Brigitte Andersen (2001).
Technological Change and the Evolution
of Corporate Innovation: The Structure of Patenting, 1890-1990.
(Cheltenham, UK: Edward Elgar, 285 p). Senior Lecturer, Department of
Management, Birbeck College, University of London; Technological
innovations; Patents--History.
Joseph L. Badaracco, Jr. (1991).
The Knowledge Link: How Firms
Compete through Strategic Alliances. (Boston, MA: Harvard Business
School Press, 189 p.). Joint ventures--Management; Competition;
Information resources management; Strategic alliances (Business);
Strategic planning.
Frank Bailom, Kurt Matzler & Dieter Tschemernjak (2007).
Enduring Success: What Top Companies Do Differently. (New
York, NY: Palgrave Macmillan, 257 p.). Innovative Management Partners
(IMP, Austria); Department of Marketing and International Management
(University of Klagenfurt, Austria); . Innovative Management Partners
(IMP, Austria). Success in business; Industrial management;
Executives--Case studies. Large-scale study of over 1,000 top
companies and leaders; success depends on management of company; success factors of high-performing companies, how they
perform in innovation, market orientation, core
competencies, leadership.
William P. Barnett (2008).
The Red Queen Among Organizations: How Competitiveness Evolves.
(Princeton, NJ: Princeton University Press, 296 p.). Thomas M. Siebel
Professor of Business Leadership, Strategy, and Organizations at
Stanford University's Graduate School of Business. Competition.
Competition can make, break even most successful organization;
effects, unforeseen perils, of competing and winning; conclusions: 1) organizations that
survive competition become stronger competitors - only in market
contexts in which they succeed; 2) organization's
competitiveness at any given moment hinges on organization's
historical experience.
Jay B. Barney (2002).
Gaining and Sustaining Competitive
Advantage. (Upper Saddle River, NJ: Prentice Hall, 600 p. [2nd
ed.]).
Industrial management; Strategic planning; Competition.
Thomas L. Barton, William G. Shenkir, Paul L. Walker (2001).
Making Enterprise Risk Management Pay Off: How Leading Companies
Implement Risk management. (Morristown, NJ: Financial
Executives Research Foundation, 250 p.). Kathryn and Richard Kip
Professor of Accounting and KPMG Research Fellow of Accounting
(University of North Florida); William Stamps Farish Professor of Free
Enterprise at the McIntire School of Commerce (University of
Virginia); Associate Professor of Accounting at the McIntire School of
Commerce (University of Virginia). Risk management.
How top companies transform risk management into
focused discipline; identify, assess risks more effectively, respond
more precisely, discover breakthrough opportunities.
Suzanne Berger (2005).
How We Compete: What Companies Around the World Are Doing to Make it
in Today's Global Economy. (New York, NY: Currency, 352 p.).
Raphael Dorman and Helen Starbuck Professor of Political Science
(MIT), Director of the MIT International Science and Technology
Initiative. Strategy formulation; Globalization; Management;
Manufacturing resource planning. Which practices
succeed/fail in today’s global economy, and why.
Eds. Joseph L. Bower and Clark G. Gilbert (2005).
From Resource Allocation to Strategy. (Oxford, UK: Oxford
University Press, 482 p.). Resource allocation -- Decision making.;
Strategic planning.; Capital budget. How options
for using resources are developed and selected, shape a company's
competitive position.
Steven C. Brandt (1981).
Strategic Planning in Emerging
Companies. (Reading, MA: Addison-Wesley, 187 p.). Business
planning.
Shona L. Brown and Kathleen M. Eisenhardt (1998).
Competing on the
Edge: Strategy as Structured Chaos. (Boston, MA: Harvard Business
School Press, 299 p.). Strategic planning; Organizational change;
Competition.
Lowell L Bryan, Jane Fraser, Jeremy Oppenheim and Wilhelm Ball
(1999).
Race for the World: Strategies to Build a Great Global
Firm. (Boston, MA: Harvard Business School Press, 364 p.).
International Business Enterprises, International Economic Integration.
Bo Burlingame (2005).
Small Giants: Companies that Choose To Be Great instead of Big.
(New York, NY: Portfolio, 256 p.). Editor at large at Inc. magazine.
Small business--United States--Management; Private companies--United
States--Management; Close corporations--United States--Management;
Success in business--United States.
Purpose-driven companies.
Joe Calloway (2003).
Becoming a Category of One: How Extraordinary Companies Transcend
Commodity and Defy Comparison. (Hoboken, NJ: Wiley, 223 p.).
Branding and Competitive Positioning Consultant. Benchmarking
(Management); Corporate image; Brand name products.
Andrew Campbell & Robert Park (2005).
