Books Under Consideration Aaker, D. A. (1995). Strategic Market Management, 4th Edition, John Wiley, New York and Toronto. Abell, D. F. (1993). Managing with Dual Strategies: Mastering the Present, Preempting the Future, The Free Press, xxx. Ackoff, R. L. (1981). Creating the Corporate Future, John wiley & Sons, USA Ackoff, R. L. (1994). The Democratic Corporation, Oxford University Press, New York. Allio, J. (1999). Leadership: Myths and Realities, Tata McGraw-Hill, New Delhi. Baumard, P. (1999). Tacit Knowledge in Organizations, Sage, New Delhi. Bellman, G. M. (1993). Getting Things Done When You Are Not In Charge, Simon And Schuster, New York. Bennis, W. (2000). Managing the Dream: Reflections on Leadership and Change, Perseus Publishing, Cambridge, Massachusetts. Bennis, W. and Nanus, B. (xxx). Leaders: The Strategies for Taking Charge, Harper Perennial, xxx. Boone, M. E. (2001). Managing Inter@ctively, McGraw-Hill, NY. Botten, N. and McManus, J. (1999). Competitive Strategies for Service Organisations, Macmillan, xxx. Brady, C. and Lorenz, A. (2001). BMW and Rover: A Brand Too Far, Financial Times + Prentice Hall, London. Bresser, R. K. F., Hitt, M. A., Nixon, R. D., and Heuskel, D. (Eds.). (2000). Winning Strategies in a Deconstructing World, John Wiley, Chichester. Browman, C. (xxx). Strategy in Practice, xxx. Brown, J. S. (Ed.) (1997). Seeing Differently: Insights on Innovation, Harvard Business School Press, Boston, MA. Cairncross, F. (2002). The Company of the Future, Harvard Business School Press, Boston, Massachusetts. Campbell, A. and Luchs, K. S. (1997). Core Competency-based Strategies, International Thomson, London. Christensen, C. M. (1997). The Innovator's Dilemma: When Technologies Cause Great Firms to Fail, Harvard Business School Press, Boston, Massachusetts. Courtney, H. (2001), 20/20 Foresight: Crafting Strategy in an Uncertain World, Harvard Business School Press, Boston, Massachusetts. Devine, M. (2003). Successful Mergers: Getting the People Issues Right, The Economist in association with Profile Books, London. Drucker, P. F. (1998). On the Profession of Management, Harvard Business School Press, Boston Evans, P. and Wurster, T. S. (xxx). Blown to Bits: How the New Economics of Information Transforms Strategy, Harvard Business School Press, Boston, MA. Farkas, C., Backer, P. de, and Shepard, A. (1997), Maximum Leadership 2000, Orion Books, London. Fombrun, C. J. (1992). Leading Corporate Change, McGraw-Hill, New York. Foster, R. and Kaplan, S. (2001). Creative Destruction, Currency/Doubleday (Random House), New York. George, S. (1997). Uncommon Sense, John Wiley & Sons, New York. Gera, M. R. (Ed.) (1996). Corporate Restructuring, AIMA and Excel Books, New Delhi. Geus, A. de (1997). The Living Company, Longview, xxx. Ghemawat, P. (1991). Commitment: The Dynamic of Strategy, The Free Press, New York. Gibson, R. (Ed.) (2001). Rethinking the Future, Nicholas Brealey, London. Gouillart, F. J. and Kelly, J. N. (1995). Transforming the Organisation, McGraw-Hill, USA. Grove, A. S. (2003). Only the Paranoid Survive, Profile Books, London. Hamel, G. (2000). Leading the Revolution, HBS Press, Boston, Massachusetts. Hamel, G. and Heene, A. (Eds.) (1994). Competence Based Competition, John Wiley, xxx. Hamel, G. and Prahalad, C. K. (1994). Competing for the Future, Tata McGraw-Hill, New Delhi. Hamel, G. and Prahalad, C. K. (1994). Competing for the Future, Tata McGraw-Hill, New Delhi. Handy, C. (1989). The Age of Unreason, Harvard Business School Press, Boston, Massachusetts. Handy, C. (1995). Beyond Certainty, Hutchinson, London Handy, C. (1995). The Empty Raincoat, Arrow Books, Great Britain. Handy, C. (2001). The Elephant and the Flea, Random House, London. Heijden, K. van der (1998). Scenarios: The Art of Strategic Conversation, John Wiley, London. Helgesen, S. (2001). Thriving in 24/7: Six Strategies for Taming the New World of Work, Nicholas Brealey, London. Hesselbein, F., Goldsmith, M., and Beckhard, R. (Eds.) (xxx). The Leader of the Future, The Drucker Foundation, xxx. Hesselbein, G. and Beckhard. (1997). The Organisation of the Future, Jossey Bass, San Francisco. Hodgkinson, G. P. and