Organizational Effectiveness: An Empirical Comparision of the Goal and System Resource Approaches*

The goal and system resource approaches represent alternative conceptions of organizational effectiveness. The goal approach views effectiveness in terms of internal organizational objectives and performance. Organization-environment relations are the focus of the system resource approach, though previous applications of this perspective have been limited to profit-making organizations. This paper reconceptualizes the system resource approach for use in public agencies and examines the flow of organizational resources as an indicator of effectiveness. Goal approach indicators are matched with system resource measures in examining the convergence and consistency of the two approaches. The convergence of effectiveness measures is examined by observing the correlations between themselves and four organizational decision making variables that had previously been shown to be associated with effectiveness. An examination of the data collected through interviews with representatives of 110 public agencies reveals some consistency but no convergence between the two approaches.     

The importance of innovation leadership in cultivating strategic fit and enhancing firm performance

This study examines the importance of innovation leadership in cultivating the strategic fit of an organization with its environment, and enhancing various economic, relationship, and product performance outcomes. It thus explores how innovation leadership enables a firm to change and adapt to its external environment and by implication enhance its performance. The results of data collected from 117 firms show that innovation leadership, both directly and through increased strategic fit, significantly enhances firm performance. Implications for research on strategic and innovation leadership and adaptive organizational systems are discussed.     

Child advocacy: a dialogue of inclusion

This paper is a case study that illustrates how privilegingchildren's voices in conversations has assisted our work withchildren who have witnessed domestic violence. Using the ChildCrisis Team in Auckland, New Zealand as case study, we arguethat as an inclusive practice child advocacy seeks to positionchildren as active participants in the community developmentprocess rather than the passive recipients of adult hopes anddreams. To break the cycle of violence in the home, children'sexperiences and knowledge should be enabled to enter the spacefor the production of strategies and actions that enhance thecreation of safe home environments, by incorporating their voicesthrough respectful practice by professionals working in theareas of domestic violence and child protection.     

Factor analysis of the personal authority in the family system questionnaire

The factor structure of the Personal Authority in the Family System Questionnaire (PAFS-Q) has been used in numerous studies, but the factor structure has not been examined since its development in 1984. This study examined the factor structure of the PAFS-Q. Findings suggest a six-factor solution with important differences from those reported when the PAFS-Q was developed. The main differences between this study and the original factor analysis are that this study found separate Mother and Father Intimacy factors instead of a single Intergenerational Intimacy factor and the original Spousal Fusion and Spousal Intimacy factors were not separate factors in the current study. Implications and future directions for research are also discussed.     

Assessing Performance Budgeting at OMB: The Influence of Politics, Performance, and Program Size

This article investigates the impact of performance, as measuredby the OMB performance budgeting initiative called PerformanceAssessment Rating Tool (PART), on recommendations in the President'sbudget. In a multivariate analysis using data from the FY 2005budget, with appropriate controls for the political contentof programs, we find that the PART scores have a statisticallysignificant impact on budget decisions within OMB. We find thatPART scores have a larger impact on small and medium sized programsthan on large programs. We also find that the "results" componentof PART scores has a smaller impact on budget decisions thanthe "program purpose" component, a finding which tends to contradictthe goal of performance budgeting to redirect resources to programsthat produce results. The relative unimportance of the "results"component may be due to the lack of good outcome measures formost programs in PART.