Research and Insights from the Center for Effective Organizations
Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.
Ed Lawler argues that it is time for new thinking, new practices and more strategic direction in the pay systems of organizations.
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Kathleen K. Reardon and Alan Rowe state that the key component of successful leadership now and in the next century is a responsiveness to continuous change.
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Kathleen K. Reardon and Alan Rowe argue that the key component of successful leadership now and in the next century is a responsiveness to continuous change. Such responsiveness requires suspending the illusion of control and denial of uncertainty psychologists tell us are characteristic of human thinking.
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In this study, Mary E. Zellmer-Bruhn and Cristina B. Gibson apply the concept of strategic context (Prahalad & Doz, 1987; Schulz & Jobe, 1997) to the team level and examine how team strategic context relates to team process innovativeness.
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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.
P. Adler and E. Lawler III discuss how article after article on the future of U.S. corporations stresses the importance of HR skills for line managers and “business partner” skills for HR managers. Despite this very few MBA programs offer concentrations in HRM.
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Sue Mohrman argues that top management should focus on organizational architecture, on leading the learning process, on providing very clear strategic direction, and on building a new employment relationship.
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Nadini Rajagopalan addresses the topic of executive compensation, one that has fascinated both academic researchers and the business press for the past several decades.
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Sue Mohrman and Ed Lawler state that the emergence of the global economy, overcapacity in many industries, monumental improvements in the power of computer and telecommunications tools, and the emergence of the knowledge economy are among the forces that are resulting in fundamental change in the design of organizations.
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Nandini Rajagopalan and Gretchen M. Spreitzer provide a comprehensive review of the strategic change literature from three theoretical lenses: the rational, learning, and cognitive lenses.
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Brent Keltner and David Finegold state that raising levels of human capital investment to improve the quality of service delivery can be done but it requires restructuring recruiting and training practices in light of institutional constraints.
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