Publications

Authors: Type:

2019

  • [Link] [DOI] J. Joseph, O. Baumann, R. M. Burton, and K. Srikanth, “Reviewing, revisiting, and renewing the foundations of organization design,” in Organization design, , 2019, pp. 1-23.
    [Bibtex]
    @inbook {doi:10.1108/S0742-332220180000040012,
    year = {2019},
    url = {https://www.emeraldinsight.com/doi/abs/10.1108/S0742-332220180000040012},
    title = {Reviewing, Revisiting, and Renewing the Foundations of Organization Design},
    pages = {1-23},
    eprint = {https://www.emeraldinsight.com/doi/pdf/10.1108/S0742-332220180000040012},
    doi = {10.1108/S0742-332220180000040012},
    chapter = {1},
    booktitle = {Organization Design},
    biburl = {https://zeal.global/publications/reviewing-revisiting-and-renewing-the-foundations-of-organization-design},
    urltitle = {reviewing-revisiting-and-renewing-the-foundations-of-organization-design},
    author = {Joseph, John and Baumann, Oliver and Burton, Richard M and Srikanth, Kannan}
    }

2018

  • H. Kang, 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, vol. 7, iss. 1, p. 2, 2018.
    [Bibtex]
    @article {kang2018constructing,
    year = {2018},
    volume = {7},
    title = {Constructing M\&A valuation: how do merger evaluation methods differ as uncertainty and controversy vary?},
    publisher = {Springer},
    pages = {2},
    number = {1},
    journal = {Journal of Organization Design},
    biburl = {https://zeal.global/publications/constructing-m-a-valuation-how-do-merger-evaluation-methods-differ-as-uncertainty-and-controversy-vary},
    urltitle = {constructing-m-a-valuation-how-do-merger-evaluation-methods-differ-as-uncertainty-and-controversy-vary},
    author = {Kang, Hyoung-Goo and Woo, Wonseok and Burton, Richard M and Mitchell, Will}
    }
  • R. M. Makadok, R. M. Burton, and J. Barney, “A practical guide for making theory contributions in strategic management,” Strategic management journal, 2018.
    [Bibtex]
    @article {makadok2018practical,
    year = {2018},
    title = {A Practical guide for making theory contributions in strategic management},
    publisher = {Wiley Online Library},
    journal = {Strategic Management Journal},
    biburl = {https://zeal.global/publications/a-practical-guide-for-making-theory-contributions-in-strategic-management},
    urltitle = {a-practical-guide-for-making-theory-contributions-in-strategic-management},
    author = {Makadok, Richard M and Burton, Richard M and Barney, Jay}
    }

2017

  • S. F. Turner, L. B. Cardinal, and R. M. Burton, “Research design for mixed methods: a triangulation-based framework and roadmap,” Organizational research methods, vol. 20, iss. 2, p. 243–267, 2017.
    [Bibtex]
    @article {turner2017research,
    year = {2017},
    volume = {20},
    title = {Research design for mixed methods: A triangulation-based framework and roadmap},
    publisher = {SAGE Publications Sage CA: Los Angeles, CA},
    pages = {243--267},
    number = {2},
    journal = {Organizational Research Methods},
    biburl = {https://zeal.global/publications/research-design-for-mixed-methods-a-triangulation-based-framework-and-roadmap},
    urltitle = {research-design-for-mixed-methods-a-triangulation-based-framework-and-roadmap},
    author = {Turner, Scott F and Cardinal, Laura B and Burton, Richard M}
    }

2015

  • [Link] [DOI] R. M. Burton, B. Obel, and D. D. Håkonsson, “How to get the matrix organization to work,” Journal of organization design, vol. 4, iss. 3, p. 37, 2015.
    [Bibtex]
    @article {ba4d0c3242cf406fa07e51374b1c2625,
    year = {2015},
    volume = {4},
    url = {http://dx.doi.org/10.7146/jod.22549},
    title = {How to get the Matrix Organization to Work},
    publisher = {Aarhus University Library},
    pages = {37},
    number = {3},
    month = {dec},
    journal = {Journal of Organization Design},
    doi = {10.7146/jod.22549},
    abstract = {Many organizations, both public and private, are changing their structure to a complex matrix in order to meet the growing complexity in the world in which they operate. Often, those organizations struggle to obtain the benefits of a matrix organization. In this article, we discuss how to get a matrix to work, taking a multi-contingency perspective. We translate the matrix concept for designers and managers who are considering a matrix organization and argue that three factors are critical for its success: (1) Strong purpose: Only choose the matrix structure if there are strong reasons for doing so, (2) Alignment among contingencies: A matrix can only be successful if key contingencies are aligned with the matrix’s purpose, and (3) Management of junctions: The success of a matrix depends on how well activities at the junctions of the matrix are managed.},
    biburl = {https://zeal.global/publications/how-to-get-the-matrix-organization-to-work},
    urltitle = {how-to-get-the-matrix-organization-to-work},
    author = {Burton, Richard M and Obel, Børge and Håkonsson, Dorthe Døjbak}
    }
  • [Link] [DOI] C. P. Long, 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, vol. 21, iss. 4, p. 406–436, 2015.
    [Bibtex]
    @article {long2015controls,
    year = {2015},
    volume = {21},
    url = {http://link.springer.com/article/10.1007/s10588-015-9191-z},
    type = {Publication},
    title = {How controls influence organizational information processing: insights from a computational modeling investigation},
    publisher = {Springer US},
    pages = {406--436},
    number = {4},
    journal = {Computational and Mathematical Organization Theory},
    doi = {10.1007/s10588-015-9191-z},
    abstract = {In this study, we use a series of computational models to investigate an information processing perspective on organizational control use. We evaluate and compare the information processing capabilities of various formal and informal control configurations under different information uncertainty conditions. We find that a wide range of formal controls can be used to direct subordinates performing interdependent tasks while a more narrow range of informal controls are most effective for directing subordinates who perform complex tasks. Results of this study provide a basis for formalizing an information processing perspective on organizational control implementation that differs but is complementary to the current emphasis on agency in organizational control research.},
    biburl = {https://zeal.global/publications/how-controls-influence-organizational-information-processing-insights-from-a-computational-modeling-investigation},
    urltitle = {how-controls-influence-organizational-information-processing-insights-from-a-computational-modeling-investigation},
    author = {Long, Chris P and Sitkin, Sim B and Cardinal, Laura B and Burton, Richard M}
    }
  • [Link] S. F. Turner, L. B. Cardinal, and R. M. Burton, “Research design for mixed methods a triangulation-based framework and roadmap,” Organizational research methods, p. 1094428115610808, 2015.
    [Bibtex]
    @article {turner2015research,
    year = {2015},
    url = {http://orm.sagepub.com/content/early/2015/11/25/1094428115610808.abstract},
    title = {Research Design for Mixed Methods A Triangulation-based Framework and Roadmap},
    publisher = {SAGE Publications},
    pages = {1094428115610808},
    journal = {Organizational Research Methods},
    biburl = {https://zeal.global/publications/research-design-for-mixed-methods-a-triangulation-based-framework-and-roadmap-2},
    urltitle = {research-design-for-mixed-methods-a-triangulation-based-framework-and-roadmap-2},
    author = {Turner, Scott F and Cardinal, Laura B and Burton, Richard M}
    }
  • [Link] [DOI] R. M. Burton, “Extraordinary survival from ordinary resources – how so?,” Management and organization review, vol. 11, iss. Special Issue 03, p. 413–417, 2015.
    [Bibtex]
    @article {MOR:9956792,
    year = {2015},
    volume = {11},
    url = {http://journals.cambridge.org/article\_S1740877615000388},
    title = {Extraordinary Survival from Ordinary Resources – How So?},
    pages = {413--417},
    numpages = {5},
    number = {Special Issue 03},
    month = {9},
    journal = {Management and Organization Review},
    issn = {1740-8784},
    doi = {10.1017/mor.2015.38},
    biburl = {https://zeal.global/publications/extraordinary-survival-from-ordinary-resources-how-so},
    urltitle = {extraordinary-survival-from-ordinary-resources-how-so},
    author = {Burton, Richard M}
    }
  • B. Obel, R. M. Burton, and D. D. Håkonsson, Organization design – step by step, 3 ed., Cambridge: cambridge university press, 2015.
    [Bibtex]
    @book {00e65913d87b4a3c819c27fff7fc38e1,
    year = {2015},
    title = {Organization Design – step by step},
    publisher = {Cambridge: Cambridge University Press},
    isbn = {1107483611},
    edition = {3},
    abstract = {Written specifically for executives and MBA students, the third edition of this successful textbook provides a step-by-step guide to designing an organization, from diagnosis, to design and implementation. It provides comprehensive coverage of the key aspects of organizational design, including goals, strategy, process, people, coordination, control, and incentives. Following a new diamond model, fully tested in practice, the book guides readers through an integrated methodology for organizational assessment and planning. It includes a new chapter on project managing organizational change on a practical level, new case studies, extended discussions of new organizational forms, architecture design and knowledge systems, and new practical steps for implementation and change. Visit www.cambridge.org/burton3 for free access to a selection of organizational diagnosis, design and implementation models in Excel, as well as additional case studies, figures and tables from the book.},
    asin = {1107483611},
    biburl = {https://zeal.global/publications/organization-design-step-by-step-3},
    urltitle = {organization-design-step-by-step-3},
    author = {Obel, Børge and Burton, Richard M and Håkonsson, Dorthe Døjbak}
    }
  • [Link] C. P. Long, 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, p. 1–31, 2015.
    [Bibtex]
    @article {long2015controls,
    year = {2015},
    url = {http://link.springer.com/article/10.1007/s10588-015-9191-z},
    title = {How controls influence organizational information processing: insights from a computational modeling investigation},
    publisher = {Springer US},
    pages = {1--31},
    journal = {Computational and Mathematical Organization Theory},
    abstract = {In this study, we use a series of computational models to investigate an information processing perspective on organizational control use. We evaluate and compare the information processing capabilities of various formal and informal control configurations under different information uncertainty conditions. We find that a wide range of formal controls can be used to direct subordinates performing interdependent tasks while a more narrow range of informal controls are most effective for directing subordinates who perform complex tasks. Results of this study provide a basis for formalizing an information processing perspective on organizational control implementation that differs but is complementary to the current emphasis on agency in organizational control research.},
    biburl = {https://zeal.global/publications/how-controls-influence-organizational-information-processing-insights-from-a-computational-modeling-investigation-2},
    urltitle = {how-controls-influence-organizational-information-processing-insights-from-a-computational-modeling-investigation-2},
    author = {Long, Chris P and Sitkin, Sim B and Cardinal, Laura B and Burton, Richard M}
    }

2014

  • J. Fjeld and R. M. Burton, “Unpacking dynamic capabilities: a decision theoretic approach,” The organizational design seminar at icoa, aarhus university, 2014.
    [Bibtex]
    @article {fjeld2014unpacking,
    year = {2014},
    title = {Unpacking Dynamic Capabilities: A Decision Theoretic Approach},
    journal = {The Organizational Design Seminar at ICOA, Aarhus University},
    biburl = {https://zeal.global/publications/unpacking-dynamic-capabilities-a-decision-theoretic-approach},
    urltitle = {unpacking-dynamic-capabilities-a-decision-theoretic-approach},
    author = {Fjeld, Jon and Burton, Richard M}
    }

