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Marketing Modernisms
Architect, teacher, journalist, town planner and cultural entrepreneur, Sir Charles Reilly (1874–1948) was a leading figure of the early twentieth-century British architectural scene. Marketing Modernisms is the first book to take an in-depth look at Reilly’s career, tracing his evolving architectural ethos via a series of case studies of his built work. Among other issues, the author considers Reilly’s involvement in cultural enterprises such as the establishment of the Liverpool Repertory Theatre, his journalism, transatlantic links and town-planning theories. Reilly has been largely overlooked by writers of Modernist histories, but this book restores him to deserved prominence
Design Culture in Liverpool, 1880-1914
By the 1930s the Liverpool School of Architecture was the most famous British school of architecture in the world, promoting modern architecture and city planning internationally. This book looks at the cultural environment in Liverpool at the turn of the twentieth century which enabled such an important institution to come to fruition. It examines attitudes towards design practice through the work of patrons, practitioners, institutions and theorists in the city, and considers the way their ideas were formed by national and international trends. From a city microcosm of contesting design aesthetics emerged a unique synthesis that was to exert a profound international influence in architectural and planning design.
Documentary Film
Documentary Film: A Primer provides a succinct introduction to the nature of the documentary, drawing on examples from the work of Robert Flaherty, Dziga Vertov, Leni Riefenstahl, Woody Allen, Warren Beatty, Spalding Gray, Cindy Sherman, Susan Sontag, and others. The documentaries discussed cover a range of subjects including the Russian Revolution, the Holocaust, and the worlds of fashion and sports. This incisive foray into the essentials of documentary is then buttressed by an in depth discussion of the career of Jill Craigie, a British director/writer who brought to the cinema an uncompromising socialist and feminist perspective during the Second World War. How Craigie got her films prod...
Lead and Disrupt
In the past few years, a number of well-known firms have failed; think of Blockbuster, Kodak, or RadioShack. When we read about their demise, it often seems inevitable—a natural part of "creative destruction." But closer examination reveals a disturbing truth: Companies large and small are shuttering more quickly than ever. What does it take to buck this trend? The simple answer is: ambidexterity. Firms must remain competitive in their core markets, while also winning in new domains. Innovation guru Clayton M. Christensen has been pessimistic about whether established companies can prevail in the face of disruption, but Charles A. O'Reilly III and Michael L. Tushman know they can! The auth...
Sir Charles
Outrageous, irreverent quotes from the 1993 NBA Most Valuable Player reveal his far-reaching appraisal of the game, his fellow players, the officials, the writers, and the fans.
Hidden Value
The authors provide vivid, detailed case studies of several organizations to illustrate how long-term success comes from value-driven, inter-related systems that align good people management with corporate strategy.
Stevenage
This is Volume XIX in a series of twenty-two on Race, Class and Social Structure. Originally published in 1952. In November 1946, the British Government founded the New Town of Stevenage, thirty miles north of London, as part of a long-term programme to move over a million people from the metropolis. This book tells the story of this New Town: the history of the decentralization policy, of the existing town of old Stevenage, and of the first four years of the new development; the sociology of the New Town plan and of the strong local opposition which aroused nation-wide interest and led to a court case that almost stopped the project; the nature of the Development Corporation established to plan and build the New Town and the difficulties experienced in its relations with other Government departments and the Stevenage District Council. The book is, therefore, an historical and sociological study of a pioneering Government venture and of its impact upon a small town. It represents the results of interviewing, observation, and documentary research conducted over an eighteen-month period from October 1948.
