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The article contains nine summaries of articles published in this issue of "Harvard Business Review." The cover story is "Reverse Engineering Google's Innovation Machine," by Bala Iyer and Thomas H. Davenport. The HBR fictional case study, "Open Source: Salvation or Suicide?," is by Scott Wilson and Ajit Kambil--with commentary from Jonathan Schwartz, Eric Levin, Gary P. Pisano, and Michael J. Bevilacqua. There is an interview with choreographer Twyla Tharp. An article on governance, "Leading from the Boardroom," is by Jay W. Lorsch and Robert C. Clark.

The article reports on the 49th annual McKinsey Awards. "Cocreating Business's New Social Compact, by Jeb Brugmann and C. K. Prahalad, won first place. A tie for second place went to "Women and the Labyrinth of Leadership," by Alice H. Eagly and Linda L. Carli and "Leading Clever People," by Rob Goffee and Gareth Jones. A list of judges is included.

The article contains summaries of nine articles that are in this issue of "Harvard Business Review." The cover story is "The Four Truths of the Storyteller," by Peter Guber. The HBR fictional case study is "The Customer's Revenge," by Dan Ariely, and features the views of Tom Farmer, Nate Bennett, Chris Martin, Nancy Fein, and Barak Libai. An interview, "Making Relationships Work: A Conversation with Psychologist John M. Gottman," by Diane Coutu, focuses on the executive director of the Relationship Research Institute who found that successful relationships are built on attachment and intimacy.

The article contains summaries for nine featured papers in this issue of "Harvard Business Review." The HBR fictional case study, "Mad About Plaid," is by Julia Kirby and has commentary from Niall Ferguson, Dana Thomas, Dov Seidman, and Gill Corkindale. The cover story is "A Leader's Framework for Decision Making," by David J. Snowden and Mary E. Boone. "Cognitive Fitness" is by Roderick Gilkey and Clint Kilts. "If Private Equity Sized Up Your Business" is by Robert C. Pozen. "Eight Ways to Build Collaborative Teams" is by Lynda Gratton and Tamara J. Erickson.

The article contains summaries for 14 featured articles in this issue of "Harvard Business Review." "The Four Principles of Enduring Success" is written by Christian Stadler. The HBR case study is "Too Far Ahead of the IT Curve?," by John P. Glaser and commentary from four experts. "Building a Leadership Brand" is by Dave Ulrich and Norm Smallwood. "To Succeed in the Long Term, Focus on the Middle Term" is from Geoffrey A. Moore. "Six Rules for Effective Forecasting" is by Paul Saffo. "The Knowledge-Creating Company" is by Ikujiro Nonaka. There is also an interview with Thomas A. Stewart.

Several abstracts of articles contained in the issue are presented. Titles include "A Case of AIDS" by Richard S. Tedlow and Michele S. Marram, "Does Privatization Serve the Public Interest?" by John B. Goodman and Gary W. Loveman, and "The Hard Work of Being A Soft Manager" by William H. Peace.

Peter Drucker turned 70 this past November. His extensive writings (including 19 HBR articles) are landmarks of the managerial profession, having cast a long shadow on the practice and teaching of management for more than a generation. That his works line thousands of bookshelves is indisputable. But do the shelf-owners read them? More important, ought they? More important still, what will they gain if they do? In this analysis, which reflects not on Drucker's life--fascinating as it has been--but on his works, the author attempts to answer the central question: Why read Peter Drucker? [ABSTRACT FROM AUTHOR]

The article refers to a factual approach to labor relations, the Neil W. Chamberlain book "Collective Bargaining Procedures," and management literature. A research report, "Sources of Economic Information for Collective Bargaining," is by Ernest Dale for the American Management Association. "Providing Facts and Figures for Collective Bargaining" is by Cornell University's New York State School of Industrial Relations Professors Earl Brooks, N. Arnold Tolles, and Richard F. Dean. The Bureau of National Affairs published "Tying Wages to the Cost of Living." "The Structure of Labor Markets" is a study by Lloyd G. Reynolds.

