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Consequences of Organizational Change in U.S. Hospitals
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TLDR
Empirical research on hospital change published between 1980 and 1999 in the health services research, social science, and business literatures is reviewed to highlight the potential pitfalls that hospitals may encounter in their effort to remain viable.Abstract:
Organizational change has become the norm rather than the exception among U.S. hospitals. Downsizing, service diversification, and affiliation with healthcare systems are but a few notable examples. In this paper, we review the rationale and consequences of organizational change in U.S. hospitals. Our focus is on organizational change that occurs in hospital ownership, authority structure, administrative arrangements, operational capacity, products/service areas, and scope and composition of services. Specifically, three areas of organizational change are selected for in-depth review and comparison: (1) the development of new multi-institutional arrangements; (2) change in traditional ownership and management configurations; and (3) diversification in organizational products/services and consolidation of organizational scale. Empirical articles on hospital organizational change published between 1980-1999 in health services research, social science, and business journals are included in our review. We show that existing empirical findings are inconclusive regarding the financial and survival outcomes of organizational change in hospitals. Furthermore, we summarize the strengths and weaknesses of current hospital change research, and provides specific suggestions for future research in this area.read more
Citations
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References
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Sample Selection Bias as a Specification Error
TL;DR: In this article, the bias that results from using non-randomly selected samples to estimate behavioral relationships as an ordinary specification error or "omitted variables" bias is discussed, and the asymptotic distribution of the estimator is derived.
Journal Article
Organizational Evolution: A Metamorphosis Model of Convergence and Reorientation
The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields (Chinese Translation)
Paul DiMaggio,Walter W. Powell +1 more
TL;DR: In this article, the authors argue that rational actors make their organizations increasingly similar as they try to change them, and describe three isomorphic processes-coercive, mimetic, and normative.
Journal ArticleDOI
Top-management-team tenure and organizational outcomes: The moderating role of managerial discretion.
TL;DR: In this paper, Boeker et al. studied the relationship between managerial tenure and organizational outcomes such as strategic persistence and conformity in strategy and performance with other firms in an industry, and found that long-tenured managerial teams following more persistent strategies, strategies that conformed to central tendencies of the industry and exhibiting performance that closely adhered to industry averages.
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