Best Business and Management Books
Here we list many of the most influential and highly-regarded books on business management.Want to review a book? Or suggest a book for listing here? Please contact us! We will give you attribution with a link if desired, or post your anonymous review.
|
The New York Times Pocket MBA Series Growing and Managing a Business
- 25 Keys to Building Your Company
by Kathleen Allen and Eric Conger |
|
Downsizing in America
- Reality, Causes, and Consequences
by William J. Baumol, Alan S. Blinder, Edward N. Wolff, Julian N. May |
|
The Portable MBA in Investment
by Peter L. Bernstein Wiley |
|
Start Run & Grow a Successful Small Business
- (CCH Business Owner's Toolkit series)
by CCH Incorporated CCH Incorporated |
|
Back to the Drawing Board
- Designing Corporate Boards for a Complex World
by Colin B. Carter and Jay W. Lorsch |
|
Profitable Growth is Everyone's Business
- 10 Tools You Can Use Monday Morning
by Ram Charan |
|
Seeing What's Next
- Using the Theories of Innovation to Predict Industry Change
by Clayton Christensen, Scott Anthony, and Erik Roth Harvard Business School Press The latest book by this best-selling business author is mostly recap of "The Innovator's Dilemma" and "The Innovator's Solution." so new readers of "disruptive innovation" could arguably start with this one. The book offers new case studies in five industries: health, education, aviation, semiconductors, and telecommunications. |
|
The Innovator's Dilemma
by Clayton M. Christensen What do the Honda Supercub, Intel's 8088 processor, and hydraulic excavators have in common? They are all examples of disruptive technologies that helped to redefine the competitive landscape of their respective markets. These products did not come about as the result of successful companies carrying out sound business practices in established markets. In The Innovator's Dilemma, author Clayton M. Christensen shows how these and other products cut into the low end of the marketplace and eventually evolved to displace high-end competitors and their reigning technologies. At the heart of The Innovator's Dilemma is how a successful company with established products keeps from being pushed aside by newer, cheaper products that will, over time, get better and become a serious threat. Christensen writes that even the best-managed companies, in spite of their attention to customers and continual investment in new technology, are susceptible to failure no matter what the industry, be it hard drives or consumer retailing. Succinct and clearly written, The Innovator's Dilemma is an important book that belongs on every manager's bookshelf. Highly recommended. --Harry C. Edwards (Amazon.com) |
|
The Innovator's Solution
- Creating and Sustaining Successful Growth
by Clayton M. Christensen and Michael E. Raynor |
|
Use What You've Got
- and Other Business Lessons I Learned from My Mom
by Barbara Corcoran and Bruce Littlefield |
|
The 7 Habits of Highly Effective People
by Stephen Covey The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change was a groundbreaker when it was first published in 1990, and it continues to be a business bestseller with more than 10 million copies sold. Stephen Covey, an internationally respected leadership authority, realizes that true success encompasses a balance of personal and professional effectiveness, so this book is a manual for performing better in both arenas. His anecdotes are as frequently from family situations as from business challenges. Before you can adopt the seven habits, you'll need to accomplish what Covey calls a "paradigm shift"--a change in perception and interpretation of how the world works. Covey takes you through this change, which affects how you perceive and act regarding productivity, time management, positive thinking, developing your "proactive muscles" (acting with initiative rather than reacting), and much more. This isn't a quick-tips-start-tomorrow kind of book. The concepts are sometimes intricate, and you'll want to study this book, not skim it. When you finish, you'll probably have Post-it notes or hand-written annotations in every chapter, and you'll feel like you've taken a powerful seminar by Covey. --Joan Price (Amazon.com) |
|
Thinking Strategically
- The Competitive Edge in Business, Politics, and Everyday Live
by Avinash Dixit and Barry Nalebuff (Contributor) |
|
The Portable MBA in Strategy
by Liam Fahey (Editor), Robert M. Randall (Editor) Wiley |
|
Lean Manufacturing
- Tools, Techniques, and How to Use Them
by William Feld |
|
The Lexus and the Olive Tree
- Understanding Globalization
by Thomas L. Friedman |
|
Authentic Leadership
- Rediscovering the Secrets to Creating Lasting Value
by Bill George |
|
Purple Cow
- Transform Your Business by Being Remarkable
by Seth Godin |
|
Mind Your Own Business
- A Maverick's Guide to Business, Leadership and Life
by Sidney Harman |
|
False Prophets
- The Gurus Who Created Modern Management…
by James Hoops …and Why Their Ideas are Bad for Business Today |
|
Beyond Budgeting
- How Managers Can Break Free from…
by Jeremy Hope and Robin Fraser …the Annual Performance Trap |
|
The Keystone Advantage
- What the New Dynamics of Business Ecosystems Mean for Strategy...
