Kevin J. Dooley

 

 

Dr. Kevin J. Dooley

Distinguished Professor, Department of Supply Chain Management, W. P. Carey School of Business

Senior Sustainability Scientist, Julie Ann Wrigley Global Institute of Sustainability

Chief Scientist, The Sustainability Consortium

Arizona State University

 

Kevin Dooley is a world-known expert in sustainable supply chain management and complexity science applications in business.

 

As Chief Scientist at The Sustainability Consortium, Dooley leads a global research team that works with over 100 of the world’s largest retailers and manufacturers to develop tools that allow companies to identify and track progress on critical product sustainability issues. The Consortium’s tools are the basis of the Walmart Sustainability Index, which was recognized by Scientific American as a “world-changing” innovation.

 

He has published more than 100 research articles and co-authored an award-winning book, “Organizational Change and Innovation Processes.” In 2011 he was named the ninth most impactful researcher in business research. He was awarded two patents for “centering resonance analysis”, a novel form of network text analysis that is used by numerous academics. He has helped other scholars learn about and do business research using complexity through his efforts with Center for Supply Networks and the Society for Chaos Theory in Psychology and the Life Sciences.

 

Dooley has provided training or consultation for over 100 companies in the areas of quality, innovation, risk, sustainability, and supply chain management. He studied at the University of Illinois, where he received bachelors and masters degrees in industrial engineering and a Ph.D. in mechanical engineering.

 

Publications

 

ResearchGate Page

 

Google Scholar Page

 

 

Sustainability

·      Dooley, K., Pathak, S., Kull, T., Wu, Z., Johnson, J., and Rabinovich, E. (2018), “Process network modularity, commonality, and greenhouse gas emissions,” to be published in Journal of Operations Management.

·      Johnson, J., Dooley, K., Hyatt, D., and Hutson, A. (2018), “Cross-sector relations in global supply chains: A social capital perspective,” Journal of Supply Chain Management, 54(2): 21-33.

·      Cheon, S., Maltz, A., and Dooley, K. (2017), “The link between economic and environmental performance of the top ten US ports,” Maritime Policy and Management, 44(2): 227-247.

·      Ugarte, M., Dooley, K., and Golden, J. (2016), “Lean versus green: The impact of lean logistics on greenhouse gas emissions in consumer goods supply chains,” Journal of Purchasing and Supply Management, 22(2): 98-109.

·      Dooley, K., and Johnson, J. (2015), “Product category-level sustainability measurement: The Sustainability Consortium’s approach to materiality and indicators,” to be published in Journal of Industrial Ecology.

·      Dooley, K. (2014), “The whole chain”, Science, 244(6188): 1108.

·      Tate, W., Ellram, L., and Dooley, K. (2014), “The impact of transaction costs and institutional pressure on supplier environmental practices”, International Journal of Physical Distribution and Logistics Management, 44(5): 353-372.

·      The Sustainability Consortium (2014), Product Sustainability Toolkits V3.0, K. Dooley, S. Lewis, C. Mars, & C. Slay (Eds.), Tempe, Arizona: Author.

·      The Sustainability Consortium (2013), Product Sustainability Toolkits V2.0, K. Dooley, S. Lewis, C. Mars, & C. Slay (Eds.), Tempe, Arizona: Author.

·      The Sustainability Consortium (2012), Product Sustainability Toolkits V1.0, K. Dooley, S. Lewis, C. Mars, & C. Slay (Eds.), Tempe, Arizona: Author

·      Tate, W., Ellram, L., and Dooley, K. (2012), “Environmental purchasing and supplier management (EPSM): theory and practice,” J. of Purchasing and Supply Management, 18(3): 173-188.

·      Dooley, K., Carlson, J., Schoener, G., Subramanian, V., and Childs, C. (2011), “ The Sustainability Consortium: A stakeholder approach to improve consumer product sustainability,” in Towards Life Cycle Sustainability Management, M. Finkbeiner (Ed.), p. 43-52.

·      Tate, W., Dooley, K., and Ellram, L. (2011), “Drivers of supplier adoption of sustainable business practices,” Journal of Business Logistics, 32(1): 6-16.

