007 Nanda, A. 1655, 4500 Narasimhan, C. 2372 Narayanan, V.G. 5832 Narayandas, D. 2598 Narus, J.A. 2501, 2597, 2599, 2714, 3245 Nash, L. 5073 Nathanson, R.B. 13 Navarro, P. 3808, 4111, 4113, 4853 Nazarevsky, V.A. 91 Neal, A.C. [Alfred C.] 3692, 5401 Neidich, D. 4834

Author Index Neilsen, E.H. 1883 Neilson, G.L. 1825 Nelson, C.A. 6196 Nelson, D.M. 4339 Nelson, M. 1727 Ness, J.A. 5335 Nessen, R.L. 4832 Netschert, B.C. 3827, 3829 Neumann, F.L. 245 Neumann, J.L. 5352 Neuschel, R.F. [Richard] 3409 Neuschel, R.P. [Robert] 2523 Nevens, T. 5885 Nevin, J.J. 3958, 4056 Newbury, F.D. 3771, 4161 Newman, J.W. 2423, 2831, 6140 Newman, L.E. 551, 3343, 4653, 5277 Newman, R.G. 1477 Newquist, S.C. 2350 Newton, D.A. 744, 2302 Nguyen, V. 2900 Nguyen-Huy, Q. 1718 Niblock, E.G. 3478 Nichols, N.A. 669, 726, 774, 777, 1870, 2007, 4590, 4591, 4592 Nichols, R.G. 1496 Nicholson, J.L. 566 Nicholson, N. 369, 6115 Nickerson, C.B. 2978, 4318 Nicoson, R.D. 3299 Niebuhr, R. 6152 Nielsen, V.C. 913 Niezen, C. 5827 Nightingale, H. 848 Niland, P. 2970, 5662 Niles, H.E. 3747 Ninomiya, J.S. 1389 Niven, D. 729, 5902 Nixon, R.A. 1196 Noble, B.P. 1087 Noda, T. 1620 Nohria, N. 83, 134, 478, 960, 971, 1372, 1645, 1655, 1953, 2067, 2129 Nolan, J.T. 90, 5946 Nolan, R.L. 178, 3274, 5509, 5539, 5541, 5571, 5629, 5630, 5638, 5640, 5642, 5644, 5645, 5681, 5689 Nolop, B. 4472 Nolten, S.D. 863 Nonaka, I 927, 989, 2815, 2911 Nordhielm, C. 5437 Norgen, P.H. 916 Norman, H.R. 5932 Normann, R. 1968 Normano, J.F. 3700 Norr, M. 4156 Norris, L.W. 2168 North, H.Q. 3764 North, T. 4300 Northrup, H.R. 893, 1029, 1739, 1740 Northup, W.D. 5775 Norton, D.P. 1461, 1942, 1945, 1945, 1967, 1971, 5234, 5334 Nossiter, B.D. 3013 Novak, T.P. 2572 Novick, D. 4155 Nowak, T. 2389 Nowoiny, O.H. 1427 Noyce, R.N. 5517 Noyes, C.R. 3906 Nugent, R. 2445, 4565 Nukazawa, K. 2635, 4053 Nunes, J.C. [Joseph] 2405, 2702, 3041 Nunes, P.F. 2353, 2402, 2404, 2560, 2576, 2696, 2879, 3445, 5031

Author Index

406

Nyem J.S., Jr. 28 Nystrom, P.H. 2753

Palmquist, L.E. 786 Pamp, F.E., Jr. 650 Panuch, J.A. 4992, 6009 Paquette, P.C. 3221 Parcells, B. 2199 Parikh, D. 5588 Park, C.W. 2193 Park, R. 3389 Parker, B.M. 5205 Parker, G. [Geoffrey] 3255 Parker, G.G.C. [George] 4401, 5455 Parker, J.S. 6037 Parkhouse, G.C. 432 Parkin, N.C. 4284 Parkinson, R. 25 Parks, F.N. 685 Parry, C. 3268 Parsons, G.D. 358 Pascale, R.T. 138, 149, 358, 1402 Passov, R. 4572 Pasternack, B.A. 1825 Pasvolsky, L. 4010 Pati, G.C. 10, 11, 2027 Patinkin, M. 3943, 5682 Patton, A. 194, 612, 1522, 1537, 1543, 1546, 1550, 1551, 1553, 1555, 1557, 1559, 1562, 1564, 1567, 1568, 1570, 1571, 1573, 1574, 1577, 1579, 1701, 1728, 2161 Patz, A.L. 291 Paul, R.D. 320, 327 Paul, R.E. 4347 Paul, R.N. 3471 Paul, W.J., Jr. 1069 Pauwels, K. 2944 Payne, B. 3493, 3494, 5370 Peabody, M. 428 Peace, W.H. 1258, 1377 Peacock, C. 3036 Pearce, W.H. 2151 Pearon, N.W. 3089 Pearson, A.E. [Andrall] 948, 995, 1387, 1969, 1980, 3165 Pease, R.H. 4844 Pecault, D.K. 3298 Pecker, B. 5300 Peebles, M.E. 1652, 2271 Peiperi, M.A. 285 Peirce, J.L. 5385 Peisch, R. 773 Pekkarinen, M. 3140 Peloubet, M.E. 5411 Pennell, R.M. 4635 Peppers, D. 2493, 2494 Percival, A.J. 307 Peretti, J. 2684 Perkins, D.S. 215, 274 Perkins, J.H. 2450, 2538, 3909 Perkins, J.S. 5496 Perkins, R.B. 196 Perlmutter, H.V. 1688, 2638 Perlow, L. 1833 Perrow, C. 336 Perry, G.E. 4447 Perry, H.S. 4206, 4336 Perry, J. 23, 2118 Persons, W.B. 6048 Peterman, J. 485 Peters, R.K. 2229 Peters, T.J. 1256, 1291 Petersen, J.A. 2682 Peterson, E. 2752 Peterson, H.C. 4529 Peterson, J.M. 5757 Peterson, R.W. 1010

Oakes, W.J. 6173 Oanh, J.N.X. 4154 Oates, J.F., Jr. 3785 Ober, J. 1837 Oberg, W. 294 Obermeyer, W.R. 5767 O’Brien, L. 1744, 1950, 2713, 4794 O’Brien, R. 4735 O’Connell, A. 661, 1590, 1596, 2553, 3037 O’Connell, D.J. 2657 O’Connell, J. 5010 O’Connor, J.T. 3004 O’Conor, C.W. 508 O’Conor, J. 2503 Oettinger, J.S. 4996 Offerman, L.R. 1242 Ogden, T. 4759 Ogilby, D. 2280 Oglivy, J. 6117 Ohmae, K. 1758, 1759, 1876, 3262, 3304, 3611, 4044 Ohmann, O.A. 1343, 6131, 6151 Oldham, J.B. 4255 Oldroyd, J.B. 2457 Olds, B.S. 5632 Olds, F.V. 5253 Oliver, J.B. 6019 Oliver, J.M. 5344 Olson, F.C. 388 Olson, J.C. 3380 O’Meara, J.T., Jr. 5489 Oncken, W., Jr. 1410 O’Neal, F.H. 549 O’Neill, W.G. 4167 O’Neill-Packard, K. 3864 Onyemah, V. 3134 Opdyke, W.K. 4319 Oppenheimer, F.M. 4986 Orbanes, P. 1848 O’Reilly, C.A., III 940 Orkin, N. 1002 Orlikowski, W.J. 1223 Orloff, N. 3879 Orr, D. 415 Orten, M.D. 3382 Orth, C.D., 3rd , 7561023, 5715 Osborn, R.C. [Richard] 3414 Osborn, R.F. [Roddy] 5561 Osterweis, S.L. 4446 Ostroff, F. 6050 Otis, H.W. 337 O’Toole, J. 93, 412, 1657, 3550, 5960 Otte, M. 3925 Ottman, A.H. 3800 Ouchi, W.G. 1412 Overdorf, M. 135 Owen, C.F. 3831 Owen, G. 4502 Owen, W. 4193 Oxenfeldt, A.R. 2678, 2834, 2962, 2967 Ozeki, T. 4741 Paddock, A.C. 5039 Page, R.C. 459 Pagonis, W.G. 1257, 1280 Paige, H.W. 5785 Paine, L. 1993, 5058 Palepu, K. 1749, 1752 Palepu, K.G. 1742, 3920, 4796, 5391 Palmer-Samuels, P. 3193 Palmieri, V.H. 2018, 5221

Peterson, W.H. 166, 2965, 3987 Petroski, H. 5919 Pettengill, D.W. 810 Pettit, J. 4578 Pettway, G.H. 4620 Pettway, S.H. 1536 Petty, P.H. 2383 Pezeshkpur, C. 2647 Pfeffer, J. 1320, 1462, 1513 Phalan, J.L. 6068 Phalippou, L. 4757 Phelps, D.M. 1016, 3558 Phelps, E.D. 5713 Phillips, C.F. 2975, 3086, 3088, 4179, 4295, 4325, 5713 Phillips, J.D. 5195 Phillips, K.P. 3657 Phillips, P.G. 4994 Phillips, S. 3259 Pickens, T.B., Jr. 4513 Pike, A.W. 4995 Pillmore, E.M. 269 Pimlott, J.A.R. 3017 Pindyck, R.S. 4586 Pine, B.J., II 979, 2494, 2898, 3213 Pine, S.R. 5428 Ping, C.J. 6190 Pinkerton, W.M. 3019 Piore, M.J. 1310 Piper, T.R. 4414, 4612, 4859 Piquet, H.S. 3988 Pirasteh, R. 2519 Pisano, G.P. 2194, 3300, 5797, 6161 Pitcher, A. 5552 Pitman, B. 4901 Pitroda, S. 3655 Pitts, R.A. 1683 Platou, C.N. 809 Platt, W.J. 3278 Platten, D.C. 447 Plotkin, I.H. 4643 Plowman, E.G. 2527 Podhoretz, N. 4076 Poffenberger, A.T. 2337 Polakov, W.N. 3568 Politz, A. 3201 Pollard, J.A. 267, 6197 Pollio, G. 3945 Pope, C.W. 2025 Popell, S.D. 5399 Popp, W. 1283 Poppel, H.L. 1006, 5527 Popple, C.S. 4435 Poras, J.I. 3323 Porter, E.H. 1914 Porter, L.W. 401, 1735 Porter, M.E. 257, 258, 767, 775, 1992, 2129, 2561, 3297, 3305, 3309, 3337, 3660, 3856, 3927, 3959, 4768, 5619, 6083 Porterﬁeld, J.T.S. 4694 Portis, B. 3064 Posey, P.A. 1720 Posey, R. 4448 Posner, B.G. 6052 Posner, L.S. 4432 Posner, R.S. 3127, 3156 Posniak, E.G. 4954 Posthumus, N.W. 4019 Postnieks, E. 4855 Poterba, J.M. 3664 Potts, G.W. 2990 Pound, J. 188, 191 Poundstone, W. 1656 Powlison, K. 1507, 1633, 3413

407 Pozen, R.C. 3775, 4709, 4712, 4758 Prahalad, C.K. 992, 1746, 1751, 1763, 1771, 1991, 2470, 2622, 2640, 2716, 3263, 3302, 3447, 3459, 3462, 5577 Prance, P.F. 3578 Pray, K.L. 5986 Prentice, W.C.H. 1237, 1299 Preston, H.H. 3642 Preston, L.E. 5189 Prestowitz, C.V., Jr. 3663, 3936 Price, D.K. 3899 Price, R.L. 2906 Price, R.M. 2015 Priestland, A. 1716 Prietula, M.J. 847, 2244 Prince, C. 3565 Prince, G.M. 1480, 1486 Pringle, L.G. 1764 Prokesch, S.E. 974, 986, 2474 Prowse, M. 3708 Prusak, L. 942, 1322, 1843, 1852, 5671 Pryor, M.H., Jr. 2656 Pucik, V. 665 Purcell, T.V. 16, 266, 304, 755, 757, 4935, 4936 Puryear, R. 3259 Push, S.P. 2223 Putnam, A.O. 5711 Putnam, G.E. 5415 Pyburn, P. 5584, 5626 Pye, L.W. 4983 Pyhrr, P.A. 5383 Pyke, D.L. 3764 Pyle, J.F. 3113 Quandt, R.E. 4937 Quarrey, M. 409 Quelch, J.A. 180, 256, 2354, 2376, 2378, 2381, 2620, 2637, 2732, 3056, 3057, 3884, 5176, 5344, 5912 Quereshey, S.U. 4907 Quinn, J.B. 977, 1000, 1630, 2086, 2093, 3221, 3224, 3883, 3973, 5486, 5491, 5934, 6165 Quinn, R.E. [Robert] 578, 1232 Quinn, R.T. [Richard] 1961 Quinton, A.B. 6049 Rabinowitz, A. 4842 Rackham, N. 3133 Rados, D.L. 5025 Rafferty, K. 3542 Raﬁi, F. 3366 Ragan, P.H. 3689 Raiffa, H. 1593, 1604, 5447 Raines, L.J. 2223 Rainwater, L. 69 Raman, A. [Ananth] 3046, 5832, 5839 Raman, A.P. [Anand P.] 2358, 3311 Ramaswamy, V. 2470 Ramey, R.T. 3828 Ramirez, R. 1968 Ramo, S. [Simon] 5974, 6164 Ramond, C.K. 2301 Ramsey, J.E. 1726 Randall, F.D. 1027 Randall, L.K. 1012, 5995 Randle, C.W. 1024, 1141, 1705 Rangan, V.K. 256, 1786, 2005, 2497, 2504, 2506, 2723 Rao, A.R. 2948 Rapaport, L.A. 5488 Raphaelson, J. 2280 Rappaport, A. [Alfred] 4523, 4596, 4641, 4800, 4899, 4916, 5285

Rappaport, A.M. [Anna] 321 Rappaport, A.S. [Andrew] 1512, 2717, 4494, 4904, 4906 Rappaport, R. 2205 Raskin, A.H. 1116 Ratner, V.M. 1503 Ratzkin, J.L. 3237 Ravenscroft, E.A. 4660 Rawlings, E.W. 2117 Rawlinson, R. 2503 Raymond, J. 6025 Raymond, T.J.C. 1811 Rayner, B. 3398 Rayner, D.G. 1889 Raynor, M.E. 1362, 3393, 3424 Rayport, J.F. 2407, 2558, 2591, 2592, 2896, 3874 Raysman, R. 5621, 5634 Ready, D.A. 1234, 1638 Reagan, M.D. 5980 Reardon, K.K. [Kathleen] 727, 1470, 1823 Reavey, E.P., Jr. 2823 Reddy, J. 5911 Reddy, M. 764 Redford, R. 3876 Redlich, F. 2330 Reece, B.B. 2295 Reece, J.S. 4624 Reeves, L. 576 Rehfeld, J.E. 1382 Reibstein, D.J. 2816, 2957 Reich, R.B. 501, 1756, 1757, 1760, 3674, 5109 Reichard, C.J. 2603 Reichheld, F.F. 1956, 2465, 2473, 2477, 2479, 2570, 3192 Reiling, H.B. 4142, 4640, 4864 Reilly, G.D. 1154 Reilly, R. 947 Reimus, B. 4478, 5608 Reinartz, W. 2462, 2695, 2785 Reinhardt, F.L. 3850, 3856, 3864, 3866 Reisler, M. 782, 789 Reisman, B. 1094 Reisner, R.A.F. 3368 Reizenstein, R.C. 95 Rendlen, B. 3851 Resnik, A.J. 2741 Reul, R.I. 4666 Reum, S.M. 416 Reum, W.R. 416, 4536 Reynolds, A. 2960 Reynolds, W.H. 2763 Rhame, W.T. 5434 Rheinstein, C. 4917 Rhenman, E.A. 4105 Rice, D.S. 1390 Rice, J.A. 809 Rice, J.H. 65, 6136 Rich, S.R. 3468 Rich, S.U. 3064 Richards, E.P., III 2224 Richardson, F.L., Jr. 912 Richardson, J. 5030 Richberg, D.R. 4092, 5143 Richman, B.M. 3554 Richter, F.E. 3252, 4249, 4730 Rieder, G.A. 292 Riegel, J.W. 925, 1214, 5139 Riemenschneider, C.H. 3945 Rigby, D.K. [Darrel] 425, 946, 1591, 2459, 2465, 3042, 3266, 3293 Riggs, H.E. 260, 4601 Riker, J. 4741

Author Index Rimlinger, G.V. 333 Rinaldo, P.S. 4015 Ripley, W.Z. 4240, 4243 Ritzman, L.P. 5813 Rivette, K.G. 5171 Rivkin, J.W. 1597 Roach, S.S. 3219, 3703, 3706 Robbins, E.C. 917, 1185, 1198, 1203, 4349, 6078 Robbins, I.D. 560 Robbins, S.M. 4630, 4669, 4789, 6043 Robbins, W.D. 4956 Roberson, B. 1953 Roberto, M.A. 121, 1602, 3360 Roberts, E.B. 3308 Roberts, J. 2303 Roberts, J.H. 2690 Roberts, K. 4941 Roberts, L.M. 578 Roberts, W.A. 4180 Robertson, K.B. 1069 Robertson, T.S. 5104, 5106 Robinette, S. 2706 Robinson, C.W. 6067 Robinson, D.E. 2422, 2654, 2792 Robinson, G.B. 3904 Robinson, J.W. 4531 Robinson, L.J.B. 3146 Robinson, M. 4134 Robinson, R.I. 4698, 4811 Robinson, R.S., Jr. 2489 Robinson, S. 1859 Robinson, W. 1932 Robock, S.H. 4027, 5757 Roby, J.L. 2645 Roche, E. 368, 663, 1460 Roche, G.R. 607, 1534 Roche, W.J. 1068 Rochester, J.B. 5530 Rock, A. 4770 Rock, M.L. 682 Rockart, J.F. 5639, 5686 Rockefeller, R.C. 2036, 4063 Rockwell, W.F., Jr. 4543 Rodgers, C. 846 Rodgers, F.G. 95 Rodgers, F.S. 846 Rodgers, R. 4962 Rodgers, T.J. 5514, 5517 Roe, J. 5896 Roe, M.A. 957 Roethlisberger, F.J. 1465, 1500, 1505, 1734, 1737, 1738, 1927, 1929, 5701 Rogalski, R.J. 4779 Rogers, C.R. 1465, 1505 Rogers, D.C. 3492 Rogers, M. 2493, 2494 Rogers, P. 1595, 1941, 4762 Rogow, R.B. 520 Rohatyn, F.G. 5957 Rohlen, T.P. 6185 Rollins, J.W. 2438 Rollinson, M. 5215 Ronken, H.O. 1506 Ronstadt, R. 1003 Roodhooft, F. 5303 Rooke, D. 1233 Roorbach, G.B. 3756, 5864 Roosevelt, T., IV 4934 Roper, E. 73, 1184 Rorty, M.C. 3605, 3735, 3739, 5484 Rosa, R.V. 3586 Rose, S. 3039 Rose, S.D. 4958

Author Index Rosen, B. 164, 738, 751 Rosen, C. [Corey] 406, 409 Rosen, R.M. 2123 Rosen, S. 1997 Rosenberg, L.J. 2594 Rosenbloom, R.S. 1004, 4783, 6063 Rosenblum, D. 2698 Rosenbluth, H. 496 Rosener, J.B. 1284 Rosenﬁeld, D.B. 5305 Rosenoer, J. 5575 Rosenthal, J. 5922 Rosenthal, M.M. 5199 Rosenthal, R.L. 563 Rosiello, R.L. 2952 Rosow, J.M. 855, 1113, 1575, 6061 Ross, E.B. 2723, 2955 Ross, J. [Jerry] 5897 Ross, J.W. [Jeanne W.] 5604 Ross, R.J. 3490 Rossi, P. 2810 Rostow, W.W. 6007 Roth, A.E. 4062 Roth, G. 1962 Rothchild, R.D. 5175 Rothermel, T.W. 3762 Rothschild, V.H. 1569, 1572 Rothstein, L.R. 379, 1042, 6052 Rotstein, A. 4051 Rouse, T. 4473 Roussel, P.A. 2079 Rovit, S. 4475, 4483 Rowe, C.D. 2022 Rowe, M.P. 742, 746, 783, 853 Rowe, R.L. 418 Rowles, C.M. 5710 Roy, N.J.H. 5492 Royer, I. 5876 Royston, M.G. 3878 Rubel, I.W. 2313 Rubenstein, A.H. 2097, 2099 Rubin, R.S. 5618 Rucci, A.J. 1961 Rucker, A.W. 3786, 5368 Rudden, E. 3959 Rudelius, W. 5074 Ruggles, C.O. 3842, 3843, 3849, 4114, 4118, 4119, 5128, 5763 Ruggles, R. (son of R.L, Jr.) 2878, 3367 Ruggles, R.L., Jr. 6027 Ruh, R.A. 872 Ruhnka, J. 4802 Ruimin, Z. 3312 Rumer, B. 3548 Rummel, R.J. 1769 Runcie, J.F. 1055 Russell, J.R. 5459 Russell-Einhorn, M. 783 Rust, R.T. 2352, 2883 Rutherford, H.K. 4354 Ruttenberg, H.J. 1192, 1197 Ruwe, D.M. 5726 Ryan, C. 2916 Ryan, F.W. 2532, 3794, 4731, 5212 Ryan, J.A. 4125 Ryan, J.W., Jr. 3840 Ryan, M.P. 2299 Ryan, W.P. [William] 1789, 1791 Ryans, J.K., Jr. 2912 Ryapolov, G. 3555 Rybnikoff, S.A. 5160 Ryder, C.F. 899 Rynes, R. 738 Ryu, S.M. 2080

408 Sabsay, N. 1171, 1183 Sachtjen, W.M. 694 Sadler, M. 398 Sadtier, T.M. 2878 Saenz, H. 1941 Saffo, P. 3757, 5679 Saﬁre, W.L. 2047 Sage, G.H. 4700 Sahlman, W.A. 192, 1510, 2109, 3456, 3702 Sakai, K. 5801 Sakkab, N. 2066 Sakolski, A.M. 4042 Sala, F. 1830 Salerno, L.M. 3496, 5522, 5532, 5579, 5625 Salmon, W.J. 190, 2381, 3054, 3058 Salomon, R. 4707 Salter, M.S. 1535, 1541, 1544, 3676, 4521, 4526, 4774 Saltman, R.B. 794 Saltonstall, R. 901, 904, 1080 Salveson, M.E. 5557 Samaras, J.N. 2116 Sampson, R.C. 655 Sampson, R.T. 2964 Samuelson, P.A. 4135 Sandalls, W.T., Jr. 3478 Sandberg, J. 1038 Sandberg, S. 2005 Sander, D.A. 497 Sanders, F.K. 3583, 4459 Sanders, T.H. 466, 4250, 4305, 4452, 4818, 4928, 5130, 5256, 5279, 5294, 5297, 5371, 5374, 5426 Sanders, T.R. 317 Sanderson, S.W. 2633, 3938 Sandretto, M.J. 5282, 5346 Sant, R.W. 3816, 3823 Santamaria, J.A. 3212, 3291 Santos, J. 1741 Sape, G.P. 736 Sarrow, A.R. 5890 Sasser, W.E., Jr. 1403, 1536, 1729, 2475, 2479, 2719, 2909, 3231, 5913 Sathe, V. 5422 Saul, R.S. 4517 Savage, C.H., Jr. 3983 Savage, R.H. 4920 Savage, S. 5446 Savery, L.K. 1722 Savoie, L.M. 5271 Sawhill, J.C. 3809 Sawhney, M. 1955, 2574, 2875, 2877, 5588 Sawtis, M. 5460 Saxberg, B.O. 886 Saxenian, H. 639 Saxon, O.G., Jr. 4922 Sayles, L.R. 1138, 1145, 1148, 1151, 1153 Scanlon, J.J. 2043 Schacht, H. 4753 Schaeffer, L.D. 1250 Schaffer, R.H. 152, 603, 603, 956, 1380, 1624, 2114, 3486 Schaifer, R. 1028 Scharf, I. 5316 Scharfstein, D.S. 4588 Schatz, R. 2350 Scheff, J. 1795 Schefter, P. 2465, 2570 Scheid, P.N. 1695 Schein, E.H. 1072, 5966 Schelling, T.C. 6031 Schendler, A. 3861, 3863

Scheuble, P.A., Jr. 2933, 4670 Schiele, G.W. 2753 Schiff, J.S. 2758 Schiff, M. 2758 Schlaifer, R. 4279, 5477 Schleh, E.C. 1316 Schlesinger, L.A. 163, 2712, 3220 Schmalenbach, E. 3638 Schmalz, C.N. 2443, 3098, 3109, 3239, 4378 Schmedel, S. 526 Schmenner, R.W. 1976, 5745, 5746, 5772 Schmid, G. 5071 Schmidt, A.H. 5500 Schmidt, F.C. 5261 Schmidt, L.A. 6046 Schmidt, W.H. 896, 1294, 1301, 1906 Schmitt, R.W. 2078 Schmitz, P. 4481 Schnapp, J.B. 686 Schnedler, A. [Antoon] 3852 Schneider, A. [Auden] 4576 Schneider, L.M. 2508, 4189 Schoder, D. 2680 Schoderbek, P.P. 5438 Schoemaker, P.J.H. 933, 3361 Schoen, D.R. 5355, 6144 Schoenfeld, W.A. 3525 Schoenfelt, L. 3801 Schomer, H. 3618 Schon, D.A. 3685 Schonberger, R.J. 5806 Schorn, D.A. 1018 Schrage, E. 5001, 5835 Schrage, H. 543 Schrage, M. 959, 994, 4737, 5510 Schrank, R. 162, 722, 748, 1101 Schreier, F.T. 2836 Schroer, J.C. 2274 Schultz, G.P. [George P.] 1150, 5954 Schultz, M. 2367 Schultz, R.S. 3684, 5856 Schultz, W.C. 1494 Schulz, K.D. 5214 Schulze, W.S. 4574 Schurr, S.H. 3837 Schuster, T.F. 3053 Schwab, B. 5654 Schwab, K. 3931 Schwager, A. 2455 Schwalm, E. 3045 Schwartz, D.C. 2011 Schwartz, D.E. 222 Schwartz, E.L. 350, 556, 5040 Schwartz, F.N. 728, 732, 745 Schwartz, H. 3557 Schwartz, J. [Jeffrey] 784 Schwartz, P. 3855 Schwartz, T. 1039, 2243 Schwartz, W.B. 787 Schwarz, J.E. [John E.] 3711, 4257 Schwarz, S.M. 3566 Schwerer, E. 2900 Schwieger, A.J. 5790 Schwob, P. 5988 Scinta, J. 2064 Scobel, D.N. 1059, 1098 Scotese, P.G. 1521 Scott, B.R. 3661, 3667, 3679, 3705, 3779, 3814, 4079 Scott, J.D. 3094, 4294, 4304 Scott, L. 2698 Scott, P. 608 Sealy, P. 2580

409 Searby, D.M. 3968 Searby, F.W. 4627, 5406 Sears, G.A. 4708 Sears, M.V. 5122 Seashore, S.E. 5873 Sebenius, J.K. 3924, 4973, 4977 Sedgwick, R.M. 346, 4885 Segura, E.L. 5455 Seidl, J.M. 4560, 6060 Seidler, L.J. 4805, 5243, 5268 Seifert, W.W. 4190 Seiler, J.A. 604, 1471, 1909 Seippel, W.H. 4692 Selby, C.G. 1810 Selby, H.W. 3238 Selden, L. 2882, 4482 Selekman, B.M. 102, 173, 268, 353, 1130, 1132, 1156, 1160, 1162, 1172, 1175, 1180, 1181, 1182, 1187, 1195, 1431, 1711, 2049, 2050, 2052, 4317 Selekman, S.K. 268, 1156, 1160 Sells, B. 5002 Semler, R. 132, 1045, 1386 Semlow, W.J. 3172 Senenius, J.K. 4975 Senge, P.M. 1223, 1275 Serfass, W.D., Jr. 3574 Sertogulu, C. 424 Sesenbrenner, J. 6085 Sethi, R. 2193 Sevin, C.H. 5474 Sexton, D.E. 2554 Seybold, P.B. 2406 Seymour, S. 733, 5004 Shad, J.S.R. 4534, 4538 Shaeffer, R.E. 305 Shafer, J.E. 3110 Shainin, D. 5493 Shank, J.K. 15, 3478, 4629, 4783, 4807, 4808, 5309 Shanklin, W.L. 2912 Shapiro, B.P. 1350, 1985, 2384, 2486, 2497, 2504, 2513, 2604, 2715, 2720, 2723, 2728, 2742, 2958, 2961, 2989, 3127, 3147, 3152, 3156 Shapiro, C. 2583, 5016 Shapiro, E.C. 1324, 1856 Shapiro, I.A. 2830 Shapiro, I.S. 5953 Shapiro, J.F. 5775 Shapiro, R.D. 2509 Sharma, A. 5173 Sharman, G. 5848 Sharp, R.R. 3836 Sharpe, P. 4582 Shattuck, M.A. 558 Shaw, A.W. 1354, 4895 Shaw, G. 3452 Shaw, R. 4568 Shay, R.P. 4417 Shear, H. 2464 Sheer, C.P. 3385 Shefﬁ, Y. 5828 Sheil, B. 5928 Sheldon, B.E. 5981 Sheldon, C.L. 4289 Sheldon, O. 1351, 3331, 5825 Shepard, A. 5893 Sheppard, I.T. 679 Shepro, R.W. 5006 Sheridan, L.J. 4850 Sherman, H.D. 1806, 5394 Sherman, S. 2105 Sherrill, C.O. 4269, 6101 Sherrington, C.E. 4235

Sherwin, D.S. 302, 1623, 2259, 5069 Sheth, A. 5226, 5327 Shiff, R.A. 5560 Shill, W.E. 3445 Shillinglaw, G. 5365 Shils, E.B. 1123 Shipman, J.R. 5186 Shirky, C. 5581 Shoefﬂer, S. 3434 Shostack, G.L. 3227 Shostack, K. 5503 Shostak, A.B. 1129 Shreeve, T.W. 6005 Shriver, D.W., Jr. 2489 Shriver, R.H. 5750 Shuchman, A. 3169 Shulman, L.E. 3303 Shultz, R.S., III 4034 Shycon, H.N. 3277, 5308 Sibbernsen, R.D. 1091 Siegel, J.A. 4005 Siegel, S.N. 4701 Siegfried, A. 3648 Sihler, W.W. 4636 Silberman, L. 4812 Silbert, T.H. [Theodore] 3761, 5229 Silk, L. 4141 Silk, S.B. 3340 Silver, A. 1404 Silver, I. 2041 Silver, M.J. 5018 Silverman, H.R. 5230 Silverman, L. [Les or Lester] 1787, 3809 Silverman, R. 4835 Silverstein, M.J. 2403 Simester, D. 442, 2942 Simmonds, R.H. 2238 Simon, H. [Hermann] 2787, 3925 Simon, H.A. [Herbert] 847, 5473 Simon, H.L. [Heidi Locke] 3124 Simon, J. 1997 Simons, G. 462, 1576 Simons, R. 981, 1033, 1622, 2138 Simons, T. 5053 Simpson, F.R. 4198 Sims, J. 5330 Sims, P. 1222 Singer, M. 1960 Singh, H. 4476 Singh, J.V. 5737 Singhvi, S.S. 4606, 4616 Sinha, I. 2577 Sinha, J. 3920 Sinha, P. 3132 Sipherd, L.W. 3636 Sirkin, H.L. 120, 2889, 5924 Sirota, D. 396, 5730 Sirower, M.L. 4494 Sisodia, R.S. 3614 Sitkin, S.B. 4514 Skerrett, R.G. 4223 Skibbins, G.J. 1118 Skinner, C.W. 695 Skinner, D.B. 790 Skinner, W. 858, 1394, 1403, 5726, 5728, 5729, 5781, 5782, 5868 Skloot, E. 1802 Slagmulder, R. 5302 Slater, C.C. 2416 Slater, P.E. 1874, 4083 Slater, R.E. 5556 Slemrod, J. 4143 Slichter, S.H. 1205, 3772, 4036, 4093, 4158, 4273, 4366, 4385 Sloan, S. 296

Author Index Slone, R.E. 5833 Slywotzky, A.J. 2500, 2715, 3362, 3392 Smadja, C. 3931 Small, D. 709 Smallwood, N. 568, 1952 Smalter, D.J. 4547, 6027 Smardon, R.A. 1109, 6059 Smeltzer, L.R. 737 Smith, B.B. 3806 Smith, C. [Craig] 259 Smith, C.W. [Charles] 3157 Smith, D.B. [Donald B.] 2801 Smith, D.C. [Daniel] 2193 Smith, D.D. [Donald D.] 5454 Smith, D.K. [Douglas] 2186, 2204 Smith, D.T. [Dan Throop] 691, 1345, 3733, 4040, 4145, 4147, 4149, 4162, 4172, 4174, 5433 Smith, E.E. [E. Everett] 247 Smith, E.R. [Everett R.] 2780, 3186 Smith, F.G. [Frank G.] 1190, 3839 Smith, F.P. [Frank P.] 4821 Smith, G.A., Jr. [George Albert] 1302, 3737 Smith, G.D. [George David] 55 Smith, H.C. [Henry Cassorte] 5092 Smith, H.J. [H.Jeff ] 94 Smith, H.R. [Howard] 3993, 4201 Smith, M.L. [Martin] 2291 Smith, M.N. [Marcell] 4960 Smith, N.C. [N. Craig] 2472 Smith, N.L. [Nelson Lee] 4117 Smith, P.W. 2780 Smith, S.A. 2822 Smith, W.J. 404 Smithies, A. 4162 Smunt, T.L. 5213 Smyth, R.C. 1566, 3164 Snegireff, L.S. 899 Snider, J.L. 1178, 3728, 3732, 3768, 3769, 4100, 4673 Snowden, D.J. 1218 Snyder, C. 3774 Snyder, J.D. 1801 Snyder, W.M. 967 Sobek, D.K., II 5795 Sobek, R.S. 3763 Soden, J.V. 5647 Sollohub, W.A. 352, 3597, 3630, 3632 Solo, R.A. 2094 Soman, D. 2943 Sommenfeld, S. 3001 Sommer, A.R. 2333 Sonnenfeld, J.A. 184, 571, 867, 5075 Sonnerfeld, S. 1670 Sontoff, H. 1426 Sorcher, M. 834 Sorenson, O. 5877 Sorenson, R.Z., II 1773, 2924 Sosa, M.E. 5710 Sotelino, F.B. 4613 Souerwine, A.H. 895 Soukup, W.R. 3021 Soule, R.P. 4672 Southern, A.D. 4915 Spacek, L. 5423 Spanner, R.A. 5033 Spar, D.L. 2589, 6109 Spates, T.G.. 641 Speagle, R.E. 3720, 4429 Spear, H.M. 4697 Spear, S.J. 766, 5717, 5794 Spector, B. 156 Speh, T. 2464 Spencer, L.M. 2172

Author Index Spencer, R. 5191 Spengler, J.J. 2427, 3724 Speno, M.J. 4187 Spero, D.M. 5174 Spiegel, A.H., III 6090 Spiller, L.N. 3810 Spillman, W.J. 3527 Spinosa, C. 1941 Spital, F.C. 2913 Splawn, W.M.M. 4790 Sprague, C.R. 5308 Sprague, L.G. 5852 Sprague, O.M. 3917, 4461 Spreier, S.W. 1227 Spreitzer, G. 578 Spulber, N. 3991 Srinivasa Murthy, K.R. 1535 Srinivasan, R. 2400 Srinivasan, S. 2944 Stadler, C. 1936 Stahinich, J. 3426 Stalk, G., Jr. 1321, 3283, 3298, 3301, 3303, 5887, 5924 Stamp, L.D. 2667 Stamps, J. 2190 Stancill, J.M. 504, 519, 2432, 4404, 4405, 4528, 4611, 5178, 5245, 5398, 5400 Standish, A. 4730, 4731 Stanley, W.F. 4928 Stansberry, J.W. 6016 Stanton, S. 5921 Star, S.H. 3195, 4071 Starbuck, W.H. 2134 Starch, D. 309, 2312, 2344 Stark, A. 5059 Starr, M.K. 5819 Stasch, S.F. 2749 Stata, R. 1523 Staubus, M. 406 Staudt, T.A. 2773 Staw, B.M. 5897 Stayer, R. 2206 Steadman, L.E. 55 Steele, J.E. 98 Steele, L. 5684 Steele, R. 1947, 3446 Steele, T.A., III 4536 Steger, W.A. 3276 Steibler, J. 1158 Stein, J.C. 4588 Stein, R.M. 1194 Steinbach, G. 2228 Steinberg, T.M. 4834 Steinbrink, J.P. 3154 Steiner, G.A. 3479 Steiner, J. 621 Steiner, W.H. 4466 Stelzer, I.M. 3829 Stengel, J.R. 2806 Stephenson, J. 4856 Stern, A.J. 3888 Stern, A.R. 1808 Stern, G.L. 2518, 4186 Stern, L.W. 2507, 2828, 4540 Stern, R. 3572 Sternau, H.E. 4229 Sternbach, R.A. 894 Sternheimer, S. 3548 Sternin, J. 136 Sternlieb, G. 6098 Sternthal, B. 2361 Stessin, L. 1108 Stetson, C.P., Jr. 4777 Stevens, A. 3007

410 Stevens, L.A. 1496 Stevens, R.W. 3976 Stevens, W.H.S. 3354, 5098 Stevenson, H.H. 119, 144, 159, 583, 2109, 5062 Stevenson, W.H. 4091 Stewart, C.T. 1814 Stewart, G.B., III 408, 4710, 4851 Stewart, J.B. 2935 Stewart, J.M. 1565, 3406 Stewart, T.A. 122, 1744, 1934, 1950, 2550, 3131, 3311, 3314 Stickney, R.W. 3171 Stiles, R.D. 5275 Still, R.R. 2641 Stillcox, L.K. 4205 Stobaugh, R.B. 3817, 3971, 4630, 5459, 5749, 5773 Stock, J. 2464 Stoddard, D.B. 5601 Stoddard, W.L. 564, 2266 Stolle, J.F. 2488, 2521 Stolte, M.D. 315 Stolz, R.K. 627, 2098 Stone, C.D. 235 Stone, D.B. 2699 Stone, E.L. 2805 Stone, N. 731, 1671, 1970, 3400, 3940, 6181 Stone, P.J. 1049 Stone, R.E. 5826 Stoner, J.A.F. 1687 Stopford, J. 2563 Stopler, G. 3643 Stout, T.M. 5542 Strack, R. 3206 Strang, R.A. 2746 Strasser, G. 3680 Strassmann, P.A. 5641 Straus, R.K. 5138 Straus, R.W. 2118 Straus, S. 976 Strauss, G. 1139, 1145, 1148, 1151, 1952 Strauss, W. 2397 Strauss, W.V. 2668 Strebel, P. 142 Strieby, I.M. 5599 Strober, M.H. 283 Stromberger, T.L. 5356 Strother, D.H. 4231 Strout, A.M. 3975 Stryker, P. 1119, 5465 Studenski, P. 4153, 4157 Sturdivant, F.D. 2158, 2476, 2507, 3061, 3683, 5082 Stybel, L.J. 428 Suarez, F. 2886 Suggs, R.C. 6030 Sulkowicz, K.J. 2132 Sull, D.N. 577, 1600, 1940, 1959, 3285, 3450 Sullivan, C. 829 Sullivan, L.A. 5223 Sultan, R.G.M. 2676 Sumberg, T.A. 3997, 3998 Summe, G.L. 2729, 5885 Summer, C.E., Jr. 1342 Summers, C.W. 861, 1120 Summers, L.H. 3664, 4136, 4259 Sunstein, C.R. 6108 Surface, J.R. 2264 Surrey, S.S. 4144, 4148, 4162 Susman, G.I. 997, 5886 Suss, W.H. 3022 Sutcliffe, C.L. 5213

Sutcliffe, K.M. 87, 943 Sutton, C.D. 735 Sutton, R.I. 954, 965, 1320, 1462 Suver, J.D. 5381, 5536 Sviokla, J.J. 762, 2497, 2504, 2591, 2592, 5519 Swalm, R.O. 5461 Swanepoel, B. 764 Swank, C.K. 3208 Swap, W. 936, 2107 Swart, J.C. 866 Swartz, G.S. 5518 Sweeney, H.W. 4685 Sweeney, J.K. 2652 Swensrud, S.A. 3846, 3847, 4372 Swett, R.D. 4159 Swift, M.H. 1479 Swinyard, A.W. 1680 Swope, G. 251 Sykes, H.B. 3429 Sym-Smith, C.I. 682 Szostak, A. 422 Szulanski, G. 1849 Tabrizi, B. 2895, 4495 Taeusch, C.F. 465, 4965, 4970, 5225 Taft, P. 1179 Tagiuri, R. 58, 1614 Taguchi, G. 5703 Tahija, J. 2006 Takagi, H. 1721 Takeuchi, H. 2911, 3057, 5500, 5912 Talbott, J.H. 2240 Tallman, G.B. 2849, 3065, 3068 Talmage, G.E., Jr. 4299 Tannen, D. 721 Tannenbaum, R. 649, 896, 1294, 1301 Tarbill, V.V. 3701 Tausig, R.A. 4546 Taussig, F. 75 Taylor, A. [Andy] 2463 Taylor, A.E. [Alonzo] 2343, 4013, 4384 Taylor, B.E. 1793, 1800 Taylor, E.L. 2620 Taylor, J.F.A. [John] 2048 Taylor, J.W. [James] 3471, 5656 Taylor, M.A. [Michael A.] 4406 Taylor, M.D. [Malcolm] 2981, 3104, 5096 Taylor, W. [William] 993, 1385, 1755, 3397, 4510, 4714, 5061 Taylor, W.C. [William C.] 147 Teal, T. 498, 1370, 3218 Teck, A. 4744 Tedlow, R.S. 381, 475, 2587, 3050 Teece, D.J. 1841, 2590 Teele, J.W. 1144 Teele, S.F. 2529, 3083, 3087, 4266, 4302, 4328 Teerlink, R. 3320 Teisberg, E.O. 775, 767 Teitsworth, C.S. 3797 Telesio, P. 5773 Ten Eyck, A. 4826 Tenny, L.S. 2783 Tepper, I. 320, 4717 Terrel, C.L. 3606 Thain, R.J. 1686 Thoman, G.R. 4743 Thomas, A. 255 Thomas, D.A. 2, 5, 714, 719 Thomas, D.G. 811 Thomas, D.R.E. 3229 Thomas, J.A. 4729 Thomas, J.S. 2695

411 Thomas, R.J. 1251, 2472 Thomas, R.R., Jr. 7 Thomke, S. 2071, 2892, 3209 Thompson, A.A., Jr. 3272 Thompson, D.L. 3162 Thompson, D.V. 2883 Thompson, G.L. 5786 Thompson, J.W. 2609 Thompson, K.M. 1146 Thompson, L.E. 5559 Thompson, P.H. 295, 2084, 5712 Thomsen, F.L. 2848 Thomson, A. 152 Thomson, R.M. 240 Thorbeck, J. 1381 Thorndike, E.L. 3030 Thulin, W.B. 4032 Thurm, D. 4828 Thurow, L.C. 3777, 5172 Thurston, P.H. 502, 513, 2793, 5453, 5659, 5820 Tibbetts, J.S., Jr. 1517 Tichy, N. 145, 1220, 1977, 2252, 3373, 4394 Ticoll, D. 3288 Tierney, T. 971 Tilles, S. 1428, 2115, 3329, 4648 Tillman, R. 3059 Timmons, J.A. 497, 528, 537, 3469, 4776, 5948 Ting, S. 584 Tjan, A.K. 2562 Tod, G.R. 4542 Todd, F.B. 5316 Tomajan, J.S. 1307 Tomb, J.O. 5759 Tomlinson, D. 2698 Ton, Z. 5839 Tonelson, A. 3936 Torbert, F. 455 Torbert, W.R. 1233 Torpey, W.J. 4771 Tosdal, H.R. 2426, 2428, 2777, 3176, 3177, 3182, 3183, 3189, 3191, 4374 Tousley, R.D. 2324, 2326 Towbin, B. 4882 Tower, W.S. 4332 Towl, A.R. 246, 1578 Towle, L.W. 4880 Townsend, B. 929 Toynbee, A.J. 2056 Tracy, K.B. 325, 1531, 3818, 4861, 5114, 5451 Tracy, L. 1892 Trailer, B. 3135 Train, A.S. 272 Trainor, J.L. 1819 Travis, V.R. 4597 Treacy, M. 2478, 3364, 5330, 5686 Tregoe, B.B. 1618 Treverton, N.H. 228 Treynor, J.L. 4721, 4867 Trollinger, W.V. 786 Trost, J.F. 2754 Troubh, R.S. 4530 Trout, J. 2362 Trowbridge, A.B. 6054 Trowbridge, C.L. 5417 Troy, H.P. 2953, 5340 Trull, S.G. 1490 Tsurumi, Y. 683 Tucker, F.G. 5345, 5907 Tucker, R.S. 6013 Tufano, P. 2002, 4571, 4585 Tugendhat, C. 3825

Author Index

Uhlaner, R. 4471 Ulin, R.P. 2096, 3725, 4039, 4788 Ullman, J.C. 434 Ulrich, D. 568, 841, 1952 Ulvila, J.W. 5448 Ulwick, A.W. 2808 Underwood, D. 312 Underwood, J.M. 813 Unterman, I. 201 Upgren, A.R. 4373 Upton, D.M. 5702, 5721, 5723 Upton, K. 4836 Urban, G.L. 3195 Urbany, J.E. 2945, 3265 Urwick, L.F. [Lyndall] 1956, 5824 Useem, M. 177, 1263 Usher, A.P. 80, 2063 Ustuner, T. 3130 Utley, J.B. 3970 Uttal, B. 3222, 5885 Uyterhoeven, H. [Hugo] 697, 1719, 1733 Uzzi, B. 575

Veit, K. 493 Venkatesan, R. 2785, 5802, 5867 Verganti, R. 2491 Verlinden, M. 3393 Vernon, R. 696, 1781, 3710, 3939, 3963, 3974, 5754 Vesper, K.H. 530 Vestring, T. 1747, 3535 Vicary, J.W. 1084 Victor, B. 979 Viguerie, P. 3454, 4471 Vijayaraghavan, V. 1832 Villers, R. 1923 Vincent, J.R. 1997 Vinson, W.D. 5914 Virden, T.W. 2901 Virts, J.R. 5748 Vischer, J. 970 Viscione, J.A. 4599, 4771, 5379 Viscusi, W.K. 5101 Vishwanath, V. 2359, 2374, 2894, 3042 Vlachoutsicos, C. 671, 1383, 3546 Vogel, A. 1114 Vogel, E.F. 4057 Volgy, T.J. 3711, 4257 Vollman, T.E. 5784, 5851, 5869 von Clemm, M. 4413 Vondra, A.A. 4980 von Ghyczy, T. 85 von Hippel, E. 2892, 2914 von Hoffman, C. 1086 von Krogh, G. 5168 von Lazar, A. 2617, 3544 von Oetinger, B. 959 von Simson, E.M. 5613

