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Organizational Effectiveness

Edited by Kim S. Cameron, William Russell Kelly Professor of Management and Organization, University of Michigan, US
This comprehensive volume identifies the foundations and scholarly development of the construct of organizational effectiveness, charting its emergence and maturing in organizational studies literature. Kim Cameron, a leading authority figure, has made a careful selection of papers that explore successive models of organizational effectiveness from the goal and system resource models to the multiple constituencies and competing values models. The final section considers the introduction of alternative approaches to and definitions of effectiveness that remain vibrant and relevant.
Extent: 768 pp
Hardback Price: $416.00 Web: $374.40
Publication Date: 2010
ISBN: 978 1 84844 190 3
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  • Business and Management
  • Business Leadership
  • Human Resource Management
This comprehensive volume identifies the foundations and scholarly development of the construct of organizational effectiveness, charting its emergence and maturing in organizational studies literature. Kim Cameron, a leading authority figure, has made a careful selection of papers that explore successive models of organizational effectiveness from the goal and system resource models to the multiple constituencies and competing values models. The final section considers the introduction of alternative approaches to and definitions of effectiveness that remain vibrant and relevant.

This book is an essential source of reference, and will be an invaluable resource to scholars and practitioners concerned with this topical field.
33 articles, dating from 1945 to 2008
Contributors include: C. Argris, A. Bluedorn, F. Friedlander, M. Friedman, D. Levin, A. Lewin, E. Mayo, J. Price, R. Quinn, A. Tsui
Contents:

Acknowledgements

Introduction Kim S. Cameron

PART I EARLY TREATISES
1. T. Burns and G.M. Stalker (1961), ‘Mechanistic and Organic Systems’
2. Paul R. Lawrence and Jay W. Lorsch (1967), ‘High-Performing Organizations in Three Environments’

PART II THE GOAL MODEL
3. Michael C. Jensen (2002), ‘Value Maximization, Stakeholder Theory, and the Corporate Objective Function’
4. Lawrence B. Mohr (1973), ‘The Concept of Organizational Goal’
5. Allen C. Bluedorn (1980), ‘Cutting the Gordian Knot: A Critique of the Effectiveness Tradition in Organizational Research’

PART III THE SYSTEM RESOURCE MODEL
6. Ephraim Yuchtman and Stanley E. Seashore (1967), ‘A System Resource Approach to Organizational Effectiveness’
7. Frank Friedlander and Hal Pickle (1968), ‘Components of Effectiveness in Small Organizations’
8. Jeffrey Pfeffer and Gerald R. Salancik ([1978] 2003), ‘Organization and Social Context Defined’

PART IV THE INTERNAL CONGRUENCE OR EFFICIENCY MODEL
9. Thomas A. Mahoney and William Weitzel (1969), ‘Managerial Models of Organizational Effectiveness’
10. David A. Nadler and Michael L. Tushman (1997), ‘The Congruence Model’, ‘The Concept of Congruence’ and ‘Notes’ from ‘A Congruence Model for Organizational Problem Solving’
11. D. Harold Doty, William H. Glick and George P. Huber (1993), ‘Fit, Equifinality, and Organizational Effectiveness: A Test of Two Configurational Theories’
12. Karlene H. Roberts (1990), ‘Some Characteristics of One Type of High Reliability Organization’

PART V THE HUMAN RELATIONS MODEL
13. Elton Mayo (1945), ‘Hawthorne and the Western Electric Company: Some Further Comments on the Interview Experiment’
14. Raymond E. Miles (1965), ‘Human Relations or Human Resources?’
15. Rensis Likert (1967), ‘The Interdependent, Interacting Character of Effective Organizations’
16. Chris Argyris (1973), ‘Personality and Organization Theory Revisited’

PART VI THE MULTIPLE CONSTITUENCIES MODEL
17. W. Richard Scott (1981), ‘Organizational Effectiveness’
18. Terry Connolly, Edward J. Conlon and Stuart Jay Deutsch (1980), ‘Organizational Effectiveness: A Multiple-Constituency Approach’
19. Raymond F. Zammuto (1984), ‘A Comparison of Multiple Constituency Models of Organizational Effectiveness’
20. Anne S. Tsui (1990), ‘A Muliple-Constituency Model of Effectiveness: An Empirical Examination at the Human Resource Subunit Level’

PART VII THE PARADOX OR COMPETING VALUES MODEL
21. Robert E. Quinn and John Rohrbaugh (1983), ‘A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis’
22. Robert E. Quinn and Kim Cameron (1983), ‘Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence’
23. Kim S. Cameron (1986), ‘Effectiveness As Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness’
24. Marshall W. Meyer and Vipin Gupta (1994), ‘The Performance Paradox’

PART VIII MEASUREMENT AND METHODS
25. John P. Campbell (1977), ‘On the Nature of Organizational Effectiveness’
26. Richard M. Steers (1978), ‘Problems in the Measurement of Organizational Effectiveness’
27. Andrew H. Van de Ven and Diane L. Ferry (1980), ‘A Process for Assessing Organizations’
28. Arie Y. Lewin and John W. Minton (1986), ‘Determining Organizational Effectiveness: Another Look, and an Agenda for Research’

PART IX THE TRANSITION TO ALTERNATIVES
29. Paul S. Goodman, Robert S. Atkin and F. David Schoorman (1983), ‘On the Demise of Organizational Effectiveness Studies’
30. Paul M. Hirsch and Daniel Z. Levin (1999), ‘Umbrella Advocates Versus Validity Police: A Life-Cycle Model’
31. Kim S. Cameron and David A. Whetten (1996), ‘Foundations of a New Effectiveness Movement’
32. James P. Walsh, Klaus Weber and Joshua D. Margolis (2003), ‘Social Issues and Management: Our Lost Cause Found’
33. Jane E. Dutton and Mary Ann Glynn (2008), ‘Positive Organizational Scholarship’

Name Index