UK health sector performance management: conflict, crisis and unintended consequences
UK health sector performance management: conflict, crisis and unintended consequences
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.
performance management, structuration, institutional theories, healthcare
231-250
Conrad, Lynne
e3811339-06e7-4f2d-ae58-674afbca92fd
Guven Uslu, Pinar
e6309ca9-6897-4fab-93c5-2e53d2df3890
December 2012
Conrad, Lynne
e3811339-06e7-4f2d-ae58-674afbca92fd
Guven Uslu, Pinar
e6309ca9-6897-4fab-93c5-2e53d2df3890
Conrad, Lynne and Guven Uslu, Pinar
(2012)
UK health sector performance management: conflict, crisis and unintended consequences.
Accounting Forum, 36 (4), .
(doi:10.1016/j.accfor.2012.06.001).
Abstract
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.
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e-pub ahead of print date: 15 July 2012
Published date: December 2012
Keywords:
performance management, structuration, institutional theories, healthcare
Organisations:
Southampton Business School
Identifiers
Local EPrints ID: 343223
URI: http://eprints.soton.ac.uk/id/eprint/343223
ISSN: 0155-9982
PURE UUID: a70999c0-812a-4c57-a061-a604b719a750
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Date deposited: 26 Sep 2012 15:14
Last modified: 14 Mar 2024 12:01
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Contributors
Author:
Lynne Conrad
Author:
Pinar Guven Uslu
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