Strategic Management: Competitiveness and Globalization, Concepts: Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson

• Filed under: Business

Strategic Management: Competitiveness and Globalization, Concepts: Michael A. Hitt, R. Duane Ireland, Robert E. Hoskisson

Editorial Reviews

Strategic Management: Competitiveness and Globalization, 4e continues the authors tradition of quality and excellence in presenting how firms achieve strategic competitiveness, through a timely and clear writing style. The text uniquely focuses the strategic management process on the outcome and integrates the resource-based view of the firm with the more traditional I/O mode in explaining how firms build a sustained competitive advantage. This text contains the concepts portion only–customized case selections are available through Custom Publishing.

About the Author
Distinguished Professor Michael A. Hitt holds Chairs in Business Leadership and New Ventures at Texas A&M University and received his Ph.D. from the University of Colorado. His recent publications include Downscoping: How to Tame the Diversified Firm (Oxford University Press), Strategic Management: Competitiveness and Globalization (South-Western), and Creating Value Through Mergers and Acquisitions (Oxford University Press). His journal articles have appeared in such journals as the Academy of Management Journal, Academy of Management Review, Strategic Management Journal, Journal of Applied Psychology, Organization Studies, Journal of Management Studies and Journal of Management. He has served on the editorial review boards of several journals, including Academy of Management Journal, Academy of Management Executive, Journal of Applied Psychology, Journal of World Business and Journal of Applied Behavioral Sciences. Furthermore, he served as consulting editor (1988-90) and editor (1991-1993) of Academy of Management Journal. He was co-editor of a 1995 special issue for Strategic Management Journal on Technological Transformation and the New Competitive Landscape. He has been or is currently a co-editor for special issues of Strategic Management Journal, Academy of Management Review, Journal of Engineering and Technology Management, and Academy of Management Executive. He is a past president of the Academy of Management. He received the 1996 Award for Outstanding Academic Contributions to Competitiveness and the 1999 Award for Outstanding Intellectual Contributions to Competitiveness Research, awarded by the American Society for Competitiveness. He is a member of the Academy of Management Journal’s Hall of Fame and a Fellow in the Academy of Management.

R. Duane Ireland holds the Foreman R. and Ruby S. Bennett Chair in Business in the Mays Business School, Texas A&M University. He teaches courses at undergraduate, masters, doctoral, and executive levels. He has won multiple teaching awards during his career. His research, which focuses on diversification, innovation, corporate entrepreneurship, and strategic entrepreneurship, has been published in numerous journals. Dr. Ireland has served on the editorial review board for journals such as ACADEMY OF MANAGEMENT JOURNAL, ACADEMY OF MANAGEMENT REVIEW, and ACADEMY OF MANAGEMENT EXECUTIVE. He received awards for the best article published in ACADEMY OF MANAGEMENT EXECUTIVE (1999) and ACADEMY OF MANAGEMENT JOURNAL (2000). In 2001, he co-authored an article in ACADEMY OF MANAGEMENT EXECUTIVE that was recognized with the Best Journal Article in Corporate Entrepreneurship Award from the U.S. Association for Small Business & Entrepreneurship (USASBE). Dr. Ireland is a research fellow in the National Entrepreneurship Consortium. He received the 1999 Award for Outstanding Intellectual Contributions to Competitiveness Research from the American Society for Competitiveness and the USASBE Scholar in Corporate Entrepreneurship Award (2004). Currently, he is an associate editor for ACADEMY MANAGEMENT JOURNAL. Previously, he served as a representative-at-large on the Board of Governors of the Academy of Management.

