In this candid and witty autobiography, Nobel laureate Herbert A. Simon looks at his distinguished and varied career, continually asking himself whether (and how) what he learned as a scientist helps to explain other aspects of his life.A brilliant polymath in an age of increasing specialization, Simon is one of those rare scholars whose work defines fields of inquiry. Crossing disciplinary lines in half a dozen fields, Simon's story encompasses an explosion in the information sciences, the transformation of psychology by the information-processing paradigm, and the use of computer simulation for modeling the behavior of highly complex systems.Simon's theory of bounded rationality led to a Nobel Prize in economics, and his work on building machines that think—based on the notion that human intelligence is the rule-governed manipulation of symbols—laid conceptual foundations for the new cognitive science. Subsequently, contrasting metaphors of the maze (Simon's view) and of the mind (neural nets) have dominated the artificial intelligence debate.There is also a warm account of his successful marriage and of an unconsummated love affair, letters to his children, columns, a short story, and political and personal intrigue in academe.

Description

In this fourth edition of his ground-breaking work, Herbert A. Simon applies his pioneering theory of human choice and administrative decision-making to concrete organizational problems. To commemorate the fiftieth anniversary of the book's original publication, Professor Simon enhances his timeless observations on the human decision-making process with commentaries examining new facets of organizational behavior. Investigating the impact of changing social values and modem technology on the operation of organizations, the new ideas featured in this revised edition update a book that has become a worldwide classic.

Named by Public Administration Review as "Book of the Half Century," Administrative Behavior is considered one of the most influential books on social science thinking, and was referred to by the Nobel Committee as "epoch-making."

Written for managers and other professionals who wish to understand the decision-making processes at the heart of organization and management, it is also essential reading for students in business and management, economics, sociology, psychology computer science, government, and law.

Find out more: Read an excerpt


Book Information
Free Press, March 1997
Hardcover, 384 pages
ISBN-10: 0-684-83582-7
ISBN-13: 978-0-684-83582-2

For Business-to-business marketing courses. Anderson builds the book around a framework of understanding, creating, and delivering value.
MyLab或是Mastering系列是在线作业系统。Access Code Card是在线作业系统的访问码，是老师和学生课堂之外网络互动及交流的平台，个人是无法使用这个平台的。请读者注意您购买的这个ISBN是不带Access Code Card的。

Developed for courses at both undergraduate and postgraduate level Innovation and Entrepreneurship is an accessible introductory text written primarily for students of business and management studies. The book is also suitable for engineering students studying courses in business and management. Contemporary issues in both innovation and entrepreneurship are used to engage and excite students, and lead them to the relevant theory, models and lessons. The authors have created a new text which includes: * Fully integrated contemporary themes in innovation, such as sustainability, social entrepreneurship and creating new ventures. * A focus on the role of individual entrepreneurship and organizational innovation, in private and public services. * Contemporary cases from areas including new media, computer gaming, internet services, and public and social innovation cases.

Managing Innovation is an established, bestselling text for MBA, MSc and advanced undergraduate courses on management of technology, innovation management and entrepreneurship. It is also used widely by managers in both the service and manufacturing sectors. Now in its fourth edition, Managing Innovation has been fully revised and updated based on extensive user feedback to incorporate the latest findings and techniques in innovation management. The authors have included a new and more explicit innovation model, which is used throughout the book and have introduced two new features - Research Notes and Views from the Front Line - to incorporate more real life case material into the book. The strong evidence-based and practical approach makes this a must-read for anyone studying or working within innovation. An extensive website accompanies this text at www.managing-innovation.com. Readers can browse an online database of audio and video clips, as well as case study material, interactive exercises and tools for innovation, whilst lecturers can find additional support material including instructor slides and teaching guides and tips. "Tidd and Bessant's text has become a standard for students and practitioners of innovation. They offer a lively account on innovation management full of interesting and new examples, but one that at the same is rigorously anchored in what we have learned over the last thirty years on how to manage that ultimate business challenge of renewing products, processes, and business models. Those who want to innovate must read this book."
— Professor Arnoud De Meyer, Director, Judge Business School, University of Cambridge, UK "Innovation matters and this book by two leaders in the field which is clear and practical as well as rigorous should be essential reading for all seeking to study or to become involved in innovation."
— Chris Voss, Professor of Operations and Technology Management, London Business School "...comprehensive and comprehensible compendium on the management of innovation. It is very well organized and very well presented. A pedagogic tool that will work at multiple levels for those wishing to gain deeper insights into some of the most challenging and important management issues of the day."
— David J. Teece, Thomas W. Tusher Professor in Global Business, Haas School of Business, University of California, Berkeley, USA "Those of us who teach in the field of Innovation Management were delighted when the first edition of this book appeared 11 years ago. The field had long been in need of such a comprehensive and integrated empirically-based work. The fact that this is now the 4th edition is clear testimony to the value of its contribution. We are deeply indebted to the authors for their dedication and diligence in providing us with this updated and expanded volume."
— Thomas J. Allen,Howard W. Johnson Professor of Management, MIT Sloan School of Management, USA

