Research and Insights from the Center for Effective Organizations
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.
In this practical guide for group leaders and facilitators, Susan Albers Mohrman and Allan M. Mohrman, Jr. offer background information, insights, and tools that allow even those new to the organization and team design process to expertly guide a group through the self-design process.
Tom L.C.M. Groot and Kenneth A. Merchant explain that as markets have become more globalized and competitive, it has become increasingly difficult for any single company to excel, and thus be competitive, in all aspects of a given business.
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Jay Galbraith explains that a number of companies have been adopting a hybrid structure in order to respond to the simultaneous demands to be local and customer responsive and yet be global and capture scale economics.
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This paper by S. Mohrman describes a design tool based on the teams research conducted at the Center for Effective Organizations that guides a design team through the process of designing or redesigning a team-based organization.
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In this unique resource, leading team and organization design experts Susan Albers Mohrman and Allan M. Mohrman, Jr., guide organizations systematically through a proven process for becoming team-based.
In this paper, S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. examine one company’s experience with business process redesign coupled with the implementation of a new business strategy, advanced, networked information technology, and organizational design.
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E. Lawler III and G. Ledford, Jr. argue that in an era of constant change and demands for ever higher levels of performance, bureaucratic designs appear clumsy and lethargic.
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Sue Mohrman and Ed Lawler state that the emergence of the global economy, overcapacity in many industries, monumental improvements in the power of computer and telecommunications tools, and the emergence of the knowledge economy are among the forces that are resulting in fundamental change in the design of organizations.
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In this article from 1996, Susan G. Cohen, Don Mankin, and Tora K. Bikson discuss how teams and information technology (IT) are two of the most important developments in organizations today.
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