Robert E. Hoskisson is a Professor of Strategic Management and holds the W. P. Carey Chair in the Department of Management at the W. P. Carey School of Business at Arizona State University. He formerly was on the faculty at the University of Oklahoma as well as Texas A&M University. He also has a special appointment at the University of Nottingham in the United Kingdom. He received his Ph.D. from the University of California, Irvine. His interest in Strategic Management topics has allowed him to teach overview as well topical courses in strategic management at undergraduate, masters, and doctoral levels. He has taught international strategy and strategic alliances. His teaching and research expertise in these areas has been recognized with awards such as the 1998 award for Outstanding Academic Contributions to Competitiveness, American Society for Competitiveness, and the William G. Dyer Distinguished Alumni Award from the Marriott School of Management, Brigham Young University. Dr. Hoskisson’s articles have been published in journals such as the ACADEMY OF MANAGEMENT JOURNAL, ACADEMY OF MANAGEMENT REVIEW, STRATEGIC MANAGEMENT JOURNAL, ORGANIZATION SCIENCE, JOURNAL OF MANAGEMENT, and JOURNAL OF MANAGEMENT STUDIES. He is a fellow of the Academy of Management and a charter member of the Academy of Management Journals Hall of Fame. Dr. Hoskisson has completed three years of service as a representative at large on the Board of Governors of the Academy of Management and currently serves on the Board of Directors of the Strategic Management Society.
–This text refers to an out of print or unavailable edition of this title.

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Strategic Management of Technology and Innovation: Robert A. Burgelman, Modesto A. Maidique, Steven C. Wheelwright

• Filed under: Business

Editorial Reviews

Burgelman, Maidique, and Wheelwright have written the market leading text for a course in technology and innovation. This text covers the latest research by using a combination of text, readings, and cases. Based on reviewer response to a survey, the authors have updated many of the cases and instructors found outdated or lacking. As in the current edition, the book has a strong case foundation at Harvard and Stanford. Classic cases such as Claire McCloud have been kept, while newer cases such as Intel Corporation in 1999 have been added. There is also a strong set of readings from sources such as Harvard Business Review, California Management Review, and Sloan Management Review.

About the Author
McGraw-Hill authors represent the leading experts in their fields and are dedicated to improving the lives, careers, and interests of readers worldwide
–This text refers to the

Hardcover
edition.

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Forces for Good: The Six Practices of High-Impact Nonprofits: Leslie Crutchfield, Heather McLeod Grant

• Filed under: Recommended

Editorial Reviews

Review
“Author with Valley roots help nonprofits partner with others in communities to share their missions.” (Fresno Bee) “…the books strength is how well it translates business practices and philosophies.” (Library Journal, Dec 15, 2007) “…could not come more heavily garlanded with praise…there is much here to inspire and inform.” (Social Enterprise, February 2009)

“Cleverly chosen examples show how the best achieve their impact.”  (The Economist, Saturday 8th December 2007)

“These are important findings, and not just for NGOs: traditional for-profit companies could probably learn a thing or two”  — Economist.com, December 2007

“This book goes beyond social businesses to delve into broader issues of poverty, offers an interesting alternative model for us to consider as we contemplate social action.” (The Globe and Mail, 02/20/08)

Voted Top Ten Book of the Year, 2007 –The Economist

Recipient of the Association of Fundraising Professionals Skystone Ryan Prize for Research, 2008

Recipient of the Axiom Business Book Award in the Philanthropy/Charity /Nonprofit category, 2008 “Author with Valley roots help nonprofits partner with others in communities to share their missions.” (Fresno Bee)

“…the books strength is how well it translates business practices and philosophies.” (Library Journal, Dec 15, 2007)

“Cleverly chosen examples show how the best achieve their impact.”  (The Economist, Saturday 8th December 2007)

“These are important findings, and not just for NGOs: traditional for-profit companies could probably learn a thing or two”  (Economist.com, December 2007)

“They found that one quality that makes great nonprofits great.” (beth.typepad.com/blog, 10/30/2007)

“FFG provides many more examples of stellar leadership at work…” (crosswalk.com, 10/30/2007)

“Non profit organizations with budgets big and small can make a notable impact in their fields… The book, which was in its third printing before it was released Friday, identifies six practices. . .” (Washington Times, 10/29/2007)

5-Star Review: ” The book does not get bogged down in reams of data… rather is carried by stories told—stories that are dramatic, heart warming . . .” (About.com, 10/22/2007)