Vachani, S. 1761 Vagts, D.F. 216, 5220 Vail, T.E. 1022 Vaile, R.S. 2339 Valikangas, L. 123 Valz, R.C.K. 5751 van Alstyne, M.W. 3255 van Biema, M. 3214 Vance, J.O. 4541 Vancil, R.F. 243, 1676, 2153, 3405, 3475, 3476, 3480, 3487, 4655, 4656, 4662, 5289, 5291, 5353 Van Cise, J.G. 4847, 4943, 4945, 4953, 5120 Vandell, R.F. 1334, 4635 Vanderblue, H.B. 2979, 2980, 3356, 3751, 3752, 3754, 4457, 5482 van der Heyden, L. 1858 Van der Linde, C. 3870 Van Der Mandele, K.P. 4754 Vanderwicken, P. 2861 Van Drooge, H. 920 van Heck, E. 3049 Vanhonacker, W.R. 666, 2621, 2629 Van Horn, R.L. 776 van Leer, R.K. 2605 van Mesdag, M. 2636 Van Nuys, K.E. 1825 van Putten, A.B. 3315, 4570 van Rossum, W. 2597 Van Sickle, J.V. 3790 Van Veen, F. 1519 Van Wassenhowe, L.N. 5302, 5718, 5793 Van Zandt, H.F. 4058, 4059 Varian, H.R. 2583 Varney, R. 1391 Vaughn, J.L., Jr. 5235 Vazquez, X.H. 5735 Veiga, J.F. 605, 618

Waaser, E. 3140 Wack, P. 3759, 3760 Wade, J. 5922 Wade, L.J. 817 Wademan, D. 2128, 2241 Wager, J.D. 3422 Wagner, H.M. 3401, 5487 Wagner, S. 5100 Waite, T.J. 711, 3211 Wajda, G.F. 453 Wakeﬁeld, B.R. 4548 Wald, R.M. 653 Waldroop, J. 376, 596, 1034, 1040 Waldstein, G. 4061 Walker, A.H. [Arthur] 1905 Walker, A.W. [Arleigh] 2611 Walker, C.A. 1661 Walker, C.L., Jr. 2267 Walker, C.R. 912, 1081, 1082, 5699 Walker, E.J. 6125 Walker, J.W. 884 Walker, P. [Patricia] 2002 Walker, P.H. [Patricia H.] 3044 Walker, R.G. 1166, 4658, 5278, 5412 Wall, J.L. 5081 Wallace, D. 1878 Wallace, W.A. 5238 Walleck, A.S. 3307 Walleigh, R. [Rick] 2895 Walleigh, R.C. [Richard C.] 5847 Walley, N. 3871 Wallich, H.C. 3627, 3901, 4033, 4365, 4879 Walsh, D.C. 791 Walters, K.D. 221, 4106, 5011 Walters, R. 2691 Walton, R.E. 997, 1050, 1057, 1063, 1066 Wang, Q. 1866 Wanous, J.P. 875

Tuggle, C. 4711 Tupper, E.A. 4283 Turner, A.N. [Arthur] 1079, 1978, 2110 Turner, H.S. 2101 Turney, P.B.B. 2741 Tushman, M.L. 940 Twedt, D. 48 Tybout, A. 2361 Tyebjee, T.T. 2991 Tyler, P.M. 4352 Tyson, L.D. 3662 Tyson, R.C. 330

Author Index Warburg, P.M. 3916, 4755 Ward, A.C. [Allen] 5795 Ward, A.J. [Andrew] 571 Ward, B. [Barbara] 3678 Ward, B.K. [Bryan] 2207 Ward, G.H. 3524 Ward, L.B. [Lewis B.] 21, 98, 306, 2167, 2846 Ward, S. [Scott] 2371, 5023, 5103, 5106, 5113 Warner, R.M. [Raynor M.] 6087 Warner, R.P. [Ranne P.] 6087 Warner, W.L. 647 Warren, E.K. 1687 Warren, R.A. 4875 Warsh, D. 3895, 3928, 4072, 4133 Warshow, H.T. 5325 Wass, D.L. 1410 Wasson, C.R. 3198 Wasson, R.G. 4265 Wasyluka, R.G. 812 Waterman, J.A. 1044 Waterman, R.H., Jr. 1044, 6167 Watkins, M. (Harvard Business School) 1664 Watkins, M.D. (Newton, Massachusetts) 1640, 2126, 4492, 5445 Watson, C.M. 3960 Watson, E.T.P. 1133 Watson, J.G. 2022 Watts, D.J. 2684, 2784 Way, M. 3851 Wayne, K. 5870 Weaver, H.G. 2858 Weaver, R.A., Jr. 4815 Webber, A.M. 27, 495, 672, 984, 1287, 1288, 1289, 1290, 1392, 1974, 2208, 3301, 4049, 4052, 6084 Webber, J.B. 805 Weber, G.M. 5142 Weber, K. 87 Weber, P.J. 3803 Webster, B.M., Jr. 3647 Webster, F.E., Jr. 5021 Webster, R. 266 Weddogen, R.M. 4479 Wedemann, E. 3100 Weeks, H. 1457 Weeks, J. 367, 1442 Weigand, R.E. 2514, 2739, 3957, 3964 Weiher, R.L. 619, 1111 Weill, P. 5604 Weimer, A.M. 4841 Weinberg, E. 1106 Weinberg, M.W. 5945 Weinberg, S.J. 250 Weinberger, D. 836 Weinberger, J. 6158 Weiner, E. 2791 Weinhold, W.A. 4521, 4612 Weintraub, S. 4041, 4309, 4331 Weisbrod, C.B. 3781 Weiss, A. 5812 Weiss, E.B. 5026 Weiss, E.J. [Elliot J.] 222, 6019 Weiss, H.L. 5964 Weiss, J. [Jeff ] 1826, 3254 Weiss, J.D. [Julian] 2442 Weiss, L. 2188 Weiss, S.A. 3709 Weisse, P.D. 3824 Weissel, M. 3140 Welch, C.J. 3522 Welch, J.B. 3821 Welch, W.H. 3621

412 Welcker, J.W. 2059, 4094, 5095 Weld, L.D. 2860 Welker, J.W. 4168 Weller, W. 5827 Welles, J.G. 6167 Wellington, F. 3860 Wellington, S. 710 Wellons, P. 4399 Wells, L.T. [Louis] 680, 1774, 3734, 4985 Wells, R.T. 4239 Wells, W.D. 2863, 3199, 3275 Welsh, J.A. 521 Welshans, M.T. 2434 Welter, P. 4637 Wemmerlov, U. 5811 Wendel, W.H. 97, 6088 Wenger, E.C. 967 Wenner, D.L. 4909 Wensley, R. 1978 Werbach, K. 5589, 5665 Werbaneth, L.A., Jr. 5421 Werner, W. 4809 Wernette, J.P. 4099, 4340, 4442 Weschler, I.R. 649 Wessel, M.S. 5188 West, C. [Christopher] 2738 West, C. [Cornel] 1 West, J. 2897 West, M.W. 3264 Weston, F.T. 5292, 5402 Weston, J.F. 4872 Wetlaufer, S. 129, 137, 431, 719, 838, 968, 975, 1273, 1277, 1861, 2202, 2221, 2364 Wever, K.S. 1375 Weymar, C.S. 1118 Wharton, C.R., Jr. 701 Wheeler, C.T. 2982 Wheeler, K.E. 882 Wheelock, W.H. 4848 Wheelwright, S.C. 2790, 2909, 2992, 3470, 5774, 5797, 5810, 5882, 5888 Whelden, C.H., Jr. 3736 Whidden, H.P. 4355 White, B.F. 1897 White, C.H., Jr. 5103 White, D.L. 4403 White, G.F. [Gilbert] 3889 White, G.R. [George] 2917 White, J.F. 521 White, J.R. 2228 White, L. [Lindsey] 5818 White, L.T. [Lysander] 544 White, R.E. 3430 White, W.L. [Wilford] 3034 White, W.L. [William] 3898 Whitehead, A.N. 6159, 6199 Whitehead, B. 3871 Whitehead, T.N. [T. North] 1204, 1308, 5892, 5987, 6149 Whitman, A. [Anne] 851 Whitman, A.H. [Arthur] 5301 Whitman, T. 3344 Whitman, W.T. 4724 Whitmeyer, F.W. 5459 Whitney, D.E. 5768, 5929 Whitney, J.O. 2297, 3271, 3427 Whitney, N.R. 3805 Whitney, V. 5762 Whitney, W.R. 1930 Whitsett, D.A. 1061 Whitten, D. 705 Whyte, W.F. 906 Wickersberg, A.K. 2214

Wickersham, E.D. 1135 Widing, J.W., Jr. 681, 2596 Widmer, T.F. 3823 Wiechmann, U.E. 1764, 1773 Wieck, K. 2200 Wiersema, F. 2478 Wiersema, M. 1658 Wiesen, J.L. 4805 Wiest, J.D. 5439, 5786 Wiggenhorn, W. 2255 Wilbur, D.E. 4702 Wilcox, C. 6154 Wilde, F.B. 243 Wilkins, M.G., Jr. 3715 Wilkinson, J.J. 885, 1989 Willcocks, L.P. 5611 Williams, A.F. 2983 Williams, C.M. [Charles M.] 248, 3505, 4421, 4722, 4925, 4988 Williams, C.R. [Charles R.] 687 Williams, D.C. 1532 Williams, G.A. 1456 Williams, G.M. 5982 Williams, H.A. 4722 Williams, J. 4978 Williams, O. 6118 Williams, R.M. 2321 Williams, S. [Simon] 3015, 3502, 3980 Williams, S. [Stephanie] 1833 Williams, W. 1216 Williamsen, A.C. 4182 Williamson, A.D. 378 Williamson, P.J. 2357, 2628, 4500 Willigan, G.E. 498, 2905, 4137, 4510, 4593, 4594 Wilson, A. [Aubrey] 2738, 2745 Wilson, A.R. [Allan] 2843 Wilson, D. 2576 Wilson, G.L. 4219, 4303 Wilson, H.J. 942 Wilson, M.L. 3520 Wilson, R.H. 5320, 5323 Wilson, T.C. 4496 Winberger, D. 5585 Wind, Y. 2399, 2737, 2821 Winder, J. 2559 Winig, M.P. 5219 Winschuh, J. 70 Winslow, E.M. 3559 Winstanley, N.B. 289 Winter, S. 1849 Wise, R. 2566, 3392, 3394 Wisnewsky, E. 5788 Wisselink, J. 3351, 3352 Withington, F G. 5534, 5540, 5637 Wittausch, W.K. 3345 Witte, E.E. 1168, 1174, 3789, 3791 Witter, J.W. 4903 Wittnebert, F.R. 3404, 4865 Wittreich, W.J. 3066, 3234 Woidtke, T. 4711 Wojdak, J.F. 5309 Wolf, B. 2184 Wolf, R.B. 1157 Wolfe, G.M. 3885, 3886 Wolfe, T.M. 3845 Wolff, H. 3407 Wolff, R.H. 433 Wolff, S.B. 2197 Wolfson, A.D. 396 Wolfson, N. 4804 Wolpert, J.D. 950 Wolzansky, J.N. 1052 Womack, J.P. 1966, 2458, 5796 Wommack, W.W. 212

413 Woo, C.Y. 2672, 2673 Wood, C.T. 797 Wood, M.K. [Marshall] 4276 Wood, M.M. [Miriam] 6188 Wood, R. [Richardson] 3691, 4311 Wood, R.C. [Robert Chapman] 945 Woodman, L.A. 5620 Woodruff, A.M., Jr. 4846 Woods, D.H. 3687, 5463 Woods, J.D. 5155 Woodward, H.N. 536 Woodworth, A.V. 4244 Woolenberg, R.P. 1201 Woolridge, J.R. 4462 Wooster, J.T. 4743 Worker, J.[psuedonym] 1167 Worline, M.C. 1254 Wormald, N. 3884 Worthy, J.C. 1083 Worthy, N.B. 759 Wrape, H.E. 1396, 1423, 1435, 3495 Wrich, J.T. 382 Wright, D.M. 1025, 1918, 4088, 4098 Wright, L. 5302 Wright, P. 3962 Wright, W. 3802 Wriston, W.B. 999, 2148 Wueller, P.H. 6074 Wurster, T.S. 2579, 2811 Wuthnow, R. 4074 Wyer, R. 4218 Wyke, A. 772 Wyman, J. 1350

Wynant, L. 4618 Wyner, G. 2703 Wyshak, G. 899 X 5427 Xin, K. 665 Yale, P. 4486 Yamashita, K. 1995 Yan, R. 2627, 2630 Yang, C.Y. 1395 Yankelovich, D. 1481, 2688, 2764 Yarnold, K.W. 6030 Yates, J. 2593 Yau, T.S. 2076 Yaziji, M. 5940 Yeh, K.S. 1356 Yeh, T.D. 4574 Yergin, D. 3817 Yip, G.S. 2618, 3376 Yofﬁe, D.B. 2582, 3256, 3669, 3954, 4839, 5944 York, J.Y., Jr. 4450 Young, A. 4919 Young, C.E. 3798 Young, D. [London-based consultant] 1540 Young, D.W. [Harvard and Boston University faculty member] 794, 1805 Young, H. 4397 Young, O.D. 116 Young, R.B. [Robert B.] 3410 Young, R.F. [Robert F.] 3228

Author Index Young, S.D. 5394 Youngblood, S.A. 434 Yunich, D.L. 3062 Yuspeh, S. 2994 Yutzy, T.D. 3014, 3015 Zadek, S. 1994 Zager, R. 855, 868 Zakaria, F. 2619 Zaleznik, A. 403, 1240, 1274, 1282, 1293, 1297, 1298, 1902, 2150 Zani, W.M. 5649 Zarecor, W.D. 2922 Zawada, C. 2947 Zeckhauser, S. 4835 Zehnder, E. 444 Zeisel, S. 4484 Zeithaml, V.A. 2352 Zeng, M. 2357 Zevnik, B.L.P. 1672 Zhang, C. 3536 Zider, B. 4767 Zimmerman, R.W. 3629 Zipken, P.H. 5800 Zittrain, J. 5572 Zivan, S.M. 5345, 5907 Zoltners, A.A. 3132 Zook, C. 946, 2697, 3282 Zuboff, S. 5685 Zuckert, E.M. 252 Zweben, M. 3138 Zysman, J. 3944

Title Index References are to entry numbers.

“A Players” or “A Positions”?: The Strategic Logic of Workforce Management 827 The AAA and TVA Decisions 5204 ABCs of Job Interviewing 1672 ABC’s of Pension Funding 5417 The ABCs of the Critical Path Method 5786 Abraham Lincoln and the Global Economy 3654 The Abrasive Interface 5954 The Abrasive Personality 1401 Accelerated Amortization 4279 Accelerating Aircraft Production During World War II: A Digest 4281 Accelerating Obsolescence of Older Engineers 5712 Accelerating Pay Rates for Managers Who Switch Employers 1532 Access to Raw Materials in the Postwar World 4000 Accomplishment/Cost: Better Project Control 5899 Accounting by Tabulating Machines 5568 Accounting by Tabulating Machines (Part 2) 5567 Accounting Development: How Fast, How Far? 5271 Accounting Disposition of an Increase in Assets Caused by Revaluation 5413 Accounting for Appreciation of Fixed Assets 5414 Accounting for Climate Change: A Window on the Future 5389 Accounting for Payments to the Estate of a Deceased Partner 5042 Accounting for Productivity Changes 5367 Accounting for the Cost of Equity 5403 Accounting for the Cost of Pensions: A Lien on Production 5419 Accounting for the Cost of Pensions: A Lien on Production, Part II 5418 The Accounting Review: A Happy Compromise 5239 Accuracy of Government Statistics 3730 The Accuracy of Long Range Planning 3480

Achievement Motivation Can Be Developed 3784 The Achilles Heel of Supply Chain Management 5839 Acquisitions: The Process Can Be a Problem 4514 Action Learning Comes to Industry 609 Active Role for Outside Directors of Foreign Subsidiaries 240 Ad Spending: Growing Market Share 2274 Ad Spending: Maintaining Market Share 2275 Adapting Organizations to New Technology 5697 Adapting Products to LDC Tastes 2641 The Adaptive Capacity of Workers 172 Adding a Product of Different Quality and Price to an Established Line: The Badger Watch Company 2781 Adjust Your Accounting for Inﬂation 5292 Adjustment of Wages During Conversion 4366 Administering Salesmen’s Compensation 3177 Administering the Union Agreement 1181 Administration of Fiscal Policy 4166 Administration of Priorities 4337 The Administrative Fallacy 1918 The Administrator’s Skill: Communication 1500 ADP: The Still-Sleeping Giant 5549 Ads That Irritate May Erode Trust in Advertised Brands 2283 Advances in Financial Management 4650 Advantages of Fund Accounting in “Nonproﬁts” 1806 Adventure or Routine 1025 The Adversaries 5955 Advertising Agency Costs & Proﬁts 2310 Advertising Agency Services: Make or Buy? 2302 Advertising and Sales Promotion of Textile Products 2335 Advertising as an Antirecession Tool 2286 Advertising: Attacks and Counters 2294 Advertising Branded Parts to Consumers 2396

414

Advertising Copy — Hit or Miss? 1502 Advertising Fresh Fruits and Vegetables 2326 Advertising Fresh Fruits and Vegetables [Part II] 2324 Advertising in Adversity 2309 Advertising: The Poetry of Becoming 2272 Advertising: A Problem in Industrial Dynamics 2311 Advertising When Buying Is Restricted 4294 Advertising When Consumers Can Not Buy 4304 Advertising’s Link with Retail Price Competition 2284 Advice for Small Company Presidents 551 The Advisability of Purchasing Bonds at the Time of Issue 4469 Afﬁrmative Action and Guilt-Edged Goals 15 The Afﬂuent Organization 1011 After the Acquisition: Continuing the Challenge 4542 After the Layoffs, What Next? 431 After the Sale Is Over... 2731 The Age of Massive Engineering 1020 Age of Synthesis 1912 The Age of the Choiceboard 2500 The Agitation for Control of the Lancshire Cotton Industry 2671 The Agony of Selling Out to Relatives 516 Agribusiness in Developing Countries 3500 Agricultural Adjustment: A Step in the Evolution of Agricultural Policy 3520 Agriculture and the Nation’s Business 3514 Aiding the Community: A New Philosophy for Foreign Operations 701 AIDS Is Your Business 1997 Aims of Our Foreign Investment Program 4363 The Air-Conditioning Equipment Industry 3599 Air Freight: New Potentials for Industry 4191 Air Routes and Public Policy 4208 Air Transportation Rates 4210

415 Aligning Incentives in Supply Chains 5832 The All-in-One Market 2576 All Strategy Is Local 3286 All the Wrong Moves 1032, 1944 Allenet Lace Company 5197 Allocating Facilities with CRAFT 5784 Alternative Dispute Resolution: Why It Doesn’t Work and Why It Does 4980 The Alternative Workplace: Changing Where and How People Work 5678 The Aluminum Industry 3353 Alyson Slater on How Disclosing Emissions Beneﬁts Companies 3853 The Ambidextrous Organization 940 America: Don’t Take “No” for an Answer 4048 American Banks and Foreign Trade 4755 American Business and the Piety of Proﬁts 4085 American Business Leaders and Labor’s War 1198 The American Image of Success 636 American Investment Trusts 4732 American Negroes: A Wasted Resource 24 The American Rubber Situation 5149 American Security: Lowest Common Denominator 4278 American Silver Policy and China 3580 American vs. European Management Philosophy 1427 America’s Agricultural Position and Policy 3523 America’s Economic Leadership 4368 America’s Looming Creativity Crisis 3652 America’s Not-So-Troubling Debts and Deﬁcits 4134 America’s Stake in World Petroleum 3836 The Anachronistic Factory 5729 The Analysis of Keyed Returns 2340 Analysis of Stock Ownership 4816 An Analysis of the Causes and Results of Hand-to-Mouth Buying 2429 The Analytical Engine 33 Analyzing Advertising Results [Part One] 2336 Analyzing Foreign Opportunities 697 Analyzing Overseas Investment 689 Analyzing the Market of Mail Order House Retail Stores 2854 Anatomy of a Hospital Trustee 808 An Anatomy of Activism for Executives 1899 The Anatomy of an Investment Decision 4675 Anatomy of Corporate Planning 3489 And Now, a Word from Our Sponsor 2271 The Anderson Steel Company 5766 Anguish in the Defense Industry 6022 Annual Headache: The Stockholders’ Meeting 4922 Annual Report on Executive Compensation 1565, 1567, 1568 The Annual Report: Portrait of a Business 4929 Annual Reports Don’t Have to Be Dull 4918 Another Hidden Edge — Japanese Management Accounting 5295 Another Look at How Toyota Integrates Product Development 5795

Anticipate Your Long-Term Foreign Exchange Risks 3573 Antitrust and International Business 3974 Antitrust Caveats for the Marketing Planner 4944 Antitrust Guides to Foreign Acquisitions 4947 Antitrust Risk Analysis for Marketers 4942 Antitrust Trends and New Constraints 4951 Antitrust War Policy and Full Production 4322 Anti-Union Contracts 1207 The Anxiety of Learning 127 Aphorisms on the Advertising of Alkalies 2329 Apocalypse Now? 3919 Applied Math for the Production Manager 5462 The Appointment Book of J. Edward Ellis 5977 The Appraisal of Labor Efﬁciency 925 Appraisal of Mortgage Advertising 2325 An Appraisal of Post War Tax Plans 4369 Appraisal of the Paciﬁc Northwest 6044 Appraisal of What Performance? 290 Appraising Boardroom Performance 185 Appraising Proﬁt Center Managers 1692 Appraising the Board of Directors 249 Appraising the Mill Supply Distributor 2528 An Approach to Postwar Planning 4386 Appropriate Collective Bargaining Units National Labor Relations Board Decisions 1196 Approximation of Appraisal Values in Index Numbers 4685 Arbitrating a Wildcat Strike 1159 Arbitrating Industrial Efﬁciency 1143 Architecture at Work 1471 Architecture: Building Corporate Symbols 3004 Are Business Schools Doing Their Job? 96 Are CIOs Obsolete? 5606 Are Cooperatives Good Business? 3235 Are Corporate Executives Overpaid? 1530 Are Economic Forecasts Worth Listening To? 3761 Are Executives Overpaid? 1525 Are Foreign Securities Undervalued in the American Market? 4887 Are Inventories Really Too High? 5311 Are Leaders Portable? 1645 Are Managers Obsolete? 1323 Are Networks Driving the New Economy? 5590 Are Original-Issue Discount Bonds Here to Stay? 4462 Are R&D Organizations Obsolete? 2084 Are Railroad Freight Rate Structures Obsolete? 4219 Are Retirement Adjustment Programs Necessary? 336 Are SBICs Doing Their Jobs 3687 Are Some Customers More Equal Than Others? 2702 Are Stock Options Dead? 1546 Are Stock Options Getting Out of Hand? 1563 Are the Strategic Stars Aligned for Your Corporate Brand? 2367 Are Unions an Anachronism? 1101

Title Index Are We Building Too Much Capacity? 3725 Are We Committing Urban Suicide 6096 Are We Falling Behind in Mechanization? 3067, 5935 Are Women Executives People? 759 Are You a Strategist or Just a Manager? 1283 Are You Hearing Enough Employee Concerns? 853 Are You in the In Crowd? 1831 Are You Machine Wise? 5679 Are You Paying Too Much for That Acquisition? 4496 Are You Picking the Right Leaders? 834 Are You Ready for a Blackout? 3808 Are You Ready for E-tailing 2.0? 2556 Are You Ready to Meet a Disaster? 3375 Are You the Weak Link? 5574 Are You the Weakest Link in Your Company’s Supply Chain? 5826 Are You Working Too Hard: A Conversation with Mind/Body Researcher Herbert Benson 2218 Are Your Engineers Talking to One Another When They Should? 5710 Are Your Meetings Like This One? 1482 Are Your Prices Too Low? 2945 Arm Yourself for the Coming Battle Over Social Security 3775 Arms Control Will Not Cut Defense Costs 6031 Arriving at a Labor Recruiting Policy Through Statistical Interpretation of Routine Employment Data 920 Art and Science of Competitive Bidding 5466 The Art of Designing Markets 4062 Asia’s New Competitive Game 2628 Asinine Attitudes Toward Motivation 2258 Ask the Right Tough Questions About America’s Strategic Industries 3662 Asking for Protection Is Asking for Trouble 3948 Aspects of the French Economy 4360 Assault on Managerial Autonomy 221 Assess the Long-Term Value of Advertising 2289 Assessing Capital Risk: You Can’t Be Too Conservative 4598 Assessment Centers for Spotting Future Managers 1691 At Last, Major Roles for Minicomputers 5539 At Last Real Computer Power for Decision Makers 5543 Atomic Power and the Location of Industry 5762 Atomic Power in Selected Industries 3837 Attack On — and Support of— Business Practices 56 The Attack on Depressions 3603 The Attack on Pay 446 The Attempted Stabilization of the Bituminous Coal Industry 3839 Attracting New Directors 231 Attracting the Best to Washington 6054 The Audit Committee: A Guide for Directors 208 Australian Recovery and Government Policy 3635 The Australian Situation 4014 Automatic Merchandising 3076 Automation for Management 5700

Title Index Automation: The New Technology 5563 Automation to Boost Sales and Marketing 5518 The Automobile Crisis and Public Policy 3676 Avatar-Based Marketing 2557 Aviation: Progress in Safety 4232 Avoid Losses Through Risk Management 5157 Avoid the Four Perils of CRM 2465 Avoiding Director Liability 196 Avoiding Integrity Land Mines 5045 Avoiding Pitfalls in Real Estate 4838 The Awkward Truth About Productivity 3712 Back in Fashion: How We’re Reviving a British Icon 3039 The Backlog Syndrome 2213 Backward Market Research 2817 Bad Day at Bunker Point 2020 Bad Decisions on Computer Use 5652 Balance “Creativity” and “Practicality” in Formal Planning 3478 Balance in Wage Setting 4367 A Balance Sheet of American Business 3746 A Balance Sheet of the Philippines 6013 The Balanced Scorecard: Measures That Drive Performance 1946, 1971 Balancing Corporate Power: A New Federalist Paper 271 The Bandwidth Band 5666 Bank Capital and Dividend Policies 4698 The Bank for International Settlements 4754 Bank Management and the Business Cycle 4461 Bank Regulation Ain’t Broke 4397 Bank Reserves Under the Federal Reserve System 4460 Bank Stocks at a Discount 4429 Bankers, Books, and Businessmen 4424 The Banker’s Dilemma 4427 The Bankers’ Industrial Development Company 3699 Banking and the Antitrust Laws 4419 Bankruptcies — Assets Often Can Be Picked Up at Bargain Prices 4989 Banks Can Make More Postwar Jobs 4380 Banks Move Into High-Risk Commercial Financing 4417 The Barbarians in the Boardroom 4506 Barriers and Gateways to Communication 1465, 1505 The Base-Stock Principle in Income Accounting 5412 Basic Research: Should Industry Do More of It? 6172 The Basing Point Cases 5127 The Basis of Depreciation Charges 5261 Battle Bureaucracy with Temporary Transfers 848 The Battle for China’s Good-Enough Market 3535 Battle Won in the War on the Paper Bureaucracy 1889 Be a Socially Responsible Citizen 1990 Be Global-or-Not 3369 Be Prepared 1598 Be Prepared for Political Changes Abroad 6005 Beating Microsoft at Its Own Game 4940

416 Beating the Market with Customer Satisfaction 2454 Becoming a Director: A Business Honor or a Financial Boomerang? 254 Becoming the Boss 1715 The Beet-Sugar Industry 4011 Before You Build a Big Factory 5746 Before You Sign That Lease... 4831 Behavioral Approach to Industrial Selling 2609 Behavioral Sciences for Personnel Managers 889 Behavioral Theory vs. Reality 1333 Behind Japan’s Success 4055 Behind the Brands at P & G 2383 Behind the Growth in Materials Requirements Planning 5852 Beneﬁts of Training the Hard-to-Employ 4260 Benevolent Cartels 4105 The Bent Measuring Stick for Foreign Subsidiaries 4630 The Best Advice I Ever Got 2128, 2241, 5420 Best Face Forward 2558 The Best-Laid Incentive Plans 441 The Best of Intentions 3 Better Deal for Ghetto Shoppers 3061 Better Decisions with Preference Theory 5458 Better Distribution Planning with Computer Models 2515 Better Management of Corporate Development 3405 Better Management of Managers’ Careers 628 Better Marketing at the Point of Purchase 3056 A Better Pension Program 348 Better Performance from “Nonproﬁts” 1810 Better Proﬁts for Better Control 5364 Better Results from Retail Advertising 2297 Better Sales Networks 3130 A Better Tool for Valuing Operations 4583 Better Use of Executive Development Programs 648 A Better Way to Crack China 666 A Better Way to Deliver Bad News 1454 A Better Way to Innovate 2069 Better Way to Monitor Accounts Receivable 5228 A Better Way to Run the Railroads 4188 Betting on the Future: The Virtues of Contingent Contracts 5032 Beveridge’s Full Employment in a Free Society 4265 Beware of Bad Microcredit 4759 Beware of International Brand Piracy 5180 Beware of the Pitfalls of Global Marketing 2634 Beware the Busy Manager 1368 Beware the Interview Inquisition 1656 Beyond Chief Information Ofﬁcer to Network Manager 5615 Beyond Empowerment: Building a Company of Citizens 1837 Beyond Greening: Strategies for a Sustainable World 3869 Beyond Keynes: Demand-Side Economics 3671 Beyond Market Segmentation 2757

Beyond Motivation 897 Beyond Offshoring: Assess Your Company’s Global Potential 3922 Beyond Products: Services-Based Strategy 3221 Beyond Takeovers: Politics Comes to Corporate Control 191 Beyond Testing: Coping with Drugs at Work 382 Beyond the Exchange: The Future of B2B 2566 Beyond Theory Y 1901 Beyond Toyota: How to Root Out Waste and Pursue Perfection 5796 Beyond Vertical Integration—The Rise of the Value-Adding Partnership 3248 Beyond World-Class: The New Manufacturing Strategy 3300 Big Business and Small Business: A Case Study 1028 Big Business and the National Purpose 2051 The Big Business of Farm Cooperatives 3496 Big Costs of Little Fringes 458 Big Equals Less Proﬁtable (Still) 3404 Big Gap in Economic Theory 3719 Big Hat, No Cattle: Managing Human Resources 858 The Big Power of Little Ideas 1014 Big Shoes to Fill 1646 A Bigger Role for Income Bonds 4669 Bigger Stake for Business in Higher Education 6190 Bigness and the Economic Analysis of Competition 3727 Bigness Versus Proﬁtability 4865 Bilateralism in International Commercial Relations 4010 Biogen Unchained: Supply Chain Partnering 2499 The Birth of a Black Business 540 Birth of a Mass Market — Western Europe 4355 Bituminous Coal Problems 5152 Black Hawk Down at Work 1036 Black Is Beautiful — Is It Bountiful? 537 Black Managers: The Dream Deferred 734 Block Booking and Blind Selling 4963 The Blue Collar Worker Goes on Salary 448 Blue Ocean Strategy 3363 A Blueprint for Financial Reconstruction 4393 Blueprint for MIS 5649 The Board and the New CEO 229 Board Membership — Accept or Decline 234 The Board of Directors 253 Boards and Managements: Ten Challenges and Responses 203 The Board’s Missing Link 183 The Board’s Most Important Function 212 Bob’s Meltdown 373 Bonus Formula for Division Heads 1552 Bonus Plans for Executives 1566 Bonus System for Balanced Strategy 1523 Books About Management Philosophy 1340 Books About People Who Make Business History 45 Books for Small Business 555 Books for the Thoughtful Executive 32,

417 34, 35, 36, 37, 39, 40, 41, 42, 43, 1804, 2023, 2646, 3619, 4184, 4862, 5451 Books on the Management of Human Resources 860 Boost Your Marketing ROI with Experimental Design 2703 Bootstrap Finance: The Art of Startups 492 Borderline Black’ Revisited 754 Borrowed Liquidity: Signal of Corporate Distress 4628 Boss, I Think Someone Stole Our Consumer Data 2552 Bottom-Feeding for Blockbuster Businesses 2698 Bottom-Line Management for Public Agencies 6060 The Boundaries of Business 154 The Branch Banking Situation and Outlook 4441 Branch Factories in Foreign Countries 3442 Brand Confusion 2362 Brand Loyalty: What, Where, How Much? 2394 Brand Marketing in the New Retail Environment 2385 The Brand Report Card 2369 Branding on Trial 2388 Brands Versus Private Labels: Fighting to Win 2376 Brandstanding: Long-Lived Product Promotion 3007 Break Down Your Employment Barriers 757 Break the Paper Jam in B2B Payments 5226, 5327 Breakeven Point for Higher Proﬁts 5369 Breaking Compromises, Breakaway Growth 3298 Breaking Out of the Innovation Box 950 Breaking the Functional Mind-Set in Process Organizations 1866 Breaking the Regulatory Deadlock 5107 Breaking the Systems Development Bottleneck 5584 Breaking the Trade-Off Between Efﬁciency and Service 3205 Breakthrough Bargaining 4978 Breakthrough Ideas for 2006 574 Breakthrough Ideas of 2007 82 Breakthrough in On-the-Job Training 2261 Breakthrough in Organization Development 2212 Breakthrough Manufacturing 5807 Breakthrough Thinking from Inside the Box 926 A Breeze in the Face 3053 Bridging the Gulf in Organizational Performance 1988 A Brief History of Decision Making 1596 Brighter Forecast for the World’s Food Supply 3497 Brighter Future for Collective Bargaining 1121 Bringing a Dying Brand Back to Life 2366 Bringing Customers into the Boardroom 180 Bringing Discipline to Project Management 5896 Bringing Silicon Valley Inside: Encouraging In-Company Entrepreneurs 969

Bringing the Environment Down to Earth 3866 Bringing the Market Inside 5672 Brinkmanship in Business 3310 Britain Today 4300 British Accounting Practices and the Profession 5297 British Control of Company Accounts and Finance 4818 British Experiments in the Reduction of Excess Industrial Capacity 3698 British Housing Authority 3633 British Privatization: Taking Capitalism to the People 4068 Budget Choices: Planning vs. Control 5378 The Budget Comes of Age 5385 Budget Sales Quotas: A Problem and Suggested Solutions 3187 Budgetary Control of Expenses in Department Stores 5387 Budgets for Management 5384 Build Customer Relationships That Last 2602 Build Marketing Strength Into Industrial Selling 2607 Building a Bigger Atlantic Community Market 3977 Building a Corporate Financial Model 4638 Building a Leadership Brand 568 Building a Learning Organization 987 Building an “Innovation Factory” 965 Building Better Boards 181 Building Brands Without Mass Media 2375 Building Construction in Recent Years 3749 Building Corporate Character: An Interview with Stride Rite Chairman Arnold Hiatt 1970 Building Deals on Bedrocks 4475 Building Deep Supplier Relationships 5830 Building Depreciation: Which Method Pays Off? 5250 Building Effective R&D Capabilities Abroad 2072 Building Loyalty in Business Markets 2598 Building on the Executive Compensation Survey 1571 Building Strategy on the Experience Curve 3306 Building the Emotional Intelligence of Groups 2197 Building the Green Way 4827 Building Your Company’s Vision 3323 Bureaucracy Psychoanalyzed: The Case of Antitrust vs. National Standards 4957 Business and Anti-Trust Laws 4961 Business and Battles: Lessons from Defeat 1975 Business and Labor — From Adversaries to Allies 1098 Business and Politics: An Update 5952 Business and Politics, 1964 5975 Business and Politics, 1968 5968 Business and Religion 6155 Business and the Changing Society 6127 Business and the Democratic Tradition 5983 Business and the Facts of Family Life 846 Business and the Good Society 6150

Title Index Business and the Radical Indictment 4098 Business and the Stream of Social Thought 74 Business Appraises Consumer Testing Agencies 5027 Business Calls Opinion Surveys to Testify for the Defense 3196 Business Can Make Ex-Convicts Productive 2027 Business Can Satisfy the Young Intellectual 61 Business Can Save 70,000 Lives 6030 The Business Case Against Revolution 129 Business Conditions and Currency Control 3912 The Business Consultant 2119 Business Cycle Literature 3732 Business Dictionaries 1497 Business Drive and National Achievement 2263 Business During Inﬂation 4040 Business Economics and Changes in German Business Conditions 3638 Business Education 101 Business Education as Envisaged by the Scientist 3893 Business Ethics: A General Survey 5097 Business Ethics and the NRA Codes 4965 A Business Forecast: 1952–1955 4161 Business Games: Play One! 3280 Business Has a War to Win 2038 Business History for the Businessman 64 Business in Richmond Attacks Health Care Costs 789 Business Is Adapting to Consumerism 5019 Business Leadership and a Creative Society 2039 Business Leadership in a Creative Society 2058 Business Library CEO Lynne Brindley on Helping to Spur Business Innovation 1935 Business Life Insurance 5163 Business Logistics for Better Proﬁt Performance 2520 A Business Look at Government Spending 6069 A Business Look at the Army 6038 Business Marketing: Understand What Customers Value 2599 Business Mortality: The Shoe Manufacturing Industry 3348 Business Moves to the Industrial Park 5755 Business Must Put Up 2040 Business Needs a New Breed of EDP Manager 5642 Business Needs for Venture Capital 4788 Business — Next Target for Integration 23 The Business of Equal Opportunity 4069 The Business of Innovation: An Interview with Paul Cook 993 The Business of Managing the Arts 1811 The Business of News 1391 The Business of Procurement 4364 Business Organization for Effective Use of Forest Products 6175 The Business Outlook for Southeast Asia 3621

Title Index A Business Plan Is More Than a Financing Device 3469 Business Policing Itself Through the Better Business Bureaus 5030 Business Problems of City Management 6101 Business Proﬁts as a Legal Basis for Dividends 4699 Business Prospects and Problems in the 1950s 3768 Business Records 5565 The Business Signiﬁcance of Oil Burning Ships 4251 Business Sits for Its Portrait 44 Business Takes a New Partner 5989 Business, Taxation and Government Spending 4181 A Business Tribunal for Corporate Reorganization 4994 A Businessman’s Philosophy for Foreign Affairs 6009 Businessmen and the Community Forum 2060 Businessmen and the Press 3019 Businessmen Appraise East-West Trade 3979 Businessmen in Power 2052 Businessmen, Lawyers, and Economists 2171 Businessmen Look Hard at Advertising 2295 The Businessmen Must Get Into Politics 5981 Businessmen Re Advertising: “Yes, but ...” 2306 Businessmen Review the Space Effort 6169 The Businessmen’s Stake in Judicial Review 6075 Businessmen’s Stake in Regional Planning 6099 But Who Is to Lead the Leader? 1307 Buy By Computer 2596 A Buyer’s Guide to the Innovation Bazaar 2875 A Buyer’s Market in Eurodollars 4746 Buying Groups: Clout for Small Businesses 3020 Buying In to Market Control 2739 Buying Into Japan, Inc. 1747 Buying Motives for Industrial Goods 2617 Buying Perishables for the Armed Forces 4290 Buying Software Off the Rack 5583 The Buzz on Buzz 2999 By Days I Make the Cars 1055 Cadbury Schweppes: More Than Chocolate and Tonic 1984 A Cadet System in Railroad Service 4247 Call for Business Statesmanship 2049 A Call to Arms ... for Peace 6033 Calling the Shots in R&D 2083 CAM Sets New Rules for Production 5707 Campaigning for Change 124 Campus Recruiting: Too Much Corporate Bungling 1686 Can a Corporation Have a Conscience? 5072 Can Absence Make a Team Grow Stronger? 2190 Can American Business Meet the Present Emergency? 2062

418 Can an Executive Afford a Conscience? 5083 Can Big Owners Make a Big Difference? 4714 Can Business Really Do Business with Government? 5942 Can Businessmen Be Democrats? 5982 Can Capitalism Win the Intellectuals? 4086 Can Corporations Act as Partner? 2057 Can Industry Survive the Welfare State? 3779 Can Inside Counsel Wear Two Hats? 5217 Can Loyalty Be Leased? 586 Can Management Information Be Automated? 5550 Can Marketing and Manufacturing Coexist? 1985 Can More Capital Buy Higher Productivity? 4617 Can Moscow Match Us Industrially? 3561 Can Mutual Funds Outguess the Market? 4721 Can Patients Drive the Future of Health Care? 772 Can Private Pension Deliver 327 Can Public Trust in Nonproﬁts and Governments Be Restored 1794 Can Rubber Restriction Succeed? 5822 Can Science Be a Business?: Lessons from Biotech 6161 Can Small Business Help Countries Compete? 3659 Can Small Businesses Use Consultants 2116 Can the Best Corporations Be Made Moral? 2031 Can the Businessman Apply Christianity? 6146 Can the Small Merchant Compete with the Large Store 567 Can the U.S. Negotiate for Trade Equality? 3939 Can This Brand Be Saved? 2379 Can This High-Tech Product Sell Itself? 2901 Can This Merger Be Saved? 4497 Can U.S. Business Survive Our Japanese Trade Policy? 4056 Can U.S. Manufacturing Come Back? 3710 Can We Afford Our National Goals 5997 Can We Avoid Depression in a Dynamic Economy? 3585 Can We Control Health Care Costs? 801 Can We Meet the Crisis? 6008 Can We Stop Inﬂationary Wage Increases 4033 Can You Analyze This Problem? 1119 Can You Pass the Comparative Ad Challenge? 2279 Can You Standardize Multinational Marketing? 2653 Can You Survive Your Retirement 318 Canada Considers Closer U.S. Ties 3978 Canada’s Declaration of Less Independence 3620 Canada’s Good Example with Displaced Workers 4258 Canada’s Marketing Act 3634 Canadian Gold Situation: Is Canada’s Gold Situation Too Large? 3582

Cancellations: The American Sugar Reﬁning Company 5036 Cancellations: The Harrison Steel Corporation 5038 Cancellations: The Randolph Shoe and Leather Company 5037 The Cane Mutiny: Managing a Graying Workforce 828 Capacity Control and the Ice Age 5138 Capacity Strategies for the 1980s 5777 Capital and the Railroad Industry 4201 Capital Commitments and the High Cost of Money 4625 Capital Disadvantage: America’s Failing Capital Investment System 4768 Capital in the American Economy 4785 Capital Investment to Save Energy 3823 Capital Market and Recovery in Canada 3636 Capital Markets and Competitive Decline 4913 Capitalism and Christianity 2170 Capitalism in Japan: Cartels and Keiretsu 4046 Capitalism Under Fire: Recent Books on Economic Reconstruction 4099 Capitalism with a Safety Net? 3776 Capitalists & Managers in Communist China 3554 Capitalizing on Capabilities 1952 Captain Macy 3081 Captive Finance Companies 4563 Capturing the Real Value in High-Tech Acquisitions 4495 Capturing the Ricochet Economy 2399 Capturing the Value of Supplementary Services 2714 Careful Self-Analysis and Team Assessment Can Aid Entrepreneurs 528 The Case Against Capitalizing Leases 2435 The Case Against ROI Control 4639 The Case for Adversarial Unions 1094 The Case for Benevolent Autocracy 1922 The Case for Boulwarism 893 The Case for Business Civilization 2053 The Case for “Captive” Insurers 5428 The Case for Counsel to Outside Directors 233 A Case for Discount Discipline 2941 The Case for Higher Corporate Standards 4814 A Case for Historical Costs 5288 The Case for Skimpy Inventories 5307 A Case of AIDS 381 Case of Big Mac’s Pay Plans 1536 Case of the Alcoholic Absentee 400 The Case of the Befuddled Brewers 2833 Case of the Board and the Strategic Process 213 Case of the Borderline Black 755 The Case of the China Diary 672 The Case of the Combative CFO 4592 The Case of the Complaining Customer 5516 Case of the Constant Consumers 2489 The Case of the Convalescent 2163 The Case of the Crisis in Caribia 686 The Case of the Deadlocked Directors 4510 Case of the Disclosure Debate 4808 Case of the Disputed Dismissal 435 The Case of the Disputing Divisions 3440 The Case of the Diversiﬁcation Dilemma 2390

419 The Case of the Downsizing Decision 272 The Case of the Dubious Referral 5407 The Case of the Earmarked Executives 632 Case of the Embattled Banker 4414 The Case of the Endangered Entrepreneurs 499 Case of the Environmental Impasse 3888 The Case of the Expensive Expansion 4594 The Case of the Floundering Expatriate 2145 Case of the Fuqua Forecast 4807 The Case of the Hidden Harassment 729 The Case of the High-Risk Safety Product 5060 The Case of the Latent Lobby 5973 The Case of the Lonesome Loan 545 The Case of the Machinists’ Mutiny 157 The Case of the Migrating Markets 2409 The Case of the Mismanaged Ms 733 The Case of the Multiplant Manufacturer 5751 Case of the Nebulous Numbers 5242 The Case of the Nettlesome Nepot 3163 The Case of the Not-So-Supermarket 1089 Case of the Offending Efﬂuent 3884 The Case of the Omniscient Organization 845 The Case of the Part-Time Partner 730 The Case of the Part-Time Politician 5978 The Case of the Perplexed President 5092 The Case of the Perplexing Promotion 1671 Case of the Plateaued Performer 1687 The Case of the Precarious Program 5872 The Case of the Pricing Predicament 2954 The Case of the Product Priority 2761 The Case of the Proﬁtless PC 2949 The Case of the Proﬁtless Plant 5752 Case of the Pugnacious Presidents 532 The Case of the Punctilious President 1424 The Case of the Quality Crusader 5905 Case of the Questionable Communiqués 1477 Case of the Reluctant Multinational 676 The Case of the Religious Network Group 1860 Case of the Rogue Division 3005 The Case of the Soft Software Proposal 5582 The Case of the Straying Scientist 1008 The Case of the Stymied Strategist 3485 Case of the Suspect Salesman 3153 Case of the Suspicious Scientist 5071 Case of the Tangled Transfer Price 2650 The Case of the Team-Spirit Tailspin 1467 The Case of the Tech Service Tangle 2989 The Case of the Temperamental Talent 379 The Case of the Test Market Toss-Up 3195 The Case of the Unhealthy Hospital 778 The Case of the Unplanned Promotion 1698 The Case of the Unpopular Pay Plan 1515

