In the history of business studies, the Competing Values ​​Framework (CVF) has been considered one of the most influential models. According to Cameron (n.d.), he points out that several leading business schools and organizations have been studying and testing this theory for over 25 years. He also claims that CVF is currently the most accurate model because it can predict the future of the organization in terms of success better than other models. In general, it can be used to identify the fundamental principles of an organization from top to bottom, for example leadership, human resource management, management strategy and organizational culture. As a result, the framework helps indicate how to achieve improvements by understanding the current values ​​in the organization. The model was born from the question “What are the main criteria for determining whether an organization is effective?” What key factors define organizational effectiveness? When people judge that an organization is effective, what indicators do they have in mind” (Cameron et al, 2011: 38). However, there has been little discussion that "the competing values ​​framework has only historical value." The remainder of this essay is divided into three sections. In the first section, I will explain what the Competing Values ​​Framework is. Then discuss how this can be considered “low value.” Finally, I will describe how this framework can be used. To understand competing value theory, we may need to return to its first principles. Quinn et al (2003, cited by Boddy, 2008: 40) define the origin of this theory which is largely based on 4 historical studies which examine how management can be effective. The first theory related to CVF is "Rational Go...... middle of paper...... Efficiency, New York: John Wiley & Sons. Haley, U, & Stumpf, S 1989, 'COGNITIVE TRAILS IN STRATEGIC DECISION MAKING: LINKING THEORIES OF PERSONALITIES AND COGNITIONS', Journal Of Management Studies, 26, 5, pp. 477-497, Business Source Premier, EBSCOhost, accessed on 21 November 2011. Leung, A, & Cohen, D 2011, 'Intra-cultural and cross-cultural variation: individual differences and the cultural logics of honor, face and dignity cultures', Journal Of Personality And Social Psychology, 100 , 3, pp. 507-526, PsycARTICLES, EBSCOhost, accessed November 21, 2011. Ouchi, WG 1981, “Organizational Paradigms: A Commentary on Japanese Management and Theory Z Organizations”, Organizational Dynamics, 9, 4, pp. 43, Business Source Premier, EBSCOhost, accessed November 21, 2011. Quinn, RE (2007), Becoming a Master Manager: A Competing Values ​​Approach, 4th ed., Hoboken, NJ: Wiley.