Relevant bibliographies by topics / Competing Value Framework

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
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Academic literature on the topic 'Competing Value Framework'

Author: Grafiati
Published: 4 June 2021
Last updated: 5 February 2022

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Journal articles on the topic "Competing Value Framework"

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

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

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

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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.
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Zeb, Ali, Fazal Akbar, Khawar Hussain, Adnan Safi, Muhammad Rabnawaz, and Faheem Zeb. "The competing value framework model of organizational culture, innovation and performance." Business Process Management Journal 27, no. 2 (2021): 658–83. http://dx.doi.org/10.1108/bpmj-11-2019-0464.

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PurposeInnovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.Design/methodology/approachThe data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.FindingsThe findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.Practical implicationsThe CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.Originality/valueThis paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.
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Vilkinas, Tricia, and Greg Cartan. "The integrated competing values framework: its spatial configuration." Journal of Management Development 25, no. 6 (2006): 505–21. http://dx.doi.org/10.1108/02621710610670092.

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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.
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Al Mehrzi, Nada, and Sanjay Kumar Singh. "Competing through employee engagement: a proposed framework." International Journal of Productivity and Performance Management 65, no. 6 (2016): 831–43. http://dx.doi.org/10.1108/ijppm-02-2016-0037.

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Purpose – The purpose of this paper is to provide a framework through which to understand, predict and control factors affecting employee engagement in the public sector in the United Arab Emirates (UAE). Design/methodology/approach – The paper examines research conducted in the area of employee engagement and proposes a conceptual framework that can be used by practitioners to engage employees and motivate them toward organizational growth and sustainability. Findings – In line with the literature-based analysis, a framework of employee engagement was developed, illustrating the linkage between leader, team, perceived organizational support and organizational culture that is being mediated by employee motivation. Research limitations/implications – Employee engagement as exemplified in this study is well suited for use in the public sector in the UAE. Further empirical study should be undertaken to ascertain the effect of the proposed framework and hypotheses. Practical implications – The study incorporates determinants of employee engagement in a framework that practitioners can make use of to identify interventions with which to engage and retain talented employees for organizations’ benefit. Originality/value – This paper provides a comprehensive framework that contributes to the conceptualization of employee engagement and will help practitioners as well as academics to understand the underlying causes of disengagement in organizations.
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Aransyah, M. F., E. A. Widyanto, and A. A. Hetami. "EXPLORING COMPETING VALUE FRAMEWORK ON HOW PROFESSIONALS’ JOB SATISFACTION AFFECTED BY ORGANIZATION CULTURE." Russian Journal of Agricultural and Socio-Economic Sciences 99, no. 3 (2020): 126–34. http://dx.doi.org/10.18551/rjoas.2020-03.14.

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Eydi, Hossein. "Confirmatory Factor Analysis of the Sport Organizational Effectiveness Scale According Competing Value Framework." Universal Journal of Management 1, no. 2 (2013): 83–92. http://dx.doi.org/10.13189/ujm.2013.010207.

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Sundaramurthy, Chamu. "Antitakeover Provisions and Shareholder Value Implications: A Review and a Contingency Framework." Journal of Management 26, no. 5 (2000): 1005–30. http://dx.doi.org/10.1177/014920630002600501.

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This paper reviews literatures on the two competing theoretical views of the antitakeover provisions–shareholder value relationship — managerial entrenchment and shareholder interests — and offers a contingency framework to reconcile these views. This framework, based on a broader agency theory perspective and the organizational literatures on power, incorporates two key moderators: corporate board and shareholder monitoring, and draws attention to when rather than on whether antitakeover provisions enhance or erode shareholder value.
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Botti, Antonio, and Massimiliano Vesci. "Competing Value Framework and Public Administration: Managerial Insights, Theoretical Reflections and Practical Implications from Italy." International Business Research 11, no. 2 (2018): 147. http://dx.doi.org/10.5539/ibr.v11n2p147.

