Richard M. Burton
Professor Emeritus
Research Interests:
Organization Theory that focuses on the choice of organizational design and strategy: the development and study of organizational structures and processes to achieve efficient coordinated planning and control; and implementation of organizational strategy for performance. In this context, an organization is viewed as a large number of interdependent subunits and individuals each of whom has its own goals, structures, processes, information, and measures of performance.
Organization Theory that focuses on the choice of organizational design and strategy: the development and study of organizational structures and processes to achieve efficient coordinated planning and control; and implementation of organizational strategy for performance. In this context, an organization is viewed as a large number of interdependent subunits and individuals each of whom has its own goals, structures, processes, information, and measures of performance.
Current Appointments & Affiliations
- Professor Emeritus, Fuqua School of Business, Duke University 2013
Contact Information
- A214 Fuqua Sch of Bus, Durham, NC 27708
- Box 90120, Durham, NC 27708-0120
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rmb2@duke.edu
(919) 660-7847
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Fuqua Faculty Profile
- Background
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Education, Training, & Certifications
- D.B.A., University of Illinois 1967
- M.B.A., University of Illinois 1963
- B.S., University of Illinois 1961
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Previous Appointments & Affiliations
- Professor in the School of Nursing, School of Nursing, Duke University 2004 - 2015
- Professor with Tenure, Fuqua School of Business, Duke University 1985 - 2013
- Associate Professor with Tenure, Fuqua School of Business, Duke University 1972 - 1985
- Associate Professor, Fuqua School of Business, Duke University 1970 - 1972
- Recognition
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In the News
- Research
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Selected Grants
- Grants for Graduate Programs in Health Administration awarded by National Institutes of Health 1992 - 1993
- Traineeships for Students in Graduate Health Administration Programs awarded by National Institutes of Health 1992 - 1993
- Publications & Artistic Works
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Selected Publications
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Books
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Burton, R. M., G. Desanctis, and B. Obel. Organizational design: A step-by-step approach, 2006. https://doi.org/10.1017/CBO9780511812415.Full Text
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Academic Articles
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Kang, H. G., R. M. Burton, and W. Mitchell. “How firm boundaries and relatedness jointly affect diversification value: trade-offs between governance and flexibility.” Computational and Mathematical Organization Theory 27, no. 1 (March 1, 2021). https://doi.org/10.1007/s10588-020-09316-7.Full Text
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Burton, R. M. “Fit, misfit, and design: JOD studies that touch reality.” Journal of Organization Design 9, no. 1 (December 1, 2020). https://doi.org/10.1186/s41469-020-00081-0.Full Text
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Burton, R., D. D. Håkonsson, E. R. Larsen, and B. Obel. “New trends in organization design.” Journal of Organization Design 9, no. 1 (December 1, 2020). https://doi.org/10.1186/s41469-020-00072-1.Full Text
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Burton, R. M., and B. Obel. “The science of organizational design: fit between structure and coordination.” Journal of Organization Design 7, no. 1 (December 1, 2018). https://doi.org/10.1186/s41469-018-0029-2.Full Text
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Kang, H. G., W. Woo, R. M. Burton, and W. Mitchell. “Constructing M&A valuation: how do merger evaluation methods differ as uncertainty and controversy vary?” Journal of Organization Design 7, no. 1 (December 1, 2018). https://doi.org/10.1186/s41469-017-0025-y.Full Text
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Makadok, R., R. Burton, and J. Barney. “A practical guide for making theory contributions in strategic management.” Strategic Management Journal 39, no. 6 (June 1, 2018): 1530–45. https://doi.org/10.1002/smj.2789.Full Text
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Burton, R. M., D. D. Håkonsson, J. Nickerson, P. Puranam, M. Workiewicz, and T. Zenger. “GitHub: exploring the space between boss-less and hierarchical forms of organizing.” Journal of Organization Design 6, no. 1 (December 1, 2017). https://doi.org/10.1186/s41469-017-0020-3.Full Text
