William Brady Boggs
This study seeks to answer the question: Is there a relationship between specific characteristics of a church's organizational culture and specific measures of church effectiveness? Based on theory and research on the relationship between organizational culture and effectiveness in business organizations, this research examines four hypotheses concerning this relationship in churches. Church effectiveness is measured by a Balanced Scorecard of performance measures. Cultural types are described by the four culture types of the Competing Values Framework of organizational culture (Clan, Adhocracy, Market, and Hierarchy). The study uses mail survey data from 53 local churches in the North Carolina District of the Assemblies of God and analyzes the relationship between the CVF culture types and Balanced Scorecard effectiveness measures using structural equation models. The study found the following statistically significant relationships: (a) There is a positive relationship between the strength of the Clan Culture and the Growth Rate of the Number of Adherents in a church. (b) There is a positive relationship between the strength of the Hierarchy Culture and the Growth Rate of the Number of Adherents in a church. (c) There is a positive relationship between the strength of the Market Culture and the Number of New Ministries and Activities per Capita. (d) There are direct positive relationships between the strength of the Adhocracy Culture and New Ministries and Activities per Capita, Percentage of Adherents Involved in World Missions and Evangelism, and Percentage of Workers and Leaders Attending Training Events. (e) There are indirect positive relationships between the strength of the Adhocracy Culture and World Missions Support per Capita and Percentage of Adherents that Tithe. (f) There is a negative relationship between the strength of the Adhocracy Culture and Sunday School Attendance per Capita.
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