An innovator in contemporary thought on economic and political development looks here at decline rather than growth. Albert O. Hirschman makes a basic distinction between alternative ways of reacting to deterioration in business firms and, in general, to dissatisfaction with organizations: one, “exit,” is for the member to quit the organization or for the customer to switch to the competing product, and the other, “voice,” is for members or customers to agitate and exert influence for change “from within.” The efficiency of the competitive mechanism, with its total reliance on exit, is questioned for certain important situations. As exit often undercuts voice while being unable to counteract decline, loyalty is seen in the function of retarding exit and of permitting voice to play its proper role.

The interplay of the three concepts turns out to illuminate a wide range of economic, social, and political phenomena. As the author states in the preface, “having found my own unifying way of looking at issues as diverse as competition and the two-party system, divorce and the American character, black power and the failure of ‘unhappy’ top officials to resign over Vietnam, I decided to let myself go a little.”

We the Corporations chronicles the revelatory story of one of the most successful, yet least known, “civil rights movements” in American history.
We the Corporations chronicles the astonishing story of one of the most successful yet least well-known “civil rights movements” in American history. Hardly oppressed like women and minorities, business corporations, too, have fought since the nation’s earliest days to gain equal rights under the Constitution―and today have nearly all the same rights as ordinary people.
Exposing the historical origins of Citizens United and Hobby Lobby, Adam Winkler explains how those controversial Supreme Court decisions extending free speech and religious liberty to corporations were the capstone of a centuries-long struggle over corporate personhood and constitutional protections for business. Beginning his account in the colonial era, Winkler reveals the profound influence corporations had on the birth of democracy and on the shape of the Constitution itself. Once the Constitution was ratified, corporations quickly sought to gain the rights it guaranteed. The first Supreme Court case on the rights of corporations was decided in 1809, a half-century before the first comparable cases on the rights of African Americans or women. Ever since, corporations have waged a persistent and remarkably fruitful campaign to win an ever-greater share of individual rights.
Although corporations never marched on Washington, they employed many of the same strategies of more familiar civil rights struggles: civil disobedience, test cases, and novel legal claims made in a purposeful effort to reshape the law. Indeed, corporations have often been unheralded innovators in constitutional law, and several of the individual rights Americans hold most dear were first secured in lawsuits brought by businesses.
Winkler enlivens his narrative with a flair for storytelling and a colorful cast of characters: among others, Daniel Webster, America’s greatest advocate, who argued some of the earliest corporate rights cases on behalf of his business clients; Roger Taney, the reviled Chief Justice, who surprisingly fought to limit protections for corporations―in part to protect slavery; and Roscoe Conkling, a renowned politician who deceived the Supreme Court in a brazen effort to win for corporations the rights added to the Constitution for the freed slaves. Alexander Hamilton, Teddy Roosevelt, Huey Long, Ralph Nader, Louis Brandeis, and even Thurgood Marshall all played starring roles in the story of the corporate rights movement.
In this heated political age, nothing can be timelier than Winkler’s tour de force, which shows how America’s most powerful corporations won our most fundamental rights and turned the Constitution into a weapon to impede the regulation of big business.

这是一本用小说体例写作的财务专业书籍。工作中如何将财物数据业务化，找到绩效管理的关键点？在人工智能都会写诗的时代，财务这门学科是否会毫无价值？以及在未来，财务人员应该具备哪些专项能力才能不被替代？
跨国公司全球首席财务官钱自严与我们分享了一个资深财务人眼中的商业世界，看看他怎样透过数据，以资源效率的视角，揭示绩效管理的秘诀和方法。本书的每个管理工具与财务模型，都代表着一条久经锤炼的管理智慧与商业思维。无论你是怎样的行业背景与职场角色，都可以从中获得认知提升与职场进阶的有益参考。

《穷查理宝典》收录了查理过去20年来主要的公开演讲。除简单而权威的查理传略外，其后的《芒格的生活、学习和决策方法》以及《芒格主义：查理的即席谈话》整理了芒格最精华的思维与决策方式和以往在伯克希尔·哈撒韦公司和西科金融公司年会上犀利——和幽默——的评论。
而最后最珍贵的十一篇讲稿则全面展现了这个传奇人物的聪明才智。贯穿全书的是芒格展示出来的聪慧、机智，其令人敬服的价值观和深不可测的修辞天赋。他拥有百科全书式的知识，所以从古代的雄辩家，到18、19世纪的欧洲文豪，再到当代的流行文化偶像，这些人的名言他都能信手拈来，并用这些来强调终身学习和保持求知欲望的好处。
精装本于5月推出，深受读者欢迎。此次推出平装本，内容同样完整详实。

HOW SIMPLICITY TRUMPS COMPLEXITY IN NATURE, BUSINESS, AND LIFE
Complexity surrounds us. We have too much email, juggle multiple remotes, and hack through thickets of regulations from phone contracts to health plans. But complexity isn’t destiny. Sull and Eisenhardt argue there’s a better way. By developing a few simple yet effective rules, people can best even the most complex problems.
In Simple Rules, Sull and Eisenhardt masterfully challenge how we think about complexity and offer a new lens on how to cope. They take us on a surprising tour of what simple rules are, where they come from, and why they work. The authors illustrate the six kinds o f rules that really matter - for helping artists find creativity and the Federal Reserve set interest rates, for keeping birds on track and Zipcar members organized, and for how insomniacs can sleep and mountain climbers stay safe.
Drawing on rigorous research and riveting stories, the authors ingeniously find insights in unexpected places, from the way Tina Fey codified her experience at Saturday Night Live into rules for producing 30 Rock (rule five: never tell a crazy person he’s crazy) to burglars’ rules for robbery (“avoid houses with a car parked outside”) to Japanese engineers mimicking the rules of slime molds to optimize Tokyo’s rail system. The authors offer fresh information and practical tips on fixing old rules and learning new ones.
Whether you’re struggling with information overload, pursuing opportunities with limited resources, or just trying to change your bad habits, Simple Rules provides powerful insight into how and why simplicity tames complexity.

Unstable markets, fierce competition, and relentless change are the only certainties in today's chaotic business world. In their startling new book, authors Brown and Eisenhardt contend that to prosper in such volatile conditions, standard survival strategies must be tossed aside in favor of a revolutionary new paradigm--competing on the edge. To compete on the edge is to relentlessly reinvent, and it's the only way to navigate the treacherous waters of tumultuous markets.
Competing on the edge is an unpredictable, sometimes even inefficient strategy, yet a singularly effective one in an era driven by change. It requires charting a course along the edge of chaos, where a delicate compromise is struck between anarchy and order, to the edge of time, where current business is the primary focus, but actions are shaped by past legacies and future opportunities. By adroitly maneuvering through chaos and time, managers can avoid constantly reacting to nonstop change and instead set a rhythmic pace that others must follow, thereby shaping the competitive landscape--and their own destiny.
In the first book to translate leading edge concepts from complexity theory into management practice, each chapter focuses on a specific management dilemma and illustrates a solution. Linking where do you want to go? with how will you get there? here's a bold and surprising strategy that works--when the name of the game is change.