Beard, A. 2015. Rats can be smarter than people. Harvard Business Review (January/February): 30-31.
Beard, A. 2014. Women too respond to sexual cues by taking more risks. Harvard Business Review (April): 30-31.Beard, A., R. Hornik, H. Wang, M. Ennes, E. Rush and S. Presnal. 2011. It's hard to be good: But it's worth it. Here are five companies whose success is built on responsible business practices. Harvard Business Review (November): 88-96. (Royal DSM, Southwest Airlines, Broad Group, Potash Corporation, and Unilever).
|"Discontent with the existing condition of things is perhaps more widespread than ever before in history. The nation is full of idealists, yet our civilization is essentially materialistic. On all sides, complicated social, political, and international questions press for solution, while the leaders who are competent to solve these problems are strangely missing." Donham, W. B. 1927. HBR (July): 406.|
Dudick, T. S. 1987. Why SG &A doesn't always work. Harvard Business Review (January-February): 30-32, 36.
|"With a grant of $12,500 a year for five years from the Rockefeller Foundation and with an equal sum secured by Professor Taussig from friends of the cause, the Corporation was enabled on March 30, 1908, to establish the Graduate School of Business Administration. It opened it doors to students in September, 1908." ... "Yet there still remained many skeptics among business men. There were some few who voiced their belief that the only training for business was acquired at a tender age with a broom on an office or factory floor. There were some others who liked to employ college men but only after someone else had "broken them in." A number conceded that a collegiate business school might impart some useful knowledge but it could not train executives. Business executives, we were told, like Michel Angelos and Shakespeares, are born, not made." Gay, E. F. 1927. HBR (July): 397 and 399.|
Harvard Business Review. 2014. The chart that organized the 20th century. Harvard Business Review (September): 32-33. (Early organization charts).
Harvard Business Review. 2014. What we'll be doing in 2022. Harvard Business Review (October): 32-33.Harvard Business Review. 2015. Boosting demand in the "Experience economy". Harvard Business Review (January/February): 24-26.
|"The recent debacle in the stock market has shown that money made overnight can be lost overnight. Many individuals who had made large profits in each of the four years preceding 1929 now realize that a successful investment policy is not founded solely on courage and optimism." Sedgwick, R. M. 1930. HBR (July): 468. The theme of this paper is that most investment advice is either biased or handicapped in some way.|
|According to Sheldon, "The very word - "policy" - conveys an idea of something unapproachable. The term is as vague as many another in industrial terminology, and gold-shot clouds have been thrown by this very vagueness, around its minarets. It can be used to serve a hundred purposes - often to shroud a hundred sins. It can be made conveniently to dignify the most trivial of details, to cloak conflicting facts with a specious sheen of unity; to adorn with an imperial finality what is barely begun; to portray perfected structures of thought which, like Spanish castles, are built on airy foundations; to place a halo around decisions which would otherwise lack conviction; to permit of generalities without the tedious necessity for considering detail; to make a fire-ball of what is but a glistening water-bubble. To say that a matter is one "of policy" is to lift it to a plane above the merely mundane; to "settle policy" suggests a journey along the perilous highway of thinking which only the most daring or the most heavily guarded may hazard. It is all vague, and vaguely portentous." Sheldon, O. 1925. HBR (October): 2-3.|
|"The term "scientific management," while including broadly any form of management in any undertaking which relies upon the technique of science in coming to its decisions, is more commonly understood to apply to those developments in the management of individual enterprises which were originally based on the work of F. W. Taylor. No later efforts at definition can diminish the dignity attached to Taylor's name as the pioneer to apply scientific techniques to the solution of management problems." Urwick, L. 1929. HBR (January): 174. "Rationalization may be defined, therefore, either as an attitude or as a process. As an attitude it implies the belief that a more rational control of world economic life through the application of scientific method is possible and desirable and that our economic thinking should be modified to this extent. As a process it involves application of the methods and standards of science to all problems, whatever their scale, which arise in the organization and conduct of production and distribution." Urwick, L. 1929. HBR (January): 174.|