This paper by Richard J. Boland, Jr., Ramkrishnan V. Tenkasi, and Anil K Maheshwari argues the need for information systems that actively value the diversity of differentiated knowledge and that provide mechanisms for the integration of knowledge which respects the separateness of each expertise and way of knowing.
Working Papers
Research and Insights from the Center for Effective Organizations
Available Content
Effects of Union Status on Employee Involvement: Diffusion and Effectiveness
G. McMahan and E. Lawler III examined the research literature on union status and employee involvement with respect to two issues: (1) the relationship between the presence of a union and the adoption of employee involvement; (2) the relationship between the presence of a union and the effectiveness of employee involvement.
A Hierarchical Construct of Self-Management Leadership and Its Relationship to Quality of Work Life and Perceived Work Group Effectiveness
This study by L. Chang, S. Cohen, and G. Ledford, Jr. validated the Self-Management Leadership Questionnaire (Manz & Sims, 1987) and assessed the relationship between self-management leadership, work group effectiveness and quality of work life (QWL).
A Hierarchical Construct of Self-Management Leadership to Quality of Work Life and Perceived Work Group Effectiveness
This study by L. Chang, S. Cohen, and G. Ledford, Jr. validates the Self-Management Leadership theory as operationalized by the Self- Management Leadership Questionnaire (Manz & Sims, 1987) in a large telephone company.
Organization Development within the Firm: A Survey of the 500 Largest Industrials
Gary C. McMahan and Richard W. Woodman conducted a study in which the 500 largest industrial firms in the United States were surveyed with regard to their internal Organization Development (OD) practice.
Performance Appraisal, or is it Performance Management?
Edward Lawler III discusses learnings concerning the future of performance. He reviews the inherent conflicts in performance appraisals such as the one between counseling and rewarding, and considers ways to improve the effectiveness of the appraisal process.
Organizational Effectiveness: New Realities and Challenges
Edward Lawler III provides an overview of the critical global factors that demand higher performance standards from organizations.
Technology Transfer as a Collaborative Learning
R. Tenkasi, and S. Mohrman argue that soft technologies/innovations such as MBO or quality circles are not equipment based but have to do with techniques, procedures, approaches, processes, and methods.
The Employee Empowerment Approach to Service
This paper by D. Bowen and E. Lawler III reviews the basic learnings that have been developed concerning how and when to use empowerment in customer service organizations. Points out that there are a number of factors which lead to the success and failure of empowerment efforts.
Social Structural Levers for Workplace Empowerment
This paper by Gretchen M. Spreitzer addresses the workunit design characteristics associated with individual feelings of empowerment in the workplace.
Psychological Empowerment in the Workplace: Construct Definition, Measurement, and Validation
Gretchen M. Spreitzer argues that the literature on empowerment lacks the integrated conceptual underpinning necessary for cumulative theory development and empirical research.
Strategic Human Resource Management: Alternative Theoretical Frameworks
This article by Patrick M. Wright and Gary C. McMahan attempts to further the theoretical development of SHRM through discussing six theoretical models (behavioral perspective, cybernetic models, agency/transaction cost theory, resource-based view of the firm, power/resource dependence models, and institutional theory) that are useful for understanding both strategic and non-strategic determinants of HR practices.