Research and Insights from the Center for Effective Organizations
This article by Edward Lawler III reviews problems with job based management systems and focuses particularly on the impact of job evaluation systems.
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M. Teagarden, M. Butler, and M. Von Glinow argue that cost cutting is a challenge increasingly confronting managers. Chasing cheap labor, especially through use of offshore manufacturing in developing and newly industrialized Pacific Rim countries has become a popular response to this challenge.
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This piece by James O’Toole explores both the validity of the Business Enterprise Trust’s efforts to reward business “virtue,” and the arguments of those who claim that doing good is bad business.
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Edward Lawler III considers three types of involvement: suggestion, job and high. Points out how they differ in structure and impact. Identifies the organization conditions where each fits best.
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This paper by A. Mohrman, Jr., S. Mohrman, and E. Lawler III describes some of the forces that are heightening the importance of teamwork in organizations today, and the challenges they pose for the management of performance.
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Will organizations expand their use of teams and teamwork mechanisms over the next ten years? This chapter by Susan G. Cohen examines the current use of teams and internal networked designs, and predicts that their use will grow.
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Mary B. Teagarden and Mary Ann Von Glinow argue that Sino-U.S. strategic business alliance research is impeded by several obstacles: (1) various alliance types are confounded; (2) alliance data are aggregated regardless of life cycle stage; and (3) there is a dearth of reliable data about these alliances.
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David E. Bowen and Christine M. Pearson discuss how service encounters are conceptualized as rites of integration which can establish the appropriate level of psychological involvement between service providers and customers.
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Jay R. Galbraith discusses how in the 1980s the Japanese began a high level of direct investment in the United States. There was a great deal of interest in how successful their style of management would be outside of Japan.
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This article by D. Bowen, G. Ledford, Jr. and B. Nathan examines a new approach to selection in which employee are hired to fit the characteristics of an organization, not just the requirements of a particular job.
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Morgan W. McCall, Jr. discusses how dramatic change has stimulated a search for a “new kind of leader,” implying that selection and development of leadership was adequate in the past but that the chosen skills are no longer adequate for today’s world.
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Howard E. Aldrich and Mary Ann Von Glinow review some key concepts that help managers and planners understand the characteristics of networks and how people’s access to information is affected by their position in them.
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