01-Innovation-500

Winter 1993
Volume 34, Issue # 2

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19-Leading-your-team-500

New Roles for the U.S. Military

  • Read Time: 17 min 

WHAT IS THE U.S. MILITARY TO DO NOW THAT THE SOVIET ENEMY IS GONE? THIS AUTHOR MAKES SOME CONCRETE SUGGESTIONS FOR A dual-use military that would combat external threats like nuclear and biological warfare but, at the same time, help develop struggling nations, provide disaster relief, and deal with inner-city problems.

19-Operations-500

Managing the Quality of Quantitative Analysis

  • Read Time: 24 min 

A Fortune “500” company uses discounted cash flow analysis to evaluate investment proposals. The company used the same discount rate from 1973 to 1986.

29-Global-Business-500

Strategic Human Resource Management — Italian Style

  • Read Time: 23 min 

Italian firms made massive organizational changes during the 1980s with great success. American business scholars have attributed these successes to the propitious conjunction of technological and market factors, the virtues of flexible specialization, and the peculiarities of Italian industrial organization.1

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18-Strategy-500

The Risk of Not Investing in a Recession

  • Read Time: 26 min 

Two very different ways of thinking about investment and risk are headed for a showdown. One emphasizes the financial risk of investing; the other concerns the competitive risk of not investing.

1-Leading-your-team-500

Patterned Chaos in Human Resource Management

  • Read Time: 22 min 

Three professionals — an architect, an accountant, and a human resource professional —were contemplating a profound existential question. What, besides the obvious, was the oldest profession?The architect spoke first: “God created the world in six days, and that took a master design. So, obviously, architecture is the oldest profession.&

31-Global-Business-500

Horses for Courses: Organizational Forms for Multinational Corporations

  • Read Time: 27 min 

About two decades ago, business academics told managers that when it came to organization design, one size did not fit all. Different companies, facing different business demands, needed different kinds of organizations.