Kim S. Cameron

Bio: Kim S. Cameron is an academic researcher from University of Michigan. The author has contributed to research in topics: Organizational effectiveness & Organizational performance. The author has an hindex of 56, co-authored 133 publications receiving 23132 citations. Previous affiliations of Kim S. Cameron include University of Colorado Boulder & Valparaiso University.

Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

Abstract: Preface. Acknowledgments. The Authors. 1. An Introduction to Changing Organizational Culture. The Need to Manage Organizational Culture. The Need for Culture Change. The Power of Culture Change. The Meaning of Organizational Culture. Caveats. 2. The Organizational Culture Assessment Instrument. Instructions for Diagnosing Organizational Culture. Scoring the OCAI. 3. The Competing Values Framework. The Value of Frameworks. Development of the Competing Values Framework. The Four Major Culture Types. Applicability of the Competing Values Model. Total Quality Management. Human Resource Management Roles. Culture Change over Time. Culture Change in a Mature Organization. Summary. 4. Constructing an Organizational Culture Profile. Plotting a Profile. Interpreting the Culture Profiles. Summary. 5. Using the Framework to Diagnose and Change Organizational Culture. Planning for Culture Change: An Example. Steps for Designing an Organizational Culture Change Process. Supplementing the OCAI Methodology. 6. Individual Change as a Key to Culture Change. Critical Management Skills. Personal Management Skills Profile. Personal Improvement Agendas. 7. A Condensed Formula for Organizational Culture Change. Appendix A: Organizational Culture Assessment Instrument (OCAI): Definition, Dimensions, Reliability, and Validity. Appendix B: Psychometric Analyses of the Management Skills Assessment Instrument (MSAI). Appendix C: Hints for Initiating Organizational Culture Change in Each Quadrant. Appendix D: Suggestions for Improving Personal Management Competencies. Appendix E: Forms for Plotting Profiles. References and Suggested Reading. Index.

Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence

Abstract: This paper discusses the relationships between stage of development in organizational life cycles and organizational effectiveness. We begin the paper by reviewing nine models of organizational life cycles that have been proposed in the literature. Each of these models identifies certain characteristics that typify organizations in different stages of development. A summary model of life cycle stages is derived that integrates each of these nine models. Next, a framework of organizational effectiveness developed by Quinn and Rohrbaugh is introduced. This framework organizes criteria of effectiveness into four models-rational goal, open systems, human relations, and internal processes models. We hypothesize that certain of the models are important in evaluating the effectiveness of organizations in particular life cycle stages but not in others. The analysis of a state agency's development over five years provides some evidence to support these hypothesized relationships between life cycle stages and criteria of effectiveness. We conclude that major criteria of effectiveness change in predictable ways as organizations develop through their life cycles. Some shifts in state of development are resisted by the organization much more than are others, and intervention into organizations may be needed to help make the transitions less painful and costly. We also discuss why the predictions of contingency theory often are not substantiated by research because the responses of organizations to the external environment vary in different life cycle stages.

Positive organizational scholarship : foundations of a new discipline

Abstract: Part I Introduction: foundations of positive organizational scholarship positive organizational studies - lessons from positive psychology. Part II Virtuous processes, strengths and positive organizing: virtues and organizations organizational virtuousness and performance positive organizing and organizational tragedy acts of gratitude in organizations organizing for resilience investing in strengths transcendent behaviour courageous principled action. Part III Upward spirals and positive change: positive emotions and upward spirals in organizations positive and negative emotions in organizations new knowledge creation in organizations positive deviance and extraordinary organizing towards a theory of positive organizational change authentic leadership and positive development. Part IV Positive meanings and positive community: the power of high-quality connections a relational theory of co-ordination finding positive meaning in work fostering meaningfulness in working and at work positive organizational network analysis and energizing relationships empowerment and cascading vitality. Part V Conclusion: developing a discipline of positive organizational scholarship.

Studying Organizational Change and Development: Challenges for Future Research

Abstract: This article presents several studies that examine organizational change. The authors note that certain issues should be addressed when examining the studies including an examination of the multiple contexts and levels of analysis in studying organizational change, the inclusion of time, history, process and action, the link between change processes and organizational performance, the investigation of international and cross-cultural comparisons, the study of receptivity, customization, sequencing, pace and episodic versus continuous change and the partnership between scholars and practitioners in studying change. The authors discuss how these issues are related to the concepts in the studies and note their research has not addressed these issues at this point in time.

Building theories from case study research

Abstract: Building Theories From Case Study Research - This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.

Building theories from case study research.

Abstract: �Traditional, hierarchical views of leadership are less and less useful given the complexities of our modern world. Leadership theory must transition to new perspectives that account for the complex adaptive needs of organizations. In this paper, we propose that leadership (as opposed to leaders) can be seen as a complex dynamic process that emerges in the interactive “spaces between” people and ideas. That is, leadership is a dynamic that transcends the capabilities of individuals alone; it is the product of interaction, tension, and exchange rules governing changes in perceptions and understanding. We label this a dynamic of adaptive leadership, and we show how this dynamic provides important insights about the nature of leadership and its outcomes in organizational fields. We define a leadership event as a perceived segment of action whose meaning is created by the interactions of actors involved in producing it, and we present a set of innovative methods for capturing and analyzing these contextually driven processes. We provide theoretical and practical implications of these ideas for organizational behavior and organization and management theory.

Managing Legitimacy: Strategic and Institutional Approaches

Abstract: This article synthesizes the large but diverse literature on organizational legitimacy, highlighting similarities and disparities among the leading strategic and institutional approaches. The analysis identifies three primary forms of legitimacy: pragmatic, based on audience self-interest; moral, based on normative approval: and cognitive, based on comprehensibility and taken-for-grantedness. The article then examines strategies for gaining, maintaining, and repairing legitimacy of each type, suggesting both the promises and the pitfalls of such instrumental manipulations.

Out of the Crisis

Abstract: According to W. Edwards Deming, American companies require nothing less than a transformation of management style and of governmental relations with industry. In Out of the Crisis, originally published in 1982, Deming offers a theory of management based on his famous 14 Points for Management. Management's failure to plan for the future, he claims, brings about loss of market, which brings about loss of jobs. Management must be judged not only by the quarterly dividend, but by innovative plans to stay in business, protect investment, ensure future dividends, and provide more jobs through improved product and service. In simple, direct language, he explains the principles of management transformation and how to apply them.