Edited by Kim S. Cameron, William Russell Kelly Professor Emeritus of Management and Organizations, University of Michigan, US

• Contents:AcknowledgementsIntroduction Kim S. CameronPART IEARLY 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 IITHE 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 IIITHE 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 IVTHE 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 VTHE 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 VITHE 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 VIITHE 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 VIIIMEASUREMENT 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 IXTHE 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

Edited by Kim S. Cameron, William Russell Kelly Professor Emeritus of Management and Organizations, University of Michigan, US

• Contents:AcknowledgementsIntroduction Kim S. CameronPART IEARLY 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 IITHE 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 IIITHE 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 IVTHE 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 VTHE 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 VITHE 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 VIITHE 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 VIIIMEASUREMENT 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 IXTHE 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

Edited by Kim S. Cameron, William Russell Kelly Professor Emeritus of Management and Organizations, University of Michigan, US

• Contents:AcknowledgementsIntroduction Kim S. CameronPART IEARLY 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 IITHE 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 IIITHE 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 IVTHE 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 VTHE 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 VITHE 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 VIITHE 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 VIIIMEASUREMENT 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 IXTHE 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