Competitive advantage through people: unleashing the power of the work force

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Harvard Business School Press, 1994 - Business & Economics - 281 pages
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Competitive Advantage Through People explores why--despite long-standing evidence that a committed work force is essential for success--firms continue to attach little importance to their workers. The answer, argues Pfeffer, resides in a complex web of factors based on perception, history, legislation, & practice that continues to dominate management thought & action. Yet, some organizations have been able to overcome these obstacles. In fact, the five common stocks with the highest returns between 1972 & 1992--Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City, & Plenum Publishing--were in industries that shared virtually none of the characteristics traditionally associated with strategic success. What each of these firms did share is the ability to produce sustainable competitive advantage through its way of managing people. Pfeffer documents how they--& others--resisted traditional management pitfalls, & offers frameworks for implementing these changes in any industry.

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Competitive advantage through people: unleashing the power of the work force

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Pfeffer brilliantly unravels the social, political, and historical rationalizations that dominate managers' treatment of the work force. After demonstrating how successful firms overcome the ... Read full review

Contents

What Effective Firms Do with People
27
The Evidence for Slow Learning
81
Wrong Heroes Wrong Theories Wrong Language
93
Copyright

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About the author (1994)

Jeffrey Pfeffer is Thomas D. Professor of Organizational Behavior at the Graduate School of Business at Stanford. He is the author of six books, 90 articles and book chapters and has won numerous academic awards and honors for his research.