Footnotes
Chapter 1
[1] Mind Mapping was originated by this author, Tony Buzan.
Chapter 2
[1] Hannan, M., and J. Freeman. (1989). Organizational Ecology. Boston: Harvard University. Press. Foster, R. N. (1986). Innovation: The Attacker's Advantage. New York: Summit Books.
Foster, R.N. and S. Kaplan. (2001). Creative Destruction, Currency Doubleday.
[2] Christensen, C. M. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Boston: Harvard Business School Press.
[3] Hurst, D. K. (1995). Crisis & Renewal. Boston: Harvard Business School Press.
[4] Senge, P. M. (1990, Fall). "The Leader's New Work: Building Learning Organizations," Sloan Management Review, 7–23.
[5] Weber, M. (1947). The Theory of Social and Economic Organization. (Trans.: A. M. Henderson and T. Parsons), Oxford University Press. Weick, K. E. (1969). The Social Psychology of Organizing. Reading, MA: Addison-Wesley.
Stinchcombe, A. L. (1968). Constructing Social Theories. Harcourt, Brace and World.
[6] Kahneman, D., J. Knetsch, and R. Thaler. (1990, Dec.). "Experimental Tests of the Endowment Effect and the Coase Theorem," Journal of Political Economy, 98(61), 1325–1348.
[7] Samuelson, W., and R. Zeckhauser. "Status Quo Bias in Decision Making," Journal of Risk and Uncertainty, 1998. Reprinted by permission of Kluwer Academic Publishers.
Schoemaker, P. J. H., and J. Casey. (1994). "Status Quo and Change Biases: A Critical Examination," Working paper, The Wharton School.
[8] Day, George S., and Paul J. H. Schoemaker (Eds.). (2000). Wharton on Managing Emerging Technologies, New York, Wiley.
[9] Russo, J. E., and P. J. H. Schoemaker. (1990). Decision Traps: Ten Barriers to Brilliant Decision Making. New York: Simon and Schuster.
[10] Russo, J. E., and P. J. H. Schoemaker. (2002). Winning Decisions: Getting It Right the First Time. New York: Random House. This section also draws on P. J. H. Schoemaker and L. Marais, (1996), "Technological Innovation and Large Firm Inertia," in G. Dosi and F. Malerba (Eds.), Organization and Strategy in the Evolution of the Enterprise, London: MacMillan.
[11] Tversky, Amos, and Daniel Kahneman. (1981). "The Framing of Decisions and the Psychology of Choice," Science, 211, 453–458.
[12] Kaplan, R. S. (1989, August). "Management Accounting for Advanced Technological Environments," Science, Vol. 25.
[13] Russo, J. E., and P. J. H. Schoemaker. (1992, Winter). "Managing Overconfidence," Sloan Management Review, 33 (2), 7–17.
[14] Mason, R. O., and I. I. Mitroff. (1981). Challenging Strategic Planning Assumptions. New York: Wiley-Interscience.
Morecroft, J., and J. Sterman. (1994). Modeling for Learning Organizations. Portland, OR: Productivity Press.
[15] Tversky, A., and D. Kahneman. (1974). "Judgment Under Uncertainty: Heuristics and Biases," Science, 185, 1124–1131.
[16] Kantrow, A. M. (1987). The Constraints of Corporate Tradition. New York: Harper & Row.
[17] Einhorn, H., and R. Hogarth. (1986). "Decision Making Under Ambiguity," Journal of Business, 59(4, 2), S225–S255.
[18] Janis, I. (1982). Groupthink. New York: Houghton Mifflin.
Kets de Vries, M. F. R., and D. Miller. (1987). Unstable At the Top. New York: NAL Books.
[19] March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
Chapter 5
[1] Order Out of Chaos.(1988). Ilya Prigogine and Isabelle Stengers. New York: Bantam.
Chapter 6
[1] Ackoff, Russell L. (1974). Redesigning the Future., New York:, John Wiley & Sons.
[2] Thomas Kiely. (1993, Dec. 15/Jan.1, 1994). "Total Quality Management," CIO, 36–37.
[3] Robert W. Keidel (1994, March 12). "Laying off workers can backfire," The Philadelphia Inquirer, p. A17.
