MARC Record from marc_columbia

LEADER: 04553cam a2200697Ma 4500
001 4247911
005 20221111173422.0
006 m o d
007 cr cn|||||||||
008 000404s2000 maua ob 001 0 eng d
035 $a(OCoLC)ocm43803233
035 $a(NNC)4247911
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020 $a0585118299$q(electronic bk.)
020 $a9780585118291$q(electronic bk.)
020 $a1578513154$q(electronic bk. ;$qAdobe Reader)
020 $a9781578513154$q(electronic bk. ;$qAdobe Reader)
020 $z1578511240
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037 $bOverDrive, Inc.$nhttp://www.overdrive.com
050 4 $aHD30.2$b.P486 1999eb
072 7 $aBUS$x083000$2bisacsh
072 7 $aBUS$x098000$2bisacsh
082 04 $a658.4/038$221
084 $a85.05$2bcl
049 $aZCUA
100 1 $aPfeffer, Jeffrey.
245 14 $aThe knowing-doing gap :$bhow smart companies turn knowledge into action /$cJeffrey Pfeffer, Robert I. Sutton.
246 30 $aHow smart companies turn knowledge into action
260 $aBoston, Mass. :$bHarvard Business School Press,$c©2000.
300 $a1 online resource (xv, 314 pages) :$billustrations
336 $atext$btxt$2rdacontent
337 $acomputer$bc$2rdamedia
338 $aonline resource$bcr$2rdacarrier
504 $aIncludes bibliographical references (pages 271-294) and index.
505 00 $tKnowing "What" to Do Is Not Enough --$tWhen Talk Substitutes for Action --$tWhen Memory Is a Substitute for Thinking --$tWhen Fear Prevents Acting on Knowledge --$tWhen Measurement Obstructs Good Judgment --$tWhen Internal Competition Turns Friends into Enemies --$tFirms That Surmount the Knowing-Doing Gap --$tTurning Knowledge into Action --$tThe Knowing-Doing Survey.
588 0 $aPrint version record.
520 1 $a"The so-called knowledge advantage is a fallacy - even though companies pour billions of dollars into training programs, consultants, and executive education. The reason is not that knowledge isn't important. It's that most companies know, or can know, the same things. Moreover, even as companies talk about the importance of learning, intellectual capital, and knowledge management, they frequently fail to take the vital next step of transforming knowledge into action. The Knowing-Doing Gap 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."--Jacket.
520 8 $a"Jeffrey Pfeffer and Robert Sutton, identify the causes of the knowing-doing gap and explain how to close it."--Jacket.
650 0 $aKnowledge management.
650 0 $aOrganizational effectiveness.
650 6 $aGestion des connaissances.
650 6 $aEfficacité organisationnelle.
650 7 $aBUSINESS & ECONOMICS$xInformation Management.$2bisacsh
650 7 $aBUSINESS & ECONOMICS$xKnowledge Capital.$2bisacsh
650 7 $aKnowledge management.$2fast$0(OCoLC)fst00988184
650 7 $aOrganizational effectiveness.$2fast$0(OCoLC)fst01047852
650 17 $aKennismanagement.$2gtt
650 17 $aEffectiviteit.$2gtt
650 17 $aOrganisaties.$2gtt
650 7 $aEfficacité organisationnelle.$2rasuqam
650 17 $aGestion des connaissances.$2rasuqam
650 2 $aKnowledge Management
650 2 $aEfficiency, Organizational
655 0 $aElectronic books.
655 4 $aElectronic books.
700 1 $aSutton, Robert I.
776 08 $iPrint version:$aPfeffer, Jeffrey.$tKnowing-doing gap.$dBoston, Mass. : Harvard Business School Press, ©2000$z1578511240$w(DLC) 99028307$w(OCoLC)41096359
856 40 $uhttp://www.columbia.edu/cgi-bin/cul/resolve?clio4247911$zAll EBSCO eBooks
852 8 $blweb$hEBOOKS