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By continuing your visit on the website, you consent to the use of the cookies. If you want to find out more about the cookies we use, you can access our Privacy Policy.The best place to start is by implementing a management strategy that will handle your hiring, marketing, and technological needs. While there are plenty of online resources available, many of which are free, there’s nothing quite like opening up a book to help you gain new strategic insights and tactics for your upcoming strategic management campaign. To help narrow down the choices, we've put together a list of 15 strategic management books to help you gain the much-needed competitive edge in this highly competitive world. Here are the Best Strategy Books for Entrepreneurs and Managers 1. Business Strategy: Managing Uncertainty, Opportunity, and Enterprise by J.C. Spender Before entering the academic world, J.C. Spender was an account manager and special products planner for Rolls Royce and IBM, as well as a merchant banker working with Silicon Valley. Spender takes his years of experience and blends that with case studies and theories to develop a new understanding of strategy. Spender re-examines strategizing under conditions of uncertainty, showing entrepreneurs construct special language to shape what others note and act on. In this groundbreaking book, Schaefer interviewed over 50 experts an provides explanation on how to use social and to build brand awareness and boost sales. With Tilt, he helps businesses achieve a competitive edge by designing strategies around customer interactions. Review: “Tilt challenges us to place customers at the heart of strategy. With product cycles shortening and product costs shrinking, this book brings to life a deeper understanding of how strategy can be made more powerful. A must-read.” -- Arkadi Kuhlmann, CEO, ZenBanx Inc; former Chairman and CEO, ING Direct 4.
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Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant by W. Chan Kim Chan Kim and Renee Mauborgne are both Professors of Strategy at INSEAD, as well as Co-Directors of the INSEAD Blue Ocean Strategy Institute. Their best-selling book argues you should be focus on creating unique market opportunities, as opposed to constantly battling the competition. Khosla shares his experience, as well as case studies from companies like Cisco and Spirit, to develop a seven-step model to increase profit growth. Review: “A breakthrough blueprint for growth, this book is about the transformational payback that comes from investment in your workforce.” -- Tony Vernon, CEO, Kraft Foods Group, Inc. 6. Hiring for Attitude: A Revolutionary Approach to Recruiting and Selecting People with Both Tremendous Skills and Superb Attitude by Mark Murphy Mark Murphy is the founder and CEO of Leadership IQ and author of the bestselling books Hundred Percenters and HARD Goals. With Hiring for Attitude, Murphy uses research from Leadership IQ to discover why 46 of new hires fail within their first year and a half. Murphy then provides case studies and tests so that you can hire the people with the right attitude. Review: “ Success in business starts with finding great talent that will thrive within your company culture. Hiring for Attitude combines valuable insights with relatable examples, giving you the tools to recruit the right talent for your organization and reduce your risk of mishires.” -- Brent Rasmussen, President of CareerBuilder North America 7. The Plugged-In Manager: Get in Tune with Your People, Technology, and Organization to Thrive by Terri L. Griffith Terri Griffith, Ph.D., Chair of the Management Department at Santa Clara University's Leavey School of Business, has relied on technology and organization to help accomplish tasks and goals.
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With the Plugged-In Manager, Griffith argues that managers must not only embrace technology, they must also be plugged-in with people. She profiles leaders such as Tony Hsieh, CEO of Zappos.com to prove this point. For their follow-up, Kaplan and Norton researched over 200 companies who had implemented the Balanced Scorecard. By using this technique, these companies were able to create strategy-focused organizations. Review: “Kaplan and Norton chronicle the long-overdue shift from management 'by the numbers' to a performance management process that places well-articulated, knowledge-based strategies at the center of every employee's activities. Given the pace of change in the new economy, strategy-focused processes that are measurable, repeatable, and supported by superior information are the only true sources of sustainable competitive advantage. This international bestseller combines these various schools of thought and creates a straightforward guide in how-to form a strategy. Accelerate: Building Strategic Agility for a Faster-Moving World by John P. Kotter John P. Kotter, the Konosuke Matsushita Professor of Leadership, Emeritus, at Harvard Business School, is a globally recognized authority in leadership and change. In this 2014 book, Kotter presents his case for a new “dual operating system” network that can help organizations handle strategic challenges and change with the times. Breaking the Fear Barrier: How Fear Destroys Companies From the Inside Out and What to Do About It by Tom Rieger Rieger, a Senior Practice Expert with Gallup Inc., has the experience and talent to break down barriers so a business can succeed. In Breaking the Fear Barrier, Rieger, illustrates through research how fear can be destructive and how you can control and tackle that fear. Review: “These may seem like insurmountable obstacles, but Rieger maintains that because these barriers were built internally, they can be destroyed internally.
