Research and Insights from the Center for Effective Organizations
This article by Jay R. Galbraith is about the convergence of strategy and organizational consulting.
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Edward E. Lawler III and Susan Albers Mohrman discuss how corporations are undergoing dramatic changes with significant implications for how human resources are best managed and organized. There is a growing consensus that human capital is critical to an organization’s success.
Larry Greiner, Thomas Cummings, and Arvind Bhambri discuss how there is no honeymoon for most new CEOs these days. Instead, they are challenged immediately by their boards to make major changes and improve financial performance. Entering with strong mandates for change, new CEOs frequently launch strategic transformation initiatives.
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Paul S. Adler, Seok_Woo Kwon, Patricia Riley, Jordana Signer, Ben Lee, and Ram Satrasala explain that improvement trajectory is the fruit of a series of improvement projects, the proximate cause of this variation between organizations lies in the varied ways these projects are managed.
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E. Lawler and S. Mohrman share that a number of articles, books and studies have argued that HR needs to become a strategic partner. But is HR becoming a strategic partner?
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A. Levenson shares how in 2000-01 companies were hit hard by a number of economic shocks, including industry-specific cycles, the stock market collapse, and national recession.
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Alec Levenson share that return on investment (ROI) has long been used to evaluate capital spending projects. The underlying principle is straightforward and compelling: use a uniform financial metric for projects and outcomes that otherwise would be difficult to compare.
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Jay Galbraith’s new and revised edition of Designing Organizations is a leader’s concise guide to the process of creating and managing an organization – no matter how complex – that will be positioned to respond effectively and rapidly to customer demands and have the ability to achieve unique competitive advantage.
Ed Lawler discusses how the 1990’s saw the rise of the dot-coms. They soared to amazing stock market evaluations that defied the laws of economic gravity.
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Jay A. Conger, Edward E. Lawler III and David L. Finegold (Jossey-Bass, 2001) discuss how corporate boards are under fire. Investors, government agencies, communities, and employees are scrutinizing boards’ performance and challenging their decisions like never before — and it is likely this attention will only increase.
Cristina B. Gibson and Todd Saxton explain that despite the widespread involvement of third parties such as consultants in organizational decision making, little empirical research has explored the effect of these individuals on team outcomes.
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Edward Lawler III and Susan A. Mohrman argue that corporations are undergoing dramatic changes that have significant implications for how their human resources are managed and for how the human resource function is best organized and managed.
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