“FFG is significant because it really defines the new world we are living in.” (Eric Swanson.blogspot, 10/22/2007)

“Through extensive surveys and interviews, the authors develop six practices common to high-impact nonprofits: offering advocacy efforts and service, harnessing market forces and leveraging the power and resources of business, engaging individuals from outside the organization, working with and through other organizations, learning to adapt, and sharing leadership by empowering others.” (Booklist, 10/15/2007)

Image of the book and announcement of the book featured on the main page. (City Year, e-newsletter, 09/20/2007)

“Whether you’re a nonprofit leaders, a philanthropist, a business exec, a donor, or a volunteer, you will find something that inspires you to be an even more effective catalyst for lasting social change.” (thesocialedge.com)

Review
“Crutchfield and McLeod Grant have made a significant contribution with a Very Big Idea–the shift in focus from building an organization to building a movement. Inspired and inspiring, this book can change the way the world works by changing how leaders think.”
—Jim Collins, author, Good to Great, and coauthor, Built to Last

“The [nonprofits] having the greatest impact these days are those that have moved beyond old traditions. They are entrepreneurial, adaptive, externally-oriented, and sometimes a little messy. Working together, they are not only trying to fix problems, but also reform whole systems. For people who want to change the world—and who doesn’t?—this book provides an invaluable road map. Bravo!”
—David Gergen, professor of public service and director, Center for Public Leadership, Harvard University’s Kennedy School of Government

“Global problems like abject poverty and climate change require innovative, scaleable solutions. We have so much to learn from these six practices because they’re what lead to wide-scale social change.”
—Larry Brilliant, executive director, Google.org and Sheryl Sandberg, board member, Google.org, and vice president, Google.com

“If you’re a funder, you have to read this book. It will frame how you think about lasting impact and greatly enhance your due diligence. The six practices should be your six principles of grantmaking.”
—Edward Skloot, president, The Surdna Foundation

“[This book] frees entrepreneurs from the distraction of conventional management measurements. Instead, its findings say, ‘Go ahead and change the world!’ Indeed! This is the only true bottom line.”
—Bill Drayton, chair and CEO, Ashoka: Innovators for the Public, and chair, Youth Venture

“Anyone who wants to affect systemic change and make a lasting difference in the world should read this important book and take its lessons to heart.”
—J. Gregory Dees, professor, Center for the Advancement of Social Entrepreneurship, Duke University’s Fuqua School of Business

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Modern Competitive Analysis: Sharon M. Oster

• Filed under: Recommended

Editorial Reviews

Review
“A blockbuster of a book. There are many analytical probes of strategic management concepts that students of business administration must read. A tremendous book.”–Richard H. Fabris, New Jersey City University

“A comprehensive, lucidly written text.”–Ram Baliga, Wake Forest University

“An enormous number of well chosen examples illustrate the discourse…This volume is very good at raising questions of strategy and giving apt examples…The intended audience, business practitioners as well as students, will continue to find this volume extremely helpful in navigating the competitive marketplace. Recommended for upper-division undergraduate through professional collections.”–Choice

“Very good book. Explains complex concepts in an easy to follow way. Good for beginners and advanced students. I have recommended this book in several courses.”–Folke Kafka, University of Pittsburgh

In her book Modern Competitive Analysis Sharon Oster shows that combining a sound understanding of economic and managerial principles can make a striking difference in the quality of the strategic planning of any organization. Now completely updated, this third edition includes new material on game theory, added value analysis, and strategic intent. Examples are drawn from modern network industries and more attention is paid to newly deregulated markets.

