Research and Insights from the Center for Effective Organizations
Jay Galbraith states that every company needs an organization which changes as quickly as its business changes. If not, the company is falling behind.
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Paul A. Adler states that colloquially speaking, “bureaucracy” means red tape, over-controlling bosses, and apathetic employees. But large-scale organizations need appropriately designed formalized procedures and hierarchical structure to avoid chaos and to assure efficiency, quality, and timeliness.
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Paul A. Adler explains that there is broad consensus that the superlative efficiency and quality performance of Japanese auto “transplants” in the US is in large measure due to their combination of the “lean” production systems and distinctive human resource management practices.
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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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Susan G. Cohen and Diane E. Bailey discuss how the use of teams has increased dramatically in response to competitive pressures for speed, costs, quality, and innovation.
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This paper by Paul Emmanuelides and Philip H. Birnbaum-More applies an information-processing approach to the study of product development projects.
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This paper by Cristina B. Gibson and Mary E. Zellmer-Bruhn develops a conceptual framework to explain variance in the concept of teamwork across national and organizational cultures.
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Mary E. Zellmer-Bruhn and Cristina B. Gibson investigate facilitators and impediments to inter-team transfer of practices using qualitative analysis of multinational interviews and review of literature.
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Sue Mohrman argues that top management should focus on organizational architecture, on leading the learning process, on providing very clear strategic direction, and on building a new employment relationship.
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In this paper, Aneil K. Mishra and Gretchen M. Spreitzer develop a stress-based framework of survivors’ responses to downsizing.
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S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. discuss how configuring organizations into cross-functional new product development teams introduces new knowledge management and learning challenges.
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Based on eighteen years of in-depth research, this powerful new book by Albers Mohrman, Jay R. Galbraith , and Edward E. Lawler III describes the building blocks for creating tomorrow’s dynamic organizations and provides hands-on guidance for implementing change.