Abstract
Corporate restructuring has been increasing among the nation's hospitals, but little research has been devoted to assessing how, if at all, this phenomenon affects hospital management and policymaking. This study examines CEO-board relationships in corporately restructured hospitals in relation to more traditionally structured institutions. Analysis of survey responses from 1,179 restructured and 2,010 nonrestructured hospitals indicates that boards of restructured hospitals provide CEOs with greater operational flexibility and control but, at the same time, hold them more accountable for their performance.
| Original language | English (US) |
|---|---|
| Pages (from-to) | 435-448 |
| Number of pages | 14 |
| Journal | Hospital and Health Services Administration |
| Volume | 33 |
| Issue number | 4 |
| State | Published - 1988 |
| Externally published | Yes |
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ASJC Scopus subject areas
- Leadership and Management
Cite this
CEO-board relationships under hospital corporate restructuring. / Alexander, J.; Morlock, Laura.
In: Hospital and Health Services Administration, Vol. 33, No. 4, 1988, p. 435-448.Research output: Contribution to journal › Article
}
TY - JOUR
T1 - CEO-board relationships under hospital corporate restructuring
AU - Alexander, J.
AU - Morlock, Laura
PY - 1988
Y1 - 1988
N2 - Corporate restructuring has been increasing among the nation's hospitals, but little research has been devoted to assessing how, if at all, this phenomenon affects hospital management and policymaking. This study examines CEO-board relationships in corporately restructured hospitals in relation to more traditionally structured institutions. Analysis of survey responses from 1,179 restructured and 2,010 nonrestructured hospitals indicates that boards of restructured hospitals provide CEOs with greater operational flexibility and control but, at the same time, hold them more accountable for their performance.
AB - Corporate restructuring has been increasing among the nation's hospitals, but little research has been devoted to assessing how, if at all, this phenomenon affects hospital management and policymaking. This study examines CEO-board relationships in corporately restructured hospitals in relation to more traditionally structured institutions. Analysis of survey responses from 1,179 restructured and 2,010 nonrestructured hospitals indicates that boards of restructured hospitals provide CEOs with greater operational flexibility and control but, at the same time, hold them more accountable for their performance.
UR - http://www.scopus.com/inward/record.url?scp=0023700170&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=0023700170&partnerID=8YFLogxK
M3 - Article
C2 - 10290098
AN - SCOPUS:0023700170
VL - 33
SP - 435
EP - 448
JO - Journal of Healthcare Management
JF - Journal of Healthcare Management
SN - 1096-9012
IS - 4
ER -