Peter Ferdinand Drucker (/drkr/; German: [dk]; November 19, 1909

November 11, 2005) was an Austrian-born American management consultant, educator, and author,
whose writings contributed to the philosophical and practical foundations of the modern business
corporation. He was also a leader in the development of management education, he invented the
concept known as management by objectives and self-control,[1] and he has been described as "the
founder of modern management".[2]
Introduction
Drucker's books and scholarly and popular articles explored how humans are organized across the
business, government, and nonprofit sectors of society.[3] He is one of the best-known and most widely
influential thinkers and writers on the subject of management theory and practice. His writings have
predicted many of the major developments of the late twentieth century, including privatization and
decentralization; the rise of Japan to economic world power; the decisive importance of marketing;
and the emergence of the information society with its necessity of lifelong learning.[4] In 1959,
Drucker coined the term knowledge worker," and later in his life considered knowledge-worker
productivity to be the next frontier of management.[5] Peter Drucker gave his name to three
institutions: the Drucker Institute and the Peter F. Drucker and Masatoshi Ito Graduate School of
Management, both at Claremont Graduate University, and the Peter F. Drucker Academy.[6] The
annual Global Peter Drucker Forum in his hometown of Vienna, honors his legacy.
Biography
Drucker grew up in what he referred to as a "liberal" Lutheran Protestant household in Austria-
Hungary.[7] His mother Caroline Bondi had studied medicine and his father Adolf Drucker was a
lawyer and high-level civil servant.[8] Drucker was born in Vienna, Austria, in a small village named
Kaasgraben (now part of the 19th district of Vienna-Dbling).[9] He grew up in a home where
intellectuals, high government officials, and scientists would meet to discuss new ideas.[10] These
included Joseph Schumpeter, Friedrich Hayek and Ludwig von Mises. Hans Kelsen was his uncle.[11]
After graduating from Dbling Gymnasium in 1927,[11] Drucker found few opportunities for
employment in post-World War I Vienna, so he moved to Hamburg, Germany, first working as an
apprentice at an established cotton trading company, then as a journalist, writing for Der
sterreichische Volkswirt (The Austrian Economist).[8] Drucker then moved to Frankfurt, where he
took a job at the Daily Frankfurter General-Anzeiger.[12] While in Frankfurt, he also earned a
doctorate in international law and public law from the University of Frankfurt in 1931.[13]
In 1933, Drucker left Germany for England.[14] In London, he worked for an insurance company, then
as the chief economist at a private bank.[15] He also reconnected with Doris Schmitz, an acquaintance
from the University of Frankfurt, and they married in 1934.[16] The couple permanently relocated to
the United States, where he became a university professor as well as a freelance writer and business
consultant.
In 1943, Drucker became a naturalized citizen of the United States. He then had a distinguished career
as a teacher, first as a professor of politics and philosophy at Bennington College from 1942 to 1949,
then twenty-two years at New York University as a Professor of Management from 1950 to 1976.
Drucker went to California in 1971, where he developed one of the country's first executive MBA
programs for working professionals at Claremont Graduate University (then known as Claremont
Graduate School). From 1971 until his death, he was the Clarke Professor of Social Science and
Management at Claremont.[17] Claremont Graduate University's management school was named the
Peter F. Drucker Graduate School of Management in his honor in 1987 (later renamed the Peter F.
Drucker and Masatoshi Ito Graduate School of Management). He established the Drucker Archives at
Claremont Graduate University in 1999; the Archives became the Drucker Institute in 2006. Drucker
taught his last class in 2002 at age 92. He continued to act as a consultant to businesses and nonprofit
organizations well into his nineties.