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With this thought-provoking book, Sherman shares his own experiences and examples from companies like Google on how to convert intellectual property into revenue. The book should be widely read.” --The Intangible Economy 14. Good to Great: Why So me Companies Make the Leap.And Others Don't by Jim Collins Bestselling author Jim Collins provides the seven characteristics that it takes for a business to become successful after examining each and every one of the 1,400 companies included in the Fortune 500 since 1965 - which he narrows down to 11 to discuss in Good to Great. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner.” -- Harry C. Edwards, Amazon.com 15. The Art of Strategy: A Game Theorist's Guide to Success in Business and Life by Avinash K. Dixit and Barry J. Nalebuff These two professors, and game strategy theorists, use case studies from pop culture, history and sports to prove how individual and business interactions can use game components as a part of their strategy. Let us know in the comments. EnglishSome topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version. Some topics that could be included or discussed more in detail are strategic leadership, innovation management, and corporate entrepreneurship. The pdf version of the text does not include an index or glossary, which can be an enhancement to the book. However, there are a few typos in the book. Some of the labels are incorrect. For example, Level 3 of Table 10.4 is labeled incorrectly. For the most part, the examples are classic and do not need to be updated frequently. However, some of the examples, especially those related to movies are dated. Nevertheless, necessary updates can be easily implemented.
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The text is written in a language that is accessible to all undergraduate students, including freshmen. Jargon and technical terms are explained in layman’s terms using real-world examples. The only difference is that international strategies are discussed before corporate-level strategies. Many of the tables and the text repeat each other. I think some of the tables can be eliminated. There are no hyperlinks in the pdf version of the book. All navigation is done through the search and find function of the pdf reader. The text in the examples and vignettes is too small and hard to read, at least for the pdf version I have. Overall, I would describe it as a no-frills text. The examples include both American and non-American firms mostly competing in the US market. Students do not have to be a management major to understand the book. Instructors can easily supplement the book with examples that are relevant to the background and major of their students. I find the book an interesting and enjoyable read. The authors did a great job in making strategic management interesting to students. I do have students do assignments where they research more recent examples.Key concepts are defined. Can't find more credible sources. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content. To be more specific, I reviewed the book against a commercial book that I have used in the past. I looked at 43 topics that is a union of the content I would use across the two books. Of the discrepancies, three topics in the commercial book and one topic in MSM were topics that were probably timely when written but are less relevant now. Excluding those, each book had one topic that I would have liked to have seen in the other.
Strategy covers a number of models that have been around for some time, and the authors seemed to do a good job of thinking about which models are reasonable to describe as they were conceived and which ones should be adjusted a bit to better reflect the underlying mechanisms or modern circumstances. One small exception (shared in most strategy books) is the description of the BCG matrix using market share (as originally conceived). That notion is very sensitive to specification of markets, and I've seen more helpful formulations that describe it a little more generally as having dimensions that reflect using and generating cash. However, there are some examples which have not aged well. This is not so much the fault of the authors, as the business-relevant content is fine, but an example using Jared from Subway reads very differently in light of subsequent revelations. That is perhaps the most glaring, but there are a few others that have not aged well (e.g., the AppleTV has become reasonably successful in subsequent iterations). That said, this book is well within the norms of example relevance over time.In terms of style, it is more approachable than some alternatives, in part because I never got the sense that the authors were lowering the information density to produce more text. Strategy is at the intersection of other disciplines, so there is often a change of perspective, but that comes with the content. That said, the authors have combined those well into a logical, consistent narrative. The chapters have numbered subdivisions that are logically coherent, and, in my view, it would be clear to students to assign selections. My initial read suggests that the brief motivating examples to begin chapters and the conclusions of chapters would be helpful to include even if the middle sections are selected from or reordered. In a couple of places, the ordering is a bit different (e.g.