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Turner, S. F., L. B. Cardinal, and R. M. Burton. “Research Design for Mixed Methods: A Triangulation-based Framework and Roadmap.” Organizational Research Methods 20, no. 2 (April 1, 2017): 243–67. https://doi.org/10.1177/1094428115610808.Full Text
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Døjbak Håkonsson, D., J. K. Eskildsen, L. Argote, D. Mønster, R. M. Burton, and B. Obel. “Exploration versus exploitation: Emotions and performance as antecedents and consequences of team decisions.” Strategic Management Journal 37, no. 6 (June 1, 2016): 985–1001. https://doi.org/10.1002/smj.2380.Full Text
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Håkonsson, Dorthe D., Børge Obel, Jacob K. Eskildsen, and Richard M. Burton. “On Cooperative Behavior in Distributed Teams: The Influence of Organizational Design, Media Richness, Social Interaction, and Interaction Adaptation.” Frontiers in Psychology 7 (January 2016): 692. https://doi.org/10.3389/fpsyg.2016.00692.Full Text
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Long, C. P., S. B. Sitkin, L. B. Cardinal, and R. M. Burton. “How controls influence organizational information processing: insights from a computational modeling investigation.” Computational and Mathematical Organization Theory 21, no. 4 (August 15, 2015): 406–36. https://doi.org/10.1007/s10588-015-9191-z.Full Text
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Burton, R. M. “Extraordinary survival from ordinary resources-how so?” Management and Organization Review 11, no. 3 (July 15, 2015): 413–17. https://doi.org/10.1017/mor.2015.38.Full Text
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Hirschey, M. D. “Preface.” Methods in Molecular Biology 1077 (September 20, 2013).
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Burton, Richard M. “The Future of Organization Design: An Interpretative Synthesis in Three Themes.” Journal of Organization Design 2, no. 1 (April 15, 2013): 42–42.
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Shimazoe, J., and R. M. Burton. “Justification shift and uncertainty: Why are low-probability near misses underrated against organizational routines?” Computational and Mathematical Organization Theory 19, no. 1 (March 1, 2013): 78–100. https://doi.org/10.1007/s10588-012-9149-3.Full Text
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Gallo, Peter Jack, and Richard M. Burton. “Sequencing Organizational Change for Post-Shock Adaptation: A Simulation Model.” Journal of Organization Design 1, no. 3 (December 14, 2012): 37–50.
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Carroll, Timothy N., and Richard M. Burton. “A contingency approach to designing project organizations: theory and tools.” Engineering Project Organization Journal 2, no. 1–2 (June 2012): 5–14. https://doi.org/10.1080/21573727.2011.641118.Full Text
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Håkonsson, D. D., R. M. Burton, B. Obel, and J. T. Lauridsen. “Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs.” Long Range Planning 45, no. 2–3 (April 1, 2012): 182–208. https://doi.org/10.1016/j.lrp.2012.02.004.Full Text
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Burton, R. M., and B. Obel. “Computational modeling for what-is, what-might-be, and what-should-be studies-and triangulation.” Organization Science 22, no. 5 (September 1, 2011): 1195–1202. https://doi.org/10.1287/orsc.1100.0635.Full Text
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Kang, H. G., R. M. Burton, and W. Mitchell. “How potential knowledge spillovers between venture capitalists' entrepreneurial projects affect the specialization and diversification of VC funds when VC effort has value.” Strategic Entrepreneurship Journal 5, no. 3 (September 1, 2011): 227–46. https://doi.org/10.1002/sej.115.Full Text
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Cardinal, L. B., S. F. Turner, M. J. Fern, and R. M. Burton. “Organizing for product development across technological environments: Performance trade-offs and priorities.” Organization Science 22, no. 4 (July 1, 2011): 1000–1025. https://doi.org/10.1287/orsc.1100.0577.Full Text
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Nissen, M. E., and R. M. Burton. “Designing organizations for dynamic fit: System stability, maneuverability, and opportunity loss.” Ieee Transactions on Systems, Man, and Cybernetics Part A:Systems and Humans 41, no. 3 (May 1, 2011): 418–33. https://doi.org/10.1109/TSMCA.2010.2084569.Full Text
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Li, S., A. Tiwari, M. Prabaharan, and S. Aryal. “Preface.” Smart Polymer Materials for Biomedical Applications, January 1, 2011.