Drucker died November 11, 2005 in Claremont, California of natural causes at 95.[18] He had four
children and is the grandfather of tech entrepreneur Nova Spivack, one of six grandchildren.[19][20]
Drucker's wife Doris died in October 2014 at the age of 103.[21]
Work and philosophy
Early influences
Among Drucker's early influences was the Austrian economist Joseph Schumpeter, a friend of his
fathers, who impressed upon Drucker the importance of innovation and entrepreneurship.[22] Drucker
was also influenced, in a much different way, by John Maynard Keynes, whom he heard lecture in
1934 in Cambridge.[23] I suddenly realized that Keynes and all the brilliant economic students in the
room were interested in the behavior of commodities, Drucker wrote, while I was interested in the
behavior of people.[24]
Over the next 70 years, Druckers writings would be marked by a focus on relationships among human
beings, as opposed to the crunching of numbers. His books were filled with lessons on how
organizations can bring out the best in people, and how workers can find a sense of community and
dignity in a modern society organized around large institutions.[3] As a business consultant, Drucker
disliked the term guru, though it was often applied to him; I have been saying for many years,
Drucker once remarked, that we are using the word guru only because charlatan is too long to fit
into a headline.[25]
As a young writer, Drucker wrote two pieces one on the conservative German philosopher
Friedrich Julius Stahl and another called The Jewish Question in Germany that were burned and
banned by the Nazis.[4]
The 'business thinker'
Drucker's career as a business thinker took off in 1942, when his initial writings on politics and society
won him access to the internal workings of General Motors (GM), one of the largest companies in the
world at that time. His experiences in Europe had left him fascinated with the problem of authority. He
shared his fascination with Donaldson Brown, the mastermind behind the administrative controls at
GM. In 1943 Brown invited him in to conduct what might be called a "political audit": a two-year
social-scientific analysis of the corporation. Drucker attended every board meeting, interviewed
employees, and analyzed production and decision-making processes.
The resulting book, Concept of the Corporation, popularized GM's multidivisional structure and led to
numerous articles, consulting engagements, and additional books. GM, however, was hardly thrilled
with the final product. Drucker had suggested that the auto giant might want to re-examine a host of
long-standing policies on customer relations, dealer relations, employee relations and more. Inside the
corporation, Druckers counsel was viewed as hypercritical. GM's revered chairman, Alfred Sloan,
was so upset about the book that he simply treated it as if it did not exist, Drucker later recalled,
never mentioning it and never allowing it to be mentioned in his presence.[26]
Drucker taught that management is a liberal art, and he infused his management advice with
interdisciplinary lessons from history, sociology, psychology, philosophy, culture and religion.[3] He
also believed strongly that all institutions, including those in the private sector, have a responsibility to
the whole of society. The fact is, Drucker wrote in his 1973 Management: Tasks, Responsibilities,
Practices, that in modern society there is no other leadership group but managers. If the managers of
our major institutions, and especially of business, do not take responsibility for the common good, no
one else can or will.[27]
Drucker was interested in the growing effect of people who worked with their minds rather than their
hands. He was intrigued by employees who knew more about certain subjects than their bosses or
colleagues, and yet had to cooperate with others in a large organization. Rather than simply glorify the
phenomenon as the epitome of human progress, Drucker analyzed it, and explained how it challenged
the common thinking about how organizations should be run.
His approach worked well in the increasingly mature business world of the second half of the
twentieth century. By that time large corporations had developed the basic manufacturing efficiencies
and managerial hierarchies of mass production. Executives thought they knew how to run companies,
and Drucker took it upon himself to poke holes in their beliefs, lest organizations become stale. But he
did so in a sympathetic way. He assumed that his readers were intelligent, rational, hardworking
people of good will. If their organizations struggled, he believed it was usually because of outdated
ideas, a narrow conception of problems, or internal misunderstandings.
