Drama : Shakespeare

One of the most provocative writers on women's performances of Shakespeare on stage and film in Britain today, Rutter speculates on how the theatre `plays' women's bodies and how audiences read them. more...

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Richard III is a drama in five acts by William Shakespeare. The play is an unflattering depiction of the short reign of Richard III of England, and is believed to have been written in approximately 1591. The play is sometimes classified as a tragedy (as in the earliest quarto); but it more correctly belongs to the histories, as classified in the First Folio. It picks up the story from Henry VI, Part III and concludes the historical series that stretches back to Richard II. After Hamlet it is Shakespeare's second longest play and is the longest of the First Folio, whose version of Hamlet is shorter than the Quarto version. The length is generally seen as a drawback, for which reason it is rarely performed unabridged. It is often shortened by cutting peripheral characters. Another reason for editing is that Shakespeare assumed that his audiences would be familiar with the Henry VI plays, and frequently made indirect references to events in them, such as Richard's murder of Henry VI or the defeat of Henry's queen Margaret. Nowadays the previous plays are less well-known, so the character of Margaret is often cut and extra lines are sometimes invented or added from the trilogy to explain the characters' relationships. [Adapted from http://en.wikipedia.org/wiki/Richard_III_%28play%29] more...

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Since 1980, Michael Porter’s classic Competitive Strategy has provided the methodology that most big companies use for strategic analysis. But now, distinguished Columbia Business School professor Bruce Greenwald offers a bold new theory of competition—a theory that is far simpler than Porter’s and much easier for strategic planners to apply in the real world. Porter identified a complex five-force model for studying competition in any market. But Greenwald argues that there is only one essential factor in determining competitive advantages: how easy it is for competitors to enter or expand in a given market. If a company can erect strong barriers to entry—through customer captivity, lower production costs, or economies of scale—it can manage these advantages, anticipate competitors’ moves, or achieve stability through bargaining and cooperation. Greenwald draws on game theory to explain what you should do if barriers to entry are strong, weak, or nonexistent. He covers a wide range of examples, from retail to telecommunications to auction houses. And his lessons can be applied whether your business is dominated by a single huge player, a handful of roughly equal players, or no one at all. Competition Demystified will give executives and strategic planners an indispensable new way to exploit competitive advantage and achieve exceptional profits. It is destined to become a management classic. more...

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This concise, illustrated dictionary of Shakespeariana, provides ready access to a mass of material concerning Shakespeare and his cultural heritage in Britain and overseas. Alphabetically arranged entries guide the reader to information on Shakespeare's works, life and times. more...

Price: $16.00