Sidney Finkelstein byl vlivný kritik umění, jehož práce se hluboce zabývala socialistickým realismem a jeho aplikací na různé umělecké formy. Jeho analýzy zkoumaly vzájemné propojení umění, kultury a společnosti a zdůrazňovaly, jak sociální a politické síly formují umělecké projevy. Prostřednictvím svých spisků se Finkelstein snažil demystifikovat umění a učinit je přístupnějším širšímu publiku. Jeho kritický přístup nabídl jedinečný pohled na vývoj moderního umění a jeho společenský význam.
Finkelstein's work offers a unique perspective on the intersection of music and national identity, exploring historical spans often overlooked by contemporary music writers. He navigates the complexities of compiling a comprehensive music history amid an abundance of scholarly research and detail, making this a valuable resource for those interested in the evolution of music across time and its cultural implications.
A thorough, in-depth treatment of strategic leadership that highlights knowledge creation and practical insight. The authors have been at the forefront of research and writing in this field; this book represents a compilation and creative extension of their own and others research on top executives. This brief one-color text is appropriate for MBA strategy courses or as a supplement to various upper-division managerial texts. Strategic Leadership is part of the Wests Strategic Management Series edited by Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, authors of Strategic Competitiveness and Globalization, 2nd.
"In Why Smart Executives Fail, Sydney Finkelstein unveils the extraordinary results of the largest research project ever devoted to leadership failure. Over the past six years, Professor Finkelstein and his team conducted hundreds of interviews with insiders at top companies that have risen and fallen - and, for some, risen again - to expose the root of these failures and to gain insight into the people behind them. One astonishing finding: businesses that seemed to have nothing in common turned out to have failed for exactly the same reasons. Even the excuses that failed managers offered turned out to be the same in case after case."--Jacket.
"Superbosses exist in nearly every industry, from the glamorous to the mundane. They are defined by consistent success in their fields and their approach to finding, nurturing and developing talent. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. After ten years of research and more than two hundred interviews with superbosses including technology CEO Larry Ellison and fashion pioneer Ralph Lauren, Finkelstein explores this previously unidentified phenomenon - and shows how each of us can emulate their best tactics to create our own powerful networks of extraordinary talent."