Strategic management and performance differences: Nonprofit versus for-prof it health organizations

Terrie C. Reeves, Eric W. Ford

Research output: Contribution to journalArticlepeer-review

Abstract

Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate.

Original languageEnglish (US)
Pages (from-to)298-308
Number of pages11
JournalHealth Care Management Review
Volume29
Issue number4
StatePublished - Oct 2004
Externally publishedYes

Keywords

  • Financial performance
  • For-profit organizations
  • Nonprofit organizations
  • Rasch analysis
  • Strategic management

ASJC Scopus subject areas

  • Health(social science)
  • Health Professions(all)

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