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Examining the competing values framework in a higher educational context: implications of a Hong Kong study
by James S. Pounder
International Journal of Management and Decision Making (IJMDM), Vol. 1, No. 1, 2000

 

Abstract: The Competing Values Framework or Model [1,2] has been proposed as ''a general paradigm of organisational effectiveness'' [1, p.39], yet the applicability of the model to higher educational organisations has never been tested. This paper describes the development of a set of organisational effectiveness self-rating scales for higher educational organisations in Hong Kong. The study resulted in self-rating scales in four of the Model's nine effectiveness dimensions and it is argued that these dimensions constitute an initial model of effectiveness for Hong Kong higher educational organisations. The study raises a number of issues relating to the nature and development of a model of organisational effectiveness in higher education, and to the character of educational organisations.

Online publication date: Tue, 01-Jul-2003

 

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