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| 1 |
ID:
012152
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| Publication |
New York, W.W. Norton & Company, 2008.
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| Description |
xiii, 484pThick White Spine
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| Summary/Abstract |
Game theory means rigorous strategic thinking. It’s the art of anticipating your opponent’s next moves. Though parts of game theory involve simple common sense, much is counterintuitive, and it can only be mastered by developing a new way of seeing the world. Using a diverse array of rich case studies—from pop culture, TV, movies, sports, politics, and history—the authors show how nearly every business and personal interaction has a game-theory component to it. Mastering game theory will make you more successful in business and life, and this lively book is the key to that mastery.
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| Standard Number |
9780393062434 Hb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I00398 | 658.4012/DIX | Main | On Shelf | General | |
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| 2 |
ID:
014308
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| Publication |
New York, Portfolio, 2005.
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| Description |
xii, 399pRed spine
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| Summary/Abstract |
Bruce Greenwald, one of the nation's leading business professors, presents a new and simplified approach to strategy that cuts through much of the fog that has surrounded the subject. Based on his hugely popular course at Columbia Business School, Greenwald and his coauthor, Judd Kahn, offer an easy-to-follow method for understanding the competitive structure of your industry and developing an appropriate strategy for your specific position.
Over the last two decades, the conventional approach to strategy has become frustratingly complex. It's easy to get lost in a sophisticated model of your competitors, suppliers, buyers, substitutes, and other players, while losing sight of the big question: Are there barriers to entry that allow you to do things that other firms cannot?
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9781591840570 Hb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I00612 | 658.4012/GRE | Main | On Shelf | General | |
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| 3 |
ID:
016708
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| Publication |
London, Profile Books Ltd, 2011.
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| Description |
174pBlack Spine
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| Summary/Abstract |
Most of us face the same questions every day: What do I want? And how can I get it? How can I live more happily and work more efficiently?A European bestseller, The Decision Book distils into a single volume the fifty best decision-making models used on MBA courses and elsewhere that will help you tackle these important questions.
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9781846683954 Hb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I00860 | 658.403/KRO | Main | On Shelf | General | |
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| 4 |
ID:
023800
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| Publication |
New Delhi, Penguin Portfolio, 2006.
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| Description |
xiii, 256pBrown spine
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| Summary/Abstract |
Using vivid examples of companies that are discovering next practices, Prahalad and Ramaswamy discuss the key building blocks of co-creation - dialogue, access, risk assessment, and transparency (DART) - and explore how new experience technologies and social capabilities can enable robust experience environments.
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| Standard Number |
9780143061908 Pb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I02114 | 658.4/PRA | Main | On Shelf | General | |
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| 5 |
ID:
016749
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| Publication |
Massachusetts, Harvard Business Review Press, 2010.
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| Description |
265pRes Spine
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| Summary/Abstract |
We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution.
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| Contents |
What is strategy / by Michael E. Porter
The five competitive forces that shape strategy / by Michael E. Porter
Building you company's vision / by James C. Collins and Jerry I. Porras
Reinventing you business model / by Mark W. Johnson, Clayton M. Christensen, and Henning Kagermann
Blue ocean strategy / by W. Chan Kim and Renée Mauborgne
The secrets to successful strategy execution / byGary L. Neilson, Karla L. Martin and Elizabeth Powers
Using the balanced scorecard as a strategic management system / by Robert S. Kaplan and David P. Norton
Transforming corner-office strategy into frontline action / by Orit Gadiesh and James L. Gilbert
Turning great strategy into great performance / by Michael C. Mankins and Richard Steele
Who has the D?: How clear decision roles enhance organizational performance / by Paul Rogers and Marcia Blenko
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9781422157985 Pb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I00869 | 658.4012/HAR | Main | On Shelf | General | |
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| 6 |
ID:
016789
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| Publication |
New Jersey, John Wiley & Sons, Inc., 2003.
