
After a military incursion across India's border in April, the Chinese leadership seeks warmer relations

The company has about 145 items on its U.S. menu, making operations complicated

The Canadian government is fast-tracking visas for skilled tradesmen like plumbers and electricians

It's not enough to offer ratings and reviews anymore—the best review data are what people actually bought

CFTC data show that the net long position of noncommercial interests on the Commodity Exchange is the smallest since November 2008

The key is the search giant’s “launch and iterate” approach to new products, which uses early user feedback to make adjustments

J.J. Abrams's Star Trek Into Darkness debuted at No. 1—yet it was a lackluster first-place showing

Looking for ethics? Set your GPS to Notre Dame or BYU

Quit-smoking apps get hot in a $1 billion market
By Jeanne Liedtka, Robert Rosen, and Robert Wiltbank
Crown Business; 272 pages; $27.50
This book was written not for those in the C-suite, but for middle managers who have to carry out the often-thankless work of running a business. Acknowledging the tension between innovation (important but uncertain) and stability (important but ultimately stifling), the authors persuasively describe the need for businesses to nurture internal catalysts—folks who can overcome internal gridlock to promote sustainable growth. With smart tips, solid advice, and useful examples, this book feels particularly timely, given the sorry state of the economy.
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