BOSTON—Nine books authored or coauthored by Harvard Business School faculty members were published recently covering a wide array of management topics.
Being the Boss: The 3 Imperatives to Great Leadership (Harvard Business Press, 2010)
by Linda A. Hill
Professor Linda Hill and Kent Lineback explain how to become an effective manager by "managing yourself, managing your network, and managing your team." While the journey to being a great leader can be a painful and difficult one that many managers never complete, Being the Boss is a guidebook for managers seeking to master the most daunting challenges of leadership.
Buy-In: Saving Your Good Idea from Getting Shot Down (Harvard Business Press, 2010)
by John Kotter
Professor Emeritus John Kotter and Lorne A. Whitehead reveal how to win the support that ideas need to deliver results. The key is to understand the generic attack strategies that naysayers use — among them, death by delay, confusion, fearmongering, and character assassination — and then engage them with tactics tailored to each strategy.
Driven to Lead: Good, Bad, and Misguided Leadership (Wiley, 2010)
by Paul Lawrence
Inspired by the writings of Charles Darwin and delving into people's drives to acquire, defend, bond, and comprehend, Professor Emeritus Paul Lawrence offers managers an integrated understanding of the complex decision processes at the heart of both effective and disastrous leadership.
The Comingled Code: Open Source and Economic Development (Harvard Business Press, 2010)
by Josh Lerner
Showing that open source and proprietary software interact in sometimes unexpected ways, the authors discuss the policy implications of these findings and examine the ways in which software differs from other technologies in promoting economic development.
The Big Ditch: How America Took, Built, Ran, and Ultimately Gave Away the Panama Canal (Harvard Business Press, 2010)
by Noel Maurer and Carlos Yu
The Panama Canal's creation in 1914 is often seen as an example of U.S. triumphalism, but Associate Professor Noel Maurer and Carlos Yu reveal a more complex story. Examining the Canal's influence on Panama, the United States, and the world, the book chronicles the economic and political history of the Canal, from Spain's earliest proposals in 1529 through the final handover of the Canal to Panama on December 31, 1999, to the present day.
Building World Class Universities in Asia (Createspace, 2010)
by D. Quinn Mills
After discussing higher education's potential contribution to Asia's economic progress and the characteristics (and limitations) of a leading university, Professor Emeritus Daniel Quinn Mills lays out his recommendations for building a world-class university in Asia, including how to hire faculty, build a curriculum, attract and retain students, and achieve top-quality research.
The New Science of Retailing: How Analytics are Transforming the Supply Chain and Improving Performance
(Harvard Business Press, 2010)
by Ananth Raman
Drawing on cutting-edge retail analytics, Professor Ananth Raman and Marshall Fisher outline a practical approach to inventory management that leads to faster returns, fewer discounted offerings, and fatter profit margins. They also show that even small improvements in matching supply with demand can double a retailer's profit.
The Squam Lake Report: Fixing the Financial System (Princeton Press, 2010)
by David S. Scharfstein
In the fall of 2008, fifteen of the world's leading economists representing a broad spectrum of economic opinion gathered at New Hampshire's Squam Lake to create a long-term plan for financial regulation reform. This book distills the insights from the ongoing collaboration that began at these meetings and sets forth a nonpartisan plan of action.
Seven Strategy Questions: A Simple Approach for Better Execution (Harvard Business Press, 2010)
by Robert L. Simons
Professor Robert Simons presents seven key questions (e.g., Who is your primary customer? How are you generating creative tension?) managers must continually ask to enable their company to win in the marketplace. With this approach, executives can identify critical gaps in their strategy execution processes, focus on the most important choices they make, and understand what's at stake in each one.