Explaining process orientation failure and success in health care - three case studies
Author
Summary, in English
Purpose - In order to improve cooperation and collaboration between units, clinics and departments, many health care organizations (HCOs) have introduced process orientation. Several studies indicate problems in realizing these ambitions. The purpose of this paper is to explain and understand the success and failure of process orientation in HCOs. Design/methodology/approach - The authors conducted three case studies and applied Actor-Network Theory as an analytic lens. Findings - The realization of process orientation is hindered by neglect or resistance from physicians, who find the process targets to be of low medical priority. However, the authors also see that medical priorities are no stable entities but are susceptible to negotiations. Over time, process organization, process mapping, process measurement activities and the acting of enroled actors may have impact on medical priorities. Originality/value - Contrary to previous research, the findings indicate that New Public Management may not be the main obstacle against processes, that accounting figures may not be hard to disregard and that the role of leadership is not paramount.
Department/s
Publishing year
2015
Language
English
Pages
638-653
Publication/Series
Journal of Health Organisation & Management
Volume
29
Issue
6
Document type
Journal article
Publisher
Emerald Group Publishing Limited
Topic
- Health Care Service and Management, Health Policy and Services and Health Economy
Keywords
- Health care
- Actor Network Theory
- Medical profession
- Organization and
- control
- Process orientation
Status
Published
ISBN/ISSN/Other
- ISSN: 1758-7247