Kim S. Cameron
Professor, School of Education; William Russell Kelley Professor of Management and Organizations, Stephen M. Ross School of Business
Kim S. Cameron currently serves as associate dean in the Ross School of Business and professor in the Management and Organizations department. He served as dean and Albert J. Weatherhead Professor of Management in the Weatherhead School of Management at Case Western Reserve University, as associate dean and Ford Motor Co./Richard E. Cook Professor in the Marriott School of Management at Brigham Young University, and as a department chair and director of several executive education programs at the University of Michigan. He also served on the faculties of the University of Wisconsin-Madison and Ricks College. He organized and directed the Organizational Studies Division of the National Center for Higher Education Management Systems in Boulder, Colorado.
Cameron’s past research on organizational downsizing, effectiveness, quality culture, virtuousness, and the development of management skills has been published in more than 120 academic articles and 14 scholarly books, the most recent of which are: Making the Impossible Possible (2006, Berrett Koehler), Positive Leadership (2008, Berrett Koehler), Organizational Effectiveness (2009, Edward Elgar), Developing Management Skills (2011, Prentice Hall), Diagnosing and Changing Organizational Culture (2011, Jossey Bass), and the Handbook of Positive Organizational Scholarship (Oxford, 2012). He is one of the cofounders of the Center for Positive Organizational Scholarship at the University of Michigan.
He received BS and MS degrees from Brigham Young University and MA and PhD degrees from Yale University. He served on the National Research Council, was president of Bay Asset Funding Corporation, and was a Fulbright Distinguished Scholar. He is a graduate of Leadership Cleveland Class of 2000 and a recipient of the Organizational Behavior Teaching Society’s Outstanding Educator Award and Academy of Management’s Trailblazer Award. His teaching responsibilities include courses on organizational change in the MBA program and multiple executive education programs in the Ross School of Business. He participates as a guest lecturer in courses on higher education in the School of Education. He currently consults with a variety of business, government, and educational organizations in North America, South America, Asia, Africa, and Europe.
Cameron's research focuses on virtuous practices in organizations, organizational effectiveness, downsizing, positive organizational scholarship, management skills, organizational quality culture, organizational change and transformational leadership, and diagnosing and changing organizational culture.
Kim S. Cameron (2012) “Responsible leadership as virtuous leadership.” Journal of Business Ethics, 98: in press.
Kim Cameron, Carlos Mora, Trevor Leutscher, and Margaret Calarco (2011) “Effects of positive practices on organizational effectiveness.” Journal of Applied Behavioral Science, 47(3): 266 - 308.
Kim S. Cameron (2008) “Positively deviant organizational performance and the role of leadership values.” Journal of Values Based Leadership, 1: 67-83.
Kim S. Cameron (2008) “Paradox in positive organizational change.” Journal of Applied Behavioral Science, 44: 7-24.
Kim S. Cameron (2008) “A process for changing organizational culture.” In Thomas G. Cummings (Ed.) Handbook of Organizational Development, (pages 429-445) Thousand Oaks, CA: Sage.
Kim S. Cameron (2007) “Developing a teachable point of view.” Journal of Management Education 31: 392-404.
Kim S. Cameron (2006) “Good or not bad: Standards and ethics in managing change.” Academy of Management Learning and Education Journal, 4: 317-323.
|2/1/1993 - 1/1/1996||Assessment of a University Quality Culture
Granting Agency: unknown