For years the Dutch have been courting Russian business. Now they want their dead back
The bulk of the cuts, which amount to about 13 percent of Allergan’s workforce, will hit research and development
Calling for the right fiscal policy is wise. But is Congress capable of wise fiscal policy?
The exurbs might look pretty attractive if sitting in a car resembled hanging out on a moving couch.
A months-long public-relations debacle is taking a heavy toll on the operators of dark pools
Foldscope is a pocket-size microscope for diagnosing disease in the developing world
The assumed risks include the possibility of being struck by objects or machines; attacked by wildlife; burned by fire; electrocuted by live wires. Sounds fun!
Not everyone thinks it's best to wear pants when trying to land a job
Most employees won't get rich from equity stakes, but generous incentives can help startups woo in-demand talent
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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