Applying Burke-Litwin Framework in Research
Original Research
APPLYING THE BURKE–LITWIN MODEL AS A DIAGNOSTIC FRAMEWORK FOR
ASSESSING ORGANISATIONAL EFFECTIVENESS
Authors: Nico Martins1 Melinde Coetzee1 Affi liations: 1 Department of Industrial and Organisational Psychology, University of South Africa, South Africa Correspondence to: Nico Martins e-mail: martin@unisa.ac.za Postal address: Department of Industrial and Organisational Psychology, PO Box 392, UNISA, 0003, South Africa Keywords: Burke–Litwin model of organisational performance and change; organisational diagnosis; organisational effectiveness; transactional factors; transformational factors Dates: Received: 19 Nov. 2008 Accepted: 16 July 2009 Published: 11 Sept. 2009
ABSTRACT
This exploratory study investigated the utility of the Burke–Litwin model as a diagnostic framework for assessing the factors affecting organisational effectiveness. The research setting consisted of an international company, with a population comprising representatives of more than 17 different nationalities. The purposive sampling method was used to involve employee participants (N = 147) in focus groups and executive managers (N = 11) in semi-structured probing interviews. The factors identified related to both the transformational and transactional dimensions of the Burke–Litwin model. The findings add to the existing literature on factors causing organisational effectiveness and ineffectiveness in cross-cultural organisational contexts.
INTRODUCTION
Organisations are continually searching for innovative ways of enhancing competitiveness, as evolving external forces, such as changing demographics, globalisation and technology, require managers to rapidly rethink and retool their organisational management strategies (Whitfield & Landeros, 2006). In this regard, organisational leaders and theorists increasingly view organisational diagnosis as a key element in developing and maintaining competitive advantage (Lee & Brower, 2006). Although the current literature
APPLYING THE BURKE–LITWIN MODEL AS A DIAGNOSTIC FRAMEWORK FOR
ASSESSING ORGANISATIONAL EFFECTIVENESS
Authors: Nico Martins1 Melinde Coetzee1 Affi liations: 1 Department of Industrial and Organisational Psychology, University of South Africa, South Africa Correspondence to: Nico Martins e-mail: martin@unisa.ac.za Postal address: Department of Industrial and Organisational Psychology, PO Box 392, UNISA, 0003, South Africa Keywords: Burke–Litwin model of organisational performance and change; organisational diagnosis; organisational effectiveness; transactional factors; transformational factors Dates: Received: 19 Nov. 2008 Accepted: 16 July 2009 Published: 11 Sept. 2009
ABSTRACT
This exploratory study investigated the utility of the Burke–Litwin model as a diagnostic framework for assessing the factors affecting organisational effectiveness. The research setting consisted of an international company, with a population comprising representatives of more than 17 different nationalities. The purposive sampling method was used to involve employee participants (N = 147) in focus groups and executive managers (N = 11) in semi-structured probing interviews. The factors identified related to both the transformational and transactional dimensions of the Burke–Litwin model. The findings add to the existing literature on factors causing organisational effectiveness and ineffectiveness in cross-cultural organisational contexts.
INTRODUCTION
Organisations are continually searching for innovative ways of enhancing competitiveness, as evolving external forces, such as changing demographics, globalisation and technology, require managers to rapidly rethink and retool their organisational management strategies (Whitfield & Landeros, 2006). In this regard, organisational leaders and theorists increasingly view organisational diagnosis as a key element in developing and maintaining competitive advantage (Lee & Brower, 2006). Although the current literature