The Harvard Business Review Annotated Bibliography

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The Harvard Business Review Annotated BibliographyAll Articles, 1922 through 2007, with Indexes to Authors, Titles and SubjectsSTEPHEN K. JOHNSON

McFarland & Company, Inc., PublishersJefferson, 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, Jeerson, North Carolina 28640 www.mcfarlandpub.com

Table of ContentsPreface 1 3

THE BIBLIOGRAPHY

Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Afrmative 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 Prot 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; Nonprot 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147Advertising 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;

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

Economics. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 225Agribusiness 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; Ination or Deation 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 IIs Aftermath 275

Finance and Banking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 277Banking 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 311Anti-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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328Accounts 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; Ination 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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 341Flow Charts or Decision Trees 341; Mathematical or Statistical Analysis for Problem Solving Purposes 342; Operational Research Topics 344; Utilization of Graphic Displays 345

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Information Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 346Automation 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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 358Computer 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. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 374Business-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 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 387Importance of Scientic Research 387

Importance of Education Articles. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389 Author Index Title Index Subject Index 391 414 458

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PrefaceBeing 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 worlds economy as well as its social structure, its biological environment, and a plethora of other subjects and issues relevant to ones 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 material 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 Roosevelts 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

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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 peoples 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

2going 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 universitys 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 ones 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 Managers 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 Debs 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 BIBLIOGRAPHYManagementAfrmative Action, Equal Opportunity and Multicultural IssuesSee Also: Gender or Racial Workplace 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.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.

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): 7482.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): 1425.[HBR Case Study Feature]Gentiles case study involves a promotion decision for an overseas post in which a candidates race may need to be considered.

2 Thomas, D. A. 2004. Diversity as Strategy.HBR 82 (September, no. 9): 98108.Thomas describes how much of IBMs turnaround in the last decade stems from the companys unwavering commitment to diversity and hiring from Americas Asian, Black, Gay, Hispanic and other underrepresented communities; all of which produces new and protable markets.

7 Thomas, R. R., Jr. 1990. From Afrmative Action to Afrming Diversity. HBR 68 (March-April, no. 2): 107117.Todays rms need to create openly multicultural workplaces that tap the full potential of every employee without articial programs, standards or barriers. Thomas offers ten guidelines for managing a diversity and organizational culture.

3 Humphreys, J. 2002. The Best of Intentions. HBR 80 ( July, no. 7): 3142.[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.

8 Hall-Sheehy, J. W. 1986. The Unknown Vietnam Vet Manager. HBR 64 (May-June, no. 3): 117 121.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): 138149.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 ramications this has for corporate hiring.

9 Bowe, F. 1985. Intercompany Action to Adapt Jobs for the Handicapped. HBR 63 ( January-February, no. 1): 166168.[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.

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4Afrmative Action legislation are susceptible to endless litigation and crippling nancial judgments.

10 Pati, G. C. and G. Morrison. 1982. Enablingthe 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.

18 Boyle, B. B. 1973. Equal Opportunity forWomen Is Smart Business. HBR 51 (May-June, no. 3): 8595.Since few companies have made any signicant commitment to upgrade the status of women, Boyle describes ten components of an effective afrmative action plan.

11 Pati, G. C. and J. L. Adkins, Jr. 1980. Hire theHandicapped-Compliance Is Good Business. HBR 58 ( January-February, no. 1): 1422.[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 nes for companies not in compliance.

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.

12 Gumpert, D. E. 1979. Seeking MinorityOwned Businesses as Suppliers. HBR 57 ( JanuaryFebruary, no. 1): 110116.Gumpert discusses how corporations engaged in minority purchasing and set-aside programs face signicant obstacles for nding minority businesses capable of serving as reliable suppliers and subcontractors.

20 Barrett, R. S. 1968. Gray Areas in Black andWhite Testing. HBR 46 ( January-February, no. 1): 9295.[Management Memo Feature] African-American job applicants typically score lower than their white counterparts on standardized tests. Barrett points out how this creates a signicant dilemma for businesses committed to being equal opportunity employers while, at the same time, striving to maintain skilled workforces.

13 Nathanson, R. B. 1977. The Disabled Employee: Separating Myth from Fact. HBR 55 (MayJune, no. 3): 68.[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): 628, 171 172.[Problems in Review Segment] Ward reports on religious barriers that many face for executive careers.

14 Deutsch, A. R. 1976. Does Your CompanyPractice Afrmative Action in Its Communications? HBR 54 (November-December, no. 6): 16, 186188.[Ideas for Action Feature] Deutsch explains how communications materials in most companies is being produced as if afrmative section never existed.

22 Burr, H. B. 1963. Why Penalize Firms HiringHandicapped Workers? HBR 41 ( July-August, no. 4): 5658.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.

15 Churchill, N. C. and J. K. Shank. 1976.Afrmative Action and Guilt-Edged Goals. HBR 54 (March-April, no. 2): 111116.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 ow or movement of both groups into management capacities.

23 Perry, J. 1963. Business Next Target for Integration. HBR 41 (March-April, no. 2): 104115.Management must help improve the African Americanss place throughout industry to help eliminate racial prejudice.

16 Purcell, T. V. 1974. How GE Measures Managers in Fair Employment. HBR 52 (NovemberDecember, no. 6): 99104.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.

24 Morrow, J. J. 1957. American Negroes: AWasted Resource. HBR 35 ( January-February, no. 1): 6574.Morrow argues why it is in industrys best interests to hire and provide better employment opportunities to African-American citizens.

25 Parkinson, R. 1948. Fair Employment PracticesLegislation. HBR 26 ( January, no. 1): 115128.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.

