Experience and Educationis the best concise statement on education ever published by John Dewey, the man acknowledged to be the pre-eminent educational theorist of the twentieth century. Written more than two decades after Democracy and Education(Dewey's most comprehensive statement of his position in educational philosophy), this book demonstrates how Dewey reformulated his ideas as a result of his intervening experience with the progressive schools and in the light of the criticisms his theories had received. Analysing both "traditional" and "progressive" education, Dr. Dewey here insists that neither the old nor the new education is adequate and that each is miseducative because neither of them applies the principles of a carefully developed philosophy of experience. Many pages of this volume illustrate Dr. Dewey's ideas for a philosophy of experience and its relation to education. He particularly urges that all teachers and educators looking for a new movement in education should think in terms of the deeped and larger issues of education rather than in terms of some divisive "ism" about education, even such an "ism" as "progressivism." His philosophy, here expressed in its most essential, most readable form, predicates an American educational system that respects all sources of experience, on that offers a true learning situation that is both historical and social, both orderly and dynamic.

经验与教育 = Experience and education

?The stakeholder theory has been advanced and justified in the management literature on the basis of its descriptive accuracy, instrumental power, and normative validity. These three aspects of the theory, although interrelated, are quite distinct; they involve different types of evidence and argument and have different implications. In this article, we examine these three aspects of the theory and critique and integrate important contributions to the literature related to each. We conclude that the three aspects of stakeholder theory are mutually supportive and that the normative base of the theory-which includes the modern theory of property rights-is fundamental. If the unity of the corporate body is real, then there is reality and not simply legal fiction in the proposition that the managers of the unit are fiduciaries for it and not merely for its individual members, that they are . . . trustees for an institution [with multiple constituents] rather than attorneys for the stockholders.

http://www.faculty.wwu.edu/dunnc3/rprnts.stakeholdertheoryofcorporation.pdf

The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications

The ability to transfer best practices internally is critical to a firtn's ability to build competitive advantage through the appropriation of rents from scarce internal knowledge. Just as a firm's distinctive competencies tnight be dificult for other firms to imitate, its best prczctices could be dfficult to imitate internnlly. Yet, little systematic attention has been pcrid to such internal stickiness. The author analyzes itlterrzal stickiness of knowledge transfer crnd tests the resulting model using canonical correlation analysis of a data set consisting of 271 observations of 122 best-practice transfers in eight companies. Contrary to corzverztiorzrzl wisdom that blames primarily motivational factors, the study findings show the major barriers to internal knowledge transfer to be knowledge-related factors such as the recipient's lack oj absorptive capacity, causal anzbiguity, and an arciuous relationship between the source and the recipient. The identification and transfer of best practices cally are hindered less by confidentiality and legal is emerging as one of the most important and obstacles than external transfers, they could be widespread practical management issues of the faster and initially less complicated, all other latter half of the 1990s. Armed with meaningful, things being equal. For those reasons, in an era detailed performance data, firms that use fact- when continuous organizational learning and based management methods such as TQM, bench- relentless performance improvement are needed to marking, and process reengineering can regularly remain competitive, companies must increasingly compare the performance of their units along resort to the internal transfer of capabilitie~.~ operational dimensions. Sparse but unequivocal Yet, experience shows that transferring capaevidence suggests that such comparisons often bilities within a firm is far from easy. General reveal surprising performance differences between Motors had great difficulty in transferring manuunits, indicating a need to improve knowledge facturing practices between divisions (Kerwin and utilization within the firm (e.g., Chew, Bresnahan, Woodruff, 1992: 74) and IBM had limited suc

https://onlinelibrary.wiley.com/doi/pdf/10.1002/smj.4250171105

Exploring internal stickiness: Impediments to the transfer of best practice within the firm

Organizational Citizenship Behaviors: A Critical Review of the Theoretical and Empirical Literature and Suggestions for Future Research

A role congruity theory of prejudice toward female leaders proposes that perceived incongruity between the female gender role and leadership roles leads to 2 forms of prejudice: (a) perceiving women less favorably than men as potential occupants of leadership roles and (b) evaluating behavior that fulfills the prescriptions of a leader role less favorably when it is enacted by a woman. One consequence is that attitudes are less positive toward female than male leaders and potential leaders. Other consequences are that it is more difficult for women to become leaders and to achieve success in leadership roles. Evidence from varied research paradigms substantiates that these consequences occur, especially in situations that heighten perceptions of incongruity between the female gender role and leadership roles.

