CONVERTING TO FOR-PROFIT STATUS: CORPORATE RESPONSIVENESS TO RADICAL CHANGE.
Academy of Management JournalPublished 1 September 1990
Ari Ginsberg, Ann K. Buchholtz
Citations147
SJR quartileQ1
SJR score10.53
SNIP3.95
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
This study examined organizational adaptation to a radical environmental shift—a dramatic change in federal policies toward health maintenance organizations (HMOs) that removed key advantages of no...
Keywords
Health ProfessionsEconomics, Econometrics and Finance
American Journal of SociologyInstitutionalized Organizations: Formal Structure as Myth and Ceremony
27,295 Citations1977John W. Meyer, Brian Rowan
Advances in strategic managementThe iron cage revisited institutional isomorphism and collective rationality in organizational fields
25,994 Citations2004Paul DiMaggio, Walter W. Powell
The Economic JournalAn Evolutionary Theory of Economic Change.
21,720 Citations1983Brian J. Loasby, Richard R. Nelson +1 more
Competitive Strategy: Techniques for Analyzing Industries and Competitors
16,836 Citations1980Michael E. Porter
Journal of Economic IssuesThe Economic Institutions of Capitalism
14,988 Citations1987William M. Dugger
Industrial and Labor Relations ReviewMen and Women of the Corporation.
7,350 Citations1978George Strauss, Rosabeth Moss Kanter
Administrative Science QuarterlyEducational Organizations as Loosely Coupled Systems
7,206 Citations1976Karl E. Weick
An evolutionary theory of economic change
6,324 Citations1982Winter, G Sidney
Analysis of Survival Data
5,999 Citations2018D. R. Cox, David Oakes
Teaching SociologyOrganizations: Rational, Natural, and Open Systems
5,267 Citations1988Rita Braito, W. Richard Scott
SSRN Electronic JournalA Behavioral Theory of the Firm
4,905 Citations1963Richard M. Cyert, James G. March
Public Productivity ReviewThe Concept of Corporate Strategy
4,150 Citations1987Tom Iverson, Kenneth R. Andrews
Administrative Science QuarterlyThe Adolescence of Institutional Theory
3,676 Citations1987W. Richard Scott
The American Historical ReviewThe Social Transformation of American Medicine
3,287 Citations1984Judith Walzer Leavitt, Paul Starr
Academy of Management ReviewOrganizations and Environments
2,915 Citations1980James G. Hougland, Jon M. Shepard +1 more
Administrative Science QuarterlyInstitutional Sources of Change in the Formal Structure of Organizations: The Diffusion of Civil Service Reform, 1880-1935
2,891 Citations1983Pamela S. Tolbert, Lynne G. Zucker
Management ScienceThe Adoption of Radical and Incremental Innovations: An Empirical Analysis
2,455 Citations1986Robert D. Dewar, Jane E. Dutton
Academy of Management JournalOrganizational Innovation: The Influence of Individual, Organizational, and Contextual Factors on Hospital Adoption of Technological and Administrative Innovations.
2,335 Citations1981John R. Kimberly, Michael J. Evanisko
Individual, organizational, and contextual variables were found to be much better predictors of hospital adoption of technological innovations than of administrative innovations.
Teaching SociologyComplex Organizations: A Critical Essay
2,198 Citations1990Neil Fligstein, Charles Perrow
Administrative Science QuarterlyOrganizational Environments: Ritual and Rationality.
1,711 Citations1985David L. Clark, John W. Meyer +1 more
Management ScienceStrategic Decision Processes in High Velocity Environments: Four Cases in the Microcomputer Industry
1,507 Citations1988L. J. Bourgeois, Kathleen M. Eisenhardt
An imperative to make major decisions carefully but to decide quickly; to have a powerful, decisive CEO and a simultaneously powerful top management team; to seek risk and innovation, but to execute a safe, incremental implementation; and despite the apparent paradox, effective firms do all of these simultaneously.
Academy of Management ReviewOrganizations: A Quantum View
1,482 Citations1984Robert J. House, Danny Miller +1 more
The Bell Journal of EconomicsEntry, Capacity, Investment and Oligopolistic Pricing
1,167 Citations1977A. Michael Spence
Journal of the American Statistical AssociationSocial Dynamics: Models and Methods.
1,092 Citations1985Barry V. Bye, John C. Hennessey +2 more
Administrative Science QuarterlyOrganizational Adaptation: Strategic Choice and Environmental Determinism
1,090 Citations1985Lawrence G. Hrebiniak, William F. Joyce
Management ScienceEffectiveness as Paradox: Consensus and Conflict in Conceptions of Organizational Effectiveness
966 Citations1986Kim S. Cameron
Academy of Management JournalStrategic Change: The Effects Of Founding And History
613 Citations1989Warren Boeker
Academy of Management ReviewAdaptation: A Promising Metaphor for Strategic Management
591 Citations1982Balaji S. Chakravarthy
Administrative Science QuarterlyDynamics of Interorganizational Attachments: Auditor-Client Relationships
545 Citations1988Daniel A. Levinthal, Mark Fichman
Administrative Science QuarterlyOrganizational Change and Organizational Mortality
525 Citations1986Jitendra V. Singh, Robert J. House +1 more
Strategic Management JournalChanging generic strategies: Likelihood, direction, and performance implications
506 Citations1989Edward J. Zajac, Stephen M. Shortell
The study proposes two sources of theoretical tension relating to changing strategies: the notion of equally viable generic strategies versus particularly appropriate strategy/environment combinations, and the relative influence of process versus content issues.
