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Richard L. Daft
Vanderbilt University
63Publications
31H-index
18.6kCitations
Publications 63
Newest
Published on Jan 1, 2012
Richard L. Daft1
Estimated H-index: 1
PART 1 INTRODUCTION TO ORGANIZATION THEORY AND DESIGN. 1. Organizations. PART 2 ORGANIZATIONAL STRATEGY AND STRUCTURE. 2. The Arrangement of Reporting Relationships. 3. Strategy and Effectiveness. PART 3 EXTERNAL FACTORS AND DESIGN. 4. Relationships between Organizations. 5. Global Organization Design. 6. The Impact of Environment. PART 4 MANAGING ORGANIZATIONAL PROCESSES. 7. Organizational Conflict and Politics. 8. Organizational Decision-Making. 9. Corporate Culture and Values. 10. Organizatio...
128 Citations
Published on Mar 1, 2011in Leader To Leader
Richard L. Daft31
Estimated H-index: 31
(Vandy: Vanderbilt University)
“Leaders usually know the correct way to lead others, so why don't they do it?” Richard L. Daft asks. Too often, Daft says, leaders focus on getting the best out of other people, without the necessary preparation, because “the first job of leadership is often getting the best out of yourself.” Personal mastery is essential, yet difficult to achieve. Why do we find it so difficult to lead ourselves and what steps can we take to achieve this difficult task? Daft offers new and insightful answers t...
5 Citations Source Cite
Published on Jul 6, 2001
Richard L. Daft31
Estimated H-index: 31
,
Patricia G. Lane1
Estimated H-index: 1
Part I: INTRODUCTION TO LEADERSHIP. 1. What Does It Mean to Be a Leader? Part II: RESEARCH PERSPECTIVES ON LEADERSHIP. 2. Traits, Behaviors, and Relationships. 3. Contingency Approaches to Leadership. Part III: THE PERSONAL SIDE OF LEADERSHIP. 4. The Leader as an Individual. 5. Leadership Mind and Heart. 6. Courage and Moral Leadership. 7. Followership. Part IV: THE LEADER AS A RELATIONSHIP BUILDER. 8. Motivation and Empowerment. 9. Leadership Communication. 10. Leading Teams. 11. Developing Lea...
377 Citations
Published on Jan 1, 2008in Organization Science 3.26
Richard L. Daft31
Estimated H-index: 31
(Vandy: Vanderbilt University),
Arie Y. Lewin38
Estimated H-index: 38
(Duke University)
This perspective paper addresses the issues of rigor and relevance in organizational studies in the context of idea migration and journal evolution. We argue that creeping parochialism can happen to any journal, which reflects an evolving narrowness within boundaries of academic subcommunities. Evidence suggests that ideas do migrate across academic subcommunities, although the underlying process is not well understood and the idea flow is not symmetrical. Two kinds of knowledge relevance are di...
74 Citations Source Cite
Published on Jan 1, 2007in Organizational Dynamics 1.40
N. Anand13
Estimated H-index: 13
(Imperial College London),
Richard L. Daft31
Estimated H-index: 31
(Vandy: Vanderbilt University)
This paper is a follow up to Robert Duncan's seminal article, "What is the Right Organization Structure?" published in Organization Dynamics in 1979. The purpose of this paper is to present key developments in organization structure and design since Duncan's article was published. The design developments are organized into three eras. Era 1was dominant until the late 1970s and included the use of traditional functional and divisional structures, including matrix overlays. Era 2 started in the 19...
65 Citations Source Cite
Published on Dec 30, 2006
Richard L. Daft31
Estimated H-index: 31
(Vandy: Vanderbilt University),
Arie Y. Lewin38
Estimated H-index: 38
(Duke University)
This paper addresses the issues of rigor and relevance in organizational studies in the context of idea migration and journal evolution. The paper argues that creeping parochialism can happen to any journal, which reflects the evolving narrowness within boundaries of academic sub-communities. Evidence suggests that ideas do migrate across academic sub-communities, although the underlying process is not well understood and the idea flow is not symmetrical. Two kinds of knowledge relevance are dis...
70 Citations Source Cite
Published on Apr 1, 2001in Academy of Management Journal 7.19
Sara L. Rynes42
Estimated H-index: 42
(UI: University of Iowa),
Jean M. Bartunek34
Estimated H-index: 34
(BC: Boston College),
Richard L. Daft31
Estimated H-index: 31
(Vandy: Vanderbilt University)
Observers have long noted a considerable gap between organizational research findings and management practices. Although volumes have been written about the probable causes and consequences of this gap, surprisingly little empirical evidence exists concerning the various viewpoints. The articles in this forum provide data on the role of academic-practitioner relationships in both generating and disseminating knowledge across boundaries. The contributions of each article are summarized in light o...
653 Citations Source Cite
Published on Jan 1, 2001
Richard L. Daft31
Estimated H-index: 31
,
Robert H. Lengel10
Estimated H-index: 10
Published on Jan 1, 2000
Peter J. Frost1
Estimated H-index: 1
,
Arie Y. Lewin38
Estimated H-index: 38
,
Richard L. Daft31
Estimated H-index: 31
PART ONE: DEBATES IN ORGANIZATION SCIENCE Collaboration or Paradigm Shift? - Paul M Hirsch, Ray Friedman and Mitchell P Koza Caveat Emptor and the Risk of Romance with Economic Models for Strategy and Policy Research The Myth of a Monolithic Economics - William S Hesterly and Todd Zenger Fundamental Assumptions and the Use of Economic Models in Policy and Strategy Research Barriers to the Advance of Organization Science - Jeffrey Pfeffer Paradigm Development as a Dependent Variable Style as Theo...
4 Citations
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