The Case of the Unproductive Products 2934 Case of the Valuable Vendors 746 The Case of the Willful Whistle-Blower 5004 The Case of Unequal Opportunity 6 Case Studies in Direct Importing 2670, 4017 Case Study in International Organizations 3996 A Case Study of the Relationship of Government and Business 3517 Cash Flow Analysis — More Important Than Ever 5247 Cash Flow — It’s Not the Bottom Line 5246 Cash Management Converts Dollars Into Working Assets 5404 Cashing in on the Checkless Society 4418 Catalytic Agent for Effective Planning 2210 Catching Up with the Computer Revolution 5532 Causes and Effects 1996 Causes of Jurisdictional Disputes in American Trade Unions 1206 Caution on Pension ROI Assumptions 4720 Caveat Emptor in Real Estate Equities 4839 Caveats on Estate Planning 5040 The Cellulose South 3693 The Center-Cut Solution 490 Central Buying by Department Store Mergers 3105 Centralized Purchasing 3035 The Centrally Decentralized IS Organization 5613 The CEO as Coach 145 The CEO as Organizational Architect: An Interview with Xerox’s Paul Allaire 1872 The CEO Goes On-Line 5686 The CEO Hits the Road (and Other Sales Tales) 2147 CEO Incentives — It’s Not How Much You Pay, But How 1516 The CEO Is the Company 1392 The CEO Who Couldn’t Keep His Foot Out of His Mouth 1643 CEOs and Their Lawyers: Tension Strains the Link 5220 The CEO’s Behavior: Key to Organizational Development 1295 A CEO’s Common Sense of CIM 5704 CEOs Misperceive Top Teams’ Performance 2123 The CEO’s Private Investigation 5044 The CEO’s Real Legacy 1653 CEO’s Role in Corporate Growth 2160 The CEO’s 2nd Act 1641 Certain Limitations in the Application of Scientiﬁc Management 1350 CFOs and Strategists: Forging a Common Framework 4906 Chairman Mac in Perspective 1331 Challenge of the Guaranteed Annual Wage 1141 Challenge of the 1960’s 3767 A Challenge to Business Education 106 Challenge to Public Accounting 5423 The Champion Case: What Is Competition? 4960 Championing Change: An Interview

Title Index with Bell Atlantic’s CEO Raymond Smith 155 Champions for Radical New Inventions 1018 Champions of Proﬁtable Growth 4851 The Change-Dazed Manager 725 Change in Financial Structure and Financing Operations of Railroads Since 1913 4249 Change Management in Government 6050 Change the Way You Persuade 1456 Change Through Persuasion 121 Change Without Pain 133 Changes in Our Relations with SpanishAmerica During the Last Quarter Century 4016 Changes in the Localization of the PitIron Industry 3356 Changes Inside the Pentagon 6039 Changing a Culture of Face Time 589 Changing Conditions in World Capital Markets 4820 Changing Employee Values: Deepening Discontent 393 Changing Forces in Industrial Location 5754 Changing Leaders: The Boards Role in CEO Succession 1667 The Changing Organization 153 Changing the Mind of the Corporation 150 Changing the Role of Top Management: Beyond Strategy to Purpose 1869 Changing the Role of Top Management: Beyond Structure to Processes 982 Changing the Role of Top Management: Beyond Systems to People 980 Changing the System 6119 Changing the Way We Change 138 The Changing Value of Business Forecasting Services 3606 Character of Management as a Basis of Obtaining Bank Credit 4456 Characteristics and Procedures of Common Stock Split-Ups 4931 Charge Total Casualty Claims Costs Against the Operating Unit’s Proﬁt 5155 Charge What Your Products Are Worth 2940 Charities Need a Bottom Line Too 1801 Charter of Accountability for Executives 1695 Charting the Territory of Nonproﬁt Boards 1800 Charting Your Company’s Future 3449 Checkers or Choice in Manpower Management 887 Chief Executives Deﬁne Their Own Data Needs 5639 The Chief Financial Ofﬁcer as Activist 4626 The Chief Strategy Ofﬁcer 3445 Child Care for Employees’ Kids 849 China + India: The Power of Two 3918 The China Trade: Making the Deal 4983 The China Trade: Making the Deal Work 4982 China Trader Turns Investor: A Biographical Chapter in American Business History 2665 China’s Grasp and Hong Kong’s Golden Eggs 3542 The Chinese Negotiation 4974

Title Index Choosing and Evaluating Your Accountant 5421 Choosing and Using Outside Directors 241 Choosing Compatible Acquisitions 4521 Choosing Strategies for Change 163 Chromium: A Strategic Material 4324 Chronic Time Abuse 365 Cisco’s Virtual Close 5395 Citicorp Faces the World: An Interview with CEO John Reed 4394 The Citizen Corporation: Company as Community 4798 Civics and Civility 831 Class — or Mass? 2691 Classiﬁcation of Customers 4970 Clear Communication for Chief Executives 1487 Clear Writing Means Clear Thinking Means 1479 Clearing Off International Commercial Debts 4750 Clies for Advertising Specialists 2308 Clocks for Management Control 5368 The Closed-Loop Case 1723 The Clothing Workers’ Factory in Milwaukee 420 Cloudy Future for Coalition Bargaining 1117 Clueing in Customers 2461 Clues for Action from Shopper Preferences 3064 Clues for Advertising Specialists 2307 Clues for Success in the President’s Job 2162 Clusters and the New Economics of Competition 3927 The Coach Who Got Poached 426 Coaching the Alpha Male 581 Coal Mining and the Business Cycle 3751 The Co-Corp: Big Business Can ReForm Itself 275 Code of Conduct for Executives 5090 Code of Union Conduct 1188 Co-Evolving: At Last, a Way to Make Synergies Work 1857 Cognitive Fitness 2242 Cold Competition: GE Wages the Refrigerator War 5682 Collaborate with Your Competitors — And Win 3263 Collaborating with Congregations: Opportunities for Financial Services in the Inner City 2002 Collaboration Rules 2186 Collaborative Advantage: The Art of Alliances 4505 Collective Bargaining in Small Scale Industry: A Case Study 1157 Collective Bargaining — Ritual or Reality? 1126 Collective Bargaining Under the TaftHartley Act 1165 Collective Bargaining Under the Wagner Labor Act 1203 Comeback for Restricted Stock Plans 1529 The Coming Battle for Customer Information 2407 The Coming Commodization of Processes 5738 Coming Era in Engineering Management 5714 The Coming Flood of Young Executives 612

420 The Coming Growth in “Appropriate” Technology 5932 Coming Market for Energy Services 3816 The Coming of Corporate Medicine 793 The Coming of Knowledge-Based Business 983 The Coming Promotion Showdown 1728 The Coming Reform on Wall Street 4719 The Coming Scramble for Executive Talent 2161 The Coming Third World Investment Revival 3945 Coming Up Short on Nonﬁnancial Performance Measurement 5331 Comments on the Job of the Executive 2176 Commercial Air Transport 4238 Commercial Banks and Small Loans 4440 Commercial Banks: Taking Shape for Turbulent Times 4395 Commercial Fairs and Expositions 2779, 3355 Commercial Intelligence on a Shoestring 2820 Commercial vs. Investment Bankers 4406 Commercializing Technology: What the Best Companies Do 5885 Commingled Trust Funds 4445 Commitment Without Involvement 2015 The Commodity Dollar 3735 Common Market: Lessons in Trade Expansion 3982 Common Sense and Computer Security 5579 Common Sense and Conﬂict 968 Common Sense in Sampling 3198 Common Stock Split-Ups: Motives and Effects 4930 Common Stocks and Pension Fund Investing 335 Communicate Through Your Supervisors 1484 Communication in the Work Group 1506 Communications for Executives 1495 Communications Technology: For Better or for Worse 5596 Communism’s New Economics 3556 Communities of Leaders and Learners 1275 Communities of Practice: The Organizational Frontier 967 The Community Goes Into Business 3691 The Community Relations Problem of Industrial Companies 2059 Companies and the Customers Who Hate Them 3038 Companies Struggle to Control Legal Costs 5218 Company Action to Stabilize Employment 890 Company Annuity Plans and the Federal Old Age Beneﬁt Plan 354 The Company Library 5599 The Company President Is a Berkeley Student 167 Company Presidents Look at Their Successors 1706

Company Presidents Look at Themselves 2173 The Company Representative in Washington 5979 A Company Seeks Proﬁts with a Sioux Indian Tribe 2022 Company Training for College Graduates 112 Company/Union Programs for Alcoholics 398 A Company Without Ofﬁces 998 Companyism and Do More Better 1876 Comparative Marketing — A New-Old Aid 2655 Comparing Pension Costs 337 Comparison of British and American Practice in Issuing Investment Securities 4825 Comparison of Par and No-Par Stock with Special Reference to the Effect on This Feature of Market Price 4897 Compatibility in Corporate Marriages 4544 Compensating Balances and the Prime at Twilight 4411 Compensation and Beneﬁts for Startup Companies 1517 Compensation and the Mobile Executive 1534 Compensation Cafeteria for Top Executives 1545 Compensation for Outside Directors 211 Compensation of Corporation Executives: The 1928–1932 Record 1589 Compensation of Directors 224 The Compensation of Executive Ofﬁcers of Steel Corporations 1585 Compensation, Jobs, and Gender 738 Competent Jerks, Lovable Fools, and the Formation of Social Networks 2187 Competing for the Future 3459 Competing on Analytics 5443 Competing on Capabilities: The New Rules of Corporate Strategy 3303 Competing on Customer Service 2474 Competing on Resources: Strategy in the 1990s 1964 Competing on the Eight Dimensions of Quality 2722 Competing Through Manufacturing 5810 Competing with Giants: Survival Strategies for Local Companies in Emerging Markets 3295 Competition Between Different Types of Retail Outlets 3094 Competition in the Capital Markets 4786 Competition Is the Life of Business 4103 Competition Under Rationing 4328 The Competitive Advantage of Corporate Philanthropy 257 The Competitive Advantage of the Inner City 6083 Competitive Advantage on a Warming Planet 3860 The Competitive Advantages of Nations 3660 Competitive Bidding in Sale of Securities 4789 Competitive Currency Depreciation Between Denmark and New Zealand 3581 The Competitive Dynamics of Network-Based Businesses 2586

421 Competitive Vigor in Nuclear Power 3828 Competitiveness: Self-Help for a Worsening Problem 3661 The Complex Case of Management Education 94 Compound Interest Depreciation in Capital Investment 5251 Comprehensive Stock Value Tables 4870 Compromise in Commercials for Children 5113 Compulsory Loans in War Financing 4308 Compulsory Savings in Great Britain 4331 Computer-Based Planning Models Come of Age 5687 The Computer Comes of Age 5693 Computer Data Bases: The Future Is Now 5541 Computer Graphics for Decision Making 5504 The Computer Makers 5530 Computer Model for New Product Demand 2927 Computer Simulation of Consumer Behavior 3275 Computerized Cost System in a Small Plant 5546 Computerized Sales Management 3148 The Computerless Computer Company 2717 Computers and the Coming of the U.S. Keiretsu 3335 Computers in Science Fiction 5551 Computers in Top-Level Decision Making 5694 Computers: No Impact on Divisional Control 5695 The Concentration of Banking Resources 4449 Concentration of Power in the American Economy 6154 Concentration of Production 4301 Concentration of the Stove Industry 4292 The Concept of a Production System 5820 Concepts of Income 5409 The Concerns 5956 Conditions for Manager Motivation 1337 Conditions of Marketing Leadership 2771 The Confession Game Plan 4938 Confessions of a So-So Controller 507 Confessions of a Successful Entrepreneur 522 Confessions of a Trusted Counselor 2104 Conﬂict and Collaboration 1195 Conﬂict and Cooperation in Labor Relations 1172 Conﬂict at the Summit: A Deadly Game 2159 Conﬂict in Legislation Respecting Railroad Rates [Part One] 4234 Conﬂict in Legislation Respecting Railroad Rates [Part Two] 4233 Conﬂicting Interests in a Company’s Purchase of Its Own Securities 4932 Conﬂicting Roles in Budgeting for Operations 5382 Conﬂicts in Human Values 1910 Conﬂicts That Plague Family Businesses 539 Conﬂicts Within the Local Union 1148

The Confrontation Meeting 402 Connect and Develop — Inside Procter & Gamble’s New Model for Innovation 2066 Connectivity and Control in the Year 2000 and Beyond 5509 Conquering a Culture of Indecision 1265, 1943 Consensus, Continuity, and Common Sense: An Interview with Compaq’s Rod Canion 1974 Conservative Labor/Radical Business 2050 Conservatives, Businessmen, and Blatherskites 5999 Considering the Future and Assessing the Past 38 The Consolidation Curve 4484 Consolidation of Pile Fabric Manufacturers 4555 Consolidation of Railroads and the Proposed Great Northern [and] Northern Paciﬁc Uniﬁcation 4237 Consorting with Competitors 5586 The Construction Industry After the War 4388 The Construction Industry and Its Difﬁculties: Effect on the Public Works Bill 3738 Construction Industry in Cedar Rapids, Iowa 3589 The Construction Industry in the Depression: Attempts at Stabilization 3600 Construction Industry Recovery 3591 A Consultant’s Comeuppance 2106 Consulting Is More Than Giving Advice 2110 Consumer Advertising 2338 Consumer-Centered vs. Job-Centered Health Insurance 800 Consumer Education: Marketers Take Heed 5018 Consumer Motivation in Black and White [Part I] 2420 Consumer Motivation in Black and White [Part II] 2419 The Consumer Movement 5029 Consumer Purchasing Power Indices 3742 Consumerism as a Retailer’s Asset 2752 Consumers Complain — Does Business Respond? 2485 Consumption, Merchandising and Advertising of Foods 2343 Containers Go to War 4289 The Contexts in Which People Work 1880 Contextual Marketing: The Real Business of the Internet 2492 Contingent Payouts Cut Acquisitions Risks 4536 The Continuous Contract 1144 Contracting for an Employee Counseling Service 395 A Contrast of American and European Export Policies 4022 Control and Freedom in a Decentralized Company 1923 Control in an Age of Chaos 147 Control in an Age of Empowerment 981 Control Means Action on the Part of Every Key Action 1434 The Control of Industry in the Business Cycle 5388

Title Index Control of Retail Distribution by a Shoe Company 2548 The Control of Stock Shortages in Department Stores 5319 Control of the Monetary System 3899 Control of the Production of the Ice Code 5205 Control of the Security Investment System 4824 Control of War Contract Proﬁts 4284 Control Tomorrow’s Costs Through Today’s Designs 2950 Control with Fairness in Transfer Pricing 5348 Control Your Exposure to Foreign Exchange 4744 Control Your Inventory in a World of Lean Retailing 5304 Controlling “Just Noticeable Differences” in Quality 5915 Controlling Shareholder Servicing Costs 4919 Controlling the Cost of International Compensation 1528 Controlling the Costs of Data Services 5640 Controlling the Manufacturing Start-Up 5769 Controversial Accounting Changes 5270 Conventional Accounting Conﬁscates Capital 5284 A Conversation with Literary Critic Harold Bloom 591 Converting War Pipe Lines to Natural Gas 4372 A Cooperation Director Looks at His Job 250 Cooperation to Solve the Gold Problem 3576 Cooperative Advertising Through Trade Associations 3241 Cooperative R&D for Competitors 2077 Cooperative Retail Buying in the Drug and Grocery Trades 3034 Cooperative Retail Buying of Apparel Goods 3242 Co-Opting Customer Competence 2470 Coordinating Procurement: A Case Study from the Aircraft Industry 5789 Coordinating Product Development 2936 Coping with Comparable Worth 736 Coping with Computer Proliferation 5637 Coping with Entrepreneurial Stress 515 Coping with Technological Protectionism 3953 The Copper Cartel 4108 The Core Competencies of the Corporation 992 Corporate and Personal Planning for Retirement 317 Corporate Architecture from the Outside In 3003 Corporate Budgeting Is Broken: Let’s Fix It 5377 Corporate Directors in Japan 197 Corporate Directors Should Rethink Technology 5632 Corporate Disclosure/Insider Trading 4810 Corporate Earnings on Invested Capital 4684

Title Index Corporate Financing in Direct Placement 4787 Corporate Forecasting: Promise and Reality 2790 Corporate Governance in the Courts 207 Corporate Governance: The Other Side of the Coin 199 Corporate Growth Through Internal Spinouts 279 Corporate Growth Through Venture Management 2925 Corporate Imagination and Expeditionary Marketing 2716 Corporate Models: Better Marketing Plans 2824 Corporate Models: On-Line, Real-Time Systems 5691 The Corporate Ombudsman 2041 The Corporate Proﬁt Equation 3720 Corporate Raiders: Head ‘Em Off at Value Gap 4509 The Corporate “Ratchet Effect” on Spiraling Inﬂation 5380 Corporate Real Estate: Sources of New Equity? 4834 The Corporate Receiver 4998 Corporate Redemption and the Seven Deadly Sins 1969 Corporate Responses to Consumerism Pressures 5022 Corporate Responsibility and the Competent Board 2018 Corporate Strategy and Strategic Planning 3472 Corporate Strategy as a Vital Function of the Board 202 Corporate Strategy: The Quest for Parenting Advantage 4503 Corporate Structures and Federal Income Taxation 4169 Corporate Support of Education: No Strings Attached 264 Corporate Support of Education: Some Strings Attached 265 Corporate to Compete Globally 2638 The Corporation and Its Obligations 2025 The Corporation and the Income Tax 5129 The Corporation Goes Into Politics 4311 A Corporation Is Much More Than Its Stock 4911 The Corporation Law Department 5224 Corporation Support of Higher Education 6197 Corporations Cannot Continue to Be Faceless 2024 The Corrosion of Character 5508 Cost Accounting Comes to Service Industries 5350 Cost Accounting Literature 5366 Cost/Beneﬁt Analysis in Fund Raising 1816 Cost Beneﬁt Analysis of Executive Compensation 1547 Cost-Conscious Marketing Research 2818 The Cost Center That Paid Its Way 3423 The Cost Concept and Economic Control 5135 Cost Control for the Professional Service Firm 5356 Cost Control in Banks 4452 Cost Effectiveness Comes to the Personnel Function 879

422 The Cost Element in Pricing 2978 Cost Factors in Price-Making 2969, 5124 The Cost of Installment Buying 2446 The Cost of Knowledge 5671 Cost-of-Living Pension Plan 343 The Cost of Myopic Management 4567 Cost-Plus Basis for a Long-Term Purchase Contract 2616 Cost Transparency: The Net’s Real Threat to Prices and Brands 2577 Costing Problems Posed by the Robinson-Patman Act 5134 The Costly Bargain of Trade Promotion 2381 Costs and Beneﬁts of a Data Base System 5536 Costs and the Governmental Control of Business 5371 Costs of Mobilization 4280 Cotton Forecasting: A Method for Determining in November the Availability of Holding the Cup 3529 The Cotton Textile Machine Industry 5733 The Cotton Textile Situation 3518 The Cotton Trade Machine Industry: American Loom Builders 4552 Counter-Competition Abroad to Protect Home Markets 3960 Countering the Biggest Risk of All 3362 The Country Bank 4437 A Country Is Not a Company 5990 Coupling Strategy to Operating Plans 3473 Courage as a Skill 1823 Covert Leadership: Notes on Managing Professionals 1271 CPM for New Product Introductions 2926 Cracking the Code of Change 134 Crafting Strategy 3463 Creating a World Enterprise 2661 Creating Business’s New Social Compact 1991 Creating Corporate Advantage 3296 Creating New Growth Platforms 3385 Creating New Market Space 2708 Creating Project Plans to Focus Product Development 5882 Creating the Most Frightening Company on Earth: An Interview with Andy Law of St. Luke’s 1958 Creative Benchmarking 5437 Creative Competition 2042 Creative Meetings Through Power Sharing 1480 Creativity by the Numbers 1005 Creativity Is Not Enough 1017, 1840 Creativity Under the Gun 951 The Credit Bomb in Our Financial System 4396 Credit Risks & Opportunities 4562 Creditors’ Committee Receiverships 5000 Creeping Capitalism in the Soviet Union? 3553 Creeping Corporatis’ vs. Rising Entitlements 3782 Crime and Management 6084 Crime? Greed? Big Ideas? What Were the ’80s About? 5061 Crises in a Developing Organization 1906 Crisis at the Summit 358 Crisis Communication Lessons from 9/11 1453

Crisis in Conﬁdence at Quasar 5087 Crisis in the Domestic Shipping Industry 4197 Crisis Prevention: How to Gear Up Your Board 190 Criteria for Choosing Chief Executives 1681 Criteria for the Appraisal of Directors 214 Criterion for Emotional Maturity 639 Critical Examination of SEC Proposals 4812 Critical Factors in Worldwide Purchasing 5854 Critical Issues for Issue Ads 3006 Critique of Public Finance 4151 CRM Done Right 2459 The Cross-Cultural Quagmire 1378 Cross Selling or Cross Purposes 4477 Crucial Problems with the Federal Debt 4163 Crucial Role of Investor Relations 4920 Crucibles of Leadership 1251 CSPC: Reporting Project Work to the Top 5890 Cultivate the High Volume Consumer 2754 Cultivating Ex-Employees 424 Cultivating the Gold-Collar Worker 957 Cultural Analysis in Overseas Operations 690 The Cultural Crisis of Our Age 6152 Culture and Technique 6198 Cummings Engine Flexes Its Factory 5802 Cumulative Voting 248 Curbing the Procrastination Instinct 374 Currency Reform in the U.S.S.R. 3564 The Current Merger Movement Analyzed 4550 Current Position as a Basis for Credit 4455 Current Practices in Executive Compensation 1579 The Current Status of Wool Textiles 4323 The Curse of Knowledge 1443 The Curse of the Superstar CEO 1660 Curveball Strategies to Fool the Competition 3283 Custen Manufacturing Company — Methods of Forecasting Sales 2803 The Customer and Consumption in Recent Literature 2426 Customer-Centered Brand Management 2352 Customer-Driven Distribution Systems 2507 The Customer Has Escaped 2402 Customer Intimacy and Other Value Disciplines 2478 Customer Loyalty to Store and Brand 2418 Customer Value Propositions in Business Markets 2597 Customers as Innovators: A New Way to Create Value 2892 Customers’ Buying Habits 2430 Customers Drive a Technology-Driven Company: An Interview with George Fisher 1385 The Customer’s Revenge 2453 Customize Your Product Development 2910 Customizing Global Marketing 2637 Cutting Companies Down to Size 3402

423 Cutting Costs Without Drawing Blood 5332 Cutting Down the Guesswork in R&D 2079 The Cutting Edge in Auctions 3049 Cutting the Cost of HIV 764 Cutting the Cost of Local Government 6059 Cyanamid’s New Take on Performance Appraisal 288 Cycle Analysis as an Aid to Judgment of Price Tendencies 5865 Cyclical Behavior of Time Deposits in the United States 4880 Cynicism and Managerial Morality 102 The Dairyman’s Plight 3511 Danger Ahead for Pension Funds 329 Danger Ahead! Safeguard Your Computer 5653 Danger in Business History 107 The Danger of Drifting 3788 The Danger of Social Responsibility 68 The Dangers of Feeling Like a Fake 362 The Dangers of Modularity 5877 Dangers of Negative Patriotism 5996 The Dark Side of Consumer Analytics 5014 The Dark Side of Entrepreneurship 506 Darwin and the Demon: Innovating Within Established Enterprises 937 Data Systems That Cross Company Boundaries 5598 David and Goliath, Reconsidered 1854 David Orr on Employee Representation and Cooperation 415 The Dawn of the E-Lance Economy 2584 Dealing with Sexual Harassment 742 Dealing with the Aging Work Force 867 Dealing with Uncle Sam 4344 Deals Without Delusions 4471 Dear Fellow Shareholder 198 Dear White Boss 712 Debate at Wickersham Mills 1677, 1700 Debating George Gilder’s Microcosm 5517 Decade for Depreciation Decisions 5253 Decentralization and Intracompany Pricing 2968 Decentralization of Credit and Collection Control 5232 Decision Analysis Comes of Age 5448 Decision at Zenith Life 1699 Decision Making: A Case Study in Industrial Relations 1150 Decision Making: Going Forward in Reverse 1608 Decision Making in the Age of Automation 1619 Decision Making in Weapons Development 6036 The Decision to Trust 1824 Decision Trees for Decision Making 5441 Decisions and Desire 6110 Decisions Without Blinders 1594 The Decline of British Shipbuilding 4242 Decoding the DNA of the Toyota Production System 5794 Dedicated Assets: Japan’s Manufacturing Edge 5798 Dedication Address 116 De-Emphasized Wage Incentives 451 Deep Change: How Operational Inno-

vation Can Transform Your Company 939 Deep Smarts 936 Defeating Feature Fatigue 2883 Defense Lending 4345 The Defense of Business: A Strategic Appraisal 3016 The Defense of the Multinational Company 1767 Defense of the Performance Appraisal, In 298 Defensive Marketing: How a Strong Incumbent Can Protect Its Position 2690 Deferred Compensation for Executives 1572 Deﬁning Next-Generation Products: An Inside Look 2895 Deﬂating Indemnity Hopes and War Debts 3641 Defuse the Hostility Factor in Acquisition Talks 4519 Defusing the Pension Liability Bomb 314 Dehydrated Foods 3510 Delusions of Success: How Optimism Undermines Executives’ Decisions 1599 Demand Better Results And Get Them 1380, 1624 Demarketing, Yes, Demarketing 2755 Democracy Is Inevitable 1874, 4083 The Democratic New Order 4334 Demystifying Japanese Management Practices 1395 The Department Economist 3801 Department Store Buying 3033 Department Store Expansion 3111 Department Store Expense Control 3077 Department Store Importing 3102 The Department Store in Its Community 3082 Department Store Organization for Direct Importing 3108 Department Store Rentals 3101 Department Store Rentals [Part Two] 3099 Dependability and Meaning of Unemployment and Employment Statistics in the United States 4274 Deploying Multi-Line Salesmen 3171 Depreciation: An Old Subject with a New Importance 5260 Depreciation and 1949 Price Levels 5256 Depreciation in Investment Decisions 5254 Depreciation Policy and Financial Structure in American Railroads 4216 Depreciation Under the New Tax Laws 5255 Depression in France 3597 Deregulation: Surviving the Transition 5106 Design Privacy 5193 Designed Decay 2995 Designing a Plan for the Ideal Board 230 Designing High-Performance Jobs 1033 Designing Product and Business Portfolios 2737 Designing Services That Deliver 3227 Desirable Job Title: Executive in Residence 97 The Desperate Plight of the Underclass 6121 Desperately Seeking Synergy 1862

Title Index Destructive Trade-Offs in U.S. Trade Policy 3951 Detailed Outline of a Store Import Organization and Routine 3100 Deterioration in Top Executive Pay 1551 Deterioration of Work Standards 1628 Determination of Net Earnings Available for Bond Interest 4470 Determining a Sales Quota Basis 2780 The Devaluation of the American Executive 1533 Devaluation of the Pound Sterling 3577 Developing Decision Makers 1618 Developing First-Level Leaders 1716 Developing Managers in Developing Countries 1422 Developing Nations More Attractive for Plants of MNCs 1776 Developing Products on Internet Time 5878 Developing Your Leadership Pipeline 1245 Development and Future Trends in State Security Regulation 4823 Development, Democracy, and the Village Telephone 3655 The Development of a Basic Purchasing Power Index by Counties 2858 The Development of Chinese Department Stores 2666 The Development of Class A and Class B Stocks 4892 Development of Personnel Records 917 The Development of Scientiﬁc Management in England 1351 Development Projects: The Engine of Renewal 5881 Developments in the Federal Reserve System 3609 The DHL EuroCup: Shots on Goal 2191 Diagnosing Interdepartmental Conﬂict 1909 Diagnosing the Marketing Takeover 2762 Diagnosis and the Developing Science of Business 111 Diagnosis of Management Problems 1132 Diagram of Management Control 5361 The Dialogue That Never Happens 5970 Diamonds in the Gold Mine 2807 Different Dollars 4653 Difﬁcult Life of the Middle Manager 1727 Dilemma in Human Relations 900 Dilemma of Product/Market Management 3161 Dilemma of the Industrial Relations Director 903 Dilution and Common Stock Financing 4679 The Dimension of Location Standards for Retail Concerns 3113 Dinosaurs Among the Bears and Bulls 3433 Direct Control of Machinery Prices 2974 Direct Mail Advertising 2315 Direct Purchase of Imported Raw Materials 5864 Directors’ Indemnity: Corporate Policy or Public Policy 252 Directors’ Responsibility for Corporate Strategy 206 The Disabled Employee: Separating Myth from Fact 13

Title Index A Disappointing Search for Excellence 1983 Disaster Relief, Inc. 255 Discard Many Old Rules About Getting Venture Capital 4776 Discipline and the Dilutive Deal 4486 The Discipline of Building Character 5055 The Discipline of Innovation 949, 972, 1001 The Discipline of Teams 2184, 2204 Discipline Without Punishment 1073 Discipline Without Punishment — At Last 385 Discipline Without Punishment Lives 394 Disciplined Decisions: Aligning Strategy with the Financial Markets 4579 Disclosure Approach for Directors 222 Disclosure: Damned If You Do, Damned If You Don’t 4802 Discover Your Product’s Hidden Potential 2899 Discovering New Points of Differentiation 2710 Discovering New Value in Intellectual Property 5171 Discovering the “Inner Jones” 2414 Discovering Your Authentic Leadership 1222 Discovery-Driven Planning 3458 Discriminating Rates 3743 Discrimination in Screening Credit Applicants 4558 Diseases That Make Whole Industries Sick 3343 Disintegrated Marketing 2700 Disposal of War Surplusses 4374 Disposition of Government Property 4379 Dispute Over the Variable Annuity 5158 Disputed Role of the Stock Exchange Specialist 4869 Disruptive Change: When Trying Harder Is Part of the Problem 125 Disruptive Innovation for Social Change 2878 Disruptive Technologies: Catching the Wave 2903 Distance Still Matters: The Hard Reality of Global Expansion 2624 Distribution and the Finance Company 2441 Distribution Costs After the War 3508 Distribution of American Textiles in South America 4020 Distribution of Securities of a Public Service Corporation 4130 Distribution Policies of Tire Manufacturers 2549 Distribution Policy of a Hosiery Manufacturer 2545 Distribution Problems of a Cotton Mill 2539 Distribution Problems of the Oil Industry [Part One] 3847 Distribution Problems of the Oil Industry [Part Two] 3846 Divergent Views on Corporate Proﬁts 4094 Divergent Views on Pricing Policy 2965 Diversiﬁcation Guides for Defense Firms 3438 Diversiﬁcation via Acquisition: Creating Value 4526

424 Diversity as Strategy 2 Divesture: Strategy’s Missing Link 4576 The Dividend Limit 4703 Dividend Policies Under Changing Price Levels 4697 Dividend Policy and Business Contingencies 4700 Dividend Reinvestment Plans Win Wide Currency 4692 Dividends, Dilution, and Delusion 4694 Do Ad Readers Buy the Product? 2312 Do Business and Religion Mix? 6142 Do Customer Communities Pay Off? 2555 Do High Corporate Taxes Deter Investment? 4167 Do Managers on the Move Get Anywhere? 605 Do Rewards Really Create Loyalty 2713 Do Something: He’s About to Snap 368 Do We Really Want Labor on the Ropes? 1093 Do Women Lack Ambition? 708 Do You Have a Global Strategy? 2640 Do You Have a Well-Designed Organization? 270 Do You Think There Is a Competitiveness Problem? 3950 Do You Want a Weak Subordinate? 2167 Do You Want to Keep Your Customers Forever? 2494 Do Your Business Units Create Shareholder Value? 4912 Do Your Commitments Match Your Convictions? 577 Dr. Kaufman’s Guide for the Perplexed 4857 Does America Need a Technology Policy? 3657 Does Automation Raise Skill Requirements? 5555 Does Business Have Any Business in Education? 6181 Does Business Misunderstand Consumerism? 5021 Does Federal Pay “Demotivate” More Than Motivate 1537 Does Flextime Improve Productivity? 863 Does Futures Trading Inﬂuence Prices? 3512 Does It Pay to Shop for Your Bond Underwriter? 4779 Does Manufacturing Need a JIT Revolution? 5800 Does Nationalization Work? 4090 Does New Age Business Have a Message for Managers? 1870 Does Privatization Serve the Public Interest? 4070 Does TF Really Work? 2794 Does the Capital Asset Pricing Model Work? 4615 Does the Market Know Your Company’s Real Worth? 4611 Does Third World Growth Hurt First World Prosperity? 3932 Does This Company Need a Union? 1086 Does Your Company Practice Afﬁrmative Action in Its Communications? 14 Doing Away with the Factory Blues 1059 Doing Better at Doing Good 2005 Doing Business in Islamic Markets 3962 Doing Business in Mexico 3629

Doing Business in the Mideast: The Game Is Rigged 3968 Doing Business with Latin Nationalists 3970 Doing Your Ofﬁce Over — Electronically 5533 Dollar Books: A Pricing Experiment 2982 Domestic Uses of Letters of Credit 4405 Don’t Call It “Early Retirement” 324 Don’t Choose Your Own Successor 1689 Don’t Discount Off-Price Retailers 3055 Don’t Give Up on Russia 3540 Don’t Hire the Wrong CEO 1657 Don’t Homogenize: Synchronize 1955 Don’t Just Do Something, Stand There! 2888 Don’t Let Inﬂation Get the Best of You 5281 Don’t Overautomate Your Foreign Plant 680 Don’t Rush to Court When Your Computer Fails 5621 Don’t Take Calls, Make Contact 2466 Don’t Take Older Workers for Granted 899 Don’t Trust the Lie Detector 894 Don’t Trust Your Gut 1601 Door-to-Door Selling 3175 Doorstep for Free Trade 3958 Do’s and Don’ts of Computer Models for Planning 3477 Do’s and Don’ts of Computerized Manufacturing 5708 Double Features as a Sales Problem 3084 Double Features in Motion-Picture Exhibitions 2778 The Double Jeopardy of Sales Promotions 2380 The Double-Liability of Bank Stocks 4995 Double Loop Learning in Organizations 1885 Downtown Dilemma 2424 Drawbacks of Continuing Corporate Growth 1986 Dreams Deferred: The Story of a HighTech Entrepreneur in a Low-Tech World 481 Dress of Goods and Unfair Trading 5209 The Drive and Direction of Mobilization 4277 Driving Change: An Interview with Ford Motor Company’s Jacques Nasser 137 Driving Customer Service 2463 Drugs in the Workplace 391 Dual Management 1022 The Dubious Logic of Global Megamergers 4493 Due Process: Will Business Default? 857 Duties of the Economist 3798 Dynamic Competition 4962 Dynamic Planning for Retail Areas 6100 The Dynamics of Process-Product Life Cycles 5888 The Dynamics of Subordinacy 403 E Pluribus Computum 5617 Eager Sellers Stony Buyers: Understanding the Psychology of New-Product Adoption 2881 Early History of the Great Atlantic & Paciﬁc Tea Company 3095

425 Early History of the Great Atlantic & Paciﬁc Tea Company Since 1878 3093 Early Returns on LBOs 4508 Earning Power with Respect to the Size of the Organization 4683 The Earnings Game: Everyone Plays, Nobody Wins 4797 Earnings of Small-Loan Licensees, 1929 to 1933 4565 An Easier Way to Go Public 4803 Easing the Pain of Personal Loss 397 Easy Money: Doctrine and Results 4564 Eclectic Approach to Organizational Development 1417 Eclipse of the Public Corporation 4801 Ecologists Versus Economists 3881 Econometrics for Management 1617 Economic and Financial Results of British Railway Consolidation: Their Guide to American Policy 4235 Economic Aspects of American Foreign Trade 4018 Economic Aspects of Recreation 6158 Economic Challenge for Longevity 3786 Economic Defense of the United States 3994 Economic Education for Employees 4091 Economic Future of House-to-House Selling 3186 Economic Incentives and Human Relations 906 Economic Life in Russia’s Orbit 3563 Economic Life in Russia’s Orbit, Part II 3562 Economic Peace Through Private Agreements 3999 Economic Penetration and Power Politics 6011 Economic Planning, European Style 3686 Economic Planning in Recent Literature 3772 Economic Planning Versus Economic Sanction 6012 Economic Problems of the Southeast 3690 Economic Proposals for the Peace Settlement 4373 Economic Reconstruction in Wartime China 4315 Economic Signiﬁcance of the Tank Car 4223 The Economic Situation of Austria 3639 Economic Structure: Recent Literature of Diagnosis and Remedy 3733 The Economics and Politics of Money 3902 The Economics Department of One Industrial Department 3803 Economics for the Nuclear Age 6007 The Economics of Air Transportation 4202 Economics of Hospital Service 819 Economics of Motor Freight Transportation 4239 The Economics of Peace 3923 The Economics of Reading 3731 The Economics of Real Estate Decisions 4833 The Economics of Sharing Computers 5654 Economics of the Digital Computer 5664

The Economics of Trust 6117 Economics, Politics, and the FED 3900 The Economist and Management 3804 The Economist as Advisor 3805 The Economist’s Reports 3800 Educating the Workforce of the Future 6179 Education and Training at International Harvester 2267 Education for Administration 1345 Education That Works: Make the Schools Compete 6183 Education That Works: The Right Role for Business 6184 EEO Compliance Behind the Corporate Mask 749 Effect of Environment and Administration on Job Evaluation 461 Effect of Hedging Upon Flour Mill Control 5275 Effect of Size on Efﬁciency 4321 Effect of Taxation on Investment 4879 The Effect of the Present Financial Situation Upon Real Estate 4848 The Effect on the Public’s Demand for Better Art on the Technique of Merchandising 3106 Effect on the Subsidiary Corporation on the Parent Company 3443 The Effective Corporate Audit Committee 245 The Effective Decision 1611 Effective Management in Small Business 557 Effective Marketing for Professional Services 3225 Effective Oversight: A Guide for Nonproﬁt Directors 1798 Effective Planning Committees for Hospitals 805 Effective Public Management 6058 Effective Stock Splits 4873 Effective Use of Training Films 2268 Effectively Manage Receivables to Cut Costs 5399 Effectiveness of Antitrust 4954 Effects of AAA on Tobacco Production 3519 Effects of Governmental Regulation of Commodity Exchanges in the United States 5145 Effects of the Embargo on Soviet Trade 3991 Efﬁciency and Proﬁtability in Relation to Size 3414 Efﬁcient? Chaotic? What’s the New Finance? 4591 Efﬁcient Markets, Deﬁcient Governance 4799 E-Hubs: The Best B2B Marketplaces 2574 8 Ways to Build Collaborative Teams 2180 Elasticity in Public Finance 4180 Elbows Off the Boardroom Table 598 Electric Power and Industrial Development 5763 Electric Power in Industry and Agriculture 4114 Electric Power Production as an Index of Business Volume 3748 Electric Utilities: The Argument for Radical Deregulation 4111 Electric Utility Deregulation Sparks Controversy 4110

Title Index Electriﬁcation of Steam Railroads 4230 Electronic Computers: A Progress Report 5559 Electronic Funds Transfer: Pitfalls and Payoffs 5537 Electronics Down to Earth 5562 Electronics in the Modern Ofﬁce 5564 Elements in Investment Safety 4895 The Elements of Investment Income 4898 Eliminate the Middleman? 2496 E-Loyalty: Your Secret Weapon on the Web 2570 Embezzler’s Guide to the Computer 5580 Embrace the Dark Side 2270 The Emergency in Aircraft Manufacture 4333 The Emergency in the Paper Industry 4346 Emerging EDP Pattern 5692 Emerging Giants: Building World-Class Companies in Developing Countries 1742 Emerging Pattern in Corporate Giving 267 The Emerging Profession of Business 113 The Emerging Solution to Corporate Governance 223 The Emerging Theory of Manufacturing 5724 Emerging Threat: Human Rights Claims 5001 Emerson Electric: Consistent Proﬁts, Consistently 3399 The Empire Strikes Back: Counterrevolutionary Strategies for Industry Leaders 3290 Employee Aptitude Interviews as Tools in Personnel Management 919 Employee Beneﬁts, 1970–1985 449 The Employee Beneﬁts — Does the Company Also? 447 Employee Buyouts of Troubled Companies 410 The Employee-Customer-Proﬁt Chain at Sears 1961 Employee Growth Through Performance Management 872 Employee Performance Record: A New Appraisal and Development Tool 303 Employee Productivity in Department Stores 3079 Employee Stock Ownership Plans: Plusses and Minuses 416 Employees’ “Cafeteria” Offers Insurance Options 804 Employees Get an Earful 1439 Employer Initiative in Pension Programs 350 Employers Join to Promote Open Housing 2030 Empowering the Board 189 The Empowerment Effort That Came Undone 1042 Empowerment or Else 151 Empowerment: The Emperor’s New Clothes 1863 Enabling the Disabled 10 End-Game Strategies for Declining Industries 3337 The End of Corporate Imperialism 1746 The End of Corporate Imperialism: Big Emerging Markets 1751

Title Index The End of Delegation: Information Technology and the CEO 5609 Ending the CEO Succession 1649 Ending the War Between Sales & Marketing 3133 The Enduring Logic of Industrial Success 1976 The Enemies of Trust 1452 Energy-Credit Buyers Beware 3861 Energy Issues 3818 The Energy Outlook: Combing the Options 3817 Energy vs. Environment 3827 The Energy Wolf Is Still Out There 3810 Enforcement of Government Price Fixing 5136 The Engineer Goes Into Management 5716 Engineer the Job to Fit the Manager 1071 England and America Off Gold: Parallels and Contrasts 3596 The English Banking System 4442 Enlightened Experimentation: The New Innovation 2071 Entering China: An Unconventional Approach 2629 Entering the New Economy 3378 Enterprise on the Prairies 3505 Enterprising Nonproﬁts 1790 The Entrepreneur Sees Herself as Manager 739 Entrepreneurs Versus Executives at Cocaba.com 480 Entrepreneurship: A New Literature 517 Entrepreneurship Reconsidered: The Anti-Management Bias 500 Entrepreneurship Reconsidered: The Team as Hero 501 Equal Job Opportunity: The Credibility Gap 758 Equal Opportunity for Women Is Smart Business 18 Equalization of Broadcasting Facilities Within the United States 2872 The Equation of Economic Balance 3739 The Equity Capital Problem 4678 Equity Financing for the Small Firm 4815 ERI: Yardstick of Employee Relations 1632 Erosion of the Tax Laws 4160 ERP in Operation 4357 Essential Elements in Banking Reconstruction 4444 Essential Elements of Project Financing 4618 The Essential Facts of Railroad Valuation 4250 Essential Groundwork for a Broad Executive Theory 1355 Esso Standard: A Case Study in Pricing 2970 Establishment of a Bond Department in a Commercial Bank 4451 Estate and Inheritance Taxation of Corporate Securities 5043 Estate Planning for the Owner-Manager 558 Estimate of the Value of Retail Business in the United States 3753 Estimating Industrial Accident Costs 2238 The Ethical Leader’s Decision Tree 5436 Ethical Managers Make Their Own Rules 5064 The Ethical Mind 5047

426 Ethical Problems of Purchasing Managers 5074 The Ethical Roots of the Business System 5069 Ethics in Practice 5063 Ethics Without the Sermon 5073 The Ethnics of Executive Selection 21 European Direct Investments in the United States 4745 European Experiments in Protecting Small Competitors 3696 A European Platform for Global Competition 3324 Europe’s Industrial Democracy: An American Response 1884 Europe’s Return to Gold 3642 Evaluating Department Efﬁciency 1634 Evaluating Personnel Administration 904 Evaluating Signals of Technological Change 5545 Evaluating the Proposed Labor-Law Changes 1140 Evaluating the SBA: Its Programs, Problems, and Future 5959 Evaluation of Forward Buying 5861 Evaluation of Stock Dividends 4695 Even Commodities Have Customers 2683 Even Swaps: A Rational Method for Making Tradeoffs 5447 Every Employee an Owner [Really] 406 Every Factory Has a Life Cycle 5772 Everyone Who Makes It Has a Mentor 608 Everything for Victory 4302 Everything I Learned About Business, I Learned from Monopoly 1848 Everything You (Don’t) Want to Know About Raising Capital 497 Evidence-Based Management 1320 Evolution and Revolution as Organizations Grow 1893, 3370 Evolution of Fascist Economic Practice and Theory, 1926–1930 3569 The Evolution of the Automobile Market 3533 The Evolution of the World Rubber Situation 3534 The Evolving Perspective of Businessmen 2174 Examining Deregulation 5102 The Exchange Problem in Sales to China 3583 Execution Without Excuses 1950 The Executive as Coach 596 Executive Compensation 1559 Executive Compensation by 1970 1553 Executive Compensation by Small Textile Companies 1581 Executive Compensation Compared with Earnings 1588 Executive Compensation Here and Abroad 1557 Executive Compensation in Small Companies 1575 Executive Compensation Policies of Small Industrial Companies, 1928– 1936 1584 Executive Compensation: Tax Gimmicks vs. Incentives 1574 Executive Development: In-Company vs. University Programs 652 Executive Development — New Perspective 627 The Executive Neurosis 2236

Executive Origins: Still a Gray Flannel World? 2158 Executive Pay Preferences 1539 Executive Pay: Ripe for Reform? 1524 Executive “Perks” and Personal Income Taxes 1526 Executive Psychopaths 364 Executive Sabbaticals: About to Take Off? 616 Executive Training in Human Relations 103 Executive Women and the Myth of Having It All 713 Executive Women — 20 Years Later 735 Executives and Organizations: Management Women and the New Facts of Life 732 Executives and Organizations: Real Work 2150 Executives as Community Volunteers 1818 Executives as Human Beings 6128 Executives’ Financial Preparation for Retirement 345 An Executive’s Guide to Anti-Trust Compliance 4941 Executive’s Guide to Antitrust in Europe 4946 Executives Lose Out, Even with Options 1549 Exempt Offerings: Going Public Privately 4706 Existentialism for the Businessman 65, 6136 Exorcising the Ghosts in Marketing 2745 The Expanding Role of the Personnel Function 877 The Expanding Scope of SEC Disclosure Laws 4806 Expanding the Turkey Season 3513 The Expansion of Shipbuilding 4327 The Expectant Executive and the Endangered Promotion 723 Expedited Arbitration: Less Grief Over Grievances 1108 Expediting in Wartime 4298 Expensing Options Solves Nothing 1510 Expensing Stock Options: A Fair-Value Approach 5391 The Experimental Evaluation of a Merchandising Unit 2859 Experiments in Employment: A British Cure 4257 The Experts in Your Midst 847 Explaining the Facts to Employees 1507 Exploding the Self-Service Myth 2575 Exploit the Product Life Cycle 2931 The Exploit Your Product’s Service Life Cycle 2990 Exploiting the Virtual Value Chain 2591 Explorations in Accounting 5278 Exploring the Exploratory Sample 3197 Export Management and Exchange Control 3578 Extend Proﬁts, Not Product Lines 2378 The Extent and Application of Psychology and Psychological Methods in English Industrial Life 923 Extent and Signiﬁcance of the Railroad Car Shortage 4254 Extreme Jobs: The Dangerous Allure of the 70 Hour Workweek 2217 Eyeing the ROI 5457

