One of the few books I have re-read in adulthood, having discovered it in late teenagehood. Very good indeed. Its descption of life for a woman seeking independence in Sydney on the post-WW2 period is excellent, as is the exposition of aging, and the bitter-sweetness of an expat returning to a former home. In the scenes in Brisbane suburbia you can almost smell the frangipani and mango trees!

Jessica Anderson deserves a place alongside the equally masterful Alice Munro. Her prose is flawless, compelling, simple and elegant, and it serves a finely crafted story and page-turning plot. I don't know why Anderson is not better known, but I certainly feel lucky that I found her.

As an animal lover I found that this book was the best for the price. I found it to be excellent for those that are looking for just common knowledge of the mamal world.

James Brian Quinn is Professor of Management, Emeritus; Philip Anderson is an Associate Professor of Business Administration; and Sydney Finkelstein is an Associate Professor of Business Administration at the Amos Tuck School of Business. This Harvard Business Review article was published in March-April 1996.

In the modern knowledge-economy, the capacity to manage human intellect - and to convert it into a useful products and services - is essential. But according to the authors little attention has been given to managing professional intellect. So what is professional intellect? The professional intellect of an organization operates on four levels: cognitive knowledge (know-what); advanced skills (know-how); systems understanding (know-why); and self-motivated creativity (care-why). Intellect resies in the brains of professionals, but the authors argue that the first three levels can also exist in the organization's systems, databases, or operating technologies. The authors then continue to describe how to develop and leverage professional intellect, whereby they mostly use management consulting firms as examples. They then turn to the change from traditional hierarchical organizations to invert organizations (where field experts are control), and spider's webs (where specialists team up to solve specific challenges). The type of forms used within each organization depends on the type of purpose, where each form requires specific cultural norms supported by software and tailored performance-measurement and reward systems.

This article discusses an important issue in the modern knowledge economy. They introduce an useful definition of professional intellect, but I believe that the solutions for developing and leveraging this intellect are somewhat too simple. I also believe that the authors put too much emphasis on the use of information systems, which sounds too much like a salesprogram from management consulting firms. Still, an interesting article. The authors use business US-English.