Exploring the Relationships between Organizational Virtuousness and Performance

By Kim Cameron, David S. Bright, A. Caza. 2004

758 citations recorded by the source corpus.

Subfields: Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7c129135df7e3a117bc275d4a69f6124b781fd42

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In Information Systems and Management

In Organizational Behavior and Human Resource Management

Citations in the corpus

Too much of a good thing: Curvilinear effect of positive affect on proactive behaviors (2014, background): “, 2012), more work engagement is better for contextual performance (Christian, Garza, & Slaughter, 2011), and more organizational virtuousness is better for firm performance (Cameron et al., 2004).”
Relationship Quality and Virtuousness (2013, background): “Resilience is often described as an outcome of virtuousness (e.g., Cameron et al., 2004; Sandage & Hill, 2001).”
Organizational Virtue Orientation and Family Firms (2011, background): “The moral component of virtuousness has been described as doing what is good and right for its own sake (Cameron et al., 2004; Peterson, 2003).”
Effects of Positive Practices on Organizational Effectiveness (2011, background): “For example, Cameron, Bright, and Caza (2004) found significant relationships between forgiveness, compassion, integrity, trust, and optimism and organizational climate and financial performance.”
Paradox in Positive Organizational Change (2008, background): “In organizations, a variety of empirical studies (Bright et al., 2006; K. S. Cameron, 2003; K. S. Cameron et al., 2004) found that the presence of virtuousness significantly predicted high levels of profitability, productivity, quality, innovation, customer loyalty, and employee retention.”
Hope and positive affect mediating the authentic leadership and creativity relationship (2014, background): “Without (empirically demonstrated) “pragmatic outcomes” (Cameron et al., 2004, p. 5) AL is less likely to capture attention in either community.”
Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact (2011, background): “At the macro-organizational level, organizational virtuousness is one positive behavior that has shown performance impact (Cameron et al., 2003; Cameron et al., 2004).”
Organisational resilience capacity and firm product innovativeness and performance (2014, background): “Specifically, prosocial behaviours among people help them become more effective in negotiations among themselves and minimise the risk of psychological contract violation, thus supporting the development of mutually beneficial working relationships (Cameron, Bright, and Caza 2004).”
Predicting Job Satisfaction: Contributions of Individual Gratitude and Institutionalized Gratitude (2012, background): “…on work (e.g., “I find real enjoyment in my job”; 6 items, = .68); 2) The integrity and gratitude sub-scale of the Positive Practices Scale (IG-PPS) (Cameron et al., 2004) assesses employee perceptions of the degree to which their workplace fosters a culture characterized by gratitude and…”
Perceptions of Organizational Virtuousness and Happiness as Predictors of Organizational Citizenship Behaviors (2010, methodology): “…toward the virtuous actors (Bolino et al., 2002), leading the observer to experience a compelling urge to join with and build upon the contributions of such virtuous people (Cameron et al., 2004), leading them to adopt affiliative behaviors (e.g., courtesy, altruism) and to repeat the good deeds.”
The Reliability and Validity of the School Success Profile Learning Organization Measure (2006, background): “The work of Cameron et al. (2004) addresses the importance of the caring side of organizations—what they have described as the virtuous organization—to organizational performance.”