·      Golden, J.S., Dooley, K.J., Andreis, J.M., Thompson, B.H., Gereffi, G. and Pratson, L. (2010), “Sustainable product indexing: Navigating the challenge of eco-labeling,” Ecology and Society, 15(3): 8-11.

 

New product development and innovation

·      Yan, T., Yang, Y., and Dooley, K. (2017), “A theory of supplier network-based innovation value,” Journal of Purchasing & Supply Management, 23(3): 153-162.

·      Choi, B-J., Raghu, T.S., Vinze, A., and Dooley, K. (2017), “Effectiveness of standards consortia: Social network perspectives,” Information Systems Frontiers, https://doi.org/10.1007/s10796-017-9759-x.

·      Dooley, K., and Van de Ven, A. (2016), “Cycles of divergence and convergence underlying processes of organization change and innovation,” in Sage Handbook of Process Organization Studies, A. Langley and H. Tsoukas (Eds.), London: Sage Publications, p. 574-592.

·      Yan, T., and Dooley, K. (2014), “Buyer-Supplier collaboration quality in new product development projects,” J. of Supply Chain Management, 50(2): 59-83.

·      Yan, T., and Dooley, K. (2013), “Communication intensity, goal congruence, and uncertainty in buyer-supplier new product development,” J. of Operations Management, 31: 523-542.

·      Kach, A., Azadegan, A., Dooley, K. (2012), “Analyzing the successful development of a high novelty innovation project under a time-pressured schedule,” R&D Management, 42(5): 377-400.

·      Nichols, J., Goul, M., Dooley, K., and Demirkan, H. (2011), “Reconsidering modular design rules in a dynamic service context, Lecture Notes in Computer Science, Volume 6629: 350-365.

·      Azadegan, A., and Dooley, K. (2010), “Supplier innovativeness, organizational learning styles and manufacturer performance: An empirical assessment,” Journal of Operations Management, 28(6): 488-505.

·      Skilton, P., and Dooley, K. (2010), “The effects of repeat collaboration on creative abrasion,” Academy of Management Review, 35(1): 118-134.

·      Choi, B-J., Raghu, T.S., Vinze, A., and Dooley, K. (2009), “Process model for e-business standards development: A case of ebXML standards,” IEEE Transactions on Engineering Mansagement, 56(3): 448-467.

·      Azadegan, A., Dooley, K., Carter, J., and Carter, P., (2008), “Supplier innovativeness, learning contingencies and manufacturer performance: An organizational learning perspective,” Journal of Supply Chain Management, 44 (4): 14-35.  (Finalist for the Harold E. Fearon Best Paper Award)

·      Azadegan, A., Bush, D., and Dooley, K., (2008), “Design creativity: A static or dynamic capability?” International Journal of Operations and Production Management (28) 7: 636-662.

·      Lichtenstein, B., Carter, N., Dooley, K., and Gartner, W. (2007), “Complexity dynamics of nascent entrepreneurship,” J. of Business Venturing, 22(2): 236-261.  Reprinted in Nascent Entrepreneurship, 2011, Per Davidsson (ed.), Elgar Publishing.

·      Lichtenstein, B., Dooley, K., and Lumpkin, T. (2006), “An emergence event in new venture creation: Measuring the dynamics of nascent entrepreneurship,” J. of Business Venturing, 21(2):153-175. 

·      Rothenberger, M., Dooley, K., Kulkarni, U., and Nada, N. (2003), " Strategies for software reuse: A principal component analysis of reuse practices," IEEE Transactions on Software Engineering, 29(9): 825-837.

·      Greiner, M., Dooley, K., Shunk, D., and McNutt, R. (2002), “An assessment of Air Force development portfolio management practices,” Acquisition Research Quarterly, Spring: 117-142.

·      Dooley, K., Subra, A., and Anderson, J. (2002), “Adoption rates and patterns of best practices in new product development,” International Journal of Innovation Management, 6(1): 85-103

·      Dooley, K., Subra, A., and Anderson, J. (2001), "Maturity and its impact on new product development project performance," Research in Engineering Design, 13: 23-29.

·      Dooley, K., and Johnson, D. (2001), “Changing the new product development process: Reengineering or continuous quality improvement?”, Measuring Business Excellence, 5(4): 32-38.

