Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework

Most of all books descripe enterprise culture often focus on macro review, from managers side, it isn't easy to follow. However, I found this book there are many values benefitting me for reference. 1. Theory and practice balance, I don't mean that it cover more cases study it it but it's easy for user try and modify his practice focus. 2. It base on the competing Values Franwork, to develop the core theory base, so it could align company's culture, strategy, leadership and people management--and so on. So it's good reference to note for reader what he should consider or prevent any miss to plan his program. 3. Appendixs, are very good. it includes the questionnaire or suggestion llist to multi aspects of culture chagne. As a middle-manager of foreigner company, i could get more reference from it and won't have any conclict between different country culture, so i recommnad it to any reviewer, whatever your are mangeers, students, scholarship and enterprise boss.

This is really great book explaining, how to identify your current and desired culture in organization. It makes you aware where you are now and where you want to. It provides great guidance, how to use the model and what to do afterwards. Thank you

I was in need of updating my library, and Kim's book was originally recommended by a colleague.. Although I have found that change often occurs at a much more superficial level than most practitioners care to admit, the authors are quick to acknowledge that their 4-frame analysis is not meant to be all inclusive. I tend to read research-centrictomes with an eye to balancing my own more intuitive work which comes from experience on the end of "Not everything that is good -- or that works -- is quantifiable". I REALLY valued the question sets - good tools.

Enjoyable reading. Very practical. The framework is very solid and can be adaptable to various uses. One of those books that when you finish you feel that you know more.

Kim Cameron and Robert Quinn, colleagues at the University of Michigan’s Ross Business School, have created a change model for the ages. Their Competing Values Framework (CVF) is used extensively by organizations, consultants and other change agents. Business is hyper-charged with change, and failure rates of corporate change are as high as 70%—caused by ignoring culture. Research indicates that profitability is predicted by certain market forces like high barriers to entry, having a large market share, and other elements traditionally offered as reasons for success. However, the authors note that Southwest Airlines, Apple, Walgreens, Walmart, and Pixar had none of these but still succeeded. What made the difference? Their organizational culture—their company values, personal beliefs, and vision, not market forces. Great corporate culture reduces uncertainty, increases social stability, and develops values, norms, commitment and a vision for all member generations to strive toward. Culture impacts mightily on employee morale, commitment, productivity and other key indicators. Finally, culture and corporate change is joined at the hip to individual change. No change in leaders, no culture change.

Required for education program, good book, easy read -- theories relevant today.

This is the best book in diagnosing and changing organizational culture that I have ever read and bought. It offers practical steps to diagnose the culture in quantitative measurements for various organizations and industries. It also shares steps for executives in the companies on the types of training needed to grow the culture the companies wish to obtain. Highly recommended for executives and leaders working in the field of organizational development.

Cameron and Quinn do an excellent job of laying out how to diagnoise and change organizational culture. Importantly, they also provide methods and rationale on measuring culture given the competing values framework. One dissapointment was that the authors did not update the performance of many companies discussed in the 3rd edition. However, overall I am pleased with this scholarly publication that explains organizational culture in detail.

This is the textbook of choice for the Henley Business School MBA Leadership and Change module. It is very well written and logical in its approach. It also supports all its theories with useful practical hints and aide-memoires. For me, well worth the cost.

The forms and description of the quadrants are excellent.

The CVF has been around for decades and provides a relatively simple way of defining organisational culture. The framework has been tried and tested and well-validated.

Excelente, recomendo!

Me parecio muy teorico. No muy facil de aplicar en la vida real de la empresa.