title: Strategic management and performance differences: nonprofit versus for-profit health organizations.
abstract: Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate.
authors.affiliation: School of Business Administration, University of Wisconsin-Milwaukee, USA. tcreeves@uwm.edu
authors.forename: Terrie C
authors.initials: TC
authors.lastname: Reeves
authors.forename: Eric W
authors.initials: EW
authors.lastname: Ford
mesh_terms: D019985:Benchmarking; D003659:Decision Making, Organizational; D017598:Efficiency, Organizational; D005376:Financial Management; D006302:Health Services Research; D017722:Hospital Charges; D017721:Hospital Costs; D006777:Hospitals, Proprietary / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D006788:Hospitals, Voluntary / Q000191:economics / Q000458:organization & administration* / Q000592:standards; D009936:Organizational Innovation; D010067:Ownership / Q000145:classification*; D011361:Professional Competence; D013598:Systems Theory; D014481:United States