The Relation Between Executive Succession and Corporate Capacity

Villadsen, Anders Ryom

doi:10.1093/jopart/muu036

Cited by 10 publications

(15 citation statements)

References 23 publications

(54 reference statements)

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“…As noted, in most recent accounts of corporatisation, changes in organisational structure are understood primarily through the lens of a technical perspectives, especially contingency theory. This broad explanatory framework has also been applied to research focusing on organisational structures and performance more generally in public services (Andrews & Boyne, 2014; Villadsen, 2016). However, what our analysis suggests is that to fully understand the development of management functions, attention must also focus on the institutional and internal political dimensions of change.…”

Section: Discussionmentioning

confidence: 99%

“…This approach draws heavily on mainstream 'contingency theories' of structure, highlighting the influence of variables such as size, task complexity and environmental conditions in shaping organisational design (Reed (1989). In recent years, these ideas have been applied extensively in studies focusing on the antecedents of structure and performance in public organisations (Andrews and Boyne 2014;Villadsen 2014). However, where the issue of corporatisation is concerned, most reference has been made to contingency theories focusing on the relationship between strategy and structure, notably deriving from the classic work of Chandler (1962) and later Williamson (1985).…”

Section: Technical Perspectivesmentioning

confidence: 99%

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Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals

Kirkpatrick

Altanlar

Veronesi

2017

Organization Studies

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An enduring feature of new public management (NPM) in many countries has been the move to create more autonomous, 'complete' organisations such as universities, hospitals and social service agencies. Often referred to as 'corporatisation', this process is assumed to be leading to the emergence of new organisational forms with dedicated management functions and a greater focus on strategy. However, these assumptions remain largely untested and rely heavily on 'technical' accounts of organisational restructuring, ignoring the potential influence of institutional pressures and internal political dynamics. In this paper, we address this concern focusing on the case of acute care public hospitals that have undergone corporatisation (to become Foundation Trusts) in the English National Health Service. Using administrative data spanning six years (2007)(2008)(2009)(2010)(2011)(2012), the analysis shows that corporatisation is having mixed effects.While it is associated with a shift in the focus of managers to strategic concerns, it has not led to an expansion of management functions overall. Both tendencies are found to be mediated by institutional pressures, in the form of media scrutiny, and, indirectly, by the involvement of clinical professions in management. These results advance ongoing debates about the emergence of new organisational forms in the public sector, highlighting the limitations of technical accounts of change and raising the possibility that corporatisation is leading to organisations that are both more managed and undermanagered at the same time. KeywordsCorporatisation, contingency theory, institutional theory, management.1 'Corporatisation and the emergence of (under-managered) managed organisations: the case of English public hospitals' Abstract An enduring feature of new public management (NPM) in many countries has been the move to create more autonomous, 'complete' organisations such as universities, hospitals and social service agencies. Often referred to as 'corporatisation', this process is assumed to be leading to the emergence of new organisational forms with dedicated management functions and a greater focus on strategy. However, these assumptions remain largely untested and rely heavily on 'technical' accounts of organisational restructuring, ignoring the potential influence of institutional pressures and internal political dynamics. In this paper, we address this concern focusing on the case of acute care public hospitals that have undergone corporatisation (to become Foundation Trusts) in the English National Health Service. Using administrative data spanning six years (2007)(2008)(2009)(2010)(2011)(2012), the analysis shows that corporatisation is having mixed effects.While it is associated with a shift in the focus of managers to strategic concerns, it has not led to an expansion of management functions overall. Both tendencies are found to be mediated by institutional pressures, in the form of media scrutiny, and, indirectly, by the involvement of clinical professions in m...

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Section: Discussionmentioning

confidence: 99%

Section: Technical Perspectivesmentioning

confidence: 99%

Corporatisation and the Emergence of (Under-Managered) Managed Organisations: The Case of English Public Hospitals

Kirkpatrick

Altanlar

Veronesi

2017

Organization Studies

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“…Kommunerne havde autonomi til at gennemføre aendringer. Denne autonomi resulterede i, at kommunerne omfavnede en raekke forskellige forvaltningsmodeller, som i større og mindre grad afveg fra de gamle standarder (Ejersbo, 1998;Villadsen, 2012).…”

Section: Institutionelle Logikker I Den Kommunale Sektorunclassified

“…Som beskrevet af Greenwood og Hinings (1996) er både eksterne og interne faktorer relevante at forstå, når man skal forklare organisationers svar på institutionelle aendringer. Jeg vil derfor også fokusere på kommunaldirektører som en relevant forandringsagent i denne kontekst (se også Villadsen, 2012).…”

Section: Betydningen Af Forandringsagenter For Institutionelle Forandunclassified

Når kommuner organiserer i takt

Villadsen¹

2013

politica

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“…There has also been a parallel debate concerning the impact of 'administrative intensity'. Drawing on ideas from contingency theory, this research looks at the antecedents and outcomes of administrative overheads in public organisations (Andrews and Boyne, 2014;Villadsen, 2014). Yet, with some exceptions (Rutherford, 2016), this research has not focused explicitly on the impact of managers as a distinct occupation.…”

Section: Introductionmentioning

confidence: 99%