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Research and Insights from the Center for Effective Organizations

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Accelerated Learning During Organizational Transition

Mar 6, 1997 | Change Management, Sponsor Content

R. Tenkasi, S. Mohrman, and A. Mohrman, Jr. argue that in this world of constant change, the only sustainable competitive advantage is an organization’s capacity to learn.

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An Organizational Learning Framework for Understanding Business Process Redesign: A Case Study From the Financial Services Industry

Mar 5, 1997 | Digital Transformation, Organization Design, Sponsor Content, Strategy Execution

In this paper, S. Mohrman, R. Tenkasi, and A. Mohrman, Jr. examine one company’s experience with business process redesign coupled with the implementation of a new business strategy, advanced, networked information technology, and organizational design.

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Mitigating the Damage to Trust and Empowerment During Downsizing

Mar 4, 1997 | Change Management, Sponsor Content

This paper by Karen Mishra, Gretchen M. Spreitzer, and Aneil Mishra draws from the literature as well as from interviews of managers who have managed downsizings to identify strategies which mitigate the damage to trust and empowerment typically incurred during downsizing activities.

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Managing Performance for Organizational Change and Learning

Jan 2, 1997 | Change Management, Performance Management, Sponsor Content

This paper by A. Mohrman, Jr. and S. Mohrman asserts the centrality of performance management in managing the business, defining the individuals’ relationship with the organization, and functioning as a feedback and control mechanism.

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Productivity, Machinery, and Skills in the United States and Western Europe: Food Processing

Dec 18, 1996 | Performance Management, Sponsor Content

Geoff Mason and David Finegold state that as the much-discussed US ‘productivity slowdown’ during the 1970’s recedes into the distance, several recent studies have shown that average labor productivity levels in US manufacturing and in the economy as a whole remain the highest in the world.

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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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