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Competing Value Framework (CVF) is a framework used to assess organizational culture in public administration and it is widely used in health services research to assess organizational culture as a predictor of quality improvement, employee and patient satisfaction, and team functioning. At present the CVF framework has never been tested in contexts where reforming action is vague and is characterized by changes and continuous reflections on the changes introduced. The present study try to fill this gap analysing how CVF works in a context characterized by continued uneven homogeneous reforms. The paper has theoretical and practical implication depicting also suggestions for politicians.
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Dissertations / Theses on the topic "Competing Value Framework"

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Routh, Pallav. "A Framework for Estimating Customer Worth Under Competing Risks." Bowling Green State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1525688483331787.

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Erixal, Camilla, and Helene Palmqvist. "Skilda organisationskulturers påverkan vid affärssystemsimplementationer : En kvalitativ studie om skilda organisationskulturer på ett internationellt företag." Thesis, Högskolan i Halmstad, Akademin för informationsteknologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40729.

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Allt fler organisationer eftersträvar enhetliga arbetssätt och försöker att uppnå detta genom användandet av affärssystem. Affärssystemsimplementationer är komplexa och tidskrävande projekt och kan försvåras på grund av organisationskultur som betraktas som en kritisk faktor. När organisationer expanderar över landsgränser uppstår utmaningen med att skapa enhetliga arbetssätt trots skilda rådande kulturer, vilket leder fram till frågeställningen: ”Hur påverkar skilda organisationskulturer affärssystemsimplementationer i internationella organisationer?“. Denna studie baseras på intervjuer med anställda på ett internationellt företag som vid tillfället höll på att implementera ett nytt affärssystem i syfte att uppnå enhetliga arbetssätt. Diskursanalys användes för att analysera respondenternas tal med utgångspunkt från de fyra kulturtyperna i Competing Values Framework (CVF) för att identifiera hur kulturella skillnader och likheter påverkar affärssystemsimplementationen i en internationell organisation. Studien resulterar i att skilda organisationskulturer både underlättar och försvårar affärssystemsimplementationen. En av slutsatserna är att skilda organisationskulturer kan påverka tiden för en affärssystemsimplementation beroende på vilken typ av organisationskultur som avdelningen har.<br>Organizations today strive to achieve common work ways and try to do so by using enterprise resource planning systems (ERP). ERP-implementations are complex and time-consuming projects and can be affected by organizational culture which is seen as a critical factor. However, when organizations choose to expand to other countries the challenge to create common work ways is faced due to different cultures which concludes in the question:”How does different organizational cultures affect ERP-implementations in international organizations?“. This study is based on interviews in an international company, who by the time, was implementing a new ERP-system with the purpose to create common work ways.  Discourse analysis was used to analyze the informant’s answers through the four types of culture in Competing Values Framework (CVF) to identify how the cultural similarities and differences affect ERP-implementation in an international organization. This study shows that organizational culture both simplifies and complicates the ERP-implementation. One of the conclusions is that the ERP-implementation might affect the time needed for a ERPimplmentation depending on which organizational culture the department has.
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Zhakata, Norwell. "Control, value, sense and system : dimensions of hierarchy in selected knowledge management theories." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/86231.

