Abstract
Kim Cameron, a professor at the Ross School of Business at the University of Michigan, is considered to be among the most prominent management scholars in the world. During his career, he has generated several influential contributions that have shaped the field of organizational change. He has been a prolific researcher and writer, authoring 13 books and over 120 articles. Through his research, he has made deep contributions to a broad range of topics, including organizational effectiveness, organizational decline and downsizing, organizational culture and the competing values framework, organizational paradox, organizational virtuousness, and positive organizational scholarship.
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References
Bright, D. S., Cameron, K. S., & Caza, A. (2006). The amplifying and buffering effects of virtuousness in downsized organizations. Journal of Business Ethics, 64(3), 249–269. https://doi.org/10.1007/s10551-005-5904-4.
Bright, D. S., Winn, B. A., & Kanov, J. (2014). Reconsidering virtue: Differences of perspective in virtue ethics and the positive social sciences. Journal of Business Ethics, 119(4), 445–460. https://doi.org/10.1007/s10551-013-1832-x.
Cameron, K. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23(4), 604–632. https://doi.org/10.2307/2392582.
Cameron, K. (1980). Critical questions in assessing organizational effectiveness. Organizational Dynamics, 9(2), 66–80. https://doi.org/10.1016/0090-2616(80)90041-8.
Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance (2nd ed.). Berrett-Koehler Publishers.
Cameron, K. (2016). Personal conversation with the authors.
Cameron, K., Quinn, R., Degraff, J., & Thakor, A. (2014). Competing values leadership: Second edition (2nd ed.). Edward Elgar Publishing. https://doi.org/10.4337/9781847201560
Cameron, K. S. (1981). Domains of organizational effectiveness in colleges and universities. Academy of Management Journal, 24(1), 25–47. https://doi.org/10.2307/255822.
Cameron, K. S. (1986). Effectiveness as paradox: Consensus and conflict in conceptions of organizational effectiveness. Management Science, 32(5), 539–553. https://doi.org/10.1287/mnsc.32.5.539.
Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189–211. https://doi.org/10.1002/hrm.3930330204.
Cameron, K. S. (Ed.). (2010). Organizational effectiveness. Edward Elgar. https://doi.org/10.4337/9781785362156.
Cameron, K. S., Bright, D., & Caza, A. (2004). Exploring the relationships between organizational virtuousness and performance. American Behavioral Scientist, 47(6), 766–790. https://doi.org/10.1177/0002764203260209.
Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline (1st ed.). Berrett-Koehler Publishers. https://doi.org/10.4135/9781452276090.n209
Cameron, K. S., Freeman, S. J., & Mishra, A. K. (1991). Best practices in white-collar downsizing: Managing contradictions. The Executive, 5(3), 57–73. https://doi.org/10.5465/AME.1991.4274469.
Cameron, K. S., & Lavine, M. (2006). Making the impossible possible: Leading extraordinary performance--the Rocky Flats story (1st ed). Berrett-Koehler Publishers. https://doi.org/10.1111/j.1744-6570.2008.00126_7.x
Cameron, K. S., & Quinn, R. E. (1988). Organizational paradox and transformation. In R. E. Quinn & K. S. Cameron (Eds.), Paradox and transformation: Toward a theory of change in organization and management (pp. 1–18). Ballinger Publishing Co/Harper & Row Publishers. https://doi.org/10.2307/2393523
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. https://doi.org/10.1111/j.1744-6570.2006.00052_5.x
Cameron, K. S., & Whetten, D. A. (1981). Perceptions of organizational effectiveness over organizational lifecycles. Administrative Science Quarterly, 26(4), 525–544. https://doi.org/10.2307/2392338.
Cameron, K. S., & Whetten, D. A. (1983). Organizational effectiveness: A comparison of multiple models. Academic Press. https://doi.org/10.2307/3324319.
Cameron, K. S., Whetten, D. A., & Kim, M. U. (1987). Organizational dysfunctions of decline. Academy of Management Journal, 30(1), 126–138. https://doi.org/10.2307/255899.
Freeman, S. J., & Cameron, K. S. (1993). Organizational downsizing: A convergence and reorientation framework. Organization Science, 4(1), 10–29. https://doi.org/10.1287/orsc.4.1.10.
Gittell, J. H., Cameron, K., Lim, S., & Rivas, V. (2006). Relationships, layoffs, and organizational resilience: Airline industry responses to September 11. The Journal of Applied Behavioral Science, 42(3), 300–329. https://doi.org/10.1177/0021886306286466.
Handy, C. (1995). The age of paradox. Harvard Business School Press. https://doi.org/10.2307/258795.
Hess, E. D., & Cameron, K. S. (2006). Leading with values: Positivity, virtue, and high performance. Cambridge University Press. https://doi.org/10.1017/cbo9780511753770.
Lavine, M. (2014). Paradoxical leadership and the competing values framework. The Journal of Applied Behavioral Science, 50(2), 189–205. https://doi.org/10.1177/0021886314522510.
Lavine, M., & Cameron, K. (2012). From weapons to wildlife: Positive organizing in practice. Organizational Dynamics, 41(2), 135–145. https://doi.org/10.1016/j.orgdyn.2012.01.007.