Drucker developed an extensive consulting business built around his personal relationship with top
management. He became legendary among many of post-war Japans new business leaders trying to
rebuild their war-torn homeland. He advised the heads of General Motors, Sears, General Electric,
W.R. Grace and IBM, among many others. Over time he offered his management advice to nonprofits
like the American Red Cross and the Salvation Army. His advice was eagerly sought by the senior
executives of the Adela Investment Company, a private initiative of the worlds multinational
corporations to promote investment in the developing countries of Latin America.[28]
Drucker's writings
Drucker's 39 books have been translated into more than thirty-six languages. Two are novels, one an
autobiography. He is the co-author of a book on Japanese painting, and made eight series of
educational films on management topics. He also penned a regular column in the Wall Street Journal
for 10 years and contributed frequently to the Harvard Business Review, The Atlantic Monthly, and
The Economist.
His work is especially popular in Japan, even more so after the publication of "What If the Female
Manager of a High-School Baseball Team Read Druckers Management", a novel that features the
main character using one of his books to great effect, which was also adapted into an anime and a live
action film.[29] His popularity in Japan may be compared with that of his contemporary W. Edwards
Deming.[30]
Peter Drucker also wrote a book in 2001 called The Essential Drucker. It is the first volume and
combination of the past sixty years of Peter Drucker's work on management. The information gathered
is a collection from his previous findings, The Practice of Management (1954) to Management
Challenges for the 21st Century (1999), this book offers, in Drucker's words, "a coherent and fairly
comprehensive introduction to management". He also answers frequently asked questions from up and
coming entrepreneurs who tend to ponder the questionable outcomes of management.[17]
Key ideas
Drucker is considered the single most important thought leader in the world of management, and
several ideas run through most of his writings:
Decentralization and simplification.[31] Drucker discounted the command and control model
and asserted that companies work best when they are decentralized. According to Drucker,
corporations tend to produce too many products, hire employees they don't need (when a
 better solution would be outsourcing), and expand into economic sectors that they should
avoid.
The concept of "knowledge worker" in his 1959 book The Landmarks of Tomorrow.[32] Since
then, knowledge-based work has become increasingly important in businesses worldwide.
The prediction of the death of the "Blue Collar" worker.[33] The changing face of the US Auto
Industry is a testimony to this prediction.
The concept of what eventually came to be known as "outsourcing."[34] He used the example
of "front room" and "back room" of each business: A company should be engaged in only the
front room activities that are critical to supporting its core business. Back room activities
should be handed over to other companies, for whom these tasks are the front room activities.
The importance of the nonprofit sector,[35] which he calls the third sector (private sector and
the Government sector being the first two). Non-Government Organizations (NGOs) play
crucial roles in the economies of countries around the world.
A profound skepticism of macroeconomic theory.[36] Drucker contended that economists of all
schools fail to explain significant aspects of modern economies.
A lament that the sole focus of microeconomics is price, citing its lack of showing what
products actually do for us,[37] thereby stimulating commercial interest in discovering how to
calculate what products actually do for us; from their price.[38]
Respect for the worker. Drucker believed that employees are assets not liabilities. He taught
that knowledgeable workers are the essential ingredients of the modern economy, and that a
hybrid management model is the sole method of demonstrating an employee's value to the
organization. Central to this philosophy is the view that people are an organization's most
valuable resource, and that a manager's job is both to prepare people to perform and give them
freedom to do so.[39]
A belief in what he called "the sickness of government." Drucker made nonpartisan claims
that government is often unable or unwilling to provide new services that people need and/or
want, though he believed that this condition is not intrinsic to the form of government. The
chapter "The Sickness of Government"[40] in his book The Age of Discontinuity formed the
basis of New Public Management,[41] a theory of public administration that dominated the
discipline in the 1980s and 1990s.
The need for "planned abandonment." Businesses and governments have a natural human
tendency to cling to "yesterday's successes" rather than seeing when they are no longer
useful.[42]
A belief that taking action without thinking is the cause of every failure.