[4] Andrea Knox. (1992, Mar. 9). "Most cuts in jobs don't help firms, survey indicates." The Philadelphia Inquirer, p. D1.
[5] Stephen Barr. (1995, Jan.). "Grinding It Out," CEO, 27.
[6] "Re-engineering, with Love." (1995, Sept. 9). The Economist, 69.
[7] "Solution-peddlers Lose Their Charm," (1991, Feb. 9). The Economist, p. 67.
Chapter 7
[1] Core competencies and organizational focus were brought to attention by G. Hamel and C. K. Prahalad in their landmark book, Competing for the Future, Boston: HBS Press, 1994.
Chapter 8
[1] This article is based on a more expansive version from a chapter in a forthcoming book: Burke, W. W. (2002) Theory and dynamics of organization change. Thousand Oaks, CA: Sage Publications. (In press.)
[2] Atwater, L., & F. Yammarino. (1992). Does Self-Other Agreement on Leadership Perceptions Moderate the Validity of Leadership and Performance Predictions? Personnel Psychology, 45, 141–164.
Church, A. H. (1997). Managerial Self-Awareness in High-Performing Individuals in Organizations. Journal of Applied Psychology, 82, 281–292.
[3] O'Toole, J. (1999). Leadership A toZ: A Guide for the Appropriately Ambitious. San Francisco: Jossey-Bass.
[4] McClelland, D. C., & D. H. Burnham. (1976). Power is the Great Motivator. Harvard Business Review, 54(2), 100–110.
[5] O'Toole, J. (1999). Leadership A to Z: A Guide for the Appropriately Ambitious. San Francisco: Jossey-Bass.
[6] Evans, R., & Price, C. (1999), Vertical Take-off: The Inside Story of British Aerospace's Comeback from Crisis to World Class. London: Nicholas Brealey Publishing.
[7] Burke, W. W., & Trahant, W. (2000). Business Climate Shifts: Profiles of Change Makers. Boston: Butterworth Heineman.
[8] Hambrick, D. C., & A. A. Cannella Jr. (1989). "Strategy Implementation as Substance and Selling." Academy of Management Executive, 3(4), 278–285.
[9] For an example, see Burke, W. W. (1994). Organization Development: A Process of Learning and Changing, 2nd ed. Reading, MA: Addison-Wesley. (pp. 147-148).
[10] Pascale, R. T., M. Millemann, & L. Gioja. (2000). Surfing the Edge of Chaos: The Laws of Nature and the New Laws of Business. New York: Crown Business.
[11] Burke, W. W., L. P. Clark, & C. Koopman. (1984). "Improve Your OD Project's Chances for Success." Training and Development Journal, 38(8), 62–68.
[12] Burke, W. W. (2001). The broad band of organization development and change: An introduction. In L. Carter, D. Giver, & M. Goldsmith (Eds.), Best practice in organization development and change (pp 3-9). San Francisco: Jossey-Bass/Pfeiffer.
[13] Burke, W. W., & W. Trahant. (2000). Business Climate Shifts: Profiles of Change Makers. Boston: Butterworth Heineman.
[14] Burke, W. W. & Trahant, W. (2000) Business Climate Shifts: Profiles of Change Makers. Boston: Butterworth Heineman.
[15] Gardner, H. (1995). Leading Minds: An Anatomy of Leadership. New York: Basic Books.
[16] Pascale, R. T., M. Millemann, & L. Gioja.eee (2000). Surfing the Edge of Chaos: The Laws of Nature and the New Laws of Business. New York: Crown Business.
[17] Goodstein, L. D., & W. W. Burke. (1991). "Creating Successful Organizational Change." Organizational Dynamics, 19(4), 16.
Chapter 9
[1] This working model has now been used with success as the framework for over 1,500 business graduates at the nation's top rated MBA program (Business Week Magazine): the Wharton School, in its core leadership course; over 1,000 high potential leaders at Ford Motor Co.; the engineering graduate program at the University of Pennsylvania; as well as in several corporate universities.
Chapter 10
[1] Collins and Porras. (1994). Built to Last: Successful Habits of Visionary Companies. New York: Harper Collins.
[2] Spencer Johnson. (1998). Who Moved My Cheese? New York: Putnam and Sons.
[3] Joseph Rost. (1991). Leadership for the Twenty-First Century New York: Praeger, p. 102.
