Promotion also offers an incentive for performing well and provides a sense of fairness and justice in the work place. Finally promotion ensures that people in management positions actually know something about the technology, process and operations that they are managing. But once achieved, competitive advantage obtained is likely to be substancially more enduring and more difficult to duplicate. It provides a way of connecting the various individual practices into a coherent whole. Such a philosophy permits to enable people in the organization to persist and experiment when things don't work out inmediately, and on the other hand makes it easier to explain what the organization is doing, justify it and mobilize support form internal and external constituencies.
Many companies write it in public documents or books.
Despite the clarity of principles of these practices many companies don t follow them. The author says the answer to this question raises in the problems to diffuse and sustain these practices, and on the other hand raises in the availability of information about its effectiveness. Related to the first point , the conclusion is that difussion is not large enough. These theories provide useful ways of thinking about potential policies and practices to manage workforce. Negotiations with workers are almost always described in win-lose terms.