·      Dooley, K., Durfee, W., Shinde, M., and Anderson, J. (2000), “A river runs between us: Legitimate roles and enacted practices in cross-functional product development teams,” Advances in Interdisciplinary Studies of Work Teams: Product Development Teams,” Vol. 5, JAI Press: 283-302.

·      Baumann, W., Bhattacharya, S., Capone, J., Dooley, K., Fritsch, J., and Palangala, S. (1999), “The network maturity model for internet development”, IEEE Computer, October: 117-118.

·      Rothenberger, M., and Dooley, K. (1999), "Measuring programmer performance in a reuse-driven software development environment," Decision Sciences, 30(4): 1131-1153.

·      Stevenson, S., Dooley, K., and J. Anderson (1994), "Best design practices: An analysis of U.S. Navy contractors,"  Research in Engineering Design, 6: 14-24.

·      Johnson, T., and K. Dooley (1992), "Quality improvement of the product development process using performance metrics," Computers in Engineering, 1: 295-304.

 

Complexity science

·      Dooley, K., Kiel, D., and Dietz, S. (2013), “Introduction to the Special Issue on Nonlinear Organizational Dynamics,” Nonlinear Dynamics, Psychology, & Life Sciences, 17(1): 1-2.

·      Azadegan, A., and Dooley, K. (2011), “The rise of distributed control in operations management,”  to appear in Handbook of Complexity and Management, S. Maguire, W. McKelvey, and P. Allen (Eds.), Sage, p. 151-170.

·      Tsoukas, H., and Dooley, K. (2011), “Introduction to the Special Issue “Towards the ecological style: Embracing complexity in organizational research”, Organization Studies, 32(6): 729-735.

·      Dooley, K., and Letiche, H. (2009), “Guest editorial: Complexity and environment,” Emergence: Complexity and Organization, 11(3): vi-viii

·      Dooley, K. (2009), “The Butterfly effect of the Butterfly Effect,” Nonlinear Dynamics, Psychology, and the Life Sciences, 13(3): 279-288.

·      Choi, T., and Dooley, K. (2009),”Supply networks: Theories and Models,” Introduction to Special Issue, Journal of Supply Chain Management, 45(3): 25-26.

·      Dooley, K. (2008), “Organizational psychology,” in S. Guastello, D. Pincus, & M. Koopmans (Eds.) Chaos and Complexity: Recent Advances and Future Directions in the Theory of Nonlinear Dynamical Systems Psychology.  Cambridge, MA: Cambridge University Press, p. 434-451.

·      Baumann, W., Fristch, J., and K. Dooley (2007), Network Maturity Model: An Integrated Process Framework for Computer Network Management, Parket, CO: Outskirts Press.

·      Dooley, K. (2007), “Leadership and a computational model of organizations,” in J. K. Hazy, J. Goldstein & B. Lichtenstein (Eds.), Complex Systems Leadership Theory. Mansfield, MA: ISCE Publishing Company, p. 327-332.

·      Jennings, P. and Dooley, K. (2007), “Introduction to complex systems leadership theory:  An emerging paradigm,” in J. K. Hazy, J. Goldstein & B. Lichtenstein (Eds.), Complex Systems Leadership Theory. Mansfield, MA: ISCE Publishing Company, p. 17-34.

·      Dooley, K. (2004), “Complexity science models of organizational change,” Handbook of Organizational Change and Development, S. Poole and A. Van De Ven (eds.), Oxford University Press, p. 354-373.

·      Begun, J., Dooley, K., and Zimmerman, B. (2003), “Health care organizations as complex adaptive systems,” in Advances in Health Care Organization Theory (S.M. Mick and M. Wyttenbach, eds.), San Francisco: Jossey-Bass.

·      Dooley, K., and S. Corman (2002), "Agent-based, genetic, and emergent computational models of complex systems," in Encyclopedia of Life Support Systems (EOLSS), L.D. Kiel (ed.), Oxford, U.K.: UNESCO/EOLSS Publishers (http://www.eolss.net).

·      Dooley, K. (2002), “Applying complexity: Really,” in M. Lissack & J. Rivkin (eds.), The Interaction of Complexity and Management,” Westport, CT: Greenwood Publishing Group, p. 73-76.

·      Dooley, K. (2002), “Organizational complexity,” International Encyclopedia of Business and Management, M. Warner (ed.), London: Thompson Learning, p. 5013-5022.

