Research and Insights from the Center for Effective Organizations
Susan G. Cohen and Don Mankin believe that collaboration is the key to effectiveness in the virtual organization.
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Susan G. Cohen and Diane E. Bailey discuss how the use of teams has increased dramatically in response to competitive pressures for speed, costs, quality, and innovation.
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In this chapter, S. Cohen, S. Mohrman, and A. Mohrman closely examine one set of factors that are critical for knowledge work team effectiveness –how organizations set and communicate direction for teams.
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Jay Conger, Gretchen M. Spreitzer, Edward E. Lawler III (eds.), (Jossey-Bass, 1999)
Full of fascinating case studies, action strategies, and unbeatable advice, The Leader’s Change Handbook contains the best new thinking from each of its distinguished contributors on the twin challenges leaders face as they try to create leaner, more responsive organizations while empowering their workforces.
Katherine R. Xin, Jing-Lih Farh, Bor-Shiuan Cheng, and Anne S. Tsui examined the impact of two related concepts, relational demography and guanxi (defined as particularistic ties between individuals), on organizational commitment, quality of leader-member exchange (LMX), and performance in two empirical studies conducted in Taiwan and the PRC.
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This paper by Paul Emmanuelides and Philip H. Birnbaum-More applies an information-processing approach to the study of product development projects.
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In a comprehensive study of Japanese and U.S. electronic firm product development practices, the authors (Russel W. Wright, Lillian C. Wright, Phillip H. Birnbaum-More, and Ryo Hirasawa) find significant differences between countries in the inputs, process, outputs, and other differences associated with first to market and fast responding firms.
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Past research has shown that national culture does matter- it affects people’s behavior- but research has left open the question of when culture matters. Martha L. Maznevski, Cristina B. Gibson, and Bradley L. Kirkman examine culture’s effects on four types of individual outcomes, and propose moderators at three levels of analysis.
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This report by Cristina B. Gibson is the first step in a program of research concerning the impact of diversity.
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This paper by Cristina B. Gibson and Mary E. Zellmer-Bruhn develops a conceptual framework to explain variance in the concept of teamwork across national and organizational cultures.
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Mary E. Zellmer-Bruhn and Cristina B. Gibson investigate facilitators and impediments to inter-team transfer of practices using qualitative analysis of multinational interviews and review of literature.
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In this study, Mary E. Zellmer-Bruhn and Cristina B. Gibson apply the concept of strategic context (Prahalad & Doz, 1987; Schulz & Jobe, 1997) to the team level and examine how team strategic context relates to team process innovativeness.
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