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dc.contributor.authorSolstad, Elsa
dc.contributor.authorPetterson, Inger Johanne
dc.date.accessioned2020-02-21T11:44:25Z
dc.date.available2020-02-21T11:44:25Z
dc.date.issued2019-12-09
dc.description.abstract<i>Purpose</i> - Mergers are important and challenging elements in hospital reforms. The authors study the social aspects of management and the roles of middle managers in the aftermath of a hospital merger. Especially, the purpose of this paper is to investigate how professional staff and middle managers perceive their relationships with top managers several years after the merger.<p><p> <i>Design/methodology/approach</i> - A survey was conducted among the professional staff in two merging hospitals’ units six years after a merger. Based on the main findings from this survey, a follow-up interview study was done with a group of middle managers.<p><p> <i>Findings</i> - The management practices were diagnostic with few interactive or communicative activities. The respondents expressed that mistrust developed between the staff and the top management, and a lack of involvement and interaction lead to decoupled and parallel organizations. Social controls, based on shared norms, had not been developed to create mutual commitment and engagement.<p><p> <i>Practical implications</i> - Policy makers should be aware of the need in profound change processes not only to change the tangible elements, but to take care of changing the less tangible elements such as norms and values. Professionals in hospitals are in powerful positions, and changes in such organizations are dependent on trust-building, bottom-up initiatives and evolutionary pathways.<p><p> <i>Originality/value</i> - The paper addresses the need to understand the dynamics of the social aspect in managing hospitals as knowledge-intensive organizations when comprehensive restructuring processes are taking place over several years.en_US
dc.identifier.citationSolstad EA, Pettersen IJ. Middle managers' roles after a hospital merger. Journal of Health Organisation and Management. 2019en_US
dc.identifier.cristinIDFRIDAID 1783553
dc.identifier.doi10.1108/JHOM-09-2018-0269
dc.identifier.issn1477-7266
dc.identifier.issn1758-7247
dc.identifier.urihttps://hdl.handle.net/10037/17441
dc.language.isoengen_US
dc.publisherEmeralden_US
dc.relation.journalJournal of Health Organisation and Management
dc.rights.accessRightsopenAccessen_US
dc.rights.holder© Emerald Publishing Limiteden_US
dc.subjectVDP::Social science: 200en_US
dc.subjectVDP::Samfunnsvitenskap: 200en_US
dc.titleMiddle managers' roles after a hospital mergeren_US
dc.type.versionacceptedVersionen_US
dc.typeJournal articleen_US
dc.typeTidsskriftartikkelen_US
dc.typePeer revieweden_US


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