Research and Insights from the Center for Effective Organizations
In this paper, Aneil K. Mishra and Gretchen M. Spreitzer develop a stress-based framework of survivors’ responses to downsizing.
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David Finegold and Karin Wagner find that the existence of a highly skilled workforce may deter the adoption of multifunctional work teams, but that countervailing strengths of the German skill-creation system can potentially help firms develop a new, distinctive German production model.
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Julia Welch, Rachel Ebert, and Gretchen Spreitzer discuss how in contemporary organizations, overwork is often viewed as a key problem inherent in today’s demanding working environment.
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S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. discuss how configuring organizations into cross-functional new product development teams introduces new knowledge management and learning challenges.
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Based on eighteen years of in-depth research, this powerful new book by Albers Mohrman, Jay R. Galbraith , and Edward E. Lawler III describes the building blocks for creating tomorrow’s dynamic organizations and provides hands-on guidance for implementing change.
Winning ’em Over by Jay Conger chronicles a revolution. We are witnessing an ancient model of managing built around command and hierarchy give way to a new model built around persuasion and teamwork.
Ed Lawler III affirms that rewards are an important element in any formal organization. In order to be effective, organizations must answer the fundamental question of why individuals should commit their time, effort, and ideas to it.
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In this practical guide for group leaders and facilitators, Susan Albers Mohrman and Allan M. Mohrman, Jr. offer background information, insights, and tools that allow even those new to the organization and team design process to expertly guide a group through the self-design process.
Tom L.C.M. Groot and Kenneth A. Merchant explain that as markets have become more globalized and competitive, it has become increasingly difficult for any single company to excel, and thus be competitive, in all aspects of a given business.
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This paper by G. Ledford and R. Heneman examines the relevance to teachers of business sector experiences with systems that identify and reward the skills, knowledge, and competencies of professionals and managers.
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J. Conger, D. Finegold, and E. Lawler III explain that supervisors appraise their subordinates at virtually all levels in most organizations. But, who appraises the CEO?
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Jay Galbraith explains that a number of companies have been adopting a hybrid structure in order to respond to the simultaneous demands to be local and customer responsive and yet be global and capture scale economics.
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