Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Time Flies Like an Arrow: Tracing Antecedents and Consequences of Temporal Elements of Organizational Culture

May 6, 2000 | Organizational Effectiveness, Sponsor Content

Mary E. Zellmer-Bruhn, Cristina B. Gibson, and Ramon J. Aldag state that time has recently become a more central focus in management research and practice. Time to market has become a critical issue in many industries, with ever shortening new product development times.

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Helping Transnational Team Members to Sense Trust: A Counterintuitive Approach to Leadership

May 5, 2000 | Culture, Performance Management, Sponsor Content

Gretchen M. Spreitzer, Debra L. Shapiro, and Mary Ann Von Glinow state that despite their assignment to work together, members of transnational teams (TNTs)— teams whose members are geographically spread across at least two countries— are in many ways apart.

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Perceptual Distance: The Impact of Differences in Team Leader and Member Perceptions Across Cultures

May 4, 2000 | Performance Management, Sponsor Content, Talent Management

In this chapter, C. Gibson, J. Conger, and C. Cooper propose a theory of perceptual distance and its implications for team leadership and team outcomes.

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Seize the Day: Organizational Studies Can and Should Make a Difference

Apr 3, 2000 | Future of HR, Innovation, Organization Design, Sponsor Content

Susan Mohrman explains that the organizational sciences have an unprecedented opportunity to generate information that is useful to organizations and can make a difference in how organizations evolve and in the quality of life of people.

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Testing for Groupness: A Theory-Based Approach to Aggregation Issues in Work Group Research

Mar 2, 2000 | HR Analytics, Sponsor Content

In this paper, Diane E. Bailey, Eileen M. Van Aken, and Susan G. Cohen address the issue of aggregating individual employee level data to the work group level.

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New Directions for the Human Resources Organization: An Organization Design Approach

Mar 1, 2000 | Organization Design, Sponsor Content, Strategic HR, Strategy Execution

First published in 1996, this report by S. Mohrman, E. Lawler, and G. McMahan presents findings of a 1995 study that examined the human resources function in 130 large companies to see whether changes in the business environment and strategy of the corporation were leading to changes in practice and organization of the human resources function.

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Individualizing the Organization: Past, Present and Future

Nov 14, 1999 | Future of HR, Performance Management, Sponsor Content, Talent Management

E. Lawler and D. Finegold discuss that one approach to attracting, retaining, and motivating employees is to individualize the relationship they have with an organization.

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Doing Research That is Useful for Theory and Practice

Oct 20, 1999 | Strategic HR

Edward E. Lawler III, Allan M. Mohrman, Susan A. Mohrman, Gerald E. Ledford, Jr. and Thomas G. Cummings, (Jossey-Bass, 1999)
Dealing with issues that cut across all social and behavioral sciences, Doing Research That Is Useful for Theory and Practice is full of practical advice on conducting successful research.

Pay Strategy – New Thinking for the New Millennium

Oct 13, 1999 | Compensation and Benefits, Sponsor Content, Strategic HR

Ed Lawler argues that it is time for new thinking, new practices and more strategic direction in the pay systems of organizations.

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Resolving Communication Dilemmas in Database-Mediated Collaboration

Oct 12, 1999 | Performance Management, Sponsor Content

Michael E. Kalman, Peter R. 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 voluntarily share privately held information, but their individual interests motivate them to withhold it instead.

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To Stay or to Go: Voluntary Survivor Turnover Following an Organizational Downsizing

Oct 11, 1999 | Change Management, Sponsor Content, Talent Management

This paper by Gretchen M. Spreitzer and Aneil K. Mishra examines how survivor reactions to a downsizing influence their retention with a firm two years following a downsizing.

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Preserving Commitment During Downsizing: Examining the Mitigating Effects of Trust and Empowerment

Oct 10, 1999 | Change Management, Performance Management, Sponsor Content, Talent Management

Drawing on Lazarus and Folkman’s (1984) stress theory, Gretchen Spreitzer and Aneil K. Mishra hypothesize that the negative effects of downsizing on commitment can be mitigated when trust and empowerment are high.

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