2013

  • A. A. Miri{ć}, R. M. Burton, and M. Petkovic, “Coordinating inter-organizational learning through alliance evolution,” , 2013.
    [Bibtex]
    @article {miriccoordinating,
    year = {2013},
    title = {Coordinating Inter-organizational Learning Through Alliance Evolution},
    biburl = {https://zeal.global/publications/coordinating-inter-organizational-learning-through-alliance-evolution},
    urltitle = {coordinating-inter-organizational-learning-through-alliance-evolution},
    author = {Miri\{\\'c\}, Ana Aleksi\{\\'c\} and Burton, Richard M and Petkovic, Mirjana}
    }
  • J. Shimazoe and R. M. Burton, “Justification shift and uncertainty: why are low-probability near misses underrated against organizational routines?,” Computational and mathematical organization theory, vol. 19, iss. 1, p. 78–100, 2013.
    [Bibtex]
    @article {shimazoe2013justification,
    year = {2013},
    volume = {19},
    title = {Justification shift and uncertainty: why are low-probability near
    misses underrated against organizational routines?},
    publisher = {Springer US},
    pages = {78--100},
    number = {1},
    journal = {Computational and Mathematical Organization Theory},
    biburl = {https://zeal.global/publications/justification-shift-and-uncertainty-why-are-low-probability-near-misses-underrated-against-organizational-routines},
    urltitle = {justification-shift-and-uncertainty-why-are-low-probability-near-misses-underrated-against-organizational-routines},
    author = {Shimazoe, Junko and Burton, Richard M}
    }
  • A. A. Miri{ć}, R. M. Burton, and M. Petkovi{ć}, “Coordinating inter-organizational learning throughout alliance evolution,” in Network governance, Springer, 2013, p. 11–32.
    [Bibtex]
    @incollection {miric2013coordinating,
    year = {2013},
    title = {Coordinating Inter-organizational Learning Throughout Alliance Evolution},
    publisher = {Springer},
    pages = {11--32},
    booktitle = {Network Governance},
    biburl = {https://zeal.global/publications/coordinating-inter-organizational-learning-throughout-alliance-evolution},
    urltitle = {coordinating-inter-organizational-learning-throughout-alliance-evolution},
    author = {Miri\{\\'c\}, Ana Aleksi\{\\'c\} and Burton, Richard M and Petkovi\{\\'c\}, Mirjana}
    }
  • J. Fjeld and R. M. Burton, “Connecting the theory and empirics of capabilities: what’s the logic?,” , 2013.
    [Bibtex]
    @article {fjeld2013connecting,
    year = {2013},
    title = {Connecting the Theory and Empirics of Capabilities: What’s the
    Logic?},
    biburl = {https://zeal.global/publications/connecting-the-theory-and-empirics-of-capabilities-what-s-the-logic},
    urltitle = {connecting-the-theory-and-empirics-of-capabilities-what-s-the-logic},
    author = {Fjeld, Jon and Burton, Richard M}
    }
  • R. M. Burton, “The future of organization design: an interpretative synthesis in three themes,” Journal of organization design, vol. 2, iss. 1, p. 42–44, 2013.
    [Bibtex]
    @article {burton2013future,
    year = {2013},
    volume = {2},
    title = {The Future of Organization Design: An Interpretative Synthesis in
    Three Themes},
    pages = {42--44},
    number = {1},
    journal = {Journal of Organization Design},
    biburl = {https://zeal.global/publications/the-future-of-organization-design-an-interpretative-synthesis-in-three-themes},
    urltitle = {the-future-of-organization-design-an-interpretative-synthesis-in-three-themes},
    author = {Burton, Richard M}
    }

2012

  • P. J. Gallo and R. M. Burton, “Sequencing organizational change for post-shock adaptation: a simulation model,” Journal of organization design, vol. 1, iss. 3, p. 37–50, 2012.
    [Bibtex]
    @article {gallo2012sequencing,
    year = {2012},
    volume = {1},
    title = {Sequencing Organizational Change for Post-Shock Adaptation: A Simulation
    Model},
    pages = {37--50},
    number = {3},
    journal = {Journal of Organization Design},
    biburl = {https://zeal.global/publications/sequencing-organizational-change-for-post-shock-adaptation-a-simulation-model},
    urltitle = {sequencing-organizational-change-for-post-shock-adaptation-a-simulation-model},
    author = {Gallo, Peter Jack and Burton, Richard M}
    }
  • T. N. Carroll and R. M. Burton, “A contingency approach to designing project organizations: theory and tools,” Engineering project organization journal, vol. 2, iss. 1-2, p. 5–14, 2012.
    [Bibtex]
    @article {carroll2012contingency,
    year = {2012},
    volume = {2},
    title = {A contingency approach to designing project organizations: theory
    and tools},
    publisher = {Taylor \\\& Francis},
    pages = {5--14},
    number = {1-2},
    journal = {Engineering Project Organization Journal},
    biburl = {https://zeal.global/publications/a-contingency-approach-to-designing-project-organizations-theory-and-tools},
    urltitle = {a-contingency-approach-to-designing-project-organizations-theory-and-tools},
    author = {Carroll, Timothy N and Burton, Richard M}
    }

2011

  • [Link] [DOI] H. Kang, R. M. Burton, and W. Mitchell, “Specialization and diversification of venture capital funds: the effect of vc effort,” , 2011.
    [Bibtex]
    @article {kangspecialization,
    year = {2011},
    url = {https://faculty.fuqua.duke.edu/~willm/bio/cv/working\_papers/2011-02-VC.pdf},
    type = {WorkingPaper },
    title = {Specialization and Diversification of Venture Capital Funds: The
    Effect of VC Effort},
    doi = {10.1.1.220.8241},
    biburl = {https://zeal.global/publications/specialization-and-diversification-of-venture-capital-funds-the-effect-of-vc-effort},
    urltitle = {specialization-and-diversification-of-venture-capital-funds-the-effect-of-vc-effort},
    author = {Kang, Hyoung-Goo and Burton, Richard M and Mitchell, Will}
    }
  • M. E. Nissen and R. M. Burton, “Designing organizations for dynamic fit: system stability, maneuverability, and opportunity loss,” Systems, man and cybernetics, part a: systems and humans, ieee transactions on, vol. 41, iss. 3, p. 418–433, 2011.
    [Bibtex]
    @article {nissen2011designing,
    year = {2011},
    volume = {41},
    title = {Designing organizations for dynamic fit: System stability, maneuverability,
    and opportunity loss},
    publisher = {IEEE},
    pages = {418--433},
    number = {3},
    journal = {Systems, Man and Cybernetics, Part A: Systems and Humans, IEEE Transactions
    on},
    biburl = {https://zeal.global/publications/designing-organizations-for-dynamic-fit-system-stability-maneuverability-and-opportunity-loss},
    urltitle = {designing-organizations-for-dynamic-fit-system-stability-maneuverability-and-opportunity-loss},
    author = {Nissen, Mark E and Burton, Richard M}
    }
  • H. Kang, 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, vol. 5, iss. 3, p. 227–246, 2011.
    [Bibtex]
    @article {kang2011potential,
    year = {2011},
    volume = {5},
    title = {How potential knowledge spillovers between venture capitalists' entrepreneurial
    projects affect the specialization and diversification of VC funds
    when VC effort has value},
    publisher = {Wiley Online Library},
    pages = {227--246},
    number = {3},
    journal = {Strategic Entrepreneurship Journal},
    biburl = {https://zeal.global/publications/how-potential-knowledge-spillovers-between-venture-capitalists-entrepreneurial-projects-affect-the-specialization-and-diversification-of-vc-funds-when-vc-effort-has-value},
    urltitle = {how-potential-knowledge-spillovers-between-venture-capitalists-entrepreneurial-projects-affect-the-specialization-and-diversification-of-vc-funds-when-vc-effort-has-value},
    author = {Kang, Hyoung-Goo and Burton, Richard M and Mitchell, Will}
    }
  • L. B. Cardinal, S. F. Turner, M. J. Fern, and R. M. Burton, “Organizing for product development across technological environments: performance trade-offs and priorities,” Organization science, vol. 22, iss. 4, p. 1000–1025, 2011.
    [Bibtex]
    @article {cardinal2011organizing,
    year = {2011},
    volume = {22},
    title = {Organizing for product development across technological environments:
    Performance trade-offs and priorities},
    publisher = {INFORMS},
    pages = {1000--1025},
    number = {4},
    journal = {Organization Science},
    biburl = {https://zeal.global/publications/organizing-for-product-development-across-technological-environments-performance-trade-offs-and-priorities},
    urltitle = {organizing-for-product-development-across-technological-environments-performance-trade-offs-and-priorities},
    author = {Cardinal, Laura B and Turner, Scott F and Fern, Michael J and Burton, Richard M}
    }
  • R. M. Burton, “A methodology to select an enterprise resource planning system for a small or medium sized enterprise,” , 2011.
    [Bibtex]
    @article {burton2011methodology,
    year = {2011},
    title = {A Methodology to Select an Enterprise Resource Planning System for
    a Small or Medium Sized Enterprise},
    biburl = {https://zeal.global/publications/a-methodology-to-select-an-enterprise-resource-planning-system-for-a-small-or-medium-sized-enterprise},
    urltitle = {a-methodology-to-select-an-enterprise-resource-planning-system-for-a-small-or-medium-sized-enterprise},
    author = {Burton, Richard M}
    }
  • R. M. Burton, G. DeSanctis, and B. Obel, Organizational design: a step-by-step approach, Cambridge university press, 2011.
    [Bibtex]
    @book {0521851769,
    year = {2011},
    title = {Organizational Design: A Step-by-Step Approach},
    publisher = {Cambridge University Press},
    priority = {0},
    organization = {Cambridge University Press},
    image = {//cdn.ecomerc.com/publications/images/book.cambridge.jpg},
    abstract = {<p>Organizational Design: A Step-by-Step Approach, 2006, by Burton, DeSanctis and Obel is now available at <a target="\\\_self" href="http://www.cambridge.org/catalogue/catalogue.asp?isbn=0521851769">Cambridge University Press</a>. There is no version of OrgCon included in this book.</p> <p>In today's volatile business environment, organizational design is a serious challenge for any manager, whether of a multinational enterprise or a small team.</p> <p>This book sets out a step-by-step approach to designing an organization. All the key aspects of organizational design are covered, including goals, strategy, structure, process, people, coordination and control, and incentives. The text engages with critical issues affecting organisations, such as globalization, worldwide competition, deregulation and ever-new technologies, and contains many helpful features such as end-of-chapter reviews and unique step-by-step diagrams to orientate the reader in the design process.</p> <p>Diagnostic questions help the reader to determine the changes needed in an organization.</p> <p>The action oriented approach of this text helps the reader to assess and re-design the complex organizations of today, and plan for the information-rich organizations of tomorrow.</p> <ul> <li>Allows reader to see organizational design as an integral part of an overall business strategy where high performance is a must</li> <li>Focuses on actions - not just theory or abstract ideas</li> <li>Step-by-step approach allows readers to understand and assess effectiveness of design throughout the process - not just at the end</li> <li>Online access to OrgCon related material, companion software by the authors. A highly effective decision support tool which helps readers explore strategic and performance issues around organizational design</li> </ul> <h2>Editorial Reviews</h2> <p>This book makes the complex task of designing an organization understandable. It covers the main academic perspectives well, so any reader will find his or her favorite approach covered. I especially enjoyed the book's focus on application – the step-by-step approach, diagnostic questions that accompany each topic, and an emphasis on the importance of fitting key organizational components together.</p> <p><b>Charles C. Snow</b><br /> Chair, Department of Management and Organization, Smeal College of Business, Penn State University </p> <p>“In Organizational Design: A Step-by-Step Approach, Burton, DeSanctis and Obel have struck a fine balance between theoretical rigor and managerial clarity. The information processing theory that underpins their organization design approach is rigorous and consistent. The book walks a reader through a clearly articulated series of steps to assess the contingency variables of strategy and environment, and to configure the organization's structure, process \& people, and coordination \& control to fit its context. This book makes a significant contribution toward advancing the process of organizational design from an art to a craft. It works well as both a monograph and a textbook.”</p> <p><b>Raymond E. Levitt, Ph.D.,</b><br /> Professor of Civil \& Environmental Engineering, <br /> Director, Collaboratory for Research on Global Projects,<br /> Academic Director, Advanced Project Management Program, SCPD </p> <p>“This offers a comprehensive view of organizational design, covering a broad range of aspects. It includes not only strategy and structure, but also task design, leadership, organizational climate and incentives. The work draws widely on the concepts from research to offer a holistic model. It uses the contingency approach to spell out what fits are required for high performance, and what misfits should be avoided.</p> <p><b>Lex Donaldson</b><br/> Professor of Organizational Design, Australian Graduate School of Management (a joint venture the Universities of New South Wales and Sydney, Sydney, Australia).. </p>},
    biburl = {https://zeal.global/publications/organizational-design-a-step-by-step-approach},
    urltitle = {organizational-design-a-step-by-step-approach},
    author = {Burton, Richard M and DeSanctis, Gerardine and Obel, Børge}
    }

