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RECENT PUBLICATIONS

321 Results | Prev | 1 | 2 | 3 | .. | 63 | 64 | Last Page
 

October 2009
The University of Chicago Press
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In Time of War

Adam J. Berinsky
Understanding American Public Opinion from World War II to Iraq
From World War II to the war in Iraq, periods of international conflict seem like unique moments in U.S. political history—but when it comes to public opinion, they are not. To make this groundbreaking revelation, In Time of War explodes conventional wisdom about American reactions to World War II, as well as the more recent conflicts in Korea, Vietnam, the Gulf, Afghanistan, and Iraq. Adam Berinsky argues that public response to these crises has been shaped less by their defining characteristics—such as what they cost in lives and resources—than by the same political interests and group affiliations that influence our ideas about domestic issues.

With the help of World War II–era survey data that had gone virtually untouched for the past sixty years, Berinsky begins by disproving the myth of “the good war” that Americans all fell in line to support after the Japanese bombed Pearl Harbor. The attack, he reveals, did not significantly alter public opinion but merely punctuated interventionist sentiment that had already risen in response to the ways that political leaders at home had framed the fighting abroad. Weaving his findings into the first general theory of the factors that shape American wartime opinion, Berinsky also sheds new light on our reactions to other crises. He shows, for example, that our attitudes toward restricted civil liberties during Vietnam and after 9/11 stemmed from the same kinds of judgments we make during times of peace.

With Iraq and Afghanistan now competing for attention with urgent issues within the United States, In Time of War offers a timely reminder of the full extent to which foreign and domestic politics profoundly influence—and ultimately illuminate—each other.

October 2009
HBS Press
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Enterprise 2.0

Andrew McAfee
New Collaborative Tools for Your Organization's Toughest Challenges
"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.

October 2009
MIT Press
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Wired for Innovation

Erik Brynjolfsson and Adam Saunders
How Information Technology is Reshaping the Economy
A wave of business innovation is driving the productivity resurgence in the U.S. economy. In Wired for Innovation, Erik Brynjolfsson and Adam Saunders describe how information technology directly or indirectly created this productivity explosion, reversing decades of slow growth. They argue that the companies with the highest level of returns to their technology investment are doing more than just buying technology; they are inventing new forms of organizational capital to become digital organizations. These innovations include a cluster of organizational and business-process changes, including broader sharing of information, decentralized decision-making, linking pay and promotions to performance, pruning of non-core products and processes, and greater investments in training and education.


Brynjolfsson and Saunders go on to examine the real sources of value in the emerging information economy, including intangible inputs and outputs that have defied traditional metrics. For instance, intangible organizational capital is not directly observable on a balance sheet yet amounts to trillions of dollars of value. Similarly, such nonmarket transactions of information goods as Google searches or views of Wikipedia articles are an increasingly large share of the economy yet virtually invisible in the GDP statistics.

Drawing on work done at the MIT Center for Digital Business and elsewhere, Brynjolfsson and Saunders explain how to better measure the value of technology in the economy. They treat technology as not just another type of ordinary capital investment by also focusing on complementary investments--including process redesign, training, and strategic changes--and ton he value of product quality, timeliness, variety, convenience, and new products.

Innovation continues through booms and busts. This book provides an essential guide for policy makers and economists who need to understand how information technology is transforming the economy and how it will create value in the coming decade.

About the Authors

Erik Brynjolfsson is Schussel Family Professor at MIT's Sloan School of Management and Director of the MIT Center for Digital Business. He is the coeditor of Understanding the Digital Economy: Data, Tools, and Research (MIT Press).

Adam Saunders is a Lecturer in the Operations and Information Management Department at The Wharton School, University of Pennsylvania, and a PhD candidate at MIT's Sloan School of Management.

July 22, 2009
ILP Communications
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ILP Links Michelin to Partnerships with ILP Member Companies and Startups

Member Testimonials
For more than a century, tire-producer Michelin has focused on how the rubber meets the road. But in the early 90s, the company began to expand its horizons. In addition to manufacturing tires, Michelin sought to optimize overall vehicle performance through new suspension design, integration of electronic sensors in tires, new vehicle configurations, and other mobility solutions. Towards that end, Michelin increased its contacts with university researchers, and subsequently joined the Industrial Liaison Program in 1994.

May 2009
Harvard Business Press Books
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Built to Win

Lawrence Susskind, Hallam Movius
Creating a World Class Negotiating Organization
Companies that consistently negotiate more valuable agreements in ways that protect key relationships enjoy an important but often overlooked competitive advantage. Until now, most companies have sought to improve their negotiation outcomes by sending individuals to training workshops. But this new groundbreaking book, using real-world examples from leading companies, shows a more powerful and less expensive way to achieve this.

In Built to Win, authors Susskind and Movius argue that negotiation must be a strategic core competency. Drawing on their decades of training and consulting work, as well as a robust theory of negotiation, the authors provide a step-by-step model for building organizational competence. They show why the approach of training and more training is a weak strategy. The authors also describe the organizational barriers that so often plague even experienced negotiators, and recommend ways of overcoming them.

Built to Win explains the crucial role that leaders must play in setting goals, aligning incentives, pinpointing metrics, and supporting learning platforms to promote long-term success. A final chapter provides practical how-to tools to help you start your own organizational improvement process. This book will be invaluable to CEOs, senior-level managers, HR business leaders, human resource professionals, sales and purchasing managers, and others who negotiate regularly.


Lawrence Susskind is the Ford Professor of Urban and Environmental Planning, and Head of the Environmental Policy and Planning Program at MIT; and the Director of the Public Disputes Program at Harvard Law School, and founder of and senior advisor at the Consensus Building Institute.