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Jensen, K. W., D. D. Håkonsson, R. M. Burton, and B. Obel. “The effect of virtuality on the functioning of centralized versus decentralized structures-an information processing perspective.” Computational and Mathematical Organization Theory 16, no. 2 (August 5, 2010): 144–70. https://doi.org/10.1007/s10588-010-9069-z.Full Text
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Castro, M., and M. Kraft. “Preface.” Clinical Asthma, December 1, 2008. https://doi.org/10.1016/B978-032304289-5.10056-6.Full Text
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Haakonsson, D. D., R. M. Burton, B. Obel, and J. Lauridsen. “How failure to align organizational climate and leadership style affects performance.” Management Decision 46, no. 3 (April 18, 2008): 406–32. https://doi.org/10.1108/00251740810863861.Full Text
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Håkonsson, Dorthe Døjbak, Børge Obel, and Richard M. Burton. “Can organizational climate be managed? Making emotions rational.” Journal of Leadership Studies 1, no. 4 (2008): 62–73. https://doi.org/10.1002/jls.20033.Full Text
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Burton, Richard M. “Culture and Demography in Organizations. J. Richard Harrison and Glenn R. Carroll.” Administrative Science Quarterly 52, no. 1 (March 2007): 152–55. https://doi.org/10.2189/asqu.52.1.152.Full Text
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Carroll, T. N., T. J. Gormley, V. J. Bilardo, R. M. Burton, and K. L. Woodman. “Designing a new organization at NASA: An organization design process using simulation.” Organization Science 17, no. 2 (March 1, 2006): 202–14. https://doi.org/10.1287/orsc.1050.0166.Full Text
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Burton, R. M., J. Lauridsen, and B. Obel. “The impact of organizational climate and strategic fit on firm performance.” Human Resource Management 43, no. 1 (March 1, 2004): 67–82. https://doi.org/10.1002/hrm.20003.Full Text
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Burton, R. M., J. Lauridsen, and B. Obel. “How Organizational Climate and Strategy Fit, as Seen by the CEO, Affects Performance.” Human Resource Management 43, no. 1 (2004): 67–82.
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Burton, Richard M. “Computational Laboratories for Organization Science: Questions, Validity and Docking.” Computational &Amp; Mathematical Organization Theory 9, no. 2 (July 2003): 91–108. https://doi.org/10.1023/b:cmot.0000022750.46976.3c.Full Text
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Burton, R. M., J. Lauridsen, and B. Obel. “Erratum: Return on assets loss from situational and contingency misfits (Management Science (2002) 48 (1461-1585)).” Management Science 49, no. 8 (January 1, 2003): 1119. https://doi.org/10.1287/mnsc.49.8.1119.16404.Full Text
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Burton, R. M., C. P. Long, and L. B. Cardinal. “Three Controls are Better than One: A Computational Model of Complex Control Systems.” Computational and Mathematical Organization Theory 8, no. 3 (2002): 197–220.
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Burton, R. M., I. Feller, M. Feldman, and J. Bercovitz. “The State of Practice of University Technology Transfer Activities.” Research Management Review 12, no. 2 (2002).
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Burton, R. M., J. Lauridsen, and B. Obel. “Return on assets loss from situational and contingency misfits.” Management Science 48, no. 11 (January 1, 2002): 1461–85. https://doi.org/10.1287/mnsc.48.11.1461.262.Full Text
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Burton, R. M., S. Turner, and R. A. Bettis. “Exploring Depth versus Breadth in Knowledge Management Strategies.” Computational and Mathematical Organization Theory 8, no. 1 (2002): 49–73.
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Burton, R. M., and J. S. Kim. “The Effect of Task Uncertainty and Decentralization on Project Team Performance.” Computational and Mathematical Organization Theory 8, no. 4 (2002): 365–84.
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Feldman, M., I. Feller, J. Bercovitz, and R. Burton. “Equity and the technology transfer strategies of American research universities.” Management Science 48, no. 1 (January 1, 2002): 105–21. https://doi.org/10.1287/mnsc.48.1.105.14276.Full Text
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Bercouitz, J., M. Feldman, I. Feller, and R. Burton. “Organizational structure as a Determinant of Academic Patent and Licensing Behavior: An exploratory study of Duke, Johns Hopkins, and Pennsylvania State Universities.” Journal of Technology Transfer 26, no. 1–2 (December 1, 2001): 21–35.
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Burton, R. M., and S. S. Wong. “Virtual Teams: What are their Characteristics and Impact on Team Performance?” Computational and Mathematical Organization Theory 6, no. 4 (2000): 339–60.
