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Article
Publication date: 13 January 2025

Ali Danışman and Mustafa Özseven

We aim to understand the link between field-level institutional logics and practice-level social interactions and relationships between public and private actors and their…

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Abstract

Purpose

We aim to understand the link between field-level institutional logics and practice-level social interactions and relationships between public and private actors and their influences on the responses and resolutions to the issues causing tensions.

Design/methodology/approach

Adopting a multiple logics perspective with a focus on social interactions and relationships between public and private actors, we conducted a multiple case study in five city hospitals recently established under a public-private partnership model in the Turkish healthcare field.

Findings

We found that the state and market logics that predominantly characterize the Turkish healthcare field were enacted in each of the five hospitals in different manners and constitute three different configurations as compatible, complementary and contradictory. The social interactions and relationships developed between the public and private actors occur based on these configurations, and they all together shape the responses and resolutions to the issues causing tensions.

Research limitations/implications

Since we did all analyses between the organizational actors at the partnership level, we did not consider possible differences arising from individual and positional roles in each partnership. It is therefore important to acknowledge that the interviews, which are central to the research results, might be influenced by the motivation and power dynamics of the participants in terms of their positions, roles and responsibilities. Thus, much work must be done to understand the management of tensions in public-private partnership organizations (PPPOs) influenced by institutional logics with a greater focus on individual, partnership, organizational and field-level interactions.

Practical implications

Tensions arising between public and private actors in PPPOs can be understood better and managed more effectively when the enactment of institutional logics is considered together with their social interactions and relationships.

Originality/value

The novelty of our study is that we advance the knowledge on the management of tensions in PPPOs by empirically showing the link between field-level institutional logics and practice-level social interactions and relationships and their influences on the responses and resolutions to the issues causing tensions. Our results indicate that tensions arising between public and private actors in PPPOs are primarily responded to by private actors mainly with avoidance, defiance or decoupling and subsequently resolved by their joint efforts through informal collaboration, formalization, formalized collaboration, enforcement or coercive pressure, depending on how the state and market logics are enacted within the hospitals and how social interactions and relationships between public and private side actors are formed accordingly.

Details

Journal of Health Organization and Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1477-7266

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Article
Publication date: 19 October 2015

Usman Aslam, Muhammad Arfeen, Wahbeeah Mohti and Ubaid ur Rahman

The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and…

941

Abstract

Purpose

The aim of this study is to explore the impact of cynicism on the relationship among personality traits, organizational contextual factors and job outcomes. This study set up and examined the overarching model on resistance to change. Moreover, there were two models theoretically presented and investigated, i.e. direct and indirect models. This study was an attempt to explore and capture the causes of organizational cynicism against the change initiative.

Design/methodology/approach

A case study research design was used in this study, and data were collected from 335 employees by using purposive sampling technique and structured questionnaire. While linear regression and Baron and Kenny’s (1986) tests were used to evaluate the direct and indirect models.

Findings

Results highlighted the considerable positive relationship between dispositional resistance and employee’s turnover intention. Additionally, significant connection was also examined among organizational contextual factors and job outcomes, whereas interactive impact of behavioral resistance was found in the relation among dispositional resistance, organizational contextual factors and employee’s intent to quit. However, another dimension of organizational cynicism, i.e. cognitive resistance, could not influence the direct linear relationship between organizational context and continuance commitment.

Research limitations/implications

Major limitations of this research were non-probability sampling technique, cross-sectional design, single organization and traditional data collection tool.

Practical implications

Management can eradicate cynicism by providing social support and positive information, i.e. job security, wage award, medical benefits and promotion criteria, after implementing change. The management can clarify the objectives of that change by including employees in decision-making, reducing employee’s turnover intention. Organizational cynicism is a faith, which means that the change leaders have lack of integrity; when organizational cynicism mixes with negative cognitive process, it leads to a more destructive behavior against that change.

Originality/value

This study contributed to the extensive knowledge of organizational cynicism. A conceptual model of resistance to change the model was unique in nature. There were rare studies conducted to check the impact of organizational cynicism on privatization, especially in the sub-continent. Therefore, it will add a good contribution in quality literature to understand the cynicism and its consequences for privatization.

Details

Transforming Government: People, Process and Policy, vol. 9 no. 4
Type: Research Article
ISSN: 1750-6166

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