The need for community. Early in his career, Drucker predicted the "end of economic man"
and advocated the creation of a "plant community"[43] where an individual's social needs could
be met. He later acknowledged that the plant community never materialized, and by the 1980s,
suggested that volunteering in the nonprofit sector was the key to fostering a healthy society
where people found a sense of belonging and civic pride.[44]
The need to manage business by balancing a variety of needs and goals, rather than
subordinating an institution to a single value.[45][46] This concept of management by objectives
and self-control forms the keynote of his 1954 landmark The Practice of Management.[47]
 A company's primary responsibility is to serve its customers. Profit is not the primary goal,
but rather an essential condition for the company's continued existence and sustainability.[48]
A belief in the notion that great companies could stand among humankind's noblest
inventions.[49]
Do what you do best and outsource the rest is a business tagline first coined and
developed[50] in the 1990s by Drucker.[51] The slogan was primarily used to advocate
outsourcing as a viable business strategy. Drucker began explaining the concept of
outsourcing as early as 1989 in his Wall Street Journal (WSJ) article entitled Sell the
Mailroom.[52] In 2009 by way of recognition, Drucker was posthumously inducted into the
Outsourcing Hall of Fame for his outstanding work in the field.[53]
Criticism of Drucker's work
The Wall Street Journal researched several of his lectures in 1987 and reported that he was sometimes
loose with the facts. Drucker was off the mark, for example, when he told an audience that the English
language was the official language for all employees at Japans Mitsui trading company. (Druckers
defense: I use anecdotes to make a point, not to write history.)
Also, while Drucker was known for his prescience, he wasnt always correct in his forecasts. He
predicted, for instance, that the nations financial center would shift from New York to Washington.[54]
Others maintain that one of Druckers core concepts management by objectives is flawed and
has never really been proven to work effectively. Critic Dale Krueger said that the system is difficult
to implement, and that companies often wind up overemphasizing control, as opposed to fostering
creativity, to meet their goals.[55]
Drucker's classical book Concept of the Corporation criticized General Motors at a time when it was
the most successful corporation in the world. Many of GM's executives considered Drucker persona
non grata for a long time afterward. Although Alfred P. Sloan refrained from personal hostility toward
Drucker, he considered Drucker's critiques of GM's management to be "dead wrong". [56]
Awards and honors
Drucker was awarded the Presidential Medal of Freedom by US President George W. Bush on July 9,
2002.[57] He also received honors from the governments of Austria,[58] including the Grand Silver
Medal for Services to the Republic of Austria in 1974,[59] the Grand Gold Decoration for Services to
the Republic of Austria in 1991[60] and the Austrian Cross of Honour for Science and Art, 1st class in
1999[61] and Japan (Order of the Sacred Treasure, 3rd class; 24 June 1966[62]).
Drucker was the Honorary Chairman of the Peter F. Drucker Foundation for Nonprofit Management,
now the Leader to Leader Institute, from 1990 through 2002.[63] In 1969 he was awarded New York
Universitys highest honor, its Presidential Citation.[64] For his article, "What Makes an Effective
Executive", Harvard Business Review honored Drucker in the June 2004 with his seventh McKinsey
Award the most awarded to one person.[65] Drucker was inducted into the Junior Achievement US
Business Hall of Fame in 1996.[66] He received 25 honorary doctorates from American, Belgian,
Czech, English, Spanish and Swiss universities.[67] His 1954 book The Practice of Management was
voted the third most influential management book of the 20th century in a poll of the Fellows of the
Academy of Management.[68] In Claremont, California, Eleventh Street between College Avenue and
Dartmouth Avenue was renamed "Drucker Way" in October 2009 to commemorate the 100th
anniversary of Drucker's birth.[69] Drucker was posthumously honored when he was inducted into the
Outsourcing Hall of Fame in recognition of his outstanding contributions in the field.[70]
Books by Drucker
 1939: The End of Economic Man (New York: The John Day Company)
1942: The Future of Industrial Man (New York: The John Day Company)
1946: Concept of the Corporation (New York: The John Day Company)
1950: The New Society (New York: Harper & Brothers)
1954: The Practice of Management (New York: Harper & Brothers)
1957: America's Next Twenty Years (New York: Harper & Brothers)
1959: Landmarks of Tomorrow (New York: Harper & Brothers)
1964: Managing for Results (New York: Harper & Row)
1967: The Effective Executive (New York: Harper & Row)
1969: The Age of Discontinuity (New York: Harper & Row)
1970: Technology, Management and Society (New York: Harper & Row)
1971: The New Markets and Other Essays (London: William Heinemann Ltd.)
