Organizational theory and design; organizational change; organizational performance; not-for-profit organizations

Design and analysis of performance measurement systems in computer hardware, financial services, and pharmaceutical industries

Current research focuses on properties of performance measures-how performance expectations arise, why measures lose their capacity to discriminate good from bad performance with use, how firms adapt to multiple and inconsistent performance measures.

Wharton: 1987-present (named Richard A. Sapp Professor, 2002; Anheuser-Busch Term Professor of Management, 1987-92). University of Pennsylvania: 1988-present. Previous appointments: University of California, Irvine; University of California, Riverside; Cornell University; Harvard University. Visiting appointments: Yale University; University of California, Los Angeles

Visiting Scholar, Russell Sage Foundation, 1993-94

Professional Leadership 2000-2004
Associate Editor, Administrative Science Quarterly, 1987-present; Consulting Editor, DeGruyter Studies on Organizational Theory, 1991-present; Editorial Board, Arnold and Caroline Rose Monograph Series, American Sociological Association, 1992-present

Corporate and Public Sector Leadership 2000-2004
Member of Council and Honorary Member, The Foundation for Performance Measurement, Metapraxis, Inc., 1994-present

"Measuring Performance in Economic Organizations." Handbook of Economic Sociology, N.Smeker and R. Swedberg, eds., Princeton University Press, 1994.

"The Performance Paradox." Research in Organizational Behavior (1994).

"Organizational Design and the Performance Paradox." Explorations in Economic Sociology, R.Swedberg, ed., New York: Russell Sage Foundation 1993.

(with L.G. Zucker)
Permanently Failing Organizations. Newbury Park, CA: Sage Publications, 1989.