UK health sector performance management: conflict, crisis and unintended consequences
Conrad, Lynne and Guven Uslu, Pinar (2012) UK health sector performance management: conflict, crisis and unintended consequences. Accounting Forum, 36, (4), 231-250. (doi:10.1016/j.accfor.2012.06.001).
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This paper investigates the consequences of particular approaches to the design of performance management systems, for organisations in the UK health sector. A case study approach is adopted to investigate the impact of a new performance management system imposed from a distance by regulatory bodies on English hospital Trusts. The theoretical framework integrates structuration and institutional theories in order to understand how practices are institutionalised or changed at three levels, emphasising the crucial role of agency in structuring organisational and institutional practices. It reveals the potential for conflict, crisis and unintended consequences in organisations where instrumental approaches are adopted.
|Keywords:||performance management, structuration, institutional theories, healthcare|
|Subjects:||H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
R Medicine > RA Public aspects of medicine
|Divisions:||Faculty of Business and Law > Southampton Management School
|Date Deposited:||26 Sep 2012 15:14|
|Last Modified:||16 Nov 2012 11:20|
|Contributors:||Conrad, Lynne (Author)
Guven Uslu, Pinar (Author)
|RDF:||RDF+N-Triples, RDF+N3, RDF+XML, Browse.|
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