In How to Find Out Anything, master researcher Don MacLeod explains how to find what you're looking for quickly, efficiently, and accurately—and how to avoid the most common mistakes of the Google Age. Not your average research book, How to Find Out Anything shows you how to unveil nearly anything about anyone. From top CEO’s salaries to police records, you’ll learn little-known tricks for discovering the exact information you’re looking for. You’ll learn: •How to really tap the power of Google, and why Google is the best place to start a search, but never the best place to finish it. •The scoop on vast, yet little-known online resources that search engines cannot scour, such as refdesk.com, ipl.org, the University of Michigan Documents Center, and Project Gutenberg, among many others. •How to access free government resources (and put your tax dollars to good use). •How to find experts and other people with special knowledge. •How to dig up seemingly confidential information on people and businesses, from public and private companies to non-profits and international companies. Whether researching for a term paper or digging up dirt on an ex, the advice in this book arms you with the sleuthing skills to tackle any mystery.

Written by a professor of computer science and a reference librarian, this guide covers basic browser usage, e-mail, and discussion groups; discusses such Internet staples as FTP and Usenet newsgroups; presents and compares numerous search engines; and includes models for acquiring, evaluating, and citing resources within the context of a research project. The emphasis of the book is on learning how to create search strategies and search expressions, how to evaluate information critically, and how to cite resources. All of these skills are presented as within the context of step-by-step activities designed to teach basic Internet research skills to the beginner and to hone the skills of the seasoned practitioner.

Vol. 1 focuses on Internet information from non-government sources; vol. 2. focuses on governmental public records.

The Challenge Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning. But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness? The Study For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great? The Standards Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck. The Comparisons The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good? Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't. The Findings The findings of the Good to Great study will surprise many readers and shed light on virtually every area of management strategy and practice. The findings include: Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness. The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence. A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology. The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap. “Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.” Perhaps, but who can afford to ignore these findings?

The Founder's Dilemmas examines how early decisions by entrepreneurs can make or break a startup and its team. Drawing on a decade of research, including quantitative data on almost ten thousand founders as well as inside stories of founders like Evan Williams of Twitter and Tim Westergren of Pandora, Noam Wasserman reveals the common pitfalls founders face and how to avoid them.

In times of recession, the library is more critical than ever for those who want to start a business and need to do research, and libraries are at the heart of a growing need to research business questions.