Extending Miles &amp; Snow's strategy choice typology to the German hospital sector

Helmig, Bernd; Hinz, Vera; Ingerfurth, Stefan

doi:10.1016/j.healthpol.2014.06.006

Cited by 26 publications

(24 citation statements)

References 49 publications

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“…The Miles and Snow typology has received considerable attention in both strategic management and organizational research ( Fiss, 2011 ), including application to hospitals ( Helmig, Hinz, & Ingerfurth, 2014 ; Shortell & Zajac, 1990 ; Zajac & Shortell, 1989 ). Some studies have also discussed typologies that combine Miles and Snow’s approach and March’s exploration and exploitation perspective ( Fiss, 2011 ; Helmig et al, 2014 ). We speculate that, to the extent such broad strategic types exist, the partnering behavior of hospital may fall into similar categories.…”

Section: Discussionmentioning

confidence: 99%

A taxonomy of hospitals based on partnerships for population health management

Noh¹,

Potthoff²,

Begun³

2018

Health Care Manage Rev

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Background: Hospitals face growing pressures and opportunities to engage with partner organizations in efforts to improve population health at the community level. Variation has been observed in the degree to which hospitals develop such partnerships. Purpose: The aim of this study was to generate a taxonomy of hospitals based on their partnerships with external organizations, employing the theoretical notion of organizations’ focus on exploration versus exploitation. Methodology: With 1,238 valid cases from the 2015 American Hospital Association Population Health Survey, our study uses items asking about the level of partnership strength for 36 named partner types. Excluding three variables with low reliability, 33 variables are classified into six partner groups by factor analysis. Then, cluster analysis is conducted to generate a taxonomy of hospitals based on their partnerships with the six partner groups. Findings: Of 1,238 hospitals, 26.1% are classified as exploratory hospitals that develop more collaborative relationships with partners outside the medical sector. Exploitative hospitals (18.3%) focus on relationships with traditional medical sector partners. Ambidextrous hospitals (27.0%) develop partnerships both in and outside the medical sector. Finally, independent hospitals (28.6%) do not establish strong partnerships. Larger hospitals, not-for-profit hospitals, and teaching hospitals are more likely to be classified as exploratory. Practice Implications: The four-cluster taxonomy can provide hospital and health system leaders and managers with a better understanding of the wide variation in partnerships that hospitals establish and insights into their different strategic options with regard to partnership development.

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Section: Discussionmentioning

confidence: 99%

A taxonomy of hospitals based on partnerships for population health management

Noh¹,

Potthoff²,

Begun³

2018

Health Care Manage Rev

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“…The situation arises due to the lack of personnel with sufficient qualifications to develop a vision and exercise thoughtful control over the implementation of the ideas The authors insist that the criteria for the strategy's classification are "The Entrepreneurial Problem "(choice of market, product, technology); "The Engineering Problem "(technological process support; "The Administrative Problem "(formation of a structure that provides effective decision-making and control of resources) (Miles & Snow, 1978). Source: adapted by the author from Miles & Snow (1978); Zahra & Pearce (1990); Asoh (2004); Helmig, Hinz, & Ingerfurth (2014).…”

Section: Reactorsmentioning

confidence: 99%

“…However, despite its evident popularity, the model of Miles & Snow (1978) has certain limitations. So, Helmig et al (2014), analyzing the health sector, faced with the fact that the "pure "matrix does not work; had to resort to the hybrid method; considering strategies "inbetween either prospector and analyzer or defender and analyzer " (Helmig et al;2014, p. 8). Gimenez (2000) showed that the enterprises (150) he studied applied the four strategies discussed; that they allow companies adapting to competitive conditions; At the same time, he noted that this is true when there are mainly small businesses on the market.…”

Section: Reactorsmentioning

confidence: 99%

Organizational Culture and Business Strategy: Connection and Role for A Company Survival

Krupskyi¹,

Kuzmytska²

2020

CEBR

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The purpose of the article was 1) to assess the relationship between the organizational culture (OC) type and business strategy (BS); 2) to prove that OC influences the survival strategy success/implementation; 3) to contribute to the expansion of organizational theory by analyzing the Boston Consulting Group (BCG) strategy palette as the basis for developing an effective company survival strategy during the crisis. To achieve the purpose, correlation analysis between OC types (authors' typology) and BS (Boston Consulting Group and Miles & Snow Models) was used (561 employees of different industries participated in the survey; the data collected laid the foundation for the research). As a result, it was proved that 1) certain types of organizational culture correspond to certain types of strategies; 2) during the period when the company overcomes the recession, OC affects strategic innovation decisions; 3) building a sustainable business ecosystem enhances the positive impact. The main limitations of the study are 1) some elements of subjectivity assessment, 2) constant changes in OC and BS, 3) the probability of different subcultures coexistence. Implications for a Central European audience: The results confirmed that there is a need for managers to 1) take into account the organizational culture characteristics/features to implement chosen strategies successfully; 2) be ready to adapt the OC before the BS is approved; 3) adopt the idea that building an innovation ecosystem can be crucial to confront the crisis with confidence.

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“…In response to increasing competitive pressure induced by regulatory reforms, hospitals have striven to achieve distinct strategic positioning vis-àvis competing hospitals (Bazzoli et al, 2004). The framework of strategic typologies developed by divides hospitals into different organizational types: prospectors, analyzers, defenders and reactors (Short et al, 2002;Kober et al, 2007;Helmig et al, 2014). However, empir-ical evidence on how CEO attitudes determine those strategic directions of hospitals is scarce.…”

Section: Literature Review Theoretical Considerations and Research Qmentioning

confidence: 99%

The effects of entrepreneurial orientation on strategy choice and management control in nonprofit organizations

Rüsch

Lachmann

Wilkesmann

et al. 2019

Problems and Perspectives in Management

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In light of increasing relevance of strategic considerations in the nonprofit sector, this study investigates the entrepreneurial orientation of nonprofit CEOs and its linkage to strategic decision-making. The study provides initial insights into the types and effects of CEO entrepreneurial orientation, corresponding strategic choices, and differences in the implementation of strategies through managerial control in nonprofit organizations. Semi-structured expert interviews were conducted with the top managers of German nonprofit hospitals. The interviews were evaluated using qualitative content analysis. The findings are consistent with upper echelon theory, which considers management characteristics to be a determinant of strategic decision making, acting as a mediator between the external environment and strategic choices. The analysis includes two levels: (1) the entrepreneurial orientation of nonprofit CEOs at the individual level and (2) strategic choices on competitive strategies and their implementation at the organizational level. The findings show that the competitive environment evokes different types of entrepreneurial orientation that influence the approach of nonprofit CEOs to strategic decisions and implementation processes. Highly entrepreneurial CEOs prefer prospector strategies over defender or reactor strategies. CEOs with low levels of entrepreneurial orientation tend to use controls diagnostically, whereas CEOs exhibiting medium to high levels of entrepreneurial orientation use controls interactively. This study extends the existing literature by providing evidence of the types of managerial entrepreneurial orientation in nonprofit organizations and the resulting effects on strategic planning and implementation processes. This paper thus sheds light on a key determinant of strategic decision-making and implementation in nonprofit organizations.

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Extending Miles & Snow's strategy choice typology to the German hospital sector

Cited by 26 publications

References 49 publications

A taxonomy of hospitals based on partnerships for population health management

A taxonomy of hospitals based on partnerships for population health management

Organizational Culture and Business Strategy: Connection and Role for A Company Survival

The effects of entrepreneurial orientation on strategy choice and management control in nonprofit organizations

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