The Growth Gamble: When Leaders Should Bet Big on New Businesses and
How To Avoid Expensive Failures. (Boston, MA: Nicholas Brealey
International, 321 p.). Director of Ashridge Strategic Management
Centre and Visiting Professor at City University (London); Former Head
of Group Strategy at NatWest Group. Conglomerate
corporations--Planning; Conglomerate corporations--Management;
Corporations--Growth; Business planning; Corporate culture.
Bala Chakravarthy, Peter Lorange (2007).
Profit or Growth?: Why You Don’t Have To Choose. (Upper Saddle
River, NJ: Wharton School Pub., 230 p.). Professor of Strategy and
International Management, Shell Chair in Sustainable Business Growth (IMD);
President of IMD, Nestlé Professor of International Business.
Strategic planning; Organizational effectiveness; Industrial
management; Success in business. How to sustain
growth and profitability by protecting, extending current market
position, evolving to adjacent areas, entering entirely new markets.
Ram Charan (2004).
Profitable Growth Is Everyone’s Business: 10 Tools You Can Use Monday
Morning. (New York, NY: Crown Business, 206 p.).
Organizational effectiveness; Industrial management; Strategic
planning; Success in business. Profitable
revenue growth dilemma.
David I. Cleland (1976). The Origin and Development of a
Philosophy of Long-Range Planning in American Business. (New York,
NY: Arno Press, 286 p. (Orig. author's thesis,1962)). Business
planning--United States--History; Planning--History.
David I. Cleland, Gary Rafe and Jeffrey Mosher. (1998).
Annotated
Bibliography of Project and Team Management. (Newtown Square, PA:
Project Management Institute, 476 p.). Industrial project
management--Bibliography; Teams in the workplace--Bibliography;
Industrial management--Bibliography.
Donald K. Clifford, Jr. and Richard E. Cavanagh (1985). The
Winning Performance: How America's High-Growth Midsize Companies
Succeed. (New York, NY: Bantam Books, 292 p.). Industrial
management--United States.
James C. Collins, Jerry I. Porras (1994).
Built to Last:
Successful Habits of Visionary Companies. (New York, NY:
HarperBusiness, 322 p.). Success in business--United States;
Industrial management--United States; Entrepreneurship--United States.
David J. Collis, Cynthia A. Montgomery (1997).
Corporate
Strategy: Resources and the Scope of the Firm. (Chicago, IL:
Irwin, 764 p.). Strategic planning; Business planning.
--- (1998).
Corporate Strategy: A Resource-Based Approach.
(Boston, MA: Irwin, McGraw-Hill, 220 p.). Organizational effectiveness;
Strategic planning.
Robert G. Cross (1997).
Revenue Management: Hard-Core Tactics
for Market Domination. (New York, NY: Broadway Books, 276 p.).
Revenue management--United States. The end of downsizing as a
long-term strategy.
eds. George S. Day and David J. Reibstein, with Robert E. Gunther
(1997).
Wharton on Dynamic Competitive Strategy. (New York, NY:
Wiley, 465 p.). Competition; Industrial management; Strategic planning;
Trade regulation--United States; Industrial management--United
States--Case studies.
Avinash K. Dixit and Barry J. Nalebuff (1991).
Thinking
Strategically: The Competitive Edge in Business, Politics and Everyday
Life. (New York, NY: Norton, 393 p.). Strategic Planning.
David C. Dougherty; foreword by John B. Joynt (1989).
Strategic
Organization Planning: Downsizing for Survival. (New York, NY:
Quorum, 253 p.). Strategic planning.
Larry Downes, Chunka Mui; [foreword by Nicholas Negroponte].
(1998).
Unleashing the Killer App: Digital Strategies for Market
Dominance. (Boston, MA: Harvard Business School Press, 243 p.).
Information technology--United States--Management; Digital
communications--United States--Management; Organizational
change--United States.
Yves L. Doz, Gary Hamel (1998).
Alliance Advantage: The Art of
Creating Value Through Partnering. (Boston, MA: Harvard Business
School Press, 316 p.). Strategic alliances (Business); Partnership;
Interorganizational relations; Competition.
Yves Doz and Mikko Kosonen (2008).
Fast Strategy: How Strategic Agility Will Help You Stay Ahead of the
Game. (New York, NY: Pearson/Longman, 272 p.). Timken Chaired
Professor of Global Technology and Innovation at INSEAD; Executive
Vice President of Finnish Innovation Fund. Strategic planning.
Develop
strategic agility in business, strategy always up-to-speed,
stay ahead of competitors.
Brenda L. Ekstrom and F. Larry Leistritz (1986). Plant Closure
and Community Economic Decline: An Annotated Bibliography.
(Monticello, IL: Vance Bibliographies, 47 p.). Plant shutdowns--United
States--Bibliography; Unemployed--United States--Bibliography.
