Zoopa

The market for business knowledge is booming as companies looking to improve their performance pour millions of pounds into training programmes, consultants, and executive education. Why then, are there so many gaps between what firms know they should do and waht they actual do? This volume confronts the challenge of turning knowledge about how to improve performance into actions that produce measurable results. The authors identify the causes of this gap and explain how to close it.

Bailey Ventura is convinced she’s met Mr. Right when she goes to Las Vegas and is rescued from a defective shower by gorgeous head of casino security, Carter Davis. Charming and swoon-worthy, not to mention an Elvis tribute artist, Carter is just the kind of man Bailey can see herself growing old with. Problem is, she lives in small-town Washington State, while Carter appears content to remain basking in the glow of the ever-flashing neon lights of Sin City. So what does a girl do to keep the relationship going? She wins a sexy red Thunderbird convertible! Bailey has come up with the perfect excuse for inviting Carter to take a road trip with her, and when he readily agrees to accompany her on the drive home, she thinks it’s because he wants to get to know her better. But Carter has an ulterior motive. He’s looking to get a million-dollar diamond out of Las Vegas. Will Carter’s involvement in a jewel heist lead Bailey down the road to heartbreak? Or will Carter choose love over a million-dollar rock?

Stop Wasting Precious Time and Money You have a complex problem at work, and you know the standard solutions: hire a consultant, enlist a superstar employee, have more meetings about it. In short, spend money and hours to dig your way out. But you’ve been down this road before—the so-called solution consumes your time, dollars, and resources, and yet the problem still reappears. There is a way out of this cycle. Organizational researchers Tanya Menon and Leigh Thompson, experts in collaboration and creativity, identify five spending traps that lead to this wasteful “action without traction”: The Expertise Trap: recycling old solutions on current problems The Winner’s Trap: investing additional resources into failing projects The Agreement Trap: avoiding conflict to feel like a team player The Communication Trap: communicating too frequently over too many channels The Macromanagement Trap: assuming your employees don’t need your direction Menon and Thompson combine their own research with other findings in psychology to provide strategies to break these unproductive habits and refine your skills as a manager. From shaping problems in new ways and learning from failure through experimentation, to stimulating productive conflict and structuring coordinated conversations, you can escape these traps and discover the value hidden in your organization—without spending a dime.

From the few tickets that were sold by Alaska Airlines and former British Midland in December 1995 via the industry’s first airline booking engine websites, global online travel has grown to generate today more than half a trillion dollars in annual revenue. This development has brought significant changes to the airline business, travel markets, and consumers. Today, airlines worldwide not only use e-commerce for online marketing and selling but also as a platform to offer unique services and capabilities that have no counterpart in the physical world. This book is an in-depth introduction to airline e-commerce. It covers a broad scope of areas that are essential to an airline’s ongoing digital transformation. Digital properties & features E-marketing E-sales & distribution Web customer service E-commerce organization E-commerce strategy Written by an airline e-commerce expert and illustrated with numerous examples of leading airlines in this area, Dr. Hanke provides for comprehensive "behind-the-scenes" details of how airline e-commerce works. This book is a crucial companion for students and practitioners alike because it allows the reader to acquire a thorough foundation of airline e-commerce. Furthermore, the book enables the reader to appreciate the ramifications of airline e-commerce in certain corporate areas and to take effective action for a successful e-commerce strategy.

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice.

This new volume is the first to bring together social and organizational psychologists to explore social identity theory in organizational contexts. The chapters are wide ranging - they deal with basic social identity theory, organizational diversity, leadership, employee turnover, mergers and acquisitions, organizational identification, cooperation and trust in organizations, commitment and work, and socialization and influence within organizations. This book is an integrative platform for a closer relationship between social psychologists and organizational psychologists who study social identity processes in organizations.