Research and Insights Archive

Research and Insights from the Center for Effective Organizations

Human Resource Slack, Human Capital Risk, and Firm Performance: Should Firms Grow Employees Faster Than Sales?

Varkey Titus Jr. (University of Nebraska) and Theresa M. Welbourne (CEO) utilize a sample of firms that are at a critical moment of growth: after going public. Analysis of 1,437 firm-year observations comprised of 330 initial public offerings (IPO) tracked over the course of five years indicates that the relationship between HR slack and profitability is curvilinear (inverted-U shape).

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Building Human Capital Advantage in Initial Public Offerings (IPOs): The Effect on Long-Term Firm Survival and Performance

Using survey data collected from the firms’ leadership teams in the beginning of the year following their IPO, Theresa M. Welbourne (CEO) and Kyle Gibson (University of Nebraska-Lincoln) test the effects of their approaches to human capital on long-term (10-year) firm survival and performance.

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Individualizing Organizations: What it takes

Forty years ago, Edward E. Lawler III (CEO) wrote an article arguing that organizations could be more effective and provide a better quality of life for their employees if they would individualize their relationship with their employees.

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Top-down, bottom-up, outside-in, and from the middle out: Where traditional change processes fall short, 12/12/14, recording/slides

Eric Severson, Senior Vice President, Global Talent Solutions at Gap, Inc., talked about the integration of the many vectors of change that have been simultaneously unfolding as Gap Inc. has worked to achieve sustainable effectiveness as defined by business/financial and market success, meeting the needs of today’s global workforce, and pursuing world-leading corporate responsibility.

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Sustainable Effectiveness Governance Model: Moving Corporations Beyond the Philanthropy Paradigm

This article by Edward E. Lawler III (CEO) and Jay A. Conger (CEO) argues that the ‘sustainable effectiveness’ model of how organizations should operate is a stark contrast to the philanthropic.

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The Sustainable Effectiveness Governance Model: Moving Corporations Beyond the Philanthropy Paradigm

Edward E. Lawler III (CEO) and Jay A. Conger (CEO) discuss how historically, organizations have adapted themselves to the paradigm of sustainable effectiveness either by adding a philanthropic function or a department focused on sustainability initiatives. However, both approaches fall seriously short in terms of effectiveness.

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Reconfiguring the Eco-System for Sustainable Healthcare (Organizing for Sustainable Effectiveness)

Reconfiguring the Eco-System for Sustainable Healthcare (Organizing for Sustainable Effectiveness)

Reconfiguring the Eco-System for Sustainable Healthcare (Organizing for Sustainable Effectiveness) by Susan Albers Mohrman (Author, Editor), Abraham B. Shani (Editor) presents case studies and theoretical analyses that illustrate practical approaches to, and further the theoretical understanding of, the creation of a more sustainable healthcare.

Sustainable Effectiveness and Organization Development

Edward E. Lawler III (CEO) shares that there is growing movement around the globe to broaden the definition of organizational effectiveness. Fewer and fewer countries and societies are willing to accept that financial performance is all that matters when it comes to organizational performance.

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Effective HR Management: Will HR Capabilities Face the Future

USC professors John Boudreau and Ed Lawler describe a unique longitudinal study of the evolution of the HR function that began in 1995 with data collection done every 3 years. The results suggest that HR is changing slower than most HR leaders believe, and they suggest how to accelerate the path to a more effective HR profession.

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Designing Organizations for Sustainable Effectiveness: A New Paradigm for Organizations and Academic Researchers

The article by Susan A. Mohrman (CEO) and Edward E. Lawler III (CEO) examines design features that enable an organization to address today’s complex and increasingly pressing global issues in ways that are sustainably effective. It identifies key social and environmental issues and reviews research examining how organizations can respond to them.

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Individualizing Organizations: What it takes

Forty years ago, Edward E. Lawler III (CEO) wrote an article arguing that organizations could be more effective and provide a better quality of life for their employees if they would individualize their relationship with their employees.

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What Makes HR Effective?

What does the HR function of an organization have to do to be a high performer? To determine what makes HR effective, Edward E. Lawler III (CEO) and John W. Boudreau (CEO) surveyed senior HR executives and other executives from more than 200 U.S. corporations.

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