Dexter Dunphy is Emeritus Professor in the School of Management at the University of Technology Sydney, where he previously held the position of Distinguished Professor. His main research and consulting interests are in corporate sustainability, the management of organisational change and human resource management. His research is published in over 90 articles and 23 books, including Beyond the Boundaries: Leading and Re-Creating the Successful Enterprise, with D. Stace, McGraw-Hill, Sydney, revised edition 2001; In Great Company: Unlocking the Secrets of Cultural Change, co-authored with Q. Jones, R. Fishman. M. Larne and C. Canter, Human Synergistics, Sydney, 2006, rev.edn in press (2011); Organizational Change for Corporate Sustainability, with A. Griffiths and S. Benn, Routledge, London & NY, revised edition 2007; Corporate Governance and Sustainability: Challenges for Theory and Practice, with Suzanne Benn, Routledge, London 2007. Cases in Corporate Sustainability and Change: A Multidisciplinary Approach, with S. Benn and B. Perrott, Tilde University Press, in press (2011). He has also published a book of poetry Jaguar Heart, Wellington Lane Press, Sydney, 2003.
Dexter has consulted to over 160 private and public sector organisations in Australia and abroad. His consulting includes advising on major organisational transitions, design of human resource strategies and implementing sustainability practices. Dexter holds the degrees of BA(hons) M Ed(hons) and Dip Ed from Sydney University and PhD in Sociology from Harvard University. He has held visiting professorships at Harvard University USA, Keio University Japan, Shanghai First Medical College, PRC, the National University of Singapore and the Helsinki School of Economics and Business Administration, Finland. From 1990 to 1997 he was Director of the Centre for Corporate Change at the AGSM, one of twenty Special Research Centres in Australian universities funded by the Australian Government.
He has been a recipient of a Fulbright Senior Scholar Award, the University of New South Wales’ Vice-Chancellor’s Award for Teaching Excellence and, on leaving the University of NSW in 2000, was appointed Professor Emeritus. In 1998 he was awarded the Australian Human Resources Institute’s Mike Pontifex Award for Outstanding Contribution to the Human Resources Profession and The Australian and New Zealand Academy of Management’s Distinguished Member Award for contributions to management research, scholarship, education and leadership. He is a Fellow of the Academy of Social Sciences in Australia, of the Australian Institute of Management, the Australian and New Zealand Academy of Management and CPA Australia. He is also a member of the Westpac Community Consultative Council, a Senior Associate of the UTS Centre for Corporate Governance, Adviser to ARIES (The Australian Research Institute in Education for Sustainability) at Macquarie University, a member of the UTS Sustainability Steering Committee, a Director of the Prostate Cancer Foundation of Australia and Chair, Blue Mountains World Heritage Institute. In 2007 he was awarded an AM in the Order of Australia honours list for service to education, particularly in the fields of organizational change, corporate sustainability and business management, and to the community.
Dexter is currently advising on corporate change programs and supporting sustainability initiatives within UTS and other organisations.
corporate sustainability, organisational change and human resource management
Since this classic book was first published in 2003, sustainability has increasingly become mainstream business for leading corporations, whilst the topic itself has also been a hotly debated political issue across the globe. The sustainability phase models originally discussed in the book have become more relevant with ever more examples of organizations at later stages in the development of corporate sustainability.
Bringing together global issues of ecological sustainability, strategic human resource management, organizational change, corporate social responsibility, leadership and community renewal, this new edition of the book further develops its unified approach to corporate sustainability and its plan of action to bring about corporate change. It integrates new research and brings illustrative case studies up to date to reflect how new approaches affect change and leadership. For the first time, a new positive model of a future sustainable world is included - strengthened by references to the global financial crisis, burgeoning world population numbers and the rise of China.
With new case studies including BP's Gulf oil spill and Tokyo Electric Company's nuclear reactor disaster, this new edition will again be core reading for students and researchers of sustainability and business, organizational change and corporate social responsibility.
second edition involving major new writing and including new case material
Jones, Q., Dunphy, D.C., Fishman, R., Larne, M. & Canter, C. 2006, In Great Company, Human Synergistics, Syney, Australia.
