C.K. Prahalad and Gary Hamel’s 1990 The Core Competence of the Corporation helped redefine traditional ideas of management strategy. It did so by focusing companies on one of the key critical thinking skills: evaluation. In critical thinking, evaluation is all about judging the strengths and weaknesses of arguments – assessing their reasoning and the relevance or adequateness of the evidence they use. For Prahalad and Hamel, companies could gain a competitive edge by evaluating themselves: their own strengths and weaknesses. By sensitively evaluating core competencies – the collective knowledge inside the organization that distinguishes it from other corporations – they could target efforts and resources with strategic focus.

For Prahalad and Hamel, managers need to be able to identify and evaluate their company’s unique skill sets, and the technologies that distinguish them from others businesses. How well they then coordinate these elements defines a company’s competitive strength and how quickly it can adapt to new challenges. As Prahalad and Hamel showed in their case studies, the critical thinking skill of evaluation – knowing what you do best, how well you do it, and how you might improve – is absolutely central to staying ahead of the crowd.

Marcel Mauss’s 1925 essay The Gift is an enduring classic of sociological and anthropological analysis by a thinker who is one of the founding fathers of modern anthropology.

The Gift exploits Mauss’s high-level analytical and interpretative skills to produce a brilliant investigation of the forms, meanings, and structures of gift-giving across a range of societies. Mauss, along with many others, had noted that in a wide range of societies – especially those without monetary exchange or legal structures – gift-giving and receiving was carried out according to strict customs and unwritten laws. What he sought to do in The Gift was to analyse the structures that governed how and when gifts were given, received, and reciprocated in order to grasp what implicit and unspoken reasons governed these structures. He also wanted to apply his interpretative skills to asking what such exchanges meant, in order to explore the implications his analysis might have for modern, western cultures. In Mauss’s investigations, it became clear that gift-giving is, in many cultures, a crucial structural force, binding people together in a web of reciprocal commitments generated by the laws of gifting. Indeed, he concluded, gifts can be seen as the ‘glue’ of society..

C.K. Prahalad and Gary Hamel’s 1990 The Core Competence of the Corporation helped redefine traditional ideas of management strategy. It did so by focusing companies on one of the key critical thinking skills: evaluation. In critical thinking, evaluation is all about judging the strengths and weaknesses of arguments – assessing their reasoning and the relevance or adequateness of the evidence they use. For Prahalad and Hamel, companies could gain a competitive edge by evaluating themselves: their own strengths and weaknesses. By sensitively evaluating core competencies – the collective knowledge inside the organization that distinguishes it from other corporations – they could target efforts and resources with strategic focus.

For Prahalad and Hamel, managers need to be able to identify and evaluate their company’s unique skill sets, and the technologies that distinguish them from others businesses. How well they then coordinate these elements defines a company’s competitive strength and how quickly it can adapt to new challenges. As Prahalad and Hamel showed in their case studies, the critical thinking skill of evaluation – knowing what you do best, how well you do it, and how you might improve – is absolutely central to staying ahead of the crowd.

Marcel Mauss’s 1925 essay The Gift is an enduring classic of sociological and anthropological analysis by a thinker who is one of the founding fathers of modern anthropology.

The Gift exploits Mauss’s high-level analytical and interpretative skills to produce a brilliant investigation of the forms, meanings, and structures of gift-giving across a range of societies. Mauss, along with many others, had noted that in a wide range of societies – especially those without monetary exchange or legal structures – gift-giving and receiving was carried out according to strict customs and unwritten laws. What he sought to do in The Gift was to analyse the structures that governed how and when gifts were given, received, and reciprocated in order to grasp what implicit and unspoken reasons governed these structures. He also wanted to apply his interpretative skills to asking what such exchanges meant, in order to explore the implications his analysis might have for modern, western cultures. In Mauss’s investigations, it became clear that gift-giving is, in many cultures, a crucial structural force, binding people together in a web of reciprocal commitments generated by the laws of gifting. Indeed, he concluded, gifts can be seen as the ‘glue’ of society..

