Original Research

Applying the Burke–Litwin model as a diagnostic framework for assessing organisational effectiveness

Nico Martins, Melinde Coetzee
SA Journal of Human Resource Management | Vol 7, No 1 | a177 | DOI: https://doi.org/10.4102/sajhrm.v7i1.177 | © 2009 Nico Martins, Melinde Coetzee | This work is licensed under CC Attribution 4.0
Submitted: 19 November 2008 | Published: 11 September 2009

About the author(s)

Nico Martins, University of South Africa, South Africa
Melinde Coetzee, University of South Africa, South Africa

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This exploratory study investigated the utility of the Burke–Litwin model as a diagnostic framework for assessing the factors affecting organisational effectiveness. The research setting consisted of an international company, with a population comprising representatives of more than 17 different nationalities. The purposive sampling method was used to  involve employee participants (N = 147)  in  focus groups  and  executive managers  (N =  11)  in semi- structured probing  interviews. The  factors identified related  to both  the  transformational and  transactional dimensions of  the Burke–Litwin model. The f ndings add to the existing literature on factors causing organisational effectiveness and ineffectiveness in cross-cultural organisational contexts.


Burke–Litwin model of organisational performance and change; organisational diagnosis; organisational effectiveness; transactional factors; transformational factors


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