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Article
Publication date: 1 February 2004

Dan Marlin, John W. Huonker and Robert B. Hasbrouck

This study confirms and extends previous research by providing a detailed longitudinal examination of the strategic group and performance relationship in the hospital industry…

148

Abstract

This study confirms and extends previous research by providing a detailed longitudinal examination of the strategic group and performance relationship in the hospital industry from 1983 to 1993. Based on a deductive approach using Porter's (1980) typology, we find that matching strategy to environment affects hospital performance, that the appropriate match between strategy and environment changed over the 1983 to 1993 time period, and that hospitals combining a low cost and differentiation strategy (i.e., a best‐cost approach) performed well during most of the time period examined. We also find significant movement between strategic groups, thus calling into question the degree to which mobility barriers affect between group performance differences. Finally, our research suggests the existence of multiple groups following the same strategic approach, a result that calls into question the view that groups within an industry are monolithic.

Details

Organizational Analysis, vol. 12 no. 2
Type: Research Article
ISSN: 1551-7470

Available. Content available
Book part
Publication date: 6 February 2007

Abstract

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Strategic Thinking and Entrepreneurial Action in the Health Care Industry
Type: Book
ISBN: 978-1-84950-427-0

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Book part
Publication date: 6 February 2007

David R. Williams

The strategic management literature has developed several typologies and taxonomies concerning large, established firms. Yet, to date, no study has attempted to classify newly…

Abstract

The strategic management literature has developed several typologies and taxonomies concerning large, established firms. Yet, to date, no study has attempted to classify newly formed organizations based on their strategic intent. The study of biotechnology firms undergoing an initial public offering presents a rare opportunity to study recently formed organizations within an emerging industry. Drawing from the strategic management and entrepreneurship literature, the present study offers a typology for these firms.

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Strategic Thinking and Entrepreneurial Action in the Health Care Industry
Type: Book
ISBN: 978-1-84950-427-0

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Article
Publication date: 13 March 2007

Aki Roberts and John M. Roberts

Police agency networks are likely to be important for the adoption of policing innovations and the visibility of demonstration projects. This study of police network data has four…

1787

Abstract

Purpose

Police agency networks are likely to be important for the adoption of policing innovations and the visibility of demonstration projects. This study of police network data has four main goals: to use multivariate models for the influence of agency characteristics on the sort of agency it contacted; to investigate the extent of symmetry of ties in the police network; to examine models for the specific departments chosen as agencies' network contacts; and to identify, through network data, agencies as “relative experts” in several different policing domains.

Design/methodology/approach

The paper uses Weiss agency survey data to conduct a variety of analyses of agencies' choices of informal communication partners.

Findings

The analysis showed regularities in agencies' choices of contacts. Whether a contact was of the same type or from the same state as the respondent was influenced by the respondent's population and type. There was some evidence of size‐based asymmetry in contacts. The choice of a particular contact was influenced by agency type, population and geographic distance. There appeared to be “relative experts” in specific policing domains.

Originality/value

The results increase understanding of the structure of the agency network. By describing the nature of communication ties on planning issues, the results give essential background for any efforts to encourage the diffusion of policing innovations (or successful practices) by inducing ties between particular agencies. Results can also help predict the potential visibility of demonstration projects if placed in particular agencies.

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Policing: An International Journal of Police Strategies & Management, vol. 30 no. 1
Type: Research Article
ISSN: 1363-951X

Keywords

Available. Content available
Book part
Publication date: 19 March 2013

Abstract

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Increasing Student Engagement and Retention in e-learning Environments: Web 2.0 and Blended Learning Technologies
Type: Book
ISBN: 978-1-78190-515-9

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Book part
Publication date: 1 June 2004

Reuben R McDaniel

Preparing for a potential bioterroism is a difficult task for health care leaders because of the fundamental unpredictability of bioterroist acts. Complexity science thinking is…

Abstract

Preparing for a potential bioterroism is a difficult task for health care leaders because of the fundamental unpredictability of bioterroist acts. Complexity science thinking is presented as an approach that can help in this task. Basic concepts from complexity science, especially the role of relationships, are presented. Specific recommendations for action including sensemaking, learning, and improvisation are made. A case study is used to illustrate the power of complexity science thinking in assisting health care leaders addressing potential bioterroism. Questions for further research are presented.

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Bioterrorism Preparedness, Attack and Response
Type: Book
ISBN: 978-1-84950-268-9

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Book part
Publication date: 6 February 2007

Howard L. Smith, J. Deane Waldman, Jacqueline N. Hood and Myron D. Fottler

This paper analyzes health care as a context for building value through human capital and culture. We examine how health care managers can nurture a favorable culture for…

Abstract

This paper analyzes health care as a context for building value through human capital and culture. We examine how health care managers can nurture a favorable culture for providers enabling them to focus on customer service. A case study of a large medical center examines how organization culture affects clinicians versus support and managerial staff while adversely impacting patient satisfaction and organizational costs associated with turnover and the cost of replacing personnel. An agenda for managing internal customers and organization culture is presented.

