Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Total Quality Management: Practices in the Fortune 1000

Jun 2, 1992 | Organizational Effectiveness, Sponsor Content

E. Lawler III, S Mohrman, and G. Ledford, Jr. report on the results of the Center for Effective Organizations survey of the Fortune 1000 companies. Particular focus is on the kind of total quality management practices which are adopted by these companies.

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The Value Adding Corporation

Apr 3, 1992 | Organization Design, Organizational Effectiveness, Sponsor Content

Jay R. Galbraith states that the concept of the American Corporation has been evolving for some time. By the early 1980s a consensus had developed around the different types of corporations and their organizations.

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New Forms of Organization III

Aug 1, 1991 | Organization Design, Organizational Effectiveness, Sponsor Content

The Center for Effective Organizations and Fiat have conducted a series of travelling seminars. This part of the series by Jay Galbraith focused on organization forms for competitive renewal.

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New Organization Forms for Manufacturing Competitiveness

Jul 1, 1991 | Organization Design, Organizational Effectiveness, Sponsor Content

Jay Galbraith of the Center for Effective Organizations and FIAT conducted their second “traveling seminar” in order to study new forms of organization being used by manufacturing companies.

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The Effectiveness of Self-Managing Teams: A Quasi-Experiment

Jun 3, 1991 | Organizational Effectiveness, Performance Management, Sponsor Content

This study by S. Cohen and G. Ledford, Jr. uses a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company.

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Implementing Effective IHRM Practices: A Challenge for MNCs in the 1990s

Dec 16, 1990 | Agility, Change Management, Organizational Effectiveness, Sponsor Content

Janice M. Beyer and John Milliman argue that multinational corporations (MNCs) of the future will be faced with a – whole new array of challenges, thus necessitating international HRM practices (IHRM) that are able to adapt to changing pressures.

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The New Plant Revolution Revisited

Nov 1, 1990 | Organization Design, Organizational Effectiveness, Sponsor Content

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.

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Contextual Determinants of Human Resource Management Effectiveness in International Cooperative Alliances: Evidence from the People’s Republic of China

Jun 1, 1990 | Organizational Effectiveness, Sponsor Content, Strategic HR

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.

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A Profile of Meetings In Corporate America: Results of the 3M Meeting Effectiveness Study

Nov 22, 1989 | Organizational Effectiveness, Sponsor Content

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.

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Organizational Culture: A Key to Financial Performance?

May 1, 1989 | Organizational Effectiveness, Sponsor Content

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.

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Organizational Response to Government Regulation: A New Theoretical Perspective

Dec 21, 1987 | Organizational Effectiveness, Sponsor Content

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.

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Competitive Advantage and the Basis of Competition

Dec 20, 1987 | Organizational Effectiveness, Sponsor Content

Philip H. Birnbaum and Andrew R. Weiss conducted an exploratory analysis of the basis of competition in 13 specific industrial sectors.

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