·      Zimmerman, B., and Dooley, K. (2001), “Mergers versus emergers: Structural change in health care systems,” Emergence, 3(4): 65-82.

·      Choi, T., Dooley, K., and Rungtusanatham, M. (2001), "Supply networks and complex adaptive systems: Control versus emergence,  Journal of Operations Management 19:351-366.

·      Avishai, B., M. Boisot, M. Cohen, K. Dooley, A. Kantrow, M. Lissack, B. McKelvey, T. Petzinger, and Rivkin, J. (2000), “Why do management research?  The complexity perspective,” Emergence 2(3): 9-18.

·      Dooley, K., and Van de Ven, A. (1999), “Explaining complex organizational dynamics,” Organization Science, 10(3): 358-372.

·      Walker, C., and Dooley, K. (1999), "The stability of self-organized rule following work teams," Computational and Mathematical Organization Theory, 5(1): 5-30.

·      Dooley, K. (1997), "A complex adaptive systems model of organization change," Nonlinear Dynamics, Psychology, & Life Sciences, 1(1): 69-97.

·      Dooley, K., Hamilton, P., Cherri, M., West, B., and P. Fisher (1997), "Chaotic Behavior in Society: Adolescent Childbearing in Texas, 1964-1990,"  Chaos, Complexity, and Sociology, M. Lee & R. Eve (eds.), Newbury Park, CA: Sage Publications, p. 243-268.

·      Eoyang, G., and K. Dooley (1996), "Boardrooms of the Future: The Fractal Nature of Organizations," Fractals Horizons: The Future Use of Fractals, Cliff Pickover (ed.), St. Martin's Press, p. 195-203.

·      Dooley, K. (1996), "Chaotic Dynamics and Autonomous Agents in Manufacturing," Chaos Network, 8(2): 14-23.

·      Johnson, T., and K. Dooley (1996), "Looking for Chaos in Time Series," Nonlinear Dynamics in Human Behavior, W. Sulis & A. Combs (eds), Singapore: World Scientific, p. 44-76.

·      Dooley, K., Van de Ven, A. (1996), “The Nonlinear Dynamics of Innovation,” Society for Chaos Theory in Psychology and the Life Sciences, 4(1):1-2.

·      Dooley, K. (1996), "A nominal definition of complex adaptive systems," The Chaos Network, 8(1): 2-3.

·      Guastello, S., Dooley, K., and J. Goldstein (1995), "Chaos, organizational theory, and organizational development," Chaos Theory in Psychology, Gilgen, A., and  F. Abraham eds., Westport, CT: Praeger, p. 267-278.

·      Dooley, K., Johnson, T., and D. Bush (1995), "TQM , chaos, and complexity," Human Systems Management, 14(4): 1-16.

 

Supply chain, operations, and quality management

·      Chen, Y-S., Dooley, K., and Rungtusanatham, M. (2016), “Using text analysis and process modeling to examine buyer-supplier relationship dissolution: The Ford-Firestone breakup,” Journal of Purchasing and Supply Management, 22(4): 325-337.

·      Kull, T., Oke, A., and Dooley, K. (2014), “Supplier selection behavior under uncertainty: Contextual and cognitive effects on risk perception and choice,” Decision Sciences, 45(3): 467-505.

·      Rossetti, C., Handfield, R., and Dooley, K. (2011), “Forces, trends, and decisions in pharmaceutical supply chain management:  Theoretic implications,” International Journal of Physical Distribution and Logistics Management, 41(6): 601-622.

·      Terpend, R., Krause, D., and Dooley, K. (2011), “Managing buyer-supplier relationships:  Empirical patterns of strategy formulation in industrial purchasing,” Journal of Supply Chain Management, 47(1): 73-94.

·      Rossetti, C., and Dooley, K. (2010), “Job types in the supply chain management profession,” Journal of Supply Chain Management, 46(3): 40-56.

·      Yan, T., and Dooley, K. (2010), “Entry timing in a secondary market: When to trade?,” International Journal of Production Economics, 124(1): 62-74.

·      Yan, T., Rabinovich, E., Dooley, K., and Evers, P. (2010), “Managing backlog variation in order fulfillment: The case of internet retailers,” International Journal of Production Economics, 121: 161-168.

