Challenges of the New Public Management in a Public Hospital

The corporatization of healthcare organizations internationally: A scoping review of processes, impacts, and mediators

“…The predominant theoretical perspective was NPM, or related ideas of accountability, which informed 12 of the articles (Andrews et al, 2019; Kahancová & Szabó, 2015; Ferreira & Nunes, 2018; Ferreira & Marques, 2015; Mattei et al, 2013; Cruz & Major, 2016; Galetto et al, 2014; Wright et al, 2012; Allen et al, 2012a, 2012b; Heins & Parry, 2011; Mosebach, 2009). Other studies concentrated on medical professionalism including impact on status, identity, and involvement in reform (Aldred, 2009; Bush et al, 2009; Falkenberg, 2010; Falkenberg et al, 2009; Hunt et al, 2019; Meghani, 2011; Turner et al, 2011; Turner et al, 2016; Uddin et al, 2020; Waring & Bishop, 2013); analyzed corporatized forms in relation to their environment using contingency or institutional theory or historical analyses (Lindlbauer et al 2016; Konda et al, 2019; Farris & Marchetti, 2017); or took an organizational governance or strategy perspective (Jankura, 2014; Kirkpatrick et al, 2017a, 2017b; Lee et al, 2008).…”

“…Uddin et al (2020) also found a lack of engagement with managerial priorities: “health care professionals such as physicians in Japan do not appear to engage with the cost management ideals as perceived by policy makers.” (p. 10). In a corporatized Portuguese hospital, Cruz and Major (2016) identified a reluctance among medical staff to make “management decisions” and, when undertaken, staff continued to emphasize a “professional” logic (e.g., having confidence in peers' judgment rather than accounting data).…”