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Organizational Change and Learning

Jan 1, 1993 | Agility, Change Management, Sponsor Content

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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Self-Design for High Involvement: A Large-Scale Organizational Change

Dec 14, 1991 | Change Management, Organization Design, Sponsor Content

A five-year action research case study by G. Ledford, Jr. and S. Mohrman examines changes in a 12-plant division of a multi-billion dollar firm.

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Implementing Effective IHRM Practices: A Challenge for MNCs in the 1990s

Dec 16, 1990 | Agility, Change Management, Organizational Effectiveness, Sponsor Content

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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Creating Excellence Out of Crisis: Organizational Transformation at the Chicago Tribune

Dec 16, 1989 | Change Management, Sponsor Content

This article by Robert M. Frame, Warren R. Nielsen, and Larry E. Pate describes an extensive organizational transformation effort-conceptually similar to an organization development program — with the Chicago Tribune, prompted by a walk-out strike in July 1985 involving about 1000 production workers.

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A Conditional Theory of CEO Intervention and Strategic Change

Dec 13, 1989 | Change Management, Leadership, Sponsor Content, Strategic HR

According to Arvind Bhambri and Larry Greiner, research reveals that new CEOs frequently intervene to attempt major strategic change but, on average, make a minimal impact on the economic performance of their organizations.

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Career Disintegration in Mergers and Acquisitions

Nov 1, 1989 | Change Management, Sponsor Content

In this paper by Rikard Larsson and Michael J. Driver, a career perspective is applied to mergers and acquisitions to highlight the individual viewpoint in these prevalent organizational events.

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Large-Scale Organizational Change

Aug 7, 1989 | Change Management

Allan M. Mohrman, Susan Albers Mohrman, Gerald E. Ledford, Jr., Thomas G. Cummings, Edward E. Lawler III; Associates. (Jossey-Bass, 1989)
This book provides a comprehensive examination of the theoretical questions and practical issues organizations face when they undergo a large-scale change — that is, a change in the fundamental character of an entire organization.

Corporate Restructuring Team

Feb 1, 1989 | Change Management, Leadership, Sponsor Content

This case by Susan G. Cohen explores the functioning of a top management team, charged with the responsibility of restructuring a rapidly growing, high-involvement firm.

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Past Success and New Challenges: The Top Management Team at Hilltop State Psychiatric Hospital(1)

Dec 22, 1988 | Change Management, Sponsor Content

Susan G. Cohen states that what enables a top management team to be successful in a crisis situation can become dysfunctional during a time of relative stability.

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New CEO Intervention and Dynamics of Deliberate Strategic Change

Dec 15, 1988 | Change Management, Sponsor Content, Strategic HR

Larry E. Greiner and Arvind Bhambri state that growing evidence in the executive succession literature and the business press makes clear that many new CEOs attempt to introduce strategic change upon entering their jobs.

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Participative Managerial Behavior and Organizational Change

Nov 1, 1988 | Change Management, Performance Management, Sponsor Content

Managerial behavior has typically not been the lead variable in organizational change efforts. This paper by Susan A. Mohrman and Edward E. Lawler III examines the kinds of behaviors that are required of a manager in a high involvement organization.

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Attitudinal Effects of Employee Participation Groups: How Strong, How Persistent?

Oct 1, 1988 | Change Management, Employee Engagement, Sponsor Content

This study by Gerry Ledford, Jr. and Susan A. Mohrman examines attitudes of 823 employees who are current members, former members, or never members of employee participation groups.

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