David S. Evans and Richard Schmalensee (2007).
Catalyst Code: The Strategies Behind the Worlds Most Dynamic Companies.
(Boston, MA: Harvard Business School Press, 240 p.). Professor,
University College (London); Dean, Sloan School of Management (MIT).
Multi-sided platform businesses; Strategic alliances (Business).
Economic catalysts businesses bring number of groups together, make
it easy for them to work together; today's power-brokers, disrupt
existing industries.
Philip Evans and Thomas S. Wurster (1999).
Blown to Bits: How
the New Economics of Information Transforms Strategy. (Cambridge,
MA: Harvard Business School Press, 261 p.). Executives with Boston
Consulting Group. Information technology; Knowledge management;
Strategic planning; Competition; Business planning.
Harry E. Figgie Jr.; foreword by John S.R. Shad (1990).
Cutting
Costs: Executive's Guide to Increased Profits. (New York, NY:
AMACOM, 240 p,). Cost control.
Peter Fisk (2008).
Business Genius: A More Inspired Approach to Business Growth.
(Hoboken, NJ: Wiley, 360 p.). Industrial management.
Challenges of strategy, innovation, leadership,
change.
Richard N. Foster and Sarah Kaplan (2001).
Creative Destruction:
Why Companies That Are Built to Last Underperform the Market, and How
to Successfully Transform Them. (New York, NY: Doubleday, 366 p.).
Senior Partner and Director, McKinsey & Co. and McKinsey Colleague.
Organizational change; Strategic planning; Technological
innovations--Management.
Cyrus Freidheim (1998).
The Trillion-Dollar Enterprise: How the
Alliance Revolution Will Transform Global Business. (Reading, MA:
Perseus Books, 253 p.). International business enterprises; Strategic
alliances (Business); Joint ventures; Business networks; International
trade.
Pankaj Ghemawat (2007).
Redefining Global Strategy: Crossing Borders in a World Where
Differences Still Matter. (Boston, MA: Harvard Business School
Press, 257 p.). Anselmo Rubiralta Professor of Global Strategy (IESE
Business School in Barcelona), Jaime and Josefina Chua Tiampo Professor
(on leave) at Harvard Business School. International business
enterprises--Management; Strategic planning; Intercultural
communication. 1) assess cultural, administrative,
geographic, economic differences between countries at industry level; 2)
track implications of particular border-crossing moves; 3) create superior performance with
strategies optimized for adaptation,
aggregation, arbitrage, compound objectives; 4) how companies have
managed cross-border differences.
Alan M. Glassman, Deone Zell, and Shari Duron; foreword by Barry Z.
Posner (2005).
Thinking Strategically in Turbulent Times: An Inside View of Strategy
Making. (Armonk, NY: M.E. Sharpe, 170 p.). Hewlett-Packard
Company--Planning; Los Angeles County (Calif.)--Politics and government;
California State.
Peter A. Gloor (2006).
Swarm Creativity: Competitive Advantage Through Collaborative Innovation
Networks. (New York, NY: Oxford University Press, 212 p.).
Visiting Scholar, Center for Coordination Science, Sloan School of
Management (MIT). Business networks; Information networks; Group
decision making; Teams in the workplace; Creative ability in business;
Technological innovations--Management; Knowledge management.
Cyberteam of self-motivated people with a
collective vision, enabled by technology to collaborate in achieving a
common goal--innovation.
Susan Goldenberg (1991).
Global Pursuit: Canadian Business
Strategies for Winning in the Borderless World. (Toronto, ON:
McGraw-Hill Ryerson, 253 p.). Corporations, Canadian; Business
enterprises--Canada; International business enterprises--Canada.
Bruce Greenwald and Judd Kahn (2005).
Competition Demystified: A Radically Simplified Approach to
Business Strategy. (New York, NY: Portfolio, 418 p.).
Robert Heilbrun Professor of Finance and Asset Management
(Columbia University Business School). Strategic planning; Business
planning; Competition.
Curtis M. Grimm, Hun Lee, and Ken G. Smith (2005).
Strategy as Action: Competitive Dynamics and Competitive Advantage.
(New York, NY: Oxford University Press, 288 p.). Competition;
Strategic planning. How firms can build,
improve, and defend their competitive advantage at every stage of
their life cycle.
Ed. Robert E. Grosse (2000).
Thunderbird on Global Business
Strategy / the Faculty of Thunderbird, the American Graduate School of
International Management. (New York, NY: Wiley, 362 p.). Business
planning; Strategic planning.
Ranjay Gulati (2007).
