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Kim S. Cameron
University of Michigan
Organizational effectivenessSociologyOrganizational performanceManagementOrganizational commitment
155Publications
48H-index
16kCitations
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Publications 152
Newest
#1Marc LavineH-Index: 5
#2Michael Beer (Harvard University)H-Index: 30
Last. Robert E. Quinn (UM: University of Michigan)H-Index: 37
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#1Robert E. QuinnH-Index: 4
#2Kim S. CameronH-Index: 48
In this chapter, we assume the following: (1) the root cause of most organizational problems is culture and leadership, (2) executives seldom want to deal with these root causes, (3) because life is uncertain, organizational change is an emergent process, (4) most change processes unfold by reconstructing social reality, (5) the change process is inherently relational, (6) effective change efforts are enhanced by increasing the virtue of the actors, (7) change is embedded in the learning that fl...
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#1David A. WhettenH-Index: 37
#2Kim S. CameronH-Index: 48
4 Citations
#1David S. BrightH-Index: 12
#2Jason StansburyH-Index: 6
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Significant research has demonstrated that virtues relate to organizational flourishing and employee well-being. In this symposium, we will explore several theoretical questions about this research...
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#1Kim S. Cameron (UM: University of Michigan)H-Index: 48
Source
#1Kim S. Cameron (UM: University of Michigan)H-Index: 48
#2Robert E. Quinn (UM: University of Michigan)H-Index: 37
Last. Cam Caldwell (Dixie State University)H-Index: 5
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Purpose Kim Cameron and Robert Quinn are two widely admired world class scholars at the University of Michigan’s Ross School of Business. The purpose of this paper is to explore their personal views about positive leadership and added values over the traditional approach to organizations and leadership. Design/methodology/approach This interview was designed to obtain personal insights to positive leadership from world renowned leadership scholars. Findings Most people do have something to give ...
1 CitationsSource
#1Jandi L. Kelly (UM: University of Michigan)H-Index: 1
#2Kim S. Cameron (UM: University of Michigan)H-Index: 48
This chapter discusses the application of positive organisational scholarship (POS) and its impact on organisational performance. Specifically, we review how POS interventions implemented in two different businesses within the Prudential Financial Services Corporation led to extraordinarily successful performance in each business. We organise the various POS practices that were implemented into five themes, and we discuss how each positive practice was applied. Our purpose is to illustrate a few...
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#1Bradley P. OwensH-Index: 14
#2Wayne E. BakerH-Index: 24
Last. Kim S. CameronH-Index: 48
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