COMPARATIVE ORGANIZATIONAL EFFECTIVENESS RESEARCH LEADING TO AN INTERVENTION STRATEGY [I]

Frank Hoy, David Van Fleet, Mervin J. Yetley

Research output: Contribution to journalArticle

6 Citations (Scopus)

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.

Original languageEnglish (US)
Pages (from-to)443-461
Number of pages19
JournalJournal of Management Studies
Volume21
Issue number4
DOIs
StatePublished - 1984
Externally publishedYes

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Intervention strategies
Organizational effectiveness
Literature review

ASJC Scopus subject areas

  • Business and International Management
  • Management of Technology and Innovation
  • Strategy and Management

Cite this

COMPARATIVE ORGANIZATIONAL EFFECTIVENESS RESEARCH LEADING TO AN INTERVENTION STRATEGY [I]. / Hoy, Frank; Van Fleet, David; Yetley, Mervin J.

In: Journal of Management Studies, Vol. 21, No. 4, 1984, p. 443-461.

Research output: Contribution to journalArticle

Hoy, Frank ; Van Fleet, David ; Yetley, Mervin J. / COMPARATIVE ORGANIZATIONAL EFFECTIVENESS RESEARCH LEADING TO AN INTERVENTION STRATEGY [I]. In: Journal of Management Studies. 1984 ; Vol. 21, No. 4. pp. 443-461.
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