Tracks of change in hospitals: A study of quasi-market transformation

Kitchener, Martin James ORCID: https://orcid.org/0000-0001-6249-557X and Whipp, Richard Thomas Henry 1997. Tracks of change in hospitals: A study of quasi-market transformation. International Journal of Public Sector Management 10 (1/2) , pp. 47-61. 10.1108/09513559710156706

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Abstract

Examines the process of change in hospitals that has emerged following the introduction of the health quasi-market in 1991. Blends empirical evidence with Greenwood and Hinings’ archetype and tracks of change concepts to analyse the process which is labelled quasi-market transformation (QMT). Argues that, before 1991, hospitals tended to operate within structures and systems underpinned by an interpretive scheme. Represents these similarities of configuration as the directly-managed (DM) hospital archetype. When change initiatives challenged this configuration, the outcomes were negotiated and resulted in “adjustmental” change. In contrast, shows the introduction of the quasi-market to have involved the first transformation of the DM archetype’s interpretive scheme, systems and structures. Analyses four years of transition to reveal that QMT has been interpreted differently within hospitals. However, presents data to suggest that many hospitals now display significant similarities in terms of configuration. Represents these similarities within the emerging Trust hospital archetype.

Item Type:	Article
Date Type:	Publication
Status:	Published
Schools:	Business (Including Economics)
Subjects:	H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management H Social Sciences > HJ Public Finance J Political Science > JN Political institutions (Europe) > JN101 Great Britain R Medicine > RA Public aspects of medicine
Uncontrolled Keywords:	Change management; Hospitals; Management; NHS; Public sector
Publisher:	Emerald
ISSN:	0951-3558
Last Modified:	24 Oct 2022 09:56
URI:	https://orca.cardiff.ac.uk/id/eprint/42654

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