%0 Journal Article %1 RefWorks:3937 %A O'Reilly, Charles A. %A Pfeffer, Jeffrey %D 2000 %J Human Resource Planning %K & BUSINESS CISCO COMPUTER CONSOLIDATION Inc PERSONNEL SUCCESS Systems business; corporations; in industry; management; merger of planning; %N 3 %P 38-52 %T Cisco Systems: Acquiring and Retaining Talent in Hypercompetitive Markets %U http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=6076088&site=ehost-live %V 23 %X As remarkable as Southwest Airlines is, some people will remain cynical about a company's ability to get extraordinary performance from ordinary people. After all, they will say, this is the age of the Internet, of high technology, of blinding speed and revolutionary change. In this world, the argument goes, only organizations with extraordinary talent are likely to prosper-and these people don't come cheap. As described by the magazine Fast Company, this new marketplace is also a "free agent nation," with workers pursuing their own careers and owing loyalty only to "the brand of you." While not trivializing the success of Southwest, the newer, hipper manager would note that running an airline is not exactly high tech. Sure, there are technical aspects to it, but fundamentally running an airline today is pretty much like it was 30 years ago. And whatever changes have occurred (for instance, the use of yield management software to help maximize revenues per flight or the ability to make reservations over the Web) have occurred comparatively slowly, giving management plenty of time to adjust. So, the fact that Southwest achieves its competitive success through clear values and tight alignment and consistency between its strategy and its people practices is interesting, but possibly not relevant for today's fast-paced world of high technology. ABSTRACT FROM AUTHOR; Copyright of Human Resource Planning is the property of Human Resource Planning Society and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

@article{RefWorks:3937, abstract = {As remarkable as Southwest Airlines is, some people will remain cynical about a company's ability to get extraordinary performance from ordinary people. After all, they will say, this is the age of the Internet, of high technology, of blinding speed and revolutionary change. In this world, the argument goes, only organizations with extraordinary talent are likely to prosper-and these people don't come cheap. As described by the magazine Fast Company, this new marketplace is also a "free agent nation," with workers pursuing their own careers and owing loyalty only to "the brand of you." While not trivializing the success of Southwest, the newer, hipper manager would note that running an airline is not exactly high tech. Sure, there are technical aspects to it, but fundamentally running an airline today is pretty much like it was 30 years ago. And whatever changes have occurred (for instance, the use of yield management software to help maximize revenues per flight or the ability to make reservations over the Web) have occurred comparatively slowly, giving management plenty of time to adjust. So, the fact that Southwest achieves its competitive success through clear values and tight alignment and consistency between its strategy and its people practices is interesting, but possibly not relevant for today's fast-paced world of high technology. [ABSTRACT FROM AUTHOR]; Copyright of Human Resource Planning is the property of Human Resource Planning Society and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)}, added-at = {2009-10-01T23:19:44.000+0200}, author = {O'Reilly, Charles A. and Pfeffer, Jeffrey}, biburl = {https://www.bibsonomy.org/bibtex/2f43d95aa7db9f5b52ff8dfbb1bbd0517/suzyky}, interhash = {12d9e563068e6c7461a9340e1b27e7ba}, intrahash = {f43d95aa7db9f5b52ff8dfbb1bbd0517}, journal = {Human Resource Planning}, keywords = {& BUSINESS CISCO COMPUTER CONSOLIDATION Inc PERSONNEL SUCCESS Systems business; corporations; in industry; management; merger of planning;}, month = {07}, note = {M3: Article}, number = 3, pages = {38-52}, timestamp = {2009-10-01T23:19:45.000+0200}, title = {Cisco Systems: Acquiring and Retaining Talent in Hypercompetitive Markets}, url = {http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=6076088&site=ehost-live}, volume = 23, year = 2000 }