Log in

Relevant bibliographies by topics / Competing values framework / Journal articles

Journal articles on the topic 'Competing values framework'

To see the other types of publications on this topic, follow the link: Competing values framework.

Author: Grafiati

Published: 4 June 2021

Last updated: 27 January 2023

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the top 50 journal articles for your research on the topic 'Competing values framework.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.

1

Lindquist, Evert, and Richard Marcy. "The competing values framework." International Journal of Public Leadership 12, no. 2 (May 9, 2016): 167–86. http://dx.doi.org/10.1108/ijpl-01-2016-0002.

Full text

Abstract:

Purpose The purpose of this paper is to explore how the competing values framework (CVF) could be used by public service leaders to analyze and better understand public sector leadership challenges, thereby improving their ability in leading across borders and generations. Design/methodology/approach This paper applies the CVF, originally developed for understanding leadership in the private sector and shows how it can be adapted for analyzing and developing skill in addressing different leadership challenges in public sector contexts, including setting out specific learning exercises. Findings The paper has four parts. The first provides an overview of the origins, logic, and evolution of the CVF. The second part shows how the CVF is relevant and useful for assessing management and leadership values in the public sector. The third part identifies specific leadership challenges and learning exercises for public sector leaders at different stages of development. The final part concludes by reflecting on the CVF and similar frameworks, and where future research might go. Research limitations/implications Because of the chosen research approach, propositions within the paper should be tentatively applied. Practical implications This paper provides guidance for the better understanding of complex leadership challenges within the public sector through the use of the CVF. Social implications The social implications of the paper could include the more widespread use of the CVF within the public sector as a tool to lead more effectively. Originality/value This paper adapts and extends an analytical tool that has been of high value in the private sector so that it can be used in the public sector.

APA, Harvard, Vancouver, ISO, and other styles

2

Melo, Rosa Cândida, Maria Júlia Silva, and Pedro Parreira. "Effective Leadership: Competing Values Framework." Procedia Technology 16 (2014): 921–28. http://dx.doi.org/10.1016/j.protcy.2014.10.044.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

Tong, Yew Kwan, and Richard D. Arvey. "Managing complexity via the Competing Values Framework." Journal of Management Development 34, no. 6 (June 8, 2015): 653–73. http://dx.doi.org/10.1108/jmd-04-2014-0029.

Full text

Abstract:

Purpose – While advancements in theory have helped illumine the complex workings of today’s organization, little is said on the practical implications for managers in terms of their role and behavioral style. The purpose of this paper is to illustrate how a behavioral diagnostic tool – the Competing Values Framework (CVF; Quinn and Rohrbaugh, 1983) – can be utilized to develop managers in the behavioral skills needed to stay relevant and effective amid new organizational realities. Design/methodology/approach – The conceptual anchor of this paper is in complexity theory. The authors conducted a literature search for articles on complexity theory in selective management journals, and reviewed them to extract key lessons for effective managerial behavior. Findings – Three behaviors found to be central to managing complexity were: enabling, sensemaking, and facilitating shared leadership. It is suggested that the CVF is a useful tool for helping managers develop their behavioral repertoire and hence their skills for enacting these behaviors. Originality/value – The paper synthesizes a guiding frame for developing managers in some of the behavioral skills needed to handle complexity at the workplace. Toward this end, useful tips are offered for putting together a short training workshop where the CVF is rediscovered as a unique developmental tool.

APA, Harvard, Vancouver, ISO, and other styles

4

Lavine, Marc Hoffman. "Paradoxical Leadership and the Competing Values Framework." Academy of Management Proceedings 2014, no. 1 (January 2014): 14098. http://dx.doi.org/10.5465/ambpp.2014.14098abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

5

Lavine, Marc. "Paradoxical Leadership and the Competing Values Framework." Journal of Applied Behavioral Science 50, no. 2 (March 7, 2014): 189–205. http://dx.doi.org/10.1177/0021886314522510.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

Vilkinas, Tricia, and Greg Cartan. "The integrated competing values framework: its spatial configuration." Journal of Management Development 25, no. 6 (July 1, 2006): 505–21. http://dx.doi.org/10.1108/02621710610670092.