Managing Network Resources: Alliances, Affiliations and Other
Relational Assets. (New York, NY: Oxford University Press, 325
p.). Michael L. Nemmers Distinguished Professor of Strategy and
Organizations at the Kellogg School of Management (Northwestern
University). Strategic alliances (Business) -- Management; Business
networks. How successful
firms manage alliances, other ties that influence company behavior and
performance, how they influence strategy, access to material
resources, perceptions of firm's legitimacy.
Anil K. Gupta, Vijay Govindarajan, Haiyan Wang; foreword by Jeffrey
E. Garten (2008).
The Quest for Global Dominance: Transforming Global Presence into
Global Competitive Advantage. (San Francisco, CA: Jossey-Bass,
320 p. [2nd ed.]). Ralph J. Tyser Professor of Strategy and
Organization at the Smith School of Business (University of Maryland);
Earl C. Daum 1924 Professor of International Business at the Tuck
School of Business; Managing Partner of China India Institute.
Internationa business enterprises--Management; Industrial management;
Organizational effectiveness; Comparative advantage (International
trade); Globalization--Economic aspects; Competition, International.
To create, maintain position as globally dominant player,
executives must: identify market opportunities
worldwide, establish necessary presence in all key
markets; convert global presence into global competitive advantage by
identifying, developing opportunities for value creation that global
presence offers; cultivate global mindset by viewing cultural,
geographic diversity as opportunity, not just a challenge; leverage
rise of emerging markets to transform company's growth prospects,
global cost structure, pace of innovation.
John Hagel III and John Seely Brown (2005).
The Only Sustainable Edge: Why Business strategy Depends on Productive
Friction and Dynamic Specialization.
(Boston, MA: Harvard Business School Press. Strategic planning;
Business planning; Business networks; Strategic alliances (Business);
Technological innovations--Management; Organizational learning. Only
sustainable advantage in the future - ability to work closely with other highly specialized firms to get
better faster.
Gary Hamel and C.K. Prahalad (1994). Competing for the Future.
(Boston, MA: Harvard Business School Press, 327 p.). Professor
(University of Michigan Business School). Competition; Business
planning; Competition, International.
Gary Hamel (2000).
Leading the Revolution. (Boston, MA:
Harvard Business School Press, 333 p.). Creative ability in business;
Strategic planning.
Robert H. Hayes, Gary P. Pisano, David M. (1996).
Strategic
Operations: Competing Through Capabilities. (New York, NY: Free
Press, 730 p.). Strategic planning; Industrial management; Production
management; Manufacturing resource planning.
Robert Heller (1997).
In Search of European Excellence: The 10 Key
Strategies of Europe's Top Companies. (London, UK:
HarperCollinsBusiness, 276 p.). Management--Europe--Case studies;
Industrial management--Europe--Case studies; International business
enterprises--Europe--Management--Case studies.
Jacques Horovitz with Anne-Valerie Ohlsson-Corboz (2007). A
Dream with a Deadline: Turning Strategy into Action. (New
York, NY: FT Prentice Hall, 175 p.). Professor of Service Strategy,
Service Marketing & Service Management (IMD - "International Institute
for Management Development", Lausanne, Switzerland). Strategic
planning; Mission statements; Business planning. Set deadline, make it
happen; brief, easy-to-grasp business vision can help
inspire, focus people towards same goals, objectives; practical tools
to turn business dreams into reality.
Erich Joachimsthaler (2007).
Hidden in Plain Sight: How To Find and Execute Your Company’s Next Big
Growth Strategy. (Boston, MA: Harvard Business School Press,
272 p.). Founder, CEO of Vivaldi Partners. New products; Consumers’
preferences; Consumers--Research. Demand-first
innovation and growth model; how to become unbiased observer of
people's consumption, usage behaviors.
Gerry Johnson, Kevan Scholes (1998).
Exploring Corporate
Strategy: Text & Cases. (New York, NY: Financial Times
Prentice Hall, 588 p. [5th ed.]). Professor of Strategic Management
(University of Strthclyde Grad. School of Business); Principal Partner
(Scholes Associates). Business planning; Strategic planning; Business
planning--Case studies; Strategic planning--Case studies.
Patricia Jones and Larry Kahaner (1995).
Say It & Live It: 50
Corporate Mission Statements that Hit the Mark. (New York, NY:
Doubleday, 267 p.). Mission statements.
Robert S. Kaplan, David P. Norton (2006).
Alignment: Using the Balanced Scorecard To Create Corporate Synergies.
(Boston, MA: Harvard Business School Press, 302 p.). Baker Foundation
Professor (Harvard Business School); President of Balanced Scorecard
Collaborative/Palladium. Strategic planning; Industrial management;
Industrial organization; Strategic alliances (Business);
Organizational effectiveness. Successful enterprises achieve
powerful synergies, define corporate headquarters’ role
in setting, coordinating, overseeing organizational strategy .
John A. Kay (1995).
