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Hospital funding constraints: Strategic and tactical decision responses to sustained moderate levels of crisis in six Canadian hospitals

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  • Murray, V. V.
  • Jick, T. D.
  • Bradshaw, P.

Abstract

This article reports on a study to ascertain the strategic and tactical responses of policy decision-makers in six Ontario hospitals to moderate levels of 'underfunding' by the provincial government over a 5 year period. The study provides a preliminary test of several theoretical ideas in the current literature on organizational decline. Findings support the hypothesized importance of the decision-makers' subjective interpretation of the causes for cutbacks, and the common initial tendency to 'blame inward' and cut costs through efficiency measures. It also illustrates how prolonged underfunding can bring about a shift in response from one based on techno-economic rationality to political bargaining.

Suggested Citation

  • Murray, V. V. & Jick, T. D. & Bradshaw, P., 1984. "Hospital funding constraints: Strategic and tactical decision responses to sustained moderate levels of crisis in six Canadian hospitals," Social Science & Medicine, Elsevier, vol. 18(3), pages 211-219, January.
    • Handle: RePEc:eee:socmed:v:18:y:1984:i:3:p:211-219
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    Cited by:

    1. Hanlon, Neil T., 2001. "Sense of place, organizational context and the strategic management of publicly funded hospitals," Health Policy, Elsevier, vol. 58(2), pages 151-173, November.

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