Richard L. Daft
Vanderbilt University
60Publications
27H-index
18.5kCitations
Publications 60
Newest
Published on Mar 1, 2011in Leader To Leader
Richard L. Daft27
Estimated H-index: 27
(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 Jan 1, 2008in Organization Science 3.03
Richard L. Daft27
Estimated H-index: 27
(Vanderbilt University),
Arie Y. Lewin37
Estimated H-index: 37
(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...
73 Citations Source Cite
Published on Jan 1, 2007in Organizational Dynamics 1.11
N. Anand11
Estimated H-index: 11
(Imperial College London),
Richard L. Daft27
Estimated H-index: 27
(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...
70 Citations Source Cite
Published on Apr 1, 2001in Academy of Management Journal 6.70
Sara L. Rynes40
Estimated H-index: 40
(University of Iowa),
Jean M. Bartunek34
Estimated H-index: 34
(Boston College),
Richard L. Daft27
Estimated H-index: 27
(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...
644 Citations Source Cite
Published on Jul 6, 2001
Richard L. Daft27
Estimated H-index: 27
,
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...
375 Citations
Published on Oct 1, 1996in Organization Science 3.03
Victoria Buenger1
Estimated H-index: 1
,
Richard L. Daft27
Estimated H-index: 27
+ 1 AuthorsJeffrey S. Austin1
Estimated H-index: 1
Managers recognize that they must satisfy a variety of demands, some contradictory. The authors investigated this circumstance using Quinn and Rohrbaugh's competing values model. They report the findings of a study that identified and measured the four competing values (internal process value, rational goal value, human relations value, and open system value) across organizations and investigated whether contextual and structural variables were systematically associated with those value sets.Dat...
121 Citations Source Cite
Published on Feb 1, 1995in Journal of Management Education
Richard L. Daft27
Estimated H-index: 27
(Vanderbilt University)
28 Citations Source Cite
Published on Jan 1, 1991in Journal of Management Studies 5.33
James E. Skivington1
Estimated H-index: 1
(Michigan State University),
Richard L. Daft27
Estimated H-index: 27
(Vanderbilt University)
Abstract : Based on structuration theory, organization framework and process are proposed as two modalities for implementing intended business-level strategies. A model is developed in which the components of these two modalities and related to the implementation of low cost and differentiation strategies. The implementation of fifty-seven strategies in integrated circuits, petroleum, and health care firms are used to test the research hypotheses. The findings suggest that strategy implementatio...
107 Citations Source Cite
Published on Feb 1, 1990in Organization Science 3.03
Richard L. Daft27
Estimated H-index: 27
,
Arie Y. Lewin37
Estimated H-index: 37
The popular and professional press is filled with discussions of major changes on the organizational landscape, including organizational design experiments at entrepreneurial firms as well as at major corporations, the slashing of corporate staffs, the downsizing, delayering and revitalization of firms, the emerging electronic organization, mergers and acquisitions, failures of high reliability organizations, and time-based competition. Each of these issues has been associated with the redesign ...
328 Citations Source Cite
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