Understanding change recipient's response to change management in Chinese hospitals
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(Published version)
Date
2016
Authors
Gurd, B.W.
Gao, T.
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Chinese Management Studies, 2016; 10(4):675-691
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Abstract
Purpose: In a time of significant change in Chinese hospitals, understanding the change recipient’s responses is critical. A model of their responses to change was constructed from previous models and compared with a case study of dramatic change in a Chinese hospital. A new model is produced which may be generalizable to other Chinese hospitals. Design/methodology/approach: Two existing models of organizational change were merged and the new model was tested using data collected from a research site in a single Chinese hospital where are change program included the balanced scorecard (BSC) performance management system, a new pay for performance system and significant strategic change. .Findings: A final revised model was created which builds in the external context including professional culture and national culture which have complex impacts on the individuals during a change process, both beneficial and harmful. Research limitations/implications: Multi-informants for data collection and longitudinal research design in future research would be required for further understanding of the relationships among the variables in this study. A single case study is not sufficient; broader testing is required. Practical implications: The factors that impact on change should be better understood by Chinese hospital managers. Originality/value: This is a new model which adds to the existing literature. Although it is primarily built around hospitals it may have relevance to other context in China.
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Copyright 2016 Emerald Group Publishing Limited
Access Condition Notes: Postprint only available on Open Access