學門類別
哈佛
- General Management
- Marketing
- Entrepreneurship
- International Business
- Accounting
- Finance
- Operations Management
- Strategy
- Human Resource Management
- Social Enterprise
- Business Ethics
- Organizational Behavior
- Information Technology
- Negotiation
- Business & Government Relations
- Service Management
- Sales
- Economics
- Teaching & the Case Method
最新個案
- A practical guide to SEC ï¬nancial reporting and disclosures for successful regulatory crowdfunding
- Quality shareholders versus transient investors: The alarming case of product recalls
- The Health Equity Accelerator at Boston Medical Center
- Monosha Biotech: Growth Challenges of a Social Enterprise Brand
- Assessing the Value of Unifying and De-duplicating Customer Data, Spreadsheet Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise, Data Supplement
- Building an AI First Snack Company: A Hands-on Generative AI Exercise
- Board Director Dilemmas: The Tradeoffs of Board Selection
- Barbie: Reviving a Cultural Icon at Mattel (Abridged)
- Happiness Capital: A Hundred-Year-Old Family Business's Quest to Create Happiness
The Diminishing Power of Push
內容大綱
The Power of Pull, written by John Hagel III, John Seely Brown, and Lang Davison, all of the Deloitte Center for the Edge, is a seven-chapter book published by Basic Books/Perseus Books Group. The subtitle is: How Smart Moves, Smartly Made, Can Set Big Things in Motion. Roughly the first half of the book discusses the concept of pull: the ability to harness the power of networks, drawing out people and resources as needed to address opportunities, and participating actively in a flow of knowledge rather than simply possessing knowledge. Pull helps access people and resources when required, attract people and resources that are relevant and valuable, and achieve personal potential more effectively by pulling from within the qualities of performance that success demands. The second part of the book explores how pull can be put into practice at the individual, institutional, and societal levels. Chapter 1 discusses what the authors call the "Big Shift" in organizational behavior from a "push" to a "pull" methodology. The ongoing catalysts for the Big Shift are the constant creation of new digital infrastructure; the easier flow of capital, talent, and knowledge; and the institutional innovations that the first two engender.