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Baligh, H. H., R. M. Burton, and B. Obel. “Organizational consultant: Creating a useable theory for organizational design.” Management Science 42, no. 12 (January 1, 1996): 1648–62. https://doi.org/10.1287/mnsc.42.12.1648.Full Text
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Burton, R. M., and B. Obel. “The validity of computational models in organization science: From model realism to purpose of the model.” Computational and Mathematical Organization Theory 1, no. 1 (October 1, 1995): 57–71. https://doi.org/10.1007/BF01307828.Full Text
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Aharoni, Y., and R. M. Burton. “Is management science international: in search of universal rules.” Management Science 40, no. 1 (January 1, 1994): 1–3. https://doi.org/10.1287/mnsc.40.1.1.Full Text
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Burton, R. M., J. W. Minton, and B. Obel. “Organizational size and efficiency: An information processing view.” Scandinavian Journal of Management 7, no. 2 (January 1, 1991): 79–93. https://doi.org/10.1016/0956-5221(91)90039-4.Full Text
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Burton, R. M., and B. Obel. “Using historical information in the design of a decentralized firm's budgetary planning system.” Computers and Operations Research 16, no. 2 (January 1, 1989): 129–43. https://doi.org/10.1016/0305-0548(89)90015-4.Full Text
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Burton, Richard M. “A mathematical organization theory.” European Journal of Operational Research 37, no. 2 (November 1988): 292–93. https://doi.org/10.1016/0377-2217(88)90341-4.Full Text
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Burton, R. M., J. D. Forsyth, and B. Obel. “The new world of constant change.” Technovation 8, no. 1–3 (January 1, 1988): 1–6. https://doi.org/10.1016/0166-4972(88)90050-8.Full Text
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Burton, R. M., J. D. Forsyth, and D. M. Melick. “Searching for viability under changing environmental conditions.” Technovation 8, no. 1–3 (January 1, 1988): 111–31. https://doi.org/10.1016/0166-4972(88)90056-9.Full Text
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Burton, R. M., and B. Obel. “Opportunism, incentives, and the m-form hypothesis. A laboratory study.” Journal of Economic Behavior and Organization 10, no. 1 (January 1, 1988): 99–119. https://doi.org/10.1016/0167-2681(88)90029-7.Full Text
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Burton, R. M., and D. H. Namm. “Fitting the strategic planning process to organization: A clinical study of Burroughs Wellcome Co.” Technovation 8, no. 1–3 (January 1, 1988): 143–54. https://doi.org/10.1016/0166-4972(88)90058-2.Full Text
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BURTON, R. M., J. D. FORSYTH, and B. OBEL. “ORGANIZATIONAL RESPONSES TO THE NEW BUSINESS CONDITIONS - AN EMPIRICAL PERSPECTIVE - PREFACE.” Technovation 8, no. 1–3 (1988): R7–R7. https://doi.org/10.1016/0166-4972(88)90049-1.Full Text Link to Item
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Burton, R. M., J. D. Forsyth, and D. M. Melick. “The post-introduction management of products and services under rapidly changing environmental conditions.” Technovation 5, no. 1–3 (January 1, 1986): 125–43. https://doi.org/10.1016/0166-4972(86)90048-9.Full Text
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Burton, R. M., and B. Obel. “Environmental-Organizational relations: The effects of deregulation.” Technovation 5, no. 1–3 (January 1, 1986): 23–34. https://doi.org/10.1016/0166-4972(86)90042-8.Full Text
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Burton, R. M., and B. Obel. “Implications of deregulation: An overview.” Technovation 5, no. 1–3 (January 1, 1986): 1–7. https://doi.org/10.1016/0166-4972(86)90040-4.Full Text
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Burton, R. M., and J. D. Forsyth. “Variety and the firm's performance: An empirical investigation.” Technovation 5, no. 1–3 (January 1, 1986): 9–21. https://doi.org/10.1016/0166-4972(86)90041-6.Full Text
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BURTON, R. M. “VARIETY IN STRATEGIC-PLANNING - AN ALTERNATIVE TO THE PROBLEM-SOLVING APPROACH.” Columbia Journal of World Business 19, no. 4 (January 1, 1984): 92–98.Link to Item
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Baligh, H. H., and R. M. Burton. “MOVEABLE BOUNDARIES BETWEEN ORGANIZATIONS AND MARKETS.” International Journal of Policy Analysis and Information Systems 6, no. 4 (January 1, 1982): 435–49.
