The Library
Browse books by subject and author. Open a profile where available, or view the book’s basic information. 72 books.
The 72 books this site’s guides are built from come first, then other books on the same subject.
60 of 72 books
Dave Ulrich
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For Human Resources to deliver sustainable business value, it must adopt an 'outside-in' perspective, aligning internal talent and culture practices with external stakeholder expectations and market realities.
Dave Ulrich
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To create competitive advantage, the Human Resources function must evolve from a focus on administrative activities to a business partnership that delivers measurable results by mastering four key roles: strategic partner, administrative expert, employee champion, and change agent.
Wayne F. Cascio
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A comprehensive guide for general managers on strategically managing human resources to enhance productivity, quality of work life, and profits in a globally competitive environment.
Peter Boxall & John Purcell
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An analytical exploration of how Human Resource Management (HRM) is a critical component of business strategy, essential for achieving organizational viability and sustained competitive advantage by adapting to various contexts.
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This book introduces 'talentship,' a strategic decision science that equips HR and business leaders to create sustainable competitive advantage by making differentiated investments in pivotal talent pools where performance has the greatest impact on strategic success.
Wayne F. Cascio & Herman Aguinis
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A comprehensive, research-based textbook that applies the principles of psychology to the field of human resource management to make organizations more effective and work more satisfying.
Michael Armstrong
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A comprehensive guide to aligning human resource strategies with business objectives to enhance organizational performance and achieve sustained competitive advantage.
Patterson, Kerry, Joseph Grenny etc.
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When stakes are high, opinions vary, and emotions run strong, mastering the skills of dialogue lets you speak honestly and safely about almost anything and turn tough moments into better results and relationships.
Gary A. Klein
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Experienced people make effective decisions not by rationally comparing options, but by using intuition born of experience to recognize situations and mentally simulate a single, workable course of action.
Christian Madsbjerg
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A passionate argument that rigorous engagement with the humanities—what the author calls sensemaking—is the essential, irreplaceable skill for understanding human behavior and making wise decisions in a world dangerously seduced by big data and algorithmic thinking.
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A busy manager's guide to working less hard and having more impact by making coaching a simple, daily habit built on seven essential questions.
Robert Kegan, Lisa Laskow Lahey
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A radical new model for unleashing a company's potential by creating a culture where everyone is dedicated to personal growth, turning weaknesses and errors into opportunities for development.
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A comprehensive handbook detailing the scientific foundations and evidence-based practices for selecting, appraising, and developing organizational members to enhance individual and firm performance.
Brian E. Becker, Mark A. Huselid & Richard W. Beatty
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Firms build sustainable competitive advantage not by winning a generic war for talent but by putting strategy first and disproportionately investing in the specific strategic positions ('A' positions) that drive their unique strategic capabilities.
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The real driver of high performance and satisfaction in modern work and life is not carrots and sticks but a third drive built on autonomy, mastery, and purpose.
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Effectiveness—doing the right things well—is not an inborn trait but a learnable set of habits that any knowledge worker can master to convert intelligence, knowledge, and ability into results.
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An introduction to the fundamentals of Human Resource Management (HRM) with a special emphasis on using people, data, and analytics to make strategic, data-informed decisions throughout the employee lifecycle.
Jim Collins
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Greatness in the social sectors comes not from becoming more like a business, but from disciplined application of timeless good-to-great principles adapted to diffuse power, mission-based success, and resource engines beyond profit.
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To achieve superior organizational performance and a sustainable competitive advantage, managers must reject flawed conventional wisdom and instead adopt evidence-based management, a practice of making decisions based on the best available facts and data.
Eric Schmidt
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Two of Google's most senior executives explain how to attract, manage, and unleash 'smart creatives' to build products and companies that thrive amid the disruptive change of the Internet Century.
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A measurement-driven framework for transforming human resources into a strategic asset by aligning the HR architecture with firm strategy and quantifying HR's contribution to firm performance.
Sean R. Valentine, Patricia Meglich .
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A comprehensive and practical guide for all managers on the essential concepts and techniques of modern human resource management to drive organizational performance, productivity, and profitability.
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A decision-science approach to human resource measurement that shows leaders how to estimate the financial impact of HR initiatives and make better, evidence-based investments in talent.
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Why organizations so often fail to act on what they already know, and what the rare firms that turn knowledge into action do differently.
Jesuthasan, Ravin, Creelman, David etc.
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To gain a competitive edge in a world where talent and work are no longer confined to traditional jobs, leaders must shift from managing employees to leading work by strategically designing assignments, organizations, and rewards.
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Management is the specific organ of modern institutions, whose core tasks are achieving the institution's purpose, making work productive and the worker achieving, and managing social impacts—all while balancing present needs with future innovation.
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Nine widely accepted 'truths' about work are actually lies born of organizations' desire for control, and freethinking leaders who ground their practices in evidence about teams, strengths, and human individuality can build higher-performing, more engaged, and more human workplaces.
Reed Hastings & Erin Meyer
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How Netflix built a high-performing, innovative company by increasing talent density and candor so it could progressively remove rules and controls, replacing them with a culture of Freedom and Responsibility.
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A comprehensive textbook explaining how to align human resource management practices with business strategy to gain a sustainable competitive advantage in a complex global environment.
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This authoritative handbook presents a comprehensive, analytical overview of Human Resource Management, arguing that it is a fundamental strategic activity whose effectiveness depends on its alignment with organizational strategy and its embeddedness within specific economic, sectoral, and societal contexts.
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This book synthesizes Peter Drucker's foundational management principles, arguing that the purpose of management is to make people's strengths productive and their weaknesses irrelevant to enable performance and achievement.
