Caught in organized ambivalence: institutional complexity and its implications in the German hospital sector

References

• Ackroyd, S. 2013. “Professions, Professionals and the ‘New’ Government Policies: A Reflection on the Last 30 Years.” In Professionals under Pressure. The Reconfiguration of Professional Work in Changing Public Service, edited by M. Noordegraaf and B. Steijn, 21–40. Amsterdam: Amsterdam University Press.
   Google Scholar
• Ashforth, B. E., K. M. Rogers, M. G. Pratt, and C. Pradies. 2014. “Ambivalence in Organizations: A Multilevel Approach.” Organization Science 25 (5): 1453–1478. doi:10.1287/orsc.2014.0909.
   Web of Science ®Google Scholar
• Augurzky, B., C. Hentschker, S. Krolop, A. Pily, and C. M. Schmidt. 2015. Krankenhaus Rating Report 2015. Essen: RWI.
   Google Scholar
• Beckfield, J., S. Olafsdottir, and B. Sosnaud. 2013. “Healthcare Systems in Comparative Perspective: Classification, Convergence, Institutions, Inequalities, and Five Missed Turns.” Annual Review of Sociology 39: 127–146. doi:10.1146/annurev-soc-071312-145609.
   PubMed Web of Science ®Google Scholar
• Besharov, M. L., and W. K. Smith. 2014. “Multiple Institutional Logics in Organisations: Explaining Their Varied Nature and Implications.” Academy of Management Review 49 (3): 364–381. doi:10.5465/amr.2011.0431.
   Web of Science ®Google Scholar
• Blum, K., S. Löffert, M. Offermanns, and P. Steffen. 2012. Krankenhaus Barometer. Düsseldorf: Deutsches Krankenhausinstitut.
   Google Scholar
• Blum, K., S. Löffert, M. Offermanns, and P. Steffen. 2013 Krankenhaus Barometer. Düsseldorf: Deutsches Krankenhausinstitut.
   Google Scholar
• Bode, I. 2013. “Processing Institutional Change in Public Service Provision. The Case of the German Hospital Sector.” Public Organization Review 13 (3): 323–339. doi:10.1007/s11115-012-0201-z.
   Google Scholar
• Bode, I., and M. Märker. 2014. “Medicine in Management or Medics in Management? The Changing Role of Doctors in German Hospitals.” International Journal of Public Sector Management 27 (5): 395–405. doi:10.1108/IJPSM-06-2012-0068.
   Google Scholar
• Bode, I., and W. Vogd, eds. 2016. Mutationen des Krankenhauses. Soziologische Diagnosen in Organisations- und gesellschaftstheoretischer Perspektive. Wiesbaden: Springer VS.
   Google Scholar
• Braun, B., P. Buhr, S. Klinke, R. Müller, and R. Rosenbrock. 2010. Pauschalpatienten, Kurzlieger und Draufzahler: Auswirkungen der DRGs auf Versorgungsqualität und Arbeitsbedingungen im Krankenhaus. Bern: Huber.
   Google Scholar
• Caruana, A., B. Ramaseshan, and M. T. Ewing. 2008. “Market Orientation and Performance in the Public Sector. The Role of Organisational Commitment.” Journal of Global Marketing 12 (3): 59–79. doi:10.1300/J042v12n03_05.
   Google Scholar
• Carvalho, T. 2014. “Changing Connections between Professionalism and Managerialism: A Case Study of Nursing in Portugal.” Journal of Professions and Organisation 2 (1): 176–199. doi:10.1093/jpo/jou004.
   Google Scholar
• Cookson, R., and D. Dawson. 2012. “Hospital Competition and Patient Choice in Publicly Funded Healthcare.” In The Elgar Companion of Health Economics, edited by A. M. Jones, 219–230. 2nd ed. Cheltenham: Edward Elgar.
   Google Scholar
• Creed, W. E. D., R. De Jordy, and J. Lok. 2010. “Being the Change: Resolving Institutional Contradiction through Identity Work.” Academy of Management Journal 53 (6): 1336–1364. doi:10.5465/AMJ.2010.57318357.
   Web of Science ®Google Scholar
• Crojethovic, M., S. Gütschow, C. Krüger, T. Stender, and T. Elkeles. 2014. Veränderungspotenziale in Krankenhausorganisationen. Formalität und Informalität in Nordostdeutschen Krankenhäusern. Gießen: Psychosozial-Verlag.
   Google Scholar
• Currie, G., A. Lockett, R. Finn, G. Martin, and J. Waring. 2012. “Institutional Work to Maintain Professional Power: Recreating the Model of Medical Professionalism.” Organisation Studies 33 (7): 937–962. doi:10.1177/0170840612445116.
   Web of Science ®Google Scholar
• Currie, G., and D. Spyridonidis. 2016. “Interpretation of Multiple Institutional Logics on the Ground: Actors’ Position, their Agency and Situational Constraints in Professionalized Contexts.” Organisation Studies 37 (1): 77–97. doi:10.1177/0170840615604503.
