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Research and Insights from the Center for Effective Organizations

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Looking Backward and Forward at Action Research

Oct 3, 1993 | Sponsor Content, Uncategorized

This article by G. Ledford, Jr. and S. Mohrman responds to commentaries on a set of action research studies that appeared in a special issue of Human Relations.

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Designing Work Teams

Oct 1, 1993 | Organization Design, Sponsor Content, Talent Management

Susan Mohrman explains that designing organizations in which the work team is the focal performing unit began in earnest in production settings, where “new design plants” (Lawler, 1978) or “high commitment work systems” (Walton, 1985) emerged in the 1970’s and are now widely used (Lawler, Mohrman and Ledford, 1993).

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A Perspective on Empowerment

Jun 1, 1993 | Employee Engagement, Sponsor Content, Talent Management

Susan Mohrman explains that the term “empowerment” has come to express in many managers’ minds the essence of new approaches to management that are believed to be capable of delivering higher levels of performance by tapping into the energies and enthusiasm of employees.

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A New Logic for Organization: Implications for Higher Education

Apr 1, 1993 | Sponsor Content, Talent Management

This research by Edward Lawler III and Susan Mohrman seeks a different path in route to understanding potential. Changing tacks is based on the assumption that the qualities one finds in the mature international executive are NOT necessarily the same qualities we should be looking for in high potentials.

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Organizational Change and Learning

Jan 1, 1993 | Agility, Change Management, Sponsor Content

Susan Mohrman argues that the changing geopolitical, world financial, and technological context within which organizations function pose a never-ending barrage of challenges to adapt and to learn new ways of functioning.

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Total Quality Management: Practices in the Fortune 1000

Jun 2, 1992 | Organizational Effectiveness, Sponsor Content

E. Lawler III, S Mohrman, and G. Ledford, Jr. report on the results of the Center for Effective Organizations survey of the Fortune 1000 companies. Particular focus is on the kind of total quality management practices which are adopted by these companies.

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The Emerging Prominence of the Lateral Organization

Apr 25, 1992 | Organization Design, Sponsor Content

S. Mohrman explains that all signs are pointing to the importance of lateral integration in the organization of the future.

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Self-Design for High Involvement: A Large-Scale Organizational Change

Dec 14, 1991 | Change Management, Organization Design, Sponsor Content

A five-year action research case study by G. Ledford, Jr. and S. Mohrman examines changes in a 12-plant division of a multi-billion dollar firm.

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Human Resources Strategies for Lateral Integration in a High-Technology Setting

Nov 1, 1991 | Digital Transformation, Organization Design, Sponsor Content, Strategic HR

S. Mohrman, A. Mohrman, Jr., and S. Cohen discuss how the literature on high technology management points overwhelmingly to the importance of lateral integration processes for successful performance.

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Applying Employee Involvement in Schools

Nov 1, 1991 | Employee Engagement, Sponsor Content

This paper by S. Mohrman, E. Lawler III, and A. Mohrman, Jr. explores the applicability of employee involvement approaches to the management of schools. Three approaches to involvement are each described for organizations in general and then applied to schools in particular.

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The Performance Management of Teams

Feb 2, 1991 | Performance Management, Sponsor Content

This paper by A. Mohrman, Jr., S. Mohrman, and E. Lawler III describes some of the forces that are heightening the importance of teamwork in organizations today, and the challenges they pose for the management of performance.

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Large-Scale Organizational Change

Aug 7, 1989 | Change Management

Allan M. Mohrman, Susan Albers Mohrman, Gerald E. Ledford, Jr., Thomas G. Cummings, Edward E. Lawler III; Associates. (Jossey-Bass, 1989)
This book provides a comprehensive examination of the theoretical questions and practical issues organizations face when they undergo a large-scale change — that is, a change in the fundamental character of an entire organization.

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