Sparrow, P. R. (2002). The Competent Organization, Open Univ. Press, Buckingham, UK. Hoenig, C. (2000). The Problem Solving Journey, Perseus Publishing, Massachusetts. Hurst, D. K. (1995). Crisis and Renewal, Harvard Business School Press, Boston, Massachusetts. Hutchinson, C. (1997). Building To Last: The Challenge for Business Leaders, Earthscan, UK. Jackson, D. (2000). Becoming Dynamic: Creating and Sustaining the Dynamic Organisation, Macmillan, London. Jacobson, R. (2001). Leading for a Change, Butterworth Heinemann, North America. John, R. (1997). Global Business Strategy, International Thomson Business, London. Joiner, B. L. (1994), Fourth Generation Management, McGraw-Hill, Singapore Joyce, W. F. (1999). MegaChange, The Free Press, New York. Kanter, R. M. (1997). On the Frontiers of Management, Harvard Business School Press, Boston, Massachusetts. Kanter, R. M. (xxx). When Giants Learn to Dance, xxx. Katzenbach, J. R. (1998). Teams at the Top, Harvard Business School Press, Boston, Massachussets. Kay, J. (1996). Foundations of Corporate Success, Oxford University Press, xxx. Kay, J. (1996). The Business of Economics, Oxford University Press, xxx. Kelly, S. and Allison, M. A. (xxx). The Complexity Advantage, xxx. Kennedy, C. (2001). The Next Big Idea: Managing in the Digital Economy, Random House Business Books, London. Khalil, T. M. (2000). Management of Technology: The key to competitiveness and Wealth Creation, McGraw-Hill Higher Education, New Delhi. Koch, R. (2000). The Financial Times Guide to Strategy, Addison Wesley Longman, Singapore. Kotter, J. P. (1999). What Leaders Really Do, Harvard Business School Press, Boston, Massachusetts. Kotter, J. P. (xxx). The General Managers, xxx. Krames, J. A. (2002), The Jack Welch Lexicon of Leadership, McGraw-Hill, USA. Kuczmarski, T. D., Middlebrooks, A., and Swaddling, J. (2001). Innovating the Corporation: Creating Value for Customers and Shareholders, NTC Business House, Illinois. Lawler, E. E., III (2000). From the Ground Up, Jossey-Bass, San Francisco. Levinson, W. A. (1994). The Way of Strategy, Tata McGraw-Hill, New Delhi. Lipton, M. (2003). Guiding Growth, Harvard Business School Press, Boston, Massachusetts. Mazzucato, M. (Ed.). (xxx). Strategy for Business: A Reader, xxx. McNeilly, M. (1996). Sun Tzu and the Art of Business, Oxford University Press, New York. McRae, H. (1994). The World in 2020: Power, Culture, and Prosperity, Harvard Business School Press, United States. Minkin, B. H. (xxx) . Future in Sight, Macmillan, USA. Moran, R. T. and Reisenberger, J. R. (1994). The Global Challenge: Building the New Worldwide Enterprise, McGraw-Hill, London. Naisbitt, J. (1995). Megatrends Asia, Nicholas Brealey Publishing, London. Naisbitt, J. and Aburdene, P. (1985). Re-Inventing the Corporation, Warner Books, New York. Neff, T. J. and Citrin, J. M. (1999). Lessons from the Top, Currency/Double (Random House), New York. Nolan, N. R. and Croson, C. D. (1999). Creative Destruction,Veritas Press, xxx. Ohmae, K. (1982). The Mind of the Strategist, Tata McGraw-Hill, New Delhi. Ohmae, K. (xxx). The Borderless World, xxx. Patching, A. and Waitley, D. (xx). The Futureproof Corporation, Butterworth-Heinemann, Singapore. Peters, T. (1993). Liberation Management, Fawcett Columbine, New York. Peters, T. (1994). The Pursuit of WOW!, Vintage Books, New York. PETERS, T. (1998). The Tom Peters Seminar: Crazy Times Call for Crazy Organizations, Macmillan, London. Peters, T. and Austin, N. (1993). A Passion for Excellence: A Leadership Difference, Harper Collins, xxx. Piramal, G. (1996). Business Maharajas, Penguin Books, New Delhi. Porter, M. E. (1980), Competitive Strategy, Free Press, USA. Porter, M. E. (1985). Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York. Porter, M. E. (1990). The Competitive Advantage of Nations, Macmillan, London. Porter, M. E. (1998). On Competition, Harvard Business School Press, Boston, MA. Porter, M.E., Takeuchi, H., Sakakibara, M. (2000). Can Japan Compete? Macmillan, Hampshire. Primozic, K., Primozic, E., and Leben, J. (xxx). Strategic Choices: Supremacy, Survival, or Sayonara, McGraw-Hill, xxx. Quigley, J. V. (1994). Vision: How Leaders Develop it, Share it and Sustain it, McGraw-Hill, New York. Rasiel, E. M. (1999). The McKinsey Way, McGraw-Hill, New York. Robert, M. (xxx). The Power of Strategic Thinking, xxx. Rouse, W. B. (1996). Start Where You Are, Jossey-Bass, San Fransisco. Schiemann, W. A. and Lingle, J. H. (1999). Bullseye! Hitting Your Strategic Targets Through High-Impact Measurement, The Free Press, xxx. Schnaars, S. P. (1989). Megamistakes, The Free Press, New York. Senge, P. (1999). The Dance Of Change, Nicholas Brealey, London. Senge, P. M. (1990). The Fifth Discipline, Century Business, London. Shukla, M. (1997). Competing Through Knowledge: Building a Learning Organisation, Sage, New Delhi. Stacey, R. (1992). Managing Chaos, Kogan Page, London. Taggart, J. H. and McDermott, M. C. (1993). The Essence of International Business, Prentice Hall, New York. Tapscott, D. (1999). Creating Value in the Network Economy, Harvard Business School Publishing, Boston, MA. Thomas, D. (1993). Business Sense: Excercising Management's Five Freedoms, The Free Press, New York. Toffler, A. (1991). Future Shock, Bantam Books, New York. Trompenaars, F. and Hampden-Turner, C. (2001). 21 Leaders for the 21st Century: How Innovative Leaders Manage in the Digital Age, Capstone Publishing, xxx. Tyson, K. W. M. (1997). Competition in the 21st Century, xxx, Florida. Vedpuriswar, A. V. (2001). The Global CEO, Vision Book, New Delhi. Waters, J. K. (xxx). John Chambers and the Cisco Way: Navigating through Volatility, xxx. Welch, J. (with Byrne, J. A.) (2001). Jack: Straight from the Gut, Warner Books, New York. Wit, R. de and Meyer, R. (1999). Strategy Synthesis: Resolving Strategy Paradoxes to Create Competitive Advantage, International Thomson Business Press, London. xxx. (2000). Strategy and the Business Landscape: Text and Cases, Addison Wesley Longman, India. Yoshimura, N. and Anderson, P. (1997). Inside the KAISHA, Harvard Business School Press, Boston. Zohar, D. (1997). Rewiring the Corporate Brain: Using the New Science to Rethink How We Structure and Lead Organizations, Berrett-Koehler, San Francisco. Books on Strategy (Recommended) A Aurik, J. C., Jonk, G. J., and Willen, R. E. (2003). Rebuilding the Corporate Genome, John Wiley, New Jersey, USA. [The book talks about the regrouping of large corporations into capability-driven businesses, e.g., break-up of the insurance industry value chain (see Chapter 9).] B Beerli, A. J., Falk, S., and Diemers, D. (Eds). (2003). Knowledge Management and Networked Environments: Leveraging Intellectual Capital in Virtual Business Communities, Amacom, New York. [This should be a great value-add to advanced students of strategy. The book contains 10 articles by Accenture consultants, focusing on how knowledge management ought to be integrated into the organisation's entire range of operations.] Bennis, W. (1989). Why Leaders Can't Lead, Jossey-Bass, San Francisco. [Bennis describes some of the challenges facing leaders in contemporary American society. He has a lot of suggestions and advice for people who wish to play a leadership role in these times.] Benton, D. A. (2003). How to Act Like a CEO, Tata Mc-Graw Hill, New Delhi. [The author also wrote How to Think like a CEO. The 10 chapters give 10 broad tips for CEOs, e.g., Be Yourself Unless You're a Jerk, Go Big or Go Home, Cut Through the Junk, etc.] C Chartered Management Institute. Six weeks to strategic excellence [Presents a wide range of management and strategy ideas in a capsule form, with easy prose and cartoons.] Chatzkel, J. L. (2003). Knowledge Capital: How Knowledge-based Enterprises Really Get Built, Oxford University Press, Oxford. [The book is structured as a rich set of conversations by the author with 17 key thought leaders and practitioners in the field of intellectual capital and knowledge management -- each conversation forming a chapter. Each chapter ends with key learning points, summarised by the author.] Cummings, S. and Wilson, D. (Eds.). 