In 2012 Performance measurement systems (PMSs) became compulsory in the Italian National Health Service (NHS). The objective of this article is to answer the following research question: How do health-care organizations set up their PMSs in order to make them coherent with the institutional context and the intra-organizational dynamics? The findings show how the similar behavior of the organizations may be considered a case of coercive isomorphism. This study confirmed many topics discussed in the performance measurement literature and opens a discussion of some new research questions.

When the rubber meets the road: isomorphism, rhetoric, and (mis)management of interinstitutional performance

VENDRAMINI, EMANUELE ANTONIO;LECCI, FRANCESCA;FILANNINO, CRISTINA
2014

Abstract

In 2012 Performance measurement systems (PMSs) became compulsory in the Italian National Health Service (NHS). The objective of this article is to answer the following research question: How do health-care organizations set up their PMSs in order to make them coherent with the institutional context and the intra-organizational dynamics? The findings show how the similar behavior of the organizations may be considered a case of coercive isomorphism. This study confirmed many topics discussed in the performance measurement literature and opens a discussion of some new research questions.
Vendramini, EMANUELE ANTONIO; Lecci, Francesca; Filannino, Cristina
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Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11565/3974558
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