Research and Insights from the Center for Effective Organizations
Gerald E. Ledford, Jr. (CEO) and Edward E. Lawler III (CEO) explain how performance management, long the most unpopular HR process, has received increased criticism in recent years.
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Gerry Ledford (Senior Research Scientist, CEO)
The typical Fortune 500 organization spends millions of dollars annually on HR information technology, counting the cost of software, programming, training, and consulting.
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Don Mankin and Susan G. Cohen argue that traditional forms of collaboration are not sufficient for competing effectively in the more complex and dynamic environment of today’s business world.
Bradley L. Kirkman, Benson Rosen, Cristina B. Gibson, Paul E. Tesluk, and Simon O. McPherson share that advances in communications and information technology create new opportunities for organizations to build and manage virtual teams.
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Edward E. Lawler III , Susan Albers Mohrman , and George Benson discuss how worldwide competition, the rapid expansion of the Internet, and the uncertainty of today’s economic climate are among the myriad forces testing the traditional approaches to management.
Andrea Hollingshead, Janet Fulk, and Peter Monge discuss how transactive memory theory is useful for predicting how organizational members use intranets to acquire, store and retrieve knowledge. Public Goods Theory is useful for predicting whom, how much, and when members will contribute and retrieve knowledge on intranets.
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Michael E. Kalman, Janet Fulk, and Peter Monge discuss how organizations have increasingly become sites of collective action, where task performers rely upon shared databases as flexible means to collect and distribute information widely.
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This study by Janet Fulk, Rebecca Heino, Andrew J. Flanagin, Peter Monge, Kijung Kim, and Wan-Ying Lin sought to provide insight into the collective action necessary to create a viable organizational knowledge-sharing network in the form of an Intranet. Intranets were conceived as offering the functionalities of public goods to organizational members, due to their connective and communal functions.
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Sue Mohrman discusses how in this era of global integration, electronic connectivity, and network and partner structures, work is with increasing frequency performed and integrated by geographically dispersed, or distributed, teams and networks.
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Susan G. Cohen and Don Mankin believe that collaboration is the key to effectiveness in the virtual organization.
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Nancy B. Kurland and Diane E. Bailey discuss home-based telecommuting, satellite offices, neighborhood work centers, and mobile working which are alternative forms of work organization that together constitute “telework.”
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In this paper, Tora K. Bikson, Susan G. Cohen, and Don Mankin examine how information and information technology can make teams more effective.
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