Why outcomes management doesn't (always) work: an organizational perspective.
Insufficient attention to organizational issues has prevented outcomes management from achieving its full potential. This article examines the impact of structural, cultural, and cognitive factors on outcomes management. Organic structures differ from mechanistic ones in regard to the organization and implementation of the outcomes management function. Organizational cultures determine the degree of acquisition, sharing, and use of outcomes information by organization members. Cognitive factors affect the level of member compliance with outcomes management initiatives. This article also discusses managerial implications and develops research propositions.
School of Management, Widener University, USA.
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D003071:Cognition; D003659:Decision Making, Organizational; D003695:Delivery of Health Care / Q000458:organization & administration*; D017598:Efficiency, Organizational; D006302:Health Services Research; D015279:Organizational Culture; D009936:Organizational Innovation; D017063:Outcome Assessment, Health Care / Q000458:organization & administration*; D010559:Personnel Management; D010934:Planning Techniques; D011209:Power, Psychological; D014481:United States