TY  - BOOK
AU  - Cameron,Kim S.
TI  - Competing values leadership: creating value in organizations 
T2  - New horizons in management
SN  - 1845427351
AV  - HD57.7 .C646 2006
U1  - 658.4092 22
PY  - 2006///]
CY  - Cheltenham, UK, Northampton, MA
PB  - E. Elgar Pub.
KW  - Leadership
KW  - Organizational change
KW  - Corporate culture
KW  - Organizational behavior
N1  - Includes bibliographical references (pages 164-166) and index; 1; Introducing the competing values way of thinking --; 2; Clarifying the meaning of value --; 3; The quadrants in the Competing Values Framework --; 4; Tensions and trade-offs : from either/or to both/and thinking --; 5; Creating value through new leadership behaviors --; 6; Predicting value creation and financial performance --; 7; Measuring leadership competencies and organizational culture --; 8; Applying leadership levers for organizational change --; 9; Conclusions about the structure of value
N2  - "Creating value in a firm is an enormously complex endeavor. Yet, despite its complexity, value creation is the objective of every enterprise, every worker, and every leader. The Competing Values Framework can help leaders understand more deeply and act more effectively. In the first book to comprehensively present this framework, the authors discuss its core elements and focus attention on rethinking the notion of value. They emphasize specific tools and techniques leaders can use to institute sustainable change." "This accessible resource will be of great use to organizational scholars interested in the concepts of value creation, organizational effectiveness, and competing values; to leaders and managers interested in enhancing and creating value in their organizations; and to change agents and consultants who use the Competing Values Framework as part of their intervention strategies or who are looking to help improve organizations."--BOOK JACKET
ER  -