ABSTRACT
The idea of corporate effectiveness is an illusive, indeed curious one. Despite appearing to be pragmatic in orientation and intent, its all embracing scope makes it virtually impossible to operationalise in any satisfactory way with its practical definition ranging from the narrowly technical to visionary depictions of corporate potential. It is also a concept that, until recently at least, has not entered into the discourse of corporate management itself. Concerns with survival, profit, growth and market penetration have certainly been articulated by practising managers. Consideration has also been given to product quality, innovative record, if not potential, consumer impact and even public image. And more recently we have heard of the seeming attractions of the socially responsible corporation with the attendent identification of such manifestations of corporate impact as the quality of working life, energy conservation and the contribution to employment, both regional and national. But effectiveness per se has rarely, if ever, been articulated as a management aim. Interest in that concept invariably has emanated from those outside the corporation who have or claim to have some interest in it.