by Marco Iansiti and Roy Levien ...Innovation, and Sustainability |
|
Confidence
- How Winning Streaks and Losing Streaks Begin and End
by Rosabeth Moss Kanter |
|
Managerial Economics
- Economic Tools for Today's Decision Makers
by Paul G. Keat and Philip K.Y. Young |
|
Who Really Matters
- The Core Group Theory of Power, Privlege, and Success
by Art Kleiner |
|
The New York Times Management Reader
- Hot Ideas and Best Practices from the New World of Business
by David Leonhardt, Deidre Leipziger, Brent Bowers |
|
The Power of Full Engagement
- Managing Energy, Not Time, is the Key to High Performance and Personal Renewal
by Jim Loehr and Tony Schwartz |
|
The Recurrent Crisis in Corporate Governance
by Paul MacAvoy and Ira Millstein |
|
Competitive Solutions
- The Strategist's Toolkit
by R. Preston McAfee |
|
A Manager's Guide to Leadership
by Mike Pedler, John Burgoyne, and Tom Boydell |
|
Hard Landing
- The Epic Contest for Power and Profits That Plunged the Airlines into Chaos
by Thomas Petzinger and Thomas Petzinger, Jr. |
|
Free Agent Nation
- The Future of Working for Yourself
by Daniel H. Pink |
|
Competitive Advantage
- Creating and Sustaining Superior Performance
by Michael E. Porter |
|
Competitive Strategy
- Techniques for Analyzing Industries and Competitors
by Michael E. Porter |
|
The Substance of Style
- How the Rise of Aesthetic Value Is Remaking…
by Virginia Postrel ...Commerce, Culture, and Consciousness |
|
The 11th Element
- The Key to Unlocking Your Master Blueprint for Wealth and Success
by Robert Scheinfeld and Robert G. Allen |
|
The Rule of Three
- Surviving and Thriving in Competitive Markets
by Jagdish Sheth and Rajendra Sisodia The Rule of Three, by Jagdish Sheth and Rajendra Sisodia, offers an innovative take on corporate development that could help leaders put their own operations into a new context that improves competitive strategies and boosts market performance. Sheth and Sisodia, consultants and marketing professors, base it on their contention that just three major players ultimately emerge in all markets--such as ExxonMobil, Texaco, and Chevron in petroleum, and Gerber, Beech-Nut, and Heinz in baby foods. These giant "full-line generalists" are eventually surrounded by smaller "specialists" who successfully concentrate on niche products (such as high-end audio gear) or niche markets (like fashions for professional women), along with midsized "ditch-dwellers" who struggle to reach an audience in between (like second-tier airlines that compete with goliaths on price and regionals on service). The authors examine this pattern of market evolution and the "radical disruption" that can occur when technology or regulation changes or a new entry "succeeds in altering the rules" (as Starbucks did by sneaking up on coffee's Big Three). Appendices present helpful examples of the way this has shaken out in various industries. --Howard Rothman (Amazon.com) |
|
Trading Up
- The New American Luxury
by Michael Silverstein and Neil Fiske |
|
How to Grow When Markets Don't
by Adrian Slywotzky and Richard Wise, with Karl Weber |
|
The Wisdom of Crowds
- Why the Many are Smarter than the Few…
by James Surowiecki …and How Collective Wisdom Shapes Businesss, Economics, Societies, and Nations |
|
Fooled by Randomness
- The Role of Chance in Markets and Life
by Nassim Nicholas Taleb |
|
Double-Digit Growth
- How Great Companies Achieve It-No Matter What
by Michael Treacy After Michael Treacy finished writing his bestseller, The Discipline of Market Leaders, he continued to track the companies profiled to answer one major question: how do market-leading companies foster growth? In Double-Digit Growth: How Great Companies Achieve It—No Matter What the MIT Management Professor addresses this problem with a five-part portfolio of management disciplines. He offers case studies of well-known and little-known companies that have achieved growth year after year based on this diversified approach. His first three disciplines--"keep the growth you have already earned," "take business from your competitors," and "show up where the growth is going to happen"--may seem obvious, and even beyond the control of the average executive. But Treacy provides frameworks for applying each as business practice, not just wishful thinking. His fourth and fifth disciplines, "invade adjacent markets" and "invest in new lines of business," are perhaps the most controversial. Here, though, he is not advising rampant conglomeration. Rather, he stresses the need for acquisitions and expansions made based on reliable data predicting long-term growth with risk spread over diversified investments. Treacy is not presenting a step-by-step formula for success. Through his quick, readable prose he offers instead a course in mental re-training for executives. A management team must construct tools for tracking and measuring its success against each of the five growth disciplines, and it must build a corporate culture that instills growth as a core goal. While he offers no guarantees, his arguments are compelling, and the nuanced management strategies he suggests seem a plausible base for attaining predictable growth. --Patrick O’Kelley (Amazon.com) |
|
The Visual Display of Quantitative Information
by Edward R. Tufte Graphics Press |