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, international strategy before corporate-level strategy), but the broader logic may actually be more linear that way. The table elements tended to be built with markup instead of images, so they rendered nicely on a high-resolution display. Cross references were often done with links, and many text boxes were also done with markup, so the book takes advantage of the technology it uses for distribution. Given the prevalence of mobile devices among students, this is a strong positive for this book compared to others. That broad level of inclusiveness is a positive for the book. Using it as an alternative or replacement for other books should be straightforward. The anonymous authors have done the field and our students a real service in writing this book. I think it is one of the best written textbooks. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design,. Topics include analyzing the environment, leading strategically, selection of business level strategies, ethics, organization design, and more. However, it does not have a separate chapter about small business strategy. There is little in the way of the author's opinions, rather facts are emphasized. The examples of recent strategy uses (e.g. a goal by Coca-Cola on page 40 is for 2012) are in need of only slight modifications.When the vocabulary (i.e. jargon) of strategic management is used, facile explanations and examples are used to clarify the term. An example is Figure 2.5, which explains financial performance measures for students who did not major in finance or accounting. This is done consistently in the book, such as in chapter eight the terms vertical integration, backward vertical integration, and forward vertical integration. I do think the reading level is for undergraduates rather than MBA students.
The only negative that comes to mind is if this textbook is to be used for a MBA course, outside readings will need to be assigned. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic. The table of contents provides detail on contents and the interactive PDF version is an excellent way to navigate the text. Electronic versions are searchable, obviating the need for an index. Each concept follows a critical discussion inviting the reader to reflect on the topic, rather than being dogmatic. It provides straight commentary on the ideas discussed and is very easy to read. A minor drawback is that it lacks memorable design around many of the classic frameworks. For example, when discussing the diamond model in chapter 7, its elements are defined in the form of a table--rather than in a diamond shape. A comprehensive table of contents is always available without being intrusive and the book is fully searchable. Making it convenient for student research or review. A keyword search results in a list of references to different chapters in the book, with a short summary of the content discussed. I found no errors.Examples are business focused and do reflect a wide world view. It covers all the standard material in a concise, easily accessible way. I would have enjoyed a bit more quantitative material, such as basic formulas from economics or discussions about how to quantify market competitiveness for example.For example, there is an example referencing a 2001 movie which students may not understand. The book could easily be updated to keep examples up-to-date. Definitions for key terms could be emphasized to help students identify key terms and concepts. Additionally a glossary would be beneficial for students to quickly reverence the definition of key terms. Instructors could assign chapters or subsections as they see fit without loss of educational value.
The instructor could easily make this change when assigning chapters in the textbook. The location of charts and images were appropriate and supported the material. Overall, the book is well thought out and easily adaptable for instructors to use. Examples were used which were most instrumental in helping students to understand important concepts. It would require little work to update concepts and examples.Terms commonly used in the study of Strategy are fully explained. Throughout the book there is consistency in the straight forward approach to topics. There is a consistent attempt within this book to explain complex concepts in such a way as to allow undergraduate students to master them easily. Sections within the book serve to reduce confusion which can occur when learning a subject area with the diversity and complexity of Business Strategy Navigation was simple and charts were well placed and clear. I love the book for in-class use but feels that it does not offer enough support to be viable for extensive on-line offerings, For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical. For instance, the discussions relative to cost leadership, differentiation, and focused strategies were good. However, I found this book to be lacking in critical discussion areas, such as the importance of evaluating a firm's internal financial assets. While it mentioned current ratio, debt to equity ratio, and net income.And, there are many, many more financial ratios that should be covered in great detail to effectively analyze an organization's internal financial capabilities. This was an area I would consider to be seriously lacking in content. Other critical areas missing from this textbook were the discussion of entrepreneurial strategy and competitive dynamics, as well as managing innovation and corporate entrepreneurship.
