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Harvesting What They Grow: Can Firms Get a Return on Investments in General Skills?

May 16, 2002 | Organizational Effectiveness, Sponsor Content, Talent Management

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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Meeting the Performance Challenge: Calculating ROI for Virtual Teams

Apr 17, 2002 | Employee Engagement, Organization Design, Performance Management, Remote Work/Virtual Teams, Sponsor Content

A. Levenson and S. Cohen explain that virtual teams are all the rage these days. The reasons for their prevalence are well known. But when does it make sense to operate virtually versus face-to-face (FTF)?

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A Temporary Route to Advancement? The Career Opportunities for Low-Skilled Workers in Temporary Employment

Apr 9, 2002 | Innovation, Sponsor Content, Talent Management

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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Designing Work for Knowledge-Based Competition

Mar 7, 2002 | Innovation, Organization Design, Sponsor Content

Susan Mohrman proposes a framework for the design of work in the knowledge enterprise-firms that compete based on their knowledge leadership and knowledge management capabilities.

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When Two (or More) Heads are Better than One: The Promise and Pitfalls of Shared Leadership

Mar 1, 2002 | Leadership, Sponsor Content

Shared leadership is a topic that is largely ignored in the research literature. Despite this, J. O’Toole, J. Galbraith, and E. Lawler believe the topic warrants additional theoretical and empirical attention.

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Contextual Determinants of Organizational Ambidexterity

Feb 6, 2002 | Agility, Organizational Effectiveness, Sponsor Content

Cristina B. Gibson and Julian Birkinshaw empirically investigate predictors and consequences of organisational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability.

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Seven Challenges to Virtual Team Performance: Lessons from Sabre, Inc.

Feb 5, 2002 | Digital Transformation, Innovation, Organization Design, Performance Management, Remote Work/Virtual Teams, Sponsor Content

Bradley L. Kirkman, Benson Rosen, Cristina B. Gibson, Paul E. Tesluk, and Simon O. McPherson share that advances in communications and information technology create new opportunities for organizations to build and manage virtual teams.

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The Effect of Individual Perceptions of Deadlines on Team Performance

Feb 4, 2002 | Performance Management, Sponsor Content

The focus of this paper by Mary J. Waller, Jeffrey M. Conte, Cristina B. Gibson, and Mason A. Carpenter concerns perceptions of deadlines among team members, and how these perceptions influence team performance under deadline conditions.

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ROI and Strategy for Teams and Collaborative Work Systems

Feb 3, 2002 | Organizational Effectiveness, Sponsor Content, Strategic HR, Strategy Execution

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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Getting Rid of the Bottom 10%, Sounds Good But…

Jan 2, 2002 | Performance Management, Sponsor Content

Ed Lawler explains that successfully removing poor performers requires, first and foremost, the ability to identify who they are. Only if this can be done effectively does it makes sense to talk about the advantages and disadvantages of actually forcing them out of the organization.

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The Organizational Level of Analysis: Consulting to the Implementation of New Organizational Designs

Jan 1, 2002 | Innovation, Organization Design, Sponsor Content

Sue Mohrman discusses how during a two-year period, a European electronics firm, Global Solutions, acquired four foreign subsidiaries to bolster its strategy of becoming a global leader selling systems to large global customers.

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Investing in Workers’ Basic Skills: Lessons from Company-Funded Workplace-Based Programs

Nov 3, 2001 | Sponsor Content, Talent Management

This monograph by Alec Levenson is written for those interested in promoting company-funded workplace basic skills programs.

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