傑弗瑞•菲佛（Jeffrey Pfeffer）

斯坦福大學商學研究院組織行為學教授，執教於1979年。他於卡內基大學取得自己的學士和碩士學位，在斯坦福拿到瞭自己的商學博士學位。菲佛曾在伊利諾斯州立大學、加利福尼亞州立大學伯剋利分校當過教員，在哈佛商學院做過訪問學者。他在全世界27個國傢講授過高級主管培訓班。他擔任過Aubidble Magic, Unicru和SonoSite公司的董事，亦是多傢學術刊物編輯委員會的成員。他在《商業2.0》月刊上開有專欄，與人閤作撰寫瞭11本書，還發錶過100多篇文章。

羅伯特•薩頓(Rober I.Sutton)

斯坦福大學工程學院管理科學與工程教授，是工作、技術和組織中心的副主任，斯坦福哈索•普拉特納設計協會的共同創辦人。他在密歇根大學獲組織心理學博士學位，於1983年開始在斯坦福執教。他曾獲《管理學刊》（Academy of Management journal）的最佳論文奬，尤金•L•格蘭特最佳教學奬、莫剋勒夫學術奬座，發錶文章兩度成為《哈佛商業評論》選齣的“突破性觀念”，本人亦入選《商業2.0》評選的當代頂尖商學“大師”。他是多傢學術刊物的編輯和編輯委員會，發錶過100多篇文章。他參與撰寫瞭《知行差距》，獨力撰寫的《行得通的怪點子》入選《哈佛商業評論》年度十佳商業書。

The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn’t wise at all—but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life – and shows how to finally turn this common sense into common practice.