Why Firms Succeed. (New York, NY: Oxford
University Press, 315 p.). Described as the most important business
analyst in Britain. Corporations; Industrial management; Competition;
Success in business.
Kevin Kennedy, Mary Moore (2003).
Going the Distance: Why Some Companies Dominate and Others Fail.
(Upper Saddle River, NJ: FT Prentice Hall, 253 p.). Former SVP, Cisco
Systems, Chief Operating Officer for Openwave Systems, Inc.; Former
Vice President of Operations and Director of Human Resources (Stanford
University). Leadership; Technological innovations--Management;
Organizational change; Organizational learning; Organizational
effectiveness; Strategic planning; Industrial management.
Eight key obstacles to long-term success of great businesses,
how to overcome them.
W. Chan Kim, Renée Mauborgne (2005).
Blue Ocean Strategy: How To
Create Uncontested Market Space and Make the Competition Irrelevant.
(Boston, MA: Harvard Business School Press, 272 p.). Boston Consulting
Group Bruce D. Henderson Chair Professor of Strategy and International
Management (INSEAD); INSEAD Distinguished Fellow and Professor of
Strategy and Management. New products; Market segmentation;
Competitive strategy; Corporate strategy; Strategy formulation;
Strategy implementation.
David Kline and Kevin G. Rivette (2000).
Rembrandts in the
Attic: Unlocking the Hidden Value of Patents. (Boston, MA: Harvard
Business School Press, 221 p.). Patents; Strategic planning;
Competition.
Norman Kobert (1995).
Cut the Fat, Not the Muscle:
Cost-Improvement Strategies for Long-Term Profitability.
(Englewood Cliffs, NJ: Prentice-Hall, 269 p.). Cost control.
Jens Laage-Hellman (1997).
Business Networks in Japan: Supplier-Customer Interaction in Product
Development. (New York, NY: Routledge, 164 p.). T¯oshiba,
Kabushiki Kaisha--Case studies; Shin Nihon Seitetsu Kabushiki
Kaisha--Case studies; Industrial marketing--Japan; Industrial
procurement--Japan; Business networks--Japan; Strategic alliances
(Business)--Japan.
J. C. Larreche (2008).
The Momentum Effect: How To Ignite Exceptional Growth. (New
York, NY: Wharton School Pub., 352 p.). Alfred H. Heineken Chair (INSEAD).
Industrial management --Handbooks, manuals, etc. Systematic, practical
ways to achieve exceptional, sustainable, quality growth; framework
for gaining momentum, keeping it, harnessing its power; stunning role
of momentum in value creation; how to create new value through
momentum strategy, build leadership competencies to deliver highly
profitable growth.
Timothy M. Laseter; foreword by William F. Stasior (1998).
Balanced Sourcing: Cooperation and Competition in Supplier
Relationships. (San Francisco, CA: Jossey-Bass, 257 p.).
Industrial procurement; Strategic alliances (Business)..
Mark Lipton (2003).
Guiding Growth: How Vision Keeps Companies
on Course. (Boston, MA: Harvard Business School Press, 292 p.).
Corporations--Growth; Strategic planning; Industrial management.
John R. Lott, Jr. (1999).
Are Predatory Commitments Credible?:
Who Should the Courts Believe?
(Chicago, IL: University of Chicago Press, 173 p.). Predatory Pricing,
Game Theory, Monopoly.
Alfred A. Marcus (2005).
Management Strategy: Achieving Sustained Competitive Advantage.
(New York, NY: McGraw-Hill Irwin, 196 p.). Professor, Dept. of
Strategic Management and Organization, Carlson School of Management
(University of Minnesota). Strategic planning; Management;
Competition.
Alfred A. Marcujs (2005).
Big Winners and Big Losers: The 4 Secrets of Long Term -Business
Success and Failure. (Upper Saddle River, NJ: Wharton School
Pub., 396 p.). Edson Spencer Chair of Strategic Management and
Technological leadership at the Carlson School of Management
(University of Minnesota,). Success in business--Case studies;
Industrial management--Case studies; Corporations--Case studies;
Business failures; Strategic planning; Management.
How
consistent winners build strategies that drive success; move toward
market spaces offering superior opportunity; successfully manage
tensions between agility, discipline, focus.
Constantinos C. Markides (2000).
All the Right Moves: A Guide to
Crafting Breakthrough Strategy. (Boston, MA: Harvard Business
School Press, 220 p.). Strategic planning; Technological
innovations--Economic aspects.
Sarah Maxwell (2008).
The Price Is Wrong: Understanding What Makes a Price Seem Fair and the
True Cost of Unfair Pricing. (Hoboken, NJ: Wiley, 240 p.).
