The People who make organizations go - or stop

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<dc:creator>Cross, Rob</dc:creator>
<dc:creator>Prusak, Laurence</dc:creator>
<dc:date>2002-06-01</dc:date>
<dc:description xml:lang="es">The real work in most companies is done informally, through personal contacts. How can executives manage such amorphous networks? Start by focusing on those employees who play four critical linking roles: the central connector, the boundary spanners, the information brokers and the peripheral specialists</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/54542.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Organizaciones</dc:subject>
<dc:subject xml:lang="es">Corporaciones</dc:subject>
<dc:subject xml:lang="es">Estructura organizativa</dc:subject>
<dc:subject xml:lang="es">Directivos de empresas</dc:subject>
<dc:subject xml:lang="es">Organización del trabajo</dc:subject>
<dc:subject xml:lang="es">Productividad</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">The People who make organizations go - or stop</dc:title>
<dc:title xml:lang="es">Título: Harvard business review</dc:title>
<dc:relation xml:lang="es">En: Harvard business review. - Boston. - June 2002 ; p. 105-112</dc:relation>
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