Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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The Strength of Occupation Indicators as Proxy for Skill

Dec 17, 2006 | Compensation and Benefits, Performance Management, Sponsor Content, Talent Management

In this paper, Alec R. Levenson (CEO) and Cindy Zoghi (US Bureau of Labor Statistics) consider whether inter-occupational wage differentials that are unexplained by measured human capital are indeed due to differences in often-unmeasured skill.

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Measuring the Productivity of Software Development in a Globally Distributed Company

Dec 16, 2006 | Change Management, Sponsor Content, Talent Management

Alec R. Levenson (CEO) discusses how the trend toward outsourcing that has been emblazoned in the headlines and covers of newspapers and magazines in recent years started with software development.

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The Practice of Leadership: Developing the Next Generation of Leaders

Nov 28, 2006 | Leadership

This book (Edited by Jay A. Conger and Ronald E. Riggio, (Jossey-Bass, 2006)) includes contributions from top scholars who outline the best leadership practices for the benefit of the practicing leader.

Are Surveys “Evil”?

Nov 18, 2006 | HR Analytics, Sponsor Content

Using a model that spells out the differences between surveys and data and dialogue tools, Theresa M. Welbourne (eePulse) shows how it becomes clear how to move a survey or score-taking process to one that uses interactive dialogues and produce fast, measurable results.

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America at Work: Choices and Challenges

Aug 22, 2006 | Change Management, Innovation

A companion to the New American Workplace, which is co-published with Society for Human Resource Management and the Center for Effective Organizations, this volume edited by Edward E. Lawler III and James O’Toole (Palgrave-Macmillan, 2006) contains original articles on workplace issues in America today.

Informal Developmental Experiences and Career Success: A Study of Qualitative Differences in Work Experience

Aug 14, 2006 | Sponsor Content, Talent Management

George S. Benson (University of Texas), Alec R. Levenson (CEO), and John W. Boudreau (CEO) This study examines the informal developmental experiences and career success of current and former employees of a large professional services firm.

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Occupational Human Capital and Career Dynamics

Aug 13, 2006 | Sponsor Content, Talent Management

In this paper Alec R. Levenson (CEO), George S. Benson (University of Texas), and John W. Boudreau (CEO) revisit the concept of human capital accumulated on the job to allow functionally-specific and managerial human capital to coexist in a job or person.

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Trends in Jobs & Wages in the U.S. Economy

Aug 12, 2006 | Compensation and Benefits, Sponsor Content, Talent Management

In this chapter, Alec R. Levenson (CEO) reviews the changes in the U.S. labor market over the past four decades, focusing on the economic trends that have had the greatest impact on work as viewed from the employee’s perspective: wages, hours, job stability, and demographics.

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What’s a Leadership Book, Anyway?

Aug 11, 2006 | Leadership, Sponsor Content

Nearly every author alive who has written a significant book on leadership gathered recently at Harvard’s Kennedy School to celebrate the career of the patriarch of their field, the redoubtable eighty-one year-old Warren Bennis.

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Understanding the Effects of Substantive Responses on Trust Following a Transgression

Aug 10, 2006 | Sponsor Content, Talent Management

Kurt T. Dirks (Washington University in St. Louis), Peter H. Kim (USC), Cecily D. Cooper (University of Miami), and Donald L. Ferrin (Singapore Management University) explain that despite the importance of trust in work relationships, and the potential for it to be violated, there is surprisingly little research on how trust can be repaired.

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Collaboration and the Producers of Management Knowledge

Aug 9, 2006 | Agility, Change Management, Innovation, Sponsor Content

Andreas Werr (Stockholm School of Economics) and Larry Greiner (USC) explains that the world of managers is increasingly knowledge intensive. Competition is growing, large organizations are becoming more global and complex, resulting in a proliferation of new management models and tools, making it difficult for managers to keep up with the latest developments (Huczynski, 1993).

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Why are Jobs Designed the Way they Are?

Aug 8, 2006 | Organization Design, Performance Management, Sponsor Content, Talent Management

In this paper, Michael Gibbs (University of Chicago), Alec R. Levenson (CEO), and Cindy Zoghi (BLS) study job design. Do organizations plan precisely how the job is to be done ex ante, or ask workers to determine the process as they go?

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