[4] J. Conger and B. Benjamin. Building Leaders: How Successful Companies Develop the Next Generation. San Francisco: Jossey-Bass, 1999.
Chapter 16
[1] The authors wish to thank Stuart Crainer for his help with an earlier version of this piece. This chapter is adapted from R. White and P. Hodgson, Relax, It's Only Uncertainty: Lead the Way when the Way is Changing, London: Pearson Education, 2001.
Chapter 17
[1] Anita Kumar. (2001, May 21). "A Special Report: Deadly Combination: Ford, Firestone and Florida." St. Petersburg Times, [Online]. Available: http://www.sptimes.com/News/webspecials/firestone/qa.shtml.
[2] Ibid.
[3] September–October 1983, pp. 103–108.
[4] "Road Signs: How Ford, Firestone Let the Warnings Slide by as Debacle Developed." (2000, Sept. 6). Wall Street Journal, pp. A1, A16.
[5] James R. Healey. (2000, Dec. 26). "Firestone Leaves an Indelible Mark." USA Today, pp. 1B–2B.
[6] Cindy Skrzycki, "Agency Missed Early Tire Warnings," Washington Post, September 12th, 2000, pp. E1, E12. ©2000 The Washington Post. Reprinted with permission.
[7] David Barboza. (2000, Sept. 15). "Firestone Workers Cite Lax Quality Control." New York Times,, pp. C1, C5.
[8] Keith Bradsher. (2000, Sept. 16). "Margin of Safety on Ford at Issue." New York Times, pp. A1, B4.
Chapter 18
[1] Article adapted from "Helping Successful People Change" in F. Hesselbein and M. Goldsmith (Eds.), (2001), Leading for Innovation. San Francisco: Jossey-Bass.
[2] Goldsmith, M., B. Kaye, and K. Sheldon (Eds.). (2001). Learning Journeys. Palo Alto, CA: Davies-Black.
Chapter 19
[1] McKinsey & Company. (1998, Fall). "The War for Talent." McKinsey Quarterly.
[2] Moynihan, Michael. (1993). Global Manager: Recruiting, Developing and Keeping World Class Executives. London: The Economist Intelligence Unit.
[3] Levy, Beechler, Taylor, and Boyacigillar. (1999). "What We Talk About When We Walk About Global Mindset," Academy of Management Paper.
[4] Jeannet, Jean-Pierre. (2000). Managing with a Global Mindset. London: Financial Times Prentice Hall.
[5] Goleman, Daniel. (1995). Emotional Intelligence. New York: Bantam Books.
[6] Morgan, Eileen. (1998). Navigating Cross-Cultural Ethics: What Global Managers Do Right to Keep Them from Going Wrong. Boston: Butterworth-Heinemann.
[7] Kets de Vries, Manfred, and Christine Mead. (1992). "The Development of the Global Leaders within the Multinational Corporation." In Vladimir Pucik, Noel Tichy, and Carole Barnett (Eds.), Globalizing Management, New York: John Wiley.
[8] Rhinesmith, Stephen. (1996). A Manager's Guide to Globalization: Six Skills for Success in a Changing World, 2nd ed. New York: McGraw-Hill.
Chapter 20
[1] Segil, Larraine. (2002). Dynamic Leader, Adaptive Organization. New York: John Wiley and Sons.
[2] Segil, Larraine. (1996). Intelligent Business Alliances. New York: Times Books, Random House.
[3] The Lared Group is an Alliance Advisory Group in Los Angeles: www.laredgroup.com and www.lsegil.com; phone (310) 556-1778; email [email protected].
[4] Segil, Larraine. Dynamic Leader, Adaptive Organization. (2002). New York: John Wiley and Sons.
Chapter 21
[1] Fink, Steven. (1986). Crisis Management. New York: American Management Association.
[2] Caponigro, Jeffrey. (1998). The Crisis Counselor. Southfield, MI: Barker Business Books, Inc.
[3] This is sometimes referred to as a crisis susceptibility audit.
[4] Terrorism experts suggest that with sufficient early-warning detection mechanisms, even some terrorist actions can be prevented. However, from an organization's perspective, most acts of domestic and international terrorism are difficult to detect and thus difficult to prevent.
[5] Meyers, Gerald C. (1986). When It Hits the Fan. Boston, MA: Houghton Mifflin Company. pp. 218–221.
