Showing papers in "Organizational Dynamics in 2001"

TL;DR: In this paper, the call came in late on Thursday afternoon and right away I wished I hadn’t answered the phone. We had received a last-second opportunity to bid on a sizable piece of work that the Partner on the other end of the line really wanted to pursue.

TL;DR: In this paper, the authors explore how companies can best grow their knowledge resources to create not simply competitive advantage, but sustainable competitive advantage by using knowledge and intellectual capital as the primary bases of core competencies and the key to superior performance.

TL;DR: The war for talent imagery overlooks the fact that effective teams often outperform even more talented collections of individuals, that individual talent and motivation is partly under the control of what companies do, and that what matters to organizational success is the set of management practices that create the culture.

TL;DR: Workers themselves are seeking out (and often getting) greater flexibility, negotiating arrangements that better meet their personal needs while contributing effectively to the firm as mentioned in this paper, and this individualized arrangement between valued workers and their employers is the product of a negotiation.

TL;DR: The concept of goal orientation as discussed by the authors has been studied extensively in the past few decades, and it has been shown that goal orientation can often be counterproductive for cultivating the use of self-management procedures, fostering skill development, and enhancing employee performance.

TL;DR: A harried lawyer as discussed by the authors argues that if she could just cut back to a three-day week, she would have time to do more with the PTA, join that book club, read thenewspaper in the morning, and be more present with the family.