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.

Item Type: Article
Digital Object Identifier (DOI): doi:10.1016/j.accfor.2012.06.001
ISSNs: 0155-9982 (print)
1467-6303 (electronic)
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 Business School
ePrint ID: 343223
Accepted Date and Publication Date:
December 2012Published
15 July 2012Made publicly available
Date Deposited: 26 Sep 2012 15:14
Last Modified: 31 Mar 2016 14:34

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