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.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
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.
The Whole System is Broke and is in Desperate Need of Fixing: Notes on the Second Industrial Revolution
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.
Transference and Countertransference in Action Research Relationships
Gerald Ledford, Jr. explores transference and countertransference, two concepts from the psychotherapeutic literature, and their relevance to action research relationships is considered.
Education, Management Style & Organizational Effectiveness
Edward E. Lawler III examines the relationship between education, management style, and organizational effectiveness.
Utilization of Organizational Behavior Knowledge: The Improbable Task
This paper by Warren G. Bennis and Joseph DeBell aims to outline and evaluate the major interventions used to apply behavioral science to improving organizational effectiveness.
Employee Participation Programs: Implications for Productivity Improvement
Susan A. Mohrman states that the relationship between organizational effectiveness and employee participation in decision-making has been the subject of academic interest for decades.
Creating High Involvement Work Organizations
Edward E. Lawler III (CEO) points to the many successful new plants that follow a participative model. This same model can be applied to traditional organizations with high likelihood of good productivity and a high quality of work life.
Making MBO Effective
This article by Steven Kerr (USC) maintains that many, perhaps most, approaches to MBO (Management by Objectives) contain logical inconsistencies and make assumptions that are contrary to what is know about people and about organizations.