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Professor Richard Dunford

Pro Vice-Chancellor

Office PVC - Business and Law

Career Summary

Biography

Professor Richard Dunford was Professor of Business Strategy and Chair of the Discipline of International Business at the University of Sydney Business School. Prior to joining the University of Sydney in 2008, Professor Dunford was Professor of Strategic Management at the Macquarie Graduate School of Management, Macquarie University, during which time he held the positions of Interim Dean, Deputy Dean and Associate Dean (Academic Programs).

Professor Dunford's previous academic appointments have also included Professor of Management and Head of the Management Discipline at Victoria University of Wellington, New Zealand and Associate Dean for Research and Postgraduate Studies at the University of Technology, Sydney. As well as working within the university sector, Professor Dunford has worked in business (the oil industry) and government (technology policy). Professor Dunford is a Fellow of the Australian and New Zealand Academy of Management and was a member of the Excellence in Research, Australia (ERA) Social, Behavioural and Economic panel which in 2010 reviewed the research in these areas at all Australian Universities. He has also been a member of EQUIS accreditation review panels for universities in Asia and Europe.

Research Expertise

Research themes: Business Model Innovation Crowdsourcing Organizational restructuring ; The re-internalisation of market-based (outsourced) activities; The evolution of new organizational forms; Designing organizational structures and management control systems to achieve flexibility and consistency in the achievement of strategic objectives; Organising for control in innovation-driven firms; Sustainable organisational change; Organisational Discourse

Teaching Expertise
Subject areas include: Strategic Management Managing Change Research Methods

Collaborations
Professor Dunford's research interests are in the areas of strategic management, organizational design, organizational change and organizational discourse, with a particular focus on innovative business models and new organizational forms. He has received multiple Australian Research Council (ARC) Discovery Grants and Linkage Grants and his research has been widely published in leading journals including Academy of Management Review, Administrative Science Quarterly, Human Relations, Journal of Management Studies, Long Range Planning and Organization Studies. As well as undertaking research on various aspects of business, managing and organizing, Professor Dunford has provided consulting services on strategy, organizational change and executive education to a wide range of industries in Australasia and South-East Asia.

Qualifications

  • PhD, Australian National University
  • Bachelor of Commerce, Victoria University of Wellington
  • Bachelor of Arts (Honours), Victoria University of Wellington

Keywords

  • Business Practice
  • Designing Organisational Structures
  • Hyper-competitive Environments
  • Management
  • Managing Change
  • Outsourcing
  • Professional Management
  • Research Methods
  • Restructuring
  • Small Business
  • Strategy

Fields of Research

Code Description Percentage
150310 Organisation and Management Theory 30
150311 Organisational Behaviour 30
150312 Organisational Planning and Management 40

Professional Experience

UON Appointment

Title Organisation / Department
Pro Vice-Chancellor University of Newcastle
Office PVC - Business and Law
Australia

