WorldCat Identities

Cameron, Kim S.

Overview
Works: 122 works in 519 publications in 4 languages and 13,219 library holdings
Genres: Case studies  Textbooks 
Roles: Author, Editor, Speaker, Other, Honoree
Classifications: HD58.8, 658.40071173
Publication Timeline
.
Most widely held works by Kim S Cameron
Developing management skills by David A Whetten( Book )

106 editions published between 1984 and 2016 in 5 languages and held by 1,762 WorldCat member libraries worldwide

'Developing Management Skills' teaches students the ten essential skills all managers should possess in order to be successful. These skills are grouped into personal skills, interpersonal skills and group skills, so students can see how certain skills are related to others
Diagnosing and changing organizational culture : based on the competing values framework by Kim S Cameron( Book )

54 editions published between 1998 and 2013 in 3 languages and held by 890 WorldCat member libraries worldwide

"Diagnosing and Changing Organizational Culture provides a framework, a sense-making tool, a set of systematic steps, and a methodology for helping managers and their organizations carefully analyze and alter their fundamental culture. Authors Cameron and Quinn focus on the methods and mechanisms that are available to help managers and change agents transform the most fundamental elements of their organizations. The authors also provide instruments to help individuals guide the change process at the most basic level - culture. Diagnosing and Changing Organizational Culture offers a systematic strategy for internal or external change agents to facilitate foundational change that in turn makes it possible to support and supplement other kinds of change initiatives."--Jacket
Organizational effectiveness : a comparison of multiple models by Kim S Cameron( Book )

27 editions published between 1983 and 2013 in English and Undetermined and held by 620 WorldCat member libraries worldwide

This comprehensive volume identifies the foundations and scholarly development of the construct of organizational effectiveness, charting its emergence and maturation in organizational studies literature
Coffin nails and corporate strategies by Robert H Miles( Book )

6 editions published in 1982 in English and Undetermined and held by 519 WorldCat member libraries worldwide

Paradox and transformation : toward a theory of change in organization and management( Book )

8 editions published in 1988 in English and held by 479 WorldCat member libraries worldwide

Positive leadership : strategies for extraordinary performance by Kim S Cameron( Book )

37 editions published between 2008 and 2015 in 3 languages and held by 426 WorldCat member libraries worldwide

Positive Leadership shows how to reach beyond ordinary success to achieve extraordinary effectiveness, spectacular results, and what Kim Cameron calls "positively deviant performance"--Performance far above the norm. Cameron shows that to go from successful to exceptional, leaders must learn how to create a profoundly positive environment in the workplace by building on strengths rather than focusing on weaknesses; foster positive emotions like compassion, optimism, gratitude, and forgiveness; encourage mutually supportive relationships at all levels; and provide employees with a deep sense of meaning and purpose. Cameron describes four specific positive leadership strategies, lays out a proven process for implementing them, and includes a self-assessment instrument and a guide to assist leaders in the implementation process
Positive organizational scholarship : foundations of a new discipline by Robert E Quinn( Book )

17 editions published between 2003 and 2007 in English and Undetermined and held by 376 WorldCat member libraries worldwide

In helping establish a new field of study in the organizational sciences, POS, this book examines a variety of positive dynamics in businesses and organizations that give rise to extraordinary outcomes. Positive Organizational Scholarship does not adopt one particular theory or framework, but encompasses any phenomenon that leads to positive, nurturing results. This collection of essays, written by established senior scholars, explains why and how these commonsense prescriptions work
Competing values leadership : creating value in organizations by Kim S Cameron( Book )

19 editions published between 2006 and 2014 in English and held by 353 WorldCat member libraries worldwide

"Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change." "This accessible resource will be of great use to organizational scholars interested in the concepts of value creation, organizational effectiveness, and competing values; to leaders and managers interested in enhancing and creating value in their organizations; and to change agents and consultants who use the Competing Values Framework as part of their intervention strategies or who are looking to help improve organizations."--Jacket
Leading with values : positivity, virtue, and high performance( Book )

8 editions published in 2006 in English and held by 329 WorldCat member libraries worldwide

Values-based leadership is based upon honesty, respect, trust and dignity, and it regards every employee within a company as a valued human being. This book describes the characteristics of leaders who focus on positivity and virtues to create and sustain highly successful organizations such as Synovus Financial Corporation, HomeBanc Mortgage Company, and the United States Marine Corps. It shows how acting ethically and virtuously, and treating all stakeholders with respect and dignity, can create extraordinary outcomes without
Readings in organizational decline : frameworks, research, and prescriptions( Book )

9 editions published in 1988 in English and held by 309 WorldCat member libraries worldwide

The Oxford handbook of positive organizational scholarship by Kim S Cameron( Book )

18 editions published between 2011 and 2013 in English and held by 230 WorldCat member libraries worldwide

Positive organizational scholarship (POS) is a concept used to emphasize what elevates and what is inspiring to individuals and organizations by defining the possibilities for positive deviance. This book reviews basic principles, empirical evidence and ideas for future research relating to POS
Developing management skills for Europe by David A Whetten( Book )

20 editions published between 1994 and 2000 in English and Undetermined and held by 146 WorldCat member libraries worldwide

Positive leadership : strategies for extraordinary performance by Kim S Cameron( )

6 editions published between 2008 and 2009 in English and held by 142 WorldCat member libraries worldwide

