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Research and Insights from the Center for Effective Organizations

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Pay Strategies for the New Economy: Lessons from the Dot-com Era

Sep 17, 2001 | Compensation and Benefits, Sponsor Content, Strategic HR

Ed Lawler discusses how the 1990’s saw the rise of the dot-coms. They soared to amazing stock market evaluations that defied the laws of economic gravity.

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Corporate Boards: Keys to Effectiveness

Sep 1, 2001 | Leadership, Organizational Effectiveness, Sponsor Content

E. Lawler, D. Finegold, G. Benson, and J. Conger discuss how many of the changes that are occurring in the business environment have significant implications for Corporate Boards. Together they are redefining the roles and activities of boards.

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Organizing for High Performance: Employee Involvement, TQM, Reengineering, and Knowledge Management in the Fortune 1000

Jul 30, 2001 | Digital Transformation, Employee Engagement, Organization Design

Edward E. Lawler III , Susan Albers Mohrman , and George Benson discuss how worldwide competition, the rapid expansion of the Internet, and the uncertainty of today’s economic climate are among the myriad forces testing the traditional approaches to management.

What Makes Corporate Boards Effective

Jul 1, 2001 | Leadership, Organizational Effectiveness, Sponsor Content

E. Lawler, D. Finegold, G. Benson, and J. Conger explain that several powerful forces are currently redefining the roles and activities of boardrooms, and they are not likely to diminish but rather to accelerate.

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Corporate Boards: New Strategies for Adding Value at the Top

Apr 15, 2001 | Change Management, Leadership, Strategic HR

Jay A. Conger, Edward E. Lawler III and David L. Finegold (Jossey-Bass, 2001) discuss how corporate boards are under fire. Investors, government agencies, communities, and employees are scrutinizing boards’ performance and challenging their decisions like never before — and it is likely this attention will only increase.

Resolving Communication Dilemmas in Database-Mediated Collaboration

Apr 14, 2001 | Employee Engagement, Sponsor Content

Michael E. Kalman, Peter Monge, Janet Fulk, and Rebecca Heino discuss how in organizational settings, a communication dilemma exists whenever the interests of a collective (i.e., team, organization, interorganizational alliance) demand that people share privately held information but their individual interests instead motivate them to withhold it.

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Fostering Intranet Knowledge-Sharing: An Integration of Transactive Memory and Public Goods Approaches

Apr 13, 2001 | Digital Transformation, Employee Engagement, Innovation, Sponsor Content

Andrea Hollingshead, Janet Fulk, and Peter Monge discuss how transactive memory theory is useful for predicting how organizational members use intranets to acquire, store and retrieve knowledge. Public Goods Theory is useful for predicting whom, how much, and when members will contribute and retrieve knowledge on intranets.

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Twenty Years of Culture’s Consequences: A Review of the Empirical Research on Hofstede’s Cultural Value Dimensions

Jan 27, 2001 | Diversity and Inclusion, Sponsor Content

Since the publication of Hofstede’s book, researchers have utilized his framework in a variety of empirical studies. Bradley L. Kirkman and Cristina B. Gibson conduct a review that includes 127 empirical studies examining Hofstede’s cultural values framework published over the last 20 years.

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Consultants in the Cupboard: How Type and Timing of Third-Party Involvement Affects Team Strategic Decision Outcomes

Jan 26, 2001 | Change Management, Sponsor Content, Strategic HR

Cristina B. Gibson and Todd Saxton explain that despite the widespread involvement of third parties such as consultants in organizational decision making, little empirical research has explored the effect of these individuals on team outcomes.

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The Efficacy Advantage: Factors Related to the Formation of Group Efficacy in Work Groups Across Cultures

Jan 24, 2001 | Diversity and Inclusion, Sponsor Content

Extending previous research investigating factors related to the formation of group efficacy, this research by Cristina B. Gibson examined predictors across cultures and groups of various types.

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What You See is What You Get: Observing and Modeling the Relationship Between Readily Indentifiable and Non-Identifiable Heterogeneity Characteristics, Group Efficacy, and Team Outcomes

Jan 21, 2001 | Diversity and Inclusion, Sponsor Content

In this study, Kristi M. Lewis and Cristina B. Gibson observed and examined teams within a sample of 57 bank branches in order to better understand the consequences of two types of team heterogeneity: readily identifiable (gender and ethnicity) and non-readily identifiable (collectivism cultural values and tenure).

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Team Effectiveness in Multinational Organizations: Evaluations Across Contexts

Jan 17, 2001 | Innovation, Organizational Effectiveness, Sponsor Content

Incorporating team context into research and practice concerning team effectiveness in multinational organizations is an on-going challenge. Cristina B. Gibson, Mary E. Zellmer-Bruhn, and Donald P. Schwab argue that a common measure of team effectiveness with demonstrated equivalence across contexts expands current theoretical developments and addresses team implementation needs.

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