Quasi Firms: Strategic Interorganizational Forms in the Health Care Industry
Academy of Management ReviewPublished 1 January 1989
Roice D. Luke, James W. Begun, Dennis D. Pointer
Citations116
SJR quartileQ1
SJR score14.40
SNIP6.11
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.
TL;DR
Mechanisms that are needed to ensure the continuity of quasi firms are explored, and an agenda for further research is given.
Abstract
In response to significant political, governmental, and socioeconomic changes affecting the health care industry, health care organizations are forming a wide variety of loosely coupled interorganizational arrangements. In this article, loosely coupled forms are classified according to the extent to which they are designed to achieve strategic purposes. The quasi firm is defined as a loosely coupled arrangement created to achieve long-lasting and important strategic purposes. Mechanisms that are needed to ensure the continuity of quasi firms are explored, and an agenda for further research is given.
Keywords
Business, Management and Accounting
Administrative Science QuarterlyEducational Organizations as Loosely Coupled Systems
7,206 Citations1976Karl E. Weick
The Structuring of Organizations
4,244 Citations1989Henry Mintzberg
Strategic Management JournalNetworks: Between markets and hierarchies
2,228 Citations1986Hans B. Thorelli
European Journal of Operational ResearchHandbook of organizational design
1,886 Citations1982A. F. G. Hanken
Academy of Management ReviewStrategies for Change: Logical Incrementalism
1,472 Citations1982Joseph E. McCann, James Brian Quinn
Journal of Economic Behavior & OrganizationThe quasifirm in the construction industry
868 Citations1981Robert G. Eccles
Academy of Management ReviewOn the Nature, Formation, and Maintenance of Relations Among Organizations<sup/>
650 Citations1976Andrew H. Van de Ven
Annual Review of SociologyCommunity Structure as Interorganizational Linkages
588 Citations1978Edward O. Laumann, Joseph Galaskiewicz +1 more
Academy of Management ReviewCollective Strategy: Social Ecology of Organizational Environments.
523 Citations1983W. Graham Astley, Charles J. Fombrun
Competitive Advantage
230 Citations2015Lawrence D. Fredendall, E P HILL
Administrative Science QuarterlyStructural Dynamics within and between Organizations
194 Citations1986Charles J. Fombrun
Administrative Science QuarterlyBureaucratic versus Craft Administration: The Relationship of Market Structure to the Construction Firm
166 Citations1981Robert G. Eccles
Academy of Management ReviewCollective Strategy: Vice or Virtue?
152 Citations1986Rudi K. F. Bresser, Johannes E. Harl
Academy of Management ReviewInterdependence: An Alternative Conceptualization
150 Citations1987Bart Victor, Richard S. Blackburn
Academy of Management ReviewInterorganizational Cooperation and Decision Making Autonomy in a Consortium Multihospital System
146 Citations1984Keith G. Provan
This paper discusses interorganizational relationships within one type of multihospital system, a consortium, andotheses are proposed explaining how the general strategic-level decisions of hospitals may be influenced as a result of consortium affiliation.
Academy of Management ReviewA Life-Cycle Model of Organizational Federations: The Case of Hospitals
107 Citations1987Thomas A. D'Aunno, Howard S. Zuckerman
A life-cycle model of federations that focuses on factors that influence the transition from one stage to another is introduced.
Health AffairsMultihospital Systems: Issues and Empirical Findings
103 Citations1984Dan Ermann, Jon R. Gabel
Based on a synthesis of empirical studies, economists Dan Ermann and Jon Gabel of the National Center for Health Services Research challenge many of these conventional judgments about the multihospital systems that have been evolving in recent years.
Academy of Management ReviewLimiting the Scope of Strategy: A Decision Based Approach
52 Citations1982Robert C. Shirley
Health AffairsDeath of a Paradigm: The Challenge of Competition
49 Citations1984Jeff Goldsmith
Jeff Goldsmith argues that the realities of the American medical care system are quite different and the industry is already in the throes of twin revolutions in the financing and delivery of care and public policymakers have played only a minor role thus far.
Health Care Management ReviewVertical integration: exploration of a popular strategic concept
46 Citations1986Montague Brown, Barbara P. McCool
Medical Care ReviewCompetition and Market Failure in the Hospital Industry: A Review of the Evidence
17 Citations1986Richard J. Arnould, Lawrence M DeBrock
PubMedIndustry distinctiveness: implications for strategic management in health care organizations.
4 Citations1987Luke Rd, James W. Begun
With regard to training of health services administrators, education should be strengthened in the area of strategy development, with appropriate recognition given to the distinctiveness of the health care industry.