The Mysterious Art and Science of Knowledge-Worker Performance - Thus far, researchers and managers alike have a very limited understanding of what makes knowledge workers tick. But by manipulating two key leverage points, companies can begin to shift the balance from art toward science.
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|Authors:||Davenport, Thomas H.; Thomas, Robert J.; Cantrell, Susan|
MIT sloan management review. - Cambridge, Mass : MIT, ISSN 1532-9194, ZDB-ID 2039388X. - Vol. 44.2002, 1, p. 23-30
Cantrell, Susan, (2006)
FIELDWORK - The Social Side of Performance - It takes more than superior abilities or expertise to become a high-performing knowledge worker. It takes connections. But high performers are much more than "social butterflies," say the authors. Effective knowledge workers actively employ three tactics to build deep relationships that will be mutually beneficial over time.
Cross, Rob, (2003)
Davenport, Thomas H., (2003)
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