The integrated competing values framework: its spatial configuration

Abstract

PurposeThis 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/approachThe 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.FindingsThe 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/implicationsThe 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 implicationsThe 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/valueThis 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.

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“…To the eight model roles of Quinn (1988); (innovator, broker, producer, director, coordinator, monitor, facilitator, and mentor) they add a ninth role: that of integrator. Vilkinas and Cartan (2006) and Vilkinas (2007) simplified this model by reducing the roles to five (developer, innovator, broker, monitor/distributor, and integrator), based in this case on two dimensions: internal/external focus, person-focused/task-focused.…”

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“…Başarı, müşterilere karşı duyarlılık ve insan ilişkilerini temel alarak tanımlanmakta, takım çalışmasına, katılımcılığa ve fikir birliğine teşvikler vermektedir (Hoojberg ve Petrock, 1993: 30). Bu tür kültüre sahip bir işletmede lider düşüncelerini çalışanları ile paylaşır, çatışmalı durumlarda fikir birliği sağlanmasına önem verir, uzlaşma yollarını tartışır, çalışanlarının ihtiyaçlarının farkında olup onları dinler ve onlara adil davranmaktadır (Vilkinas ve Cartan, 2006).…”

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“…At the heart of the ICVF is the observation that there are two key dimensions to effective management: a people-task dimension and an externalinternal focus dimension (Vilkinas and Cartan, 2006). This model is a development of an earlier framework by Quinn and his colleagues (Quinn and Rohrbaugh, 1983;Quinn, 1984;Quinn, 1988;Quinn et al, 2003).…”

“…Under the ICVF model, the five operational roles are paradoxical in nature (Vilkinas and Cartan, 2001;Vilkinas and Cartan, 2006); that is, the role of the manager exhibits inherent and necessary dichotomies which lead to tensions and potential conflict for the individual (Robertson, 2005). That is, managers need to deliver a range of activities that are inherently contradictory: caring for the individual and dealing with their personal issues (Developer role) whilst at the same time demanding that the individual completes their assignments (Deliverer role); finding the balance between liberty and regulation and autonomy and restraint (Johnson, Lee and Green, 2000); and finding the balance between creativity and criticism (Fraser and Mathews, 1999).…”

“…Since Quinn"s initial work, the model has been applied in a number of settings. Of particular interest in this paper is the work of Vilkinas and Cartan (Vilkinas and Cartan, 2001;Vilkinas and Cartan, 2006), who modified the CVF as well as including an additional role, the Integrator. Vilkinas and Cartan labelled this modified version the Integrated Competing Values Framework (ICVF).…”