Book Reviews

2011 ◽  
Vol 49 (4) ◽  
pp. 1299-1303

Valerie A. Ramey of University of California, San Diego and NBER reviews “The Big Ditch: How America Took, Built, Ran, and Ultimately Gave Away the Panama Canal” by Noel Maurer and Carlos Yu. The EconLit abstract of the reviewed work begins, “Chronicles the economic and political history of the Panama Canal from the origins of the idea in sixteenth-century Spain to the present day. Discusses an introduction to the Ditch; before the Ditch; preparing the Ditch; digging the Ditch; crossing the Ditch; passed by the Ditch; sliding into irrelevancy; ditching the Ditch; and concluding the Ditch. Maurer is Associate Professor of Business Administration at Harvard Business School. Yu is an economic historian and private consultant. Index.”

1960 ◽  
Vol 34 (3) ◽  
pp. 327-334 ◽  
Author(s):  
Dorothea D. Reeves

Two recent acquisitions of the Kress Library, a part of Baker Library of the Harvard Business School, will be of particular interest to business historians. The Kress Library, rich in the history of economic institutions and business life, as well as in material on the progress of economic thought, has a strong and varied collection on bookkeeping, to which it has recently added two rare volumes.


2013 ◽  
Vol 51 (2) ◽  
pp. 562-564 ◽  

Lee G. Branstetter of Carnegie Mellon University reviews, “Producing Prosperity: Why America Needs a Manufacturing Renaissance “ by Gary P. Pisano and Willy C. Shih. The Econlit abstract of this book begins: “Explores when and where manufacturing matters to an economy and the importance of manufacturing in innovation in the United States. Discusses what competitiveness is; the industrial commons—what it is and why it matters; when is manufacturing critical to innovation?; the rise and decline of the American industrial commons; rebuilding the commons—the visible hand of management; and the move toward a national economic strategy for manufacturing. Pisano is Harry E. Figgie Jr. Professor of Business Administration at Harvard Business School. Shih is Professor of Management Practice at Harvard Business School.”


2014 ◽  
Vol 52 (3) ◽  
pp. 851-853

Considers how moral conduct is encouraged in organizations through indirect guidance and the promotion of morals via routines, with a special focus on the students and faculty of Harvard Business School. Discusses Harvard Business School's physical environment; how the ordering enterprise extends to the academic labor market; Harvard Business School's supporting routines designed to facilitate skillful in-class delivery; an analysis of a random sample of teaching notes from the first-year MBA program; faculty members' nonteaching activities and what they say about the perspectives the school might favor; and the “quality control” needed in such an organizational model. Anteby is Associate Professor and Marvin Bower Fellow in the Organizational Behavior Unit at Harvard Business School.


Author(s):  
Rembert Lutjeharms

This chapter introduces the main themes of the book—Kavikarṇapūra, theology, Sanskrit poetry, and Sanskrit poetics—and provides an overview of each chapter. It briefly highlights the importance of the practice of poetry for the Caitanya Vaiṣṇava tradition, places Kavikarṇapūra in the (political) history of sixteenth‐century Bengal and Orissa as well as sketches his place in the early developments of the Caitanya Vaiṣṇava tradition (a topic more fully explored in Chapter 1). The chapter also reflects more generally on the nature of both his poetry and poetics, and highlights the way Kavikarṇapūra has so far been studied in modern scholarship.


Author(s):  
Todd Bridgman ◽  
Stephen Cummings ◽  
C McLaughlin

© Academy of Management Learning & Education. Although supportive of calls for business schools to learn the lessons of history to address contemporary challenges about their legitimacy and impact, we argue that our ability to learn is limited by the histories we have created. Through contrasting the contested development of the case method of teaching at Harvard Business School and the conventional history of its rise, we argue that this history, which promotes a smooth linear evolution, works against reconceptualizing the role of the business school. To illustrate this, we develop a "counterhistory" of the case method-one that reveals a contested and circuitous path of development-and discuss how recognizing this would encourage us to think differently. This counterhistory provides ameans of stimulating debate and innovative thinking about how business schools can address their legitimacy challenges, and, in doing so, have a more positive impact on society.


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