Research and Insights from the Center for Effective Organizations
This paper by Cristina B. Gibson and Freek Vermeulen examines team learning behavior; a set of actions that teams engage in to improve their outcomes.
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The purpose of this study by Cristina B. Gibson and Julian Birkinshaw is to empirically investigate the predictors and consequences of organisational ambidexterity, defined as the capacity to achieve alignment and adaptability at the same time.
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James O’Toole, Bruce Pasternack, and Jeffrey W. Bennett Using in-depth interviews and a survey of over 6,000 executives and managers in Asia, Europe, and North America, Booz-Allen & Hamilton is creating a global database of effective (and ineffective) leadership practices.
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In research by Jeffrey Sanchez-Burks, Fiona Lee, Incheol Choi, Richard Nisbett, Shuming Zhao, and Jasook Koo, results suggest that cross-cultural differences in conversational indirectness are greater in work settings than in non-work settings. Implications for reducing cross-cultural miscommunication in organizations are discussed.
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Research by Gretchen Spreitzer, Katherine Xin, and Kimberly Hopkins Perttula examines the cultural boundaries of the effectiveness of transformational leadership.
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M. Gibbs and A. Levenson explain that the economic approach to personnel and organizations has grown greatly in scope and importance over the last decade or two.
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Edward Lawler explains that organizations are increasingly operating in a business environment that is characterized by rapid change and increasing performance demands. As a result, organizations face the challenge of accomplishing two, often conflicting objectives: performing well and changing in order to adapt to their business environment.
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Edward Lawler III and Susan A. Mohrman argue that corporations are undergoing dramatic changes that have significant implications for how their human resources are managed and for how the human resource function is best organized and managed.
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Kenneth A. Merchant, Wim A. Van Der Stede, and Liu Zheng argue that research progress in accounting has been significantly hindered by most researchers’ excessively narrow focus on a single research discipline.
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Edward Lawler III explains that because of the growth in knowledge and the ways it is used by organizations, the very nature of individual work has changed. Increasingly, work in developed countries is knowledge work in which people manage information, deal in abstract concepts, and are valued for their ability to think, analyze and problem solve.
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Janet Fulk discusses how the closing years of the 20th century brought a burst of theory, research, analysis and social commentary that established the network as the most important emergent organizational structure and the preeminent metaphor sense-making by academics and practitioners alike.
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Michael E. Kalman, Janet Fulk, and Peter Monge discuss how organizations have increasingly become sites of collective action, where task performers rely upon shared databases as flexible means to collect and distribute information widely.
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