Útgávur

2023

X. Duffy and M. S. Ovesen, The iceberg and the sustainable entrepreneur, , 2023.
[Bibtex]

@book {duffy2023iceberg,
year = {2023},
url = {https://zeal.dk/shop/books/isbjerget-og-de-baeredygtige-bundlinjer/},
title = {The Iceberg and The Sustainable Entrepreneur},
isbn = {9788797268407},
updated = {2023-03-06T21:41:25.000+0100},
asin = {8797268402},
biburl = {https://zeal.dk/publications/the-iceberg-and-the-sustainable-entrepreneur/},
biburl_fo = {https://zeal.fo/utgavur/the-iceberg-and-the-sustainable-entrepreneur/},
urltitle = {the-iceberg-and-the-sustainable-entrepreneur},
author = {Duffy, Xenia and Ovesen, Martia Shubra}
}

2020

H. Kang, R. M. Burton, and W. Mitchell, “How firm boundaries and relatedness jointly affect diversification value: trade-offs between governance and flexibility,” Computational and mathematical organization theory, vol. 27, iss. 1, p. 1–34, 2020.
[Bibtex]

@article {Kang_2020,
year = {2020},
volume = {27},
url = {https://doi.org/10.1007\%2Fs10588-020-09316-7},
title = {How firm boundaries and relatedness jointly affect diversification value: trade-offs between governance and flexibility},
publisher = {Springer Science and Business Media LLC},
pages = {1--34},
number = {1},
month = {aug},
journal = {Computational and Mathematical Organization Theory},
doi = {10.1007/s10588-020-09316-7},
updated = {2023-02-26T17:45:49.000+0100},
abstract_en = {<p>Diversification involves ongoing decisions about firm boundaries and relatedness. </p> <p>We develop a theoretical model that uses a real-option framework combined with optimal mechanism design to analyze how choices of boundaries and relatedness affect firm performance in the face of tradeoffs between governance and flexibility. </p> <p>We find that: </p> <ol> <li>optimal boundaries and relatedness are substitutes in determining firm performance; </li> <li>the association between relatedness, the most commonly studied aspect of diversification, and firm performance is indeterminate; </li> <li>the substitution between relatedness and boundaries declines as noise in internal communication increases; </li> <li>variation in relatedness has greater impact than boundary size when headquarters can pick multiple winners; and </li> <li>as the internal market for information becomes more efficient, the lower the value of relatedness in combination with small boundaries.</li> </ol> <p>The general conceptual implication of these points is that corporate governance interacts with firm relatedness and boundaries in generating diversification performance.</p>},
abstract_da = {<p>Diversificering indebærer løbende beslutninger om virksomhedens grænser og tilknytning. Vi udvikler en teoretisk model, der anvender en real-option framework kombineret med optimal mekanisme design til at analysere, hvordan valg af grænser og tilknytning påvirker virksomhedsydelse i lyset af afvejninger mellem styring og fleksibilitet.</p> <p>Vi finder, at: (1) optimale grænser og tilknytning er substitutter i bestemmelse af virksomhedsydelse; (2) sammenhængen mellem tilknytning, det mest almindeligt undersøgte aspekt af diversificering, og virksomhedsydelse er ubestemt; (3) substitutionen mellem tilknytning og grænser falder, når støj i intern kommunikation øges; (4) variation i tilknytning har større indvirkning end grænsestørrelse, når hovedkontoret kan vælge flere vindere; og (5) jo mere effektiv den interne marked for information bliver, desto lavere værdi har tilknytning i kombination med små grænser. </p> <p>Den generelle konceptuelle implikation af disse punkter er, at virksomhedens ledelse interagerer med virksomhedens tilknytning og grænser i genereringen af diversificeringsydelse.</p>},
abstract_is = {<p>Dreifing felur í sér stöðug ákvarðanatöku varðandi fyrirtækisþröngvar og tengsl. Við þróum kenningarmódel sem notar raunvalkafjölda sem sameinar með besta mögulega hönnun til að greina hvernig val á þröngvum og tengslum hefur áhrif á fyrirtækjaframkvæmd í ljósi af árekstrum milli stjórnunar og sveigjanleika. Við finnum að: (1) besta mögulega þröngvur og tengsl eru staðgönguefnis í ákvarðun á fyrirtækjaframkvæmd; (2) tengsl, sem er algengast rannsakaði þáttur dreifingar, og fyrirtækjaframkvæmd eru óákveðin í tengslum við hvor annan; (3) staðgönguefni milli tengsla og þröngva minnkar eftir því sem hávaða í innra samskipti eykst; (4) breytileiki í tengslum hefur meiri áhrif en stærð þröngva þegar höfuðstöðvar geta valið margra sigurvegar; og (5) því betri sem innri markaður upplýsinga verður, því lægri verði virði tengsla í samsetningu við litlar þröngvar. Hin almenna hugmyndaáhrif af þessum punktum er að fyrirtækjastjórnun samspilar við tengsla og þröngva fyrirtækisins til að skapa afbrigði framkvæmd.</p>},
abstract_fo = {<p>Diversifikatión umfatar løpandi avgerðir um fyrirtøkugrundir og samanhengi. Vit útvíkla eitt teoretiskt modell, sum brúkar eitt raun-opciónumhvørvi við optimale mekanisme yvirskipan til at greina, hvussu avgerðir um grundir og samanhengi hava ávirkan á fyrirtøkuframleiðslu í átakið millum stýring og tøkilagni. Vit finna, at: (1) optimale grundir og samanhengi eru brotvara við at ávirka fyrirtøkufremliðslu; (2) sambandið millum samanhengi, sum er tað mest vanliga granskaði aspekt av diversifikatión, og fyrirtøkufremliðslu er óbestemt; (3) brotvísi millum samanhengi og grundum minnkar, tá har er meiri órói í gagnflutningi innan fyritøkuna; (4) munurin millum samanhengi hevur størri ávirkan enn grundistøddin, tá heystkontorið kann velja fleiri sigararar; og (5) sum innri marknaður fyri upplýsingum verður meira effektivur, lægri verður virði av samanhengi í sambandi við lítilar grundir. Almenn konseptuell ávirkan av hesum punktum er, at korporativ stýring samspælir við fyrirtøkusamhengi og grundir í at skapa diversifikatiónsframleiðslu.</p>},
abstract_kl = {<p>diversificering suliffeqarfiup killeqarfii attaveqarneranillu pillugit aalajangiussanik kingunerinnillattaarpoq. ilutsimik teorimut +? framework savequtit ataatsimut aaqqissuunnerinik ilusilersuinernik pitsaanerpaajuffiinik +? misissoqqissaarnissamut atuisumik ineriartortitsivugut qanoq killeqarfinnik attaveqarnermillu toqqaanerit virksomhedsydelse LOK lyset ABL ingerlatsinerup sungiussiassutsillu akunneranni oqimaalutaaqqissaarneri sunniipput.</p> <p>nassaaraarput: ( 1) pitsaanerpaajuffii killeqarfiit attaveqarnerlu virksomhedsydelse aalajangernermi sinniisaapput; ( 2-t) akunneranni +? nalinginnarmik diversificering isiginniffimmik misissorpaa ataneq virksomhedsydelse aalajangersimanngitsuuvoq; ( pingasut) attaveqarnerup killeqarfiillu akunneranni pitsaanerusumik taarsiinerat orluvoq attaveqaqatigiinnermi suleqatigiit akunneranni pisorpalunneq sakkortusineqarpat; ( 4-t) qullersaqarfik ajugaasunik arlalinnik toqqaasinnaappat attaveqarnermi allanngorarneq sunniunneq grænsestørrelse annertooqarpoq; attaveqarneq aamma ( 5-it) iluaniittoq paasissutissamut piumaneqassuseq uumarissaaq ataqatigiitsitsinermi killeqarfinnik mikisunik +? annertussuseq atsittoqarpoq.</p> <p>nalinginnaasoq konceptuel toorninnguanit tamakkunannga akuliunneq tassaavoq suliffeqarfiup pisortaqatigiivisa suliffeqarfiup attaveqarneranik interagere diversificeringsydelse generering killeqarluni.</p>},
biburl = {https://zeal.dk/publications/how-firm-boundaries-and-relatedness-jointly-affect-diversification-value-trade-offs-between-governance-and-flexibility/},
biburl_fo = {https://zeal.fo/utgavur/how-firm-boundaries-and-relatedness-jointly-affect-diversification-value-trade-offs-between-governance-and-flexibility/},
urltitle = {how-firm-boundaries-and-relatedness-jointly-affect-diversification-value-trade-offs-between-governance-and-flexibility},
author = {Kang, Hyoung-Goo and Burton, Richard M and Mitchell, Will}
}

R. M. Burton, “Fit, misfit, and design: jod studies that touch reality,” Journal of organization design, vol. 9, iss. 1, 2020.
[Bibtex]

@article {Burton_2020,
year = {2020},
volume = {9},
url = {https://doi.org/10.1186\%2Fs41469-020-00081-0},
title = {Fit, misfit, and design: JOD studies that touch reality},
publisher = {Springer Science and Business Media LLC},
number = {1},
month = {jul},
journal = {Journal of Organization Design},
doi = {10.1186/s41469-020-00081-0},
updated = {2023-02-26T17:44:31.000+0100},
biburl = {https://zeal.dk/publications/fit-misfit-and-design-jod-studies-that-touch-reality/},
biburl_fo = {https://zeal.fo/utgavur/fit-misfit-and-design-jod-studies-that-touch-reality/},
urltitle = {fit-misfit-and-design-jod-studies-that-touch-reality},
author = {Burton, Richard M}
}

R. M. Burton, Organizational design: principi e metodi per l’adeguatezza dell’assetto organizzativo aziendale, Giappichelli, 2020.
[Bibtex]

@book {burton2020organizational,
year = {2020},
title = {Organizational design: principi e metodi per l'adeguatezza dell'assetto organizzativo aziendale},
publisher = {Giappichelli},
updated = {2023-02-26T14:46:34.000+0100},
biburl = {https://zeal.dk/publications/organizational-design-principi-e-metodi-per-l-adeguatezza-dell-assetto-organizzativo-aziendale/},
biburl_fo = {https://zeal.fo/utgavur/organizational-design-principi-e-metodi-per-l-adeguatezza-dell-assetto-organizzativo-aziendale/},
urltitle = {organizational-design-principi-e-metodi-per-l-adeguatezza-dell-assetto-organizzativo-aziendale},
author = {Burton, Richard M}
}

2019

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},
updated = {2019-04-17T10:45:09.000+0200},
biburl = {https://zeal.dk/publications/reviewing-revisiting-and-renewing-the-foundations-of-organization-design/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2018-03-20T11:42:13.000+0100},
biburl = {https://zeal.dk/publications/constructing-m-a-valuation-how-do-merger-evaluation-methods-differ-as-uncertainty-and-controversy-vary/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2018-03-20T11:42:13.000+0100},
biburl = {https://zeal.dk/publications/a-practical-guide-for-making-theory-contributions-in-strategic-management/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2018-03-20T11:42:13.000+0100},
biburl = {https://zeal.dk/publications/research-design-for-mixed-methods-a-triangulation-based-framework-and-roadmap/},
biburl_fo = {https://zeal.fo/utgavur/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

