Research and Insights from the Center for Effective Organizations
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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G. McMahan and E. Lawler III examined the research literature on union status and employee involvement with respect to two issues: (1) the relationship between the presence of a union and the adoption of employee involvement; (2) the relationship between the presence of a union and the effectiveness of employee involvement.
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This study by L. Chang, S. Cohen, and G. Ledford, Jr. validated the Self-Management Leadership Questionnaire (Manz & Sims, 1987) and assessed the relationship between self-management leadership, work group effectiveness and quality of work life (QWL).
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This study by L. Chang, S. Cohen, and G. Ledford, Jr. validates the Self-Management Leadership theory as operationalized by the Self- Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company.
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Gary C. McMahan and Richard W. Woodman conducted a study in which the 500 largest industrial firms in the United States were surveyed with regard to their internal Organization Development (OD) practice.
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Edward Lawler III provides an overview of the critical global factors that demand higher performance standards from organizations.
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Ramkrishnan V. Tenkasi and Richard J. Boland Jr. call for a fundamental reorientation of our understanding of human cognition and its relation to organizational learning, a turn that sees the basic organizing principle of cognition as essentially narrative and not schematic or representational.
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In this study by Gary C. McMahan, Richard W. Woodman, and Ana Moreno, the 500 largest service firms in the United States were surveyed with regard to their internal Organization Development (OD) practice.
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This paper by Susan G. Cohen proposes a model of self-managing work team (SMWT) effectiveness derived from several theories of organizational behavior and empirical work.
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The relationship between pay systems and total quality management systems is discussed in this paper by Edward Lawler III.
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