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Thesis (MPhil)--Stellenbosch University, 2014.<br>ENGLISH ABSTRACT: Knowledge management is an organisational science field that is viewed by many as a panacea to the challenge of successfully managing knowledge intensive organisations. Knowledge management is marked by a clear departure from traditional management thinking that viewed the ideal organisation as a bureaucracy with a clear hierarchical structure. Much of this has been the natural result of advances in information technology making new ways of working possible, but frequently, flatter structures are advocated on the assumption that knowledge work is necessarily stifled in hierarchical structures. The thesis sets out to show that whilst this assumption might be true, it can also be ideological if based on a naive conception of hierarchy and organisation. This is done by describing various notions of hierarchy that go beyond the pure bureaucratic form. Thereafter it is demonstrated that these more nuanced notions of hierarchy lie at the core of some of the foundational knowledge management theories. The first chapter gives an overview of management thinking; connecting and contrasting scientific management with knowledge management. The case is made for why many assume that knowledge management is inherently anti-hierarchical. The second chapter describes the various notions of hierarchy by tracing the historical origins of the word and exploring how it has found multiple meanings in the context of society and organisations. Four prominent usage contexts of the notion of hierarchy emerge. The first usage is that of control where hierarchy refers to bureaucracies. The second usage examines the use of hierarchy in identifying various organisational cultures (Markets, Clans, Adhocracies and Hierarchies). The third usage applies to organisation sensemaking levels. The fourth usage refers to the use of hierarchy as it applies to organisations as the coupling of systems and subsystems. In the third chapter it is demonstrated to what extent each of these notions of hierarchy informs selected mainstream knowledge management theories. It is argued that there are multiple contexts in which the notion of hierarchy can be used and observed in knowledge management thinking. The fourth chapter concludes by restating the multiple meanings of organisational hierarchy and discussing the implications for knowledge management. The thesis comes to the conclusion that the notion of hierarchy is readily acknowledged and used in knowledge management thinking, albeit in different contexts and in more nuanced ways than merely as control. What is needed is to take these various contexts into account before a claim can be made that hierarchy is bad or good for knowledge management. A better conceptualisation of what is meant by hierarchy shows that such blanket claims are neither accurate nor instructive.<br>AFRIKAANSE OPSOMMING: Kennisbestuur is 'n veld in organisasiestudies wat deur baie mense gesien word as die oplossing vir die bestuursprobleem van kennis-intensiewe organisasies. Kennisbestuur word gekenmerk deur 'n duidelike afwyking van die tradisionele bestuursdenke wat die ideale organisasie sien as 'n burokrasie met 'n duidelik hierargiese struktuur. Hierdie afwyking is waarskynlik die natuurlike resultaat van voortuitgang in informasietegnologie wat nuwe maniere van werk moontlik maak, maar soms word platter strukture bepleit op die basis van die aanname dat kenniswerk in beginsel deur hierargiese strukture benadeel word. Die tesis probeer wys dat alhoewel so 'n aanname wel waar kan wees, dit ook ideologies kan wees, veral wanneer gebaseer op 'n naïewe verstaan van hierargie en organisering. Dit word gedoen deur verskeie vorme van hierargie, wat verfynings van die burokratiese vorm is, te beskryf en daarna te demonstreer hoedat hierdie meer genuanseerde konsepsies van hierargie baie van die hoofstroom kennisbestuursteorieë informeer. Die eerste hoofstuk gee 'n oorsig van bestuursdenke vanaf wetenskaplike bestuur tot kennisbestuur. 'n Argument word gevoer oor hoekom baie mense aanvaar dat kennisbestuur in wese anti-hierargies is. Die tweede hoofstuk beskryf die verskeie vorme van hierargie deur die geskiedkundige oorsprong van die woord na te spoor en te wys op die vele maniere waarop dit neerslag gevind het in die samelewing en spesifiek in organisasies. Vier prominente gebruikskontekste word geïdentifiseer. Die eerste verwys na hierargie as kontrole in burokrasieë. Die tweede ondersoek die uitbreiding van hieragie as 'n manier om verskillende organisatoriese kulture te identifiseer (Markte, Klans, Adhokrasieë en Hierargieë). Die derde gebruikskonteks het te make met vlakke van organisatoriese singewing. Die vierdie konteks verwys na die gebruik van hierargie in die koppeling van sisteme en hulle subsisteme soos dit in organisasie-denke neerslag vind. Die derde hoofstuk demonstreer tot watter mate elkeen van hierdie gebruikskontekste geselekteerde hoofstroom kennisbestuursteorieë onderlê. Daar word geargumenteer dat daar 'n veelvoud van kontekste is waarbinne hierargie in kennisbestuur gebruik en waargeneem kan word. Die vierde hoofstuk sluit af deur die verskeie betekenisse van hierargie op te som en die implikasies vir kennisbestuur uit te stippel. Die tesis kom tot die slotsom dat hierargie in kennisbestuur erken en gebruik word, alhoewel in verskeie kontekste en in meer genuanseerde vorme as eenvoudige burokratiese kontrole. Wat nodig is, is om hierdie verskeie kontekste in ag te neem voordat afdoende antwoorde gewaag kan word of hierargie goed of sleg is vir die bestuur van kennis. 'n Beter konseptualisering van wat met hierargie bedoel word wys dat afdoende antwoorde in die verband waarskynlik onakkuraat is.
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Wang, Xin. "Analyzing PhD supervision using the competing values framework." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12557.