The article mentions several books. "Advertising in Our Economy," "The Economic Effects of Advertising," and "Advertising: Text and Cases" are written by Neil H. Borden. "Advertising Procedure" is the fourth edition and is written by Otto Kleppner. "How to Use Psychology for Better Advertising" is by Melvin S. Hattwick. "So You're Going to Choose an Advertising Agency" is from James Thomas Chirurg. "The History of an Advertising Agency" is from Ralph M. Hower. "Books for the Advertising and Marketing Man" is a revised edition.

The article focuses on production management and personnel administration in the United States. Inadequate employee relations and personnel management are major factors causing much of the difficulty experienced by employers over the issue of management prerogatives. Personnel management literature of the period emphasizes the necessity for adequate employment techniques regarding discharges, layoffs, and technological changes in industry. Management's failure to adopt these techniques are seen as contributing to employee dissatisfaction. Several exemplary cases are discussed, including one involving the Chrysler Corporation and the United Automobile Workers union.

As change continues to accelerate, so does the manager's quest for relevant information that will allow him to keep pace. The problem is, how does one find his way in the vast and growing body of management literature? This article not only tells where to obtain assistance but also presents a sampling of books, periodicals, and literature guides for the manager who wants to remain generally informed and functionally competent. [ABSTRACT FROM PUBLISHER]

The process by which technical advances, ideas, or inventions are translated into products, processes, or services has become of increasing concern in recent years. The author surveys some current publications on the management of technological innovation and presents eight general conclusions which, he believes run through that literature. [ABSTRACT FROM AUTHOR]

In recent years the literature on international business operations has begun to reflect new conditions and trends of importance to top management. A variety of books and services now exist which can he helpful to businessmen. In this article William S. Barnes examines various descriptive writings, practical guides, analyses, and case studies which he thinks the executive should know about. The author is Professor at the Fletcher School of Law and Diplomacy of Tufts University, and Research Associate at the Center for International Affairs of Harvard University. He founded the World Tax Series and directed it from 1954 to 1964. Last summer he gave a course in international investment, in Uruguay. [ABSTRACT FROM AUTHOR]

Reading is just one of the ways to increase your ability to delegate. The literature has grown so much richer in the past ten years, however, that it justifies the attention of executives more than ever before. In this article, John S. Ewing examines an interesting range of publications dealing with delegation--books discussing general principles and methods, books describing how delegation is actually done by various men and in different companies, and books presenting cases to analyze. The author is Visiting Associate Professor of International Trade and Marketing at the Stanford Graduate School of Business. [ABSTRACT FROM PUBLISHER]

With the increased business demand for funds resulting from economic growth and inflation, decisions as to the best type of financial structure for the firm play a large part in determining the size of stockholder profits. The company financial executive's biggest "headache" has been where to find funds and how to convince those who have the money to relinquish it on terms that will minimize costs to the user. The author, in compiling this reading list for financial executives, includes several valuable references on fund procurement as well as more general sources on the problems of corporate finance for other executives. [ABSTRACT FROM PUBLISHER]

The article contains eight summaries of research papers about performance reviews and planning, which were published in previous issues of "Harvard Business Review." Titles that can be downloaded free at hbr.org include: "Fear of Feedback," by Jay M. Jackman and Myra H. Strober; "Saving Your Rookie Managers from Themselves," by Carol A. Walker; "Building Your Company's Vision," by James C. Collins and Jerry I. Porras; and "Off-Sites That Work," by Bob Frisch and Logan Chandler.

The article presents information on C. Northcote Parkinson, an author of several management books. One of the most popular books written by Parkinson is "Parkinson's Law." A vital Parkinson contribution was his diagnosis of why certain organizations suddenly deteriorate: the rise to authority of individuals with unusually high combinations of incompetence and jealousy. Parkinson is not a complete guide to management. His primary focus was bureaucratic rather than commercial. But what he has to say is applicable to any business, in fact any kind of organization.

