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Management Science

Most popular at the top

  • PDMA Essentialsby Abbie Griffin; Charles H. Noble; Serdar S. Durmusoglu

    Wiley 2015; US$ 55.00

    Develop a more systematic, human-centered, results-oriented thought process Design Thinking is the Product Development and Management Association's (PDMA) guide to better problem solving and decision-making in product development and beyond. The second in the New Product Development Essentials series, this book shows you how to bridge the gap... more...

  • Qualitative researchby Gillian Symon; Catherine Cassell

    Emerald Group Publishing Limited 2015; US$ 199.00

    This e-book is dedicated to looking at qualitative research methods in the Baltic region. This area has experienced rapid economic and political change and qualitative research methods can create original and perceptive methods and frameworks for addressing these challenges. more...

  • The International Business Environmentby Warnock Davies

    CRC Press 2015; US$ 59.95

    Managers and executives who work in international trade and foreign direct investment are acutely aware of the importance of the governmental, intergovernmental, and systemic factors that regulate, facilitate, and/or complicate the conduct of international business (IB). But most managers and executives have limited or no expertise in these factors,... more...

  • Harnessing Complexityby Michael D Cohen; Robert Axelrod

    Free Press 2000; US$ 26.00

    Recent advances in the study of complexity have given scientists profound new insights into how natural innovation occurs and how its power can be exploited. Now two pioneers in the field, Robert Axelrod and Michael D. Cohen, provide leaders in business and government with a guide to complexity that will help them make effective decisions in a world... more...

  • Soft Systems Methodologyby Brian Wilson

    Wiley 2003; US$ 65.00

    Conceptual model building is accepted as a key phase in Soft Systems Methodology. Despite the recognition of the importance of the SSM, students are still experiencing difficulty with the basic process of conceptual model building. This book addresses that issue. more...

  • The New Project Managementby J. Davidson Frame

    Wiley 2002; US$ 60.00

    Praise for the First Edition "An invaluable reference for the modern project manager. It represents a sharp break with the 'PERT-only' era, capturing the latest theory and practice of the project management art." --William W. Bahnmaier, Col., USMC (retd), former department chair, Principles of Project Management Division, Defense Systems Management... more...

  • Organizational Learning from Performance Feedbackby Henrich R. Greve

    Cambridge University Press 2003; US$ 44.00

    Intriguing analysis of how firms evolve in response to performance feedback, examining consequences and improvements. more...

  • Randori Principlesby David Baum; Jim Hassinger

    Dearborn Trade Publishing 2002; US$ 22.00

    Amidst the turmoil of today's corporate environment, leaders continually seek new ways of thinking about (and doing) business. With its emphasis on mastering the chaos of multiple attacks, the principles of ancient martial arts are a logical match. In The Randori Principles, two respected consultants combine leadership lessons from Aikido with cross... more...

  • Customer Cultureby Michael D. Basch

    Pearson Education 2003; US$ 13.99

    Many people have written about creating customer-centered organizations. Michael Basch actually did it--better than anyone else. He was the co-founder of Federal Express, and the VP of Sales, Marketing and Customer Service. He built the systems, created the processes and developed the culture that made FedEx the legend it still is today in customer... more...

  • Leading Strategic Changeby J. Stewart Black; Hal Gregersen

    Pearson Education 2003; US$ 16.99

    Of organizations that seek strategic change, 70% fail. In Leading Strategic Change,now in paperback, leading consultants J. Stewart Black and Hal B. Gregersen examine the core problem: organizations fail to change because individuals fail to change. Black and Gregersen identify the "brain barriers" that keep strategic change from success--failure... more...