Different: Escaping the Competitive Herd
by Youngme Moon
(Crown Business)
Professor Moon examines what it means for a company to offer something that is fundamentally, comprehensively different. She identifies iconoclastic companies like Apple and Google that have rejected orthodoxy in favor of a more adventurous approach and have struck a chord with even the most jaded consumers. In fact, almost every success story of the past two decades has been an exception to the rule.
Winning in Emerging Markets: A Road Map for Strategy and Execution
by Tarun Khanna and Krishna G. Palepu
(Harvard Business Press)
Professors Khanna and Palepu argue that the main exploitable characteristic of emerging markets is the lack of institutions (credit-card systems, intellectualproperty adjudication, data research firms) that facilitate efficient business operations. They provide a framework for assessing emerging markets’ potential and crafting strategies for succeeding in those markets.
Government and Markets: Toward a New Theory of Regulation
edited by Edward J. Balleisen and David A. Moss
(Cambridge University Press)
A field long neglected, the study of regulation is in critical need of new models and theories that can guide effective policymaking. In this volume, Professor Moss and his coeditor present essays by leading scholars that integrate the latest research about the interplay between human behavior, societal needs, and regulatory institutions.
The Concept of Capitalism
by Bruce R. Scott
(Springer-Verlag)
Professor emeritus Scott argues that capitalism is a three-level system of governance in which markets are shaped by institutions and regulations and monitored by independent officials, who are selected by political authorities overseeing the system. Much economic instability of the last 25 years has stemmed from not understanding capitalism in this way. By refining their understanding of capitalism, institutions can improve and implement better policymaking.
One Strategy: Organization, Planning, and Decision Making
by Steven Sinofsky and Marco Iansiti
(Wiley)
Sinofsky, president of Microsoft’s Windows and Windows Live division, and Professor Iansiti challenge traditional views of strategy and operational execution: that strategy comes from a small select group and that an innovative strategy can emerge only from a distinct organizational spinoff. They describe how managers can align a complex organization around one strategy, manage its execution, and reach for “strategic integrity.”
