Competing Values Leadership: Creating Value in Organizations

By Kim Cameron, Ryan W. Quinn, J. Degraff, Anjan V. Thakor. 2006

423 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/742b0035d875be53aa9029c979889b4c2067d6b9

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In Strategy and Management

Citations in the corpus

Ambivalence in Organizations: A Multilevel Approach (2014, background): “…whereas both/and thinking refers to a tendency to juxtapose the orientations, potentially resulting in perceived complementarity and even synergy (e.g., the committee recognizes that the low breadth made the high depth possible; see, e.g., Cameron et al. 2006, Chen 2002, Jubas and Butterwick 2008).”
A Corporate Culture Channel: How Increased Shareholder Governance Reduces Firm Value (2013, background): “Further, Cameron et al. (2006) illustrate that best practices for leaders to implement culture change”
Leadership and Organizational Culture: Linking CEO Characteristics to Cultural Values (2009, positive): “Organizational practices in Market cultures emphasize a focus on satisfying customer and key shareholder demands, competing aggressively to expand market share, and rapidly responding to the demands of the market place (Cameron et al. 2007).”
Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions. (2011, methodology): “First, market cultures maintain an external focus on customers and competitors to garner the competitive foresight needed to anticipate customers’ evolving needs, standards, and expectations (Cameron et al., 2006).”
Change management through leadership: the mediating role of organizational culture (2017, background): “Cameron et al. (2006), Jaskyte (2004), Gilley et al. (2009), Griffith-Cooper and King (2007), and Li et al. (2016). Thus, Hypothesis I is partially accepted, as the impact of change leadership was found to be significant on emergent change, but not on planned change. The study’s findings accord with”
Paradoxical Leadership and the Competing Values Framework (2014, background): “The CVF highlights the trade-offs, tensions, contradictions, and paradoxes inherent in organizations and their leaders (Cameron et al., 2007; Cameron & Quinn, 2005, 2011; Quinn, 1988; Quinn & Cameron, 1983; Quinn & Rohrbaugh, 1983).”
Respect in Organizations: Feeling Valued as “We” and “Me” (2017, background): “Organizations in this cell tend to have a hierarchy culture (Cameron et al., 2006) that prioritizes control over people.”
Understanding Employee Motivation and Organizational Performance: Arguments for a Set-Theoretic Approach (2016, methodology): “The competing values framework (CVF) is a culture taxonomy widely used in research (Cameron et al., 2006; Ostroff, Kinicki, & Tamkins, 2003).”
The Financial Crisis of 2007–2009: Why Did It Happen and What Did We Learn? (2015, neutral): “The culture of an organization has an important effect on its performance (see, for example, Bouwman 2013; Cameron et al. 2014).”