Notes
CHAPTER 1
ENDNOTES
1 “Unlock the Potential in All Your People,” Bloomberg BusinessWeek (January 28-February 3, 2013), p. 63.
2 “The Rise of Social Business,” Wall Street Journal (January 30, 2013), p. A14.
3 For historical foundations see Jay A. Conger, Winning ‘Em Over: A New Model for Managing in the Age of Persuasion (New York: Simon & Schuster, 1998), pp. 180–181; Stewart D. Friedman, Perry Christensen, and Jessica DeGroot, “Work and Life: The End of the Zero-Sum Game,” Harvard Business Review (November/December 1998), pp. 119–129; and C. Argyris, “Empowerment: The Emperor's New Clothes,” Harvard Business Review (May/June 1998), pp. 98–105.
4 For a general overview see Jay W. Lorsch (ed.), Handbook of Organizational Behavior (Englewood Cliffs, NJ: Prentice Hall, 1987); and Julian Barling, Cary Li Cooper, and Stewart Clegg (eds.), The Sage Handbook of Organizational Behavior, Volumes 1 and 2 (San Francisco: Sage, 2009).
5 Jeffrey Pfeffer and Robert I. Sutton, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (Boston: Harvard Business School Press, 2006). See also Jeffrey Pfeffer and Robert I. Sutton, “Management Half-Truths and Nonsense,” California Management Review 48.3 (2006), pp. 77–100; and Jeffrey Pfeffer and Robert I. Sutton, “Evidence-Based-Management,” Harvard Business Review (January 2006), R0601E.
6 Geert Hofstede, “Cultural Constraints in Management Theories,” Academy of Management Executive 7 (1993), pp. 81–94. ...
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