Academics and practitioners have attempted different answers to this question, referring to distinctive corporate cultures, track records of high performance, or distinctive ‘employer brands’ to explain what draws people in and produces their best work. But depressingly low rates of employee engagement all over the world remind us that there are scarcely grounds for complacency.
This new research does not simply focus on the sources of dysfunction and disengagement. Rather, it explores people’s positive visions for firms and how they are attempting to make these a reality.
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