Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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New Directions for the Human Resources Organization: An Organization Design Approach

Mar 1, 2000 | Organization Design, Sponsor Content, Strategic HR, Strategy Execution

First published in 1996, this report by S. Mohrman, E. Lawler, and G. McMahan presents findings of a 1995 study that examined the human resources function in 130 large companies to see whether changes in the business environment and strategy of the corporation were leading to changes in practice and organization of the human resources function.

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Individualizing the Organization: Past, Present and Future

Nov 14, 1999 | Future of HR, Performance Management, Sponsor Content, Talent Management

E. Lawler and D. Finegold discuss that one approach to attracting, retaining, and motivating employees is to individualize the relationship they have with an organization.

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Doing Research That is Useful for Theory and Practice

Oct 20, 1999 | Strategic HR

Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.

Pay Strategy – New Thinking for the New Millennium

Oct 13, 1999 | Compensation and Benefits, Sponsor Content, Strategic HR

Ed Lawler argues that it is time for new thinking, new practices and more strategic direction in the pay systems of organizations.

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Resolving Communication Dilemmas in Database-Mediated Collaboration

Oct 12, 1999 | Performance Management, Sponsor Content

Michael E. Kalman, Peter R. 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 voluntarily share privately held information, but their individual interests motivate them to withhold it instead.

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To Stay or to Go: Voluntary Survivor Turnover Following an Organizational Downsizing

Oct 11, 1999 | Change Management, Sponsor Content, Talent Management

This paper by Gretchen M. Spreitzer and Aneil K. Mishra examines how survivor reactions to a downsizing influence their retention with a firm two years following a downsizing.

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Preserving Commitment During Downsizing: Examining the Mitigating Effects of Trust and Empowerment

Oct 10, 1999 | Change Management, Performance Management, Sponsor Content, Talent Management

Drawing on Lazarus and Folkman’s (1984) stress theory, Gretchen Spreitzer and Aneil K. Mishra hypothesize that the negative effects of downsizing on commitment can be mitigated when trust and empowerment are high.

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Consulting to Team-Based Organizations: An Organizational Design and Learning Approach

Aug 9, 1999 | Organization Design, Sponsor Content, Talent Management

S. Mohrman and K. Quam discuss how team-based organizations follow a different logic from traditional hierarchical organizations that rely primarily on individuals as the primary performing unit.

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Building Leaders

Jun 11, 1999 | Leadership, Talent Management

Through insightful analysis and extensive case studies, Jay Conger and co-author Beth Benjamin provide the proven techniques, and common pit-falls to avoid, for building leadership talent at all levels.

Pay System Change: Lag, Lead, or Both?

May 8, 1999 | Change Management, Compensation and Benefits, Sponsor Content

Edward Lawler explains that changes in an organization’s pay system are usually high visibility, high impact and difficult to execute. As a result they are often considered “hot” change levers that potentially can derail as well as support an organizational change effort.

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Designing the Innovating Organization

Mar 7, 1999 | Innovation, Organization Design, Sponsor Content

Innovation is one of those curious phenomena which is universally desirable. Jay R. Galbraith argues that when it comes to creating it inside of existing organizations, innovation is one of the most difficult things to produce let alone to master.

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Breaking the Code of Change: The Role of Formal Structure and Process

Mar 6, 1999 | Change Management, Organization Design, Sponsor Content

This chapter by Jay R. Galbraith will argue that under many circumstances, the change to formal organizational structures and systems is central to the success of the overall change process.

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