Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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The Employment Outcomes and Advancement of Temporary Workers

Sep 19, 2001 | Sponsor Content, Talent Management

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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Perceptual Distance: The Impact of Differences in Team Leader and Member Perceptions Across Cultures

May 4, 2000 | Performance Management, Sponsor Content, Talent Management

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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Individualizing the Organization: Past, Present and Future

Nov 14, 1999 | Future of HR, Performance Management, Sponsor Content, Talent Management

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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To Stay or to Go: Voluntary Survivor Turnover Following an Organizational Downsizing

Oct 11, 1999 | Change Management, Sponsor Content, Talent Management

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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Preserving Commitment During Downsizing: Examining the Mitigating Effects of Trust and Empowerment

Oct 10, 1999 | Change Management, Performance Management, Sponsor Content, Talent Management

Drawing on Lazarus and Folkman’s (1984) stress theory, Gretchen Spreitzer and Aneil K. Mishra hypothesize that the negative effects of downsizing on commitment can be mitigated when trust and empowerment are high.

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Consulting to Team-Based Organizations: An Organizational Design and Learning Approach

Aug 9, 1999 | Organization Design, Sponsor Content, Talent Management

S. Mohrman and K. Quam discuss how team-based organizations follow a different logic from traditional hierarchical organizations that rely primarily on individuals as the primary performing unit.

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Building Leaders

Jun 11, 1999 | Leadership, Talent Management

Through insightful analysis and extensive case studies, Jay Conger and co-author Beth Benjamin provide the proven techniques, and common pit-falls to avoid, for building leadership talent at all levels.

Creating Self-Sustaining, High Skill Ecosystems

Feb 4, 1999 | Sponsor Content, Talent Management

David Finegold discusses how most managers’ decisions to adopt a low-skill form of work organization, even if it hurt the performance of the British economy as a whole, could be seen as a rational response to the institutional conditions – e.g. short-term financial markets, an adversarial industrial relations system, a low supply of skills in the labour market – in which they operated.

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Factors Affecting the Organizational Commitment of Technical Knowledge Workers: Generation X, Baby Boomers, and Beyond

Feb 3, 1999 | Employee Engagement, Sponsor Content, Talent Management

D. Finegold, S. Mohrman, and G. Spreitzer discuss how gaining the commitment of knowledge workers will be one of the central management challenges in the new millennium.

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When Does Culture Matter?

Nov 21, 1998 | Culture, Sponsor Content, Talent Management

Past research has shown that national culture does matter- it affects people’s behavior- but research has left open the question of when culture matters. Martha L. Maznevski, Cristina B. Gibson, and Bradley L. Kirkman examine culture’s effects on four types of individual outcomes, and propose moderators at three levels of analysis.

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Preserving Commitment During Downsizing: An Empirical Test of the Mitigating Effect of Trust and Empowerment

Oct 15, 1998 | Change Management, Employee Engagement, Sponsor Content, Talent Management

Gretchen M. Spritzer and Aneil K. Mishra explore whether the commitment of downsizing survivors can be preserved at a level comparable to employees who have not been subjected to a downsizing.

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Beyond Competencies: Using the Ability to Learn from Experience for the Early Identification of International Executives

Mar 6, 1998 | Performance Management, Sponsor Content, Talent Management

Morgan W. McCall, Gretchen M. Spreitzer, and Joan D. Mahoney discuss the development of an instrument which measures both traditional competencies for international executive success and the ability to learn from experience.

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