427 Facing Ambiguous Threats 3360 Facing Facts with Inﬂation Accounting 5283 Facing the Business Future 3769 Facing Up to Pollution Controls 3880 Fact and Fallacy on the St. Lawrence 4218 Fact and Fantasy on Identical Bids 2612 Fact and Fiction About Southern Labor 5757 Factoring 2444 Factoring as a Financing Director 5230 Factors Affecting the Marketing of TriState Zinc Concentrates 3382 Factors Inﬂuencing Employee Morale 1083 The Facts About Our Water Supply 3889 The Failed Revolution in Health Care — The Role of Management 780 Failure Is a Word I Don’t Accept” 1406 Failure of Business Leadership and the Responsibility of the Universities 2061 Failure of Farm Cooperatives 3507 The Failure Tolerant Leader 1252 Fair Compensation for Expatriates 1540 Fair Employment Practices Legislation 25 Fair Process: Managing in the Knowledge Economy 944, 1369 Fair Proﬁt? 5095 Fair Proﬁts from Defense Business 6020 A Fair Tax Act That’s Bad for Business 4136 Fair Trade Pricing: A Reappraisal 5125 Faith in a Creative Society 6147 The Fall and Rise of Strategic Planning 3460 Fallacy of Easy Money for the Small Business 566 The Fallacy of Free Transportation 4189 Fallacy of the One Big Brain 1612 The Fallacy of the Quick Overhead Fix 1972 False Fears of Disarmament 4275 The Family Business 547 Farewell to the Volunteer Fireman 1809 The Farmers’ Banking System: Four Years of FCA Operations 3516 Farmers’ Cooperatives as Competitors 3238 The FASB: Few Visible Means of Support 5268 Fashion Merchandising 3078 Fashion Theory and Product Design 2422 Fast-Cycle Capacity for Competitive Power 1979 Fast Forward — Styles of California Management 1390 Fast, Global and Entrepreneurial: Supply Chain Management Hong Kong Style 5841 Fast Heat: How Korea Won the Microwave War 3943 Fast Work Needed to Forestall Rail Line Abandonments 4187 The Fateful Process of Mr. A Talking to Mr. B 1504 The Fear Factor 963 The Fear of AIDS 783 Fear of Feedback 283 The Federal Budget: A Challenge to Businessmen 4168 The Federal Budget as a Business Indicator 4155

Federal Coordinator’s Contribution to Railroad Coordination 4214 Federal Corporations and Corporate Agencies 6076 Federal Depression Financing and Its Consequences 4176 Federal Fetters for Featherbedders 5995 Federal Home Loan Bank Board’s Assistance to Home Mortgage Financing 4847 Federal Regulation of Business 5114 The Federal Reserve and the Treasury 3903 Federal Reserve Bank Policy 3917 Federal Reserve Banks and the Open Market for Acceptances 3916 The Federal Reserve in Relation to Inﬂation and Deﬂation 3913 The Federal Reserve System in the Light of Changing Banking Conditions 3907 Federal Reserve System Report for 1945 4361 Federal Sugar Control: A Four Year Review 3515 Federal Support for Scientiﬁc Research 6177 The Federal Trade Commission Indicts Itself 5126 Feed R&D — or Farm It Out? 2067 Feed the Gold in Toxic Feedback 1442 The Feudal World of Japanese Manufacturing 5801 Fiasco of Urban Renewal 6095 The Field Organization of the Sales Department 3191 A Film Director’s Approach to Managing Creativity 1404 The Filmed Case in Management Training 642 Finally, a Way to Put Your Internet Portfolio in Order 2562 Finance for the Nonﬁnancial 4661 Financial Adventure of James Debenture 2047 The Financial and Emotional Sides of Selling Your Business 527 Financial Arrangements of the Chicago Traction Plan 6102 Financial Aspects of Mining Enterprises 4886 The Financial Community Looks at Leasing 4662 Financial Engineering at Merck: Monte Carlo Simulation 4589 Financial Flexibility in the 1980s 3715 Financial Futures for Hedging LongTerm Debt 4609 Financial Goals and Strategic Consequences 4600 Financial Goals: Management vs. Stockholders 4924 Financial Incentives for Salesmen 3164 Financial Investigations of Industrials 4896 Financial Management 4668 Financial Paper: Variations on Themes of McLuhan 5544 The Financial Realities of Mergers 4538 The Financial Rehabilitation of Portugal 3630 Financial Reporting — By Whom 5405 Financial Reports to Employees 915 Financial Statements: Signposts as Well as Milestones 4864

Title Index Financial Status of Federal Corporations 5986 Financial Variables in International Business 691 Financing and Factoring Accounts Receivable 5229 Financing Capital Formation 4677 Financing Cooperative Marketing Associations 3524 Financing High-Cost, High-Risk Energy Development 3820 Financing Installment Sales 2449 The Financing Must Come, But from Where 4778 Financing of Enterprises in Germany Under Conditions of a Depreciated Currency 3651 Financing Overseas Expansion 4784 Financing Stock Purchases by Executives 1569 Financing the International Bank 4365 Financing the Leveraged Buy-Out Through the Acquired Assets 4527 Financing the Marketing of Wheat [Part I] 3528 Financing the Marketing of Wheat [Part 2] 3526 Finding the Best Acquisition Candidates 4522 Finding Where the Power Lies in Government 5958 Finding Your Innovation Sweet Spot 2890 Finding Your Next Core Business 3282 The Fine Art of Friendly Acquisition 4492 Fine Arts in Mass Production 5937 Firing Back: How Great Leaders Rebound After Career Disasters 571 Firing Up the Front Line 3212 The Firm of the Future 5547 First-Mover Disadvantage 2893 First Year of the Bank for International Settlements 4752 Fiscal Control and the Employment Investment Controversy 4270 Fiscal Program of the 80th Congress 5985 Fit Production Systems to the Task 5776 Fit Products and Channels to Your Markets 2514 Fit Your Control Systems to Your Managerial Style 5351 Fit Your Fiscal Year to Your Business 5277 The Five Day Week 1085 Five Fundamentals for the Forty-First President 3894 Five Generations of Computers 5540 The Five Messages That Leaders Must Manage 1446 The Five Minds of a Manager 1361 Five Postwar Trade Problems 4384 The Five Stages of Small Business Growth 514 Five Strategies of Successful Part-Time Work 1037 Five Ways to Keep Disputes Out of Court 4981 Fix the Process, Not the Problem 5924 Fixing Health Care from the Inside, Today 766 Fixing Japan’s White Collar Economy: A Personal View 4045 Fixing the Pension Fund Mix 4709

Title Index The Flaw in Customer Lifetime Value 2680 Flaw in the Wage-Price Guideposts 4029 The Flaw of Averages 5446 Flawed Victory in Labor Law Reform 1104 Flexible Working Hours: It’s About Time 1064 Flexitime’s Debit and Credit Option 866 Floating Factories and Mating Dinosaurs, Of 5741 Flow of Sales Through Retail Drug Stores: A Factual Study 2331 Flying Kites with Ben Franklin 53 The Focused Factory 5728 Fold Up Those Golden Parachutes 1521 Follow the Market’s Cues 4853 The Folly of Free Trade 3952 The Folly of Stock Market Timing 4858 Food in a World at War 4348 Food Processing — Key to Economic Development 3501 The Food Situation 3509 Food Supply and the Third World 2017 For a Better Worker Workers’ Compensation System 5116 For Better Business Writing 1488 For Business, the True EEC Is Taking Shape 3967 For LRP — Rotating Planners and Doers 3490 For the Last Time: Stock Options Are an Expense 5393 For Whom the Antitrust Bell Tolls 4945 Ford Stores: A New Departure in Retailing 3110 A Forecast of Business Prospects 3771 Forecasting Manpower Needs 884 Forecasting Resurrected 3762 Forecasting Sales 2799 Forecasting the Future Market for a Large Community 2805 The Foreign Corrupt Practices Act 5110 Foreign Distribution of American Motion Pictures 2668 Foreign Exchange Accounting 5301 Foreign Operations: A Guide for Top Management 700 Foreign Ownership: When the Hosts Change the Rules 1761 Foreign Securities in the American Money Market, 1914–1930 4751 Foreign Trade & Investment 4425 The Foreman: Master and Victim of Double Talk 1734 The Foreman: Master and Victim of Doubletalk 1738 The Foreman’s Association of America 1739 Foremen: Key to Worker Morale 1079 Forests and the Forest Industry 3891 Forget the Product Life Cycle Concept! 2994 The Forgotten Strategy 664 Form Follows Function: The Transformation of Banking 4391 A Formula for the Future 471 Formula Plan Investing 4875 Formula Plans and the Institutional Investor 4724 Formulating Strategy in Smaller Companies 538 Forward-Thinking Cultures 6107 Found in Translation 2353

428 The Founding of the Harvard Business School 114 The Four Faces of Mass Customization 2898 The 4 Principles of Enduring Success 1936 Four Rules for Taking Your Message to Wall Street 4764 Four Steps to Forecast Total Market Demand 2789 Four Strategies for the Age of Smart Services 2884 The Four Types of the Storyteller 1438 Four Ways to Overpay Yourself Enough 1518 Framework for Financial Decisions 4636 A Framework for Risk Management 4588 Franchising — New Scope for an Old Technique 548 Free and Fixed Prices During the Depression 3640 Free Collective Bargaining or Government Intervention? 1173 Free Gold 3906 Freedom, Authority, and Decentralization 1433 Freedom to Strike Is in the Public Interest 1115 Freedom Within Management 1437 Freeing Managers to Innovate 956 Freeze Assets to Lower Estate Taxes and Keep Control 5039 Freight Forwarders 4207 Freight Rates in Wartime 4303 French Cotton Industry After the War 4019 The French Franc in 1935 3579 French Industry and Mass Production 3648 French Motion Pictures in the United States 4005 From Afﬁrmative Action to Afﬁrming Diversity 7 From Agriculture to Agribusiness 3503 From Banking to Multinational Operations 47 From Competitive Advantage to Corporate Strategy 3305 From Complacency to Competitiveness 669 From Control to Commitment in the Workplace 1050 From Industrial Mobilization to War Production 4307 From Lean Production to the Lean Enterprise 1966 From Managing Pills to Managing Brands 2707 From National Champion to Global Competitor 3400 From Sales Obsession to Marketing Effectiveness 2744 From Spare Change to Real Change: The Social Sector as Beta Site for Business Innovation 2003 From the Classroom to the Corner Ofﬁce 1374 From the “Ladder of Science” to the Product Development Cycle 2907 From the People Who Brought You Voodoo Economics 3336 From the Workers Point of View 1171 From Value Chain to Value Constellation: Designing Interactive Strategy 1968

Frugal Manufacturing 5806 The Fruitful Flaws of Strategy Metaphor 85 The Fruits of Industrial Peace 1192 The Full Employment Problem 4264 Function of the Reserve in Life Insurance 5162 Functional Elements of Market Distribution 2532 Functional Features in Product Strategy 2935 Functionalizing a Business Organization 1932 Functions of Municipal Government Which Affect Business and Industry 6106 Functions of Municipal Government Which Affect Business and Industry [Part 2] 6105 Functions of the Economist 3806 Fundamental Research Can Be Planned 5486 Funding and Financing Defense Contracts 6035 Funding Depreciation and Maintenance Reserves Under War Conditions 4296 Funding Growth in an Age of Austerity 2068 Fund-Raising Lessons from High-Tech Marketing 260 Funds for Stability 4673 Funds Position: Keystone in Financial Planning 5248 The Future & the Futurists 166 The Future Challenges Marketing 2797 Future Developments in Retailing 3119 Future of American Export Trade 4025 The Future of Bituminous Coal 3840 The Future of Commodity-Indexed Financing 4773 Future of Federal Contract Research Centers 2087 The Future of Interactive Marketing 2588 The Future of Retailing 2028 Future of Small Business May Be Brighter than Portrayed 529 The Future of Small Securities Exchanges 4821 The Future of Television 2865 The Future of the Commercial Insurance Business 4382 The Future of the International Economy 3993 The Future of World Trade 4001 Future Scanning for Trade Groups and Companies 2791 The Future That Has Already Happened 6116 Game Plan for Business Coalitions on Health Care 782 Games Government Accountants Play 6086 Gamesmanship with the Guideposts 5119 Garbage In, Great Stuff Out 836 Gateways to Entry 3376 GE and UNIVAC: Harnessing the High-Speed Computer 5561 Gearing a Business for National Defense 4350 Gearing Military R&D to Economic Growth 2094

429 Gearing Salesmen’s Efforts to Corporate Proﬁt Objectives 3157 General Managers in the Middle 1719, 1733 The General Question of Extent and Method of Control Under Scientiﬁc Management 1353 The General Sales Tax in the Fiscal System 4183 Genius at Work: A Conversation with Mark Morris 1850 The Geographical Approach to the Study of Some Business Problems 2667 Geographical Aspects of a Minimum Wage 3790 The Geography of Trust 1236 George F. Baker Foundation: An Appreciation 115 George Fisher Baker [Eulogy] 78 Gerald R. Ford: The Statesman as CEO 1288 German Advertising and Its Regulation During the Last Three Years 2330 German Contracting in Occupied Europe 4286 German Prices and German Competition in International Markets 4021 Germany’s World-Class Manufacturers 5815 Get Emotional 2706 Get Inside the Lives of Your Customers 2406 Get Inventions Off the Shelf 5187 Get Leverage from Logistics 2509 Get More Out of Your Brand Management 2387 Get More Out of Your Trade Shows 2733 Get New Products from Customers 2914 Get Ready for Price-Level-Adjusted Accounting 5291 Get Self-Organized 3288 Get the Computer System You Want 5650 Get the Most Out of Your Trade Secrets 5182 Get the Right Mix of Bricks & Clicks 3047 Get Your Act Together 1444 Getting Attention for Unrecognized Brands 2349 Getting Back to Strategy 3304 Getting Control of Just-in-Time 5803 Getting It Done: New Roles for Senior Executives 2144 Getting IT Right 5601 Getting It Right the Second Time 1849 Getting Management Help to the Nonproﬁt Sector 1812 Getting Offshoring Right 5737 Getting Past Yes: Negotiating as If Implementation Mattered 4972 Getting Real About Virtual Commerce 2579 Getting Smarter About Regulation 5108 Getting the Attention You Need 5507 Getting the Most from Your Banking Relationship 4404 Getting the Most Out of Advertising and Promotion 2273 Getting the Most Out of All Your Customers 2695 Getting the Most Out of Innovation Abroad 1003 Getting the Most Out of Your Product Development Process 2900

Getting the Most Out of Your Team 2195 Getting the Truth Into Workplace Surveys 833 Getting Transfer Prices Right: What Bellcore Did 2953, 5340 Getting 360 Degree Feedback Right 285 Getting Unusual Suspects to Solve R&D Puzzles 2065 The Ghost in the Family Business 482 Gilded and Gelded: Hard-Won Lessons from the PR Wars 2996 Girard Grocery Company 4997 Give Intangible Assets Useful Life 5235 Give Me That Real-Time Information 3365 Give My Regrets to Wall Street 4795 Giving Mergers a Head Start 4485 Global Accounting Is Coming 5392 The Global Brand Face-Off 2358 Global Cities of Tomorrow 6089 Global Finance and the Retreat to Managed Trade 4736 Global Gamesmanship 3315 The Global Logic of Strategic Alliances 3262 Global Plan for Salary Administration 453 Global Work Force 2000: The New World Labor Market 844 Globalization and Its Discontents 27 The Globalization of Europe: An Interview with Wisse Dekker 3940 The Globalization of Markets 2642 Globalizing the Rest of the World 3935 Go Downstream: The New Proﬁt in Manufacturing 3394 Going Global: Lessons from Late Movers 2626 Going, Going, Gone 2568 Going to Tokyo for Corporate Capital 4741 Going Value as an Element in the Valuation of Public Utility Properties 4131 Gone Are the Cash Cows of Yesteryear 3963 Good Communication That Blocks Communication 1464 Good Managers Don’t Make Policy Decisions 1396, 1423 The Good Managers of Sichuan 3550 Good Money After Bad 4760 Good Product Support Is Smart Marketing 2482 Good Supervisors Are Good Supervisors — Anywhere 1720 Good Taste in Advertising 2316 Goodbye Career, Hello Success 593 Gorbachev, Turnaround CEO 3545 Governing the Family-Owned Enterprise: An Interview with Finland’s Krister Ahlstrom 486 Government and Business 3604 Government Bonds and the Balanced Budget 4170 Government Buying Erodes Management 3025 Government by “Accounting Principles” 5130 Government Can Help Banks Make More Jobs 4376 Government Control of Business 5128 Government Control of Foreign Bills in Germany 3584 The Government Corporation as an Economic Institution 4107

Title Index Government Crop Reports and Business 3525 Government Housing Activities 5131 Government Spending Can Reduce Taxes 4158 Government Use of Nonproﬁt Companies 1819 Governmental and Voluntary Programs for Security 3787 The Government’s Role in Export Trade 3998 Graphic Indicators of Operations 5499 Graphic Shorthand as an Aid to Managers 5501 Graphing a Complicated Situation By a Simple Graph 5505 Grass Roots Market Research 2828 Gray Areas in Black and White Testing 20 Gray Markets: Causes and Cures 2506 Great Britain’s Economic Problem 3626 The Great GM Mystery 3407 The Great Intimidators 1229 The Great Transition 3537 Green and Competitive: Ending the Stalemate 3870 Green Reporting 3865 Group Banking 4435 Group Banking in the Northwest 4447 Group Industrial Medical Service for Small Plants 2239 Group Technology and Productivity 5811 Group Versus Group: How Alliance Networks Compete 3261 Growing Criminal Liability of Executives 5077 A Growing Focus on Preparedness 3266 Growing for Broke 3391 Growing Opportunities in Public Service Contracting 6057 Growing Pains 3299 Growing Role of the Company Economist 3797 Growing Strength in Small Retailing 3063 Growing Talent as If Your Business Depended on It 576 Growing the Next Silicon Valley 3665 Growing Threat of Our Military-Industrial Complex 6025 Growing Ventures Can Anticipate Marketing Stages 2991 Growth as a Process 3314 The Growth Boosters 1951 The Growth Crisis: And How to Escape It 3392 The Growth of Databank Sharing 5535 The Growth of Rigidities 1928 Growth Outside the Core 2697 Growth Pains of the Threshold Company 3327 Growth Through Acquisitions: A Fresh Look 4499 Growth Through Global Sustainability: An Interview with Monsanto’s CEO 3868 Guide to Using Psychological Tests 892 Guided Free Enterprise in Japan 4057 Guideposts to Industrial Mobilization 4283 Guides to Internal Proﬁt Management 5365 Guides to International Operations 692 Guides to Inventory Policy: Anticipating Future Needs 5313

Title Index Guides to Inventory Policy: Functions and Lot Size 5315 Guides to Inventory Policy: Problems with Uncertainty 5314 Guides to Market Planning 2768 Guides to Programmed Learning 634 Guides to R&D 2097 The Gumpert Joys of Keeping the Company Small 503 Guns and Butter? 4340 Gurus in the Garage 2107 Half a Foreign Policy 3990 The Half-Truth of First-Mover Advantage 2886 Hammett Manufacturing Company 2345 Hand-to-Mouth Buying 2428 A Hand Up, Not a Handout 2014 Handling Labor Grievances in the Bituminous Coal Industry 1190 Handling Risk in Defense Contracting 6023 Handling Shop Grievances 1180 Handling Work Assignment Changes 1169 Hard Ball: Five Killer Strategies for Trouncing the Competition 1321 The Hard Side of Change Management 120 The Hard Work of Being a Soft Manager 1258, 1377 The Harder They Fall 1246 Harley’s Leadership U-Turn 3320 Harlow Shoe Company 3381 Harnessing the Power of Persuasion 1262 The Harvard Advertising Awards 2342 Has Success Spoiled the Unions? 1127 Has the FASB Hurt Small High-Technology Companies? 5265 Have Your Objects Call My Objects 5926 Having Trouble with Your Strategy? Then Map It 1461 He Who Pays the Piper 5216 Health and the Welfare of U.S. Business 776 The Health Care Market: Can Hospitals Survive? 799 Health Care of the Aged: Who Pays the Bill? 333 Health Care: Should Industry Buy It or Sell It? 807 Health Under Pressure 2235 The Heart of Entrepreneurship 159 Hedging Against Inﬂation with Floating-Rate Notes 4621 Hedging Customers 2460 Hedging on Loans Linked to the Prime 3896 Hedging Political Risk in China 2619 Help from the Company Economist 3796 Help Newly Hired Executives Adapt Quickly 1640 Help to Restructure Public Education from the Bottom Up 6182 Help Your Engineers to Get Ahead 5713 Helpful Guidance from International Advisory Boards 2651 Helping the Hard-Core Adjust to the World of Work 4262 Heuristic Programs for Decision Making 5439 The Hidden Agenda 225

430 The Hidden Challenge of Cross-Border Negotiations 3924 The Hidden Dragons 2357 The Hidden Factory 5869 The Hidden Good News About CEO Dismissals 1637 The Hidden Messages in Computer Networks 5593 The Hidden Messages Managers Send 1474 The Hidden Traps in Decision Making 1593, 1604 Hidden Wealth in B2B Brands 2554 The Hierarchy of Objectives 3328 The High Cost of Accurate Knowledge 87 The High Cost of Lost Trust 5053 High Cost of Restricted Stock Options 1548 The High Costs of Low Wages 440 High-Performance Marketing: An Interview with Nike’s Phil Knight 2905 High Scores on the Discourtesy Scale 1407 High Speed Operations Research 5557 High Tech the Old Fashioned Way 5587 High-Tech Ways to Keep Cupboards Full 3040 High-Technology Product Planning 2922 Higher Net Price — Or Bust 5328 Higher Premiums in Corporate Acquisitions 4534 Hire the Handicapped-Compliance Is Good Business 11 Hiring for Smarts 1648 Hiring Without Firing 1666 A History of the F. W. Woolworth Company 3088 HMOs Don’t Have to Fail 796 The Holding Company as an Aid in Reorganization 282 Holding Fast 2885 Holes at the Top: Why CEO Firings Backﬁre 1658 The Hollow Ring of the Productivity Revival 3706 Hollywood and International Understanding 3995 Home Depot’s Blueprint for Culture Change 3386 Home Mortgage Structure in Transition 4845 The Honorable Picnic: Doing Business in Japan 4060 Horse-Collar Blue-Collar Blues 162 The Hospital Capital Crisis: Issues for Trustees 795 Hospital Cost Control: A Bitter Pill to Swallow 787 Hospitals Need Business Know-How 818 Hostile Takeovers: What Should Be Done? 4517 Hot Groups 2201 Hot War in the Energy Industry 3829 Hotter Heads Prevail 1590 The House of Quality 2495 How a Management Team Selects Managers 1678 How About Original-Issue, Deep-Discount Bonds? 4463 How American Can Allocates Capital 4602 How Architecture Wins Technology Wars 5512

How Are Marketers Meeting the Import Challenge? 2659 How Bell Labs Creates Star Performers 287 How Business Schools Lost Their Way 93 How Can Big Companies Keep the Entrepreneurial Spirit Alive 978 How Can You Find a Safe Trademark? 5177 How CEOs Manage Growth Agendas 2131 How CEOs Use Top Management Committees 2153 How Chicago Is Attempting to Solve Its Traction Problems 6103 How Chrysler Created an American Keiretsu 5843 How Companies Can Trim Employee Health Beneﬁts Claims 802 How Companies Respond to Social Demands 2029 How Companies Tackle Health Care Costs: Part I 784 How Companies Tackle Health Care Costs: Part II 785 How Competitive Forces Shape Strategy 3309 How Continental Bank Outsourced Its “Crown Jewels 5612 How Deadly Is the Productivity Disease? 3713 How Do Economies Grow? 3705 How Do You Grow a Premium Brand? 2377 How Do You Know When the Price Is Right? 2951 How Do You Manage an Off-Site Team? 5677 How E-Commerce Will Trump Brand Management 2580 How Economists See R&D 2082 How Effective Managers Use Information Systems 5538 How Entrepreneurs Craft Strategies That Work 489 How Ethical Are Businessmen? 5091 How European Companies Reposition to Recycle 3873 How Executives Can Shape Their Company’s Information Systems 5614 How Far Should Retail Departmentalization Be Carried? 3107 How Fast Can the U.S. Economy Grow? 3704 How Fast Can Your Company Afford to Grow 4577 How Fast Should Your Company Grow? 4914 How Fidelity Invests in Service Professionals 2253 How Financial Engineering Can Advance Corporate Strategy 4585 How Fleet Bank Fought Employee Flight 422 How GE Measures Managers in Fair Employment 16 How Global Brands Compete 2620 How Global Companies Win Out 3959 How Good Is Marketing Research? 2848 How Hardwired Is Human Behavior? 6115 How Hewlett-Packard Gets Numbers It Can Trust 5339 How High Is Your Return on Management? 1622

431 How I Learned to Let My Workers Lead 2206 How I Learned to Live with Wall Street 4907 How I Turned a Critical Public Into Useful Consultants 3002 How Industries Change 3332 How Inﬂation Distorts the Taxation of Capital Gains 4143 How Information Gives You Competitive Advantage 5619 How Investment Abroad Creates Jobs at Home 3971 How Leaders Create and Use Networks 1224 How Leaders Move Up 1650 How Long Should You Borrow Short Term? 4599 How Low Will You Go? 5048 How Management Teams Can Have a Good Fight 595 How Managers’ Everyday Decisions Create or Destroy Your Company’s Strategy 1714 How Managers’ Minds Work 1413 How Many Salesmen Do You Need? 3172 How Many Women Do Boards Need? 176 How Market Smarts Can Protect Property Rights 5169 How May Business Revival Be Forced? 3605 How Minority Business Can Build on Its Strength 525 How MNCs Cope with Host Government Intervention 1763 How Much Cash Does Your Company Need? 4572 How Much Debt Is Right for Your Company? 4612 How Much Funding for Your Company’s Pension Plan 320 How Much Money Does Your New Venture Need? 504 How Much Should a Company Spend on Research? 2101 How Much Should a Corporation Earn 2043 How Much Stress Is Too Much? 2227 How Much to Spend on Advertising 2317 How Multinational Should Your Top Managers Be? 1688 How Multinationals Analyze Political Risk 1769 How Multinationals View Marketing Standardization 1773 How “National Security” Hurts National Competitiveness 3937 How Near Is the Automatic Ofﬁce 5556 How Networks Reshape Organizations for Results 1466 How Northern Telecom Competes on Time 5341 How Not to Handle Productivity Disputes 1076 How Not to Sell Your Company 4657 How One Company Manages Its Human Resources 874 How One Company Went Smokeless 383 How One Polish Shipyard Became a Market Competitor 4066 How Outsiders Overhauled a Public Agency 6090

How Peer Review Works at Control Data 388 How PERT-Cost Helps the General Manager 5785 How Practical Is National Economic Planning? 3679 How Prices, Ad Expenditures, and Proﬁts Are Linked 2957 How Process Enterprises Really Work 5921 How Resilience Works 1844 How Restrictive Are U.S. Tariffs and Quotas? 3989 How Right Should the Customer Be? 3134 How Risky Is International Lending? 4740 How Risky Is Overtime, Really? 356 How Risky Is Your Company? 2138 How Selﬁsh Are People — Really? 4072 How Senior Managers Think 2152 How Should Executives Be Paid 1583 How Should You Organize Manufacturing? 5817 How Small Companies Should Handle Advisers 2109 How SmithKline Beecham Makes Better Resource Allocation Decisions 4582 How Snapple Got Its Juice Back 4488 How Strategists Really Think: Tapping the Power of Analogy 1597 How Success Short-Circuits the Future 1982 How Successful Leaders Think 1221 How Surveys Inﬂuence Customers 3194 How the Air Force Uses Management Consultants 2117 How the Arts Can Prosper Through Strategic Collaborations 1795 How the Baldridge Award Really Works 5903 How the Multidimensional Structure Works at Dow Corning 1891 How the Quest for Efﬁciency Corroded the Market 4796 How the Right Measures Help Teams Excel 2203 How to Acquire a Company 4543 How to Acquire Customers on the Web 2572 How to Administer Capital Spending 4664 How to Analyze That Problem 5465 How to Appraise Executive Performance 1701 How to Assess Investment Proposals 4663 How to Avoid Construction Headaches 5818 How to Be a Better Meeting Chairman 1486 How to Break in the College Graduate 1072 How to Build a Blockbuster 947 How to Build a Marketing Information System 2825 How to Build a Product Licensing Program 5176 How to Build Employee Trust and Productivity 856 How to Build Your Network 575 How to Buy a Small Manufacturing Business 4532 How to Buy/Sell Professional Services 3234

Title Index How to Call Your Convertibles 4464 How to Capture Knowledge Without Killing It 966 How to Choose a Lawyer 5223 How to Choose a Leadership Pattern 1294, 1301 How to Choose the Right Forecasting Technique 5454 How to Compete in Stagnant Industries 3340 How to Conspire to Fix Prices 4952 How to Control the Computer Resource 5644 How to Cope with Supply Shortages 5853 How to Cope with “Unreasonable Compensation” Claims 5429 How to Counter Alienation in the Plant 1066 How to Counter Expropriation 684 How to Deal with Bizarre Employee Behavior 384 How to Deal with Resistance to Change 165, 171 How to Deﬁne Administrative Problems 1615 How to Design a Strategic Planning System 3475 How to Design the Salesman’s Compensation Plan 3176 How to Determine the Right Size Plant 5753 How to Do Interest Rate Swaps 4603 How to Evaluate Advertising’s Contribution 2305 How to Evaluate Automation 5663 How to Evaluate Corporate Strategy 3329 How to Evaluate New Capital Investments 4665 How to Evaluate Research Output 5491 How to Face Being Taken Over 4539 How to Fight a Price War 2948 How to Figure Equipment Replacement 4670 How to Fix HR 826 How to Fix Knowledge Management 1829 How to Get a Better Forecast 5455 How to Get a Good Consultant 2112 How to Get a Good Mini 5631 How to Get More Out of Marketing Research 2840 How to Get the Most Out of Value Analysis 5858 How to Give Away Money Intelligently 261 How to Give Phased-Out Managers a New Start 615 How to Grow Great Leaders 1234 How to Have an Honest Conversation About Your Business Strategy 1449 How to Identify Promotable Executives 1705 How to Identify Your Enemies Before They Destroy You 3366 How to Implement a New Strategy Without Disrupting Your Organization 1942 How to Improve Investment Decisions 4647 How to Integrate Work and Deepen Expertise 1043 How to Invest in Social Capital 1852 How to Keep A Players Productive 825

Title Index How to Kill a Team’s Creativity 2193 How to Kill Creativity 973 How to Live with Antitrust 4953 How to Lock Out the Maﬁa 5084 How to Lose Your Star Performer Without Losing Customers, Too 427 How to Make a Global Joint Venture Work 678 How to Make a Team Work 2207 How to Make Experience Your Company’s Best Teacher 1962 How to Make Incentive Plans Work 1542 How to Make People Decisions 852 How to Make R & D More Productive 2090 How to Make Reengineering Really Work 5922 How to Make That Trip Abroad More Exciting 611 How to Manage Customer Service 2488 How to Manage Improvement 5917 How to Manage Maintenance 885, 1989 How to Manage Pension Plans in Mergers 319 How to Manage Physical Distribution 2521 How to Manage Urban School Districts 6178 How to Map Your Industry’s Proﬁt Pool 3396 How to Market Surplus Real Estate 4837 How to Measure Marketing Performance 2827 How to Measure Yourself Against the Best 5907 How to Meet the Press 3009 How to Motivate Your Problem People 369 How to Name — And Not Name — A Business 5181 How to Negotiate a Term Loan 4775 How to Negotiate in Japan 4059 How to Negotiate with Employee Objectors 390 How to Organize for New Products 2937 How to Organize Information Systems 5657 How to Pay Your Sales Force 3154 How to Pitch a Brilliant Idea 1450 How to Plan and Control with PERT 5787 How to Plan for Management in New Systems 3276 How to Play to Your Strengths 578 How to Price Industrial Products 2611 How to Raise Prices — Judiciously — To Meet Today’s Conditions 2959 How to Rank Computer Projects 5627 How to Rate Management of Investment Funds 4867 How to Rationalize Your Marketing Risks 2756 How to Reach the Overseas Market by Licensing 2663 How to Reach the Young Consumer 2753 How to Redeploy Assets 4634 How to Restore the Fiduciary Relationship 4794 How to Run a Meeting 1476 How to Segment Industrial Markets 2604 How to Sell New Ideas to the Cities 6092 How to Sell to Uncle Sam 3022 How to Sell Your Company 4642

432 How to Serve on a Hospital Board 813 How to Set Realistic Proﬁt Goals 3493 How to Set Up a Project Organization 2211 How to Set Volume-Sensitive ROI Targets 4616 How to Spot a Technological Winner 2917 How to Stay on Top of the Job 1429 How to Stay Stuck in the Wrong Career 585 How to Trace and Recall Products 5009 How to Use Decision Trees in Capital Investment 5440 How to Use Market Share Measurements 2678 How to Win the Blame Game 1851 How to Write a Great Business Plan 3456 How to Write a Winning Business Plan 3468 How Top Non-Union Companies Manage Employees 859 How (Un)Ethical Are You? 5051 How Valuable Is Word of Mouth 2682 How Velcro Got Hooked on Quality 5904 How Venture Capital Works 4767 How We Built a Strong Company in a Weak Industry 3319 How We Went Digital Without a Strategy 132 How Well Is Employee Ownership Working? 409 How Well-Run Boards Make Decisions 177 How We’re Fixing Up Tyco 269 How You Slice It: Smarter Segmentation for Your Sales Force 3140 How’s Your Return on People? 4852 The Human Costs of Manufacturing Reform 5846 The Human Dilemmas of Leadership 1298 Human Due Diligence 4473 The Human Moment at Work: Face-toFace Interaction 5675 Human Problems with Budgets 5386 Human Relations and the Nature of Man 886 Human Relations: Boon or Bogle? 6144 Human Relations in a Bank 902 Human Relations in Collective Bargaining 1146 Human Relations in Modern Business 1926 Human Relations or Human Resources? 1425 Human Relations: Rare, Medium, or Well Done? 1927 Human Relations Within Industrial Groups 1204 The Human Resources Deﬁcit 842 Human Resources in the 1980s 864 Human Resources — Why the New Concern? 876 Human Side of Management 1370 Humanities for the Businessman 637 Humanize Your Selling 3145 Humble Decision Making 1606 Hustle as Strategy 1981 Hypermediation: Commerce as Clickstream 2578 I Thought I Knew What Good Management Was 2151

I Was a Soviet Manager 3555 I Was Greedy, Too 5052 IBM’s Guidelines to Employee Privacy 871 Ideals for Export 6006 Ideas as Art 1319 If Brands Are Built Over Years, Why Are They Managed Over Quarters? 2348 If Kidnappers Strike... 679 If Private Equity Sized Up Your Business 4758 If You Love Your Information, Set It Free 5585 If You Want Honesty, Break Some Rules 1846 If You’re Not at the Table, You’re on the Menu 5099 Illusion in Lease Financing 5408 The ILO: Threat or Opportunity 1142 Image and Advertising 2277 Immolation of Business Capital 5401 Impact of Foreign Aid on U.S. Exports 3975 Impact of More Defense Dollars 6032 Impact of Shortages on Marketing 4295 Impact of Strategic Planning on Proﬁt Performance 3434 The Impact of Technology 5513 Implementing New Technology 5683 Implications of Representation Trend for U.S. Corporations 414 The Importance of Being Human 5552 The Importance of Private Business Histories 659 Improve Distribution with Your Promotional Mix 2513 Improve Your Proﬁts Day by Day! 3408 Improve Your Return on Returns 3037 Improved Payoffs from Transnational Advertising 2288 Improvements on the Noncompetition Agreement 5033 Improving Estimates That Involve Uncertainty 5463 Improving the Quality of Work Life 1063 Improving the Tools of Business: Recent Literature on Mathematical Techniques 5479 In a Merger, Consider All Employee Beneﬁt Funding 313 In a World of Pay 1508 In Collective Bargaining, the “Winner” Can Be a Loser 1109 In Conference 1499 In Defense of Insider Trading 4921 In Defense of Preferred Stock 4868 In Defense of the CEO Chair 182 In Minnesota, Business Is Part of the Solution 5949 In Praise of Boundaries: A Conversation with Miss Manners 1828 In Praise of Followers 1286 In Praise of Hierarchy 1875 In Praise of Middle Managers 1718 In Praise of the Incomplete Leader 1223 In Search of Global Leaders 2133 In Search of Productivity 3703 In Services, What’s in a Name? 2382 Incentive Compensation for Executives 1577 Incentive Compensation Plans for Executives 1587 Incentive Financing: A New Opportunity 4722 Incentive Systems of Wage Payments 468

433 Incentives for Foreign Nationals 682 Incidental Powers of National Banks: A Recent Extension 3908 The Incline of Quality 5913 The Increase of Taxes on Real Estate in American Cities 6104 Increasing the Productivity of Scientists 6173 The Incredibly Unproductive Shareholder 4905 The Independent et al. Versus the Chain 3103 Independent Stores Versus Chains in the Grocery Field 3098 An Index of Business Activity: Manufacturing Values and Payrolls 3736 An Index of the Dollar Volume of Retail Trade, 1914–1927 3745 Index of the Installation of Machinery in the United States Since 1850 5938 Indexes of Machine Utilization 5480 Indexes of the Stock-Sales Relationship in Retail Stores 3109 The Indian Market for Cotton Goods 5939 The Indianapolis Water Company Case 5148 Indirect Approach to Market Reactions 2846 Indispensable 1644 Industrial Advertising Pays Off 2298 Industrial Corporation Balance Sheets in Prosperity and Depression 3593 The Industrial Designer and the Businessman 5891 Industrial Distributors — When, Who, and How? 3149 Industrial Dynamics: A Major Breakthrough for Decision Makers 3379 The Industrial Economist as Staff Ofﬁcer 3802 The Industrial Enterprise in Russia 3566 Industrial Foundations and Community Progress 3689 Industrial Loan Policy of the RFC 3695 Industrial Marketing with a Flair 2605 Industrial Policy: It Can’t Happen Here 3669 Industrial Policy: Slogan or Solution? 3668 Industrial Preparedness 6043 Industrial Pricing to Meet Customer Needs 2958 Industrial Procurement and Marketing 2613 Industrial R&D: Looking Back to Look Ahead 2075 Industrial Reconstruction of France Since the World War 3649 Industrial Relations Management 924 Industrial Relations with Professional Workers 1029 Industrial Selling: Beyond Price and Persistence 2603 The Industrial State: Old Myths and New Realities 4079 Industrial Working Capital During a Business Recession 3594 Industrialism and World Society 1916 The Industrialization of Service 3232 Industry Action to Combat Pollution 3887 Industry and Accounting in the U.S.S.R. 5299 Industry and the Aged 3793

Industry Bids for Atomic Power 3835 Industry Calls in the Doctor 459 Industry Must Prepare for Atomic Attack 4276 Industry Patterns of Executive Compensation 1570 Industry Struggle and Competitive Advantage 3334 Industry’s Struggle with World Malnutrition 2034 Inﬂation Accounting — The Great Controversy 5289 Inﬂation and Accounting 5294 Inﬂation and Life Insurance 5161 Inﬂation and Price Control 4041 Inﬂation — Danger Ahead? 4031 Inﬂation in Perspective 4035 Inﬂation-Proof Depreciation of Assets 5252 Inﬂation Protection for Retired Employees 322 Inﬂation: Verdict of the Market Place 4034 The Inﬂuence of American Business on National Life 2063 Inﬂuence of Interest Rates Upon Entrepreneurial Decisions in Business 3203, 4682 Inﬂuence of Size of Business on Department Store Operating Results 3085 Inﬂuence of Stock Split-Ups on Market Prices 4878 Informal Networks: The Company Behind the Chart 1871 Information About Procurement 3028 The Information Archipelago — Governing the New World 5623 The Information Archipelago — Maps and Bridges 5529 The Information Archipelago: Plotting a Course 5626 The Information Executives Truly Need 5336 Information from the U.N. 3624 Information in Advertising 2327 Information Partnerships — Shared Data, Shared Scale 4507 The Information Revolution: Winners and Losers 1006 Information Sources in Business Writing and Speaking 1475 Information Sources on Life-Style/Career Planning 613 Information Technology and the Board of Directors 178 Information Technology and Tomorrow’s Manager 273 Information Technology Changes the Way You Compete 5594 Information Technology Puts Power in Control Systems 5521 The Inland Waterways of France 4217 The Inner Life of Executive Kids: A Conversation with Child Psychiatrist Robert Coles 6111 Inner Work Life: Understanding the Subtext of Business Performance 1031 Innovate Faster By Melding Design and Strategy 2679 Innovating for Cash 2889 Innovating Through Design 2491 Innovation and Applied Failure 994 Innovation as a Last Resort 3364 Innovation at the Speed of Information 961

Title Index Innovation Challenges Conformity 1019 Innovation: The Classic Traps 932 Innovation Versus Complexity: What Is Too Much of a Good Thing? 3387 Innovative Imitation 2930 Inside Intel 2142 Inside Microsoft: Balancing Creativity and Discipline 953 Inside Outplacement — My Search for a Job 432 Inside the Mind of the Chinese Consumer 3536 Inside Unilever: The Evolving Transnational Company 1753 An Insider’s Call for Outside Direction 193 Insights Into Business and Society 2044 The Instability of Tariff Conditions in Europe 4023 The Installation of the Shop Committee 1215 Installment Finance and the Efﬁcient Use of Capital 4566 Installment Selling: A Critical View 2442 Installment Selling [Reviews of Business Literature] 2450 Instilling Activism in Trustees 1808 Institutional Investors: The Reluctant Activists 4712 The Institutional YES: How Amazon’s CEO Leads Strategic Change ... with Today’s Customer 2550 Insurance for Third World Currency Inconvertibility Protection 3572 Insurance in the U.S.S.R. 5160 Insurance Problems of the Business Executive 5165 Integrated Approach to Technical Stafﬁng 1016 Integrating Critical Elements of Production Planning 5778 Integration in the Textile Industry 3251 Integration Managers: Special Leaders for Special Times 4491 Integration of Income Taxes: Issues for Debate 4144 Integration of Merchandising and Selling in Marketing Industrial Equipment 2615 Integration of People and Planning 3330 Intercompany Action to Adapt Jobs for the Handicapped 9 Interdivisional Pricing 5362 Interest of Trade Associations in Patents and Trademarks 5196 Interest Rates and Utility Stock Prices 4894 Interim Report on CMP 4293 Internal Auditing as an Aid to Management 5244 Internal Auditors Can Cut Outside CPA Costs 5238 Internal Uses of Accounting for Inﬂation 5282 International Bankers: Size Up Your Competitors 4399 International Cartels 4109 International Cash Management 4739 International Control of Tin Ore 702 International Education: Focus for Corporate Support 6191 International Investments: Weighing the Incentives 3957 The International Labor Organization 1149

Title Index International Patent Planning 5186 The International Scope of Merchandising Principles 2669 International Trade Without Money 3964 Interpersonal Barriers to Decision Making 1613 The Interpersonal Underworld 1494 Interpretations of PERT 5783 Interpretive Management: What General Managers Can Learn from Design 1310 Into the Fray 1652 Into the Telecosm 5667 Introducing T-Shaped Managers: Knowledge Management’s Next Generation 959 An Introduction to a Statistical Study of Bond Yields 4467 Inventory-Driven Costs 5302 Inventory Valuation and the Business Cycle 5325 Inverse Seniority: Timely Answer to the Layoff Dilemma? 436 Investigative Negotiation 4971 Investing in a Dividend Boost 4693 Investing in Global Security 3855 Investing in Special Automatic Equipment 5662 Investing in the Future of Transportation 4190 Investment Advice 4885 Investment Analysis: Coping with Change 4866 Investment and the Industrial Cycle 3755 Investment Banking: Power Structure in Flux 4782 Investment Companies: Closed Ended Versus Open-Ended 4876 Investment in China’s Postwar Industry 3628 Investment Norms in Chain Store Expansion 3060 Investment Opportunities as Real Options: Getting Started on the Numbers 4581 Investment Policies That Pay Off 4644 Investment Trusts 4728 Investment Trusts in America: A Three Year Record 4729 Investments of Banks and Insurance Companies 4731 Investments of Real Estate and Insurance Companies 4730 Investor Protection in Reorganization 4992 Investors Hunger for Clean Energy 4934 Invisible Resource: Women for Boards 745 The Invisible Services That Service Companies Generate 3961 The Invisible Director on Corporate Boards 195 An Iron Producer and the Business Cycle 3750 Ironic Contrast: US and USSR Drug Industries 815 Is a Share Buyback Right for Your Company? 4578 Is America in Decline? 3708 Is American Business Working for the Poor? 2008 Is Babbitt Dead 6134 Is Business Abandoning the City? 6098 Is Business Blufﬁng Ethical? 5088