Full text

Abstract:

PurposeThis study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function.Design/methodology/approachThe current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF.FindingsThe results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”.Research limitations/implicationsThe model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared.Practical implicationsThe paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers.Originality/valueThis paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers.

APA, Harvard, Vancouver, ISO, and other styles

7

O'Neill, Regina M., and Robert E. Quinn. "Editors' note: Applications of the competing values framework." Human Resource Management 32, no. 1 (1993): 1–7. http://dx.doi.org/10.1002/hrm.3930320101.

Full text

APA, Harvard, Vancouver, ISO, and other styles

8

Thompson, Michael P. "Using the competing values framework in the classroom." Human Resource Management 32, no. 1 (1993): 101–19. http://dx.doi.org/10.1002/hrm.3930320106.

Full text

APA, Harvard, Vancouver, ISO, and other styles

9

Lee, Seung-Seong, and Sug-In Chang. "A Study on the Competing Values Framework : Focusing on the application of Eunmin S&D’s Corporate Culture." Korean Review of Corporation Management 11, no. 4 (November 30, 2020): 319–37. http://dx.doi.org/10.20434/kricm.2020.11.11.4.319.

Full text

APA, Harvard, Vancouver, ISO, and other styles

10

Moore, Jeffrey R., James Miller, Robert Franklin, and Jessica Jolly. "Building an Effective Leader Roadmap: Using the Competing Values Framework." Academy of Management Proceedings 2021, no. 1 (August 2021): 12143. http://dx.doi.org/10.5465/ambpp.2021.12143abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

11

Stevens, B. "Using the Competing Values Framework to Assess Corporate Ethical Codes." Journal of Business Communication 33, no. 1 (January 1, 1996): 71–84. http://dx.doi.org/10.1177/002194369603300107.

Full text

APA, Harvard, Vancouver, ISO, and other styles

12

Grabowski, Louis, Cathy Neher, Timothy Crim, and Lars Mathiassen. "Competing Values Framework Application to Organizational Effectiveness in Voluntary Organizations." Nonprofit and Voluntary Sector Quarterly 44, no. 5 (September 7, 2014): 908–23. http://dx.doi.org/10.1177/0899764014546488.

Full text

APA, Harvard, Vancouver, ISO, and other styles

13

Cooper, Randolph B., and Robert E. Quinn. "Implications of the competing values framework for management information systems." Human Resource Management 32, no. 1 (1993): 175–201. http://dx.doi.org/10.1002/hrm.3930320109.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Quinn, R. E., H. W. Hildebrandt, P. S. Rogers, and M. P. Thompson. "A Competing Values Framework for Analyzing Presentational Communication in Management Contexts." Journal of Business Communication 28, no. 3 (June 1, 1991): 213–32. http://dx.doi.org/10.1177/002194369102800303.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Arsenault, Peter, and Sue R. Faerman. "Embracing Paradox in Management: The Value of the Competing Values Framework." Organization Management Journal 11, no. 3 (July 3, 2014): 147–58. http://dx.doi.org/10.1080/15416518.2014.949614.

Full text

APA, Harvard, Vancouver, ISO, and other styles

16

Zafft, Carmen, Stephanie Adams, and Gina Matkin. "Measuring leadership in self-managed teams using the competing values framework." IEEE Engineering Management Review 39, no. 1 (2011): 46–58. http://dx.doi.org/10.1109/emr.2011.5729973.

Full text

APA, Harvard, Vancouver, ISO, and other styles

17

Zafft, Carmen R., Stephanie G. Adams, and Gina S. Matkin. "Measuring Leadership in Self-Managed Teams Using the Competing Values Framework." Journal of Engineering Education 98, no. 3 (July 2009): 273–82. http://dx.doi.org/10.1002/j.2168-9830.2009.tb01024.x.

