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"This book provides vital insights into the elements of strategy and their application to media firms. Solidly grounded in theory but not pedantic, it is essential reading for those who make or wish to comprehend choices of media companies." - Robert Picard, University of Jönköping "Insightful, contextually analytical, yet easy to comprehend, Strategic Management in the Media successfully applies the adaptive and interpretative areas of strategic theory in the media sectors. It provides a unique perspective in which common themes linking media strategy and industry environment are thoughtfully discussed." - Sylvia M. Chan-Olmsted, University of Florida "...an invaluable asset for students ...
"Report of the Dominion fishery commission on the fisheries of the province of Ontario, 1893", issued as an addendum to vol. 26, no. 7.
A startlingly original collection of short stories that was winner of the 2011 Commonwealth Writers' Prize for Best First Book. A son worries he is becoming too perfect a copy of his father. The co-owner of a weight-loss camp for teens finds himself running the black market in chocolate bars. A man starts melting and nothing can stop it, not even poetry. This terrific collection of stories by an exciting new talent moves from the serious and realistic to the humorous and outlandish, each story copying an element from the previous piece in a kind of evolutionary chain. Amid pigeons with a taste for cigarette ash, a rash of moa sightings, and the identity crisis of an imaginary friend, the characters in these eighteen entertaining stories look for ways to reconnect with people and the world around them, even if that means befriending a robber wielding an iguana.
Deep smarts are the engine of any organization as well as the essential value that individuals build throughout their careers. Distinct from IQ, this type of expertise consists of practical wisdom: accumulated knowledge, know-how, and intuition gained through extensive experience. How do such smarts develop? And what happens when people with deep smarts leave a particular job or the organization? Can any of their smarts be transferred? Should they be? Basing their conclusions on a multi-year research project, Dorothy Leonard and Walter Swap argue that cultivating and managing deep smarts are critical parts of any leader's job. The authors draw on examples from firms of all sizes and types to...
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