C.K. Prahalad and Gary Hamel’s 1990 The Core Competence of the Corporation helped redefine traditional ideas of management strategy. It did so by focusing companies on one of the key critical thinking skills: evaluation. In critical thinking, evaluation is all about judging the strengths and weaknesses of arguments – assessing their reasoning and the relevance or adequateness of the evidence they use. For Prahalad and Hamel, companies could gain a competitive edge by evaluating themselves: their own strengths and weaknesses. By sensitively evaluating core competencies – the collective knowledge inside the organization that distinguishes it from other corporations – they could target efforts and resources with strategic focus.

For Prahalad and Hamel, managers need to be able to identify and evaluate their company’s unique skill sets, and the technologies that distinguish them from others businesses. How well they then coordinate these elements defines a company’s competitive strength and how quickly it can adapt to new challenges. As Prahalad and Hamel showed in their case studies, the critical thinking skill of evaluation – knowing what you do best, how well you do it, and how you might improve – is absolutely central to staying ahead of the crowd.

Marcel Mauss’s 1925 essay The Gift is an enduring classic of sociological and anthropological analysis by a thinker who is one of the founding fathers of modern anthropology.

The Gift exploits Mauss’s high-level analytical and interpretative skills to produce a brilliant investigation of the forms, meanings, and structures of gift-giving across a range of societies. Mauss, along with many others, had noted that in a wide range of societies – especially those without monetary exchange or legal structures – gift-giving and receiving was carried out according to strict customs and unwritten laws. What he sought to do in The Gift was to analyse the structures that governed how and when gifts were given, received, and reciprocated in order to grasp what implicit and unspoken reasons governed these structures. He also wanted to apply his interpretative skills to asking what such exchanges meant, in order to explore the implications his analysis might have for modern, western cultures. In Mauss’s investigations, it became clear that gift-giving is, in many cultures, a crucial structural force, binding people together in a web of reciprocal commitments generated by the laws of gifting. Indeed, he concluded, gifts can be seen as the ‘glue’ of society..

C.K. Prahalad and Gary Hamel’s 1990 The Core Competence of the Corporation helped redefine traditional ideas of management strategy. It did so by focusing companies on one of the key critical thinking skills: evaluation. In critical thinking, evaluation is all about judging the strengths and weaknesses of arguments – assessing their reasoning and the relevance or adequateness of the evidence they use. For Prahalad and Hamel, companies could gain a competitive edge by evaluating themselves: their own strengths and weaknesses. By sensitively evaluating core competencies – the collective knowledge inside the organization that distinguishes it from other corporations – they could target efforts and resources with strategic focus.

For Prahalad and Hamel, managers need to be able to identify and evaluate their company’s unique skill sets, and the technologies that distinguish them from others businesses. How well they then coordinate these elements defines a company’s competitive strength and how quickly it can adapt to new challenges. As Prahalad and Hamel showed in their case studies, the critical thinking skill of evaluation – knowing what you do best, how well you do it, and how you might improve – is absolutely central to staying ahead of the crowd.

Marcel Mauss’s 1925 essay The Gift is an enduring classic of sociological and anthropological analysis by a thinker who is one of the founding fathers of modern anthropology.

The Gift exploits Mauss’s high-level analytical and interpretative skills to produce a brilliant investigation of the forms, meanings, and structures of gift-giving across a range of societies. Mauss, along with many others, had noted that in a wide range of societies – especially those without monetary exchange or legal structures – gift-giving and receiving was carried out according to strict customs and unwritten laws. What he sought to do in The Gift was to analyse the structures that governed how and when gifts were given, received, and reciprocated in order to grasp what implicit and unspoken reasons governed these structures. He also wanted to apply his interpretative skills to asking what such exchanges meant, in order to explore the implications his analysis might have for modern, western cultures. In Mauss’s investigations, it became clear that gift-giving is, in many cultures, a crucial structural force, binding people together in a web of reciprocal commitments generated by the laws of gifting. Indeed, he concluded, gifts can be seen as the ‘glue’ of society..