Notes 557
- J. Wall, Negotiations: Theory and Practice
(Glenview, IL: Scott, Foresman and
Company, 1985). - J. Wall and M. Blum, “Negotiations,” Journal
of Management17, 1991: 273-303. - C. Perrow, “Power in Organizational
Analysis: Illustrations, Summary and
Conclusions.” In Complex Organizations: A
Critical Essay (New York: McGraw-Hill,
1986): 258-78. - Fisher, Ury, and Patton, Getting to Yes,2nd
ed. (New York: Penguin Books, 1991). - “Last offer” arbitration means that the arbi-
trator can choose only between the two last
offers of the parties. In the case of the base-
ball negotiations, it is the choice between the
last offer the team makes for the player’s
salary and the last offer the player makes to
play for that team. The arbitrator hears evi-
dence supporting each side’s offer and then
must pick. No splitting the difference is
allowed. - E. Glenn, D. Witmeyer, and K. Stephenson,
“Cultural Styles of Persuasion,” Journal of
Intercultural Relations,Fall 1997: 52-66. - L. Pye, “The China Trade: Making the Deal.”
In The Art of Business Negotiation
(Cambridge, MA: Harvard Business Review
Publications, 1997). - These tactics are suggested by Lewicki and
Letterer, 1985.
Chapter 9
- J. C. Collins and J. I. Porras, Built to Last:
Successful Habits of Visionary Companies(New
York: HarperBusiness, 1997). - R. S. Kaplan and D. P. Norton, The Balanced
Scorecard: Translating Strategy into Action
(Boston: Harvard Business School Press,
1996). - M. Tushman and B. Virany, “Top Manage-
ment Teams and Corporate Success in an
Emerging Industry,” Journal of Business
Venturing1, 1986: 261–74. - A. Bruno and T. Tyebjee, “A Model of Ven-
ture Capitalist Investment Activity,” Man-
agement Science30, no. 9, 1984: 1051–66. - B. Bird, Entrepreneurial Behavior(Glenview,
IL: Scott, Foresman, 1989). - D. Krueger, A. McCarthy, and T. Schoe-
necker, “Changes in Time Allocation Patterns
of Entrepreneurs,” Entrepreneurship: Theory
and Practice15, 1990: 7–18.
7. S. Birley and D. Norburn, “The Top
Management Team and Corporate
Performance,” Strategic Management Journal
9, 1988: 225–37.
8. K. Andrews, The Concept of Corporate
Strategy.(Upper Saddle River, NJ: Prentice
Hall, 1986).
9. J. Katzenbach and D. Smith, ” The Discipline
of Teams,” Harvard Business Review,
March–April, 1993: 111–20. - Katzenbach and Smith, 1993.
- J. Kamm and A. Nurick, “The Stages of
Team Venture Formation: A Decision-
Making Model,” Entrepreneurship: Theory and
Practice17, 1993: 17–27. - P. Dvorak and J. Badal, “Relative Problems,”
The Wall Street Journal,July 24, 2006: B1. - J. Menkes, Executive Intelligence: What All
Great Leaders Have (New York: Collins,
2005). - See K. Bantel and M. Wiersema, “Top Man-
agement Team Demography and Corporate
Strategic Change,” Academy of Management
Journal35, 1992: 91–121; K. Bantel and S.
Jackson, “Top Management and Innovations
in Banking: Does Composition of the Top
Team Make a Difference?” Strategic
Management Journal10, 1989: 107–124. - S. Finkelstein and D. Hambrick, “Top Man-
agement Team Tenure and Organizational
Outcomes: The Moderating Role of Man-
agerial Discretion,” Administrative Science
Quarterly35, 1990: 484–503. - Kamm and Nurick, 1993.
- A. Murray, “Top Management Group Het-
erogeneity and Firm Performance,” Strategic
Management Journal 10, 1989: 125–41. - “The Melting Pot Bubbles Less,” The Econ-
omist,August 7, 1993: 69. - K. Kumar, L. Michaelsen, and W. Watson,
“Cultural Diversity’s Impact on Interaction
Process and Performance Comparing Ho-
mogeneous and Diverse Task Groups,”
Academy of Management Journal36, 1993:
590–602. - “Melting Pot” 1993.
- “Melting Pot,” 1993.
- J. Timmons, New Venture Creation,3rd ed.
(Homewood, IL: Irwin, 1990). - J. Carey and J. Hamilton, “Gene Hunters Go
for the Big Score,” Business Week,August 16,
1993: 44. - Timmons, 1990.
- For in-depth treatments of the research on