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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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The federal budget as a business indicator
Novick, David; Fisher, G. H. - In: Harvard business review : HBR 38 (1960) 3, pp. 64-72
Persistent link: https://www.econbiz.de/10002580950
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Corporate planning at a crossroads
Ewing, David W. - In: Harvard business review : HBR 45 (1967) 4, pp. 77-86
Persistent link: https://www.econbiz.de/10002141975
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MNCs on trial
Ewing, David W. - In: Harvard business review : HBR 50 (1972) 3, pp. 130-131
Persistent link: https://www.econbiz.de/10002142079
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Participative management at work
Ewing, David W.; Banks, Pamela - In: Harvard business review : HBR 55 (1977) 1, pp. 117-127
Persistent link: https://www.econbiz.de/10002142091
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What business thinks about employee rights
Ewing, David W. - In: Harvard business review : HBR 55 (1977) 5, pp. 81-94
Persistent link: https://www.econbiz.de/10002142111