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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 

References

  1. 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.CrossRefGoogle Scholar
  2. 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.CrossRefGoogle Scholar
  3. Cameron, K. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23(4), 604–632.CrossRefGoogle Scholar
  4. Cameron, K. (1980). Critical questions in assessing organizational effectiveness. Organizational Dynamics, 9(2), 66–80.CrossRefGoogle Scholar
  5. 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.CrossRefGoogle Scholar
  6. Cameron, K. S. (1986). Effectiveness as paradox: Consensus and conflict in conceptions of organizational effectiveness. Management Science, 32(5), 539–553.CrossRefGoogle Scholar
  7. Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189–211.CrossRefGoogle Scholar
  8. Cameron, K. S. (Ed.). (2010). Organizational effectiveness. Cheltenham/Northhampton: Edward Elgar.Google Scholar
  9. Cameron, K. (2012). Positive leadership: Strategies for extraordinary performance (2nd ed.). San Francisco: Berrett-Koehler Publishers.Google Scholar
  10. Cameron, K. S., & Lavine, M. (2006). Making the impossible possible: Leading extraordinary performance – the rocky flats story (1st ed.). San Francisco: Berrett-Koehler Publishers.Google Scholar
  11. 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). New York: Ballinger Publishing Co/Harper & Row Publishers.Google Scholar
  12. 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
  13. 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.CrossRefGoogle Scholar
  14. Cameron, K. S., & Whetten, D. A. (1983). Organizational effectiveness: A comparison of multiple models (p. 1983). New York: Academic Press.Google Scholar
  15. 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.CrossRefGoogle Scholar
  16. 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.CrossRefGoogle Scholar
  17. Cameron, K. S., Dutton, J. E., & Quinn, R. E. (2003). Positive organizational scholarship: Foundations of a new discipline (1st ed.). San Francisco: Berrett-Koehler Publishers.Google Scholar
  18. 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.CrossRefGoogle Scholar
  19. Cameron, K., Quinn, R., Degraff, J., & Thakor, A. (2014). Competing values leadership: Second edition (2nd ed.). Cheltenham: Edward Elgar Pub.Google Scholar
  20. Freeman, S. J., & Cameron, K. S. (1993). Organizational downsizing: A convergence and reorientation framework. Organization Science, 4(1), 10–29.CrossRefGoogle Scholar
  21. 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.CrossRefGoogle Scholar
  22. Handy, C. (1995). The age of paradox. Boston: Harvard Business School Press.Google Scholar
  23. Hess, E. D., & Cameron, K. S. (2006). Leading with values: Positivity, virtue, and high performance. Cambridge: Cambridge University Press. 2006.CrossRefGoogle Scholar
  24. 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.CrossRefGoogle Scholar
  25. 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.CrossRefGoogle Scholar
  26. 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.CrossRefGoogle Scholar
  27. 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.Google Scholar
  28. 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. New Jersey: World Scientific.Google Scholar
  29. 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.Google Scholar
  30. Quinn, R. E., & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33.CrossRefGoogle Scholar
  31. 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.Google Scholar
  32. 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.CrossRefGoogle Scholar
  33. Vaill, P. B. (1989). Managing as a performing art: New ideas for a world of chaotic change (Vol. xxi). San Francisco: Jossey-Bass.Google Scholar

Further Reading

    Influential Articles

    1. Cameron, K. S. (1978). Measuring organizational effectiveness in institutions of higher education. Administrative Science Quarterly, 23(4), 604–632.Google Scholar
    2. Cameron, K. S. (1980). Critical questions in assessing organizational effectiveness. Organizational Dynamics, 9(2), 66–80.Google Scholar
    3. 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.
    4. Cameron, K. S. (1986). Effectiveness as paradox: Consensus and conflict in conceptions of organizational effectiveness. Management Science, 32(5), 539–553.Google Scholar
    5. Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189–211.Google Scholar
    6. Cameron, K. S., & McNaughtan, J. (2014). Positive organizational change. The Journal of Applied Behavioral Science, 50(4), 445–462.Google Scholar
    7. 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.
    8. 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.
    9. 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
    10. 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
    11. Freeman, S. J., & Cameron, K. S. (1993). Organizational downsizing: A convergence and reorientation framework. Organization Science, 4(1), 10–29.Google Scholar
    12. 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
    13. Lavine, M. H., & Cameron, K. S. (2012). From weapons to wildlife: Positive organizing in practice. Organizational Dynamics, 41(2), 135–145.Google Scholar
    14. 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.CrossRefGoogle Scholar
    15. 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

    1. Cameron, K. S. (Ed.). (2010). Organizational effectiveness. Cheltenham /Northhampton: Edward Elgar.Google Scholar
    2. Cameron, K. S. (2012). Positive leadership: Strategies for extraordinary performance (2nd ed.). San Francisco: Berrett-Koehler Publishers.Google Scholar
    3. 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
    4. 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
    5. Cameron, K. S., & Whetten, D. A. (Eds.). (1983). Organizational effectiveness: A comparison of multiple models. New York: Academic.Google Scholar
    6. 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
    7. Cameron, K. S., Quinn, R., Degraff, J., & Thakor, A. (2014). Competing values leadership: Creating value in organizations (2nd). Northampton: Edward Elgar Pub.Google Scholar
    8. Hess, E., & Cameron, K. S. (2006). Leading with values: Positivity, virtues, and high performance. New York: Cambridge University Press.Google Scholar
    9. 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
    10. Quinn, R. E., & Cameron, K. S. (1988). Paradox and transformation: Toward a theory of change in organization and management. Cambridge, MA: Ballinger.Google Scholar
    11. Whetten, D. A., & Cameron, K. S. (2011). Developing management skills (8th ed.). Upper Saddle River: Prentice Hall/Pearson.Google Scholar

Authors and Affiliations

  1. 1.Department of Management and International BusinessWright State UniversityDaytonUSA
  2. 2.Department of ManagementUniversity of MassachusettsBostonUSA

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