WorldCat Identities

Sutton, Robert I.

Overview
Works: 55 works in 343 publications in 14 languages and 11,511 library holdings
Genres: Educational films  Nonfiction films  Filmed lectures  Periodicals 
Roles: Author, Speaker, Narrator, Editor, Creator, Other
Classifications: HD58.7, 650.13
Publication Timeline
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Most widely held works by Robert I Sutton
The no asshole rule : building a civilized workplace and surviving one that isn't by Robert I Sutton( Book )

30 editions published between 2007 and 2014 in 3 languages and held by 2,036 WorldCat member libraries worldwide

Dr. Robert Sutton spent years studying a phenomenon that almost everyone has experienced and/or participated in, while on the job: that breed of coworker specifically tasked with making work more difficult for everyone around them. Here he shows listeners effective ways to identify and combat these bullies, creeps, and despots while making a place of business more conducive for actual work
Good boss, bad boss : how to be the best-- and learn from the worst by Robert I Sutton( Book )

36 editions published between 2010 and 2013 in 9 languages and held by 1,438 WorldCat member libraries worldwide

Draws on real-life case studies and psychological research to explain what differentiates a good boss from a bad boss and explains what the best bosses do correctly
The knowing-doing gap : how smart companies turn knowledge into action by Jeffrey Pfeffer( Book )

41 editions published between 1998 and 2013 in 8 languages and held by 1,106 WorldCat member libraries worldwide

"The so-called knowledge advantage is a fallacy - even though companies pour billions of dollars into training programs, consultants, and executive education. The reason is not that knowledge isn't important. It's that most companies know, or can know, the same things. Moreover, even as companies talk about the importance of learning, intellectual capital, and knowledge management, they frequently fail to take the vital next step of transforming knowledge into action. The Knowing-Doing Gap confronts the paradox of companies that know too much and do too little by showing how some companies are successful at turning knowledge into action."--Jacket
Hard facts, dangerous half-truths, and total nonsense : profiting from evidence-based management by Jeffrey Pfeffer( Book )

21 editions published between 2006 and 2009 in 3 languages and held by 914 WorldCat member libraries worldwide

"Through evidence-based management, business leaders face the hard facts and act on the best evidence - trumping the competition. They also view common beliefs about effective management with healthy skepticism. To demonstrate the dangers lurking in such beliefs, the authors dismantle six widely held - but ultimately flawed - half-truths in core management areas including leadership, strategy, change, talent, incentives, and the connections between work and the rest of life. Pfeffer and Sutton describe how to identify and apply practices that are best for their companies, rather than blindly embrace what seems to have worked elsewhere."--Jacket
The no asshole rule by Robert I Sutton( )

18 editions published between 2007 and 2011 in English and held by 868 WorldCat member libraries worldwide

Dr. Robert Sutton spent years studying a phenomenon that almost everyone has experienced and/or participated in, while on the job: that breed of coworker specifically tasked with making work more difficult for everyone around them. Here he shows listeners effective ways to identify and combat these bullies, creeps, and despots while making a place of business more conducive for actual work
Scaling up excellence : getting to more without settling for less by Robert I Sutton( Book )

24 editions published between 2014 and 2016 in English and Chinese and held by 791 WorldCat member libraries worldwide

"In Scaling Up Excellence, bestselling author Bob Sutton and Stanford colleague Huggy Rao tackle the topic that obsesses businesses large and small, from start-ups to Fortune 500 companies--how to scale up their businesses and spread excellence throughout the organizational culture"--
Weird ideas that work : 11 1/2 practices for promoting, managing, and sustaining innovation by Robert I Sutton( Book )

11 editions published between 2002 and 2014 in English and held by 744 WorldCat member libraries worldwide

Introduces the proven rules that a company can use to promote innovation, arguing that the corporate world should hire misfits and encourage them to defy the existing culture and actively consider ideas that appear ridiculous or impractical
Readings in organizational decline : frameworks, research, and prescriptions( Book )

8 editions published in 1988 in English and held by 311 WorldCat member libraries worldwide

Good boss, bad boss by Robert I Sutton( Recording )

14 editions published in 2010 in English and No Linguistic content and held by 282 WorldCat member libraries worldwide

"Good Boss, Bad Boss delivers a definitive manifesto for anyone who has ever been elevated to a position of authority--and a blueprint of salvation for those who suffer because their bosses just don't seem to get it."--Container
Scaling up excellence : getting to more without settling for less by Robert I Sutton( Recording )

5 editions published between 2014 and 2017 in English and held by 179 WorldCat member libraries worldwide

Robert Sutton and Stanford colleague Huggy Rao tackle a challenge that determines every organization's success: scaling up farther, faster, and more effectively as a program or an organization creates a larger footprint. Drawing on inside accounts and case studies and academic research from a wealth of industries, Sutton and Rao identify the key scaling challenges that confront every organization
Good boss, bad boss : how to master the art of leadership by Robert I Sutton( Visual )

5 editions published between 2010 and 2014 in English and held by 155 WorldCat member libraries worldwide