Academic appointment

Dates Title Organisation / Department
1/07/2008 -  Chair (Head of School) The University of Sydney
Discipline of International Business and Professor of Business Strategy
Australia
1/07/2007 - 1/06/2008 Visiting Professor The University of Sydney
Faculty of Economics and Business
Australia
1/02/2006 - 1/06/2007 Deputy Dean Macquarie University
Macquarie Graduate School of Management
Australia
1/10/2003 - 1/01/2006 Interim Dean Macquarie University
Macquarie Graduate School of Management
Australia
1/08/2002 - 1/09/2003 Deputy Dean Macquarie University
Macquarie Graduate School of Management
Australia
1/09/2001 - 1/01/2005 Associate Dean (Academic Programs) Macquarie University
Macquarie Graduate School of Management
Australia
1/09/2001 -  Professor & Chair of Strategic Management Macquarie University
Macquarie Graduate School of Management
Australia
1/09/2000 - 1/01/2001 Associate Dean (Research) Macquarie University
Macquarie Graduate School of Management
Australia
1/01/1998 - 1/08/2001 Associate Professor Macquarie University
Macquarie Graduate School of Management
Australia
1/01/1998 - 1/01/2003 Discipline Convenor, Strategic Management & International Business Macquarie University
Macquarie Graduate School of Management
Australia
1/01/1998 - 1/01/1999 Director (DBA) Macquarie University
Macquarie Graduate School of Management
Australia
1/07/1997 - 1/01/1998 Professor of Management & Head The University of Western Australia
Department of Management and Marketing
Australia
1/01/1994 - 1/06/1997 Professor of Management & Chairperson (Head) Victoria University of Wellington
Department of Business Administration
Australia
1/01/1991 - 1/01/1993 Associate Dean (Research & Postgraduate Programs) University of Technology Sydney
School of Business
Australia
1/01/1988 - 1/01/1989 Adjunct Faculty The University of Sydney
Graduate School of Business
Australia
1/01/1984 - 1/01/1989 Senior Lecturer and Head of Department University of Technology Sydney
Department of Administration Social and Political Studies
Australia
1/01/1982 - 1/01/1983 Lecturer Charles Sturt University
School of Commerce
1/01/1979 - 1/01/1980 Lecturer Charles Sturt University
School of Social Sciences
1/01/1977 - 1/01/1978 Part-Time Tutor Australian National University
Department of Sociology
Australia
1/01/1975 - 1/01/1976 Junior Lecturer Victoria University of Wellington
Department of Business Administration
Australia
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Publications

For publications that are currently unpublished or in-press, details are shown in italics.


Book (4 outputs)

Year Citation Altmetrics Link
2009 Palmer I, Dunford RW, Gib A, Managing Organizational Change: A Multiple Perspectives Approach, McGraw-Hill, Sydney, NSW/Australia, 432 (2009) [A2]
2006 Palmer I, Dunford RW, Akin G, Managing Organizational Change, McGraw-Hill, Sydney, NSW/Australia, 384 (2006) [A1]
1992 Dunford RW, Organisational Behaviour - An Organisational Analysis Perspective, Addison-Wesley, Sydney, NSW/AUS, 336 (1992) [A1]
1987 McGraw P, Dunford RW, Quality circles, employee participation and industrial relations : a study in Australian industry, Australian Government. Information Management Office, Canberra, ACT/Australia, 50 (1987) [A2]
Show 1 more book

Chapter (25 outputs)