17 Chayes, A. H. 1974. Make Your Equal Opportunity Program Court-Proof. HBR 52 (September-October, no. 5): 8189.Companies who have not assessed how compliant their organization are with regard to the recently enacted

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Book Reviews Encompassing an Array of Topics26 Dickson, D. N. 1986. Self-Help from Japan.HBR 64 ( January-February, no. 1): 820.[For the Managers Bookshelf Feature] Arguing how the Japanese changed international corporate competition for good, Dickson reviews six recently published books relevant to Japanese business practices.

34 Bowen, N. C. 1981. Books for the Thoughtful Executive. HBR 59 (November-December, no. 6): 4856.[For the Managers Bookshelf Feature] Fourteen recently published books that the Baker Library added to its collection are reviewed.

35 _____. 1981. Books for the Thoughtful Executive. HBR 59 (March-April, no. 2): 6674.[For the Managers 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.

27 Webber, A. M. 1985. Globalization and ItsDiscontents. HBR 63 (May-June, no. 3): 3854.[For the Managers Bookshelf Feature] Webber reviews several books, such as Jonathan Kwitnys Endless Enemies: The Making of an Unfriendly World, on the changing assumptions that American managers need to grasp if their rms are to be globally competitive.

36 Daniells, L. M. 1980. Books for the Thoughtful Executive. HBR 58 (November-December, no. 6): 6572.[For the Managers 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.

28 Nye, J. S., Jr. 1985. Nuclear Dilemmas. HBR 63 (March-April, no. 2): 2834.[For the Managers 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 Managers Bookshelf Feature] Dyer reviews some recently published books pertaining to organized labors impact on economic performance and whether employee ownership is a legitimate remedy.

37 _____. 1980. Books for the Thoughtful Executive. HBR 58 ( July-August, no. 4): 2332.[For the Managers Bookshelf Feature] Daniells produces 12 paragraph reviews of 20 recently published books in strategic planning, organizational behavior, managerial economics, general management, investments, nance, control, and social issues.

30 Gumpert, D. E. 1984. Probing the VentureCapital Creation Process. HBR 62 (March-April, no. 2): 2330.[For the Managers Bookshelf Feature] Gumpert reviews several books relevant to writing business plans and in dealing with venture capitalists.

38 Chateld, M. V. 1979. Considering the Future and Assessing the Past. HBR 57 ( July-August, no. 4): 5056.[For the Managers Bookshelf Feature] Chateld reviews Katona and Strumpels A New Economic Era; Wayss The Future of Business: Global Issues in the 80s and 90s; along with Blackler and Browns Job Redesign and Management Control: Studies in British Leyland and Volvo.

31 Dickson, D. N. 1983. Understanding Mad Hatter Finance. HBR 61 (September-October, no. 5): 2632.[For the Managers Bookshelf Feature] Dickson assesses books relevant to nancial management such as Seligmans The Transformation of Wall Street: A History of the Securities Exchange Commission and Modern Corporate Finance and Donaldson and Lorschs Decision Making at the Top.

39 _____. 1979. Books for the Thoughtful Executive. HBR 57 (March-April, no. 2): 6374.[For the Managers Bookshelf Feature] Heilbroners Beyond Boom and Crash, Boorstins The Republic of Technolog y: Reections 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 Chateld.

32 Chateld, M. V. 1983. Books for the Thoughtful Executive. HBR 61 ( January-February, no. 1): 4854.[For the Managers Bookshelf Feature] Chateld reviews six recently published books on topics dealing with industrial policy, statistical forecasting, science and technology, along with the nature of Japanese business.

40 Judd, M. 1978. Books for the Thoughtful Executive. HBR 56 (November-December, no. 6): 5056.[For the Managers Bookshelf Feature] Judd reviews 15 recently published books relevant to market strategy, divestment, human resource management, compensation, the environment and economics.

33 _____. 1982. The Analytical Engine. HBR 60(May-June, no. 3): 4650.[For the Managers Bookshelf Feature] Among other things, Chateld reviews Jeremy Bernsteins The Analytical Engine: ComputersPast, Present and Future as well as The Money Lenders: Bankers in a World of Turmoil by Anthony Sampson.

41 _____. 1978. Books for the Thoughtful Executive. HBR 56 ( July-August, no. 4): 7277.[For the Managers Bookshelf Feature] Judd reviews 17 recently published books, circa. 1978, relevant to zero-based budgeting, strategic planning and organizational design.

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6derpinnings of American-style stock-market capitalism.

42 _____. 1978. Books for the Thoughtful Executive. HBR 56 (March-April, no. 2): 174184.[For the Managers Bookshelf Feature] Judds literature review encompasses 16 recently published books on management and an array of other issues.

50 Hamel, G. 1996. Strategy as Revolution. HBR74 ( July-August, no. 4): 6983.Hamel contends that strategy consists of nothing more than following the rules of an industry. Companies are now redening those rules. As such, a new philosophical foundation is critically needed.

43 Kipp, L. J. 1977. Books for the Thoughtful Executive. HBR 55 (November-December, no. 6): 158162.[For the Managers Bookshelf Feature] Kipps literature review assesses Walter Hellers The Economy: Old Myths and New Realities, Henning and Jardims The Managerial Woman, along with Remaking American Values: Challenge to a Business Society by Chamberlain.

51 DeMott, B. 1989. Reading Fiction to the Bottom Line. HBR 67 (May-June, no. 3): 128134.DeMott challenges the notion that literature has no relevance to the business world, particularly in a world fraught with chaos and unpredictability.

44 Lovett, R. W. 1977. Business Sits for Its Portrait. HBR 55 ( July-August, no. 4): 160162.[For the Managers Bookshelf Feature]E. R. Harrimans I Reminisce, As I See It by J. Paul Getty, or Stanley Marcuss Minding the Store: A Memoir are utilized by Lovett to illustrate the number of approaches that exist for recording corporate history.

52 Bartlett, J. W. 1988. The Real Business of Bonre. HBR 66 ( July-August, no. 4): 1619.[For the Managers Bookshelf Feature] In reviewing Tom Wolfes novel, The Bonre of the Vanities, Bartlett senses that Wolfe must believe that contemporary society has come unhinged through its worship of money.