Stace, D. & Dunphy, D.C. 2001, Beyond the boundaries: leading and re-creating the succesful enterprise, McGraw Hill, Sydney, Australia.
Benn, SH, Dunphy, DC & Martin, A 2009, 'Governance of environmental risk: New approaches to managing stakeholder involvement', Journal of Environmental Management, vol. 90, no. 4, pp. 1567-1575.View/Download from: UTS OPUS or Publisher's site
Disputes concerning industrial legacies such as the disposal of toxic wastes illustrate changing pressures on corporations and governments. Business and governments are now confronted with managing the expectations of a society increasingly aware of the social and environmental impacts and risks associated with economic development and demanding more equitable distribution and democratic management of such risks. The closed managerialist decision-making of the powerful bureaucracies and corporations of the industrial era is informed by traditional management theory which cannot provide a framework for the adequate governance of these risks. Recent socio-political theories have conceptualised some key themes that must be addressed in a more fitting approach to governance. We identify more recent management and governance theory which addresses these themes and develop a process-based approach to governance of environmental disputes that allows for the evolving nature of stakeholder relations in a highly complex multiple stakeholder arena.
Feletto, E, Dunphy, DC, Palmer, IC & Benrimoj, C 2007, 'An Industry Approach To Practice Change In Community Pharmacy', Pharmacy World & Science, vol. 29, no. 6, pp. 712-712.
Feletto, E, Dunphy, DC, Palmer, IC, Benrimoj, C & Roberts, A 2007, 'Practice Change In Community Pharmacy - Tools For Service Implementation', Pharmacy World & Science, vol. 29, no. 6, pp. 712-713.
Benn, SH, Dunphy, DC & Griffiths, AB 2006, 'Enabling change for corporate sustainability: an integrated perspective', Australasian Journal of Environmental Management, vol. 13, no. 3, pp. 156-165.View/Download from: UTS OPUS
Benn, S.H. & Dunphy, D.C. 2005, 'Towards new forms of governance for issues of sustainability: renewing relationships between corporates, government and community', Electronic Journal of Radical Organisation Theory, vol. 9, no. 1, pp. 1-29.
Benn, S.H. & Dunphy, D.C. 2004, 'Can democracy handle corporate sustainability? constructing a path forward', Innovation: Management, Policy and Practice, vol. 6, no. 2, pp. 141-155.View/Download from: UTS OPUS
Benn, S.H. & Dunphy, D.C. 2004, 'A case study in strategic sustainability: Fuji Xerox Eco Manufacturing Centre', Innovation: Management, Policy and Practice: an International Journal for Innovation Research, Commercialization, Policy Analysis and Best Practice, vol. 6, no. 2, pp. 258-268.
Dunphy, D.C. 2003, 'Corporate sustainability: challenge to managerial orthodoxies', Journal of the Australian and New Zealand Academy of Management, vol. 9, no. 1, pp. 2-11.View/Download from: UTS OPUS
Griffiths, A.B. & Dunphy, D.C. 2002, 'Heresies to orthodoxies: Organisational renewal in Australia 1966-1996', Management Decision, vol. 40, no. 1, pp. 74-81.View/Download from: UTS OPUS or Publisher's site
This paper traces the emergence of a social movement that has attempted to transform the fundamental character of organizations in Australia. Unlike many other such social movements, this worldwide social movement has been largely unresearched and even unnamed. We refer to it as the organizational renewal movement. The story we tell here demonstrates how this new social movement gained momentum and influence and eventually contributed to today's prevailing management orthodoxy. We present the case that change initiatives moved from being heresies to orthodoxies. In particular we trace the movement through three phases. The first phase traces the foundations and acceptance of humanistic change interventions. The second phase traces the challenges to the humanistic agenda and the emergence of new directions. The third phase demonstrates the process of strategic alignment, where heresies became accepted as orthodoxies. The paper concludes with some observations on future directions for the movement.
