Robert Dewar
Robert Dewar

MANAGEMENT & ORGANIZATIONS
Associate Professor of Management & Organizations

Print Overview

Professor Dewar received his MS and PhD from the University of Wisconsin (Madison) in Sociology. He is a member of the American Academy of Management and has served on the editorial board of the Academy of Management Journal and the Administrative Science Quarterly. From 1980 to 1988, Professor Dewar served as Chairman of the Organizational Behavior Department at the Kellogg School of Management. He has also served as the academic director for both Kellogg's Institute for Management and its Executive Development Program. Most recently, Professor Dewar was director of Kellogg's "Creating the Market Focused Organization" Executive Program.

His areas of expertise include the implementation of strategy through design of organizational systems and delivering customer service. He is currently researching manufacturer’s response to wholesale and retail trade concentration and national account management systems. Professor Dewar designs training programs for middle and senior managers in many types of organizations. He also designs development programs for professional accounting and consulting companies. Professor Dewar frequently consults with major corporations.

Professor Dewar has conducted executive development programs and/or consulted with the following: State Farm Insurance, CCC Information Services, Inc., The Harris Bank, Citicorp, National Association of Independent Insurers, Blue Cross Blue Shield Association, Cigna, North Pacific Insurance, Deloitt & Touche, Baker and McKenzie, General Telephone and Electronics (GTE), AT&T, Ameritech, Association of Legal Administrators, The American Red Cross, U.S. Gypsum, IBM, British American Tobacco, Nestlé’s, Hoechst, Good Year, General Motors, Mobil Oil, Lee Enterprises, S.C.Johnson, Spiegel Catalog, Abbott, Eli Lilly, G. D. Searle, The Chicago Tribune, BP, The Hearst Corporation, and other organizations and professional groups.



Areas of Expertise
Consumer Behavior
Corporate Restructuring
Customer Experience
Customer Service
Leadership
Organizational Change
Organizational Learning
Organizational Structure and Relationships
Strategic Implementation
Strategy
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Print Vita
Education
PhD, 1976, Sociology, University of Wisconsin, Madison
MS, 1971, Sociology, University of Wisconsin, Madison
BA, 1969, History, Philosophy, Fordham University

Academic Positions
Associate Professor, Kellogg School of Management, Northwestern University, 1980-present
Department Chair, Kellogg School of Management, Northwestern University, 1980-1988
Assistant Professor, Kellogg School of Management, Northwestern University, 1976-1980
Instructor, Kellogg School of Management, Northwestern University, 1974-1976
Guest Lecturer, Graduate School of Business, University of Cape Town, 1975-1975

Grants and Awards
Sidney J. Levy Teaching Award, Kellogg School of Management, 1995-1996
L.G. Lavengood Outstanding Professor of the Year Award, Kellogg School of Management, 1987

 
Print Research
Research Interests
Implementation of market/customer focus; manufacturers’ response to retail trade concentration; organization learning and innovation

