Organizational Effectiveness and Efficacy: Relations between Two Concepts.

Organizational effectiveness was proposed as an attempt to define “objective” criteria of companies’ high performance (1 citaz). Competing values approach was a comprehensive model of effectiveness. (Quinn & Rohrbaugh, 1981) but difficulties in comparing employees evaluations of objective measures of effectiveness within the same organization and across different organizations emerged. Therefore interest in the concept vanished in early 90s. More recently organizational efficacy was introduced to assess employees’ perception of effective performance (Bandura, 1997); questionnaires to measure this concept have been developed allowing to compare the overall level of efficacy of different organizations (Bohn, 2010; Borgogni et al., 2001, 2009). Here we propose to use organizational effectiveness as a subjective measure of organizational performance, similarly to organizational efficacy. The competing values approach would offer a detailed organizational profile according to its established set of criteria, while organizational efficacy allows to evaluate the overall level of efficacy. This will allow to have a multi-faceted perception of organizational performance and to compare different organizations’ performance. Leadership and engagement are also proposed as predictors of efficacy. We aim to test this model using success in internationalization as operationalization of companies high performance.