Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions
Organizational Culture and Organizational Effectiveness: A Meta-Analytic Investigation of the Competing Values Framework's Theoretical Suppositions
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DOI：
10.1037/a0021987
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发表时间：
2011-07-01
影响因子：
9.9
通讯作者：
Kinicki, Angelo
中科院分区：
文献类型：
--
作者：
Hartnell, Chad A.;Ou, Amy Yi;Kinicki, Angelo
我们应用Quinn和Rohrbaugh（1983）的竞争价值框架（CVF）作为组织分类法，对3种文化类型与组织有效性的3个主要指标（员工态度，运营绩效[即，创新、产品和服务质量]以及财务业绩）。本文还通过调查该框架的法理有效性和拟议的内部结构（即，文化类型之间的相互关系）。基于84项实证研究的94个独立样本的数据表明，宗族，adhocracy，和市场文化的差异和积极相关的有效性标准，虽然并不总是假设。研究结果提供了混合支持CVF的法理学有效性，并未能支持CVF的内部结构的建议方面。我们提出了一种替代的理论方法的CVF和划定未来的研究方向。
We apply Quinn and Rohrbaugh's (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework's nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF's nomological validity and fail to support aspects of the CVF's proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research.