Faculty Books
Entrepreneurship and Global Capitalism
edited by Geoffrey Jones and R. Daniel Wadhwani
(Edward Elgar Inc.)
This selection of articles includes historical research on the role of entrepreneurship in creating global capitalism; the cultural and institutional explanations for geographical variations in entrepreneurship, the historical origins of "born global" companies; the importance of networks in new international market development; the role of public policy in shaping cross-border entrepreneurial activity; and the effect of international entrepreneurship on local economies.
Greater Good: How Good Marketing Makes for Better Democracy
by John A. Quelch and Katherine E. Jocz
(HBS Press)
Professor Quelch and Research Associate Jocz demonstrate marketing's critical role in the growth and governance of societies and how good marketing improves the political process and democracy itself. They present six basic characteristics that marketing and democracy share: exchanges of value, consumption of goods and services, choice in all decisions, free flow of information, the engagement of most individuals, and inclusion of as many people as possible. Without these traits, marketing and democracy would fail and with them, society.
Managing Network Resources: Alliances, Affiliations, and Other Relational Assets
by Ranjay Gulati
(Oxford University Press)
These days firms are increasingly em-bedded in networks of alliances and other ties that influence their behavior and performance. Visiting Professor Gulati examines the "network re-sources" that arise from these ties; how successful firms manage the ties; and how the ties influence strategy, access to material resources, and perceptions of a firm's legitimacy held by external parties such as investors and banks. The book synthesizes Gulati's work on network dynamics of the last fifteen years and presents his key findings.
When Professionals Have to Lead: A New Model for High Performance
by Thomas J. DeLong, John J. Gabarro, and Robert J. Lees
(HBS Press)
Today's managing directors must balance often conflicting roles, more demanding clients, tougher competitors, and associates with higher expectations than in the past. The authors present a broad framework suited to such complexity and identify four critical activities for effective leadership of professional services firms: setting strategic direction, securing commitment to this direction, facilitating execution, and setting a personal example.
