Research and Insights from the Center for Effective Organizations
Beyond HR (John W. Boudreau and Peter M. Ramstad (Harvard Business School Press, 2007)) shows how organizations can uncover distinctive talent contributions, strategically differentiate their HR practices and metrics, and more optimally allocate talent to create value.
Edward E. Lawler III (CEO) explains that for at least the last decade, it’s been hard to pick up a business book, article, or corporate annual report without seeing statements that stress the importance of human capital— people.
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This article by Alec R. Levenson (CEO) addresses the conceptual and methodological issues involved in measuring the business impact of executive coaching.
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Morgan W. McCall, Jr. (USC) attempts to describe an alternative approach to creating a personal plan for developing leadership ability.
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In this article, Morgan W. McCall, Jr. (USC) and George P. Hollenbeck (Hollenbeck and Associates) look at leadership through the lens of expertise and relate the findings of a wide range of research on experts, expertise, and expert performance to how we think about leaders and leadership development.
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Clara Xiaoling Chen (University of Illinois), Melissa Martin (USC), and Kenneth A. Merchant’s (USC) findings suggest that the validity of a business model depends not only on the soundness of the conceptual model per se, but also on how the variables in the business model are measured.
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Susan A. Mohrman (CEO) states that HR is staring at an incredible opportunity to increase its impact on organizational performance and become a true strategic partner by contributing to the organization and work design challenges that enable growth.
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Michael Gibbs (University of Chicago), Kenneth A. Merchant (USC), Wim A. Van Der Stede (London School of Economics), and Mark E. Vargas (University of Texas) analyze effects of performance measure properties (controllable and uncontrollable risk, distortion, and manipulation) on incentive plan design, using data from auto dealership manager incentive systems
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Edward E. Lawler III (CEO) states that in short, most organizations do not practice evidence-based human resource management. As a result, they often under-perform with respect to their key stakeholders: employees, investors and the community.
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This paper by E. Pieter Jansen (University of Groningen), Kenneth A. Merchant (USC), and Wim A. Van Der Stede (London School of Economics) describes the findings of a study aimed at providing an international replication of a U.S.-based study by Gibbs et al. (2004, 2006) focused on the performance-dependent compensation practices of firms in the automobile retailing industry.
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Theresa M. Welbourne (CEO) describes that the focus of the current Leadership Pulse was volunteerism at work.
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Theresa W. Welbourne (CEO) shares that growth and success increase energy, and even if the growth is small or even if the efforts to grow your organization are less than you would like to see, at least some movement will energize your leaders and employees.
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