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Americanhttp://abs.sagepub.com/ Scientist Behavioral
Exploring the Relationships between Organizational Virtuousness and Performance
Kim S. Cameron, David Bright and Arran Caza American Behavioral Scientist 2004 47: 766 DOI: 10.1177/0002764203260209 The online version of this article can be found at: http://abs.sagepub.com/content/47/6/766
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>> Version of Record - Feb 1, 2004 What is This?
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Exploring the Relationships Between Organizational Virtuousness and Performance
KIM S. CAMERON DAVID BRIGHT ARRAN CAZA
University of Michigan Business School Case Western Reserve University University of Michigan Business School
ARTICLE
The importance of virtuousness in organizations has recently been acknowledged in the organizational sciences, but research remains scarce. This article defines virtuousness and connects it to scholarly literature in organizational science. An empirical study is described in which the relationships between virtuousness and performance in 18 organizations are empirically examined. Significant relationships between virtuousness and both perceived and objective measures of organizational performance were found. The findings are explained in terms of the two major functions played by virtuousness in organizations: an amplifying function that creates self-reinforcing positive spirals, and a buffering function that strengthens and protects organizations from traumas such as downsizing. Keywords: positive; organizational; scholarship; virtue
The
Exploring the Relationships between Organizational Virtuousness and Performance
Kim S. Cameron, David Bright and Arran Caza American Behavioral Scientist 2004 47: 766 DOI: 10.1177/0002764203260209 The online version of this article can be found at: http://abs.sagepub.com/content/47/6/766
Published by: http://www.sagepublications.com Additional services and information for American Behavioral Scientist can be found at: Email Alerts: http://abs.sagepub.com/cgi/alerts Subscriptions: http://abs.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Citations: http://abs.sagepub.com/content/47/6/766.refs.html
>> Version of Record - Feb 1, 2004 What is This?
Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013
Exploring the Relationships Between Organizational Virtuousness and Performance
KIM S. CAMERON DAVID BRIGHT ARRAN CAZA
University of Michigan Business School Case Western Reserve University University of Michigan Business School
ARTICLE
The importance of virtuousness in organizations has recently been acknowledged in the organizational sciences, but research remains scarce. This article defines virtuousness and connects it to scholarly literature in organizational science. An empirical study is described in which the relationships between virtuousness and performance in 18 organizations are empirically examined. Significant relationships between virtuousness and both perceived and objective measures of organizational performance were found. The findings are explained in terms of the two major functions played by virtuousness in organizations: an amplifying function that creates self-reinforcing positive spirals, and a buffering function that strengthens and protects organizations from traumas such as downsizing. Keywords: positive; organizational; scholarship; virtue
The
Citations: http://abs.sagepub.com/content/47/6/766.refs.html >> Version of Record - Feb 1, 2004 What is This? Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 Exploring the Relationships Between Organizational Virtuousness and Performance Authors’Note: The support of the John Templeton Foundation (Grant #5110) is gratefully acknowledged. We also express appreciation to Loren Dyck, Ryan Falcone, Richard Teo, and Erica Friedman for assistance in data collection. Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 Cameron et al Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 768 Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 Cameron et al Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 770 AMERICAN BEHAVIORAL SCIENTIST philanthropy, environmentally friendly programs, or utilizing renewable resources (Bollier, 1996; Margolis & Walsh, 2001) Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 Cameron et al Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 Cameron et al 773 Virtuousness also buffers the organization from the negative effects of trauma or distress by enhancing resiliency, solidarity, and a sense of efficacy (Masten et al., 1999; Weick, Sutcliffe, & Obstfeld, 1999) Downloaded from abs.sagepub.com at INDIAN INSTITUTE OF MNGMT on May 20, 2013 774