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.},
updated = {2016-01-02T17:10:18.000+0100},
biburl = {https://zeal.dk/publications/how-to-get-the-matrix-organization-to-work/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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.},
updated = {2016-01-02T17:05:56.000+0100},
biburl = {https://zeal.dk/publications/how-controls-influence-organizational-information-processing-insights-from-a-computational-modeling-investigation/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2016-01-02T17:03:53.000+0100},
biburl = {https://zeal.dk/publications/research-design-for-mixed-methods-a-triangulation-based-framework-and-roadmap-2/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2015-09-22T12:12:09.000+0200},
biburl = {https://zeal.dk/publications/extraordinary-survival-from-ordinary-resources-how-so/},
biburl_fo = {https://zeal.fo/utgavur/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 , 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.},
updated = {2015-09-14T22:41:33.000+0200},
asin = {1107483611},
abstract_en = {<p>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.</p> <p>It provides comprehensive coverage of the key aspects of organizational design, including goals, strategy, process, people, coordination, control, and incentives.</p> <p>Following a new diamond model, fully tested in practice, the book guides readers through an integrated methodology for organizational assessment and planning.</p> <p>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.</p> <p>Visit <a href='www.cambridge.org/burton3'>www.cambridge.org/burton3</a> 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.</p>},
abstract_da = {<p>Skrevet specifikt til ledere og MBA-studerende, giver tredje udgave af denne succesfulde lærebog en trin-for-trin guide til at designe en organisation, fra diagnose til design og implementering.</p> <p>Den dækker omfattende de vigtigste aspekter af organisatorisk design, herunder mål, strategi, proces, mennesker, koordination, kontrol og incitamenter.</p> <p>Efter en ny diamantmodel, der er fuldt testet i praksis, guider bogen læserne gennem en integreret metodologi til organisatorisk vurdering og planlægning.</p> <p>Den inkluderer et nyt kapitel om projektledelse af organisatorisk forandring på et praktisk niveau, nye case-studier, udvidede diskussioner om nye organisatoriske former, arkitekturdesign og videnssystemer samt nye praktiske trin til implementering og forandring.</p> <p>Besøg <a href='www.cambridge.org/burton3'>www.cambridge.org/burton3</a> for gratis adgang til et udvalg af organisatoriske diagnose-, design- og implementeringsmodeller i Excel, samt yderligere case-studier, figurer og tabeller fra bogen.</p>},
abstract_kl = {<p>pisortat +? ADV-immikkut ittoq allaffigai pingajuat matumannga ilinniutit iluatsitsilluartoq saqqummiussat trinfortrin nappaatip suussusianik paasinninnermit ilusilersuinermut atortussanngortitsinermullu +? takornarianik nassuiaassisumik pillerpoq.</p> <p>taassuma ilagaa ilusilersuinermit aaqqittuutisinermut sumiorpaluumminngaanniillu uuma ataani iliuusissatut pilersaarummik suliamik inunnik suleqatigiitsitsinermik nakkutilliinermik kajujuummissutinik isiginniffiit +? matussutilerpai.</p> <p>kingorna diamantmodel nutaaq +? piviusumi misilittarneqartoq naliliinermut aaqqittuutisinermut pilersaarusiornermullu atuagaq atuartartut metodologi integreret angalanerani nassuiaappaa.</p> <p>taanna suliarisarialik +? nutaat allanngornermit aaqqittuutisinermut projektledelse pillugu immikkoortumik nutaamik ilanngussivoq ilutsit aaqqittuutisinernut nutaat +? videnssystem kiisalu alloriarfinnik suliarisarialinnik nutaanik pillugit atortussanngortitsinermut allanngornermullu oqallinnernik allisivoq.</p> <p></p>},
abstract_is = {<p>Skrifað sérstaklega fyrir framkvæmdastjóra og MBA nemendur, þriðja útgáfan af þessum vel heppnaða kennslubók veitir skref-fyrir-skref leiðbeiningar um hönnun skipulags, frá greiningu til hönnunar og framkvæmdar.</p> <p>Hún veitir umfjöllun um lykilatriði skipulags hönnunar, þar á meðal markmið, stefnu, ferli, fólk, samstillingu, stjórn og hvatir.</p> <p>Með nýrri díamant módeli, sem hefur verið fullkomnlega prófað í verki, leiðbeinir bókin lesendum í gegnum heildstæða aðferð fyrir mat og áætlun skipulags.</p> <p>Hún inniheldur nýjan kafla um stjórnun verkefnis við skipulagsbreytingar á verulegum stigum, nýjar dæmi um verkefni, víðtæka umræðu um nýjar skipulagsmyndir, hönnun skipulags og þekkingarkerfi, og nýjar raunverulegar skref fyrir framkvæmd og breytingar.</p> <p>Heimsókn á <a href='www.cambridge.org/burton3'>www.cambridge.org/burton3</a> gefur ókeypis aðgang að úrvali af skipulagsmati, hönnun og framkvæmdarmódelum í Excel, og einnig auka dæmum, myndum og töflum úr bókinni.</p>},
abstract_fo = {<p>Skrivað sérstakliga fyri stjórnendur og MBA-studentar, hin trýggja útgávan av hesum eygleiðandi læribókini veitir einum steig-frá-steig leiðbeining til at hanna ein mentanarfelagsskap, frá diagnosu til hannaðarferð og framleiðslu.</p> <p>Hon veitir umfatandi umfør av lykilaspektum í mentanarfelagsskapshanning, ið umfatar mál, strategi, ferðslu, fólk, samstilling, stjórn og stimuli.</p> <p>Eftir einum nýggjum diamantmodelli, ið er fullkomiliga prøvdur í praksis, leiðir bókin lesarar gjøgnum ein integreraða metodologi fyri mentanarvurdering og planlegging.</p> <p>Hon inniheldur eitt nýtt kapittel um stjórnandi verið á mentanarligum broytingum á eina praktiska stigi, nýggjar deilistøður, longri umrøður um nýggjar mentanarformar, arkitekturhanning og kunskapskerfi, og nýggjar praktiskar stig fyri framleiðslu og broytingar.</p> <p>Vitjað <a href='www.cambridge.org/burton3'>www.cambridge.org/burton3</a> fyri ókeypis aðgongd til eina úrval av mentanarvurderingum, mentanarhanningum og framleiðslumodellum í Excel, eins og viðmerkingum, myndum og tabellum úr bókini.</p>},
biburl = {https://zeal.dk/publications/organization-design-step-by-step-3/},
biburl_fo = {https://zeal.fo/utgavur/organization-design-step-by-step-3/},
urltitle = {organization-design-step-by-step-3},
author = {Obel, Børge and Burton, Richard M and Håkonsson, Dorthe Døjbak}
}

@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.},
updated = {2015-09-14T22:33:57.000+0200},
biburl = {https://zeal.dk/publications/how-controls-influence-organizational-information-processing-insights-from-a-computational-modeling-investigation-2/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2015-09-14T22:35:50.000+0200},
biburl = {https://zeal.dk/publications/unpacking-dynamic-capabilities-a-decision-theoretic-approach/},
biburl_fo = {https://zeal.fo/utgavur/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. Mirić, 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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/coordinating-inter-organizational-learning-through-alliance-evolution/},
biburl_fo = {https://zeal.fo/utgavur/coordinating-inter-organizational-learning-through-alliance-evolution/},
urltitle = {coordinating-inter-organizational-learning-through-alliance-evolution},
author = {Mirić, Ana Aleksić 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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/justification-shift-and-uncertainty-why-are-low-probability-near-misses-underrated-against-organizational-routines/},
biburl_fo = {https://zeal.fo/utgavur/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. Mirić, R. M. Burton, and M. Petković, “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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/coordinating-inter-organizational-learning-throughout-alliance-evolution/},
biburl_fo = {https://zeal.fo/utgavur/coordinating-inter-organizational-learning-throughout-alliance-evolution/},
urltitle = {coordinating-inter-organizational-learning-throughout-alliance-evolution},
author = {Mirić, Ana Aleksić and Burton, Richard M and Petković, 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?},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/connecting-the-theory-and-empirics-of-capabilities-what-s-the-logic/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-future-of-organization-design-an-interpretative-synthesis-in-three-themes/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/sequencing-organizational-change-for-post-shock-adaptation-a-simulation-model/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/a-contingency-approach-to-designing-project-organizations-theory-and-tools/},
biburl_fo = {https://zeal.fo/utgavur/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

