Abstract
The central purpose of this study is to determine the extent to which the effectiveness of a nationally representative sample of two-year colleges differs in terms of their dominant type of organizational culture. The findings demonstrate wide differences in the effectiveness of two-year colleges that exhibit the traits of clan, adhocracy, hierarchy, and market cultures, and the differences are consistent with their conceptual rationale. The research, policy, and practical implications of the findings in terms of our efforts to understand and improve the management and institutional performance of two-year colleges are discussed.
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Smart, J.C., Hamm, R.E. Organizational culture and effectiveness in two-year colleges. Res High Educ 34, 95–106 (1993). https://doi.org/10.1007/BF00991865
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DOI: https://doi.org/10.1007/BF00991865