Theresa M. Welbourne (CEO) states that the problem we find is that when leader confidence erodes, then employee confidence declines.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Sharing Leadership on Corporate Boards: A Critical Requirement for Teamwork at the Top
Jay A. Conger (CEO) and Edward E. Lawler III (CEO) argue that critical to the success of a high performance board is the ability of its directors to share leadership and to work as a dynamic team.
Management Consultants as Professionals, or are They?
Larry Greiner (USC) and Ilse Ennsfellner (Ennsfellner Consulting) share their concern and critical conclusion about the questionable knowledge and skills of today’s consultants.
Building a Change Capability at Capital One Financial
This article by Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) describes the development of an enterprise-wide change capability at Capital One Financial.
Employment Horizon and the Choice of Performance Measures: Empirical Evidence from Annual Bonus Plans of Loss-Making Entities
Michal Matějka (University of Michigan), Kenneth A. Merchant (USC), and Wim A. Van Der Stede (School of Economics and Political Science) examine the extent to which employment horizon concerns affect the relative emphasis on financial versus nonfinancial performance measures in annual bonus plans.
Building a Change Capability at Capital One Financial: Separating Rhetoric and Reality
This article by Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) describes the development of an enterprise-wide change capability at Capital One Financial.
Extra-Role Behaviors Among Temporary Workers: How Firms Create Relational Wealth
Elizabeth George (Hong Kong University of Science and Technology), Alec R. Levenson (CEO), David Finegold (Rutgers University), and Prithviraj Chattopadhyay (Hong Kong University of Science and Technology) examine temporary workers’ differential extra-role behaviors (ERBs) towards their client and employer.
Talent: Making People Your Competitive Advantage
Organizations can gain a powerful competitive advantage by tapping into their talent and learning how to effectively organize and lead it. But, according to Professor Edward Lawler in Talent: Making People Your Competitive Advantage, although many organizations acknowledge the importance of people, most do little or nothing to make them a source of competitive advantage.
Make Human Capital a Source of Competitive Advantage
This article by Edward E. Lawler III (CEO) looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices.
Creating American Businesses that Can Compete Globally
James O’Toole (CEO) and Edward E. Lawler III (CEO) argue that American companies increasingly outsource and offshore jobs, cut employee benefits, substitute contingent or contract workers for regular or permanent employees, eliminate traditional career paths, and reduce expenditures on training.
Built for Talent
Edward E. Lawler III (CEO) shares that survey after survey has found that executives believe finding and developing the right talent should be one of their top priorities and that their company’s human resources are one of their most important assets.
Beyond HR: The New Science of Human Capital
Beyond HR (John W. Boudreau and Peter M. Ramstad (Harvard Business School Press, 2007)) shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value.