In this article, Susan G. Cohen and Diane E. Bailey summarize and review the research on teams and groups in organization settings published from January 1990 to April 1996.
Working Papers
Research and Insights from the Center for Effective Organizations
Available Content
Board Effectiveness: Principles and Practices
E. Lawler III, J. Conger, and D. Finegold look at the key activities of the board and then briefly consider what makes groups effective.
Strategic Orientations, Incentive Plan Adoptions and Firm Performance: Evidence from Electric Utility Firms
Nadini Rajagopalan addresses the topic of executive compensation, one that has fascinated both academic researchers and the business press for the past several decades.
Developing Effective Self-Managing Work Teams in Service Organizations
This paper by S. Cohen, G. Spreitzer, and G. Ledford, Jr. draws upon the authors’ research on the use of self-managed work teams (SMWTs) in two service organizations: a telecommunications company and an insurance operation.
Communication and Collaboration in Distributed Cognition
Richard J. Boland, Jr. and Ramkrishnan V. Tenkasi explain that distributed cognition is manifest when individuals in an organization act autonomously, yet have interdependencies and must take knowledge of each other into account if a coordinated organizational outcome is to emerge.
New Approaches to Organizing: Competencies, Capabilities and the Decline of the Bureaucratic Model
E. Lawler III and G. Ledford, Jr. argue that in an era of constant change and demands for ever higher levels of performance, bureaucratic designs appear clumsy and lethargic.
Transforming the Human Resources Function
Sue Mohrman and Ed Lawler state that the emergence of the global economy, overcapacity in many industries, monumental improvements in the power of computer and telecommunications tools, and the emergence of the knowledge economy are among the forces that are resulting in fundamental change in the design of organizations.
Teams and Technology in the New Organization
In this article from 1996, Susan G. Cohen, Don Mankin, and Tora K. Bikson discuss how teams and information technology (IT) are two of the most important developments in organizations today.
The Discipline of Organization Design
S. Mohrman, A. Mohrman, Jr., and R. Tenkasi discuss how as organizations adapt to rapidly changing and increasingly demanding environments, they find themselves continually transforming themselves.
Teams and Technology: Tensions in Participatory Design
Don Mankin, Susan G. Cohen, and Tora K. Bikson address the trend that year after year, organizations increase their investment in new information and communication systems (IT) and use teams to do more and more of their work.
Early Identification of International Executives
This research by Gretchen M. Spreitzer, Morgan W. McCall, Jr., and Joan D. Mahoney extends the traditional approach to the early identification of executives by introducing the notion of ability to learn from experience.
Towards a Theory of Strategic Change: A Multi-Lens Perspective and Integrative Framework
Nandini Rajagopalan and Gretchen M. Spreitzer provide a comprehensive review of the strategic change literature from three theoretical lenses: the rational, learning, and cognitive lenses.