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

Conrad, Lynne and Guven Uslu, Pinar ORCID: https://orcid.org/0000-0003-3935-8280 (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
Faculty \ School:	Faculty of Social Sciences > Norwich Business School
UEA Research Groups:	Faculty of Social Sciences > Research Groups > Accounting & Quantitative Methods
Depositing User:	Pure Connector
Date Deposited:	10 Mar 2016 15:00
Last Modified:	18 Nov 2022 15:30
URI:	https://ueaeprints.uea.ac.uk/id/eprint/57423
DOI:	10.1016/j.accfor.2012.06.001

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