Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Changing Organizations: Strategic Choices

Dec 15, 1987 | Change Management, Sponsor Content, Strategic HR

Key strategic choices in the design of change efforts are considered by Edward E. Lawler III. It is concluded that change efforts should be designed to incorporate such feature as informed consent, reinvention, a combination of bottoms up and top down change, organization wide installation and motivation based on a positive view of the change to be installed.

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Managing Cultural Differences in Mergers and Acquisitions: The Role of the Human Resource Function

Apr 1, 1987 | Change Management, Culture, Sponsor Content, Strategic HR

C. Siehl, G. Ledford, Jr., R. Silverman, and P. Fay explain that no comprehensive data exist about the percentage of mergers and acquisitions that end in failure, but nearly all observers agree that the percentage is disturbingly high.

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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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Union Management Cooperation: A Case Study in Ambivalence

Jul 1, 1986 | Change Management, Sponsor Content

This paper by Susan A. Mohrman presents the consultant’s perspective on a union/management quality of worklife project.

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The Dynamic Organizational Contexts of Executive Succession: Consideration and Challenges

Jun 1, 1986 | Change Management, Sponsor Content

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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Intervention and Politics at the Top: Missing Link Failed Organization Change

Apr 1, 1985 | Change Management, Sponsor Content

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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The Persistence of Organizational Change: Variance Theory and Process Theory Models

Feb 1, 1985 | Change Management, Sponsor Content

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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Mission Impossible? Teaching Corporate America to Think

Oct 1, 1984 | Change Management, Leadership, Sponsor Content

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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Doing Research: The Case of Organizational Design

May 1, 1984 | Agility, Change Management, Organization Design, Sponsor Content

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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Utilization of Organizational Behavior Knowledge: The Improbable Task

Mar 1, 1984 | Change Management, Organizational Effectiveness, Sponsor Content

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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Three Types of Change in the Automated Office

Oct 1, 1983 | Change Management, Digital Transformation, Sponsor Content

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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The Paradox of Managing a Project Oriented Matrix: Establishing Coherence within Chaos

May 1, 1980 | Change Management, Performance Management, Sponsor Content

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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