000			01279pab a2200181 454500
008			180718b2004 xxu||||| |||| 00| 0 eng d
100			_aCameron, Kim S.
245			_aExploring the relationships between organizational virtuousness and performance
260			_c2004
300			_ap.766-90.
362			_aFeb
520			_aThe 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. - Reproduced.
650			_aOrganizations
700			_aCaza, Arran
700			_aBright, David
773			_aAmerican Behavioral Scientist
909			_a59568
999			_c59568 _d59568