Full text

APA, Harvard, Vancouver, ISO, and other styles

18

Riggs, Michael W., and Aaron W. Hughey. "Competing Values in the Culinary Arts and Hospitality Industry." Industry and Higher Education 25, no. 2 (April 2011): 109–18. http://dx.doi.org/10.5367/ihe.2011.0033.

Full text

Abstract:

It is important that education and training programmes align with the needs of the professions they are designed to support. The culinary arts and hospitality industry is a vocational area that needs to be examined more closely to ensure that the skills and competencies taught are those that will actually be needed when students matriculate from career preparation programmes. This study compared the self-assessed leadership roles and managerial competencies of hospitality students and hospitality management professionals in employment. Using the Competing Values Framework (CVF) as a theoretical framework, eight leadership roles and 24 managerial competencies were examined in an effort to identify similarities and differences between the two groups. The authors found limited significant differences between the perceptions of the two groups; overall, the ranking of leadership roles and managerial competencies by the two populations were very similar. Implications for academic culinary arts and hospitality programmes are also presented, together with recommendations for future inquiry.

APA, Harvard, Vancouver, ISO, and other styles

19

Kan, Hoi-Yi Katy, and Norhayati Ismail. "Competing Values Framework as Decoding Tool: Signature Pedagogy in Teaching Business Communication." Business and Professional Communication Quarterly 84, no. 1 (February 8, 2021): 60–84. http://dx.doi.org/10.1177/2329490620985909.

Full text

Abstract:

This article explicates the operationalization of a theoretically robust framework in the teaching of business communication at an institute of higher learning. This article reimagines the design of a business communication course that focuses on the coalescence of both decoding and encoding processes of messages as a unified pedagogical approach in teaching business communication. This approach is in contrast with more conventional approaches in designing communication courses, which tend to prioritize one process over the other. Participants in the study acknowledged the instrumentality in the course design in promoting communicative values with real-world impact.

APA, Harvard, Vancouver, ISO, and other styles

20

Edwards, Richard L. "The Competing Values Approach as an Integrating Framework for the Management Curriculum." Administration in Social Work 11, no. 1 (May 14, 1987): 1–13. http://dx.doi.org/10.1300/j147v11n01_01.

Full text

APA, Harvard, Vancouver, ISO, and other styles

21

Al-Khalifa, Khalifa N., and Elaine M. Aspinwall. "Using the competing values framework to investigate the culture of Qatar industries." Total Quality Management 12, no. 4 (July 2001): 417–28. http://dx.doi.org/10.1080/09544120124219.

Full text

APA, Harvard, Vancouver, ISO, and other styles

22

BALANDINA, Iryna S., Larysa V. OBOLENTSEVA, Svitlana A. ALEKSANDROVA, Yana O. POLYAKOVA, and Sergii B. DULFAN. "Assessing Corporate Culture of an Enterprise-based on Competing Values Framework Design." Journal of Advanced Research in Law and Economics 9, no. 4 (June 30, 2018): 1176. http://dx.doi.org/10.14505//jarle.v9.4(34).02.

Full text

Abstract:

The corporate culture of the enterprise in the present conditions becomes an effective competitive advantage, the uniqueness of which is to exclude the possibility of copying it by other market participants through the reproduction of the process of social interaction between the employees of the company on the basis of the formed common ideas and understanding. Therefore, the main purpose of the work is to assess the corporate culture of the enterprise based on competing values framework design. The state enterprise ‘Plant for chemical reagents’ (SC ‘Zavod khimichnykh reaktyviv’) was chosen as the research object. An important step in assessing the corporate culture, for the period under study, is the analysis of the internal labor resources of the enterprise. It was established that the research object reduced the number of staff members. The work revealed vectors of corporate culture. It was also found that the company is recommended to introduce a new information system, taking into account the need for market monitoring; to improve the system of motivation of employees of the enterprise; complete the certification process according to ISO 2010 standards.

APA, Harvard, Vancouver, ISO, and other styles

23

Karp, Daniel S., Chase D. Mendenhall, Elizabeth Callaway, Luke O. Frishkoff, Peter M. Kareiva, Paul R. Ehrlich, and Gretchen C. Daily. "Confronting and resolving competing values behind conservation objectives." Proceedings of the National Academy of Sciences 112, no. 35 (August 17, 2015): 11132–37. http://dx.doi.org/10.1073/pnas.1504788112.

