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    1. Front and Center, Volume 15, Number 1 (Spring 2009)

      On the business side, some firms took on a leadership role in promoting their vision of “Recovery and Reform” as in this 1934 newspaper (...)

    2. 2008 October

      After arguing that customers are a company’s most scarce resource and the true source of long term value, the authors focus on the principle of (...)

    3. The Best Business Books of 2010

      This book describes how to gain participants’ trust and to use technology to help others find your service.

    4. Leadership - Navigating Conflict in Work, Research, and Learning Environments - LibGuides at Duke Un

      Working relationships become more solid, based on trust, respect, and honesty. Active listening is not an optional component of (...)

    5. Position - Ethical Collaboration in the Digital Humanities - LibGuides at Duke University

      Getting Started Position About this section Collaborating with Librarians and Support Staff Interdisciplinary Collaboration Collaborating with (...)

    6. Biographies of Models · The Power of Refined Beauty: Photographing Society Women for Pond's, 1920s-1

      Reginald Vanderbilt died in 1925, and his wife became administrator of a trust fund he left to their daughter. In 1934, after a vicious (...)

    7. Summer Reading Staff Picks

      --that Madoff’s supposed investment strategy simply didn’t add up. No One Would Listen is at once a tick-tock of Markopolos and his (...)

    8. An open letter to J.R. Salamanca - Scholarly Communications @ Duke

      Salamanca could use print-on-demand with a minimal investment and quite possibly income he’d like to have, regardless of what the Hathi (...)

    9. The Commons Approach - Bitstreams: The Digital Collections Blog

      The Community Source model of privileging those who bring the gold, for example, tends to bias larger organizations that have financial and (...)

    10. Attention, intention and value - Scholarly Communications @ Duke

      Some will argue that these parallels show that we cannot trust attention value; it is only good for inconsequential decisions, the (...)

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