Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Talentship and Human Resource Measurement and Analysis: From ROI to Strategic Organizational Change

Sep 17, 2004 | Change Management, Sponsor Content, Strategic HR, Talent Management

In this article, John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) extend earlier work by proposing a framework of four elements integrating HR measures within a system for achieving strategic organizational change.

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Building an Ambidextrous Organization

Aug 15, 2004 | Agility, Change Management, Sponsor Content

Julian Birkinshaw (London Business School) and Cristina Gibson (UC Irvine) state that the technological downturn, political turmoil and economic uncertainty of the last five years have reaffirmed to managers the importance of adaptability – the ability to move quickly towards new opportunities, to adjust to volatile markets, and to avoid complacency.

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Coping with Evil: The New Challenge of Crisis Management

Mar 14, 2003 | Agility, Change Management, Sponsor Content

Ian I. Mitroff and Murat Alpaslan recount that 2002 is the twentieth anniversary of the Tylenol poisonings, the single crisis that more than any other event is associated with the beginning of the modern field of Crisis Management (CM).

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Human Resources Management: New Consulting Opportunities

Jan 3, 2003 | Change Management, Future of HR, Sponsor Content

E. Lawler and S. Mohrman explain that the future of HR consulting is inseparable from the future of the HR function in organizations. There is little doubt in our minds that the ways in which the HR function is managed, positioned and operates in corporations today will change dramatically over the next decade and that these changes will affect HR consulting.

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Organizing to Deliver Solutions

Jul 14, 2002 | Agility, Change Management, Organization Design, Sponsor Content

Jay R. Galbraith discusses how many companies today are adopting strategies to package products and services into solutions. However, several well-managed companies are experiencing difficulty in transitioning from stand-alone product offerings to solutions.

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Accelerating Organizational Transition

Dec 22, 2001 | Agility, Change Management, Organization Design

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.

Corporate Boards: New Strategies for Adding Value at the Top

Apr 15, 2001 | Change Management, Leadership, Strategic HR

Jay A. Conger, Edward E. Lawler III and David L. Finegold (Jossey-Bass, 2001) discuss how corporate boards are under fire. Investors, government agencies, communities, and employees are scrutinizing boards’ performance and challenging their decisions like never before — and it is likely this attention will only increase.

Consultants in the Cupboard: How Type and Timing of Third-Party Involvement Affects Team Strategic Decision Outcomes

Jan 26, 2001 | Change Management, Sponsor Content, Strategic HR

Cristina B. Gibson and Todd Saxton explain that despite the widespread involvement of third parties such as consultants in organizational decision making, little empirical research has explored the effect of these individuals on team outcomes.

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Designing Change Capable Organizations

Nov 17, 2000 | Agility, Change Management, Organization Design, Sponsor Content

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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To Stay or to Go: Voluntary Survivor Turnover Following an Organizational Downsizing

Oct 11, 1999 | Change Management, Sponsor Content, Talent Management

This paper by Gretchen M. Spreitzer and Aneil K. Mishra examines how survivor reactions to a downsizing influence their retention with a firm two years following a downsizing.

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Preserving Commitment During Downsizing: Examining the Mitigating Effects of Trust and Empowerment

Oct 10, 1999 | Change Management, Performance Management, Sponsor Content, Talent Management

Drawing on Lazarus and Folkman’s (1984) stress theory, Gretchen Spreitzer and Aneil K. Mishra hypothesize that the negative effects of downsizing on commitment can be mitigated when trust and empowerment are high.

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Pay System Change: Lag, Lead, or Both?

May 8, 1999 | Change Management, Compensation and Benefits, Sponsor Content

Edward Lawler explains that changes in an organization’s pay system are usually high visibility, high impact and difficult to execute. As a result they are often considered “hot” change levers that potentially can derail as well as support an organizational change effort.

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