·      Dooley, K., Yan, T., Mohan, S., Gopalakrishnan, M. (2010), “Inventory management and the bullwhip effect during the 2007–2009 recession: Evidence from the manufacturing sector,” Journal of Supply Chain Management, 46(1): 12-18.

·      Mili, L., and Dooley, K. (2009), “Risk-based power system planning integrating social and economic direct and indirect costs,” in Economic Market Design and Planning for Electric Power Systems, Lamine Mili and James Momoh (Eds.), Wiley & Sons, p. 161-179.

·      Primo, M., Dooley, K., and Rungtusanatham, M. (2007), “Manufacturing firm reaction to supplier failure and recovery,” Int. J. of Operations & Production Management, 27(3): 323-341.

·      Dooley, K. (2000), "The paradigms of quality: evolution and revolution in the history of the discipline," Advances in the Management of Organizational Quality, Vol. 5, JAI Press: 1-28.

·      Rungtusanatham, M., Anderson, J., and Dooley, K. (1999), “Towards measuring the SPC implementation/ practice construct: Evidence of measurement quality,” International Journal of Quality and Reliability Management, 16(4): 301-329.

·      Usrey, M., and Dooley, K. (1998), “The measurement of consumer attitudes concerning software quality,” Quality Management Journal, 5(2): 42-57.

·      Comstock, T.,  and Dooley, K. (1998), "A tale of two QFDs", Quality Management Journal, 5(4): 32-45.

·      Dooley, K., and R. Flor (1998), "Perceptions of success and failure in total quality management initiatives," Journal of Quality Management, 3(2): 157-174.

·      Dooley, K., and F. Mahmoodi (1998), "Beyond TQM," IEEE Engineering Management Review, Vol. 26, No. 3 (Fall), 114 pages (special editors).

·      Rungtusantham, M., Anderson, J., and K. Dooley (1997), "Conceptualizing organizational implementation and practice of statistical process control," Journal of Quality Management, 2(1): 113-137.

·      Dooley, K., Anderson, J., and X. Liu (1997), "Model-Based Diagnosis of Special Causes in Statistical Process Control," International Journal of Production Research, 35(6): 1609-1616.

·      Dooley, K. (1997), “Use PDSA for crying out loud,” Quality Progress, 30(10): 60-63.

·      Usrey, M., and K. Dooley (1996), "The dimensions of software quality," Quality Management Journal, 3(3): 67-86.

·      Dooley, K. (1996), "Quality engineering," IEEE Engineering Management Review, 24(4): 43-64; also published in Handbook of Automation and Manufacturing Systems, Dorf, R., and A. Kusiak, eds., New York: Wiley-Interscience, p. 619-648, 1994.

·      Dooley, K., and F. Mahmoodi (1996), "Regarding quality," IEEE Engineering Management Review, Vol. 24, No. 4 ( Spring), 115 pages (guest editors).

·      Guo, Y., and K. Dooley (1995), "Distinguishing between mean, variance, and autocorrelation changes in statistical quality control," International Journal of Production Research, 33(2): 497-510.

·      Anderson, J., Dooley, K., and M. Rungtusanatham (1994), "Training and education for continual quality improvement," Quality Progress, 27(12): 57-62.

·      Vig, M., and K. Dooley (1993), "Mixing static and dynamic flowtime estimates for due-date assignment,"  Journal of Operations Management, 11: 67-79.

·      Dooley, K., and J. Anderson (1992), "On special causes which only affect a portion of the subgroup," Computers and Industrial Engineering, 22(3): 323-336.

·      Guo, Y., and K. Dooley (1992), "Identification of change structure in statistical process control," International Journal of Production Research, 30(7): 1655-1669.

·      Bush, D., and K. Dooley (1992), "A learning process for transformation to continuous improvement management," Human Systems Management, 11(4): 181-192.

·      Mahmoodi, F., and K. Dooley (1992), "Group scheduling and order releasing: review and foundations for research," Production Planning & Control, 3(1): 70-80.

·      Misterek, D., Dooley, K., and J. Anderson (1992), "Productivity as a performance measure," International Journal of Operations and Production Management, 12(1): 29-45.

·      Dooley, K., and F. Mahmoodi (1992), "Identification of robust scheduling heuristics: application of taguchi methods in simulation studies," Computers and Industrial Engineering, 22(4): 359-368.

