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Current Catalog
Includes subject section, name section, and 1968-1970, technical reports.
National Library of Medicine Current Catalog
First multi-year cumulation covers six years: 1965-70.
Entrepreneurship
This new collection provides a much needed retrospective view of the key academic work published in this area. The papers here highlight the importance of studying entrepreneurship from a wide range of perspectives, including research that derives from economics, history, sociology, psychology and from different business disciplinary bases such as marketing, finance and strategy. The overall focus in this set is on "entrepreneurial" activity, rather than specifically small or family-owned business and favours research articles over those that deal purely with practice.
Clearing the Mind for Creativity
John Kao learned a lot about creativity and innovation during his years teaching at the Harvard Business School and the Massachusetts Institute of Technology’s Media Lab but also as a serial entrepreneur, psychiatrist, movie producer, and jazz pianist. He wrote about the topic in Jamming--The Art and Discipline of Business Creativity, a BusinessWeek bestseller that has been published in more than a dozen languages. Now, he’s distilling what he knows into a series of brief, practical guides. The topic of this one is how to clear the mind to make way for creativity and the great ideas that follow. Come with me to Harvard. My classroom is like many others at the business school. The setting...
The Future is Yours to Invent
John Kao, a master of innovation, shows how you can put your life and business on a trajectory to uncommon success. The journey begins with a conceptual prototype of your own making and ends with you realizing your ambition. Representatives of our newest client, a pharmaceutical maker, arrived this morning at 7:45--six executives, all eager to get started. They stared at the emptiness of our white walls but said nothing. I asked them to explain what brought them to us. "It’s simple," one of them said, knowing it wasn’t simple at all. "We’re a $40 billion-a-year corporation, and we want to keep growing at 7 percent annually. In other words, we need another $2.8 billion in sales every year." I tapped the calculator on my iPhone. "That’s about $54 million a week," I said. "We don’t care about some $100 million opportunity," the man went on. "Only mega-ideas will do." "What you need," I said, "is the equivalent of two dozen blockbuster movies a year."
Jamming
This study argues that companies who understand how to manage creativity, organize for creative results and implement ideas will triumph in today's competetive environment. It shows managers how to stimulate creativity in their employees, free them of preconceptions and guide them towards a chosen goal. Using specific examples from a range of companies - including Coca-Cola, American Express and Sony - it demonstrates why some companies fail by not making full use of creative resources while others transform imagination into hard profit.
We Are All Producers Now
Every era has its model of business practice. In the 1950s, it was the organization man. In the 1970s, it was the gamesman. Going forward, the model is the producer. The reason is simple: The world is nothing if not unstable. In this absurdist jungle, trust was a quaint anachronism. Contracts for millions of dollars were actually written on the back of a napkin, notwithstanding Samuel Goldwyn’s famous observation that verbal agreements aren’t worth the paper they are written on. Sometimes, just a handshake sufficed. When doors opened, it was not because of the quality of your ideas or the strength of your talent, but on the basis of your relationships. Your most valuable asset was your Rolodex, and ours wasn’t full of the right numbers.
