Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Built to Change Organizations: Industry Influences and Performance Implications

Apr 3, 2010 | Change Management, Performance Management, Sponsor Content

Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) define organization agility as “an evolving change and design capability, a leadership challenge that is never finished, only approached over time, but which yields consistently high levels of sustainable effectiveness.”

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Retooling HR: Using Proven Business Tools to Make Better Decisions About Talent

Mar 9, 2010 | Talent Management

With Retooling HR, John Boudreau reveals that the tools HR managers still need to create lasting strategic value don’t have to be invented from scratch.

Built to Change Organizations and Responsible Progress – Twin Pillars of Sustainable Success

Feb 1, 2010 | Change Management, Sponsor Content, Sustainability

Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) propose an integration called “responsible progress” and suggest that is represents an important new stream of organization development theory.

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Data Coaching, 1/27/2010

Jan 27, 2010 | HR Analytics

In this webinar, Theresa Welbourne spoke with Jo Macbeth and Dan Hardaker, who work in the Employee Involvement and Experience group at Telefonica O2 UK, who told their story about developing data coaching skills and the effect it is having on their own development and on the organization.

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Where Counting Counts: Data Document a Dramatic Turnaround in Employee Relations among Accounting Professionals

Jan 1, 2010 | Sponsor Content, Talent Management

This paper by Michael J. Fenlon (PwC) and Susan A. Mohrman (CEO) describes PricewaterhouseCooper’s (PwC) situation starting in the early 2000’s, when a serious problem with turnover was costing the firm “approximately $40 million annually.”

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Achieving Excellence in Human Resources Management: An Assessment of Human Resource Functions

Dec 4, 2009 | Strategic HR, Talent Management

Like CEO’s previous research, this project measures whether the HR function is changing and on gauging its effectiveness. Edward E. Lawler III and John W. Boudreau pay particular attention to whether HR is changing to become an effective strategic partner. They also analyze how organizations can more effectively manage their human capital.

Millennials and the World of Work: An Economist’s Perspective

Nov 13, 2009 | Sponsor Content, Talent Management

This article by Alec R. Levenson (CEO) uses an economic approach to address whether and how the Millennial generation is significantly different from its predecessors.

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Agility and Organization Design: A Diagnostic Framework

Nov 12, 2009 | Agility, Organization Design, Sponsor Content, Transformation

This article by Christopher G. Worley (CEO) and Edward E. Lawler III (CEO) describes one comprehensive agility framework called “built to change” and the diagnostic process developed to assess an organization’s agility.

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Fast HR

Oct 1, 2009 | Agility, Sponsor Content, Transformation

Theresa M. Welbourne (CEO) explains that Fast HR is a growing body of work that spells out ways HR can change to meet the needs of today’s fast-growth and high change organizations.

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Are Executives Paid Too Much?

Sep 10, 2009 | Performance Management, Sponsor Content

Edward E. Lawler III (CEO) shares that for several decades there as has been an on again off again debate about whether executives in U.S. corporations are paid too much. Recently, the issue has come front and center as a result of the high bonus pay outs to executives in some major financial institutions.

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Valour Pulse and Energy Pulse

Sep 1, 2009 | Organizational Effectiveness, Sponsor Content

Theresa M. Welbourne’s (CEO) Valour Pulse and Energy Pulse questions are based on over 20 years of research on what drives firm performance.

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Recasting Leadership Development

Aug 9, 2009 | Leadership, Sponsor Content

This article by Morgan W. McCall, Jr.(USC) begins with seven reasonably sure bets about the role of experience in leadership development, ponders the reasons that what is known is so rarely applied, suggests some things that can be done to put experience at the center of development, and concludes with recommendations for practice and for research.

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