Research and Insights from the Center for Effective Organizations
The purpose of Multinational Work Teams: A New Perspective by P. Christopher Earley and Cristina B. Gibson is to extend and consolidate the evolving literature on multinational teams by developing comprehensive theory that incorporates a dynamic, multilevel view of such items. This book will be of interest to scholars in management, organizational behavior, psychology, executive leadership, and human resource management.
Sue Mohrman discusses how during a two-year period, a European electronics firm, Global Solutions, acquired four foreign subsidiaries to bolster its strategy of becoming a global leader selling systems to large global customers.
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Why do some organizations make required changes and achieve new levels of performance successfully, while other units in the same organization seemingly stumble and never achieve new levels of performance? This two-part video produced by Susan A. Mohrman & Serge Lashutka, 2001 reveals how viewing organizational change as a learning process that can be accelerated is the difference.
This monograph by Alec Levenson is written for those interested in promoting company-funded workplace basic skills programs.
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Alec Levenson and David Finegold discuss how most research on temporary jobs focuses either on companies’ motivations for using temps or point-in-time comparisons of temp and non-temp jobs. Both types of approach seek to shed insights into the opportunities available to those who work as temps.
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Ed Lawler discusses how the 1990’s saw the rise of the dot-coms. They soared to amazing stock market evaluations that defied the laws of economic gravity.
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E. Lawler, D. Finegold, G. Benson, and J. Conger discuss how many of the changes that are occurring in the business environment have significant implications for Corporate Boards. Together they are redefining the roles and activities of boards.
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Edward E. Lawler III , Susan Albers Mohrman , and George Benson discuss how worldwide competition, the rapid expansion of the Internet, and the uncertainty of today’s economic climate are among the myriad forces testing the traditional approaches to management.
E. Lawler, D. Finegold, G. Benson, and J. Conger explain that several powerful forces are currently redefining the roles and activities of boardrooms, and they are not likely to diminish but rather to accelerate.
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Jay A. Conger, Edward E. Lawler III and David L. Finegold (Jossey-Bass, 2001) discuss how corporate boards are under fire. Investors, government agencies, communities, and employees are scrutinizing boards’ performance and challenging their decisions like never before — and it is likely this attention will only increase.
Michael E. Kalman, Peter 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 share privately held information but their individual interests instead motivate them to withhold it.
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Andrea Hollingshead, Janet Fulk, and Peter Monge discuss how transactive memory theory is useful for predicting how organizational members use intranets to acquire, store and retrieve knowledge. Public Goods Theory is useful for predicting whom, how much, and when members will contribute and retrieve knowledge on intranets.
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