45 Chateld, M. V. 1976. Books About People Who Make Business History. HBR 54 (NovemberDecember, no. 6): 174186.Chatelds literature review involves de Mares Corporate Lives; Putting the Corporate Board to Work by Brown; and Turrants Drucker: The Man Who Invented the Corporate Society.

53 Baida, P. 1986. Flying Kites with BenFranklin. 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 nancial independence, having a deep understanding of people and keen entrepreneurial acumen.

46 _____. 1975. Some Books Published in 1975About Business. HBR 53 (November-December, no. 6): 154160.Chatelds literature review focuses on Galbraiths Money: Where It Went; The Quiet Revolution: Reections on the Changing Prole of American Business by Robert Dunlop and Fernandezs Black Managers in White Corporations.

54 Haspeslagh, P. 1982. Portfolio Planning: Usesand Limits. HBR 60 ( January-February, no. 1): 5873.Business theories or ideas often surface that are divorced from reality. These approaches typically fail since a rms future is more often determined by its managerial judgment than its structural position.

47 _____. 1975. From Banking to MultinationalOperations. HBR 53 ( July-August, no. 4): 158 160.Chateld reviews Martin Mayers The Bankers: Consulting for Organizational Change by Fritz Steele; and Corporate Lib: Womens Challenge to Management, edited by Eli Ginzberg and Alice Yohalem.

55 Smith, G. D. and L. E. Steadman. 1981. Present Value of Corporate History. HBR 59 (NovemberDecember, no. 6): 164173.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.

48 Twedt, D. 1975. Management Handbooks forContinuing Education. HBR 53 ( July-August, no. 4): 3646, 161.[Keeping Informed Feature] Habitual retooling of ones skills and knowledge is never been more important given the complexity of todays operating environment. Twedt recommends several books on information technology, ethics, and marketing.

56 Chateld, M. V. 1980. Attack On- And Support of-Business Practices. HBR 58 (September-October, no. 5): 163166.[For the Managers Bookshelf Feature] Chateld reviews several recently published books that attack corporate practices, most notably J. Patrick Whites On a Clear Day You Can See General Motors.

Business as a Profession or Philosophy49 Handy, C. 2002. Whats a Business For? HBR80 (December, no. 12): 4955.[Big Picture Feature] In the aftermath of the Enron and Worldcom scandals, Handy examines the un-

57 Brooks, J. 1978. Review of The Visible Hand.HBR 56 ( January-February, no. 1): 148150.[For the Managers Bookshelf Feature]Brooks reviews Alfred Chandlers The Visible Hand on the development in corporate management between the 1840s and the end of World War I.

758 Barnett, R. C. and R. Tagiuri. 1973. What Young People Think About Managers. HBR 51 (May-June, no. 3): 106118.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 nancial concepts involved with business.

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

67 Cole, A. H. 1958. Transcendental Aspects ofBusiness. 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.

59 Lodge, G. C. 1970. Top Priority: RenovatingOur Ideology. HBR 48 (September-October, no. 5): 4355.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 Professionalismin Business Management. HBR 47 (March-April, no. 2): 4960.Whether business possesses the attributes of professionalism is largely contingent on whether it does anything to enhance society.

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 prots and let government deal with the socio-economic problems of people.

61 Blough, R. M. 1966. Business Can Satisfy theYoung Intellectual. HBR 44 ( January-February, no. 1): 4957.Highly sophisticated college graduates are necessary for todays job market given the complexity of organizations and their operating environments as well as technological change.

69 Gardner, B. B. and L. Rainwater. 1955. The Mass Image of Big Business. HBR 33 (NovemberDecember, no. 6): 6166.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.

62 Bunke, H. C. 1965. Priests Without Cassocks. HBR 43 (May-June, no. 3): 103109.Bunke maintains corporate executives live a white lie by upholding the prot-and-loss standard in private while publicly downplaying it.

70 Winschuh, J. 1951. Young Businessmen and Germanys Future. HBR 29 (May, no. 3): 3541.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.

63 Donham, P. 1962. Is Management a Profession? HBR 40 (September-October, no. 5): 6068.Donham contends that businessmen should not be considered professionals since they never place service above personal gain and that their primary devotion is to prots; which is how it should be.

71 Abrams, F. W. 1951. Managements Responsibilities in a Complex World. HBR 29 (May, no. 3): 2934.Abrams, as Standard Oils CEO, believes that management will achieve the status of a profession when public duty is its overarching priority.

64 Johnson, A. M. 1961. Business History for the Businessman. HBR 39 (May-June, no. 3): 3244, 174176.[Keeping Informed Feature] Johnsons 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.

72 Drucker, P. F. 1950. Management Must Manage. HBR 28 (March, no. 2): 8086.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): 165174.Roper nds that the publics view of the business community is primarily shaped by how business satises their needs.

65 Rice, J. H. 1960. Existentialism for the Businessman. HBR 38 (March-April, no. 2): 135143.Existentialisms emphasis on self-knowledge and its concepts of responsibility, anxiety, and guilt provide a fresh approach to meaning in business life.

74 Cole, A. H. 1945. Business and the Stream ofSocial Thought. HBR 23 (Winter, no. 2): 203210.Coles reviews sixteen books that dene the historical and social underpinnings of business and economics.

66 Learned, E. P., A. R. Dooley and R. L. Katz. 1959. Personal Values and Business Decisions. HBR 37 (March-April, no. 2): 111120.To ease the tensions and conicts when an executives spiritual values and their daily demands clash, the au-

75 Taussig, F. 1941. My Fathers Business Career.HBR 19 (Winter, no. 2): 177184.Taussig discusses the career of his father who was born

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8depends on the collective health of the organizations that inuence the creation and delivery of a product. Knowing what to do means understanding ones ecosystem and the organizations role in it.