I examine why speaking about anxiety remains a taboo subject in 21 Century management literature. I present a narrative of how I used reflective writing to make sense of a situation where I felt anxious at work. The narrative demonstrates how the wish to preserve a coherent sense of professional identity at work can be anxiety provoking and the pressure to be in control and competent amplifies this feeling of anxiety. I explore how reflective writing is a helpful means of making sense of the common-place experience of anxiety at work. [ABSTRACT FROM AUTHOR]

Historian Thomas Frank spends a lot more time than you do reading management books. Most of them, he concludes, are more concerned with convincing people that corporations have souls than with improving the practice of management. [ABSTRACT FROM AUTHOR]

Planning of research and development (R & D) is a crucial component of total planning activity in socialist countries. Despite its importance, little has been written on this vital topic in the western management literature. In recent years, in Poland, there have been some significant developments in R & D planning activity. The purpose of this paper is first to present a description of the new system, its components and its function. Next this paper attempts to critically examine the new system. Finally a series of recommendations are presented with regard to R & D planning irrespective of the political and economic system constraints. Planning is the pivotal activity to optimize the utilization of resources and to transform these resources into products. An attempt is made in this paper to illustrate the planning process of R & D activity in a socialist country, Poland. It is pointed out that the R & D activity is based on objective planning. This objective planning for R & D activity concentrates on the Problem Planning Concept. Once the national priorities regarding the R & D are established, a hierarchical system for R & D is operationalized.

The article presents information about books related to management science. The book "International Encyclopedia for Labour Law and Industrial Relations," edited by R. Blanpain covers labor law in every country of the world. The book aims to provide students of labor law and industrial relations with necessary information and insight. The book can be used to understand international trade-union movement that has gained increased momentum in labor relations. The book "Workers Participation in Europe," by W. Kolvenbach, presents an insight into employee participation in decision-making processes of European companies. "The Growth of British Industry," an engaging book by A.E. Musson, sketches the trend of industrialization of business in Great Britain. Another book "Science, Technology and Economic Growth in Developing Countries," edited by G.E. Skorow, presents a socialist view of the role played by science and technology in economic development.

The survey that has been made on a selected group of recent works on cross-cultural management published in France, Italy and Spain by national authors shows some common interesting elements, which may help to improve understanding of their particular style of management. It is a general characteristic of the works analyzed, for instance, to deal with the subject of cross-cultural management in a descriptive way based much more on the personal experience of the authors than on observable, experimental data. Of the 84 works reviewed, not more than the 10 percent were based on quantitative material coming from surveys or other statistical information. All the rest were mainly based on the personal opinion of the authors. On the other hand, one should admit that cross-cultural research based on quantitative data and involving managers of different nationality always presents several serious methodological difficulties. The representativeness of the sample of managers chosen for the research is the first serious obstacle. Each country is in fact divided into several regions whose economic development, historical origin and cultural traditions may be very different.

The concept of international manager is beginning to emerge both in the theoretical field of management literature and the operational field of management practice though it has yet to be adequately defined and analyzed. As the horizontal spread of business systems begins to transcend different sovereign national subsystems with differing environmental dynamics, the role of managers who manage these enterprises begins to mark an international outlook both in terms of functions and viewpoints. The term role may be defined as a named social position characterized by a set of personal qualities and activities, the set being normatively evaluated to some degree both by those in the situation and others. There is a general consensus among social scientists that the role of the administrator in developing countries is indeed multifunctional. The personal qualities required of international managers have been variously listed. To many, special skills are all important for the success of the overseas executive. These special skills have been referred to in business literature as factor X.

