Julian Birkinshaw (London Business School) and Cristina Gibson (UC Irvine) state that the technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability – the ability to move quickly towards new opportunities, to adjust to volatile markets, and to avoid complacency.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Measuring the Impact of a Managerial Competency System: Does Identifying and Rewarding Potential Leaders Improve Organizational Performance?
Alec R. Levenson (CEO), Wim A. Van Der Stede (USC), and Susan Cohen (CEO) discuss how the use of competency systems to evaluate, reward, and promote managers has become commonplace in large organizations in recent years.
Searching for Pay Equity: The Role of Pay Compression on Individual-Level Outcomes
Pay compression occurs when employees with more seniority receive pay rates nearly equal to newer employees. Based upon equity theory, Amy B. Henley (University of Texas), George S. Benson (University of Texas), and Gary C. McMahan (University of Texas) hypothesize that pay compression will influence employee perceptions of pay equity.
Are Independent Directors the Answer?
A recent survey Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) conducted with Mercer Delta of directors in Fortune 1000 companies found that board members themselves feel that of all the proposed board reforms, having boards and audit committees made up of independent directors are by far the most likely to have a positive impact on boards.
Effects of Task Interdependence and Type of Communication on Performance in Virtual Teams
This laboratory study by Susan G. Cohen (CEO) and Ramon Rico (Universidad Autónoma de Madrid) proposes a model of virtual team performance based on the fit between the characteristics of the task and the type of communication media used by members of the team.
Developing Complex Collaborations: Basic Principles to Guide Design and Implementation
Susan Cohen (CEO), Don Mankin (Co:e-laboration Design Associates), and Stephen P. Fitzgerald (Alliant International University) While a group of laborers building the pyramids of Egypt might seem to bear little resemblance to a team of machine operators working in a plant, they actually have much in common.
From Human Resource Management to Organizational Effectiveness
Edward E. Lawler III (CEO) explains that for at least the last decade virtually every book, article, and speech on the future of the human resources function in corporations has emphasized the need for change.
HR Metrics and Analytics – Uses and Impacts
In this article by Edward E. Lawler III (CEO), Alec R. Levenson (CEO), and John W. Boudreau (CEO), whether and how the HR function in corporations uses metrics and analytics is studied.
No More Excuses for HR: It’s Time to Add Value and Cut Costs
In 1995, our survey of HR executives reported that the HR department spent 80 percent of its time on managing administrative services such as payroll, benefits, relocation, record keeping, and the auditing and development of HR processes. When we resurveyed these executives in 2001, their responses were the same.
Tapping the Full Potential of Human Resource Information Systems – Shifting the HR Paradigm from Service Delivery to a Talent Decision Science
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that the technical capabilities of human resource information systems (HRIS) are undeniable. HRIS vendors, service providers and their customers constantly find new ways to enhance the speed, capacity, accessibility and global reach of their systems.
Talentship: The Future of Human Resource Measurement
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) share that there is no shortage of measures in human resources. Unfortunately to date these measures have had little impact on how effectively organizations manage human capital, the apparent and hidden talents of employees and potential employees.
What It Means To Treat People Right
A key part of treating people right is the establishment of a mutually beneficial employment relationship or contract. What a contract should contain, and how it can be turned into an employer brand is the focus of this article by Edward E. Lawler III (CEO).