Associate Professor (Fordham University), Co-Director of the Fordham
Pricing Center. Prices; Pricing. How pricing can arouse variety of
reactions among consumers, how notion of "fair" has different meaning
to different consumers. Price is "the medium
between what we have and what we want… we want to pay only what a
thing is worth;" what makes price seem wrong, what are social
norms of fair pricing and cultural differences.
Rita Gunther McGrath, Ian C. MacMillan (2005).
Marketbusters: 40 Strategic Moves That Drive Exceptional Business
Growth. (Boston, MA: Harvard Business School Press, 264 p.).
Associate Professor of Management (Columbia Business School); Fred
Sullivan Professor of Management at the Wharton School (University of
Pennsylvania). Strategic planning--Handbooks, manuals, etc.; Customer
relations--Management--Handbooks, manuals, etc.
Patrick B. McNamee (1985).
Tools and Techniques for Strategic
Management. (New York, NY: Pergamon Press, 319 p.). Business
planning; Industrial management.
Robert H. Miles, in collaboration with Kim S. Cameron (1982).
Coffin Nails and Corporate Strategies. (Englewood Cliffs, NJ:
Prentice-Hall, 298 p.). Cigarette industry--United States; Tobacco
industry--United States; Business planning--United States.
Richard Miniter (2002).
The Myth of Market Share: Why Market Share
is the Fool's Gold of Business. (New York, NY: Crown Business, 181
p.). Market share.
Henry Mintzberg (1994).
The Rise and Fall of Strategic Planning:
Reconceiving Roles for Planning, Plans, Planners. (New York, NY:
Free Press, 458 p.). Strategic planning.
Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel (1998).
Strategy Safari: A Guided Tour Through the Wilds of Strategic Management.
(New York, NY: Free Press, 406 p.). Cleghorn Professor of Management
Studies (McGill University); Professor of Management (Trent University
in Ontario, Canada); Cass Business School (City University London).
Strategic planning.
--- (2005).
Strategy Bites Back: It Is a Lot More, and Less, Than You Ever Imagined.
(New York, NY: Prentice Hall/Financial Times, 292 p.). Cleghorn
Professor of Management Studies (McGill University); Professor of
Management (Trent University in Ontario, Canada); Cass Business School
(City University London). Strategic planning; Success in business.
Dr. Rafi Mohammed (2005).
The Art of Pricing: How To Find the Hidden Profits To Grow Your Business.
(New York, NY: Crown Business, 240 P.). Director at Simon-Kucher &
Partners, Batten Fellow Darden Graduate School of Business (University
of Virginia). Pricing; Strategic planning; Consumer satisfaction. Series
of strategies to capture the value each customer sets for a product or
service.
James F. Moore (1996).
The Death of Competition: Leadership and
Strategy in the Age of Business Ecosystems. (New York, NY:
HarperBusiness, 297 p.). Strategic planning--United States; Strategic
alliances (Business)--United States; Competition--United States;
Leadership.
Mark Morgan, Raymond E. Levitt, William A. Malek (2007).
Executing Your Strategy: How To Break It Down and Get It Done.
(Boston, MA: Harvard Business School Press, 304 p.). Practice Director
of the Stanford Advanced Project Management Program (SAPM); Professor
in Stanford's School of Engineering; SAPM Program Director from 2002
to 2006. Strategic planning; Project management; Organizational
effectiveness; Leadership. Make strategy happen, do right strategic projects, do projects right: ideation, nature, vision, engagement,
synthesis, transition.
Paul C. Nutt (2002).
Why Decisions Fail: Avoiding the Blunders and Traps that Lead to
Debacles. (San Francisco, CA: Berrett-Koehler Publishers, 332
p.). Emeritus Professor, Faculty of Management Sciences, Fisher
College of Business (Ohio State University). Decision making.
400
decisions made by top managers (products and services, pricing and
markets, personnel policy, technology acquisition, strategic
reorganization); 2 of 3 decisions based on failure prone, questionable
tactics; key errors, successful alternatives.
Matthew S. Olson and Derek van Bever (2008).
Stall Points: Most Companies Stop Growing--Yours Doesn’t Have To.
(New Haven, CT: Yale University Press, 238 p.). Executive Director,
Corporate Executive Board; Chief Research Officer of the Corporate
Executive Board. Corporations --Growth; Strategic planning; Business
planning. Vast majority of stalls are direct
result of strategic choices made by corporate leaders; almost always
avoidable; greatest threat to company growth posed by obsolete strategic assumptions that
undermine market position: 1) premium position captivity, 2) innovation management breakdown, 3)
premature core abandonment, 4) talent shortfall.
Ken'ichi Omae (1982).
The Mind of the Strategist: The Art of
Japanese Business. (New York, NY: McGraw-Hill, 283 p.). Consultant
(McKinsey & Co.). Industrial Management, Strategy.
