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The purpose of this paper is to explore how the competing values framework (CVF) could be used by public service leaders to analyze and better understand public sector leadership challenges, thereby improving their ability in leading across borders and generations.

This paper applies the CVF, originally developed for understanding leadership in the private sector and shows how it can be adapted for analyzing and developing skill in addressing different leadership challenges in public sector contexts, including setting out specific learning exercises.

The paper has four parts. The first provides an overview of the origins, logic, and evolution of the CVF. The second part shows how the CVF is relevant and useful for assessing management and leadership values in the public sector. The third part identifies specific leadership challenges and learning exercises for public sector leaders at different stages of development. The final part concludes by reflecting on the CVF and similar frameworks, and where future research might go.

Because of the chosen research approach, propositions within the paper should be tentatively applied.

This paper provides guidance for the better understanding of complex leadership challenges within the public sector through the use of the CVF.

The social implications of the paper could include the more widespread use of the CVF within the public sector as a tool to lead more effectively.

This paper adapts and extends an analytical tool that has been of high value in the private sector so that it can be used in the public sector.

The purpose of this paper is to validate the number and order of leadership roles and identify the personality traits which trigger the choice of leadership roles.

A survey addressing classification and measurement questions in each of the competing values framework (CVF) quadrants was administered to a sample of managerial leaders across organizations. Multidimensional scaling representing the underlying CVF dimensions in a spatial arrangement was conducted with input derived from LISREL, which was also used to test the degree‐of‐fit between the CVF roles and quadrants as well as to examine the relationships between personality traits and leadership roles.

The results produced a remarkable synthesis of two separate fields of study within a single competing quadrants grid confirming the causal paths from traits to the compressed CVF latent variables.

This study raises important questions about the causal effects of personality traits and situational contingencies on the choice of leadership roles.

The new awareness of precursors to CVF roles calls for significantly shifting the focus of leadership training and education efforts. Leadership development strategies designed to improve current managerial strengths must also target specific weaknesses and their psychological underpinnings.

The paper demonstrates the efficacy of the CVF and at the same time draws more robust conclusions about how traits affect the choice of leadership roles, how they influence the extent of managerial effectiveness and to what extent managerial choice of roles is conscious or just a stimulus response.

This paper aims to gain insight into the psychological dynamics of work motivation; specific work values are related to foci and dimensions of commitment to understand how different values influence people's commitments.

A survey from a hospital (n=222) was analyzed on the relationships between organizational values, individual values, affective and normative commitment on both an organizational and an occupational level.

Results supported the proposition that dimensions of commitment can be aligned along the flexibility‐control axis of the competing values framework (CVF) and that the foci of commitment can be aligned along the internal‐external axis of the CVF but, in line with recent findings, congruence effects were absent.

Although small effect sizes were found, and results based on self‐report have to be handled cautiously, the hypothesized pattern was found for affective and normative organizational and occupational commitment. This gives insights into the values associated with these types of commitments.

Specific values which are found to be related to specific kinds of commitment can direct strategies for influencing commitments in organizational contexts.

As specific values are linked to specific commitments, practitioners gain insight into which values may lead to a specific kind of commitment, enabling them to develop strategies for enhancing commitment, and academics see how the CVF corresponds to newly developed insights into commitment research.

Founded on the concept of organizational ambidexterity and the competing value model, the purpose of this paper is to develop an information technology (IT) ambidexterity framework to underscore the importance of a balanced and harmonious IT environment in enterprise cloud adoption.

With survey responses from 165 IT executives in a managerial position who are in charge of cloud computing implementation, partial least square method is used to test the research model.

Cloud absorptive capacity plays an important role for firms to secure a competitive advantage. The synergy of the two capabilities (flexibility and control), which have conflicting characteristics, contributes to the enhancement of cloud absorptive capacity and leads to a firm’s knowledge accumulation and performance.

This study is the very first attempt that empirically establishes the relationship between a firm’s competitiveness and cloud computing absorptive capacity. This study provides a comprehensive framework that integrates ambidexterity theory with the competing value framework (CVF) with extending the concept of absorptive capacity that is bounded within an organizational perspective into a cloud computing context.

Firms should treat cloud computing as a strategic consideration to secure a competitive advantage in the contemporary business environment. For a firm’s performance, a dual governance structure, that encompasses flexibility and control, is required to achieve competitive advantage from cloud computing adoption.

To facilitate organizational effort in achieving a harmonious cloud environment, the authors propose a comprehensive ambidexterity framework integrating the CVF approach. This framework maps IT ambidexterity onto the CVF. As CVF considers internal and external factors that ambidexterity theory does not cover, integrating two theories can provide more comprehensive implications and discussions regarding cloud computing adoption.

Innovation is the basic input to organizational endurance; therefore, the study of processes that support innovation should be of interest to practitioners and researchers alike. Consequently, there is increasing attention for the supplementary research examination of the influencing elements of innovativeness.

The data were collected in 2018 using adapted questionnaires that were tested. The respondents were 446 employees of Pakistan Electric Power Company (PEPCO). Bivariate correlations and hierarchical regression were used for the data analysis.

The findings showed that the competing value framework (CVF) model of organizational culture may promote innovativeness that translates to the progress of PEPCO, which deserved barrier for everyone relying on the values made by the culture of the organization. The adhocracy culture is considered to be statistically suitable for the prediction of performance and enhancement of innovation in the organization. Based on the above findings, it may be deduced that innovation mediated the relationship between some particular types of organizational culture and performance.

