Download PDF Strategic Management, by Garth Saloner, Andrea Shepard, Joel Podolny
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Strategic Management, by Garth Saloner, Andrea Shepard, Joel Podolny
Download PDF Strategic Management, by Garth Saloner, Andrea Shepard, Joel Podolny
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This book is written for current and future general managers who have or will have overall responsibility for a business. The authors provide a set of frameworks, tools, and concepts to build this capability. The goal of the book is to provide insights into organizations and strategy that will help general managers make strategic thinking in their firms pervasive, effective, and rewarding.
- Sales Rank: #124624 in Books
- Published on: 2001
- Original language: English
- Number of items: 1
- Dimensions: 9.30″ h x .80″ w x 7.70″ l, 1.97 pounds
- Binding: Hardcover
- 464 pages
From the Back Cover
“This book will become the definitive text on strategy. Its strong academic underpinning supports completely pragmatic suggestions for corporations to craft their strategies. A great guide to the subject!” — JAMES A. LAWRENCE, Executive Vice President and Chief Financial Officer, General Mills
“At Last! A strategy textbook that combines state of the art understanding and an in-depth analysis of both competition and organizational evolution. It’s a pleasure to read a text that is simultaneously crystal clear and yet deeply informed.” –REBECCA HENDERSON, Eastman Kodak LFM Professor of Management, MIT Sloan School
“A fresh look at a critically important topic. In the age of the Internet, the fundamentals of strategic management are often forgotten. Sloaner, Shephard, and Podolny elucidate the princi-les of strategy overlaid with the reality of organizational complexity. The frameworks provided by the authors are rich and enlightening.” — MICHELANGELO VOLPI, Chief Strategy Officer and Senior Vice President, Cisco System, Inc.
“Saloner, Shepard, and Podolny provide a rigorous, theoretically grounded framework for examining the central questions of business strategy, incorporating both classic and recent academic perspectives.” — DANIEL A. LEVENTHAL, Julian Aresty Professor of Management and Economics, The Wharton School, University of Pennsylvania
“STRATEGIC MANAGEMENT is comprehensive and creative. It’s grounded both in the latest academic thinking and relevant, pragmatic business applications. It provides truly distinctive approaches in several areas, including the importance of sound strategic logic amidst the dynamic interactions of a company’s context and its ownactions, and the critical balance between organization and strategy. I highly recommend Saloner, Shepard and Podolny’s text for both students and practitioners of business strategy” –WILLIAM F. MEEHAN III, Director and Chairman, West Coast Practice, McKinsey and Company, Inc. and Lecturer in Strategic Management, Graduate School of Business, Stanford University
“The authors do a masterful job of integrating the elements of strategy; the internal and external; the applied and conceptual; and the sociological and economic perspectives. STRATEGIC MANAGEMENT is a superb resource for developing a rich understanding of the forces that drive strategy in the modern economy.” — ROBERT GERTNER, Professor of Economics and Strategy, The University of Chicago Graduate School of Business
About the Author
Garth Saloner is the Jeffrey S. Skoll Professor of Electronic Commerce, Strategic Management and Economics at the Graduate School of Business at Stanford University where he has headed the Strategic Management group since 1990. He has taught strategic management, competitive strategy and e-commerce courses for MBAs and in executive education. He served as Associate Dean for Academic Affairs and Director of Research and Curriculum Development from 1993-1996. He has served as a Co-Editor of the Rand Journal of Economics and on the editorial boards of the Strategic Management Journal, the International Journal of Industrial Organization, and Economics of Innovation and New Technology. He has also served as a member of the Steering Committee of the National Bureau of Economic Research Program in Industrial Organization and is a Research Associate in that program. Professor Saloner has a Ph.D. in Economics, Business, and Public Policy from Stanford.
Andrea Shepard is an Associate Professor of Strategic Management and Economics at the Graduate School of Business at Stanford University. Professor Shepard has taught strategic management, technology strategy and competitive strategy courses for MBA’s and in executive education. She has served as a Co-Editor of the Journal of Industrial Economics, the Journal of Economics and Management, and as an Associate Editor for Business Policy at Management Science. She is a Research Associate at the National Bureau of Economic Research and has served on the Program Committee for the Econometric Society. Prior to joining Stanford’s GSB, she was a member of the Economics Department faculty at the Massachusetts Institute of Technology. Professor Shepard has a Ph.D. in Economics from Yale University.
Joel Podolny is the William R. Timken Professor of Organizational Behavior and Strategic Management at the Graduate School of Business at Stanford University. He has taught MBA, executive, and Ph.D. courses in the areas of organizational behavior, organizational design, strategy, and global management. He is currently the Associate Dean for Academic Affairs. He served as consulting editor for the American Journal of Sociology. His articles have appeared in the Strategic Management Journal, Administrative Science Quarterly, American Journal of Sociology, and American Sociological Review. Professor Podolny has a Ph.D. in Sociology from Harvard University.
Most helpful customer reviews
11 of 12 people found the following review helpful.
Outstanding strategy book for general managers
By A Customer
As a practicing general manager, I found this book to be one of the most useful I have read on the subject of strategic management. The text is clearly written and illustrated with numerous current examples. Unlike many other books on strategy, this one does an excellent job of integrating internal organizational issues with considerations of market competition. Most importantly for me, perhaps, is that the treatment of how strategy is actually carried out in large organizations rings true, giving me a high level of comfort with the relevance of the material. The book gave me numerous strategic insights and left me with a much improved integrated framework of strategy. I highly recommend it to any general manager wishing to improve his strategic thinking.
6 of 6 people found the following review helpful.
excellent text, though lots of room for improvement
I am an MBA student at MIT. We use this textbook in our Strategy course.
My opinion is that this textbook is very valuable. I have ready it very carefully, and it has had a tremendous impact on the way that I approach strategic issues. However, the book is poorly organized and the writing is opaque at times. This means that the benefits of the book become apparent only after careful and repeated readings.
The most important content of the book consists of the frameworks it provides. But these frameworks are not consistently labeled, numbered, or organized — so the reader has to go to get great effort to pull them out and categorize them. Once found and understood, these frameworks are very valuable. I hope that future editions of the book will do a better job of explicitly enumerating and organizing these frameworks.
In summary, if you are willing to put in the time to carefully read and digest this book, it is highly valuable. But a superficial reading will be of little benefit.
As a final note, this textbook is much enhanced if it is read in conjunction with the many business school cases it references (such as EMI and CT scanners, or Disney and diversified acquisitions). The book itself provides only a few examples.
10 of 12 people found the following review helpful.
The Best Strategic Management Book I Have Read
By A Customer
This is a book on strategic management written by three leading scholars at the Stanford Business School. I was therefore not surprised that the book has the latest academic concepts, nor that there are many current examples drawn from high-tech and electronic commerce. What did surprise me is how relevant the concepts are to my own company and industry which is a manufacturing firm in a fairly old-fashioned industry, and how balanced the examples are between the “old economy” and “new economy”.
This is definitely a thinking person’s book. You can get a lot out of it by going through it once fairly superficially. But what I like is that I keep get more out of it when I go back to any chapter and read it more carefully. The authors have simplified but clearly a lot of thought has gone into each paragraph so that if you read it with care you pick up the nuances.
The book balances consideration of factors internal to the firm (with a very nice treatment of what the authors call “ARC” – architecture, routines, and culture) and external factors. There is also a good, practical treatment of how strategy should be done, written by people who obviously have seen the process at work.
See all 16 customer reviews…
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