R. Tenkasi and S. Mohrman examine the patterns of action that characterize successful and unsuccessful discretionary, cross-functional, innovation networks in a large health care system.
Research and Insights Archive
Research and Insights from the Center for Effective 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.
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.
Richard J. Boland, Jr. and Ramkrishnan V. Tenkasi explain that distributed cognition is manifest when individuals in an organization act autonomously, yet have interdependencies and must take knowledge of each other into account if a coordinated organizational outcome is to emerge.
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.
R. V. Tenkasi and S. Mohrman argue that the traditional models of international technology transfer may be inadequate to represent the complexities involved in effective global change since they rely on an ‘objectivist’ conception of knowledge, that views knowledge as an objective commodity to be transmitted from source to receiver.
A survey of the 1000 largest companies in U.S. led by S. Mohrman, R. Tenkasi, E. Lawler III, and G. Ledford, Jr. shows that TQM practices fall into two main categories: core practices and production oriented practices.
Towards an Understanding of the Factors which Enable and Obstruct Learning in New Product Development: An Action Research Study
Ronald E. Purser, William A. Pasmore, and Ramkrishnan V. Tenkasi explain that organizational learning in new product development involves the development of a knowledge base that can inform technical problem solving and decision making.
The Effects of Inquiry Paradigms on Inquirers: A Study of the Impact of Different Inquiry Methods and Topics on Two Groups of Consulting Teams
Ramkrishnan V. Tenkasi, Tojo J. Thachankary, Frank J. Barrett, and Michael R. Manning investigated the impact of two different guiding schemas about organizations and topics of inquiry, on two groups of consulting teams.
Ramkrishnan V. Tenkasi argues that despite increasing emphasis on knowledge work and knowledge workers, the dynamics of knowledge creation in a knowledge intensive domain such as Research and Development is an elusive topic.
Tojo J. Thachankary, Ramkrishnan V. Tenkasi, and David L. Cooperrider analyze the global eradication of smallpox, the first and the only completely successful global effort in disease eradication.