LEADER 03932nam 2200589Ia 450 001 9910455110203321 005 20200520144314.0 010 $a0-674-03987-4 024 7 $a10.4159/9780674039872 035 $a(CKB)1000000000786954 035 $a(MiAaPQ)EBC3300533 035 $a(Au-PeEL)EBL3300533 035 $a(CaPaEBR)ebr10318530 035 $a(OCoLC)923111646 035 $a(DE-B1597)574571 035 $a(DE-B1597)9780674039872 035 $a(EXLCZ)991000000000786954 100 $a20050525d2006 uy 0 101 0 $aeng 135 $aurcn||||||||| 181 $ctxt$2rdacontent 182 $cc$2rdamedia 183 $acr$2rdacarrier 200 10$aPull$b[electronic resource] $enetworking and success since Benjamin Franklin /$fPamela Walker Laird 210 $aCambridge, Mass. $cHarvard University Press$d2006 215 $axiv, 439 p. $cill 225 1 $aHarvard studies in business history ;$v48 311 $a0-674-02553-9 320 $aIncludes bibliographical references (p. 341-420) and index. 327 $tFrontmatter -- $tContents -- $tIllustrations -- $tAcknowledgments -- $tINTRODUCTION Connections at Work -- $tCHAPTER 1 Social Capital and the Mechanisms of Success -- $tCHAPTER 2 Organizing and Synthesizing Social Capital -- $tCHAPTER 3 Social Rungs on Corporate Ladders -- $tCHAPTER 4 Contacts and Buffers -- $tCHAPTER 5 The Business of Integration -- $tCHAPTER 6 Strangers on the Ladder -- $tCHAPTER 7 Uncovering the Power of Pull -- $tCHAPTER 8 Social Tools for Self-Help -- $tNotes -- $tIndex 330 $aRedefining the way we view business success, Pamela Laird demolishes the popular American self-made story as she exposes the social dynamics that navigate some people toward opportunity and steer others away. Who gets invited into the networks of business opportunity? What does an unacceptable candidate lack? The answer is social capital--all those social assets that attract respect, generate confidence, evoke affection, and invite loyalty. In retelling success stories from Benjamin Franklin to Andrew Carnegie to Bill Gates, Laird goes beyond personality, upbringing, and social skills to reveal the critical common key--access to circles that control and distribute opportunity and information. She explains how civil rights activism and feminism in the 1960s and 1970s helped demonstrate that personnel practices violated principles of equal opportunity. She evaluates what social privilege actually contributes to business success, and analyzes the balance between individual characteristics--effort, innovation, talent--and social factors such as race, gender, class, and connections. In contrasting how Americans have prospered--or not--with how we have talked about prospering, Laird offers rich insights into how business really operates and where its workings fit within American culture. From new perspectives on entrepreneurial achievement to the role of affirmative action and the operation of modern corporate personnel systems, Pull shows that business is a profoundly social process, and that no one can succeed alone. 410 0$aHarvard studies in business history ;$v48. 606 $aBusiness networks$zUnited States$xHistory 606 $aSuccess in business$zUnited States$xHistory 606 $aBusinesspeople$zUnited States$xHistory 606 $aSocial networks$zUnited States$xHistory 606 $aSocial capital (Sociology)$zUnited States 608 $aElectronic books. 615 0$aBusiness networks$xHistory. 615 0$aSuccess in business$xHistory. 615 0$aBusinesspeople$xHistory. 615 0$aSocial networks$xHistory. 615 0$aSocial capital (Sociology) 676 $a658 700 $aLaird$b Pamela Walker$f1947-$0915733 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910455110203321 996 $aPull$92052878 997 $aUNINA