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Likewise, this textbook did not include any strategic management cases which greatly supports a student's ability to apply concepts to a multi-page case of an organization they may be familiar with. Also, while there was included on the website a table of contents, no such table of contents exists in the.pdf version that students would actually use. In general, this book is not written at the level of sophistication and comprehensiveness I would expect to use for college students, particularly since a strategic analysis course is often taught as a capstone course (undergraduate senior level of student). In my opinion, this textbook is written more at the senior in high school or college freshman level. Or, if they have heard of the movie, they may not have seen it. While the intent seems to be a creative way to illustrate basic concepts, the use of movies is not (in my opinion) the most relevant way to accomplish this, at least to the extent that this is repeated throughout the textbook.For instance, the Boston Consulting Group (BCG) matrix is referenced to be in figure 8.7. There is no BCG matrix figure, nor any figure 8.7. In fact, there are very few figures in the book. There are some pictures (unidentified mostly) but no figures that illustrate important concepts. Within each chapter there are several smaller reading sections. This textbook, instead, has business-level strategy, international markets, then corporate-level strategy. Page 177 includes some type of graphic that is only shades of grey. I don't know what that is intended to represent. The authors' perspective is consistent with mainstream scholarly views in the field. The book also does a good job presenting strategy in ways that undergraduate students, in particular, will find relevant.At times I would have liked to see clearer definitions that were easier to find in the text (e.g., highlighted or placed in sidebars).
Having clear definitions on key concepts is helpful to students studying for exams and for faculty who want to check concepts for consistency across materials without re-reading entire sections. It provides a framework for understanding strategy that is coherent and, at the same time, generally consistent with other major texts. One slightly unusual sequencing is the presentation of international strategy before corporate strategy (the reverse is more common), but these two chapters remain adjacent and there is a reasonable case for doing this. Given the overall modularity of the book, moreover, instructors can rearrange chapters as they see fit without much difficulty. There are fewer charts and tables than in the average strategy text. Some instructors and MBA students might find the text easier to navigate with fewer visual interruptions overall and perhaps more data or charts included in addition to the pictures. Overall, I think this interface that would be well received by undergraduate students, in particular. Examples are drawn primarily from the U.S., as is common in many major strategy texts, but there are also many examples drawn from outside the U.S. I think the book would be especially well-suited to first-time students of strategy who seek a general introduction. Instead, this book is generally succinct and reasonably comprehensive. For example, limitations of the 5 Forces model are only briefly addressed and issues of industry evolution do not seem to be addressed. In my experience, both as an instructor and retired practitioner, this textbook covers all basic concepts and topics at an appropriate. The backend - index, glossary, on-screen reader and search engine - were accurate and faultless. Within this caveat, all material was well-edited, error-free, unbiased and including appropriate supplemental instructor material. The textbook covers certain recent advances in strategic and policy, as appropriate for a textbook at an introductory level.
Looking forward, advances to this textbook would tend to focus on maintaining current and timeliness of in-text examples, update trends and data, and incorporate emergent strategies which could emerge in response to changing economic, business or global events, such as a global recession. Terminology is used consistently.Chapters are fairly consistent in length and complexity. The text is not overly self-referential. The underlying technology appeared faultless. The navigation process is logical and all images and text were clear and high quality, even on smaller e-reading devices. As well, color use is consistent, assisting in overall navigation.Overall, examples are based on business culture with limited applicability on cultural relevance. One chapter focuses on Ethics and Social Responsibility and examines these issues from a strategic perspective, with examples. However, the focus is principally from a business perspective, as compared to social, legal or moral perspectives. As the text is fairly USA-centric, Canadian students may feel that Canadian and possibly Asian business strategies should receive greater emphasis. However, given the highly integrated nature of Canadian and USA business environments, there is some value in this. And, it was certainly not difficult to incorporate Canadian examples into the Lectures. The authors draw on examples of familiar companies and personalities to illustrate the different strategies used by today’s firms—and how they go about implementing those strategies. Students will learn how to conduct a case analysis, measure organizational performance, and conduct external and internal analyses. In short, they will understand how organizations operate at the strategic level to be successful. He began his career as a naval officer before entering his primary career in healthcare administration, where he served in senior executive roles in various hospitals for over 20 years.
