HRM practices and organizational change: Evidence from Italian clinical directorates

Abstract

The general degree of implementation of HRM practices is still somewhat distant from a theoretically excellent and full implementation, especially if we consider the important lag of time since the reforms affected the sector. Nevertheless, results open the way to important considerations about the effectiveness of the CD model. Original value: The original methodology and scoring system suggested in this work produce a concise evaluation of the development of an effective HRM system within CDs. Our framework of analysis allows interesting benchmarking activities among different CDs of an organization and, ultimately, among different organizations. Moreover, the methodology presented may constitute a valid source of information in order to carry out future research on the items able to affect the implementation of such tools.

Understanding the gap between policy and facts: The Italian experience on federal decoupling in the implementation of breast units

“…Decoupling phenomena are particularly frequent in highly institutionalized contexts, such as the health‐care sector (Ruef & Scott, 1998; Scott et al, 2000) in which external pressures require mandatory interventions that cannot be disregarded. Although decoupling is frequently studied in the health‐care sector at the organizational level (Gabutti & Morandi, 2018), to the best of the authors' knowledge there exists extremely poor evidence of its presence at the federal (or regional) level. Indeed, studies usually focus either on the (non) implementation of new models in health organizations (Mascia et al, 2014) or on organizations' resistance to truly change processes and to introduce new managerial cultures.…”