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UK health sector performance management: Conflict, crisis and unintended consequences

Conrad, Lynne and Guven-Uslu, Pinar (2012) 'UK health sector performance management: Conflict, crisis and unintended consequences.' Accounting Forum, 36 (4). pp. 231-250. ISSN 0155-9982

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Abstract

This paper investigates the consequences of particular approaches to the design of performance management systems, for organisations in the UK health sector. A case study approach is adopted to investigate the impact of a new performance management system imposed from a distance by regulatory bodies on English hospital Trusts. The theoretical framework integrates structuration and institutional theories in order to understand how practices are institutionalised or changed at three levels, emphasising the crucial role of agency in structuring organisational and institutional practices. It reveals the potential for conflict, crisis and unintended consequences in organisations where instrumental approaches are adopted.

Item Type: Article
Uncontrolled Keywords: Performance management; Structuration; Institutional theories; Healthcare
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HF Commerce > HF5601 Accounting
Divisions: Faculty of Social Sciences > Essex Business School
Faculty of Social Sciences > Essex Business School > Essex Accounting Centre
Depositing User: Jo Wiltshire
Date Deposited: 29 Aug 2013 12:40
Last Modified: 12 Nov 2015 17:09
URI: http://repository.essex.ac.uk/id/eprint/5235

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