Research and Insights from the Center for Effective Organizations
This report by Cristina B. Gibson is the first step in a program of research concerning the impact of diversity.
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The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness.
This paper by William M. Snyder and Thomas G. Cummings presents a conceptual model that proposes how organization-learning disorders influence organization performance.
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In this article, Susan G. Cohen and Diane E. Bailey summarize and review the research on teams and groups in organization settings published from January 1990 to April 1996.
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E. Lawler III, J. Conger, and D. Finegold look at the key activities of the board and then briefly consider what makes groups effective.
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Patrick M. Wright, Gary C. McMahan, Blaine McCormick, and W. Scott Sherman examined the impact strategy, core competence, and involvement of HR executives in strategic decision making on the refinery managers’ evaluation of the effectiveness of HR and refinery performance among 86 U.S. petro-chemical refineries.
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S. Mohrman and E. Lawler III state that the school reform movement seeks higher educational standards for all students, moving authority into the local school to develop new approaches and apply resources appropriately to meet the needs of all students, and new approaches to teaching and learning meet the educational needs of modern society.
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A survey of the 1000 largest companies in U.S. led by S. Mohrman, R. Tenkasi, E. Lawler III, and G. Ledford, Jr. shows that TQM practices fall into two main categories: core practices and production oriented practices.
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The characteristics that are associated with large corporations becoming dinosaurs are identified. A number of practices are suggested in this paper by E. Lawler III and J. Galbraith that can prevent an organization from becoming dominated by these dysfunctional characteristics.
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This landmark book, one of the most cited volumes on the topic of motivation in the workplace, defines Edward Lawler’s basic philosophy: in order to have effective organizations, we must understand how to motivate and encourage effective individual performance.
This study by Chung-Ming Lau, Gary C. McMahan, and Richard W. Woodman explored culture-bound issues in OD. The results of surveys among major firms in the United States and Hong Kong indicated few major differences in their OD practices, though the usage of specific OD interventions varied.
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This study by Ramkrishnan V. Tenkasi, Tojo J. Thachankary, Frank J. Barrett, and Michael R. Manning investigated and supported the view that the consultants’ constructions of positive or negative perceptions and expectations about the client system is an artifact of consultant organizational schemas and inquiry frames.
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