Centre for civil society, London school of economics and Political Science
Abstract
The literature on effectiveness and multiple constituency theory is explored as background to a consideration of the many interpretations of effectiveness existing amongst stakeholders of one organisation. A case study is used to examine how stakeholders judge effectiveness and the process by which their different perspectives are incorporated in the shaping and constant updating of a core view of effectiveness. The management strategies adopted in handling this process are explored, and some elements identified which may provide initial steps towards a management theory