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

76 Moore, C. W. 1939. The Rise of the IndustrialExecutive. HBR 18 (Autumn, no. 1): 8293.Moores epistolary article consists of letters from Andrew Dennison to his sons as a way to capture the history of this familys business throughout New England.

85 von Ghyczy, T. 2003. The Fruitful Flaws ofStrategy Metaphor. HBR 81 (September, no. 9): 8694.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.

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): 105125.Literature review encompassing two dozen biographies of business leaders and the historical practices of the period.

86 Meehan, W. F., III, R. Lemmens and M. R.Cohler. 2003. What Venture Trends Can Tell You. HBR 81 ( July, no. 7): 1818.[Forethought Feature] Meehan and his coauthors discuss new McKinsey & Co. research on what the venture capital industry means for the broader business community.

78 Lawrence, W. 1931. George Fisher Baker [Eulogy]. HBR 9 ( July, no. 4): 385388.Contains the text of the authors eulogy for a distinguished Wall Street banker and benefactor for the Harvard Business School.

79 Donham, W. M. 1927. The Social Signicance of Business. HBR 5 ( July, no. 4): 406419.Donham nds 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 signicance of business.

87 Sutcliffe, K. M. and K. Weber. 2003. The High Cost of Accurate Knowledge. HBR 81 (May, no. 5): 7482.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 NewEcology of Competition. HBR 71 (May-June, no. 3): 7586.Upper management must grasp the various stages relevant to a business ecosystem. In this context, rms cannot be perceived as isolated competitors because rms evolve around innovation, working cooperatively and by satisfying consumer needs.

80 Usher, A. P. 1925. Sources of Modern Businesses and Practice. HBR 3 (April, no. 3): 275286.Usher writes why Jacques Savarys 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): 129131.True professions seek to expand, not restrict, the number of practitioners. They also work to improve the preparation of new employees for the work theyll do.

89 Bower, M. 1987. Self-Improvement forCEOs. HBR 65 ( January-February, no. 1): 110112.[For the Managers Bookshelf Feature] Bower reviews Thomas Hortons What Works for Me in which 16 CEOs discuss their environmental constraints.

Business Ecosystems82 Breakthrough Ideas of 2007. 2007. HBR 85(February, no. 2): 2054.[The HBR List Feature] Twenty writers produced one page essays on the trends that will make an impact on business in the foreseeable future.

90 Nolan, J. 1975. Protect Your Public Image withPerformance. 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, its grossly out-of-step with some important social and political trends.

83 Mayo, A. J. and N. Nohria. 2005. ZeitgeistLeadership. HBR 83 (October, no. 10): 4560.[Big Picture Feature] By analyzing how Americas 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 rms well-being.

91 Nazarevsky, V. A. 1974. A Soviet Economist Looks at U.S. Business. HBR 52 (May-June, no. 3): 4957.Nazarevsky describes the forces changing American business such as computerization, centralization, the growth of R&D, diversication, and worker discontent.

Business School Curriculum92 Contu, D. 2006. Leadership in Literature: AConversation with Business Ethicist Joseph L. Badaracco, Jr. HBR 84 (March, no. 3): 4755.

84 Iansiti, M. and R. Levien. 2004. Strategy as Ecology. HBR 82 (March, no. 3): 6878.Stand-alone strategies never work when ones success

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.

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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): 116134.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.

93 Bennis, W. G. and J. OToole. 2005. HowBusiness Schools Lost Their Way. HBR 83 (May, no. 5): 96104.Bennis and OToole describe how business schools are so focused on scientic rigor that the complex, messy, multidisciplinary and unquantiable issues that characterizes most business decision-making is ignored. As such, todays students are not being instilled with ethical behavior, leadership qualities and other useful skills.

101 Fielden, J. S. 1959. Business Education. HBR 37 (November-December, no. 6): 3542, 182192.[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 rm foundation of liberal arts courses for business school students.

94 Linder, J. C. and H. J. Smith. 1992. The Complex Case of Management Education. HBR 70 (September-October, no. 5): 1633.[HBR Case Study Feature] Bay International Industries questions its involvement with a business schools MBA program as top management nds the business school spends too much time on theory at the expense of execution.

102 Selekman, B. M. 1958. Cynicism and Managerial Morality. HBR 36 (September-October, no. 5): 6171.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 efciency and protability issues throughout business schools in the United States.

95 Jenkins, R. L., R. C. Reizenstein and F. G.Rodgers. 1984. Report Cards on the MBA. HBR 62 (September-October, no. 5): 2030.[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.

103 Andrews, K. R. 1951. Executive Training inHuman Relations. HBR 29 (September, no. 5): 5870.After experimenting for four years, Andrews nds the case study method to be particularly effective when teaching about issues affecting companies.

96 Behrman, J. N. and R. I. Levin. 1984. Are Business Schools Doing Their Job? HBR 62 ( JanuaryFebruary, no. 1): 140147.[Special Report Feature] Behrman and Levin nd that business schools do not emphasize the boldness, imagination and creativity that MBA students must possess in an economy driven by innovation and information.

104 Conant, J. B. 1947. Science and the Practical Arts. HBR 25 (Autumn, no. 4a): 543553.Despite having no formal training, increasing numbers of corporate executives make decisions having scientic or technical ramications. 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.

97 Wendel, W. H. 1981. Desirable Job Title: Executive in Residence. HBR 59 (November-December, no. 6): 3034.[Ideas for Action Feature] Following retirement as the president of the Kennecott Corporation, Wendel describes his exhilerating experience as Cornell Universitys executive-in-residence.

105 Calkins, R. D. 1946. Objectives of Business Education. HBR 25 (Autumn, no. 1): 4657.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.

