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The Palgrave Handbook of Organizational Change Thinkers pp 1–16Cite as

Palgrave Macmillan

Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship

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Abstract

Kim Cameron, is a professor at the Ross School of Business at the University of Michigan. 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.

Keywords

  • Positive organizational scholarship
  • Organizational effectiveness
  • Paradox
  • Competing values framework
  • Organizational virtuousness

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References

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Further Reading

    Influential Articles

    • Cameron, K. S. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23(4), 604–632.

      Google Scholar 

    • Cameron, K. S. (1980). Critical questions in assessing organizational effectiveness. Organizational Dynamics, 9(2), 66–80.

      Google Scholar 

    • 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.

      Google Scholar 

    • Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189–211.

      Google Scholar 

    • Cameron, K. S., & McNaughtan, J. (2014). Positive organizational change. The Journal of Applied Behavioral Science, 50(4), 445–462.

      Google Scholar 

    • Cameron, K. S., & Whetten, D. (1981). Perceptions of organizational effectiveness over organizational life cycles. Administrative Science Quarterly, 26(4), 525–544. doi:10.2307/2392338.

    • Cameron, K. S., Whetten, D., & Kim, M. (1987). Organizational dysfunctions of decline. The Academy of Management Journal, 30(1), 126–138. Retrieved from http://www.jstor.org/stable/255899.

    • 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.

      Google Scholar 

    • Cameron, K. S., Bright, D. S., & Caza, A. (2004). Exploring the relationships between organizational virtuousness and performance. American Behavioral Scientist, 47, 766–790.

      Google Scholar 

    • Freeman, S. J., & Cameron, K. S. (1993). Organizational downsizing: A convergence and reorientation framework. Organization Science, 4(1), 10–29.

      Google Scholar 

    • Gittell, J. H., Cameron, K. S., Lim S., & Rivas, V. (2006). Relationships, layoffs and organizational resilience. Journal of Applied Behavior Science, 42, 300–328.

      Google Scholar 

    • Lavine, M. H., & Cameron, K. S. (2012). From weapons to wildlife: Positive organizing in practice. Organizational Dynamics, 41(2), 135–145.

      Google Scholar 

    • Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44(4), 697–713. doi:10.2307/3069411.

      CrossRef  Google Scholar 

    • Quinn, R. E., & Cameron, K. S. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33.

      Google Scholar 

    Influential Books

    • Cameron, K. S. (Ed.). (2010). Organizational effectiveness. Cheltenham /Northhampton: Edward Elgar.

      Google Scholar 

    • Cameron, K. S. (2012). Positive leadership: Strategies for extraordinary performance (2nd ed.). San Francisco: Berrett-Koehler Publishers.

      Google Scholar 

    • Cameron, K. S., & Lavine, M. H. (2006). Making the impossible possible: Achieving extraordinary performance, the Rocky Flats story. San Francisco: Berett-Koehler Publishers San Francisco.

      Google Scholar 

    • Cameron, K. S., & Quinn, R. E. (2011). Diagnosing and changing organizational culture: Based on the competing values framework (3rd ed.). San Francisco: Jossey-Bass.

      Google Scholar 

    • Cameron, K. S., & Whetten, D. A. (Eds.). (1983). Organizational effectiveness: A comparison of multiple models. New York: Academic.

      Google Scholar 

    • Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline. San Francisco: Berrett-Koehler Publishers.

      Google Scholar 

    • Cameron, K. S., Quinn, R., Degraff, J., & Thakor, A. (2014). Competing values leadership: Creating value in organizations (2nd). Northampton: Edward Elgar Pub.

      Google Scholar 

    • Hess, E., & Cameron, K. S. (2006). Leading with values: Positivity, virtues, and high performance. New York: Cambridge University Press.

      Google Scholar 

    • 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. London: World Scientific Publishers.

      Google Scholar 

    • Quinn, R. E., & Cameron, K. S. (1988). Paradox and transformation: Toward a theory of change in organization and management. Cambridge, MA: Ballinger.

      Google Scholar 

    • Whetten, D. A., & Cameron, K. S. (2011). Developing management skills (8th ed.). Upper Saddle River: Prentice Hall/Pearson.

      Google Scholar 

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    Author information

    Authors and Affiliations

    1. Department of Management and International Business, Wright State University, Dayton, OH, 45435, USA

      David S. Bright

    2. Department of Management, University of Massachusetts, Boston, MA, 02125, USA

      Marc Lavine

    Authors
    1. David S. Bright
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    Correspondence to David S. Bright .

    Editor information

    Editors and Affiliations

    1. Western Michigan University, Kalamazoo, Michigan, USA

      David B. Szabla

    2. Columbia University , New York, New York, USA

      William A. Pasmore

    3. The George Washington University , College Park, Maryland, USA

      Mary A. Barnes

    4. Columbia University , New York, New York, USA

      Asha N. Gipson

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    Bright, D.S., Lavine, M. (2017). Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship. In: Szabla, D., Pasmore, W., Barnes, M., Gipson, A. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-49820-1_35-2

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    • DOI: https://doi.org/10.1007/978-3-319-49820-1_35-2

    • Received:

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    • Publisher Name: Palgrave Macmillan, Cham

    • Print ISBN: 978-3-319-49820-1

    • Online ISBN: 978-3-319-49820-1

    • eBook Packages: Springer Reference Business and ManagementReference Module Humanities and Social Sciences

    Chapter History

    1. Latest

      Cameron, Kim: Changing the Study of Change – From Effectiveness to Positive Organizational Scholarship
      Published:
      17 October 2020

      DOI: https://doi.org/10.1007/978-3-319-49820-1_35-3

    2. Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship
      Published:
      22 June 2017

      DOI: https://doi.org/10.1007/978-3-319-49820-1_35-2

    3. Original

      Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship
      Published:
      31 March 2017

      DOI: https://doi.org/10.1007/978-3-319-49820-1_35-1

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