·      Anderson, J., Dooley, K., and S. Misterek (1991), "The role of profound knowledge in the continual improvement of quality," Human Systems Management, 10(4): 243-260.

·      Vig, M., and K. Dooley (1991), "Dynamic rules for due date assignment," International Journal of Production Research, 29(7): 1361-1377.

·      Mahmoodi, F., and K. Dooley (1991), "A comparison of exhaustive and non-exhaustive group scheduling heuristics in a manufacturing cell," International Journal of Production Research, 29(9): 1923-1939.

·      Dooley, K. and S.G. Kapoor (1990), "An enhanced quality evaluation system for quality improvement, part 1: Theory", Journal of Engineering for Industry, 112(1): 57-62.

·      Dooley, K. and S.G. Kapoor (1990), "An enhanced quality evaluation system for quality improvement, part 2: Application", Journal of Engineering for Industry, 112(1): 63-68.

·      Mahmoodi, F., Dooley, K., and P. Starr (1990), "An evaluation of order releasing and due date assignment heuristics in cellular manufacturing," Journal of Operations Management, 9(4): 548-573.

·      Mahmoodi, F., Dooley, K., and P. Starr (1990), "An investigation of dynamic group scheduling heuristics in a job shop manufacturing cell," International Journal of Production Research, 28(9): 1695-1711.

·      Dooley, K., Bush, D., Anderson, J., and M. Rungtusanatham (1990), "The U.S. Baldrige award and Japan's Deming prize: Two guidelines for total quality control," Engineering Management Journal, 2(3): 9-16.

·      Bush, D., and K. Dooley (1989), "The Deming prize and Baldrige award: How they compare," Quality Progress, January: 28-30.

·      Vig, M., K. Dooley, and P. Starr (1989), "The importance of simulating cell activities to computer integrated manufacturing," Manufacturing Engineering, January: 65-68.

·      Dooley, K., and S.G. Kapoor (1987), "A rule-based system for classifying faults in continuous processes," Recent Developments in Production Research, Elsevier Publications, A. Mital editor, pp. 875-881.

·      Dooley, K., Kapoor, S., Dessouky, M, and R.E. DeVor (1986), "An integrated quality systems approach to quality and productivity improvement in continuous manufacturing processes," Journal of Engineering for Industry, 108(4): 322-327.

·      Dooley, K. (1985), Statistical Process Control Software, Champaign, IL: DeVor and Associates.

 

Knowledge management and communication

·      Corman, S., and Dooley, K. (2011), “Knowledge management in a university setting,” to appear in Communication and Organizational Knowledge: Contemporary Issues for Theory and Practice,” H. Canary & R. McPhee (Eds.), New York, Routledge, Taylor, & Francis.

·      Corman, S., and Dooley, K. (2009), “Strategic communication on a complex landscape: Search techniques for finding the right message”, in A. Oncu, T. Bucher, & O. Aytac (Eds.) Strategic Communications for Combating Terrorism.  Ankara, Turkey: Center for Excellence-Defence Against Terrorism, p. 101-114.

·      Corman, S., and K. Dooley (2007), "Method for mining, mapping, and managing organizational knowledge from text and conversation," USPTO Patent #7,165,023.

·      Corman, S., and K. Dooley (2007), “Dynamic centering resonance analysis,” USPTO Patent #7,295,967.

·      Corman, S., and Dooley, K. (2007), Wonkosphere 1.0, Chandler, Arizona: Crawdad Technologies, LLC.

·      Dooley, K., and Corman, S. (2007), Crawdad Listening Post 1.0, Chandler, Arizona: Crawdad Technologies, LLC.

·      Corman, S. and Dooley, K. (2006), Crawdad Text Analysis System 2.0, Chandler, Arizona: Crawdad Technologies, LLC.

·      Dooley, K., and Corman, S. (2004), “Dynamic analysis of news streams: Institutional versus environmental effects,” Nonlinear Dynamics, Psychology, & Life Sciences, 8(3): 403-428.

·      Williamson, J., Dooley, K., Corman, S. (2004), "Using text mining to create actionable knowledge: Application to network failure incident reports," Lecture Notes in Computer Science, Vol.  3336, D. Karagiannis & U. Reimer (Eds.), Springer-Verlag, p. 71-81.