Year Citation Altmetrics Link
2013 Kratochvil J, Miller M, 'Preface', , ACADEMIC PRESS LTD- ELSEVIER SCIENCE LTD 539-540 (2013) [B2]
DOI 10.1016/j.ejc.2012.07.022
2010 Palmer I, Benveniste J, Dunford RW, 'New Organizational Forms: Towards a Generative Dialogue', Directions in Organization Studies, Sage Publications Ltd, London, United Kingdom 431-450 (2010) [B1]
2009 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH Australia Ltd, North Ryde, NSW/AUS 367-388 (2009) [B2]
2008 Palmer I, Dunford RW, 'New Organization Forms: The Career of a Concept', The Sage Handbook of New Approaches in Management and Organization, Sage Publications Ltd, London, United Kingdom 567-569 (2008) [B1]
2008 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH Australia Ltd, North Ryde, NSW/AUS (2008) [B2]
2007 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH Australia Ltd, North Ryde, NSW/AUS 371-397 (2007) [B2]
2006 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH Australia Ltd, North Ryde, NSW/AUS 355-376 (2006) [B2]
2004 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH Australia Ltd, North Ryde, NSW/AUS 109-130 (2004) [B2]
2004 Dunford R, 'Developing a research proposal', Surviving Your Thesis, Routledge Taylor & Francis Group 46-58 (2004) [B1]
DOI 10.4324/9780203299975
2004 Fulop L, Linstead S, Dunford RW, 'Leading and Managing', Management and Organization: A Critical Text, Palgrave MacMillan, Melbourne, VIC/Australia 324-363 (2004) [B1]
2003 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH Australia Ltd, North Ryde, NSW/AUS 21-40 (2003) [B2]
2002 Dunford RW, Palmer I, 'Managing Change', Australian Master Human Resources Guide, CCH, Sydney, NSW/Australia 21-40 (2002) [B2]
2002 Dunford RW, 'Influence, Institutional Theory, and Language: An Analysis of Popular Management Discourse on Downsizing', Grounding Leadership Theory and Research: Issues and Perspectives and Methods, Information Age Publishing, Charlotte, NC/USA 57-78 (2002) [B1]
2001 Palmer I, Dunford RW, 'Design and Form: Organizational', International Encyclopedia of the Social & Behavioral Sciences, Elsevier Science Ltd, London, United Kingdom 3535-3538 (2001) [B1]
1999 Fulop L, Linstead S, Dunford RW, 'Leading and Managing', Management: A Critical Text, Macmillan, South Yarra, VIC/Australia 159-206 (1999) [B1]
1999 Dunford RW, '"If You Want Loyalty Get A Dog!": Loyalty, Trust and the New Employment Contract', Global Management: Universal Theories and Local Realities, Sage Publications Ltd, London, United Kingdom 68-83 (1999) [B1]
1998 Dunford RW, Palmer I, 'Discourse, Organizations and Paradox', Discourse and Organization, Sage Publications Ltd, London, United Kingdom 214-222 (1998) [B1]
1998 Dunford RW, '"Lealtad, confIza y nuevo contrato laboral"', Administración global: tensiones entre universalismo teórico y realidades locales, Universidad Autónoma Metropolitana, Mexico City, Mexico (1998) [B1]
1996 Palmer I, Dunford RW, '"Understanding Organizations Through Metaphors"', Organizational Development: Metaphorical Explorations, Pitman, London, United Kingdom 1-1 (1996) [B2]
1996 Dunford RW, Palmer I, '"Metaphors in Popular Management Discourse: The Case of Corporate Restructuring"', Metaphor and Organizations, Sage Publications Ltd, London, United Kingdom 95-109 (1996) [B1]
1996 Palmer I, Dunford RW, '"Interrogating Re-framing: Evaluating Metaphor-Based Analyses of Organizations"', The Politics of Management Knowledge, Sage Publications Ltd, London, United Kingdom (1996) [B1]
1994 Johnson R, Davenport S, Dunford RW, Gilbertson D, Mabin V, 'Technology Strategy in Australian and New Zealand Industry', New Directions in Management, McGraw-Hill, Sydney, NSW/AUS 464-478 (1994) [B1]
1992 Dunford RW, 'Leadership and the Manager', Management for Australian Business - A Critical Text, Macmillan, South Melbourne, VIC/Australia 56-76 (1992) [B1]
1989 Dunford RW, McGraw P, '"Quality Circles and Labour Process Theory: A Study in Australian Industry"', Technology and the Labour Process: Australasian Case Studies, Allen & Unwin, Sydney, NSW/Australia 81-95 (1989) [B2]
1983 Dunford RW, 'Politics and Technology: unravelling the connections', Public Sector Administration: New Perspectives, Longman Cheshire Pty Ltd, Southbank, VIC/Australia 183-199 (1983) [B1]
Show 22 more chapters

Journal article (31 outputs)

Year Citation Altmetrics Link
2013 Dunford R, Cuganesan S, Grant D, Palmer I, Beaumont R, Steele C, '"Flexibility" as the rationale for organizational change: A discourse perspective', Journal of Organizational Change Management, 26 83-97 (2013) [C1]

Purpose: The concept "flexibility" is ubiquitous as a rationale for organizational change. However, its broad application is accompanied by a general lack of definitional agreemen... [more]

Purpose: The concept "flexibility" is ubiquitous as a rationale for organizational change. However, its broad application is accompanied by a general lack of definitional agreement or theoretical cohesion. The purpose of this paper is to propose the merits of an alternative approach - applying a discourse perspective to the use of flexibility as a rationale for organizational change. Design/methodology/approach: This paper first illustrates the broad referencing of flexibility as a desired organizational characteristic. It then discusses the associated lack of theoretical coherence associated with the use of the concept "flexibility" before arguing the merits of a discourse perspective on flexibility as a rationale for organizational change. Findings: This paper identifies a set of questions to frame a discourse perspective on the use of "flexibility" as a rationale for organizational change. Research limitations/implications: The questions derived in this paper provide a research agenda for an investigation of the use and effects of the concept "flexibility" in the context of organizational change. Practical implications: The questions derived in this paper provide practice-based insights into how the concept "flexibility" is and/or could be used in the context of organizational change. Originality/value: "Flexibility" is a ubiquitous concept as a rationale for organizational change and its use is accompanied by a diversity of definitions and conceptual frameworks. The originality of this paper is that rather than seeking to provide yet another definition - or attempting a resolution of definitional differences - it argues the merits of a discourse perspective on the use and effect of the concept flexibility in the context of organizational change. © Emerald Group Publishing Limited.

