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UK health sector performance management: conflict, crisis and unintended consequences

Record type: Article

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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Citation

Conrad, Lynne and Guven Uslu, Pinar (2012) UK health sector performance management: conflict, crisis and unintended consequences Accounting Forum, 36, (4), pp. 231-250. (doi:10.1016/j.accfor.2012.06.001).

More information

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

Catalogue record

Date deposited: 26 Sep 2012 15:14
Last modified: 18 Jul 2017 05:23

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Contributors

Author: Lynne Conrad
Author: Pinar Guven Uslu

University divisions


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