The Fed chairman roiled markets in May, when he said the central bank might begin to taper its bond purchases in the "next few meetings"
Ford pulls back from dashboard touchscreens in cars as it moves to restore some knobs and buttons following complaints about its MyFord Touch interface
The election of new Iranian President Hassan Rowhani has raised hopes for a breakthrough—but the Obama administration remains wary
In a Web portal first, Yahoo is the 49ers' venue's official "exclusive online sports content, social networking, and photo and video sharing partner"
Blackstone Group's chief discusses his winning bet on housing and why America's future could be very bright
The Pegasos, or Pan European GAS AerOSol Climate Interaction Study, is a six-year, European Union-funded project to probe how pollution affects climate
Chipotle has decided to tell consumers exactly what ingredients are in the restaurant chain's menu items, even GMO soybean oil
The University of Virginia's McIntire School of Commerce is tops when it comes to corporate strategy. Wake Forest follows close behind
Yodle founder Nathaniel Stevens is building a new local marketing business, using cheap credit-card processing to lure customers
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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