The Darwinian struggle of business keeps getting more brutal as competitive advantage gaps get narrower and narrower. Anything you invent today will soon be copied by someone else—probably better and cheaper.
Many companies thrive during the early stages of their life cycle, only to fall slack during periods of inertia and die out while others surge ahead. But as Geoffrey Moore shows, some notable companies have figured out how to deal with Darwin in their mature years—making changes on the fly while fending off challenges from every quarter.

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《Crossing the Chasm: Marketing and Selling Disrupti》:Moore provides an invaluable service to high-tech entrepreneurs and investors: he has identified the weak link in the marketing chain which makes the success of such ventures so unpredictable, and he outlines proven, specific techniques to address this challenge. At a time when the high-tech community in the U.S. cedes much of its once-held manufacturing advantage to the Far East and elsewhere, it is critical that these U.S.enterprises must retain superior marketing as a competitive advantage. Crossing the Chasm provides critical information for achieving this end.

In three decades, Intel changed its core business in three major, trend-setting ways. A less nimble company would have been ruined attempting even one of these shifts, but Intel remains an industry leader. How? Through strategy, says Robert Burgelman, who argues here that a theoretical framework for business does work. He shows managers everywhere how to follow Intel's successful example to gain their own competitive edge. Burgelman has studed every step in Intel's progress since its inception, uniting strategic and organisational theories to discover exactly how winning strategies work and evolve. In STRATEGY IS DESTINY, he isolates the five forces that govern strategic evolution, the four stages of strategic challenges, and then shows how to manage them all. With revealing information about one of the most unique companies ever, this is essential reading for any manager who desires to overcome new business challenges,while maintaining flexibility and connection with today's market demands.

"Web 2.0" is the portion of the Internet that's interactively produced by many people; it includes Wikipedia, Facebook, Twitter, Delicious, and prediction markets. In just a few years, Web 2.0 communities have demonstrated astonishing levels of innovation, knowledge accumulation, collaboration, and collective intelligence.
Now, leading organizations are bringing the Web's novel tools and philosophies inside, creating Enterprise 2.0. In this book, Andrew McAfee shows how they're doing this, and why it's benefiting them. Enterprise 2.0 makes clear that the new technologies are good for much more than just socializing-when properly applied, they help businesses solve pressing problems, capture dispersed and fast-changing knowledge, highlight and leverage expertise, generate and refine ideas, and harness the wisdom of crowds.
Most organizations, however, don't find it easy or natural to use these new tools initially. And executives see many possible pitfalls associated with them. Enterprise 2.0 explores these concerns, and shows how business leaders can overcome them.
McAfee brings together case studies and examples with key concepts from economics, sociology, computer science, consumer psychology, and management studies and presents them all in a clear, accessible, and entertaining style. Enterprise 2.0 is a must-have resource for all C-suite executives seeking to make technology decisions that are simultaneously powerful, popular, and pragmatic.

Today, a company's capability to conceive and design quality prototypes and bring a variety of superior products to market quicker than its competitors is increasingly the focal point of competition, contend leading product development experts Steven Wheelwright and Kim Clark. Drawing on six years of in-depth, systematic, worldwide research, they present proven principles for developing the critical capabilities for speed, efficiency, and quality that have worked again and again in scores of successful Japanese, American, and European fast-cycle firms. The authors argue that to survive, let alone succeed, today's companies must construct a new "platform" -- with new methodologies -- on which they can compete. Using their model for development strategies, Wheelwright and Clark show that firms can create a solid architecture for the integration of marketing, manufacturing, and design functions for problem solving and fast action -- particularly during the critical design-build-test cycles of prototype creation. They demonstrate further how successful firms such as Honda in automobiles, Compaq in personal computers, Applied Materials in semi-conductors, Sony in audio equipment, The Limited in apparel, and Hill-Rom in hospital beds have employed recent methodologies to bring new products to market at break-neck speed. Such innovations include design for manufacturability, quality function deployment, computer-aided design, and computer-aided engineering. Finally, Wheelwright and Clark emphasize the importance of learning in the organization. Companies that consistently "design it right the first time" and follow a path of continuous improvement in product and process development have a formidable edge in the crucial race to market.

The new wave of organizational innovations involves new types of arrangements between individuals and corporations. It is likely to continue to produce new organizational forms, spanning the entire range of combinations of markets and hierarchies and involving complex, sometimes protracted negotiation processes between individuals and corporate entities. Such negotiation processes, we believe, will be an increasingly pervasive aspect of corporate life and an important mechanism for facilitating the new integration of individualism and big business through corporate entrepreneurship.

This book shows how the seventy largest corporations in America have dealt with a single economic problem: the effective administration of an expanding business. The author summarizes the history of the expansion of the nation's largest industries during the past hundred years and then examines in depth the modern decentralized corporate structure as it was developed independently by four companies--du Pont, General Motors, Standard Oil (New Jersey), and Sears, Roebuck. This 1990 reprint includes a new introduction by the author.

