The Competing Values Framework emerged from a series of empirical studies on the notion of organizational effectiveness (Quinn & Rohrbaugh, 1983). These efforts were an attempt to make sense of effectiveness criteria. Quinn and Rohrbaugh (1983) discovered two dimensions of effectiveness. The first dimension is related to organizational focus, from an internal emphasis on people in the organization to an external focus of the organization itself. The second dimension represents the contrast between stability and control and flexibility and change.
References
Key publications
O’Neill, R.M & Quinn, R.E. (1993). Editor’s Note: Applications of the Competing Values Framework. Human Resource Management, 32, (1), 1-7.
Quinn, R.E. (1988). Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance. San Francisco: Jossey-Bass.
Quinn, R.E. & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management Science, 29, 363-377.
Hooijberg, R. (1996). A multidirectional approach toward leadership: An extension of the concept of behavioral complexity. Human Relations, 49(7), 917-947.
Smart, J. C., & Hamm, R. E. (1993). Organizational effectiveness and mission orientations of two-year colleges. Research in Higher Education, 34(4), 489-502.
Smart, J. C., & St. John, E. P. (1996). Organizational culture and effectiveness in higher education: A test of the "Culture Type" and "Strong Culture" hypotheses. Educational Evaluation and Policy Analysis, 16(3), 219-241.
Bensimon, E.M., Neumann, A., and Birnbaum, R. (1989). Making sense of administrative leadership: The 'L' word in higher education. ASHE-ERIC Higher Education Report No. 1. Washington, D.C.: The George Washington University, Graduate School of Education and Human Development.
Quinn, R.E., Cameron, K.S. (1999). Onderzoeken en veranderen van organisatiecultuur. Academic Service: Schoonhoven.
