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UK health sector performance management: Conflict, crisis and unintended consequences

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  • Conrad, Lynne
  • Guven Uslu, Pinar

Abstract

This paper investigates the consequences of particular approaches to the design of performance management systems, for organisations in the UK health sector. A case study approach is adopted to investigate the impact of a new performance management system imposed from a distance by regulatory bodies on English hospital Trusts. The theoretical framework integrates structuration and institutional theories in order to understand how practices are institutionalised or changed at three levels, emphasising the crucial role of agency in structuring organisational and institutional practices. It reveals the potential for conflict, crisis and unintended consequences in organisations where instrumental approaches are adopted.

Suggested Citation

  • Conrad, Lynne & Guven Uslu, Pinar, 2012. "UK health sector performance management: Conflict, crisis and unintended consequences," Accounting forum, Elsevier, vol. 36(4), pages 231-250.
    • Handle: RePEc:eee:accfor:v:36:y:2012:i:4:p:231-250
    DOI: 10.1016/j.accfor.2012.06.001
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    References listed on IDEAS

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    1. Colin Talbot, 2010. "Performance in Government," World Bank Publications - Books, The World Bank Group, number 27910.
    2. Cavalluzzo, Ken S. & Ittner, Christopher D., 2004. "Implementing performance measurement innovations: evidence from government," Accounting, Organizations and Society, Elsevier, vol. 29(3-4), pages 243-267.
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    Cited by:

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    2. van Erp, Wil & Roozen, Frans & Vosselman, Ed, 2019. "The performativity of a management accounting and control system: Exploring the dynamic relational consequences of a design," Scandinavian Journal of Management, Elsevier, vol. 35(4).
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