Details
| Originalsprache | Englisch |
|---|---|
| Seiten (von - bis) | 332-343 |
| Seitenumfang | 12 |
| Fachzeitschrift | Health care management review |
| Jahrgang | 44 |
| Ausgabenummer | 4 |
| Publikationsstatus | Veröffentlicht - 2019 |
Abstract
Background: Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce.
Purpose: We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation.
Methodology: The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals.
Results: Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation.
Conclusion: There is systematic neglect of medical expertise in processes of generating strategies.
Practice Implications: Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.
ASJC Scopus Sachgebiete
- Pflege (insg.)
- Führung und Management
- Medizin (insg.)
- Health policy
- Betriebswirtschaft, Management und Rechnungswesen (insg.)
- Strategie und Management
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in: Health care management review, Jahrgang 44, Nr. 4, 2019, S. 332-343.
Publikation: Beitrag in Fachzeitschrift › Artikel › Forschung › Peer-Review
}
TY - JOUR
T1 - Processing of intended and unintended strategic issues and integration into the strategic agenda
AU - Ridder, Hans Gerd
AU - Schrader, Jan Simon
N1 - Publisher Copyright: © 2019 Wolters Kluwer Health, Inc. All rights reserved.
PY - 2019
Y1 - 2019
N2 - Background: Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce. Purpose: We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation. Methodology: The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals. Results: Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation. Conclusion: There is systematic neglect of medical expertise in processes of generating strategies. Practice Implications: Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.
AB - Background: Strategic change is needed in hospitals due to external and internal pressures. However, research on strategic change, as a combination of management and medical expertise in hospitals, remains scarce. Purpose: We analyze how intended strategic issues are processed into deliberate strategies and how unintended strategic issues are processed into emergent strategies in the management of strategy formation in hospitals. This study empirically investigates the integration of medical and management expertise in strategy formation. Methodology: The longitudinal character of the case study enabled us to track patterns of intended and unintended strategic issues over 2 years. We triangulated data from interviews, observations, and documents. In accordance with the quality standards of qualitative research procedures, we analyzed the data by pattern matching and provided analytical generalization regarding strategy formation in hospitals. Results: Our findings suggest that strategic issues are particularly successful within the strategy formation process if interest groups are concerned with the strategic issue, prospective profits are estimated, and relevant decisions makers are involved early on. Structure and interaction processes require clear criteria and transparent procedures for effective strategy formation. Conclusion: There is systematic neglect of medical expertise in processes of generating strategies. Practice Implications: Our study reveals that the decentralized structure of medical centers is an adequate template for both the operationalization of intended strategic issues and the development of unintended strategic issues. However, tasks, roles, responsibility, resources, and administrative support are necessary for effective management of strategy formation. Similarly, criteria, procedures, and decision-making are prerequisites for effective strategy formation.
KW - case study
KW - intended strategies
KW - strategic agenda
KW - strategy formation in hospitals
KW - unintended strategies
UR - http://www.scopus.com/inward/record.url?scp=85071737448&partnerID=8YFLogxK
U2 - 10.1097/HMR.0000000000000184
DO - 10.1097/HMR.0000000000000184
M3 - Article
C2 - 29095368
AN - SCOPUS:85071737448
VL - 44
SP - 332
EP - 343
JO - Health care management review
JF - Health care management review
SN - 0361-6274
IS - 4
ER -