He then worked as a business consultant for the Small Business Development Center for the New River Valley at Radford University. Reed served as the chief textbook reviser on this project. He worked with the contributor and editorial teams from project start to completion. Not only does the subject help students understand the organizational structure behind companies, but it’s also an important course for those looking to pursue or develop a career in business. Basic concepts are introduced and then built upon in subsequent chapters. Online platform MyLab Management access sold separately. Access to online platform MindTap: Strategic Management sold separately. Access to online learning platform MindTap: Strategic Management sold separately. Get articles with higher ed trends, teaching tips and expert advice delivered straight to your inbox. Designed for MBA candidates, business majors, and aspiring entrepreneurs, this comprehensive collection of textbooks covers management principles, from organizational behavior and business strategy to operations and production management. What Is Strategic Management. Intended and Realized Strategies KEY TAKEAWAY EXERCISES Essential Unit Vocabulary Part 2. Corporate Governance What's in it for Me. What Is Corporate Governance. The Evolution of the Modern Corporation The U.S. Corporate Governance System Corporate Governance in America: A Brief History Purpose and Direction of the Firm KEY TAKEAWAY Essential Unit Vocabulary Part 3. The External Environment What's in it for Me. The General Environment (PESTEL) Analyzing the Organization’s Microenvironment KEY TAKEAWAY EXERCISES Essential Unit Vocabulary Part 4. Internal Capability What's in it for Me. Operational Excellence Internal Analysis VRIO Analysis Organizational Control KEY TAKEAWAY EXERCISES Essential Unit Vocabulary Part 5. Business-level Strategy What's in it for Me. What is Strategic Focus.
Strategy as Trade-Offs Strategy as Discipline Generating Advantage KEY TAKEAWAY EXERCISES Essential Unit Vocabulary Part 6. Formulating Strategy What's in it for Me. The Strategy Diamond Competitor Analysis Framework Types of Rivalry KEY TAKEAWAY EXERCISES Essential Unit Vocabulary Part 7. Corporate-level Strategy What's in it for Me. Business- vs. Corporate-level Strategy Concentration Strategies Horizontal Integration: Mergers and Acquisitions Vertical Integration Strategies Diversification Strategies Strategies for Getting Smaller Portfolio Planning and CLS KEY TAKEAWAY EXERCISES Essential Unit Vocabulary Part 8. Analysis and Reporting What's in it for Me. Strategy Analysis Framework (SAF) Sample Client Report Index to Tools and Models Used in the Textbook Publication History Creative Commons License Recommended Citations Versioning Suggest a correction. Strategy Analysis Framework (SAF) Sample Client Report Index to Tools and Models Used in the Textbook Publication History Creative Commons License Recommended Citations Versioning Strategy is a central part of the planning function in P-O-L-C. Strategy is also about making choices that provide the organization with some measure of a sustainable competitive advantage. For the most part, this chapter emphasizes strategy formulation (answers to the “What should our strategy be ?” question) as opposed to strategy implementation (answers to question “How do we execute our strategy?”). The central position of strategy is summarized in Figure 1.1. Planning is related to, but not synonymous with, strategic management. The concept of strategic management reflects what a firm is doing to achieve its mission and vision as seen by its achievement of specific goals and objectives. Strategy implementation then refers to the tasks and tactics managers must perform to put the desired strategy into action. See Figure 1.2 for a description of how strategy fits with planning.
Unit 4: Internal Capabilities of this textbook will provide additional information regarding the implementation components (O-L-C). In between is the critical role played by strategy. Specifically, a strategy captures and communicates how vision and mission will be achieved and sets forth the goals and objectives needed to demonstrate that the organization is on the right path for achieving them. At this point, even in terms of strategy formulation, there are two aspects of strategizing that you should recognize. The first, corporate strategy answers strategy questions related to “What business or businesses should we be in?” and “How does business X help us compete in business Y, and vice versa?” In many ways, corporate strategy considers an organization to be a portfolio of businesses, resources, capabilities, or activities. Kroger’s is working to create a better shopping experience for their customers. Rather than simply shopping online and picking up, the customer has the option to have a self driving vehicle show up loaded with groceries for them to unload. Customers are notified via text message when the vehicle arrives at their delivery address. This is expected to bring more business to Kroger’s and creates a better experience for its customers. For the time, the autonomous vehicles will still have a safety operator who can take control in emergencies as well as a co-pilot who monitors the technology. But the Texas Department of Transportation is monitoring the program and may allow it freer range of operation in the future. That is, synergies arise when each of YUM. Brands food outlets does better because they have common ownership and can share valuable inputs into their businesses. Specifically, synergy exists when the interaction of two or more activities (such as those in a business) create a combined effect greater than the sum of their individual effects.