Confronts the paradox of companies that know too much and do too little, by showing how some companies are successful at turning knowledge into action. Argues that executives must use plans, analysis, meetings, and presentations to inspire action, not as substitutes for action, and presents examples from dozens of companies to show how some overcome the knowledge-doing gap, why others fail, and how others avoid the gap. Pfeffer teaches organization behavior at Stanford Graduate School of Business. Sutton teaches organization behavior at Stanford's School of Engineering. Annotation c. Book News, Inc., Portland, OR