상세정보

기업들이 훈련 프로그램, 컨설팅, 간부 교육 등에 매년 엄청난 돈을 쏟아 붓고 있음에도 불구하고 그런 활동들이 성과로 이어지진 않는다. 그런 식으로 쌓이는 지식은 해가 갈수록 많지만 왜, 이런 기업의 몸부림이 눈부신 성과로 이어지지 않는 것일까? 많은 경영자와 간부들이 알고 싶어하는 이유를 두 명의 저자가 수십 가지의 사례 연구를 통해 밝혀냈다.

조직 행동 분야의 세계적 석학인 스탠퍼드 대학의 제프리 페퍼와 로버트 서튼 교수는 이 책에서 누구나 알고 있는 평범하고 상식적인 경영 방침만으로 탁월한 성과를 내는 기업들의 공통점을 살펴본다. 그리고 아는 것을 실천하는 단순하고 너무 쉬워 보이는 일이야말로 무한 경쟁의 패러다임에서 기업들이 성공할 수 있는 방법임을 보여준다.

Confronts the paradox of companies that know too much and do too little, by showing how some companies are successful at turning knowledge into action. Argues that executives must use plans, analysis, meetings, and presentations to inspire action, not as substitutes for action, and presents examples from dozens of companies to show how some overcome the knowledge-doing gap, why others fail, and how others avoid the gap. Pfeffer teaches organization behavior at Stanford Graduate School of Business. Sutton teaches organization behavior at Stanford's School of Engineering. Annotation c. Book News, Inc., Portland, OR

Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

정보제공 :

CONTENTS

Preface = ⅸ

1 Knowing "What" to Do Is Not Enough = 1

2 When Talk Substitutes for Action = 29

3 When Memory Is a Substitute for Thinking = 69

4 When Fear Prevents Acting on Knowledge = 109

5 When Measurement Obstructs Good Judgment = 139

6 When Internal Competition Turns Friends into Enemies = 177

7 Firms That Surmount the Knowing-Doing Gap = 213

8 Turning Knowledge into Action = 243

Appendix : The Knowing-Doing Survey = 265

Notes = 271

Index = 295

About the Authors = 313