Repenser le concept d’évaluation de l’efficacité d’une organisation

Abstract

The effectiveness of an organization is a widely criticized notion. A review of the literature reveals the confusion and the strong conceptual ambiguity that currently surrounds this phenomenon. Effectiveness appears to be a subject of study that is complex, unclear, unstable, polymorphic and polysemous all at the same time. Moreover, Anspach (1991) characterizes effectiveness as elusive and resistant to definition, conceptualization and measure. Some authors have tried to conceptualize effectiveness and have proposed various evaluation models. Most often, however, these models have proven divergent, difficult to reconcile and unsatisfactory. Taken individually, the models seem incapable of identifying and explaining the whole effectiveness phenomenon. This study presents a new way to approach the evaluation of the effectiveness of an organization. The proposed analysis framework reflects a dynamic conceptualization of effectiveness. Effectiveness is perceived more as a continuous process than an end in itself and is considered both a means and a result of the actors’ behaivour. The analytic framework identifies five dimensions of organizational effectiveness, structural, operational, systemic, strategic, and specific dimensions, which could potentially be examined based on the context and needs of an evaluation. This new way to conceptualize effectiveness merits empirical review.