Susan G. Cohen and Diane E. Bailey discuss how the use of teams has increased dramatically in response to competitive pressures for speed, costs, quality, and innovation.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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.
In this paper, Tora K. Bikson, Susan G. Cohen, and Don Mankin examine how information and information technology can make teams more effective.
In this article, Susan G. Cohen and Diane E. Bailey summarize and review the research on teams and groups in organization settings published from January 1990 to April 1996.
This paper by S. Cohen, G. Spreitzer, and G. Ledford, Jr. draws upon the authors’ research on the use of self-managed work teams (SMWTs) in two service organizations: a telecommunications company and an insurance operation.
In this article from 1996, Susan G. Cohen, Don Mankin, and Tora K. Bikson discuss how teams and information technology (IT) are two of the most important developments in organizations today.
Don Mankin, Susan G. Cohen, and Tora K. Bikson address the trend that year after year, organizations increase their investment in new information and communication systems (IT) and use teams to do more and more of their 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.
This paper by Susan Cohen, Gerry Ledford, Jr., and Gretchen Spreitzer tests a theoretically-driven model of self-managing work team effectiveness.
This paper by S. Mohrman, A. Mohrman, Jr., and S. Cohen examines the design of organizations for knowledge work. It draws on the general literature underpinning organization theory and design, and more applied work on design for knowledge work.
S. Mohrman and S. Cohen state that new approaches to designing and managing organizations are changing the assumptions that have been built into traditional hierarchical organizations and the performance required by organizational participants.
A Hierarchical Construct of Self-Management Leadership and Its Relationship to Quality of Work Life and Perceived Work Group Effectiveness
This study by L. Chang, S. Cohen, and G. Ledford, Jr. validated the Self-Management Leadership Questionnaire (Manz & Sims, 1987) and assessed the relationship between self-management leadership, work group effectiveness and quality of work life (QWL).