Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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What Makes Teams Work: Group Effectiveness Research from the Shop Floor to the Executive Suite

Dec 16, 1996 | Organizational Effectiveness, Sponsor Content

In this article, Susan G. Cohen and Diane E. Bailey summarize and review the research on teams and groups in organization settings published from January 1990 to April 1996.

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Board Effectiveness: Principles and Practices

Dec 15, 1996 | Organizational Effectiveness, Sponsor Content

E. Lawler III, J. Conger, and D. Finegold look at the key activities of the board and then briefly consider what makes groups effective.

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Strategic Orientations, Incentive Plan Adoptions and Firm Performance: Evidence from Electric Utility Firms

Dec 13, 1996 | Compensation and Benefits, Performance Management, Sponsor Content, Strategic HR

Nadini Rajagopalan addresses the topic of executive compensation, one that has fascinated both academic researchers and the business press for the past several decades.

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Developing Effective Self-Managing Work Teams in Service Organizations

Nov 17, 1996 | Performance Management, Sponsor Content

This paper by S. Cohen, G. Spreitzer, and G. Ledford, Jr. draws upon the authors’ research on the use of self-managed work teams (SMWTs) in two service organizations: a telecommunications company and an insurance operation.

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Communication and Collaboration in Distributed Cognition

Nov 14, 1996 | Employee Engagement, Performance Management, Sponsor Content

Richard J. Boland, Jr. and Ramkrishnan V. Tenkasi explain that distributed cognition is manifest when individuals in an organization act autonomously, yet have interdependencies and must take knowledge of each other into account if a coordinated organizational outcome is to emerge.

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New Approaches to Organizing: Competencies, Capabilities and the Decline of the Bureaucratic Model

Sep 3, 1996 | Organization Design, Sponsor Content

E. Lawler III and G. Ledford, Jr. argue that in an era of constant change and demands for ever higher levels of performance, bureaucratic designs appear clumsy and lethargic.

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Transforming the Human Resources Function

Aug 9, 1996 | Future of HR, Organization Design, Sponsor Content, Strategic HR

Sue Mohrman and Ed Lawler state that the emergence of the global economy, overcapacity in many industries, monumental improvements in the power of computer and telecommunications tools, and the emergence of the knowledge economy are among the forces that are resulting in fundamental change in the design of organizations.

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Teams and Technology in the New Organization

Aug 8, 1996 | Digital Transformation, Organization Design, Sponsor Content

In this article from 1996, Susan G. Cohen, Don Mankin, and Tora K. Bikson discuss how teams and information technology (IT) are two of the most important developments in organizations today.

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The Discipline of Organization Design

Aug 6, 1996 | Change Management, Organization Design, Sponsor Content

S. Mohrman, A. Mohrman, Jr., and R. Tenkasi discuss how as organizations adapt to rapidly changing and increasingly demanding environments, they find themselves continually transforming themselves.

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Teams and Technology: Tensions in Participatory Design

Aug 5, 1996 | Digital Transformation, Organization Design, Sponsor Content

Don Mankin, Susan G. Cohen, and Tora K. Bikson address the trend that year after year, organizations increase their investment in new information and communication systems (IT) and use teams to do more and more of their work.

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Early Identification of International Executives

Jul 12, 1996 | Sponsor Content, Talent Management

This research by Gretchen M. Spreitzer, Morgan W. McCall, Jr., and Joan D. Mahoney extends the traditional approach to the early identification of executives by introducing the notion of ability to learn from experience.

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Towards a Theory of Strategic Change: A Multi-Lens Perspective and Integrative Framework

Jul 4, 1996 | Change Management, Sponsor Content, Strategic HR

Nandini Rajagopalan and Gretchen M. Spreitzer provide a comprehensive review of the strategic change literature from three theoretical lenses: the rational, learning, and cognitive lenses.

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