Research and Insights from the Center for Effective Organizations
Edward E. Lawler III and Susan A. Mohrman argue that quality circles are a widely practiced approach to improving organizational performance.
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Ian Mitroff and Susan A. Mohrman discuss how all of us are part of a larger social collective from which we derive our fundamental sense of identity, meaning, belonging, and even daily existence.
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For over the past fifteen years through various consulting and workshop assignments, Ian Mitroff and Susan A. Mohrman have been studying the thinking patterns of top executives.
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Ian Mitroff and Susan A. Mohrman state that during the late 1970s, when chronic inflation eroded the dollar’s value in international trade, American goods became artificially attractive to foreign buyers-and American manufacturers were lulled into an artificial sense of security about their ability to compete.
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Ian Mitroff and Susan A. Mohrman argue that earlier conditions which made for the overwhelming success of the U.S. and Western democracies have abruptly ceased to exist.
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This paper by Susan A. Mohrman presents the consultant’s perspective on a union/management quality of worklife project.
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Craig C. Lundberg says that while long a topic of interest, in recent years executive succession has drawn increasing attention by managers and organizational scholars alike.
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In this exploratory paper, Craig C. Lundberg and Michael Finney attempt to explicate what currently appears to be the range and function of emerging consultancy models, that is, to order and describe the major contemporary consultancy models in terms of consultant roles.
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This paper by Katherine I. Miller and Peter R. Monge reports the results of a meta-analytic review of research investigating the effects of participation in decision making on employee satisfaction and productivity.
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This chapter by Tom Cummings and Susan A. Mohrman develops a strategy for implementing innovations requiring fundamental organizational change.
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This study by Allan M. Mohrman, Jr. and J. Bruce Prince considers the effects of subordinate participation on both participants in appraisal events, managers as well as subordinates.
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Thomas G. Cummings and Melvin Blumberg argue that perhaps most important, new technologies can have a profound impact on work design–how tasks are grouped into jobs and work groups.