Research and Insights from the Center for Effective Organizations
Susan Albers Mohrman, Susan G. Cohen and Allan M. Mohrman, Jr., (Jossey-Bass, 1995)
Designing Team-Based Organizations breaks new ground in tackling the organizational design issues related to the implementation of teams, with a specific focus on the new designs required to support the knowledge-work components of organizations.
This paper by S. Mohrman, A. Mohrman, Jr., and S. Cohen examines the design of organizations for knowledge work. It draws on the general literature underpinning organization theory and design, and more applied work on design for knowledge work.
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Ramkrishnan V. Tenkasi, Tojo J. Thachankary, Frank J. Barrett, and Michael R. Manning investigated the impact of two different guiding schemas about organizations and topics of inquiry, on two groups of consulting teams.
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This landmark book, one of the most cited volumes on the topic of motivation in the workplace, defines Edward Lawler’s basic philosophy: in order to have effective organizations, we must understand how to motivate and encourage effective individual performance.
S. Mohrman and S. Cohen state that new approaches to designing and managing organizations are changing the assumptions that have been built into traditional hierarchical organizations and the performance required by organizational participants.
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This study by Chung-Ming Lau, Gary C. McMahan, and Richard W. Woodman explored culture-bound issues in OD. The results of surveys among major firms in the United States and Hong Kong indicated few major differences in their OD practices, though the usage of specific OD interventions varied.
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This paper by Richard J. Boland, Jr., Ramkrishnan V. Tenkasi, and Anil K Maheshwari argues the need for information systems that actively value the diversity of differentiated knowledge and that provide mechanisms for the integration of knowledge which respects the separateness of each expertise and way of knowing.
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A departure from traditional organizational prescriptions, this innovative book by Mary Ann Von Glinow and Susan Albers Mohrman offers a new framework for dealing with the numerous complexities and challenges of managing high technology industries and organizations.
In this paper, Richard J. Boland Jr. and Ramkrishnan V. Tenkasi look to science as an example of knowledge work in a community of knowing, and draw implications for the design of electronic communication systems and policies to support perspective making and perspective taking.
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Richard J. Boland Jr., Ramkrishnan V. Tenkasi, and Dov Te’Eni discuss how cognition in organizations is a distributed phenomenon, in which individual members of an organization reflect upon their experience, make plans, or take action.
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Susan Mohrman explains that designing organizations in which the work team is the focal performing unit began in earnest in production settings, where “new design plants” (Lawler, 1978) or “high commitment work systems” (Walton, 1985) emerged in the 1970’s and are now widely used (Lawler, Mohrman and Ledford, 1993).
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This paper by Susan G. Cohen proposes a model of self-managing work team (SMWT) effectiveness derived from several theories of organizational behavior and empirical work.
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