98 Steele, J. E. and L. B. Ward. 1974. MBAs: Mobile, Well Situated, Well Paid. HBR 52 ( JanuaryFebruary, no. 1): 99110.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.

106 _____. 1945. A Challenge to Business Education. HBR 23 (Winter, no. 2): 174186.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-Educated Manager. HBR 49 ( January-February, no. 1): 7989.Livingston argues how no direct relationship exists be-

107 Larson, H. M. 1944. Danger in Business History. HBR 22 (Spring, no. 3): 316327.Larson articulates the importance of integrating a formal historical assessment of business and industry into the business school curriculum.

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10119 Christensen, C. M., M. Marx and H. H. Stevenson. 2006. The Tools of Cooperation and Change. HBR 84 (October, no. 10): 7280.Christensen and his coauthors contend that rms 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.

108 Bates, G. E. 1942. Twenty Years. HBR 21 (Autumn, no. 1): 14.Bates, in his capacity as the Harvard Business Reviews editor, discusses the journals operating philosophy and history.

109 Donham, W. B. 1936. Training for Leadership in a Democracy. HBR 14 (Spring, no. 3): 261 272.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.The Hard Side of Change Management. HBR 83 (October, no. 10): 108118.Managing change is difcult. Sirkin and his coauthors contend that companies must pay attention to the hard components (e.g., project duration and stafng 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.

110 Hopkins, E. M. 1933. Unity as an Educational Ideal. HBR 11 ( July, no. 4): 409417.Hopkins nds Harvard Business Schools traditional methods of inquiry must become more exible. 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): 192202.As an academic discipline, the eld 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): 432443.Lincoln describes how corporate personnel directors are actively developing internships for college upperclassmen.

121 Garvin, D. A. and M. A. Roberto. 2005. Change Through Persuasion. HBR 83 (February, no. 2): 104112.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.

113 Donham, W. M. 1927. The Emerging Profession of Business. HBR 5 ( July, no. 4): 401405.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): 397400. 115 Lawrence, W. 1927. George F. Baker Foundation: An Appreciation. HBR 5 ( July, no. 4): 395 396.

122 Hemp, P. and T. A. Stewart. 2004. Leading Change When Business Is Good. HBR 82 (December, no. 12): 6070.[HBR Interview with IBMs CEO, Samuel J. Palmisano] When Palmisano was named CEO in 2002, his primary aim was to get IBMs different divisions to work together. IBMs 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 IBMs operations.

116 Young, O. D. 1927. Dedication Address. HBR 5 ( July, no. 4): 384394. 117 Callan, J. C. 1922. Some Relations Between Technical and Business Training. HBR 1 (October, no. 1): 8186.Callan discusses how the scope and scale of business education keeps increasing.

123 Hamel, G. and L. Valikangas. 2003. The Quest for Resilience. HBR 81 (September, no. 9): 5263.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 ones business model before circumstances force them to provides rms with an undeniable advantage.

Change Management118 Kotter, J. P. 2007. Leading Change: Why Transformation Efforts Fail. HBR 85 ( January, no. 1): 96103.[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.

124 Hirschhorn, L. 2002. Campaigning for Change. HBR 80 ( July, no. 7): 98104.Large-scale change initiatives often collapse under the weight of their own complexity. Hirschhorn nds that the success behind any change program has more to do with execution than with conceptualization. As such, bringing order to this means organizing ones change effort

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

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125 Gilbert, C. and J. L. Bower. 2002. Disruptive Change: When Trying Harder Is Part of the Problem. HBR 80 (May, no. 5): 94101.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.

132 Semler, R. 2000. How We Went Digital Without a Strategy. HBR 78 (September-October, no. 5): 5158.[First Person Feature] As CEO for a major Brazilian manufacturer, Semler describes how his employees shaped the companys 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): 7579.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.

126 Meyerson, D. E. and B. Fryer. 2002. Turning an Industry Inside Out: A Conversation with Robert Redford. HBR 80 (May, no. 5): 5762.[Different Voice Feature] Redford discusses his Sundance Institutes impact on the movie industry and why incremental change is feasible if ones leaders possess credibility.

134 Beer, M. and N. Nohria. 2000. Cracking the Code of Change. HBR 78 (May-June, no. 3): 133 144.Todays 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).

127 Coutu, D. L. 2002. The Anxiety of Learning. HBR 80 (March, no. 3): 100106.[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 Wont Change. HBR 79 (November, no. 10): 8492.Kegan and Lahey nd that many employees apply their productive energy toward a hidden and competing commitment. Hence, employee resistance to change doesnt always reect opposition or inertia.

135 Christensen, C. M. and M. Overdorf. 2000. Meeting the Challenge of Disruptive Change. HBR 78 (March-April, no. 2): 6676.When companies are young, their resources dene 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.

129 Wetlaufer, S. 2001. The Business Case AgainstRevolution. HBR 79 (February, no. 2): 112119.[An Interview with Nestles Peter Brabeck] Brabeck reveals how skeptical he is of the relentless push to radically transform every facet of a companys operations. He respects technology but doesnt consider it central to a rms strategy. Success, instead, derives from a continuous improvement that slow and steady change produces.

136 Sternin, J. and R. Choo. 2000. The Power of Positive Deviancy. HBR 78 ( January-February, no. 1): 1415.[Forethought Feature]Save the Children has helped the Vietnamese people reduce childhood malnutrition. Sternin and Choo explain how this has ramications for companies wanting to change employee behavior.

130 Hemp, P. 2001. Managing for the Next BigThing. HBR 79 ( January, no. 1): 130139.[An Interview with EMCs Michael Ruettgers] EMC has been a successful company over the last decade. CEO Michael Ruettgers discusses his companys managerial philosophy that allowed it to anticipate and exploit disruptive technologies, market opportunities, and develop business models ahead of its competitors.

