This is the second of three related empirically based studies examining the broad range of issues raised by the use of economic sanctions. This volume provides a detailed examination of the impact of U.S. economic sanctions on China, Cuba, and Iran as well as the impact on the United States itself. Ashari, Forrer, Teegen, and Yang analyze whether or not these case studies in economic sanctions had been successful by measuring their historical impact and modeling their effectiveness. This book will be of particular interest to scholars, students, researchers, and the public policy community involved with international business and economics and international relations.

Complete your leadership toolkit with this inside look at high-level, executive positions Hidden Truths: What Leaders Need to Hear But Are Rarely Told delivers profound and rarely discussed insights about C-suite jobs that provide aspiring leaders with practical, new skills that will equip them for the immense challenges of their desired jobs. Through 14 illuminating chapters, accomplished Harvard Business School faculty member and former Senior Partner of McKinsey & Company sets out the essential habits that help leaders create success, time and time again. You'll learn: How to recognize the limits of monetary incentives for employees and colleagues To manage your relationships with members of the Board of Directors How to value and realize true diversity How to manage mergers and acquisitions properly, one of the most difficult parts of business leadership Perfect for managers, executives, and other business leaders with an eye on the C-suite, Hidden Truths also belongs on the bookshelves of people who already find themselves in a C-level position and wish to learn how to better manage the stresses and challenges of the job.

On-line analytical processing (OLAP) is clearly a new approach to information system technology--offering a much-needed way to make informed decisions better and faster. One of its most important characteristics is multidimensional analysis--analysis that goes beyond the conventional two-dimensional analysis and provides users with rapid retrieval of data from organizational databases, data warehouses, or both. Not only that, but most importantly, says Dr. Thierauf, it allows users to look at different dimensions of the same data, thus enabling them to do analyses across departmental and even corporate boundaries. How it works and OLAP's many benefits to aid users in the public and private sectors is spelled out here, comprehensively yet concisely, and with the author's customary well-developed examples and clear prose. His book will be important reading for people at all levels of management and in all types of organizations.

Another way of viewing OLAP is getting a typical company out of the custom-report-writing business and into the data-cube-server building business. An OLAP data structure can be thought of as a Rubik's Cube of data that users can twist and twirl in different ways to work through what-if and what-happened scenerios to get at the "whys" of the situation. Within an OLAP environment, the focus is on performing dictionary definition and maintenance as well as mapping flat files or relational columns to dimensions and measures. Although this may sound like a lot of work, managing one data cube is more efficient than writing a number of custom reports. Currently, some vendors provide administrative tools to get the data into the cubes in the first place, in the proper form, and on a regular basis. Hence, the job of managing data has been simplified for users.

The first unspoken law of service quality and productivity is to do it right the first time. However, chances are that the customers may not be always satisfied with some of the services they receive. How well a firm handles complaints and resolves problems frequently determines whether it builds customer loyalty or it watches its customers take their business elsewhere. Designing Complaint Handling and Service Recovery Strategies is the 11th volume in the Winning in Service Markets Series by services marketing expert Jochen Wirtz. Scientifically grounded, accessible and practical, the Winning in Service Markets Series bridges the gap between cutting-edge academic research and industry practitioners, and features best practices and latest trends on services marketing and management from around the world.

As the greatest rock and roll band of all time, the Beatles rocketed to worldwide fame soon after their 1964 arrival in the United States. Much of their achievement can be attributed to the unique Beatle sound, but it was more than just the music that catapulted them to the summit of success, and kept them there even after the band ceased touring and broke apart. How the Beatles both failed and triumphed as businessmen and the lessons today’s entrepreneurs and business leaders can draw from this unique journey is the subject of Come Together: The Business Wisdom of the Beatles. Authors Richard Courtney and George Cassidy recount the band’s many exploits, from its early struggles in Hamburg to the success of Sgt. Peppers Lonely Hearts Club Band and beyond, revealing from a business perspective what worked and what didn’t. More than the music, this book explores what it took to pass the audition.