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Book Description
In this revolutionary bestseller, Harvard professor Clayton M. Christensen says outstanding companies can do everything right and still lose their market leadership -- or worse, disappear completely. And he not only proves what he says, he tells others how to avoid a similar fate.
Focusing on "disruptive technology" -- the Honda Super Cub, Intel's 8088 processor, or the hydraulic excavator, for example -- Christensen shows why most companies miss "the next great wave." Whether in electronics or retailing, a successful company with established products will get pushed aside unless managers know when to abandon traditional business practices. Using the lessons of successes and failures from leading companies, The Innovator's Dilemma presents a set of rules for capitalizing on the phenomenon of disruptive innovation.
Find out:
* When it is right not to listen to customers.
* When to invest in developing lower-performance products that promise lower margins.
* When to pursue small markets at the expense of seemingly
larger and more lucrative ones.
Sharp, cogent, and provocative, The Innovator's Dilemma is one of the most talked-about books of our time -- and one no savvy manager or entrepreneur should be without.
Book Dimension
length: (cm)19.7 　　　 　　　　　 　　　　　 width:(cm)13.5

Business Model Generation is a practical, inspiring handbook for anyone striving to improve a business model or craft a new one.
1) Change the way you think about business models
Business Model Generation will teach you powerful and practical innovation techniques used today by leading companies worldwide. You will learn how to systematically understand, design, and implement a new business model or analyze and renovate an old one.
2) Co-created by 470 strategy practitioners
Business Model Generation practices what it preaches. Co-authored by 470 Business Model Canvas practitioners from 45 countries, the book was financed and produced independently of the traditional publishing industry. It features a tightly-integrated, visual, lie-flat design that enables immediate hands-on use.
3) Designed for doers
Business Model Generation is for those ready to abandon outmoded thinking and embrace new, innovative models of value creation: executives, consultants, entrepreneurs and leaders of all organizations.

Discover why being a "fast second" is often more financially rewarding than being at the cutting edge.
If you get there first, you'll lead the pack, right? Not necessarily! The skill-sets of most established companies, say strategy experts Constantinos Markides and Paul Geroski, are far better suited to scaling up newly created markets pioneered by others (in other words, being "fast seconds") than to creating these markets from scratch. In Fast Second, they explore the characteristics of new markets, describe the skills needed to create and compete in them, and show how these skills match up with different types of companies. Drawing on examples of successful fast-second firms such as Microsoft, Amazon, Canon, JVC, Heinz, and many others, they illustrate how to determine which new markets have the potential to be successful and how to move into them before the competition does, when to make a move into a new market, how to scale up a market, where to position a company in the market, and whether to be a colonizer or a consolidator.
Order your copy today!

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You'll have fun while you learn: * Where ideas come from
* The true history of history
* Why most people don't like ideas
* How great managers make ideas thrive
* The importance of problem finding
* The simple plan (new for paperback) Since its initial publication, this classic bestseller has been discussed on NPR, MSNBC, CNBC, and at Yale University, MIT, Carnegie Mellon University, Microsoft, Apple, Intel, Google, Amazon.com, and other major media, corporations, and universities around the world. It has changed the way thousands of leaders and creators understand the world. Now in an updated and expanded paperback edition, it's a fantastic time to explore or rediscover this powerful view of the world of ideas.
"Small, simple, powerful: an innovative book about innovation." -Don Norman, author of Design of Everyday Things "Insightful, inspiring, evocative, and just plain fun to read... It's totally great." -John Seely Brown, Former Director, Xerox Palo Alto Research Center (PARC) "Methodically and entertainingly dismantling the cliches that surround the process of innovation." -Scott Rosenberg, author of Dreaming in Code ; cofounder of Salon.com "Will inspire you to come up with breakthrough ideas of your own." -Alan Cooper, Father of Visual Basic and author of The Inmates are Running the Asylum "Brimming with insights and historical examples, Berkun's book not only debunks widely held myths about innovation, it also points the ways toward making your new ideas stick." -Tom Kelley, GM, IDEO; author of The Ten Faces of Innovation Scott Berkun Discusses Innovation at Amazon.com Headquarters Scott Berkun, author of The Myths of Innovation and The Art of Project Management , visited Amazon.com to discuss "epiphany myths" and the realities--and effort--of implementing innovation in your own life and work. Watch the video: High bandwidth Low bandwidth Praise for The Myths of Innovation :
"…Small, simple, powerful: an innovative book about innovation."
--Don Norman, Nielsen Norman Group, Northwestern University; author of Emotional Design and Design of Everyday Things
"The naked truth about innovation is ugly, funny, and eye-opening, but it sure isn’t what most of us have come to believe. With this book, Berkun sets us free to try to change the world unencumbered with misconceptions about how innovation happens."
--Guy Kawasaki, author of The Art of the Start
"This book cuts through the hype, analyzes what is essential, and more importantly, what is not. You will leave with a thorough understanding of what really drives innovation."
-- Werner Vogels, CTO, Amazon.com

