Theresa M. Welbourne (eePulse) asks the questions “Are your employees engaged in your organization? Do they focus on the non-core job behaviors that make for a successful firm? ”
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Cristina B. Gibson and Jennifer A. Manuel share that collective trust is a crucial element of virtual team functioning. Collective trust can be defined as a shared psychological state in a team that is characterized by an acceptance of vulnerability based on expectations of intentions or behaviors of others within the team.
A. Levenson and S. Cohen explain that virtual teams are all the rage these days. The reasons for their prevalence are well known. But when does it make sense to operate virtually versus face-to-face (FTF)?
Organizing for High Performance: Employee Involvement, TQM, Reengineering, and Knowledge Management in the Fortune 1000
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.
Michael E. Kalman, Peter Monge, Janet Fulk, and Rebecca Heino discuss how in organizational settings, a communication dilemma exists whenever the interests of a collective (i.e., team, organization, interorganizational alliance) demand that people share privately held information but their individual interests instead motivate them to withhold it.
Fostering Intranet Knowledge-Sharing: An Integration of Transactive Memory and Public Goods Approaches
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.
Cross-Cultural Quality Improvement: Should the Focus Depend on Cultural Characteristics and Team Orientation?
In this paper by Cristina B. Gibson, the hypothesis that quality improvement efforts should be congruent with the level of field independence in a given cultural context and corresponding team quality orientations was examined.
This paper by Cristina B. Gibson and Freek Vermeulen examines team learning behavior; a set of actions that teams engage in to improve their outcomes.
This paper by Mary J. Waller, Cristina B. Gibson, and Mason A. Carpenter focuses on the impact of individuals’ time perspectives on team knowledge creation. Various configurations of time perspective among team members are likely to exert significant but unacknowledged influences on teams’ knowledge creation efforts.
Robert Quinn and Gretchen Spreitzer argue that while many contemporary organizations recognize the need for empowered employees, they frequently run into problems attempting to implement empowerment programs.
Factors Affecting the Organizational Commitment of Technical Knowledge Workers: Generation X, Baby Boomers, and Beyond
D. Finegold, S. Mohrman, and G. Spreitzer discuss how gaining the commitment of knowledge workers will be one of the central management challenges in the new millennium.
This paper by Mary E. Zellmer-Bruhn develops a conceptual framework to explain variance in the meaning of teamwork across national and organizational cultures.