434 Is Business Letting Young People Down? 2045 Is Business Meeting the Challenge of Urban Affairs? 2037 Is Business the Source of New Social Values? 6129 Is Competitive Pricing Legal? 4956 Is Deﬁcit Spending Practical 4172 Is Economic Theory Outmoded? 3722 Is Foreign Infrastructure Investment Still Risky? 4734 Is Germany a Model for Managers? 1375 Is Individualism Disappearing? 6143 Is It Real? Can We Win? Is It Worth Doing?: Managing Risk and Reward in an Innovation Portfolio 3357 Is Job Enrichment Just a Fad? 1060 Is Long-Term Inﬂation Inevitable? 4037 Is Management a Profession 63 Is Management Creating a Class Society? 1133 Is Management Really an Art? 1329 Is Management Still a Science? 1325 Is Management Training Effective: Evaluation by Managers and Instructors 645 Is Management Training Effective: Measurement, Objectives, and Policy 644 Is Marketing a Science 2829 Is Nepotism So Bad? 891 Is Quality Out of Control? 5914 IS Redraws Competitive Boundaries 5524 Is Selling Technology to the Soviets Dangerous 6019 Is Silence Killing Your Company? 1833 Is Subcontracting the Answer? 4326 Is Success a Sin? 6112 Is the China Market for You? 2645 Is the Corporation Above the Law? 2048 Is the Corporation Next to Fall? 1904 Is the Cost of Distribution Too High? 2542 Is the Ethics of Business Changing? 5078 Is the United States Losing Its Foreign Markets? 4006 Is There a Best Way to Build a Car 5720 Is There a Doctor In-House? 791 Is There One Kind of Value? 4689 Is This the Right Time to Come Out? 378 Is Unemployment Chronic? 4267 Is Vertical Integration Proﬁtable 3250 Is Your Bad Debt Expense Too Low? 2432, 5400 Is Your Company a Take-Over Target? 4541 Is Your Company Prepared for Rough Weather? 3380 Is Your Company Ready for One-toOne Marketing? 2493 Is Your Cost Accounting Up to Date? 5349 Is Your Purchasing Department a Good Buy 3024 Is Your R&D on Track? 2076 Is Your Stock Worth Its Market Price? 4859 Is Your Strategic Alliance Already a Sale? 4504 Israel’s Future: Brainpower, High Tech and Peace 3616 IT Doesn’t Matter 5603 IT Outsourcing: British Petroleum’s Competitive Approach 5610

IT Outsourcing: Maximize Flexibility and Control 5611 The IT System That Couldn’t Deliver 5608 It Wasn’t About Race, Or Was It? 717 Italy’s GFT Goes Global 2631 It’s a Wyeth, Not a Warthol, World 2863 It’s Not Easy Being Green 3871 It’s Not Just About the Numbers 1620 It’s Not Lonely Upstairs 1312 It’s the Thought That Counts 1470 It’s Time to Clean Up the Boardroom 238 It’s Time to Make Peace with Iran 6004 It’s Time to Make Trade Promotion More Productive 2732 It’s Time to Research the Consumer 2841 It’s Time to Retire Retirement 832 Ivor Tiefenbrun on Tapping Talent 5792 Jack on Jack 1367 James Callaghan: The Statesman as CEO 1289 Japan & the USA: Wrangling Toward Reciprocity 2635, 4053 Japan — Where Operations Really Are Strategic 5774 A Japanese Giant Rethinks Globalization: An Interview with Yoshihisa Tabuchi 4737 Japanese-Style Entrepreneurship 495 Japan’s Dark Side of Time 3301 Jesse James at the Terminal 5578 Jimmy Carter: The Statesman as CEO 1287 Job Analysis and Classiﬁcation in Payroll Administration 918 Job Descriptions for Executives 1702 Job Enrichment Lessons from AT&T 1065 Job Enrichment Pays Off 1069 Job Evaluation: A Case History 307 Job-Hopping and the MBA 438 Job Matching for Better Sales Performance 3151 The Job No CEO Should Delegate 1663 The Job of an Executive 2177 The Job of Job Evaluation 302 A Job Preview Makes Recruiting More Effective 875 Job Sculpting: The Art of Retaining Your Best People 1040 Job Security: Its Time Has Come 1051 John J. McCloy on Corporate Payoffs 5080 John Le Carre: The Dark Side of Organizations 1878 Johnnie Will Be an Executive, and Janie Will Be a ... 750 The Johnson Treatment 5972 Joining Forces with Foreign State Enterprises 5966 The Joint Capital Trust 1576 Joint Stock Companies and Foreign Capital in the State of Rio Grade Do Sul [Brazil] 3700 The Joint Venture — A Way Into Foreign Markets 675 Joint Ventures in Russia: Put the Locals in Charge 671 Joint Ventures: Saving the Soviets from Perestroika 3543 Joint Ventures with Japan Give Away Our Future 1760 The Jointly-Owned Subsidiary 3264

435 Judging the Value of Commercial Paper 4454 The Judgment Factor in Investment Decisions 4658 Judo Strategy: The Competitive Dynamics of Internet Time 2582 A Just Gauge for Executive Compensation 1580 Just-in-Time Delivery Comes to Knowledge Management 952 Just in Time for the Holidays 2786 Just the Facts (and Forecasts) 5390 Just Trying to Help 2183 Keep Your Employees Out of the Hospital 816 Keep Your Trade Name or Trademark Out of Court 5179 Keeping in Place the Style Cycle 3112 Keeping Managers Off the Shelf 1721 Keeping to the Fairway 711 Key Options in Market Selection and Product Planning 5889 Key Problem of Retail Store Selling 3075 Key Questions in Pension Fund Investment 340 A Key to Good Stockholder Relations 4928 Keynes Today 4154 Keys to Corporate Growth 3410 Kids’ TV-Marketers on Hot Seat 5023 Kill a Brand, Keep a Customer 2355 A Kind Word for “Cream Skimming” 2960 The Kinesthetic Speaker: Putting Action Into Words 1459 Knee-Deep and Rising: America’s Recycling Crisis 3874 Know Your Strengths 588 Knowing a Winning Business Idea When You See One 477 Knowing What to Sell, When, and to Whom 2785 Knowing When to Pull the Plug 5897 The Knowledge Creating Company 927, 989 The Knowledge of an Executive 630 Kratylus Automates His Urnworks 5068 Labor and Management: The Illusion of Cooperation 1096 Labor and the Challenge of the New Leisure 6160 Labor at the Crossroads 1122 Labor in Midpassage 1147 Labor in the Paciﬁc Coast Paper Industry: A Case in Collective Bargaining 1201 Labor Leaders and Society 1305 Labor, Management and Food 1084 Labor-Management Cooperation Today 1106 Labor-Management Relations Under the Taft-Hartley Act 1168 The Labor Movement Must Start Moving 1116 Labor Peace in Paciﬁc Ports 1189 Labor Relations 1129 Labor Relations in the Common Market 1120 Labor Turnover in a Shoe Factory 439 Labor Under the National Recovery Act 1205 Labor’s Drive to Power, 1933–1937 1202 Labor’s Objectives 1170

Labor’s Response to Management 4310 The Lake Cargo Case 5208 Lancshire Cotton Corporation and Its Effect on World Competition 3351 Land for Industry: A Neglected Problem 5758 Landsdowne Company: A Case Dealing with the Decreasing of Seasonal Valuation in Production 2804 A Larger Language for Business 1440 Larger Stakes in Statehouse Lobbying 5965 The Last Gasp of GATTism: Collapse of the Four-Year-Long Uruguay Round 3936 Last Rites for Pattern Bargaining 1099 Laughing All the Way to the Bank 1830 Launching a World-Class Joint Venture 4480 Laws and Men in Labor Relations 1186 The Lawyer’s Role: An Argument for Change 5221 Lead for Loyalty 1956 Lead from the Center: How to Manage Divisions Dynamically 3424 The Leader as Analyst 2143 The Leader as Lobbyist 5941 The Leaders as Storyteller 1278 A Leader’s Framework for Decision Making 1218 Leadership 1292 Leadership and the Psychology of Turnarounds 1247 Leadership Development: Perk or Priority 2250 Leadership in a Combat Zone 1257 Leadership in Literature: A Conversation with Business Ethicist Joseph L. Badaracco, Jr. 92 Leadership in the Automobile Industry 3531 Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives 1 The Leadership Journey 1250 The Leadership Lessons of Mount Everest 1263 Leadership, Past and Present 1306 Leadership Pattern in the Plant 1303 Leadership Run Amok 1227 Leadership: Sad Facts and Silver Linings 1256, 1291 The Leadership Team: Complementary Strengths or Conﬂicting Agendas 2126 Leadership That Gets Results 1269 Leadership Under Fire 1225 Leadership Warts and All 1244 Leadership When There Is No One to Ask: An Interview with ENI’s Franco Bernabe 1273 Leadership Within Organizations 1308 Leading a Supply Chain Turnaround 5833 Leading Change from the Top Line 3131 Leading Change in Latin America 2551 Leading Change When Business Is Good 122 Leading Change: Why Transformation Efforts Fail 118, 146 Leading Clever People 930 Leading for Value 4901 Leading in Times of Trauma 1254 Leading Through Rough Times 2705 A Leaf from Investment History 4330

Title Index Lean Consumption 2458 The Lean Service Machine 3208 Learning Across Lines: The Secret to More Efﬁcient Factories 5718 The Learning Curve as a Production Tool 2265 Learning from Customer Defections 2473 Learning from Losing a Customer 2601 Learning in the Thick of It 3268 Learning Processes for Strategic Advantage 143 Learning the Ropes: My Life as a Product Champion 5883 Learning to Do Business with “Japan, Inc. 4058 Learning to Lead at Toyota 5506, 5717 Learning to Live with OSHA 5117 Learning to Love the Service Economy 3226 The Lease as a Marketing Tool 2440 Lease or Borrow — New Method of Analysis 4656 Lease or Borrow — Steps in Negotiation 4655 Leasing Versus Installment Sales in Marketing of Manufacturer’s Equipment 2452 Left on a Mountainside 5050 Legal and Ethical Issues in Performance Appraisals 289 Legal & Security Issues Posed by Computer Utilities 5655 Legal Aspects of the Proposed Regulation of the Railroad Holding Company 4790 Legal Counsel as a Social Adjuster 5222 Legal Guidelines for Directors 239 Legal Hazards of Intrastate Business 4159 Legal Limits of Competition 4948 Legal Protection of Computer Programs 5188 Legislative Threat to Transborder Data Flow 5570 Legislative Weapons in Inter-Industry Competition: Oils and Fats 5142 The Leisure Society 6138 A Less Powerful Economy Will Make America Less Powerful 3663 Less Risk in Inventory Estimates 5472 A Less Taxing Way to Pay Uncle Sam 5951 The Lesson of Guaranteed Mortgage Certiﬁcates 4432 Lessons from a New Ventures Program 3429 Lessons from Germany’s Midsize Giants 2787 Lessons from the Leaders of Retail Loss Prevention 3036 Lessons from the Rise and Fall of Nations 3709 Lessons from Toyota’s Long Drive 3311 Lessons in Power: Lyndon Johnson Revealed 1228 Lessons in the Service Sector 3223 Lessons Learned from the 1974 CD Market 4408 Let First-Level Supervisors Do Their Job 1729 Let There Be Light (Without Sound Analysis) 3273 Let’s Bury the Gold Standard 3726 Let’s Change the Way the Pentagon Does Business 6018

Title Index Let’s Compete with Loan Sharks 4560 Let’s Conduct Defense as a Business 6037 Let’s Export Marketing Know-How 2662 Let’s Get Back to the Competitive Market System 4078 Let’s Get Cost Pricing Out of Our Laws 5123 Let’s Hear It for B Players 1832 Let’s Internationalize Defense Manufacturing 6024 Let’s Keep Our Dual Retirement System 330 Let’s Listen to Latin America 3983 Let’s Not Panic About Third World Debts 3956 Let’s Put Consumers in Charge of Health Care 768 Let’s Put More Spirit in de Corporation 1987 Let’s Put Realism Into Management Development 617 Let’s Restore Balance to Product Liability Law 5007 Let’s Solve the Endowment Crisis 6192 Let’s Stop Chasing Rainbows 3575 Let’s Write Off MESBIC’s 4783 Letter from Japan 4044 A Letter to the Chief Executive 2135 Letting Go 1393 Level 5 Leadership: The Triumph of Humility and Fierce Resolve 1231, 1267 Leveraged Growth: Expanding Sales Without Sacriﬁcing Proﬁts 4575 Leveraging the Psychology of the Salesperson: A Conversation with ... Anthropologist G. Clotaire Rapaille 3136 Leveraging to Beat the Odds: The New Marketing Mindset 2715 Liability of the Manufacturer of a Defective Article for the Injury to the Person or Property of the Ultimate Consumer 5013 Liberal Arts as Training for Business 650 The Liberal Arts in Management 6196 License to Overkill 5031 Lie Detectors Fail the Truth Test 386 Life in the Automatic Factory 5699 Life of Frederick W. Taylor — A Review 1352 Lift Outs: How to Acquire a High Functioning Team 2181 Limit DCF in Capital Budgeting 4641 The Limited, Traditional World of Supervisors 1726 Limiting Executive Salaries in Wartime 4312 Limits of Persuasion 1921 Limits of the Learning Curve 5870 The Limits on Black Capitalism 3683 Limits on Decentralized Proﬁt Responsibility 4652 Lincoln Electric’s Harsh Lessons from International Expansion 667 Line-Staff Is Obsolete 2215 Link Manufacturing Process and Product Life Cycles 2992 Liquidity of War Producers 4318 Listening and Responding to Employees’ Concerns 862 Listening Begins at Home 2806 Listening to People 1496 The Literature of Business History 77

436 The Literature of Life Insurance 5159 The Littlest Sales Force 3139 The Living Company 1963 Living with Collective Bargaining 1187 Living with Price Control Abroad 3955 Loaned Executives Shake Up a State’s Government 5963 Local Memoirs of a Global Manager 670 Locality Price Differentials in the Western Retail Grocery Trade 2973 Localization: The Revolution in Consumer Markets 3042 Lofty Missions, Down to Earth Plans 1786 The Logic of Department Store Organization 3117 The Logic of Electronic Markets 2593 Logic of Global Businesses: An Interview with ABB’s Percy Barnevik 1755 Logistics — Essential to Strategy 2512 Logistics for the International Manufacturer 2524 The Logistics of Distribution 2526 The Loneliness of the Small-Business Owner 509 Long-Range Planning of Industrial Research 1630 Long Range Technical Planning 2088 A Longer Vacation 843 A Look at CEO Succession 1676 A Look at the Variable-Maturity Loan 4613 Look Before You Lay Off 425 Look Beyond the Obvious in Plant Location 5745 Look to Consumers to Increase Productivity 3228 Look to First to Failure 5919 Look to Outsiders to Strengthen Small Business Boards 523 Look to Receivables and Other Assets to Obtain Working Capital 5227 Look to Your Front Line for the Future 822 Looking Ahead 1925, 3728 Looking Forward with the Tanner 3415 Losing It 366 Losing Something in Translation 2649 The Loss of Work: Notes from Retirement 310 Lost Sales Opportunities in Retailing 3080 A Lot of Learning Is a Dangerous Thing 620 Louis W. Cabot on an Effective Board 232 Low Pressure Selling 3180 Low-Cost Hospitalization Protection 820 Low-Cost Housing in the United States 3734 Low-Pressure Selling 3126 Loyalty-Based Management 2477 Lumber: An Old Industry and the New Competition 3349 The Lure of Global Branding 2370 Luxury for the Masses 2403 M & A Needn’t Be a Loser’s Game 4482 A Machinist Looks at Management 1183 Macroeconomic Policy Should Make Manufacturing More Competitive 3664 Mad About Plaid 5734 Made in America (Under Japanese Management) 1412

Made in U.S.A.: A Renaissance in Quality 5901 The Magic of Multinational Management 1777 The Magnitude of the Task of the Politician 6002 The Mail Order Policies of a Department Store 3122 Maintaining a Strong Aircraft Industry 4204 Major DOD Procurements at War with Reality 6021 Major Economic Problems of Mobilization 4282 Major Sales: Who Really Does the Buying 2401, 2410 Make Conﬂict Work for You 1900 Make Information Services Pay Its Own Way 5616 Make It or Sell It — Don’t Keep Track of It 1394 Make or Buy Re-Examined 5476 Make Overhead Cuts that Last 5352 Make Performance Appraisal Relevant 294 Make Projects the School for Leaders 1279 Make Sure Your Customers Keep Coming Back 2729 Make TF Serve Corporate Planning 2793 Make the Most Out of Your Corporate Identity 2386 Make the Sales Task Clear 3147 Make Way for the New Organization Man 1896 Make Your Back Ofﬁce an Accelerator 1941 Make Your Company a Talent Factory 1638 Make Your Dealers Your Partners 2502 Make Your Equal Opportunity Program Court-Proof 17 Make Your MBO Pragmatic 1625 Make Your Plant Manager’s Job Manageable 5814 Make Your Staff Pay Its Way 1316 Make Your Values Mean Something 1455 Making Across-the-Board Incentives Work 442 Making Behavioral Science More Useful 6123 Making Booms Bear the Burden of Relief 4273 Making Business Sense of the Internet 2585 Making Capitalism Work in the Ghettos 4081 Making Competition in Health Care Work 775 Making Cool Brands Hot 2359 Making Cost Control Work 5873 Making Differences Matter: A New Paradigm for Managing Diversity 5 Making Disputes Over Dismissals “Win-Win” Situations 434 Making Distributed Data Processing Work 5636 Making Human Relations Work 909 Making Incentives Work 455 Making It Electronically 5531 Making Judgment Calls: The Ultimate Act of Leadership 1220 Making Mass Customization Work 979 Making Money Through Marketing 2742

437 Making Money with Proactive Pricing 2955 The Making of a Corporate Athlete 1039 The Making of a French Manager 1379 The Making of an Expert 2244 Making Partner: A Mentor’s Guide to the Psychological Journey 429 Making Patents Work for Small Companies 5175 Making Planning Strategic 3464 Making Pollution Prevention Pay 3878 Making Real Options Really Work 4570 Making Relationships Work 1030 Making Sense of Corporate Venture Capital 4763 Making Sense of Management Theory 1339 Making Sense of Nonbusiness Accounting 1807 Making Sense of Scanner Data 2810 Making Staff Consulting More Effective 2114 Making Strategy: Learning by Doing 3453 Making Supply Meet Demand in an Uncertain World 5767 Making the Audit Committee Work 5241 Making the Deal Real: How GE Capital Integrates Acquisitions 4498 Making the Major Sale 3127, 3156 Making the Marketing Concept Work 2769 Making the Most of Cultural Differences 2623 Making the Most of European Factories 5722 Making the Most of On-Line Recruiting 837 Making the World Safe for Markets 3610 Making Warehousing More Efﬁcient 2510 Making Your Marketing Strategy Work 2730 Man-Hunt for Top Executives 1708 The Man on the Assembly Line 1081 Man-Power Allocation in Germany 3567 Manage Beyond Portfolio Analysis 3430 Manage Customer-Centric Innovation Systematically 2882 Manage Customers for Proﬁts (Not Just Sales) 2723 Manage Marketing by the Customer Equity Test 2711 Manage Risk in Industrial Pricing 2956 Manage the Customer, Not Just the Sales Force 2486 Manage Your Energy, Not Your Time 2243 Manage Your Human Sigma 2456 Manage Your Sales Force as a System 3158 Management and Collective Bargaining 1200 Management and the Assembly Line 1078 Management and the “Ethical” Investors 4936 Management and the Professional Employee 1924 Management and the Public Stockholder 4927 Management and the World’s Work 1327 The Management Aspect of the Comptroller’s Work 5427 Management Assistance for Small Business 544, 561

Management Audit of the EDP Department 5646 Management by Computer Graphics 5503 Management by CSROEPM 1627 Management by Executive Committee 1318 Management By Fire 1842 Management by Task Force 2214 Management By Whose Objectives 284, 1626 The Management Challenges of Marketing Costs 2775 Management Communication and the Grapevine 1501 Management Considerations on LIFO 5317 Management Consultants Deal with People 2120 Management Control in Uniform 4288 Management Development Is a Game 633 Management Evolution in the Quantitative World 1334 Management Factors Affecting Absenteeism 405 Management Handbooks for Continuing Education 48 Management in the 1980’s 5698 Management Information Systems for Directors 237 Management — Labor Cooperation 1185 Management Lessons from Airline Deregulation 5104 Management Lessons from Mars 1827 Management Men and Women: Closed vs. Open Doors 1399 Management Methods from Aerospace 5898 Management Must Be Made Accountable 1631 Management Must Manage 72 Management of Differences 896 Management of Disappointment 1297 The Management of Figures 2175 Management of Government Programs 5974 The Management of Ideas 1421 Management of International Production 695 Management of Objectives 1623 Management of Technology 5624 Management of the Federal Debt 4164 Management of Voluntary Welfare Agencies 1820 The Management Politician 1917 Management Power and Stockholder’s Property 4933 Management Prerogatives 1193 Management Problems in 1963 3721 Management Problems of Cooperative Marketing Associations 2783 Management Problems of European Insurance Companies Since the Armistice 5166 The Management Process in 3-D 1335 Management R & D 1616 Management Research 5496 Management Research Methods and Qualiﬁcations 1349 Management Science and Business Practice 1330 Management Services for Small Business Through Trade Associations 560

Title Index Management Specs for Stockless Production 5771 Management Strategies for Small Companies 536 The Management Style of John deButts: An Interview 1414 Management Time: Who’s Got the Monkey? 1410 Management with Objectives — Or By Reactions 2606 Management’s Approach to the Annual Wage 1178 Management’s Concern with Research in Industrial Psychology 1348 Management’s Cracked Voice 3013 Management’s New Role 1336 Management’s Responsibilities in a Complex World 71 The Manager and the Black Box 5553 Manager Involvement Needed in Computer Selection 5634 The Manager: Master and Servant of Power 1877 The Managerial Merry Go-Around 614 The Managerial Mind 1342 Managers and Leaders: Are They Different? 1240, 1282, 1293 Managers and Lovers 1879 Managers Can Avoid Wasting Time 603 Managers Can Drive Their Subordinates Mad 392 Manager’s Guide to Forecasting 3758 Managers in Transition 649 The Manager’s Job: A Systems Approach 1428 The Manager’s Job: Folklore and Fact 1384, 1409 Managers’ Misconceptions About Technology 5684 Managers Must Manage 1176 A Manager’s Primer on Forecasting 3763 The Manager’s Span of Control 1317 Managers with Impact: Versatile and Inconsistent 1403 Managing a Manic-Depressive 377 Managing a Worldwide Business 693 Managing After the Revolutionaries Have Won 674 Managing Against Apartheid 2012 Managing Against Expropriation 1768 Managing as If Shareholders Matter 4910 Managing as If Tomorrow Mattered 4614 Managing Authenticity: The Paradox of Great Leadership 1230 Managing Away Bad Habits 376 Managing By Commitments 1600 Managing By Wire 5681 Managing Change: The Art of Balancing 148 Managing Emotional Fallout 372 Managing Financial Statements — Image and Effect 5398 Managing for Business Effectiveness 1629 Managing for Creativity 935 Managing for Efﬁciency, Managing for Equity 6056 Managing for Organizational Integrity 5058 Managing for Shareholder Value — From Top to Bottom 4909 Managing for the Next Big Thing 130 Managing Global Accounts 2618 Managing Government, Governing Management 6051 Managing Guaranteed Employment 868

Title Index Managing Hybrid Marketing Systems 2718 Managing in a Borderless World 1759 Managing in an Age of Modularity 139 Managing in the Age of Gurus 1324 Managing in the Cappuccino Economy 1856 Managing in the Euro Zone 3926 Managing in the Marketplace 2592 Managing in the Whitespace 960 Managing Information Systems By Committee 5630 Managing Innovation: Controlled Chaos 1000 Managing Innovation in the Information Age 985 Managing International Information Systems. 5528 Managing Manufacturing Lead Times 5779 Managing Middlescience 361 Managing Multicultural Teams 2182 Managing Oneself 594 Managing Our Way to Economic Decline 2122, 2156 Managing Our Way to Higher ServiceSector Productivity 3214 Managing Physical Distribution for Proﬁt 2511 Managing Price, Gaining Proﬁt 2952 Managing Professional Intellect: Making the Most of the Best 977 Managing Real Estate to Build Value 4829 Managing Risk in an Unstable World 3921 Managing Risks in Foreign Exchange 4747 Managing Risks in Mexico 3934 Managing Suppliers up to Speed 5845 Managing Technological Change: A Box of Cigars for Brad 1007 Managing Technological Innovation 5355 Managing the Costs of Information 5641 Managing the Crisis in Data Processing 5638 Managing the Crisis You Tried to Prevent 1605 Managing the Four Stages of EDP Growth 5689 Managing the Merger: A Strategy for the New Germany 3615 Managing the Paradox of Organizational Trust 1881 Managing the Right Tension 3313 Managing to Manage the Computer 5656 Managing Without Managers 1386 Managing Your Boss 2247, 2254, 2256 Managing Your Lawyers 5219 Managing Yourself 2246 Maneuver Warfare: Can Modern Military Strategy Lead You to Victory? 3291 The Mansﬁeld Boiler and Heather Company 1713 A Manufacturer Tries to Neutralize the Energy Uncertainties 3822 The Manufacturer’s Agent as a Channel of Distribution 2540 Manufacturer’s Problem of Returned Merchandise 3091 Manufacturers’ Problems Under Price Controls 4039

438 Manufacturing By Design 5768 Manufacturing in Jeopardy 5788 Manufacturing — Missing Link in Corporate Strategy 5781 Manufacturing Offshore Is Bad Business 5740 Manufacturing Operations and the Business Cycle 3752 Manufacturing Performance — Pulling the Right Levers 5813 Manufacturing: The New Case for Vertical Integration 3249 Manufacturing Versus Purchasing 5875 Manufacturing’s Crisis: New Technologies, Obsolete Organizations 5927 Manufacturing’s New Economies of Scale 5799 Many Best Ways to Make Strategy 3326 Many Happy (Product) Returns 2464 Mao’s Pervasive Inﬂuence on Chinese CEOs 1356 Mapping Differences: The Central Challenge of Global Strategy 660 Mapping the World of Customer Satisfaction 2469 Mapping Your Competitive Position 3281 Mapping Your Innovation Strategy 3284 The Market Action of New Issues: A Test of Syndicate Price Pegging 4466 Market Attitudes: A Research Report from the Medical Field 2842 Market Busting: Strategies for Exceptional Business Growth 2692 Market Capitalization Rates of Industrial Earnings 4688 A Market-Driven Approach to Retaining Talent 430 Market Factors Limiting Chain-Store Growth 3097 Market Incentives for Safety 5101 Market Potentials, 1948 3770 The Market Research Encyclopedia 2814 Market Research the Japanese Way 2815 Market Share — A Key to Proﬁtability 2676 Market-Share Leadership — Not Always So Good 2672 Market Success Can Breed Marketing Inertia 2735 Market Testing 2837 Marketers Fiddle While Consumers Burn 5026 Marketers Turn to “Counter-Segmentation” 2741 Marketing: A Lesson for Marx 3560 Marketing and Its Discontents 4071 Marketing as a Science 2832 Marketing Biscuits and Crackers 3354 Marketing Costs and Mathematical Programming 5474 Marketing Ethics & the Consumer 5089 Marketing for Nonproﬁt Organizations 1815 Marketing in an Age of Diversity 2721 Marketing in an Unpredictable World 2784 Marketing Intangible Products and Product Intangibles 2736 Marketing Is Everything 2408 Marketing Malpractice: The Cause and the Cure 2689 Marketing Myopia 2694, 2748, 2767 A Marketing of Petroleum Products 2776 The Marketing of Radio Broadcasting Service 2868

The Marketing of “Unquestionables” 2738 Marketing Performance — What Do You Expect? 2788 Marketing Personal Airplanes 4199 Marketing Planning for Industrial Products 2610 Marketing Planning That Gets Things Done 3481 Marketing Practices of Food Manufacturers 2529 Marketing Pre–Fabricated Houses 3345 Marketing Problems in the Aviation Industry 4228 Marketing Problems of the Bituminous Coal Industry 3844 Marketing R&D for Military Products 2095 Marketing Strategies to Maintain Full Employment 851 The Marketing Structure in the Grocery Store Industry 2533 Marketing Subversives 2725 Marketing Success Through Differentiation If Anything 2740 Marketing Tactics in a Time of Shortages 2751 Marketing to Generation(r) 3141 Marketing When Things Change 2743 Marketing Without Exchange of Money 2734 Marketing’s Stepchild: Product Publicity 2923 Markets in Motion 2416 Mass Advertising: The Message Not the Measure 2290 Mass Customization at HewlettPackard: The Power of Postponement 5879 The Mass Image of Big Business 69 Massachusetts Prepares for Tomorrow 4383 Master of the House: Why a Company Should Take Control of Its Building Projects 4828 Master Plan for Information Systems 5661 Master Plan for Management Development 646 Master Plan for Merger Negotiations 4537 Mastering Chaos at the High-Tech Frontier 986 Mastering the Three Worlds of Information Technology 5600 Mastering the Value Chain 3292 Match Manufacturing Policies and Product Strategy 5773 Match Supply and Demand in Service Industries 3231 Match Your Innovation Strategy to Your Innovation Ecosystems 3257 Match Your Sales Force Structure to Your Business Life Cycles 3132 Matching the Individual and the Organization 1888 Matching White-Collar Skills to the Work 1052 Material Control in the Ship-Building Industry 4015 The Materials Age 5857 Materials Management as a Proﬁt Center 5855 Materials Management in the Airframe Industry 5862

439 Materials Managers: Who Needs Them? 5850 Mathematical Approach to Long-Range Planning 5488 Mathematical Models in Capital Budgeting 5490 Mathematical Programming: Better Information for Better Decision Making 5477 Mathematics for Decision Makers 5475 Mathematics for Production Scheduling 5473 Mating Behavioral Science and Simulation 5467 Matrix Management: Not a Structure, a Frame of Mind 1311 Matthew Carey 268 The Maturing of Consumerism 5017 Maximizing Your Return on People 823 MBAs: Mobile, Well Situated, Well Paid 98 MBO Goes to Work in the Public Sector 6064 The McKesson & Robbins Reorganization 4991 The Meaning of Scientiﬁc Management 1344 Meaning of the Grievance Procedure 1164 Meaningful Costs for Management Action 5360 Measure Costs Right: Make the Right Decisions 5343 Measurement of Advertising Audiences 2318 Measurement of National Advertising 2319 Measures of Occupational Success 1931 Measuring Company Growth Capacity During Inﬂation 5285 Measuring Investment Center Performance 4624 Measuring Proﬁt Center Managers 1675 Measuring Readiness to Buy 3199 Measuring the Impact of Inﬂation on Working Capital 4610 Measuring the Performance of the Production Department 5483 Measuring the Productivity of Capital 4671 Measuring the Strategic Readiness of Intangible Assets 5234 Mechanical Aids to Merchandise Control in Department Stores 5322 Mechanization in Industry 5701 Mechanizing Paper Work 5566 Media Policy: What Media Policy? 3001 A Medical Program in Aviation 821 Medicare on the Critical List 790 Medicine, Management, and Mergers 774 Medium-Sized Companies: Outﬂank the Hungry Bankers 4407 Meet the Innovation Capitalists 2877 Meeting the Challenge of Corporate Entrepreneurship 3420 Meeting the Challenge of Disruptive Change 135 Meeting the Competition of Giants 542 Meetings That Work: Plans Bosses Can Approve 1468 Megamarketing 2639 The Memo Every Woman Keeps in Her Desk 727 Menace of Export Subsidies 3997

Mental Health in Industry 2234 The Merchandising of Ideas 5194 Merchandising Service in Newspaper Advertising 5481 Mergers and Acquisitions 4548 Mergers in the Cotton Industry 4553 Mergers Under Scrutiny 4540 Merit Rating as a Management Tool 305 Message and Muscle: An Interview with Watch Titan Nicolas Hayek 3397 Method for Evaluating Supervisory Personnel 1712 Methods in the Distribution of Securities to Investors by an Originating House 4793 Methods in the Setting of Piece Rates by Time Study: The Mentley Automatic Devices Company 469 Methods of Wage Payment: A Critical Evaluation 470 Methods of Wage Payment: The Day Wage 467 Methods or Results: Proﬁt Motives or Ego 2178 Mexican Workers North of the Border 741 Mexico — Opening Ahead of Eastern Europe 2633, 3938 Mezzanine Money for Smaller Businesses 4771 Microcapitalism and the Megacorporation 1995 Micro-Capitalism: Eastern Europe’s Computer Future 2632 The Micromanager 1360 The Middle Manager as Innovator 1717, 1725 Milestones for Successful Venture Planning 3467 Milestones in the Path of Accounting 5425 Military Procurement in Peacetime 6045 Milk Delivery: Necessity or Luxury? 2530 Mind Your Pricing Clues 2942 Minerals and War 4352 Mining Gold in Not-for-Proﬁt Brands 2354 Minnesota Labor Relations Act: An Opinion Survey 1158 Minority Owners Can Avoid SqueezeOuts 549 Mirage of Proﬁt Decentralization 4651 Mirror, Mirror on the Wall 5591 MIS Is a Mirage 5597 Misevaluation of Investment Center Performance 5358 The Misinformed Employee 1166 The Mismanagement of Customer Loyalty 2462 Missing Ingredient in Sales Training 3174 The Mission of Our Business Society 2026 Mr. Executive Goes to Washington 5967 Misunderstanding the Retailer 3066 MNCs: Get Off the Reorganization Merry-Go-Around 1762 MNCs in the Third World: Is Conﬂict Unavoidable? 1778 MNCs on Trial 1779 The Mobile Manager at Mid-Career 618 Mobile Managers — Well Paid and Discontent 610 Mobilizing Industry for War 4354 Model for Branch Store Planning 5460

Title Index Models for Financially Healthy Hospitals 811 A Modest Manifesto for Shattering the Glass Ceiling 718 Modular Production — A New Concept 5819 Moments of Greatness: Entering the Fundamental State of Leadership 1232 Moments of Truth: Global Executives Talk About the Challenges That Shaped Them as Leaders 572 Mommy-Track Backlash 715 Monetary Stability Through a World Central Bank 3897 Money Management Powers of the Treasury and Federal Reserve Banks 3905 The Money Markets Before and After the War 4753 A Money Measure of Magazine Reader Interest 2869 The Money Value of Time 1610 Monitor Your Market Continuously 2796 Monsato’s Early Warning System 5008 The Moonlighter 370 The Moral Crisis in American Capitalism 4074 Moral Dilemma of an Industrialist 6156 Moral Hazards of an Executive 2168 Moral Issues in Investment Policy 4937 Moral Mazes: Bureaucracy and Managerial Work 6120 Morality of Advertising 2296 More Companies Are Buying Back Their Stock 4923 More for Your Money from the Media 2287 More Government in Business 5121 More Heat in the Soviet Hothouse 3552 More Productivity from Engineers 5715 More Psychology in Selling 2425 More Reason in Small Business Financing 552 More Return from Your Film Dollar 1492 More Scope for Credit Managers 2436 More Sense About Market Segmentation 2763 More Value from Personnel Testing 895 Mortgages as Life Insurance Company Investments 4846 Moscow Goes International 3549 Mother’s Work 731 Motivating Executives to Keep Physically Fit 2228 Motivating People with Meaningful Work 1068 Motivational Approach to Management Development 299 Motives as a Tool of Market Research 6157 The Motor Bus Situation in 1925 4245 Motorola Executives Call on Consumers in Their Homes 2823 Motorola U: When Training Becomes an Education 2255 Mountain Moving in Seattle 3701 Moves Americans Must Make 3942 Moves Europeans Are Making 3941 Moving from the GAAP to WAP 5267 Moving to Metric Makes Dollars and Sense 5871 Moving Upward in a Downturn 3293 M-R Snake Dance 3170 MRP, JIT, OPT, FMS?: Making Sense of Production Operations Systems 5809

Title Index Much Ado About Mentors 607 Multi-Employer Pensions & Labor Mobility 332 Multihospital Holding Companies 809 Multinational Enterprise & National Sovereignty 1781 Multinationalism and the 29th Day 1780 Multinationals: The End of U.S. Dominance 1766 Multiproject Control 5900 Multi-Stage Approach to Pricing 2967 Munchausen at Work 355 Municipal Trade Barriers 4116 Muscle — Build the Organization 1980 Must Advertising Communicate to Sell? 2301 Must Capitalism Crawl 4084 Must CIM Be Justiﬁed By Faith Alone? 5705 Must Finance and Strategy Clash? 1978 Must 1929 Repeat Itself? 3587 Must Success Cost So Much? 2157 Mutual Investment Funds 4725 My Employees Are My Service Guarantee 2480 My Extreme MBA: How Hardship, Chaos, and the Fog of War Made a Stronger, Wiser, ... Leader 1219 My Father’s Business Career 75 My Union: An Inside Story 1167 My Week as a Room Service Waiter at the Ritz 3210 The Mysterious Disappearance of Retained Earnings 5396 The Mystique of Super-Salesmanship 3168 The Myth of America’s Economic Decline 3711 The Myth of Japan’s Low-Cost Capital 4769 Myth of Real-Time Management Information 5696 The Myth of Secure Computing 5573 The Myth of the Top Management Team 2141 Myth of the Well-Educated Manager 99 Mythology, Markets and the Emerging Europe 3612 Mythology on Madison Avenue 2303 Myths and Realities About the Soviet Union 3568 Myths That Mislead U.S. Managers in Japan 683 NAM: Spokesman for Industry 3236 The Napsterization of B2B 2569 Narcissistic Leaders: The Incredible Pros, the Inevitable Cons 1238, 1270 National Association of Securities Dealers 4817 National Security and Our Technology Edge 6164 National Strategy for Stronger U.S. Competitiveness 3667 Nationalist Ideals and Internationalist Idols 3598 Natural Born Entrepreneur 476 Natural Gas and Patterns of Regulation 3832 Natural Resource Assets: Their Treatment in Accounts and Valuation 5411 Navy Accounting: A Lesson in Adaptation 6046 The Necessary Art of Persuasion 1463 The Need for an Adequate Survey of

440 Domestic Building Requirements 4849 Need for International Uniformity in Business Statistics 3756 Needed: A Closer Look at Industrial Medical Programs 817 Needed a Marketing Preparedness Plan 2774 Needed: A New System of Intellectual Property Rights 5172 Needed: Local Leadership in Depressed Areas 2054 Needed: New Perspective on Health Services 814 Needed: Statutory Reform to Improve Consent Decree Process 4804 A Neglected Audience in Public Relations 3018 Negotiated Contracts 4343 Negotiating Investment in Emerging Countries 3980 Negotiating the Spirit of the Deal 4975 Negotiating with a Client You Can’t Afford to Lose 2481 Negotiating with Third World Governments 4985 Negotiating Without a Net: A Conversation with the NYPD’s Dominick J. Misino 4976 Negotiators Abroad — Don’t Shoot from the Hip 4984 Nestle — At Home Abroad 1770 Net Content: From Free to Fee 2559 A Network of Invention 941 Networked Incubators: Hothouses of the New Economy 478 The New Appeal of Private Labels 2372 New Approach to Employee Health Programs 460 New Approach to Executive Selection 1707 New Approach to Facilities Location 5750 The New Atlantic Century 3925 New Attack on the Legitimacy of Business 4075 New Back Ofﬁce Focus on Customer Service 2483 New Balance Sheet for Managing Liquidity and Growth 4605 New Basing Point Problems 5203 New Battleground: Consumer Interest 2415 New Blood for Tired Hospitals 812 A New Blueprint for Business Architecture 1957 The New Boundaries of the “Boundaryless Company” 1873 New Business from New Towns 3681 New Business with the New Military 6014 The New Capital Thing 6114 The New Competition in World Banking 4400 New Context of Personal Appraisal 296 The New Corporate Philanthropy: Integrating Social Initiatives with Strategic Goals 259 New Criteria for Market Segmentation 2764 The New Deal in Ancient Greece 6079 The New Defenders of Capitalism 4076 New Dimension in Consumer Analysis 2417

New Dimension in Measuring Morale 404 New Dimensions in Top Executive Reading 640 New Directions in East-West Trade 3965 The New Economic Policy of the Dutch East Indies 3697 The New Economy Is Stronger Than You Think 3702 New Elements in American Business Efﬁciency 1211 New Emphasis on Divestment Opportunities 4632 New England’s Decline in the American Economy 3729 New England’s Economic Prospects 3692 New Era in Transportation Strategy 2508 The New Era of Eurocapitalism 3613 New Factors in Plant Location 5747 New Financial Priorities for MNCs 4743 New Forces in the Economy 3765 New Framework for Corporate Debt Policy 4623, 4654 A New Game Plan for C Players 1662 New Gold Mines and Mineﬁelds in Market Research 2816 The New Health Cost Crisis 769 New Horizons in Business Policy 3492 The New Indian Consumer 2400 The New Industrial Competition 3338 The New Industrial Era 3595 New Insight, New Progress, for Marketing 2423 New Interest in Incentive Financing 4646 New Interest of U.S. Industry in the Caribbean 2643 New Labor-Management Models from Detroit? 1090 The New Landscape for Nonproﬁts 1789 New Light on the Consumer Market 2839 The New Logic of High-Tech R&D 5797 New Look at Money and Credit 3901 A New Look at Stock Control 5323 New Management Job: the Integrator 2089 The New Managerial Work 158 A New Mandate for Human Resources 841 New Marketing Concepts 2838 The New Markets — Think Before You Leap 2795 The New Math of Ownership 407 The New Meaning of Quality in the Information Age 5577 New Measures of the Business Cycle 3774 A New Method of Testing Advertising Effectiveness 2332 The New New Product Development Game 2911 The New Old-Fashioned Banking Program 4392 New/Old Top Management Aid: The “Executive Secretariat” 278 New Patterns for Overseas Operations 698 A New Pension Plan 346 New Perspectives on Public Relations 3015 The New Policy of the American Telephone and Telegraph Company 4687 New Potentials of Materials Handling 5859

441 New Price Tags for Government Managers 6067 The New Product Development Map 2909 The New Productivity Challenge 3217 New Productivity Incentive for Defense Contractors 6016 New Projects: Beware of False Economies 5925 New Promise of Computer Graphics 5500 The New Regionalism 3685 The New Religion of Risk Management 5153 The New Road to the Top 1651 New Round of Steel Expansion 3723 The New Rules for Bringing Innovations to Market 2887 New Sales Management Tool: ROAM 2758 The New Science of Records Management 5560 The New Science of Sales Force Productivity 3124 The New Society of Organizations 988 New System for Divisional Control 3437 New Technique for Intracompany Pricing 5363 New Technologies for Emerging Economies 3623 New Template for Today’s Organization 277 New Thinking on How to Link Executive Pay with Performance 1512 New Threat in State Business Taxation 4157 A New Tool for Boards: The Strategic Audit 186 The New Trade-Mark Law 5192 New Trend in Finance: The Negotiable C.D. 4422 New Union Frontier: White Collar Workers 1125 New-Venture Ideas: Do Not Overlook Experience Factor 530 New Venture Management in a Large Company 1010 New Ventures for Antipoverty Agencies 3778 New Ventures for Corporate Growth 3308 New Ventures: Lessons from Xerox and IBM 2908 New Video Technology Poses Perils for Some Advertisers 2282 New Way to Make Product Line Decisions 2384 New Way to Measure Consumers’ Judgments 2821 New Ways to Reach Your Customers 3150 New Weapons Against Bigness 4949 New Windows on the World 622 New Word-of-Mouth Advertising Works 2300 The New Work of the Nonproﬁt Board 1793 The New World Disorder 6003 New Worlds of Computer-Mediated Work 5685 New York City in the Post War Period 4381 News Print: Costs and Competition 2867

Next Big Industry: Environmental Improvement 2086, 3883 Next in Corporate Finance — IndexLinked Loans? 4403 Next Revolution in Retailing 2522 The Next Revolution of the Retailing Wheel 2595 Next-to-Last Word on Endangered Directors 5006 The Next 20 Years: How Customer and Workforce Attitudes Will Evolve 2397 Nice Girls Don’t Ask 709 The Nice Guy 1647 The 1937 Recession in England 3588 No Connection Between Executive Age and Corporate Performance 1682 No Easy Road to Market Orientation 2765 No Excuses Management 5514 No More Cozy Management Buyouts 4515 No-Nonsense Guide to Measuring Productivity 5485 No Ordinary Boot Camp 2252 Nobody Trusts the Boss Completely — Now What? 1673 None of Our Business 5569 The Nonproﬁt Sector’s $100 Billion Opportunity 1787 Nonproﬁts: Check Your Attention to Customers 1803 Nonproﬁts’ Need Surplus Too 1805 Nonstop Marketing — Fast Track or Slow? 3057 Northwestern Mutual’s Ed Zore on Staying Relevant 1934 The Norton Company Faces the Payoff Problem 5079 Norwegian Shipping After the World War 4224 Not All M&A’s Are Alike and That Matters 4489 Not Benchmarked: A Fresh Look at Corporate Planning 3451 Not So Petty Larceny 5312 Note on Control in Small Businesses 5874 Note on Turnover in Government Personnel 6072 Notes of a Neophyte Bureaucrat 6073 Notes on Podsnappery 4986 Nothing Prepared Me to Manage AIDS 380 Novartis’s Great Leap of Trust 661 Now Is the Time for Productivity Bargaining 1113 Now It’s the Less-Check Society 4559 Now Management Will Make or Break the Bank 4401 Now the Transnational Enterprise 1783 The NRA Decision 5206 Nuclear & Solar Energy 3833 Nuclear Dilemmas 28 Number One Economic Problem Is the Structural Budget Deﬁcit 4135 Nurturing High-Talent Manpower 1704 The Nurturing of Corporate Research 1004 Nurturing Respect for IP in China 5168 OASI: Impact on Private Pension Plans 338 Objective Measures for Pay Differentials 452

Title Index Objectives of Business Education 105 Observing People 304 Obstacles to Business Growth 3413 Ocean Rate Regulation, World War II 4206 Ocean Shipping 4336 The Oceans 3885 The Oceans: Unexploited Opportunities 3886 Of Boxes, Bubbles, and Effective Management 1397 Of Grasshoppers and Ants 3777 Of Pigeons and Men 1075 Of Time and the Worker 169 The O’Fallon Decision 5207 Off-Ramp — Or Dead End? 703 Off-Ramps and On-Ramps: Keeping Talented Women on the Road to Success 706 Off-Sites That Work 1445 Off with His Head? 2137 Ofﬁce Building Renting and Advertising Policies 4850 An Ofﬁce in Moscow? 2648 The Ofﬁce of Strategy Management 1945 Oil and Wasser 4478 Oil in the Western Hemisphere 3831 Old-Fashioned Initiative for Modern Enterprise 1573 Old Fears & New Challenges 4152 Old Hand or New Blood 3137 The Old Pillars of Retailing 2468 The Older Worker in Industry 914 The Oldest [and Best] Way to Communicate with Employees 1472 On Agents and “Agencies” 2544 On Being a Middle-Aged Manager 624 On Business, Society, and the Environment 2021 On Executive Compensation 1531 On Executive Suicide 2230 On Revising FASB 8: Use a Band-Aid or Major Surgery? 5264 On Rivalry in the Marketplace 4080 On the Behavior of Retorts, Stills, and Trickle-Stills 4718 On the Edge 2573 On the Judging of Mince Pies 4950 On the Odds of Becoming Company President 1693 On the Side of Inﬂation 4036 Once Upon a Seesaw 1890 One-Bank Holding Companies: A Banker’s View 4416 One-Bank Holding Companies: The Public Interest 4415 The 100 Club 1048 $152,000 for Your Thoughts 929 100% Bank Reserves 3904 One More Time: How Do You Motivate Employees? 1035, 1047, 1070 The One Number You Need to Grow 3192 Only Retaliation Will Open Up Japan 3947 OPEC, the American Scapegoat 3814 Open-Market Innovation 946 Open-Market Money Rates 3911 Open Season on Bigness 4087 Opening the Books 3322 Opening the Doors for Business in China 3538 Operating Aspects of the Retail Sales Tax 4182

