Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Understanding Group-Efficacy: An Empirical Test of Multiple Assessment Methods

Oct 12, 1998 | Performance Management, Sponsor Content

In this paper by Cristina B. Gibson, Amy E. Randell, and P. Christopher Earley, methods of assessing group-efficacy were examined using a multi-party role play negotiation.

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Strategies for High Performance Organizations: The CEO Report

Aug 28, 1998 | Organizational Effectiveness, Performance Management, Strategic HR

The CEO Report by Edward E. Lawler III , Susan Albers Mohrman and Gerald E. Ledford, Jr., (Jossey-Bass, 1998) distills reams of surveys and research into an easy-to-interpret tool that managers can use to identify those improvement practices that best promote organizational effectiveness.

Charismatic Leadership in Organizations

Jul 15, 1998 | Leadership

Jay A. Conger and Rabindra N. Kanungo explain that although charismatic leadership is often known for its positive consequences, it has a shadowed side that has been poorly explored.

Who Needs MBA’s in H.R.? USC’s Strategic H.R. Management MBA Concentration

Jun 10, 1998 | Sponsor Content, Strategic HR

P. Adler and E. Lawler III discuss how article after article on the future of U.S. corporations stresses the importance of HR skills for line managers and “business partner” skills for HR managers. Despite this very few MBA programs offer concentrations in HRM.

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The Role of Top Management in Large Scale Change: The View From Within

May 8, 1998 | Change Management, Organization Design, Sponsor Content, Strategic HR

Sue Mohrman argues that top management should focus on organizational architecture, on leading the learning process, on providing very clear strategic direction, and on building a new employment relationship.

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Teams and Information Technology: Creating Value Through Knowledge

May 7, 1998 | Digital Transformation, Sponsor Content

In this paper, Tora K. Bikson, Susan G. Cohen, and Don Mankin examine how information and information technology can make teams more effective.

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Executive Compensation

Apr 9, 1998 | Compensation and Benefits, Sponsor Content

This chapter by Kevin J. Murphy summarizes the empirical and theoretical research on executive compensation and provides a comprehensive and up-to-date description of pay practices (and trends in pay practices) for chief executive officers (CEOs).

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Beyond Competencies: Using the Ability to Learn from Experience for the Early Identification of International Executives

Mar 6, 1998 | Performance Management, Sponsor Content, Talent Management

Morgan W. McCall, Gretchen M. Spreitzer, and Joan D. Mahoney discuss the development of an instrument which measures both traditional competencies for international executive success and the ability to learn from experience.

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Explaining How Survivors Respond to Downsizing: The Roles of Trust, Empowerment, Justice and Work Redesign

Mar 5, 1998 | Change Management, Organization Design, Sponsor Content

In this paper, Aneil K. Mishra and Gretchen M. Spreitzer develop a stress-based framework of survivors’ responses to downsizing.

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The Search for Flexibility: Skills and Workplace Innovation in the German Pump Industry

Mar 3, 1998 | Innovation, Sponsor Content, Talent Management

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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Running on Empty: Overworked People in Demanding Work Environments

Feb 4, 1998 | Performance Management, Sponsor Content

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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Learning and Knowledge Management in Team-Based New Product Development Organizations

Feb 2, 1998 | Innovation, Organization Design, Sponsor Content

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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