2009

  • [Link] [DOI] H. Kang, R. M. Burton, and W. Mitchell, “How firms’ boundaries and focus differ as agency hazards and capability extendability vary: integrating organizational economics and organizational capabilities,” , 2009.
    [Bibtex]
    @article {kangfirms,
    year = {2009},
    url = {http://faculty.fuqua.duke.edu/~willm/bio/cv/working\_papers/2009\_09\_OptimalFocus.pdf},
    type = {WorkingPaper },
    title = {How Firms' Boundaries and Focus Differ As Agency Hazards and Capability
    Extendability Vary: Integrating Organizational Economics and Organizational
    Capabilities},
    publisher = {Citeseer},
    doi = {10.1.1.158.8848},
    biburl = {https://zeal.global/publications/how-firms-boundaries-and-focus-differ-as-agency-hazards-and-capability-extendability-vary-integrating-organizational-economics-and-organizational-capabilities},
    urltitle = {how-firms-boundaries-and-focus-differ-as-agency-hazards-and-capability-extendability-vary-integrating-organizational-economics-and-organizational-capabilities},
    author = {Kang, Hyoung-Goo and Burton, Richard M and Mitchell, Will}
    }
  • [Link] [DOI] H. G. Kang, R. M. Burton, and W. Mitchell, “How knowledge spillovers between venture capitalists and entrepreneurs affect the specialization and diversification of venture capital funds–and why it matters,” , 2009.
    [Bibtex]
    @article {kangknowledge,
    year = {2009},
    url = {http://faculty.fuqua.duke.edu/~willm/bio/cv/working\_papers/2009\_11\_15\_VC.pdf},
    type = {WorkingPaper },
    title = {How Knowledge Spillovers between Venture Capitalists and Entrepreneurs
    Affect the Specialization and Diversification of Venture Capital
    Funds--and Why it Matters},
    doi = {10.1.1.154.109},
    biburl = {https://zeal.global/publications/how-knowledge-spillovers-between-venture-capitalists-and-entrepreneurs-affect-the-specialization-and-diversification-of-venture-capital-funds-and-why-it-matters},
    urltitle = {how-knowledge-spillovers-between-venture-capitalists-and-entrepreneurs-affect-the-specialization-and-diversification-of-venture-capital-funds-and-why-it-matters},
    author = {Kang, Hyoung Goo and Burton, Richard M and Mitchell, Will}
    }
  • [Link] H. G. Kang and R. M. Burton, “Relatedness and the efficient organization of internal capital market,” , 2009.
    [Bibtex]
    @article {kangrelatedness,
    year = {2009},
    url = {http://ocbmpapers.googlepages.com/relatedness.doc},
    type = {WorkingPaper },
    title = {RELATEDNESS AND THE EFFICIENT ORGANIZATION OF INTERNAL CAPITAL MARKET},
    biburl = {https://zeal.global/publications/relatedness-and-the-efficient-organization-of-internal-capital-market},
    urltitle = {relatedness-and-the-efficient-organization-of-internal-capital-market},
    author = {Kang, Hyoung Goo and Burton, Richard M}
    }
  • H. Kang, R. M. Burton, and W. Mitchell, “How firms’ capital budgeting methods differ as knightian uncertainty and controversy vary: bower and brealey & myers are both right, sometimes,” , 2009.
    [Bibtex]
    @article {kang2009firms,
    year = {2009},
    type = {WorkingPaper },
    title = {How Firms' Capital Budgeting Methods Differ as Knightian Uncertainty
    and Controversy Vary: Bower and Brealey \& Myers Are Both Right,
    Sometimes},
    biburl = {https://zeal.global/publications/how-firms-capital-budgeting-methods-differ-as-knightian-uncertainty-and-controversy-vary-bower-and-brealey-myers-are-both-right-sometimes},
    urltitle = {how-firms-capital-budgeting-methods-differ-as-knightian-uncertainty-and-controversy-vary-bower-and-brealey-myers-are-both-right-sometimes},
    author = {Kang, Hyoung-Goo and Burton, Richard M and Mitchell, Will}
    }

2008

  • D. D. Håkonsson, R. M. Burton, B. Obel, and J. Lauridsen, “How failure to align climate and leadership style affects performance,” , 2008.
    [Bibtex]
    @article {0da5c8d0b9da11dc9d95000ea68e967b,
    year = {2008},
    title = {How failure to align climate and leadership style affects performance},
    abstract = {<b>Purpose</b>
    <ul>
    <li>The purpose of this paper is to investigate how misalignments between the organizational climate (measured as information‐processing demand) and the leadership style (measured as information‐processing capability) may result in negative performance consequences.</li></ul>
    <b>Design/methodology/approach</b>
    <ul>
    <li>The empirical part of the paper is based on questionnaire data. Key informant is the CEO and thus there is a focus on the CEO's perception of climate and leadership style. Data are subjected to regression analysis.</li></ul>
    <b>Findings</b>
    <ul>
    <li>The results indicate that misalignments between climate and leadership style are problematic for organizational performance. This is supported by the empirical findings that show partial support for three out of four hypotheses and full support for the fourth hypothesis.</li></ul>
    <b>Research limitations/implications</b>
    <ul>
    <li>Data cover information on Danish small- and medium-sized firms. These cross-sectional data and cannot study the effects of misalignments over time.</li></ul>
    <b>Practical implications</b>
    <ul>
    <li>Because the findings show that misalignments between climate and leadership style are problematic to organizational level of performance, this implies that in case of misfits either the climate or the leadership style must be changed.</li></ul>
    <b>Originality/value</b>
    <ul>
    <li>The main contribution of the paper is that the framework allows an explicit understanding of which managerial actions are needed to manage particular types of climate. Further, the framework enables an understanding of how misalignments may result in poor performance.</li></ul>},
    biburl = {https://zeal.global/publications/how-failure-to-align-climate-and-leadership-style-affects-performance},
    urltitle = {how-failure-to-align-climate-and-leadership-style-affects-performance},
    author = {Håkonsson, Dorthe Døjbak and Burton, Richard M and Obel, Børge and Lauridsen, Jørgen}
    }
  • [Link] H. G. Kang, R. M. Burton, and W. Mitchell, “The organizational process of capital budgeting under knightian uncertainties,” , 2008.
    [Bibtex]
    @article {kangorganizational,
    year = {2008},
    url = {http://20080704stuff.googlepages.com/OcbmUncertainty001.doc},
    type = {WorkingPaper },
    title = {The Organizational Process of Capital Budgeting under Knightian Uncertainties},
    biburl = {https://zeal.global/publications/the-organizational-process-of-capital-budgeting-under-knightian-uncertainties},
    urltitle = {the-organizational-process-of-capital-budgeting-under-knightian-uncertainties},
    author = {Kang, Hyoung Goo and Burton, Richard M and Mitchell, Will}
    }
  • R. M. Burton, B. H. Eriksen, D. D. Haakonsson, T. Knudsen, and C. C. Snow, Designing organizations: 21st century approaches, Springer publishing company, incorporated, 2008.
    [Bibtex]
    @book {9780387777757,
    year = {2008},
    title = {Designing Organizations: 21st Century Approaches},
    publisher = {Springer Publishing Company, Incorporated},
    priority = {0},
    organization = {Springer Publishing Company, Incorporated},
    abstract = {<h2>Desciption</h2> <p>The design of organizations has been an ongoing concern of management theory and practice over the past several decades. Over this time, there has been little change in the fundamental theory, principles and concepts of Organization Design (OD). Recently organizational life has changed dramatically with the advent of: new communication systems, adaptive mechanisms, information technology, knowledge management systems, innovation processes and more. This book systemically examines these developments and their impact on OD with contributions from leading scholars in the area. </p> <p>The individual chapters are organized into five sections: </p> <ol> <li> Putting Contingency Theory in its Place, </li> <li> Focus on Individuals who make up the Organization, </li> <li> Innovation Processes and Organization Design, </li> <li> Adaptation and Technology, and </li> <li> Design for Performance. </li> </ol> <p>Each chapter examines aspects of the book's threefold theme: </p> <ol> <li> core issues in organization design, </li> <li> emerging perspectives in OD, and </li> <li> new developments and directions in organizational design. </li> </ol> <p>A special feature of each chapter is: 1) implications for theory, and 2) implications for practice. </p> <p> DESIGNING ORGANIZATIONS: 21st Century Approaches is a benchmark publication in the field of organization design. By focusing on recent developments in organization design, this book will help to create more thoughtful research and stronger empirical analyses in this important area of management and organization. </p>},
    biburl = {https://zeal.global/publications/designing-organizations-21st-century-approaches},
    urltitle = {designing-organizations-21st-century-approaches},
    author = {Burton, Richard M and Eriksen, Bo H and Haakonsson, Dorthe Døjbak and Knudsen, Thorbjørn and Snow, Charles C}
    }
  • [Link] [DOI] D. D. Haakonsson, R. M. Burton, and B. Obel, “Rational emotionality: integrating emotions into psychological climate.” Springer verlag, 2008, p. 59–82.
    [Bibtex]
    @inbook {dojbaketal2006a,
    year = {2008},
    url = {http://dx.doi.org/10.1007/978-0-387-77776-4\\\_4},
    title = {Rational Emotionality: Integrating Emotions into Psychological Climate},
    publisher = {Springer Verlag},
    priority = {0},
    pages = {59--82},
    organization = {Springer Verlag},
    doi = {10.1007/978-0-387-77776-4\\\_4},
    citeulike-linkout-0 = {http://dx.doi.org/10.1007/978-0-387-77776-4\\\_4},
    abstract = {This chapter discusses the notions of affective events and employee emotions, and integrates these concepts into previous work on psychological climate, as represented in the multicontingency model (Burton et al., 2006; Burton and Obel, 2004). Furthermore, this chapter discusses the effect of organizational emotions on organizational information processing and decision making, which helps to explain the role of organizational climate in the multicontingency model. In the first part of the chapter, we define the concept of psychological climate and its apparent lack of association with employee behavior. Building on recent research findings on the role of emotions in organizational behavior, we propose psychological climate as affective events, which influence employee emotions. Emotions, in turn, represent a conditional state of mind, which influences employee information processing and consequent behaviors. Thus, psychological climate, conceptualized as affective events, is an important concept within the multi-contingency model of organizational design. The final part of the paper provides a first step towards integrating emotions, through their relationship with psychological climate, into the multicontingency model. Here, we discuss the concept of rational emotionality, which captures how emotions influence peoples' abilities to make rational decisions.},
    biburl = {https://zeal.global/publications/rational-emotionality-integrating-emotions-into-psychological-climate},
    urltitle = {rational-emotionality-integrating-emotions-into-psychological-climate},
    author = {Haakonsson, Dorthe Døjbak and Burton, Richard M and Obel, Børge}
    }

