Susan Albers Mohrman (CEO) explains that traditional management research has advocated arms‐length, systematic studies that treat organizations and the people in them as subjects.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
CHROs and Boards: A Missing Link
Edward E. Lawler III (CEO) states that it’s not a pretty picture – in fact, it is not much of a picture at all! The relationship between corporate boards and CHROs is often so distant as to be of little practical significance from a board and organizational effectiveness perspective.
Valour Pulse and Energy Pulse
Theresa M. Welbourne’s (CEO) Valour Pulse and Energy Pulse questions are based on over 20 years of research on what drives firm performance.
Designing Matrix Organizations That Actually Work, 6/17/2009
Jay addresses the design of successful matrix organizations. He features the Star Model as a guide to design. He emphasizes the point that designing a successful matrix is less about structure and more about designing management processes, creating joint goals, managing conflict, clarifying roles and responsibilities and creating strong management teams; ends with HR practices, reward systems and selection criteria to complete the Star Model.
Corporate Board Attributes, Team Effectiveness and Financial Performance
G. Tyge Payne (Texas Tech University), George S. Benson (University of Texas), and David L. Finegold (Rutgers University) discuss how researchers have recently begun to integrate the literature on corporate boards with that of team effectiveness in an effort to understand how boards function and impact company performance.
Are All Nonfinancial Performance Measures Created Equal? Evidence on Customer Satisfaction and Employee Satisfaction Measures from the Homebuilding Industry
Clara Xiaoling Chen (University of Illinois), Melissa Martin (USC), and Kenneth A. Merchant’s (USC) findings suggest that the validity of a business model depends not only on the soundness of the conceptual model per se, but also on how the variables in the business model are measured.
Silence Speaks Volumes: The Effectiveness of Reticence in Comparison to Apology and Denial for Responding to Integrity- and Competence-Based Trust Violations
Donald L. Ferrin (Singapore Management University), Peter H. Kim (USC), Cecily D. Cooper (University of Miami), and Kurt T. Dirks (Washington University in St. Louis) Prior research on responses to trust violations has focused primarily on the effects of apology and denial. We extend this research by studying another type of verbal response that is often used to respond to trust violations, but has not been considered in the trust literature: reticence.
It Should Be All About Organizational Effectiveness
Edward E. Lawler III (CEO) states that it is the best of times and the worst of times for the HR functions in corporations. The foundation upon which HR functions were built has shifted dramatically in the last few decades.
Do Competencies Drive Organizational Performance? Can they? Evidence and Implications for Professional and HR Competencies
This article by Alec R. Levenson (CEO) examines the link between competencies and organizational performance.
From Human Resource Management to Organizational Effectiveness
Edward E. Lawler III (CEO) explains that for at least the last decade virtually every book, article, and speech on the future of the human resources function in corporations has emphasized the need for change.
Life at CMM Level 5: Lessons from Computer Sciences Corporation on the Effective Implementation of the Capability Maturity Model for Software
Paul S. Adler, Frank E. McGarry, Wendy B. Irion-Talbot, and Derek J. Binney share that a growing number of organizations are using the Software Engineering Institute’s (SEI) Capability Maturity Model for Software (CMM) as a guide to improving their development process.
Integrated Speed and Flexibility: Delivering Customer Solutions
Jay R. Galbraith states that a challenge for organization designers is to create an organization that can act with speed, flexibility and integration. Up until now, designers could create organizations that are characterized by any two of those features but not all three.