Jay Galbraith explains that a number of companies have been adopting a hybrid structure in order to respond to the simultaneous demands to be local and customer responsive and yet be global and capture scale economics.
Working Papers
Research and Insights from the Center for Effective Organizations
Available Content
Voices from the Field Trends in Executive Education and Development
Jay Conger and Katherine R. Xin explain that in the smaller, faster world of the 21st century, business executives must know how to lead change within their organizations.
Adult Learning and Executive Education
Jay Conger and Katherine Xin explain that few efforts have been made to link the field of adult learning to executive education despite the potential for enhancing the impact of programs.
Organization-Learning Disorders Conceptual Models and Intervention Hypothesis
This paper by William M. Snyder and Thomas G. Cummings presents a conceptual model that proposes how organization-learning disorders influence organization performance.
Leadership Development: Contemporary Practice
George P. Hollenbeck and Morgan W. McCall, Jr. speculate on what the current state of the science, art, and practice of leadership development implies for leadership development in the 2000s.
Developing Organizational Design Capability in Team-Based Organizations: Introduction to a Self-Design Tool
This paper by S. Mohrman describes a design tool based on the teams research conducted at the Center for Effective Organizations that guides a design team through the process of designing or redesigning a team-based organization.
Empowered to Lead: The Role of Psychological Empowerment in Leadership
This study by Gretchen M. Spreitzer, Suzanne C. DeJanasz, and Robert E. Quinn examines the relationship between psychological empowerment and leadership.
Accelerated Learning During Organizational Transition
R. Tenkasi, S. Mohrman, and A. Mohrman, Jr. argue that in this world of constant change, the only sustainable competitive advantage is an organization’s capacity to learn.
An Organizational Learning Framework for Understanding Business Process Redesign: A Case Study From the Financial Services Industry
In this paper, S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. examine one company’s experience with business process redesign coupled with the implementation of a new business strategy, advanced, networked information technology, and organizational design.
Mitigating the Damage to Trust and Empowerment During Downsizing
This paper by Karen Mishra, Gretchen M. Spreitzer, and Aneil Mishra draws from the literature as well as from interviews of managers who have managed downsizings to identify strategies which mitigate the damage to trust and empowerment typically incurred during downsizing activities.
Managing Performance for Organizational Change and Learning
This paper by A. Mohrman, Jr. and S. Mohrman asserts the centrality of performance management in managing the business, defining the individuals’ relationship with the organization, and functioning as a feedback and control mechanism.
Productivity, Machinery, and Skills in the United States and Western Europe: Food Processing
Geoff Mason and David Finegold state that as the much-discussed US ‘productivity slowdown’ during the 1970’s recedes into the distance, several recent studies have shown that average labor productivity levels in US manufacturing and in the economy as a whole remain the highest in the world.