Research and Insights from the Center for Effective Organizations
This chapter by D. Jenkins and E. Lawler III presents theory and research on the role of pay systems in complex organizations.
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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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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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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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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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Gerry Ledford reviews research findings and theoretical developments in research on employee involvement (EI) at the Center for Effective Organizations.
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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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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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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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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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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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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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