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), pp. 231-250. (doi:10.1016/j.accfor.2012.06.001).

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Description/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.

Item Type: Article
Digital Object Identifier (DOI): doi:10.1016/j.accfor.2012.06.001
ISSNs: 0155-9982 (print)
Keywords: performance management, structuration, institutional theories, healthcare
Subjects:
Organisations: Southampton Business School
ePrint ID: 343223
Date :
Date Event
15 July 2012e-pub ahead of print
December 2012Published
Date Deposited: 26 Sep 2012 15:14
Last Modified: 17 Apr 2017 16:35
Further Information:Google Scholar
URI: http://eprints.soton.ac.uk/id/eprint/343223

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