A. Mohrman, Jr. and S. Mohrman discuss how the systems and practices that organizations use to manage performance are integrally related to the capacity of the organization to accomplish its business objectives and of its employees to accomplish their purposes.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Drawing from literature on knowledge transfer and cognition, S. Mohrman, C. Gibson, and A. Mohrman, Jr. develop a theoretical model for conducting research that is useful to practitioners. We explore the potential of this model by examining the usefulness of a research project involving ten companies.
Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.
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.
S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. discuss how configuring organizations into cross-functional new product development teams introduces new knowledge management and learning challenges.
In this practical guide for group leaders and facilitators, Susan Albers Mohrman and Allan M. Mohrman, Jr. offer background information, insights, and tools that allow even those new to the organization and team design process to expertly guide a group through the self-design process.
In this unique resource, leading team and organization design experts Susan Albers Mohrman and Allan M. Mohrman, Jr., guide organizations systematically through a proven process for becoming team-based.
R. Tenkasi, S. Mohrman, and A. Mohrman, Jr. argue that in this world of constant change, the only sustainable competitive advantage is an organization’s capacity to learn.
An Organizational Learning Framework for Understanding Business Process Redesign: A Case Study From the Financial Services Industry
In this paper, S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. examine one company’s experience with business process redesign coupled with the implementation of a new business strategy, advanced, networked information technology, and organizational design.
This paper by A. Mohrman, Jr. and S. Mohrman asserts the centrality of performance management in managing the business, defining the individuals’ relationship with the organization, and functioning as a feedback and control mechanism.
S. Mohrman, A. Mohrman, Jr., and R. Tenkasi discuss how as organizations adapt to rapidly changing and increasingly demanding environments, they find themselves continually transforming themselves.
Susan Albers Mohrman, Susan G. Cohen and Allan M. Mohrman, Jr., (Jossey-Bass, 1995)
Designing Team-Based Organizations breaks new ground in tackling the organizational design issues related to the implementation of teams, with a specific focus on the new designs required to support the knowledge-work components of organizations.