137 Wetlaufer, S. 1999. Driving Change: An Interview with Ford Motor Companys Jacques Nasser. HBR 77 (March-April, no. 2): 7688.Nasser discusses how he is working to make Fords 55,000 salaried employees view the company from the context of a shareholder.

138 Pascale, R., M. Millemann and L. Goija. 1997.Changing the Way We Change. HBR 75 (November-December, no. 6): 126139.Most rms enhance their competitiveness by implementing improvement programs which typically produce disappointing results. Pascale and his coauthors nd that managers need to tap their employees to help the company achieve its goals.

131 Heimbouch, H. 2000. Racing for Growth: An Interview with PerkinElmers Greg Summe. HBR 78 (November-December, no. 6): 148154.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 rst joined the company in 1998.

139 Baldwin, C. Y. and K. B. Clark. 1997. Managing in an Age of Modularity. HBR 75 (September-October, no. 5): 8493.

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12mon denominators among companies who successfully transform themselves.

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 tted into a complex product to be more competitive. Specic design rules then become essential.

147 Taylor, W. 1994. Control in an Age of Chaos. HBR 72 (November-December, no. 6): 6476.[Books in Review Feature] Taylor reviews the following three books on surviving and prospering in todays highly-competitive environment, while nurturing individual creativity and a democratic spirit: (i) Kellys 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) Zacharys Showstopper! The Breakneck Race to Create Windows NT and the Next Generation at Microsoft.

140 Beers, M. C. 1996. The Strategy ThatWouldnt Travel. HBR 74 (November-December, no. 6): 1831.[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. Reachingand Changing Frontline Employees. HBR 74 (May-June, no. 3): 95109.Too many companies depend on charismatic executives to inspire ones frontline employees. Research from communication experts indicates that front-line supervisors are the real opinion leaders in any rm. These individuals should communicate major company changes to front-line employees as opposed to senior management.

148 Duck, J. D. 1993. Managing Change: The Art of Balancing. HBR 71 (November-December, no. 6): 109118.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.

142 Strebel, P. 1996. Why Do Employees Resist Change? HBR 74 (May-June, no. 3): 8694.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.

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): 97108.Firms need to be completely reinvented in todays 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 nancial performance despite the changes to ones business paradigm.

143 Garvin, D. A. 1995. Learning Processes for Strategic Advantage. HBR 73 (September-October, no. 5): 7692.Garvin leads a roundtable discussion of four senior managers who led their rms into becoming processbased organizations.

144 Stevenson, H. H. and M. C. Moldoveanu. 1995. The Power of Predictability. HBR 73 ( JulyAugust, no. 4): 140143.[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.

150 Martin, R. 1993. Changing the Mind of the Corporation. HBR 71 (November-December, no. 6): 8194.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 ones 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): 8094.[First Person Feature] Cin-Made, a manufacturer of mailing tubes and composite cans, once had marginal prots, 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 prot sharing. Cin-Made is now a dynamic and protable company with actively involved employees.

145 Tichy, N. and R. Charan. 1995. The CEO asCoach. HBR 73 (March-April, no. 2): 6878.[An Interview with AlliedSignals Lawrence A. Bossidy] Bossidy maintains that successful transformations depend on ones capability to communicate the danger of preserving the status quo as well as articulating the benet of organizational change.

146 Kotter, J. P. 1995. Leading Change: WhyTransformation Efforts Fail. HBR 73 (March-April, no. 2): 5967.Companies usually engage in transformation efforts when their operating environment become more competitive and difcult. Kotters study discovers several com-

152 Schaffer, R. H. and H. A. Thomson. 1992.Successful Change Programs Begin with Results. HBR 70 ( January-February, no. 1): 8091.Since management seems preoccupied on activities as opposed to results, most corporate improvement programs have little impact on operational and nancial performance. Schaffer and Thomson also nd that these

13anticipated improvements rarely materialize since no clear connection exists between actions and outcomes.

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161 Boyle, R. J. 1984. Wrestling with Jellysh. HBR 62 ( January-February, no. 1): 7483.Boyle describes how Honeywells corporate habits and organizational culture changed.

153 Crozier, M. 1991. The Changing Organization. HBR 69 ( July-August, no. 4): 138140.[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): 133138.Schrank focuses on whether automation will displace blue collar labor and the likely socio-economic ramications from this.

154 Austin, J. E. 1991. The Boundaries of Business. HBR 69 ( July-August, no. 4): 127140.[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.

163 Kotter, J. P. and L. A. Schlesinger. 1979.Choosing Strategies for Change. HBR 57 (MarchApril, no. 2): 106114.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.

155 Kanter, R. M. 1991. Championing Change: An Interview with Bell Atlantics CEO Raymond Smith. HBR 69 ( January-February, no. 1): 92101.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.

164 Rosen, B. and T. H. Jerdee. 1977. Too Old or Not Too Old. HBR 55 (November-December, no. 6): 97106.Rosen and Jerdee surveyed HBR subscribers and found that a strong belief exists that older employees can be as exible and innovative as their younger counterparts.

156 Beer, M., R. A. Eisenstat and B. Spector. 1990.Why Change Programs Dont Produce Change. HBR 68 (November-December, no. 6): 158166.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.

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 peoples social networks.

157 Chew, W. B. 1990. The Case of the Machinists Mutiny. HBR 68 (November-December, no. 6): 1430.[HBR Case Study Feature] Chews case study focuses on a manufacturers difculties in changing from general purpose screw machines to a more exible manufacturing technology.

166 Peterson, W. H. 1967. The Future & the Futurists. HBR 45 (November-December, no. 6): 158166.[Keeping Informed Feature] Peterson examines several books (e.g., Edward Bellamys Looking Backward: 20001887, Utopia by Sir Thomas More, along with Platos Republic) about the future and how the thinking of company decision-makers might be affected.

