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dc.contributor.authorBalduck, Anne-Line
dc.contributor.authorBuelens, Marc
dc.date.accessioned2017-12-02T14:32:26Z
dc.date.available2017-12-02T14:32:26Z
dc.date.issued2008
dc.identifier.urihttp://hdl.handle.net/20.500.12127/3021
dc.description.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.
dc.language.isoen
dc.subjectOrganizational Effectiveness
dc.subjectCompeting Values Approach
dc.subjectNonprofit
dc.titleA two-level competing values framework to measuring nonprofit organizational effectiveness
refterms.dateFOA2019-10-14T12:44:42Z
dc.source.issue19
dc.source.numberofpages29
vlerick.supervisor
vlerick.typecommWorking paper
vlerick.vlerickdepartmentP&O
dc.identifier.vperid127495
dc.identifier.vperid35841
dc.identifier.vpubid3455


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