Regionalizing healthcare in Alberta: legislated change, uncertainty and loose coupling

Article Abstract:

Research suggests that a higher level of loose coupling in a given organization creates greater difficulties in affecting organizational change and increases the likelihood of unanticipated consequences. Findings were obtained from studies of government regulation of the health care industry in Alberta, Canada.

Legal issues & crime, Government regulation (cont), Government regulation, Organizational history, Legal/Government Regulation, Laws, regulations and rules, Health care industry, Company restructuring/company reorganization, Reorganization and restructuring, Company organization, Organizational structure

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Legitimizing a new role: Small wins and microprocesses of change

Article Abstract:

The manner in which individual actors institute changes in established ways of working is discussed. Empirical evidence of a different relationship between agency and embeddedness, on in which actors use their embeddedness as a positive foundation for implementing desired change is presented.

United States, Venture Analysis, Business enterprises, Change management

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Regionalizing Healthcare in Alberta: Legislated Change, Uncertainty and Loose Coupling

Article Abstract:

The authors propose conceptualizing the influence of environmental and task uncertainty via the nature of coupling occurring between organizational elements to improve understanding of the process of change. This approach is applied to Alberta health care system reform.

Operations Research, Methods, Management research, Medical policy, Health policy, Health care reform, Uncertainty

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