title: Organizational change strategies within healthcare.
abstract: This study explores ways in which healthcare organizations can improve their organizational fitness for change using Beer and Nohria's framework of Theory E (concentrating on the economic value of change) and Theory O (concentrating on the organization's long-term capabilities for change). Data were collected from senior leaders/medical directors from health regions in Alberta. The results show that even though there is a tendency for reliance on Theory E change strategies, the respondents demonstrated other preferred approaches to change.
authors.affiliation: Faculties of Health Sciences and Management, University of Lethbridge, Alberta, Canada. claudia.steinke@uleth.ca
authors.forename: Claudia
authors.initials: C
authors.lastname: Steinke
authors.affiliation: Gustavson School of Business, University of Victoria, Victoria, British Columbia, Canada.
authors.forename: Ali
authors.initials: A
authors.lastname: Dastmalchian
authors.affiliation: Cardiff Business School, Cardiff University, Cardiff, Wales, United Kingdom.
authors.forename: Paul
authors.initials: P
authors.lastname: Blyton
authors.affiliation: Vancouver Island Health Authority, Nanaimo, British Columbia, Canada.
authors.forename: Paul
authors.initials: P
authors.lastname: Hasselback
mesh_terms: D000416:Alberta; D004059:Diffusion of Innovation; D017598:Efficiency, Organizational; D019538:Health Care Surveys; D006268:Health Facilities; D006801:Humans; D008962:Models, Theoretical; D009936:Organizational Innovation