The Effects of Governing Board Configuration on Profound Organizational Change in Hospitals

Author:

Alexander Jeffrey A.1,Ye Yining2,Lee Shoou-Yih D.3,Weiner Bryan J.4

Affiliation:

1. Jeffrey Alexander is the Richard Carl Jelinek Professor of Health Management and Policy in the School of Public Health, University of Michigan. He also holds positions as Professor of Organizational Behavior and Human Resources Management in the School of Business and Faculty Associate with the Survey Research Center of the Institute for Social Research. His teaching and research interests focus on organizational change in the health care sector, multi-institutional systems, governance, and physician...

2. Yining Ye is a Ph.D. candidate at the Department of Biostatistics in the School of Public Health, University of Michigan. Her research interests include survival analysis, nonparametric methods, longitudinal data analysis, and missing data.

3. Shoou-Yih Daniel Lee is Assistant Professor of Health Policy and Administration at the School of Public Health at the University of North Carolina at Chapel Hill. He is also a research fellow at the Cecil G. Sheps Center for Health Services Research. He has conducted research examining causes and consequences of organizational change in health care organizations, interorganizational relationships, social support and networks in relation to health care access, and the health care workforce.

4. Bryan J. Weiner is Director of the Program on Health Care Organization at the Cecil G. Sheps Center for Health Services Research and an Associate Professor in the Department of Health Policy and Administration at the University of North Carolina at Chapel Hill. His research interests include organizational change, adoption and implementation of innovations, and interorganizational relationships.

Abstract

This study extends the literature on governing boards and organizational change by examining how governing board configurations have influenced profound organizational change in U.S. hospitals, and the conditions under which such change occurs. Hospitals governed by boards that more closely resembled a corporate governance model were more likely to experience positive changes such as diversification and merger and less likely to undergo negative changes such as closure. Organizational performance influenced change, but largely independent of governance configurations. Only in the case of closure did we find that governance configuration operated jointly with organizational performance.

Publisher

SAGE Publications

Subject

Public Health, Environmental and Occupational Health,Social Psychology

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