Dan Denison

Professor Emeritus of Management and Organization

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Daniel R Denison is Professor Emeritus of Management and Organization. His work on organizational culture and business performance is well known around the world.

Prior to joining IMD in 1999, Denison was an Associate Professor of Organizational Behavior and Human Resource Management at the University of Michigan Business School, teaching in MBA, PhD, and Executive Education programs.

Denison has taught and lived in Asia, Europe, Latin America, and the Middle East. He received his bachelor’s degree in psychology, sociology, and anthropology from Albion College and his PhD in organizational psychology from the University of Michigan.

His research, teaching, and consulting focuses on organizational culture and leadership and the impact they have on the performance and effectiveness of organizations and has shown a strong relationship between organizational culture and business performance metrics such as profitability, growth, customer satisfaction, and innovation. He has consulted with many leading corporations regarding organizational change, leadership development, and the cultural issues associated with mergers and acquisitions, turnarounds, and globalization.

Denison’s books include Leading Culture Change in Global Organizations: Aligning Culture and Strategy (written with IMD colleague Robert Hooijberg) and Corporate Culture and Organizational Effectiveness. He is also the author of the Denison Organizational Culture Survey and the Denison Leadership Development Surveys. His articles have appeared in leading journals such as the Academy of Management Journal, Academy of Management Review, Organization Science, Administrative Science Quarterly, and the Journal of Organizational Behavior.

Denison has primarily been involved in partnership programs with IMD Learning Network companies such as Canon, Deloitte, PMI, Shell, DuPont, and Metso. These custom-designed programs are targeted to transform the organizations and individuals who lead them and are designed to meet the challenges the companies face. He is also Chairman of Denison Consulting, LLC, headquartered in Ann Arbor, Michigan with offices in Europe and Asia.

Insight for Executives
Designing a high performance organization
Designing a high performance organization
• Organization redesign has a greater probability of succeeding if it occurs before it is necessary. It is really difficult to achieve if the company is already in crisis mode. • Each stage should ...
Published 17 March 2015
Change intelligence: Use the power of CQ to lead change that sticks (Book review)
Barbara Trautlein’s new book on change intelligence addresses this challenge by giving us something very useful. The book is a simple and practical explanation of why change intelligence is critica...
Published 1 January 2014
Competing efficiently and effectively
in China
Competing efficiently and effectively in China
Differences in corporate culture do not only stem from geography, nationality, language or culture; corporate culture starts with the organization itself – its structure and its own unique characte...
Published 16 January 2013
Leading Culture Change in Global Organizations
Leading Culture Change in Global Organizations
Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book combines twenty years of research ...
Published 25 July 2012
Culture change at Tsingtao
Published 1 February 2008
Managing corporate culture at Henkel: Applying the Denison organizational culture survey
This case study presents a detailed account of Henkel's recent efforts at building their corporate culture and aligning their most valuable resource - their people - with the principles and objecti...
Published 1 January 2007