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The CVF can also help identify the cultural mismatches that are more likely to lead to unsuccessful mergers
The Competing Values Framework was developed initially from research conducted on the major indicators of effective organizational performance. It has been found to be an extremely useful model for organizing and understanding a wide variety of organizational and individual phenomena, growth strategies, approaches to theories of organizational effectiveness, leadership competencies, organizational culture, organizational design, stages of life-cycle development, organizational quality, leadership roles, financial strategy, information processing, and brain functioning. The robustness of the framework is one of its greatest strengths. In fact, the framework has been identified as one of the 40 most important frameworks in the history of business.
Approximately 20 years ago, the framework emerged from research on the criteria that predict if an organization performs effectively. Those investigations were followed by studies of organization culture, leadership roles, management skills, and information processing styles. From these empirical studies, two major dimensions consistently emerged.
One dimension differentiates an emphasis on flexibility, discretion, and dynamism from an emphasis on stability, order, and control. For example, some organizations and managers are viewed as effective if they are changing, adaptable, and transformational. Other organizations and managers are viewed as effective if they are stable, predictable, and consistent. This continuum ranges from versatility and pliability on one end to steadiness and durability on the other end.
The second dimension differentiates an internal orientation with...