By Stephen K. Johnson

For almost ninety years, Harvard enterprise assessment has released probably the most insightful and well timed writing on company administration and management. Now that the magazine's files can be found via Ebsco, library buyers have hundreds of thousands articles at their fingertips. This annotated bibliography presents readers the data they should locate articles on the topic of their pursuits. equipped by way of topic region (e.g., enterprise legislation, finance and banking, marketing), the entries comprise one- to three-sentence descriptions of the thing subject and scope. furthermore, the e-book indexes the names of roughly 8,000 authors who've written for Harvard enterprise evaluation.

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

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1985. ” HBR 63 ( January-February, no. 1): 160–162. [“HBR Case Study” Feature]—Kesner’s case study features a divisional president with an aptitude for recruiting and developing talent only to have others in his firm “poach” that talent. 427 Bendapudi, N. and R. P. Leone. 2001. ” HBR 79 (November, no. 10): 104–112. Bendapudi and Leone studied the resignations of 200 employees from 57 companies on what transpires when a “vital contact” employee leaves a firm. In essence, most strategies for retaining those clients are ineffective since they focus on the firm’s perspective as opposed to the client’s.

And M. H. Strober. 2003. ” HBR 81 (April, no. 4): 101–107. [“Best Practice” Feature]— Organizations profit when employees ask for feedback and deal with constructive criticism. Nobody — employees or management — likes the performance review process. Jackman and Strober find this unfortunate. Once people know how they are doing relative to management’s priorities, their work should be more in align with organizational goals. 284 Levinson, H. 2003. ” HBR 81 ( January, no. 1): 107–116. [“Best of HBR” Feature]— Levinson identifies a constellation of problems that cripple performance appraisal systems and finds that almost every performance measurement system ignores the individual’s needs or desires.

2007. ” HBR 85 ( July-August, no. 7/8): 23–23. [“Conversation” Feature]— The Zildijian Company is America’s oldest family-run company. Morse’s interview with CEO, Craigie Zildijan, focuses on Zildijan being the first woman to run a 14th generation family business, the challenges of leading a family-owned business into the future, succession planning and the importance of taking risks. 472 Hamm, J. 2002. ” HBR 80 (December, no. 12): 110–115. [“The Entrepreneur” Feature]— Hamm, a leadership coach, discusses four management tendencies that are effective for small companies but destructive to bigger organizations.

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