Sidney Finkelstein Bücher

Finkelstein's work offers a unique perspective on the intersection of music and national identity, exploring historical spans often overlooked by contemporary music writers. He navigates the complexities of compiling a comprehensive music history amid an abundance of scholarly research and detail, making this a valuable resource for those interested in the evolution of music across time and its cultural implications.

A thorough, in-depth treatment of strategic leadership that highlights knowledge creation and practical insight. The authors have been at the forefront of research and writing in this field; this book represents a compilation and creative extension of their own and others research on top executives. This brief one-color text is appropriate for MBA strategy courses or as a supplement to various upper-division managerial texts. Strategic Leadership is part of the Wests Strategic Management Series edited by Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, authors of Strategic Competitiveness and Globalization, 2nd.

"A good boss leads their team. A superboss builds an army of new leader. Which would you rather be? What do tecfology CEO Larry Ellison, American football coach Bill Walsh and fashion pioneer Ralph Lauren have in common? A shared approach to finding, nurturing and even letting go of great people. The way they deal with talent makes them more than success stories and organization builders. They are superbosses. After ten years of research and more than two hundred interviews, Sydney Finkelstein reveals how great leaders identify promising newcomers and inspire them to do their best work u while building stronger companies. And he shows how each of us can create our own networks of extraordinary talent."

"In Why Smart Executives Fail, Sydney Finkelstein unveils the extraordinary results of the largest research project ever devoted to leadership failure. Over the past six years, Professor Finkelstein and his team conducted hundreds of interviews with insiders at top companies that have risen and fallen - and, for some, risen again - to expose the root of these failures and to gain insight into the people behind them. One astonishing finding: businesses that seemed to have nothing in common turned out to have failed for exactly the same reasons. Even the excuses that failed managers offered turned out to be the same in case after case."--Jacket.