Structuring ambiguity in hospital governance

Gerard Scholten*, L. Muijsers - Creemers, Jan Moen, Roland Bal

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

English publication of dissertation (2016) L. Muijsers-Creemers (ISBN: 978-94-6169-928-2).

This empirical, multicase research into developing governance structures highlights the strategies of four Dutch hospitals to strengthen their governability. The hospitals studied choose to commit themselves to duality as their starting point for structuring governance arrangements. All of them create positions of doctors and managers that are based on consensual decision making and common responsibility, in this way structuring governance at hospital level and unit level. Interestingly, they consciously choose to create ambiguous positions keeping formalization by rules and job descriptions low. Efficacy of dual hospital governance depends heavily on personal strength, mutual understanding, and trust of the incumbents, which offers new chances for governability but also harbors vulnerability to hospital governance.
Original languageEnglish
Pages (from-to)443-457
Number of pages15
JournalInternational Journal of Health Planning and Management
Volume34
Issue number1
Early online date23 Oct 2018
DOIs
Publication statusPublished - 2019

Fingerprint

Job Description
Hospital Units
Empirical Research
Publications
Decision Making

Keywords

  • Dutch hospitals; decision-making arrangements; dual governance; hospital governance; structuring
  • MANAGEMENT
  • PROFESSIONALS
  • Dutch hospitals
  • structuring
  • hospital governance
  • dual governance
  • MEDICINE
  • decision-making arrangements
  • CHALLENGES

Cite this

Scholten, Gerard ; Muijsers - Creemers, L. ; Moen, Jan ; Bal, Roland. / Structuring ambiguity in hospital governance. In: International Journal of Health Planning and Management. 2019 ; Vol. 34, No. 1. pp. 443-457.
@article{7e2e5bfe67ea4b9fa411d16a16421951,
title = "Structuring ambiguity in hospital governance",
abstract = "English publication of dissertation (2016) L. Muijsers-Creemers (ISBN: 978-94-6169-928-2).This empirical, multicase research into developing governance structures highlights the strategies of four Dutch hospitals to strengthen their governability. The hospitals studied choose to commit themselves to duality as their starting point for structuring governance arrangements. All of them create positions of doctors and managers that are based on consensual decision making and common responsibility, in this way structuring governance at hospital level and unit level. Interestingly, they consciously choose to create ambiguous positions keeping formalization by rules and job descriptions low. Efficacy of dual hospital governance depends heavily on personal strength, mutual understanding, and trust of the incumbents, which offers new chances for governability but also harbors vulnerability to hospital governance.",
keywords = "Dutch hospitals; decision-making arrangements; dual governance; hospital governance; structuring, MANAGEMENT, PROFESSIONALS, Dutch hospitals, structuring, hospital governance, dual governance, MEDICINE, decision-making arrangements, CHALLENGES",
author = "Gerard Scholten and {Muijsers - Creemers}, L. and Jan Moen and Roland Bal",
note = "English publication dissertation (2016) L. Muijsers-Creemers (ISBN: 978-94-6169-928-2).",
year = "2019",
doi = "10.1002/hpm.2693",
language = "English",
volume = "34",
pages = "443--457",
journal = "International Journal of Health Planning and Management",
issn = "0749-6753",
publisher = "John Wiley and Sons Ltd",
number = "1",

}

Scholten, G, Muijsers - Creemers, L, Moen, J & Bal, R 2019, 'Structuring ambiguity in hospital governance', International Journal of Health Planning and Management, vol. 34, no. 1, pp. 443-457. https://doi.org/10.1002/hpm.2693

Structuring ambiguity in hospital governance. / Scholten, Gerard; Muijsers - Creemers, L.; Moen, Jan; Bal, Roland.

In: International Journal of Health Planning and Management, Vol. 34, No. 1, 2019, p. 443-457.

Research output: Contribution to journalArticleAcademicpeer-review

TY - JOUR

T1 - Structuring ambiguity in hospital governance

AU - Scholten, Gerard

AU - Muijsers - Creemers, L.

AU - Moen, Jan

AU - Bal, Roland

N1 - English publication dissertation (2016) L. Muijsers-Creemers (ISBN: 978-94-6169-928-2).

PY - 2019

Y1 - 2019

N2 - English publication of dissertation (2016) L. Muijsers-Creemers (ISBN: 978-94-6169-928-2).This empirical, multicase research into developing governance structures highlights the strategies of four Dutch hospitals to strengthen their governability. The hospitals studied choose to commit themselves to duality as their starting point for structuring governance arrangements. All of them create positions of doctors and managers that are based on consensual decision making and common responsibility, in this way structuring governance at hospital level and unit level. Interestingly, they consciously choose to create ambiguous positions keeping formalization by rules and job descriptions low. Efficacy of dual hospital governance depends heavily on personal strength, mutual understanding, and trust of the incumbents, which offers new chances for governability but also harbors vulnerability to hospital governance.

AB - English publication of dissertation (2016) L. Muijsers-Creemers (ISBN: 978-94-6169-928-2).This empirical, multicase research into developing governance structures highlights the strategies of four Dutch hospitals to strengthen their governability. The hospitals studied choose to commit themselves to duality as their starting point for structuring governance arrangements. All of them create positions of doctors and managers that are based on consensual decision making and common responsibility, in this way structuring governance at hospital level and unit level. Interestingly, they consciously choose to create ambiguous positions keeping formalization by rules and job descriptions low. Efficacy of dual hospital governance depends heavily on personal strength, mutual understanding, and trust of the incumbents, which offers new chances for governability but also harbors vulnerability to hospital governance.

KW - Dutch hospitals; decision-making arrangements; dual governance; hospital governance; structuring

KW - MANAGEMENT

KW - PROFESSIONALS

KW - Dutch hospitals

KW - structuring

KW - hospital governance

KW - dual governance

KW - MEDICINE

KW - decision-making arrangements

KW - CHALLENGES

U2 - 10.1002/hpm.2693

DO - 10.1002/hpm.2693

M3 - Article

VL - 34

SP - 443

EP - 457

JO - International Journal of Health Planning and Management

JF - International Journal of Health Planning and Management

SN - 0749-6753

IS - 1

ER -