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Research and Insights from the Center for Effective Organizations

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Changing Organizations: Strategic Choices

Dec 15, 1987 | Change Management, Sponsor Content, Strategic HR

Key strategic choices in the design of change efforts are considered by Edward E. Lawler III. It is concluded that change efforts should be designed to incorporate such feature as informed consent, reinvention, a combination of bottoms up and top down change, organization wide installation and motivation based on a positive view of the change to be installed.

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The Quality Circle and its Variations

Dec 14, 1987 | Employee Engagement, Organizational Effectiveness, Sponsor Content

The academic and practitioner literature on quality circles (QC’s) is reviewed in this article by G. Ledford, Jr., Edward E. Lawler III, and Susan A. Mohrman.

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Participative Management in the United States: Three Classics Revisited

Dec 13, 1987 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

Three classic books by Argyria, Likert and McGregor are reviewed by Edward E. Lawler III. Their contribution to introducing participative management to the United States is assessed.

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Human Resource Management: Meeting the New Challenges

Nov 1, 1987 | Sponsor Content, Strategic HR, Strategy Execution

The challenges which face the human resources function are reviewed by Edward E. Lawler III. It is argued that human resources departments need to improve their information systems, provide expert resources help, set and implement strategy, and manage the organization’s culture.

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Compiled Opinion Editorials

Aug 1, 1987 | Employee Engagement, Employee Equity, Organization Design, Organizational Effectiveness, Performance Management, Sponsor Content, Strategic HR

A compiled set of opinion editorials by Edward E. Lawler III and Warren Bennis is presented.

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Gainsharing: Congruence with High Involvement Organization Design

Jul 1, 1987 | Compensation and Benefits, Sponsor Content

Allan M. Mohrman, Jr., Gerald E. Ledford, Jr., and Sheree Demming state that gainsharing is thought to be especially congruent with high involvement organization designs, but little prior research exists concerning the effectiveness of gainsharing, the effectiveness of high involvement designs, or the congruence of the two.

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Impediments to the Sino-U.S. Joint Venture Process

Jul 1, 1987 | HR Analytics, Sponsor Content, Strategic HR

Mary Ann Von Glinow and Mary B. Teagarden state that joint ventures between the United States and China have increased dramatically since normalization of relationships resulting in China’s Open Door Policy.

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Pay for Performance: A Strategic Analysis

Jun 15, 1987 | Compensation and Benefits, Performance Management, Sponsor Content, Strategic HR

Edward E. Lawler III argues that the idea of paying for performance is so widely accepted that almost every organization says that it does it.

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Services Marketing and Management: Implications for Organizational Behavior

Jun 1, 1987 | Organizational Effectiveness, Sponsor Content

David E. Bowen and Benjamin Schneider argue that the marketing of services and the management of service organizations have been understudied relative to the marketing of goods and the management of organizations that produce goods.

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Where is Human Resources Management Going? Six Models in Search of a Future

May 1, 1987 | Future of HR, Sponsor Content

Michael Driver, Robert Coffey, and David E. Bowen state that there seems to be a growing consensus that HRM is at a crucial crossroads in its role within corporations in the United States.

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Managing Cultural Differences in Mergers and Acquisitions: The Role of the Human Resource Function

Apr 1, 1987 | Change Management, Culture, Sponsor Content, Strategic HR

C. Siehl, G. Ledford, Jr., R. Silverman, and P. Fay explain that no comprehensive data exist about the percentage of mergers and acquisitions that end in failure, but nearly all observers agree that the percentage is disturbingly high.

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Transformations from Control to Involvement

Mar 1, 1987 | Employee Engagement, Organization Design, Sponsor Content

Edward E. Lawler III identifies conditions which causes organizations to change their management approach from a control oriented to an involvement orientated one.

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