To many businessmen who are trying to keep up with management concepts, the literature must sometimes seem more confusing than enlightening. In addition to reflecting differences of opinion and semantics, it generally comes to the reader in fragments. The aim of this diagram is not to give the executive new information, but to help him put the pieces together. [ABSTRACT FROM AUTHOR]

Introduces several books on manufactures. Titles, authors and publishers of books; Information on the contents of the books; "Computer-Based Robust Engineering: Essential for DFSS," by Genichi Taguchi et al; "An Introduction to Six Sigma & Process Improvement," by James R. Evans and William M. Lindsay; "Six Sigma for Transactions and Service," by Parveen Goel et al.

The article looks at how businesspeople often create success through working together in pairs rather than as the solitary individuals often portrayed in stereotyped views of success. The author profiles three pairs of business leaders and their achievements as examples, Carl Bass and Jeff Kowalski at digital manufacturing company Autodesk, Mark Egan and Steve Herrod at software company VMware, and Melanie Healey and Filippo Passerini at consumer products company Procter & Gamble.

The article introduces topics in this issue of "Harvard Business Review" such as competitive advantage, employee motivation, and the management of complex organizations that are knowledge-based.

The editor introduces articles in this issue of "Harvard Business Review," including: "When Growth Stalls," by Matthew Olson, Derek van Bever, and Seth Verry; "A More Rational Approach to New-Product Development," by Eric Bonabeau, Neil Bodick, and Robert Armstrong; and an interview with David McCullough.

The editor comments on decision making, which is the essence of management and the theme for this issue. The relative value of a decision can be more important than the number of correct decisions a person makes because managers are judged on outcomes. Consultants Michael Mankins and Richard Steele suggest that "retrospective coherence" is a form of strategic planning which funds decisions that were made ad hoc. Other articles included in this issue are a history of decision making, compiled by Leigh Buchanan and Andrew O'Connell, and "Decisions and Desire," written by Gardiner Morse. The HBR case article is written by David Garvin. Consultants Paul Rogers and Marcia Blenko focus on decision rights in the article "Who Has the D?".

Discusses the lack of professional literature in the field of records management. Important relationships of professions and disciplines; Criteria for a discipline to be credible and effective; List of categories of professional literature and the purpose of each category.

The article announces the winners of the 1991 McKinsey Foundation for Management Research, Inc. awards, given by the journal. The winning articles for the year 1991 are "The Computerless Computer Company," by Andrew S. Rappaport and Shmuel Halevi which was published in the July-August issue, and "Research That Reinvents the Corporation," by John Seely Brown, which appeared in the January-February issue.

The article announces the winners of the McKinsey Foundation for Management Research Inc.'s award. The two best articles that appeared in "Harvard Business Review" during 1971 are: "Myth of the Well-Educated Manager," by J. Sterling Livingston; and "What We Can Learn From the Japanese Management," by Peter F. Drucker. Members on the board of judges include Charles W. Adams, John L. Beckley, E. Keith Owens, George A. Steiner, and Jayne B. Spain. Brief information is given about the selection criteria and the honorarium.

The article discusses several books on leadership. "On Becoming a Leader" is written by Warren Bennis. "The Effective Executive" is by Peter Drucker. "Difficult Conversations: How to Discuss What Matters Most" is by Douglas Stone, Bruce Patton, and Sheila Heen. "The Speed Trap: How to Avoid the Frenzy of the Fast Lane" is by Richard Bailey.

Lists the top management books of the 1990s. Includes `The Art of the Long View,' by Peter Schwartz, `Process Innovation: Reengineering Technology,' by Thomas H. Davenport, `Competing for the Future,' by Gary Hamel and C.K. Prahalad and `Designing Team-Based Organizations: New Forms for Knowledge Work,' by Susan Mohrman, Susan Cohen and Allan M. Mohrman.

Introduces books for trainers and managers. 'The Change Resistors,' by George S. Odiorne; 'Every Employee a Manager,' by M. Scott Myers; 'Experiential Learning and Change,' by Gordon Walter and Stephen Marks.

