Ramkrishnan V. Tenkasi proposes that cognitive simplification processes can be a useful measure of the quality of cognitive activity in R&D. New product development teams reporting a higher incidence of cognitive simplification processes in their deliberations were rated lower on project performance.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Managing the Transformation Process: Planning for a Perilous Journey
William H. Davidson argues that successful transformation produces spectacular results, but the process can be prolonged and painful. Transformation occurs over a period of years in even the most agile and nimble organization.
Supporting Knowledge Diversity in Knowledge Intensive Firms: A New Frontier for Information System Design
This paper by Richard J. Boland, Jr., Ramkrishnan V. Tenkasi, and Anil K Maheshwari argues the need for information systems that actively value the diversity of differentiated knowledge and that provide mechanisms for the integration of knowledge which respects the separateness of each expertise and way of knowing.
Effects of Union Status on Employee Involvement: Diffusion and Effectiveness
G. McMahan and E. Lawler III examined the research literature on union status and employee involvement with respect to two issues: (1) the relationship between the presence of a union and the adoption of employee involvement; (2) the relationship between the presence of a union and the effectiveness of employee involvement.
A Hierarchical Construct of Self-Management Leadership and Its Relationship to Quality of Work Life and Perceived Work Group Effectiveness
This study by L. Chang, S. Cohen, and G. Ledford, Jr. validated the Self-Management Leadership Questionnaire (Manz & Sims, 1987) and assessed the relationship between self-management leadership, work group effectiveness and quality of work life (QWL).
A Hierarchical Construct of Self-Management Leadership to Quality of Work Life and Perceived Work Group Effectiveness
This study by L. Chang, S. Cohen, and G. Ledford, Jr. validates the Self-Management Leadership theory as operationalized by the Self- Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company.
Organization Development within the Firm: A Survey of the 500 Largest Industrials
Gary C. McMahan and Richard W. Woodman conducted a study in which the 500 largest industrial firms in the United States were surveyed with regard to their internal Organization Development (OD) practice.
Performance Appraisal, or is it Performance Management?
Edward Lawler III discusses learnings concerning the future of performance. He reviews the inherent conflicts in performance appraisals such as the one between counseling and rewarding, and considers ways to improve the effectiveness of the appraisal process.
Organizational Effectiveness: New Realities and Challenges
Edward Lawler III provides an overview of the critical global factors that demand higher performance standards from organizations.
Managing Complexity in High Technology Organizations
A departure from traditional organizational prescriptions, this innovative book by Mary Ann Von Glinow and Susan Albers Mohrman offers a new framework for dealing with the numerous complexities and challenges of managing high technology industries and organizations.
Technology Transfer as a Collaborative Learning
R. Tenkasi, and S. Mohrman argue that soft technologies/innovations such as MBO or quality circles are not equipment based but have to do with techniques, procedures, approaches, processes, and methods.
The Employee Empowerment Approach to Service
This paper by D. Bowen and E. Lawler III reviews the basic learnings that have been developed concerning how and when to use empowerment in customer service organizations. Points out that there are a number of factors which lead to the success and failure of empowerment efforts.