A welcome, well-conceived contribution to the history of technology.
Creative destruction meets destructive creation in this economic-historical study of the Internet and its privatization.
The libertarian dream may be to privatize all government services, but that ignores the fact that in many instances, it is government funding that underlies the invention of useful technologies—home-scaled air conditioners, for instance, or aluminum cookware. Greenstein (Chair, Information Technology/Kellogg School of Management, Northwestern Univ.; co-editor: Economic Analysis of the Digital Economy, 2015, etc.) distinguishes invention from innovation as separate processes, innovation, as he writes, being “the act of turning invention into something useful.” It was government initiative that brought a network of computers into being, a mix of private and public innovation that made it into the Internet, thanks in part to the work of government engineer Stephen Wolff, who “made an educated guess that the costs for universities and researchers could be lower if private providers supplied services” that helped the backbone network talk to individual machines, sharing the infrastructure among potentially innumerable constituents. Greenstein concentrates on the 1990s, looking closely at such issues as the browser wars—he concludes that Bill Gates was right to worry about the rise of non-Microsoft Internet gateways—and the origins of the dot-com bubble at the end of the decade. Though he conveys much information through the vehicle of carefully developed case studies on matters such as the divestiture of AT&T and its relationship to the birth of the Internet and the role of federal funding of the research that would give rise to Google, the author is a resolutely academic writer (“accommodating heterogeneous deployment overlapped with the economic benefit” is a characteristic formulation); it helps to have some background in both communications and economics to fully appreciate his arguments. General readers will prefer books such as John Markoff’s What the Dormouse Said (2005) and Stephen Levy’s Hackers (1985), though Greenstein notes that his focus—on innovation, not invention—is different from theirs.
A welcome, well-conceived contribution to the history of technology.Pub Date: Nov. 1, 2015
ISBN: 978-0-691-16736-7
Page Count: 504
Publisher: Princeton Univ.
Review Posted Online: Sept. 1, 2015
Kirkus Reviews Issue: Sept. 15, 2015
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
© Copyright 2025 Kirkus Media LLC. All Rights Reserved.
Follow
Popular in this Genre
We can’t wait for you to join Kirkus!
It’s free and takes less than 10 seconds!
Already have an account? Log in.
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
Welcome Back!
OR
Sign in with GoogleTrouble signing in? Retrieve credentials.
