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RECENT PUBLICATIONS

318 Results | Prev | 1 | 2 | 3 | .. | 62 | 63 | Last Page
 

March 2009
National Science Foundation
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NSF: Academic Research and Development Expenditures: Fiscal Year 2007

National Science Foundation
The data presented in this report were compiled from the National Science Foundation (NSF) FY 2007 Survey of Research and Development Expenditures at Universities and Colleges. The fiscal year reference period refers to the fiscal year of the surveyed institution. The survey collects the separately budgeted R&D expenditures in science and engineering (S&E) fields reported by universities and colleges. Unless otherwise noted, expenditures analyzed in this report refer to S&E R&D activities only. Non-S&E expenditures are reported separately and are not included in the overall expenditures totals. Terms used in institutional accounting procedures are incorporated throughout the tables.

February 2009
Harvard Business School Press
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The Truth About Middle Managers

Paul Osterman
Who They Are, How They Work, Why They Matter
"Middle management" is a term associated with relentless downsizing, corporate drudgery, and career dead-ends. Bashed by management gurus, dismissed by social scientists, and painted as victims by the media, middle managers seem permanently relegated to the sidelines of corporate power. But is this popular picture accurate? Are middle managers really no longer valued by today's performance-driven organizations? The truth is surprising.

MIT management scholar Paul Osterman has analyzed over thirty years' worth of employment data, interviewed a wide sample of managers, and uncovered a very different picture of middle managers today. Not only have their numbers increased dramatically, but middle managers are wealthier, more productive, more autonomous--and they gain real pleasure from their day-to-day work.

But there's another side to the story: while managers have maintained their commitment to their tasks and to their colleagues, they are increasingly cynical and distant from their organizations. They are confused about their future and how to manage their careers. This comes at a time when the value of middle management is much greater than ever before. Organizations must rethink their understanding of this vital workforce segment--now. Understand the issues for yourself with The Truth About Middle Managers' refreshing and counterintuitive look at what's really going on.



Paul Osterman is the Nanyang Technological University (NTU) Professor of Human Resources and Management at the MIT Sloan School of Management as well as a member of the Department of Urban Planning at MIT. From July 2003 to June 2007 he also served as Deputy Dean at the Sloan School.

His research concerns changes in work organization within companies, career patterns and processes within firms, economic development, urban poverty, and public policy surrounding skills training and employment programs.

February 2009
Kauffman Foundation
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Entrepreneurial Impact: The Role of MIT

Edward B. Roberts
Charles Eesley
Sloan School of Management
Research- and technology-intensive universities, especially via their entrepreneurial spinoffs, have a dramatic impact on the economies of the United States and its fifty states. A new report on the Massachusetts Institute of Technology, indicates conservatively that, if the active companies founded by MIT graduates formed an independent nation, their revenues would make that nation at least the seventeenth-largest economy in the world. A less conservative direct extrapolation of the underlying survey data boosts the numbers to 25,800 currently active companies founded by MIT alumni that employ about 3.3 million people and generate annual world sales of $2 trillion, producing the equivalent of the eleventh-largest economy in the world.






January 12, 2009
ILP Communications
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Staying on the Cutting Edge at ICICI Ltd.

Member Testimonials
In the late 1990s, ICICI transformed itself from a long-term lending institution to a diversified financial services company. In the process, the India-based firm started offering Internet banking, online stock trading, e-commerce and technology solutions, and venture capital services for information technology and other startups. But to stay ahead of the curve in these areas, the company would need relevant, up-to-date expertise in technology and management. That’s why ICICI joined the ILP in August 2000. “MIT is a world center for cutting edge research and technology,” says Dr. Mathew Joseph, their deputy general manager. “We felt that MIT and the ILP would contribute to our ability to develop new products and provide superior customer solutions.”

August 17, 2008
ILP Communications
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ILP Helps British Telecom Capitalize on Ecology of Ideas at MIT and Beyond

Member Testimonials
One of Europe’s leading telecommunications companies, British Telecom has provided essential communication and IT products, services, and solutions to its customers for nearly a century. In order to keep its high tech offerings on the cutting edge and to identify new business opportunities, BT has long collaborated with researchers at universities such as MIT. During the nineties, the company established in-depth relationships with the Media Lab, the MIT Program on Internet and Telecoms Convergence, the Sloan School’s Center for e-Business at MIT, and other MIT organizations. By 2000, BT’s R&D arm, BTexact, sought to tap into an even wider base of skills and interests across campus, but wanted to do so systematically.