A glance at the competing values framework of Quinn and the Miles &amp; Snow strategic models: Case studies in health organizations

Morais, Luis F.; Graça, Luís

doi:10.1016/j.rpsp.2012.12.006

Cited by 12 publications

(8 citation statements)

References 9 publications

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“…Many researchers adopted and verified CVF as a model of culture (Cameron and Freeman, 1991; Quinn and Spreitzer, 1991; Howard, 1998; Mallak et al , 2003; Demir et al , 2011; Morais and Graca, 2013; Wiewiora et al , 2013; Cho et al , 2013; Kapetaneas et al , 2015; Newton and Mazur, 2016). The competing values framework (CVF) approach to organizational culture, that its origins emerged form organizational effectiveness field, met all the aforementioned criteria as a device for mapping organizations’ culture profiles and conducting comparative analysis (Quinn and Kimberly, 1984).…”

Section: Literature Reviewmentioning

confidence: 99%

The impact of strong and balanced organizational cultures on firm performance

Polychroniou

Trivellas

2018

IJQSS

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Purpose This study aims to investigate the relationship between organizational culture and performance. It concerns the aspects of culture related to culture strength and unbalance and its impact on introvert and extrovert firm performance, controlling for business environment and size. Design/methodology/approach Based on the competing values model (CVM), culture strength is measured as the intensity of the culture values driving the company. The cultural unbalance is measured by the sum of absolute deviations of organizational members’ culture perceptions across the four archetypes (adhocracy, clan, hierarchy and market) imposed by CVM from the individual “average” shared cultural value. Evidence is drawn upon a sample of 1,305 employees of 114 Greek firms. Findings The findings indicate a strong positive relationship between culture strength and internal performance (innovation competence and human relations) as well as firm outcomes (profitability, growth and reputational assets). On the contrary, culture unbalance exerts a negative influence to market position, growth and innovation competence. Practical implications Understanding the nature of the association between culture strength, unbalance and firm performance would enable academics and practitioners to reflect critically on the core culture values which shape employee involvement and formulate leaders’ quality improvement decisions and actions, so as to achieve sustainable competitive advantage at the organizational level. Originality/value This research provides supporting empirical evidence for the culture–performance link by identifying the principle culture value characteristics (strength and unbalance), which exert both direct and interaction effects on the introvert and extrovert aspects of firm performance.

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Section: Literature Reviewmentioning

confidence: 99%

The impact of strong and balanced organizational cultures on firm performance

Polychroniou

Trivellas

2018

IJQSS

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“…Having conducted a scoping review and investigated several systematic review publications, the CVF was found to be the most frequently used model to measure organisational culture and its domains, including leadership in a health care setting during a period of change ( Helfrich et al , 2007 ; van Beek and Gerritsen, 2010 ; Morais and Graca, 2013 ; Kramer et al , 2015 ; Ovseiko et al , 2015 ; Adams et al , 2017 ). The CVF framework outlines four contrasting organisational cultures and their associated leadership styles which may dominate in specific settings ( Figure 1 ): Controlling (Hierarchy), Competing (Market), Creative (Adhocracy) and Collaborative (Clan) ( Cameron and Quinn, 2011 ).…”

Section: The Competing Values Frameworkmentioning

confidence: 99%

Leadership and community healthcare reform: a study using the Competing Values Framework (CVF)

O'Neill

Vries

Comiskey

2021

LHS

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Purpose The Health Service Executive in Ireland seeks to further develop healthcare in the community. It has identified that this reform requires developing leadership amongst the staff. This study aims to identify what kind of leadership staff in community healthcare observe in practice and their leadership preferences. The core objective has been to identify the readiness of the organisation to implement the adopted national policy of integrated community care reform in terms of leadership development. Design/methodology/approach An online cross-sectional survey was conducted using the Organisational Cultural Assessment Instrument, based on the Competing Values Framework. This tool identifies four overarching leadership types: Clan (Collaborative), Adhocracy (Creative), Market (Competitive) and Hierarchy (Controlling). Participants (n = 445) were a representative sample of regional community health care employees. They were asked to identify presently observed leadership and preferred leadership in practice. The statistical analysis emphasised a comparison of observed and preferred leadership types. Findings Participants reported the current prevailing leadership type as Market (M = 34.38, SD = 6.22) and Hierarchical (M = 34.38, SD = 22.62), whilst the preferred or future style was overwhelmingly Clan (M = 40.38, SD = 18.08). Differences were significant (all p’s < 0.001). The overall outcome indicates a predominance of controlling and competitive leadership and a lack of collaborative leadership to implement the planned reform. Originality/value During reform in healthcare, leadership in practice must be aligned to the reform strategy, demonstrating collaboration, flexibility and support for innovation. This unique study demonstrates the importance of examining leadership type and competencies to indicate readiness to deliver national community health care reform.

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“…Moreover, given the dynamic nature of the adaptive cycle of Miles and Snow (1978), it would be very difficult for an isolated empirical study to result in a set of firms with their strategic problems totally aligned and embedded in a pure type. In this sense, Morais and Graça (2013) also consider that 'adaptation often occurs by moving sequentially through the entrepreneurial, engineering and administrative phase but in mature organizations, each of these three management problems tends to occur more or less simultaneously'. This means that SMEs generally develop and solve each of the three strategic problems which define their type of strategic behaviour differently; some of the strategic problems with more defender features (or less prospector) and others with fewer defender features (or more prospector).…”

Section: The Strategic Problems Of the Miles And Snow Typology In Smesmentioning

confidence: 99%

The Strategic Behaviour of SMEs

Yanes-Estévez

García‐Pérez

Oreja-Rodríguez

2018

Administrative Sciences

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This paper analyses the strategic behaviour of small and medium-sized enterprises (SMEs) and identifies the entrepreneurial, technological, and administrative problems of the Miles and Snow typology (1978). This typology is applied to a sample of SMEs in the Canary Islands (Spain) by using a multi-item questionnaire. Then, the Rasch Measurement Theory is applied to obtain the results, with the linear continuum as a key tool. By applying the Rasch Measurement, there is a coherency between the data treatment and the new interpretation of the Miles and Snow typology (1978), which lists 4 types that are close to trends than to pure types (for example, Sollosy 2013). There are differences between the administrative and the technological problems, with their technological approach being more prospector and their administrative one, which is more defender. This shows an almost absence of enterprises with purely defender or prospector behaviours. These results show that SMEs do not follow any comprehensive framework in order to develop their strategies. Managers should analyse their strategic situation and consider the alignment of the three problems.

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A glance at the competing values framework of Quinn and the Miles & Snow strategic models: Case studies in health organizations

Cited by 12 publications

References 9 publications

The impact of strong and balanced organizational cultures on firm performance

The impact of strong and balanced organizational cultures on firm performance

Leadership and community healthcare reform: a study using the Competing Values Framework (CVF)

The Strategic Behaviour of SMEs

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