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An exploratory study of healthcare strategic planning in two metropolitan areas.
J Healthc Manag. 2005 Jul-Aug; 50(4):264-74; discussion 274-5.JH

Abstract

Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning.

Authors+Show Affiliations

Division of Health Services Research and Policy, University of Minnesota-Twin Cities, Minnesota, USA. begun001@umn.eduNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

16130809

Citation

Begun, James W., and Amer A. Kaissi. "An Exploratory Study of Healthcare Strategic Planning in Two Metropolitan Areas." Journal of Healthcare Management / American College of Healthcare Executives, vol. 50, no. 4, 2005, pp. 264-74; discussion 274-5.
Begun JW, Kaissi AA. An exploratory study of healthcare strategic planning in two metropolitan areas. J Healthc Manag. 2005;50(4):264-74; discussion 274-5.
Begun, J. W., & Kaissi, A. A. (2005). An exploratory study of healthcare strategic planning in two metropolitan areas. Journal of Healthcare Management / American College of Healthcare Executives, 50(4), 264-74; discussion 274-5.
Begun JW, Kaissi AA. An Exploratory Study of Healthcare Strategic Planning in Two Metropolitan Areas. J Healthc Manag. 2005 Jul-Aug;50(4):264-74; discussion 274-5. PubMed PMID: 16130809.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - An exploratory study of healthcare strategic planning in two metropolitan areas. AU - Begun,James W, AU - Kaissi,Amer A, PY - 2005/9/1/pubmed PY - 2005/10/4/medline PY - 2005/9/1/entrez SP - 264-74; discussion 274-5 JF - Journal of healthcare management / American College of Healthcare Executives JO - J Healthc Manag VL - 50 IS - 4 N2 - Little is known about empirical variation in the extent to which healthcare organizations conduct formal strategic planning or the extent to which strategic planning affects performance. Structural contingency and complexity science theory offer differing interpretations of the value of strategic planning. Structural contingency theory emphasizes adaptation to achieve organizational fit with a changing environment and views strategic planning as a way to chart the organization's path. Complexity science argues that planning is largely futile in changing environments. Interviews of leaders in 20 healthcare organizations in the metropolitan areas of Minneapolis/St. Paul, Minnesota, and San Antonio, Texas, reveal that strategic planning is a common and valued function in healthcare organizations. Respondents emphasized the need to continuously update strategic plans, involve physicians and the governing board, and integrate strategic plans with other organizational plans. Most leaders expressed that strategic planning contributes to organizational focus, fosters stakeholder participation and commitment, and leads to achievement of strategic goals. Because the widespread belief in strategic planning is based largely on experience, intuition, and faith, we present recommendations for developing an evidence base for healthcare strategic planning. SN - 1096-9012 UR - https://www.unboundmedicine.com/medline/citation/16130809/An_exploratory_study_of_healthcare_strategic_planning_in_two_metropolitan_areas_ L2 - http://ovidsp.ovid.com/ovidweb.cgi?T=JS&PAGE=linkout&SEARCH=16130809.ui DB - PRIME DP - Unbound Medicine ER -