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Managing Business Complexity: Discovering Strategic Solutions with Agent-Based Modeling and Simulation: Michael J. North, Charles M. Macal

• Filed under: Recommended

Editorial Reviews

Review
“Managing Business Complexity is a thorough, practical, and easy-to-understand guide to effective agent-based modeling and simulation. It’s a must read for anyone considering applications of agent-based modeling for solving real-world problems.”–Vincent P. Roske, Jr., Former Deputy Director for Wargaming, Simulation, and Analysis, U.S. Department of Defense Joint Staff Force Structure, Resources, and Assessment Directorate

Review

“Managing Business Complexity is a thorough, practical, and easy-to-understand guide to effective agent-based modeling and simulation. It’s a must read for anyone considering applications of agent-based modeling for solving real-world problems.”–Vincent P. Roske, Jr., Former Deputy Director for Wargaming, Simulation, and Analysis, U.S. Department of Defense Joint Staff Force Structure, Resources, and Assessment Directorate

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The Trusted Leader: Robert M. Galford, Anne Seibold Drapeau

• Filed under: Recommended

Editorial Reviews

Who do you trust at work and who trusts you? By inviting readers to answer these two questions, authors Galford and Drapeau get their arms around the slippery yet strategic dimension of trust in organizations. The Trusted Leader is grounded in their research and experience in executive development. The authors define three areas of trust, including strategic trust (assurance the organization is doing the right things), organizational trust (belief in the way things are being done), and personal trust (confidence between leader and employees). These ideas are illuminated through self-assessments and definitions of the competencies of a trusted leader. One standout chapter introduces the enemies of trusted leadership, from the big daddy syndrome and the revenging angel to the rainmaker/jerk. Another section details how defining events such as downsizing can build or break trust. The book would have been strengthened by a clearer explanation of how trust inside the organization translates into gaining the confidence of outside clients and customers. Still, in this era of headline-grabbing corporate trust-breakers, Galford and Drapeau define what it means to be trustworthy. In their capable hands, trust stops being an intangible noun and becomes an active verb. –Barbara Mackoff

From Publishers Weekly
With Wall Street teeming with questionable characters and their equally questionable practices, trust is a hot topic these days; Galford and Drapeau have perfect timing with their handbook for becoming an executive employees can actually put their faith in. A knitting-together of management theory, real-life anecdotes and snappy tools and self-assessment quizzes, the book tries gamely to be both authoritative and accessible. Its strongest section is a discussion of the “enemies of trusted leadership”-office archetypes ranging from power-hungry control freaks to underperforming slackers-who can undermine what a CEO is trying to achieve. The authors also share helpful tips on how leaders can handle brutal situations (e.g., mass layoffs) with the appropriate amount of class. Although at times weighed down with turgid writing and an overabundance of lists, the book succeeds in distilling what the authors readily admit is an “intangible:” the essence of great leadership.
Copyright 2002 Reed Business Information, Inc.

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Strategy Bites Back: It Is Far More, and Less, than You Ever Imagined: Henry Mintzberg, Bruce Ahlstrand, Joseph Lampel

• Filed under: Recommended

Editorial Reviews

Review
“Henry Mintzberg’s views are a breath of fresh air which can only encourage the good guys.” “The Observer” “One of the most original minds in management.” “Fast Company” A refreshing antidote to the footnote-laden tomes that usually make up the field. Meaty enough to be serious yet also pleasantly entertaining “Harvard Business School, Working Knowledge” “This is a naughty book, a really cheeky little brat of a book which ought to be spanked soundly and sent to bed without any supper. Except that, if you did that, you would be missing out on a delightful, entertaining smorgasbord of advice, insights, red herrings and jokes that together make up a classic text for business leaders.” “Business Voice” “Director 2005″ a fun read A tasty smorgasbord of writings on strategy’ “Guardian, 2005″ a mine full of nuggets’ “The Edge, 2005 ” If you think strategy is boring and best avoided, think again. Strategy Bites Back will not only change your view on strategy, it will inspire and challenge you too ..The authors offer some excellent insights This true gem of a book should sit proudly on any strategist’s bookshelf.’
–This text refers to an out of print or unavailable edition of this title.

