Mattioli tears away the Amazon curtain and finds a culture of ruthlessness, greed, and disdain for the law.
A compelling study of the tech behemoth’s bid to control whatever it touches.
Amazon has infiltrated our lives, and the U.S. economy, to a degree that no other company ever has. Mattioli, a Wall Street Journal reporter who has covered Amazon since 2019, brings great expertise to her first book. She readily acknowledges that the company provides convenience, product range, and low prices to shoppers, but she believes that it is now doing more harm than good. There are already several books and a wealth of articles explaining how Amazon overpowers small companies through unfair practices, manipulates the tax system, and abuses its employees, but Mattioli examines some new aspects through interviews with former and current employees. Many of her sources requested anonymity, which is understandable given Amazon’s penchant for retribution. The real value of this book, however, is in the chapters about regulating the corporation. Legislation stalled in Congress, but a lawsuit has been brought by the Federal Trade Commission, which aims to break the giant into separate entities, working on the principle that much of Amazon’s power stems from its domination of numerous connected sectors. For its part, Amazon argues that it constantly works to benefit consumers, but the focus of the FTC case is its anti-competitive market operations. The case is still underway, and while Mattioli is a supporter of the lawsuit, she points to the massive lobbying power of Amazon, as well as its legion of lawyers and PR specialists. Another lawsuit involves the Prime program, claiming that “Amazon purposefully signed up consumers…without their understanding and made it very hard to cancel.” Even if there is no firm conclusion, Mattioli has done much to reveal the snarl behind the smiley-face logo.
Mattioli tears away the Amazon curtain and finds a culture of ruthlessness, greed, and disdain for the law.Pub Date: April 23, 2024
ISBN: 9780316269773
Page Count: 416
Publisher: Little, Brown
Review Posted Online: Jan. 25, 2024
Kirkus Reviews Issue: March 1, 2024
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
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
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