2007

  • C. Snow, R. M. Burton, J. P. Ulhøi, H. Volberda, and J. Galbraith, “Does the dynamics of fast change call for new organizational form?,” Academy of management meeting, 2007.
    [Bibtex]
    @article {snowdoes,
    year = {2007},
    title = {Does the dynamics of fast change call for new organizational form?},
    journal = {Academy of Management Meeting},
    biburl = {https://zeal.global/publications/does-the-dynamics-of-fast-change-call-for-new-organizational-form},
    urltitle = {does-the-dynamics-of-fast-change-call-for-new-organizational-form},
    author = {Snow, Charles and Burton, Richard M and Ulhøi, John Parm and Volberda, Henk and Galbraith, Jay}
    }
  • R. M. Burton, “Culture and demography in organizations. j. richard harrison and glenn r. carroll,” Administrative science quarterly, vol. 52, iss. 1, p. 152–155, 2007.
    [Bibtex]
    @article {burton2007culture,
    year = {2007},
    volume = {52},
    title = {Culture and Demography in Organizations. J. Richard Harrison and
    Glenn R. Carroll},
    publisher = {SAGE Publications},
    pages = {152--155},
    number = {1},
    journal = {Administrative Science Quarterly},
    biburl = {https://zeal.global/publications/culture-and-demography-in-organizations-j-richard-harrison-and-glenn-r-carroll},
    urltitle = {culture-and-demography-in-organizations-j-richard-harrison-and-glenn-r-carroll},
    author = {Burton, Richard M}
    }

2006

  • [Link] [DOI] T. N. Carroll, 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, vol. 17, iss. 2, p. 202–214, 2006.
    [Bibtex]
    @article {carroll2006designing,
    year = {2006},
    volume = {17},
    url = {https://faculty.fuqua.duke.edu/bio/archive/CarrolletalOrgSciMarAp06.pdf},
    title = {Designing a new organization at NASA: An organization design process using simulation},
    publisher = {INFORMS},
    pages = {202--214},
    number = {2},
    journal = {Organization Science},
    doi = {10.1287/orsc.1050.0166},
    abstract = {<p>The challenge for NASA’s Systems Analysis Integrated Discipline Team (SAIDT) is to develop a new organization design capable of performing complex modeling and analysis tasks, using team members at various NASA centers. </p>
    <p>The focus is on:</p>
    <ol>
    <li> design as a process, </li>
    <li> the effect of design tools on the process as well as alternative designs, </li>
    <li> the fit between the tools and their fit with the organization, </li>
    <li> the effect of an ongoing agencywide transformation, and </li>
    <li>implications for organizational contingency theory.</li>
    </ol>},
    biburl = {https://zeal.global/publications/designing-a-new-organization-at-nasa-an-organization-design-process-using-simulation},
    urltitle = {designing-a-new-organization-at-nasa-an-organization-design-process-using-simulation},
    author = {Carroll, Timothy N and Gormley, Thomas J and Bilardo, Vincent J and Burton, Richard M and Woodman, Keith L}
    }
  • [Link] [DOI] D. D. Haakonsson, R. M. Burton, B. Obel, and J. Lauridsen, “Action leadership, multi-contingency theory and fit.” Springer us, 2006, p. 181–201.
    [Bibtex]
    @inbook {dojbaketal2006b,
    year = {2006},
    url = {http://dx.doi.org/10.1007/0-387-34173-0\\\_10},
    title = {Action leadership, multi-contingency theory and fit},
    publisher = {Springer US},
    priority = {0},
    pages = {181--201},
    organization = {Springer US},
    doi = {10.1007/0-387-34173-0\\\_10},
    citeulike-linkout-0 = {http://dx.doi.org/10.1007/0-387-34173-0\\\_10},
    abstract = {What is a good measure for an action-oriented leadership style to employ in the Multi-contingency Model? We develop leadership dimensions of delegation and uncertainty avoidance using factor analysis and test its implications, here on strategic implementation. An explore-exploit view of strategy is similarly confirmed using factor analysis. Using these complementary measures, we test four misfit hypotheses. Of the four, the data from medium-sized Danish enterprises support two hypotheses: a strategy of low exploration is a misfit with a leadership style of high delegation; a strategy of low exploitation is a misfit with a leadership style of high uncertainty avoidance. For researchers, an action-oriented leadership approach is integral to the multi-contingency theory and greatly enriches our theory of organizational design. For CEOs, leadership is made operational and action-oriented to solve problems and resolve misfit conditions for good performance.},
    biburl = {https://zeal.global/publications/action-leadership-multi-contingency-theory-and-fit},
    urltitle = {action-leadership-multi-contingency-theory-and-fit},
    author = {Haakonsson, Dorthe Døjbak and Burton, Richard M and Obel, Børge and Lauridsen, Jørgen}
    }
  • [Link] R. M. Burton, B. Eriksen, D. D. Haakonsson, and C. C. Snow, Organization design: the evolving state-of-the-art (information and organization design series), Springer, 2006.
    [Bibtex]
    @book {9780387341729,
    year = {2006},
    url = {http://dx.doi.com/10.1007/0-387-34173-0},
    title = {Organization Design: The Evolving State-of-the-Art (Information and Organization Design Series)},
    publisher = {Springer},
    priority = {0},
    organization = {Springer},
    citeulike-linkout-0 = {http://dx.doi.com/10.1007/0-387-34173-0},
    biburl = {https://zeal.global/publications/organization-design-the-evolving-state-of-the-art-information-and-organization-design-series},
    urltitle = {organization-design-the-evolving-state-of-the-art-information-and-organization-design-series},
    author = {Burton, Richard M and Eriksen, Bo and Haakonsson, Dorthe Døjbak and Snow, Charles C}
    }

2004

  • [Link] [DOI] R. M. Burton, J. Lauridsen, and B. Obel, “The impact of organizational climate and strategic fit on firm performance,” Human resource management, vol. 43, iss. 1, p. 67–82, 2004.
    [Bibtex]
    @article {afaf10f024fe11da834f000ea68e967b,
    year = {2004},
    volume = {43},
    url = {http://dx.doi.org/10.1002/hrm.20003},
    title = {The impact of organizational climate and strategic fit on firm performance},
    publisher = {Wiley Subscription Services, Inc., A Wiley Company},
    pages = {67--82},
    number = {1},
    journal = {Human Resource Management},
    issn = {1099-050X},
    doi = {10.1002/hrm.20003},
    abstract = {A firm's organizational climate—its degree of trust, morale, conflict, rewards equity, leader credibility, resistance to change, and scapegoating—helps determine its success.
    Likewise, organizational strategy—the firm's commitment to capital investment, innovation, quality, and the like—has also been found to be an important determinant of firm performance.
    However, prior work has most often explored the impact of climate and strategy separately, and not in tandem.
    In our study, we develop a measure of organizational climate comprised of tension, resistance to change, and conflict, and go on to show that at least for some pairings of a firm's climate and its strategy, there is a negative effect on return on assets (ROA).
    },
    biburl = {https://zeal.global/publications/the-impact-of-organizational-climate-and-strategic-fit-on-firm-performance},
    urltitle = {the-impact-of-organizational-climate-and-strategic-fit-on-firm-performance},
    author = {Burton, Richard M and Lauridsen, Jørgen and Obel, Børge}
    }
  • R. M. Burton, “Casos 2004 comp models june 2004,” , 2004.
    [Bibtex]
    @article {burtoncasos,
    year = {2004},
    title = {CASOS 2004 Comp Models June 2004},
    biburl = {https://zeal.global/publications/casos-2004-comp-models-june-2004},
    urltitle = {casos-2004-comp-models-june-2004},
    author = {Burton, Richard M}
    }
  • C. P. Long, S. Sitkin, L. B. Cardinal, and R. M. Burton, “An information processing model of organizational control: a computational model of system-level effects,” Working Paper 2004.
    [Bibtex]
    @techreport {long2004information,
    year = {2004},
    title = {An information processing model of organizational control: A computational
    model of system-level effects},
    institution = {Working Paper},
    biburl = {https://zeal.global/publications/an-information-processing-model-of-organizational-control-a-computational-model-of-system-level-effects},
    urltitle = {an-information-processing-model-of-organizational-control-a-computational-model-of-system-level-effects},
    author = {Long, CHRIS P and Sitkin, SB and Cardinal, LAURA B and Burton, Richard M}
    }
  • T. N. Carroll, R. M. Burton, R. E. Levitt, and A. Kiviniemi, “Fallacies of fast track tactics: implications for organization theory and project management,” Collaboratory for research on global projects, working paper, vol. 5, 2004.
    [Bibtex]
    @article {carroll2004fallacies,
    year = {2004},
    volume = {5},
    title = {Fallacies of fast track tactics: Implications for organization theory
    and project management},
    journal = {Collaboratory for Research on Global Projects, Working Paper},
    biburl = {https://zeal.global/publications/fallacies-of-fast-track-tactics-implications-for-organization-theory-and-project-management},
    urltitle = {fallacies-of-fast-track-tactics-implications-for-organization-theory-and-project-management},
    author = {Carroll, Timothy N and Burton, Richard M and Levitt, Raymond E and Kiviniemi, Arto}
    }
  • R. M. Burton and B. Obel, Strategic organizational diagnosis and design: the dynamics of fit, Springer, 2004.
    [Bibtex]
    @book {6982ee419d48457994b70541fa72f2fe,
    year = {2004},
    title = {Strategic Organizational Diagnosis and Design: The Dynamics of Fit},
    publisher = {Springer},
    organization = {Springer},
    isbn = {1402076843},
    abstract = {<p>Strategic organizational design begins with the existing organization and its situation to diagnose and assess what should be done to have a more efficient and effective organization.</p> <p>The theoretical model is a dynamic multiple contingency theory of organization which provides the basic knowledge for OrgCon.</p> <p>OrgCon 8 (CD attached) together with the book provide a managerial toolkit for the business person who wants to make his or her organization better and also for the student who wants a working knowledge of organizational design. For both, OrgCon guides you through cases or your own organization to analyze the company; it contains comments and help which tell you why and directs you to in-depth discussion on the concepts applied.</p> <p>Building intuition about theory through application is the approach.</p> <p>The book itself is also a stand alone text which develops the theory of multiple contingency organizational design in a systematic way.</p> <p>It is tied closely to the literature and the interested reader is guided through the vast literature on organization design.</p> <p>The theory covers the contingencies size, environment, and strategy, as well as management style and organizational climate.</p> <p>These contingencies are mapped into design parameters such as specialization, decision authority, information processing, co-ordination and control, and incentives.</p> <p>The book and OrgCon have a number of special features: an information processing design framework and interpretation of contingency theory; a framework for a normative theory of organizational design; a multiple contingency theory of organizational design; a diagnosis of your organizational situation and a design recommendation for change; and capsules with discussions on new forms, hypercompetition, the 7C's and other notions.</p> <p>A number of case studies are discussed and analyzed in the book and with OrgCon: SAS - the Scandinavian Airline System from its beginning to date; Oticon - the spaghetti organization; Medtronic as developed solely from publicly available information; and shorter cases on product and service organizations.<br /> These cases can also be downloaded from our Student and Teachers Areas of this website.</p> <p>Read more at <a href="http://www.springeronline.com/sgw/cda/frontpage/0,11855,5-40522-22-33198316-0,00.html">Springer Publishers</a></p> <h2>OrgCon</h2> <p>It is possible to download the version of OrgCon 8 that comes with the book <a href="http://orgcon.ecomerc.com/content/orgcon8">here</a>. Please notice that you must be a user of this website in order to access the download.</p>},
    asin = {1402076843},
    biburl = {https://zeal.global/publications/strategic-organizational-diagnosis-and-design-the-dynamics-of-fit},
    urltitle = {strategic-organizational-diagnosis-and-design-the-dynamics-of-fit},
    author = {Burton, Richard M and Obel, Børge}
    }