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This thesis provides an analysis of supervisory interactions between PhD supervisors and their students within social science disciplines, using the Competing Values Framework (CVF). Traditionally, such work has been conducted using a supervisor-centred perspective, and this thesis adds to the literature by adopting a student-centred view to look at supervisor's behaviours during the interaction, from a role performance perspective in light of the CVF. Drawing primarily on semi-structured interpersonal process recall interview data, the thesis considers a number of interlinking analytical themes. These can be divided into three broad groups. The first focuses on investigating the CVF roles that are adopted by the supervisor during the interaction and recognized by the students as important component parts of the most helpful supervisory moments. In line with the previous literature, I note that the most effective supervisory behaviours reflect the performance of all the eight CVF roles with the producer and the director occupying the dominant position. The second group is closely linked with the first and investigates CVF managerial roles represented by the least helpful supervision moments selected by the student. I note how PhD supervisors inadequate use, including both overuse and underuse of the CVF roles are related to the least effective supervisory moments. The director and the producer are again the most represented ones which are reported as being mostly underused. The third group analyses students advice on further improvements . In conclusion, I relate my analysis to existing literature and examined the contributions of the thesis to three main areas of research. This research finds that instances of positive and negative supervisee feedback reflect an increased influence of marketorientation and manageralism on research students and correspondingly inadequate use of managerial roles by supervisors.
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Sanderson, Donald Mark. "Using a competing values framework to examine university culture." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16464/.

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The presented dissertation reports the findings of an exploratory study that mapped the perceptions of stakeholders on the changing nature of the organisational culture, in terms of the corporatisation of higher education, in a single faculty from a large Australian university. The study used a mixed-method, case study approach and it tested the usefulness of an organisational culture measuring instrument based on the Competing Values Framework (Quinn & McGrath, 1985; Quinn & Rohrbaugh, 1981, 1983). The presented work argues that the institution of higher education can be viewed as being rudimentarily comprised of having two symbiotic cultural parts - a collegial and a mercantile part and that these parts form the corporation that is an institution of higher education. The generated hypothesis is that when the values of these two competing cultures are in a particular configuration of influence with each other, a university has its best opportunity to effectively attend to its core functions. The research found that the relationship between the collegial and the mercantile parts in the study site's culture had shifted in favour of a mercantile culture and further research is needed to determine if that means the organisation is operating at an optimal effectiveness.
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Granberg, Stanley Earl. "A critical examination of African leadership and leadership effectiveness among the Churches of Christ in Meru, Kenya." Thesis, Open University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311904.

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Barbosa, Flávia Monize. "Liderança e gestão da qualidade: um estudo de correlação entre estilos de liderança e princípios de gestão da qualidade." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/18/18156/tde-27072015-104519/.

