New Books by Dartmouth Authors: Tuck School of Business

Summarizing the current state of knowledge on the links between business and climate change, this timely Handbook analyzes how businesses contribute to and are affected by climate change, looking closely at their centrality in developing and deploying solutions to address this problem. Contributions from a global collection of scholars and practitioners explore a broad range of key industries' impacts and responses to climate change, examining corporate strategy and leadership in the climate economy, functional perspectives and corporate practice, and climate finance. Chapters use diverse case studies to analyze climate-related business issues, including supply chain management, decarbonization, consumer decision-making, and climate-related financial investments. The Handbook delves deeper into how businesses perceive the issue of climate change, how they are affected by and engage with it, as well as the impact they have and what this impact costs. Forward-thinking, it concludes with reflections from the contributors on what the future holds for businesses and climate change. Covering matters relating to finance, economics, marketing, operations, strategy, leadership and communications, this interdisciplinary Handbook will prove invaluable to students and scholars in business management, sustainability and environmental studies, as well as to sustainability officers (and their staff) in corporations. Addressing, as it does, a wide range of climate-related issues from the corporate standpoint, it will also prove to be a useful resource for policymakers concerned with enabling solutions to climate change.

Tuck School of Business (Wolfson)

There's something un-American and illogical about a market system where the price of a product bears no relation to the cost of its inputs. Yet we have lived with such a scheme in the dairy industry for decades: retail milk prices have stayed the same, while milk prices paid to farmers have plummeted. The dairy business is at the heart of the culture and economy of Vermont, just as it is of many other states. That fact meant little to Kirk Kardashian until he started taking his daughter to daycare at a dairy farm a few miles from his Vermont home--a farm owned by the same family for generations, but whose owners were now struggling to make ends meet. Suddenly, the abstractions of economics and commodities markets were replaced by the flesh and blood of a farm family whom he greeted every day. In the tradition of Michael Pollan and Eric Schlosser, Kardashian asks whether it is right that family farmers in America should toil so hard, produce a food so wholesome and so popular, and still lose money. This gripping investigation uncovers the hidden forces behind dairy farm consolidation, and explains why milk--a staple commodity subject to both government oversight and industry collusion--has proven so tricky to stabilize. Meanwhile, every year we continue to lose scores of small dairy farms. With passion, wit, and humor, Milk Money shows where we are now, how we got here, and where we might be going.

"Superbosses is the rare business book that is chock full of new, useful, and often unexpected ideas. After you read Finkelstein's well-crafted gem, you will never go about leading, evaluating, and developing talent in quite the same way."--Robert Sutton, author of Scaling Up Excellence and The No Asshole Rule "Maybe you're a decent boss. But are you a superboss? That's the question you'll be asking yourself after reading Sydney Finkelstein's fascinating book. By revealing the secrets of superbosses from finance to fashion and from cooking to comic books, Finkelstein offers a smart, actionable playbook for anyone trying to become a better leader."--Daniel H. Pink, author of To Sell Is Human and Drive A fascinating exploration of the world's most effective bosses--and how they motivate, inspire, and enable others to advance their companies and shape entire industries, by the author of How Smart Executives Fail. A must-read for anyone interested in leadership and building an enduring pipeline of talent. What do football coach Bill Walsh, restauranteur Alice Waters, television executive Lorne Michaels, technol­ogy CEO Larry Ellison, and fashion pioneer Ralph Lauren have in common? On the surface, not much, other than consistent success in their fields. But below the surface, they share a common approach to finding, nurturing, leading, and even letting go of great people. The way they deal with talent makes them not merely success stories, not merely organization builders, but what Sydney Finkelstein calls superbosses.   After ten years of research and more than two hundred interviews, Finkelstein--an acclaimed professor at Dartmouth's Tuck School of Business, speaker, and executive coach and consultant--discovered that superbosses exist in nearly every industry. If you study the top fifty leaders in any field, as many as one-third will have once worked for a superboss. While superbosses differ in their personal styles, they all focus on identifying promising newcomers, inspiring their best work, and launching them into highly successful careers--while also expanding their own networks and building stronger companies. Among the practices that distinguish superbosses: They Create Master-Apprentice Relationships. Superbosses customize their coaching to what each protégé really needs, and also are constant founts of practical wisdom. Advertising legend Jay Chiat not only worked closely with each of his employees but would sometimes extend their discussions into the night.   They Rely on the Cohort Effect.  Superbosses strongly encourage collegiality even as they simultaneously drive internal competition. At Lorne Michaels's Saturday Night Live, writers and performers are judged by how much of their material actually gets on the air, but they can't get anything on the air without the support of their coworkers.   They Say Good-Bye on Good Terms. Nobody likes it when great employees quit, but super­bosses don't respond with anger or resentment. They know that former direct reports can become highly valuable members of their network, especially as they rise to major new roles elsewhere. Julian Robertson, the billionaire hedge fund manager, continued to work with and invest in his former employees who started their own funds. By sharing the fascinating stories of superbosses and their protégés, Finkelstein explores a phenomenon that never had a name before. And he shows how each of us can emulate the best tactics of superbosses to create our own powerful networks of extraordinary talent.

