D
Daniel R. Denison
Researcher at International Institute for Management Development
Publications - 39
Citations - 12105
Daniel R. Denison is an academic researcher from International Institute for Management Development. The author has contributed to research in topics: Organizational culture & Organizational effectiveness. The author has an hindex of 25, co-authored 39 publications receiving 11592 citations. Previous affiliations of Daniel R. Denison include University of Michigan & Hitotsubashi University.
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Toward a theory of organizational culture and effectiveness.
TL;DR: In this paper, Daft et al. developed a model of organizational culture and effectiveness based on four traits of organizational cultures; involvement, consistency, adaptability, and mission, and found that these characteristics are positively related to perceptions of performance as well as to objective measures such as return on assets and sales growth.
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What is the Difference Between Organizational Culture and Organizational Climate? A Native's Point of View on a Decade of Paradigm Wars
TL;DR: This article examined the implications of this development by first considering the differences between the literatures on organizational culture and organizational climate and then examining the many similarities between these two literatures, focusing on their definition of the phenomena, their epistemology and methodology, and their theoretical foundations.
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Corporate Culture and Organizational Effectiveness.
W. Gibb Dyer,Daniel R. Denison +1 more
Book
Corporate Culture and Organizational Effectiveness
TL;DR: Corporate Culture and Organizational Effectiveness Studying Culture and Effectiveness The Comparative Research Design The Quantitative Results The Qualitative Results: Introduction and Overview Medtronic People Express Airlines Detroit Edison Procter and Gamble Texas Commerce Bankshares as mentioned in this paper
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Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership
TL;DR: The concept of paradox has received increasing attention in the study of leadership, but these new ideas have not yet had much influence on empirical leadership research as discussed by the authors, which may be attributed to the fact that they do not yet have much influence in empirical research.