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.
| Year of publication: |
2002
|
|---|---|
| Authors: | Davenport, Thomas H. ; Thomas, Robert J. ; Cantrell, Susan |
| Published in: |
MIT sloan management review. - Cambridge, Mass : MIT, ISSN 1532-9194, ZDB-ID 2039388X. - Vol. 44.2002, 1, p. 23-30
|