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Mit Fairness führen. Warum rücksichtsvolle Chefs erfolgreicher sind

Author: Kim, W. Chan ; Mauborgne, RenéeINSEAD Area: StrategyIn: Harvard Business Manager, no. 1, 1998 Language: GermanDescription: p. 60-70.Type of document: INSEAD ArticleNote: Please ask the Library for this articleAbstract: Never has the idea of fair process been more important for managers than it is today. Fair process turns out to be a powerful management tool for companies struggling to make the transition from a production-based to a knowledge-based economy, in which value creation depends increasingly on ideas and innovation. Fair process profoundly influences attitudes and behaviors critical to high performance. It builds trust and unlocks ideas. With it, managers can achieve even most painful and difficult goals while gaining the voluntary cooperation of the employees affected. Without fair process, even outcomes that employees might favor can be difficult to achieve - as the experience of an elevator manufacturer we'll call Elco illustrates
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Never has the idea of fair process been more important for managers than it is today. Fair process turns out to be a powerful management tool for companies struggling to make the transition from a production-based to a knowledge-based economy, in which value creation depends increasingly on ideas and innovation. Fair process profoundly influences attitudes and behaviors critical to high performance. It builds trust and unlocks ideas. With it, managers can achieve even most painful and difficult goals while gaining the voluntary cooperation of the employees affected. Without fair process, even outcomes that employees might favor can be difficult to achieve - as the experience of an elevator manufacturer we'll call Elco illustrates

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