This paper addresses the contribution of teams to organizational performance. It distinguishes between three types of team attributes: technical expertise, self-management, and self-leadership, reviewing each attribute and assessing its relative contribu
To investigate the controversy between universal and contingent approaches to corporate change, a study was undertaken of 13 service sector organizations. The study used the Dunphy/Stace contingency model of organizational change strategies, developing m
Dunphy, D.C. & Stace, D. 1990, 'Strategies For Planned Change - An Exchange Of Views - Rejoinder', Organization Studies, vol. 11, no. 1, pp. 134-136.
Dunphy, DC & Stace, D 1988, 'Transformational And Coercive Strategies For Planned Organizational-change - Beyond The Od Model', Organization Studies, vol. 9, no. 3, pp. 317-334.View/Download from: Publisher's site
An increasing number of organisations are instituting formal appraisal systems for employees at all levels. This article reviews major reasons for this widespread move and points out the failure of most performance appraisal systems to form an integral part of an organisation's forward strategic plan. While many organisations are adopting strategic plans designed to produce widespread organisational restructuring and the reformulation of organisational functions, the institution of PA systems in these same organisations can create reward structures which reinforce the status quo. PA should be a proactive intervention addressing future issues, supporting rather than subverting corporate strategy. To achieve a supportive link between strategy and PA, we suggest a series of questions to guide the planning of a PA sysiem so that it becomes a vital ingredient in moving the organisation toward a future vision.
Dunphy, D.C. & Benn, S.H. 2013, 'Leadership for sustainable futures' in By, R.T. & Burnes, B. (eds), Organizational Change, Leadership and Ethics, Routledge, Great Britain, pp. 195-215.View/Download from: UTS OPUS
The UN's successive International Panel on Climate Change Reports show the immediacy of the ecological crisis facing the planet (Flannery, 2010). Global climate change is not something that will affect future generations; it is already affecting our own generation as Arctic ice and permafrost melt, seas become more acidic, desertification intensifies and extreme weather conditions increase in number and intensity. In addition, the limitations of known oil reserves (peak oil) combined with increasing demand for oil from India, China and South-East Asia will increasingly threaten established oil-based patterns of human interaction such as cheap land and air transport as well as oil-based food production. These problems will be further exacerbated by a growing global population. The developed economies therefore need to move from their current extreme dependence on fossil fuels (the carbon economy) and substitute energy produced from alternative energy sources (the carbon-neutral economy). How are we doing on achieving this goal? We have recently seen at the UN's Copenhagen Climate summit that political leaders were high on rhetoric before the summit but failed to achieve effective international collaboration on actions to halt and/or reverse climate change. As a result, emissions in all nations are increasing and we face a growing world food crisis.
Benn, S.H., Dunphy, D.C. & Perrott, B. 2011, 'Preface' in Benn, S., Dunphy, D. & Perrott, B. (eds), Cases in Corporate Sustainability & Change: A Multidisciplinary Approach, Tilde University Press, Prahhan, Vic, pp. i-xxiv.View/Download from: UTS OPUS
Benn, SH, Dunphy, DC & Perrott, B 2011, 'Preface' in Benn, S, Dunphy, D & Perrott, B (eds), Cases in Corporate Sustainability & Change: A Multidisciplinary Approach, Tilde University Press, Prahhan, Vic, pp. i-xxiv.View/Download from: UTS OPUS
Benn, S.H., Dunphy, D.C. & Angus-Leppan, T. 2011, 'Fuji Xerox Australia Eco Manufacturing Centre: A case study in strategic sustainability' in Benn, S., Dunphy, D. & Perrott, B. (eds), Cases in Corporate Sustainability & Change: A Multidisciplinary Approach, Tilde University Press, Prahhan, Vic, pp. 28-41.View/Download from: UTS OPUS
Today humankind faces two major crises. The first is the global financial crisis that began in 2008. The second is ecological and has been slowly building since the industrial revolution. The ecological crisis is now gaining momentum as we witness the meltdown of the world's glaciers and a range of related issues such as widespread weather volatility, desertification and food shortages. The two crises are intimately related. In the words of leading ecologist Tim Flannery: 'We have become the 'future eaters', living beyond the earth's ability to replace the resources we consume'. As a consequence, there is a need for up-to-date, relevant course materials-and particularly case studies-addressing the challenges ahead. Corporate sustainability is increasingly central to strategy in modern businesses. Learning about sustainability lends itself to the use of case studies because: (1) case studies demonstrate that sustainability is not some fantasy but a business imperative; (2) sustainability issues do not come in neat packages but cut across the traditional academic disciplines; and (3) case studies allow the relevance of theories to be tested. As the title of this book indicates, the primary emphasis is on corporate sustainability but an emphasis has also been placed on corporate change. Sustainability will not be achieved through technological fixes alo? corporate culture needs to change also.