Articles
Bergren, Eric and Robert Dewar. 1991. Is Product Management Obsolete?. Journal of Retail Banking. 13(4): 27-32.
Dewar, Robert and Don Schultz. 1989. The Product Manager, An Idea Whose Time Has Gone. Marketing Communications.: 28-35.
Walsh, James P. and Robert Dewar. 1987. Formalization and the Organizational Life Cycle. Journal of Management Studies. 24(3): 215-231.
Dewar, Robert and Jane Dutton. 1986. The Adoption of Radical and Incremental Innovations: An Empirical Analysis. Management Science. 32(11): 1422-1433.
Dewar, Robert. 1986. Organizational Aerobics Anyone?. Executive Excellence.: 5-6.
Schultz, Don and Robert Dewar. 1983. Retailers in control: The Impact of Retail Trade Concentration. Journal of Consumer Marketing. 1(2): 81-90.
Dewar, Robert and Donald Simet. 1981. A Level Specific Prediction of Spans of Control Examining the Effects of Size, Technology, and Specialization. Academy of Management Journal. 24(1): 5-24.
Dewar, Robert, David Whetton and David M. Boje. 1980. An Examination of the Reliability and Validity of the Aiken and Hage Scales of Centralization, Formalization, and Task Routineness. Administrative Science Quarterly. 25(1): 120-128.
Dewar, Robert and James Werbel. 1979. Universalistic and Contingency Predictions of Employee Satisfaction and ConflictUniversalistic and Contingency Predictions of Employee Satisfaction and Conflict. Administrative Science Quarterly. 24(3): 426-448.
Dewar, Robert and Jerald Hage. 1978. Size, Technology, Complexity, and Structural Differentiation: Toward a Theoretical Synthesis. Administrative Science Quarterly. 23(1): 111-136.
Dewar, Robert and Robert Duncan. 1977. Implications for Organizational Design of Structural Alterations as a consequence of Growth and Innovation. Organization and Administrative Science. 7
Hage, Jerald and Robert Dewar. 1973. Elite Values Versus Organizational Structure in Predicting Innovation. Administrative Science Quarterly. 18(3): 279-289.
Book Chapters
Rao, Hayagreeva and Robert Dewar. 2005. "Builiding a Market Focused Culture." In The Future of Human Resource Management, edited by Mike Losey, Sue Meissinger, and Dave Ulrich, 172-180. New York: Wiley.
Dewar, Robert and Robert Duncan. 1977. "Implications for Organizational Design of Structural Alterations as a consequence of Growth and Innovation." In Organizational Design, edited by Elmer Burack and Anant Neghadi, 203-222. The Kent State University Press.
Books
Stern, LouisRobert DewarAllan Drebin, Lynn W. Phillips and Brian Sternthal. 1977. The Evaluation of Consumer Protection Laws: The Case of the Fair Credit Reporting Act. Cambridge, MA: Marketing Science Institute.
Aiken, Michael , Robert Dewar, Nancy DiTomaso, Jerald Hage and Gerald Zeitz. 1974. Coordinating Human Service. San Francisco, CA: Jossey Bass.
Cases
Dewar, Robert. 2012. Children's Press. Columbia Case Works, Case 120501.
Dewar, Robert. 2011. Northlands Ledger (B): Bringing Customer Focus to a Newspaper. Case 5-111-006(B) (KEL537).
Dewar, Robert. 2011. Northlands Ledger (A): Management Style, Strategy, and Performance. Case 5-111-006(A) (KEL536).
Dewar, Robert. 2010. Key State Blue Cross and Blue Shield Plan: A Strategy for Winning in the Market through Customer-Focused Service. Case 5-409-750 (KEL436).
Dewar, Robert. 2009. Washington Mutual (B): From Forty-Six to Sixteen. Case 5-304-506(B) (KEL433).
Dewar, Robert. 2009. The Schneirocksie Corporation. Case 5-109-005 (KEL414).
Dewar, Robert, Jeff Schumacher and Hayagreeva Rao. 2006. UPS Supply Chain Solutions. Case 5-205-251 (KEL177).
Dewar, Robert and Hayagreeva Rao. 2006. Washington Mutual (A): A Very Old Bank Can Grow – A Lot!. Case 5-304-506 (KEL244).
Dewar, Robert, Jeff Schumacher and Hayagreeva Rao. 2006. Career Transfer and Development at UPS. Case 5-105-004 (KEL176).
Dewar, Robert. 2006. Customer Focus at Neiman Marcus. Case 5-405-750 (KEL145).

 
Print Teaching
Teaching Interests
Leadership, organizational change, motivation, and implementation of strategy through effective organization design
Full-Time / Part-Time MBA
Leadership in Organizations (MORS-430-0)

This course counts toward the following majors: Management & Organizations.

This course provides students with the social science tools needed to solve organizational problems and influence the actions of individuals, groups and organizations. It prepares managers to understand how to best organize and motivate the human capital of the firm, manage social networks and alliances, and execute strategic change. This is accomplished through knowledge of competitive decision making, reward system design, team building, strategic negotiation, political dynamics, corporate culture and strategic organizational design.

Designing Organizational Systems (MORS-451-0)

This course counts toward the following majors: Human Resource Management, Management & Organizations.

This is an advanced course drawing on research in the behavioral sciences to formulate the design of the structure and procedures used by complex organizations to meet environmental demands and members' needs. Specific focus is on the behavioral aspects of such topics as information systems, control systems, project management and matrix organization.