Full text

Abstract:

Diverse motivations for preserving nature both inspire and hinder its conservation. Optimal conservation strategies may differ radically depending on the objective. For example, creating nature reserves may prevent extinctions through protecting severely threatened species, whereas incentivizing farmland hedgerows may benefit people through bolstering pest-eating or pollinating species. Win-win interventions that satisfy multiple objectives are alluring, but can also be elusive. To achieve better outcomes, we developed and implemented a practical typology of nature conservation framed around seven common conservation objectives. Using an intensively studied bird assemblage in southern Costa Rica as a case study, we applied the typology in the context of biodiversity’s most pervasive threat: habitat conversion. We found that rural habitats in a varied tropical landscape, comprising small farms, villages, forest fragments, and forest reserves, provided biodiversity-driven processes that benefit people, such as pollination, seed dispersal, and pest consumption. However, species valued for their rarity, endemism, and evolutionary distinctness declined in farmland. Conserving tropical forest on farmland increased species that international tourists value, but not species discussed in Costa Rican newspapers. Despite these observed trade-offs, our analyses also revealed promising synergies. For example, we found that maintaining forest cover surrounding farms in our study region would likely enhance most conservation objectives at minimal expense to others. Overall, our typology provides a framework for resolving the competing objectives of modern conservation.

APA, Harvard, Vancouver, ISO, and other styles

24

Belasen, Alan, and Nancy Frank. "Competing values leadership: quadrant roles and personality traits." Leadership & Organization Development Journal 29, no. 2 (March 7, 2008): 127–43. http://dx.doi.org/10.1108/01437730810852489.

Full text

Abstract:

PurposeThe purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.Design/methodology/approachA survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.FindingsThe results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.Research limitations/implicationsThis study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.Practical implicationsThe new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.Originality/valueThe paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.

APA, Harvard, Vancouver, ISO, and other styles

25

Landekić, Matija, Mario Šporčić, Ivan Martinić, and Matija Bakarić. "Influence of organizational culture on firm efficiency: competing values framework in Croatian forestry." Scandinavian Journal of Forest Research 30, no. 7 (July 2015): 624–36. http://dx.doi.org/10.1080/02827581.2015.1046480.

Full text

APA, Harvard, Vancouver, ISO, and other styles

26

Choi, Yun Seok, and David K. Scott. "Assessing organisational culture using the competing values framework within American Triple-A baseball." International Journal of Sport Management and Marketing 4, no. 1 (2008): 33. http://dx.doi.org/10.1504/ijsmm.2008.017657.

Full text

APA, Harvard, Vancouver, ISO, and other styles

27

Beus, Jeremy M., Shelby J. Solomon, Erik C. Taylor, and Candace A. Esken. "Making sense of climate: A meta-analytic extension of the competing values framework." Organizational Psychology Review 10, no. 3-4 (April 6, 2020): 136–68. http://dx.doi.org/10.1177/2041386620914707.

Full text

Abstract:

Organizational climate research has surged recently, but the disbursement of research contributions across domains has made it difficult to draw conclusions about climate and its connections with performance. To make sense of the climate literature, we used the competing values framework (CVF) to classify domain-specific climates into four climate types (clan, adhocracy, hierarchy, and market climates). We did so by conceptually linking domain-specific climates that are manifestations of the same underlying strategic values. We then conducted meta-analyses to examine the magnitudes, mechanisms, and moderators of the individual and group-level associations between the CVF climates and performance. These meta-analyses revealed positive climate–performance associations for each climate type and supported job attitudes as a common mediator. We also examined several methodological moderators of climate–performance relationships, testing the source of climate and performance measures, the temporal assessment of these constructs, and the level of within-group agreement in climate measures as possible boundary conditions.