Title Index Operating Cases to Help Solve Corporate Problems 5449 Operating Expenses and Executive Compensation Policies of Investment Companies, 1929–1935 1586 Operating Expenses in Banks and Trust Companies 4459 Operating in the New Logistics Era 4185 Operating Problems of Branch Sales Organizations 3189 Operations Research for Management 5495 Operations Research in Action 5492 Operations Research in Marketing 2826 Operations Research Roundup 5494 Operations vs. Strategy: Trading Tomorrow for Today 3470 Opportunities for Persuasion 170 Opportunities for Women at the Administrative Level 760 Opportunities of the Economist in an Industrial Company 3799 Opportunity & Threat in Technological Change 168 Opportunity in Foreign Bonds 4748 Optimal Marketing 2356 The Optimum Climate for Industrial Research 1023 The Options Approach to Capital Investment 4586 Organigraphs: Drawing How Companies Really Work 1858 The Organization: What Makes It Healthy 1920 Organization Design: Fashion or Fit? 1053 Organization for Long-Range Planning 3495 Organization in the Steel Industry and Price Policy 3350 The Organization of the Copper Market 3252 Organizational Choice: Product vs. Function 1905 Organizational Effectiveness Under Stress 1919 Organizational Paradox 1012 Organize for Technology Transfer 5933 Organizing a Worldwide Business 694 Organizing and Stafﬁng the Personnel Function 870 Organizing for Defense 6040 Organizing for Empowerment: An Interview with AES’s Roger Sant and Dennis Bakke 1861 Organizing for High-Tech Marketing 2912 Organizing for Innovation: When Is Virtual Virtuous 1841 Organizing for Manufacturable Design 5886 Organizing for Product Innovation 2932 Organizing Production Personnel 6042 The Origin of Strategy 1326 The Other Anti of Antitrust 5118 Ottawa Conference: An Experiment in Indirect Imperialism 3637 Our Big Advantage: The Social Sciences 6141 Our Defense Program 6041 Our Economic Path in Asia 3625 Our Entrepreneurial Economy 511 Our Federal Civil Service 6081 Our International Aviation Policy 4194

442 Our Merchant Marine and Foreign Trade Topics 4009 Our National Debt 4175 Our National Goals — The Hard Choices 5994 Our National Transportation Problem 4193 Our Outdated Accounting 5274 Our Society in 1985 — Business May Not Like It 6126 Our Stake in the Electric Utility’s Dilemma 4113 Our Trade to South America 4002 Our Tremendous Mortgage Debt 4843 Out of the Blue and Into the Black 474 Outdoor-Apparel Startup CEO Chris Van Dyke on New Ways to Feed Customers’ Passions 2553 Outlets for Life Insurance Investment 4726 The Outlook for Aviation 4231 Outlook for Capital Investment 4667 Outlook for Hospitals: Systems Are the Solution 798 The Outlook for Latin America 3627 Outlook for Securities Markets 4809 The Outlook for the Five Year Plan 3570 Outside Directors: More Vulnerable Than Ever 242 Outside Directors Under Attack 246 Outsiders Can Ease the Site Selection Process 5744 The Outstanding Outsider and the Fumbling Family 498 Over 49: The Invisible Market 2411 Overcoming Group Warfare 387 Overcoming Union Opposition to Job Enrichment 1067 Overseas Operations 699 Overseas Trips for Directors 210 Packagers and the Environmental Challenge 3882 Packaging Your Business for Sale 508 The Packers’ Consent Decree 4968 Paid-In Investment as a Public Utility Rate Base in Massachusetts 4128 A Pain in the (Supply) Chain 5838 The Palmer Manufacturing Company 4024 The Parable of the Sadhu 5056, 5070 The Parable of the Spindle 1914 Parables of Leadership 1281 The Paradox of Star Brands 2364 Part-Time Workers Can Bring Higher Productivity 878 Participative Management at Work 1405 The Passing of the Old Economist 3807 Passion for Detail: A Conversation with Thoroughbred Trainer, D. Wayne Lukas 2248 The Passive-Aggressive Organization 1825 Patching: Restitching Business Portfolios in Dynamic Markets 3321 Patent Problem: Who Owns the Rights? 5185 Patent Protection or Piracy — A CEO Views Japan 5174 Patent Rights Under Federal R&D Contracts 5189 Patent System Proposals: How Practical? 5184 Patents & New Enterprises 5190 The Path of Kyosei 2004

The Path to Corporate Responsibility 1994 A Pattern for Executive Placement 1710 Patterns of Delegation 1430 Patterns of Disruption in Retailing 3050 Patterns of Executive Compensation 1578 Patterns of Organization Change 280 Paul Volker and the Temple of Doom 3895 Payment of Operatives During a Training Period 2269 Payoff for Business Initiative on the Environment 3879 Payoff from Product Management 2392 Payoffs from Corporate Energy Conservation 3813 Payroll Flexibility Through Employee Trusts 462 P/E Analysis in Acquisition Strategy 4547 The Peace Must Be Won at Home 4306 Peer-to-Peer 592 Pendulum of Management Control 1314 Penetrating the Government Procurement Maze 5948 Penny-Wise Approach to Data Processing 5635 Pension Fund Management: External or Internal 4715 Pension Funds in the Securities Markets 4723 Pension Plan Sponsors: Monitor Yourselves 315 Pension Plan Sponsors: Open the Actuarial Black Box 316 Pension Plans: Check List for Administrators 349 Pension Roulette: Have You Bet Too Much on Equities? 4710 Pensions for Executives 351 People Make Robots Work 5931 People Policies for the New Machines 997 The People Who Make Organizations Go or Stop 1843 The Perfect Message at the Perfect Moment 3138 Perfecting Cross-Pollination 2189 Performance Appraisal: Managers Beware 295 Performance Appraisal Reappraised: Public Sector Models 286 Performance Appraisal: Useful But Still Resisted 291 Performance Audits by Outside Directors 243 Performance Incentives for State Colleges 6189 The Performance Measurement Manifesto 3325 Performance Measures for Small Businesses 531 Performance Review — A Mixed Bag 292 Performance Shares Revitalize Executive Stock Plans 1538 Performing a Project Pre-mortem 5894 The Perils of the Information Age 938 Periodic Stock Dividends 4696 Permission to Think 6149 Personal Financing Planning 4861 Personal Privacy Versus the Corporate Computer 5571 Personal Values and Business Decisions 66, 6139

443 Personal Values and Corporate Strategy 1614 Personality of the Retail Store 3069 Personalization? No Thanks 2560 Personalize Your Management Development 2251 Personnel Testing 306 Perspective on Public Relations 3011 The Peterson Prescription 4137 Phasing Out Weak Products 2391 Phasing Research Into the Marketing Plan 2835 Philanthropy’s New Agenda: Creating Value 258 Physical Distribution — Forgotten Frontier 2523 Physical Distribution: The Concept of Shared Services 2516 Physically Handicapped Workers 4371 Picking Winners: A Conversation with MacArthur Fellows Program Director Daniel J. Socolow 928 The Pike Company 4999 Pitfalls in Evaluating Risky Projects 4601 The Pitfalls of Parenting Mature Companies 3426 The Pitfalls of Partnership Agreements 5034 The Place of Management Counsel in Business 2121 Place of Research in Our National Life 6176 The Place of Shows in the Furniture Industry 3089 Place Your Bets on the Future You Want 3850 Plan for a Secondary Home Mortgage Market 4426 Plan for Economies of Scope 5706 Plan for More Productive Advertising 2285 Plan for the Next Energy Emergency 3812 Plan Your Retirement Activities Early 344 Planning and Preparation of an Advertising Campaign 2346 Planning as Learning 3270 Planning for Proﬁts in World Business 3985 Planning for the Computer Services Spin-Out 5647 Planning for the Newsprint Industry 3744 Planning for the Unthinkable 5643 Planning in Worldwide Business 2656 Planning Industry’s Future in Great Britain 4377 Planning: Key to Research Success 2098 Planning on the Left Side and Managing on the Right 873 Planning Pan-American Trade 4004 Planning Sales for a Manufacturing Company 2801 Planning Standardized Components to Secure Variety in Products 5892 Planning the Methods of Distribution for a New Product 2541 Planning with People in Mind 850 Planning Your Material Requirements 5851 Plans to Integrate Your Acquisitions 4535 The Plant After Next 5742 Plant Capacity: Too Much or Too Little? 4674 Plant Ledgers and Plant Accounting 5259

Plant Location 5761 Plant Location —1965 5756 The Plant Location Puzzle 5739 Planting for a Global Harvest 1758 Playing Around with Brainstorming 958 Playing By the Rules: How Intel Avoids Antitrust Litigation 4939 Playing Games with Customers 5674 Playing Political Hardball 5947 Plight of the EDP Manager 5645 The Pneumatic Rail Car 4222 A Poet Speaks to Businessmen 6193 The Point Plan for Industrial Control 308 Pointers in Defending Against a Cash Take-Over Bid 4529 The Poletown Dilemma 5198 Policy and Policy Making 3331 Policy of a Shoe Manufacturer with Regard to Special Orders 2987 Political Advantage: Japan’s Campaign for America 5943 Political Approach to the World Oil Problem 3825 The Political Realities of Industrial Policy 3670 Political Surﬁng When Issues Break 5946 Politicians Are Necessary Too 6000 Politics and Radio Regulation 2871 The Politics of Business: How an Industry Builds Political Advantage 5944 The Politics of Business: The Political Education of Bob Malott 5945 The Politics of New Venture Management 512 Politics, Pressure Groups, and the Businessman 6001 Population and Technology 3890 Population Changes and Their Effects 4387 Population Growth, Consumer Demand and Business Proﬁts 2427 Population Threatens Prosperity 3724 Population Trends and Management Policy 908 Porsche on Nichemanship 2727 Portfolio Approach to Information Systems 5633 Portfolio Planning: Uses and Limits 54 The Position of Auditing and Accounting in Germany 5298 The Position of the Commercial Bank in the Origination and Distribution of Securities 4450 Position of the Inspection Department in an Organization Manufacturing Electrical Goods 5918 Positive Program for Performance Appraisal 297 The Post-Capitalist Executive 2146 Postcards from Hungary 3544 Postindustrial Manufacturing 5808 Post-Project Appraisals Pay 5906 Postscript to the Peter Principle 1892 Post-War Boom or Collapse 4385 Post-War Course of Corporate Proﬁts as Determined by Net-to-Gross Proﬁt Ratios 3741 Postwar Status of the Aircraft Industry 4200 Potentials of Management Science 1341 Poverty and Proﬁts 3785 Power and Policy: The New Economic World Order 3931 Power and Politics in Organizational Life 1902

Title Index Power and the Ambitious Executive 1415 Power, Dependence, and Effective Management 1886 Power Failure in Management Circuits 1400 Power from the Ground Up: Japan’s Land Bubble 4047 Power Is the Great Motivator 1835, 1868, 1887 Power Networks in the Appraisal Process 1897 The Power of Internal Guarantees 1041 The Power of Positive Deviancy 136 The Power of Predictability 144 The Power of Product Integrity 5884 The Power of Talk: Who Gets Heard and Why 721 The Power of Trust in ManufacturerRetailer Relationships 3244 The Power of Unconditional Service Guarantees 3052 The Power of Virtual Integration: An Interview with Dell Computer’s Michael Dell 3247 The Power to See Ourselves 629 Power to the People 2565 Power Without Purpose: The Crisis of Japan’s Global Financial Dominance 4050 A Practical Guide to Social Networks 2188 Practical Modeling for Resource Management 5775 Practical Slants on Operations Research 5487 Practical Thinking for Small Business 546 Practical Ways to Contain Hospital Costs 806 Pragmatic Approach to People Problems 396 Praise Reappraised 1491 Preapproval Audits of Capital Projects 4606 Predators and Prey: A New Ecology of Competition 88 Predictable Surprises: The Disasters You Should Have Seen Coming 5445 Predicting the Unpredictable 1847 Preferred Stock Issues and Redemptions, 1919–1927 4890 Preliminary Analysis of the Advertising Possibilities of a Product 2341 Premeditated Merger 4549 Premium Advertising 2333, 2976 Prepare for Continual Materials Shortages 5849 Prepare for the Financial Accounting Revolution 5402 Prepare for the World of Post–65 [and Early] Retirement 321 Prepare Your Company for Inﬂation 5293 Prepare Your Organization to Fight Fires 2200 Preparing for Evil 5444 Preparing for Post-War Personnel Relations 913 Preparing for the Perfect Product Launch 2876 Present Central Station Capacity in the Electrical Power Industry 3841 Present Condition of the English Cotton Industry 3352

Title Index Present-Day Department Store Organization 3096 Present Lending Power of the Banks of the United States 3914, 3915 The Present Situation in the Southern Textile Industry 1208 Present Status of Priorities 4342 Present Status of Reciprocity as a Sales Policy 2614 Present Status of Uniform Cost Accounting 5374 Present Value of Corporate History 55 Presenteeism: At Work — But Out of It 830 Preserving American Air Power 6047 Preserving Individualism on the R&D Team 1009 Preserving the Impotence of the Board 227 The President and Corporate Planning 3488 The President and International Operations 688 The President and the Board of Directors 244 The President Stands Alone 1296 The President’s Stock in Pension Planning 331 Pretest Your Long-Range Plans 3278 Prevent Blunders in Supply and Distribution 2519 Preventing the Premature Death of Relationship Marketing 2471 Preventive Maintenance in Client-Ad Agency Relations 2299 Preventive Medicine and Employee Productivity 788 Preventive Medicine for Hospital Costs 794 Price Controls by Law 4353 Price-Making and Price Stability 4042 Price of Admission Into the Defense Business 6026 The Price of Corporate Vanity 3012 The Price of Ignoring Posterity 601 Price Policies of Food Chains 2975 Price Revision in Falling Markets 2985 Price Smarter on the Net 2947 Price Stability and Full Employment Too? 4028 Price Tags for Business Policies 5470 Price Trends of Industrial Chemicals 2977 Prices in Chain and Independent Grocery Stores in Durham, North Carolina 3104 Prices of Branded Grocery Commodities During the Depression 2981 Prices, Proﬁts and Government 4339 Pricey Encounters 2405 Pricing and the Psychology of Consumption 2943 Pricing for Proﬁt: A Revolutionary Approach to Retail Accounting 3071 Pricing of Gasoline: A Case Study 2971 Pricing Policies for New Products 2918 Pricing Policies for New Products 2938 Pricing Policies in the Automobile Industry 2980 Pricing Policies in the Automobile Industry: Incidence of Demand 2979 Priests Without Cassocks 62 Primal Leadership: The Hidden Driver of Great Performance 1260 Priorities and Allocations 4316

444 Priorities: The Synchronized Force 4341 Private & Public Partnerships: The Desperate Case of Niagara Falls 6088 Private Business & Public Education in the South 6194 The Private Business of Public Housing 6068 Private Enterprise & International Development 3688 Private Enterprise in Shipbuilding 4287 Private Investment in World Agriculture 3502 Private Labels Are Back in Fashion 3054 Private Responsibility for Public Management 6065 Private Versus Public Management of Airports 4196 Probable Five-Year Future of Steel 3601 Probes of the Technological Future 3764 Probing the Record of Stock Options 1558 Probing the Venture Capital Creation Process 30 A Problem in Cash Discount 2986 Problem in Decentralized Financial Control 5359 Problem in Decentralized Proﬁt Responsibility 4659 Problem in Industrial Physiology and Medicine 2240 The Problem of Employee Turnover 905 Problem of Full-Employment 4268 Problem of Over-Lapping in the Codiﬁcation of Practices with the Wholesale Trades 5140 Problem of Railway Terminal Operators [Part 2] 4240 The Problem of the Furniture Retailer 2983 The Problem of the Repetitive Job 1082 The Problem with Railroad Consolidation 4255 Problems in Joint Costs 5373 Problems in Planning the Information System 5648 Problems in Reporting Corporation Income 5410 Problems in the Development of a Super-Power System 3849 Problems in the Transatlantic Passenger Service 4229 Problems of a New Executive 626, 1709 Problems of Effective Regulation of Public Utilities 5150 Problems of Matrix Organizations 1313 Problems of R&D Management 1024 Problems of Railway Terminal Operation 4243 Problems of Retirement 339 Problems of the Tanning Industry 3892 Problems That Plague Multinational Marketers 1764 Procedure for “Coercing” Agreement 1304 Procedures That Safeguard Your Right to Fire 433 The Process 5953 Process of Commercial Research 2860 The Proctor Piano Company 3383 Procurement as Strategy 5827 Producers’ Growth Curves in an Expanding Industry 3530 Producers’ Growth Curves in an Expanding Industry, [Part Two] 4236 The Product and the Brand 2395

Product Defects and Productivity 5909 Product Diversiﬁcation and the Public Interest 4959 Product Liability: Manufacturers Beware! 5020 Product Liability: Tougher Ground Rules 5025 Product Liability: You’re More Exposed Than You Think 5005 Production-Line Approach to Service 3233 Product Line Pricing 2962 The Product Management Audit 5344 Product Management — Vision Unfulﬁlled 2389 Product Mix for Fringe Beneﬁts 454 Product Safety Standards and Product Innovation Too 5111 Production of Dimension Stock by Northern Hardwood Mills 5791 Production Planning and Control Integrated 5709 Production Taxes 4171 Production Under Pressure 5782 Productive Friction: How Difﬁcult Business Partnerships Can Accelerate Innovation 3260 Productivity and Collective Bargaining 1156 Productivity and Labor Relations 1160 Productivity Guidelines Won’t Work 4032 Productivity Is Killing the American Enterprise 1938 Productivity Management 5730 The Productivity Paradox 5868 Productivity — The Problem Behind the Headlines 3716 The Profession of Business 81 Professional Employees Turn to Unions 1110 Professions of a Short-Termer 4513 Proﬁt from the Learning Curve 1015 Proﬁt from the 1970 Census Data 2413 Proﬁt Globally, Give Globally 256 The Proﬁt Motive Compromised 1633 Proﬁt Planning 3412 Proﬁt-Planning Accounting for Small Firms 550 Proﬁt Priorities from Activity-Based Costing 5337 Proﬁt-Sharing Plans in Industry 418 Proﬁt: Spur for Solving Social Ills 2032 Proﬁt Wonders, Investment Blunders 3401 Proﬁtability = Productivity + Price Recovery 3403 Proﬁtability Index for Investments 4666 The Proﬁtable Art of Service Recovery 2719 Proﬁtable Inventory Levels 5316 Proﬁtable Partnerships: Industry and Farmer Co-Ops 3499 Proﬁting from Countertrade 3954 Proﬁts and Progress 4095 Proﬁts for Nonproﬁts: Find a Corporate Nonproﬁt 1792 Proﬁts in a Laboristic Society 4093 Proﬁts in Prose 1493 Proﬁts in the Pie of the Beholder 2498 Proﬁts of Commercial Banks 4448 Proﬁts, Prices, and Excess Capacity 5856 Proﬁts with a Purpose: An Interview

445 with Tom Chapman of the Greater Southeast Health Care System 777 A Program Approach to Federal Budgeting 6071 Program Budgeting Works in Nonproﬁt Institutions 1817 A Program for Cost Reduction 5370 A Program for Locating a New Plant 5760 Program for Product Diversiﬁcation 2773 A Program for Stockholder Relations 4926 Programmed Case: The Misﬁred Missive 1485 Progress for a Small Planet 3678 Progress for Women — Men Are Still More Equal 752 The Progress of Cooperatives 3239 Progressive Approach to Pension Funding 328 Project Management, Swedish Style 5780 The Project Manager 1703 The Promise — and Peril — of Integrated Cost Systems 5333 Promise-Based Management: The Essence of Execution 1940 The Promise of the Governed Corporation 188 Proposal for Better Business Forecasting 3766 The Proposed Full Employment Act 4266 Proposed: Self-Insurance of Group Welfare Plans 457 Pros and Cons of Leasing Equipment 2437 Prospects for Long-Term Foreign Investment 6010 Prospects for Private Financial Institutions 4423 Protect Your Freedom to Subcontract 5201 Protect Your Public Image with Performance 90 Protecting All Employees Against Unjust Dismissal 861 Protecting Bank Bond Investments 4436 Protecting Pregnant Workers 2223 Protection of Non-Voting Stock 4690 Protections of the Disabled Worker 464 Protective Committees for Security Holders 4993 Provisions of Industrial Preferred Stocks 4891 Prudent-Manager Forecasting 3491 The Psychological Aspect of Market Research 2856 Psychological Bases for Tax Liability 5431 Psychological Sales Barometer 2855 A Psychologist Diagnoses Merger Failures 1903 The Psychologist in Industry 2233 A Psychologist Looks at Executive Development 635 Psychology in Marketing Research 2847 Psychology of Pricing 2961 The Psychology of Prosperity 6145 Public Directors Merit a Try 235 Public Education for Labor Skills 2266 Public Finance: Trends and Issues 6074 Public Interest, Convenience in Radio Broadcasting 4122 Public Invisibility of Corporate Leaders 2016 The Public Looks at Business 73

The Public Looks at Labor Unions 1184 Public Offerings for Smaller Companies 4708 Public-Private Partnerships to Stave Off Disaster 5957 Public Relations Down to Earth 3017 Public Relations for Industry in Underdeveloped Countries 2664 Public Responsibility Committees of the Board 228 Public-Sector Pay and Productivity 6061 Public Utilities in France 4123 Public Utility Depreciation Practice 5258 Public Utility Holding Companies and Their Regulation in Ohio 4120 Public Utility Integration: Memorandum and Integration 3838 Public Utility Rate Regulation 4125 Public Utility Rate Regulation [Part One] 4127 Public Utility Rate Regulation [Part Two] 4126 Public Utility Regulation: A New Chapter 4115 Publications of the Commission of Inquiry on Public Service Personnel 6078 Pull the Plug on Stress 2219 Pulling Away from Push Marketing 2724 Punch Out the Time Cards 855 Puncture the Myths That Keep American Managers from Competing 3944 Purchased Affection: A Primer on Cash Tender Offers 4530 Purchasing in Relation to Industrial Marketing 3031 Purchasing Must Become Supply Management 3023 Purchasing Role in New Product Development 3021 The Purpose at the Heart of Management 494 Purposes and Financial Plans of Industrial Reorganizations 4554 Put a Price Tag on Your Customer Servicing Levels 5308 Put People on Your Balance Sheet 888 Put Policy First in DCF Analysis 4637 Put Proﬁt in Its Place 2487 Put Research Into Marketing Decisions 2831 Put the Directors to Work 247 Put Your Corporate Counsel Where Your Business Is 5214 Putting Action Into Planning 3486 Putting Customers in the “Wish Mode” 2809 Putting Expert Systems to Work 5519 Putting Global Logic First 3611 Putting Judgment Back Into Decisions 1609 Putting Leaders on the Couch 1241 Putting Production Decisions Where They Belong 5770 Putting Strategy Into Shareholder Value Analysis 4908 Putting the Balanced Scoreboard to Work 1967 Putting the Enterprise Into the Enterprise System 5676 Putting the Service-Proﬁt Chain to Work 3216 Putting Your Company’s Whole Brain to Work 976

Title Index Pygmalion in Management 623, 1388, 1836 Pyrrhic Victories in Fights for Market Share 2677 Quadragesimo Anno in the Business World 3602 Qualitative Insights from Quantitative Methods 5456 Qualitative Market Research 2843 Quality Buying from the Seller’s Point of View 3032 Quality Circles After the Fad 5908 Quality Comes to City Hall 6085 Quality Control in a Service Business 5916 The Quality Improvement Customers Didn’t Want 5511 Quality Is in the Eye of the Beholder 2398 Quality Is More Than Making a Good Product 5912 Quality of Work Life — Learning from Tarrytown 1102 Quality on the Line 5910 Quantitative Market Analysis Methods 2851 Quantitative Market Analysis — Multiple Correlation 2850 Quantitative Market Analysis: Scope and Uses 2852 A Quantitative Study of Economic Balance 3773 Quantitative Techniques for Today’s Decision Makers 5452 Quasi-Boards: Useful Small Business Conﬁdants 518 The Quest for Customer Focus 2457 The Quest for Resilience 123 A Question of Character 5054 A Question of Color: A Debate on Race in the U.S. Workplace 719 The Question of Controls 4358 The Question of Steel Capacity 4356 The Questions Every Entrepreneur Must Answer 488 Questions for Solving the Inventory Problem 5310 Questions in Company-Operated Transport 2525 Questions the Business Leader Should Ask Himself 1302 Quick Freezing and the Perishable Food Problem 3092 The Quick-Freezing Process and the Distribution of Perishable Foods 5893 Quick-Response New Product Development 2913 Quiet, Please! 5731 R&D Comes to Services: Bank of America’s Pathbreaking Experiments 3209 The R & D Entrepreneur: Proﬁle of Success 543 R&D Is More Efﬁcient in Small Companies 2091 Racial Remarks in the Workplace: Humor or Harassment? 737 Racing for Growth: An Interview with Perkinelmer’s Greg Summe 131 Racketeering in Health and Welfare Funds 342 Radical Change, the Quiet Way 2000

Title Index Radical Changes in Industrial Banks 4434 A Radical Prescription for Hospitals 779 Radio as an Advertising Medium 2321 Radio Development and Consumer Buying and Patronage Motives 2873 Rail and Utility Investments Under Expanding Public Control 4117 Railroad Consolidation Plan 4256 Railroad Reorganization and Section 77 4212 Railroad Standards 5823 Railroad Taxation and Abandonments 4209 Railroad Uniﬁcation in New England in Relation to the Four Party Plan 4226 Railway Grouping in England 4252 Railway Trafﬁc Organization Under Fire 4215 Raising Haier 3312 Rapid-Fire Fulﬁllment 5831 Rate Your Company’s Research Productivity 6168 Rate Yourself as a Client 2113 Rates on Freight in Congested Areas 4241 A Rationale for Advertising Expenditures 2320 Rationale for Quantity Discounts 3026 Rationalization: The Basis of Economic Rapproachment 3647 Rationing Consumer Expenditures 4309 Rattling SABRE — New Ways to Compete on Information 5515 Raw-Cotton Resources 3527 The Raw-Material Aspect of Industrial Preparedness 6048 Raw Materials Outlook 5860 The Reach of an Executive 2169 Reaching and Changing Frontline Employees 141 Reaching Out in Management 1436 Reaching the Consumer Through Direct Personal Selling 3114 Reaction to University Development Programs 100 Reactions to the “Latent Lobby” 5971 Read a Plant — Fast! 5719 Reading Fiction to the Bottom Line 51 Reading Habits of Business Executives 657 The Readjustment of Retail and Wholesale Operating Expenses 3417 The Real Business of Bonﬁre 52 The Real Cost of Regulation 5115 The Real Crunch in Managerial Manpower 1690 The Real Deal at the Top 2124 Real Estate as a Corporate Investment 4840 Real Estate Decisions Are Different 4841 Real Estate Investment for Pension Plans 4836 The Real New Economy 3289 The Real Peter Principle: Promotion to Pain 1684 The Real Problem with Computers 5510 The Real Productivity Crisis Is in Government 6063 The “Real” Real Estate Question: What Money Costs 4832 The Real Reason People Won’t Change 128 Real Robots Do Need Jigs 5929 The Real Signiﬁcance of Recent German

446 Stock Exchange Quotations and Dividends 4756 Real-Time Marketing 2902 The Real Value of On-Line Communities 5592 The Real Virtual Factory 5702 Real Work of Leaders 1274 Real-World R&D: Jumping the Product Generation Gap 2073 A Real-World Way to Manage Real Options 4571 Realism in Corporate Real Estate 4842 Realistic Criteria for Judging New Ventures 519 Realistic Reciprocity 3027 Realities of Our World Position 3986 The Reality Gap in Strategic Planning 3471 The Reality of Inventory Proﬁts 5318 Realize Your Customers’ Full Proﬁt Potential 2712 Realizing the Promise of Personalized Medicine 763 Realizing What You’re Made Of 357 Reappraisal of Appraisals 300 Reappraisal of Depreciation and Obsolesce 5257 A Reappraisal of U.S.-U.S.S.R. Trade Policy 3981 Reawakening Your Passion for Work 371 Recent Books in Sales Management and Marketing 3183 Recent Books on Bank Management 4438 Recent Books on Marketing 2800, 2853, 2857 Recent Changes in the Bituminous Coal Industry 3845 Recent Criticisms of Distribution [Reviews of Business Literature] 2538 Recent Developments in Federal Reserve Policy 3910 Recent Developments in Lloyd’s 5167 Recent English Company Law Reform 5146 The Recent Literature of Business Management 658 The Recent Literature of Finance 4881 Recent Literature of Public Finance 4174 Recent Literature on Money and Banking 4439 Recent Literature on Retailing 3087 Recent Movements in the Commercial Paper Market 4791 Recent Publications in the Field of International Economic Relations 3631 Recent Publications on Business Cycles 4100 Reciprocity in Foreign Trade 4008 Reciprocity: The Aimesbury Company 2782 Reckoning with the Pension Fund Revolution 4713 Reclaim Your Job 582 Recognizing the Cost of Interest on Equity 4140 Reconsidering Industrial Relations 29 Recovery in American Claims Abroad 4362 The Recovery of Germany’s Merchant Marine After the War 3644 The Recovery of World Foreign Trade 4007 Recycling for Proﬁt: The New Green Business Frontier 3872

Red Auerbach on Management 2208 Red Ink for Ghetto Industries 4263 Redeﬁning Competition in Health Care 767 A Redesign for Engineering 5711 Redesigning Federal Taxation 4347 Rediscover Your Company’s Real Estate 4835 Rediscovering Market Segmentation 2688 The Rediscovery of Logistics 5848 Redraw the Line Between the Board and the CEO 187 Reducing Directors’ Legal Risk 175 Reducing Industrial Accidents 2237 Reducing the Bank Deposit Insurance Premium 4431 Reengineering Work: Don’t Automate, Obliterate 5923 Reference Sources on Boards of Directors 209 Reﬂections on Running a Diversiﬁed Company 3428 Reform Law and Business Statesmanship 5133 Reforming Board Reform 205 Regional Management Overseas 687 Regional Strategies for Global Leadership 662, 1358 Regulation — By Business or Government? 5120 Regulation of Airline Securities 4192 Regulations by Confrontation or Negotiation? 5109 Regulatory Taxation 4173 Rehabilitating the Leveraged Buyout 4501 The Reign of Zero Tolerance 359 Reining in Activist Funds 4711 Reinterpreting the Japanese Miracle 4043 Reinventing Labor 1087 Reinventing the Business of Government: An Interview with Change Catalyst David Osborne 6052 Reinvention with Respect 3318 Rejuvenating the Marketing Mix 2728 Rejuvenation of Austria: Its Signiﬁcance to American Businessmen 3650 Relate Hospital Charges to Use of Services 797 Relation Between the Quantity Purchased and the Price Per Unit 3030 The Relation of a Public Utility to the Business Cycle 3754 Relation of Consumers’ Buying Habits to Marketing Methods 2431 Relation of Science to Industry 1930 The Relation of the Public Utility to the Business Cycle 5482 Relations Between the State and the Electric Power Industry in France 5988 The Relations of a Commercial Bank to the Business Cycle 4457 The Relationship of Syndicate Managers and Members 5035 Relationship of the Burlington — Great Northern — Northern Paciﬁc Group to the Federal Railroad Consolidation Law 4253 Relative Investment Value of High Yield and Low Yield Common Stocks 4888 Relative Investment Value of Industrial and Railroad Common Stocks 4889 The Relative Value of Growth 4900

447 Relativism in Organizations 1898 Relief and Re-employment 4271 Relief from Double Taxation of Dividend Income 4145 Religious Foundations of Economic Progress 6153 The Reluctant Entrepreneur 493 Remaking the Public Corporation from Within 408 Remarks in US-USSR Trade 3547 Renegotiation of Contract Prices 4305 Rents and Salaries in Ninety-Six Cities 3747 Reorganize Your Company Around Its Market 2750 Reorganizing for Results 281 Reorganizing Your Worldwide Business 681 Repercussions of the Ford Agreement 1135 Replacement-Value Accounting: Wave of the Future 5290 Replaying the Board’s Role in Formulating Strategy 204 A Report Card on Diversity: Lessons for Business from Higher Education 4 Report Cards on the MBA 95 Reporting Investment Trust Income 4883 Reprise of the “Ethical Investors” 4935 Repurchase Stock to Revitalize Equity 4649 Reputations and Its Risks 2350 Required Reading 1261 Requirements Planning for Inventory Control 5453 Research and Pseudo-Research in Marketing 2822 Research Expenditures and Their Effect on the General Electric Company 2102 Research on Advertising Techniques That Work — And Don’t Work 2280 Research That Reinvents the Corporation 991, 2070 The Reserve Banks and the Money Markets 3909 Reshaping an Industry: Lockheed Martin’s Survival Story 3333 The Reshaping of Corporate Financial Services 4777 Resistance of Shop Changes 173 Resistance to Training 2264 Resources for Transnational Accounting 5296 Responding to Divisional Proﬁt Crises 3431 Responding to the Employee Voice 1481 Responding to the Pension Reform Law 326 Responsibility for Social Change 2046 Responsibility Junkie 1226 Responsibility of Bank Directors for Imprudent Credit Policies with Emphasis on Country Banks 5012 Restrictive Activities of the British Trade Association 3240 Retail Credit in the Post-War World 4378 Retail Department Store and the NRA 5141 Retail Innovations Challenge Manufacturers 3065 The Retail Life Cycle 2993 Retail Merchandising in Relation to General Business Conditions 2988

The Retail Method of Inventory: A Selling Price Method of Merchandise Accounting 5326 Retail Price Control 4325 Retail Reorganization 3062 Retailers: Head Off Credit Cards with Cash Discounts? 4557 Retailing: Confronting the Challenges That Face Brick-and-Mortar Stores 3051 Retailing: Facts and Theories 3083 Retailing Without Stores 2594 Retention Through Redemption 1266 Rethinking Distribution: Adaptive Channels 2501 Rethinking Political Correctness 704 Retirement Programs for Older Workers 347 The Return Map: Tracking Product Teams 2906 A Return on Capital Measure: Better Than DCF? 4620 Return on Investment: Fit the Method to Your Need 4660 Return to Return on Investment 4627 Revamping the Business of National Defense 6017 Revenue Determination in the Case of Installment Sales 2447 Reverse Product Placement in Virtual Worlds 2351 The Reverse Supply Chain 5793 Review of a Time for Truth and Washington’s Hidden Tragedy 5961 Review of Bribery and Extortion 5076 Review of Free to Choose 4077 Review of Funds-Flow Analysis 5249 Review of Holding On or Letting Go 604 Review of Literature in the Field of Marketing 2845 Review of Literature on Advertising 2314 Review of Literature on Financial Institutions 4428 Review of Literature on Sales Management 3179 Review of Managing in Turbulent Times 1398 Review of “Must Corporate Income Be Taxed Twice’? 4142 Review of Politics and Markets 5962 Review of Productivity in Service Industries 3230 Review of Ten Thousand Working Days 2257 Review of the Antitrust Paradox 4943 Review of “The Computer Age: A Twenty-Year View” 5534 Review of the Future of Business Regulation 5112 Review of the Lobbying Corporation 5992 Review of the Managers: Corporate Life in America 6122 Review of the Visible Hand 57 Review of Work Redesign 1054 Revising the Anti-Trust Laws 4966 Revisionist Theory of Leadership 1300 The Revitalization of Everything: The Law of the Microcosm 5520 Reviving a Rust Belt Factory 5726 Rewarding Employee Invention: Time for Change 1002 Rhetoric and Reality: Making Sense of the Income Gap 4065

Title Index Ricochet Change Across the Paciﬁc 4052 Riding the Celtic Tiger 663 Riding the Marketing Information Wave 2813 Right Away and All at Once: How We Saved Continental Airlines 3395 The Right Game: Use Game Theory to Shape Strategy 3269 The Right Mindset for Managing Information 5607 The Right to Work Controversy 1118 The Right Way to Be Fired 428 The Right Way to Go Global: An Interview with Whirlpool CEO David Whitman 668 The Right Way to Manage Expats 2140 The Right Way to Manage Your Pension Fund 5416 The Right Way to Restructure Conglomerates in Emerging Markets 1749 The Right Young People for Business 1694 Rigid Rules Will Not Make Good Boards 200 The Rise and Fall of Firms in the Automobile Industry 3532 The Rise and Fall of J. Peterman Company 485 The Rise of Consortium Banking 4413 The Rise of Corporate Nationality 1743 Rise of the Blue-Collar Computer 5542 Rise of the Conglomerchant 3059 Rise of the Corporate Planner 3479 The Rise of the Industrial Executive 76 The Rise of Third World Multinationals 1765 Risk Analysis in Capital Investment 4622, 5468 Risk/Return: U.S. Industry Pattern 4643 Risk vs. Return in Pension Fund Investment 4717 Risking the Present for a Powerful Future: The Reinvention Roller Coaster 149 The Risky Business of Diversiﬁcation 4524 The Risky Business of Hiring Stars 1655 A Road Map for Natural Capitalism 3857, 3867 Roadblocks in the Path of Accounting 5424 Roadkill on the Information Superhighway 2587 The Robbins-Patman Law: Some Assumptions and Expectations 5137 Robinson-Patman Anti-Price Discrimination Law and the Chain Store 4964 Robots to Reduce the High Cost of Illness and Injury 5525 Robust Quality 5703 Rochester Focuses: A Community’s Core Competence 3658 Rocket Science Retailing Is Almost Here: Are You Ready? 3046 ROI for New-Product Planning 2933 Role of Economic Proﬁts in the Return of Investments 4104 The Role of Grievance Machinery in Union-Management Relations 1199 The Role of Paper Proﬁts in Industry 5415 The Role of Rate Making 4118 The Role of the Professional Director 236 Role Playing as a Sales Training Tool 3146 The Roots of Business Responsibility 5094

Title Index A Rose By Any Other Name 2699 Rotation Billing 5231 Round One: Union Versus Company Publications 1137 The Roundtable: Getting Results in Washington 5950 The Roundtable Statement on Boards of Directors 217 Rules to Acquire By 4472 Ruling the Net 2589 Run the Government Like the Best American Corporations 6053 Run Your Business or Build an Organization? 510 Russian Raw Materials: Converting Threat Into Opportunity 3933 Rx for a Lean and Hungary Staff 4631 Rx for Managerial “Shelf Sitters” 1732 Rx for Smaller Business 563 Safeguarding Your Critical Business Information 5575 Saints and Sinners in Foreign Investment 696 Salaries for All Workers 450 Sale and Lease-Back of Corporate Property 2439 Sales and Orders as an Aid in Forecasting 2802 The Sales Learning Curve 3129 Sales Management in the Field 3173 Sales Management: Retrospect and Prospect 3182 Sales Managers Must Manage 3167 Sales of War Surplusses to Speculators 4370 Sales Power Through Planned Careers 3165 Sales Promotion — Fast Growth, Faulty Management 2746 Sales to Farmers: A Glance Into the Future 3504 Salesmen’s Contracts 3185 The Same Old Principles in the New Manufacturing 5805 Save Money by Paying Workers’ Social Security Taxes 865 Save Your Information System from the Experts 5618 Saving IT’s Soul: Human-Centered Information Management 5680 Saving Money, Saving Lives 770 Saving Old Buildings Makes Economic and Cultural Sense 6087 Saving the Business Without Losing the Company 3317 Saving the Internet 5572 Saving Your Rookie Managers from Themselves 1661 Scanning the Periphery 3361 Scenarios: Shooting the Rapids 3759 Scenarios: Uncharted Waters Ahead 3760 The Schuman Plan 3992 Science and the Practical Arts 104 Science and Truth in Marketing Research 3201 Science, Logic and the Human Intercourse 1347 Science, Statistics, and Business 5497 The Scientiﬁc Complex — Proceed with Caution 6166 Scientiﬁc Management at Merck 4590 Scientiﬁc Management in Small Business 559

448 Scientiﬁc Marketing: Ideal and Order 2834 Scientiﬁc Routine for Stock Control 5320 Scientiﬁc Sampling in Business 3202 The Scientiﬁc Study of the Industrial Worker 6159 Scorched Earth: Will Environmental Risks in China Overwhelm Its Opportunities 3859 Score Against Capitalism 4082 Screen-Test Your Credit Risks 2433 Search for a “Leveraged Buyout” 4528 Search for a Managerial Philosophy 1343 Search for Common Ground 3876 Search Parties 3367 The Seasoned Executive’s Decision Making Style 1592 The SEC vs. Investors on Tender Offers 4525 A Second Career: The Possible Dream 602 The Second Generation of Speed 3294 Second in Command: The Misunderstood Role of the Chief Operating Ofﬁcer 2127 A Second Look at Japanese Product Development 5844 The Second Squeeze on Proﬁts 3409 Second Thoughts on Going Public 4707 The SEC’s Fight Against Unemployment 4805 Securing Lowest Total Freight Costs in Movement of Packing House Products 2531 Securities Act of 1933 and the British Companies Act 4822 Security Afﬁliates and Security Operations of Commercial Banks 4446 See Your Brand Through Your Customers’ Eyes 2365 Seeking Minority-Owned Businesses as Suppliers 12 Selecting a Small Business Computer 5622 Selecting Management Tools Wisely 1591 Selecting Proﬁtable Products 5489 Selecting Strategies That Create Shareholder Value 4916 Selection Bias and the Perils of Benchmarking 1949 The Selection of a Bank 4453 Selection of Channels of Distribution for Accessory Equipment 2546 The Selection of Security for Financing Automobile Dealers’ Purchases 2448 Self-Help from Japan 26 Self-Improvement for CEOs 89 Self-Regulation and the Law 4102 Selling Newspaper Space to National Advertisers 2322 Selling R & D to the Government 6028 Selling the Brand Inside 2363 Selling the 401(k) Plan to Employees 311 Selling the Idea of Free Enterprise 4096 Selling to the Moneyed Masses 2696 Selling Your Company: Additional Perspectives 4619 Senior Securities—Boon for Banks? 4421 Seniority: An Internal Union Problem 1153 Sense and Nonsense About Budget Deﬁcits 4132 Sense and Reliability: A Conversation with Celebrated Psychologist Karl E. Weick 1834

Sense and Sensitivity in Pricing 2964 Separation of the Buying and Selling Functions in a Department Store 3121 September 11, 2001: A CEO’s Story 1249 Sequel to Quasar Steller 5085 Sequel to “The Misﬁred Missive” 1483 Service Comes First 3218 Service Companies: Focus or Falter 3222 The Service-Driven Service Company 3220 The Service Factory 5725 Services Under Siege: The Restructuring Imperative 3219 Serving the World’s Poor Proﬁtably 2622 Set Up to Fail 1821 The Set-Up-to-Fail Syndrome 1864 Setting Criteria for R&D 2099 Setting Up Shop in Moscow 3551 The Settlement of Claims Under Lapsed Life Insurance Policies 5164 The Seven Ages of the Leader 1243 Seven Deadly Dangers in EDP 5660 Seven Fallacies in Marketing Logic 2836 The Seven Fallacies of Business in Politics 5980 Seven Rules of International Distribution 2625 Seven Surprises for New CEOs 2129 Seven Transformations of Leadership 1233 Sex Stereotyping in the Executive Suite 751 Sexual Harassment ... Some See It ... Some Won’t 743 The Shakedown 5049 Shall We Buy This New Machine? 2451 Shaping a Global Product Organization 677 Shaping Decisions with Systems Analysis 5450 A Shaping Hand 4398 Sharing Power at Eastern Air Lines 1092 Sharpen Your Number Sense 5464 Sharpening Inventory Management 5306 Sharpening the Intangibles Edge 5233 Sharper Focus for the Corporate Image 2393 Shelf Sitters Reexamined 1731 Shift from Brand to Product Line Marketing 2747 Shifting Role of the Product Manager 2749 A Shipper Looks at National Transportation Policy 2527 Shirt-Sleeve Approach to Long-Range Plans 3474 Shoring Up the Regulation of Electrical Utilities 4124 Short-Term Results: The Litmus Test for Success in China 2627 Short-Time Investments in Bonds by Commercial Banks 4458 Shortage of Skilled Labor 1026 A Shorter Working Day and a Minimum Wage 4101 Should Banks Buy Long Term Bonds? 4430 Should Banks Reprice Corporate Services? 4420 Should Business Tackle Society’s Problems 5969 Should CEO Pay Be Linked to Results 1535

449 Should Companies Centralize Procurement? 276 Should Europe Restrict U.S. Investment 1782 Should Industry Move South? 5759 Should Management Be Idealistic? 1432 Should Nonproﬁts Seek Proﬁts 1785 Should Not-for-Proﬁts Go Into Business? 1802 Should Smaller Companies Make Formal Plans 513 Should Strategy Makers Become Dream Weavers? 2563 Should the Anti-Trust Laws Be Modiﬁed? 4967 Should the Retiring CEO Stay on the Board? 220 Should This Team Be Saved? 2196 Should We Shrink the Health Care System? 792 Should We Trade with the Communists? 3987 Should You Hire an Internal Consultant? 2111 Should You Take Your Brand to Where the Action Is? 2373 Showdown in the Orient 4061 Showdown on Accounting Principles 5272 Showdown on Business Blufﬁng 5086 Shrinking Fast and Smart in the Defense Industry 6015 Shut Up and Stop Whining 2103 Siblings and Succession in the Family Business 487 The Side Effects of Planning 3482 Signiﬁcance of Car-Carrying Ships 4221 The Signiﬁcance of Productivity Data 5732 The Signiﬁcance of Rationalization: An Alternative View 5824, 5825 Signiﬁcance of Stock-Turn in Retail and Wholesale Merchandising 3123 Signiﬁcant Recent Accounting Literature 5279 The Silent Language in Overseas Business 2660 Silk Purses from Old Plants 5743 Silo Busting: How to Execute on the Promise of Customer Focus 3358 Silver and the Business Depression 3608 Silver: Its Status and Outlook 3737 Simple Estimates for Complex Work Loads 5469 Simple Rules for Making Alliances Work 3254 Simple Truths of Japanese Manufacturing 5812 A Simpler Way to Pay 444 Simplicity-Minded Management 1933 Simpliﬁcation: A Philosophy of Business Management 1354 Simulation for Production 5459 Simulation: Tool for Better Distribution 3277 Sin Bravely: The Danger of Perfectionism 1431 Singapore Invests in the Nation-Corporation 3614 Situational Theory of Management 1332 Six Basics for General Managers 1387 Six Business Lessons from the Pentagon 6027 Six Dangerous Myths About Pay 1513

