贫穷只是缺钱？忙碌只是缺时间？ 稀缺心态 才是一切稀缺的根源！ 哈佛大学终身教授、 麦克阿瑟天才奖 获得者塞得希尔 穆来纳森和普林斯顿大学心理学教授埃尔德 沙菲尔强强联合之作，继诺贝尔经济学奖获得者丹尼尔 卡尼曼《思考，快与慢》之后的又一部行为经济学重磅新作，《金融时报》2013年***十佳商业图书。 Product details Paperback: 304 pages Author: Sendhil Mullainathan,Eldar Shafir Publisher: Penguin (4 Sept. 2014) Language: English ISBN-10: 0141049197 ISBN-13: 9780141049199 Product Dimensions: 12.9 x 1.7 x 19.8 cm Sendhil Mullainathan, the 'most interesting young economist in the world', and Eldar Shafir, the 'most brilliant psychologist' of his generation, explain the hidden problem behind everything with Scarcity 在长期研究穷人和扶贫的过程中，塞德希尔 穆来纳森发现他和穷人的焦虑竟然类似：穷人缺钱，他

"As a manager, my purpose is to serve the greater goodby bringing people and resources together to create value that nosingle individual can create alone..." So begins the MBA Oath, conceived in early 2009 byMax Anderson, Peter Escher, and a team of Harvard Business Schoolstudents. They saw that in the wake of the financial crisis, theMadoff scandal, and other headlines, MBAs were being vilified.People were angry because business leaders, many of whom were MBAs,seemed not to care about anything beyond their own privateinterests. Many began to question the worth of business schools andthe MBA degree. The oath quickly spread beyond Harvard, becoming a worldwidemovement for a new generation of leaders who care about society aswell as the bottom line. Thousands of graduating MBAs have nowpledged to conduct themselves with honesty and integrity, just asmedical students swear by the Hippocratic oath before they canpractice. This book is the manifesto for the movement. It provides not only astrong case for wh

Tradition says there are three ways to grow a company’sprofits: Fire up the sales team with empty promises, cut costs anddownsize, or cook the books. But what if there’s a better way—a waythat nine amazingly profitable and well-run companies are alreadyembracing? Jason Jennings and his research team screened more than100,000 Amer?ican companies to find nine that rarely end up onmagazine covers, yet have increased revenues and profits by tenpercent or more for ten consecutive years. Then they interviewedthe leaders, workers, and customers of these quiet super?stars tofind the secrets of their astoundingly consistent and profitablegrowth. What they have in common is a culture—a community—based on ashockingly simple precept: Think big, but act small. It works forretailers like PETCO, Cabela’s, and O’Reilly Automotive,manufacturers like Medline Industries, service compa?nies likeSonic Drive-In, private educational companies like Strayer,industrial giants like Koch Enterprises, a

The No Asshole Rule was awarded a Quill Award as the Best Business Book of 2007. When Robert Sutton's "No Asshole Rule" appeared in the Harvard Business Review, readers of this staid publication were amazed at the outpouring of support for this landmark essay. The idea was based on the notion, as adapted in hugely successful companies like Google and SAS, that employees with malicious intents or negative attitudes destroyed any sort of productive and pleasant working environment, and would hinder the entire operation's success. Now using case studies from these and many more corporations that have had unquestioned success using variations of "The No Asshole Rule," Sutton's book aims to show managers that by hiring mean-spirited employees - regardless of talent - saps energy from everyone who must deal with said new hires. FEATURING A NEW CHAPTER ON THE RULE AND ITS SURPRISING IMPACT! In this new version of The No Asshole Rule, Bob Sutton provides an uproarious account of the world-wide reaction to his best-se