APA, Harvard, Vancouver, ISO, and other styles

28

Datuon, Raymond, and Raymond Datuon. "THE COMPETING VALUES FRAMEWORK OF ADMINISTRATORS AMONG PRIVATE COLLEGES IN THE NATIONAL CAPITAL REGION." Journal of International Management Studies 15, no. 3 (December 20, 2015): 33–42. http://dx.doi.org/10.18374/jims-15-3.5.

Full text

APA, Harvard, Vancouver, ISO, and other styles

29

Maheshwari, Sudhanshu, and Ashneet Kaur. "Green HRM System and Green Culture: A Conceptual Model Towards Green Competing Values Framework." Academy of Management Proceedings 2021, no. 1 (August 2021): 11560. http://dx.doi.org/10.5465/ambpp.2021.11560abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

30

Beus, Jeremy, Shelby John Solomon, Erik Taylor, and Candace A. Esken. "Adopting the competing values framework as a taxonomy of organizational climates: A meta-analysis." Academy of Management Proceedings 2016, no. 1 (January 2016): 14402. http://dx.doi.org/10.5465/ambpp.2016.14402abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

31

Liang, Xin, Limin Gong, and Shisong Jiang. "Toward A scenario-based Model of Culture Transformation building upon the Competing values Framework." Academy of Management Proceedings 2016, no. 1 (January 2016): 14744. http://dx.doi.org/10.5465/ambpp.2016.14744abstract.

Full text

APA, Harvard, Vancouver, ISO, and other styles

32

Igo, Tony, and Martin Skitmore. "Diagnosing the organizational culture of an Australian engineering consultancy using the competing values framework." Construction Innovation 6, no. 2 (June 2006): 121–39. http://dx.doi.org/10.1108/14714170610710659.

Full text

APA, Harvard, Vancouver, ISO, and other styles

33

Igo, Tony, and Martin Skitmore. "Diagnosing the organizational culture of an Australian engineering consultancy using the competing values framework." Construction Innovation 6, no. 2 (June 1, 2006): 121–39. http://dx.doi.org/10.1191/1471417506ci610oa.

Full text

APA, Harvard, Vancouver, ISO, and other styles

34

Field, Robert I., and Arthur L. Caplan. "A Proposed Ethical Framework for Vaccine Mandates: Competing Values and the Case of HPV." Kennedy Institute of Ethics Journal 18, no. 2 (2008): 111–24. http://dx.doi.org/10.1353/ken.0.0011.

Full text

APA, Harvard, Vancouver, ISO, and other styles

35

Dipadova, Laurie N., and Sue R. Faerman. "Using the competing values framework to facilitate managerial understanding across levels of organizational hierarchy." Human Resource Management 32, no. 1 (1993): 143–74. http://dx.doi.org/10.1002/hrm.3930320108.

Full text

APA, Harvard, Vancouver, ISO, and other styles

36

Ikramullah, Malik, Jan-Willem Van Prooijen, Muhammad Zahid Iqbal, and Faqir Sajjad Ul-Hassan. "Effectiveness of performance appraisal." Personnel Review 45, no. 2 (March 7, 2016): 334–52. http://dx.doi.org/10.1108/pr-07-2014-0164.

Full text

Abstract:

Purpose – The purpose of this paper is to develop a conceptual framework for the effectiveness of performance appraisal (PA) systems by using a competing values approach. Design/methodology/approach – The review employs a three-step approach: first, the paper discusses the existing criteria to determine the effectiveness of PA systems, and presents criticisms of these criteria. Second, the paper reviews the literature on the competing values model of organizational effectiveness. Third, the paper integrates the PA system in the competing values model to develop a comprehensive framework for the effectiveness of PA systems. Findings – A practical model is developed, taking into account the processes and procedures involved in PA systems. Originality/value – The paper is designed to provide a guideline for managers to consider the effectiveness of a PA system. The paper suggests that assessing the effectiveness of a PA system on any single criterion ignores various important aspects of the system. Moreover, the effectiveness of a PA system should be based on the values and preferences of all major stakeholders of the system, i.e., appraisers, appraisees and the organization.

