Impartiality and Participant-Interest Theories of Organizational Effectiveness

Adaptive Self-regulation: A Process View of Managerial Effectiveness

“…The first issue is one that also arises in constituency-based models of organizational effectiveness (cf. Keeley, 1984;Zammuto, 1984). That is: How do managers resolve conflicting demands from their various constituency groups?…”

Actionable trust in service organizations: A multi-dimensional perspective

“…Why is this so? We highlight the Pareto Principle (Keeley, 1984), which claimed that 80 percent of organizational phenomena may be explained by 20 percent of resources. Therefore, we focused on six out of the twenty-two organizational values which were rated by external judges as being the "heart and soul" of the desired organizational culture.…”

Indicators of institutional achievement: some theoretical and empirical considerations

“…The "external relations" perspective includes -the achievement of the organisation's stated goals (Etzioni, 1964) or official policy objectives; -the achievement of "operative" (or actual) goals, as revealed by an analysis of organisational practice rather than of stated goals (Perrow, 1961); -the acquisition of resources from the environment (Yuchtman and Seashore, 1967); and -the return from the organisation to its environment, or "social justice" (Keeley, 1978(Keeley, , 1984.…”