Strategic Management (Hardcover)

~ (Author), Andrea Shepard (Author), Joel Podolny (Author) "Some firms experience meteoric growth, achieving industry leadership, while others falter, stagnate, or fail..." (more)
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Editorial Reviews

Product Description

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.

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.

Product Details

• Hardcover: 442 pages
• Publisher: Wiley; Rev. edition (December 9, 2005)
• Language: English
• ISBN-10: 0470009470
• ISBN-13: 978-0470009475
• Product Dimensions: 9.4 x 7.4 x 0.9 inches
• Shipping Weight: 1.5 pounds (View shipping rates and policies)
• Average Customer Review: 3.8 out of 5 stars  See all reviews (13 customer reviews)
• Amazon.com Sales Rank: #505,412 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

8 of 9 people found the following review helpful:

5.0 out of 5 stars Outstanding strategy book for general managers, April 2, 2001

By A Customer

This review is from: Strategic Management (Hardcover)

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 7 people found the following review helpful:

5.0 out of 5 stars Great Overview of Strategic Management, May 20, 2001

By A Customer

This review is from: Strategic Management (Hardcover)

This is a very accessible introduction to strategic management. The book has very good coverage, is current, and has lots of examples to illustrate the concepts. Easily one of the best management books I have read in a while. It can be approached at multiple levels. You can browse through for the main concepts, but it also has lots to make you really think about if you want. You won't regret buying it!

8 of 10 people found the following review helpful:

5.0 out of 5 stars The Best Strategic Management Book I Have Read, June 1, 2001

By A Customer

This review is from: Strategic Management (Hardcover)

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.