ORGANIZING FOR HIGH PERFORMANCE：EMPLOYEE INVOLVEMENT,TQM,REENGINEERING, AND KNOWLEDGE MANAGEMENT IN THE FORTUNE 1000

First published in 1998, Strategies for High Performance Organizations gave executives their first comprehensive look at how well the most popular improvement programs of the day were actually working throughout the Fortune 1000. Now, three years later, this latest edition updates those findings for today's business world and reviews some new developments as well. Like its predecessor, this edition distills a library's worth of research into an easy-to-interpret, jargon-free presentation. It examines the various employee involvement, TQM, and reengineering efforts embraced by leading corporations over the years, explains how they were managed, and tells which worked, which did not, and why. Trends and patterns in the newly emerging fields of knowledge management and e-commerce are also presented for the first time. Readers can expect a goldmine of information that they can use to benchmark their own programs, to determine if a program is right for their organization, and to set new strategies for the future. Includes a CD-ROM containing all the informative charts and graphs found in the book.

EDWARD E. LAWLER is director of the Center for Effective Organizations at the University of Southern California (USC) and distinguished professor of management and organization in the USC Marshall School of Business. He is the author or coauthor of more than three hundred articles and thirty-two books including Rewarding Excellence, The Leadership Change Handbook, and Strategies for High Performance Organizations-The CEO Report, from Jossey-Bass. SUSAN ALBERS MOHRMAN is senior research scientist at the Center for Effective Organizations in the Marshall School of Business at the University of Southern California. She is the author or coauthor of Tomorrow's Organization, Strategies for High Performance Organizations-The CEO Report, and Designing Team-Based Organizations, from Jossey-Bass. GEORGE BENSON is a research associate at the Center for Effective Organizations at the University of Southern California. Before joining the CEO he worked at the American Society for Training and Development. He has published in Training and Development and Technical Skills Training.

Preface.

Introduction.

Improving Organizational Performance.

The Study.

EMPLOYEE INVOLVEMENT: INFORMATION, KNOWLEDGE, REWARDS, AND POWER.

Sharing Information.

Knowledge and Skill Development.

Rewards.

Power.

TOTAL QUALITY MANAGEMENT, REENGINEERING, AND KNOWLEDGE MANAGEMENT.

Total Quality Management.

Process Reengineering.

Knowledge Management.

Relationships Among Employee Involvement, Total Quality Management, Reengineering, and Knowledge Management.

ORGANIZATIONAL CHANGE: PRACTICES AND STRATEGY.

The Employment Contract.

Improvement Strategies.

Change Strategies.

EFFECTIVENESS.

Results of Employee Involvement Efforts.

TQM Effectiveness.

Process Reengineering Results.

Knowledge Management Effectiveness.

Financial Impacts.

PREDICTORS of PRACTICE ADOPTION.

Organizational Size, Downsizing, and Delayering.

Impact of Competitive Environment and Business Strategy.

Performance Improvement and Change Strategies.

Toward High Performance Organizations.

References.

Resource A.

Resource B.

Resource C.

Tables and Figures.