[6] Ibid, pp. 221–225; Caponigro, pp. 109–114.
[7] Examples of outside counselors include attorneys, insurance carriers, public relations experts, temporary employment agencies, external law enforcement and security services, and governmental disaster response teams and relief agencies.
[8] For a more in-depth discussion about these various responsibilities at each stage, see Meyers, p. 226.
Chapter 22
[1] Riding the Waves of Culture, Trompenaars and Hampden-Turner.. New York: McGraw Hill © 1998. Reprinted by permission.
[2] Trompenaars, Fons, and Hampden-Turner. (2001). 21 Leaders for the 21st Century. United Kingdom: Capstone; United States: McGraw Hill.
Chapter 24
[1] Bell, D. (1973). The Coming of the Post-Industrial Society. New York: Basic Books.. Emery, F. E., and E. L. Trist. (1973). Towards a Social Ecology. New York: Plenum.
[2] Achrol, R. S. (1991, Oct.). "Evolution of the Marketing Organization: New Forms for Turbulent Environments." Journal of Marketing, 55, 77–93.
[3] Glazer, R. (1991).. Marketing in an Information-Intensive Environment: Strategic Implications of Knowledge as an Asset." Journal of Marketing, 55(4), 1–19.
[4] A greater elaboration of this phenomenon can be found in Berthon, P., M. H. Holbrook, and J. M. Hulbert. (2000). "Beyond Market Orientation: A Conceptualization of Market Evolution." Journal of Interactive Marketing, 14(3), 50–66.
[5] Arthur, B. (1996, July–Aug.). "Increasing Returns and the New World of Business." Harvard Business Review, 100–109.
[6] Hulbert J. M., and L. F. Pitt. (1996, Feb.). "Exit Left Center Stage? The Future of Functional Marketing." European Journal of Management, 14(1), 47–60
[7] Lehmann, D. R., and K. E. Jocz (Eds.). (1997). Reflections of the Futures of Marketing: Practice and Education. Cambridge, MA: Marketing Science Institute.
[8] Hulbert, J. M., N. Capon, and N. F. Piercy. (2002, in press). A Guide to Total Integrated Marketing. New York: Free Press.
[9] This excerpt is taken from Rodger Boehm and Cody Phipps, "Flatness Forays." The McKinsey Quarterly, 1996 Number 3. The full article can be found on the publication's Web site, www.mckinseyquarterly.com.
[10] Lehmann, D. R., and K. E. Jocz (Eds.). (1997). Reflections of the Futures of Marketing: Practice and Education. Cambridge, MA: Marketing Science Institute.
[11] Indeed, some are concerned that if marketing expertise is viewed as something to be diffused through the firm as a whole, laudable as this may be, there is a danger that the more specific professional skills associated with first-class marketing departments may wither away.
[12] Brandenburger, A. N., and B. J. Nalebuff. (1996). Co-opetition. New York: Doubleday.
[13] Courtney, H., J. Kirkland, and P. Viguerie. (1997, Nov.–Dec.). "Strategy under Uncertainty." Harvard Business Review, 67–79.
[14] Berthon, P., J. M. Hulbert, and L. F. Pitt. (1999). "To Serve or to Create? Strategic Orientations Toward Customers and Innovation." California Management Review, 42(1), 37–58.
[15] Carpenter, G. S., R. Glazer, and K. Nakamoto. (1997). Readings on Market-Driving Strategies: Towards a New Theory of Competitive Advantage. New York: Addison-Wesley.
[16] Berthon, P., J. M. Hulbert, and L. F. Pitt. (1999). "To Serve or to Create? Strategic Orientations Toward Customers and Innovation." California Management Review, 42(1), 37–58.
[17] Ibid.
[18] Cairncross, F. (1997). The Death of Distance: How the Communications Revolution Will Change Our Lives. London: Orion Business Books.
[19] Devanna, M. A., and N. M. Tichy. (1990, Winter). "Creating the Competitive Organization of the 21st Century: The Boundaryless Corporation," Human Resource Management, 29(4), 455–471.
Chapter 26
[1] Cournot, Augustin. (1838). Recherches sur les principes mathematiques de la theorie des richesses. Paris: Hachette. English translation: (N. Bacon, trans.), Research into the Mathematical Principles of the Theory of Wealth. Mountain Center, CA: James and Gordon, 1995.
