Competing Values Leadership: Creating Value in Organizations (New Horizons in Management)

Cameron Kim, S., E. Quinn Robert Jeff Degraff u. a.:

ISBN 10: 1847204953 / ISBN 13: 9781847204950

Published by Edward Elgar Publishing Ltd, 2007

About this Item

174 Seiten; 9781847204950.3 Gewicht in Gramm: 500.

Seller Inventory # 891380

Bibliographic Details

• Title: Competing Values Leadership: Creating Value in Organizations (New Horizons in Management)
• Publisher: Edward Elgar Publishing Ltd
• Publication Date: 2007
• Language: English
• ISBN 10: 1847204953
• ISBN 13: 9781847204950
• Binding: paperback
• Condition: Gut
• Weight: 500 grams
• Seller catalogs:
  • Varia

About this title

Synopsis

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.

The Competing Values Framework was developed in response to the need for a broadly applicable model that would foster successful leadership, improve organizational effectiveness, and promote value creation. It helps leaders think differently about value creation and shows them how to clarify purpose, integrate practices, and lead people. Named one of the 40 most important frameworks in the history of business, it has been studied and tested in organizations for more than 25 years. Currently used by hundreds of firms around the world, the Competing Values Framework serves as a map, an organizing mechanism, a sense-making device, a source of new ideas, and a learning system.

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.

About the Author

Kim S. Cameron, William Russell Kelly Professor Emeritus of Management and Organizations, Robert E. Quinn, Margaret Elliot Tracey Collegiate Professorship Emeritus of Management and Organizations, University of Michigan, Jeff DeGraff, Clinical Professor of Management and Organizations, University of Michigan, Ann Arbor, US and Anjan V. Thakor, John E. Simon Professor of Finance, Washington University in St. Louis, US