Market Competition, Political Constraint, and Managerial Practice in Public, Nonprofit, and Private American Hospitals

Johansen, Morgen; Zhu, Ling

doi:10.1093/jopart/mut029

Cited by 53 publications

(44 citation statements)

References 46 publications

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“…Second, in line with prior research on the antecedents of diversity attitudes and diversity initiatives in organizations (Adams & Funk, ; Dezsö & Ross, ; Johansen & Zhu, ; Konrad & Linnehan, ; Linnehan et al, ; Richard et al, ; Sawyerr et al, ), our findings confirm that executives' individual characteristics are valid predictors of diversity perspectives. Prior research usually assumes that these characteristics act independently; however, the inconsistency of the findings highlights the need to consider the complexity of antecedents.…”

Section: Discussionsupporting

confidence: 89%

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

Bader

Kemper

Froese³

2018

Human Resource Management

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Diversity perspectives are philosophies of or approaches to diversity held by organizations, groups, or executives. They are important for organizations because they can determine the success or failure of diversity in the workforce. However, little is known about the predictors of diversity perspectives among executives. Using fuzzy set qualitative comparative analysis, we analyzed 50 interviews with top executives in Germany to identify individual and organizational characteristics that predict executives' adoption of a diversity perspective, in particular of a value‐in‐diversity perspective. Specifically, we analyzed gender, age, education level, vocational background, and tenure (individual characteristics), as well as size, sector of organization, and competitive environment (organizational characteristics), as potential predictors. We found single characteristics did not predict adoption, but configurations of characteristics did. Drawing on the person‐situation‐interactionist perspective, we developed specific profiles of executives likely to foster a value‐in‐diversity perspective and identified characteristics of their work environments that support such an approach. Theoretical and practical implications are discussed.

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Section: Discussionsupporting

confidence: 89%

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

Bader

Kemper

Froese³

2018

Human Resource Management

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“…While public management instruction focuses on organizational theory and behavior, which mainly centers on internal mechanisms of the organization, external influences stemming from publicness present additional challenges-and opportunities-to effective management and organizational performance. By harnessing the multiple factors of publicness, practitioners across sectors can help positively steer the direction of organizational behavior (Brewer and Brewer, 2011;Wheeler and Brady, 1998;Wittmer and Coursey, 1996) and performance Johansen and Zhu, 2014;Petrovsky, James & Boyne, 2015;Walker and Bozeman, 2011).…”

Section: Discussionmentioning

confidence: 99%

“…Studies in this area often consider the implications of leaders identifying and managing publicness in organizations across sectors (e.g., Andrew, Antonsen and Jorgensen, 1997;Johansen and Zhu, 2014). As publicness theory has developed (for summary, see Merritt et al, forthcoming), it has also become increasingly germane to educating and developing current and future managers to design their organizations to achieve public outcomes.…”

Section: Publicness Theorymentioning

confidence: 99%

Developing organizational leaders to manage publicness: A conceptual framework

Merritt

Farnworth

Kienapple

2018

Journal of Public Affairs Education

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Students enrolled in programs accredited by the Network of Schools of Public Policy, Affairs, and Administration (NASPAA) are increasingly seeking careers outside of classic government organizations. Considering the diversity of job placements with respect to sector (i.e., government, private for-profit, nonprofit), public affairs students may benefit from in-course instruction that aims to develop management competencies that are applicable to any sector.Educating students on publicness theory, specifically managing to achieve public outcomes (i.e., managing publicness), may position these current and future organizational leaders to identify and effectively manage certain structures and institutions in their organization and the external environment. Accordingly, this study provides a conceptual framework in the form of a research-intensive assignment that will equip public affairs students with a working view of how publicness applies to their organizations. By engaging in this research, students acquire practical tools that allow them to consider publicness in their management strategies and decisions regardless of their sector of employment.

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“…For this analysis, we focus on the 476 returned surveys from top managers in nonprofit hospitals. An analysis of survey nonresponses finds no evidence for reporting bias associated with hospital size, geographic area, ownership, and service specialization (Johansen & Zhu, ; Zhu, Robinson, & Torenvlied, ).…”

Section: Methodsmentioning

confidence: 99%

Human resource management, employee engagement, and nonprofit hospital performance

Johansen

Sowa

2019

Nonprofit Mgmnt & Ldrshp

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Human resource management (HRM) has been shown to impact organizational performance, but more research is needed on particular human resource (HR) practices in nonprofits and their effect on performance. In this article, we explore one HRM practice argued to influence performance, employee engagement in decision‐making, examining whether involving staff at different levels of a nonprofit affects nonprofit organizational performance. Drawing on data from a 2011 study of nonprofit hospitals, we find employee engagement has a positive influence on managerial and stakeholder perceptions of organizational performance. Employee engagement in decision‐making is also related to objective nonprofit performance measures, although the effects are less consistent. We conclude by discussing the implications of these findings for nonprofit research and practice.

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Market Competition, Political Constraint, and Managerial Practice in Public, Nonprofit, and Private American Hospitals

Cited by 53 publications

References 46 publications

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

Who promotes a value‐in‐diversity perspective? A fuzzy set analysis of executives’ individual and organizational characteristics

Developing organizational leaders to manage publicness: A conceptual framework

Human resource management, employee engagement, and nonprofit hospital performance

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