This article by Edward Lawler III reviews and updates an earlier article “The New Plant Revolution.” Concludes that the new plant model has worked well, but has some weaknesses. These include lack of financial incentive, team effectiveness and full business integration.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Contextual Determinants of Human Resource Management Effectiveness in International Cooperative Alliances: Evidence from the People’s Republic of China
Mary Ann Von Glinow and Mary B. Teagarden argue that international cooperative alliances, especially joint ventures in developing countries with command economies such as the People’s Republic of China, encounter myriad factors pertaining to HRM that constrain or influence their effectiveness.
A Profile of Meetings In Corporate America: Results of the 3M Meeting Effectiveness Study
This report by Peter M. Monge, Charles McSween, and JoAnne Wyer presents the findings of the 3M Meeting Effectiveness Study. 903 people from 36 small, medium, and large companies in the public and private sectors completed a detailed survey describing the last meeting they attended.
Organizational Culture: A Key to Financial Performance?
Caren Siehl and Joanne Martin discuss how the quantity of organizational culture research has increased dramatically during the last decade (e.g., Barley, Meyer, & Gash, 1988), in part because so much of it has held out a tantalizing promise: that culture may be a key to enhancing financial performance.
Organizational Response to Government Regulation: A New Theoretical Perspective
Philip H. Birnbaum and Edward J. Ottensmeyer argue that students of organizational strategy lack a fully specified framework for studying and better understanding the strategies shaped by organizations in response to government regulation.
Competitive Advantage and the Basis of Competition
Philip H. Birnbaum and Andrew R. Weiss conducted an exploratory analysis of the basis of competition in 13 specific industrial sectors.
Service in Manufacturing: Some Strategic and Theoretical Implications
In this paper by David E. Bowen, Caren J. Siehl, and Benjamin Schneider, approaches to enhancing the competitiveness of domestic manufacturing operations are re-conceptualized as ways of restructuring production operations to include attributes of service operations.
The Quality Circle and its Variations
The academic and practitioner literature on quality circles (QC’s) is reviewed in this article by G. Ledford, Jr., Edward E. Lawler III, and Susan A. Mohrman.
Compiled Opinion Editorials
A compiled set of opinion editorials by Edward E. Lawler III and Warren Bennis is presented.
Services Marketing and Management: Implications for Organizational Behavior
David E. Bowen and Benjamin Schneider argue that the marketing of services and the management of service organizations have been understudied relative to the marketing of goods and the management of organizations that produce goods.
Quality Circles: After the Honeymoon
Edward E. Lawler III and Susan A. Mohrman argue that quality circles are a widely practiced approach to improving organizational performance.
The Slack is Gone: How the U.S. Lost Its Competitive Edge in the World Economy
Ian Mitroff and Susan A. Mohrman state that during the late 1970s, when chronic inflation eroded the dollar’s value in international trade, American goods became artificially attractive to foreign buyers-and American manufacturers were lulled into an artificial sense of security about their ability to compete.