1971: Men, Ideas and Politics (New York: Harper & Row)
1971: Drucker on Management (London: Management Publications Limited)
1973: Management: Tasks, Responsibilities, Practices' (New York: Harper & Row)
1976: The Unseen Revolution: How Pension Fund Socialism Came to America (New York:
Harper & Row)
1977: People and Performance: The Best of Peter Drucker on Management (New York:
Harper's College Press)
1978: Adventures of a Bystander (New York: Harper & Row)
1980: Managing in Turbulent Times (New York: Harper & Row)
1981: Toward the Next Economics and Other Essays (New York: Harper & Row)
1982: The Changing World of Executive (New York: Harper & Row)
1982: The Last of All Possible Worlds (New York: Harper & Row)
1984: The Temptation to Do Good (London: William Heinemann Ltd.)
1985: Innovation and Entrepreneurship (New York: Harper & Row)
1986: The Frontiers of Management: Where Tomorrow's Decisions are Being Shaped Today
(New York: Truman Talley Books/E.D. Dutton)
1989: The New Realities: in Government and Politics, in Economics and Business, in Society
and World View (New York: Harper & Row)
1990: Managing the Nonprofit Organization: Practices and Principles (New York: Harper
Collins)
1992: Managing for the Future (New York: Harper Collins)
1993: The Ecological Vision (New Brunswick, NJ and London: Transaction Publishers)
 1993: Post-Capitalist Society (New York: HarperCollins)
1995: Managing in a Time of Great Change (New York: Truman Talley Books/Dutton)
1997: Drucker on Asia: A Dialogue between Peter Drucker and Isao Nakauchi (Tokyo:
Diamond Inc.)
1998: Peter Drucker on the Profession of Management (Boston: Harvard Business School
Publishing)
1999: Management Challenges for 21st Century (New York: Harper Business)
1999: Managing Oneself (Boston: Harvard Business School Publishing) [published 2008 from
article in Harvard Business Review]
2001: The Essential Drucker (New York: Harper Business)
2002: Managing in the Next Society (New York: Truman Talley Books/St. Martins Press)
2002: A Functioning Society (New Brunswick, NJ and London: Transaction Publishers)
2004: The Daily Drucker (New York: Harper Business)
2008 (posthumous): The Five Most Important Questions (San Francisco: Jossey-Bass)
Other Drucker publications
Monographs
1932: The Justification of International Law and the Will of the State (Doctoral dissertation)
1933: Friedrich Julius Stahl, Conservative Political Theory & Historical Development
(Tbingen: Mohr)
1936: The Jewish Question in Germany (Wien: Gsur)
Contributing writer
1961: Power and Democracy in America (Westport, Connecticut: Greenwood Press
Publishers)
1969: Preparing Tomorrows Business Leaders Today (Englewood Cliffs, NJ: Prentice Hall)
1979: Song of the Brus: Japanese Painting from Sanso Collection (Seattle: Seattle Art
Museum)
1988: Handbook of Management by Objectives with Bill Reddin and Denis Ryan (Published
by Tata Mcgraw-Hill in New Delhi).
1991: The Rise of NEC (Blackwell Business)
Miscellaneous
1977: An Introductory View of Management (New York: Harper & Row)
1977 (revised edition, 2009): Management Cases (New York: Harper & Row)
2006: The Effective Executive In Action with Joseph A. Maciariello (New York:
HarperCollins)
2006: Classic Drucker (Boston: Harvard Business Review Press)
 2008 (posthumous): Management: Revised with sujog arya (New York: HarperCollins)
See also
Global Peter Drucker Forum
Indian Ethos in Management
Management by objectives
Peter F. Drucker and Masatoshi Ito Graduate School of Management
References
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Denning, Steve (August 29, 2014). "The Best Of Peter Drucker". Forbes.