The CVF model provides a supportive framework for the development of procedures that promote innovation in the organization. The focus of the CVF model highlighted employees' behavior and function of organizational culture, which can restrain or stimulate performance. This study reported and developed a basis for an empirical model based on the CVF model.

This paper found that the CVF model and innovation are mega sources of innovation at PEPCO. This work should be of interest in the area of innovation and performance improvement. There are very few empirical research studies on the relationship between organizational culture, innovation and performance, specifically in the context of developing countries. This is one of the very few studies conducted to empirically examine the influence of CVF model on performance through the mediating role of innovation in PEPCO.

The purpose of this paper is to propose a low carbon culture (LCC) adoption model for gaining the right carbon capabilities by integrating the dimensions of flexibility or control and external or internal of competing values framework (CVF) with that of level of carbon emission (LCE).

This study reviewed literature related to low carbon supply chain, CVF and carbon capabilities to synthesize currently available frameworks for assessing culture and carbon-related insights. Based on these insights, this study proposes the carbon culture adoption model and presents some research propositions.

This study has extended categorization of culture suggested in CVF from four categories to eight distinct categories by adding “LCE” as a third dimension. The new categories of carbon culture are: “Red,” “Antagonist,” “Obligatory,” “Early Adopter,” “Follower,” “Transitive,” “Pragmatist” and “Green.” This categorization of organizations would help in selecting appropriate low carbon practices (LCPs).

This study presents purely conceptual framework with some research propositions which needs to be empirically tested.

Organizations can formulate right policies for low carbon capabilities based on the LCC of their supply chain.

With increasing awareness about environment across stakeholders, organizations around the world are under pressure to reduce their carbon footprints. The extent of reduction in carbon footprints depends on the right capabilities across the supply chain which in turn depends on selection of the right combination of LCPs based on the supply chain culture.

This study contributes to the existing literature that corporate governance consist of internal and external governance behavior which refers to the complementarity of the elements of (1) competing values framework and (2) corporate legality framework theories and proper orientation in the provisions of the elements leads to a good corporate power in the modern legal environment. A questionnaire is designed, a survey is conducted based on the constructed corporate governance model in the study, which investigates the evolutionary background of the elements with the view of establishing the right corporate culture and corporate legality behavior. The empirical results revealed that there is a positive linear relationship between the elements of corporate culture provisions with internal governance behavior and a significant positive association between the elements of corporate legality provisions with external governance behavior. The model does not take into account long-term external factors. Therefore, measuring corporate governance may not be an easy task and may not be suitable for specific countries that have strong legal systems and corporate ownership. The elements in the model are practical to implement and facilitates corporate to improve shareholder involvement and governance reporting and hence prevent failure. The constructed model span almost every attribute embedding high quality corporate social responsibility and corporate governance for corporate to identify areas for improvement and contributes to existing corporate governance literature that, connecting corporate culture and corporate legality behavior positively affect financial markets and firm performance.

Professionalization is an important issue in many all-volunteer nonprofit organizations (e.g. recreational sports clubs). Therefore, this study relied on the competing values framework and self-determination theory to investigate whether a newly developed intervention can effectively strengthen the management processes and leadership styles in all-volunteer sports clubs.

For this purpose, a rigorous non-equivalent pre-test post-test control group design was used. The intervention involved two sessions organized in sports clubs in which internal stakeholders (e.g. board members, coaches, volunteers) were invited to discuss change initiatives aimed at enhancing the organizational processes.

An effect on both the management processes and leadership styles was found. As for the management processes, the intervention had an impact on the internal processes, with especially the development of an internal communication plan and the annual assessment of the organization's operations being promoted by the intervention. Regarding the leadership styles, the intervention had an effect on the controlling and chaotic leadership style, with leaders becoming less chaotic and controlling in situations in which (respectively) the business plan was established and the tasks were distributed within the organization.

This intervention study adopted an innovative approach to organizational intervention research by focusing on the enhancement of both the management processes and the leadership styles. Its principles are also relevant and valuable to organizations operating in other organizational contexts.

The effectiveness of the Competing Values Framework (CVF) as a means to determine human resource development needs was examined. Members of the board of directors and all full‐time employees of a Cooperative assessed the current status of the organizational culture and the nature of culture desired in the future utilizing a CVF based instrument. Both groups desired a future culture different from the present state, and both groups desired movement in the same directions. The study concludes that CVF analysis is a beneficial means for determining information about human resource skills needing to be developed and/or activated and which activities need to be rewarded or reduced in order to effect this movement.

This paper aims to examine the relationship between the four cultural dimensions of the competing values framework (CVF) (group, developmental, hierarchical, and rational cultures) and four types of performance: product quality, process quality, product innovation, and process innovation. Theoretically, this represents the contrasts among the four quadrants of CVF in terms of their respective outcomes, with quality and innovation reflecting the contrast between control and flexibility orientations, and product and process reflecting the contrast between external and internal orientations.

Data were collected from 194 middle and senior managers of Australian firms who had knowledge of past and present organizational practices relating to quality and innovation‐related aspects in the organization.

Developmental culture was found to be the strongest predictor among the four cultural dimensions, as it shows relationships with three of the performance measures: product quality, product innovation, and process innovation. Rational culture shows a relationship with product quality, and along with group and hierarchical cultures, it also plays a role in predicting process quality.

The results provide key insights for managers to appropriately understand the fit between the culture and the strategic direction of the firm. The findings also encourage firms to appreciate the balanced view on what seems to be multiple cultural characteristics within the same organization.

By simultaneously examining the relationships between different cultural dimensions and different types of performance, this paper extends the previous empirical studies which linked CVF with a specific measure of performance.