A two-level competing values framework to measuring nonprofit organizational effectiveness
AbstractTheorists and researchers have contested the construct of organizational effectiveness 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 measuring nonprofit organizational effectiveness. The framework is comprised of two levels of analysis—management and program—which are proposed in the model of Sowa, Selden & Sandfort (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.
Download InfoIf you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
Bibliographic InfoPaper provided by Vlerick Leuven Gent Management School in its series Vlerick Leuven Gent Management School Working Paper Series with number 2008-19.
Length: 29 pages
Date of creation: 26 Oct 2008
Date of revision:
Organizational effectiveness; Competing Values Approach; nonprofit.;
This paper has been announced in the following NEP Reports:
You can help add them by filling out this form.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Isabelle Vandenbroere).
If references are entirely missing, you can add them using this form.