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A gestão da qualidade configura-se em um dos conceitos mais importantes da gestão moderna. Frequentemente, divide-se suas dimensões em dois grupos, o primeiro composto por aspectos objetivos, as dimensões hard, e o segundo, composto por aspectos subjetivos, as dimensões soft. Dentre as dimensões soft, a liderança é uma das apontadas como mais relevantes para o estabelecimento de um ambiente de qualidade nas organizações. No entanto, embora a relação entre gestão de qualidade e liderança seja clara, há ainda diversas lacunas de pesquisa a serem exploradas, especialmente sobre a relação entre estilos de liderança específicos e a gestão da qualidade. Deste modo, o objetivo do presente estudo foi de explorar esta relação, utilizando-se, para tanto, do modelo de liderança transformacional-transacional, e do modelo Competing Values Framework. Participaram do estudo 47 gestores de qualidade, em sua maioria (74%) da região Sudeste do país, que foram contatados através de e-mail e mensagem na rede social LinkedIn,. Para a análise dos dados, utilizou-se correlação de Pearson, com o uso do software SPSS. Os dados encontrados confirmam achados da literatura que apontam que tanto a liderança transformacional, quanto a transacional apresentam relação com elementos da gestão da qualidade, com vantagem do primeiro estilo de liderança. A respeito dos estilos de liderança do Competing Values Framework, observou-se que os perfis associados a um estilo diretivo e de curto prazo demonstraram tendência a apresentar coeficientes de correlação mais altos, em detrimento dos perfis de estilo colaborativo e longo prazo. Sugere-se, em estudos futuros, estabelecer as mesmas correlações para diferentes participantes, especialmente gestores da alta administração.<br>Quality management is one of the most popular concepts in modern magament. Often, the quality management dimensions are divided into two groups, one of objective aspects, or hard dimensions, and other of subjective aspects, or soft dimensions. Among soft dimensions, leadership is one of the most relevant for establishing a quality environment in organizations. However, although the relationship between quality management and leadership is clear, there are still several research gaps to be exploited, especially on the relationship between specific leadership styles and quality management. Thus, the aim of this study was to explore this relationship, using, therefore, the transformational-transactional leadership model, and the Competing Values Framework model. The study included 47 quality managers, mostly (74%) of the country\'s southeastern region, who were contacted through e-mail and message on the social network LinkedIn. For data analysis, it was used Pearson correlation, and software SPSS. It was confirmed that transformational and transactional leadership are related with quality management elements, but the transformational leadership has some advantage. About Competing Values Framework leadership styles, it was observed that the profiles associated with a directive style and short-term demonstrated tendency to have higher correlation coefficients, instead of long-term and collaborative style profiles. We suggest, in future studies, establishing the same correlations for different participants, especially managers of top management.
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Evans, Amanda. "SOCIAL WORK VALUES AND HOSPITAL CULTURE: AN EXAMINATION FROM A COMPETING VALUES FRAMEWORK." Doctoral diss., University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3499.

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The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.<br>Ed.D.<br>Department of Educational Research, Technology and Leadership<br>Education<br>Educational Leadership
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Varner, Carroll H. Palmer James C. "An examination of an academic library culture using a competing values framework." Normal, Ill. Illinois State University, 1996. http://wwwlib.umi.com/cr/ilstu/fullcit?p9720814.

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Thesis (Ph. D.)--Illinois State University, 1996.<br>Title from title page screen, viewed June 1, 2006. Dissertation Committee: James C. Palmer (chair), Paul J. Baker, Rodney P. Riegle, Susan E. Stroyan. Includes bibliographical references (leaves 96-100) and abstract. Also available in print.
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Bormann, Carol J. "Effectiveness in Company-sponsored Foundations : A Utilization of the Competing Values Framework." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277615/.

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The purpose of this study was to determine the criteria used by foundation directors in assessing the effectiveness of contribution programs in company sponsored foundations. Quinn and Rohrbaugh's Competing Values Approach of organizational effectiveness was used as the theoretical framework for the study. The Competing Values Approach is an integrative effectiveness model which clusters eight criteria of effectiveness into four theoretical models of organizational effectiveness.
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Books on the topic "Competing Value Framework"

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E, Quinn Robert, ed. Diagnosing and changing organizational culture: Based on the competing values framework. Jossey-Bass, 2006.

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1946-, Quinn Robert E., ed. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Jossey-Bass, 2011.

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Cameron, Kim S. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Addison-Wesley, 1999.

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M, O'Neill Regina, and Quinn Robert E, eds. Applications of the competing values framework. John Wiley &Sons for the School of Business Administration of The University of Michigan, 1993.

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Cameron, Kim S., and Robert E. Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Wiley & Sons, Incorporated, John, 2007.

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Cameron, Kim S., and Robert E. Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Wiley & Sons, Incorporated, John, 2011.

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Cameron, Kim S., and Robert E. Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Wiley & Sons, Incorporated, John, 2011.

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Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Wiley & Sons, Incorporated, John, 2011.

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Cameron, Kim S., and Robert E. Quinn. Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework. Wiley & Sons, Incorporated, John, 2011.

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Quinn, R. Competing Values Skills Survey (Cvss) Becoming a Master Manager - A Competency Framework 2e - Software. John Wiley & Sons Inc, 1996.

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Book chapters on the topic "Competing Value Framework"

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Serrat, Olivier. "Synergizing the Competing Values Framework and the Six-Box Model." In Leading Solutions. Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-33-6485-1_19.

