A1 Vertaisarvioitu alkuperäisartikkeli tieteellisessä lehdessä
Adopting the Municipal Enterprise Form
in Finland: Core Dilemmas in the Transformation
of Public Healthcare Organizations
Tekijät: Päivikki Kuoppakangas
Kustantaja: Springer
Julkaisuvuosi: 2013
Journal: Public Organization Review
Lehden akronyymi: Public Organiz Rev
Vuosikerta: 13
Numero: 2
Aloitussivu: 155
Lopetussivu: 165
Sivujen määrä: 11
eISSN: 1566-7170
DOI: https://doi.org/10.1007/s11115-013-0228-9
Tiivistelmä
Using a combination of institutional and dilemma theory, this article maps
the core dilemmas underlying the transformation of three public healthcare organizations
into municipal enterprises. The results concerning the expectations and outcomes
of the processes of change show that identified dilemmas affect the isomorphic
institutional process by either diminishing or enhancing isomorphic forces. Further
analysis reveals the unconscious use of the dilemma reconciliation method among the
senior managers and other decision-makers in the organizations. The discussion
illustrates how dilemmas, together with isomorphic forces, are connected to
decision-making. It highlights the need to investigate strategic dilemma management
as a tool for resolving contradictory aims in the public healthcare sector.
Using a combination of institutional and dilemma theory, this article maps
the core dilemmas underlying the transformation of three public healthcare organizations into municipal enterprises. The results concerning the expectations and outcomes of the processes of change show that identified dilemmas affect the isomorphic institutional process by either diminishing or enhancing isomorphic forces. Further analysis reveals the unconscious use of the dilemma reconciliation method among the senior managers and other decision-makers in the organizations. The discussion illustrates how dilemmas, together with isomorphic forces, are connected to decision-making. It highlights the need to investigate strategic dilemma management as a tool for resolving contradictory aims in the public healthcare sector.
Using a combination of institutional and dilemma theory, this article maps
the core dilemmas underlying the transformation of three public healthcare organizations
into municipal enterprises. The results concerning the expectations and outcomes
of the processes of change show that identified dilemmas affect the isomorphic
institutional process by either diminishing or enhancing isomorphic forces. Further
analysis reveals the unconscious use of the dilemma reconciliation method among the
senior managers and other decision-makers in the organizations. The discussion
illustrates how dilemmas, together with isomorphic forces, are connected to
decision-making. It highlights the need to investigate strategic dilemma management
as a tool for resolving contradictory aims in the public healthcare sector.
Using a combination of institutional and dilemma theory, this article maps
the core dilemmas underlying the transformation of three public healthcare organizations into municipal enterprises. The results concerning the expectations and outcomes of the processes of change show that identified dilemmas affect the isomorphic institutional process by either diminishing or enhancing isomorphic forces. Further analysis reveals the unconscious use of the dilemma reconciliation method among the senior managers and other decision-makers in the organizations. The discussion illustrates how dilemmas, together with isomorphic forces, are connected to decision-making. It highlights the need to investigate strategic dilemma management as a tool for resolving contradictory aims in the public healthcare sector.
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