Six Habits of Merely Effective Negotiators 4977 Six IT Decisions Your IT People Shouldn’t Make 5604 Six Lessons for the Corporate Classroom 597 Six Months of the N.R.A. 5143 Six Rules for Accurate Effective Forecasting 3757 Skate to Where the Money Will Be 3393 The Skeleton in the Corporate Closet 2997 Skilled Incompetence 1469 Skills of an Effective Administrator 651, 1411 Skyhooks 6131 Skyhooks with Special Implications for Monday Through Friday 6151 Sleep Deﬁcity: The Performance Killer 360 Small Business — A Community Problem 562 Small Business and Defense Contracts 5984 Small Business and Depression 3586 Small Business Development and Management 533 Small Business Eyes the Four-Day Workweek 882 A Small Business Is Not a Little Business 521 Small Business Wants Capital 564 Small Companies Can Pioneer New Products 2929 Small Company, Big Law Firm 5215 Small Company Budgets: Targets Are Key 5379 A Small Company Enters the European Market 2652 Small Company Finance: What the Books Don’t Say 4597 Small Hospitals Contract for Management Help 803 Small Manufacturing Enterprises 553 The Small Retailer: An Appraisal 565 The Smart Crash of October 19th 4855 Smart Customers, Dumb Companies 2368 Smart Patents 5170 Smart Product Design 2880 The Smart-Talk Gap 1462 Smarter Offshoring 5736 A Smarter Way to Buy 5303 A Smarter Way to Sell Commodities 2701 Smooth Your Earnings Growth Rate 4629 So You Think You Understand Revenues 4568 So You’re Going to Have a Planning Department! 3487 Social and Political Tendencies of the Present Day 5987 Social Audit of the Enterprise 898 Social Behavior in Industry 1929 The Social Cost of Fraud and Bankruptcy 4987 Social Cost/Beneﬁt Analysis for MNCs 1774 Social Scientists in the Plant 6135 The Social Security Act 353 Social Security Hobbles Our Capital Formation 3780 Social Security in France 352

Title Index The Social Signiﬁcance of Business 79 Social Welfare Challenge for Business and Labor 3783 Soft Goods Join the Retail Revolution 3068 Solve the Succession Crisis By Growing Inside-Outside Leaders 1635 Solving the Relief Problem 4269 Some Aspects of Chain Store Development 3118 Some Aspects of Corporate Management 251 Some Aspects of Public Utility Management 3848 Some Aspects of Public Utility Management and Regulation 3842 Some Aspects of Public Utility Rate Making 3843 Some Aspects of Reacquired Stock, 1931–1933 4686 Some Aspects of Reciprocal Purchasing 3521 Some Basic Managerial Responsibilities 5139 Some Books Published in 1975 About Business 46 Some Business Aspects of Adequate Transportation Service 4246 Some Commercial Aspects of Styles and Fashions in the Clothing and Textile Industries 3120 Some Economic Consequences of Commercial Bribery 5098 Some Effects of Automation 5558 Some Field Notes on Freight Absorption 2972 Some Financial Tendencies Among Leading Variety and Grocery Chains During the Past Decade 4884 Some Fundamental Aspects of Radio Broadcasting 2870 Some Impressions of the British Trade Association 1209 Some Legal Aspects of Merchandising 5151 Some Management Problems of Investment Trusts 4733 Some Practical Aspects of the Voluntary Arbitration of Labor Disputes 1213 Some Precedents in British Law and Practice for Safeguarding Securities 4826 Some Present Day Problems in Distribution 2535 Some Principles Underlying the Interpretations of an Industrial Relations Agreement 1210 Some Problems in Joint Cost 5372 Some Problems in Measuring Performance of Industrial Salesmen 3184 Some Recent Books Dealing with Public Administration 6077 Some Recent Changes in the Marketing of Consumer Goods 2777 Some Recent Corporate Solutions to the Undistributed Proﬁts Tax 5434 Some Relations Between Technical and Business Training 117 Some Street Railway Reorganizations 4244 Sophisticated Financing Tool: The Warrant 4640 Sound Slideﬁlms 1498 The Sounds of Executive Silence 1418 Sources of Industry Statistics 3341

Title Index Sources of Modern Businesses and Practice 80 Sources on Industrial Democracy 1111 Sources on Marketing 2819 Sources on Productivity 3714 Sources on Regulation 5105 Sources on the New Pension Law 325 Sourcing Abroad for Domestic Proﬁt 2657 South Africa: Beyond Fair Employment 3618 South Africa: White Managers, Black Voices 2013 Southern Industrial Development 3694 Soviet Accounting and Credit Systems 5300 A Soviet Economist Looks at U.S. Business 91 The Soviet Economy: Going to Siberia 3548 Soviet Marketing: Stronger Than We Think 3558 Space Technology: Pay-Off from SpinOff 6167 Spark Innovation Through Empathic Design 2896 Specialization by a Small Investment Banking House 4792 Specialize Your Salesmen! 3169 Speed Kills: Supply Chain Lessons from the War in Iraq 5836 Speed, Simplicity, Self-Conﬁdence: An Interview with Jack Welch 1977, 3373 Speeding Up Team Learning 2194 Spend a Day in the Life of Your Customers 2476 Spinning Out a Star 3422 Split Roles in Performance Appraisal 1696 Sports Sponsorships to Rally the Home Team 2347 Spotting Management Fads 1365 Spreading Purchases Among Low Bidders: Fligg Shoe Company 5866 Springboard to a Swan Dive 179 The Sputtering R&D Machine 2891 Squaring the Circle of the International Account 4013 Squeezing the Waste Out of Advertising 2304 Stabilization of Business in Germany 3646 Stabilizing Factory Employment 921 A Staged Solution to the Catch 22 2681 A Stake in the Business 829 Stalking the Entrepreneur 505 Standardized Resale Prices 5210 Standards of Care for Trustees 1814 Standards of Purchasing Performance 5863 Standing Receiver: A Major Step in Bankruptcy Reform 4996 Staple Yourself to an Order 2497, 2504 The Star Copper Company 3253 The Starbucks Effect 2894 Starting Over: Poland After Communism 3539 Starting Up in High Gear: An Interview with Venture Capitalist Vinod Khosla 479 The State and Its Subdivisions as Members of Business Corporations 6082 State Discriminatory Chain Store Taxation 4179

450 The State of American Management 2148 State-Owned Business Abroad: New Competitive Threat 4106 State Taxes Threaten U.S. Common Market 4153 The Statesman as CEO 1290 The Statistical Control of Business Activities 5484 Statistical Control of Inventories 5324 Statistical Normals and Economic Planning 3740 The Statistically Designed Experiment: A Tool for Process and Product Improvement 5493 Statistics for Production 5471 Statistics Takes a Second Breath 5478 Stay on the Q & A Offensive 1441 Stay Small or Get Huge: Lessons from Securities Trading 4856 The Staying Power of the Public Corporation 4800 Steadying the Worker’s Income 3789 A Stealthier Way to Raise Money 4766 The Steel Container as a Method of Handling Freight 2536 Steel to Meet Our Needs 4332 Steering DP Through a Recession 5629 Step-By-Step Through a Union Campaign 1100 Stepping Out of Glass Slippers 740 Steps in Long-Range Planning 3494 Stereotype of the Salesman 3162 Stick to the Core: Or Go for More? 3211 Stick with Your Vision 1937 Stimulate Your Executives to Think Creatively 1027 Stimulating Private Investment Abroad 4749 Stock Dividends 4701 Stock Dividends: Capital or Income 4704 The Stock Market in Perspective 4872 Stock Market Signals to Managers 4596 Stock Options Are in the Public Interest 1561 Stock Options at the Crossroad 1556 Stock Options for Outside Directors 226 Stock Options of Executives 1582 Stock Options Should Be Valued 1560 Stock or Cash? The Tradeoffs for Buyers and Sellers in Mergers and Acquisitions 4494 Stock-Outs Cause Walkouts 3043 Stock Prices, Beta, and Strategic Planning 4608 Stock Splits in a Bull Market 4871 The Stock Turn Fetish 3090, 5321 Stockholders Rebellion 4925 Stocks vs. Bonds vs. Life Insurance Investments During the Depression 4727 Stop Fighting Fires 1855 Stop Kissing Frogs 3389 Stop Making Plans: Start Making Decisions 3446 Stop Taxing Away Big Companies’ Talent 1519 Stop Wasting Valuable Time 2130 Store–Door Delivery 2537 Storefront Distribution for Industrial Products 5305 A Story of Executive Relationships 2118 Storytellers’ Ethics 5065

Storytelling That Moves People: A Conversation with Screenwriting Coach Robert McKee 1451 Straight Talk from the New CEO 2149 Strategic Analysis for More Proﬁtable Acquisitions 4523 A Strategic Approach to Climate 3856 A Strategic Approach to Managing Product Recalls 2472 The Strategic Beneﬁts of Logistics Alliances 2505 Strategic Choices for Newly Opened Markets 4112 Strategic Choices in Diversiﬁed MNCs 1771 Strategic Factors in Plant Location 5764 Strategic Hurdle Rates for Capital Investment 4633 Strategic Insight in Three Circles 3265 Strategic Intensity 3287 Strategic Intent 3447, 3462 Strategic Management for Competitive Management 3307 Strategic Planning — Forward in Reverse? 3466 Strategic Planning in Conglomerate Companies 3439 Strategic Planning in Diversiﬁed Companies 3476 The Strategic Power of Saying No 484 Strategic Renewal for Business Units 3427 Strategic Sourcing: From Periphery to the Core 3259 Strategic Sourcing: To Make or Not to Make 5867 Strategic Stories: How 3M Is Rewriting Business Planning 3452 Strategies for a Technology-Based Business 3406 Strategies for Allocating Funds 4648 Strategies for Diversiﬁcation 2770 Strategies for High Market-Share Companies 2675 Strategies for Market Share Businesses 2674 Strategies for Self-Education 2165 Strategies for Staying Competitive 3272 Strategies for Survival in the Hospital Industry 786 Strategies for Surviving a Shakeout 3371 Strategies for Two-Sided Markets 3255 Strategies for Using Programmed Instruction 2262 Strategies of Effective Interviewing 1490 Strategies That Fit Emerging Markets 3920 Strategies to Crack Well-Guarded Markets 2685 Strategies to Fight Low-Cost Rivals 3359 Strategy & Society: The Link Between Competitive Advantage and Corporate Social Responsibility 1992 Strategy and the Internet 2561 Strategy and the New Economics of Information 2811 Strategy and Your Stronger Hand 4474 Strategy as a Portfolio of Real Options 4580 Strategy as Active Waiting 3285 Strategy as Ecology 84 Strategy as Revolution 50 Strategy as Simple Rules 3450 Strategy as Stretch and Leverage 3302 Strategy for Divestments 4645

451 Strategy for Financial Emergencies 3484 Strategy for Winning Employee Commitment 2259 The Strategy Gap in Not-for-Proﬁts 201 Strategy in Industrial Location 5765 Strategy in Managing International Sales 3159 Strategy Is Different in Service Businesses 3229 Strategy Lessons from Left Field 1741 The Strategy of Hate 4317 The Strategy of Industrial Peace 1197 The Strategy of Price Deals 2963 The Strategy of Product Policy 2772 Strategy of Product Quality 2766 Strategy-Technology Connection 5688 The Strategy That Wouldn’t Travel 140 Strategy Under Uncertainty 3454 Strategy vs. Tactics from a Venture Capitalist 4770 Strengthening the Functions of Internal Auditors 5240 Stretching the Span of Management 1315 Strikes Cost More Than You Think 1103 Strikes in Essential Industries: A Way Out 1161 Structural Features of Shop-Committee Plans 1214 Struggle for Ethics in Public Relations 2055 Studies of Defense Contracting 6029 Studies of the Soviet Economy 3557 A Study in Investment Values of Industrial Bonds 4468 Study in Management Prerogatives. A 419 The Study of the Past: Its Uses and Its Dangers 6199 A Study of the Policy of Dividend Stabilization 4702 Study of Weights in Chain and Independent Grocery Stores in Durham, North Carolina 5096 Style Changes: Cyclical, Inexorable, and Foreseeable 2792 Subcontracting: The Current Problem 4338 Subcontracting: A Device for Expansion 5790 Subordinate Financial Policy to Corporate Strategy 4607 The Subordinate’s Predicaments 1883 The Subsidiary Corporation: Its Use and Abuse 3444 A Substitute for Stated Capital 4681 Succeeding in Saudi Arabia 3966 Success and Executive Skills 641 Success That Lasts 583 Successful Change Programs Begin with Results 152 Successful Corporate R&D 2078 Successful Distribution Through Exclusive Wholesalers 2547 Successful Experience: Training HardCore Unemployed 2260 Successful Sales Techniques 3178 Successful Wives of Successful Executives 647 Succession and Failure 1654 The Successor’s Dilemma 1664 Successors to the Qualiﬁed Stock Option 1527 Sugar: Prince or Pauper 3522 The Superefﬁcient Company 1954 The Supermarket 3086

Supermarkets Face the Future 3072 Supervision: Substance and Style 1730 The Supervisor: Member of Two Organizational Families 1736 Suppliers — Manage Your Customers 2600 Supply and Brand 5835 Supply Chain Challenges: Building Relationships 5837 Supplying the Search for Four-Leaf Clovers 4520 Supreme Court and Business Planning 5202 Surface Transport: Middle-of-the-Road Solution 4186 The Surprising Case for Low Market Share 2673 The Surprising Economics of a “People Business” 3206 Surveys of Retail Shopping 3074 A Survival Guide for Leaders 1253 The Survival of Free Enterprise 4097 Survival of the European Headquarters 685 Survival Tactics in a Hostile Environment 3339 Surviving in the New Economy 984 Surviving Success: An Interview with the Nature Conservancy’s John Sawhill 1796 Surviving Your New CEO 569 Sustainable Advantage 2726 Sustainable Growth the DuPont Way 2001 Swapping Business Skills for Oil 2006 Swarm Intelligence: A Whole New Way to Think About Business 1853 Sweden: Where Employers Compromise 916 Sweeping Changes in Distribution 2517 Swords and Ploughshares 4389 Swords into Plowshares 3682 Symbiotic Marketing 2928 Symbols for Capitalism 4089 Symbols for Sale 2798 Syndication: The Emerging Model for Business in the Internet Era 5589 Synthetic Rubber 5936 System of Control for Chain Stores: The Corsom Company 3116 Systematic Approach to Finding Export Opportunities 2647 Systems Approach to City Planning 6094 Systems Approach to Marketing 2759 T-Groups for Organizational Effectiveness 631 The Tactics of Strategic Opportunism 1607 Tactics of Takeover Bids 4546 Tactics to Employ When a Lawsuit Looms 5199 Tailor Executive Development to Strategy 600 Tailor Incentive Compensation to Strategy 1541 Tailored Logistics: The Next Advantage 2503 Tailored Trade: Dealing with the World as It is 3946 Take Another Look at Regional U.S. Growth 3673 Take Command of Your Growth 5330 Take Responsibility for Climate Change 3858

Title Index Take the Money and Run 4761 Take Your Third Move First 3267 Taken Over, Turned Over 4511 Takeover Reform: Common Sense from the Common Law 4512 Takeovers: Folklore and Science 4518 Takeovers: Last Chance for Self-Restraint 4516 Taking Charge in Washington 6055 Taking Hold of Change 160 Taking on the Hostile Media 3008 Taking on the Industry Giant 526 Taking Stock 4902 Taking Technology to Market 2916 Taking the Bias Out of Bean Counting 5237 Taking the Cake 5015 Taking the Mystery Out of Investor Relations 4903 Taking the Stress Out of Stressful Conversations 1457 Taking Time in Evaluating Jobs 1056 Tales from a Nonconformist Company 496 Taming Wildcat Strikes 1128 The Tangle of Ethics 6137 Tap Your Subsidiaries for Global Reach 673 Tapping a Risky Labor Pool 1784 Tapping Eastern Bloc Technology 2915 Tapping New Sources of Knowledge 643 Tapping the Full Potential of ABC 5335 Target Information for Competitive Performance 5523 Target the Almost Rich 2404 Task Teams for Rapid Growth 2209 Tax Favoritism to Cooperatives 3830 The Tax on Undistributed Income 4178 Tax Program for Sustained Mobilization 4162 Tax Revisions for Reconversion Needs 5432 Tax Speedups & Corporate Liquidity 4150 Tax Uncertainties in Corporate Financing 5433 Taxation and New Product Development 4165 Taxation and Stability: Guidance from Sweden 4156 The Taxation of Capital Gains 5435 Taxation of Cooperatives 3506 Taxes and Mergers 4551 Teaching Smart People How to Learn 990 Team at the Top 2166 Team Management of Pension Money 4716 The Team That Wasn’t 2202 Teamwork for Today’s Selling 3144 Technological Competition: Europe vs. U.S. 6165 Technological Forecasting 5934 Technology and Human Vulnerability: A Conversation with MIT’s Sherry Turkle 5673 Technology as a Competitive Weapon 2081 Technology Fusion and the New R&D 2074 Technology in the Manager’s Future 5690 Technology Integration: Turning Great Research Into Great Products 2897

Title Index Technology Transfer by Multinational Companies 3973 Telecom: Hook Up or Lose Out 5668 Telecommunications: Its Impact on Business 5669 Teletypewriter Service on an Exchange Basis 2939 Television for Business Meetings 1503 Television: Techniques and Applications 2866 Telling Tales 1448 Tempo of Transportation 4205 The Ten Deadly Mistakes of WannaDots 2564 Ten Ideas Designed to Rile Everyone Who Cares About Management 1371 Ten Problems That Worry Presidents 2172 10 Ways to Create Shareholder Value 4899 Tender Offers to Buy Back Odd Lot Holdings of Stock 4917 Tension Can Be an Asset 1013 Terminal Costing for Better Decisions 5357 The Territorial Hunger of Our Major Banks 4410 Test for the Fainthearted 473 Test Marketing in New Product Development 2919 Testing Advertising 2334 Testing for Ability in Management 2179 Testing the Effectiveness of Advertisements 2344 Tests for Test Marketing 3200 The Tests of a Good Salesperson 3143 The Tests of a Prince 1636 Theater Tools for Team Building 2192 The Theory and Practice of Administration 1346 Theory and Practice of Planning 3483 The Theory of a Business Policy Audit 174 A Theory of Industrial Conduct and Leadership 1216 The Theory of the Business 1965 There’s Gold in Them Bills 5213 They Bought In, Now They Want to Bail Out 5602 They’re Not Employees, They’re People 835 Thinking About Artiﬁcial Intelligence 5928 Thinking Real: Living with FASB 33 5263 Third Generation, PERT/LOB 5438 Third-World Families at Work: Child Labor or Child Care? 2007 The Thirteen Month Calendar 5280 This Competitive World 3984 Those Million-Dollar-a-Year Executives 1522 The Threat of Inﬂation 4038 Threat of the Walsh-Healey Act 1154 Threat to Our Patent System 5191 Three Approaches to Organization 1915 3-D Negotiation: Playing the Whole Game 4973 Three Essentials of Product Quality 5911 Three Experiments with Small Loan Interest Rates 2445 Three Questions You Need to Ask About Your Brand 2361 Three Vice Presidents in Mid-Life 2225 Thriving in a Recession 3342

452 Thriving Locally in the Global Economy 3653, 3930 Through the Organizational Looking Glass 1882 Tie Salesmen’s Bonuses to Their Forecasts 3155 Tie Small Business Technology to Marketing Power 534 Tight-Money Financing 4635 Tight Money Won’t Work 4026 Tight Rein, More Stress 1722 Tightening the Federal Purse Strings 6066 Tightening Work Standards 1435 Til Business Us Do Part? 6125 Time and Motion Regained 1046 Time Deposits 4443 Time-Driven Activity-Based Costing 5329 A Time for Growth 3388 Time Out from Tension 2229 Time Pacing: Competing in Markets That Won’t Stand Still 2709 Time Sharing Takes Off 5651 Time — The Next Source of Competitive Advantage 5887 Time to Reform Job Shop Manufacturing 5804 Timing of Capital Production and the Need for Forecasting 3592 Timing Your Retirement 341 Tinkham Littell, Inc.: The Organization of a Sales Force 3190 Tipping Point Leadership 1248 To Build a Winning Team 2205 To Counter Tender Offers, TLC for Shareholders 4531 To Diversify or Not to Diversify 3425 To Prevent a Chain of Super-Watts 6093 To Reach China’s Consumers, Adapt to Guo Qing 2630 To Succeed in the Long Term, Focus on the Middle Term 2874 To Thine Own Staff Be Agreeable 1939 Today the Shopping Center, Tomorrow the Superstore 3058 Today’s Executive: Private Steward and Public Servant 2019 Today’s Options for Tomorrow’s Growth 4604 Today’s Real Estate Market 4844 Tomorrow: Omnicenters on the Landscape 6091 Too Big to Fail?: Walter Wriston and Citibank 4390 Too Far Ahead of the IT Curve 5670 Too Much Management, Too Little Change 1077 Too Old or Not Too Old 164 Too Old to Learn 2567 Too Soon to IPO? 4705 A Tool for Management Control 4877 Tooling Up for the Aeronautic Age 6174 The Tools of Cooperation and Change 119 The Top Executive: A Firsthand Proﬁle 653 Top Executive Pay: New Facts & Figures 1550 Top Executives Are Worth Every Nickel They Get 1520 Top-Level Approach to the Foreign Exchange Problem 4742 Top Management and Computer Proﬁts 5658

The Top of the World Is Flat 6124 Top Priority: Renovating Our Ideology 59 Toqueville Revisited: The Meaning of American Prosperity 6113 Torment Your Customers (They’ll Love It) 2704 Tough-Minded Ways to Get Innovative 948, 995 The Tough Work of Turning Around a Team 2199 Tougher Program for Management Training 638 Toward a Career-Resilient Workforce 1044 Toward a More Effective Enterprise 1021 Toward a New Liberalism 5998 Toward a Theory of High Performance 1948 Toward an Apartheid Economy 3707 Toward an Effective Industrial Policy 3675 Toward Better Advertiser-Agency Relations 2313 Toward Managing Social Conﬂict 6130 Toward Professionalism in Business Management 60 Toward Self-Reliance in Retirement Planning 312 Toward the New Balance Sheet 5262 The Toxic Handler: Organizational Hero and Casualty 1859 Toxic Reckoning: Business Faces a New Kind of Fear 5003 The Trade Association and Its Place in the Business Fabric 3243 Trade Association Practices and AntiTrust Law 3237 Trade Barriers Within the United States 5132 Trade-Offs in the New Bankruptcy Law 4990 Trade Secrets: What Price Loyalty? 5183 Trade Statistics and Public Policy 5211 Trade Unionist Appraises Management Personnel Philosophy 1155 Trade Unions: Romance and Reality 1130 Trafﬁc: Clear Signals for Higher Proﬁts 2518 Train Executives While They Work 655 Train Your Memory 654 Training for Leadership in a Democracy 109 Training Supervisors in Human Relations 1737 Training Within Industry 4319 Transcendental Aspects of Business 67 Transcending Business Boundaries: 12,000 World Managers View Change 6180 Transferring Power in the Family Business 535 Transferring Research Results to Operations 2093 The Transformation of Investment Banking 4781 Transformation of the German Railway System Since the World War 4248 Transformed Utilities: More Power to You 3809 Transforming a Conservative Company 955 Transforming an Industrial Giant 1744 Transforming Corner Ofﬁce Strategy Into Frontline Action 1458

453 Transforming Life, Transforming Business: The Life-Science Revolution 6163 The Transition Meeting: A Technique When Changing Managers 1685 Translating Foreign Currencies 5269 Transport Coordination and Rate Policy 4213 Transportation and National Policy 4203 Transportation Developments and the North Atlantic Ports 4220 Transportation for War 4299 The Transportation Problem 4195 Transportation’s Labor Crisis 1123 Trappings vs. Substance in Industrial Marketing 2608 A Traveler’s Guide to Gifts and Bribes 5066 Tread Lightly Through These Accounting Mineﬁelds 5394 Treasury Bills 4882 The Treasury Threatens Corporate Balance Sheets 4138 Trend of Soviet-German Commercial Relations and Signiﬁcance 4012 Trend to Fleet Leasing 2438 Trends in Administration 656 Trends in European Management 1328 Trends in Executive Compensation 1564 Trends in Large Scale Retailing 2534 Trends in Merger Activity 4955 Trends in Personnel Administration 922 Trends in the Cost of Capital 4672 Trends in the Supply of Equity Capital 4676 Trial By Fire Transformation: An Interview with Globe Metallurgical’s Arden C. Sims 3398 The Triple-A Supply Chain 5834 The Trojan Horse of Population Growth 2421 Trouble in Paradise 665 The Trouble I’ve Seen 4487 The Trouble with Proﬁt Maximization 3411 Troubles Ahead in Emerging Markets 3929 Trust and the Virtual Organization 1867 Trust Busting in Japan 4359 Trust Companies and Legal Practice: A Jurisdictional Problem 5225 The Trusteed Estate 5041 The Truth About Mentoring Minorities: Race Matters 714 The Truth About Private Equity Performance 4757 The Tug-of-War 5828 Turn Customer Input Into Innovation 2808 Turn Public Problems to Private Account 2036, 4063 Turn Your Industrial Distributors Into Partners 3245 Turn Your Truck Fleet Into a Proﬁt Center 5103 Turnaround for the Public Schools? 6187 Turnaround Management Every Day 3271 Turnaround Value of Values 1381 Turning an Industry Inside Out: A Conversation with Robert Redford 126 Turning Gadﬂies Into Allies 5940 Turning Goals Into Results: The Power of Catalytic Mechanisms 1621

Turning Great Strategy into Great Performance 1947 Turning Negotiation into a Corporate Capability 4979 Turning the Supply Chain into a Revenue Chain 5840 Turning Your Budgeting Process Upside Down 5375 TV and Public Service: A Proposal for Action 2864 Twelve Fables of Research Management 2092 Twenty Years 108 Twenty Years of Corporate Earnings 3344 Two Concepts of Accounting 5426 Two Different Types of Industrial Research 5498 Two Executives, One Career 707 Two Experiments in France 3632 Two Financial Roads Leading Out of the Depression 3607 Two-Way Contracting 3246 Two Women, Three Men on a Raft 722, 748 Two Years of Advertising Books 2328 Two Years of Books on Transportation 4211 Types of Investment Trust Collateral and Securities 4893 The Tyranny of Special Interests 5991 The Tyson Case 5147 The Ubiquitous Computer Book 5625 The Ultimate Creativity Machine: How BMW Turns Art Into Proﬁt 962 The Ultimately Accountable Job: Leading Today’s Sales Organization 3128 Unbundling the Corporation: Customer Relations, Product Innovation and Infrastructure Functions 1960 Uncle Sam Institutionalizes Technology Assessment 3680 Uncle Sam Needs Help from Business in Cutting Ofﬁce Costs 6062 Uncommon Decency: Paciﬁc Bell Responds to AIDS 2009 Uncover Hidden Value in a Midsize Manufacturing Company 4481 Uncovering Your Hidden Occupancy Costs 4830 Understanding Competence at Work 1038 Understanding Customer Experience 2455 Understanding D&O Insurance Policies 5156 Understanding Distributed Data Processing 5595 Understanding Economic Growth 3684 Understanding Leadership 1237, 1299 Understanding Mad Hatter Finance 31 Understanding “People” People 1034 Understanding the Consultant’s Role 2115 Understanding Union Administration 1179 Understanding Union Attitudes 911 Understanding What Your Sales Manager Is Up Against 3135 Understanding Your Organization’s Character 1894 The Undistributed Proﬁts Tax in the Fiscal System 4177 An Uneasy Look at Performance Appraisal 293, 301 Uneasy Partnership: SEC/NYSE 4811

Title Index Unemployment Insurance: Time for Reform 4261 Unemployment Reconsidered 4259 The Unemployment Trust Fund 3792 The Uneven Record of Employee Ownership 412 The Unexpected Beneﬁts of SarbanesOxley 5100 Unexplored Assets for Diversiﬁcation 3441 Unhuman Organizations 1913 The Uniﬁcation of Railroad Terminals 4225 Uniform Code for Consumer Credit 4561 Uniform Regulation and Control of Commerce 6080 Uniformity in Accounting 5273 Union Inroads in Marketing Decisions 1124 Union Interest in Engineering Techniques 1177 Unionism and Production in the Bituminous Coal Industry 1212 Unionism: Past and Future 1131 Unionization of Foreman 1740 Unions’ Expanding International Coordination 1112 Unions’ Financial Reporting 1163 U.S. Agribusiness Breaks Out of Isolation 3498 U.S. Banks Abroad: One Stop Shopping? 4412 The U.S. Businessmen Faces the Soviet Spy 5976 U.S. Competitiveness: The Policy Tangle 3666 U.S. in the Mirror 4088 U.S. Industrial Policy: Inevitable and Ineffective 3656 The United States Intercoastal Shipping Conference 5144 U.S. Marketers Can Learn from European Innovators 2924 U.S. Style of Life Invades Europe 2654 U.S. Trade Policy Needs One Voice 3672 U.S. Versus Latin America: Business & Culture 1420 Unity as an Educational Ideal 110 The Unknown Quantity in Marketing 2337 The Unknown Vietnam Vet Manager 8 Unleash Innovation in Foreign Subsidiaries 1748 Unleashing the Power of Learning 974 Unlikely Partners: Company, Town, and Gown 6186 An Unmanaged Computer System Can Stop You Dead 5628 The Unpaid Local Leader 1151 Unreal Options 1364 Unrealized Potential in Growth Sites 4874 Unshackle Your “Comers” 1683 Untethered Data 5576 Up and Down the Communications Ladder 1478 Up to Code: Does Your Company Meet World Class Standards? 1993 Upgrade Your Company’s Image and Valuation 5178 The Upside of Falling Flat 3419 Upturn in Executive Compensation 1555 Urban Aid for Financing Small Businesses 3677

Title Index Urgent Questions About the Stock Market 4813 Us vs. Them: The Mineﬁeld of Comparative Ads 2276 Usability: The New Dimension of Product Design 5880 Use Advance Agreements to Minimize Owner Discord 520 The Use and Limitations of Psychological Tests 309 Use and Misuse of Authority by Federal Agencies 6070 Use Joint Ventures to Ease the Pain of Restructuring 4500 Use LIFO to Offset Inﬂation 5309 The Use of Advertising During the Depression 2339 The Use of Contests Among Salesmen 3188 Use of Exclusive Retail Agencies 3115 Use of Financial Ratios 4691 Use of Newspapers by National Advertisers 2323 Use of Opinion Research 2844 Use of Sales Aptitude Tests 3181 Use of Tests in Employee Selection 910 Use Your Hidden Cash Resources 5406 Uses and Misuses of Strategic Planning 3465 Using Credit for Proﬁt Making 2434 Using Derivatives: What Senior Managers Must Know 4587 Using Export Specialists to Develop Overseas Sales 2644 Using the Balanced Scorecard as a Strategic Management System 5334 Using VoIP to Compete 5665 The USSR’s Role in International Finance 3565 Utility Rates 4119 Utility Theory — Insights Into Risk Taking 5461 The Utilization of an Acquired Competitive Brand 4556 Utilization of Older Manpower 907 The Utilization of Water Power in France 4129 Utopians in the Marketplace 2035 Vaguely Right’ Approach to Sales Force Allocations 3160 Valuation Matters 4904 Valuation Myopia in the Stock Market 4860 Valuation of Plates and Publishing Rights 5195 Value Acceleration: Lessons from Private-Equity Masters 4762 Value Added Tax: The Case Against 4148 Value Added Tax: The Case For 4149 The Value-Adding CFO: An Interview with Disney’s Gary Wilson 4593 The Value Captor’s Process: Getting the Most Out of Your New Business Ventures 3418 Value Innovation: The Strategic Logic of High Growth 3457 Value Orientation: The Strategic Logic of High Growth 2693, 3448 Values in Tension: Ethics Away from Home 5057 Values Make the Company: An Interview with Robert Haas 1973 Varieties of Labor Relations 1162 Vast Wasteland Revisited 2862

454 Venture Capital Becoming More Widely Available 4780 Venture Out Alone 1745 Venturing Corporations — Think Small to Stay Strong 3432 Versioning: The Smart Way to Sell Information 2583 Vertical Integration in the Oil Industry 3834 The Very Model of a Modern Senior Manager 1642 The Very Real Dangers of Executive Coaching 587 A View of the British Employment Exchanges 4272 View Your Customers as Investments 2490 Viral Marketing for the Real World 2684 Virtual Shopping: Breakthrough in Marketing Research 2812 The Virtue Matrix: Calculating the Return on Corporate Responsibility 1999 Virtuoso Teams 2185 Virtuous Capital: What Foundations Can Learn from Venture Capitalists 1791 Visible Management at United Airlines 1408 The Vision Trap 3461 Vital Truths About Managing Your Costs 5338 Vitalize Black Enterprise 19 A Voice of Experience: An Interview with TRW’s Frederick C. Crawford 1376 Volatile Exchange Rates Can Put Operations at Risk 3571 Voluntary Control of Unfair Business Practices 5028 The Wage Bargain and the Minimum Wage Decision 3794, 5212 Wage Policies and Employment 465 Wage Policies of Industrial Unions 1191 The Wage-Setting Dilemma 463 Wage Stabilization from Labor’s Viewpoint 1152 Wage Systems: An Appraisal 466 Wages and Prices by Formula? 4030 Wagon Masters and Lesser Managers 1389 The Waiting Period Under the Securities Act 4819 Waking Up IBM: How a Gang of Unlikely Rebels Transformed Big Blue 964 The Waldman Company 2984 A Walk on the Supply-Side 4141 Walking the Talk at Swiss Re 3851 Want Collaboration?: Accept and Actively Manage Conﬂict 1826 Want to Perfect Your Company’s Service?: Use Behavioral Science 2467 Wanted: Chief Ignorance Ofﬁcer 2249 Wanted: Mature Labor Leaders 1175 Wanted: Mature Managers 1711 The War Against the Check 4402 The War and British Workers 4329 War and Peace in Labor Relations 1136 War Demands on the Labor Supply 4335 War Planning and Industrial Mobilization 6049 War, Radio, and the Radio Industry 4285 The War’s Impact on Urban Transit Systems 4198

Wartime Handling of Labor Disputes 1174 Wartime Inﬂation and Department Stores 4291 War-Time Labor Productivity 4349 Wastepaper 4314 Watch Earnings, Not the Ticker Tape 4863 Watch Your Expense Accounts 5093 Watch Your Minutes 5430 Water Transportation in the United States 4227 A Way to Move Welfare Recipients Into the Work Force 3781 The Way to Win in Cross-Border Alliances 1754 The Way Up from Reagan Economics 4139 The Ways Chief Executive Ofﬁcers Lead 1277 Ways Women Lead 1284 We Can Live with Inﬂation 4027 We Don’t Have the Accounting Concepts We Need 5276 We Don’t Need Another Hero 1264 We Googled You 1639 We Need a National Materials Policy 3824 Wealth Happens 4064 The Wealth of Adam Smith 4073 Weapon System Contracting 6034 Web Attack 3000 Web Site Blues 2581 Web Surveys’ Hidden Hazards 3193 Weighing Risk in Capacity Expansion 5748 The Weird Rules of Creativity 954 Welcome Abroad (But Don’t Change a Thing) 1659 Welcome Back, Mom and Pop Networks of Small Stores 3048 Welcome to the Bazaar 2946 Welcome to the Experience Economy 3213 Welcome to the New World of Merchandising 3044 The Well-Read Manager 619 We’re All In This Together 5829 What a Star: What a Jerk! 375 What Arbitrators Think About Technology Replacing Labor 1091 What Are Ethical Marketing Practices 5082 What Are the Risks in Risk Analysis? 3377 What Asbestos Taught Me About Managing Risk 5002 What Becomes an Icon Most? 2360 What Books Do Presidents Read 625 What Business Are You In? 2686 What Business Can Learn from Nonproﬁts 1799 What Business Learns from War 4297 What Business Thinks About Employee Rights 869 What Businessmen Need to Know About the Student Left 6133 What Can Business Games Do? 3279 What Can CEOs Do for Displaced Workers? 274 What Can the Employer Do to Encourage Savings and Wise Investment by Industrial Employees? 421 What Can We Do About Depressions? 3590

455 What Can We Expect from Pensions? 334 What Consumerism Means for Markets 5024 What Counts Most in Motivating Your Sales Force? 3152 What Do Bond Yield Differentials Forecast? 4465 What Do Managers Know, Anyway? 2134 What Do Men Want? 724 What Do You Mean I Can’t Write? 1489 What Do You Mean You Don’t Like My Style? 1473 What Do You People Want? 6132 What Does It Mean to Be Green? 3875 What Does the R&D Function Actually Accomplish? 2080 What Drives the Wealth of Nations? 3928 What Economists Don’t Know About Wages 456 What Effective General Managers Really Do 2139, 2154 What Employees Want from Their Work 1080 What Every Business Can Do About Housing 2011 What Every CEO Should Know About Creating New Businesses 3421 What Every Executive Needs to Know About Global Warming 3864 What Every Leader Needs to Know About Followers 1217 What Every Marketer Should Know About Women 2412 What Executives Should Remember 573 What Future for the Conglomerate 3436 What Great Managers Do 1359 What Happened to the Computer Revolution? 5522 What Happens When Our Oil and Gas Run Out? 3826 What Harm has FASB 8 Actually Done? 5266 What Health Consumers Want 762 What Helps or Harms Promotability 1697 What High-Tech Managers Need to Know About Brands 2371 What Holds the Modern Company Together? 1865 What I Learned from Warren Buffett 4854 What Is a Corporate Social Audit? 2033 What Is a Global Manager? 1363, 1373 What Is an Executive Worth? 1562 What Is “Fair Pay” for the Executive 1544 What Is Science Good For? 6162 What Is Strategy? 3297 What Is the Cost to You of Conserved Energy? 3811 What Is the Manager? 1426 What Is the Position of British Industry 3645 What Is the Real Impact of Advertising?” 2292 What Is the Right Supply Chain for Your Product? 5842 What Is Work? 1911 What It Means to Work Here 824 What It’s Like to Be a Black Manager 753 What Job Attitudes Tell About Motivation 401

What Killed Bob Lyons? 2226, 2232 What Kind of Corporate Modeling Works Best? 3274 What Kind of Cost System Do You Need? 5346 What Kind of Management Control Do You Need? 5353 What Leaders Really Do 1259, 1285 What Makes a Company Global 1750 What Makes a Good Salesman? 3125, 3166 What Makes a Leader? 1239, 1272 What Makes Advertising Effective? 2293 What Makes America Exceptional? 263 What Makes an Effective Executive 580 What Makes Great Boards Great? 184 What Makes Research Sterile? 6171 What Managers Think of Participative Leadership 1416 What Men Think They Know About Executive Women 705 What Motivates Business Buyers? 3029 What Price Human Relations 6148 What Price Success? 621 What Price Volume? 4320 What Really Makes Factories Flexible 5723 What Really Works 1953 What Role for College Trustees? 6188 What Role for European HQ — and Where? 1775 What Serves the Customer Best? 2879 What Should Audit Committees Do? 219 What Should “Cost” Mean? 5354 What Should Unions Do? 1088 What Stakeholders Demand 3854 What Strategy Can Do for Technology 3372 What the CEO and Board Expect of Each Other 215 What the Competition Is Doing: Your Need to Know 5081 What the Hell Is “Market Oriented’? 2720 What the Radical Economists Are Saying 3795 What the Worker Really Thinks of His Union 1145 What Titans Can Teach Us 475 What to Ask the Person in the Mirror 570 What to Do About the Discount House 3073 What to Do with All Those Micros 5620 What to Expect from Teleconferencing 5526 What Today’s Directors Worry About 218 What Venture Trends Can Tell You 86 What We Can Learn from Japanese Management 1419 What We Don’t Know About Soviet Management 1383 What Will Research Bring About? 2096 What Will They Think of Next 5243 What Will We Do When the Well Runs Dry? 3877 What Working for a Japanese Company Taught Me 1382 What You Don’t Know About Making Decisions 1602 What You Need to Know About Fund Raising 262 What You Need to Know About Stock Options 1511

Title Index What Young People Think About Managers 58 What Your Leader Expects of You 2125 Whatever Happened to Rosie the Riveter? 726 Whatever Happened to the Take-Charge Manager? 1372 What’s a Business For? 49 What’s a PR Director For, Anyway? 3010 What’s Ahead for Social Security 3791 What’s Ahead for the Business-Government Relationship 5960 What’s Ahead for the Hotel Industry 3347 What’s Ahead in Information Technology 5548 What’s Coming in Labor Relations? 1107 What’s Different About Conglomerate Management? 3435 What’s Happening to the U.S. Lead in Technology 2085 What’s He Waiting For? 1665 What’s Holding Women Back? 710 What’s It Worth? A General Manager’s Guide to Valuation 4584 What’s Stiﬂing the Creativity at Coolburst? 975 What’s the Matter with Business Ethics? 5059 What’s Wrong with Executive Compensation? 1509 What’s Wrong with Price-Level Accounting 5286 What’s Wrong with Strategy? 3455 What’s Your Excuse for Not Using JIT? 5847 What’s Your Project’s Real Price Tag? 4573 What’s Your Real Cost of Capital 4574 What’s Your Return on Knowledge? 931 What’s Your Story? 579 What’s Your Strategy for Managing Knowledge? 971 Wheels for Defense 4351 When a Business Leader Joins a Nonproﬁt Board 1797 When a New Manager Stumbles, Who’s at Fault? 1669 When a New Manager Takes Charge 1357, 1679 When a Turnaround Stalls 3368 When All the Banks Closed 4433 When an Executive Defects 5173 When Being Green Backﬁres 3852 When Bots Collide 2571 When Business Is a Conﬁdence Game 590 When Company Values Backﬁre 1839 When Compulsory Retirement at 65 Is Ended 323 When Consultants and Clients Clash 2108 When Consumers Buy at “Wholesale” 2849 When Corporate Venture Capital Doesn’t Work 4774 When Crowds Aren’t Wise 6108 When Deferred Compensation Doesn’t Pay 1554 When Employees Make Concessions 1097 When Employees Run the Company 413 When Employees Want to Oust Their Union 1105 When Everything Isn’t Half Enough 2221

Title Index When Executives Burn Out 2155, 2222 When Followers Become Toxic 1242 When Friends Run the Business 524 When Good Guanxi Turns Bad 2621 When Good Teams Go Wrong 2198 When — If— We Have the VAT 4147 When Is Price Reduction Proﬁtable 2966 When Is There Cash in Cash Flow 5245 When Is Virtual Virtuous? 2590 When New Products and Customer Loyalty Collide 2904 When No News Is Good News 2998 When Organizational Messiness Works 1845 When Outsourcing Goes Awry 773 When Paranoia Makes Sense 2220 When Partners Fall Out 502 When Professionals Have to Manage 996 When Salaries Aren’t Secret 443 When Science Supplants Technology 6170 When Should a Leader Apologize and When Not? 1447 When Should You Go to Court? 5200 When Social Capital Stiﬂes Innovation 1998 When the Boss Won’t Budge 483 When the CEO Can’t Let Go 1670 When the Computer Takes Over the Ofﬁce 5554 When the Mentor Is a Man and the Protégée Is a Woman 744 When the Mighty Stumble 4988 When the Union Enters 1182 When the United States was Canada’s “Japan” 4051 When Times Get Tough: What Happens to TQM? 5902 When to Advertise Your Company 2281 When to Ally and When to Acquire 4476 When to Put the Brakes on Learning 943 When to Shift to Straight-Line Production 5821 When to Trust Your Gut 1603 When to Use Employment Contracts 880 When to Walk Away from a Deal 4479 When, Where, and How to Test Market 2921 When Your Contract Manufacturer Becomes Your Competitor 5735 When Your Culture Needs a Makeover 5920 When Your Star Performer Can’t Manage 1668 Where Are Your Unenriched Jobs? 1061 Where Babies Come From: Supply and Demand in an Infant Marketplace 6109 Where Do We Stand? [German Economy] 3643 Where Does the Customer Fit in a Service Operation? 2484 Where Does Zero-Based Budgeting Work? 5381 Where in the World Should We Put That Plant? 5749 Where Is Installment Selling Headed? 2443 Where Is Organized Labor Going? 4092 Where Is the Organizational Man? 1735 Where Leadership Starts 2136 Where More R&D Dollars Should Go 2064

456 Where Napster Is Taking the Publishing World 5581 Where the Ruble Stops in Soviet Trade 3546 Where to Find Marketing Facts 2830 Where Value Lives in a Networked World 5588 Where’s the Green in Green Business? 3863 Which Bank Can You Trust 4409 Which Levers Boost ROI? 3384 Which Way Should You Grow? 3390 While Customers Wait, Add Value 3142 White Collar Are Different 1139 White Help for Black Business 541 Whither British Industry 4375 Whither Small Business? 554 Who Are the Economic Imperialists Now? 3559 Who Are the Gurus’ Gurus? 1322 Who Are Your Motivated Workers? 1074 Who Beneﬁts from a Floating Prime Rate? 3898 Who Beneﬁts from Price Promotions? 2944 Who Cast the First Stone? 6118 Who Controls MNCs? 1772 Who Gets Promoted? 1680 Who Goes, Who Stays? 4490 Who Has the D?: How Clear Decision Roles Enhance Organizational Performance 1595 Who Is Them? 1756 Who Is to Blame for Maladaptive Managers? 2164 Who Is to Save Our Cities? 6097 Who Is Us? 1757 Who Needs Budgets? 5376 Who Needs the Ofﬁce of the Future? 5527 Who Proﬁts from Nonproﬁts? 781 Who Proﬁts from Trading Stamps? 3070 Who Proﬁts More from U.S.–Soviet Trade 3969 Who Rules the World’s Financial Markets? 4735 Who Says You Can’t Crack Japanese Markets 4054 Who Should Control Division Controllers 5422 Who Should Control Information Systems? 5659 Who Should Set CEO Pay? The Press? Congress? Shareholders? 1514 Who Strikes — and Why? 1095 Who Supplied the Supply Side? 4133 Who Wants Corporate Democracy 1895 Who Wants Employee Rights 881 Who Wants to Manage a Millionaire? 838 Who Works with Whom? 1907 Wholesale Organization in the Automobile Industry 2543 Who’s Liable for Stress on the Job? 2224 Who’s That? 5122 Who’s to Blame for the Bubble? 4765 Who’s Who in Personnel Administration 901 Who’s Your Weakest Link? 761 Whose Bringing You Hot Ideas and How Are You Responding? 942 Whose Fault Was It? 1908 Why and How to Court Foreign Shareholders 4915

