Publicness, Organisational Characteristics and Performance

Anderson, Stuart

doi:10.4018/ijpphme.2013010103

Cited by 4 publications

(5 citation statements)

References 24 publications

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“…The results presented by Anderson (2013a) suggest that the four indicators of publicness are tapping into distinct features of differences to be found in organizations providing healthcare services. Whilst it is difficult to conclude that one element of publicness (such as public sector values) has a greater impact on performance that another (core publicness for example) some light can be cast on these issues by considering the findings of related research.…”

Section: Publicness and Goal Ambiguitymentioning

confidence: 95%

“…These give important pointers to areas for further work. Four possible indicators of publicness have now been explored using historical data from a study of hospital pharmacies in England (Anderson 2013a). These were derived from an earlier framework developed by Anderson (2012).…”

Section: Publicness In Healthcare Organizationsmentioning

confidence: 99%

“…A pilot study testing the utility of four such publicness indicators has examined the relationship between them and a range of performance variables (Anderson 2013a). The publicness indicators Figure 1.…”

Section: Publicness In Healthcare Organizationsmentioning

confidence: 99%

“…These authors developed four categories of performance measure in their study to assess four types of organizational performance; management efficiency, productivity, work quality and customer service orientation, Chan and Rainey developed proxies for each of these measures. Anderson's study adapted each of these to the hospital context (Anderson 2013a).…”

Section: Publicness and Organizational Performancementioning

confidence: 99%

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Publicness, Goal Ambiguity and Patient Safety

Anderson

2015

International Journal of Privacy and Health Information Management

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This article explores possible links between organizational publicness, goal ambiguity and patient safety. Despite organizational and management initiatives designed to improve matters, patient safety in hospitals remains a major challenge. Much research has focused on leadership and culture, which have been shown to be crucial factors in assuring patient safety. However, improvements have been slow in coming. There may be merit therefore in examining other factors that play a part in assuring safety, especially those that address the ambiguities inherent in health care organizations. Two such factors that have received increasing attention from organization theorists are publicness and goal ambiguity. Publicness addresses the complexity now inherent in defining the public or private nature of health care organizations; goal ambiguity addresses the diversity of goals that organizations, especially public ones, are expected to fulfil. Both hinder improvements in patient safety; greater effort needs to be made to minimise the ambiguities involved.

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Section: Publicness and Goal Ambiguitymentioning

confidence: 95%

Section: Publicness In Healthcare Organizationsmentioning

confidence: 99%

Section: Publicness In Healthcare Organizationsmentioning

confidence: 99%

Section: Publicness and Organizational Performancementioning

confidence: 99%

See 2 more Smart Citations

Publicness, Goal Ambiguity and Patient Safety

Anderson

2015

International Journal of Privacy and Health Information Management

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“…The conclusion that Andrews, Boyne and Walker (2011, i317) reach is that, despite the extensive research that has been carried out, it is impossible to conclude with any confidence that publicness makes either a positive or negative difference to organizational performance, or to judge which of the three dimensions of publicness is most important and for which aspects of organizational performance. We still lack unequivocal evidence that particular aspects of core, dimensional or normative publicness impact aspects of organizational performance in particular ways; and this statement is as true of the healthcare sector as any other (Anderson, 2013).…”

Section: Publicness In Organization Theory: Future Research Directionsmentioning

confidence: 97%