This book offers a distinctive moral defense of capitalism. Unlike most such defenses, this book avoids the summoning of concepts and ideas drawn from the modern philosophical tradition that arose out of the 17th-18th century Enlightenment. It rejects the idea of supporting capitalism on the grounds of self-ownership, human dignity, property rights, social utility, or a social contract. Confidence in the power of human reason to demonstrate any of these notions has waned since the Enlightenment, and justifiably so. Capitalism stands in desperate need of different philosophic foundations. This book's thesis is that capitalism can be more sturdily defended on a pre-modern basis. Adopting the ancient Roman philosopher Cicero as a guide, this book acknowledges the limits of human reason. It applies the ancient skepticism that Cicero represents, a school of thought that teaches us to be content with probabilities and to focus upon the practical dimensions of human existence. Philosophical inquiry is best directed to the task of identifying the means of securing both life and the good life for human beings. As such, this book stresses the overriding importance of maintaining social co-operation and advancing human excellence. It argues that capitalism satisfies both these imperatives.

Burke challenges the current thesis that companies "should" act responsibly toward communities and societies. Instead, he shows that changes in society "mandate" that companies must develop strategies and programs that foster a reputation of trust in local communities in order that they preserve their license to operate. Burke describes strategies and programs of action that enable companies to develop trust and thus maintain their license to operate. He also describes ways to use philanthropy and volunteer programs to achieve a competitive advantage.

The public environment in which companies operate has changed significantly since the 1970s. Communities, in response to elected officials and community groups, are demanding that companies observe new norms of behavior. They expect companies to respect the environment, respond to the concerns of the community residents, and contribute to the support of community institutions. As Burke illustrates, a company's community reputation also affects the behavior of consumers and employees. Consumers prefer to buy products from companies that are involved in the community. Employees are attracted to companies that have a good community reputation.

Just as successful companies need to be a supplier of choice, an employer of choice, and an investor of choice, they now have to become a neighbor of choice. They have to behave in ways that build a legacy of trust in order to be positioned positively in the community. As Burke shows, to be a neighbor of choice, a company has to pursue three strategies: build sustainable and ongoing relationships with key community individuals, groups, and organizations; institute procedures that anticipate and respond to community expectations, concerns, needs, and issues; and focus the company's community programs on ways that promote and strengthen the community's quality of life and which also support the business goals of the company. The strategies developed by Burke will be of great use to community and public affairs managers and general managers of corporations as well as CEOs and other executive officers. Students in courses on corporate strategy and general management will find the book of value, as will students in courses on non-profit management.

Do you think of your company's talent as an investment to be managed like a portfolio? You should, according to authors Becker, Huselid, and Beatty, if you're interested in strategy execution.
Many companies fall into the trap of spending too much time and money on low performers, while high performers aren't getting the necessary resources, development opportunities, or rewards. In "The Differentiated Workforce," the authors expand on their previous books, "The HR Scorecard" and "The Workforce Scorecard," and recommend that you manage your workforce like a portfolio - with disproportionate investments in the jobs that create the most wealth. You'll learn to:
Rise above talent management "best practice" and instead create a differentiated workforce that can't be easily copied by competitors
Differentiate those capabilities in your company that are truly strategic
Identify your wealth-creating "A" positions
Create a new relationship between HR and line managers, and articulate the role each plays in a differentiated workforce strategy
Develop the right measures for your organization
Based on two decades of academic research and experience working with hundreds of executives, "The Differentiated Workforce" gives you the tools to translate your talent into strategic impact.

Managing as Designing explores "the design attitude," a new focus for analysis and decision making for managers that draws on examples of decision making and leadership in architecture, art, and design. Based on a series of conference papers given at the opening of the Peter B. Lewis Building (designed by Frank Gehry) at the Weatherhead School of Management, Case Western Reserve University, the book includes keynote speeches from Frank Gehry and Karl Weick. The premise of this book is that managers should act not only as decision makers, but also as designers. Though decision and design are inextricably linked in management action, managers and scholars have too long emphasized the decision face of management over the design face. In a series of essays from a multitude of disciplines, the authors develop a theory of the design attitude in contrast to the more traditionally accepted and practiced decision attitude. The book will appeal primarily to scholars of management theory and organization strategy and managers, with many contributions from a variety of academic backgrounds including architecture, sociology, design, history, choreography, strategy, economics, music, and accounting. There is a potential for strong crossover appeal to these groups, especially to those people and groups interested in design and product development.

