This book demolishes the widely held view that the phrase 'medieval business' is an oxymoron. The authors review the entire range of business in medieval western Europe, probing its Roman and Christian heritage to discover the economic and political forces that shaped the organization of agriculture, manufacturing, construction, mining, transportation and marketing. Businessmen's responses to the devastating plagues, famines, and warfare that beset Europe in the late Middle Ages are equally well covered. Medieval businessmen's remarkable success in coping with this hostile new environment was 'a harvest of adversity' that prepared the way for the economic expansion of the sixteenth century. Two main themes run through this book. First, the force and direction of business development in this period stemmed primarily from the demands of the elite. Second, the lasting legacy of medieval businessmen was less their skillful adaptations of imported inventions than their brilliant innovations in business organization.

This 1994 book presents a detailed description and history of one of the most famous companies of the early fourteenth century. This analysis of the Peruzzi Company produces a radical reassessment of what made the Florentine 'super-companies' so exceptional: commodity trading, especially in grain, which required heavy capital, sophisticated organisation, and an international network. But the book also exposes the limitations of their financial power, and explodes the myth that the collapse of the Peruzzi and its joint-venture partner, the Bardi, was caused by bad loans to Edward III made to finance his invasions of France.

本书作者拥有律师、注册会计师、注册税务师执业经历，服务过联想控股、拉卡拉等百余家公司的股权设计项目。本书是其15年实战经验的系统总结。
本书四大特点：
1. 模型化
书中归纳了股权架构的9种应用模型，不仅可以让读者快速理解股权本质，还可以让股权设计变得更高效。
2. 系统性
本书打通了法律、财务、税务、管理4个领域的边界，避免了股权设计中“只见树木不见森林”的误区 。
3. 场景化
以30家名企案例贯穿始终，让读者在似曾相识的场景中产生共鸣，启发其思考。
4. 实操性
全书以指导股权实战为宗旨，每节均包含案例、模型及操作要点提示，是本超级实用的股权架构设计指南。

中国私法意义上的商法及其商法典起始于晚清时期。晚清商事立法成果集中地体现在曾颁行有效的《钦定大清商律》商法典和“志田案”、《商法调查案》、《改订大清商律草案》3部法典草案上。而且这些商法成果均是在初步成熟的商法以及独立法典思想指导下和诸多社会条件的合力推动下，政府实力主导、商民积极参与方才取得的。
除绪言外，任满军编著的《晚清商事立法研究》的主体部分共有10章。
《晚清商事立法研究》第一章晚清时期催生中国近代商法的多元性因素。“中国中心观”、“冲击一反应说”等对于晚清时期催生中国近代商法的动力解说都有着一定的创见性。从国内条件看，主要有“商战”、商本主义思潮、外来的和本土的规则资源和法典传统以及商法利益群体的直接推动；另外，体现西方列强殖民利益的一系列商事条约也对中国晚清商法的产生和发展具有强制性影响。
第二章晚清商法思想的成熟和商法典的立法规划。晚清时期商法思想已经初步形成，政府为解决商法空白的法律危机而在晚清修律变法运动中首重商法，确定了独立商法典路线，并作了编纂商法典的组织预备。
第三章 《钦定大清商律》的制度构成。该律主要移植了大陆法系的商法规则，采纳了折衷主义法典体例；该律典由《商人通例》和《公司律》组成，从内容上看，既吸收了西方商法制度的成果，又在一定程度上注意到了本土商法资源的利用，体现了国际化和本土化的商事立法原则。
第四章 《破产律》和《钦定大清商律》配套法规。《破产律》虽不属于《钦定大清商律》法典的构成部分，但与之密不可分且有着共同的整合性特点。另外公司注册章程、奖励工商章程、商会章程以及铁路银行章程等相关配套法规的颁行，有力地配合了《钦定大清商律》的实施，从而成为了晚清商法建设的重要内容。
第五章 晚清商法的施行及其社会适应性考证。《钦定大清商律》和《破产律》制度多来自对外国先进商法的移植，立法过于超前而不能适应当时中国经济发展的实际需要。晚清商法的执行、司法和守法等实施情况反映出了晚清商法移植中不理智的一面。
第六章志田钾太郎《大清商律草案》。近代日本“亚细亚主义”的法律输出与晚清“近法日本”商法建设方针发生了印合。日本商法专家受聘来华帮助草成了“志田案”，虽然该案是一部已达到国际水平的、最为系统的商法典草案，但由于缺乏理论的同步移植，也忽视了对中国商业习惯的吸收，导致其影响力不足。
第七章商人阶层的商法构想和《商法调查案》。新兴的商人阶层由于不满于政府既有的商事立法，而自行召开两次商法大会，决定自行调查商业习惯，自编商法典草案，既大量借鉴外国商法成果，又更充分地吸收本国商业习惯，进一步推动外来法律本土化和中国近代商法建设的进程。
第八章农工商部《改订大清商律草案》。农工商部对《钦定大清商律》进行修订，充分吸收了《商法调查案》的成果，进一步借鉴吸收外国商法成就，引进了公司法人制度，并使商法总则和公司律的结构体例得以定型，而使《改订大清商律草案》成为了晚清商法建设成就的集大成者。
第九章晚清官方商事习惯调查及其商法价值。宪政编查馆和修订法律馆为完成商法典的编纂计划，决定举行全国性商事习惯调查，设立专门机构，编写调查提纲，并取得了丰硕的调查成果。由于晚清政府的垮台，这些调查成果并没有及时地被吸收到晚清商法建设中，但为民国时期的商事立法提供了重要材料。
第十章历史经验，中国当代商法及其法典建设。晚清商法制度建设以及法典体例方面取得了重大成就，但同时也有诸多缺陷，从而可以为我们当今商法建设提供历史经验。中国应当坚定独立商法典的立法思路，尽快制定出《商法总则》，俟条件成熟时再谋求一部现代商法典。

