Books

Besides many articles, Paul has written ten books. His first book Experiments on Decisions Under Risk (Kluwer Nijhoff Publishing, 1980) received a two-page profile in Fortune Magazine. With J. Edward Russo he wrote Decision Traps (Doubleday, 1989; Simon & Schuster, 1990) which discusses various biases in decision making (as profiled in Newsweek). With Kleindorfer and Kunreuther, Schoemaker wrote an acclaimed graduate-level text titled Decision Sciences: An Integrative Perspective (Cambridge University Press, 1993). With George Day, he edited the book Wharton On Managing Emerging Technologies (Wiley, 2000). He wrote Winning Decisions (Doubleday, 2002) with J. Edward Russo and published a managerial book about scenario planning titled Profiting from Uncertainty. Schoemaker published Peripheral Vision with George Day (Harvard Business School Press, 2006) and wrote Chips, Clones, and Living Beyond Hundred (Pearson Publishing, 2010) with his wife Joyce. His last two books deal with innovation and leadership, titled Brilliant Mistakes (Wharton Digital Press, 2011) and Winning the Long Game (PublicAffairs/Perseus, 2014).

Below you will find abstracts and some further details on these books, as well as a link to order them. Entries marked with an * are managerial in focus; the others are more academic.  Paul’s books have been translated 34 times in some foreign country, covering a total of 14 languages.


Krupp, Steven and Paul J.H. Schoemaker, Winning the Long Game:  How Strategic Leaders Shape the Future, Public Affairs Imprint of Perseus, Dec 2014.*

Examples of the praise received for Winning the Long Game:

“ … Compelling and useful...This important book combining strategy and leadership makes it one of a kind.”

–Raghu Krishnamoorthy, vice president, executive development, and chief learning officer, General Electric

I loved the anecdotes, from so many angles.  Finally a book on strategic leadership that is grounded in real word situations!”

–Jean Pierre Garnier, Chairman of the Board, Actelion; Operating Partner, Advent International; Retired Chief Executive Officer, GlaxoSmithKline

“…a captivating case for strategic leadership, thinking broadly and acting decisively.” 

–Michael Useem, Professor of Management and Director of the Center for Leadership and Change at the Wharton School, University of Pennsylvania


Schoemaker, Paul J. H., Brilliant Mistakes:Finding Success on the Far Side of Failure, Wharton Digital Press,  Fall 2011.*

Examples of the praise received for Brilliant Mistakes:

“Schoemaker presents broad and deep perspectives on why mistakes remain underutilized portals of discovery in most organizations. Although it may disrupt your mental models, this engaging, wide-ranging, and innovative book is a must-read.”

–Clay Christensen, Kim B. Clark Professor of Business Administration, Harvard University, author of The Innovator’s Dilemma, The Innovator’s Prescription, and The Innovator’s Solution

“Brilliant Mistakes is an utterly brilliant book. I love ideas that are counterintuitive! Most of my competitors won’t get it because it is not logical. To think that so many innovations are mined from the world of unintended consequences sets the whole paradigm of innovation on its ears. Kudos to Schoemaker for highlighting such an important aspect of creating value from unexpected outcomes! It is a must-read for every researcher and innovation leader in every organization.”

–Larry Huston, CEO, 4iNNO; Former Innovation Officer, Procter & Gamble; and Creator of the Connect + Develop Innovation Business Model

“In a world of continual change, the key insights of this provocative book are even more crucial. Finding ways to uncover hidden assumptions by shaping a portfolio of potential mistakes puts a whole new spin on how we should think about our exploration and learning strategies. This book is both brilliant and fun to read.”

–John Seely Brown, Coauthor, The Power of Pull and A New Culture of Learning; Former Chief Scientist of Xerox Corporation and Director of its Palo Alto Research Center (PARC)


Schoemaker, Paul J. H. and Schoemaker, Joyce A., Chips, Clones and Living Beyond 100, Pearson Publishing, 2009, 216 pages

Examples of the praise received for Chips, Clones and Living Beyond 100:

“The Schoemakers have given us an incredibly useful book to stimulate that thinking and to shed light on what the next two decades might and should hold in store.  One could not ask for a better guidebook to an exciting if challenging future.”

–Professor Arthur L Caplan, Director of the Center for Bioethics and Hart Professor, University of Pennsylvania

“What a fascinating book!!! The authors have really mastered all the aspects (social, human, scientific and business) of the biomedical revolution that is taking place this century. Awesome.”

–Giancarlo Barolat, M.D., Director, Barolat NeuroScience, formerly Professor of Neurosurgery at Thomas Jefferson University, Philadelphia.

