instance focused for years on quality without regard for productivity; now due to financial constraints
the sector is increasingly focused on efficiency. The challenge is to implement efficient processes
without sacrificing quality.
5.5 RELATEDNESS WITH OTHER MODELS
The Competing Values Framework (CVF) (Quinn, 1984, 1988; Quinn & Rohrbaugh, 1983) is a
widely used framework, developed by Quinn and Rohrbaugh (1983), based on paradoxical tensions
in organizations. The methodology has been elaborated by Quinn (1988), Quinn and Spreitzer (1991)
and Howard (1998). The CVF includes competing values that exist in any human system, in particular
the tension between stability and change and, between an internal and external focus (Denison &
Spreitzer, 1991). This model highlights contradictory yet complementary elements that must be
balanced in order to enhance organizational effectiveness. The CVF model sheds light on differences
along the dimensions of flexibility versus control and internal versus external focus. Four quadrants
and eight leadership roles are represented in a circular pattern based on the two underlying dimensions
(Quinn, 1988) (see Figure 5.4).
FIGURE 5-4: COMPETING VALUES FRAMEWORK (QUINN, 1988)
7KH UHVHDUFK WHVWLQJ WKH YDOLGLW\ RI WKH 4XLQQ¶V RULJLQDO &9) RIIHUV VRPH VXSSRUW IRU WKH PRGHO
(Belasen & Frank, 2008; Hartnell et al., 2011). Denison et al. (1995), using multidimensional scaling,
reported strong support for a four-quadrant model , but found that the location of the eight roles was
Hierarchy
cultureClan
cultureMarket
cultureAdhocracy
culture