Aligning for Advantage argues that to build and sustain business success, companies must synchronize competitive strategies with extant strategies for social engagement and political and regulatory activism. Moreover, to be credible and realizable, these external market and nonmarketstrategies need to be equally attuned with, and informed by, the internal corporate vision, values, and culture. The ability to align with and across both the market and the nonmarket is a key determinant of competitive advantage in a multipolar world economy.The book advances a managerial process and conceptual framework for aligning a company's business objectives and market positions with its political requirements and social obligations. Strategic alignment is a pragmatic and proactive approach for modern enterprises to engage with the forces andevents that impact on their business choices and actions, both at home and abroad. Companies must strive for a balanced and mutually reinforcing approach to corporate strategy, political activity, and social responsibility. In some cases alignment may mean deep, strategically embedded partnershipswith governments, NGOs, or other stakeholders. In others, alignment may take the form of looser, more ad hoc collaborations with outside organizations and institutions. No matter what the approach, however, the relationship between nonmarket and market strategies should be conscious and deliberate,not accidental nor artificially constructed. Truly aligned strategies seek to reconcile and modulate the sometimes conflicting external demands that a company encounters. This is done in a way that is appropriate for the firm's geographic and market positions while at the same time leveraging theoverall nonmarket strategy as a source of competitive advantage.

A New York Times, Wall Street Journal, USA Today, Amazon Bestseller Reverse Innovation is the new business idea everyone is talking about. Why? Because it presents the blueprint for scaling growth in emerging markets, and importing low-cost and high impact innovations to mature ones. Innovation is no longer the exclusive domain of the Silicon Valley elite. Reverse Innovation will open your eyes to the fact that the dynamics of global innovation are changing--and if you want your firm to survive, you'd better pay attention. The gap between rich nations and emerging economies is closing. No longer will innovations travel the globe in only one direction, from developed to developing nations. They will also flow in reverse. CEOs of the world's most influential companies agree and have cited Reverse Innovation as their playbook for the next generation of global growth. Authors Vijay Govindarajan and Chris Trimble of the Tuck School of Business at Dartmouth explain where, when, and why reverse innovation is on the rise and why the implications are so profound. Learn how to make innovation in emerging markets happen and how such innovations can unlock even greater opportunity throughout the world. You'll follow some of the world's leading companies (including GE, Deere & Company, P&G, and PepsiCo) through stories that illustrate exactly what works and what doesn't. If you're in a Western economy, you need to accept that the future lies far from home. But the idea is not just for Western audiences. If innovation is at the heart of your company or your career, no matter where you practice business, Reverse Innovation is a phenomenon you need to understand. This book will help you do that.