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Research and Insights from the Center for Effective Organizations

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High Technology Organizations: Context, Organization and People

Dec 26, 1988 | Agility, Digital Transformation, Sponsor Content

Firms in global high technology industries face key challenges. This paper by Susan A. Mohrman and M. Von Glinow October presents a preliminary framework that delineates aspects of their context, organization and human resources.

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The High Involvement Manager: Going it Alone

Dec 24, 1988 | Employee Engagement, Performance Management, Sponsor Content

Edward E. Lawler III and Susan A. Mohrman argue that the literature on participation and employee involvement often places the supervisor in the role of the villain.

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High Technology Performance Management

Dec 23, 1988 | Digital Transformation, Innovation, Performance Management, Sponsor Content

A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley explain that high technology work is complex and dynamic, requires innovation, and is highly interdependent.

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Participative Managerial Behavior and Organizational Change

Nov 1, 1988 | Change Management, Performance Management, Sponsor Content

Managerial behavior has typically not been the lead variable in organizational change efforts. This paper by Susan A. Mohrman and Edward E. Lawler III examines the kinds of behaviors that are required of a manager in a high involvement organization.

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Attitudinal Effects of Employee Participation Groups: How Strong, How Persistent?

Oct 1, 1988 | Change Management, Employee Engagement, Sponsor Content

This study by Gerry Ledford, Jr. and Susan A. Mohrman examines attitudes of 823 employees who are current members, former members, or never members of employee participation groups.

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Performance Management in the Highly Interdependent World of High Technology

Mar 1, 1988 | Digital Transformation, Performance Management, Sponsor Content

A research study in an aerospace corporation conducted by A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley reveals that high technology settings work against traditional performance facilitators such as job specification and the setting of goals.

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Parallel Participation Structures

Mar 1, 1988 | Organization Design, Sponsor Content

A parallel organization is an adjunct to the regular organizational processes and structures. This paper by Susan A. Mohrman and Edward E. Lawler III examines the typical life cycle of a parallel organization.

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The Quality Circle and its Variations

Dec 14, 1987 | Employee Engagement, Organizational Effectiveness, Sponsor Content

The academic and practitioner literature on quality circles (QC’s) is reviewed in this article by G. Ledford, Jr., Edward E. Lawler III, and Susan A. Mohrman.

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A Case of Union Management Cooperation: A Contextual Presentation

Feb 1, 1987 | Organization Design, Sponsor Content

This paper by Susan A. Mohrman presents a framework for conceptualizing the dynamics of union-management cooperative efforts.

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Quality Circles: After the Honeymoon

Dec 1, 1986 | Employee Engagement, Organizational Effectiveness, Sponsor Content

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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Fatal Industrial Visions: Correcting Tunnel Vision for Long Term Survival in a Global Economy

Nov 1, 1986 | Sponsor Content, Talent Management

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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Mental Judo As Practiced by Top Executives: Guidelines for Surviving in Turbulent Times

Oct 1, 1986 | Change Management, Leadership, Sponsor Content

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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