This `goldmine of concepts for understanding business and industrial organization' was originally published in 1959 but had a powerful influence on economists and business strategists ever since. The author combines rigorous theory with close observation of the real business world, and writes simply but with an original approach. Her focus on teams and organizational knowledge underlines contemporary discussion of 'organizational competences' and she has written a new introduction which assesses the book's impact and describes the subsequent development of her own ideas.

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When a disruptive innovation is launched, it changes the entire industry and every firm operating within in This book argues that it is possible to predict which companies will win and which will lose in a specific situation—and provides a practical framework for doing so. Most books on innovation—including Christensen’s previous two books—approached innovation from the inside-out, showing firms how they can create innovations inside their own companies. This book is written from an “outside-in” perspective, showing how executives, investors, and analysts can assess the impact of a new innovation on the firms they have a vested interest in.
点击链接进入中文版：
远见:用变革理论预测产业未来

This volume provides a state-of-the-art review of the relationship between technology and economic growth. Many of the 42 chapters discuss the political and corporate decisions for what one author calls a "Competitiveness Policy." As contributor John A. Young states, "Technology is our strongest advantage in world competition. Yet we do not capitalize on our pre-eminent position, and other countries are rapidly closing the gap." This lively volume provides many fresh insights including "two unusually balanced and illuminating discussions of Japan," "Science" noted.

This book examines the results of a major study of innovation in organizations, calling into question most of the explanations of the innovation process that have been proposed in the past. The authors find that the innovation process is neither sequential and orderly, nor is it a matter of random trial-and-error; rather it is best characterized as a nonlinear dynamics system. They explain that the innovation journey involves motivating and coordinating people to develop and implement ideas by engaging in transactions with others while making the adaptations needed to achieve desired outcomes within changing organizational contexts.

If you don't look beyond your innovation, you're setting yourself up to fail. Innovation is today's business mantra. But the sad reality is that, all too often, good people work hard on projects that can't succeed. Why? It's rarely a lack of customer insight or bad execution. According to Ron Adner, too many projects fail because managers don't understand how their success depends on other actors in their "innovation ecosystem." These external stakeholders are easy to overlook, but are the critical difference between success and failure. For example, although Nokia was first to market with a revolutionary 3G wireless phone, it failed to take off because co-innovators responsible for crucial technologies-like network infrastructure and mobile service-were years late to market. Likewise, Hollywood struggled for a decade to make the switch to digital film, all because the studios neglected a critical partner-the theater operators-who were reluctant to pay for the costly transition that would benefit studios but not themselves. Drawing on a decade of research and field testing, Adner untangles the often baffling mysteries of why great products fail. He reveals the hidden logic of innovation ecosystems and offers clear steps that firms can take to drastically increase their odds of success.

Emerging technologies such as the Internet and biotechnology have the potential to create new industries and transform existing ones. Incumbent firms, despite their superior resources, often lose out to smaller rivals in developing emerging technologies. Why do these incumbents have so much difficulty with disruptive technologies? How can they anticipate and overcome their handicaps?
Wharton on Managing Emerging Technologies presents insights, tools, and frameworks from leading busi-ness thinkers based on the research of Wharton's Emerging Technologies Management Research Program. This pioneering industry-academic partnership, established in 1994, is one of the longest and broadest initiatives on the management of emerging technologies. For the first time, this book distills the insights from the program into a single volume for managers, covering a wide range of issues related to the successful management of emerging technologies.
The editors contend that managing emerging technologies represents a "different game," requiring a different set of management skills, frameworks, and strategies than those used by established firms to manage existing technologies. In this book, experts from diverse fields examine key issues such as:
* Common pitfalls and potential solutions for incumbent firms in managing emerging technologies
* Strategies for assessing the potential of new markets and designing technologies to take advantage of market "lumpiness"
* The need for scenario planning and "disciplined imagination" to develop strategies under uncertainty
* The limits of patents in protecting gains from technology, and the use of lead time and other strategies
* The power of innovative financial strategies and the use of real options in making investments
* Using alliances and new organizational forms
* Developing a "customized workplace"
Wharton on Managing Emerging Technologies represents a powerful survival kit for managers "dropped behind the lines" of these new technologies. The authors provide a comprehensive set of tools and insights that will help you understand the new challenges and develop effective strategies to succeed at this different game.
Praise for WHARTON on MANAGING EMERGING TECHNOLOGIES
"New technologies are transforming markets, businesses, and society at an ever-increasing rate. We have a critical need for better road maps for managing our way through this new terrain. This book offers critical insights and useful new models for thinking through these challenges."-Professor Thomas Gerrity, Director of the Wharton e-Commerce Forum
"Wharton on Managing Emerging Technologies covers the emerging technology landscape-from strategy to finance to human resources-in a way that only a group of top scholars from many disciplines could do. Insightful, accessible, and smart ideas that make for 'must reading' for thoughtful executives in today's turbulent economy. The authors prove, once again, the power of research to yield deep insight into tough business problems."-Kathleen M. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor, Competing on the Edge: Strategy As Structured Chaos
"Wharton on Managing Emerging Technologies provides those of us who live in the chaotic environment of 'discovery by the minute' many ways of thinking about how to make a new idea successful. The collective knowledge and personal wisdom represented in this book is like having a person with hundreds of years of learning and experience sitting on the business team. Wharton on Managing Emerging Technologies is vital to anyone trying to develop new businesses in today's world."-Terry J. Fadem, Director, Corporate New Business Development, DuPont

