Reviews
". . . well-written and show[ing] a firm grasp of both the aviation business and the competitive forces pushing Boeing management to act as they did."-- The Seattle Times, "Well-written and show[ing] a firm grasp of both the aviation business and the competitive forces pushing Boeing management to act as they did."-- The Seattle Times, "A meticulous and illuminating case study of the nation's largest manufacturing exporter."-- The New York Times, "Not the usual 'sanitized' business school case study, Turbulence makes visible the contradictory forces at play as an iconic company lurches through wrenching change. Much of the story is told through the voices of employees and front line managers, giving the reader an insider's view of what corporate transformation can mean for people. The book is excellent for teachers who want to bring the subject of organizational change vividly and powerfully to life for their students."-Linda Smircich, Professor of Organization Studies, Isenberg School of Management University of Massachusetts at Amherst, ". . . a meticulous and illuminating case study of the nation''s largest manufacturing exporter."-- The New York Times, " Turbulence should be required reading for anyone at a major American corporation, especially in top management."-- The New York Times, " Turbulence traces the history of corporate restructuring and its consequences through the experience of an iconic US company. A fascinating read."-Peter Cappelli, George W. Taylor Professor of Management; Director, Center for Human Resources at The Wharton School and Professor of Education, University of Pennsylvania, " Turbulence is not only a masterful, detailed study of ten years of dramatic organizational change at Boeing. It is also a story of how American managers and workers can cope with the fierce pressures of global economic competition, seeking both high productivity and a decent workplace."-Benjamin I. Page, Gordon Scott Fulcher Professor of Decision Making, Northwestern University, " Turbulence traces the history of corporate restructuring and its consequences through the experience of an iconic US company. A fascinating read."--Peter Cappelli, George W. Taylor Professor of Management; Director, Center for Human Resources at The Wharton School and Professor of Education, University of Pennsylvania, "Well-written and show[ing] a firm grasp of both the aviation business and the competitive forces pushing Boeing management to act as they did."- The Seattle Times, "Not the usual ''sanitized'' business school case study, Turbulence makes visible the contradictory forces at play as an iconic company lurches through wrenching change. Much of the story is told through the voices of employees and front line managers, giving the reader an insider''s view of what corporate transformation can mean for people. The book is excellent for teachers who want to bring the subject of organizational change vividly and powerfully to life for their students."-Linda Smircich, Professor of Organization Studies, Isenberg School of Management University of Massachusetts at Amherst, "The mix of qualitative and quantitative analysis is admirable and well done, a credit to the authors. The power of the work comes from an unusual, perhaps unique, empirical data-base looking at what actually happens to employees living through massive corporate change."-Jim Collins, author of Built to Last , Good to Great , and How the Mighty Fall, "A meticulous and illuminating case study of the nation's largest manufacturing exporter."- The New York Times, "The mix of qualitative and quantitative analysis is admirable and well done, a credit to the authors. The power of the work comes from an unusual, perhaps unique, empirical data-base looking at what actually happens to employees living through massive corporate change."-Jim Collins, author ofBuilt to Last,Good to Great, andHow the Mighty Fall, " Turbulence traces the history of corporate restructuring and its consequences through the experience of an iconic US company. A fascinating read."Peter Cappelli, George W. Taylor Professor of Management; Director, Center for Human Resources at The Wharton School and Professor of Education, University of Pennsylvania, "Turbulencetraces the history of corporate restructuring and its consequences through the experience of an iconic US company. A fascinating read."-Peter Cappelli, George W. Taylor Professor of Management; Director, Center for Human Resources at The Wharton School and Professor of Education, University of Pennsylvania, "The mix of qualitative and quantitative analysis is admirable and well done, a credit to the authors. The power of the work comes from an unusual, perhaps unique, empirical data-base looking at what actually happens to employees living through massive corporate change."--Jim Collins, author of Built to Last , Good to Great , and How the Mighty Fall, "Not the usual 'sanitized' business school case study, Turbulence makes visible the contradictory forces at play as an iconic company lurches through wrenching change. Much of the story is told through the voices of employees and front line managers, giving the reader an insider's view of what corporate transformation can mean for people. The book is excellent for teachers who want to bring the subject of organizational change vividly and powerfully to life for their students."--Linda Smircich, Professor of Organization Studies, Isenberg School of Management University of Massachusetts at Amherst, " Turbulence should be required reading for anyone at a major American corporation, especially in top management."- The New York Times, " Turbulence is not only a masterful, detailed study of ten years of dramatic organizational change at Boeing. It is also a story of how American managers and workers can cope with the fierce pressures of global economic competition, seeking both high productivity and a decent workplace."--Benjamin I. Page, Gordon Scott Fulcher Professor of Decision Making, Northwestern University, " Turbulence traces the history of corporate restructuring and its consequences through the experience of an iconic US company. A fascinating read."-Peter Cappelli, George W. Taylor Professor of Management; Director, Center for Human Resources at The Wharton School and Professor of Education, University of Pennsylvania, " Turbulence is not only a masterful, detailed study of ten years of dramatic organizational change at Boeing. It is also a story of how American managers and workers can cope with the fierce pressures of global economic competition, seeking both high productivity and a decent workplace."Benjamin I. Page, Gordon Scott Fulcher Professor of Decision Making, Northwestern University