2003

  • R. M. Burton, “Computational laboratories for organization science: questions, validity and docking,” Computational & mathematical organization theory, vol. 9, iss. 2, p. 91–108, 2003.
    [Bibtex]
    @article {burton2003computational,
    year = {2003},
    volume = {9},
    title = {Computational laboratories for organization science: Questions, validity
    and docking},
    publisher = {Springer},
    pages = {91--108},
    number = {2},
    journal = {Computational \& Mathematical Organization Theory},
    biburl = {https://zeal.global/publications/computational-laboratories-for-organization-science-questions-validity-and-docking},
    urltitle = {computational-laboratories-for-organization-science-questions-validity-and-docking},
    author = {Burton, Richard M}
    }
  • [Link] [DOI] R. M. Burton, “Computational laboratories for organization science: questions, validity and docking,” Comput. math. organ. theory, vol. 9, iss. 2, p. 91–108, 2003.
    [Bibtex]
    @article {981037,
    year = {2003},
    volume = {9},
    url = {http://dx.doi.org/10.1023/B:CMOT.0000022750.46976.3c},
    title = {Computational Laboratories for Organization Science: Questions, Validity and Docking},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    pages = {91--108},
    number = {2},
    journal = {Comput. Math. Organ. Theory},
    doi = {10.1023/B:CMOT.0000022750.46976.3c},
    citeulike-linkout-0 = {http://dx.doi.org/10.1023/B:CMOT.0000022750.46976.3c},
    address = {Hingham, MA, USA},
    biburl = {https://zeal.global/publications/computational-laboratories-for-organization-science-questions-validity-and-docking-2},
    urltitle = {computational-laboratories-for-organization-science-questions-validity-and-docking-2},
    author = {Burton, Richard M}
    }

2002

  • [Link] [DOI] R. M. Burton, J. Lauridsen, and B. Obel, “Return on assets loss from situational and contingency misfits,” Management science, vol. 48, iss. 11, p. 1461–1485, 2002.
    [Bibtex]
    @article {af94d23024fe11da834f000ea68e967b,
    year = {2002},
    volume = {48},
    url = {http://dx.doi.org/10.1287/mnsc.48.11.1461.262},
    title = {Return on Assets Loss from Situational and Contingency Misfits},
    publisher = {Institute for Operations Research and the Management Sciences (\{INFORMS\})},
    pages = {1461--1485},
    number = {11},
    month = {nov},
    journal = {Management Science},
    doi = {10.1287/mnsc.48.11.1461.262},
    abstract = {We develop a rule-based contingency misfit model and related hypotheses to test empirically the Burton and Obel (1998) multi contingency model for strategic organizational design.
    The model is a set of “if-then” misfit rules, in which misfits lead to a loss in performance; they are complements to the strategy and organizational contingency theory fit rules. Using data from 224 small- and medium-sized Danish firms, misfits are categorized and identified.
    Then, performance hypotheses are developed and tested using regression models. We confirm the hypotheses that firms with situational misfits or contingency misfits, or both, incur performance losses in return on assets compared with firms with no misfits. Contrary to our hypotheses, we did not find that additional misfits lead to increased performance loss.
    Our results suggest that just one misfit of any kind may significantly compromise performance. These results yield a deeper understanding of organizational contingency theory, as well as implications for the rule-based fit-misfit organizational design model.},
    biburl = {https://zeal.global/publications/return-on-assets-loss-from-situational-and-contingency-misfits},
    urltitle = {return-on-assets-loss-from-situational-and-contingency-misfits},
    author = {Burton, Richard M and Lauridsen, Jørgen and Obel, Børge}
    }
  • S. F. Turner, R. M. A. Bettis, and R. M. Burton, “Exploring depth versus breadth in knowledge management strategies,” Computational & mathematical organization theory, vol. 8, iss. 1, p. 49–73, 2002.
    [Bibtex]
    @article {turner2002exploring,
    year = {2002},
    volume = {8},
    title = {Exploring depth versus breadth in knowledge management strategies},
    publisher = {Springer},
    pages = {49--73},
    number = {1},
    journal = {Computational \& Mathematical Organization Theory},
    biburl = {https://zeal.global/publications/exploring-depth-versus-breadth-in-knowledge-management-strategies},
    urltitle = {exploring-depth-versus-breadth-in-knowledge-management-strategies},
    author = {Turner, Scott F and Bettis, Richard M A and Burton, Richard M}
    }
  • C. P. Long, R. M. Burton, and L. B. Cardinal, “Three controls are better than one: a computational model of complex control systems,” Computational & mathematical organization theory, vol. 8, iss. 3, p. 197–220, 2002.
    [Bibtex]
    @article {long2002three,
    year = {2002},
    volume = {8},
    title = {Three controls are better than one: a computational model of complex
    control systems},
    publisher = {Springer},
    pages = {197--220},
    number = {3},
    journal = {Computational \& Mathematical Organization Theory},
    biburl = {https://zeal.global/publications/three-controls-are-better-than-one-a-computational-model-of-complex-control-systems},
    urltitle = {three-controls-are-better-than-one-a-computational-model-of-complex-control-systems},
    author = {Long, Chris P and Burton, Richard M and Cardinal, Laura B}
    }
  • J. Kim and R. M. Burton, “The effect of task uncertainty and decentralization on project team performance,” Computational & mathematical organization theory, vol. 8, iss. 4, p. 365–384, 2002.
    [Bibtex]
    @article {kim2002effect,
    year = {2002},
    volume = {8},
    title = {The effect of task uncertainty and decentralization on project team
    performance},
    publisher = {Springer},
    pages = {365--384},
    number = {4},
    journal = {Computational \& Mathematical Organization Theory},
    biburl = {https://zeal.global/publications/the-effect-of-task-uncertainty-and-decentralization-on-project-team-performance},
    urltitle = {the-effect-of-task-uncertainty-and-decentralization-on-project-team-performance},
    author = {Kim, Jisung and Burton, Richard M}
    }
  • I. Feller, M. Feldman, J. Bercovitz, and R. Burton, “The state of practice for university technology transfer activities,” Research management review, vol. 12, iss. 2, p. 8–16, 2002.
    [Bibtex]
    @article {feller2002state,
    year = {2002},
    volume = {12},
    title = {The state of practice for university technology transfer activities},
    pages = {8--16},
    number = {2},
    journal = {Research Management Review},
    biburl = {https://zeal.global/publications/the-state-of-practice-for-university-technology-transfer-activities},
    urltitle = {the-state-of-practice-for-university-technology-transfer-activities},
    author = {Feller, Irwin and Feldman, Maryann and Bercovitz, Janet and Burton, R}
    }
  • M. P. Feldman, I. Feller, J. E. Bercovitz, and R. M. Burton, “University technology transfer and the system of innovation,” in Institutions and systems in the geography of innovation, Springer, 2002, p. 55–77.
    [Bibtex]
    @incollection {feldman2002university,
    year = {2002},
    title = {University technology transfer and the system of innovation},
    publisher = {Springer},
    pages = {55--77},
    booktitle = {Institutions and Systems in the Geography of Innovation},
    biburl = {https://zeal.global/publications/university-technology-transfer-and-the-system-of-innovation},
    urltitle = {university-technology-transfer-and-the-system-of-innovation},
    author = {Feldman, Maryann P and Feller, Irwin and Bercovitz, Janet EL and Burton, Richard M}
    }
  • M. Feldman, I. Feller, J. Bercovitz, and R. M. Burton, “Equity and the technology transfer strategies of american research universities,” Management science, vol. 48, iss. 1, p. 105–121, 2002.
    [Bibtex]
    @article {feldman2002equity,
    year = {2002},
    volume = {48},
    title = {Equity and the technology transfer strategies of American research
    universities},
    publisher = {INFORMS},
    pages = {105--121},
    number = {1},
    journal = {Management Science},
    biburl = {https://zeal.global/publications/equity-and-the-technology-transfer-strategies-of-american-research-universities},
    urltitle = {equity-and-the-technology-transfer-strategies-of-american-research-universities},
    author = {Feldman, Maryann and Feller, Irwin and Bercovitz, Janet and Burton, Richard M}
    }
  • [Link] [DOI] J. Kim and R. M. Burton, “The effect of task uncertainty and decentralization on project team performance,” Comput. math. organ. theory, vol. 8, iss. 4, p. 365–384, 2002.
    [Bibtex]
    @article {903825,
    year = {2002},
    volume = {8},
    url = {http://dx.doi.org/10.1023/A:1025472702927},
    title = {The Effect of Task Uncertainty and Decentralization on Project Team Performance},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    pages = {365--384},
    number = {4},
    journal = {Comput. Math. Organ. Theory},
    doi = {10.1023/A:1025472702927},
    citeulike-linkout-0 = {http://dx.doi.org/10.1023/A:1025472702927},
    address = {Hingham, MA, USA},
    biburl = {https://zeal.global/publications/the-effect-of-task-uncertainty-and-decentralization-on-project-team-performance-2},
    urltitle = {the-effect-of-task-uncertainty-and-decentralization-on-project-team-performance-2},
    author = {Kim, Jisung and Burton, Richard M}
    }
  • [Link] [DOI] M. Feldman, I. Feller, J. Bercovitz, and R. M. Burton, “Equity and the technology transfer strategies of american research universities,” Manage. sci., vol. 48, iss. 1, p. 105–121, 2002.
    [Bibtex]
    @article {970625,
    year = {2002},
    volume = {48},
    url = {http://dx.doi.org/10.1287/mnsc.48.1.105.14276},
    title = {Equity and the Technology Transfer Strategies of American Research Universities},
    publisher = {INFORMS},
    priority = {0},
    pages = {105--121},
    number = {1},
    journal = {Manage. Sci.},
    doi = {10.1287/mnsc.48.1.105.14276},
    citeulike-linkout-0 = {http://dx.doi.org/10.1287/mnsc.48.1.105.14276},
    address = {Institute for Operations Research and the Management Sciences (INFORMS), Linthicum, Maryland, USA},
    biburl = {https://zeal.global/publications/equity-and-the-technology-transfer-strategies-of-american-research-universities-2},
    urltitle = {equity-and-the-technology-transfer-strategies-of-american-research-universities-2},
    author = {Feldman, Maryann and Feller, Irwin and Bercovitz, Janet and Burton, Richard M}
    }
  • [Link] [DOI] S. F. Turner, R. M. A. Bettis, and R. M. Burton, “Exploring depth versus breadth in knowledge management strategies,” Comput. math. organ. theory, vol. 8, iss. 1, p. 49–73, 2002.
    [Bibtex]
    @article {593133,
    year = {2002},
    volume = {8},
    url = {http://dx.doi.org/10.1023/A:1015180220717},
    title = {Exploring Depth Versus Breadth in Knowledge Management Strategies},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    pages = {49--73},
    number = {1},
    journal = {Comput. Math. Organ. Theory},
    doi = {10.1023/A:1015180220717},
    citeulike-linkout-0 = {http://dx.doi.org/10.1023/A:1015180220717},
    address = {Hingham, MA, USA},
    biburl = {https://zeal.global/publications/exploring-depth-versus-breadth-in-knowledge-management-strategies-2},
    urltitle = {exploring-depth-versus-breadth-in-knowledge-management-strategies-2},
    author = {Turner, Scott F and Bettis, Richard M A and Burton, Richard M}
    }
  • [Link] [DOI] C. P. Long, R. M. Burton, and L. B. Cardinal, “Three controls are better than one: a computational model of complex control systems,” Comput. math. organ. theory, vol. 8, iss. 3, p. 197–220, 2002.
    [Bibtex]
    @article {593139,
    year = {2002},
    volume = {8},
    url = {http://dx.doi.org/10.1023/A:1020767513183},
    title = {Three Controls are Better than One: A Computational Model of Complex Control Systems},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    pages = {197--220},
    number = {3},
    journal = {Comput. Math. Organ. Theory},
    doi = {10.1023/A:1020767513183},
    citeulike-linkout-0 = {http://dx.doi.org/10.1023/A:1020767513183},
    address = {Hingham, MA, USA},
    biburl = {https://zeal.global/publications/three-controls-are-better-than-one-a-computational-model-of-complex-control-systems-2},
    urltitle = {three-controls-are-better-than-one-a-computational-model-of-complex-control-systems-2},
    author = {Long, Chris P and Burton, Richard M and Cardinal, Laura B}
    }

