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A two-level competing values framework to measuring nonprofit organizational effectiveness


  • Balduck,A.
  • Buelens, M.

    (Vlerick Leuven Gent Management School)


Theorists 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.

Suggested Citation

  • Balduck,A. & Buelens, M., 2008. "A two-level competing values framework to measuring nonprofit organizational effectiveness," Vlerick Leuven Gent Management School Working Paper Series 2008-19, Vlerick Leuven Gent Management School.
  • Handle: RePEc:vlg:vlgwps:2008-19

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    References listed on IDEAS

    1. M Patterson & P Warr & M West, 2004. "Organizational Climate and Company Productivity: the Role of Employee Affect and Employee Level," CEP Discussion Papers dp0626, Centre for Economic Performance, LSE.
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    Organizational effectiveness; Competing Values Approach; nonprofit.;

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