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he breadth of views and conceptions of the phenomenon. The following presents three such models, with a portion of each used for this study.
1.The Natural Systems Model: This model (Yuchtman & Seashore, 1967; Katz & Kahn, 1978) assumes that the overall goal of the organization is survival and that performance rests with the organization’s ability to achieve this state. It considers the organization as an internally differentiated and integrated structure, which is interdependent with its environment for information and energy (Katz & Kahn, 1978; Miller, 1978).
2. The Goal Oriented Model: Sometimes called the rational systems model, this model (Barnard, 1938; Perrow, 1970; Campbell, 1977) assumes that the organization is run by a set of rational decision makers who have a set of goals for their organization. It is assumed that these goals can be defined well enough to be understood and that it is possible to develop a strategy to achieve these goals. Organizational performance can be thought of as the degree to which these goals are met. As benison (2000) points out, this model is often criticized because goals change quickly and may often be constructed after the fact to explain history rather than the future (Weick, 1979, as cited in benison, 2000).
3. The Multiple Constituencies Model: This model sees the organization as influenced by groups of individuals (constituencies) internal and external to the organization, such as managers, employees, customers, shareholder, suppliers, and so forth (Keeley, 1978; Connolly, Conlon, & Deutsch, 1980). These different constituencies have different goals based on their own self-interests. This model of organizational performance implies that there is no single set of goals or objectives for the organization, and that organizational effectiveness must be considered and measured from the perspectives of the different constituencies.
Support for use of the multiple consistencies model is presented by Cameron (1986a, 1986b). He conducted a study in which a variety of different constituencies were assessed to obtain their preferences and expectations relative to numerous organizations’ performance. As would be expected, different constituencies held different, and sometimes opposite, preferences and expectations for organizations. It was found that the organizations that achieved the highest performance scores were those that satisfied the most separate constituency group expectations, even when those constituencies’ expectations were contradictory. Cameron found that highly effective organizations performed in contradictory ways to satisfy contradictory expectations.
This notion is important because the benison theory is one, which looks at an organization’s ability to “hold” the paradoxes both internal and external to the organization and to respond in ways, which display simultaneous stability and adaptability, flexibility and consistency, and internal and external focus.
CHAPTER 3: RESEARCH DESIGN AND METHODOLOGY
3.1 Introduction
This chapter describes the research design in the study and the procedures for data collection and data analysis. Research design, according to Malhotra et al. (2004), is a framework or blueprint for conducting the research project. It details the procedures necessary for obtaining the information needed to structure or solve research problems. Research design specifies the details of implementing the project and laying the founda