Why Drucker Now?, Drucker Institute.
Byrne, John A.; Gerdes, Lindsey (November 28, 2005). "The Man Who Invented Management".
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Thinking for a Living, 2005, p. 8.
Schumpeter (19 November 2009). "Remembering Drucker". The Economist. Retrieved 15
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The Ecological Vision: Reflections on the Human condition, 2016, p. 425.
Adventures of a Bystander, 1979.
Peter F. Drucker: A Biography in Progress, p. 1, at his website
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13 November 2005.
A Class with Drucker: The Lost Lessons of the World's
Greatest Management Teacher, 2007, p. 242.
Peter F. Drucker: A Biography in Progress, p. 6, at this website
Certified copy of Peter and Doris Druckers marriage certificate, The Drucker Institute
Archives, Box 39, Folder 11, Claremont, California.
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Sullivan, Patricia (November 12, 2005). "Management Visionary Peter Drucker Dies".
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"Peter F. Drucker". Claremont Graduate University. Retrieved 24 March 2014.
 Pattison, Kermit (9 December 2008). "The Twine That Binds: Q&A With Nova Spivack". Fast
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Colker, David (October 4, 2014). "Doris Drucker dies at 103; memoirist and wife of Peter
Drucker". Los Angeles Times. Retrieved 14 October 2015.
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ged the world, Business Review Weekly, 15 September 1997,
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Adventures of a Bystander, p. 288, (1979)
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Wartzman, Rick. "How to Consult Like Peter Drucker". Forbes.
Drucker in the dug-out, A Japanese book about Peter Drucker and baseball is an unlikely hit,
The Economist, July 1, 2010
Outcome-Based Religions: Purpose-Driven Apostasy, Mac Dominick, "The quest begins by
looking into the lives of two men, Edwards Deming and Peter Drucker. Deming (now deceased) and
Drucker (in his mid 90s) are enshrined as internationally renowned experts in business management
and gurus of business methodology. These two individuals were among the primary players in a select
group of Americans (Though Drucker is a U.S. citizen, he is actually Austrian.) who are lauded as part
of the almost super-human effort that developed systems-based management philosophies that first
gained public recognition in post-World War II Japan. The popular story is told of the Americans who
developed a cutting edge business methodology that was rejected by western business but eagerly
embraced by the Japanese.", quoted at Total Quality Management (TQM)
Buchanan, Leigh (19 November 2009). "Peter Drucker from A to Z". Inc. magazine. Retrieved
12 March 2012.
Drucker, Peter (1957). Landmarks of Tomorrow. New York: Harper & Row. p. 122. ISBN 978-
1-56000-622-0.
Drucker, Peter (December 1995). "The Age of Social Transformation". The Atlantic. Retrieved
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Innovation and Entrepreneurship, p250 (1985)
A Report, (2014) pp. 1-11
ouzes, J., Rodin, J., Rangan, V. K., et al., The Five Most
Important Questions You Will Ever Ask About your Organization, p. xix (2008)
 Drucker, Peter (1969). The Age of Discontinuity. New York: Harper & Row. ISBN 978-1-
56000-618-3.
Pollitt and Bouckaert, Christopher and Geert (2011). Public Management Reform. New York:
Oxford University Press. p. 38. ISBN 978-0-19-959508-2.
Drucker, Peter (1974). Management: Tasks, Responsibilities, Practices. New York:
HarperCollins. pp. 845. ISBN 978-0-7506-4389-4.
Drucker, Peter (1942). The Future of Industrial Man. New York: The John Day Company.
p. 205. ISBN 978-1-56000-623-7.
Drucker, Peter (1990). Managing the Non-Profit Organization. New York: HarperCollins.
p. xii. ISBN 978-0-7506-2691-0.
