Research and Insights from the Center for Effective Organizations
This paper by Susan A. Mohrman presents the consultant’s perspective on a union/management quality of worklife project.
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Craig C. Lundberg says that while long a topic of interest, in recent years executive succession has drawn increasing attention by managers and organizational scholars alike.
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This paper by Larry E. Greiner argues that major organization changes often fail because of political dynamics at the top of corporations.
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A conceptual review of the literature on the persistence of planned organizational change is presented by Gerald Ledford, Jr, based on Lawrence Mohr’s distinction between variance theory models and process theory models of explanation.
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Ian I. Mitroff addresses why American management is ill-prepared and even resistant to facing the challenges of a turbulent world.
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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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This paper by Warren G. Bennis and Joseph DeBell aims to outline and evaluate the major interventions used to apply behavioral science to improving organizational effectiveness.
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This paper by Allan M. Mohrman, Jr. and Luke Novelli, Jr. uses actual results to show three ways in which new office technologies can change effectiveness.
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This article by Larry E. Greiner (USC) and Virginia E. Schein (Consultant) focuses on the “Behavioral pathologies” that arise naturally in a project structure with mult-disciplinary team; one example being “authority ambiguity and responsibility confusion.”
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