Organizational change has become commonplace among U.S. hospitals.
Empirical investigations of the consequences of organizational change, however, are relatively scarce, and findings of existing studies are inconsistent.
In this article, the authors review the rationale and performance implications of hospital organizational change in three areas : (1) the development of new multi-institutional arrangements, (2) change in traditional ownership and management configurations, and (3) diversification in organizational products/services and consolidation of organizational scale.
Empirical research on hospital change published between 1980 and 1999 in the health services research, social science, and business literatures is reviewed to highlight the potential pitfalls that hospitals may encounter in their effort to remain viable.
The article also summarizes the strengths and weaknesses of current hospital change research and provides specific suggestions for future research in this area.
Mots-clés Pascal : Hôpital, Organisation santé, Economie santé, Homme, Etats Unis, Amérique du Nord, Amérique
Mots-clés Pascal anglais : Hospital, Public health organization, Health economy, Human, United States, North America, America
Notice produite par :
Inist-CNRS - Institut de l'Information Scientifique et Technique
Cote : 99-0437262
Code Inist : 002B30A04D. Création : 22/03/2000.