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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/specialization-and-diversification-of-venture-capital-funds-the-effect-of-vc-effort/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/designing-organizations-for-dynamic-fit-system-stability-maneuverability-and-opportunity-loss/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/how-potential-knowledge-spillovers-between-venture-capitalists-entrepreneurial-projects-affect-the-specialization-and-diversification-of-vc-funds-when-vc-effort-has-value/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/organizing-for-product-development-across-technological-environments-performance-trade-offs-and-priorities/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/a-methodology-to-select-an-enterprise-resource-planning-system-for-a-small-or-medium-sized-enterprise/},
biburl_fo = {https://zeal.fo/utgavur/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>},
updated = {2014-06-23T13:38:03.000+0200},
abstract_en = {<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>},
abstract_da = {<p>Organizational Design: A Step-by-Step Approach, 2006, af Burton, DeSanctis og Obel er nu tilgængelig på <a target="\_self" href="http://www.cambridge.org/catalogue/catalogue.asp?isbn=0521851769">Cambridge University Press</a>. Der er ingen version af OrgCon inkluderet i denne bog.</p> <p>I den volatile forretningsverden i dag er organisatorisk design en alvorlig udfordring for enhver leder, uanset om det er for en multinational virksomhed eller et lille team.</p> <p>Denne bog præsenterer en trinvis tilgang til at designe en organisation. Alle de vigtigste aspekter af organisatorisk design er dækket, inklusive mål, strategi, struktur, proces, mennesker, koordination og kontrol samt incitamenter. Teksten beskæftiger sig med kritiske problemstillinger, der påvirker organisationer, som globalisering, global konkurrence, deregulering og stadigt nye teknologier, og indeholder mange nyttige funktioner, såsom end-of-chapter reviews og unikke trin-for-trin-diagrammer, der orienterer læseren i designprocessen.</p> <p>Diagnosticerende spørgsmål hjælper læseren med at bestemme de nødvendige ændringer i en organisation.</p> <p>Denne teksts handlingsorienterede tilgang hjælper læseren med at vurdere og redesigne de komplekse organisationer i dag og planlægge for informationstunge organisationer i morgen.</p> <ul> <li>Gør det muligt for læseren at se organisatorisk design som en integreret del af en samlet forretningsstrategi, hvor høj ydeevne er et must</li> <li>Fokuserer på handlinger - ikke kun teori eller abstrakte ideer</li> <li>Trin-for-trin-tilgang giver læserne mulighed for at forstå og vurdere effektiviteten af designet i hele processen - ikke kun i slutningen</li> <li>Online adgang til OrgCon-relateret materiale, companion software af forfatterne. Et meget effektivt beslutningsstøtteværktøj, der hjælper læserne med at udforske strategiske og præstationsproblemer omkring organisatorisk design</li> </ul> <h2>Redaktionelle anmeldelser</h2> <p>Denne bog gør den komplekse opgave med at designe en organisation forståelig. Den dækker de vigtigste akademiske perspektiver godt, så enhver læser vil finde sin favorit tilgang dækket. Jeg nød især bogens fokus på anvendelse - trin-for-trin-tilgangen, diagnosticerende spørgsmål, der ledsager hvert emne, og en vægt på vigtigheden af at passe vigtige organisatoriske komponenter sammen.</p> <p><b>Charles C. Snow</b><br /> Formand, afdelingen for ledelse og organisation, Smeal College of Business, Penn State University </p> <p>"I Organizational Design: A Step-by-Step Approach har Burton, DeSanctis og Obel opnået en fin balance mellem teoretisk stringens og ledelsesmæssig klarhed. Informationsbehandlingsteorien, der ligger til grund for deres organisationsdesign-tilgang, er stringent og konsistent. Bogen fører en læser gennem en klart formuleret række trin til at vurdere strategiens og miljøets kontingensvariabler og til at konfigurere organisationens struktur, proces og mennesker og koordinering og kontrol til at passe til dens sammenhæng. Denne bog bidrager betydeligt til at fremme organisatorisk designproces fra en kunst til et håndværk. Det fungerer godt både som en monografi og en lærebog."</p> <p><b>Raymond E. Levitt, Ph.D.,</b><br /> Professor i Civil- og Miljøteknik, <br /> Direktør, Collaboratory for Research on Global Projects,<br /> Akademisk direktør, Advanced Project Management Program, SCPD </p> <p>"Denne bog tilbyder et omfattende syn på organisatorisk design, der dækker et bredt spektrum af aspekter. Det omfatter ikke kun strategi og struktur, men også opgave design, ledelse, organisationens klima og incitamenter. Arbejdet trækker bredt på koncepter fra forskning for at tilbyde en holistisk model. Det bruger den kontingente tilgang til at specificere, hvilke passende er nødvendige for høj ydeevne, og hvilke misfits der bør undgås.</p> <p><b>Lex Donaldson</b><br/> Professor i organisatorisk design, Australian Graduate School of Management (et fælles venture mellem Universiteterne i New South Wales og Sydney, Sydney, Australien).</p>},
abstract_kl = {<p>Organizational Design: A Step-by-Step Approach 2006 Burtonimik DeSanctisimillu Obelimik maanna Cambridge University Pressimi tikinneqarsinnaasuuvoq. atuakkami tamatumani soqanngitsoq OrgConimit nammineq oqaatilertaligaq ilanngunneqarpoq.</p> <p>sulinermut inuiaqatigiinnut amerlasuunut imaluunniit suleqatigiinnut mikisoq volatile forretningsverden tamanna ullumikkut ilusilersuinerit pisortamut sumulluunniit unammillerneq ilumoorsaartuuvoq aaqqittuutisinernut.</p> <p>atuagaq tamanna killiffilersukkamik +? suleriaatsimik ilisarititsivoq. ilusilersuinermit aaqqittuutisinermut isiginniffiit tamarmik +? ulik sumiorpaluut iliuusissatut pilersaarullu iluseq suliaq inuit suleqatigiitsitsineq nakkutilliineq kiisalu kajujuummissutit. allaaserisap oqaasertai isorniartunik problemstillingi-veq kattuffinnik nunarsuarmut siaruarnertut nunarsuaq tamakkerlugu ajugaaniunnertullu deregulering teknologiitut suli nutaatut sunniisunik aamma atornernik iluaqutaasorpassuarnik +? asseqanngitsunik +? designproces atuartartumik nalunaarfiginnittunik +? imaqarlutik suliaraa.</p> <p>apeqqutit diagnosticere atuartartoq kattuffimmi allannguutit pisariallit aalajangerpaat ikiorpaat.</p> <p>atuartartup allaaserisap oqaasertaasa tamatuma handlingsorienteret suleriaasia kattuffinnik ullumikkut aqagu nalilersoraa pilersaarutigigaanni +? ikiuuppoq kattuffinnut informationstung katitikkanut.</p> <p></p> <p>atuartartumut ilusilersuinernik +? akuliutilaavittoq forretningsstrategi ataatsimoortillugit isiginnittoq suliaraa qanoq naammassisaqarsinnaaneq angisooq must</p> <p>handling - nakkutilerpoq +? imaluunniit tigussaanngitsut isumassarsiat</p> <p>+? paasivaa ilusilersuinermit suliami ilivitsumi - naggataani nammassisaqarsinnaaneq-veq nalilersorpaalu atuartartut periarfissiivoq</p> <p>internet aqqutigalugu atortussamut +? aqqutissaq companion atuakkiortunit qarasaasiami programmit najoqqutallu. beslutningsstøtteværktøj atuartartunik pilersaarusiornernut missaani ilusilersuinerit aaqqittuutisinernut præstationsproblem misissuivoq aamma ikiuisoq sunniuteqarluartorujussuaq</p> <p></p> <p>aqqissuisuneersoq nalunaarutiginninnerit</p> <p>atuakkap tamatuma katitigaq suliassaq ADV-paasissaasoq kattuffiliorpoq suliaraa. atuartartoq sunaluunniit piukkunnerusaminik suleriaatsimik nassaarniarluni matussutilerpaa taassuma ilisimatusarnernut perspektivi-veq +? matussutilerluarpai. atuakkap sualummik atuineq - +? isigisap qitia apeqqutaanik diagnosticere tamarmik sammisanik +? aaqqittuutisinernut komponenti-veq pingaarutilinnik paarinnipput pingaassutsimi oqimaalutaavimmillu aapparinnittunik iluaraakka.</p> <p>Charles C. Snow Formand pisortaqatigiinnut kattuffimmullu immikkoortortaqarfik Smeal College of Business Penn State University</p> <p> A Step-by-Step Approachip +? stringens teorimut aqutsinermut tunngasup nassuissutsillu akunneranni DeSanctis aamma Burton Obel kusanartumik naatsorsuutit +?. Informationsbehandlingsteorien +? inissisimasoq erseqqissumik tunngavilersugaallunilu konsistent. atuagaq kinguleriiaatigut +? formuleret alloriarfikkut iliuusissatut pilersaarutip avatangiisillu kontingensvariabel aamma kattuffiup atanerminik naleqqunnissamut ilusianik +? +? +? +? +? nalilersorlugit atuartartumik kinguneqarpoq. atuagaq +? aaqqittuutisinermut eqqumiitsuliornermit assassorluni sulinermut designproces siuarsaasoq taperserpaa. tamanna monografi ilinniutitullu angallatinik atorluarpoq.</p> <p>Raymond E. Levitt Ph.D. Civil- og Miljøteknikimi direktørimi Collaboratorymi professori nunarsuaq tamakkerlugu Projects paasisassarsiornermut ilisimatusarnermut direktøri Advanced Project Management Program +?</p> <p>« atuagaq tamanna ilusilersuineq aaqqittuutisinermut silittumik isiginniffinnit spektrum matussutiliisoq takorloornermik annertuumik neqeroorpoq. iliuusissatut +? ilutsimillu kisianni suliassanik aamma ilusilersuinernillu pisortaqatigiinnillu kattuffiup +? kajujuummissutinillu ilaginnippoq. suliaq ADV-silittoq ataatsimut isiginninnermut assilisassamik neqeroorniarluni ilisimatuutut misissuinermit najoqqutassianik kalitsivoq. taassuma kontingente amerliartornermik atuivoq +? sorliit naammassisaqarsinnaanermut angisuumut +? sorliit misfit +?.</p> <p>ilusilersuinermi aaqqittuutisinermut Australian Graduate School of Management ( New South Walesimi Sydneymilu Sydney Australia) venture akunneranni universitetit Lex Donaldson Professor.</p>},
abstract_is = {<p>Teymi í stofnunarhönnun: Ágrip af aðferðum, 2006, eftir Burton, DeSanctis og Obel er nú þegar aðgengileg á <a target="\_self" href="http://www.cambridge.org/catalogue/catalogue.asp?isbn=0521851769">Cambridge University Press</a>. Engin útgáfa af OrgCon er innifalin í þessari bók.</p> <p>Í dag er stofnunarhönnun alvarleg áskorun fyrir hverja stjórnanda, hvort sem um fjölþjóða fyrirtæki eða lítinn hóp er að ræða.</p> <p>Þessi bók leiðbeinir í aðferðum til að hönnun stofnana sé eins skilvirk og mögulegt er. Hún fjallar um allar helstu atriði sem tengjast stofnunarhönnun, þar á meðal markmið, stefnu, skipulag, ferli, fólk, samstemmd og stjórnun og hvatir til að skoða stærstu áskorunum fyrirtækja eins og samkeppni á alþjóðlegum markaði, afregulering og nýjustu tækni.</p> <p>Diagnóstísk spurningar hjálpa lesandanum við að ákvarða hvaða breytingar þarf að gera í stofnun.</p> <p>Aðgerðarháttur bókarinnar hjálpar lesandanum við mat á flókinu stofnanum sem eru í dag og skipuleggur fyrir upplýsingaríka stofnanir á morgundeginum.</p> <ul> <li>Leyfir lesandanum að sjá stofnunarhönnun sem hluta af heildar viðskiptastratgeyminni þar sem hámarksframleiðsla er nauðsyn.</li> <li>Áhersla er lögð á aðgerðir - ekki bara kenningu eða hugmyndir.</li> <li>Aðferðin hjálpar lesandanum til að skilja og meta árangur hönnunar á öllum stigum ferlisins - ekki bara í lokin.</li> <li>Aðgangur að ólíkum viðfangsefnum OrgCon á netinu, fylgihlutverk þekkingarleiðsögnarhugbúnaðs af höfundum. Aðstoðartæki sem hjálpa lesendum að skoða markmið og árangur í kringum stofnunarhönnun.</li> </ul> <h2>Umsagnir</h2> <p>Þessi bók gerir flókinn verkefni eins og stofnunarhönnun skiljanlegri. Hún fjallar vel um helstu fræðilegu sjónarmiðin, svo að lesandinn finnur sínu uppáhaldið sjónarmiðum skylt. Ég naut sérstaklega áherslu bókarinnar á beitingu – aðferðin sem leiðbeinir í ferlinu, diagnóstískar spurningar sem fylgja hverju þemu og mikilvægi þess að setja lykilatriði stofnanna saman. </p> <p><b>Charles C. Snow</b><br/> Formaður deildar stjórnunar og skipulags, Smeal háskóli við Penn State háskóla</p> <p>„Í Teymi í stofnunarhönnun: Ágrip af aðferðum, Burton, DeSanctis og Obel hafa náð vel samsvörun milli hefðbundinnar styrkleika og stjórnunarfræðinnar. Hugbúnaðarferlið sem felst í hönnun stofnana er alhliða. Bókin leiðir lesandanum í gegnum skýr stig til að meta aðstæður stefnunnar og umhverfisins, til að stilla skipulagið, ferlið og fólkið sem hæfitast best í samhenginu. Þessi bók er mikilvægur þáttur í þróun stofnunarhönnunar frá list að verkfæri. Hún dugar vel bæði sem einstök rit og kennslubók. </p> <p><b>Raymond E. Levitt, Ph.D.</b><br/> Prófessor í borgar- og umhverfisverkfræði, <br/> stjórnandi, Collaboratory for Research on Global Projects,<br/> akademískur stjórnandi, Advanced Project Management Program, SCPD </p> <p>„Þetta býður upp á heildstæða sjónarhorn á stofnunarhönnun, sem nær yfir marga þætti. Það felur í sér ekki aðeins stefnu og skipulag heldur einnig verkefnahönnun, stjórnun, andrúmsloft stofnana og hvatir. Verkið byggir víða á hugtök úr rannsóknum til að bjóða upp á heildstæða mynd. Það notar afstæðishyggju nálgunina til að útskýra hvaða hæfitni eru nauðsynlegar fyrir hámarksframleiðslu og hvaða ósamræmi ætti að forðast.</p> <p><b>Lex Donaldson</b><br/> Prófessor í stofnunarhönnun, Australian Graduate School of Management (sameiginlegur samningur og háskólar í New South Wales og Sydney, Sydney, Ástralía).</p>},
abstract_fo = {<p>Organizational Design: A Step-by-Step Approach, 2006, by Burton, DeSanctis and Obel er nú tøk at fáa á <a target="\_self" href="http://www.cambridge.org/catalogue/catalogue.asp?isbn=0521851769">Cambridge University Press</a>. Í hesum bókini er ikki versión av OrgCon.</p> <p>Í dagars óstøðuga virksemi í vinnulívinum er skipanarhøvuðsáskoðanin ein alvorlig áskoðan fyri hvørjum stjóra, hvusammálað av stórum ikki-landsumfartarliga undirvísingum ella eitt lítið liði.</p> <p>Hesin bók setur fram ein steig-fyri-steig nálgan til at skipa ein stovn. Allir lykilaspektir skipanarhøvuðsáskoðanar eru umfatnir, t.d. málin, áseting, gerð, ferð, fólk, samrøðu og stjórn og stimulansir. Tekstin røkir megnaðarliga við viðgerandi evnum, sum globalisering, heimsinsbreiða samkeppni, avregulering og altíð-nýggjar teknologir og inniheldur nógv gagnligum treytum, sum enda-av-kapitul viðgerðum og einstakar steig-fyri-steig kartar til at orientera lesarin í stovnaðarferlinum.</p> <p>Sjúkspyrjandi spurningar hjálpa lesaranum til at fastgera broytingarnar, ið eru neyðugar í einum stovni.</p> <p>Handalagsáskoðanarligi nálganin í hesum tekstinum hjálpir lesaranum at metta og endurskipa tey kompleksu stovnarnar, ið vit hava í dag, og planleggja fyri tey upplýsingaríku stovnar av morguni.</p> <ul> <li>Leyvir lesaranum at síggja skipanarhøvuðsáskoðan sum ein óavtøkan part av einum almennum virksemiásetan, har høgt virksemi er ein neyðugstaður</li> <li>Fokusar á handlingar - ikki bert týðing ella ógreiniligar ímyndir</li> <li>Steig-fyri-steig nálganin lata lesarunum fyristå og meta virksemi á stovnanum gjøgnum stovnaðarferlið - ikki bert á endanum</li> <li>Online ágangur til OrgCon relateraðum materi, felagið teldu software av hövundum. Ein sera virkis ákvøðslu-støðugleikur tól, sum hjálpir lesarunum at upplýsa strategisk og virksemi evnum um skipanarhøvuðsáskoðan</li> </ul> <h2>Editorial Reviews</h2> <p>Hesin bók ger tað kompleksa arbeiðið við at skipa ein stovn skiljanligt. Hon umfatnir helstu akademiskar sjónarmiðini væl, so allir lesarar finna sína yndisliga ásetanum umfataða. Eg eydnaðist serliga væl á fokusinum á keypis og ferðslutíði - steig-fyri-steig nálganina, sjúkspyrjandi spurningar, ið fylgja hvørjum evni, og ein áhersla á týdninginum av at passa nøkrum stovnaðar partum saman.</p> <p><b>Charles C. Snow</b><br /> Stólur, Deildin fyri Stýring og Skipan, Smeal College of Business, Penn State University </p> <p>Í Organizational Design: A Step-by-Step Approach, Burton, DeSanctis og Obel hava sligið ein góðan balansu millum teoretiskum álitum og stjórnandi greiðni. Tíðarhølisins telduprosessan, sum liggur til grund fyri teirra stovnarhøvuðsáskoðan, er niðurgreidd og samstøðug. Bókin latar lesaranum ígjøgnum ein greitt framsett serkend av steplum at meta ymiskar umstøður, sum halda seg til ásetan og umhvørvi, og at skapa stovnina sinna gerð, ferð, fólk og samrøðu og stjórn og stimulansir til tess, at hon passar við umhvørvið. Hetta er eitt sera vigtigt bidrag til at víðka stovnarhøvuðsáskoðan frá eini list til einum handverki. Hon virkar væl sum bæði ein monografi og lærebók.</p> <p><b>Raymond E. Levitt, Ph.D.</b><br /> Professor í Byggivirki og Umhvørvi, <br /> Stjórnari, Collaboratory fyri Rannsóknir á Global Projekter, <br /> Akademiskur Leikstjóri, Avanceret Project Management Program, SCPD </p> <p>Hetta bjóðar ein umfatandi útsýni yvir skipanarhøvuðsáskoðan, sum umfatar eina breiðan teldu av aspektum. Hon umfatar ikki bara ásetan og gerð, men eisini verkætlanar gerð, leiðslu, stovnaðar mentan og stimulansir. Arbeiðið tekur víða niður á hugtøkum frá rannsóknaroyðum til at bjóða eitt heildstøðugt model. Hon brúkar tøkni við til at kartleggja, hvat passar til at fáa høg virksemi, og hvat misfits skulu vera undrkeypt.</p> <p><b>Lex Donaldson</b><br/> Professor í Skipanarhøvuðsáskoðan, Australian Graduate School of Management (ein felagsskapur millum Universitetur í New South Wales og Sydney, Sydney, Australia.. </p>},
biburl = {https://zeal.dk/publications/organizational-design-a-step-by-step-approach/},
biburl_fo = {https://zeal.fo/utgavur/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