Introduces books for managers and trainers. 'Media Center Management,' by William T. Schmid; 'Managing Employee Turnover,' by Edward Roseman; 'The Art of Managing Managers,' by Neil R. Sweeney.

Presents abstracts of books in human resources development. 'The Transformation of Political Culture in Cuba,' by Richard R. Fagen; 'The Experienced Manager, A Major Resource,' by Alistair Mant; 'Business Games Handbook,' by Robert G. Graham and Clifford F. Gray.

The article presents a list of books on jobs, careers, management and leadership including "New Science of Personal Success," by Kerry Patterson, Joseph Grenny, David Maxfield, Ron McMillan, and Al Switzler, "Co-Destiny Overcome Your Growth Challenges by Helping Your Customers Overcome Theirs," by Atlee Valentine Pope and George F. Brown, Jr. and "Turning Good Ideas Into Great Results," by Peter Sheahan.

The article reports that the article "Doing good, doing harm, being welled and burning out: The interaction of perceived prosocial and antisocial impact in service work," by Adam M. Grant and Elizabeth M. Campbell, published in the "Journal of Occupational and Organizational Psychology," has been named by the Emerald Management Reviews Accreditation Board as one of the 50 best articles in management published in 2007.

The article presents the definitions of strategy as found in the management literature. As a practical matter, strategy evolves over time as intentions accommodate reality. Thus, one starts with a given perspective, concludes that it calls for a certain position, and sets about achieving it by way of a carefully crafted plan. Over time, things change. A pattern of decisions and actions marks movement from starting point to goal. This pattern of decisions and actions is called "realized" or "emergent" strategy.

Recommends the book "Confronting Reality: Doing What Matters to Get Things Right," by Larry Bossidy and Ram Charan.

Calls for additional input and materials for the development of the guidebook "Workforce Development for Community Corrections: Strategies for the 21st Century," which is being developed for the United States National Institute of Corrections by the Center for Innovative Public Policies Inc. Call for information on recruitment and selection, job task analysis and job descriptions; Contact information of Susan W. Campbell of the Center of Innovative Public Policies Inc.

Focuses on supply chain management strategies published in the March 2003 issue of the journal 'Frontline Solutions.' Role played by technology in the development of supply chain; Creation of an editorial advisory board for the journal; Sponsor for Frontline Solutions International Supply Chain Week Conference and Expo to be held from September 15 to 18, 2003.

Focuses on managerial books produced by the British Open University. 'Strategic Leadership and Educational Improvement,' by Margaret Preedy, Ron Glatter, and Christine Wise; 'Effective Educational Leadership,' by Nigel Bennett, Megan Crawford, and Marion Cartwright; 'Leading People and Teams in Education,' by Lesley Kydd, Lesley Anderson, and Wendy Newton.

Lists management books recommended for all enlisted U.S. Navy leaders by the Master Chief Petty Officer of the Navy's Naval Heritage/Core Values Reading Guide.

Discusses author's views on lack of depth in management-oriented books. His praise for John O. Whitney's 'The Trust Factor' and 'The Experience Economy,' by Pine and Gilmore; Preference for toolkit books with briefly described practical ideas rather than lengthy and theoretical books on management; Importance of understanding human behavior through Bible.

Presents books related to organizational change. 'Leading in a Culture of Change,' by Michael Fullan; 'The Change Monster,' by Jeanie Daniel Duck; 'Positive Power,' by James Fisher; 'Working Together,' by Angeles Arrien.

Presents information on several books on management. `Jesus, CEO,' by Beth Jones; `Moses on Management,' by David Baron; `Take Command! Leadership Lessons From the Civil War,' by Tom Wheeler.

Presents articles and reports from business and management publications. Includes `What Is the Market Telling You About Your Strategy?,' by Kris Bruckner, Stephan Leithner et al, from the 1999 issue of `McKinsey Quarterly'; `Creative Sparks,' by Jacob Goldenberg, David Mazursky and Sorin Solomon from the September 1999 issue of `Science.'