July 25, 2003
Jane E. Dutton provides three pathways for turning negative connections into positive ones that create and sustain employee resilience and flexibility, facilitate the speed and quality of learning, and build individual commitment and cooperation.
August 27, 2001
To be successful in today’s business environment, organizations need the knowledge, ideas, energy, and creativity of every employee. The best companies accomplish this by turning themselves into a company of leaders–an organization in which employees at every level take the initiative and act as though the business where their own.
July 31, 2000
A major secret to getting ahead in business today lies in the art of developing, maintaining, and using people networks. Indeed, it’s no exaggeration to say that the ability to build strong personal relationships and effectively manage networks of people can both make your career and enable you to assure the success of your organization. […]
April 1, 2000
The idea that inner change makes outer change possible has always been part of spiritual and psychological teachings. But, until now, it’s an idea that hasn’t usually been addressed in leadership and management training. With Change the World! Quinn turns this idea into an action guide for organization leaders, managers, parents, and everyone else who wants to make a difference. Change the World presents eight principles that each of us can follow to make individual and organizational change happen: envision the productive community; first look within; embrace the hypocritical self; transcend fear; embody a vision of the common good; disturb the system; surrender to the emergent process; and entice through moral power.
August 14, 1996
Don’t let your company kill you! Open this book at your own risk. It contains ideas that may lead to a profound self-awakening. An introspective journey for those in the trenches of today’s modern organizations, Deep Change is a survival manual for finding our own internal leadership power. By helping us learn new ways of thinking […]
January 1, 1982
Coffin Nails and Corporate Strategies provides a qualitatively rich comparative case description of how the Big Six tobacco companies reacted to the antismoking campaign triggered by the 1953 Sloan-Kettering report linking smoking to cancer. By taking a 25-year historical view of the events involved in the smoking and health controversy, Robert Miles in collaboration with Kim Cameron examines the range of strategic options used by the Big Six tobacco firms for adapting to this externally imposed crisis, and the relative effectiveness of different adaptation strategies used by the six companies: R. J. Reynolds, Liggett and Myers, American Brands, Lorillard, Brown and Williamson, and Philip Morris. The three parts of the book describe the context of the study, discuss the strategies employed by the firms, and provide an assessment and interpretation of the findings.