Jennifer Deal, senior research scientist of the USC Marshall Center for Effective Organizations, on the challenges of hybrid workplaces, in The Wall Street Journal.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
To operate their organizations effectively across the globe, leaders need to rethink how and where work gets done.
During the COVID-19 crisis, senior leaders must rethink key decision-making processes in order to enhance trust, transparency, and teamwork.
This laboratory study by Susan G. Cohen (CEO) and Ramon Rico (Universidad Autónoma de Madrid) proposes a model of virtual team performance based on the fit between the characteristics of the task and the type of communication media used by members of the team.
Business Without Boundaries: An Action Framework for Collaborating Across Time, Distance, Organization, and Culture
Don Mankin and Susan G. Cohen argue that traditional forms of collaboration are not sufficient for competing effectively in the more complex and dynamic environment of today’s business world.
Cristina B. Gibson and Jennifer A. Manuel share that collective trust is a crucial element of virtual team functioning. Collective trust can be defined as a shared psychological state in a team that is characterized by an acceptance of vulnerability based on expectations of intentions or behaviors of others within the team.
Virtual Teams That Work, by Cristina B. Gibson and Susan G. Cohen, offers a much-needed, comprehensive guidebook for business leaders and managers who want to create the organizational conditions that will help virtual teams thrive.
Susan G. Cohen and Cristina B. Gibson share how virtual teams can be either dramatic successes or dismal failures (or anywhere in between). Virtual teams amplify both the benefits and the costs of teamwork.
Cristina B. Gibson and Susan G. Cohen discuss best practices for virtual-team leaders, members, and facilitators.
Susan G. Cohen and Don Mankin state that traditional forms of collaboration — between individuals and within teams — are not sufficient for competing effectively in the new, demanding global business environment.
A. Levenson and S. Cohen explain that virtual teams are all the rage these days. The reasons for their prevalence are well known. But when does it make sense to operate virtually versus face-to-face (FTF)?
Bradley L. Kirkman, Benson Rosen, Cristina B. Gibson, Paul E. Tesluk, and Simon O. McPherson share that advances in communications and information technology create new opportunities for organizations to build and manage virtual teams.