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Developing Leadership: A Look Ahead

Dec 18, 1990 | Leadership, Sponsor Content, Talent Management

Morgan W. McCall, Jr. discusses how dramatic change has stimulated a search for a “new kind of leader,” implying that selection and development of leadership was adequate in the past but that the chosen skills are no longer adequate for today’s world.

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Small World, Isn’t It? Personal Networks and Infrastructural Development

Dec 17, 1990 | Employee Engagement, Organization Design, Performance Management, Sponsor Content

Howard E. Aldrich and Mary Ann Von Glinow review some key concepts that help managers and planners understand the characteristics of networks and how people’s access to information is affected by their position in them.

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Implementing Effective IHRM Practices: A Challenge for MNCs in the 1990s

Dec 16, 1990 | Agility, Change Management, Organizational Effectiveness, Sponsor Content

Janice M. Beyer and John Milliman argue that multinational corporations (MNCs) of the future will be faced with a – whole new array of challenges, thus necessitating international HRM practices (IHRM) that are able to adapt to changing pressures.

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Organizational Life Cycles and Strategic International Human Resource Management in MNC’s: Implications for Congruency Theory

Dec 15, 1990 | Sponsor Content, Strategic HR

This paper by John Milliman and Mary Ann Von Glinow seeks to extend our understanding of congruency theory of fit in strategic human resource management (HRM) as a result of developing an organizational life cycle model of international HRM (IHRM) in multinational companies (MNCs).

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Fast Forward

Dec 1, 1990 | Compensation and Benefits, Sponsor Content

Peter V. LeBlanc presents a case study of a modified skill-based pay (depth) design which provides both skill and merit pay for white collar technical personnel In this high technology company.

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The New Plant Revolution Revisited

Nov 1, 1990 | Organization Design, Organizational Effectiveness, Sponsor Content

This article by Edward Lawler III reviews and updates an earlier article “The New Plant Revolution.” Concludes that the new plant model has worked well, but has some weaknesses. These include lack of financial incentive, team effectiveness and full business integration.

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Technology Environments and Organizational Choice

Oct 1, 1990 | Digital Transformation, Innovation, Sponsor Content

Prevailing technology conditions in an industry are predicted to influence aspects of industry structure and conduct, and corporate organization and management.This article by William Davidson focuses on three variables to measure industry-specific technology conditions: average development cost, development cycle, and life cycle for major new technologies.

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Organizational Design: The Past, Present and Future

Oct 1, 1990 | Future of HR, Organization Design, Sponsor Content

Jay R. Galbraith states that the design of organizations has passed through a number of different stages. These stages are best reviewed chronologically.

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Paying for Skills in Two Food Processing Plants

Jul 3, 1990 | Compensation and Benefits, Sponsor Content

This case study by G. Ledford, Jr. and G. Bergel considers the use of skill-based pay in two General Mills plants. The plants were “Greenfield” high involvement/high performance organizations that produce the same product.

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The Evolution of Skill-Based Pay in an Ammunition Assembly Plant

Jul 3, 1990 | Compensation and Benefits, Sponsor Content

This case study by G. Ledford, Jr., W. Tyler, and W. Dixey describes the evolution of the skill-based pay plan over a period of seven years in a Honeywell high involvement facility.

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Performance Appraisal Research at The Center for Effective Organizations

Jul 1, 1990 | Performance Management, Sponsor Content

Allan M. Mohrman, Jr. reports that the Center for Effective Organizations has conducted research on performance appraisal and, more generally, performance management for ten years.

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Contextual Determinants of Human Resource Management Effectiveness in International Cooperative Alliances: Evidence from the People’s Republic of China

Jun 1, 1990 | Organizational Effectiveness, Sponsor Content, Strategic HR

Mary Ann Von Glinow and Mary B. Teagarden argue that international cooperative alliances, especially joint ventures in developing countries with command economies such as the People’s Republic of China, encounter myriad factors pertaining to HRM that constrain or influence their effectiveness.

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