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Burton, R. M. “An Organizational System: An Overview.” International Journal of Policy Analysis and Information Systems 5, no. 4 (1981): 247–50.
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Baligh, H. H., and R. M. Burton. “Matching the organization's structure and its cooperative market relations.” Theory and Decision 12, no. 4 (December 1, 1980): 311–24. https://doi.org/10.1007/BF00131314.Full Text
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Burton, Richard M., and Borge Obel. “A Computer Simulation Test of the M-Form Hypothesis.” Administrative Science Quarterly 25, no. 3 (September 1980): 457–457. https://doi.org/10.2307/2392263.Full Text
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Burton, Richard M., and Börge Obel. “The Efficiency of the Price, Budget, and Mixed Approaches Under Varying a Priori Information Levels for Decentralized Planning.” Management Science 26, no. 4 (April 1980): 401–17. https://doi.org/10.1287/mnsc.26.4.401.Full Text
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Burton, R. M., D. C. Dellinger, and W. W. Damon. “Making the area agencies on aging work: the role of information.” Socio Economic Planning Sciences 14, no. 1 (January 1980): 1–11. https://doi.org/10.1016/0038-0121(80)90002-6.Full Text
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Burton, R. M., and T. H. Naylor. “Economic theory in corporate planning.” Strategic Management Journal 1, no. 3 (January 1, 1980): 249–63. https://doi.org/10.1002/smj.4250010305.Full Text
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Baligh, H. H., and R. M. Burton. “Marketing in moderation- The marketing concept and the organization's structure.” Long Range Planning 12, no. 2 (January 1, 1979): 92–96. https://doi.org/10.1016/0024-6301(79)90077-3.Full Text
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Burton, R. M., W. W. Damon, and B. Obel. “An organizational model of integrated budgeting for short-run operations and long-run investments.” Journal of the Operational Research Society 30, no. 6 (January 1, 1979): 575–85. https://doi.org/10.1057/jors.1979.139.Full Text
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Burton, R. M., W. W. Damon, and B. Obel. “ORGANIZATIONAL MODEL OF INTEGRATED BUDGETING FOR SHORT-RUN OPERATIONS AND LONG-RUN INVESTMENTS.” Journal of the Operational Research Society 30, no. 6 (1979): 575–85.
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Burton, R. M., and W. W. Damon. “Budgets for integrating decentralized investment and production planning.” Omega 7, no. 2 (January 1, 1979): 113–17. https://doi.org/10.1016/0305-0483(79)90098-7.Full Text
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Burton, R. M., D. C. Dellinger, W. W. Damon, and E. A. Pfeiffer. “A role for operational research in health care planning and management teams.” The Journal of the Operational Research Society 29, no. 7 (July 1978): 633–41. https://doi.org/10.1057/jors.1978.139.Full Text
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Burton, R. M., and B. Obel. “A comparative analysis of price, quantity, and mixed approaches for decentralized planning.” Economics of Planning 14, no. 3 (January 1, 1978): 129–40. https://doi.org/10.1007/BF00367143.Full Text
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Burton, R., D. Dellinger, and W. R. King. “Alternative strategies for legislative analysis of public policy.” Urban Systems 3, no. 1 (January 1, 1978): 9–20. https://doi.org/10.1016/0147-8001(78)90003-7.Full Text
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BURTON, R. M. “SOCIAL CHALLENGE TO BUSINESS - ACKERMAN,RW.” Interfaces 7, no. 2 (January 1, 1977): 123–26.Link to Item
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Burton, R. M., and B. Obel. “The multilevel approach to organizational issues of the firm-A critical review.” Omega 5, no. 4 (January 1, 1977): 395–414. https://doi.org/10.1016/0305-0483(77)90004-4.Full Text
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Burton, R. M., W. W. Damon, and D. C. Dellinger. “Estimating the impact of health services in a community.” Behavioral Science 21, no. 6 (November 1976): 478–89. https://doi.org/10.1002/bs.3830210603.Full Text
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BURTON, R. M. “SOCIAL CHALLENGE TO BUSINESS - ACKERMAN,RW.” Interfaces 7, no. 1 (January 1, 1976): 113–15.Link to Item
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Baligh, H. H., and R. M. Burton. “Organization structure and cooperative market relations.” Omega 4, no. 5 (January 1, 1976): 583–93. https://doi.org/10.1016/0305-0483(76)90009-8.Full Text
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Burton, Richard M., William W. Damon, and David C. Dellinger. “Practice of Management Science—Patient States and the Technology Matrix.” Interfaces 5, no. 4 (August 1975): 43–53. https://doi.org/10.1287/inte.5.4.43.Full Text
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Burton, R. M., W. W. Damon, and D. C. Dellinger. “Patient States and Technology Matrix.” Interfaces 5, no. 4 (1975): 43–53.
