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.

• Introduction: The Challenge of Challenge: Organizing for Competitive AdvantagePart One: Designing Competitive Organizations1. Corporate Boards: Developing Effectiveness at the Top2. Linking Customers and Products: Organizing for Product and Customer Focus3. Designing the Networked Organization: Leveraging Size and Competencies4. Structuring Global OrganizationsPart Two: Enabling Competitive Performance5. Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness6. The Changing Nature of Work: Managing the Impact of Information Technology7. Employee Involvement, Reengineering, and TQM: Focusing on Capability DevelopmentPart Three: Managing People in the Competitive Organization8. The New Human Resources Management: Creating the Strategic Business Partnership9. The New Learning Partnership: Sharing Responsibility for Building Competence10. Executive Education: A Critical Lever for Organizational Change11. Strategic Pay System DesignPart Four: Transforming the Organization12. Teams and Technology: Extending the Power of Collaboration13. Accelerating Organizational Learning During Transition14. Catalizing Organizational Learning During Transition

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.

• Introduction: The Challenge of Challenge: Organizing for Competitive AdvantagePart One: Designing Competitive Organizations1. Corporate Boards: Developing Effectiveness at the Top2. Linking Customers and Products: Organizing for Product and Customer Focus3. Designing the Networked Organization: Leveraging Size and Competencies4. Structuring Global OrganizationsPart Two: Enabling Competitive Performance5. Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness6. The Changing Nature of Work: Managing the Impact of Information Technology7. Employee Involvement, Reengineering, and TQM: Focusing on Capability DevelopmentPart Three: Managing People in the Competitive Organization8. The New Human Resources Management: Creating the Strategic Business Partnership9. The New Learning Partnership: Sharing Responsibility for Building Competence10. Executive Education: A Critical Lever for Organizational Change11. Strategic Pay System DesignPart Four: Transforming the Organization12. Teams and Technology: Extending the Power of Collaboration13. Accelerating Organizational Learning During Transition14. Catalizing Organizational Learning During Transition

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.

• Introduction: The Challenge of Challenge: Organizing for Competitive AdvantagePart One: Designing Competitive Organizations1. Corporate Boards: Developing Effectiveness at the Top2. Linking Customers and Products: Organizing for Product and Customer Focus3. Designing the Networked Organization: Leveraging Size and Competencies4. Structuring Global OrganizationsPart Two: Enabling Competitive Performance5. Organizing for Competencies and Capabilities: Bridging from Strategy to Effectiveness6. The Changing Nature of Work: Managing the Impact of Information Technology7. Employee Involvement, Reengineering, and TQM: Focusing on Capability DevelopmentPart Three: Managing People in the Competitive Organization8. The New Human Resources Management: Creating the Strategic Business Partnership9. The New Learning Partnership: Sharing Responsibility for Building Competence10. Executive Education: A Critical Lever for Organizational Change11. Strategic Pay System DesignPart Four: Transforming the Organization12. Teams and Technology: Extending the Power of Collaboration13. Accelerating Organizational Learning During Transition14. Catalizing Organizational Learning During Transition