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An Introduction to the Competing Values Framework

An Introduction to theCompeting Values Framework by: Kim Cameron, PhD2An Introduction to the Competing Values Framework / Competing Values FRAMEWORKThe Competing Values Framework was de-veloped initially from research conducted by University of Michigan faculty members on the major indicators of effective organizational per-formance. It has been found to be an extremely useful model for organizing and understanding a wide variety of organizational and individual phenomena, including theories of organiza-tional effectiveness, leadership competencies, organizational culture, organizational design, stages of life cycle development, organizational quality, leadership roles, financial strategy, information processing, and brain functioning. The robustness of the Framework is one of its greatest strengths.

styles. From these empirical studies, two major dimensions consistently emerged. One dimen-sion differentiates an emphasis on flexibility, discretion, and dynamism from an emphasis on stability, order, and control. For example, some organizations and managers are viewed as effective if they are changing, adaptable, and transformational.

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