Mba Group

International Journal of Business and Management

A Review of Study on the Competing Values Framework
Tianyuan Yu Institute of Enterprise Management, School of Business, Sun Yat-Sen University International Finance College, Beijing Normal University, Zhuhai Campus Jin Feng Lu, Tangjiawan, Zhuhai 519085, China Tel: [phone] E-mail: [e-mail] Nengquan Wu Institute of Enterprise Management, School of Business, Sun Yat-Sen University
The Competing Values Framework (CVF) is one of the most influential and extensively used models in the area of organizational culture research. Compared with other models and scales, the CVF and its matched scale OCAI have better validity and reliability in the context of China, and are very convenient for practical operations. This article firstly introduces the development of the CVF, and discusses the meanings and prerequisites of different culture types in the CVF. Then the article briefly reviews some empirical studies using the CVF and OCAI, compares the CVF and OCAI with other major organizational culture models and scales, and finally points out future research areas for CVF’s application in China.
Keywords: Competing values framework, Organizational culture, Effectiveness 1. The development of the CVF

The Competing Values Framework (CVF) was initially based on research to identify indicators of organizational effectiveness (Quinn and Rohrbaugh, 1983, p.363). Effectiveness is a central theme in the organizational literature whereas its definition is perennially controversial. In a literature review Campbell (1977) identified 30 different criteria of effectiveness. Quinn and Rohrbaugh (1983, p.365) held that the choices of particular criteria usually reflect personal values about the appropriate emphases in the domain of effectiveness. They invited 52 organizational researchers to order the criteria listed by Campbell (1977) and then derived three value dimensions: internal-external,

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