[2] Stigler, George. (1968). "A Note on Block Booking." In G. J. Stigler (Ed.), The Organization of Industries. Homewood, IL: Irwin.
[3] McAfee, R. Preston, John McMillan, and Michael Whinston. (1989, May). "Multiproduct Monopoly, Commodity Bundling, and Correlation of Values," Quarterly Journal of Economics 104, 371–84.
[4] Nalebuff, Barry. (1999). "Bundling." Working paper. [Online]. Social Science Research Network Available: http://papers.ssrn.com.
Nalebuff, Barry. (2000). "Competing Against Bundles." In P. Hammond and G.D. Myles (Eds.), Incentives, Organization, and Public Economics. Oxford University Press: London.
Nalebuff, Barry. (2001). "A Bundle of Trouble: Bundling and the GE-Honeywell Merger." Yale SOM working paper.
Stigler, George. (1968). "A Note on Block Booking." In G. J. Stigler (Ed.), The Organization of Industries. Homewood, IL: Irwin.
[5] Stigler and McAfee, McMillan, and Whinston show how bundling reduces customer heterogeneity and thereby allows a firm to do a better job at pricing. Nalebuff (1999) shows how a multiproduct incumbent can use bundling to deter the entry of a single product rival. Nalebuff (2000, 2001) emphasizes bundling complements, the theme of this chapter.
[6] We assume that the items are sold individually as well as in the bundle. This case is typically called mixed bundling. If the items are sold only as part of a bundle, this is called pure bundling.
[7] Other explanations for the success of MS Office include the delay by Novell and others in updating their products to be compatible with Windows in its migration from DOS.
[8] Cournot, Augustin. (1838). Recherches sur les principes mathematiques de la theorie des richesses. Paris: Hachette. English translation: (N. Bacon, trans.), Research into the Mathematical Principles of the Theory of Wealth. Mountain Center, CA: James and Gordon, 1995.
[9] The full model can be found in Nalebuff (2000). For simplicity, the total market is fixed at size 1 and Firm A offers its goods only as part of a pure bundle. Allowing for market expansion and mixed bundling only increase the incentive to bundle.
[10] Firm A's profits are slightly lower than its market share due to the bundle discounting. Bundling leads to essentially equal profits for Firm A compared to non-bundling with three items; with more than three goods in the bundle, bundling leads to higher profits.
[11] This, of course, doesn't take into account that forming a competing bundle would also destroy the rival firm's profits. Misery loves company. Or, more to the point, firms may prefer not to be in such an asymmetric position relative to a rival when there are issues of research and development financing or similar dynamic issues in long-term competition.
Chapter 27
[1] This description of organizational design is adapted from: Vijay Govindarajan and Anil K. Gupta, The Quest for Global Dominance, San Francisco: Jossey Bass, 2001, Chapter 6.
[2] The Cisco case study is based on extensive field research, including interviews with executives, reviews of internal documents, and public sources. For more detail, see "Cisco Systems (A): Evolution to e-Business" and "Cisco Systems (B): Maintaining an Edge in e-Business." Both case studies are available at www.tuck.dartmouth.edu/cgl.
Chapter 30
[1] Bahrami, H. (1992, Summer). "The Emerging Flexible Organization: Perspectives from Silicon Valley," California Management Review.
[2] Bahrami, H., and S. Evans. (1997, Spring). "Human Resource Leadership in Knowledge-based Entities" Human Resource Management. 36(1).
[3] For more detail on how strategic decisions in high-technology companies entail continuous recalibration, see Bahrami, H., & S. Evans, "Strategy Making in High Technology Firms," California Management Review, Winter 1989, and also S. Evans "Strategic Flexibility for High Technology Manœuvres," Journal of Management Studies, 28 (1), 1991.
Chapter 31
[1] Some of the more prominent research pieces that have addressed this trend include the following: R. E. Hoskisson and M. A. Hitt. (1994). Downscoping: Taming the Diversified Firm. New York: Oxford University Press; R. A. D'Aveni. (1994). Hypercompetition: Managing the Dynamics of Strategic Maneuvering. New York: Free Press; C. Helfat. (1997). "Know-How and Asset Complementarity and Dynamic Capability Accumulation: The Case of R&D." Strategic Management Journal. 18,339–360; D. Lei, M. A. Hitt, and R. A. Bettis. (1996). "Dynamic Core Competences Through Meta-Learning and Strategic Context." Journal of Management. 22, 549–569.
