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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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Human problems with budgets
Argyris, Chris - In: Harvard business review : HBR 31 (1953) 1, pp. 97-110
Persistent link: https://www.econbiz.de/10001857358
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Leadership pattern in the plant
Argyris, Chris - In: Harvard business review : HBR 32 (1954) 1, pp. 63-75
Persistent link: https://www.econbiz.de/10001857396
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T-groups for organizational effectiveness
Argyris, Chris - In: Harvard business review : HBR 42 (1964) 2, pp. 60-74
Persistent link: https://www.econbiz.de/10001857578