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
Doing Research That is Useful to Practice: A Model and Empirical Exploration
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.
Doing Research That is Useful for Theory and Practice
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.
We Can’t Get There Unless We Know Where We Are Going
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.
Learning and Knowledge Management in Team-Based New Product Development Organizations
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.
Designing and Leading Team-Based Organizations: A Leader’s/Facilitator’s Guide
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.
Designing and Leading Team-Based Organizations: A Workbook for Organizational Self-Design
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.
Accelerated Learning During Organizational Transition
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.
Managing Performance for Organizational Change and Learning
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.
The Discipline of Organization Design
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.
Designing Team-Based Organizations: New Forms for Knowledge Work
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.