Why (and How) to Take a Plant Tour 5721 Why Bad Projects Are Hard to Kill 5876 Why Be Honest If Honesty Doesn’t Pay 5062 Why Business Always Loses 5993 Why Business and Government Exchange Executives 5964 Why Business Models Matter 3316 Why Business Must Seek Tax Reform 4146 Why Change Programs Don’t Produce Change 156 Why Data Systems in Nonproﬁt Organizations Fail 1813 Why Directors Need to Keep Records 216 Why Do Employees Resist Change? 142 Why Do Firms Succumb to Price Fixing? 5075 Why Do Mergers Miscarry? 4545 Why Do They Keep Leaving 423 Why Doesn’t This HR Department Get Any Respect? 840 Why Employees Are Afraid to Speak 1822 Why Employees Stay 437 Why Entrepreneurs Don’t Scale 472 Why Focused Strategies May Be Wrong for Emerging Markets 1752 Why General Mills Mixes in Health Care 2010 Why Good Accountants Do Bad Audits 5236 Why Good Companies Go Bad 1959 Why “Good” Managers Make Bad Ethical Choices 5067 Why Good Projects Fail Anyway 5895 Why Hard-Nosed Executives Should Care About Management Theory 1362 Why Hierarchies Thrive? 1309 Why History Matters to Managers 599 Why I Race Against Phantom Competitors 3374 Why ICI Chose to Demerge 4502 Why Incentive Plans Cannot Work 445 Why Incentive Plans Fail 1543 Why Innovation in Health Care Is so Hard? 765 Why Invest in Latin America? 3972 Why Is Education Obsolete? 6195 Why Is U.S. Productivity Slowing Down? 3717 Why It’s So Hard to Be Fair 2245 Why Japanese Education Works 6185 Why Japanese Factories Work 5816 Why Most New Consumer Brands Fail 2920 Why Motivation Theory Doesn’t Work 399 Why My Former Employees Still Work for Me 1045 Why Not Do Away with Proﬁts? 3416 Why Not Invest in Latin America? 3622 Why Not Leverage Your Company to the Hilt? 4595 Why Not No-Fault Product Liability 5010 Why Not Try Cooperative Research? 2100 Why Penalize Firms Hiring Handicapped Workers? 22 Why People Follow the Leader: The Power of Transference 1235 Why Privatization Is Not Enough 3541 Why Protectionism Doesn’t Pay 3949

457 Why Read Peter Drucker? 606 Why Sane People Shouldn’t Serve on Public Boards 192 Why Satisﬁed Customers Defect 2475 Why SG&A Doesn’t Work 5397 Why Should Anyone Be Led By You? 1268 Why Smart People Underperform 363 Why Some Factories Are More Productive Than Others 5727 Why Supervisors Resist Employee Involvement 1724 Why the News Is Not the Truth 2861 Why the U.S. Needs an Industrial Policy 3674 Why We Didn’t Know? 5046 Why We Misread Motives 1838 Why We Should Account for Inﬂation 5287 The Why, What, and How of Management Innovation 934 Why Won’t Directors Rock the Boat? 194 Wide-Open Management at Chaparral Steel 5930 The Wild West of Executive Coaching 2105 Wildcat Strikes 1138 Will Businessmen Be Civil Servants 2056 Will Disruptive Innovations Cure Health Care? 771 Will E-Commerce Erode Liberty? 5016 Will Merged Labor Set New Goals? 1134 Will Services Follow Manufacturing Into Decline? 3224 Will She Fit In? 720 Will the Legacy Live On? 1366 Will This Open Space Work? 970 Will You Survive the Services Revolution? 3207 Will Your Business Die with You 556 Window on the Hard-Core World 266 Winging It in Foreign Markets 2636 Wining Away the Hours 367 The Winner Takes All ... Sometimes 4067 Winning and Losing with European Acquisitions 4533 Winning in the Aftermarket 2687 Winning Over Indifferent Youth 883 Winning the Greenhouse Gas Game 3862 Winning the Talent War for Women: Sometimes It Takes a Revolution 716 Winning with the Big-Box Retailers 3045 The Wisdom of Deliberate Mistakes 933 The Wisdom of (Expert) Crowds 5442 The Wise Old Turk 1062 Wishful Thinking on the Balance of Payments 3976

With Friends Like These 3256 A Woman in the Boardroom 747 Women as a Business Imperative 728 Women in Management: Pattern for Change 756 Words for the Wise 1460 The Work Alibi: When It’s Harder to Go Home 389 Work and Life: The End of the ZeroSum Game 839 Work and Unity: Germany the Morning After 3617 The Work Committee: An Administrative Technique 2216 Work Flow and Human Relations 912 Work Innovations in the United States 1057 The Work of Leadership 1255, 1276 The Work of the Leader 1280 Work with Me 3204 Worker Groups Gain Power in Common Market Companies 417 Worker Participation: Contrasts in Three Countries 1058 Workers’ Education: Today’s Challenges 1194 Workers Have a Right to a Share of Proﬁts 411 Working Capital During the Transition 4680 The Working of the Webb-Pomerene Law 4969 Working on Nonproﬁt Boards: Don’t Assume the Shoe Fits 1788 Working with Behavioral Scientists 6140 The World According to Walter 999 The World Bank’s Innovation Market 945 The World Customer 2658 World Energy: A Manageable Dilemma 3819 The World of Business 1338 World Oil and Cold Reality 3815 World Rubber Problems 3346 World Stocks, Prices and Controls of Foodstuffs and Raw Materials 4121 World Trade Faces a New Order 4003 The World’s Food Position and Outlook 4313 Worldwide Executive Mobility 1674 The Worldwide Web of Chinese Business 491 Worse Than Enemies: The CEO’s Destructive Conﬁdant 2132 Would Tariff Suspension Hurt U.S. Business? 3988 Wrenching Times Ahead for Housing 3718 Wrestling with Jellyﬁsh 161

Title Index Writing the Prescription for Health Care 810 A Xerox Cost Center Imitates a Proﬁt Center 5345 Yasuhiro Nakasone: The Statesman as CEO 4049 A Yen to Spend 3215 Yesterday’s Accounting Undermines Production 5347 You Can Bank on Uncertainty 5502 You Can Manage Construction Risks 5154 You Can Negotiate with Venture Capitalists 4772 You Can’t Outguess the Foreign Exchange Market 3574 You Have More Capital Than You Think 4569 You Have to Manage Public Relations 3014 You Need a New Cost System When... 5342 The Young and the Clueless 584 Young Businessmen and Germany’s Future 70 Young Viewers’ Troubling Responses to TV Ads 2291 Your Alliances Are Too Stable 3258 Your Best M&A Strategy 4483 Your Brand’s Best Strategy 2374 Your Clerical Workers Are Ripe for Unionism 1114 Your Employees’ Right to Blow the Whistle 5011 Your Innate Asset for Combating Stress 2231 Your Loyalty Program Is Betraying You 3041 Your Next IT Strategy 5605 Your Ofﬁce Is Where You Are 1049 Your Own Brand of Advertising for Nonconsumer Products 2278 Your Right to Fire 854 Your Right to Lower Prices 4958 You’re the Best Judge of Foreign Risks 4738 Zeitgeist Leadership 83 Zen and the Art of Management 1402 Zero-Base Public Utility Regulation 3821 Zero-Based Budgeting 5383 Zero Defections: Quality Comes to Services 2479 Zip Code — New Tool for Marketers 2760

Subject Index References are to entry numbers.

ABB Zarnech Corporation 1755 Accountants 5420–5427 Accounts Receivable Strategies 5226– 5232, 5399, 5400 Advanced Cardiovascular Systems (ACS) 1849 Advertising Campaigns 2270–2346 AES Electric Corporation 1861 Afﬁrmative Action 14, 15, 17, 18, 25 Aging Employee Base 828, 899, 907, 914 Agribusiness Concerns 3196–3529 Agriculture Adjustment Act [AAA] 5204 Airline Transportation Issues 4191, 4192, 4196, 4199, 4200, 4202, 4204–4205, 4208, 4210, 4228, 4231, 4232, 4238 Akamai Corporation 2573 Alberto-Culver Corporation 5920 Allen-Bradley Corporation 5704 Alliance Building Topics 3254–3264, 3335 Allied Signal Corporation 145 Allocation Decisions 4582, 4589, 4602, 4648 Amalgamated Clothing Workers of America 1210 Amazon.com Corporation 2550, 5443 Amdahl, Gene 526 Amdahl Corporation 526 American Airlines 5515 American Governmental Impact 59 American Telephone & Telegraph Corp. 1065, 2939 American Youth 58, 61, 167 Amgen Corporation 3388 Analysis or Simulaton Activities 3265– 3280, 3316 Anti-Trust Laws 4938–4970, 5118 Arbitration or Negotiation Activity 4971–4986 Architecture and Business 3003–3004 Arnault, Bernard 2364 Assessment of Management 1622, 1629, 1631–1634, 1636, 1662, 1675, 1687, 1692, 1695, 1696, 1701, 1712, 1715 Asset Issues Concerning Accounting 5233–5235, 5406 AST Research Company 4907 Attorneys 5413–5225 Auditing Issues 5236–5244

Auerbach, Arnold (Red) 2208 Automation 5506–5568 Automobile and Trucking Industries 3530–3534 Badaracco, Joseph L., Jr. 92 Baker, George Fisher 78 Bakke, Dennis 1861 Bank of America 862, 3209 Banking Industry 4390–5000 Barnevik, Percy 1755 Bell Atlantic Corporation 155 Bell Labs 287 Bennett, Leamon J. 413 Best Buy Corporation 3036 Bezos, Jeff 2550 Bloom, Anthony 2012 Blue Collar Employment 921 Bond Portfolios or Bond Markets 4462–4470, 4773, 4779 Bonneville Powe Administration 3002 Bossidy, Lawrence A. 145 Boston Celtics Basketball Team 2208 Boston Consulting Group 2241 Boston Red Sox Baseball Team 5443 Brabeck, Peter 129 Brand, E. Cabell 2014 Brand Management Issues 2347–2396 Bratton, William 1248 Bright Horizons Family Solutions 3319 Brindley, Lynne 1935 British Airways 2474 British Library 1935 British Petroleum 974, 5906 Brown, Lee P. 6084 Brown, Roger 3319 Browne, John 974 Brunswick Corporation 2022 Burkner, Hans-Paul 2241 Business Consultants 2103–2121 Business, Germany 70 Business-Government Interaction 5940–5989 Business History 55 Business Incubators 478 Business or Economic Forecasting 3757–3774 Business Oriented Resources 1497 Business Roundtable 217 Business School Curriculum 93–117

458

Cadbury, Sir Adrian 1984 Cadbury Schwepes 1984 Callaghan, James 1289 Campbell, James A. 798 Canion, Rod 1974 Canon Corporation 3447 Capital Asset Pricing Model (CAPM) 4591, 4615 Capital Markets 4678, 4769, 4771, 4775, 4777, 4778, 4785, 4786, 4913 Capital One Corporation 5443 Capital Project Costs and Funding 4573, 4594, 4601, 4606, 4618, 4622, 4625, 4629, 4633, 4641, 4644, 4658, 4664, 4665, 4667, 4670–4672, 4677, 4685, 5490 Carter, Jimmy 571, 1287 Cary, Frank T. 871 Cash Flow Issues 5245–5249 Cemex Corporation 1741 Challenges for Working Parents 703 Change Management 118–129, 133, 134, 136–138, 140–142, 145, 146, 148, 150, 152, 153, 155–158, 161–165, 168–174, 402, 839, 1007, 1882 Chief Financial Ofﬁcers 4626 Chinese Management Patterns 1356 Cincinnati Works 1784 CinMeade Corporation 151 Citibank Corporation 999, 2483, 4394 Clausen, A. W. 862 Clements, George 608 Coles, Robert 6111 Commercial Liability Issues 5001 Commercial Paper 4791 Company Communication Efforts 1439, 1441–1445, 1448, 1451, 1455, 1465–1467, 1478, 1481, 1484, 1505, 1506 Company Provided Day Care 849 Company Takeover Issues 4476, 4484, 4487, 4501, 4505–4513, 4516–4519, 4541, 4546 Compaq Computer Corporation 1974 Competitive or Strategic Advantage Topics 3281–3310, 3334, 3342 Computer Aided Manufacturing 5702– 5709 Computer Privacy 5569–5571 Computer Security Issues 5572–5580

459 Computer Software Industry’s Issues 5581–5584 Conrades, George 2573 Consumer Behavior 2397, 23998, 2401–2406, 2410, 2412, 2415, 2418– 2420, 2423–2426, 2428–2431 Consumer Credit Industry 4557–4566 Consumer Demographic Issues 2400, 2408, 2411, 2413, 2414, 2417, 2421, 2427 Consumer Protection Topics 5014–5030 Continental Airlines 3395 Continental Illinois Bank 5533 Continental Oil Corporation 4665 Contracts and Agreements 5031–5038 Cook, Paul M. 953 Corporate Board of Directors: assessment 185, 214, 232, 238, 243, 249; audit committees 208, 219, 245; compensation 198, 211, 224, 226; decision making 177, 181, 188, 195; legal liability 175, 179, 207, 239, 252; membership 180, 182–184, 187, 192, 194, 197, 199, 200, 202, 231, 234, 248, 254; mergers or acquisitions 191; outside directors 186, 189, 195, 205, 226, 235, 240–243, 246; relationship with company management 203, 210, 215, 220, 221, 229, 244; responsibilities 190, 212, 216–218, 223, 225, 227, 228, 236, 247, 250, 251, 253; strategic planning 201, 204, 206, 213, 230; technology 178, 257; women 176 Corporate Centralization 276 Corporate Decentralization 279 Corporate Downsizing 272, 274 Corporate Finance Decisions 4567– 4569, 4572, 4575, 4577, 4579, 4585, 4590, 4592, 4593, 4595, 4597–4600, 4605, 4607, 4610, 4614, 4616, 4617, 4624, 4631, 4632, 4634–4638, 4643, 4647, 4650–4653, 4659, 4661, 4663, 4666, 4668, 4673–4675, 4680, 4681, 4683, 4684, 4687–4689, 4914 Corporate Fund Raising Efforts (Chairity) 260, 262 Corporate Objectives 3330–3331 Corporate or Business History 64, 76, 77, 108 Corporate Organizational Design 270, 271, 273, 277, 278, 315, 316, 320, 328–332, 335, 337, 340, 343, 349, 350, 354 Corporate Performance 3313–3315, 3317–3329 Corporate Philanthropy 255–259, 261, 264–268 Corporate Restructuring 269, 275, 280–282 Corporate Social Responsibility 1990– 2063 Cost of Capital 4574 Costco Corporation 440 Credit Arrangements Made to Consumers 2432–2434, 2436, 2441– 2450 Crisis Communication Efforts 1453, 1454, 1457 Crisis Management 1605 Cummins Engine Company 5802 Currency Transactions 3571–3584 Customer Complaints 2453, 2473, 2485, 2601, 3038 Customer Satisfaction Efforts 2455,

2456, 2462, 2464, 2469, 2475, 2477–2479, 2481, 2487, 2489 Customer Service Issues 2454, 2457– 2461, 2463, 2465–2468, 2470, 2471, 2474, 2476, 2480, 2482–2484, 2486, 2488, 2490 Customized Product Lines 2491, 2494, 2495 Cyananid Corporation 288 Cypress Semiconductor Conductor 5514 Czeisler, Charles A. 370 Data General Corporation 2990 Data Security 2552 Debt Management 4609, 4612, 4613, 4623, 4628, 4654, 4669, 4678, 4787 Decision Trees 5436, 5438–5441 Dell, Michael 1950 Dell Computer Corporation 1950, 2365 Depreciation Methods 5251–5259, 5260, 5261 Deregulation 5102–5104 Derivatives 4587 Detroit Symphony 1795 Developing or Third World Economic Conditions 3610 Diamond Alkali Company 2926 Diamond Fiber Products 1048 Digital Equipment Corporation 2601 Dimon, Jamie 571 Disabled Employees 9–11, 13, 22 Disclosure Process 4802, 4806, 4808– 4810, 4813, 4814, 4818 Disney Corporation 968, 4593 Disruptive Change Innovation 130–132, 135, 139, 143, 144, 149, 154, 159 Distribution Channel Issues 2496– 2549 Diversity Assessment 4, 5, 7, 16 Divestitures 4645, 4576 Dividend Policies or Strategies 4692– 4704 Dividends 4646 Domestic Economy, United States 3994 Domestic U.S. Politics 5990–6002 Dow Corning Corporation 1891 Drexler, Mickey 571 Drucker, Peter F. 606, 2146 Du Pont Corporation 1010 Ducati Corporation 2555 Duke Children’s Hospital 770 Duraﬂame Company 527 Earnings Reports 5394 Eastern Airlines 1092 Eastman Kodak Corporation 666 Eaton Electronics Corporation 2884 eBay Corporation 2555 Economic Conditions: Australia 3635, 4014; Austria 3639, 3650; Canada 3619, 3620, 3634, 3636, 3978; China 3535, 3537, 3538, 3542, 3550, 3554, 3628, 3918; Developing World 3623; Eastern Europe 3539, 3544; European Continent 3647; European Union 3612, 3613, 3926, 3940–3942, 3967; Fascist Europe 3569; France 3632, 3648, 3649, 4020; Germany 3615, 3617, 3638, 3640, 3641, 3643, 3644, 3651, 4012, 4021; Great Britain 3633, 3637, 3645, 3646; India 3918; Israel 3616; Latin America 3970, 3972, 3983, 4002, 4004; Mexico 3629, 3934, 3938; Middle East 3962, 3966, 3968; Nazi Germany 3567;

Subject Index Paciﬁc Rim Nations 3611, 3614, 3621, 3625, 3943; Portugal 3630; Russia or former Soviet Union 3540, 3541, 3543, 3545–3549, 3551–3553, 3555–3566, 3568, 3570, 3933, 3969, 2981, 3987, 3991, 4012; South Africa 3618; South America 3622, 3627; Third World 3932, 3945, 3956, 3964; United Kingdom 3626 Economic Development Issues 3652– 3655, 3658, 3659, 3673, 3677–3694, 3699–3701 Economic Growth Topics 3705 Economic Indicators or Analysis 3702, 3707, 3718, 3723–3725, 3727–3734, 3736, 3738–3742, 3744–3756 Economic Productivity Issues 3703, 3704, 3706, 3708–3714, 3716, 3717, 3720, 3721 Economic Recession or Depression Conditions 3585–3609 Economic Theory 3719, 3722, 3743 Economists 3795–3807 EDS Corporation 1795 Education 6178–6199 Eisner, Michael 968 Electronic Commerce Oriented Economy 2550–2596 Emerson Electric Corporation 3399 Employees: alienation 1066; beneﬁts packages 454, 457–460; conﬂict management 402–404, 1900, 1910, 1978; as corporate directors 414, 415, 417, 419, 420; development 834, 835, 844, 856, 862, 872, 873, 893, 925, 957, 1011, 1026, 1029, 1072; disabilities 357, 380, 381, 464; discipline 1073; downsizing 425, 431, 432, 436; empowerment 151, 1042, 1044, 1048, 1863; equity purchase plans 408, 410, 416; on front lines 822, 829; high achievers 358, 362; identiﬁcation with organization 824; incentive/ bonus plans 441, 442, 445, 447, 451, 455, 468, 469; individual characteristics 1844; job design 1033, 1046, 1049, 1052, 1054, 1056, 1071, 1075, 1076, 1085; job satisfaction 1031, 1035, 1036, 1038–1040, 1043, 1047, 1050, 1059, 1068, 1070, 1074, 1080, 1083; job security 1051; misbehavior 355, 359, 364, 366, 368, 370, 373, 375, 384, 386, 394; morale 833, 897, 906; motivation 401, 825; overtime 356, 360; ownership of a ﬁrm 406, 407, 409, 412, 413; performance issues 361, 363, 365, 367, 369, 371, 372, 374 376, 377, 379, 385, 388–390, 392, 393, 395–397, 405, 1931; performance review process 283, 285–308; privacy rights 871; productivity 287; proﬁt sharing 411, 418, 421; recruitment 837, 845, 875, 883, 920; relationships 1030, 1032, 1034, 1041, 1045, 1879, 1880, 1897, 1899; retention 422–424, 426, 427, 729, 430, 437–439, 1040; retirement 310, 318, 321–324, 334, 336, 339, 341, 344– 348, 351, 832, 867; retirement security act (erisa) 325, 416; safety 857; sexual orientation 378; social groups 387; substance abuse/alcoholism issues 382, 383, 391, 398, 400; termination or retrenchment 428, 433– 435, 854, 861, 905; wage/salary

Subject Index amounts 440, 444, 446, 448–450, 452, 453, 456, 461–463, 465–467, 470; who provide innovative ideas 942, 964, 975, 980, 997, 1002; work environments 1055, 1057, 1077–1079, 1081, 1082, 1084; Energy or Fuel Resources 3808–3849 Engineering 5710–5716 Enron Corporation 2220 Enterprise Rent-a-Car Corporation 2463 Entitlement Programs and Safety Net Issues 3775–3794 Entrepreneurs and Psyches 473, 475, 476, 493, 500–502, 506, 509, 515, 522, 528, 530 Environmental Accounting Issues 5389, 5411 Environmental Trends Facing Business 82–84, 87, 88, 91 Epinions.com Corporation 2565 Estate, Trusts or Inheritance Topics 5039–5043 Ethics or Dishonesty Issues 5044–5098, 5436 Executives: compensation issues 1508, 1509, 1512–1526, 1528, 1530–1540, 1544, 1545, 1547, 1550, 1551, 1553– 1555, 1557, 1559, 1562, 1564, 1565, 1567, 1568, 1570–1586, 1588, 1589; development 568, 572, 573, 575, 576, 579, 580–582, 584, 585, 592, 593, 597, 599, 600, 605–609, 612, 616–620, 622, 625–627, 632–635, 638, 640–659; interactions with peers 595; interactions with underlings 569, 586, 587, 596, 623; mobility 614, 618; selection 21; self-awareness 570, 578, 583, 588–591, 594, 601, 602, 604, 610, 621, 624, 628–631, 637, 639; setbacks 571, 577, 615; stock options 1510, 1511, 1527, 1527, 1538, 1546, 1548, 1549, 1556, 1558, 1560, 1561, 1563, 1569, 1576 F International Corporation 993 Factory Locations 5734–5766 Factory Operations and Production 5717–5733 Family Owned Businesses 471, 482, 486, 487, 498, 535, 539, 547 FASB 5262–5275 Federal Reserve System 3895, 3900, 3903, 3905, 3907–3911, 3913–3917 Fiscal Policy Issues 4132–4142, 4154, 4155, 4158, 4161, 4163, 4164, 4166, 4168, 4172, 4174–4176, 4180, 4181, 4184 Fisher, George 1385 Fleet Bank 422 Flexible Working Hours 1063 Flow Charts 5437 Ford, Gerald R. 1288 Ford Motor Company 1135 Foreign Policy or International Affairs 6003–6013 Foreign Trade Issues 3919–3921, 3948, 3949, 3951–3955, 3958, 3960, 3961, 3965, 3969, 3971, 3973–3977, 3979– 3982, 3984, 3985, 3987–3993, 3995–3999, 4001, 4003, 4005–4011, 4013, 4015–4020, 4022–4025 401-K Plans 511 Franklin, Benjamin 53 Frist, Thomas 798

460 Fusion System Corporation 5174 F.W. Woolworth Company 3087 Gardner, Howard 5047 General Accounting Principles and Issues 5276–5280, 5396–5398, 5401– 5405, 5407, 5409, 5410, 5412, 5415, 5417–5419 General Electric Corporation 893, 1367, 1696, 1977, 2385, 3314, 3373, 5045, 5561, 5582 General Mills Corporation 2010 General Motors Corporation 5198, 5904 Giant Food Stores 2752 Global Economy 3923–3925, 3927– 3931, 3935, 3944, 3946, 3950, 3957, 3959, 3963, 3974, 3986 Global Metallurgical Corporation 3398 Gold Standard 3642, 3726, 3735, 3737, 3906 Goldman Sachs 3204 Gomes, Peter J. 6112 Gomez, Alain 3400 Gottman, John 1030 Government Sponsored Health Care 790 Governmental Impact or Regulation 5099–5152 Graphs and Charting Principles 5499– 5505 Great Atlantic & Tea [A&P] Stores 3093, 3095 Gruppo GFT 2631 Guaranteed Incomes 1141 Gulf Oil Corporation 2020 Haas, Robert 1973 Hahn, Carl 3324 Haier Corporation 2357, 3312 Hallmark Cards 2706 Harlem Globetrotters Basketball Team 2366 Harley Davidson Corporation 3320 Harp, Lore 739 Harrah’s Entertainment Corporation 2807, 5443 Hart Schaffner & Marx 419 Health Care Consumers 762, 763, 768, 788, 800 Health Care Costs 769, 770, 776, 784, 785, 789, 792, 797, 801, 802, 815, 816 Health Care Innovation 765–767, 771–775, 777, 780–782, 796, 804, 807, 814, 817, 821 Health Epidemics 761, 764, 783 Hewlett Packard Corporation 1279, 2906 Highway Transportation Issues 4239, 4245 Hoffman-La Roche Corporation 761 Holding or Investment Companies 4790 Home Depot Corporation 3386 Hooker Chemical Corporation 3481 Hospital Issues 778, 779, 786, 787, 794, 795, 798, 799, 803, 805, 806, 809, 811–813, 818–820 Human Resource Management 823, 826, 827, 830, 831, 836, 838, 840– 842, 850, 852, 858–860, 864, 870, 874, 867, 877, 879, 880, 882, 884, 887, 889, 890, 896, 898, 900, 901, 903, 904, 908, 909, 912, 913, 916– 918, 922, 924, 1490, 1925–1927 Hyman, Steven 372

IBM Corporation 122, 526, 871, 1747, 2207 IKEA Corporation 1990 Immelt, Jeffrey 3314 Incentive Compensation Plans 1541– 1543, 1552, 1566, 1577, 1587 Industrial or Commercial Oriented Marketing 2598–2600, 2602–2605, 2607–2617 Industry Analysis 3332, 3333, 3336– 3341, 3343–3356 Inﬂation 4026–4042, 4621, 5281–5294 Information Based Economy 5585, 5589, 5594, 5596, 5599 Information Economy and Age 938, 961, 1006 Information Sharing with Employees 915 Initial Public Offerings 4705–4708 Innovation-Driven Organizations 926, 928, 929, 932, 934, 935, 936, 937, 940, 941, 943–951, 953–956, 958– 960, 962, 965, 968–970, 972, 973, 978, 979, 982, 985, 986, 990, 991, 993, 995, 998–1001, 1003, 1012, 1013, 1015–1017, 1019–1022, 1025, 1027, 1028, 1440, 1841, 1850, 1861, 1924, 1930 Institutional Investment (Pension, Mutual Funds) 4709–4733 Intel Corporation 2365 Intellectual Property Topics 5168–5172, 5174–5197 Interest Rate Swaps 4603 Interest Rates with Regards to Finance 4682 International Accounting Issues 5295– 5302 International Business Strategies 660– 664, 668, 669, 675–678, 681, 682, 684, 687–702, 4630; Central America 674; China 665, 666, 672, 679; Europe 667, 673, 685; India 670, 671; Japan 683; South America 686; Third World 680 International Finance Issues 4734– 4756 International Marketing 2618–2671 Inventory Management Issues 5302– 5326, 5472 Investment Banking 4764, 4781, 4782, 4789, 4792, 4793 J. Peterman Company 485 Japanese Economic or Business Practices 1747, 3947, 4043–4061, 5943 Jefferson Pilot Financial Company 3208 Jewel Companies 215, 608 Job Applicant Testing 306, 309 Job Enrichment 1060–1062, 1065, 1067, 1069 Johns-Manville Corporation 5002 Johnsonville Sausage Corporation 2206 Joint Ventures or Alliances 4504 Judicial Action or Litigation 5198–5212 Kasparov, Garry 3287 Kelly, Jim 3518 Kingsbury Charcoal Company 527 Knight, Phil 2905 Knowledge-Based Organizations 927, 930, 932, 952, 966, 967, 971, 974, 976, 977, 983, 987, 988, 989, 992, 996, 1004, 1005 Knowledge Workforce 847

461 Labor Law Developments 1140, 1154, 1158, 1165, 1168, 1173, 1174, 1186, 1196, 1203, 1205 Labor-Management Relations 1107– 1109, 1113, 1119, 1121, 1126, 1129, 1132, 1135, 1136, 1144, 1146, 1150, 1156, 1157, 1160, 1162, 1164, 1172, 1176, 1180, 1181, 1185, 1187, 1189, 1190, 1192, 1193, 1197– 1200, 1204, 1213 Leadership 1217–1221, 1223–1252, 1266, 1268, 1275–1276, 1279, 1282, 1283, 1286, 1293–1295, 1301 Leasing Arrangements 2435, 2437– 2440, 2452, 2655, 2656, 4656, 4662 Legend Corporation 2357 Leveraged Buyouts 4527, 4528 Levi Strauss Corporation 1973, 2385 Levin, Mark 3292 Liability Issues 5002–5013 Liberty Mutual Insurance Company 5213 Limited Brands 3036 Linn Products Corporation 5792 Liotard-Vogt, Pierre 1770 L.L. Bean Corporation 2365 Lloyd’s of London 4901 Lockheed Martin Corporation 3333 LOMO Corporation 2555 Lukas, D. Wayne 2248 Lunding, Franklin 608 LVMH Corporation [France] 2364 Maclean, Norman 2200 Macy, Rowland 3081 Maintenance Stafﬁng Issues 885 Maisa Corporation [Chile] 2551 Malcolm Baldridge National Quality Award 5903 Management by Objectives 284 Management Classic Literature 1366 Management Communication 1438, 1446, 1447, 1449, 1450, 1456, 1458, 1461–1464, 1469, 1470, 1472, 1474, 1477, 1483, 1485, 1487, 1491, 1495, 1496, 1500, 1501, 1504, 1507 Management Dismissals 1637, 1658 Management or Cost Accounting Topics 5327–5374 Management styles 1359–1437, 1835, 1836, 1887, 1892, 1922, 1933, 1940; decision making 1423, 1590, 1592– 1619, 1714; gender differences 1399; global management 1358, 1363, 1373, 1375, 1378, 1379, 420, 1422, 1427; knowledge economy 1369; new managers 1357; participative leadership 1416, 1425; political authority 1415 Managerial Analytical Measures 1591 Managerial Development 1638, 1645, 1659, 1661, 1663, 1669, 1683, 1691, 1694, 1704, 1705, 1709, 1715, 1716 Managerial Goal Setting 1620, 1621, 1623–1628, 1630 Managerial Principles and Theory 1319– 1355, 1362 Managerial Resignations 1652–1653, 1664, 1670, 1676, 1685, 1706 Managerial Responsbilities 1702, 1703 Managerial Selection 1635, 1639, 1640, 1642, 1646–1651, 1655–1657, 1666 1667, 1671, 1672, 1677, 1678, 1680, 1681, 1684, 1686, 1688–1690, 1693, 1698–1700, 1707, 1708, 1711, 1728 Managerial Temperment 1641, 1643, 1644, 1660, 1665, 1668, 1673, 1674, 1679, 1682, 1697, 1877

Subject Index National Recovery Act [NRA] 4965, 5206 Nationalized or State-Owned Businesses 4105–4109 NAU Corporation 2553 Nepotism as an Issue 891 Nestle Corporation 129, 1770 Networked Computer Based Economy 5586–5588, 5590–5593, 5595, 5597, 5598 New Product Efforts 2874–2939 Niche Marketing 2492, 2493 Nike Corporation 2905 Nissan Motor Company 5844 Nonproﬁt Organizations 1784–1820 Northwestern Mutual Corporation 1934 Novartis Corporation 661 Novell Corporation 2705

Manufacturing Resource Planning 5767–5791 Manufacturing Systems 5792–5825 March, James 1319 Market Economies or Free Enterprise 4062–4104 Market Research Oriented Articles 2806–2860 Market Share Topics 2672–2678 Market Strategy Choices 2399, 2404, 2409, 2416, 2422, 2679–2783 Market Trends or Forecasting Topics 2784–2805 Marketplace Integration With Technology 5672, 5674 Marks & Spencer Corporation 3039 Marsh & McLennan 1249 Marshall, Sir Colin 2474 Martens, Ernesto 669 Mason, Linda 3319 Mass Media: initiatives 1492, 1498, 1503; role in marketing 2861–2873 Materials and Supply Chain Management 5826–5866 Mathematical or Statistical Analysis 5442–5490 Mattel Corporation 2136 Mayo Clinic 2461 Mazada Motor Company 5844 McCracken, Ed 986 McDonalds Corporation 1747, 3419 McGregor, Douglas 1331 Meetings 1468, 1476, 1480, 1482, 1486, 1494, 1499 Mental Health Issues 2218–2222, 2225, 2229–2231, 2233–2236, 2242 Mentor Graphics 3461 Merck Corporation 774, 3334, 4589 Merger-Acquisitions Topics 4471– 4475, 4477–4483, 4485, 4486, 4488–4500, 4502, 4503, 4514, 4515, 4520–4526, 4529–4540, 4542– 4545, 4547–4555 Mexican Workers 751 Microcredit Trends 4755 Microsoft Corporation 1747, 2365 Middle Management Topics 1717–1740 Milken, Michael 571 Millennium Pharmaceuticals Company 3292 Minorities and Executive Development 1, 23, 24, 712, 714, 717, 719, 734, 739, 753–755 Minority-Owned Businesses 12, 19, 525, 537, 540, 541, 549 Mistakes 933, 963, 994 Mitsubishi Corporation 5174 Mittal Steel 1741 Monetary Policy 3894, 3869–3899, 3901, 3904, 3912 Monsanto Corporation 5008 Motorola Corporation 1385, 2823, 2880 Multinational Companies 1741–1783

Offshore Manufacturing Issues 3922 Operating Budgets 5375–5390 Operation Iraqi Freedom 5836 Operational Research Topics 5485–5498 Opportunities or Threats 3357–3383 Options 4570, 4571, 4580, 4581, 4586, 4604, 4640, 5391, 5393 Organizational Culture 1825, 1828, 1830–1834, 1837, 1839, 1842, 1843, 1845, 1847, 1853, 1855, 1856, 1859, 1860, 1866, 1868, 1878, 1894, 1895, 1896, 1898, 1902, 1906, 1911, 1913, 1916, 1917, 1920, 1928, 1929 Organizational Design and Structures 1053, 1309, 1310–1318, 1854, 1858, 1865, 1870–1875, 1883–1885, 1888, 1891, 1893, 1901, 1903, 1904, 1905, 1907, 1909, 1912, 1914, 1915, 1918, 1921, 1923, 1932 Organizational Effectiveness 1840, 1848, 1849, 1857, 1862, 1869, 1874, 1876, 1919, 1934–1937, 1939, 1941–1943, 1945–1958, 1961–1968, 1970–1974, 1976, 1977, 1979–1981, 1983–1989, 2245 Organizational Failure 1821, 1827, 1864, 1889, 1890, 1908, 1938, 1944, 1959, 1969, 1975, 1982 Organizational Preparation 1823 Organizational Trust 1452, 1824, 1829, 1833, 1838, 1846, 1851, 1852, 1867, 1881 Organizations and Employee Conﬂict or Dissent 1822, 1826 Organized Labor Movement 911, 1087, 1088, 1090, 1093, 1095, 1096, 1098– 1101, 1106, 1112, 1116, 1117, 1120, 1122, 1124, 1127, 1130, 1131, 1134, 1142, 1147– 1149, 1152, 1155, 1163, 1170, 1177, 1178, 1182, 1184, 1188, 1191, 1195, 1201, 1202, 1206–1212, 1214–1216 Ormerod, Paul 1821 O’Rourke, J. Tracy 5704 Outback Steak House 829

Nardeli, Robert 3386 National Association of Manufacturers [NAM] 3236 National Association of Purchasing Agents 3029 National Defense Issues 6014–6049 National Industrial Policy 3656, 3657, 3660–3676, 3695–3698, 3937 National Institute of Mental Health 372

Paciﬁc Bell Company 2009 Palmisano, Samuel J. 122 Part-Time Employment 1037, 5416, 325, 326, 333, 338, 342, 352, 353 Pearl River Piano Corporation 2357 Pension Accounting 5416 Perkins, Donald 608 Pﬁzer Pharmaceutical Corporation 4572 Philosophical Foundations of Business 49, 50, 65–67, 74

Subject Index Physical Fitness Issues 2228 Pitman, Sir Brian 4901 Political Correctness 704 Portfolio Planning 54 Pricing Strategies 2940–2988 Private Equity 4757, 4758, 4762 Procter & Gamble Corporation 670, 673, 2066, 2383, 2806 Product Costs 5867–5875, 5890 Product Development 5876–5889, 5891, 5892 Product Life Cycle Topics 2989–2995 Product Line Management 2384, 2390–2392 Product Returns 2472, 3037 Professionalism in Business Management 60, 63, 81 Proﬁtability or Corporate Growth 3384–3417 Project Analysis 5894–5900 Psychological Testing of Employees 892, 894, 895, 902, 910, 919, 923 Public Administration Issues 6050– 6082 Public Perception of Business 69, 73, 90 Public Relations Topics 2997–3002, 3005–3018 Public Speaking and Writing Issues 1459, 1460, 1473, 1475, 1479, 1488, 1489, 1493, 1502 Publicly Traded Companies 4794, 4795, 4797, 4798, 4800, 4801, 4803, 4807, 4815, 4816, 4820, 4825, 4907, 4911 Puget Sound Plywood 413 Purchasing Departments 3020–3035 Quality Control Issues 5901–5918 Quality of Work Life 839, 843, 846, 851, 853, 855, 863, 866, 868, 869, 881, 886, 888 Racial Relations Topics 6112, 6132 Racism in the Workplace 737, 746, 749, 757, 758 Railroad Transportation Issues 4187, 4188, 4198, 4201, 4209, 4212, 4214– 4216, 4219, 4222, 4223, 4225, 4226, 4230, 4233–4235, 4237, 4240, 4241, 4243, 4244, 4246–4250, 4252–4256 Ratio Analysis 4627, 4639, 4660, 4691 Raychem Corporation 953 Reading and Importance for Executives 51, 52, 80, 92, 166 Real Estate Issues for Corporations 4827–4850 Real-Time Accounting 5395 Redford, Robert 126 Reed, John 4394 Reengineering Issues 5919–5925 Regulated or Subsidized Industries 400–4131 Regulation of Publicly Traded Companies 4796, 4799, 4804, 4805, 4811, 4812, 4819, 4821–4824, 4826 Regulation of Stock Brokers 4817 Relationship Research Institute 1030 Religious-Oriented Issues 6131, 6136, 6137, 6139, 6142, 6146, 6147, 6151– 6153, 6155, 6156 Research and Development Efforts 1009, 1010, 1023, 1024, 2064–2108 Retailing Oriented Issues 3036, 3039– 3123

462 Retirement Planning 312 Return on Capital 4620 R.H. Macy & Company 3081 Risk Management or Insurance Issues 4588, 5153–5167 Ritz-Carlton Hotels 3210 Robinson Patman Act 5194 Rollins, Kevin 1950 Safer, John 4398 Sale of a Business 527, 4619, 4642, 4657 Sales Force Management Topics 3124– 3191 Sales Promotional Efforts 2380, 2381 Sampling, Testing or Survey Techniques 3192–3203 Sam’s Club 440 Sant, Roger 1861 Sarbanes-Oxley Act 5100 Schmidt, Eric 2705 Schmidt, Helmut 1290 Scientiﬁc Research 6161–6177 Sears Corporation 2385 Securities and Investment Analysis 4851–4898 Semco Corporation [Brazil] 1045 Senior Level Executives 2122–2179 Service Economy Issues 3204–3234 Sexism in the Workplace 750–752, 759, 742, 743 Shar, Kevin 3388 Shareholder Relations 4902, 4903, 4910, 4915, 4917, 4918, 4920, 4922, 4925–4929, 4933 Shareholder Value Issues 4899–4901, 4904–4906, 4908, 4909, 4912, 4916, 4919, 4921, 4923, 4924, 4930–4932 Sherman Anti-Trust Law 4965 Ship Transportation Issues 4197, 4206, 4207, 4218, 4220, 4221, 4227, 4229, 4242, 4251 Shirley, Steve 998 Silicon Graphics 986 Smale, John 2383 Small Businesses: bankruptcy 485; Ecommerce 480; economic concerns 496, 499, 511, 512, 514, 521, 529, 531, 553, 554, 562, 566; ﬁnancial techniques 507, 508, 516, 545, 550, 552, 563, 564; foreign countries 481, 491, 495; management techniques 472, 474, 477, 483, 484, 488–490, 492, 494, 503, 504, 510, 513, 518–520, 523, 524, 536, 544, 551, 557, 559– 561; marketing techniques 534; r & d techniques 543; strategy techniques 526, 538, 542, 546, 548, 565, 567; succession planning 532, 556, 558 Smith, Raymond K. 155 Social Behavior Issues 6107–6130, 6133–6135, 6138, 6140, 6141, 6143, 6144, 6145, 6148–6150, 6154, 6157– 6160 Social Responsibility of Business 68, 71, 72, 78, 79 Social Security Issues 865 Socially Responsible Investments 4934– 4937 Softbank Corporation 495 Son, Masayoshi 495 South Shore Bank 4392 Spitzer, Eliot 4794 Standard Oil Company 2844 Standardized Tests for Hiring 20

Stanford University Football Team 2205 Starbucks Corporation 2894 Stewart, Martha 571 Stock Buybacks 4578, 4686 Stock Dilution Issues 4679 Stock Market’s Impact on the Firm 4596, 4608, 4611, 4649, 4676, 4690 Strategic Business Units 3418–3444 Strategic Planning Topics 3445–3495 Subaru Corporation 2365 Sun Microsystem Corporation 2946 Supply Chain Topics 2606 Symbolism 1471 Systems Management or Maintenance 5600–5664 Target Corporation 2381, 3036 Tax-Oriented Issues 4143–4153, 4156– 4160, 4162, 4165, 4167, 4169, 4170, 4171, 4173, 4177–4179, 4182, 4183, 5428–5435 Team Building or Work Group Efforts 2180–2216 Technological Change 5926–5939 Telecommunication or Network Issues 5665–5669 Temporary Workforce 848, 878 Tennessee Valley Authority [TVA] 5204 Thompson SA [France] 3400 Tiefenbrun, Ivor 5792 Time Management 603, 611, 2243 Time to Market 5887, 5893 Tolia, Nirav 2565 Toqueville [de], Alexis 6113 Toshiba Corporation 1382 Tovey, Bramwell 1271 Toyota Motor Company 3311, 5717, 5794–5796, 5844 Trade Agreements 3936, 3939 Trade Associations or Cooperatives 3235–3243 Trade Secrets 5173, 5182, 5183 Transportation Issues 4185, 4186, 4190, 4193, 4195, 4203, 4211, 4213, 4217, 4236 Tyco Corporation 269 Unemployment Topics 4257–4274 Unfunded Pension Liabilities 313, 314, 319, 327 Unilever Corporation 1753 Union Carbide Corporation 4915 Union Leadership 1151, 1175, 1179 Unionized Employees 1067, 1086, 1089, 1091, 1092, 1094, 1097, 1102, 1105, 1110, 1114, 1118, 1123, 1125, 1137, 1139, 1145, 1153, 1166, 1167, 1169, 1171, 1183, 1194 United Auto Workers 1135 United Motor Manufacturing [NUMMI] 1046 United Nations Publications 3624 United Parcel Service [UPS] 3518 United Services Automobile Association 3218 United States Postal Service 3368 United Steelworkers of America 1087 United Textile Workers 1208 UNIVAC Corporation 5561 Urban-Regional Affairs Issues 6083– 6106 Vagelos, P. Roy 774 Value Determination 4583, 4584 Van Dyke, Chris 2553

463 Vasella, Daniel 661 Vector Electronics 739 Velco Industries 5904 Vendor Relations Topics 3244–3246 Venture Capital 86, 479, 497, 4760, 4761, 4763, 4765–4767, 4770, 4772, 4774, 4776, 4780, 4783, 4784, 4788 Vertical or Horizontal Issues 3247– 3253 VideoStar Connections 2601 Vitro Sociedad Anonima [Mexico] 669 Volkswagen Corporation 3324 Wagner Labor Act 1203 Wal-Mart Corporation 440, 2381, 2600 Walsh, Bill 2205 War Time Efforts 4275–4354 Watanabe, Katsuaki 3311 Webb-Pomerene Act 4969

Welch, Jack 1367, 1977, 3373 Westinghouse Corporation 1052, 3412 Whirlpool Corporation 668, 5833 Whitwam, David R. 668 Williams, Lynn 1087 Wilson, Gary 4593 Winget, Larry 2013 Winnipeg Symphony Orchestra 1271 Women and Employment Discrimination 736, 738 Women and Executive Development 705, 706, 708–711, 713, 716, 718, 720–724, 726–733, 735, 744, 745, 747, 748, 756, 760 Worker Empowerment Efforts 1058, 1111, 1143 Worker Motivation 2258 Worker Safety Issues 2217, 2223, 2224, 2226, 2277, 2232, 2237–2240

Subject Index Worker Strikes or Stopages 1103, 1115, 1128, 1138, 1159, 1161 Worker Training and Development 2241, 2244, 2246–2257, 2259–2269 Workforce Integration With Technology 5670, 5671, 5673, 5675–5701 Working Women and Family Challenges 707, 715, 725 World War II 4000, 4355–4389 Xerox Corporation 991, 2070 YouTube 2453 Zedong, Mao 1356 Zildijan, Craigie 471 Zildijan Company 471 Zore, Ed 1934

This page intentionally left blank