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

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.