APA, Harvard, Vancouver, ISO, and other styles

37

Belasen, Alan, and Nancy Frank. "A Peek Through the Lens of the Competing Values Framework: What Managers Communicate and How." Atlantic Journal of Communication 18, no. 5 (November 29, 2010): 280–96. http://dx.doi.org/10.1080/15456870.2010.521475.

Full text

APA, Harvard, Vancouver, ISO, and other styles

38

Hooijberg, Robert, and Frank Petrock. "On cultural change: Using the competing values framework to help leaders execute a transformational strategy." Human Resource Management 32, no. 1 (1993): 29–50. http://dx.doi.org/10.1002/hrm.3930320103.

Full text

APA, Harvard, Vancouver, ISO, and other styles

39

Marinova, Sophia V., Xiaoyun Cao, and Haesang Park. "Constructive Organizational Values Climate and Organizational Citizenship Behaviors: A Configurational View." Journal of Management 45, no. 5 (February 5, 2018): 2045–71. http://dx.doi.org/10.1177/0149206318755301.

Full text

Abstract:

The discretionary efforts of employees to go above and beyond illustrated by organizational citizenship behaviors (OCBs) provide an important path to organizational success. Organizational work environment characteristics, notably, organizational climates, serve as fundamental mechanisms for eliciting OCBs. However, existing research on organizational climate and OCBs frequently adopts a variable-centered approach that breaks down climate into individual dimensions. In contrast to past research, our goal is to respond to calls to more fully contextualize organizational climate by offering a configuration of climate attributes. Drawing on a typology of research problematizing, we replace the metaphor of individual dimensions with a metaphor of a climate configuration. To theorize and test the relationship between organizational climate and OCBs, we examine organizational values embodied in the competing values framework through a mesolevel organizational climate perspective. Building on the literature on managing paradox, we propose a constructive organizational values climate configuration, which captures how the different dimensions of the competing values framework coexist and work together. In turn, we propose that constructive organizational values climate predicts three types of OCBs: helping, taking charge, and creative behavior. Furthermore, drawing on regulatory focus theory and on the change-oriented and affiliative roots of OCBs, we offer two distinct mediators that shed light on the underlying processes. We test the proposed theory with data from 737 respondents residing in 166 work units in a wide variety of organizations.

APA, Harvard, Vancouver, ISO, and other styles

40

Feltz, Adam, and Silke Feltz. "11 Balancing Beneficence and Autonomy in Animal Agriculture with a Warming World." Journal of Animal Science 100, Supplement_3 (September 21, 2022): 6. http://dx.doi.org/10.1093/jas/skac247.009.

Full text

Abstract:

Abstract There are competing values and understandings of how animal agriculture relates to a host of common and social goods including contributions to global warming. These competing understandings and values can sometimes generate ethical problems where some values are violated at the expense of other values. Consequently, in many contexts, these problems call for resolution (e.g., attempts to mitigate the effects of animal agriculture on global warming). There are many possible interventions to help resolve these ethical problems including prohibitions, incentives, persuasion, and education. Each of these interventions tend to have their own ethical costs and benefits. We discuss a framework for how these different interventions influence psychological elements in psychological decision-making processes. Given this framework, we pay special attention to some of the ethics that are involved in how those interventions influence these psychological factors. We provide some dimensions on which one could make comparisons of different interventions with how they fair with aspects of beneficence and autonomy.

APA, Harvard, Vancouver, ISO, and other styles

41

Kokt, D., and C. Van der Merwe. "Using the competing values framework (CVF) to investigate organisational culture in a major private security company." South African Journal of Economic and Management Sciences 12, no. 3 (June 17, 2011): 343–52. http://dx.doi.org/10.4102/sajems.v12i3.225.

Full text

Abstract:

The proliferation of crime, especially in the South African context, has placed considerable emphasis on the private security industry. This has also increased fierce competition in the private security domain with both national and international private security companies infiltrating the South African market. Like public policing private security has an important role to play in combating crime and other transgressions, with the exception that private security owes its existence to paying customers. By using the Competing Values Framework (CVF) as conceptual guide, the researchers are able to provide the managers of the company under investigation with insight on how their cultural orientation affects their functioning and ultimately their competitive advantage.

