Research and Insights from the Center for Effective Organizations
Edward E. Lawler, John W. Boudreau, and Susan Albers Mohrman (Stanford Press, 2006) This is the Center for Effective Organizations’s (CEO) fourth national study of the human resources (HR) function in large corporations. It is the only long-term national study of this important function.
Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) share that more and more executives and management theorists are calling for agility, flexibility, and innovation in the performance of organizations.
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Susan A. Mohrman (CEO) argues that organizational development practitioners in the knowledge economy must bring frameworks and development processes that help organizations build and sustain knowledge leadership.
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This white paper by Susan A. Mohrman (CEO) describes the critical importance of work design in the knowledge economy.
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Larry Greiner (USC) and Tom Cummings (USC) share that strategy consultants, managers and scholars have long relied on formal strategic planning to embody and implement their more abstract concepts of strategic management.
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Theresa M. Welbourne (eePulse) asks the questions “Are your employees engaged in your organization? Do they focus on the non-core job behaviors that make for a successful firm? ”
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In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy.
Edward E. Lawler III (CEO) and Christopher G. Worley (CEO) argue that organizational excellence is about change. We would not have said this in the 1970s, 1980s, or perhaps even in the 1990s. Today it almost goes without saying.
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Edward E. Lawler III (CEO) and John W. Boudreau (CEO) share how corporate boards in the United States are changing as a result of new regulations and performance demands
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Yan Zhang (Rice University) and Nandini Rajagopalan (USC) compare three different types of options and related processes of CEO succession: relay succession, non-relay inside succession, and outside succession.
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Susan A. Mohrman (CEO), Peter Docherty (Chalmers University of Technology), Abraham B. Shani (Cal Polytechnic State University), Andrew J. Schenkel (Stockholm School of Economics), and Robin Teigland (Stockholm School of Economics) generate a model and present propositions about new capability development that integrate perspectives from the strategy, learning, and social capital and network literatures.
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The present study by Edward E. Lawler III (CEO) and David Finegold (Keck Graduate Institute) looks at the impact of having key senior executives attend board meetings even though they are not on the board.
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