Sharon M. Oster (1999).
Modern Competitive Analysis. (New
York, NY: Oxford University Press, 434 p. [3rd ed.]). Frederick Wolfe
Professor of Economics and Management (Yale School of Organization and
Management). Competition; Strategic planning.
Willie Pietersen (2002).
Reinventing Strategy: Using Strategic
Learning To Create and Sustain Breakthrough Performance. (New York,
NY: Wiley, 272 p.). Former Executive (Unilever, Seagrams).
Organizational learning; Strategic planning; Leadership; iKnowledge
management.
Michael E. Porter (1983).
Cases in Competitive Strategy. (New
York, NY: Free Press, 541 p.). Professor (Harvard Business School).
Competition, Industrial Management.
--- (1986).
Competition in Global Industries. (Boston, MA:
Harvard Business School Press, 581 p.). Professor (Harvard Business
School). Competition-International.
--- (1998).
On Competition. (Boston, MA: Harvard Business
School Publishing, 485 p.). Professor (Harvard Business School).
Competition-International, Industrial Policy.
Edited with a new introduction by Michael E. Porter and Cynthia A.
Montgomery (1991).
Strategy: Seeking and Securing Competitive
Advantage. (Boston, MA: Harvard Business School Press, 475 p.).
Strategic Planning.
Michael E. Porter with a new introduction by the author (1998).
Competitive Advantage: Creating and Sustaining Superior Performance.
(New York, NY: Free Press, 557 p. [orig. pub. 1985]). Professor (Harvard
Business School). Competition, Industrial Management.
--- (1998).
Competitive Strategy: Techniques for Analyzing
Industries and Competitors. (New York, NY: Free Press, 396 p. [orig.
pub. in 1980]). Professor (Harvard Business School). Competition,
Industrial Management.
--- (1998).
The Competitive Advantage of Nations. (New York,
NY: Free Press, 855 p. [orig. pub. 1990]). Professor (Harvard Business
School). Competition-International, Industrial Policy, Strategic
Planning, Economic Development.
James Brian Quinn; foreword by Tom Peters (1992).
Intelligent Enterprise: A Knowledge and Service Based Paradigm for
Industry. (New York, NY: Free Press, 473 p.). William and
Josephine Buchanan Professor of Management at the Amos Tuck School
(Dartmouth College). Organizational effectiveness; Organizational
change; Customer services; Technological innovations.
How
knowledge-based services and technology are revolutionizing economy,
every corporate strategy; successful companies of
90's (manufacturing or services) will derive their competitive
edge from deep understanding of few highly developed knowledge,
service based "core competencies."
Neil Rackham, Lawrence Friedman, and Richard Ruff (1996).
Getting Partnering Right: How Market Leaders Are Creating Long-Term
Competitive Advantage. (New York, NY: McGraw-Hill, 237 p.).
Strategic alliances (Business); Partnership; Interorgnizational
relations; Competition.
Douglas K. Ramsey (1987).
The Corporate Warriors. (Boston,
MA: Houghton Mifflin, 261 p.). Competition--United States--Case
studies; Competition, International--Case studies; Strategic
planning--Case studies.
Michael Raynor (2007).
The Strategy Paradox: Why Committing to Success Leads to Failure, and
What To Do about It. (New York, NY: Currency Doubleday, 303
p.). Distinguished Fellow with Deloitte Research. Strategic planning;
Uncertainty; Risk management. Principle of Requisite Uncertainty - making choices with
far-reaching consequences today based on assumptions about
unpredictable future.
Peter R. Richardson (1988). Cost Containment: The Ultimate
Strategic Advantage. (New York, NY: Free Press, 238 p.). Cost
control.
John Roberts (2004).
The Modern Firm: Organizational Design for Performance and Growth.
(New York, NY: Oxford University Press, 318 p.). Professor of Economics
(Stanford Business School). Strategic planning; Business planning;
Industrial organization.
Peter Schwartz (1991).
The Art of the Long View. (New York, NY: Doubleday/Currency,
258 p.). Former Head of Scenario Planning at Royal Dutch/Shell.
Strategic planning; Business forecasting; Organizational
change--Management.
William L. Shanklin and John K. Ryans, Jr. (1985).
Thinking
Strategically: Planning for Your Company's Future. (New York, NY:
Random House, 332 p.). Strategic Planning.
Carl Shapiro, Hal R. Varian (1999).
Information Rules: A
Strategic Guide to the Network Economy. (Boston, MA: Harvard
Business School Press, 352 p.). Information technology--Economic
aspects; Information society.
Yossi Sheffi (2005).
The Resilient Enterprise: Overcoming Vulnerability for Competitive
Advantage. (Cambridge, MA: MIT Press, 368 p.). Professor
of Engineering Systems at MIT, Director of the MIT Center for
Transportation and Logistics. Business logistics--Management;
Strategic planning; Competition.
