books by Jeffrey Pfeffer     books:       Harvard Business Review on Organizational Learning2 reviews Etienne C. Wenger, William Snyder, ... Harvard Business School Press, 2001 Great Practitioner Guide! This is another great book in the extraordinary Harvard Business Review (HBR) paperback series. It is one of the books I highly recommend. This book begins with an outstanding article on communities of practice by Wenger & Snyder. If you can't read Wenger & Snyder's entire book, be sure to read this article/chapter. There is a chapter by Pfeffer & Sutton on the knowing-doing gap that's very ...             The External Control of Organizations: A Resource Dependence Perspective (Stanford Business Classics) Jeffrey Pfeffer, Gerald Salancik Stanford Business Books, 2003 Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories. The External Control ...             Competitive Advantage Through People: Unleashing the Power of the Work Force6 reviews Jeffrey Pfeffer Harvard Business School Press, 1996 Are there diamonds in here somewhere? Throughout the latter half of the twentieth century, American businesses have struggled to gain an international advantage through financial policies, improved efficiencies, and aggressive marketing to develop new and more prosperous markets. Despite these efforts, many American corporations are no longer the dominant force in the global economy they were in the late fifties and early sixties. ...             The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action32 reviews Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2000 Overcoming Inertia - Uniting New Knowledge with Action Two stellar professors use their experience and research to address the problem of organizational inertia in spite of our wide-spread and prevailing knowledge. The premise is that a gap exists between our knowledge and the application of that knowledge in business... and that it can be closed. It cites that every year 1,700 business books are published, 60 billion dollars spent on training, ...             What Were They Thinking?: Unconventional Wisdom About Management12 reviews Jeffrey Pfeffer Harvard Business School Press, 2007 Unconventional Common Sense Continuing a campaign to induce more common sense thinking into business management, Stanford Business School Professor and well-published author(12 books at last count) Jeffery Pfeffer utilizes materials from his Business 2.0 "The Human Factor" columns to tell us that common sense is not all that common. Or, at the very least to demonstrate that business leadership may not always consider the ...             Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management36 reviews Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 2006 Another thought provoking work from Pfeffer I've been an avid Pfeffer fan since 'Resource Dependency', so am inclined to give him 5 stars for anything he writes. The main themes in here are extremely thought provoking and are great for jogging one's brain to think thorough one's management assumptions. A few of his analogies are weak...I believe there are better cases as analogies for some of Pfeffer's points. He relies upon his ...             New Directions for Organization Theory: Problems and Prospects Jeffrey Pfeffer Oxford University Press, USA, 1997 In New Directions for Organization Theory, Jeffrey Pfeffer offers a comprehensive analysis and overview of the field of organization theory and its research literature. This work traces the evolution of organization studies, particularly its more recent history, and highlights the principle concepts and controversies characterizing the study of organizations. Pfeffer argues that the world of organizations has changed in several important ...             The Human Equation: Building Profits by Putting People First12 reviews Jeffrey Pfeffer Harvard Business School Press, 1998 Capitalists of People, not earnings Monarchs are rarely envisioned as capitalists because they need not earn the funds they spend. Capitalists are those who through the talents of others, and the development of talent, earn the profits distributed to shareholders who place faith in their ability to manage. While cost cutting, and particuarly, people cutting, may save money and enhance earnings, there is no capitalism involved ...             Managing With Power: Politics and Influence in Organizations13 reviews Jeffrey Pfeffer Harvard Business School Press, 1994 The ability to influence behavior, events and people Jeffrey Pfeffer is Professor of Organizational Behavior in the Graduate School of Business at Stanford University, California. Previously he has been at the University of Illinois, the University of California at Berkeley, and as a Visiting Professor at the Harvard Business School. He has written several business- and management-related books. This book consists of four parts, with each part ...             Harvard Business Review on Compensation1 review Alfred Rappport, Alfie Kohn, ... Harvard Business School Press, 2002 Same Old Stew, Just Re-Heated This book promised a great deal. Given the "new workforce" paradigm, I was eager to read about new compensation strategies that would meet their different interests. Instead we got this. What you'll read here is a rehashing of old, largely academical theories which have been proven flawed or outright wrong by success stories in the field. It was used, for example, as a call to arms by ...             Knowing "What" to Do Is Not Enough: Understanding the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 This chapter outlines the many facets of the knowing-doing problem--the challenge of turning knowledge about how to enhance organizational performance into actions consistent with that knowledge--and points toward possible solutions based on the successes of some organizations.             Turning Knowledge into Action: Reducing the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 This chapter summarizes the many sources of the knowing-doing gap and some ways of addressing it.             Six Dangerous Myths About Pay (HBR OnPoint Enhanced Edition)1 review Jeffrey Pfeffer Harvard Business Review, 2001 Debunking six myths about compensation and pay Jeffrey Pfeffer is Professor of Organizational Behavior at the Stanford Graduate School of Business. This article was published in the May-June 1998 issue of the Harvard Business Review. Pfeffer is the author of several business/management bestsellers. The author believes that there are six myths going around about pay: (1) Labor rates = labor costs; (2) You can cut labor costs by cutting labor ...             When Fear Prevents Acting on Knowledge: Understanding the Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton Harvard Business School Press, 1999 According to the authors, fear is an enemy of the ability to question the past or break free from precedent. In this chapter, they show how fear and distrust of management remain problems in many workplaces today, undermining organizational performance and, more specifically, the ability to turn knowledge into action.             EL FIN DE LA SUPERSTICION EN EL MANAGEMENT (Nuevos Paradigmas)1 review Jeffrey Pfeffer, Robert I. Sutton Urano, 2007 El Fin de la Superstición Esta versión la compré luego de haber leído la original en inglés "Hard Facts, Half Truths, and total nonsense". Me parece que la traducción es muy buena y la versión en español me permitió regalar el libro a una mayor audiencia en mi entorno natural que es en español. En cuanto a el contenido gerencial es excelente, creo que todo gerente debe leerlo para ser más crítico en su trabajo y más ...             To Make the Best Decisions, Demand the Best Data (HBR Article Collection) Jeffrey Pfeffer, Robert I. Sutton, ... Harvard Business Review, 2006 Your company's success hinges on the quality of the decisions you and your executive team make. No matter what the decision, you need hard data to select the best course of action. Yet many managers fail to gather adequate information while considering a crucial decision. They rely on their gut, or they embrace the latest "best" practice without investigating its risks. Even if there's evidence at hand suggesting the right course of action, they ...              search for books advantage, collection, companies, compensation, competitive, dangerous, decisions, dependence, directions, evidence, evidence-based, external, half-truths, influence, knowing-doing, knowledge, management, organization, organizational, organizations, paradigmas, perspective, problems, profiting, prospects, reducing, supersticion, unconventional, understanding, unleashing books:    Kindle - Amazon's New Wireless Reading Device This is the future of book reading. I have used it and love it! randomly chosen DVD: Frank Herbert's Dune (Sci-Fi TV Miniseries) (Special Edition Director's ... we recommend Another thought provoking work from Pfeffer Impressum - about us get your own tagboard