The 7 percent unemployment rate accompanied a gain of 203,000 jobs
A Needham & Co. report estimates that most cable TV channels would vanish if consumers could—as they say they'd prefer—spend $30 monthly on 15 to 20 channels
Democrats have a lock on the dozen largest cities in the U.S.
It lets customers go off the grid when utilities charge their highest rates and provides a backup during outages
The settlement ends an eight-year legal fight waged by African American brokers
Jeff Bezos's plan to deliver packages via unmanned aerial drones is crazy—which means you shouldn't bet against him
After selling out 5,000 designer Starbucks cards in six minutes last year, Starbucks is offering a mere 1,000 of them at noon on Friday
Northwestern's Kellogg School of Management reclaims the top stop after a two-year absence
Immigrant entrepreneurs and companies with intellectual property are more likely to hire
By Christian Terwiesch and Karl Ulrich
Harvard Business Press; 256 pages; $35
We're often told that innovation is more art than science, with no way to guarantee success. Two professors at Pennsylvania's Wharton School, however, lay out a series of scientific principles and tools that they say can help make the management of innovation if not foolproof, then at least more systematic. The authors show their dry, academic roots at times in this serious, thoughtful read.
Listen to Terwiesch and Ulrich in conversation with former BusinessWeek editor Reena Jana
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