/pdf/role-congruity-theory-of-prejudice-toward-female-leaders-4ldbwpzzgm.pdf

Role congruity theory of prejudice toward female leaders.

The leadership challenge, 3rd ed.

Corporations are suffering from a lack of leadership. Too many managers are unwilling to take charge due to beliefs in tradtional myths such as successful leaders are stable and organized. The focus of this book is to help managers further their abilities as leaders. The authors have discussed leadership skills with other leaders to learn their strengths and weaknesses.

/pdf/the-leadership-challenge-how-to-get-extraordinary-things-3vq2s8i031.pdf

The leadership challenge: How to get extraordinary things done in organizations

Introduction: On Credibility and Character 1. Leadership is a Relationship 2. Credibility Makes a Difference 3. Discovering Your Self 4. Appreciating Constituents and Their Diversity 5. Affirming Shared Values 6. Developing Capacity 7. Serving a Purpose 8. Sustaining Hope 9. The Struggle to be Human Appendix: Studies on the Impact of Credibility and What Constitutes Credible Behavior Notes Acknowledgements The Authors Name Index Subject Index

Credibility: How Leaders Gain and Lose It, Why People Demand It

The Leadership Challenge: How To Get Extraordinary Things Done in Organizations. First Edition. The Jossey-Bass Management Series.

Introduction: Making Extraordinary Things Happen in Organizations 1 1 When Leaders Are at Their Best 9 The Five Practices of Exemplary Leadership Leadership Is a Relationship Putting It All Together: Credibility Is the Foundation PRACTICE 1 MODEL THE WAY 41 2 Clarify Values 43 Find Your Voice Affirm Shared Values 3 Set the Example 71 Live the Shared Values Teach Others to Model the Values PRACTICE 2 INSPIRE A SHARED VISION 99 4 Envision the Future 101 Imagine the Possibilities Find a Common Purpose 5 Enlist Others 127 Appeal to Common Ideals Animate the Vision PRACTICE 3 CHALLENGE THE PROCESS 155 6 Search for Opportunities 157 Seize the Initiative Exercise Outsight 7 Experiment and Take Risks 185 Generate Small Wins Learn from Experience PRACTICE 4 ENABLE OTHERS TO ACT 213 8 Foster Collaboration 215 Create a Climate of Trust Facilitate Relationships 9 Strengthen Others 241 Enhance Self-Determination Develop Competence and Confidence PRACTICE 5 ENCOURAGE THE HEART 271 10 Recognize Contributions 273 Expect the Best Personalize Recognition 11 Celebrate the Values and Victories 301 Create a Spirit of Community Get Personally Involved 12 Leadership Is Everyone s Business 329 Look to Leaders Everywhere Know How Important You Are Practice Reflect Remain Humble and Human Seize the Moment Remember the Secret to Success in Life Notes 347 Acknowledgments 375 About the Authors 379 Index 383 For Tae and Jackie with all our love. Thank you for all you do and all that you have given us.

Barry Z. Posner

Papers

The leadership challenge, 3rd ed.

The leadership challenge: How to get extraordinary things done in organizations

Credibility: How Leaders Gain and Lose It, Why People Demand It

The Leadership Challenge: How To Get Extraordinary Things Done in Organizations. First Edition. The Jossey-Bass Management Series.

The leadership challenge : how to make extraordinary things happen in organizations