2003. Images of Strategy, Blackwell, Malden, MA. [Some of the leading thinkers of strategy have contributed chapters discussing strategic management, viewing it through different metaphors. Some of the chapters are: Strategy as organizing, Strategy as creativity, Strategy as systems thinking, Strategy as decision making, etc.] D Davies, G. (2003). Corporate Reputation and Competitiveness, Routledge, London. The book talks about the contemporary importance of corporate identity and corporate reputation. Chapter 1 gives a brief history of strategic thought. Day, G. S. and Reibstein, D. J. (with Gunther, R. E.) (Eds) (1997). Wharton on Dynamic Competitive Strategy, Wiley, NJ. [Draws together a set of significant strands of strategy research from different contributors, speaking from different disciplinary perspectives. That strategy is a continuous process of seeking advantage in a changing landscape, has been made amply clear.] Day, G. S. and Schoemaker, P. J. H. (with Gunther, R. E.) (Eds) (2000). Wharton on Managing Emerging Technologies, Wiley, NJ. [Contributors to this volume have brought out several important facets of managing technology. Some of these facets are: assessing new technology, comparing market environments, making strategy under uncertainty, scenario planning, investing for the future, managing knowledge networks, etc.] DiVanna, J. A. and Austin, F. (Eds) (2004). Strategic Thinking in Tactical Times, Palgrave Macmillan, NY. [The book is based on insightful contributions from a group of strategy consultants. In its 158 pages, the book describes how a strategic mindset can enable an organisation to develop a capacity to deal with ambiguous situations.] Drucker, P. F. (1955). Managing for results.Oxford: Butterworth-Heinemann. (Indian reprint, Elsevier, 2004.) E F Feldman, D. A. Critical thinking [A small and easy to read workbook with potential learning value.] Financial Times. (2003). Mastering Strategy, (Indian Reprint), Pearson Education, Delhi. [The compilation has a large number of articles on strategy, arranged in 16 groups, e.g., History/state of strategy, Strategy and technology, strategy and knowledge, etc. Most of the articles cover the contemporary understanding in the area.] Firestone, J. M. and McElroy, M. W. (2003). Key Issues in the New Knowledge Management, Butterworth-Heinemann, Amsterdam. [The book presents a facet of what is called 'second-generation knowledge management', which concerns itself with the production of knowledge in addition to the elicitation, representation, and use of knowledge. Naturally it gets into philosophical matters concerning the nature of knowledge (and especially, organisational knowledge).] Freiberg, K. L. and Freiberg, J. A. (1996). Nuts! Southwest Airlines' Crazy Recipe for Business and Personal Success, Broadway Books, NY. [Highly readable account of Southwest Airlines' remarkable organisational culture and spirit.] G GERSTNER, L. V., Jr. (2002). Who Says Elephants Can't Dance? Inside IBM's Historic Turnaround, HarperBusiness, New York. [Lou Gerstner, Chairman and CEO of IBM during 1993-2002, presents his rich insights on leadership, strategy, and organisational change in a highly accessible language.] GHOSHAL, S., PIRAMAL, G., and BUDHIRAJA, S. (2001). Managing Radical Change: What Indian Companies Must Do to Become World-Class, Penguin Books, New Delhi. [This book is the result of a study on the management challenges facing Indian companies, carried out by the AV Birla India Centre at LBS, London. It suggests that Indian companies need broad-based systemic changes in the way they are organised and run, in order to respond effectively to the multidimensional challenges in their environment.] GHOSHAL, S., PIRAMAL, G., and BARLETT, C. A. (2002). World-Class in India: A Case-Book of Companies in Transformation, Penguin Books, New Delhi. [This book contains detailed accounts of the key challenges facing Indian business in the 1990s and how some of the companies have coped with it, in the form of 20 cases covering Indian companies.] Godin, S. Survival is not enough [Very absorbing text. The book is about how organisations adapt to changed environments. It draws inspiration from genetic and memetic evolution theories.] Groff, T. R. and Jones, T. P. (2003). Introduction to Knowledge Management, Butterworth-Heinemann, Amsterdam. [A well-designed primer for students trying to learn knowledge management from scratch. Suggestion: We may consider producing similar primers for all the courses we offer at XIMB.] H Hamel, G. Leading the revolution (Revised edition) [Great book on strategic innovation. It speaks of continuously reinventing and refocussing a corporation as a way of 'thriving in turbulent times'.] HBSP Corporation. 