Research and Insights Archive

Research and Insights from the Center for Effective Organizations

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Power in Top Management Teams: Dimensions, Measurement, and Validation

Dec 17, 1991 | Leadership, Sponsor Content

Sydney Finkelstein states that although most large firms have many officers, typically only a smaller subset are most responsible for setting policy (Thompson, 1967). It is this inner circle, or dominant coalition, that is the focus of this paper.

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The Effects of a Shift-System Innovation on a Turnover and Absenteeism: A Naturally Occurring Field Experiment

Dec 16, 1991 | Innovation, Performance Management, Sponsor Content

In this paper by Thomas G. Cummings and Mark A. Kizilos, the impact of a participatively designed 12-hour shift system on employee turnover and absenteeism was examined in a naturally occurring field experiment.

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Self-Design for High Involvement: A Large-Scale Organizational Change

Dec 14, 1991 | Change Management, Organization Design, Sponsor Content

A five-year action research case study by G. Ledford, Jr. and S. Mohrman examines changes in a 12-plant division of a multi-billion dollar firm.

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Management and Organization Principles for the Information Economy

Dec 13, 1991 | Innovation, Sponsor Content

William H. Davidson discusses the industrialization of the economy which spanned more than one and one-half centuries. During this period, industrial technologies and concepts, such as product standardization and mass production, permeated virtually all sectors of economic activity.

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Employee Involvement: Lessons and Predictions

Nov 3, 1991 | Employee Engagement, Sponsor Content

Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective Organizations.

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Human Resources Strategies for Lateral Integration in a High-Technology Setting

Nov 1, 1991 | Digital Transformation, Organization Design, Sponsor Content, Strategic HR

S. Mohrman, A. Mohrman, Jr., and S. Cohen discuss how the literature on high technology management points overwhelmingly to the importance of lateral integration processes for successful performance.

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Applying Employee Involvement in Schools

Nov 1, 1991 | Employee Engagement, Sponsor Content

This paper by S. Mohrman, E. Lawler III, and A. Mohrman, Jr. explores the applicability of employee involvement approaches to the management of schools. Three approaches to involvement are each described for organizations in general and then applied to schools in particular.

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New Forms of Organization III

Aug 1, 1991 | Organization Design, Organizational Effectiveness, Sponsor Content

The Center for Effective Organizations and Fiat have conducted a series of travelling seminars. This part of the series by Jay Galbraith focused on organization forms for competitive renewal.

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New Organization Forms for Manufacturing Competitiveness

Jul 1, 1991 | Organization Design, Organizational Effectiveness, Sponsor Content

Jay Galbraith of the Center for Effective Organizations and FIAT conducted their second “traveling seminar” in order to study new forms of organization being used by manufacturing companies.

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The Effectiveness of Self-Managing Teams: A Quasi-Experiment

Jun 3, 1991 | Organizational Effectiveness, Performance Management, Sponsor Content

This study by S. Cohen and G. Ledford, Jr. uses a quasi-experimental design to assess the effectiveness of self-managing teams in a telecommunications company.

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CEO Compensation Systems in Electric Utility Firms: Strategic and Environmental Effects

Jun 3, 1991 | Compensation and Benefits, Sponsor Content, Strategic HR

This paper by Sydney Finkelstein and Nandini Rajagopalan utilizes an agency theory perspective to study the effects of strategic orientation and environmental change on CEO compensation systems.

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Facing the Customer: Empowerment or Production Line?

May 1, 1991 | Employee Engagement, Sponsor Content

D. Bowen and E. Lawler III explain that in recent years, there has been a rush to adopt an empowerment approach, in which employees face the customer “free of rulebooks,” encouraged to do whatever is necessary to satisfy the customer. The production-line approach is a very different management style.

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