This handbook edited by A. B. Shani, S. A. Mohrman, W. A. Pasmore, B. Stymne, & N. Adler. (SAGE Publications, 2008) provides the latest thinking, methodologies and cases in the rapidly growing area of collaborative management research.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
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Make Human Capital a Source of Competitive Advantage
This article by Edward E. Lawler III (CEO) looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices.
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Make Human Capital a Source of Competitive Advantage
This article by Edward E. Lawler III (CEO) looks at four areas where human capital should have a major impact on design: corporate boards, leadership, the human resource department, and information practices.
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Creating American Businesses that Can Compete Globally
James O’Toole (CEO) and Edward E. Lawler III (CEO) argue that American companies increasingly outsource and offshore jobs, cut employee benefits, substitute contingent or contract workers for regular or permanent employees, eliminate traditional career paths, and reduce expenditures on training.
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Designing Organizations for Growth: The Human Resource Contribution
Susan A. Mohrman (CEO) states that HR is staring at an incredible opportunity to increase its impact on organizational performance and become a true strategic partner by contributing to the organization and work design challenges that enable growth.
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Organizational Communication Networks
Peter Monge (USC) and Drew Margolin (USC) explain how communication and other social networks have been the subject of considerable scholarship since the eighteenth century (Mattelart, 2000), but the past two decades have produced unprecedented growth in network theorizing and research.
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Having Relevance and Impact: The Benefits of Integrating the Perspectives of Design Science and Organizational Development
This introductory paper by Susan A. Mohrman (CEO) argues that building intentional design capabilities is a primary approach to bridging theory and practice.
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Why are Jobs Designed the Way they Are?
In this paper, Michael Gibbs (University of Chicago), Alec R. Levenson (CEO), and Cindy Zoghi (BLS) study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go?
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Designing Organizations that are Built to Change
Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) share that as the pace of globalization and social change quickens, executives are correctly calling for greater agility, flexibility and innovation from their companies.
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Designing Organizations as if Change Matters
Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) share that more and more executives and management theorists are calling for agility, flexibility, and innovation in the performance of organizations.
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Designing Organizations to Lead with Knowledge
Susan A. Mohrman (CEO) argues that organizational development practitioners in the knowledge economy must bring frameworks and development processes that help organizations build and sustain knowledge leadership.
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The Challenge of Designing Knowledge Work
This white paper by Susan A. Mohrman (CEO) describes the critical importance of work design in the knowledge economy.
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