DOI 10.1108/09534811311307923
Citations Scopus - 4
2012 Cuganesan S, Dunford RW, Palmer I, 'Strategic management accounting and strategy practices within a public sector agency', Management Accounting Research, 23 245-260 (2012) [C1]
Citations Scopus - 4Web of Science - 2
2010 Dunford RW, Palmer I, Benveniste J, 'Business model replication for early and rapid internationalisation. The ING direct experience', Long Range Planning, 43 655-674 (2010) [C1]
DOI 10.1016/j.lrp.2010.06.004
Citations Scopus - 7Web of Science - 5
2008 Palmer I, Dunford RW, 'Organizational change and the importance of embedded assumptions', British Journal of Management, 19 s20-s32 (2008) [C1]
DOI 10.1111/j.1467-8551.2008.00568.x
Citations Scopus - 22Web of Science - 7
2008 Bryant P, Dunford RW, 'The influence of regulatory focus on risky decision-making', Applied Psychology: an international review, 57 335-359 (2008) [C1]
DOI 10.1111/j.1464-0597.2007.00319.x
Citations Scopus - 18Web of Science - 13
2007 Dunford R, Palmer I, Benveniste J, Crawford J, 'Coexistence of 'old' and 'new' organizational practices: Transitory phenomenon or enduring feature?', ASIA PACIFIC JOURNAL OF HUMAN RESOURCES, 45 24-43 (2007) [C1]
DOI 10.1177/1038411107073597
Citations Scopus - 10Web of Science - 7
2007 Palmer I, Benveniste J, Dunford R, 'New organizational forms: Towards a generative dialogue', ORGANIZATION STUDIES, 28 1829-1847 (2007) [C1]
DOI 10.1177/0170840607079531
Citations Scopus - 17Web of Science - 14
2006 Dunford R, Palmer I, Benveniste J, 'Knowledge practices in the roll-out of a global network: Retention, adaptation, transference and experimentation', Academy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006, (2006)

Recent developments in the multinational corporation (MNC) literature have conceptualized MNCs as an interdependent network of worldwide operations which create, integrate, transf... [more]

Recent developments in the multinational corporation (MNC) literature have conceptualized MNCs as an interdependent network of worldwide operations which create, integrate, transfer and apply knowledge more efficiently than markets. Within such a structure, subsidiary initiative and knowledge transfer are viewed as sources of competitive advantage. While research from this perspective is increasing, there is still much to learn about how strategy, structure and knowledge interrelate within MNCs. This paper reports the results of a study of how knowledge transfer has facilitated the sequential roll-out of discrete country operations of a global network service firm and identifies the role of four key practices: retention, adaptation transference and experimentation.

2003 Littler CR, Wiesner R, Dunford R, 'The dynamics of delayering: Changing management structures in three countries', JOURNAL OF MANAGEMENT STUDIES, 40 225-256 (2003) [C1]
Citations Scopus - 52Web of Science - 46
2002 Dunford RW, Palmer I, 'Managing for High Performance? People Management Practices in Flight Centre', Journal of Industrial Relations, 44 376-396 (2002) [C1]
DOI 10.1111/1472-9296.00055
2002 Palmer I, Dunford R, 'Managing discursive tension: The co-existence of individualist and collaborative discourses in Flight Centre', JOURNAL OF MANAGEMENT STUDIES, 39 1045-1069 (2002) [C1]
DOI 10.1111/1467-6486.00323
Citations Scopus - 11Web of Science - 10
2002 Palmer I, Dunford RW, '"Out with the Old and in with the New? The Relationship Between Traditional and New Organizational Practices"', International Journal of Organizational Analysis, 10 209-225 (2002) [C1]
DOI 10.1108/eb028950
2002 Palmer I, Dunford RW, 'Who says change can be managed? Positions, perspectives and problematics', Strategic Change, 11 243-251 (2002) [C1]
DOI 10.1002/jsc.600
2001 Palmer I, Dunford R, Rura-Polley T, Baker E, 'Changing forms of organizing: dualities in using remote collaboration technologies in film production', JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT, 14 190-212 (2001) [C1]
DOI 10.1108/09534810110388081
Citations Web of Science - 10
2001 Palmer I, Dunford R, 'The diffusion of managerial innovations: A comparison of Australian public and private sector take-up rates of new organizational practices', International Public Management Journal, 4 49-64 (2001) [C1]

