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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.

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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.

      Article  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.

      Article  Google Scholar 

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

      Article  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.

      Article  Google Scholar 

    • 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.

      Article  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.

      Article  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.

      Article  Google Scholar 

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

      Article  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.

      Article  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.

      Article  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.

      Book  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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    2. Marc Lavine
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    Corresponding author

    Correspondence to David S. Bright .

    Editor information

    Editors and Affiliations

    1. College of Education and Human Development, Western Michigan University, Kalamazoo, MI, USA

      David B. Szabla

    2. Teachers College, Columbia University, New York, NY, USA

      William A. Pasmore

    3. The George Washington University, Washington, DC, USA

      Mary A. Barnes

    4. Teachers College, Columbia University, New York, NY, USA

      Asha N. Gipson

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    Cite this entry

    Bright, D.S., Lavine, M. (2017). Kim Cameron Changing the Study of Change: From Effectiveness to Positive Organizational Scholarship. In: Szabla, D.B., Pasmore, W.A., Barnes, M.A., Gipson, A.N. (eds) The Palgrave Handbook of Organizational Change Thinkers. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-52878-6_35

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