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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/how-firms-boundaries-and-focus-differ-as-agency-hazards-and-capability-extendability-vary-integrating-organizational-economics-and-organizational-capabilities/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/how-knowledge-spillovers-between-venture-capitalists-and-entrepreneurs-affect-the-specialization-and-diversification-of-venture-capital-funds-and-why-it-matters/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/relatedness-and-the-efficient-organization-of-internal-capital-market/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/how-firms-capital-budgeting-methods-differ-as-knightian-uncertainty-and-controversy-vary-bower-and-brealey-myers-are-both-right-sometimes/},
biburl_fo = {https://zeal.fo/utgavur/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>},
updated = {2015-01-11T16:13:46.000+0100},
abstract_en = {<p><b>Purpose</b></p><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> <p><b>Design/methodology/approach</b></p><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> <p><b>Findings</b></p><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> <p><b>Research limitations/implications</b></p><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> <p><b>Practical implications</b></p><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> <p><b>Originality/value</b></p><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>},
abstract_da = {<p><b>Formål</b></p><ul><li>Formålet med denne artikel er at undersøge, hvordan uoverensstemmelser mellem den organisatoriske klima (målt som informationsbehandlingskrav) og ledelsesstile (målt som informationsbehandlingskapacitet) kan føre til negative konsekvenser for ydeevnen.</li></ul> <p><b>Design/metode/tilgang</b></p><ul><li>Den empiriske del af artiklen er baseret på spørgeskemadata. Nøgleinformanten er CEO'en og dermed er der fokus på CEO'ens opfattelse af klima og ledelsesstil. Data er underlagt regressionsanalyse.</li></ul> <p><b>Resultater</b></p><ul><li>Resultaterne indikerer, at uoverensstemmelser mellem klima og ledelsesstil er problematiske for organisatorisk præstation. Dette bakkes op af de empiriske resultater, der viser delvis støtte til tre ud af fire hypoteser og fuld støtte til den fjerde hypotese.</li></ul> <p><b>Forskningsbegrænsninger/konsekvenser</b></p><ul><li>Data dækker oplysninger om danske små- og mellemstore virksomheder. Disse tværsnitsdata kan ikke undersøge effekten af uoverensstemmelser over tid.</li></ul> <p><b>Praktiske implikationer</b></p><ul><li>Da resultaterne viser, at uoverensstemmelser mellem klima og ledelsesstil er problematiske for den organisatoriske ydeevne, betyder dette, at i tilfælde af uoverensstemmelser skal enten klimaet eller ledelsesstilen ændres.</li></ul> <p><b>Originalitet/værdi</b></p><ul><li>Den største bidrag af artiklen er, at rammen tillader en tydelig forståelse af, hvilke ledelsesmæssige handlinger der er nødvendige for at håndtere bestemte typer af klima. Yderligere muliggør rammen en forståelse af, hvordan uoverensstemmelser kan resultere i dårlig præstation.</li></ul>},
abstract_kl = {<p>FormålFormålet aviisimut ilanngutassiaq +? tassaavoq misissuineq qanoq silap ( informationsbehandlingskrav) +? aaqqittuutisinermut akunneranni aaqqiagiinnginneri +? ( informationsbehandlingskapacitet) +? pitsaanngitsunik naammassisaqarsinnaanermut kingunernik kinguneqarsinnaasut.</p> <p>Design/metode/tilgangDen empirisk aviisimut ilanngutassiap ilaa spørgeskemadata tunngaveqartinneqarpoq. nøgleinformant CEO taamalu CEO silamit +? paasinninneranik isigisap qiteqarluni. nalunaarsuutilertippoq regressionsanalyse.</p> <p>ResultaterResultaterne paasinarsitippaa silap +? akunneranni aaqqiagiinnginneri suliamut aaqqittuutisinermut akunnakusoortulik. manna inernernit empirisk allanngorneq ajortut pingasunut isumaannaagallartunit sisamanit sisamaataat isumaannaagallartut tapersiinerminngarnillu ulikkaartoq takutitsisunit +? +?.</p> <p>forskningsbegrænsning / konsekvenserData suliffeqarfiit qallunaat mikisut anngajaallu pillugit paasissutissanik matussutiliipput. tværsnitsdata ukua aaqqiagiinnginnernit sunniut piffissaq misissorsinnaanngilaat.</p> <p>akuliunnerit suliarisariallit inernerit takutippaat silap +? akunneranni aaqqiagiinnginneri naammassisaqarsinnaanermut aaqqittuutisinermut akunnakusoortulik manna isumaqarpoq aaqqiagiinnginnernit pisimasumi +? sila imaluunniit ledelsesstil +?.</p> <p>immikkut +? / værdiD tapersiilluni tunissutit aviisimut ilanngutassiamit +? tassaapput sinip akuersinera ersarittumik sorliit aqutsinermut tunngasut handling aalajangikkanik silamit suussutsinik +? pisariaqartut paaseqatigiinnermik. saniatigut sini periarfissiivoq qanoq aaqqiagiinnginnerit ajortumik suliamik kinguneqarsinnaasut paaseqatigiinnermik.</p>},
abstract_is = {<p><b>Tilgangur</b></p><ul><li>Tilgangur þessa pappírs er að rannsaka hvernig mismótar milli skipulagsklímans (mælt sem eftirspurn eftir upplýsingum) og stíls stjórnunar (mælt sem geta til að meðhöndla upplýsingar) geta leitt til neikvæðra afleiðinga á afköstum.</li></ul> <p><b>Hönnun/aðferðir/tilraun</b></p><ul><li>Þátturinn sem byggir á rannsóknarupplýsingum í pappírinu er byggður á skriftlegum könnunarupplýsingum. Lykilupplýsandi er CEO og því er fókus á skynjun stjórnanda á skipulagsklímanum og stílnum á stjórnun. Gagna aðferðin er undin með hjálp löggjöfargreiningar.</li></ul> <p><b>Niðurstöður</b></p><ul><li>Niðurstöðurnar benda til þess að mismótar milli skipulagsklímanns og stjórnunarstíls séu vandamál fyrir afköst skipulagsins. Þetta er styrkt af rannsóknarupplýsingum sem sýna hlutstæðan stuðning fyrir þrjár af fjórum tilgátum og fullan stuðning fyrir fjórðu tilgátuna.</li></ul> <p><b>Takmarkanir rannsókna/áhrif</b></p><ul><li>Gögnin fjalla um dönsku fyrirtæki af litlum og meðallöngum stærðum. Þessi krosshlutfallsupplýsingar geta ekki rannsakað áhrif mismótar yfir tíma.</li></ul> <p><b>Hagnýt ályktanir</b></p><ul><li>Vegna þess að niðurstöðurnar sýna að mismótar milli skipulagsklímanns og stjórnunarstíls eru vandamál í stjórnunar afköstum skipulagsins, þá leiðir þetta í ljós að í tilfelli ósamræmis þarf að breyta annaðhvort skipulagsklímanum eða stjórnunarráðum.</li></ul> <p><b>Upprunaleiki virðis</b></p><ul><li>Aðal ávinningur pappírsins er sá að kerfið leyfir skýra skilning á því hvaða stjórnunarráðum þarf til að stjórna ákveðnum gerðum skipulagsklímu. Þar að auki leyfir kerfið skilning á því hvernig mismótar geta leitt til slakrar afköstum.</li></ul>},
abstract_fo = {<p><b>Meginmarksemi</b></p><ul><li>Meginmarksemi hesa greinina er at granska, hvussu ósamrøður millum organisatoriskt klima (uppmælt sum eftirspurning fyri upplýsingum) og leiðslu stíl (uppmælt sum færni at arbeiða við upplýsingum) kunnu leiða til nevndarliga avleiðingar fyri virksemi.</li></ul> <p><b>Tilfar/metodologi/takk</b></p><ul><li>Empiriski parturin av greinini byggir á spurningalista data. Helst áhugaverð er uppfatningurin hjá CEO um klima og leiðslu stílin. Data eru undirbjóðinður regresjonsgransking.</li></ul> <p><b>Findings</b></p><ul><li>Resultøt vísir, at ósamrøður millum klima og leiðslu stílin eru trupulleikar fyri virksemi. Tær empirisku fyndirnar stuðla hetta, tí tær vísa støðug á tvey og broytingargóðkenning á einum fjórða góðkenningini.</li></ul> <p><b>Takmarkanir/viðgerðir fyri forsking</b></p><ul><li>Data umfata upplýsingar um smá- og miðilstórar føroyskar virksemi. Hetta eru tverrskurðsdata, og tær kunnu ikki rannsaka avleiðingarnar av ósamrøðum yvir tíðina.</li></ul> <p><b>Hvat á at gera</b></p><ul><li>Tú skal broyta ella klimað ella leiðslu stílin, tá ið ósamrøður eru millum klima og leiðslu stilin, tí fyndirnar vísa, at nevndarliga ósamrøður eru trupulleikar fyri virksemið.</li></ul> <p><b>Uppruni/verdi</b></p><ul><li>Høvuðs Bidragið hjá greinini er, at ramman leyvir einum greiðum skilning á, hvørjar stjórnandi aðgerðir eru neyðugar fyri at stýra serstakliga gerðum av klima. Eisini ger rammurin tað møguligt at skilja, hvussu ósamrøður kunnu leiða til ringum virksemi.</li></ul>},
biburl = {https://zeal.dk/publications/how-failure-to-align-climate-and-leadership-style-affects-performance/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-organizational-process-of-capital-budgeting-under-knightian-uncertainties/},
biburl_fo = {https://zeal.fo/utgavur/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>},
updated = {2014-06-20T12:48:23.000+0200},
abstract_en = {<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: <br> 1) implications for theory, and <br> 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>},
abstract_da = {<h2>Beskrivelse</h2> <p>Designet af organisationer har været en vedvarende bekymring i ledelsesteori og praksis i de seneste årtier. I denne periode har der været lidt ændring i den fundamentale teori, principper og begreber af Organisation Design (OD). For nylig har organisatorisk liv ændret sig dramatisk med fremkomsten af: nye kommunikationssystemer, tilpasningsmekanismer, informationsteknologi, videnstyringssystemer, innovationsprocesser og mere. Denne bog undersøger systematisk disse udviklinger og deres indvirkning på OD med bidrag fra førende forskere på området. </p> <p>De individuelle kapitler er organiseret i fem sektioner: </p> <ol> <li> Placering af Contingency Theory, </li> <li> Fokus på de individer, der udgør organisationen, </li> <li> Innovationsprocesser og organisation design, </li> <li> Tilpasning og teknologi, og </li> <li> Design for performance. </li> </ol> <p>Hvert kapitel undersøger aspekter af bogens tredobbelte tema: </p> <ol> <li> Kerneemner i organisation design, </li> <li> Fremvoksende perspektiver i OD og </li> <li> Nye udviklinger og retninger i organisatorisk design. </li> </ol> <p>En særlig funktion af hvert kapitel er: <br> 1) Implikationer for teori, og <br> 2) Implikationer for praksis. </p> <p>DESIGNING ORGANIZATIONS: 21st Century Approaches er en benchmark udgivelse inden for organisation design. Ved at fokusere på de seneste udviklinger i organisation design vil denne bog hjælpe med at skabe mere tankevækkende forskning og stærkere empiriske analyser på dette vigtige område af ledelse og organisation. </p>},
abstract_kl = {<p>allaatiginninneq Designet kattuffinnit ukiut qulikkuutaani kingusinnerpaani ledelsesteori piviusumilu +? ataavartoq. teorimi tunngaviusunilu Organisationimit Designimit ( +?) begrebini pingaarluinnartumi allannguut piffissami +? immannguaq. ungasinngitsukkut aaqqittuutisinermut inuuneq +? takkunnermik allanngornikuuvoq: kommunikationssystem nutaat tilpasningsmekanisme qarasaasiarsorneq videnstyringssystem innovationsproces aamma annikinngitsoq. atuakkap tamatuma ineriartornerit tamakkua +? tapersiilluni tunissummi ilisimatusartunit sallersaasunit piffilimmi +? ADV-ataqatigiissilluguX aaqqittuutisinermut misissorpai.</p> <p>inuit ataasiakkaat pissuserisaannut piffissap immikkoortui tallimani immikkoortortani aaqqissuunneqarput: Contingency Theorymik Fokusimik inuk ataatsini tamakkua takutitsinermut aaqqittuutisisimaneq designiusut inissiineq innovationsproces aaqqittuutisisimanerit ilusilersuineruvoq naleqqussaaneruvoq teknologiiuvoq.</p> <p>tamarmik immikkoortut atuakkap sammisaanit pingasoriaat isiginniffiit misissorpaat: kattuffinni ilusilersuinerni +? aamma Kerneemne fremvoksende perspektivi-veq ilusilersuinermi aaqqittuutisinermut ineriartornerit nutaat aamma sammiviit.</p> <p>immikkut piffissap immikkoortuinit tamarmik atorneruvoq: 1) teorimut akuliunnerit aamma 2) nakorsaaffimmut akuliunnerit.</p> <p>Designing Organizations: Century +? 21st kattuffiit ilusilersuinerit iluani benchmark saqqummiussinerupput. kattuffinni ilusilersuinerni ineriartornerit kingusinnerpaat nakkutilerpai atuagaq tamanna eqqarsaallannartorujussuarmik ilisimatuutut misissuinermik +? empirisk piffimmi tamatumani pingaarutilimmi pisortaqatigiinnik kattuffimmillu misissuinernillu pilertitsisoq iluaqutaaniarpoq.</p>},
abstract_is = {<p> Löngum hefur verið viðskiptakennd vandamál að hanna fyrirtæki í stjórnunarfræði og þjálfun í gegnum síðustu áratugi. Á þessum tíma hefur breyting verið lítil á grundvallarstefnu, aðalöflun og hugtökum Fyrirtækjahönnunar (OD). Nýlega hefur líf fyrirtækja breyst gríðarlega með nýjum samskiptakerfum, aðlögunartækjum, upplýsingatækni, þekkingarstjórnunarkerfum, nýsköpunarferlum og fleira. Þessi bók skoðar kerfisbundið þessar þróunir og áhrif þeirra á OD með frumkvæðum frá leiðandi vísindamönnum á sviðinu. </p> <p> Einstöku kaflarnir eru flokkaðir í fimm hluta: </p> <ol> <li> Að setja Contingency Theory á réttan stað, </li> <li> Áhersla á einstaklinga sem mynda fyrirtækið, </li> <li> Nýsköpunarferlar og hannað fyrir fyrirtæki, </li> <li> Aðlögun og tækni, og </li> <li> Hönnun fyrir frammistöðu. </li> </ol> <p> Hver kaflinn skoðar þætti þriggja þema bókarinnar: </p> <ol> <li> Grunnatriði í hönnun fyrirtækja, </li> <li> Nýjir sjónarhorn í OD, og </li> <li> Nýjar þróun og stefnur í hönnun fyrirtækja. </li> </ol> <p>Sérstakt einkenni hvers kafla er: <br> 1) Ályktanir fyrir kenningu, og <br> 2) Ályktanir fyrir framkvæmd. </p> <p> HÖNNUN FYRIRTÆKI: 21. aldar aðferðir er merkileg útgáfa á sviði hönnunar fyrirtækja. Með því að leggja áherslu á nýlegar þróunir í hönnun fyrirtækja, mun þessi bók hjálpa til við að skapa meira hugsaðar rannsóknir og sterkari gagnrýna greiningu á þessu mikilvæga sviði stjórnunar og skipulags. </p>},
abstract_fo = {<p>Stuðulin av skipanum í tólfrøði og praksis hevur verið eitt støðugt evni í tíðarskeiðnum undir stjórnunarfrøði og praksis. Yvir hesi tíð hevur onki broytt seg í grundleggjandi tólfrøði, grundreglum og hugtøkum í Tólfrøði skipanar (OD). Nýggj kommunikatiónsskipanir, tilpassingsmáttir, upplýsingatøkni, kennismensk skipanir, nýggjar ítøkuprossar og meira hava nýggjað organisatoriskt lív. Bókin granskar hesar útvíklingar og tær ávirka, ið tey hava á OD, við tilfari frá leiðandi vísindafólkum innan økið.</p> <p>Ítøkur kapitlarnir eru skipaðir í fimm avsnitt:</p> <ol><li> Plátsskipanin í Contingency, </li> <li> Fokus á einstaklingunum, ið skipaðu organisatiónina, </li> <li>Ítøkuprosessir og skipan fyri organisatión, </li> <li>Tilpassing og tøknologi, og </li> <li> Skipan fyri frammistøðu. </li></ol> <p>Hvør ítøka kapitul granskar eitt aspekt av triðingstemat í bókini:</p> <ol><li>Grunnreglur í skipan, </li><li> Vaksendi sjónarmið í OD, og </li><li> Nýggjar útvíklingar og leiðir í organisatoriskum skipan. </li></ol> <p>Eitt særmerkt trekkur av hvørjum kapitli er:</p><br><ol><li>Ávirkan á tólfrøði, og</li><li>Ávirkan á praksis.</li></ol> <p>SKAPANDI TIL SKIPANIR: 21. øldarinnar tilgongur er eitt miðnámsskrift í økinum hjá skipan. Við at fokusera á nýggjum útvíklingum í skipan, hjálpir hesin bók til at skapa meira ítøkiligar rannsóknir og sterkari tølfrøðilig panel í hesum týðandi økinum undir stjórnunarfrøði og skipan. </p>},
biburl = {https://zeal.dk/publications/designing-organizations-21st-century-approaches/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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.},
updated = {2014-06-20T12:48:23.000+0200},
abstract_en = {<p>This chapter discusses the notions of <em>affective events</em> and employee <em>emotions</em>, and integrates these concepts into previous work on psychological climate, as represented in the multicontingency model (Burton et al., 2006; Burton and Obel, 2004).</p> <p>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.</p> <p>In the first part of the chapter, we define the concept of <em>psychological climate</em> and its apparent lack of association with employee behavior.</p> <p>Building on recent research findings on the role of emotions in organizational behavior, we propose psychological climate as affective events, which influence employee emotions.</p> <p>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.</p> <p>The final part of the paper provides a first step towards integrating emotions, through their relationship with psychological climate, into the multicontingency model.</p> <p>Here, we discuss the concept of <em>rational emotionality</em>, which captures how emotions influence peoples' abilities to make rational decisions.</p>},
abstract_da = {<p>Dette kapitel diskuterer begreberne af <em>affektive begivenheder</em> og medarbejderes <em>emotioner</em> og integrerer disse begreber i tidligere arbejde om psykologisk klima, som repræsenteret i multikontingensmodellen (Burton et al., 2006; Burton and Obel, 2004).</p> <p>Derudover diskuterer dette kapitel virkningen af organisatoriske følelser på organisatorisk informationsbehandling og beslutningstagning, hvilket hjælper med at forklare rollen af organisatorisk klima i multikontingensmodellen.</p> <p>I første del af kapitlet definerer vi begrebet <em>psykologisk klima</em> og dets tilsyneladende mangel på sammenhæng med medarbejderadfærd.</p> <p>Byggende på nyere forskningsresultater om rollen af følelser i organisatorisk adfærd, foreslår vi psykologisk klima som affektive begivenheder, som påvirker medarbejderes følelser.</p> <p>Emotioner repræsenterer i deres tur en betinget sindstilstand, som påvirker medarbejderens informationsbehandling og efterfølgende adfærd. Således er psykologisk klima, konceptualiseret som affektive begivenheder, et vigtigt begreb inden for multikontingensmodellen af organisatorisk design.</p> <p>Den sidste del af papiret giver et første skridt hen imod at integrere følelser gennem deres forhold til psykologisk klima i multikontingensmodellen.</p> <p>Her diskuterer vi begrebet <em>rationel emotionalitet</em>, som fanger, hvordan følelser påvirker menneskers evne til at træffe rationelle beslutninger.</p>},
abstract_kl = {<p>immikkoortup tamatuma pisimasunit affektiv sulisut killinneqarnerininngaanniillu begrebit oqallisigai aamma begrebit tamakkua siusinnerusumi sila psykologiimut pillugu suliami multikontingensmodel ( Burton et +? 2006 takutippaa peqataalertillugit; Burton and Obel 2004).</p> <p>aamma immikkoortup tamatuma misigissutsinit aaqqittuutisinernut informationsbehandling aaqqittuutisinermut aalajangernermilu sunniut oqallisigaa sorliup silamit aaqqittuutisinermut multikontingensmodel isiginnaagassiami inuttaligassaq nassuiaateqarfigigaanni iluaqutaavoq.</p> <p>immikkoortoq siulleq piffissap immikkoortuani begrebi psykologiimut sila medarbejderadfærd ataneq +? nassuiaatilerpavut.</p> <p>misigissutsinit isiginnaagassiami inuttaligassamut pillugu qanoq iliornermi aaqqittuutisinermut ilisimatusarnermi paasisanik nutaanik isumalluutiginnippoq pisimasutut affektiv sulisut misigissusiinik sunniisutut psykologiimut silamik siunnersuutigaagut.</p> <p>killinneqarnerit angalaarnerminni sindstilstand pissuteqartumik sulisup informationsbehandling tulliusumik qanoq +? sunniisumik takutitsipput. ima psykologiimut sila +? begrebi pingaarutilik ilusilersuinernit aaqqittuutisinernut multikontingensmodel iluani pisimasutut affektiv ippoq.</p> <p>kingulleq pappialap ilaasa allorneq siulleq hen akerlianik misigissutsinik silamut psykologiimut pissutsimikkut multikontingensmodel peqataalertitsisoq pillerpoq.</p> <p>maani oqallisigaarput begrebi akunnaatsuliaq emotionalitet pisaqartoq qanoq misigissutsit inuit akunnaatsulianik aalajangiussanik naapitsinissamut piginnaasaat sunneraat.</p>},
abstract_is = {<p>Þessi kafla fjallar um hugtökin <em>affective events</em> og tilfinningar starfsmanna og sameinar þessi hugtök í fyrri vinnu um sálrænt loftslag eins og það er lýst í margstöðvakenningarstefnunni (Burton et al., 2006; Burton og Obel, 2004).</p> <p>Í viðbót við það fjallar þessi kafla um áhrif tilfinninga skipulags á aðgreiningu upplýsinga í skipulagið og ákvörðunartöku, sem hjálpar til að útskýra hlutverk sálræns loftlags í margstöðvakenningarstefnunni.</p> <p>Í fyrsta hluta kaflans skilgreinum við hugtakið <em>sálrænt loftslag</em> og það er ekki augljóst tengsl þess við hegðun starfsmanna.</p> <p>Byggjandi á nýlegum rannsóknum á hlutverki tilfinninga í stjórnunarháttum, stingum við upp sálrænt loftslag sem affective events, sem hafa áhrif á tilfinningar starfsmanna. </p> <p>Tilfinningar tákna aftur á móti skilyrðisbundið sálfræðilegt ástand sem hefur áhrif á aðgreiningu upplýsinga starfsmanna og þar af leiðandi hegðun þeirra. Þannig er sálrænt loftslag, hugsað sem affective events, mikilvægt hugtak í margstöðvakenningarstefnu skipulags.</p> <p>Síðasti hluti greinarinnar veitir fyrsta skrefið í samruna tilfinninga, þar sem þeir tengjast sálrænu loftslagi, í margstöðvakenningarstefnunni.</p> <p>Hér fjöllum við um hugtakið<em> rökrétt tilfinningaleiki</em> sem varðar hvernig tilfinningar hafa áhrif á getu fólks til að taka rökréttar ákvarðanir.</p>},
abstract_fo = {<p>Hetta kapitul diskuterar hugtøkini <em>kensluelvandi hendingar</em> og <em>tilfinningar</em> hjá starvsfólkum, og hevur í huga tey hugtøkini í seinna arbeiðinum um sálfrøðiliga klímat, sum verður víst í fleirtraða modellinum (Burton et al., 2006; Burton and Obel, 2004).</p> <p>Viðvíkjandi verður eisini ávirkanin av tilfinningum í fyritøkunum á vinnuligan uppskotstørv og ákvaltaðarferðir, sum hjálpa til at útgreina roluna hjá fyritøkuklimati í fleirtraða modellinum.</p> <p>Í fyrsta partinum av kapitulinum, skilgreina vit hugtøkini <em>sálfrøðiligt klíma</em> og tað óskiljingliga vantaða sambandið millum tað og starvsfólkabirting.</p> <p>Við byrjan á nýggjari avgerðarskapandi rannsóknir um ávirkan av tilfinningum í fyritøkum, leggja vit fram sálfrøðiligt klíma sum kensluelvandi hendingar, sum hava ávirkan á tilfinningar hjá starvsfólkum.</p> <p>Tilfinningar, afturat, vísa á eitt skilydandi sinnistilstand, sum hevur ávirkan á uppskotstørv og konsentratión hjá starvsfólkum. Soleiðis er sálfrøðiligt klíma, sum hugtikið sum kensluelvandi hendingar, ein viktig hugtakur í fleirtraða modellinum, tá ið tað kemur til fyritøkuforma.</p> <p>Síðsta parturin av greinini gevur eitt fyrsta stig í at heinta tilfinningarina, gjøgnum sambandið við sálfrøðiligt klíma, inn í fleirtraða modellin.</p> <p>Her, diskuterar vit hugtøkini <em>raðvís tilfinningur</em>, sum fangar, hvussu tilfinningar hava ávirkan á førmørk starvsfólk at taka raðvís uppskot.</p>},
biburl = {https://zeal.dk/publications/rational-emotionality-integrating-emotions-into-psychological-climate/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/does-the-dynamics-of-fast-change-call-for-new-organizational-form/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/culture-and-demography-in-organizations-j-richard-harrison-and-glenn-r-carroll/},
biburl_fo = {https://zeal.fo/utgavur/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