《民国商事立法研究》在宏观分析方面全面而准确。书中分析了民国商事立法的时代背景、立法动因，评价了民国商事立法的历史成就及其历史地位，将民国商事立法置人中国法制近代化过程中进行考察，较为完整地展现了民国商事立法的历史脉络，阐述了民国商事立法是一个移植与继承、借鉴与扬弃的历史发展过程，揭示了民国商事立法的发展规律。《民国商事立法研究》对民国商事立法的具体成果——商事法律制度进行了较为详细的评介，使民国商事立法的研究从抽象走向具体，从宏观走向微观，在一定程度上拓展了民国商事立法研究的领域与内容。《民国商事立法研究》在借鉴已有研究成果的基础上，挖掘和使用了许多新的文献资料，它是一部资料翔实、言之有物的佳作。

Bruce Greenwald, one of the nation’s leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position.
Over the last two decades, the conventional approach to strategy has become frustratingly complex. It’s easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot?

In industry after industry, data, analytics, and AI-driven processes are transforming the nature of work. While we often still treat AI as the domain of a specific skill, business function, or sector, we have entered a new era in which AI is challenging the very concept of the firm. AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have constrained business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, drive massive scope increase, enabling companies to straddle industry boundaries, and enable powerful opportunities for learning--to drive ever more accurate, complex, and sophisticated predictions.
When traditional operating constraints are removed, strategy becomes a whole new game, one whose rules and likely outcomes this book will make clear. Iansiti and Lakhani:
Present a framework for rethinking business and operating models
Explain how "collisions" between AI-driven/digital and traditional/analog firms are reshaping competition and altering the structure of our economy
Show how these collisions force traditional companies to change their operating models to drive scale, scope, and learning
Explain the risks involved in operating model transformation and how to overcome them
Describe the new challenges and responsibilities for the leaders of these firms
Packed with examples--including the most powerful and innovative global, AI-driven competitors--and based on research in hundreds of firms across many sectors, this is the essential guide for rethinking how your firm competes and operates in the era of AI.

