Strategic Management and Performance Differences: Nonprofit versus For-Profit Health Organizations

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Eric W. Ford, Professor (Creator)
The University of North Carolina at Greensboro (UNCG )
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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 HSO’s 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.

Additional Information

Reeves, T. C. and Ford, E. W. (2004). Strategic Management and Performance Differences: Nonprofit versus For-Profit Health Care Organizations. Health Care Management Review. Volume 29 (4), pp. 298-308.
Language: English
Date: 2004
Financial performance, For-profit organizations, Nonprofit organizations, Rasch analysis, Strategic management

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