Sometimes, when we write, there's a FLOW. Sometimes we're on a streak of academic or more creative pursuits.

Sometimes we write because someone says we should..

Sometimes we write because we have something we think may be interesting to others.

I do all three. Sometimes I have interesting things to communicate.

PEER-REVIEWED PUBLICATIONS
(citations = ~400 (89 since 2018); h-index = 9, i10-index = 9.
In brief: Current writing topics in workplace mental health, relevance, and sensemaking through poetry.

Here's what I'm writing that excites me, and why. .

Peterson, D.K., (202x) “On the Decadence of Executive Function: Mental Health Wellbeing and Work” (In Development). I think this is actually an org design issue, although most would attribute the work to HR, and let it die there. The position I take here is that the perfect new hire might get tired. In hiring, we tend to look for people who are perfect, who fit the job perfectly, and who should continue to be perfect forever. No maintenance required. What happens when that perfect hire "goes rogue" and begins to struggle? The temptation is to initiate a progressive disciplinary policy leading to dismissal. Get someone else in there!! I contend that's a bad idea in every circumstance. Executives and managers do get overwhelmed. We all do! When that happens, we experience a shift in what we do really well. Sometimes it's permanent. I like to call this a decay of skillsets. Every decay brings different skills to the forefront. It's not a zero-sum game. Why not restructure around tasks the known performer is moving toward as their new set of valuable skills? In managerial literature, those changes are made on a proactive competitive basis toward external conditions. Why not include the need for internal org development? This is the direction this work takes. known faults.
Peterson, D.K., (202x) “On Self-Relevance”. Ever get the feeling the way people are behaving may be because they don't feel as relevant as they once felt? The reactions people exhibit are perfectly understandable as a motivation through the cognitive dissonance effect. This is directly out of Karl Weick. His thoughts were that dissonance is a huge motivator that eclipses a great deal of what we think we know.
Works where I thought I had something to say (and why):
Peterson, D.K.; XING, Y.Y (2021) The Structural Creation of Virtual Power in a Very Large Network. Journal of Management Research. Volume 13, No 1. January 2021. DOI. Impact Factor 3.2. **focus on controlling nodes and edges in very large networks as an instrument of para-uber-management
Peterson, D.K.; XING, Y.Y (2020) Virtual Rollout of Business Partner Networks from Selection to Implementation. Journal Management Research. Volume 12, No 4, October 2020. DOI. **Very large rollout from the backside/last node in as a way to create efficiency in forward-out rollout. Pretty cool math. Combinatoric.
Peterson, D.K. (2012) The Colbert Bump and the Facebook Follow Through for
Generation Snark: A Test and Extension of Ajzen’s Theory of Planned Behavior for 2012. The Journal of Management Research 4:3 p.4365. **(This work predicted the rise of social media for the encouragement and manipulation of voting – I never thought it would turn into this.
Peterson, D.K. (2011). Help, I want to know what my MBA students want: A study of French MBA students. International Journal of Business and Management, Vol 6, No. 1 (January). P. 1-14. DOI. **a paper on learning student desired outcomes and practices for satisfaction. Modeled in Paris as a class project in MBA Research Methods.
Peterson, D.K. (2010). A longitudinal study of cultural assimilation in Mexico. Journal of Management Research, Vol. 2, No. 1: P. 1-26. DOI ** corporate Culture Carries On! Part 3 of a multi-year project among auto manufacturers in Mexico.
Peterson, D.K., Xing, Y. (2007) Motivational Predictors to Organizational Commitment in China. Journal of Asia Business Studies, Vol. 1:2. p. 21-34. This explores organizational satisfaction and worker/quality commitment in Chinese organizations that have government, private, and blended ownership structures. DOI. Impact Factor, 3.6.
Peterson, D.K., Puia, G.M. (2003) Yo tengo la camiseta: An exploration of worker affect in Mexico. Journal of Leadership and Organizational Studies. 10:2 p.93-120. (Cross adoption of national, regional, and corporate cultures and impact on performance, affective commitment, continuance commitment, behavioral compliance, fear, and quality. DOI. Impact Factor 4.6.

Here are my articles that really aren't very good, and could have been better written:
(… there’s a writing gap during my NGO executive years. I remain research-learning active with a high volume of near-publication ready work…)
Peterson, D.K. (2013) Corporate Attention Deficit Disorder and Performance in High Velocity Chaotic Environments. Global Journal of Management and Business Research, 13:2 p 63-75. (Theories of chaos and high velocity activity contribute to the CADD. It may be possible to create larger coping strategies that provide clarity and structure to environmental quality.) Impact Factor 4.2.
Peterson, D.K. (2006) Valismaalasest majandusprofessor pilguheit Eestile (An international professor’s perspective on economic outlook in Estonia.) Majandaja in Postiimes, Volume 1: page 1 - business special edition. December 6, 2006. (This is the largest circulation newspaper in Estonia). 4,000 words.
Peterson, D.K. (2011) Partner selection for sustainability efforts: The case of choosing NGO partners using transaction cost analysis and resource dependency. Interdisciplinary Journal of Contemporary Research in Business Vol. 2, No. 1 (March). P. 12-22. Impact Factor, 5.085.
Peterson, D.K. (2010) Paradigms Found: Phronesis and pragmatic humanism for international and domestic NGOs. International Business Research, Vol. 3, No. 4 (October). p. 36-43. (As a humanist by nature, I needed to write this one to satisfy my inner Derrida.) DOI. Impact Factor, 4.8.
Peterson, D.K. (2010) Agency perspectives on NGO governance. Journal of Management Research, Vol. 2, No. 2: p. 1-18. (Explains why and how the agency relationship governs decision making and moderates effectiveness with a nod to agency levers for performance.) DOI.
Peterson, D.K. (2007) Partner Selection and Governance For Corporate Social Responsibility Efforts: The Case Of Choosing NGO Partners. In Hooker, J., A. Kolk, and P. Madsen (eds) Controversies, International Corporate Responsibility: International Corporate Responsibility Series, Volume 3. (Carnegie Bosch Institute for Applied Studies in International Management.) P. 173-188. DOI.