The best are those who understand their people's opinions of them and what it's like to work for them. This is no easy task. People in power tend to focus on their own needs over the needs of others. They also believe they have a stronger positive influence over their people than they actually do. From peer-reviewed research and case studies, Professor Sutton found truly in-tune leaders share five hallmark characteristics. Program Highlights: The toxic tandem, the mum effect, and other challenges to being a good boss. Why good bosses make it safe to disagree. How to predict the most effective leaders in an organization. Great bosses are self-obsessed but not for egotistical reasons. Good bosses are "perfectly assertive": they are aware of people's reactions to them, and adjust, knowing when to push or back off. They have the "attitude of wisdom," dancing on the edge of overconfidence, but with a healthy dose of self doubt and humility. They use a "small wins" strategy, framing big, hairy goals in terms of small, manageable steps. And they eliminate the negatives in an organization, such as competitive superstars or rotten apples. Finally, the best bosses serve as a "human shield," protecting their people from harm, distractions, and indignities. Robert Sutton is a professor of organizational behavior, by courtesy, at the Stanford Graduate School of Business and a codirector of the Customer-Focused Innovation Executive Program. The author of several books, including Good boss, bad boss, he received his PhD in Organizational Psychology from the University of Michigan
Der Arschloch-Faktor : vom geschickten Umgang mit Aufschneidern, Intriganten und Despoten im Unternehmen by Robert I Sutton( Book )

27 editions published between 2006 and 2014 in 7 languages and held by 124 WorldCat member libraries worldwide

What workplace assholes do and why you know so many -- The damage done: why every workplace needs the rule -- How to implement the rule, enforce it, and keep it alive -- How to stop your "inner jerk" from getting out -- When assholes reign: tips for surviving nasty people and workplaces -- The virtues of assholes -- The no asshole rule as a way of life
Weird ideas that work : how to build a creative company by Robert I Sutton( Book )

5 editions published in 2007 in English and Dutch and held by 123 WorldCat member libraries worldwide

Introduces the proven rules that a company can use to promote innovation, arguing that the corporate world should hire misfits and encourage them to defy the existing culture and actively consider ideas that appear ridiculous or impractical
Hard facts, dangerous half-truths, and total nonsense : profiting from evidence-based management by Robert I Sutton( Visual )

6 editions published in 2006 in English and held by 77 WorldCat member libraries worldwide

Sutton discusses why companies need evidence-based management and explains how to practice and profit from this method of management
Objectif zéro-sale-con : petit guide de survie face aux connards, despotes, enflures, harceleurs, trous du cul et autres personnes nuisibles qui sévissent au travail by Robert I Sutton( Book )

5 editions published between 2007 and 2012 in French and English and held by 73 WorldCat member libraries worldwide

"Le sale con dégrade l'ambiance de travail, altère la performance de l'entreprise. Pire encore, il est un obstacle à votre épanouissement et à votre réussite. Pourtant, il peut être facilement identifié, puis neutralisé. Une méthode de management efficace et intelligente pour créer un environnement de travail cent pour cent Zéro-sale-con."--Éditeur
Research in organizational behavior : an annual series of analytical essays and critical reviews by Barry M Staw( Book )

19 editions published between 1999 and 2001 in English and held by 70 WorldCat member libraries worldwide

Volume 21 of Research in Organizational Behavior continues the tradition of innovation and theoretical development with eight diverse papers. Most of these papers present theory and propositions that make linkages between different levels of analysis. The subjects addressed include: a multilevel theory of self-serving behavior; individual, organizational and institutional processes which lead to environmental destruction; the role of collective mindfulness in high reliability organizations; the effect of digital communications technologies on work and organizations; and organizational identification
The knowing-doing gap : how smart companies turn knowledge into action by Robert I Sutton( Visual )

5 editions published in 2000 in English and held by 57 WorldCat member libraries worldwide

Identifies five sources of the inertia that stops action in its tracks: hollow talk, debilitating fear, destructive internal competition, poorly designed and complex measurement systems, and mindless reliance on precedent. Outlines eight strategies that drive out destructive management practices and pave the way for knowledge to be implemented
Weird ideas that work : 11 1/2 ways to promote, manage and sustain innovation by Robert I Sutton( Book )

7 editions published between 2001 and 2002 in English and Undetermined and held by 50 WorldCat member libraries worldwide

Harte Fakten, gefährliche Halbwahrheiten und absoluter Unsinn by Jeffrey Pfeffer( Book )

2 editions published in 2007 in German and held by 43 WorldCat member libraries worldwide

 
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Audience level: 0.29 (from 0.14 for The no ass ... to 0.90 for Faits et f ...)

The no asshole rule : building a civilized workplace and surviving one that isn't
Alternative Names
Robert I. Sutton Amerikaans academielid

Robert I. Sutton US-amerikanischer Hochschullehrer

Robert Sutton

Robert Sutton accademico statunitense

Sutton, R. I

Sutton Robert

Sutton, Robert 1954-

서튼, R. I

서튼, 로버트 I

サットン, ロバート

サットン, ロバート・I

ロバート・I.サットン

Languages
Covers
Good boss, bad boss : how to be the best-- and learn from the worstThe knowing-doing gap : how smart companies turn knowledge into actionHard facts, dangerous half-truths, and total nonsense : profiting from evidence-based managementThe no asshole ruleWeird ideas that work : 11 1/2 practices for promoting, managing, and sustaining innovationGood boss, bad bossDer Arschloch-Faktor : vom geschickten Umgang mit Aufschneidern, Intriganten und Despoten im UnternehmenWeird ideas that work : how to build a creative company