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>},
updated = {2014-09-09T14:25:30.000+0200},
biburl = {https://zeal.dk/publications/designing-a-new-organization-at-nasa-an-organization-design-process-using-simulation/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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.},
updated = {2014-06-20T12:48:23.000+0200},
abstract_en = {<p>What is a good measure for an <em>action-oriented leadership style</em> to employ in the <em>Multi-contingency Model</em>? We develop leadership dimensions of <em>delegation</em> and <em>uncertainty avoidance</em> using factor analysis and test its implications, here on strategic implementation.</p> <p>An <em>explore-exploit view of strategy</em> 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.</p> <p>For researchers, an <em>action-oriented leadership approach</em> 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.</p>},
abstract_da = {<p>Hvad er en god målestok for en <em>aktion-orienteret ledelsesstil</em> at anvende i <em>Multi-contingency-modellen</em>? Vi udvikler ledelsesdimensioner af <em>delegering</em> og <em>usikkerhedsundgåelse</em> ved hjælp af faktoranalyse og tester dens implikationer, her på strategisk implementering.</p> <p>En <em>udforsk-udnyt synsvinkel af strategi</em> bekræftes også ved hjælp af faktoranalyse. Ved hjælp af disse komplementære målinger tester vi fire misfit hypoteser. Af de fire understøtter dataene fra mellemstore danske virksomheder to hypoteser: en strategi med lav udforskning er en misfit med en ledelsesstil med høj delegation; en strategi med lav udnyttelse er en misfit med en ledelsesstil med høj usikkerhedsundgåelse.</p> <p>For forskere er en <em>action-orienteret ledelsesstil</em> uundværlig for multi-contingency-teorien og beriger vores teori om organisatorisk design markant. For administrerende direktører gøres ledelse operationel og action-orienteret for at løse problemer og løse misfit-tilstande for god præstation.</p>},
abstract_kl = {<p>suua pitsaasoq uuttortaat +? ledelsesstil Multicontingencymodel atorpaa? delegering +? ledelsesdimension faktoranalyse ikiorsiullugu ineriartortitsivugut aamma akuliunnini maani atortussanngortitsinermi pilersaarusiornermut misilittarlugit.</p> <p>+? iliuusissatut pilersaarummit isiginninneq aamma faktoranalyse ikiorsiullugu uppernarsarneqarpoq. uuttortaanerit komplementær tamakkua ikiorsiullugit sisamat misfit isumaannaagallartunik misilittarpugut. sisamat suliffeqarfinnit qallunaanit anngajaanit nalunaarsuutit isumaannaagallartut marluk najummisulerpaat: misissuineq atsittulimmik iliuusissatut pilersaarut misfit sinniisit angisuulimmik ledelsesstil; atuineq atsittulimmik iliuusissatut pilersaarut misfit usikkerhedsundgåelse angisuulimmik ledelsesstil.</p> <p>+? ledelsesstil ilisimatusartunut +? pinngitsoorneqarsinnaanngitsuuvoq ilusilersuineq aaqqittuutisinermut pillugu +? +? +?. pisortaanermut pisortaqatigiit suliakkerinermut tunngasoq aamma +? ajornartorsiutinik +? +? suliamut pitsaasumut +? +?.</p>},
abstract_is = {<p>Hvað er góð mæling fyrir <em>aðgerðafræðilegan stjórnunarstíl</em> til að nota í <em>Margföldunartilviksatriðum</em>? Við þróa stjórnunarmálsgreinar um <em>fulltrúa</em> og <em>óskaft</em> með þáttatöku og prófum áhrif þeirra, hér á áætlunarsmíði.</p> <p><em>Rannsóknar-og-notkunarviðhorf til stefnu</em> er líka staðfest með þáttatöku. Með þessum samþætta mælingum prófum við fjóra tilvik af ósamræmi. Af fjórum styðja gögn frá miðstærðum dönskum fyrirtækjum tvo tilgátur: stefna lítillar rannsóknar er ósamræmi með stjórnunarstíl mikils fulltrúa; stefna lítillar nýtingar er ósamræmi með stjórnunarstíl mikils óskafts.</p> <p>Fyrir rannsóknarmenn er <em>aðgerðafræðileg stjórnunaraðferð</em> óaðskiljanleg í margföldunartilvikakenningunni og ríkurlega ríkir okkar kenningu um skipulagssetningu stofnana. Fyrir forstjóra er stjórnun verkefnisstöðug og gerð aðgerðafræðileg til að leysa vandamál og leysa ósamræmið fyrir góðan framgang.</p>},
abstract_fo = {<p>Hvat er ein góð mátari fyri ein <em>áktagjandi leiðslustíl</em>, sum skal seta í verk í <em>Multi-contingency Modelinum</em>? Vit útvíkja leiðsluøkjuna av <em>delegation</em> og <em>óvissan minni</em> við nýtslu av faktoranalysu og testa teirra avleiðingar, her á taktiskari framleiðslu.</p> <p>Ein <em>explore-exploit sýn á taktikki</em> er eisini staðfest við nýtslu av faktoranalysu. Við hesum samfelags mátum testa vit fýra misfit grunngerðir. Av hesum fýra, stuðla data frá miðlum danska fyritøkum tvær grunngerðirnar: ein taktikkur við lágari upplýsingar er eitt misfit við eini leiðsluøkjuni av høgari delegation; ein taktikkur við lágari nýtslu er eitt misfit við eini leiðsluøkjuni av høgari óvissan minni.</p> <p>Fyri rannsakarar er ein <em>áktagjandi leiðslustíl</em> neyðugur í taktikkteorinum og fylgir væl við til víðkaða okkara teori um skipanarskipan. Fyri CEO-ir er leiðslan gjørd virknisfull og áktagjandi fyri at loysa trupulleikar og avmarka misfit-støðurnar fyri góða virksemi.</p>},
biburl = {https://zeal.dk/publications/action-leadership-multi-contingency-theory-and-fit/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/organization-design-the-evolving-state-of-the-art-information-and-organization-design-series/},
biburl_fo = {https://zeal.fo/utgavur/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

