Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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The Whole System is Broke and is in Desperate Need of Fixing: Notes on the Second Industrial Revolution

Aug 1, 1986 | Organization Design, Organizational Effectiveness, Sponsor Content, Strategic HR, Uncategorized

Ian Mitroff and Susan A. Mohrman argue that earlier conditions which made for the overwhelming success of the U.S. and Western democracies have abruptly ceased to exist.

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Self-Designing Organizations: Towards Implementing Quality-of-Work-Life Innovations

Mar 1, 1986 | Innovation, Organization Design, Sponsor Content

This chapter by Tom Cummings and Susan A. Mohrman develops a strategy for implementing innovations requiring fundamental organizational change.

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New Manufacturing Technology and Work Design

Jan 1, 1986 | Innovation, Organization Design, Performance Management

Thomas G. Cummings and Melvin Blumberg argue that perhaps most important, new technologies can have a profound impact on work design–how tasks are grouped into jobs and work groups.

Organization Development and Labor Law: Implications for Practice/Malpractice

Oct 1, 1985 | Organization Design, Sponsor Content

This article by Charles Maxey and Thomas Cummings suggests that organization development (OD) interventions can inadvertently violate federal labor law.

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Unions and the New Management

Sep 1, 1985 | Organization Design, Sponsor Content

Edward E. Lawler III and Susan A. Mohrman consider the reasons for the decline of the union movement. It is concluded that unless unions change in important ways they will continue to decline.

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Assessing Innovative Organizational Design: The Case for A Feedback/Adaptation Model

Dec 13, 1984 | HR Analytics, Innovation, Organization Design, Sponsor Content

Organizational change projects entail dynamic complex processes through which organizations and their members learn new ways to function. This paper by T. Cummings and Susan A. Mohrman assesses the appropriateness of traditional evaluation models for the assessment of these projects.

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The Design of Employee Participation Groups: Guidelines Based on Empirical Research

Aug 14, 1984 | Employee Engagement, Organization Design, Sponsor Content

This paper by Susan A. Mohrman and G. Ledford, Jr. explores the importance of various design features in employee participation programs.

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Parallel Participation Structures: The Case of Quality Circles

Aug 1, 1984 | Organization Design, Sponsor Content

This paper by Susan A. Mohrman and Edward E. Lawler III examines the typical life cycle of one kind of parallel organization, the Quality Circle. It makes the point that such structures tend to be unstable precisely because they are parallel.

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Doing Research: The Case of Organizational Design

May 1, 1984 | Agility, Change Management, Organization Design, Sponsor Content

T. Cummings, Susan A. Mohrman, A. Mohrman, Jr., and G. Ledford, Jr. present a framework for understanding
a research approach with organizations that are designing and redesigning themselves to adapt to rapid and fundamental societal changes.

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Managing Organizational Decline: The Case for Transorganizational Systems

Dec 16, 1983 | Organization Design, Sponsor Content

This paper by Thomas G. Cummings, Larry E. Greiner, and Judith F. Blumenthal discusses transorganizational systems as an innovative yet increasingly frequent response to organizational decline.

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The Impact of Quality Circles: A Conceptual View

May 1, 1983 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

Susan A. Mohrman states that Quality Circles (Q.C. Circles) are one of the most recent managerial innovations to be widely adopted by American businesses.

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Beyond Testimonials: Learning from a Quality Circles Program

Oct 1, 1982 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

Susan A. Mohrman and L. Novelli state that quality circles programs are based on the assumptions that employee participation leads to valued outcomes such as intrinsic satisfaction and recognition, and that it also results in the implementation of changes which enhance productivity and satisfaction.

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