Create a more flexible, responsive, and competitive business
A Publication of The Center for Effective Organizations
Picking up where the successful Organizing for the Future left off, this work from the Center for Effective Organizations presents a coherent set of principles and hands-on guidance for creating the successful organization of tomorrow. Celebrated contributors such as Jay Conger, David Finegold, and Tora Bikson--not to mention the editors themselves--empower a book that captures the latest thinking and new practices regarding the design of complex organizations. The emerging forms and contexts of organizations, enablers of continuous performance improvement, and change implementation processes are among the many cutting-edge topics discussed.
Preface xi(8) About the Authors xix Introduction: The Challenge of Change: Organizing for Competitive Advantage 1(20) Jay R. Galbraith Edward E. Lawler III Part One: Designing Competitive Organizations 21(110) 1 Corporate Boards: Developing Effectiveness at the Top 23(28) Edward E. Lawler III David Finegold Jay A. Conger 2 Linking Customers and Products: Organizing for Product and Customer Focus 51(25) Jay R. Galbraith 3 Designing the Networked Organization: Leveraging Size and Competencies 76(27) Jay R. Galbraith 4 Structuring Global Organizations 103(28) Jay R. Galbraith Part Two: Enabling Competitive Performance 131(78) 5 Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness 133(21) David Finegold Edward L. Lawler III Gerald E. Ledford Jr. 6 The Changing Nature of Work: Managing the Impact of Information Technology 154(25) Susan G. Cohen Don Mankin 7 Employee Involvement, Reengineering, and TQM: Focusing on Capability Development 179(30) Edward E. Lawler III Susan Albers Mohrman Part Three: Managing People in the Competitive Organization 209(98) 8 The New Human Resources Management: Creating the Strategic Business Partnership 211(20) Susan Albers Mohrman Edward E. Lawler III 9 The New Learning Partnership: Sharing Responsibility for Building Competence 231(33) David Finegold 10 Executive Education: A Critical Lever for Organizational Change 264(22) Jay A. Conger Katherine R. Xin 11 Strategic Pay System Design 286(21) Edward E. Lawler III Part Four: Transforming the Organization 307(87) 12 Teams and Technology: Extending the Power of Collaboration 309(21) Don Mankin Susan G. Cohen Tora K. Bikson 13 Accelerating Organizational Learning During Transition 330(32) Ramkrishnan V. Tenkasi Susan Albers Mohrman Allan M. Mohrman Jr. 14 Catalyzing Organizational Change and Learning: The Role of Performance Management 362(32) Allan M. Mohrman Jr. Susan Albers Mohrman Conclusion: Facing the Challenges of the Future 394(19) Susan Albers Mohrman Edward E. Lawler III References 413(24) Name Index 437(6) Subject Index 443
SUSAN ALBERS MOHRMAN is a senior research scientist at the Center for Effective Organizations (CEO) at the University of Southern California. She has written numerous articles for professional journals and is the coauthor of nine books, including Designing Team-Based Organizations (1995) and Creating High Performance Organizations (1995), both published by Jossey-Bass.
JAY R. GALBRAITH is professor of management at the International Institute for Management Development in Lausanne, Switzerland. He is currently on leave from the University of Southern California, where he holds joint appointments as professor of management and organization in the Graduate School of Business and senior research scientist at the Center for Effective Organizations.
EDWARD E. LAWLER is founding director of the University of Southern California's Center for Effective Organizations, where he is professor of management and organization in the Marshall School of Business. He is the author of twenty-seven books, including From the Ground Up (1996) and Strategic Pay (1990), both from Jossey-Bass.
