Competitive advantage through people : unleashing the power of the work force
Author(s)
Bibliographic Information
Competitive advantage through people : unleashing the power of the work force
Harvard Business School Press, c1994
Available at 49 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
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  United Kingdom
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Note
Includes bibliographical references (p. [255]-272) and index
Description and Table of Contents
Description
This text explores why, despite long-standing evidence indicating that a committed work-force is essential for success, firms continue to attach little importance to their workers. The answer, argues the author, resides in a complex web of factors based on perception, history, legislation and practice that continues to dominate management thought and action. He investigates each of these factors to get to the root of the problem. The work begins by examining why certain long-discredited perceptions of human behaviour persist in organizations. It then recounts the history of legislation and labour relations and their legacy of distrust and confrontation. Finally, it explores various aspects of the manager/employee relationship and highlights how it has been undermined. However, some organizations have been able to overcome these problems. Indeed, the five common stocks with the highest returns between 1972 and 1992 - Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City and Plenum Publishing - were in industries that shared virtually none of the characteristics traditionally associated with strategic success.
What each of these firms did share was the ability to produce sustainable competitive advantage through its use of managing people. The work documents how they, and others, resisted traditional management pitfalls, and offers frameworks for implementing these changes in any industry.
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