A unified model of organizational effectiveness

Purpose: Scholars for long have been interested in finding effective ways to assess organizational effectiveness. However, lack of consensus on its definition, and consequently on measure parameters has dogged researchers, almost to the point that some academics have declared organizational effectiveness a subject that cannot be researched. The purpose of this paper is to present a unified model of organizational effectiveness by recognizing the underlying synergy in the body of research – a framework that could guide future research on organizational effectiveness as a comprehensive, but contextual paradigm. Design/methodology/approach: This paper is based on extensive exploratory review and critique of extant literature on organizational effectiveness. Findings: The lack of consensus among scholars on the meaning of organizational effectiveness and its measures is primarily the result of compartmentalized perspectives. The authors found that there is an underlying synergy among them. Basis a big picture review and analysis of extant literature, the authors have been able to identify a unifying framework for the apparently disparate and conflicting models of organizational effectiveness. Practical implications: This paper can provide guidance to managers on appropriate selection of organizational effectiveness measures, and to scholars on developing a more holistic and pragmatic research approach on the subject. It can potentially lead to development of context-based scales that facilitate meaningful comparative studies. Originality/value: This paper presents a unified model and framework for organizational effectiveness by building on the valuable but disparate contributions of previous researchers. The authors believe that this is a novel attempt that simplifies the discourse on organizational effectiveness, and will help to remove some of the negativity around the research subject.