Crittenden, P.M., Benn, S.H. & Dunphy, D.C. 2011, 'Yarra Valley Water: Learning and change for sustainability' in Benn, S., Dunphy, D. & Perrott, B. (eds), Cases in Corporate Sustainability & Change: A Multidisciplinary Approach, Tilde University Press, Prahhan, Vic, pp. 147-161.View/Download from: UTS OPUS
Today humankind faces two major crises. The first is the global financial crisis which began in 2008. The second is ecological and has been slowly building since the industrial revolution. The ecological crisis is now gaining momentum as we witness the meltdown of the worlds glaciers and a range of related issues such as widespread weather volatility, desertification and food shortages. The two crises are intimately related. In the words of leading ecologist Tim Flannery: `We have become the `future eaters, living beyond the earths ability to replace the resources we consume. As a consequence, there is a need for up-to-date, relevant course materialsand particularly case studiesaddressing the challenges ahead. Cases in Corporate Sustainability and Change: A Multidisciplinary Approach includes Australian and New Zealand as well as international cases. Corporate sustainability is increasingly central to strategy in modern businesses. Learning about sustainability lends itself to the use of case studies because: (1) case studies demonstrate that sustainability is not some fantasy but a business imperative; (2) sustainability issues do not come in neat packages but cut across the traditional academic disciplines; and (3) case studies allow the relevance of theories to be tested. As the title of this book indicates, the primary emphasis is on corporate sustainability but an emphasis has also been placed on corporate change. Sustainability will not be achieved through technological fixes alone; corporate culture needs to change also.
Martin, A, Benn, SH & Dunphy, DC 2007, 'Towards a Model of Governance for Sustainability: Networks, Shared Values and New Knowledge' in Benn, S & Dunphy, D (eds), Corporate Governance and Sustainability: Challenges for Theory and Practice, Routledge, London, UK, pp. 94-121.View/Download from: UTS OPUS
Benn, SH, Dunphy, DC & Griffiths, AB 2007, 'Synthesising Governance Themes from Political and Management Theory' in Benn, S & Dunphy, D (eds), Corporate Governance and Sustainability: Challenges for Theory and Practice, Routledge, London, UK, pp. 76-93.View/Download from: UTS OPUS
In this chapter we explore, both theoretica lly and empirically, how the relationship between political systems and corporate governance practices can be used to progress corporate sustainability. We argue that corporate sustainabil ity is facili tated by ' total responsibility management ' , as outlined by Waddock et al. (2002). Waddock et al. 2002 argue that corporate sustainability requires internal corporate governance to move beyond compliance to the holistic approach of 'total responsibil ity management' .
