Research and Insights from the Center for Effective Organizations
The purpose of Multinational Work Teams: A New Perspective by P. Christopher Earley and Cristina B. Gibson is to extend and consolidate the evolving literature on multinational teams by developing comprehensive theory that incorporates a dynamic, multilevel view of such items. This book will be of interest to scholars in management, organizational behavior, psychology, executive leadership, and human resource management.
Why do some organizations make required changes and achieve new levels of performance successfully, while other units in the same organization seemingly stumble and never achieve new levels of performance? This two-part video produced by Susan A. Mohrman & Serge Lashutka, 2001 reveals how viewing organizational change as a learning process that can be accelerated is the difference.
The purpose of this study by Cristina B. Gibson and Julian Birkinshaw is to empirically investigate the predictors and consequences of organisational ambidexterity, defined as the capacity to achieve alignment and adaptability at the same time.
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Edward Lawler explains that organizations are increasingly operating in a business environment that is characterized by rapid change and increasing performance demands. As a result, organizations face the challenge of accomplishing two, often conflicting objectives: performing well and changing in order to adapt to their business environment.
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Kathleen K. Reardon and Alan Rowe argue that the key component of successful leadership now and in the next century is a responsiveness to continuous change. Such responsiveness requires suspending the illusion of control and denial of uncertainty psychologists tell us are characteristic of human thinking.
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Paul A. Adler explains that there is broad consensus that the superlative efficiency and quality performance of Japanese auto “transplants” in the US is in large measure due to their combination of the “lean” production systems and distinctive human resource management practices.
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William H. Davidson argues that successful transformation produces spectacular results, but the process can be prolonged and painful. Transformation occurs over a period of years in even the most agile and nimble organization.
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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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Janice M. Beyer and John Milliman argue that multinational corporations (MNCs) of the future will be faced with a – whole new array of challenges, thus necessitating international HRM practices (IHRM) that are able to adapt to changing pressures.
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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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Ian Mitroff and Susan A. Mohrman state that during the late 1970s, when chronic inflation eroded the dollar’s value in international trade, American goods became artificially attractive to foreign buyers-and American manufacturers were lulled into an artificial sense of security about their ability to compete.
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T. Cummings, Susan A. Mohrman, A. Mohrman, Jr., and G. Ledford, Jr. present a framework for understanding
a research approach with organizations that are designing and redesigning themselves to adapt to rapid and fundamental societal changes.
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