Review
“Having previously read Strategy Safari by the same authos and enjoyed it for its clarity and common sense, I was keen to delve into this - their latest offering… The bytes are… short and punchy… Many are very funny, but all are thought provoking in their own way… it provides some insightful reflectons on the component parts of business strategy… a readable book that also made me laugh.” –MarchHuman Resources Magazine (circ: 28,538) - written by Kathy Osborne:

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SUSTAINING High Performance: The Strategic Transformation to A Customer-Focused Learning Organization (St Lucie): Stephen Haines

• Filed under: Recommended

Editorial Reviews

In an attempt to achieve high levels of growth, profit, and competitive advantage, American businesses have been implementing a variety of management initiatives, such as TQM, reengineering, service management, self-directed work teams, and empowerment. Too often, these initiatives, when implemented individually, fail or provide only short-term results. American industry is now realizing that no single initiative can provide an overall, long-term solution. A more comprehensive, integrated approach is necessary to sustain future success. Sustaining High Performance shows you how to develop and implement an integrative “systems-thinking” strategy that will ensure a successful long-term management plan.Sustaining High Performance will help you reinvent your strategic management system (planning and change) for the 21st century and give you the tools and information to pull ahead of the competition and become a powerhouse organization.

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Managing Business Complexity: Discovering Strategic Solutions with Agent-Based Modeling and Simulation: Michael J. North, Charles M. Macal

• Filed under: Recommended

Editorial Reviews

Review

“Managing Business Complexity is a thorough, practical, and easy-to-understand guide to effective agent-based modeling and simulation. It’s a must read for anyone considering applications of agent-based modeling for solving real-world problems.”–Vincent P. Roske, Jr., Former Deputy Director for Wargaming, Simulation, and Analysis, U.S. Department of Defense Joint Staff Force Structure, Resources, and Assessment Directorate

Agent-based modeling and simulation (ABMS), a way to simulate a large number of choices by individual actors, is one of the most exciting practical developments in business modeling since the invention of relational databases. It represents a new way to understand data and generate information that has never been available before–a way for businesses to view the future and to understand and anticipate the likely effects of their decisions on their markets and industries. It thus promises to have far-reaching effects on the way that businesses in many areas use computers to support practical decision-making.
Managing Business Complexity is the first complete business-oriented agent-based modeling and simulation resource. It has three purposes: first, to teach readers how to think about ABMS, that is, about agents and their interactions; second, to teach readers how to explain the features and advantages of ABMS to other people and third, to teach readers how to actually implement ABMS by building agent-based simulations. It is intended to be a complete ABMS resource, accessible to readers who haven’t had any previous experience in building agent-based simulations, or any other kinds of models, for that matter. It is also a collection of ABMS business applications resources, all assembled in one place for the first time. In short, Managing Business Complexity addresses who needs ABMS and why, where and when ABMS can be applied to the everyday business problems that surround us, and how specifically to build these powerful agent-based models.

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The Politics of Fortune: A New Agenda For Business Leaders: Jeffrey E. Garten

• Filed under: Recommended

Editorial Reviews

From Publishers Weekly
With headlines about fiscal malfeasance becoming as normal as weather reports, Garten delivers a timely and well-reasoned rationale for executives to become better public citizens, and not only to improve their public image. He presents a range of public policy challenges that business leaders should be more engaged in-fiscal responsibility, accounting fraud, domestic security, world poverty-contending that these political problems have a huge impact on the private sector, and we would all be better off if CEOs helped solve them. A Business Week columnist and dean of Yale’s School of Management, Garten spends his days telling present and future CEOs how to conduct their business. There are moral undertones to his arguments, but his call for a stronger public and private partnership is practical. For example, there’s no way for the government to secure the nation’s infrastructure against terrorists without working closely with the private firms that own it. Although the broad range of issues prevents Garten from addressing any single one with great depth, his points are clear and well supported. He doesn’t simply rail against outrageous stock options; he shows how they mislead investors and damage consumer confidence (”the Federal Reserve estimates that between 1995 and 2000, if the Standard and Poor’s 500 companies had accounted for their options as an expense, their average annual earnings growth would have declined from 12 percent to 9.4 percent”). Although his prose is at times dry and academic, American business leaders would do well to follow Garten’s agenda.
Copyright 2002 Reed Business Information, Inc.

Review
It’s a bold book that every CEO in America should read — Washington Post Book World, December 8, 2002

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