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).
},
updated = {2015-01-11T16:19:39.000+0100},
abstract_en = {<p>A firm's organizational climate—its degree of trust, morale, <em>conflict</em>, rewards equity, leader credibility, resistance to change, and <em>scapegoating</em>—helps determine its success.</p> <p>Similarly, 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.</p> <p>However, previous research has mainly examined the impact of climate and strategy separately and not in combination.</p> <p>In our study, we develop a measure of organizational climate consisting of <em>tension</em>, resistance to change, and conflict, and demonstrate that for some combinations of a firm's climate and strategy, there is a <em>negative impact</em> on return on assets (ROA).</p>},
abstract_da = {<p>En virksomheds organisationsklima - dens grad af tillid, moralsk, <em>konflikt</em>, belønningsretfærdighed, ledertroeværdighed, modstand mod forandring og <em>syndebukke</em> - hjælper med at bestemme dens succes.</p> <p>På samme måde har organisationsstrategien - virksomhedens engagement i kapitalinvesteringer, innovation, kvalitet og lignende - også vist sig at være en vigtig faktor for virksomhedens ydeevne.</p> <p>Imidlertid har tidligere forskning hovedsageligt undersøgt virkningen af klimaet og strategien hver for sig og ikke i kombination.</p> <p>I vores studie udvikler vi en måling af organisationsklimaet bestående af <em>spænding</em>, modstand mod forandring og konflikt og demonstrerer, at for nogle kombinationer af en virksomheds klima og strategi er der en <em>negativ indvirkning</em> på afkastet på aktiver (ROA).</p>},
abstract_kl = {<p>suliffeqarfiup organisationsklima - tatiginninnermit ileqqorissaartoq akerleriinnermi belønningsretfærdighed ledertypeværdighed allanngornermut pisuutitanullu - akerliuneq gradini iluatsitsilluarnini aalajangeraa iluaqutaavoq.</p> <p>periaaseq taanna pigaa organisationsstrategi - suliffeqarfiup kapitalinvestering nutaamik pilertitsineq pitsaassuseq peqataanera aamma assinga - aamma pissut pingaarutiliuvoq suliffeqarfiup naammassisaqarsinnaaneranut takkuppoq.</p> <p>taamaakkaluartoq siusinnerusup ilisimatuutut misissuinerup annerusumik silamit iliuusissatut pilersaarumminngaanniillu ataqatigiitsitsinermi sunniut hver TRM +? +? misissornikuuaa.</p> <p>misissuinitsinni organisationsklima pissanganermit atavoq uuttortaanermik ineriartortitsivugut allanngornermut akerleriinnermullu akerliunerup takutitsivoq suliffeqarfiup silaanit iliuusissatut pilersaarutaaninngaanniillu ataqatigiitsitsinernut arlaanut pitsaanngitsoq sunniunneq iluanaarutit pigisat nalillit ( +? aamma).</p>},
abstract_is = {<p>Fyrirtækjamenningarfarið hjá fyrirtæki - stig af trausti, andlegu ástandi, <em>ákveðnum erfiðleikum</em>, jöfnuði launa, trúverðugleika leiðtoganna, mótstöðu fyrir breytingum og <em>sóknarfælingu</em> - hjálpar til að ákvarða árangur þess.</p> <p>Svipað, stefna fyrirtækja - ábyrgð fyrirtækisins á fjárfestingum, nýjungum, gæðum og svipað - hefur líka verið talin mikilvæg ákvörðunartaka í árangri fyrirtækis.</p> <p>Til þessa hefur fyrri rannsóknir meira að segja fjallað um áhrif menningar og stefnu sér, ekki í samveru.</p> <p>Í rannsókn okkar þróum við mælikvarða fyrirtækjamenningar sem samanstendur af <em>spennu</em>, mótstöðu fyrir breytingum og átökum, og sýnum að fyrir sumar samsetningar af menningu og stefnu fyrirtækis er <em>neikvæð áhrif</em> á afkastagreiðslu á eignum (ROA).</p>},
abstract_fo = {<p>Eitt fyrirtøka sínar organisatoriska loftstein - stig av treysti, morali, <em>treytum</em>, rættvisu í útgjaldsstøði, trúverðugleika leiðara, viðgerð av broytingum, og <em>skygging</em> - hjálpir til at fastsláa hennara virksemi.</p> <p>Líkaðan hevur organisatorisk stigir fyrirtøkuna - fyrirtøkutrygd í høvuðsútreiðslum, nýggjum hugburðum, góðum kvaliteti, og so framvegis, verið funnið at vera ein viktigur ásetingur av virksemi fyrirtøkurnar.</p> <p>Hóast tað, harðliga er tikið undir við, hvussu ávirkan loftstein og áseting hevur ávirkað virksemi fyrirtøkurnar, men tað er gjørt sjálvsagt onkuntíð á hvørjum øki.</p> <p>Í okkara rannsókn, skapa vit ein mát av organisatoriskum loftsteinum, har spenningur, broytingarjáttan, og trøttað teldast inni í, og vísa, at fyri nakrar samsetingar av loftsteini og áseting, hevur tað ein <em>nøgdandi nevndar ávirkan</em> á avkastning á heildargjaldi (ROA) fyritøkurnar.</p>},
biburl = {https://zeal.dk/publications/the-impact-of-organizational-climate-and-strategic-fit-on-firm-performance/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/casos-2004-comp-models-june-2004/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/an-information-processing-model-of-organizational-control-a-computational-model-of-system-level-effects/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/fallacies-of-fast-track-tactics-implications-for-organization-theory-and-project-management/},
biburl_fo = {https://zeal.fo/utgavur/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>},
updated = {2014-07-01T12:43:39.000+0200},
asin = {1402076843},
biburl = {https://zeal.dk/publications/strategic-organizational-diagnosis-and-design-the-dynamics-of-fit/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/computational-laboratories-for-organization-science-questions-validity-and-docking/},
biburl_fo = {https://zeal.fo/utgavur/computational-laboratories-for-organization-science-questions-validity-and-docking/},
urltitle = {computational-laboratories-for-organization-science-questions-validity-and-docking},
author = {Burton, Richard M}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/computational-laboratories-for-organization-science-questions-validity-and-docking-2/},
biburl_fo = {https://zeal.fo/utgavur/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

