The value of Quinn's competing values model in an Australian context

David Lamond (Sydney Graduate School of Management, Parramatta, New South Wales, Australia)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 1 February 2003


A variety of measures of organizational culture have been proposed and one widely used in Australia is that based on Quinn's competing values model. To date, however, there has been no published research examining its validity and reliability when used with Australian organizations. This paper presents the results of a study of 462 managers’ perceptions of their organizations and concludes that Quinn's measure is a useful one in an Australian context. It also suggests that Australian organizations may have cause to be concerned about the environments within which their employees operate.



Lamond, D. (2003), "The value of Quinn's competing values model in an Australian context", Journal of Managerial Psychology, Vol. 18 No. 1, pp. 46-59.

Download as .RIS




Copyright © 2003, MCB UP Limited

Please note you might not have access to this content

You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.
If you would like to contact us about accessing this content, click the button and fill out the form.
To rent this content from Deepdyve, please click the button.