Journal of Business StrategyTHE NEED FOR STRATEGIC FLEXIBILITY
356 Citations1984David A. Aaker, Briance Mascarenhas
Administrative Science QuarterlyOrganization Context and Structure: An Abbreviated Replication
352 Citations1970James Inkson, D. S. Pugh +1 more
Strategic Management JournalMeasuring and modelling changes in strategy: Theoretical foundations and empirical directions
346 Citations1988Ari Ginsberg
A framework for assessing and modelling changes in strategy is developed and what methods of observation and analysis are employed to provide a basis for circumscribing, evaluating, and directing future research is reviewed.
Social Science ResearchA stochastic model of organizational mortality: Review and reanalysis
300 Citations1983Glenn R. Carroll
Journal of Policy Analysis and ManagementHow Nonprofits Grow: A Model
266 Citations1983Estelle James
When nonprofit organizations operate in a field of service that might otherwise be provided by government or by for-profit organizations, such as schools, hospitals, or museums, their decisions on the type and amount of services to be delivered are motivated by factors that are quite distinctive.
Administrative Science QuarterlyThe Collective Strategy Framework: An Application to Competing Predictions of Isomorphism
262 Citations1988Christine Oliver
Strategic Management JournalCompetitors' responses to easily imitated new products—exploring commercial banking product introductions
249 Citations1985Ian C. MacMillan, Mary Lynn McCaffery +1 more
Management ScienceInertia, Environments, and Strategic Choice: A Quasi-Experimental Design for Comparative-Longitudinal Research
242 Citations1986Elaine Romanelli, Michael L. Tushman
This paper develops a research design for examining the relative influence of managers and environments on organizational activity over time and describes procedures for operationalizing two basic parameters of research design.
Administrative Science QuarterlyDynamics of Publisher Succession in Newspaper Organizations
217 Citations1984Glenn R. Carroll
National Academies Press eBooksFor-Profit Enterprise in Health Care
194 Citations1986Bradford H. Gray
Strategic Management JournalShifting gears: Enabling change in corporate aggressiveness
187 Citations1990Charles J. Fombrun, Ari Ginsberg
The corporate strategies of multi-business firms are interpreted as patterns in their aggregate deployment of resources to functional uses across businesses, supporting the view that prior performance and sector volatility have a curvilinear impact on the propensity of firms to change their corporate aggressiveness.
Advances in strategic managementIntraindustry structure and the ease of strategic change
174 Citations2004Sharon M. Oster
Contemporary Sociology A Journal of ReviewsPolitics and Health Care Organization: HMOs as Federal Policy.
105 Citations1984Claire Kohrman, Lawrence D. Brown
The Bell Journal of EconomicsPricing Rules for Hospitals
49 Citations1979Jeffrey E. Harris
This paper shows how this pricing practice can play a critical role in compensating for distortions and inequalities in existing health insurance coverage and suggests that the frequently cited norm of average cost pricing in hospitals may have serious drawbacks.
Journal of Health Politics Policy and LawNonprofit and for-Profit Medical Care: Shifting Roles and Implications for Health Policy
36 Citations1987Mark Schlesinger, T. R. Marmor +1 more
There is a consistent influence of ownership on the delivery of health services because the effects of ownership are mediated in complex ways by characteristics of the services being delivered and the training of health care providers.
Journal of Management StudiesA MATHEMATICAL MODEL OF THE ADAPTIVE BEHAVIOUR OF ORGANIZATIONS
35 Citations1986Peter H. Friesen, Danny Miller
A mathematical model is developed to show the way organizations adapt to changing environments, using a Markovian representation and three types of environments are examined to test the implications that the model has for adopting strategies of generalism vs. specialism, concerted ‘quantum’ 71,s.
The Milbank Memorial Fund Quarterly Health and SocietyHMOs, Competition, and Government
24 Citations1975Richard McNeil, Robert E. Schlenker
The role of three sets of forces affecting the development of health maintenance organizations (HMOs) during the early 1970s are considered: legal restrictions, market conditions, and the federal government's policy stance.
PubMedHMOs don't have to fail.
12 Citations1982Harrison Dh, Kimberly
Good management techniques can help HMO managers-whether they are community-spirited citizens or seasoned executives-overcome many of the problems that plague HMO plans: out-of-control utilization rates, growth that can occur overnight, conflict between the values of HMOs and of the physicians that staff them, and competitors in the health field.
Journal of Management StudiesA LONGITUDINAL ANALYSIS OF THE CONTEXT AND STRUCTURE OF A LARGE BRITISH FINANCIAL INSTITUTION
7 Citations1977Martin Evans, Will McQuillan
The Milbank Memorial Fund Quarterly Health and SocietyThe Federal Government as Venture Capitalist: How Does It Fare?
7 Citations1980John K. Iglehart
The federal government's interest in promoting the development of HMOs is a unique experiment in venture capitalism that has made some notable progress as an outpost of marketplace solutions to the problems of production, distribution, and financing of health care.
