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A Two-Level Competing Values Approach to Measure Nonprofit Organizational Effectiveness

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  • A. BALDUCK
  • M. BUELENS

Abstract

The construct of organizational effectiveness has been contested by theorists and researchers for many years. As the study of organizational effectiveness in profit organizations is complex and muddled, studying the construct in nonprofit organizations may be even more troublesome due to their distinctive nature. This study contributes to the literature by presenting a Two-level competing values approach to measure nonprofit organizational effectiveness. The framework is constituted of two levels of analysis, management and program, which are proposed in the model of Sowa and colleagues (2004). Moreover, the framework also captures the Competing Values Approach of Quinn and Rohrbaugh (1983). We apply our model to sports clubs and we discuss the practical implications of our framework.

Suggested Citation

  • A. Balduck & M. Buelens, 2008. "A Two-Level Competing Values Approach to Measure Nonprofit Organizational Effectiveness," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 08/510, Ghent University, Faculty of Economics and Business Administration.
    • Handle: RePEc:rug:rugwps:08/510
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    File URL: http://wps-feb.ugent.be/Papers/wp_08_510.pdf
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    References listed on IDEAS

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    1. Papadimitriou, Dimitra & Taylor, Peter, 2000. "Organisational Effectiveness of Hellenic National Sports Organisations: A Multiple Constituency Approach," Sport Management Review, Elsevier, vol. 3(1), pages 23-46, May.
    2. Robert E. Quinn & John Rohrbaugh, 1983. "A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis," Management Science, INFORMS, vol. 29(3), pages 363-377, March.
    3. Eric J. Walton & Sarah Dawson, 2001. "Managers’ Perceptions of Criteria of Organizational Effectiveness," Journal of Management Studies, Wiley Blackwell, vol. 38(2), pages 173-200, March.
    4. Daniel R. Denison & Robert Hooijberg & Robert E. Quinn, 1995. "Paradox and Performance: Toward a Theory of Behavioral Complexity in Managerial Leadership," Organization Science, INFORMS, vol. 6(5), pages 524-540, October.
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    Cited by:

    1. Abdulla S. Al-Shaiba & Sami G. Al-Ghamdi & Muammer Koc, 2019. "Comparative Review and Analysis of Organizational (In)Efficiency Indicators in Qatar," Sustainability, MDPI, vol. 11(23), pages 1-23, November.
    2. Ayman Faisal Habtoosh & Mohi-Adden Y. Al-Qutop, 2021. "The Moderating Effect of Transformational Leadership on the Relationship between Organizational Culture and Organizational Effectiveness: An Empirical Study in Food Companies Listed at the Amman Stock," International Journal of Business and Management, Canadian Center of Science and Education, vol. 14(4), pages 157-157, July.

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