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Getting acceptance that radically new working practices are required: institutionalization of arguments about change in a healthcare organization

Sillince, John A.A. and Harindranath, Gopalakrishnan and Harvey, Charles E. (2001) Getting acceptance that radically new working practices are required: institutionalization of arguments about change in a healthcare organization. Human Relations, 54 (11). pp. 1421-1454. ISSN 0018-7267

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Abstract

This article considers data from a hospital that was introducing an experimental new facility onto an existing site, including the process of institutionalization of the argument 'The new facility requires radically new working practices.' The data are used to test a proposed integration of Barley and Tolbert's (1997) model of the psychological mechanisms involved in institutionalization with a political model of how motives vary during the stages of organizational change. There is some empirical support for a congruence between the two models, namely, that psychological encoding matches with political recognition, psychological enactment matches with political transition, and psychological replication and externalization match with political consolidation.

Item type: Article
ID code: 3731
Keywords: institutionalisation, organisational change, rhetoric, health, change management, Commerce, Management. Industrial Management, Risk Management, Strategy and Management, Social Sciences(all), Management of Technology and Innovation
Subjects: Social Sciences > Commerce
Social Sciences > Industries. Land use. Labor > Management. Industrial Management
Social Sciences > Industries. Land use. Labor > Risk Management
Department: Strathclyde Business School > Strategy and Organisation
Strathclyde Business School
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    Depositing user: Strathprints Administrator
    Date Deposited: 31 Jul 2007
    Last modified: 04 Sep 2014 10:31
    URI: http://strathprints.strath.ac.uk/id/eprint/3731

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