Why the impact of this preeminent, farsighted management writer is still so difficult to gauge.

To help corporations create knowledge more consciously, the author of Managing Flow draws on Western and Eastern philosophic traditions.

The author of Emotional Intelligence says business leaders will need greater interpersonal awareness in an era of corporate transparency.

Venture capitalist, consultant and former Apple software "evangelist" Guy Kawasaki talked about "the art of innovation" during a recent visit to the University of Pennsylvania. He offered 10 rules for entrepreneurs and innovators.

The legendary advertising innovator David Ogilvy created an enduring organization using culture, integrity, and charm.

You've heard of Peter Drucker, Jim Collins, and C.K. Prahalad. Here we introduce the next generation of management experts who are changing the way business gets done.

Harvard Business School professor William A. Sahlman's article on how to write a great business plan is a Harvard Business Review classic, and has just been reissued in book form. Now a decade old, we asked Sahlman what he would change if he wrote the article today.

The originator of multiple intelligence theory prescribes a code of ethics for business.

Nobel laureate Edmund Phelps says that Joseph Schumpeter was wrong: Entrepreneurship can generate stable growth.

A founding father of public-opinion research explains why shareholder value isn't enough.

Peter Drucker describes seven personal experiences that taught him how to grow, change, and age. [Hat Tip to Personal MBA]

An important American thinker in the early part of the twentieth century, James Burnham saw owners and managers in a perpetual struggle for power. In important respects, his ideas still resonate.

Kent B. Monroe talks about guidelines and basic rules to follow for developing and maintaining an effective organizational approach to solving pricing problems.

What leads a person to start a company? "The impulseÂ…to prove oneself superior to others."

Editor's Note: a look at the life and work of economist Joseph A. Schumpeter

In this interview David Taube talks
about franchising and its pros and
cons as a business expansion model.

"I've never been Commander in Chief, but I've been a CEO. I understand a few things about leadership at the top. I've figured out nine points-not ten. I call them the 'Nine Cs of Leadership'" - says an excerpt from former Chrysler Chairman and CEO Lee Iacocca's Where Have All the Leaders Gone?

Celebrated by Peter Drucker as a key influence, Walther Rathenau deserves to be remembered as a major figure in pre-War Germany.

In this issue of Spotlight, Edward de Bono talks to editor Sarah Powell about the development, application and impact of his ideas about thinking and creativity.

Economist Joseph Schumpeter was perhaps the most powerful thinker ever on innovation, entrepreneurship, and capitalism. He was also one of the most unusual personalities of the 20th century, as Harvard Business School professor emeritus Thomas K. McCraw shows in a new biography. Read our interview and book excerpt.

One of the most eminent authorities in the field of valuation is Tom Copeland, not least because of the fact that he is the co-author of the standard work in the field of valuation. Professor Copeland is the most appropriate person to ask which subjects are currently under discussion in the field of finance and financing. Are fundamental changes taking place or are the developments merely a temporary fad? The developments we are thinking about in this respect are value-based management, corporate governance, discussions about the basic valuation model, the modification of discounted cash flow model and the modification of the capital costs for smaller companies, as well as the separation of elements of financial risk and business risk in order to give them a separate valuation. Professor Tom Copeland is also the man who can best judge whether new valuation theories, such as the application of option theory on valuation and other financial decisions, will continue to be a subject that is confined to financial scientists or whether there is a possibility that they will break through to the everyday life of financial management. These are subjects that will be discussed with Professor Copeland.

In this issue of Spotlight, Professor Henri-Claude de Bettignies speaks to editor Sarah Powell about the development of China as a world power and the opportunities and challenges this offers to western businesses.

Thirty-six years after his book Future Shock, the world's most influential futurist sees the informal economy as a basis of revolutionary wealth.

Errors in corporate strategy are often self-inflicted, and a singular focus on shareholder value is the "Bermuda Triangle" of strategy, according to Michael E. Porter, director of Harvard's Institute for Strategy and Competitiveness. Porter, who recently spoke at Wharton as part of the school's SEI Center Distinguished Lecture Series, challenged managers to stop trying to be the best company in their industry and instead deliver "a unique value" to their customers.

An idiosyncratic economist preaches the innate morality of business.

Convention and tradition may still have their (smaller) place in organizations today, but not in the company envisioned and described by one of the world's leading and most respected management gurus, Gary Hamel. "In the years ahead," he says in this extensive and provocative interview, "the challenge for every organization is going to be to begin to think about how to measure and support three newer kinds of capital, imagination capital, entrepreneurial capital and relationship capital." From prescribing how a company can claim and sustain a competitive advantage to meeting the next imperative, developing "business concept innovation," Mr. Hamel offers his observations and recommendations on how organizations in any business can win and stay on the leading edge.