Positive Leadership shows how to reach beyond ordinary success to achieve extraordinary effectiveness, spectacular results, and what Kim Cameron calls "positively deviant performance"--Performance far above the norm. Cameron shows that to go from successful to exceptional, leaders must learn how to create a profoundly positive environment in the workplace by building on strengths rather than focusing on weaknesses; foster positive emotions like compassion, optimism, gratitude, and forgiveness; encourage mutually supportive relationships at all levels; and provide employees with a deep sense of meaning and purpose. Cameron describes four specific positive leadership strategies, lays out a proven process for implementing them, and includes a self-assessment instrument and a guide to assist leaders in the implementation process
Case studies in college strategy by Ellen Earle Chaffee( Book )

4 editions published in 1983 in English and held by 85 WorldCat member libraries worldwide

Strategies employed by selected, pseudonymous private colleges in dealing with revenue constraints are detailed in case studies. Attention is directed to the adaptation and policies of eleven private liberal arts and three comprehensive colleges in their efforts to recover from rapid decline in total revenues during 1973-1976. Intensive analysis is provided for these 14 colleges that enrolled at least 650 students in 1979. Half had made the greatest total revenue recovery and half had continued to decline. Chief administrators and faculty leaders were interviewed on each campus, along with at least one trustee on most campuses. Background materials, such as accreditation self-study reports, internal reports, historical documents, college catalogs, and audit reports were also examined. In addition, five pilot schools were studied to test the feasibility of a large-sample mailed survey. Descriptive information on each college is included along with the case history, which covers enrollments, staff, academic programs, planning, budgets and capital. The colleges are not identified by name: nine were church-related; three were selective in admissions; and two were urban, three were rural, and nine were in intermediate-sized towns. The field interview guide is included. (Sw)
The aftermath of decline by Kim S Cameron( Book )

5 editions published between 1983 and 1988 in English and held by 74 WorldCat member libraries worldwide

Differences between declining colleges and colleges not experiencing decline were investigated, along with dysfunctional organizational consequences that may be associated with decline. Attention is directed to 12 negative attributes resulting from conditions of decline, seven of which were found to be significant: no innovation, scapegoating, resistance to change, low morale, no credibility, non-selective cuts, and conflict. The sample of 334 colleges was made up of 127 public and 207 private institutions, of which 180 were small, 120 were medium, and 34 were large. Of the colleges, 20% had experienced declining enrollments during the last 5 years, 42% had greater than 5% growth, and 38% were stable between plus and minus 5%. Questionnaires were completed by 3,406 respondents (department heads, administrators, and trustees). Schools were categorized as declining based on: (1) reported decline with 100% agreement among respondents; (2) actual data indicating declines in enrollments and revenues (adjusted for inflation) between 1977 and 1981; and (3) findings that there were more years of decline than of growth during the period and that the overall change was negative. Multivariate analyses of covariance were used to compare declining and stable institutions on the 12 attributes, using the three definitions of decline. (Sw)
Decline, strategic emphasis, and organizational effectiveness by Kim S Cameron( Book )

4 editions published in 1982 in English and held by 59 WorldCat member libraries worldwide

Onderzoeken en veranderen van organisatiecultuur : gebaseerd op het model van de concurrerende waarden by Kim S Cameron( Book )

6 editions published between 1999 and 2016 in Dutch and held by 57 WorldCat member libraries worldwide

A study of organizational effectiveness and its predictors by Kim S Cameron( Book )

5 editions published in 1983 in English and held by 56 WorldCat member libraries worldwide

Research results concerning determinants of organizational effectiveness of colleges are presented, and concerns pertaining to this type of research are addressed. A major research question is whether the study of institutional effectiveness can identify indicators of long-term organizational viability. In 1980, organizational effectiveness was measured in 29 of 41 schools that had been studied in 1976 (Cameron). Institutional representatives were administered questionnaires that required them to provide descriptive information regarding the extent to which their institution possessed characteristics indicative of effectiveness. The same nine dimensions of effectiveness emerged from this study as have emerged in past research. Factors accounting for high scores on the nine effectiveness dimensions are identified, along with factors accounting for improvement or decline in effectiveness scores. Attention is also directed to characteristics of institutions that improved in their overall effectiveness as compared to those that remained stable or declined in effectiveness. Based on the findings, the importance of environmental factors and managerial strategies in organizational effectiveness is discussed, and the effectiveness of specific types of management strategies are distinguished. (Sw)
Cultural congruence, strength, and type : relationships to effectiveness by Kim S Cameron( Book )

5 editions published between 1984 and 1985 in English and held by 54 WorldCat member libraries worldwide

 
moreShow More Titles
fewerShow Fewer Titles
Audience Level
0
Audience Level
1
  Kids General Special  
Audience level: 0.44 (from 0.05 for Positive o ... to 0.84 for Onderzoeke ...)

Positive organizational scholarship : foundations of a new discipline
Alternative Names
Cameron, Kim

Cameron, Kim 1946-

Cameron, Kim S.

Cameron, Kim S. 1946-

Kim S. Cameron American academic

Камерон, Ким С 1946-

캐머런, 킴 S

キャメロン, キム・S

Languages
English (327)

Dutch (13)

Spanish (10)

Chinese (5)

Covers
Diagnosing and changing organizational culture : based on the competing values frameworkOrganizational effectiveness : a comparison of multiple modelsPositive leadership : strategies for extraordinary performancePositive organizational scholarship : foundations of a new disciplineCompeting values leadership : creating value in organizationsLeading with values : positivity, virtue, and high performanceThe Oxford handbook of positive organizational scholarshipDeveloping management skills for Europe