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Burton, R. M., and W. W. Damon. “ON THE EXISTENCE OF A COST OF CAPITAL UNDER PURE CAPITAL RATIONING.” The Journal of Finance 29, no. 4 (September 1974): 1165–73. https://doi.org/10.1111/j.1540-6261.1974.tb03094.x.Full Text
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Burton, R. M., W. W. Damon, and D. W. Loughridge. “THE ECONOMICS OF DECOMPOSITION: RESOURCE ALLOCATION VS TRANSFER PRICING.” Decision Sciences 5, no. 3 (January 1, 1974): 297–310. https://doi.org/10.1111/j.1540-5915.1974.tb00617.x.Full Text
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Burton, R., and P. Rivett. “SURVEY OF OPERATIONAL RESEARCH GROUPS IN GREAT BRITAIN.” Operational Research Quarterly 23, no. 2 (January 1, 1972): 117–23.
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Burton, Richard M., and Gilbert T. Howard. “Optimal Design for System Reliability and Maintainability.” Ieee Transactions on Reliability R-20, no. 2 (May 1971): 56–60. https://doi.org/10.1109/tr.1971.5216084.Full Text
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Burton, R. M., and D. J. Laughhunn. “On the optimality of single-item, incremental cost rules for the make-buy decision.” Engineering Economist 16, no. 4 (January 1, 1971): 227–46. https://doi.org/10.1080/00137917108902690.Full Text
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Burton, R. M., and D. J. Laughhunn. “A Make-Buy Decision in a Production Planning Context.” Journal of Business Administration 1, no. 2 (1970): 53–64.
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Burton, R. M., and G. T. Howard. “Optimal System Reliability for a Mixed Series and Parallel Structure.” Journal of Mathematical Analysis and Applications 28, no. 2 (1969): 370–82.
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Burton, R. M., and H. P. Holzer. “To Make or Buy.” Management Services 5, no. 4 (1968): 26–31.
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Burton, R. M., and B. Obel. “Organization Structure Experiments Using Operations Research Models.” Advances in Management Studies 2, no. 4 (n.d.): 297–310.
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Book Sections
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Joseph, J., O. Baumann, R. Burton, and K. Srikanth. “Reviewing, revisiting, and renewing the foundations of organization design.” In Advances in Strategic Management, 40:1–23, 2018. https://doi.org/10.1108/S0742-332220180000040012.Full Text
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Burton, R. M., B. Obel, and D. D. Håkonsson. “Contingency theory, dynamic fit, and contracts.” In Advancing Organizational Theory in a Complex World, 1–15, 2016. https://doi.org/10.4324/9781315677293.Full Text
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Burton, R. M., and B. Obel. “Design rules for dynamic organization design: The contribution of computational modeling.” In Handbook of Economic Organization: Integrating Economic and Organization Theory, 223–44, 2013. https://doi.org/10.4337/9781782548225.00022.Full Text
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Mirić, A. A., R. M. Burton, and M. Petković. “Coordinating inter-organizational learning throughout alliance evolution.” In Contributions to Management Science, 11–32, 2013. https://doi.org/10.1007/978-3-7908-2867-2_2.Full Text
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Conference Papers
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Hakonsson, Dorthe Dojbak, Richard M. Burton, Borge Obep, and Jorgen Lauridsen. “ACTION LEADERSHIP, MULTI-CONTINGENCY THEORY AND FIT.” In Organization Design: The Evolving State of the Art, edited by R. M. Burton, B. Eriksen, D. Dojbak Hakonsson, and C. C. Snow, 6:181–201. SPRINGER, 2006.Link to Item
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