Ronald Burt describes the social structure theory of competition that has developed through the last two decades. The contrast between perfect competition and monopoly is replaced with a network model of competition. The basic element in this account is the structural hole: a gap between two individuals with complementary resources or information. When the two are connected through a third individual as entrepreneur, the gap is filled, creating important advantages for the entrepreneur. Competitive advantage is a matter of access to structural holes in relation to market transactions.

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DAZZLING.
--Time
"[THEROUX'S] WORK IS DISTINGUISHED BY A SPLENDID EYE FOR DETAIL AND THE TELLING GESTURE; a storyteller's sense of pacing and gift for granting closure to the most subtle progression of events; and the graceful use of language. . . . We are delighted, along with Theroux, by the politeness of the Turks, amazed by the mountainous highlands in Syria, touched by the gesture of an Albanian waitress who will not let him pay for his modest meal. . . . The Pillars of Hercules [is] engrossing and enlightening from start (a damning account of tourists annoying the apes of Gibraltar) to finish (an utterly captivating visit with Paul Bowles in Tangier, worth the price of the book all by itself)."
--Chicago Tribune
"ENTERTAINING READING . . . WHEN YOU READ THEROUX, YOU'RE TRULY ON A TRIP."
--The Boston Sunday Globe
"HIS PICARESQUE NARRATIVE IS STUDDED WITH SCENES THAT STICK IN THE MIND. He looks at strangers with a novelist's eye, and his portraits are pleasantly tinged with malice."
--The Washington Post Book World
"THEROUX AT HIS BEST . . . An armchair trip with Theroux is sometimes dark, but always a delight."
--Playboy
"AS SATISFYING AS A GLASS OF COOL WINE ON A DUSTY CALABRIAN AFTERNOON . . . With his effortless writing style, observant eye, and take-no-prisoners approach, Theroux is in top form chronicling this 18-month circuit of the Mediterranean."
--Kirkus Reviews (starred review)

Behavioural Theory of the Firm has become a classic work in organizational theory, and is one of the most significant contributions to improving the theory of the firm. This second edition includes new material which puts the original text in a contemporary context.

Book is a synthesis of the empirical literature currently available on organizational structuring. A framework is developed enabling students to handle organizational problems. For use as a supplement in upper level Organizational Design courses in Management.

The crystal ball of the next technological era. Leading scientists， engineers， and entrepreneurs provide vivid accounts of the latest inventions， revealing how the new international balance of power really lies in information technology.

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A groundbreaking prescription for health care reform--from a legendary leader in innovation . . . Our health care system is in critical condition. Each year, fewer Americans can afford it, fewer businesses can provide it, and fewer government programs can promise it for future generations.
We need a cure, and we need it now.
Harvard Business School’s Clayton M. Christensen—whose bestselling The Innovator’s Dilemma revolutionized the business world—presents The Innovator’s Prescription , a comprehensive analysis of the strategies that will improve health care and make it affordable.
Christensen applies the principles of disruptive innovation to the broken health care system with two pioneers in the field—Dr. Jerome Grossman and Dr. Jason Hwang. Together, they examine a range of symptoms and offer proven solutions.
YOU’LL DISCOVER HOW
“Precision medicine” reduces costs and makes good on the promise of personalized care Disruptive business models improve quality, accessibility, and affordability by changing the way hospitals and doctors work Patient networks enable better treatment of chronic diseases Employers can change the roles they play in health care to compete effectively in the era of globalization Insurance and regulatory reforms stimulate disruption in health care

This shocking, lively exposure of the intellectual vacuity of today’s under thirty set reveals the disturbing and, ultimately, incontrovertible truth: cyberculture is turning us into a nation of know-nothings.
Can a nation continue to enjoy political and economic predominance if its citizens refuse to grow up?
For decades, concern has been brewing about the dumbed-down popular culture available to young people and the impact it has on their futures. At the dawn of the digital age, many believed they saw a hopeful answer: The Internet, e-mail, blogs, and interactive and hyper-realistic video games promised to yield a generation of sharper, more aware, and intellectually sophisticated children. The terms “information superhighway” and “knowledge economy” entered the lexicon, and we assumed that teens would use their knowledge and understanding of technology to set themselves apart as the vanguards of this new digital era.
That was the promise. But the enlightenment didn’t happen. The technology that was supposed to make young adults more astute, diversify their tastes, and improve their verbal skills has had the opposite effect. According to recent reports, most young people in the United States do not read literature, visit museums, or vote. They cannot explain basic scientific methods, recount basic American history, name their local political representatives, or locate Iraq or Israel on a map. The Dumbest Generation is a startling examination of the intellectual life of young adults and a timely warning of its consequences for American culture and democracy.
Drawing upon exhaustive research, personal anecdotes, and historical and social analysis, Mark Bauerline presents an uncompromisingly realistic portrait of the young American mind at this critical juncture, and lays out a compelling vision of how we might address its deficiencies.