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A former Netflix executive reveals how to build a high-performance culture by replacing traditional HR policies with a radical commitment to freedom, responsibility, and relentless talent management.
Peter F. Drucker
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Management is the specific and distinct organ of the business enterprise, responsible for making resources productive by managing the business, managing managers, and managing work and workers to create a customer through marketing and innovation.
Ravin Jesuthasan & John Boudreau
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A practical four-step framework for leaders to deconstruct jobs into tasks and optimally combine human and automated work rather than asking which jobs robots will replace.
Edward E. Lawler III
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In the new economy where human capital is the chief source of competitive advantage, organizations must abandon traditional job- and seniority-based pay in favor of reward systems that pay the person, reward excellence, and tie compensation to performance.
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A concise research overview mapping fifty years of Strategic Human Resource Management, arguing that how work is organized and how people are managed can be a source of competitive advantage—yet is deeply shaped by shifting economic, technological, and social contexts.
Edward E. Lawler III
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Edward Lawler argues that pay systems, when strategically aligned with a company's business strategy and management style, can be a powerful and lasting source of competitive advantage rather than merely a cost of doing business.
Peter Cappelli
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To successfully manage talent in an age of uncertainty, companies must abandon outdated long-term planning and instead apply supply chain principles to strategically balance internal development and external hiring, manage risk, and align human capital with business needs.
Ram Charan, Dominic Barton & Dennis Carey
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A CEO playbook for transforming a strategy-first company into a talent-first organization where human capital is deployed as rigorously as financial capital.
Reid Hoffman, Ben Casnocha & Chris Yeh
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A practical framework for rebuilding trust between employers and employees by replacing the broken myths of lifetime employment and free agency with mutually beneficial 'alliances' organized around finite, mission-based 'tours of duty.'
Jeffrey Pfeffer
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Organizations achieve sustained profitability and competitive advantage by implementing a coherent system of seven people-centered management practices that build employee commitment and competence, contrary to flawed conventional wisdom.
Peter Cappelli
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The so-called skills gap is largely a myth; the real reason good people can't get jobs is that employers have adopted flawed hiring practices, unrealistic requirements, inadequate wages, and abandoned training.
Laszlo Bock
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Google's former head of People Operations reveals the data-driven, values-based people practices that any organization can adopt to attract, develop, and retain great people while making work more meaningful and free.
Daniel Kahneman
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A groundbreaking exploration of the two systems that drive the way we think—the fast, intuitive System 1 and the slow, deliberative System 2—revealing the pervasive cognitive biases that systematically shape our judgments and decisions in everything from financial markets to personal happiness.
Dan Ariely
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A behavioral economist demonstrates through clever experiments that human irrationality is not random but systematic and predictable, shaping the decisions we make about money, relationships, honesty, and happiness.
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Some things benefit from shocks, volatility, randomness, disorder, and stressors—and the book builds a systematic, nonpredictive way to identify, classify, and exploit this property called antifragility across health, economics, politics, technology, and ethics.
Karl E. Weick, Kathleen M. Sutcliffe
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Organizations that operate reliably under trying conditions do so by cultivating collective mindfulness—continuously tracking small failures, resisting oversimplification, staying sensitive to operations, committing to resilience, and deferring to expertise—so unexpected events are caught and contained before they become catastrophes.
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A practical guide to making better decisions by using a four-step process (WRAP) that counteracts the four biases that systematically undermine human judgment.
Mikael Krogerus and Roman Tschäppeler
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A compact workbook of fifty visual decision-making models drawn from business, psychology, and philosophy that help you structure complexity and make better choices about yourself, others, and the world.
Ryan Hamilton
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A scientific tour of how human decisions are actually made—through a metaphor of decision-making as a manufacturing process shaped by cognitive machinery, motivational controls, and informational inputs.
Incerto
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Our world is dominated by unpredictable, high-impact events ('Black Swans'), and our cognitive biases and flawed statistical tools make us blind to them, leading to catastrophic errors in forecasting and risk management.
Annie Duke
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A consumer psychologist reveals how human decisions are 'manufactured' from the interplay of cognitive machinery, motivational controls, and informational raw materials—and why we so predictably deviate from rational choice.
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An exploration of rapid cognition—the split-second, unconscious judgments we make in the blink of an eye—that reveals when these snap decisions serve us brilliantly and when they betray us catastrophically.
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The Cynefin framework helps leaders diagnose which of five decision contexts they face—simple, complicated, complex, chaotic, or disorder—and adapt their leadership style accordingly.
Hodgkinson, Gerard P., - Starbuck .
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A comprehensive academic handbook exploring the diverse theoretical, methodological, and practical aspects of organizational decision making from multiple disciplines including psychology, economics, and sociology.
Daniel Kahneman, Olivier Sibony etc.
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Human error stems as much from 'noise'—the unwanted and costly variability in our professional judgments—as from bias, and this book reveals its hidden impact and provides a systematic 'decision hygiene' toolkit to reduce it.
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A practical economics guide that reveals where the uncertainty in our lives comes from and how to use tools from economics and finance to manage risk rather than eliminate it.
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A guided tour of why smart, capable leaders and organizations make disastrous decisions—and how to design decision processes that harness collective intelligence to make better choices.
Scott E. Page
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A guide to becoming a 'many-model thinker' who confronts the complexity of the modern world by applying ensembles of formal models to reason, explain, design, communicate, act, predict, and explore.
Very Short Introductions
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A concise survey of how cognitive psychology explains human thinking, reasoning, and decision making, showing why we are often biased yet broadly intelligent, and proposing a dual-process 'two minds' account.