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| Tekijä: | Choi, S. (et al.) |
| Otsikko: | Executive management in radical change - the case of the Karolinska University Hospital merger |
| Lehti: | Scandinavian Journal of Management
2011 : MAR, VOL. 27:1 p. 11-23 |
| Asiasana: | Scandinavia Nordic countries integration professional organizations health service public sector Sweden |
| Kieli: | eng |
| Tiivistelmä: | Based on the merger of two university hospitals in Sweden, this paper explores top management's work in implementing radical change initiatives. The proposed case confirms the limitations of the classic top-down approach to radical change in professional organizations. An important paradox is also identified: in contrast to contemporary change literature prescription, initial managerial success seems to impair the change process further down the organization. A key finding is that when mergers are used as tools to effect radical change in politically ambiguous environment, management appears to be limited to initiate change and to take the role of the scapegoat due to inherent factors in the change process. |
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