[2] See, for example, C. M. Christensen. (1997). The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail. Boston, MA: Harvard Business School Press. W. J. Ferrier, K. G. Smith, and C. M. Grimm. (1999). "The Role of Competitive Action in Market Share Erosion and Industry Dethronement: A Study of Industry Leaders and Challengers." Academy of Management Journal, 42, 372–388.
[3] A series of excellent accounts of this phenomenon is described in R. Normann and R. Ramirez. (1993). "From Value Chain to Value Constellation: Designing Interactive Strategy." Harvard Business Review, 71(4), 65–77; R. E. Miles and C. C. Snow. (1992, Summer). "Causes of Failure in Network Organizations." California Management Review, 53–73; and H. Bahrami. (1992, Summer). "The Emerging Flexible Organization: Perspectives from Silicon Valley." California Management Review, 33–52. An excellent overview of the structural components of network organizations may be found in J. Sydow and A. Windeler. (1998). "Organizing and Evaluating Interfirm Networks: A Structural Perspective on Network Processes and Effectiveness." Organization Science, 9(3), 265–284; as well as R. N. Osborn and J. Hagedoorn. (1997). "The Institutionalization and Evolutionary Dynamics of Interorganizational Alliances and Networks." Academy of Management Journal, 40, 1997,261–278.
[4] The term value nets has been described in a book authored by D. Bovert and J. Martha. (2000). Value Nets. New York: John Wiley and Sons. Their use of the term, however, is largely confined to what individual firms can do to redesign their supply chains to maximize flexibility and the ability to reach customers using e-commerce technologies. Our conception of the term value confederation goes beyond the notion of Bovert and Martha's value net; in fact, we use the term value confederation to capture the underlying economic and competitive web of interrelationships that enshroud a variety of different firms, each of which seeks to contribute what it thinks will be a distinctive addition to the overall value proposition.
[5] See P. B. Evans and T. S. Wurster. (1997, Sept.). "Strategy and the New Economics of Information." Harvard Business Review, 71–82. On a related note, also see K. P. Coyne and R. Dye. (1998, Jan.). "The Competitive Dynamics of Network-Based Business." Harvard Business Review, 99–111.
[6] See A. M. Brandenburger and B. Nalebuff. (1996). Co-Opetition: A Revolutionary Mindset that Combines Competition and Cooperation. New York: Doubleday.
[7] The concept of modularity as it applies to economic systems is presented in an excellent work by M. A Schilling. (2000). "Toward A General Modular Systems Theory and Its Application to Interfirm Product Modularity." Academy of Management Review, 25, 312–335. Also see R. Sanchez and J. Mahoney. (1996). "Modularity, Flexibility and Knowledge Management in Product and Organizational Design." Strategic Management Journal, 17, 63–76.
[8] See F. Kodama. (1995). Emerging Patterns of Innovation. Boston, MA: Harvard Business School Press.
Chapter 32
[1] Kaplan, Robert S., and David P. Norton. (1993, Oct.). "Putting the Balanced Scorecard to Work." 90 Harvard Business Review, 134–147.
[2] Stumpf, Stephen A., and Walter Tymon. (2001). "Consultant or Entrepreneur?: Demystifying the 'War for Talent.'" Career Development International, 6(1),48–55.
[3] Baker, Wayne. (2000). Achieving Success Through Social Capital: Tapping the Hidden Resources in Your Personal and Business Networks. San Francisco: Jossey-Bass.
[4] Garvin, David A. (2000). Learning in Action: A Guide to Putting the Learning Organization to Work. Boston: HBS Press (pp. 13–15).
Chapter 33
[1] The study is reported fully in Charles Handy and Elizabeth Handy. (1999). The New Alchemists. London: Hutchinson.
[2] Handy, Charles. "Balancing Corporate Power: A New Federalist Paper." Harvard Business Review, (Reprint No. 92604).
[3] Hamel, Gary. (1999, Sept.–Oct.). "Bringing Silicon Valley Inside." Harvard Business Review.