research@hec - Issue #12 - (Page II)

Our center (HEC-RIO) brings together academics and practitioners united by their concern for the individual– organizational nexus to address this enduring management challenge. For example, cross-functional relationships have been shown to be a key driver to deliver better offers to customers. Questions remain however about the nuances of successful cross-functional integration within Dominique Rouziès, specific contexts and their mechanprofessor at the marketing isms (e.g., collaborative incentives). department and coordinator of HEC-RIO. How can managers help people build and maintain trusting relationships with other organizational members? Recent research found that employees trust strangers more than they trust their bosses. What should the relative emphasis on individual versus group performance be? Research finds that the use of collaborative incentives can lower organizational performance depending on the degree of organizational differentiation. Needless to say these issues are even more complex at the international level. How can organizations successfully integrate employees from different cultures and regions into the corporate culture without standardizing all the aspects of company policies? Beyond integration issues, organizations also have difficulty in creating social climates that attract and keep individuals. Managers seem hard pressed to develop rewarding career choices and consequences for "multi-speed" groups of employees. How can highly skilled and talented employees be 'fast tracked' and given access to attractive promotions and remunerations while, at the same time, keeping less talented HEC Center for Research on Individuals and Organizations research hec Individual values, behavior, decisions and actions are the center of all organisational activity. Understanding the external and internal factors which influence the relationship between individuals and organisations is central to managing many of the problems faced in a modern post-industrial society. employees fully contributing to the team? How can employees be trained and motivated to develop high levels of ethical behavior even when no specific standards are enunciated? The answers to these questions have been addressed by economists, organization theorists, psychologists, and sociologists whose traditional concerns include the influence of reward structures, taxation, group interactions, organizational change, managerial decision-making, career paths, training, leadership, and social class relations. In addition, new factors stemming from social and technological change draw together research areas as diverse as knowledge management, organizational diversity and employment planning related to offshore of production activities. The theoretical developments and practical applications of these research domains therefore deserve a dedicated center of research at HEC. Our goal for HEC-RIO is to create a team of researchers and practitioners who will address this important area through multidisciplinary research and regular meetings. The members of HEC-RIO will explore a number of highperformance business practices including performance measurement, control systems, compensation policies, expatriation, strategic human resource management, entrepreneurial management, culture and diversity issues, the specific challenges of boundary-spanning employees, and issues of trust that help bind people to one another. I Recent research found that employees trust strangers more than they trust their bosses. II research@hec • December 2009-January 2010

Table of Contents for the Digital Edition of research@hec - Issue #12

Cover & Contents
HEC Center for Research on Individuals and Organizations
Government vs. Technology: Trustworthiness and E-Government
Learning from Imitators to Increase Your Technological Advantage
Measuring the Performance of Households’ Investments

research@hec - Issue #12