The Practice of Management, pp 62-63, (1954)
Managing for the Future, p. 299, (1992)
The Practice of Management, p. 12, (1954)
The Practice of Management (1954)
The Five Most Important Questions You Will Ever Ask About Your
Organization, p. 54, (2008)
Haus, Marian (9 October 2011). "Best 10 Peter Drucker Quotes". pmseed thoughts on
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Vitasek, Kate (1 June 2010). "A New way to Outsource". Forbes.
Drucker, Peter (15 November 2005). "Sell the Mailroom". Wall Street Journal. Dow Jones
Company (Manager's Journal). Retrieved 27 April 2015Reprint from July 25, 1989
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INTO THE OUTSOURCING HALL OF FAME". Drucker Institute. Drucker Institute. Retrieved 27
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Strategic Management and Management by Objectives, Small Business
Advancement National Center, 1994.
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ISBN 978-0385042352
Presidential Medal of Freedom ceremony, 2002-07-09, The Drucker Institute Archives,
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"Reply to a parliamentary question" (pdf) (in German). p. 398. Retrieved 20 January 2013.
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 Japanese Decoration of Honor, Box 8, Folder 7, The Drucker Institute Archives, Claremont,
California.
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Claremont, California.
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"Peter F. Drucker". U.S. Business Hall of Fame. Junior Achievement. Retrieved 17 December
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Honorary Degrees in The Drucker Institute Archives, Claremont, California.
Bedeian, Arthur G.; Wren, Daniel A. (Winter 2001). "Most Influential Management Books of the
20th Century" (PDF). Organizational Dynamics. 29 (3): 22125. doi:10.1016/S0090-2616(01)00022-
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Wassenaar, Christina (8 October 2009). "Eleventh Street in Claremont, Calif., will be renamed
"Drucker Way"". Drucker Institute. Retrieved 17 December 2012.
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Bloomberg Business. Bloomberg Business.com. Retrieved 27 April 2015.
Further reading
Tarrant, John C. Drucker: The Man Who Invented the Corporate Society, 1976. ISBN 0-8436-
0744-0
Beatty, Jack, The World According to Peter Drucker, 1998. ISBN 0-684-83801-X
Flaherty, John E. Peter Drucker: Shaping the Managerial Mind, 1999. ISBN 0-7879-4764-4
Edersheim, Elizabeth. The Definitive Drucker, 2007. ISBN 0-07-147233-9
Cohen, William A. A Class with Drucker: The lost lessons of the World's greatest
management teacher, 2008. ISBN 978-0-8144-0919-0
Weber, Winfried W. Kulothungan, Gladius (eds.) Peter F. Drucker's Next Management. New
Institutions, New Theories and Practices, 2010. ISBN 978-3-9810228-6-5
Stein, Guido. Managing People and Organisations, 2010. ISBN 978-0-85724-032-3
Turriago-Hoyos, A., Thoene, U., & Arjoon, S. (2016). Knowledge workers and virtues in
Peter Drucker's management theory. Sage Open, January-March 2016: 1-9, DOI:
10.1177/2158244016639631. http://sgo.sagepub.com/content/6/1/2158244016639631
External links
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 The Window in the Claremont Colleges Digital Library
The Drucker Institute
The Peter F. Drucker Masatoshi Ito Graduate School of Management
the Drucker Exchange
The Drucker Business Forum
Drucker and Enterprise Strategy
Frances Hesselbein Leadership Institute Formerly the Peter F. Drucker Foundation for
Nonprofit Management
PRISM Center of Learning in Partnership with the Drucker Institute. PRISM Center of
Learning in Partnership with the Drucker Institute.
Peter F. Drucker: A Biography in Progress
Insourcing and Outsourcing: the Right Mix
A New Way to Outsource
Sell the Mailroom
Peter Drucker Inducted into the Outsourcing Hall of Fame
Appearances on C-SPAN