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Applying the Burke–Litwin model as a diagnostic framework for assessing organisational effectiveness

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Author(s): Nico Martins | Melinde Coetzee

Journal: South African Journal of Human Resource Management
ISSN 1683-7584

Volume: 7;
Issue: 1;
Date: 2009;
Original page

Keywords: Burke–Litwin model of organisational performance and change | organisational diagnosis | organisational effectiveness | transactional factors | transformational factors

ABSTRACT
This exploratory study investigated the utility of the Burke–Litwin model as a diagnostic framework for assessing the factors affecting organisational effectiveness. The research setting consisted of an international company, with a population comprising representatives of more than 17 different nationalities. The purposive sampling method was used to  involve employee participants (N = 147)  in  focus groups  and  executive managers  (N =  11)  in semi- structured probing  interviews. The  factors identified related  to both  the  transformational and  transactional dimensions of  the Burke–Litwin model. The f ndings add to the existing literature on factors causing organisational effectiveness and ineffectiveness in cross-cultural organisational contexts.How to cite this article:Martins, N., & Coetzee, M. (2009). Applying the Burke–Litwin model as a diagnostic framework for assessing organisational effectiveness. SA Journal of Human Resource Management/ SA Tydskrif vir Menslikehulpbronbestuur, 7(1),  Art. #177, 13 pages. DOI: 10.4102/sajhrm.v7i1.177
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