Examining the competing values framework in a higher educational context : implications of a Hong Kong study

James Stuart POUNDER

Research output: Journal PublicationsJournal Article (refereed)

1 Scopus Citations

Abstract

The Competing Values Framework or Model has been proposed as a general paradigm of organizational effectiveness, yet the applicability of the model to higher educational organizations has never been tested. This paper describes the development of a set of organizational effectiveness self-rating scales for higher educational organizations 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 organizations. The study raises a number of issues relating to the nature and development of a model of organizational effectiveness in higher education, and to the character of educational organizations.
Original languageEnglish
Pages (from-to)103-119
Number of pages17
JournalInternational Journal of Management and Decision Making
Volume1
Issue number1
DOIs
Publication statusPublished - 1 Jan 2000

Fingerprint

Hong Kong
Education
Competing values framework
Organizational effectiveness
Rating scales
Paradigm

Cite this

@article{2693eb0f32e94e2e83ef6e822cbc14d9,
title = "Examining the competing values framework in a higher educational context : implications of a Hong Kong study",
abstract = "The Competing Values Framework or Model has been proposed as a general paradigm of organizational effectiveness, yet the applicability of the model to higher educational organizations has never been tested. This paper describes the development of a set of organizational effectiveness self-rating scales for higher educational organizations 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 organizations. The study raises a number of issues relating to the nature and development of a model of organizational effectiveness in higher education, and to the character of educational organizations.",
author = "POUNDER, {James Stuart}",
year = "2000",
month = "1",
day = "1",
doi = "10.1504/IJMDM.2000.001213",
language = "English",
volume = "1",
pages = "103--119",
journal = "International Journal of Management and Decision Making",
issn = "1462-4621",
publisher = "Inderscience Enterprises Ltd",
number = "1",

}

Examining the competing values framework in a higher educational context : implications of a Hong Kong study. / POUNDER, James Stuart.

In: International Journal of Management and Decision Making, Vol. 1, No. 1, 01.01.2000, p. 103-119.

Research output: Journal PublicationsJournal Article (refereed)

TY - JOUR

T1 - Examining the competing values framework in a higher educational context : implications of a Hong Kong study

AU - POUNDER, James Stuart

PY - 2000/1/1

Y1 - 2000/1/1

N2 - The Competing Values Framework or Model has been proposed as a general paradigm of organizational effectiveness, yet the applicability of the model to higher educational organizations has never been tested. This paper describes the development of a set of organizational effectiveness self-rating scales for higher educational organizations 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 organizations. The study raises a number of issues relating to the nature and development of a model of organizational effectiveness in higher education, and to the character of educational organizations.

AB - The Competing Values Framework or Model has been proposed as a general paradigm of organizational effectiveness, yet the applicability of the model to higher educational organizations has never been tested. This paper describes the development of a set of organizational effectiveness self-rating scales for higher educational organizations 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 organizations. The study raises a number of issues relating to the nature and development of a model of organizational effectiveness in higher education, and to the character of educational organizations.

UR - http://commons.ln.edu.hk/sw_master/1531

U2 - 10.1504/IJMDM.2000.001213

DO - 10.1504/IJMDM.2000.001213

M3 - Journal Article (refereed)

VL - 1

SP - 103

EP - 119

JO - International Journal of Management and Decision Making

JF - International Journal of Management and Decision Making

SN - 1462-4621

IS - 1

ER -