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.},
updated = {2015-01-11T16:17:44.000+0100},
abstract_en = {<p>We develop a rule-based <em>contingency misfit model</em> and related hypotheses to test empirically the Burton and Obel (1998) multi contingency model for strategic organizational design.</p> <p>The model is a set of “<em>if-then</em>” 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.</p> <p>Then, performance hypotheses are developed and tested using regression models. We confirm the hypotheses that firms with <em>situational misfits</em> or <em>contingency misfits</em>, 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.</p> <p>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.</p>},
abstract_da = {<p>Vi udvikler en regelbaseret <em>contingency misfit model</em> og relaterede hypoteser for at teste empirisk Burton og Obels (1998) multi contingency model for strategisk organisatorisk design.</p> <p>Modellen er en række 'hvis-så' misfit-regler, hvor misfits fører til et tab af præstation; de er supplementer til strategi og organisatorisk contingency teori fit-regler. Ved hjælp af data fra 224 små og mellemstore danske virksomheder kategoriseres og identificeres misfits.</p> <p>Derefter udvikles og testes præstationshypoteser ved hjælp af regressionsmodeller. Vi bekræfter hypoteserne om, at virksomheder med <em>situationsmæssige misfits</em> eller <em>contingency misfits</em>, eller begge, lider af præstationstab i forhold til afkastet på aktiver sammenlignet med virksomheder uden misfits. Modsætningsvis fandt vi ikke, at yderligere misfits fører til øget præstationstab.</p> <p>Vores resultater antyder, at blot en enkelt misfit af enhver art kan kompromittere ydeevnen betydeligt. Disse resultater giver en dybere forståelse af organisatorisk contingency teori samt implikationer for den regelbaserede fit-misfit organisatoriske designmodel.</p>},
abstract_kl = {<p>regelbaseret contingency +? atassutilikkanik Burton Obelip ( 1998-ip) multi contingency ilusilersuinernut +? aaqqittuutisinernut +? +? misilittarniarlugit ineriartortitsivugut misfit assilisassaq.</p> <p>assilisassaq hvis-taavoq' kinguleriiaat' +? misfit suliamik annaasamik +?; ilangaaqqut-veq teorit +? iliuusissatut pilersaarummut +? aaqqittuutisinermut. 224-nillu anngajaanit suliffeqarfinnit qallunaanit mikisunit nalunaarsuutit ikiorsiullugit +? aamma kinaanera uppernarsineqarpoq misfit.</p> <p>tamatuma kingorna ineriartortinneqarpoq misissortippoq regressionsmodel ikiorsiullugit præstationshypotese. pillugu isumaannaagallartut uppernarsarpavut misfit situationsmæssig imaluunniit contingency marluullutik suliffeqarfiit misfit imaluunniit pigisat nalillit iluanaarutinut naleqqiullugu præstationstab ippigusuttut misfit+QAR NNGIT TUQnn suliffeqarfinnik missingersuussivoq. +? nassaanngilagut allat misfit præstationstab annertusisumik kinguneqartut.</p> <p>inernitta oqamisaarput ataatsip suussutsimit suminngaanniilluunniit misfit naammassisaqarsinnaaneq +?. inernerit uku itisuumik contingency teorimit aaqqittuutisinermut kiisalu akuliunnernit paaseqatigiinnermik regelbaseret +? aaqqittuutisinermut designmodel tunisipput.</p>},
abstract_is = {<p>Vi þróum reglu-bundna <em>contingency misfit model</em> og tengdar tilgátur til að prófa tilraunalega Burton og Obel (1998) marg-contingency modelið fyrir hollustufræðilegt skipulag fyrirtækja.</p> <p>Módelið er safn af reglum „<em>if-then</em>“ misfit, þar sem misfits leiða til tapa á framförum; þeir eru samhliða við stefnu og hollustu mismunandateori fit reglur. Með gögnum frá 224 dönskum fyrirtækjum, eru misfits flokkaðir og greindir.</p> <p>Síðan eru framkvæmdar framkomulags tilgáturnar og prófaðar með beit reglulegra líkana. Við staðföstum tilgátur að fyrirtæki með <em>situational misfits</em> eða <em>contingency misfits</em>, eða bæði þessi, hafi tap á framleiðslu í endurgreiðslu á eignum miðað við fyrirtæki án misfits. Öfugt við tilgátur okkar, fundum við ekki að auka misfits leiði til eykstur í tap á framleiðslu.</p> <p>Okkar niðurstöður stinga upp á að bara ein misfit af hvaða tagi sem er getur alvarlega þrengra framleiðslu. Þessar niðurstöður gefa dýpri skilning á hollustufræðilegri mismunandateori, auk ályktana fyrir reglu-bundna fit-misfit skipulagsmódel fyrirtækja.</p>},
abstract_fo = {<p>Við útvíkla eina reglu-baserade <em>teldumisliga ósamrøðu</em> og viðkomandi hypotesur til at prøva empiriskt Burton og Obel (1998) multi ósamrøðu modell fyri strategisk organisatoriskt design. </p> <p>Modellin er eitt sett av “<em>hvis-så</em>” ósamrøðu reglum, har ósamrøður leiða til ein tap í framleiðslu; tey eru supplement til strategi og organisatorisk ósamrøðu samrøðu teori reglur. Við at nýta data frá 224 smáum- og miðlum støddum føroyskum fírum, verða ósamrøður flokkaðar og sannkend.</p> <p>Síðani verða framleiðslu-hypotesur útvíklaðar og prøvaðar við nýtslu av regresjons modellum. Vit staðfesta hypotesurnar, at fírur við <em>situatiónalum ósamrøðum</em> ella <em>teldumisliga ósamrøðum</em>, ella báðum, verða at lata á framleiðslu, samanborið við fírur uttan ósamrøður. Tílíkt okkara hypotesum, funnu vit ikki, at við fleiri ósamrøðum leiða til aukandi tap í framleiðslu. </p> <p>Okkara niðurstøður stinga til, at bert ein ósamrøða av hvørjum slag er nógv til at ítaka framleiðsluna. Hesar niðurstøður geva ein djúpar skilning av organisatorisk ósamrøðu teori, sum eisini hevur týdning fyri reglu-baserade samrøðu ósamrøðu organisatoriskum modellum.</p>},
biburl = {https://zeal.dk/publications/return-on-assets-loss-from-situational-and-contingency-misfits/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/exploring-depth-versus-breadth-in-knowledge-management-strategies/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/three-controls-are-better-than-one-a-computational-model-of-complex-control-systems/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-effect-of-task-uncertainty-and-decentralization-on-project-team-performance/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-state-of-practice-for-university-technology-transfer-activities/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/university-technology-transfer-and-the-system-of-innovation/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/equity-and-the-technology-transfer-strategies-of-american-research-universities/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/the-effect-of-task-uncertainty-and-decentralization-on-project-team-performance-2/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/equity-and-the-technology-transfer-strategies-of-american-research-universities-2/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/exploring-depth-versus-breadth-in-knowledge-management-strategies-2/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/three-controls-are-better-than-one-a-computational-model-of-complex-control-systems-2/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/understanding-evolving-university-industry-relationships/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/organizational-structure-as-a-determinant-of-academic-patent-and-licensing-behavior-an-exploratory-study-of-duke-johns-hopkins-and-pennsylvania-state-universities/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/virtual-teams-what-are-their-characteristics-and-impact-on-team-performance/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/asymmetric-dominance-versus-learning-can-context-effects-override-the-learning-of-choice-set-rules/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/organizations-and-complexity-searching-for-the-edge-of-chaos/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/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/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/strategy-and-structure-as-determinants-of-academic-patent-and-licensing-behavior/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/organizations-and-complexity-searching-for-the-edge-of-chaos-2/},
biburl_fo = {https://zeal.fo/utgavur/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}
}

