Research and Insights from the Center for Effective Organizations
Edward E. Lawler, John W. Boudreau, and Susan Albers Mohrman (Stanford Press, 2006) This is the Center for Effective Organizations’s (CEO) fourth national study of the human resources (HR) function in large corporations. It is the only long-term national study of this important function.
Larry Greiner (USC) and Tom Cummings (USC) share that strategy consultants, managers and scholars have long relied on formal strategic planning to embody and implement their more abstract concepts of strategic management.
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Edward E. Lawler III (CEO) and John W. Boudreau (CEO) share how corporate boards in the United States are changing as a result of new regulations and performance demands
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The present study by Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) looks at the impact of having key senior executives attend board meetings even though they are not on the board.
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E. Lawler argues that the time is right for HR to take on an important new role in organizations. It needs to become a major player in the development and implementation of business strategy.
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Edward E. Lawler III (CEO) explains that a number of forces have converged to support the idea that HR management should be a major strategic focus in most organizations.
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Warren Bennis (USC) and Jim O’Toole (CEO) discuss how MBA programs face intense criticism for failing to impart useful skills, failing to prepare leaders, failing to instill norms of ethical behavior–and even failing to lead graduates to good corporate jobs.
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Larry Greiner (USC) argues that for OD to play a more vital role in the future of organizations it must become involved in strategic planning, which affects not only the direction of organizations but the lives and careers of many employees.
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Designing the Customer-Centric Organization (Jay R. Galbraith, (Jossey-Bass, 2005)) offers today’s business leaders a comprehensive customer-centric organizational model that clearly shows how to put in place an infrastructure that is organized around the demands of the customer.
John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that when it comes to their talent resources, organizations often have similar human capital programs across all business units (“build bench strength”, “improve retention,” “base rewards on performance”). Generic human capital allocations lead to non-optimal human capital investments, just like generic financial or marketing allocations.
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In this article, John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) extend earlier work by proposing a framework of four elements integrating HR measures within a system for achieving strategic organizational change.
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John W. Boudreau (CEO) and Peter M. Ramstad (Personnel Decisions International) explain that the value and importance of human capital, or talent, is increasingly obvious to business leaders, yet they are increasingly frustrated by the current state of human resource (HR) management.
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