MARC Record from marc_columbia

LEADER: 02969mam a22003974a 4500
001 3000708
005 20221019185301.0
008 000718t20012001mau b 001 0 eng
010 $a 00059739
015 $aGBA1-Z7269
020 $a087584913X
035 $a(OCoLC)ocm44633045
035 $9ATE3860CU
035 $a3000708
040 $aDLC$cDLC$dUKM$dC#P$dOrLoB-B
042 $apcc
050 00 $aHD58.7$b.C6214 2001
082 00 $a302.3/5$221
100 1 $aCohen, Don,$d1946-$0http://id.loc.gov/authorities/names/n00097718
245 10 $aIn good company :$bhow social capital makes organizations work /$cDon Cohen, Laurence Prusak.
260 $aBoston :$bHarvard Business School Press,$c[2001], ©2001.
300 $axiii, 214 pages ;$c24 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical references (p. 187-197) and index.
505 00 $g1.$tIn Good Company --$g2.$tTrust --$g3.$tNetworks and Communities --$g4.$tSpace and Time to Connect --$g5.$tSocial Talk and Storytelling --$g6.$tThe Challenge of Volatility --$g7.$tThe Challenge of Virtuality.
520 1 $a"In Good Company examines the role that social capital - a company's "stock" of human connections such as trust, personal networks, and a sense of community - plays in thriving organizations. Laurence Prusak argues that social capital is so integral to business life that without it, cooperative action - and consequently productive work - isn't possible.
520 8 $aThe authors help today's leaders understand the nature and value of social capital, suggest ways they can encourage and enhance it, and explore how they can protect this vital but increasingly vulnerable resource in a volatile, virtual world.".
520 8 $a"Drawing on major social and economic theories, and the experiences of organizations including the World Bank, Aventis Pharma, Alcoa, Russell Reynolds, and UPS, In Good Company identifies the social elements that contribute to knowledge sharing, innovation, and high productivity. The authors show how almost every managerial decision - from hiring, firing, and promotion to implementing new technologies to designing office space - is an opportunity for social capital investment or loss.
520 8 $aThey also reveal the benefits that derive from investments in social capital, such as greater commitment and cooperation, increased talent retention, and more intelligent responses to customer needs."--BOOK JACKET.
650 0 $aOrganizational behavior.$0http://id.loc.gov/authorities/subjects/sh85095524
650 0 $aCorporate culture.$0http://id.loc.gov/authorities/subjects/sh85032896
650 0 $aQuality of work life.$0http://id.loc.gov/authorities/subjects/sh85109447
650 0 $aSocial capital (Sociology)$0http://id.loc.gov/authorities/subjects/sh00009986
700 1 $aPrusak, Laurence.$0http://id.loc.gov/authorities/names/n90657540
852 00 $boff,bus$hHD58.7$i.C6214 2001