Competing Values Leadership
Show Less

Competing Values Leadership

Creating Value in Organizations

Kim S. Cameron, Robert E. Quinn, Jeff DeGraff and Anjan V. Thakor

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.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 2: Clarifying the Meaning of Value

Kim S. Cameron, Robert E. Quinn, Jeff DeGraff and Anjan V. Thakor


Before we continue with our discussion of the underlying structure and implications of the Competing Values Framework, we want to briefly discuss what we mean by value creation. Because creating value is the ultimate objective of leadership and effective organizational performance (illustrated by Figure 1.1), clarifying the meaning of value and explaining how the framework is used by leaders to enhance value creation is necessary. In other words, we must address the question, ‘What is value, and why must leaders care about value creation for their organizations?’ The chief reason that people are employed by the organizations in which they work is because the benefits they produce for their organizations exceed the cost to the organizations of producing those benefits. Viewed from this perspective, people are value creators in organizations when the value of what they generate exceeds the value of what they consume. They create value when they increase the flow of benefits being produced for organizations, or when they reduce the amount of resources being consumed to produce those benefits. Producing more benefit than cost makes them value creators. This value may take the form of products or services, meaningfulness in work, expanded opportunities, personal energy, positive example, interpersonal support, and so forth. Similarly, organizations create value when the products and services being produced provide greater benefits to customers than the costs of producing those products and services. When organizations achieve the goals expected by shareholders, sponsors, customers, and...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.