Commitment-Based Management (CbM) - Introduction

 

Commitment-based management (CbM) was initially developed by Fernando Flores of University of California at Berkeley and Terry Winograd of Stanford University. This management style relies on agreements of commitment among parties to deliver an output within the agreed timeframe. When it’s executed efficiently, it will increase the quality of business performance.

https://alderkoten.com/five-ways-that-a-commitment-based-leader-can-improve-the-execution-process-2/

https://www.researchgate.net/publication/235264953_Commitment-based_management_practices_and_high_performance_The_case_of_Pfizer's_Loughbeg_tablet_plant

https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-expert-views/documents/employee-engagement-commitment.pdf

MAGAZINE FALL 2005

Using Commitments to Manage Across Units

To coordinate work across different business units, executives should think of the organization as a nexus of commitments, or personal promises between employees, that must be actively managed.

Donald N. Sull and Charles Spinosa

October 15, 2005

https://sloanreview.mit.edu/article/using-commitments-to-manage-across-units/

From Control to Commitment in the Workplace

by Richard E. Walton

From the Magazine (March 1985)

Mr. Walton, the Jesse Isidor Straus Professor of Business Administration at the Harvard Business School, is a pioneer authority on work-force management issues. His HBR article, “How to Counter Alienation in the Plant” (November–December 1972), was one of the first analyses of participative management. He chaired the National Research Council committee whose work is reported here.

https://hbr.org/1985/03/from-control-to-commitment-in-the-workplace