158 Kanter, R. M. 1989. The New Managerial Work. HBR 67 (November-December, no. 6): 85 92.Kanter contends that the nature of managerial work is radically changing as rms restructure to generate exibility 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): 152157.Leavitt nds the cynicism which rebellious University of California students embody is also manifest in a new breed of company president that is arising.

159 Stevenson, H. H. and D. E. Gumpert. 1985.The Heart of Entrepreneurship. HBR 63 (MarchApril, no. 2): 8594.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 employees air for entrepreneurship in conjunction to the organizations goals and demands.

168 Bright, J. R. 1963. Opportunity & Threat inTechnological Change. HBR 41 (November-December, no. 6): 7686.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.

160 Collins, E. G. C. 1984. Taking Hold of Change. HBR 62 (May-June, no. 3): 5464.[For the Managers Bookshelf Feature]Collins reviews The One Minute Manager by Blanchard and Johnson; Rosabeth Moss Kanters The Change Masters; and Schons The Reective Practitioner.

169 Fraisse, P. 1959. Of Time and the Worker. HBR 37 (May-June, no. 3): 121125.Fraisse explains the physical and psychological ramications when workers break their natural rhythm or temporal horizons.

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14178 Nolan, R. and F. W. McFarlan. 2005. Information Technology and the Board of Directors. HBR 83 (October, no. 10): 96106.As the cost, complexity and consequences with information technology keeps rising, corporate directors need a framework to develop IT practices that t 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.

170 Bursk, R. A. 1958. Opportunities for Persuasion. HBR 36 (September-October, no. 5): 111119.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): 4957.Lawrence nds that employee resistance to change does not stem from technological change. Resistance, instead, arises from changes in a workers social or human relationships.

172 Bowden, G. T. 1947. The Adaptive Capacity of Workers. HBR 25 (Summer, no. 4): 527542.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.

179 Kambil, A. and B. Beebe. 2005. Springboardto a Swan Dive. HBR 83 (February, no. 2): 5968.[HBR Case Study Feature] A technology companys CFO is invited to join the board of directors for another company. No doubt, this is prestigious and a great honor. Kambil and Beebes case study focuses on the realities and responsibilities that a corporate directorship demands, particularly in a postSarbenes-Oxley business environment.

173 Selekman, B. M. 1945. Resistance of ShopChanges. HBR 24 (Autumn, no. 1): 119132.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): 435452.Coffman nds the most difcult responsibility for management involves coping with changing conditions.

180 McGovern, G. J., D. Court, J. A. Quelch and B. Crawford. 2004. Bringing Customers into the Boardroom. HBR 82 (November, no. 11): 7080.Corporate boards lack a clear understanding as to whether their companies are meeting customer needs and whether ones 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.

Corporate Board of Directors Topics175 Klausner, M. 2007. Reducing DirectorsLegal Risk. HBR 85 (April, no. 4): 2828.[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.

181 Nadler, D. A. 2004. Building Better Boards.HBR 82 (May, no. 5): 102111.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): 2222.[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 boards discussions to better represent the concerns of a wider set of stakeholders. They are also more dogged in pursuing answers to difcult questions and provide a more collaborative approach to leadership.

182 Allen, W. T. and W. R. Berkley. 2003. In Defense of the CEO Chair. HBR 81 (September, no. 9): 2425.[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.

183 Montgomery, C. A. and R. Kaufman. 2003.The Boards Missing Link. HBR 81 (March, no. 3): 8693.Board members need to forge new connections with shareholders. Montgomery and Kaufman contend it is incidental how board members relate to management.

177 Useem, M. 2006. How Well-Run BoardsMake 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.

184 Sonnerfeld, J. A. 2002. What Makes GreatBoards Great. HBR 80 (September, no. 9): 106113.[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.

15185 Conger, J. A., D. Finegold and E. W. Lawler, III. 1998. Appraising Boardroom Performance. HBR 76 ( January-February, no. 1): 136148.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 difcult to dismantle, making it harder for a new CEO to dominate a board or avoid being held accountable for poor performance.

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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 Insiders Call forOutside Direction. HBR 68 (March-April, no. 2): 4655.[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 rms nd themselves under attack from a hornets nest of aggressive competitors and investors.

186 Donaldson, G. 1995. A New Tool for Boards:The Strategic Audit. HBR 73 ( July-August, no. 4): 99108.Donaldson explains how a strategic audit committee, comprised of a rms 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.

194 Patton, A. and J. C. Baker. 1987. Why Wont Directors Rock the Boat? HBR 65 (November-December, no. 6): 1018.[From the Boardroom Feature] Patton and Baker address practices that undermine many corporate boards; namely, having a CEO serve as board chairman.

187 Redraw the Line Between the Board and the CEO. 1995. HBR 73 (March-April, no. 2): 153165.[Perspectives Feature] Five corporate leaders nd that an increasing emphasis is placed on accountability to ones shareholders. This leads to more power being transferred to ones corporate board.

195 Alderfer, C. P. 1986. The Invisible Director onCorporate Boards. HBR 64 (November-December, no. 6): 3852.[From the Boardroom Feature] Group dynamics play an indelible role with corporate boards of directors. Alderfer nds that most directors are oblivious to this as well as correcting a boards behavior to make it more effective.

188 Pound, J. 1995. The Promise of the Governed Corporation. HBR 73 (March-April, no. 2): 8998.Company failures often transpire from awed 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 Liability. HBR 64 (May-June, no. 3): 814.[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.

189 Lorsch, J. W. 1995. Empowering the Board. HBR 73 ( January-February, no. 1): 107117.Empowerment here refers to outside directors having the capability and independence to monitor top managements performance as well as inuence a rms strategic direction.

197 Anderson, C. A. 1984. Corporate Directorsin Japan. HBR 62 (May-June, no. 3): 3038.[From the Boardroom Feature]Anderson discusses Japanese corporate governance practices and the rights that individual shareholders possess.