·      Dooley, K., and Corman, S. (2004), “The dynamics of political messages,” Patterns 2(8), August 13.

·      Dooley, K., Corman, S., and Ballard, D. (2004), Centering Resonance Analysis: A Superior Data Mining Algorithm for Textual Data Streams, Final Phase I STTR Report, US Air Force Office of Scientific Research,  Contract Number  F49620-03-C-0082.

·      Dooley, K., Corman, S., McPhee, R., and T. Kuhn (2003), “Modeling high-resolution broadband discourse in complex adaptive systems,” Nonlinear Dynamics, Psychology, & Life Sciences, 7(1): 61-86.

·      Dooley, K., and Zimmerman, B. (2003), “Merger as marriage: Communication issues in post-merger integration,” Health Care Management Review, 28(1): 57-69.

·      Corman, S. and Dooley, K. (2003), Crawdad Text Analysis System 1.0, Chandler, Arizona: Crawdad Technologies, LLC.

·      McPhee, R., Corman, S., and Dooley, K. (2002), “Organizational knowledge expression and management: Centering resonance analysis of organizational discourse,”  Management Communication Quarterly, 16(2), p. 130-136.

·      Corman, S., Kuhn, T., McPhee, R., and Dooley, K. (2002), “Studying complex discursive systems: Centering resonance analysis of organizational communication,” Human Communication Research, 28(2): 157-206.

·      Dooley, K., Corman, S., and McPhee, R. (2002), “A knowledge directory for identifying experts and areas of expertise,” Human Systems Management: 21(4): 217-228.

·      Skilton, P., and Dooley, K. (2002), “Technological knowledge maturity, innovation and productivity,” International Journal of Operations and Production Management, 22(8): 887-901.

·      Dooley, K., and S. Corman (2002), “The dynamics of electronic media coverage,” in B. Greenberg (ed.), Communication and Terrorism: Public and Media Responses to 9-11, Cresskill, NJ: Hamptom Press.

·      Dooley, K., Anderson, J., and Liu, X. (2000), “Process quality knowledge bases,” Journal of Quality Management, 4(2): 207-224.

·      Dooley, K., Skilton, P. and J. Anderson (1998), “Process knowledge bases: Facilitating reasoning through cause and effect thinking,” Human Systems Management, 17(4): 281-298.

·      Liu, X., Dooley, K., and J. Anderson (1995), "Combining process knowledge for continuous quality improvement," IIE Transactions, 27(6): 811-19.

·      Liu, X., Dooley, K., and J. Anderson (1991), "Process knowledge bases: A framework for continuous process improvement," Factory Automation and Integrated Manufacturing, M. Ahmad and W. Sullivans (eds), Boca Raton, Fla: CRC Press, pp. 384-393.

 

Research methods

·      Dooley, K. (2016), “Using manifest content analysis in purchasing and supply management research,” Journal of Purchasing and Supply Management, 22(4): 244-246.

·      Kim, Y., Choi, T., Yan, T., and Dooley, K. (2011), “Structural analysis of supply networks,” Journal of Operations Management, 29(3): 194-211.

·      Dooley, K. (2009), “The empiricism-modeling dichotomy in operations and supply management,” Journal of Supply Chain Management, 45(1): 38-43.

·      Dooley, K., and Lichtenstein, B. (2008), “Research methods for studying the dynamics of leadership,” in Uhl-Bien, M., & Marion, R. (Eds.) Complexity Leadership: Conceptual Foundations. Charlotte, NC: Information Age Publishing, p. 269-290.

·      Patterson, L., Dooley, K. Baldwin, S. Eoyang, G, Holladay, R. Silva, R., and Webster, J.P. (2005). Exploring computerized text analysis to study literacy policy and practice. 54th Yearbook of the National Reading Conference, 257-271.

·      Dooley, K. (2002), “Simulation research methods,” Companion to Organizations, Joel Baum (ed.), London: Blackwell, p. 829-848.

·      Poole, M., Van de Ven, A., Dooley, K., and M Holmes (2000), Organizational Change and Innovation Processes: Theory and Methods for Research,  Oxford: Oxford Press. (Best Book Award, International Communication Association, Organizational Comm. Division, 2001.)