Cameron's Dimensions of Effectiveness in Higher Education in the U.K.: A Cross-Cultural Comparison

A number of dramatic changes have occurred in the higher education system since the Jarratt Report into efficiency and effectiveness in the United Kingdom. Building on Cameron's (1978, 1981, 1986) seminal work on organisational effectiveness (OE) in higher education, this paper describes a test...

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Bibliographic Details
Published in:Higher education 1992-04, Vol.23 (3), p.221-230
Main Authors: Lysons, Art, Hatherly, David
Format: Article
Language:English
Subjects:
Administrative organisation
Administrative Organization
Australia
Comparative Analysis
Comparative Education
Cultural Context
Cultural Differences
Educational institutions
Employment
Financial Support
Foreign Countries
Health planning
Higher Education
Job development
Organisational effectiveness
Organisational theories
Organizational Effectiveness
Organizational Theories
Policy Formation
Questionnaires
Reputation
Resources
School Effectiveness
Staffing
Statistical variance
United Kingdom
United States
Universities
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Summary:A number of dramatic changes have occurred in the higher education system since the Jarratt Report into efficiency and effectiveness in the United Kingdom. Building on Cameron's (1978, 1981, 1986) seminal work on organisational effectiveness (OE) in higher education, this paper describes a test of his approach in the U.K. in an effort to establish the groundwork of an organisational effectiveness perspective for policy decisions, organisational analysis and management, and further research. Overall, the findings indicate that the scales developed by Cameron in the U.S. demonstrate considerably higher levels of reliability in the U.K. than in Australia. The explanation appears to be related to cultural differences in that the U.S. and the U.K. have stronger enduring traditions linking reputation and resources (Bigelow 1980). These and results of more detailed analysis suggest the importance of further study to unravel both cultural specific interpretation and thicker descriptions of organisational issues to facilitate future policy and management decisions (Lysons 1990a, 1990b).
ISSN:0018-1560
1573-174X
DOI:10.1007/BF00145014