Paul A. Adler states that colloquially speaking, “bureaucracy” means red tape, over-controlling bosses, and apathetic employees. But large-scale organizations need appropriately designed formalized procedures and hierarchical structure to avoid chaos and to assure efficiency, quality, and timeliness.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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Human Resource Management at Two Toyota Transplants
Paul A. Adler explains that there is broad consensus that the superlative efficiency and quality performance of Japanese auto “transplants” in the US is in large measure due to their combination of the “lean” production systems and distinctive human resource management practices.
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Collaboration in the Virtual Organization
Susan G. Cohen and Don Mankin believe that collaboration is the key to effectiveness in the virtual organization.
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Making Teams Work: Implications for Consulting Practice
Susan G. Cohen and Diane E. Bailey discuss how the use of teams has increased dramatically in response to competitive pressures for speed, costs, quality, and innovation.
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We Can’t Get There Unless We Know Where We Are Going
In this chapter, S. Cohen, S. Mohrman, and A. Mohrman closely examine one set of factors that are critical for knowledge work team effectiveness –how organizations set and communicate direction for teams.
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The Leader’s Change Handbook
Jay Conger, Gretchen M. Spreitzer, Edward E. Lawler III (eds.), (Jossey-Bass, 1999)
Full of fascinating case studies, action strategies, and unbeatable advice, The Leader’s Change Handbook contains the best new thinking from each of its distinguished contributors on the twin challenges leaders face as they try to create leaner, more responsive organizations while empowering their workforces.
Guanxi in Vertical Dyads: Evidence from Taiwan and the PRC
Katherine R. Xin, Jing-Lih Farh, Bor-Shiuan Cheng, and Anne S. Tsui examined the impact of two related concepts, relational demography and guanxi (defined as particularistic ties between individuals), on organizational commitment, quality of leader-member exchange (LMX), and performance in two empirical studies conducted in Taiwan and the PRC.
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Effective Structuring of Product Development Groups: An Information Processing Perspective
This paper by Paul Emmanuelides and Philip H. Birnbaum-More applies an information-processing approach to the study of product development projects.
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New Product Development Throughout Time: The Japanese Portion of a Cross-National Study
In a comprehensive study of Japanese and U.S. electronic firm product development practices, the authors (Russel W. Wright, Lillian C. Wright, Phillip H. Birnbaum-More, and Ryo Hirasawa) find significant differences between countries in the inputs, process, outputs, and other differences associated with first to market and fast responding firms.
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When Does Culture Matter?
Past research has shown that national culture does matter- it affects people’s behavior- but research has left open the question of when culture matters. Martha L. Maznevski, Cristina B. Gibson, and Bradley L. Kirkman examine culture’s effects on four types of individual outcomes, and propose moderators at three levels of analysis.
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Linking Diversity and Effectiveness: The Relationship Between Cultural Diversity and Organizational Outcomes
This report by Cristina B. Gibson is the first step in a program of research concerning the impact of diversity.
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Metaphors and Meaning: An Intercultural Analysis of the Concept of Teamwork
This paper by Cristina B. Gibson and Mary E. Zellmer-Bruhn develops a conceptual framework to explain variance in the concept of teamwork across national and organizational cultures.
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