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Correlates of Effectiveness and Partner Satisfaction in Social Partnerships

Sandra A. Waddock (Boston College, Chestnut Hill, Massachusetts)
Brendan D. Bannister (Northeastern University, Boston, Massachusetts, USA)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 1 February 1991

Abstract

Using the competing values model of organisational effectiveness, and a set of variables derived from the inter‐organisational relations literature, it is attempted to establish the correlates of overall effectiveness and partner satisfaction in social partnerships. Correlational analysis demonstrates that the competing values model variables and all of those derived from the interorganisational literature are highly intercorrelated, indicating that all measure some aspect of effectiveness. Multiple regression analysis indicates that the competing values are associated with overall effectiveness, while competing values and balanced partner relations (a process variable) are positively associated with partner satisfaction. Implications are discussed.

Keywords

Citation

Waddock, S.A. and Bannister, B.D. (1991), "Correlates of Effectiveness and Partner Satisfaction in Social Partnerships", Journal of Organizational Change Management, Vol. 4 No. 2, pp. 64-79. https://doi.org/10.1108/EUM0000000001192

Publisher

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MCB UP Ltd

Copyright © 1991, MCB UP Limited