190 Salmon, W. J. 1993. Crisis Prevention: Howto Gear Up Your Board. HBR 71 ( January-February, no. 1): 6875.Corporate boards have improved markedly since Salmon rst 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.

198 Muckley, J. E. 1984. Dear Fellow Shareholder. HBR 62 (March-April, no. 2): 4664.[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.

191 Pound, J. 1992. Beyond Takeovers: Politics Comes to Corporate Control. HBR 70 (MarchApril, no. 2): 8393.Pound describes how politics, not takeovers, will characterize corporate governance issues during the 1990s.

199 Dayton, K. N. 1984. Corporate Governance: The Other Side of the Coin. HBR 62 ( JanuaryFebruary, no. 1): 3437.[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.

192 Sahlman, W. A. 1990. Why Sane PeopleShouldnt Serve on Public Boards. HBR 68 (MayJune, no. 3): 2836.[From the Boardroom Feature] An individuals reputation, time and nances is jeopardized from being

200 Andrews, K. R. 1982. Rigid Rules Will Not Make Good Boards. HBR 60 (November-December, no. 6): 3446.[From the Boardroom Feature] Andrews critiques a highly contentious American Law Institute proposal to reform corporate governance.

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16[For the Managers Bookshelf Feature] Judd reviews a number of studies, guidebooks, and periodicals devoted to the work of a corporate director.

201 Unterman, I. and R. H. Davis. 1982. The Strategy Gap in Not-for-Prots. HBR 60 (MayJune, no. 3): 3040.[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): 2837.[From the Boardroom Feature] Crafts describes how the First National Bank of Boston takes its directors to its overseas branch ofces as a way to expose them to the operating conditions of these sites.

202 Andrews, K. R. 1981. Corporate Strategy as aVital Function of the Board. HBR 59 (NovemberDecember, no. 6): 174184.[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 OutsideDirectors. HBR 57 (November-December, no. 6): 1828.[From the Boardroom Feature]Lear provides a rationale for compensating outside directors as their work becomes more challenging. .

203 Carroll, D. T. 1981. Boards and Managements: Ten Challenges and Responses. HBR 59 (September-October, no. 5): 6268.[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 Boards Most Important Function. HBR 57 (September-October, no. 5): 4862.[From the Boardroom Feature] Wommack nds that a corporate boards most important function involves approving or amending managements recommendations for the companys future.

204 Andrews, K. R. 1981. Replaying the BoardsRole in Formulating Strategy. HBR 59 (May-June, no. 3): 1826.[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.

213 Felton, S. M., Jr. 1979. Case of the Board and the Strategic Process. HBR 57 ( July-August, no. 4): 2036.[From the Boardroom Feature] Feltons case study examines the extent to which outside directors should be active in the strategic direction of a rm.

205 Levy, L. 1981. Reforming Board Reform. HBR 59 ( January-February, no. 1): 166172.[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.

214 Mueller, R. K. 1979. Criteria for the Appraisal of Directors. HBR 57 (May-June, no. 3): 4852.[From the Boardroom Feature] Mueller describes the recently issued Authoritative Summary of the Duties and Responsibilities from the American Bar Association.

206 Andrews, K. R. 1980. Directors Responsibility for Corporate Strategy. HBR 58 (NovemberDecember, no. 6): 3042.[From the Boardroom Feature]Andrews questions whether a corporate board should participate in formulating strategy when its function is to review corporate actions.

215 Perkins, D. S. 1978. What the CEO and Board Expect of Each Other. HBR 57 (MarchApril, no. 2): 2434.[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.

207 Estes, R. M. 1980. Corporate Governance in the Courts. HBR 58 ( July-August, no. 4): 5064.[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.

216 Vagts, D. F. 1978. Why Directors Need to Keep Records. HBR 56 (November-December, no. 6): 2830.[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.

208 Baruch, H. 1980. The Audit Committee: AGuide for Directors. HBR 58 (May-June, no. 3): 174186.[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.

217 Andrews, K. R. 1978. The Roundtable Statement on Boards of Directors. HBR 56 (SeptemberOctober, no. 5): 2438.[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.

209 Judd, M. 1980. Reference Sources on Boards of Directors. HBR 58 (May-June, no. 3): 2632.

17218 Mace, M. L. 1978. What Todays Directors Worry About. HBR 56 ( July-August, no. 4): 3051.[From the Boardroom Feature] Mace sees corporate directors being most concerned about their liability as corporate directors, dealing with tender offers, and assessing a CEOs performance.

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

227 Lauenstein, M. C. 1977. Preserving the Impotence of the Board. HBR 55 ( July-August, no. 4): 3546.[From the Boardroom Feature] Launensteins satirical piece describes what companies do to make their corporate boards ineffective.

219 Lewis, R. F. 1978. What Should Audit Committees Do? HBR 56 (May-June, no. 3): 2226, 172174.[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): 4064, 178181.[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.

220 Mace, M. L. 1978. Should the Retiring CEOStay 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): 5766.Corporate boards are seen as remote, insensitive and not particularly reecting the publics they serve. Marcus and Walters describe a number or reforms now being oated; all of which would redene a corporations relationship to society.

229 Mace, M. L. 1977. The Board and the New CEO. HBR 55 (March-April, no. 2): 1632, 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): 2036, 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.

222 Weiss, E. J. and D. E. Schwartz. 1978. Disclosure Approach for Directors. HBR 56 ( JanuaryFebruary, no. 1): 1830, 162166.[From the Boardroom Feature]With condence in American corporations waning, Weiss and Schwartz urge corporations to do far more to make their corporate boards more independent and transparent.

231 _____. 1976. Attracting New Directors. HBR 54 (September-October, no. 5): 4658, 180183.[From the Boardroom Feature] Mace nds 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.

223 Estes, R. M. 1977. The Emerging Solution toCorporate Governance. HBR 55 (Novembe