Innovative approaches to organization and management are advocated for both public and private sector organizations, yet few attempts have been made to compare the relative take-u... [more]

Innovative approaches to organization and management are advocated for both public and private sector organizations, yet few attempts have been made to compare the relative take-up rates of these innovations in the two sectors. In this paper we report the results of an Australian study of the use of nine new organizational practices and observe that managers in government-owned commercial enterprises and private sector organizations have a similar view of the nature of their external environment, a similar level of use of these new practices, and a similar level of formalization and centralization. We then discuss the relevance of economic/rational and neo-institutional theories to these findings. © 2001 Elsevier Science Inc.

DOI 10.1016/S1096-7494(01)00039-3
Citations Scopus - 12
2001 Steane P, Guthrie G, Dunford RW, 'Overviewing intellectual capital, the management of knowledge and organizational learning', Journal of Intellectual Capital, 2 339-343 (2001) [C1]
2000 Dunford R, Jones D, 'Narrative in strategic change', HUMAN RELATIONS, 53 1207-1226 (2000) [C1]
Citations Scopus - 84Web of Science - 71
2000 Dunford RW, '"Key Challenges in the Search for the Effective Management of Knowledge in Management Consulting Firms"', Journal of Knowledge Management, 4 295-302 (2000) [C1]
DOI 10.1108/13673270010379849
1998 Dunford RW, Bramble T, Littler CR, '"Gain and Pain: The Effects of Australian Public Restructuring"', Public Performance and Management Review, 21 386-402 (1998) [C1]
1997 Palmer I, Kabanoff B, Dunford RW, 'Managerial accounts of downsizing', Journal of Organizational Behavior, 18 623-639 (1997) [C1]
Citations Scopus - 19Web of Science - 18
1997 Palmer I, Kabanoff B, Dunford R, 'Managerial accounts of downsizing', Journal of Organizational Behavior, 18 623-639 (1997)

Downsizing remains a popular management technique for restructuring organizations. This is despite evidence that, by itself, downsizing often fails to deliver promised benefits an... [more]

Downsizing remains a popular management technique for restructuring organizations. This is despite evidence that, by itself, downsizing often fails to deliver promised benefits and can result in a range of staff and other problems. Within the management literature some have responded by identifying 'best practices' in downsizing, whilst others have argued for downsizing to be used strategically, not just for cost reduction. The study reported in this paper explores management accounts of downsizing, and the extent to which a strategic language can be detected. It is based upon a content analysis of 502 annual reports of Australian organizations over a 7-year period and it identifies nine key themes present in managers' discussion of downsizing. Further analysis suggests that managerial accounts of downsizing fall into three 'languages': a strategic language, a process language, and a cost versus consideration language. © 1997 John Wiley & Sons, Ltd.