“Wonderfully comprehensive, yet still digestible for non-scientists. Wish I had this book when we examined some healthcare innovation opportunities at GE; it would have provided a great foundation for the team.”

–Patia McGrath, Global Director – Innovation and Strategic Connections, Corporate Marketing, General Electric.


Day, George S. and Schoemaker, Paul J. H., Peripheral Vision, Harvard Business School Press, May 2006.*

Examples of the praise received for Peripheral Vision:

“In this very engaging book, Professors Day and Schoemaker tackle the principal reason for strategic failure – the inability to interpret weak signals. The dominant logic and inertia in organizations are so powerful that leaders must make a conscious effort to overcome the resultant ‘vigilance gap.’ This book provides a methodology for ‘seeing the future and acting on it.’ A must-read for managers and strategists.”

–C.K. Prahalad, Ph.D., Paul and Ruth McCracken Distinguished University Professor, Stephen M. Ross School of Business, University of Michigan

“Great growth opportunities and dangerous threats are rarely obvious at the beginning. ‘Peripheral Vision’ is a sound, practical guide that helps managers to determine which developments on the periphery of their corporate vision they can safely ignore, and which ones pack the disruptive potential to fundamentally change the world in which they compete.”

–Clayton M. Christensen, Ph.D., Robert and Jane Cizik Professor of Business Administration, Harvard Busines School


Schoemaker, Paul J. H., Profiting From Uncertainty: Strategies For Succeeding No Matter What The Future Brings, Free Press, July 2002.*

An example of the praise received for Profiting from Uncertainty:

“Paul Schoemaker belongs to an extremely exclusive club — the one for business authors who are both leading edge practitioners and academic researchers. As a result, ‘Profiting from Uncertainty’ is an extraordinary book that offers eminently practical, yet theoretically pure, advice for managers in these uncertain times.

–Hugh Courtney, Ph.D., McKinsey Consultant and author of 20/20 Foresight


Russo, J. Edward and Schoemaker, Paul J. H., Winning Decisions: Getting It Right the First Time, Doubleday, Nov. 2001. *

Some of the praise received for Winning Decisions:

“In Winning Decisions, Jay Russo and Paul Schoemaker shed much-needed light on one of the most complex processes we go through every day. Exhaustively researched yet written with clarity and verve, it offers tools, skills, lessons, and insights that you will not find in any other publication. This is a book that will benefit manager and executive, whatever their field.”

–Ken Blanchard, coauthor, The One Minute Manager©


Day, George and Schoemaker, Paul J.H. (eds), Wharton on Managing Emerging Technologies, Wiley, April 2000. *

Some of the praise received for Wharton on Managing Emerging Technologies:

“Assessing new technologies and anticipating their future impact on the process of drug discovery is a critical element of success in the pharmaceutical industry. In today’s era of dislocating, fast-moving progress, this book is an invaluable guide, filled with meaningful insights from experienced authors known for their excellent track record. A must read.”

–Jean-Pierre Garnier, Chief Executive Officer, GlaxoSmithKline


Kleindorfer, Paul, Kunreuther, Howard, and Schoemaker, Paul J. H., Decision Sciences: An Integrative Perspective, Cambridge University Press, 1993, 470 pp.

Some of the praise received for Decision Sciences:

“A wide-ranging, up-to-date and realistic analysis of the decision making process, from both descriptive and prescriptive points of view. Especially refreshing and valuable is the authors’ inclusion of problem formulation and generation of alternatives for choice as crucial elements in decision making, and their emphasis on how limits on information and ability to compute consequences shape the whole choice process.”

Herbert A. Simon, Nobel Laureate, Economics, Carnegie Mellon University


Russo, J. Edward., and Schoemaker, Paul J. H., Decision Traps, Hardcover, Doubleday Publishing Co., 1989, 280 pp. *

Paperback, Simon and Schuster 1990
(Published in British Commonwealth by Piatkus Books under the title: Confident Decision Making; Chinese, Spanish, Portugese, French and Dutch translations have appeared as well).

An example of the praise received for Decision Traps:

“Schoemaker and Russo’s ideas are highly praised by Shell managers for their practical value and applicability.”

–Ron C. van Beaumont, Head of Senior Management Education, Royal Dutch/Shell Group


Schoemaker, Paul J. H., Experiments on Decisions Under Risk: The Expected Utility Hypothesis, Boston, MA: Martinus Nijhoff Publishing Co., 1980, 233 pp.

An example of the praise received for Experiments on Decisions Under Risk:

“This valuable book summarizes research regarding the descriptive validity of expected utility theory.”

–Howard Kunreuther, Ph.D., Wharton Business School


If you would like to purchase any of these books, just click on the Amazon.com logo to order on-line. In Association with Amazon.com