Richard M. Burton
Affiliations: | Duke University, Durham, NC |
Area:
Management Business Administration, Social Structure and DevelopmentGoogle:
"Richard Burton"Children
Sign in to add traineeSharron D. Hunter-Rainey | grad student | 2004 | Duke |
Lu Jiang | grad student | 2004 | Duke |
Hyoung-Goo Kang | grad student | 2009 | Duke |
Olga V. Hawn | grad student | 2013 | Duke |
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Publications
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Burton R, Håkonsson DD, Larsen ER, et al. (2020) New trends in organization design Journal of Organization Design. 9: 1-2 |
Kang H, Burton RM, Mitchell W. (2020) How firm boundaries and relatedness jointly affect diversification value: trade-offs between governance and flexibility Computational and Mathematical Organization Theory. 1-34 |
Burton RM, Obel B. (2018) The science of organizational design: fit between structure and coordination Journal of Organization Design. 7: 1-13 |
Kang H, Woo W, Burton RM, et al. (2018) Constructing M&A valuation: how do merger evaluation methods differ as uncertainty and controversy vary? Journal of Organization Design. 7: 1-46 |
Burton RM, Håkonsson DD, Nickerson J, et al. (2017) GitHub: exploring the space between boss-less and hierarchical forms of organizing Journal of Organization Design. 6: 1-19 |
Håkonsson DD, Obel B, Eskildsen JK, et al. (2016) On Cooperative Behavior in Distributed Teams: The Influence of Organizational Design, Media Richness, Social Interaction, and Interaction Adaptation. Frontiers in Psychology. 7: 692 |
Long CP, Sitkin SB, Cardinal LB, et al. (2015) How controls influence organizational information processing: insights from a computational modeling investigation Computational and Mathematical Organization Theory. 21: 406-436 |
Burton RM. (2013) The Future of Organization Design: An Interpretative Synthesis in Three Themes Journal of Organization Design. 2: 42-44 |
Shimazoe J, Burton RM. (2013) Justification shift and uncertainty: Why are low-probability near misses underrated against organizational routines? Computational and Mathematical Organization Theory. 19: 78-100 |
Håkonsson DD, Burton RM, Obel B, et al. (2012) Strategy Implementation Requires the Right Executive Style: Evidence from Danish SMEs Long Range Planning. 45: 182-208 |