   Web of Science ®Google Scholar
• Dent, M. 2003. Remodelling Hospitals and Health Professions in Europe: Medicine, Nursing and the State. Basingstoke: Palgrave Macmillan.
   Google Scholar
• Edwards, J. D. 1998. “Managerial Influences in Public Administration.” International Journal of Organisational Theory and Behavior 1 (4): 553–583.
   Google Scholar
• Fiol, C. M., M. G. Pratt, and E. J. O’Connor. 2009. “Managing Intractable Identity Conflicts.” Academy of Management Review 34 (1): 32–55.
   Google Scholar
• Freidson, E. 2001. Professionalism. The Third Logic. Chicago: University of Chicago Press.
   Google Scholar
• Friedland, R., and R. R. Alford, 1991. “Bringing Society Back In.” In Symbols, Practices and Institutional Contradictions. The New Institutionalism in Organisational Analysis, edited by W. W. Powell and P. J. DiMaggio, 232–263. Chicago: Chicago University Press. Chicago/London.
   Google Scholar
• Gioia, D., K. G. Corley, and A. Hamilton. 2013. “Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology.” Organisational Research Methods 16 (1): 15–31. doi:10.1177/1094428112452151.
   Web of Science ®Google Scholar
• Greenwood, R., M. Raynard, F. Kodeih, R. Evelyn, and M. Lounsbury. 2011. “Institutional Complexity and Organisational Responses.” The Academy of Management Annals 5 (1): 317–371. doi:10.1080/19416520.2011.590299.
   Web of Science ®Google Scholar
• Hoyle, L. 2014. “‘I Mean, Obviously You’re Using Your Discretion’. Nurses Use of Discretion in Policy Implementation.” Social Policy & Society 13 (2): 189–202. doi:10.1017/S1474746413000316.
   Google Scholar
• Kerpershock, E., M. Groenleer, and H. De Bruijn. 2016. “Unintended Responses to Performance Management in Dutch Hospital Care. Bringing Together the Managerial and Professional Perspectives.” Public Management Review 18 (3): 417–436. doi:10.1080/14719037.2014.985248.
   Web of Science ®Google Scholar
• Klenk, T., and E. Pavolini, eds. 2015. Restructuring Welfare Governance. Marketization, Managerialisation, and Welfare State Professionalism. Cheltenham: Edward Elgar: Macmillan.
   Google Scholar
• Kraatz, M. S., and E. S. Block. 2008. “Organisational Implications of Institutional Pluralism.” In The SAGE Handbook of Organisational Institutionalism, edited by R. Greenwood, C. Oliver, K. Sahlin, and R. Suddaby, 243–275. London: Sage.
   Google Scholar
• Laegreid, P. 2014. “Accountability and New Public Management.” In The Oxford Handbook of Public Accountability, edited by M. Bovens, R. E. Goodin, and M. Schillemanns, 325–338. Oxford: Oxford University Press.
   Google Scholar
• Lafortune, G., G. Balestat, and A. Durand. 2012. Comparing Activities and Performance of the Hospital Sector in Europe. How Many Surgical Procedures Performed as Inpatient and Day Cases? Brussels: OECD.
   Google Scholar
• Lawrence, T., and R. Suddaby. 2006. “Institutions and Institutional Work.” In Sage Handbook of Organisation Studies, edited by C. Clegg, C. Hardy, and T. Lawrence, 215–254. London: Sage.
   Google Scholar
• Maier, B., N. Crasselt, and C. Heitmann. 2014. Controlling im deutschen Krankenhaussektor 2014. Studienergebnisse zum aktuellen Stand und zu Entwicklungstendenzen des Controllings in deutschen Krankenhäusern. Münster: ZEB.
   Google Scholar
• Martinussen, P. E., and J. Magnussen. 2011. “Resisting Market-inspired Reform in Healthcare: The Role of Professional Subcultures in Medicine.” Social Science and Medicine 73 (2): 193–200. doi:10.1016/j.socscimed.2011.04.025.
   PubMed Web of Science ®Google Scholar
• McGivern, G., G. Currie, E. Ferlie, S. T. Fitzgerald, and J. Warring. 2015. “Hybrid Manager-professionals’ Identity Work: The Maintenance and Hybridization of Medical Professionalism in Managerial Contexts.” Public Administration 93 (3): 395–411. doi:10.1111/padm.12119.
   Web of Science ®Google Scholar
• Merton, R., and E. Barber. 1976. “Sociological Ambivalence.” In Sociological Ambivalence and Other Essays, edited by R. Merton, 3–31. New York: The Free Press.
   Google Scholar
• Mintzberg, H. 1983. Structures in Fives: Designing Effective Organisations. Englewood Cliffs: Prentice Hall.
   Google Scholar
• Numerato, D., D. Salvatore, and G. Fattore. 2012. “The Impact of Management on Medical Professionalism. A Review.” Sociology of Health & Illness 34 (4): 626–644. doi:10.1111/j.1467-9566.2011.01393.x.