2001

  • M. P. Feldman, I. Feller, J. L. Bercovitz, and R. M. Burton, “Understanding evolving university-industry relationships,” in Innovation policy in the knowledge-based economy, Springer, 2001, p. 171–188.
    [Bibtex]
    @incollection {feldman2001understanding,
    year = {2001},
    title = {Understanding evolving university-industry relationships},
    publisher = {Springer},
    pages = {171--188},
    booktitle = {Innovation Policy in the Knowledge-based Economy},
    biburl = {https://zeal.global/publications/understanding-evolving-university-industry-relationships},
    urltitle = {understanding-evolving-university-industry-relationships},
    author = {Feldman, Maryann P and Feller, Irwin and Bercovitz, Janet L and Burton, Richard M}
    }
  • J. Bercovitz, M. Feldman, I. Feller, and R. M. Burton, “Organizational structure as a determinant of academic patent and licensing behavior: an exploratory study of duke, johns hopkins, and pennsylvania state universities,” The journal of technology transfer, vol. 26, iss. 1-2, p. 21–35, 2001.
    [Bibtex]
    @article {bercovitz2001organizational,
    year = {2001},
    volume = {26},
    title = {Organizational structure as a determinant of academic patent and
    licensing behavior: An exploratory study of Duke, Johns Hopkins,
    and Pennsylvania State Universities},
    publisher = {Springer},
    pages = {21--35},
    number = {1-2},
    journal = {The Journal of Technology Transfer},
    biburl = {https://zeal.global/publications/organizational-structure-as-a-determinant-of-academic-patent-and-licensing-behavior-an-exploratory-study-of-duke-johns-hopkins-and-pennsylvania-state-universities},
    urltitle = {organizational-structure-as-a-determinant-of-academic-patent-and-licensing-behavior-an-exploratory-study-of-duke-johns-hopkins-and-pennsylvania-state-universities},
    author = {Bercovitz, Janet and Feldman, Maryann and Feller, Irwin and Burton, Richard M}
    }

2000

  • S. Wong and R. M. Burton, “Virtual teams: what are their characteristics, and impact on team performance?,” Computational & mathematical organization theory, vol. 6, iss. 4, p. 339–360, 2000.
    [Bibtex]
    @article {wong2000virtual,
    year = {2000},
    volume = {6},
    title = {Virtual teams: what are their characteristics, and impact on team
    performance?},
    publisher = {Springer},
    pages = {339--360},
    number = {4},
    journal = {Computational \& Mathematical organization theory},
    biburl = {https://zeal.global/publications/virtual-teams-what-are-their-characteristics-and-impact-on-team-performance},
    urltitle = {virtual-teams-what-are-their-characteristics-and-impact-on-team-performance},
    author = {Wong, Sze-Sze and Burton, Richard M}
    }
  • N. Olsen and R. M. Burton, “Asymmetric dominance versus learning: can context effects override the learning of choice-set rules?,” Annual meeting of the computation and mathematical organization theory conference. pittsburgh, pa: carnegie mellon, 2000.
    [Bibtex]
    @article {olsen2000asymmetric,
    year = {2000},
    title = {Asymmetric dominance versus learning: Can context effects override
    the learning of choice-set rules?},
    journal = {Annual Meeting of the Computation and Mathematical Organization Theory
    Conference. Pittsburgh, PA: Carnegie Mellon},
    biburl = {https://zeal.global/publications/asymmetric-dominance-versus-learning-can-context-effects-override-the-learning-of-choice-set-rules},
    urltitle = {asymmetric-dominance-versus-learning-can-context-effects-override-the-learning-of-choice-set-rules},
    author = {Olsen, Nils and Burton, Richard M}
    }
  • T. N. Carroll and R. M. Burton, “Organizations and complexity: searching for the edge of chaos,” Computational & mathematical organization theory, vol. 6, iss. 4, p. 319–337, 2000.
    [Bibtex]
    @article {carroll2000organizations,
    year = {2000},
    volume = {6},
    title = {Organizations and complexity: Searching for the edge of chaos},
    publisher = {Kluwer Academic Publishers},
    pages = {319--337},
    number = {4},
    journal = {Computational \& Mathematical Organization Theory},
    biburl = {https://zeal.global/publications/organizations-and-complexity-searching-for-the-edge-of-chaos},
    urltitle = {organizations-and-complexity-searching-for-the-edge-of-chaos},
    author = {Carroll, Timothy N and Burton, Richard M}
    }
  • R. M. Burton and D. Howard, “The nba’s recovery marketing program: an interview with rick welts, former chief marketing officer of the nba and current president of fox sports enterprises.,” Marketing management, vol. 9, iss. 1, p. 49–50, 2000.
    [Bibtex]
    @article {burton2000nba,
    year = {2000},
    volume = {9},
    title = {The NBA's Recovery Marketing Program: An Interview with Rick Welts,
    former chief marketing officer of the NBA and current president of
    Fox Sports Enterprises.},
    publisher = {American Marketing Association},
    pages = {49--50},
    number = {1},
    journal = {Marketing Management},
    biburl = {https://zeal.global/publications/the-nba-s-recovery-marketing-program-an-interview-with-rick-welts-former-chief-marketing-officer-of-the-nba-and-current-president-of-fox-sports-enterprises},
    urltitle = {the-nba-s-recovery-marketing-program-an-interview-with-rick-welts-former-chief-marketing-officer-of-the-nba-and-current-president-of-fox-sports-enterprises},
    author = {Burton, Richard M and Howard, Dennis}
    }
  • J. Bercovitz, M. Feldman, I. Feller, and R. M. Burton, “Strategy and structure as determinants of academic patent and licensing behavior,” Organizational issues in university-industry technology transfer, 2000.
    [Bibtex]
    @article {bercovitz2000strategy,
    year = {2000},
    title = {Strategy and structure as determinants of academic patent and licensing
    behavior},
    publisher = {Citeseer},
    journal = {Organizational Issues in University-Industry Technology Transfer},
    biburl = {https://zeal.global/publications/strategy-and-structure-as-determinants-of-academic-patent-and-licensing-behavior},
    urltitle = {strategy-and-structure-as-determinants-of-academic-patent-and-licensing-behavior},
    author = {Bercovitz, Janet and Feldman, Maryann and Feller, Irwin and Burton, Richard M}
    }
  • [Link] [DOI] T. N. Carroll and R. M. Burton, “Organizations and complexity: searching for the edge of chaos,” Comput. math. organ. theory, vol. 6, iss. 4, p. 319–337, 2000.
    [Bibtex]
    @article {593107,
    year = {2000},
    volume = {6},
    url = {http://dx.doi.org/10.1023/A:1009633728444},
    title = {Organizations and Complexity: Searching for the Edge of Chaos},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    pages = {319--337},
    number = {4},
    journal = {Comput. Math. Organ. Theory},
    doi = {10.1023/A:1009633728444},
    citeulike-linkout-0 = {http://dx.doi.org/10.1023/A:1009633728444},
    address = {Hingham, MA, USA},
    biburl = {https://zeal.global/publications/organizations-and-complexity-searching-for-the-edge-of-chaos-2},
    urltitle = {organizations-and-complexity-searching-for-the-edge-of-chaos-2},
    author = {Carroll, Timothy N and Burton, Richard M}
    }
  • [Link] [DOI] S. Wong and R. M. Burton, “Virtual teams: what are their characteristics, and impact on team performance?,” Comput. math. organ. theory, vol. 6, iss. 4, p. 339–360, 2000.
    [Bibtex]
    @article {593108,
    year = {2000},
    volume = {6},
    url = {http://dx.doi.org/10.1023/A:1009654229352},
    title = {Virtual Teams: What are their Characteristics, and Impact on Team Performance?},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    pages = {339--360},
    number = {4},
    journal = {Comput. Math. Organ. Theory},
    doi = {10.1023/A:1009654229352},
    citeulike-linkout-0 = {http://dx.doi.org/10.1023/A:1009654229352},
    address = {Hingham, MA, USA},
    biburl = {https://zeal.global/publications/virtual-teams-what-are-their-characteristics-and-impact-on-team-performance-2},
    urltitle = {virtual-teams-what-are-their-characteristics-and-impact-on-team-performance-2},
    author = {Wong, Sze-Sze and Burton, Richard M}
    }

1999

  • R. Burton, “The challenge of validation and docking,” Workshop onagent simulation: applications, models, and tools, p. 216, 1999.
    [Bibtex]
    @article {burton1999challenge,
    year = {1999},
    title = {The challenge of validation and docking},
    pages = {216},
    journal = {Workshop onAgent Simulation: Applications, Models, and Tools},
    biburl = {https://zeal.global/publications/the-challenge-of-validation-and-docking},
    urltitle = {the-challenge-of-validation-and-docking},
    author = {Burton, RM}
    }

1998

  • R. M. Burton, P. G. Quester, and F. J. Farrelly, “Organizational power games,” Marketing management, vol. 7, iss. 1, p. 27–36, 1998.
    [Bibtex]
    @article {burton1998organizational,
    year = {1998},
    volume = {7},
    title = {Organizational power games},
    publisher = {American Marketing Association},
    pages = {27--36},
    number = {1},
    journal = {Marketing Management},
    biburl = {https://zeal.global/publications/organizational-power-games},
    urltitle = {organizational-power-games},
    author = {Burton, Richard M and Quester, Pascale G and Farrelly, Francis John}
    }
  • R. M. Burton, “Validating and docking: an overview, summary, and challenge,” , p. 215–228, 1998.
    [Bibtex]
    @article {279930,
    year = {1998},
    title = {Validating and docking: an overview, summary, and challenge},
    publisher = {MIT Press},
    priority = {0},
    pages = {215--228},
    address = {Cambridge, MA, USA},
    biburl = {https://zeal.global/publications/validating-and-docking-an-overview-summary-and-challenge-2},
    urltitle = {validating-and-docking-an-overview-summary-and-challenge-2},
    author = {Burton, Richard M}
    }
  • R. M. Burton and B. Obel, Strategic organizational diagnosis and design: developing theory for application, Dordrecht: kluwer academic publishers, 1998.
    [Bibtex]
    @book {burton_orgcon,
    year = {1998},
    title = {Strategic Organizational Diagnosis and Design: Developing Theory for Application},
    publisher = {Dordrecht: Kluwer Academic Publishers},
    isbn = {9780792396284},
    asin = {0792396286},
    biburl = {https://zeal.global/publications/strategic-organizational-diagnosis-and-design-developing-theory-for-application},
    urltitle = {strategic-organizational-diagnosis-and-design-developing-theory-for-application},
    author = {Burton, Richard M and Obel, Borge}
    }