Benn, S.H. & Dunphy, D.C. 2007, 'New Forms of Governance: Changing Relationships between Corporates, Government and Community' in Benn, S. & Dunphy, D. (eds), Corporate Governance and Sustainability: Challenges for Theory and Practice, Routledge, London, UK, pp. 9-35.View/Download from: UTS OPUS
Benn, S.H., Dunphy, D.C. & Griffiths, A.B. 2007, 'Integrating Human and Ecological Factors: a Systematic Approach to Corporate Sustainability' in Marinova, D., Annandale, D. & Phillimore, J. (eds), The International Handbook on Environmental Technology Managemant, Edward Elgar, Cheltenham, UK, pp. 222-240.View/Download from: UTS OPUS
In this chapter we propose an integrated perspective on organizational change, which is designed to progress the corporation to a position of both human and ecological sustainability. Human sustainability is defined here as the development and fulfilment of human needs whilst ecological sustainability is the protection and renewal of the biosphere. The chapter defines key steps along the way to this organization of the future and explains ways of achieving an incremental or, in some cases, a transformative transition to the fully sustainable and sustaining corporation. Case studies of both incremental and transformative change are also provided to illustrate how organizations have moved toward ecological sustainability through the development of their human sustainability.
Dunphy, D.C. 2006, 'Running out of time' in Barker, C. (ed), Speed at Work, Wrightbooks, Milton, Australia, pp. 91-109.
Dunphy, D.C. & Fishman, R. 2006, 'The dynamics of cultural transformation' in Jones, Q., Dunphy, D., Fishman, R., Larne, M. & Canter, C. (eds), In Great Company: unlocking the secrets of cultural transformation, Human Synergistics, Sydney, Australia, pp. 36-80.
Benn, S.H., Griffiths, A.B. & Dunphy, D.C. 2005, 'Changing corporate culture to an environmental ethos' in Staib, R. (ed), Environmental Management and Decision Making for Business, Palgrave, Hampshire, UK, pp. 180-191.
Griffiths, A.B., Benn, S.H. & Dunphy, D.C. 2005, 'Organisational structures and roles' in Staib, R. (ed), Environmental Management and Decision Making for Business, Palgrave, Hampshire, UK, pp. 169-179.
Griffiths, A.B., Dunphy, D.C. & Benn, S.H. 2005, 'Corporate sustainability: integrating human and ecological sustainability approaches' in Starik, M., Sharma, S., Egri, C. & Bunch, R. (eds), New Horizons in Research on Sustainable Organisations - Emerging Ideas, Approaches and Tools for Practitioners and Researchers, Greenleaf Publishing, Sheffield, UK, pp. 166-186.View/Download from: UTS OPUS
Dunphy, D.C. & Pitsis, T.S. 2003, 'Wisdom' in Barker, C. & Coy, R. (eds), The Seven Heavenly Virtues of Leadership, McGraw Hill, North Ryde, Australia, pp. 167-197.
Dunphy, D.C. 2003, 'Dexter Dunphy' in Thompson, P. (ed), Wisdom: The Hard-Won Gift, ABC Books, Sydney, Australia, pp. 73-92.
Dunphy, D.C. 2003, 'The sustainability of organizations' in Chowdhury, S. (ed), Organization 21C: Someday all Organizations will Lead this Way, Prentice Hall, New Jersey, USA, pp. 259-271.
Dunphy, D.C. & Griffiths, A.B. 2002, 'Corporate strategic change', Routledge, London, pp. 1169-1176.
Hackman, K. & Dunphy, D.C. 1990, 'Managerial Delegation' in Cooper, G.L. & Robertson, I.T. (eds), International Review of Industrial and Organizational Psychology 1990 Volume 5, John Wiley & Sons Ltd, Chitchster, UK, pp. 35-57.
Delegation, which is widely advocated, is a significant problem are for manager and the weakest kink in organisational functioning. To date there has been little empirical research into delegation although a range of theoretical development and research in related areas have important implications for understanding of delegation. This chapter is reviews the most relevant research. In addition the current state of knowledge about delegation is critically assessed and clarified to extend the theoretical understanding of the nature of delegation. Promising avenues for future research are also identified.
Dunphy, D.C. & Hackman, K. 1989, 'Locus of Control in Human Resource Management: A Comparison of the United States and China' in Nedd, A., Ferris, G.R. & Rowland, K.M. (eds), Research in Personnel and Human Resources Management, JAI Press Ltd, Greenwich, Connecticut, pp. 33-44.
