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引用次数: 0
摘要
长期以来,组织转型一直是人们感兴趣的话题;在发生火灾死亡等重大灾难后,医院的财务状况好转的文献很少。印度一家医院集团因其一个部门发生火灾而死亡后,多年来一直亏损,并在最近几年获得了运营盈余。本案例探讨了其财务扭亏为盈的策略;医院文件和对管理人员的采访为研究提供了数据。本研究的目的是调查该组织为其财务周转所采取的干预措施。本研究的理论框架依赖于Maheshwari(2000)、Khandwalla(2001)、Chowdhury(2002)、Jacobs等人(2013)和Sylkin等人(2019)的周转模型。Kahneman and Klein(2009)、Ansell and Boin(2019)、Boin and Lodge(2021)所倡导的实用主义理论也得到了借鉴。本研究对组织变革文献的贡献在于强调,尽管周转理论是基础,但管理直觉和持续评估是财务周转的强大驱动力。
Turnaround of a Multi-Unit Indian Hospital: A Study on Its Interventions
For a long time, organizational turnaround was a subject of interest; literature on the financial turnaround of hospitals that faced decline after a major disaster like death due to fire is scarce. An Indian hospital group incurred losses for years after death due to a fire in one of its units and earned an operational surplus for the last few years. This case study explores the strategies for its financial turnaround; hospital documents and interviews with managers provided data for it. The purpose of the study is to investigate the interventions taken by the organization for its financial turnaround. The theoretical framework of the study relied on the turnaround model of Maheshwari (2000), Khandwalla (2001), Chowdhury (2002), Jacobs et al. (2013), and Sylkin et al. (2019). The pragmatism theories advocated by Kahneman and Klein (2009), Ansell and Boin (2019), and Boin and Lodge (2021) were also relied upon.This study contributes to the organizational change literature by highlighting that though the theories of turnaround serve as a foundation, managerial intuition and continuous evaluation are strong driving forces for a financial turnaround.