1995

  • R. M. Burton and B. Obel, Design models for hierarchical organizations: computation, information and decentralization, Boston: Kluwer academic publishers, 1995.
    [Bibtex]
    @book {239,
    year = {1995},
    title = {Design Models for Hierarchical Organizations: Computation, Information and Decentralization},
    publisher = {Kluwer Academic Publishers},
    priority = {0},
    organization = {Kluwer Academic Publishers},
    address = {Boston},
    biburl = {https://zeal.global/publications/design-models-for-hierarchical-organizations-computation-information-and-decentralization},
    urltitle = {design-models-for-hierarchical-organizations-computation-information-and-decentralization},
    author = {Burton, Richard M and Obel, Børge}
    }

1994

  • Y. Aharoni and R. M. Burton, “Is management science international: in search of universal rules,” Management science, vol. 40, iss. 1, p. 1–3, 1994.
    [Bibtex]
    @article {aharoni1994management,
    year = {1994},
    volume = {40},
    title = {Is management science international: In search of universal rules},
    publisher = {INFORMS},
    pages = {1--3},
    number = {1},
    journal = {Management Science},
    biburl = {https://zeal.global/publications/is-management-science-international-in-search-of-universal-rules},
    urltitle = {is-management-science-international-in-search-of-universal-rules},
    author = {Aharoni, Yair and Burton, Richard M}
    }

1988

  • [DOI] B. Obel and R. M. Burton, “Opportunism, incentives, and the m-form hypothesis: a laboratory study,” Journal of economic behavior & organization, vol. 10, p. 99–119, 1988.
    [Bibtex]
    @article {aed3cc2024fe11da834f000ea68e967b,
    year = {1988},
    volume = {10},
    title = {Opportunism, Incentives, and the M-form Hypothesis: A Laboratory Study},
    publisher = {Elsevier BV North-Holland},
    pages = {99--119},
    journal = {Journal of Economic Behavior \& Organization},
    issn = {0167-2681},
    doi = {10.1016/0167-2681(88)90029-7},
    abstract = {Opportunism is one central premise of the M-form hypothesis. This premise is investigated in a laboratory experiment using M-form and U-form organizations under incentives based on corporate profit and divisional profits. There was greater opportunism under U-form organization than under the M-form, and under divisional profit than under corporate profit incentives. Additionally, a misguided altruism lead a number of individuals to misrepresent information. The M-form yields higher performance than the U-form. Also, corporate profit incentives yield higher total profit than divisional profit incentives. The results partially explain why empirical studies do not strongly support the M-form hypothesis.
    A laboratory experiment was developed. Within the hierarchical organization, one division was played by an individual; the other divisions and headquarters were run on the computer. The research question was to test the opportunism proposition: would individuals understand a situation to be opportunistic, could they figure how to take advantage of the situation and would they take advantage?
    Yes, individuals readily understand an opportunistic situation, almost all knew how to be opportunistic, and many took advantage, but some were altruistic in their behavior.},
    biburl = {https://zeal.global/publications/opportunism-incentives-and-the-m-form-hypothesis-a-laboratory-study},
    urltitle = {opportunism-incentives-and-the-m-form-hypothesis-a-laboratory-study},
    author = {Obel, Børge and Burton, Richard M}
    }
  • R. M. Burton and D. H. Namm, “Fitting the strategic planning process to organization: a clinical study of burroughs wellcome co.,” Technovation, vol. 8, iss. 1, p. 143–154, 1988.
    [Bibtex]
    @article {burton1988fitting,
    year = {1988},
    volume = {8},
    title = {Fitting the strategic planning process to organization: A clinical
    study of Burroughs Wellcome Co.},
    publisher = {Elsevier},
    pages = {143--154},
    number = {1},
    journal = {Technovation},
    biburl = {https://zeal.global/publications/fitting-the-strategic-planning-process-to-organization-a-clinical-study-of-burroughs-wellcome-co},
    urltitle = {fitting-the-strategic-planning-process-to-organization-a-clinical-study-of-burroughs-wellcome-co},
    author = {Burton, Richard M and Namm, Donald H}
    }
  • R. M. Burton, J. D. Forsyth, and D. M. Melick, “Searching for viability under changing environmental conditions,” Technovation, vol. 8, iss. 1, p. 111–131, 1988.
    [Bibtex]
    @article {burton1988searching,
    year = {1988},
    volume = {8},
    title = {Searching for viability under changing environmental conditions},
    publisher = {Elsevier},
    pages = {111--131},
    number = {1},
    journal = {Technovation},
    biburl = {https://zeal.global/publications/searching-for-viability-under-changing-environmental-conditions},
    urltitle = {searching-for-viability-under-changing-environmental-conditions},
    author = {Burton, Richard M and Forsyth, John D and Melick, Donald M}
    }
  • R. M. Burton, A mathematical organization theory: rf drenick volume 6 in: publications in operations research series, north-holland, new york, 1986, xi+ 261 pages, \$45.00North-holland, 1988.
    [Bibtex]
    @misc {burton1988mathematical,
    year = {1988},
    title = {A mathematical organization theory: RF DRENICK Volume 6 in: Publications
    in Operations Research Series, North-Holland, New York, 1986, xi+
    261 pages, \$45.00},
    publisher = {North-Holland},
    biburl = {https://zeal.global/publications/a-mathematical-organization-theory-rf-drenick-volume-6-in-publications-in-operations-research-series-north-holland-new-york-1986-xi-261-pages-45-00},
    urltitle = {a-mathematical-organization-theory-rf-drenick-volume-6-in-publications-in-operations-research-series-north-holland-new-york-1986-xi-261-pages-45-00},
    author = {Burton, Richard M}
    }

1986

  • R. M. Burton, J. D. Forsyth, and D. M. Melick, “The post-introduction management of products and services under rapidly changing environmental conditions,” Technovation, vol. 5, iss. 1, p. 125–143, 1986.
    [Bibtex]
    @article {burton1986post,
    year = {1986},
    volume = {5},
    title = {The post-introduction management of products and services under rapidly
    changing environmental conditions},
    publisher = {Elsevier},
    pages = {125--143},
    number = {1},
    journal = {Technovation},
    biburl = {https://zeal.global/publications/the-post-introduction-management-of-products-and-services-under-rapidly-changing-environmental-conditions},
    urltitle = {the-post-introduction-management-of-products-and-services-under-rapidly-changing-environmental-conditions},
    author = {Burton, Richard M and Forsyth, John D and Melick, Donald M}
    }
  • R. M. Burton and J. D. Forsyth, “Variety and the firm’s performance: an empirical investigation,” Technovation, vol. 5, iss. 1, p. 9–21, 1986.
    [Bibtex]
    @article {burton1986variety,
    year = {1986},
    volume = {5},
    title = {Variety and the firm's performance: An empirical investigation},
    publisher = {Elsevier},
    pages = {9--21},
    number = {1},
    journal = {Technovation},
    biburl = {https://zeal.global/publications/variety-and-the-firm-s-performance-an-empirical-investigation},
    urltitle = {variety-and-the-firm-s-performance-an-empirical-investigation},
    author = {Burton, Richard M and Forsyth, John D}
    }
  • R. M. Burton, Innovation and entrepreneurship in organizations: strategies for competitiveness, deregulation, and privatization, Elsevier science ltd, 1986.
    [Bibtex]
    @book {burton1986innovation,
    year = {1986},
    title = {Innovation and entrepreneurship in organizations: strategies for
    competitiveness, deregulation, and privatization},
    publisher = {Elsevier Science Ltd},
    biburl = {https://zeal.global/publications/innovation-and-entrepreneurship-in-organizations-strategies-for-competitiveness-deregulation-and-privatization},
    urltitle = {innovation-and-entrepreneurship-in-organizations-strategies-for-competitiveness-deregulation-and-privatization},
    author = {Burton, Richard M}
    }

1984

  • R. M. Burton, “Variety in strategic-planning-an alternative to the problem-solving approach,” Columbia journal of world business, vol. 19, iss. 4, p. 92–98, 1984.
    [Bibtex]
    @article {burton1984variety,
    year = {1984},
    volume = {19},
    title = {VARIETY IN STRATEGIC-PLANNING-AN ALTERNATIVE TO THE PROBLEM-SOLVING
    APPROACH},
    publisher = {JAI PRESS INC 55 OLD POST RD-\\\# 2, PO BOX 1678, GREENWICH, CT 06836-1678},
    pages = {92--98},
    number = {4},
    journal = {Columbia Journal of World Business},
    biburl = {https://zeal.global/publications/variety-in-strategic-planning-an-alternative-to-the-problem-solving-approach},
    urltitle = {variety-in-strategic-planning-an-alternative-to-the-problem-solving-approach},
    author = {Burton, Richard M}
    }
  • H. H. Baligh and R. M. Burton, “The process of designing organization structures and their information,” Management and office information systems, p. 1, 1984.
    [Bibtex]
    @article {baligh1984process,
    year = {1984},
    title = {THE PROCESS OF DESIGNING ORGANIZATION STRUCTURES AND THEIR INFORMATION},
    publisher = {Plenum Publishing Corporation},
    pages = {1},
    journal = {Management and office information systems},
    biburl = {https://zeal.global/publications/the-process-of-designing-organization-structures-and-their-information},
    urltitle = {the-process-of-designing-organization-structures-and-their-information},
    author = {Baligh, Helmy H and Burton, Richard M}
    }
  • H. H. Baligh and R. M. Burton, “The process of designing organization structures and their information substructures,” in Management and office information systems, Springer, 1984, p. 3–25.
    [Bibtex]
    @incollection {Baligh1984,
    year = {1984},
    title = {The process of designing organization structures and their information
    substructures},
    publisher = {Springer},
    pages = {3--25},
    booktitle = {Management and Office Information Systems},
    biburl = {https://zeal.global/publications/the-process-of-designing-organization-structures-and-their-information-substructures},
    urltitle = {the-process-of-designing-organization-structures-and-their-information-substructures},
    author = {Baligh, Helmy H and Burton, Richard M}
    }
  • R. M. Burton and B. Obel, Designing efficient organizations : modelling and experimentation / richard m. burton and børge obel, North-holland ; sole distributors for the u.s.a. and canada, elsevier science pub. co., amsterdam ; new york : new york, n.y., u.s.a. :, 1984.
    [Bibtex]
    @book {nla.cat-vn2508422,
    year = {1984},
    type = {Book},
    title = {Designing efficient organizations : modelling and experimentation / Richard M. Burton and Børge Obel},
    publisher = {North-Holland ; Sole distributors for the U.S.A. and Canada, Elsevier Science Pub. Co., Amsterdam ; New York : New York, N.Y., U.S.A. :},
    priority = {0},
    organization = {North-Holland ; Sole distributors for the U.S.A. and Canada, Elsevier Science Pub. Co., Amsterdam ; New York : New York, N.Y., U.S.A. :},
    biburl = {https://zeal.global/publications/designing-efficient-organizations-modelling-and-experimentation-richard-m-burton-and-b-rge-obel},
    urltitle = {designing-efficient-organizations-modelling-and-experimentation-richard-m-burton-and-b-rge-obel},
    author = {Burton, Richard M and Obel, Børge}
    }