Empowering Students for the Future: Using the Right Questions to Teach the Value of Passion, Success, and Failure arms educators with the tools to teach what we all wish we had learned in school. You will uncover how to help your students think deeper, redefine failure, and authentically create their definition of success. Author Eric Yuhasz offers a variety of practical ideas throughout, including rapid-fire questions and a bowl meeting structure to help students find their passions; activities to help students address negativity from social media plus negative, self-inflicted mantras they may unconsciously be following; a chart that enables students to see their progress toward achieving their definition of success; tips for discussing value, sacrifice, self-discipline, motivation, and the tyranny of low expectations; plus ideas for helping students embrace failure as a steppingstone toward learning and triumph. With clear strategies in each chapter, this unique book will show you how your learners can truly map out a happier, healthier, more successful future.

Do systems have souls?This book, based on a popular elective at IIM Ahmedabad, examines the hard trade-offs inherent in the design of operating systems and business models to look for answers. It encourages business leaders to ask two different sets of existential questions: does the organization that I am managing have a soul, and if so, what are the strategic choices that enable its synthesis (external orientation) and, do I have a soul and if so who am I (internal orientation)? In the process, it uncovers a beauty inherent in patterns of strategic choices that enables an organizational soul to emerge and an appreciation of the diversity of such souls.

For over 40 years, David Hall has been helping businesses to succeed, initially in the UK and then globally as his reputation grew. This book includes the stories of 50 selected client projects over the years, providing a unique and powerful insight into what it takes to create a winning business. 'Compelling, educational, and very entertaining.' Thomas G Martin, Chairman, Arco Ltd 'This book will be invaluable for those entrepreneurs who want to make a step change in their business performance.' Martin Lauer, Founder and MD, The One Point 'David Hall knows about people. He knows about entrepreneurs, and he knows about business... a cracking read.' Paul Sewell, Chairman, The Sewell Group 'David has a real skill in distilling complex issues into digestible forms.' Dr Simon Haslam, Chair of Academic Fellows, ICMCI 'David is a management magician, Yoda for many of his clients... an essential book for anyone who wishes to grow their business successfully.' Dinah Bennett OBE, Director, International Consultants for Entrepreneurship and Enterprise

Research, design, and development firms are actively recruiting anthropologists and other social scientists, as ethnographic research becomes more central to the creation of appropriate new products, services, and marketing strategies for U.S. and global markets. To be successful designers, professionals must learn new processes, develop training programs, modify communication styles, and share their methods to make their work possible. The current volume is written by social scientists, designers, and entrepreneurs who create new products and services. They provide frank and insightful discussions about the opportunities and challenges facing researchers and designers who are learning to collaborate.

The book highlights several major topics in order to focus on critical aspects of the industry's highly related features. It provides background information about ethnography, decsribes and analyzes the industry, presents case examples of working practices and discusses emerging methodology based on three fundamental kinds of projects (discovery, design, and evaluation). The book suggests ways emerging design professionals can (1) improve their own performance, (2) change the working processes of the industry itself, (3) contribute to basic ethnographic research, and (4) craft training programs for the next generation of professionals.

Provides Social Sciences PhD students with a set of roadmaps to follow to find a career path outside of academia Introduces sectors, businesses and types of positions available to those with a PhD in social sciences and describes the pros and cons of each to clarify what your options are and enable you to make clear-eyed decisions about your preferences Provides a guide to the methodologies you will put into place in the roles described, to help you understand what the role might involve and how to carry out projects successfully Designed to help Social Sciences PhDs to choose the right career for their personalities, skill sets and preferences.

