Executive Management in Radical Change – The Case of Karolinska University Hospital Merger
2011 (English)In: Scandinavian Journal of Management, ISSN 0956-5221, Vol. 27, no 1, 11-23 p.Article in journal (Refereed) Published
Based on the merger of two Swedish university hospitals, this paper examines top management's work in implementing radical change initiatives. Our case confirms the limitations of the classic top-down approach to radical change in professional organizations. We also identify an important paradox: contrary 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. By elucidating management's difficult role vis-à-vis multiple stakeholders, this paper contributes to one aspect of managerial agency discourse that is rarely discussed in detail.
Place, publisher, year, edition, pages
2011. Vol. 27, no 1, 11-23 p.
Merger, Post-merger integration process, University hospital, Executive management, Radical change, Change management, Professional organization, Healthcare, Public sector, Sweden
Research subject Business Administration
IdentifiersURN: urn:nbn:se:su:diva-56043DOI: 10.1016/j.scaman.2010.08.002ISI: 000288738800002OAI: oai:DiVA.org:su-56043DiVA: diva2:408722