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Jay Barney

    January 1, 1954

    An American professor, he is best known for his foundational contributions to resource-based theory within strategic management. His work delves into how organizations build and sustain competitive advantage through their unique assets and capabilities. He emphasizes the practical application of strategic thinking for business success.

    Schulrechtliche Fallbeispiele für Lehrer
    Czego nie nauczyłem się na studiach biznesowych Zarządzanie w prawdziwym świecie
    The Secret of Culture Change
    What I Didn't Learn in Business School
    Strategic Management and Competitive Advantage. Concepts and Cases
    • 2023

      Find out how bold actions by visionary leaders can inspire powerful stories that drive culture change. Data indicates that most strategic efforts to change a company's culture fail. So how do companies succeed in this endeavor? A top strategy professor and two highly successful CEOs found that, in companies that had successfully changed their culture, leaders had taken dramatic actions that embodied the new cultural values. These actions inspired stories that became company legends, repeated in every department and handed on to new employees. Through compiling and analyzing 150 stories from business leaders who have achieved change, they identified 6 attributes that every successful culture change story has in common: 1. The actions that build these stories are authentic 2. These stories "star" the leader 3. They signal a clean break with the past, and a clear path to the future 4. They appeal to employee heads and hearts 5. They're often theatrical or dramatic 6. They're told, and re-told, throughout the organization With extensive and inspiring examples of stories containing these attributes, the authors illustrate how readers can harness the power of stories within their company in order to change or create a winning culture to align with any strategy.

      The Secret of Culture Change
    • 2010

      What I Didn't Learn in Business School

      • 234 pages
      • 9 hours of reading

      What I Didn't Learn in Business School is a compelling read---whether you're a recent business school grad struggling to apply your new knowledge or an experienced leader who already knows that no strategy is created in a vacuum. --Book Jacket.

      What I Didn't Learn in Business School
    • 2006

      For strategy/strategic management. For professors who want students to see connections between big ideas in strategy (thus understanding vs. memorizing), Barney/Hesterly provides an organizing framework (VRIO) as the foundation of the text. Students have a clear decision-making framework to use in analyzing cases and business situations.

      Strategic Management and Competitive Advantage. Concepts and Cases