Competing Values Framework

Quinn & Rohrbaugh (1983) studied the effectiveness of organisations. In their studies they discovers a set of competing values of what matters in an organisation.

The axis found by the authors are:

• external and internal criteria for effectiveness
• flexibility or control

The practice of management requires managing these tensions. Scientific Management as a paradigm lives in the internal process model and is an homogeneous choice. Other paradigms and organisation might show a mixture of paradigms. Hybrid Ambidexterity requires the inclusion of various competing values. Quinn states that organising is the practice of bridging differences.

[quinn1983values] Quinn, R. E., & Rohrbaugh, J. (1983). A spatial model of effectiveness criteria: Towards a competing values approach to organizational analysis. Management science, 29(3), 363-377.