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The chapters written by the four professors have a strong academic/pedagogic orientation. Dealing with basic issues in extreme analytic detail, they frequently belabor the obvious and often come across as though they have all the answers (chapters written by Sahlman were especially bad for this). The book does, however, provide some thought-provoking discussion and a reasonable introduction to the issues of assessing viability, planning and managing a new business, and of attracting resources. Some of the chapters not written by the professors provide a good "textbook" reference for subjects such as patent law, raising venture capital, and management technique in checklist style.
I give the book three stars for its rigorous analysis but not five because of its presumptuous tone and the fact that too many of the chapters lean toward the hypothetical. It lacks the genuine, practitioner-based input this subject deserves.
However, I often felt that it was missing more on the practical side. For example, there are a few case studies, but only on certain topics. It was missing more of the "been there, done that" perspective. Definitely there were stories, but in those there was more of a strategic analysis rather than visionary or inspirational.
Overall, this is a very good book to use as reference to certain topics, especially in an academic environment.
These articles offer an insight into the problems faced by a start-up as well as methods to prioritize their activities. It does offer ideas to entrepreneurs to manage and grow a start-up.
Overall a good collection of articles with some very contrasting schools of thought.
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