This case by Susan G. Cohen explores the functioning of a top management team, charged with the responsibility of restructuring a rapidly growing, high-involvement firm.
Working Papers
Research and Insights from the Center for Effective Organizations
Available Content
Personality Measures as a Selection Tool for High Involvement Organizations
R. Nathan, Gerald E. Ledford, David E. Bowen, and Thomas G. Cummings discuss how measures of growth needs and social needs from the Personality Research Form, or PRF (Jackson, 1984) are shown to be a valid selection tool for a high involvement organization, based on the criterion of performance in a content valid pre-employment training program.
Chief Executive Compensation: A Study of the Intersection of Markets and
A model of the determinants of chief executive (CEO) compensation is presented and tested by Sidney Finkelstein and Donald C. Hambrick.
International Competitiveness and the Design of Organizations
Many American businesses have lost their competitive advantage. But the focus of this paper by Edward E. Lawler III is not on proving the case, that has already been done; it is on what strategies organizations can take to recapture the advantage.
Technology and Global Strategies and Organizations
Jay Galbraith discusses how technology is viewed as a pervasive force bringing about today’s global competition.
Beyond the Clash: Managing High Tech Professionals
Susan Resnick-West and Mary Ann Von Glinow recall how on January 28, 1986 millions watched as the Spaceship Challenger blew up only seconds after take off. Some say the incident was avoidable. Hours before the tragedy, Thiokol project engineers pleaded with authorities to delay the launch.
High Technology Organizations: Context, Organization and People
Firms in global high technology industries face key challenges. This paper by Susan A. Mohrman and M. Von Glinow October presents a preliminary framework that delineates aspects of their context, organization and human resources.
Executive Behavior in High Involvement Organizations
This paper by Edward E. Lawler III (CEO) is not about leadership per se, however, it is about how senior managers in organizations should structure and carry out their jobs in order to be consistent with a high involvement approach to management.
The High Involvement Manager: Going it Alone
Edward E. Lawler III and Susan A. Mohrman argue that the literature on participation and employee involvement often places the supervisor in the role of the villain.
High Technology Performance Management
A. Mohrman, Jr., Susan A. Mohrman, and Christopher G. Worley explain that high technology work is complex and dynamic, requires innovation, and is highly interdependent.
Past Success and New Challenges: The Top Management Team at Hilltop State Psychiatric Hospital(1)
Susan G. Cohen states that what enables a top management team to be successful in a crisis situation can become dysfunctional during a time of relative stability.
The Influence of Early History on Team Development Customer Service Manager Teams at People Express Airlines
This chapter by Susan G. Cohen and Daniel R. Denison compares the performance of two Customer Service Manager Teams, one highly effective and the other relatively ineffective, at an airline designed and managed to foster high employee commitment.