Lawrence, K. A., Lenk, P., & Quinn, R. E. (2009). Behavioral complexity in leadership: The psychometric properties of a new instrument to measure behavioral repertoire. The Leadership Quarterly, 20(2), 87–102. https://doi.org/10.1016/j.leaqua.2009.01.014.
Lewis, M. W. (2000). Exploring paradox: Toward a more comprehensive guide. Academy of Management Review, 25(4), 760–776. https://doi.org/10.5465/AMR.2000.3707712.
Manz, C. C., Cameron, K. S., Manz, K. P., & Marx, R. D. (Eds.). (2008). The virtuous organization: Insights from some of the world’s leading management thinkers. World Scientific. https://doi.org/10.1142/6886.
Poole, M. S., & van de Ven, A. H. (1989). Using paradox to build management and organization theories. The Academy of Management Review, 14(4), 562–578. https://doi.org/10.2307/258559.
Quinn, R. E., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33–51. https://doi.org/10.1287/mnsc.29.1.33.
Sison, A. J. G., & Fontrodona, J. (2015). Work, virtues, and flourishing: A special issue from the EBEN 25th Annual Conference. Journal of Business Ethics, 128(4), 701–703. https://doi.org/10.1007/s10551-014-2071-5.
Smith, W. K., & Lewis, M. W. (2011). Toward a theory of paradox: A dynamic equilibrium model of organizing. Academy of Management Review, 36(2), 381–403. https://doi.org/10.5465/amr.2009.0223.
Vaill, P. B. (1989). Managing as a performing art: New ideas for a world of chaotic change (Vol. xxi. Jossey-Bass. https://doi.org/10.2307/258695.
Further Reading
Influential Articles
Cameron, K. S. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23(4), 604–632. https://doi.org/10.2307/2392582.
Cameron, K. S. (1980). Critical questions in assessing organizational effectiveness. Organizational Dynamics, 9(2), 66–80. https://doi.org/10.1016/0090-2616(80)90041-8.
Cameron, K. S. (1981). Domains of organizational effectiveness in colleges and universities. Academy of Management Journal, 24(1), 25–47. https://doi.org/10.2307/255822.
Cameron, K. S. (1986). Effectiveness as paradox: Consensus and conflict in conceptions of organizational effectiveness. Management Science, 32(5), 539–553. https://doi.org/10.1287/mnsc.32.5.539.
Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189–211. https://doi.org/10.1002/hrm.3930330204.
Cameron, K. S., Bright, D. S., & Caza, A. (2004). Exploring the relationships between organizational virtuousness and performance. American Behavioral Scientist, 47, 766–790. https://doi.org/10.1177/0002764203260209.
Cameron, K. S., Freeman, S. J., & Mishra, A. K. (1991). Best practices in white-collar downsizing: Managing contradictions. Academy of Management Executive, 5, 57–73. https://doi.org/10.5465/ame.1991.4274469.
Cameron, K. S., Whetten, D., & Kim, M. (1987). Organizational dysfunctions of decline. The Academy of Management Journal, 30(1), 126–138 http://www.jstor.org/stable/255899.
Freeman, S. J., & Cameron, K. S. (1993). Organizational downsizing: A convergence and reorientation framework. Organization Science, 4(1), 10–29. https://doi.org/10.1287/orsc.4.1.10.
Lavine, M. H., & Cameron, K. S. (2012). From weapons to wildlife: Positive organizing in practice. Organizational Dynamics, 41(2), 135–145. https://doi.org/10.1016/j.orgdyn.2012.01.007.
Quinn, R. E., & Cameron, K. S. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33–51. https://doi.org/10.1287/mnsc.29.1.33.
Influential Books
Cameron, K. S. (Ed.). (2010). Organizational effectiveness. Edward Elgar. https://doi.org/10.4337/9781785362156.
Cameron, K. S. (2012). Positive leadership: Strategies for extraordinary performance (2nd ed.). Berrett-Koehler Publishers.
Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). Jossey-Bass. https://doi.org/10.1111/j.1744-6570.2006.00052_5.x
Cameron, K. S., & Whetten, D. A. (Eds.). (1983). Organizational effectiveness: A comparison of multiple models. Academic Press. https://doi.org/10.2307/3324319.
Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler Publishers. https://doi.org/10.4135/9781452276090.n209.
Hess, E., & Cameron, K. S. (2006). Leading with values: Positivity, virtues, and high performance. Cambridge University Press. https://doi.org/10.1017/cbo9780511753770.
Manz, C. C., Cameron, K. S., Manz, K. P., & Marx, R. D. (2008). The virtuous organization: Insights from some of the world’s leading management thinkers. World Scientific Publishers. https://doi.org/10.1142/6886.
Quinn, R. E., & Cameron, K. S. (1988). Paradox and transformation: Toward a theory of change in organization and management. Ballinger. https://doi.org/10.2307/2393523.
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Bright, D.S., Lavine, M. (2020). Cameron, Kim: Changing the Study of Change – From Effectiveness to Positive Organizational Scholarship. In: Szabla, D.B. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-49820-1_35-3
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Cameron, Kim: Changing the Study of Change – From Effectiveness to Positive Organizational Scholarship- Published:
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DOI: https://doi.org/10.1007/978-3-319-49820-1_35-3
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Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship
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Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship- Published:
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DOI: https://doi.org/10.1007/978-3-319-49820-1_35-1