APA, Harvard, Vancouver, ISO, and other styles

42

Al-khalifa, Khalifa N., and Elaine M. Aspinwall. "Using the Competing Values Framework to identify the ideal culture profile for TQM: a UK perspective." International Journal of Manufacturing Technology and Management 2, no. 1/2/3/4/5/6/7 (2000): 1024. http://dx.doi.org/10.1504/ijmtm.2000.001390.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Pounder, James S. "Examining the competing values framework in a higher educational context: implications of a Hong Kong study." International Journal of Management and Decision Making 1, no. 1 (2000): 103. http://dx.doi.org/10.1504/ijmdm.2000.001213.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Janjua, Qaiser Rashid, Aamer Hanif, and Maliha Baig. "THE IMPACT OF ORGANIZATIONAL CULTURE ON JOB SATISFACTION IN UNIVERSITIES OF PAKISTAN: A COMPETING VALUES FRAMEWORK PERSPECTIVE." Pakistan Journal of Social Research 03, no. 03 (September 30, 2021): 340–51. http://dx.doi.org/10.52567/pjsr.v3i3.256.

Full text

Abstract:

The main purpose of this research is to investigate the causal relationship between organizational culture types and job satisfaction of teaching faculty in universities. For organizational culture, Competing Values Framework is employed which includes four distinct cultures i.e. adhocracy, hierarchy, clan and market. Data were obtained from 169 full time faculty members from twelve universities of capital city, and analyzed through multiple linear regression in SPSS. The results show that overall employees are indifferent towards job satisfaction. Clan culture is found to be a strong predictor of job satisfaction whereas adhocracy, market and adhocracy cultures were detested. It is suggested that the universities in Pakistan should foster a collaborative and team culture where cohesion, camaraderie and internal harmony is important rather than following a typical structure of command, control, authority, innovation and competition. The management should cultivate teamwork, promote trust and openness; improve employee development through hands-on coaching, feedback, learning and development, and offer a compassionate environment in order to improve employee job satisfaction. This research also discusses demerits of clan culture and offers suggestions. Limitations of this study and future directions for research are also discussed. Keywords: Organizational culture, Competing Values Framework, Job Satisfaction, Higher Education.

APA, Harvard, Vancouver, ISO, and other styles

45

Jagd, Søren. "Pragmatic sociology and competing orders of worth in organizations." European Journal of Social Theory 14, no. 3 (August 2011): 343–59. http://dx.doi.org/10.1177/1368431011412349.

Full text

Abstract:

Different notions of multiple rationalities have recently been applied to describe the phenomena of co-existence of competing rationalities in organizations. These include institutional pluralism, institutional logics, competing rationalities and pluralistic contexts. The French pragmatic sociologists Luc Boltanski and Laurent Thévenot have contributed to this line of research with a sophisticated theoretical framework of orders of worth, which has been applied in an increasing number of empirical studies. This article explores how the order of worth framework has been applied to empirical studies of organizations. First, I summarize the basic ideas of the framework, stressing the aspects of special relevance for studies of organizations. Second, I review the empirical studies focusing on the coexistence of competing orders of worth in organizations showing that the order of worth framework primarily has been related to three main themes in organizational research: non-profit and co-operative organizations, inter-organizational co-operation, and organizational change. Third, I discuss how the pragmatic, process-oriented aspect of the research program, focusing on the intertwining of values and action in various forms of ‘justification work’, has been translated into empirical studies. I argue that even if highly interesting empirical studies have begun to appear on the pragmatic aspects of the order of worth program, empirical studies of ‘justification work’ may be a potentially very promising focus for future empirical studies.

APA, Harvard, Vancouver, ISO, and other styles

46

Rao, Indu. "Competing values in Asian business: evidence from India and Dubai." Journal of Asia Business Studies 13, no. 1 (January 7, 2019): 97–107. http://dx.doi.org/10.1108/jabs-09-2017-0164.

