Research and Insights from the Center for Effective Organizations
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.
In this paper by Cristina B. Gibson, a framework for collective cognition in the workplace is developed to provide guidance to groups, their leaders, and researchers interested in understanding and improving cognitive processes.
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Cristina B. Gibson and Mary E. Zellmer-Bruhn state that managers who struggle with implementing teams across cultures can use metaphor as a tool to unlock teaming expectations and guide teaming practice.
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Edy Greenblatt shares how President George W. Bush, a home-based pharmaceutical sales representative, and a Club Med flying trapeze instructor have at least one thing in common. For each, the ability to manage the work/life balance demands on themselves and their key employees’ is a strategic imperative.
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D. Finegold, G. Benson, and S. Mohrman explain that economic theory predicts that firms will not invest in developing employees’ general skills because unlike investments in physical capital, this human capital can walk out the door at any time. Companies, however, are spending billions of dollars each year on general education and training programs.
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D. Finegold, A. Levenson, and M. Van Buren explain that the rapid growth of the temporary staffing industry in the 1990s poses a paradox to researchers interested in the labor market for low-skilled workers.
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Based on a wide-ranging study of veteran global executives, leadership development experts, Morgan W. McCall and George P. Hollenbeck reveal what it takes for organizations to groom, and individuals to become, successful international executives.
This monograph by Alec Levenson is written for those interested in promoting company-funded workplace basic skills programs.
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Alec Levenson and David Finegold discuss how most research on temporary jobs focuses either on companies’ motivations for using temps or point-in-time comparisons of temp and non-temp jobs. Both types of approach seek to shed insights into the opportunities available to those who work as temps.
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In this chapter, C. Gibson, J. Conger, and C. Cooper propose a theory of perceptual distance and its implications for team leadership and team outcomes.
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E. Lawler and D. Finegold discuss that one approach to attracting, retaining, and motivating employees is to individualize the relationship they have with an organization.
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This paper by Gretchen M. Spreitzer and Aneil K. Mishra examines how survivor reactions to a downsizing influence their retention with a firm two years following a downsizing.
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