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Brunetto, Yvonne, Matthew J. Xerri, and Silvia A. Nelson. "Examining Organizational Culture Within Professional Engineering Asset Management Firms: The Competing Values Framework." In Lecture Notes in Mechanical Engineering. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-06966-1_11.

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Belasen, Alan, and Rosalyn Rufer. "Innovation Communication and Inter-Functional Collaboration: A View from the Competing Values Framework for Corporate Communication." In Strategy and Communication for Innovation. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-41479-4_14.

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Martin, John. "Creative, Intellectual and Entrepreneurial Resources for Regional Development Through the Lens of the Competing Values Framework: Four Australian Case Studies." In Advances in Spatial Science. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-17940-2_14.

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Cheng, Philip Y. K. "Customer Perceived Values and Consumer Decisions." In Handbook of Research on Retailer-Consumer Relationship Development. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6074-8.ch001.

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Building on findings from previous research on dimensions of Consumer Perceived Values (CPVs), an Integrated Consumer Perceived Value Model comprising utilitarian, hedonic, and social values is proposed to explain observed consumer decisions (viz. purchase or do not purchase), and to provide new frontiers for consumer behaviour research. The distinguishing if not innovative features of the proposed model are: (1) it provides a framework to investigate the competing, complementary, and compensating effects of the CPV dimensions; (2) it distinguishes the CPV dimensions that affect consumer decisions specifically and those that affect consumer decisions homogeneously; and (3) while some CPVs are generated and interact serially, other CPVs could be generated and interact in parallel.
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Lee, CKM, Ng Wenwei Benjamin, and Shaligram Pokharel. "Managing Uncertain Inventory in Supply Chain with Neural Network and Radio Frequency Identification (RFID)." In Supply Chain Innovation for Competing in Highly Dynamic Markets. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-60960-585-8.ch010.

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Demand uncertainty leads to fluctuations in inventory position at each echelon of a supply chain causing bullwhip effect, which can lead to significant cost and loss of efficiency and waste of resources. One of the aspects that can reduce potential bullwhip effect is the sharing of real time information for which the recently mass produced Radio Frequency Identification (RFID) can be of great value. The use of RFID technology can also help in increasing the visibility of the flow of goods and material, keeping track of the location and quantity at each distribution centre and warehouses. This will also help in the periodic and near real time optimization of inventory level of goods and material. The data collected with RFID can be analysed in artificial Neural Network (NN) to forecast the future demand. In this chapter, a framework is proposed by combining RFID with artificial neural network so that lean logistics can be realized in the supply chain.
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"The Competing Values Framework." In Information Security Management Metrics. Auerbach Publications, 2009. http://dx.doi.org/10.1201/9781420052862.axc.

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Mulders, Marijn. "Competing Values Framework, Quinn." In 101 Management Models. Routledge, 2019. http://dx.doi.org/10.4324/9781003022022-17.

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Biloslavo, Roberto, and Mojca Prevodnik. "Impact of Organizational Culture on Knowledge Management in Higher Education." In Information Resources Management. IGI Global, 2010. http://dx.doi.org/10.4018/978-1-61520-965-1.ch418.

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Knowledge management is a set of purposeful activities led by management in order to enable and support generation, storage, transfer and application of knowledge within an organization so as to create value and improve the organization’s effectiveness. The effectiveness of these activities is in a large part dependent on organizational culture, which can support or impede the two-way social process of learning and knowledge sharing between individuals, groups, organizations, and artifacts. This chapter discusses the fundamentals of organizational culture and knowledge management, their definitions, components, and processes. Specifically, the study presented is focused on how different types of organizational culture, as defined by the competing values framework, might be related to the iterative processes of knowledge generation, storage, transfer, and application in higher education.
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Valdini, Melody E. "The Calculation of Women’s Inclusion." In The Inclusion Calculation. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780190936198.003.0002.