   PubMed Web of Science ®Google Scholar
• Pettersen, I. J., and E. Solstad. 2014. “Managerialism and Profession-Based Logic: The Use of Accounting Information in Changing Hospitals.” Financial Accountability, and Management 30 (4): 363–382. doi:10.1111/faam.12043.
   Google Scholar
• Piderit, S. K. 2000. “Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organisational Change.” The Academy of Management Journal 25 (4): 783–794.
   Web of Science ®Google Scholar
• Pierre, J. 1995. “The Marketization of the State. Citizens, Consumers, and the Emergence of a Public Market.” In Governance in a Changing Environment, edited by G. B. Peters and D. J. Savoie, 55–61. Quebéc: Canadian Center for Public Managment.
   Google Scholar
• Pollitt, C., and G. Bouckaert. 2011. Public Management Reform: A Comparative Analysis. 3rd ed. New York: Oxford University Press.
   Google Scholar
• Rautiainen, A., and M. Järvenpää. 2012. “Institutional Logics and Responses to Performance Measurement Systems.” Financial Accountability & Management 28 (2): 164–188. doi:10.1111/j.1468-0408.2012.00541.x.
   Google Scholar
• Reay, T., and C. R. B. Hinings. 2009. “Managing the Rivalry of Competing Institutional Logics.” Organisation Studies 30 (6): 629–652. doi:10.1177/0170840609104803.
   Web of Science ®Google Scholar
• Reich, A. R. 2014. Selling our Souls. The Commodification of Hospital Care in the United States. Princeton: Princeton University Press.
   Google Scholar
• Schmid, A., M. Cacace, R. Götze, and K. H. Rothgang. 2010. “Explaining Healthcare System Change: Problem Pressure and the Emergence of ‘Hybrid’ Healthcare Systems.” Journal of Health Politics, Policy and Law 35 (4): 455–486. doi:10.1215/03616878-2010-013.
   PubMed Web of Science ®Google Scholar
• Stake, R. E. 2006. Multiple Case Study Analysis. New York: The Guilford Press.
   Google Scholar
• Statistisches Bundesamt. 2014. Gesundheitsberichterstattung des Bundes. https://www.gbe-bund.de/
   Google Scholar
• Thornton, P. H., and W. Ocasio. 1999. “Institutional Logics and the Historical Contingency of Power in Organisations: Executive Succession in the Higher Education Publishing Industry, 1958–1990.” American Journal of Sociology 105 (3): 801–843. doi:10.1086/210361.
   Web of Science ®Google Scholar
• Tonkens, E., C. Bröera, N. van Sambeek, and D. van Hassel. 2013. “Pretenders and Performers: Professional Responses to the Commodification of Healthcare.” Social Theory & Health 11 (4): 368–387. doi:10.1057/sth.2013.5.
   Web of Science ®Google Scholar
• van de Bovenkamp, H. M., M. De Mul, J. G. U. Quartz, A. M. J. W. M. Weggelaar-Jansen, and R. Bal. 2014. “Institutional Layering in Governing Healthcare Quality.” Public Administration 92 (1): 208–223. doi:10.1111/padm.12052.
   Web of Science ®Google Scholar
• Van Den Broek, A., P. Boseline, and J. Paawe. 2014. “”Multiple Institutional Logics in Healthcare. ‘Productive Ward: Releasing Time to Care’.”.” Public Management Review 16 (1): 1–20. doi:10.1080/14719037.2013.770059.
   Web of Science ®Google Scholar
• Van Wood, R., S. Bhuianb, and P. Kieckerc. 2000. “Market Orientation and Organisational Performance in Not-for-Profit Hospitals.” Journal of Business Studies 48 (3): 213–226.
   Web of Science ®Google Scholar
• Walker, R., G. A. Brewer, G. A. Boyne, and C. N. Avellaneda. 2011. “Market Orientation and Public Service Performance: New Public Management Gone Mad?” Public Administration Review 71 (5): 707–717. doi:10.1111/puar.2011.71.issue-5.
   Web of Science ®Google Scholar
• Weber, K., and M. A. Glynn. 2006. “Making Sense with Institutions: Context, Thought and Action in Karl Weick’s Theory.” Organisation Studies 27 (11): 1639–1660. doi:10.1177/0170840606068343.
   Web of Science ®Google Scholar
• Weick, K. E. 2004. “Mundane Poetics: Searching for Wisdom in Organisation Studies.” Organisation Studies 25 (4): 653–668. doi:10.1177/0170840604042408.
   Web of Science ®Google Scholar
• Witman, Y., C. Smid, P. L. Meurs, and D. L. Willems. 2011. “Doctors in the Lead: Balancing Between Two Worlds.” Organisation 18 (4): 477–495.
   Web of Science ®Google Scholar
• Witzel, A., and H. Reiter, eds. 2012. The Problem-centred Interview. London: Sage.
   Google Scholar