Ability to
bounce back from disruptions.
Jagdish Sheth and Rajendra Sisodia (2002).
The Rule of Three:
Surviving and Thriving in Competitive Markets. (New York, NY: Free
Press, 277 p.). Competition; Efficiency, Industrial.
Hermann Simon (1996).
Hidden Champions: Lessons from 500 of the
World's Best Unknown Companies. (Boston, MA: Harvard Business School
Press, 298 p.). Success in business--Case studies; Small
business--Management--Case studies.
Hermann Simon, Frank F. Bilstein and Frank Luby (4/30/2006).
Manage for Profit, Not for Share: A Guide to Greater Profitability in
No-Growth Markets. (Boston, MA: Harvard Business School Press,
256 p.). Founder, Chairman of Simon-Kucher & Partners Strategy and
Marketing Consultants;. Profit; Profit--Case studies; Industrial
management--Case studies. Companies can extract
a profit potential of 1%-3 % of revenue by pursuing a profit, rather
than a market share, orientation.
Rajendra S. Sisodia, David B. Wolfe, Jagdish N. Sheth (2007).
Firms of Endearment: The Pursuit of Purpose and Profit. (Upper
Saddle River, NJ: Pearson Education, 320 p.). Professor of Marketing,
Founding director of the Center for Marketing Technology (Bentley
College); Author; Charles H. Kellstadt Professor of Marketing in the
Goizueta Business School (Emory University). Strategic planning;
Business planning; Business ethics; Social responsibility of business.
Every form of value: emotional,
experiential, social, financial.
Adrian J. Slywotzky (1995).
Value Migration: How to Think
Several Moves Ahead of the Competition. (Boston, MA: Harvard
Business School Press, 326 p.). Strategic planning; Strategic
planning--Effect of customer relations on; Corporations--Valuation.
Adrian J. Slywotzky and David J. Morrison, with Bob Andelman.
(1997).
The Profit Zone: How Strategic Business Design Will Lead
You to Tomorrow's Profits. (New York, NY: Times Business, 342 p.).
Success in business; Corporate profits; Competition.
Adrian J. Slywotzky and David J. Morrison (1999).
Profit Patterns:
30 Ways To Anticipate and Profit from Strategic Forces Reshaping Your
Business. (New York, NY: Times Business, 432 p.). Success in
business; Corporate profits; Competition.
Adrian Slywotzky and Richard Wise with Karl Weber (2003).
How To
Grow When Markets Don't. (New York, NY: Warner Books, 344 p.).
Industrial management--United States; Corporations--United
States--Growth--Case studies.
Adrian J. Slywotzky with Karl Weber (2007).
The Upside: The 7 Strategies for Turning Big Threats into Growth
Breakthroughs. (New York, NY: Crown Business, 270 p.).
Director of Oliver Wyman; Freelance Writer and Editor. Risk
management; Risk assessment; Success in business.
Seven risk
categories of doing business: project failure, customer drift,
transition failure, competition, brand erosion, industry slippage,
corporate stagnation; how confronting threats directly can turn risks into stepping stones to
success.
George Stalk, Rob Lachenauer, with John Butman (2004).
Hardball:
Are You Playing To Play or Playing To Win? (Boston, MA: Harvard
Business School Press, 208 p.). Directors, Boston Consulting Group.
Success in business; Competition; Strategic planning; Industrial
management; Toughness (Personality trait).
George Stalk with John Butman (2008).
Five Future Strategies You Need Right Now. (Boston, MA:
Harvard Business School Press, 120 p.). Senior Partner with the Boston
Consulting Group. Business logistics; Strategic planning; Competition;
Success in business. Address supply chain deficiencies; Sidestep economies of scale; Profit from dynamic pricing; Embrace complexity;
Utilize infinite bandwidth.
Don Taylor, Jeanne Smalling (1994).
Up Against the Wal-Marts:
How Your Business Can Prosper in the Shadow of the Retail Giants.
(New York, NY: AMACOM, 258 p.). Success in business; Retail
trade--Management; Service industries--Management; Small
business--Management.
Gerard J. Tellis and Peter N. Golder (2002).
Will & Vision: How
Latecomers Grow To Dominate Markets. (New York, NY: McGraw-Hill,
340 p.). Marketing--United States; Brand name products--United States.
David G. Thomson, Marshall Goldsmith (2005).
Blueprints to a Billion: 7 Essentials to Achieve Exponential Growth.
(Hoboken, NJ: Wiley, 265 p.). Former Executive Sales/Marketing at
Nortel Networks and Hewlett-Packard. Corporations--Growth; Industrial
management. Quantitative assessment of the success pattern common
across 387 companies.