Synthesizing elements from linguistics, philosophy, and the histories of science and spirituality, Dr. Eggert opens the door to new ways of thinking, perceiving, valuing, inquiring, and acting for leaders of entrepreneurial organizations. She maintains that the mainstream leadership paradigm both opens and closes possibilities for inspired leadership. Today's leaders need an alternative because the dominant leadership paradigm is no longer serving them well. Her book illustrates the contemplative tradition, exemplified by the 14th century mystic Meister Eckhart, and offers a set of fundamental assumptions about organizational life that can serve as precisely the sort of alternative paradigm needed to challenge the current logical-rational paradigm inherited from the Enlightenment. Indeed, by adopting the contemplative style of leadership, management in today's often distraught organizations will find new, more effective ways to approach today's very special, and wicked, organizational problems.

Dr. Eggert explores leadership styles that would arise from the comtemplative paradigm. Her book first considers several classics such as Thomas Kuhn's "The Structure of Scientific Revolutions," Kenneth Boulding's "Images," and Gareth Morgan's "Images of Organizations" that illustrate and explain how our basic set of operating assumptions affect how we think, inquire, value, perceive, and act--highlighting certain aspects and obscuring others in accordance with the reigning paradigm. Alternative paradigms, Eggert argues, offer alternative and additional ways of thinking and acting that bear on today's "wicked problems"--the chronic, unwieldy, malignant tangles that bedevil organizations today. Using the contemplative experience itself as a key metaphor for the contemplative paradigm, the second section of the book uses theologian Matthew Fox's work on medieval German mystic Meister Eckhart to identify and map the underlying assumptions of the contemplative approach to life. The focus then shifts to Contemplative Leadership, the style of leadership that would flow from contemplative assumptions. Eggert's book is fascinating, important reading for people with management responsibilities in today's public and private sector organizations.

Two of the most influential forces in American history are business and religion. Merchants and Ministers weaves the two together in a history of the relationship between businesspeople and Christian clergy. From fur traders and missionaries who explored the interior of the continent to Gilded-Age corporate titans and their clerical confidants to black businessmen and their ministerial collaborators in the Civil Rights movement, Merchants and Ministers tells stories of interactions between businesspeople and clergy from the colonial period to the present. It presents a complex picture of this relationship, highlighting both conflict and cooperation between the two groups. By placing anecdotal detail in the context of general developments in commerce and Christianity, Merchants and Ministers traces the contours of American history and illuminates those contours with the personal stories of businesspeople and clergy.

The key to teaching business ethics successfully, says Sims, is to start with clear goals and a sensible expectation of outcomes, and with a true knowledge and appreciation of how people actually learn. Seems obvious enough, he says, but the surprise is that so few understand this. Thus, the teaching of business ethics is often an unproductive, frustrating exercise in futility. Sims hopes to change that. Proceeding with the conviction that open communications between teacher and student before, during, and after the teaching experience is vital, Sims identifies key teaching processes, gives practical advice on designing and planning the curriculum, and offers guidance on how to develop a climate conducive to effective learning. He highlights the importance of creating a classroom climate that encourages open dialogue, good moral conversation, and conversational learning. And throughout he emphasizes that learning styles and experiential learning theory are cornerstones of teaching business ethics, thus taking an approach unlike any in the literature. An important guide for those who are new to teaching this essential subject, Sims' book will also be helpful for more experienced teachers who are wondering why their own methods do not always work, or do not work as well as they believe they should. Sims identifies important processes that must be managed if business ethics is to be taught and learned successfully--processes such as creating stakeholder commitment to the goals, purposes, and outcomes of the teaching effort, and curriculum design and planning that are attuned to individual differences in learning styles, motivation, and values. Also included in Sims' processes are thedevelopment of individual school outcomes, and expectations, and the assessment procedures that can measure them. He discusses the importance of incorporating debriefing into an experiential learning exercise or discussion, and goes on to give an in-depth discussion of the pedagogical approaches that allow teachers to teach the practical and theoretical components of the subject simultaneously. Well illustrated with examples, such as an interdisciplinary approach to teaching and a way to institutionalize outcomes assessment by means of total quality management, Sims' book returns constantly to his major theme: that to teach business ethics effectively the teacher must first create a climate of trust and sharing within and between students, and between students and teacher, and that the teacher must have a concrete way to measure the impact of the teaching effort's results.