Full text

Abstract:

Purpose The purpose of this paper is to highlight the fact that investors in the Asian region are shifting their investments from one country to another, in this case, from India to Dubai, in the real estate and infrastructure industry. While countries compete to get investments, competing “values” at the workplace may also influence in attracting the investments. This paper makes use of competing values framework (CVF) to understand this phenomenon and to provide research evidence about differences in workplace cultures in India and Dubai. It is proposed that differences in workplace cultures, besides other non-cultural factors, may influence this phenomenon of shifting of investments between the two countries. Design/methodology/approach It is an inductive study to investigate why investors are shifting investments from India to Dubai in the real estate and infrastructure industry. This paper further explores literature to support our claim that workplace cultural differences may be responsible for the shifting investments. Next, this paper identifies the instrument called organizational culture assessment instrument using CVF to collect data and plot the cultural profiles at the two country sites. Findings The findings suggest that workplace cultures in the two country locations are different and could be a reason for Indians to shift their investments to Dubai in the real estate and infrastructure sector. There are both cultural and non-cultural factors, which are responsible for the shift in global investments. Research limitations/implications The study has several research implications. It highlights the possibility of a shift in global investments because of cultural and non-cultural differences at the workplace. Specifically, it provides evidence that workplace cultures are different in the two countries and could play a role in the competitiveness of firm and countries. This finding has implications for research in the fields of both strategy and international business.However, this is a preliminary study to explore a recent phenomenon and uses data from only one organization in two countries. Therefore, this paper accepts this as a limitation; however, it creates a potential for further exploration in many directions for future research. Practical implications Managers in multinational firms have to deal with subsidiaries in different countries with different cultures. While culture is not traditionally considered an important factor, the study highlights that it may have far-reaching influences on financial decisions. Therefore, managers need to understand cultures and create strategies to deal with diverse cultures. Originality/value It is perhaps the first attempt to investigate the workplace culture across India and Dubai in the real estate and infrastructure industry through empirical evidence. Further, in the context of shifting global investments across the two countries, it highlights the importance of workplace cultures towards economic and financial implications for countries in the Asian subcontinent.

APA, Harvard, Vancouver, ISO, and other styles

47

Hall, Kelly, Catherine Needham, and Kerry Allen. "Micro entrepreneurship in the care sector: motives, values and practices." Voluntary Sector Review 10, no. 3 (November 1, 2019): 311–28. http://dx.doi.org/10.1332/204080519x15738068469662.

Full text

Abstract:

This article uses qualitative interviews to explore the identity of care micro enterprises, focusing on the motives, values and practices of the people who set them up (the ‘micro entrepreneurs’). It draws on a bricolage framework to demonstrate how they use local resources and networks, as well as traits of creativity and improvisation, to overcome limitations and get ahead within a turbulent and under-resourced social care sector. In doing so, it contributes to debates on hybridity, in particular the internal and external conflicts that hybrid organisations like micro enterprises face when managing competing social and market logics.

APA, Harvard, Vancouver, ISO, and other styles

48

Rus, Claudia, Sofia Chirică, Dan Chiribucă, and Simona Mălăescu. "University Culture: An Analysis at the Level of Research and Educational units (using the Competing Values Framework)." Journal of Research in Higher Education 1, no. 2 (January 10, 2018): 51–84. http://dx.doi.org/10.24193/jrhe.2017.2.3.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Cheng, Tsai-Feng, Shu-Fen Tseng, and Huei-Chun Wu. "A Study of Change Leadership Roles for School Principals Based on the Perspectives of Competing Values Framework." International Journal of Information and Education Technology 9, no. 10 (2019): 724–28. http://dx.doi.org/10.18178/ijiet.2019.9.10.1293.

Full text

APA, Harvard, Vancouver, ISO, and other styles

50

Adams, Catherine, Angela Dawson, and Maralyn Foureur. "Competing Values Framework: A useful tool to define the predominant culture in a maternity setting in Australia." Women and Birth 30, no. 2 (April 2017): 107–13. http://dx.doi.org/10.1016/j.wombi.2016.09.005.

Full text

APA, Harvard, Vancouver, ISO, and other styles

We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!