This chapter considers the different assumptions required to understand models of human resource management (HRM) in the United States and China. The purpose is to widen the debate about the control of HRM to include all three actors: the state, the enterprise and the individual. Consideration is also given to the approaches used in Japan and Sweden which represent other distinctive solutions to the same control problem. The major consequences of these different models are analysed.
Perey, R., Benn, S.H., Dunphy, D.C. & Edwards, M. 2008, 'Landcare : A narrative construction for ecological sustainability', The Questions We ask, Academy of Management Annual Meeting, Academy of Management, Anaheim, California.
Benn, S.H., Edwards, M., Perey, R. & Dunphy, D.C. 2007, 'Emergence, complexity and sustainability: A study of the "sub-political arena"', Academy of Management, Academy of Management, Academy of Management, Philadelphia, pp. 1-36.
Perey, R., Dunphy, D.C., Edwards, M. & Benn, S.H. 2007, 'Landcare and the livelihood of knowledge', Proceedings of the 21st ANZAM 2007 Conference: Managing Our Intellectual and Social Capital, Australian and New Zealand Academy of Management Conference, ANZAM, Sydney, Australia, pp. 1-17.View/Download from: UTS OPUS
This paper explores how communities generate effective ecological solutions using both implicit narrative construction and explicit processes of knowledge creation and knowledge application. We argue that the act of developing a narrative frames our understanding of the environment and governs our relationship with our environment. We identify micro-narratives extracted from the interviews with members of Australian Landcare organizations and link these micro-narratives to knowledge creation and dissemination processes. We conclude that social change toward sustainability comes about through the rewriting of the environmental story within which we situate ourselves.
Benn, S.H., Dunphy, D.C., Low, S. & Perey, R. 2006, 'Integrating sustainability into MBA programs: a multiple stakeholder approach', Management: Pragmatism, Philosophy, Priorities - Proceedings of the 20th ANZAM Conference, Australian and New Zealand Academy of Management Conference, ANZAM, Yeppoon, Australia, pp. 1-8.View/Download from: UTS OPUS
Benn, S.H., Dunphy, D.C. & Ross-Smith, A.E. 2006, 'Integrating the elements of corporate sustainability.', Sustainability Conference 2006 - The Second International Conference on Environmental, Cultural, Economic and Social Sustainability, Hanoi, Vietnam.
Benn, S.H., Dunphy, D.C., Griffiths, A.B. & Ross-Smith, A.E. 2004, 'Building the sustainable organisation: synergies, tensions and implications for change and leadership', 18th Annual Conference of the Australian and New Zealand Academy of Management: "People First - Serving our Stakeholders", Australian and New Zealand Academy of Management Conference, ANZAM, Dunedin, New Zealand, pp. 1-11.View/Download from: UTS OPUS
Benn, S.H., Dunphy, D.C. & Martin, A.J. 2004, 'Networks for knowledge creation: interorganizational collaborations for sustainability', 18th Annual Conference of the Australian and New Zealand Academy of Management: "People First - Serving our Stakeholders", Australian and New Zealand Academy of Management Conference, ANZAM, Dunedin, New Zealand, pp. 1-25.View/Download from: UTS OPUS
Benn, S.H. & Dunphy, D.C. 2003, 'Human and ecological factors: a systematic approach to corporate sustainability.', Sustainability and Social Science: Round Table Proceedings, Sustainability and Social Science: Round Table Proceedings, ISF and CSIRO Minerals, Sydney, Australia, pp. 95-123.
Dunphy, D.C. 2003, 'Leading corporate sustainability', "Sustainable Organization": The US Organizational Development Network's Annual Conference, --, Portland, Oregon.
Dunphy, D.C. 2002, 'Corporate sustainability; challenge to managerial orthodoxies', ANZAM, Australian and New Zealand Academy of Management Conference, Australia.
Dunphy, D.C. 2002, 'Integrating human and ecological sustainability', International Conference of Ecologically Sustainable Development, International Conference of Ecologically Sustainable Development, Australia.