525 articles
Defines what separates real teams from working groups. A team is a small number of people with complementary skills, committed to a common purpose, performance goals, and approach for which they hold themselves mutually accountable. Covers the team performance curve from working group to high-performance team. A foundational text in organizational behavior courses.
Introduces the Balanced Scorecard framework measuring organizational performance across four perspectives: financial (how do we look to shareholders?), customer (how do customers see us?), internal business (what must we excel at?), and innovation/learning (can we continue to improve?). The most widely adopted strategy execution framework, used by over 50% of Fortune 1000 companies.
Prahalad and Hamel argue that sustainable competitive advantage comes from core competencies: the collective learning in the organization, especially how to coordinate diverse production skills and integrate multiple streams of technologies. A core competency provides access to wide markets, makes a significant contribution to customer benefits, and is difficult to imitate. Foundational strategy text.
Mintzberg's seminal study of what managers actually do (vs. what management theory says they do). Based on structured observation, he identifies ten managerial roles in three groups: interpersonal (figurehead, leader, liaison), informational (monitor, disseminator, spokesperson), and decisional (entrepreneur, disturbance handler, resource allocator, negotiator).
Brooks' timeless insights from managing the IBM System/360 project. Adding people to a late software project makes it later. The essential complexity of software cannot be removed by any process improvement. Covers conceptual integrity, the surgical team model, and why there is no silver bullet in software engineering. Still the most-cited text in software project management education.