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| Description |
xiii, 274pRed Spine
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| Summary/Abstract |
In King Arthur's Round Table, renowned Harvard professor David Perkins uses the metaphor of the Round Table to uncover the importance of effective collaboration and communication in today's intelligent organizations. Traditional steep hierarchies and departmental silos are insufficient for dealing with the complexities of modern business, since leaders must rely on the input and expertise of those around them. Like Arthur, today's successful business and government leaders understand that communication and collaboration must be fostered and that the decision-making process must be opened to anyone who can offer insight and wisdom. Managers today know that they must embrace collaboration to succeed, but they often don't know how to do it. Using examples from the past, the modern world of corporations, nonprofits, and governments, and everyday life, Perkins shows how the Round Table metaphor serves the needs of modern organizations. He offers a practical methodology that maximizes the intelligence level of a group while ensuring good group communication. It's an invaluable tool for companies struggling to stay ahead of the competition and for any organization wherein efficiency and group morale are imperative to success.
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| Standard Number |
0471237728 Hb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I00912 | 658.45/PER | Main | On Shelf | General | |
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| 7 |
ID:
019608
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| Publication |
Gurgaon, Random House, 2015.
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| Description |
xx, 275pBlue spine
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| Summary/Abstract |
'Nimble' charts a bold new path for leadership, strategy and innovation.
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| Standard Number |
9788184005738 Hb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I01609 | 658.4012/PRA | Main | On Shelf | General | |
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| 8 |
ID:
022291
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| Publication |
London, Bloomsbury Publishing, 2016.
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| Description |
vii, 211pBlack spine
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| Summary/Abstract |
The book is based on research carried out by Ashridge Business School, as well as live case studies of the strategic decision-making process in action, which really brings the subject to life. By drawing on key elements of both strategy and risk, this book will outline how an understanding of risk can play a critical part in decision-making and offer long-term and profitable gain to organisations.
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9781472926043 Hb.
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| Accession# | Call# | Current Location | Status | Policy | Location |
| I02015 | 658.155/MAC | Main | On Shelf | General | |
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| 9 |
ID:
019516
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| Publication |
New York, HarperCollins, 2015.
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| Description |
xiii, 254pBlue and red spine
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| Summary/Abstract |
The authors of the bestselling Competing on Internet Time (a Business Week top 10 book) analyze the strategies, principles, and skills of three of the most successful and influential figures in business--Bill Gates, Andy Grove, and Steve Jobs--offering lessons for all managers and entrepreneurs on leadership, strategy and execution.In less than a decade, Bill Gates, Steve Jobs, and Andy Grove founded three companies that would define the world of technology and transform our lives. At their peaks, Microsoft, Apple, and Intel were collectively worth some $1.5 trillion. Strategy Rules examines these three individuals collectively for the first time--their successes and failures, commonalities and differences--revealing the business strategies and practices they pioneered while building their firms.David B. Yoffie and Michael A. Cusumano have studied these three leaders and their companies for more than thirty years, while teaching business strategy, innovation and entrepreneurship at Harvard and MIT. In this enlightening guide, they show how Gates, Grove, and Jobs approached strategy and execution in remarkably similar ways--yet markedly differently from their erstwhile competitors--keeping their focus on five strategic rules.Strategy Rules brings together the best practices in strategic management and high-tech entrepreneurship from three path-breaking entrepreneurs who emerged as CEOs of huge global companies. Their approaches to formulating strategy and building organizations offer unique insights for start-up executives as well as the heads of modern multinationals.
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| Standard Number |
9780062417718 Pb.
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Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| I01666 | 658.4012/YOF | Main | On Shelf | General | |
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| 10 |
ID:
012081
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| Publication |
New York, Free Press, 1998.
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| Description |
viii, 407pGreen spine
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| Summary/Abstract |
Collates the entire history and evolution of strategic management in a lively and entertaining fashion. Identifies ten schools of strategy that have emerged over the past four decades.
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| Standard Number |
9780743270571 Pb.
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Circulation
| Accession# | Call# | Current Location | Status | Policy | Location |
| I00400 | 658.4012/MIN | Main | On Shelf | General | |
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