In the 1960s, IBM CEO Tom Watson called an executive into his office after his venture lost $10 million. Watson asked the man if he knew why he'd been called in. The man said he assumed he was being fired. Watson told him, 'Fired? Hell, I spent $10 million educating you. I just want to be sure you learned the right lessons'. In "Billion-Dollar Lessons", Paul Carroll and Chunka Mui draw on research into more than 750 business failures to reveal the misguided tactics that mire companies again and again. There are thousands of books about successful companies but virtually none about the lessons to be learned from those that crash and burn. Lesson One: The Cold Hard Facts - Between 1981 and 2006, 423 major publicly held U.S. companies with combined assets totaling $1.5 trillion filed for bankruptcy. Hundreds more took huge write-offs, discontinued major operations, or were acquired under duress. Again and again, companies follow the same wrong-headed strategies that brought down businesses in the past. The sub-prime mortgage crisis that cost companies tens of billions of dollars in 2007 and 2008 echoes the ill-conceived strategies that pushed Green Tree Financial and Conseco into bankruptcy years earlier. Tom Watson's executive's $10 million lesson seems cheap by comparison. Lesson Two: Failure Patterns - Carroll and Mui found that the number one cause of failure was misguided strategy - not sloppy execution, poor leadership, or bad luck. These strategic errors fall into seven categories, including: pursuing nonexistent synergies: Quaker Oats' purchase of Snapple was supposed to capitalize on distribution synergies but instead led to a $1.7 billion write-off; moving into an 'adjacent' market that isn't really adjacent: Avon decided its 'culture of caring' qualified it to operate retirement homes; subsequent write-offs totaled $545 million; and, buying more problems than efficiencies through misguided consolidation: despite pioneering the discount department store years before Sam Walton came along, Ames Department Stores flubbed consolidation efforts, landing in bankruptcy twice before eventually liquidating. Lesson Three: Avoid Making the Same Mistakes - But there's light at the end of the tunnel: "Billion-Dollar Lessons" provides proven methods that managers, boards, and even investors can adopt to avoid making the same mistakes. While there's no way to guarantee success, this book draws on vivid, off-the-beaten-track examples to help you avoid failure by showing you how to thoroughly assess potentially disastrous strategies before they bring your company down. Required Reading: Think of "Billion-Dollar Lessons" as the flip side of Good to Great, but just as eye- opening and essential as that business classic. There's enormous value in learning from companies that lost millions (if not billions) in pursuit of strategies that led to spectacular flameouts. Everyone makes mistakes, but why make the same mistakes over and over?

If Rupert Murdoch and Sumner Redstone are so smart, why are their stocks long-term losers?
We live in the age of big Media, with the celebrity moguls telling us that "content is king." But for all the excitement, glamour, drama, and publicity they produce, why can't these moguls and their companies manage to deliver better returns than you'd get from closing your eyes and throwing a dart? The Curse of the Mogul lays bare the inexcusable financial performance beneath big Media's false veneer of power.
By rigorously examining individual media businesses, the authors reveal the difference between judging a company by how many times its CEO is seen in SunValley and by whether it generates consistently superior profits. The book is packed with enough sharp-edged data to bring the most high-flying, hot-air filled mogul balloon crashing down to earth.

Product Description
At the height of the roaring ’20s, Swedish émigré Ivar Kreuger made a fortune raising money in America and loaning it to Europe in exchange for matchstick monopolies. His enterprise was a rare success story throughout the Great Depression.
Yet after Kreuger’s suicide in 1932, the true nature of his empire emerged. Driven by success to adopt ever-more perilous practices, Kreuger had turned to shell companies in tax havens, fudged accounting figures, off-balance-sheet accounting, even forgery. He created a raft of innovative financial products— many of them precursors to instruments wreaking havoc in today’s markets. When his Wall Street empire collapsed, millions went bankrupt.
Frank Partnoy, a frequent commentator on financial disaster for the Financial Times, New York Times, NPR, and CBS’s “60 Minutes,” recasts the life story of a remarkable yet forgotten genius in ways that force us to re-think our ideas about the wisdom of crowds, the invisible hand, and the free and unfettered market.