Research and Insights from the Center for Effective Organizations
Edward E. Lawler III, David Ulrich, Jac Fitz-enz, James Madden, and Regina Maruca, (Jossey-Bass, 2004) discuss how today’s highly competitive marketplace demands that human resources departments emerge from under their administrative workloads and become full partners in determining their organizations’ winning strategies.
Don Mankin and Susan G. Cohen argue that traditional forms of collaboration are not sufficient for competing effectively in the more complex and dynamic environment of today’s business world.
John W. Boudreau states that sustainability language is in the mission statements of many global organizations, particularly those with European roots, and whose products and services carry highly visible ecological and social consequences, and it is rapidly becoming common among organizations beyond Europe and in a wide variety of industries.
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Paul S. Adler, Frank E. McGarry, Wendy B. Irion-Talbot, and Derek J. Binney share that a growing number of organizations are using the Software Engineering Institute’s (SEI) Capability Maturity Model for Software (CMM) as a guide to improving their development process.
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Edward Lawler argues that in today’s organizations it is impossible to separate the performance and well being of organizations from the performance and well being of their members.
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E. Lawler explains that there is one potential determinant of performance management system effectiveness, however, which has received relatively little attention: how tightly the results of the performance management system are tied to significant rewards.
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This article by Jay R. Galbraith is about the convergence of strategy and organizational consulting.
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Jay R. Galbraith states that a challenge for organization designers is to create an organization that can act with speed, flexibility and integration. Up until now, designers could create organizations that are characterized by any two of those features but not all three.
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G. Toegel and J. Conger discuss one of the most popular management development tools in use today, the 360-degree assessment instrument. In recent years, however, its popularity has led to uses beyond its original application for management development.
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J. Conger and D. Ready state that in the past couple of years, leadership has become the hottest topic in business. Companies see this hard-to-pin-down ability as essential to organizational success, and they want their executives to learn how to exercise it.
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Are the reward systems in major US corporations changing? As part of its triennial survey of organizational performance improvement efforts, the Center for Effective Organizations has gathered data on the pay practices of large corporations since 1987.
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George P. Hollenbeck and Morgan W. McCall, Jr. share that as we begin the 21st century, evidence abounds that executive and leadership development has failed to meet expectations.
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