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Chapter 2 offers a new approach to understanding the conditions under which women are included in the political sphere. It presents a conceptual framework of the competing individual and partisan motivations that male rational opportunists face when making candidate selection decisions, referred to as the “inclusion calculation.” This is a calculation of the likely costs and benefits of women’s increased presence in the party under various institutional, political, and social conditions. In addition, it argues that under conditions of declining party or government legitimacy, citizens are not only updating their beliefs on women’s roles but are also temporarily changing their understanding of the ideal leader. This brings new value to the stereotypes traditionally associated with women which, as is explained, temporarily increases the value of women’s inclusion in the eyes of the elite.
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Conference papers on the topic "Competing Value Framework"

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Nagayoshi, S., and J. Nakamura. "Visualize Organizational Perception of Core Value in the Company: An Experiment Employing Multi-dimensional Scaling and the Competing Value Framework." In 2018 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2018. http://dx.doi.org/10.1109/ieem.2018.8607512.

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Khan, Osama Hasan, Samad Ali, Mohamed Ahmed Elfeel, Shripad Biniwale, and Rashmin Dandekar. "Integrated Field Management System for LNG Assets: Maximizing Asset Value Through Representative End-To-End Modeling." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205969-ms.

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Abstract Effective asset-level decision-making relies on a sound understanding of the complex sub-components of the hydrocarbon production system, their interactions, along with an overarching evaluation of the asset's economic performance under different operational strategies. This is especially true for the LNG upstream production system, from the reservoir to the LNG export facility, due to the complex constraints imposed by the gas processing and liquefaction plant. The evolution of the production characteristics over the asset lifetime poses a challenge to the continued and efficient operation of the LNG facility. To ensure a competitive landed LNG cost for the customer, the economics of the production system must be optimized, particularly the liquefaction costs which form the bulk of the operating expenditure of the LNG supply chain. Forecasting and optimizing the production of natural gas liquids helps improve the asset economics. The risks due to demand uncertainty must also be assessed when comparing development alternatives. This paper describes the application of a comprehensive field management framework that can create an integrated virtual asset by coupling reservoir, wells, network, facilities, and economics models and provides an advisory system for efficient asset management. In continuation of previously published work (Khan, Ali, Elfeel, Biniwale, &amp; Dandekar, 2020), this paper focuses on the integration of a steady-state process simulation model that provides high-fidelity thermo-physical property prediction to represent the gas treatment and LNG plant operation. This is accomplished through the Python-enabled extensibility and generic capability of the field management system. This is demonstrated on a complex LNG asset that is fed by sour gas of varying compositions from multiple reservoirs. An asset wide economics model is also incorporated in the integrated model to assess the economic performance and viability of competing strategies. The impact of changes to the wells and production network system on LNG plant operation is analyzed along with the long-term evolution of the inlet stream specifications. The end-to-end integration enables component tracking throughout the flowing system over time which is useful for contractual and environmental compliance. Integrated economics captures costs at all levels and enables the comparison of development alternatives. Flexible integration of the dedicated domain models reveals interactions that can be otherwise overlooked. The ability of the integrated field management system to allow the modeling of the sub-systems at the ‘right’ level of fidelity makes the solution versatile and adaptable. In addition, the integration of economics enables the maximization of total asset value by improving decision making.
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Ranawat, Arjun, and Katja Ho¨ltta¨-Otto. "Four Dimensions of Design Similarity." In ASME 2009 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2009. http://dx.doi.org/10.1115/detc2009-87085.

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To benefit from the value of a brand, a product family must have a coherent product family look. It is however not clear, what in the design contributes toward the coherence or similarity between the products. In this work, a product family identity is broken down into its basic design elements. The contribution of each of these basic design elements toward similarity is investigated. We present a framework of design elements in four dimensions. Examples of these design elements include color, texture, shape, and form. The contribution of these design elements toward the perceived product similarity is investigated. A two phased factorial analysis was performed. The first phase involved simplified shapes consisting of five design elements in the first two dimensions. In the second phase, a similar survey was repeated using images of real products. A survey of product pairs was given to a total of 52 participants. The results show that using the same shape, texture, color, and pattern has a significant effect on making a product pair seem similar to one another. The results will help a designer to design product families that have a coherent product family look but yet look clearly different from the competing brands.
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Kim, Kunwoo, and Jungduk Kim. "A Role of Information Security Committee based on Competing Values Framework." In the 17th International Conference. ACM Press, 2015. http://dx.doi.org/10.1145/2781562.2781600.