2003. HBR on the Innovative Enterprise, Harvard Business School Press, Boston, MA. [A useful compilation of HBR articles on innovation management.] Heller, R. (1997). In Search of European Excellence, Profile Books, London. The book describes some strategic imperatives for top European companies. Sample: devolution of leadership, reshaping culture, constant renewal, TQM... Heracleous, L. (2003). Strategy and Organization: Realizing Strategic Management, Cambridge University Press, Cambridge. [This is a review of the literature that constitutes the so-called 'organisational action' view of strategic management. It cover the overlapping ground between organisation theory and strategic management.] Hodgkinson, G. P. and Sparrow, P. R. (2002). The Competent Organization, Open Univ. Press, Buckingham. [The book'e subtitle describes the focus: A psychological analysis of the strategic management process. The book deals with strategic issues in organisation in terms of cognition, learning, and knowledge. As such, it adds to the cognitive perspective of strategy.] Holsapple, C. W. (Ed.). 2003. Handbook of Knowledge Management: 1. Knowledge Matters, Springer, Berlin. [This 700-page tome will be a very useful resource for research into knowledge management. It contain 65 chapters spanning a wide variety of issues on the topic, covering conceptual, technological, organisational, strategic, and practical aspects.] I J Jain, J. (2003). Sack the CEO, Vikas Publishing, New Delhi. [It is a vivid description of what ails corporate leadership in India, presented in the form of a story, with ample usage of humour. As the book notes on page-xv, 'Truth is often disguised as jest.'] Jensen, W. D. (2004). Simplicity: The New Competitive Advantage in a World of More, Better, Faster, Viva Books, New Delhi. [Some basic management insights presented in a highly accessible and practical way. It defines the role of leaders as 'creating clarity amidst noise'.] K Kamoche, K. N., Cunha, M. P. E. and Cunha, J. V. da (Eds.) (xxx).Organizational Improvisation, xxx. Kaye, R. and Hawkridge, D. (Eds.) (2003). Learning & Teaching for Business, Kogan Page, London. The book showcases a number of successful innovations in management education. The cases presented are mostly drawn from UK-based business schools. Kourdi, J. Business strategy: a guide to effective decision-making [The book is about making strategic decisions. It describes several concepts from decision theory and strategic management. Well written.] Krames, J. A. 2003. What the Best CEOs Know, McGraw-Hill, New York. [The book delves into strategy and leadership in 7 leading companies of the world: Dell Computers, GE, IBM, Intel, Microsoft, Southwest Airlines, and Wal-Mart.] L Logan, R. K. and Stokes, L. W. (2004). Collaborate to Compete, Wiley, xxx. [The book highlights the importance of collaboration in the 'new economy' context. It gives examples of computer software and consulting companies. The authors define a 'Collaboration Quotient' (CQ) to measure the collaborative capacity of an organisation.] Lotherington, W. Flicking your creative switch [Some common ideas about creativity, presented for the beginner. Light reading with cartoons on every page.] Luh, S. S. (2003). Business: The Sony Way, John Wiley, Oxford. [It is about Sony Corporation's past, present, and possible future.] M MAGRETTA, J. (2002). What Management Is: How it Works, and Why it's Everyone's Business, The Free Press, New York. [The author argues that management's business is building organisations that work. She uses this argument to define some of the fundamental notions of management and show how these are connected, through a number of old and new