Emerging technologies such as the Internet and biotechnology have the potential to create new industries and transform existing ones. Incumbent firms, despite their superior resources, often lose out to smaller rivals in developing emerging technologies. Why do these incumbents have so much difficulty with disruptive technologies? How can they anticipate and overcome their handicaps? Wharton on Managing Emerging Technologies presents insights, tools, and frameworks from leading busi-ness thinkers based on the research of Wharton's Emerging Technologies Management Research Program. This pioneering industry-academic partnership, established in 1994, is one of the longest and broadest initiatives on the management of emerging technologies. For the first time, this book distills the insights from the program into a single volume for managers, covering a wide range of issues related to the successful management of emerging technologies. The editors contend that managing emerging technologies represents a "different game," requiring a different set of management skills, frameworks, and strategies than those used by established firms to manage existing technologies. In this book, experts from diverse fields examine key issues such as: Common pitfalls and potential solutions for incumbent firms in managing emerging technologies Strategies for assessing the potential of new markets and designing technologies to take advantage of market "lumpiness" The need for scenario planning and "disciplined imagination" to develop strategies under uncertainty The limits of patents in protecting gains from technology, and the use of lead time and other strategies The power of innovative financial strategies and the use of real options in making investments Using alliances and new organizational forms Developing a "customized workplace"Wharton on Managing Emerging Technologies represents a powerful survival kit for managers "dropped behind the lines" of these new technologies. The authors provide a comprehensive set of tools and insights that will help you understand the new challenges and develop effective strategies to succeed at this different game. Praise for WHARTON on MANAGING EMERGING TECHNOLOGIES "New technologies are transforming markets, businesses, and society at an ever-increasing rate. We have a critical need for better road maps for managing our way through this new terrain. This book offers critical insights and useful new models for thinking through these challenges."
—Professor Thomas Gerrity, Director of the Wharton e-Commerce Forum "Wharton on Managing Emerging Technologies covers the emerging technology landscape-from strategy to finance to human resources-in a way that only a group of top scholars from many disciplines could do. Insightful, accessible, and smart ideas that make for 'must reading' for thoughtful executives in today's turbulent economy. The authors prove, once again, the power of research to yield deep insight into tough business problems."
—Kathleen M. Eisenhardt, Professor of Strategy and Organization, Stanford University and coauthor, Competing on the Edge: Strategy As Structured Chaos "Wharton on Managing Emerging Technologies offers valuable insight for large established companies seeking growth in a dynamic market of rapid technological advancement. The entertaining cases and thoughtful analyses help managers create strategies, select options, and organize to successfully manage the interface between imagination and knowledge."
—Jerry Karabelas, PhD, CEO, Novartis Pharma AG

This seminal book has become essential reading for students taking courses in technology management and innovation, and for managers who are responsible for strategic planning. The author shows how the initiative to innovate can come not only form a manufacturer, but also from suppliers, and customers. The author calls these "lead users", and the term has come into the business lexicon. A video course based on the book was produced by the MIT TV department and has been distributed to many business schools. The Sources of Innovation has become essential to an understanding of how and where technological innovation takes place. For the first time, the book shows how the assumption that technological innovation is generated by manufacturers is inaccurate. Innovation takes place where it creates the most value, and that can be in a variety of locations, from suppliers to end users. Understanding this fact can facilitate the innovation process, leading to faster and better processes and products.