Citations Scopus - 24
1997 Littler C, Dunford RW, Bramble T, Hede A, 'The dynamics of downsizing in Australia and New Zealand', Asia Pacific Journal of Human Resources, 35 65-79 (1997) [C1]
DOI 10.1177/103841119703500106
Citations Scopus - 27
1996 Palmer I, Dunford RW, 'Conflicting uses of metaphors: Reconceptualizing their use in the field of organizational change', Academy of Management Review, 21 691-717 (1996) [C1]
Citations Scopus - 75Web of Science - 63
1996 Palmer I, Dunford RW, 'Reframing and organizational action: The unexplored link', Journal of Organizational Change Management, 9 12-25 (1996) [C1]
Citations Scopus - 12Web of Science - 10
1995 Dunford RW, Palmer I, '"Claims about Frames: Practitioners' Assessment of the Utility of Reframing"', Journal of Management Education, 19 96-105 (1995) [C1]
DOI 10.1177/105256299501900109
1990 Dunford RW, Dunphy D, Stace D, '"Strategies for Planned Change. An Exchange of Views Between Dunford, Dunphy and Stace"', Organization Studies, 11 131-135 (1990) [C1]
DOI 10.1177/017084069001100110
1987 Dunford RW, 'The Suppression of Technology as a Strategy for Controlling Resource Developement', Administrative Science Quarterly, 32 512-525 (1987) [C1]
1987 McGraw P, Dunford RW, '"The Strategic Use of Quality Circles in Australian Industrial Relations"', Journal of Industrial Relations, 29 150-168 (1987) [C1]
DOI 10.1177/002218568702900202
1986 Dunford RW, '"Is the Development of Technology Helped or Hindered by Patent Law - Can Antitrust Laws Provide the Solution?"', University of New South Wales Law Journal, 9 119-136 (1986) [C1]
1985 Dunford RW, 'The Problem of Relevant Collectivities: Solar Energy Research in Australia', Social Studies of Science, 15 455-474 (1985) [C1]
1983 Dunford RW, '"Technology: The Contingent Nature of its Impact"', Prometheus: critical studies in innovation, 1 290-302 (1983) [C1]
DOI 10.1080/08109028308628932
Show 28 more journal articles

Review (2 outputs)

Year Citation Altmetrics Link
2013 Dunford R, 'Not-Invented-Here (2013) [D1]
DOI 10.1057/9781137007728.0472
2013 Dunford RW, 'Business Process Engineering (2013) [D1]
DOI 10.1057/9781137007728.0569

Conference (3 outputs)

Year Citation Altmetrics Link
2013 Dunford RW, Cummings S, 'The Evolution of Innovation: Crowdsourcing as a Heterogeneous Organizational Practice', Academy of Management Proceedings 2013, Orlando, FL (2013) [E1]
DOI 10.5465/AMBPP.2013.128
2006 Dunford R, Palmer I, Benveniste J, 'Knowledge Transfer in Global Networks: Retention, Adaptation, Transference and Experimentation', Academy of Management Proceedings, Atlanta (2006)
DOI 10.5465/AMBPP.200627162911
2000 Dunford R, 'Key Challenges in the Search for the Effective Management of Knowledge in Management Consulting Firms', Academy of Management Proceedings, Toronto (2000)
DOI 10.5465/AMBPP.2000.5535074
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Grants and Funding

Summary

Number of grants 1
Total funding $5,000

Click on a grant title below to expand the full details for that specific grant.


20111 grants / $5,000

Organising for Control in Innovation-driven Firms: Managing the efficiency–flexibility duality$5,000

Funding body: ARC (Australian Research Council)

Funding body ARC (Australian Research Council)
Project Team Dr Fiona Sutherland, Professor Aaron Smith, Professor Ian Palmer, Professor Richard Dunford
Scheme Discovery Projects
Role Lead
Funding Start 2011
Funding Finish 2011
GNo G1300042
Type Of Funding Aust Competitive - Commonwealth
Category 1CS
UON Y
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News

ERA Research Evaluation Committees 2015

ERA Research Evaluation Committees 2015

February 20, 2015

Nine University of Newcastle researchers have been selected by the Australian Research Council for membership of the 2015 Excellence in Research for Australia (ERA) Research Evaluation Committees.

Professor Richard Dunford

Position

Pro Vice-Chancellor
Office PVC - Business and Law
Faculty of Business and Law

Contact Details

Email richard.dunford@newcastle.edu.au
Phone (02) 4921 7979
Fax (02) 4921 7977

Office

Room SRS03
Building Social Sciences Building
Location Callaghan
University Drive
Callaghan, NSW 2308
Australia
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