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Full-text articles to support research in accounting, finance, economics, marketing, management, and operations management. Includes access to video from the Associated Press (AP).
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While there is a widespread belief that some people are born to lead, the existence of an 'ideal manager' is almost entirely a myth. Basic skills - the ones that most employees can learn - are often more important than personality traits. In Skills of an Effective Administrator, Robert L. Katz identifies the three fundamental abilities companies should seek to develop in their managers. Find out for yourself how these vital skills can be put to work...
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This classic article shows how to make mass customization and efficient and personal marketing work by putting the producer and consumer in a "learning relationship." Over time, this ongoing relationship allows your company to meet a customer's changing needs over time. Furthermore, as your company develops learning relationships with its customers, it should be able to retain their business virtually forever.
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Corporate values and corporate operations have always been dynamically intertwined, but today more than ever the trend toward focusing on the social impact of the corporation is an inescapable reality that must be factored into managerial decision making. Instead of the utopian and sometimes anticapitalistic bias that marks much of applied business philosophy, this article presents a process of ethical inquiry that is immediately accessible to managers...
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In this seminal article, innovation experts Clayton Christensen, Stephen P. Kaufman, and Willy C. Shih explore the key reasons why companies struggle to innovate. The authors uncover common mistakes companies make-from focusing on the wrong customers to choosing the wrong products to develop-that can derail innovation efforts, and offer a better way forward for management teams who want to avoid these obstacles and get innovation right. Since 1922,...
25) Strategic Intent
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In this McKinsey Award-winning article, first published in May 1989, Gary Hamel and C.K. Prahalad explain that Western companies have wasted too much time and energy replicating the cost and quality advantages their global competitors already experience. Canon and other world-class competitors have taken a different approach to strategy: one of strategic intent. They begin with a goal that exceeds the company's present grasp and existing resources:...
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"Managers often lack a clear understanding of what changes they could make to bring out the best in their employees. Here, the authors of the bestselling Blue Ocean Strategy offer a solution: a systematic approach to uncovering, at each level of the organization, which leadership acts and activities will inspire employees to give their all, and a process for getting managers throughout the organization to start doing them."--Back cover.
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A leader's singular job is to get results. But even with all the leadership training programs and "expert" advice available, effective leadership still eludes many people and organizations. One reason, says Daniel Goleman, is that such experts offer advice based on inference, experience, and instinct, not on quantitative data. Now, drawing on research of more than 3,000 executives, Goleman explores which precise leadership behaviors yield positive...
28) Red Ocean Traps
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As established markets become less profitable, companies increasingly need to find ways to create and capture new markets. Despite much investment and commitment, most firms struggle to do this. What, exactly, is getting in their way? World-renowned professors W. Chan Kim and Renee Mauborgne, the authors of the best-selling book Blue Ocean Strategy have spent over a decade exploring that question. They have seen that the trouble lies in managers'...
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"Competing in existing markets is growing less profitable, so companies must find ways to create new markets. But despite much investment and commitment, companies find it extraordinarily difficult to establish new market spaces. Instead, they get caught in Red Ocean Traps."--Back cover.
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Peter F. Drucker argues that what underlies the current malaise of so many large and successful organizations worldwide is that their theory of the business no longer works. The story is a familiar one: a company that was a superstar only yesterday finds itself stagnating and frustrated, in trouble and, often, in a seemingly unmanageable crisis. The root cause of nearly every one of these crises is not that things are being done poorly. It is not...
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Most executives have a big, hairy, audacious goal. But they install layers of stultifying bureaucracy that prevent them from realizing it. In this article, Jim Collins introduces the catalytic mechanism, a simple yet powerful managerial tool that helps turn lofty aspirations into reality. The crucial link between objectives and results, this tool is a galvanizing, nonbureaucratic way to turn one into the other. But the same catalytic mechanism that...
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In his sixty-five-year consulting career, Peter F. Drucker, widely regarded as the father of modern management, identified eight practices that can make any executive effective. Leadership is not about charisma or extroversion. It's about these practices: Effective executives ask, "What needs to be done?" They also ask, "What is right for the enterprise?" They develop action plans. They take responsibility for decisions. They take responsibility for...
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