Corporate Kangaroos in Care Strategy and performance of for-profit and private equity-owned care organizations

Abstract

Table of contents 5 tABle of Contents 1 introduction 1.1 Study background: neoliberalism 1.2 Commercialization of public service delivery 1.3 Multidimensional performance and strategy 1.4 Research questions and study outline 2 financial performance, employee well-being, and client wellbeing in for-profit and not-for-profit nursing homes: A systematic review Abstract 2.1 Introduction 2.2 Theoretical framework 2.3 Method 2.4 Results 2.5 Conclusions and implications 3 Just another business? Private equity in health services Abstract 3.1 Introduction 3.2 Conceptual framework 3.3 What we (do not) know about private equity in health services 3.4 Conclusions and future research opportunities 4 For-profit nursing homes in the Netherlands: what factors explain their rise? Abstract 4.1 Introduction 4.2 Theoretical framework 4.3 Institutional background 4.4 Methods and data 4.5 Results 4.6 Discussion and conclusions 5 What Happens to a nursing Home Chain when Private equity takes over? A longitudinal Case study Abstract 5.1 Introduction 6 Table of contents 5.2 Methods 5.3 Results 5.4 Conclusion 6 What happens when private equity takes over? two case studies in social care organizations Abstract 6.1 Introduction 6.2 Literature 6.3 Methods 6.4 Results 6.5 Conclusions and discussion 7 Conclusions and discussion 7.1 Introduction 7.2 Research model and study background 7.3 Answering the research questions 7.4 Main conclusions 7.5 Limitations of the study 7.6 Implications for theory and practicereferences Appendices Appendix A -Quality assessment of the studies (chapter 2) Appendix B -PRISMA checklist (chapter 2) Appendix C -Systematic review private equity literature (chapter 4) Appendix D -Golden Living chart (chapter 5) Appendix E -Operationalization performance dimensions Appendix F -Author contributions per chapter nederlandse samenvatting (Dutch summary) Dankwoord (acknowledgements in Dutch) About the author Public organizations acting business-likeFor public services, New Public Management (NPM) ideas became relevant in the 1980s. Neoliberalism formed the ideological and theoretical foundation for this NPM paradigm (Petersen & Hjelmar 2014). Efficiency, results orientation, customer orientation and value for money were placed on the agenda of administrative reform (e.g. Hood 1991;Hood & Peters 2004;Pollitt 2000). The traditional paradigm of public administration was regarded too weak and bureaucratic in its service provision (O'Flynn 2007;Pollitt & Bouckaert 2004). In their bestseller Reinventing Government. How the Entrepreneurial Spirit is Transforming the Public Sector, Osborne and Gaebler (1992) introduced a new style of government organizations using apparently universal business techniques.