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| SPOTLIGHT ON STRATEGY FOR TURBULENT TIMES |
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| What Is the Theory of Your Firm? |
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| by Todd Zenger |
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| It's not competitive advantage that attracts investors; it's sustained value creation. |
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| The New Dynamics of Competition |
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| by Michael D. Ryall |
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| A mathematics-based model of strategic outcomes—with unprecedented explanatory and predictive potential—has started to emerge. |
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| ALSO IN THE JUNE ISSUE |
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| Tours of Duty: The New Employer-Employee Compact |
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| by Reid Hoffman, Ben Casnocha, and Chris Yeh |
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| The era of lifetime employment is over. To attract an entrepreneurial workforce, companies need to offer relationships built on reciprocity and alliance—and Silicon Valley start-ups are pointing the way. |
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| Dysfunction in the Boardroom |
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| by Boris Groysberg and Deborah Bell |
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| A new survey of corporate directors reveals that despite their desire for diversity, boards are less than welcoming to women. |
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| It's All About Day One |
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| by Suzanne de Janasz, Kees van der Graaf, and Michael Watkins |
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| Failure to announce an appointment in the right way can hobble even the strongest leader from the start. |
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| Creativity in Advertising: When It Works and When It Doesn't |
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| by Werner Reinartz and Peter Saffert |
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| Consumer surveys reveal which product categories are best suited to highly creative ads and which dimensions of creativity have the most influence on sales. |
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| Honeywell's CEO on How He Avoided Layoffs |
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| by David Cote |
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| By asking employees to take unpaid leaves, Honeywell positioned itself for recovery from the recession. |
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| L'Oréal Masters Multiculturalism |
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| by Hae-Jung Hong and Yves Doz |
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| The French cosmetics giant nurtures a pool of multicultural managers and places them at the center of knowledge-based interactions. |
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