In this unique resource, leading team and organization design experts Susan Albers Mohrman and Allan M. Mohrman, Jr., guide organizations systematically through a proven process for becoming team-based.
Research and Insights Archive
Research and Insights from the Center for Effective Organizations
Available Content
Accelerated Learning During Organizational Transition
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
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
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
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
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
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
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
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
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
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
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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