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Hard Facts, Dangerous Half-Truths And Total

Hard Facts, Dangerous Half-Truths And Total

Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management by Jeffrey Pfeffer, Robert I. Sutton

Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management



Download Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management




Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management Jeffrey Pfeffer, Robert I. Sutton ebook
ISBN: 1591398622, 9781591398622
Publisher: Harvard Business Press
Format: epub
Page: 288


The article discusses the role of beliefs in companies' strategic decisions. Sutton, Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management (Boston: Harvard Business School Press, 2006), 187. Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management. Being a Stanford graduate, I was already partial to the authors, two Stanford professors, before even starting to read Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management. Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management. One pattern they That's easy to say, maybe even obvious, but hard to do. Today's topic was inspired by a chapter from the book, “Hard Facts, Dangerous Half-Truths & Total Nonsense: Profiting from evidence-based management,” by Jeffrey Pfeffer & Robert Sutton. This attention to evidence has big payoffs. Conversations, with a presentation by Stanford Business School Professor Jeffery Pfeffer, author of the classic Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management. Sutton's new Hard Facts, Dangerous Half-Truths, & Total Nonsense: Profiting from Evidence-Based Management. Which is, coincidentally, the central message of Jeffrey Pfeffer and Robert I. Based on their research, the authors argue that distinctive beliefs, which they call uncommon sense, sometimes explain a firm's success.

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