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HOGEFORSTER, Max, Melanie HENKE, Melanie MESLOH, and Monika ZAJKOWSKA. "RECENT DEVELOPMENTS AND CHALLENGES OF CUSTOMER-BASED INNOVATION THROUGH DIGITAL TOOLS IN SMEs." In International Scientific Conference „Contemporary Issues in Business, Management and Economics Engineering". Vilnius Gediminas Technical University, 2021. http://dx.doi.org/10.3846/cibmee.2021.634.

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Purpose – the purpose of this paper is to map out the current state of customer-based innovation through digital tools in small and medium-sized enterprises (SMEs), highlighting advantages but also challenges, tools, methods and procedures involved. Research methodology – a twofold methodology comprising desk research and literature review is drawn upon. Findings – the authors conclude that customer-based innovation can be crucial for the success and resilience of SMEs and thus, the European economy. In order to provide SMEs with practical advice, further empirical research on the use of digital tools for customer-based innovation in SMEs is needed. Research limitations – this research paper is limited to a theoretical scope and serves as a preparatory research for quantitative and qualitative surveys that will be run in various EU countries after the publication of this paper. Practical implications – this research paper is relevant for SME managers, advisors and researchers that are interested in digital customer-based innovation in companies. Based on the theoretical framework provided in this paper, concrete training and education measures in the field will be developed. Originality/Value – the assessment of feasible customer-based innovation measures in SMEs is crucial in order to se-cure their competitiveness and productivity, especially for companies in north-eastern Europe that are competing with low-wage countries. Based on this paper, further concrete empirical research, training and education measures will be developed.
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Mehmeti, Albulena. "IMPACT OF MOTIVATION AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0036.

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The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.
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Datuon, Raymond. "THE COMPETING VALUES FRAMEWORK OF ADMINISTRATORS AMONG PRIVATE COLLEGES IN THE NATIONAL CAPITAL REGION." In 3rd Teaching & Education Conference, Barcelona. International Institute of Social and Economic Sciences, 2016. http://dx.doi.org/10.20472/tec.2016.003.006.

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Song, Yuming, Yun Le, and Yaqin Wang. "Impact mechanism of organizational culture on organizational effectiveness from competing values framework prospective in Chinese context." In 2016 IEEE International Conference on Information and Automation (ICIA). IEEE, 2016. http://dx.doi.org/10.1109/icinfa.2016.7831847.

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Shang, Huping, and Yishu Li. "Evaluate the Chinese Cadres' Managerial Competence of County and Department Level Based on Competing Values Framework." In 2011 Fourth International Conference on Business Intelligence and Financial Engineering (BIFE). IEEE, 2011. http://dx.doi.org/10.1109/bife.2011.57.

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Baldwin, Drake D., and Edwin A. Peraza Hernandez. "Design of Tensegrity-Based Lattices With Engineered Load-Bearing and Thermal Expansion Properties." In ASME 2020 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/detc2020-22705.

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Abstract Tensegrity lattices are networks of axially loaded members designed to efficiently use material and exhibit properties such as minimum mass load-carrying or energy absorption capabilities. This work entails the modeling and design of tensegrity “D-bar” lattices with specified orthotropic compressive strength. The objectives for the design of the lattices include minimum mass density and minimum error between the orthotropic coefficients of thermal expansion (CTEs) of the lattice and given target values. The studied D-bar structures are formed by joining two equal pyramids base-to-base where tensile strings form the edges of the pyramid bases and compressive bars form the remaining edges. Orthorhombic lattices having D-bars as their edges are designed to support compressive forces and exhibit positive, zero, or negative CTE values along their three principal directions. It is investigated how the geometry of the individual D-bar components may be adjusted, for the given compressive strength, to prevent local yielding and buckling failure with the minimum required material. Analytical formulas for the minimum density and the CTE of the D-bar lattices are provided, and a numerical framework for the integration of these formulas along with size and topological constraints is developed. Design trade-offs between minimum lattice density and minimum error from the target CTE, which are found to be competing structural performance metrics, are visualized and investigated.
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Reports on the topic "Competing Value Framework"

1

Santoriello, Anthony. Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change. Portland State University Library, 2000. http://dx.doi.org/10.15760/etd.2312.

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