Richard M. Burton | Scholars@Duke

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.

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
rmb2@duke.edu (919) 660-7847
Fuqua Faculty Profile

Background
Education, Training, & Certifications
- D.B.A., University of Illinois 1967
- M.B.A., University of Illinois 1963
- B.S., University of Illinois 1961
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
In the News
- JAN 21, 2021
  
  August Books: Richard M. Burton, co-author: “Organizational Design: A Step-by-Step Approach”
Research
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
Selected Publications
- Books
  - Burton, R. M., G. Desanctis, and B. Obel. Organizational design: A step-by-step approach, 2006. https://doi.org/10.1017/CBO9780511812415.
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- Academic Articles
  - 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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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  - Hirschey, M. D. “Preface.” Methods in Molecular Biology 1077 (September 20, 2013).
  - 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.
  - 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.
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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.
  - 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.
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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.
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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.
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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.
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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.
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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.
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  - Li, S., A. Tiwari, M. Prabaharan, and S. Aryal. “Preface.” Smart Polymer Materials for Biomedical Applications, January 1, 2011.
  - 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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
  - 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.
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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.
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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.
  - 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).
  - 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.
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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.
  - 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.
  - 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.
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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.
  - 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.
  - 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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
  - Burton, R. M. “An Organizational System: An Overview.” International Journal of Policy Analysis and Information Systems 5, no. 4 (1981): 247–50.
  - 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.
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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.
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  - Burton, Richard M., and Börge Obel. “The Efficiency of the Price, Budget, and Mixed Approaches Under Varyinga PrioriInformation Levels for Decentralized Planning.” Management Science 26, no. 4 (April 1980): 401–17. https://doi.org/10.1287/mnsc.26.4.401.
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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.
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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.
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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.
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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.
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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.
  - 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.
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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.
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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.
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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.
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  - BURTON, R. M. “SOCIAL CHALLENGE TO BUSINESS - ACKERMAN,RW.” Interfaces 7, no. 2 (January 1, 1977): 123–26.
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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.
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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.
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  - BURTON, R. M. “SOCIAL CHALLENGE TO BUSINESS - ACKERMAN,RW.” Interfaces 7, no. 1 (January 1, 1976): 113–15.
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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.
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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.
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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.
  - 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.
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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.
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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.
  - 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.
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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.
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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.
  - 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.
  - Burton, R. M., and H. P. Holzer. “To Make or Buy.” Management Services 5, no. 4 (1968): 26–31.
  - Burton, R. M., and B. Obel. “Organization Structure Experiments Using Operations Research Models.” Advances in Management Studies 2, no. 4 (n.d.): 297–310.
- Book Sections
  - 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.
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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.
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- Conference Papers
  - 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.
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Education, Training, & Certifications

Previous Appointments & Affiliations

In the News

Selected Grants

Selected Publications

Books

Academic Articles

Book Sections

Conference Papers