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Fundamental research can pe planned
Quinn, James Brian; Cavanaugh, Robert M. - In: Harvard business review : HBR 42 (1964) 1, pp. 111-124
Persistent link: https://www.econbiz.de/10002681648
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Long-range planning of industrial research
Quinn, James Brian - In: Harvard business review : HBR 39 (1961) 4, pp. 88-102
Persistent link: https://www.econbiz.de/10002681664
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Next big industry : environmental improvement
Quinn, James Brian - In: Harvard business review : HBR 49 (1971) 5, pp. 120-131
Persistent link: https://www.econbiz.de/10002681693
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Technological competition: Europe vs. U.S.
Quinn, James Brian - In: Harvard business review : HBR 44 (1966) 4, pp. 113-120
Persistent link: https://www.econbiz.de/10002681727
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Technological forecasting
Quinn, James Brian - In: Harvard business review : HBR 45 (1967) 2, pp. 89-106
Persistent link: https://www.econbiz.de/10002681731
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Executive training by the case method
Andrews, Kenneth Richmond - In: Harvard business review : HBR 29 (1951), pp. 58-70
Persistent link: https://www.econbiz.de/10001831102
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Is management training effective?
Andrews, Kenneth Richmond - In: Harvard business review : HBR 35 (1957) 1, pp. 1-85
Persistent link: https://www.econbiz.de/10001831109
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Product diversification and the public interest
Andrews, Kenneth Richmond - In: Harvard business review : HBR 29 (1951), pp. 91-107
Persistent link: https://www.econbiz.de/10001831115
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Reaction to university development programs
Andrews, Kenneth Richmond - In: Harvard business review : HBR 39 (1961) 3, pp. 116-134
Persistent link: https://www.econbiz.de/10001831122
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Toward professionalism in business management
Andrews, Kenneth Richmond - In: Harvard business review : HBR 47 (1969) 2, pp. 49-60
Persistent link: https://www.econbiz.de/10001831137