Chasing Stars : : The Myth of Talent and the Portability of Performance / / Boris Groysberg.
It is taken for granted in the knowledge economy that companies must employ the most talented performers to compete and succeed. Many firms try to buy stars by luring them away from competitors. But Boris Groysberg shows what an uncertain and disastrous practice this can be. After examining the care...
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| Superior document: | Title is part of eBook package: De Gruyter Princeton University Press eBook-Package Backlist 2000-2013 |
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| Place / Publishing House: | Princeton, NJ : : Princeton University Press, , [2010] ©2010 |
| Year of Publication: | 2010 |
| Edition: | Course Book |
| Language: | English |
| Online Access: | |
| Physical Description: | 1 online resource (504 p.) :; 13 line illus. 18 tables. |
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Table of Contents:
- Frontmatter
- Contents
- Acknowledgments
- Introduction
- Part One. Talent and Portability
- 1. Moving On
- 2. Analysts' Labor Market
- 3. The Limits of Portability
- 4. Do Firms Benefit from Hiring Stars?
- Part Two. Facets of Portability
- 5. Stars and Their Galaxies: Firms of Origin and Portability
- 6. Integrating Stars: The Hiring Firm and Portability of Performance
- 7. Liftouts (Taking Some of It with You): Moving in Teams
- 8. Women and Portability: Why Is Women's Performance More Portable than Men's?
- Part Three. Implications for Talent Management: Developing, Retaining, and Rewarding Stars
- 9. Star Formation: Developmental Cultures at Work
- 10. Turnover: Who Leaves and Why
- 11. A Special Case of Turnover Stars as Entrepreneurs
- 12. Measuring and Rewarding Stars' Performance
- 13. Lessons from Wall Street and Elsewhere
- Appendix
- Notes
- Notes