01 Dec 2012

Faculty Books


Banks as Multinationals

edited by Geoffrey Jones
This comparative, international study, edited by Geoffrey Jones, the Isidor Straus Professor of Business History, looks at the origins and business strategies of multinational banks. Bankers and academics from Europe, Japan, Australia, and the United States survey the evolution of multinational banks and offer a framework by which this development can be understood. They analyze the multinational banking strategies of selected countries and institutions from the early 19th century to the late 20th century and discuss future trends in investment banking.

The Future of Boards: Meeting the Governance Challenges of the Twenty-First Century

edited by Jay W. Lorsch
(Harvard Business Review Press)
Edited by Jay W. Lorsch, the Louis E. Kirstein Professor of Human Relations, this book gathers leading voices from business and some of the most experienced voices at HBS—Bill George, Krishna Palepu, Rakesh Khurana, and Lorsch himself—to address the challenges of governance and the role of corporate boards in wrestling with critical issues like CEO performance and succession, compensation, and forward-looking strategy.

Extreme Productivity: Boost Your Results, Reduce Your Hours

by Robert C. Pozen
(Harvard Business Review Press)
Senior Lecturer Pozen offers practical tips on how to prioritize efficiently and maximize time at work while leading a full and productive personal life as well. He shows that to be truly productive, professionals must make a critical shift in their mindset: from hours worked to results produced. (See page 18 for a Q&A with Pozen.)

Strength in Numbers: The Political Power of Weak Interests

by Gunnar Trumbull
(Harvard University Press)
Professor Trumbull argues that broad groups like consumers are politically more influential, and industry less influential, than is commonly assumed. The prevailing view—that diffuse interests like those of consumers are too difficult to organize and too weak to influence public policy—represents, he thinks, a misreading of both the historical record and the core logic of interest representation. Based on empirical case studies, Trumbull develops an alternative model of interest representation involving "legitimacy coalitions" forming around narratives that tie their agenda to a broader public interest.

Strategic IQ: Creating Smarter Corporations

by John R. Wells
In fast-changing business environments, firms must adapt their strategies to remain at the top. But many firms fail to do so. Instead, they succumb to inertia and stick to their old strategies until it is too late. Why do firms demonstrate such low strategic IQ? What causes inertia, and why is it so deadly? Professor of Management Practice Wells identifies the key sources of strategic, structural, and human inertia and gives practical advice on how they can be overcome to create smarter corporations.


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