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Comparative Organizational Effectiveness Research Leading To An Intervention Strategy [I]

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  • Frank Hoy
  • David D. Van Fleet
  • Mervin J. Yetley

Abstract

Several literature reviews have concluded that there is little consistency among researchers and practitioners when referring to the concept, ‘organizational effectiveness’. In this study, multiple data gathered on several organizational constituencies for three models of organizational effectiveness are studied to examine empirically the comparability of those models. The relative effectiveness of each organization varied both between and within the theoretical models providing the bases of analysis. Little convergence exists among the models so that problem diagnosis intervention in the processes of small organizations may be more accurate when treating effectiveness as a multivariate concept examined via a given organization's constituencies over time.

Suggested Citation

  • Frank Hoy & David D. Van Fleet & Mervin J. Yetley, 1984. "Comparative Organizational Effectiveness Research Leading To An Intervention Strategy [I]," Journal of Management Studies, Wiley Blackwell, vol. 21(4), pages 443-461, October.
    • Handle: RePEc:bla:jomstd:v:21:y:1984:i:4:p:443-461
    DOI: 10.1111/j.1467-6486.1984.tb00238.x
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    Cited by:

    1. Hoy Frank & Pu Hansong, 2012. "Reconsidering Models for Investigating Family Firms: Variants from China," Entrepreneurship Research Journal, De Gruyter, vol. 2(4), pages 1-18, October.

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