examples. Concepts covered include: value creating networks, business models, strategy, mission, performance measures, innovation, and values.] Marcum, D., et al. 2002. businessThink, Wiley, New York. [The book highlights the importance of thinking for a manager. It presents 8 rules of thinking to make better decisions and achieve more durable results.] Maynard, M. (2003). The End of Detroit, Currency/Doubleday, New York. The book describes the process through which the big three auto companies from Detroit lost their supremacy in the auto markets around the world. Although the process was happenning over a decade, none of the three acted decisively enough to turn the situation around, the book argues. McGill, M. E. and Slocum, J. W. (1994). The Smarter Organization, John Wiley, USA. McWhinney, W. (1997). Paths of Change: Strategic Choices for Organizations and Society (Revised Edition), Sage, Thousand Oaks, California. N Nutt, P. C. Why decision fail [A thorough review of decisions that fail. Covers issues of decision process, leadership, learning, etc. The last chapter: 'The lesson: avoiding the blunders and traps'.] O Osborne, R. (2002). Megawords, Sage, London. It is a sort of dictionary of terms useful in interpreting contemporary society and culture. It contains terms such as these: androcentric, deconstruction, interdisciplinarity, polysemic, queer theory, sustainability, etc. Owen, J. 2003. Management Stripped Bare, Kogan Page, New Delhi. [A collection of ideas on management have been discussed and presented in an innovative way. The book consists of short one-page notes on a variety of management topics, arranged alphabetically. It is a demonstration of crisp and succint writing.] Owen, J. (2003). Hard-core Management, Kogan Page, London. The book describes some of the common myths managers hold, which might turn out to be false and harmful for their organisations. Examples: we know our customers, we know our competition, we have a strategy, we can change... It speaks of the need for 'postmodern management'. P Prahalad, C. K. and Ramaswamy, V. The future of competition [Presents contemporary thoughts in the strategy area, e.g., co-creation of value, strategy as discovery, evolvability (of products/offerings), etc. Prahalad's best.] Q R Rao, M., & Mendoza, L. (Eds) (2005). Asia unplugged: The wireless and mobile media boom in the Asia-Pacific. New Delhi: Response Books. Rao, V. S. P. and Krishna, V. H. Strategic management: text and cases [The book has many Indian cases.] Rosenbluth, H. F. and Peters, D. M. (2002). The Customer Comes Second, Harper Business, New York. S Slater, R. 2003. The Eye of the Storm, HarperBusiness, New York. [This is a book on strategy and leadership at Cisco, especially how the CEO John Chambers steered the company through difficult times. (The same author wrote Jack Welch and the GE Way.)] Slater, R. (xxx). Jack Welch and the GE Way, xxx. T Tricker, R. I. Essential director [A dictionary of terms relevant for a corporate director. Good coverage.] Tucker, R. B. (1998). Managing for the Future, Penguin, New Delhi. The book describes 10 possible driving forces of change in the 21st century. Sample: mass customization, ultra-service, techno-edge... U V Vernon, M. (2002). Business: The Key Concepts, Routledge, London. It is also a dictionary of terms, which are becoming common in business management. Here is a sample: accountability, benchmarking, CRM, intranet, synergy, zero-sum game... W Wall, S. J. (2004). On the Fly: Executing Strategy in a Changing World, Wiley, NJ. [Contains some basic ideas of strategic management, especially from the viewpoint of practising these at different levels in an organisation.] Wind, Y. and Crook, C. (with Gunther, R.) (2005). The Power of Impossible Thinking, Pearson Education, NJ. (Publishing as Wharton School Publishing.) ['Reality is a story the brain and the world work out together' (p. 243). The book is about how we construct meanings out of our experiences. It gives a number of clues about how we can develop new ways of seeing, bring about change, develop intuition, and be creative. It is all about mental models.] X Y Z |