1982

  • H. H. Baligh and R. M. Burton, “International journal of policy analysis and information systems, vol. 6, no. 4, 1982,” International journal of policy analysis and information systems, vol. 6, p. 435, 1982.
    [Bibtex]
    @article {baligh1982international,
    year = {1982},
    volume = {6},
    title = {International Journal of Policy Analysis and Information Systems,
    Vol. 6, No. 4, 1982},
    publisher = {Plenum Press},
    pages = {435},
    journal = {International Journal of Policy Analysis and Information Systems},
    biburl = {https://zeal.global/publications/international-journal-of-policy-analysis-and-information-systems-vol-6-no-4-1982},
    urltitle = {international-journal-of-policy-analysis-and-information-systems-vol-6-no-4-1982},
    author = {Baligh, Helmy H and Burton, Richard M}
    }

1981

  • H. H. Baligh and R. M. Burton, “Describing and designing organizational structures and processes,” International journal of policy analysis and information systems, vol. 5, iss. 4, p. 251–266, 1981.
    [Bibtex]
    @article {baligh1981describing,
    year = {1981},
    volume = {5},
    title = {Describing and designing organizational structures and processes},
    pages = {251--266},
    number = {4},
    journal = {International Journal of Policy Analysis and Information Systems},
    biburl = {https://zeal.global/publications/describing-and-designing-organizational-structures-and-processes},
    urltitle = {describing-and-designing-organizational-structures-and-processes},
    author = {Baligh, Helmy H and Burton, Richard M}
    }

1980

  • R. M. Burton and T. H. Naylor, “Economic theory in corporate planning,” Strategic management journal, vol. 1, iss. 3, p. 249–263, 1980.
    [Bibtex]
    @article {burton1980economic,
    year = {1980},
    volume = {1},
    title = {Economic theory in corporate planning},
    publisher = {Wiley Online Library},
    pages = {249--263},
    number = {3},
    journal = {Strategic Management Journal},
    biburl = {https://zeal.global/publications/economic-theory-in-corporate-planning},
    urltitle = {economic-theory-in-corporate-planning},
    author = {Burton, Richard M and Naylor, Thomas H}
    }
  • R. M. Burton, D. C. Dellinger, and W. W. Damon, “Making the area agencies on aging work: the role of information,” Socio-economic planning sciences, vol. 14, iss. 1, p. 1–11, 1980.
    [Bibtex]
    @article {burton1980making,
    year = {1980},
    volume = {14},
    title = {Making the area agencies on aging work: the role of information},
    publisher = {Pergamon},
    pages = {1--11},
    number = {1},
    journal = {Socio-economic planning sciences},
    biburl = {https://zeal.global/publications/making-the-area-agencies-on-aging-work-the-role-of-information},
    urltitle = {making-the-area-agencies-on-aging-work-the-role-of-information},
    author = {Burton, Richard M and Dellinger, David C and Damon, William W}
    }
  • H. H. Baligh and R. M. Burton, “Matching the organization’s structure and its cooperative market relations,” Theory and decision, vol. 12, iss. 4, p. 311–324, 1980.
    [Bibtex]
    @article {baligh1980matching,
    year = {1980},
    volume = {12},
    title = {Matching the organization's structure and its cooperative market
    relations},
    publisher = {Springer},
    pages = {311--324},
    number = {4},
    journal = {Theory and Decision},
    biburl = {https://zeal.global/publications/matching-the-organization-s-structure-and-its-cooperative-market-relations},
    urltitle = {matching-the-organization-s-structure-and-its-cooperative-market-relations},
    author = {Baligh, Helmy H and Burton, Richard M}
    }

1979

  • R. M. Burton and W. W. Damon, “Budgets for integrating decentralized investment and production planning,” Omega, vol. 7, iss. 2, p. 113–117, 1979.
    [Bibtex]
    @article {burton1979budgets,
    year = {1979},
    volume = {7},
    title = {Budgets for integrating decentralized investment and production planning},
    publisher = {Elsevier},
    pages = {113--117},
    number = {2},
    journal = {Omega},
    biburl = {https://zeal.global/publications/budgets-for-integrating-decentralized-investment-and-production-planning},
    urltitle = {budgets-for-integrating-decentralized-investment-and-production-planning},
    author = {Burton, Richard M and Damon, William W}
    }
  • H. H. Baligh and R. M. Burton, “Marketing in moderation—the marketing concept and the organization’s structure,” Long range planning, vol. 12, iss. 2, p. 92–96, 1979.
    [Bibtex]
    @article {baligh1979marketing,
    year = {1979},
    volume = {12},
    title = {Marketing in moderation—The marketing concept and the organization's
    structure},
    publisher = {Elsevier},
    pages = {92--96},
    number = {2},
    journal = {Long Range Planning},
    biburl = {https://zeal.global/publications/marketing-in-moderation-the-marketing-concept-and-the-organization-s-structure},
    urltitle = {marketing-in-moderation-the-marketing-concept-and-the-organization-s-structure},
    author = {Baligh, Helmy H and Burton, Richard M}
    }

1978

  • R. M. Burton, D. C. Dellinger, W. W. Damon, and E. A. Pfeiffer, “A role for operational research in health care planning and management teams,” Journal of the operational research society, p. 633–641, 1978.
    [Bibtex]
    @article {burton1978role,
    year = {1978},
    title = {A role for operational research in health care planning and management
    teams},
    publisher = {Pergamon Press},
    pages = {633--641},
    journal = {Journal of the Operational Research Society},
    biburl = {https://zeal.global/publications/a-role-for-operational-research-in-health-care-planning-and-management-teams},
    urltitle = {a-role-for-operational-research-in-health-care-planning-and-management-teams},
    author = {Burton, Richard M and Dellinger, David C and Damon, William W and Pfeiffer, Eric A}
    }
  • R. M. Burton, D. Dellinger, and W. R. King, “Alternative strategies for legislative analysis of public policy,” Urban systems, vol. 3, iss. 1, p. 9–20, 1978.
    [Bibtex]
    @article {burton1978alternative,
    year = {1978},
    volume = {3},
    title = {Alternative strategies for legislative analysis of public policy},
    publisher = {Elsevier},
    pages = {9--20},
    number = {1},
    journal = {Urban Systems},
    biburl = {https://zeal.global/publications/alternative-strategies-for-legislative-analysis-of-public-policy},
    urltitle = {alternative-strategies-for-legislative-analysis-of-public-policy},
    author = {Burton, Richard M and Dellinger, David and King, William R}
    }

1976

  • R. M. Burton, W. W. Damon, and D. C. Dellinger, “Estimating the impact of health services in a community,” Behavioral science, vol. 21, iss. 6, p. 478–489, 1976.
    [Bibtex]
    @article {burton1976estimating,
    year = {1976},
    volume = {21},
    title = {Estimating the impact of health services in a community},
    publisher = {Wiley Online Library},
    pages = {478--489},
    number = {6},
    journal = {Behavioral science},
    biburl = {https://zeal.global/publications/estimating-the-impact-of-health-services-in-a-community},
    urltitle = {estimating-the-impact-of-health-services-in-a-community},
    author = {Burton, Richard M and Damon, William W and Dellinger, David C}
    }
  • H. H. Baligh and R. M. Burton, “Organization structure and cooperative market relations,” Omega, vol. 4, iss. 5, p. 583–593, 1976.
    [Bibtex]
    @article {baligh1976organization,
    year = {1976},
    volume = {4},
    title = {Organization structure and cooperative market relations},
    publisher = {Elsevier},
    pages = {583--593},
    number = {5},
    journal = {Omega},
    biburl = {https://zeal.global/publications/organization-structure-and-cooperative-market-relations},
    urltitle = {organization-structure-and-cooperative-market-relations},
    author = {Baligh, Helmy H and Burton, Richard M}
    }

1975

  • D. T. Dellinger, W. R. M. King, and R. M. Burton, Defense officer personnel management: an analysis: a study prepared for the committee on armed services, united states senate, Us govt. print. off.(washington), 1975.
    [Bibtex]
    @book {dellinger1975defense,
    year = {1975},
    title = {Defense Officer Personnel Management: An Analysis: a Study Prepared
    for the Committee on Armed Services, United States Senate},
    publisher = {US Govt. Print. Off.(Washington)},
    biburl = {https://zeal.global/publications/defense-officer-personnel-management-an-analysis-a-study-prepared-for-the-committee-on-armed-services-united-states-senate},
    urltitle = {defense-officer-personnel-management-an-analysis-a-study-prepared-for-the-committee-on-armed-services-united-states-senate},
    author = {Dellinger, David T and King, William Richard M and Burton, Richard M}
    }
  • R. M. Burton, W. W. Damon, and D. C. Dellinger, “Practice of management science-patient states and the technology matrix,” Interfaces, vol. 5, iss. 4, p. 43–53, 1975.
    [Bibtex]
    @article {burton1975practice,
    year = {1975},
    volume = {5},
    title = {Practice of Management Science-Patient States and the Technology
    Matrix},
    publisher = {INFORMS},
    pages = {43--53},
    number = {4},
    journal = {Interfaces},
    biburl = {https://zeal.global/publications/practice-of-management-science-patient-states-and-the-technology-matrix},
    urltitle = {practice-of-management-science-patient-states-and-the-technology-matrix},
    author = {Burton, Richard M and Damon, William W and Dellinger, David C}
    }

1974

  • R. M. Burton and W. W. Damon, “On the existence of a cost of capital under pure capital rationing,” The journal of finance, vol. 29, iss. 4, p. 1165–1173, 1974.
    [Bibtex]
    @article {burton1974existence,
    year = {1974},
    volume = {29},
    title = {On the existence of a cost of capital under pure capital rationing},
    publisher = {Wiley Online Library},
    pages = {1165--1173},
    number = {4},
    journal = {The Journal of Finance},
    biburl = {https://zeal.global/publications/on-the-existence-of-a-cost-of-capital-under-pure-capital-rationing},
    urltitle = {on-the-existence-of-a-cost-of-capital-under-pure-capital-rationing},
    author = {Burton, Richard M and Damon, William W}
    }
  • R. Burton, W. Damon, and D. Loughridge, “The economics of decomposition: resource allocation vs transfer pricing,” Decision sciences, vol. 5, iss. 3, p. 297–310, 1974.
    [Bibtex]
    @article {burton1974economics,
    year = {1974},
    volume = {5},
    title = {The economics of decomposition: resource allocation vs transfer pricing},
    publisher = {Wiley Online Library},
    pages = {297--310},
    number = {3},
    journal = {Decision Sciences},
    biburl = {https://zeal.global/publications/the-economics-of-decomposition-resource-allocation-vs-transfer-pricing},
    urltitle = {the-economics-of-decomposition-resource-allocation-vs-transfer-pricing},
    author = {Burton, RM and Damon, WW and Loughridge, DW}
    }

1971

  • R. Burton and D. Laughhunn, “On the optimality of single-item, incremental cost rules for the make-buy decision,” The engineering economist, vol. 16, iss. 4, p. 227–246, 1971.
    [Bibtex]
    @article {burton1971optimality,
    year = {1971},
    volume = {16},
    title = {On the Optimality of Single-Item, Incremental Cost Rules for the
    Make-Buy Decision},
    publisher = {Taylor \\\& Francis},
    pages = {227--246},
    number = {4},
    journal = {The Engineering Economist},
    biburl = {https://zeal.global/publications/on-the-optimality-of-single-item-incremental-cost-rules-for-the-make-buy-decision},
    urltitle = {on-the-optimality-of-single-item-incremental-cost-rules-for-the-make-buy-decision},
    author = {Burton, RM and Laughhunn, DJ}
    }