Correlates of Effectiveness and Partner Satisfaction in Social Partnerships
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 1 February 1991
Abstract
Using the competing values model of organisational effectiveness, and a set of variables derived from the interāorganisational relations literature, it is attempted to establish the correlates of overall effectiveness and partner satisfaction in social partnerships. Correlational analysis demonstrates that the competing values model variables and all of those derived from the interorganisational literature are highly intercorrelated, indicating that all measure some aspect of effectiveness. Multiple regression analysis indicates that the competing values are associated with overall effectiveness, while competing values and balanced partner relations (a process variable) are positively associated with partner satisfaction. Implications are discussed.
Keywords
Citation
Waddock, S.A. and Bannister, B.D. (1991), "Correlates of Effectiveness and Partner Satisfaction in Social Partnerships", Journal of Organizational Change Management, Vol. 4 No. 2, pp. 64-79. https://doi.org/10.1108/EUM0000000001192
Publisher
:MCB UP Ltd
Copyright © 1991, MCB UP Limited