title: Organizational transformation: a systematic review of empirical research in health care and other industries.
abstract: Health care organization leaders and policy makers seeking ways to reform the delivery of health care have become increasingly interested in transformational change. To foster understanding of how organizational transformation occurs and to stimulate further research, we report findings from a systematic review of empirical research on transformational change in the health care and non-health care literature, with a focus on the antecedents, processes (or paths), and outcomes of transformational change. Fifty-six studies, of which 13 were in health care, met our selection criteria. With one exception, all were published since 1990, indicating the recent upsurge of interest in this area. Limited differences were found between health care and non-health care studies. Available research documents the multiplicity of factors affecting change and the complexity of their interactions, but less information is available about the processes of transformational change than about its antecedents and consequences. Research and practice implications are discussed.
authors.affiliation: University of Michigan, Ann Arbor, MI, USA. sylee@umich.edu
authors.forename: Shoou-Yih Daniel
authors.initials: SY
authors.lastname: Lee
authors.forename: Bryan J
authors.initials: BJ
authors.lastname: Weiner
authors.forename: Michael I
authors.initials: MI
authors.lastname: Harrison
authors.forename: C Michael
authors.initials: CM
authors.lastname: Belden
mesh_terms: D003695:Delivery of Health Care / Q000458:organization & administration*; D036262:Empirical Research; D006302:Health Services Research; D006801:Humans; D007221:Industry / Q000458:organization & administration; D009936:Organizational Innovation