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The integrated competing values framework: its spatial configuration

The integrated competing values framework: its spatial configuration Purpose – This study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function. Design/methodology/approach – The current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF. Findings – The results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”. Research limitations/implications – The model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared. Practical implications – The paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers. Originality/value – This paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Management Development Emerald Publishing

The integrated competing values framework: its spatial configuration

Tricia Vilkinas; Greg Cartan
Journal of Management Development , Volume 25 (6): 17 – Jul 1, 2006
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Publisher
Emerald Publishing
Copyright
Copyright © 2006 Emerald Group Publishing Limited. All rights reserved.
ISSN
0262-1711
DOI
10.1108/02621710610670092
Publisher site
See Article on Publisher Site

Abstract

Purpose – This study seeks to identify the spatial relationships between the managerial roles within the integrated competing values framework (ICVF). The study also aims to identify the central role the integrator performs with its critical observing and reflective learning function. Design/methodology/approach – The current study investigated the spatial configuration of Quinn's original eight operational roles and Vilkinas and Cartan's ninth role to each other. A total of 100 middle managers participated in a 360° feedback program that sought responses from 928 of their “significant others”. Multiple discriminate scaling (MDS) was used to determine the spatial representation of the ICVF. Findings – The results of the MDS found that the ICVF was a two‐dimensional, four‐quadrant model. However, one of the dimensions from the CVF, stability‐flexibility, was retitled to reflect more truly the roles that anchored this dimension. It was anchored by people‐task focus. The integrator, as predicted, was found to have a pivotal role for managers. In addition, three of the operational roles – producer, director and coordinator – combined to form a consolidated role called the “deliverer”. Research limitations/implications – The model needs to be further researched for gender and cultural differences. In addition, the spatial maps of effective and ineffective managers need to be compared. Practical implications – The paper assists managers to gain a clearer understanding of managerial roles, their interrelationships to each other and how to apply them more effectively. The paper would also be of value to those charged with the responsibility for the selection and development of managers. Originality/value – This paper clarifies the relationship between the paradoxical roles in the ICVF. It also further develops our understanding of the role of the integrator with its critical self‐analysis and reflective learning capability and the central role it plays in the development of effective managers.

Journal

Journal of Management Development – Emerald Publishing

Published: Jul 1, 2006

Keywords: Management roles; Leadership

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