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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/virtual-teams-what-are-their-characteristics-and-impact-on-team-performance-2/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-challenge-of-validation-and-docking/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/organizational-power-games/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/validating-and-docking-an-overview-summary-and-challenge-2/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-28T12:53:56.000+0200},
asin = {0792396286},
biburl = {https://zeal.dk/publications/strategic-organizational-diagnosis-and-design-developing-theory-for-application/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/design-models-for-hierarchical-organizations-computation-information-and-decentralization/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/is-management-science-international-in-search-of-universal-rules/},
biburl_fo = {https://zeal.fo/utgavur/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

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.},
updated = {2016-10-06T22:02:15.000+0200},
biburl = {https://zeal.dk/publications/opportunism-incentives-and-the-m-form-hypothesis-a-laboratory-study/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/fitting-the-strategic-planning-process-to-organization-a-clinical-study-of-burroughs-wellcome-co/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/searching-for-viability-under-changing-environmental-conditions/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/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/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-post-introduction-management-of-products-and-services-under-rapidly-changing-environmental-conditions/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/variety-and-the-firm-s-performance-an-empirical-investigation/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/innovation-and-entrepreneurship-in-organizations-strategies-for-competitiveness-deregulation-and-privatization/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/variety-in-strategic-planning-an-alternative-to-the-problem-solving-approach/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-process-of-designing-organization-structures-and-their-information/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-process-of-designing-organization-structures-and-their-information-substructures/},
biburl_fo = {https://zeal.fo/utgavur/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. :},
updated = {2014-06-20T12:48:23.000+0200},
biburl = {https://zeal.dk/publications/designing-efficient-organizations-modelling-and-experimentation-richard-m-burton-and-boerge-obel/},
biburl_fo = {https://zeal.fo/utgavur/designing-efficient-organizations-modelling-and-experimentation-richard-m-burton-and-boerge-obel/},
urltitle = {designing-efficient-organizations-modelling-and-experimentation-richard-m-burton-and-boerge-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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/international-journal-of-policy-analysis-and-information-systems-vol-6-no-4-1982/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/describing-and-designing-organizational-structures-and-processes/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/economic-theory-in-corporate-planning/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/making-the-area-agencies-on-aging-work-the-role-of-information/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/matching-the-organization-s-structure-and-its-cooperative-market-relations/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/budgets-for-integrating-decentralized-investment-and-production-planning/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/marketing-in-moderation-the-marketing-concept-and-the-organization-s-structure/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/a-role-for-operational-research-in-health-care-planning-and-management-teams/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/alternative-strategies-for-legislative-analysis-of-public-policy/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/estimating-the-impact-of-health-services-in-a-community/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/organization-structure-and-cooperative-market-relations/},
biburl_fo = {https://zeal.fo/utgavur/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)},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/defense-officer-personnel-management-an-analysis-a-study-prepared-for-the-committee-on-armed-services-united-states-senate/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/practice-of-management-science-patient-states-and-the-technology-matrix/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/on-the-existence-of-a-cost-of-capital-under-pure-capital-rationing/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/the-economics-of-decomposition-resource-allocation-vs-transfer-pricing/},
biburl_fo = {https://zeal.fo/utgavur/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},
updated = {2014-06-25T11:41:16.000+0200},
biburl = {https://zeal.dk/publications/on-the-optimality-of-single-item-incremental-cost-rules-for-the-make-buy-decision/},
biburl_fo = {https://zeal.fo/utgavur/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}
}