The full text of this article


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


is only available to individual subscribers or to users at subscribing institutions.

Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Management and Decision Making (IJMDM):
Login with your Inderscience username and password:


    Username:        Password:         

Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email