Can you turn a hairpin into a house? This is the question Demi Skipper set out to answer in May 2020, when she posted an ordinary bobby pin to trade on Facebook Marketplace. She had two rules: no trading with anyone she knew, and no spending her own money on trades. Twenty months and 28 trades later, she completed the final trade and took possession of a house. How did she do it? It wasn't luck. Hard work, ingenuity, and a talent for negotiation were essential to executing the series of trades that lead from the hairpin to the house. Along the way she sent around 300,000 messages, enlisted the help of strangers to drive vehicles across the country, and went deep into the world of "sneakerheads" in pursuit of the perfect trade, all while documenting her progress and amassing an audience of millions on TikTok. From the crushing disappointments to the surprising successes, Demi shares the behind-the-scenes stories of her first successful trading project and the life lessons she's applying as she starts the process again. It's an engrossing story for anyone who wonders, How did she do that? Could I do it too?

Drawing on research in the areas of business organization, information technology, and information economics this book develops an empirical basis for integrating the three fields. It investigates information technology management based on the theoretical foundations of information economics, examines the chief information officer phenomenon and identifies the factors that lead organizations to create such a position, and analyzes organizational and managerial motivations leading to investment in information technology. Karake concludes that the way information technology is managed and the magnitude of investment in such technology depends on the organization ownership structure, that the ownership structure is a determinant of the degree of control information managers exercise, and that there is a significant relationship between the size and composition of boards of directors and the management of and investment in information technology.

This study will be of interest to students, researchers, and practitioners of information technology management and information technology performance.

Oller and Giardetti provide a simple, comprehensive, and fully consistent theory to explain why some messages and images communicate more effectively than others -- and then show specialists in advertising, marketing, and high stake communications how to apply the theory in their work. With examples and illustrations that practitioners and academics alike will find understandable, they provide readers with a solid grounding in semiotics, the study of how meanings are constructed and construed in signs. In doing so Oller and Giardetti help high stakes communicators find new ways to reach and persuade others -- but speak against deceit and subterfuge. They make clear that messages must be consistent with the facts, and that the most successful communicators share one special trait: integrity. A readable, research-based, up-to-date treatment of an important emerging field of study, and a carefully developed guide for practitioners and academics alike.

"Images That Work" is about emotions, desires, ideas, and the hard objects, events, and tensional relations in the common world of space and time. It is about creating and presenting words and pictures in ways that communicate genuine substance from real people to other real people. Oller and Giardetti begin with the foundations of integrity, the glory of supreme effort, and the weaknesses of fads, fashions, and untested gut feelings. They draw examples from high stakes messages in advertising, entertainment, and other communications industries. In doing so they make clear that not only are effective messages consistent with material facts, they are also comprehensive in how they convey facts and yet concise and simple enough to fit into the time and space that consumers will devote to the message. And along the way they give readers a solid grounding in the fascinating and relatively new field of semiotics, a field that has already become well established in the academic community and which has begun to spread its influence to the world outside.

Today's business environment demands a new approach to leadership, one that effectively connects individuals and organizations in the midst of change. "Leading with Sense" offers a new, practical approach to meeting this challenge. Drawing on her experience as a poetic translator and her expertise in cross-cultural leadership, Valerie Gauthier outlines the tenets of savoir-relier: a framework for building sensible, trustworthy, and lasting relationships that enables leaders value difference, work across boundaries, and navigate complex systems.
Savior-relier teaches leaders to tap into their senses in the midst of strategizing, allowing them to act intuitively and rationally at once. Few leaders dare to claim that their "gut feelings" are critical to their decisions. But, by engaging their intuition, they are able to draw on experience, better appreciate their environment, build confidence, and summon the courage to tackle the task at hand.
"Leading with Sense" trains readers to be poets and translators in the business context. With savior-relier, we can write our own stories, deciphering the challenges that we face with acumen, humility, and respect. Using real-world examples of this pioneering approach, Gauthier provides readers with methods and tools for cultivating a savoir-relier mindset to build positives relationships, nurture diversity, drive mindful innovation, and foster success.