TQM as a Managerial Innovation: Research Issues and Implications

Kaluzny, Arnold D.; McLaughlin, Curtis P.; Jæger, Birgit

doi:10.1177/095148489300600202

Cited by 16 publications

(8 citation statements)

References 6 publications

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“…Greening and Gray (1994) suggest that large organizations are more likely to have formal internal structures to manage and respond to external threats; and, as a result, are in a better position to handle these challenges effectively. Slack resources also provide organizations with the flexibility to experiment with new strategies and lower the risk of such experimentation (Kaluzny et al, 1993). On the other hand, external challenges are more likely to have a negative impact on mid-sized organizations that are too big to cater to niches, but not large enough to have sufficient resources to withstand significant changes in the external environment.…”

Section: Discussionmentioning

confidence: 99%

Women’s Voluntary Organizations in Canada: Bridgers, Bonders, or Both?

Foster

Meinhard

2005

Voluntas

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Using a sample of 645 voluntary organizations in Canada, this study explores the differences between women's voluntary organizations and gender-neutral organizations in their propensity to form a bridging or a bonding interorganizational relationship. The results suggest that not only do women's organizations in Canada collaborate more than gender-neutral organizations, but also the tendency to have bridging or bonding relationships is significantly different. The factors predisposing women's organizations to have collaborators inside or outside their network seems to be affected by how much the environmental changes in Canada impacttheir survival and whether the nature of the causes they support makes them an attractive partner. For gender-neutral organizations the tendency to bridge or bond seems to relate more to traditional organizational characteristics, such as size and staffing efficiency.

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Section: Discussionmentioning

confidence: 99%

Women’s Voluntary Organizations in Canada: Bridgers, Bonders, or Both?

Foster

Meinhard

2005

Voluntas

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“…Larger organizations have the flexibility to strategize and adopt riskier structures and procedures as extra resources reduce the risk of failure (Kaluzny et al1993). Similarly, system affiliation provides hospitals with increased access to resources including improved access to capital, management resources, and information systems and technologies (Banaszak-Holl et al 2002; Tennyson & Fottler, 2000).…”

Section: Conceptual Frameworkmentioning

confidence: 99%

Moving towards culturally competent health systems: Organizational and market factors

Weech‐Maldonado

Elliott

Pradhan

et al. 2012

Social Science & Medicine

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Cultural competency has been proposed as an organizational strategy to address racial/ethnic disparities in the health care system; disparities are a long-standing policy challenge whose relevance is only increasing with the increasing population diversity of the US and across the world. Using an integrative conceptual framework based on the resource dependency and institutional theories, we examine the relationship between organizational and market factors and hospitals’ degree of cultural competency. Our sample consists of 119 hospitals located in the state of California (US) and is constructed using the following datasets for the year 2006: Cultural Competency Assessment Tool of Hospitals (CCATH) Survey, California’s Office of Statewide Health Planning & Development’s Hospital Inpatient Discharges and Annual Hospital Financial Data, American Hospital Association’s Annual Survey, and the Area Resource File. The dependent variable consists of the degree of hospital cultural competency, as assessed by the CCATH overall score. Organizational variables include ownership status, teaching hospital, payer mix, size, system membership, financial performance, and the proportion of inpatient racial/ethnic minorities. Market characteristics included hospital competition, the proportion of racial/ethnic minorities in the area, metropolitan area, and per capita income. Regression analyses were conducted to assess the relationship between the CCATH overall score and organizational and market variables. Our results show that hospitals which are not-for-profit, serve a more diverse inpatient population, and are located in more competitive and affluent markets exhibit a higher degree of cultural competency. Our results underscore the importance of both institutional and competitive market pressures in guiding hospital behavior. For instance, while not-for-profit may adopt innovative/progressive policies like cultural competency simply as a function of their organizational goals, linking cultural competency with organizational performance may be essential to attract more profit driven hospitals.

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“…For Tal to succeed, top management commitment is crucial (Koska 1990;McLaughlin and Kaluzney 1990;Kaluzney et al 1993, AI-Assaf and Schmele 1993, AIAssaf 1994. When respondents were asked if they were willing to provide time to Tal, the average response score was 1.75, which is close to strong agreement.…”

Section: Discussionmentioning

confidence: 99%