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How does one voluntary organisation engage with multiple stakeholder views of effectiveness?

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  • Mistry, Sarah

Abstract

The literature on effectiveness and multiple constituency theory is explored as background to a consideration of the many interpretations of effectiveness existing amongst stakeholders of one organisation. A case study is used to examine how stakeholders judge effectiveness and the process by which their different perspectives are incorporated in the shaping and constant updating of a core view of effectiveness. The management strategies adopted in handling this process are explored, and some elements identified which may provide initial steps towards a management theory.

Suggested Citation

  • Mistry, Sarah, 2008. "How does one voluntary organisation engage with multiple stakeholder views of effectiveness?," LSE Research Online Documents on Economics 29245, London School of Economics and Political Science, LSE Library.
    • Handle: RePEc:ehl:lserod:29245
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    File URL: http://eprints.lse.ac.uk/29245/
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    References listed on IDEAS

    as
    1. Kim S. Cameron, 1986. "Effectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness," Management Science, INFORMS, vol. 32(5), pages 539-553, May.
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    More about this item

    JEL classification:

    • J50 - Labor and Demographic Economics - - Labor-Management Relations, Trade Unions, and Collective Bargaining - - - General
    • R14 - Urban, Rural, Regional, Real Estate, and Transportation Economics - - General Regional Economics - - - Land Use Patterns
    • J01 - Labor and Demographic Economics - - General - - - Labor Economics: General

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