Amid a backlash against foreign investors, some executives are banned from leaving the country
The Camry, last overhauled for the 2011 model year, just got another face-lift
Laws require companies to pay state taxes on sheltered profits
Financial filings reveal the pay package Henrique de Castro received upon exit from the company.
Wal-Mart's new money transfers shows how the retailer can use its reach to push down costs
Skipping Rocks Lab develops a green alternative to all that plastic
Alessandro Borgognone wooed Japanese chef Daisuke Nakazawa to open the four-star New York eatery
Administrators quashed their food delivery service. Now they're focusing on other colleges
Prices are low, but there’s plenty of red tape
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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