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HBSP (USA)
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Competent Jerks, Lovable Fools, and the Formation of Social Networks (Spanish version)
Casciaro, Tiziana; Lobo, Miguel SousaArticle HBS-R0506ELeadership and People Managementthe competent jerk, who knows a lot but is unpleasant; the lovable fool, who doesn't know much but is a delight; the lovable star, who's both smart and likeable; and the incompetent jerk, who...well, that's self-explanatory. Of course, everybody wants to work with the lovable star, and nobody wants to work with the incompetent jerk. More interesting is that people prefer the lovable fool over the competent jerk. That has big implications for eve...Starting at €8.20
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Entering the Fundamental State of Leadership (Spanish version)
Quinn, Robert E.Article HBS-R0507FLeadership and People ManagementAm I results centered? (Am I willing to leave my comfort zone to make things happen?) Am I internally directed? (Am I behaving according to my values rather than bending to social or political pressures?) Am I other focused? (Am I putting the collective good above my own needs?) Am I externally open? (Am I receptive to outside stimuli that may signal the need for change?) When we can answer these questions in the affirmative, we're prepared to l...Starting at €8.20
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Learning in the Thick of It (Spanish version)
Darling, Marilyn; Parry, Charles; Moore, JosephArticle HBS-R0507GLeadership and People ManagementLessons must benefit the team that extracts them; the AAR process must start at the beginning of the activity; lessons must link explicitly to future actions; and leaders must hold everyone, especially themselves, accountable for learning.Starting at €8.20
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Managing for Creativity (Spanish version)
Florida, Richard; Goodnight, JamesArticle HBS-R0507LLeadership and People ManagementSAS has learned how to harness the creative energies of all its stakeholders, including its customers, software developers, managers, and support staff. Its framework for managing creativity rests on three guiding principles. First, help employees do their best work by keeping them intellectually engaged and by removing distractions. Second, make managers responsible for sparking creativity and eliminate arbitrary distinctions between "suits" an...Starting at €8.20
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The Triumph of Humility and Fierce Resolve (Spanish version)
Collins, JimArticle HBS-R0507MLeadership and People Managementhumility, will, ferocious resolve, and the tendency to give credit to others while assigning blame to themselves. Collins fleshes out his Level 5 theory by telling colorful tales about 11 such leaders from recent business history. He contrasts the turnaround successes of outwardly humble, even shy, executives like Gillette's Colman M. Mockler and Kimberly-Clark's Darwin E. Smith with those of larger-than-life business leaders like Dunlap and Iac...Starting at €8.20
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Hard Side of Change Management (Spanish version)
Sirkin, Harold L.; Keenan, Perry; Jackson, AlanArticle HBS-R0510GLeadership and People Managementproject duration, particularly the time between project reviews; integrity of performance, or the capabilities of project teams; the level of commitment of senior executives and staff; and the additional effort required of employees directly affected by the change. The DICE framework is a simple formula for calculating how well a company is implementing, or will be able to implement, its change initiatives. The framework comprises a set of simpl...Starting at €8.20
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A Players or "A Positions"? The Strategic Logic of Workforce Management (Spanish version)
Huselid, Mark A.; Beatty, Richard W.; Becker, Brian E.Article HBS-R0512GLeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Companies simply can't afford to have "A players" in all positions. Rather, businesses need to adopt a portfolio approach to workforce management, systematically identifying their strategically important A positions, supporting B positions and surplus C positions, ...Starting at €8.20
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Evidence-Based Management (Spanish version)
Pfeffer, Jeffrey; Sutton, Robert I.Article HBS-R0601ELeadership and People ManagementFor the most part, managers looking to cure their organizational ills rely on obsolete knowledge they picked up in school, long-standing but never proven traditions, patterns gleaned from experience, methods they happen to be skilled in applying, and information from vendors. They could learn a thing or two from practitioners of evidence-based medicine, a movement that has taken the medical establishment by storm over the past decade. A growing n...Starting at €8.20
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Momentos decisivos. Ejecutivos globales hablan sobre los desafíos que los marcaron como líderes
Kallasvuo, Olli-Pekka; Jackson, Gary; Humer, Franz; Gensler, Arthur; Petrov, Sergey; Klapmeier, Alan; Cummings, Alan B.; Aluwihare, DuleepArticle HBS-R0701ALeadership and People Management¿Cuándo te das cuenta de que tenía el material adecuado para dirigir? Los editores de HBR ponen esa pregunta a un grupo de líderes empresariales que representan diferentes industrias, nacionalidades, tenencia ejecutivos y tamaños de empresa. Las respuestas fueron tan diversos como el propio grupo. El CEO de Nokia Olli-Pekka Kallasvuo relata una lección de humildad, aprendió cuando era un joven director financiero y no estaba claro cada mes que la...Starting at €8.20
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El caso HBR: El modelo exacto del alto ejecutivo moderno
Morrison, Mike; Mark, Reuben; Ray, Rebecca; Manderlink, George; Ulrich, DaveArticle HBS-R0701BLeadership and People ManagementUna crisis de liderazgo ha entrado en erupción en Barker Foods. Doug Lothian, el director nacional de ventas de la división de chocolates y confites, fue simplemente despedido por tomar algunas decisiones malas de marketing, adopción de conductas cuestionables de venta, y, en última instancia, la pérdida de la confianza de sus clientes y su personal. Como resultado, hay un cisma en ventas. Los altos directivos se preguntan si un modelo de compete...Starting at €8.20