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Strategic Thinking and Entrepreneurial Action in the Health Care Industry
Type: Book
ISBN: 978-1-84950-427-0

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Article
Publication date: 1 September 2006

David Butcher and Martin Clarke

The purpose of this paper is to show that, with demands from a widening range of stakeholders for more democratic approaches to governance, there is an evident need to develop…

2432

Abstract

Purpose

The purpose of this paper is to show that, with demands from a widening range of stakeholders for more democratic approaches to governance, there is an evident need to develop alternative models of organizing. In seeking to understand how to conceptualise this alternative, an analysis of the organizational and political institutional contexts for leadership is provided.

Design/methodology/approach

Analyses the main precepts of democracy to establish the basis upon which a comparison between these two contexts might be made. It distinguishes between the value premises of democracy and the structural mechanisms through which those principles are enacted and identifies the significant leadership processes that underpin these values. This analysis is then used as a basis for analyzing the leadership role in organizations.

Findings

The paper demonstrates that differences between the two settings are a matter of perspective: the structural mechanisms of democracy are not enacted rationally. In particular, the pre‐eminence of micro‐political activity is highlighted as a vehicle for the enactment of ethical behaviour and civic virtue in both settings.

Practical implications

Applying a political institutional approach to leading suggests the need to reconfigure the role of hierarchy to encourage self‐organization, valuing conflict, protection of weaker stakeholders, the legitimization of political activity and helping groups to forge their own identity.

Originality/value

Most similar analyses are typically constructed within the canons of rational organization. Applying to businesses the principles of institutional leadership implies a significantly different model in which leaders promote and legitimise both the distribution and coalescing of power and the necessary dissent and debate required to reconcile a plurality of interests with the establishment of organizational coherence.

Details

Management Decision, vol. 44 no. 8
Type: Research Article
ISSN: 0025-1747

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Article
Publication date: 14 November 2008

Suzanne Perillo

The purpose of this paper is to explore how participation can be investigated as an open and non‐exclusive sociomaterial practice.

705

Abstract

Purpose

The purpose of this paper is to explore how participation can be investigated as an open and non‐exclusive sociomaterial practice.

Design/methodology/approach

Framed by translation discourse and a view of the social world as a sociology of associations, participation in organisations is conceptualised as a network building practice. Actor‐network theory (ANT) is used as an analytical method to describe the character of everyday constructions of participation practice related to changes in curriculum and its delivery in an Australian independent school.

Findings

It was found that participation was performed as an uncertain practice. People in relation with technology and other material entities, co‐constructed and re‐constructed multiple participation practices.

Practical implications

For researchers, an ANT account of constructing participation practices provides an additional analytical tool for investigating participation in terms of relationality. The idea of constructing participation as networked practice provides practitioners with a reflective tool for detecting and enabling multiple (and sometimes inconsistent) participation practices.

Originality/value

Compared to participation research approaches that predetermine and predict variables of relevance, this paper is concerned with the everyday management of participation as an uncertain sociomaterial practice. In pursuing a critical line of inquiry, managerialist informed notions of planning, organising and coordinating are not debunked form relevance. Rather, it is proposed that translation and managerial discourses are co‐implicated in complex investigations of participation practice.

Details

Qualitative Research in Organizations and Management: An International Journal, vol. 3 no. 3
Type: Research Article
ISSN: 1746-5648

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Article
Publication date: 6 March 2009

Jane McKenzie, Nick Woolf, Christine van Winkelen and Clare Morgan

The purpose of this paper is to challenge an over‐reliance on past experience as the cognitive underpinning for strategic decisions. It seeks to argue that, in complex and…

4285

Abstract

Purpose

The purpose of this paper is to challenge an over‐reliance on past experience as the cognitive underpinning for strategic decisions. It seeks to argue that, in complex and unknowable conditions, effective leaders use three distinct and complementary thinking capacities, which go beyond those normally learned during their rise to the top.

Design/methodology/approach

A conceptual model of thinking capacities is justified through a review of the psychology literature; the face validity of the proposed model is supported through six in‐depth interviews with successful CEOs.

Findings

A model of non‐conventional thinking capacities describes how strategic decision‐makers make choices that are better adapted to the conditions of uncertainty, ambiguity and contradiction, which prevail in complex situations. These capacities are complementary to the more conventional approaches generally used in thinking about decisions.

Practical implications

The paper aims to stimulate awareness of the limitations of habitual mental responses in the face of difficult strategic decisions. It challenges leaders consciously to extend their abilities beyond conventional expectations to a higher order of thinking that is better suited to multi‐stakeholder situations in complex environments.

Originality/value

The paper responds to the challenge of McKenna and Martin‐Smith to develop new theoretical approaches to complex environments. It extends conventional approaches to decision making by synthesising from the literature some essential thinking capacities, which are well suited to the demands of situations dominated by uncertainty, ambiguity and contradiction.

Details

Management Decision, vol. 47 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

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