Managerial Styles and Management Information Systems for Improving Organizational Performance
In a more dynamic and competitive environment, organizations are changing towards more flexible organizations, with the object of improving their performance. Thus some organizations are changing their information systems, others their managerial styles, and other both of them. This research attempts to explain how certain managerial styles and management information systems influence organizational performance. This study is developed in the Spanish public hospital sector. A three-stage analysis involving archival data, interviews and a questionnaire, was adopted thus enabling a systematic and comprehensive analysis. Results support a positive effect on performance of an interactive managerial styles and a sophisticated management information system. (orginal asbtract)
- Choe, J.M. (2004). "The consideration of cultural differences in the design of information systems", Information & Management 41: pp. 669-684.
- Chenhall, R.H. (2003). "Management control systems design within its organizational context: findings from contingency-based research and directions for the future" Accounting, Organizations and Society 28: pp. 127-168.
- Chenhall, R.H., & Morris, D. (1986). "The impact of Structure, Environment, and Interdependence on the Perceived Usefulness of Management Accounting Systems", The Accounting Review, pp. 61, 16-35.
- Clancy, C.M., Anderson, K.M., White, P.J. (2009). "Investing In Health Information Infrastructure: Can It Help Achieve Health Reform?" Health Affairs 28: pp. 478-482.
- Desombre, T. Kelliher, C., Macfarlane, F. & Ozbilgin, O. (2006). "Re-organizing work roles in health-care: evidence from the implementation of functional flexibility" British Journal of Management, 17: pp. 139-151.
- Gupta, A. & Govindarajan, V. (1984). "Business unit strategy, managerial characteristics, and business unit effectiveness at strategy implementation", Academy of Management Journal, 27: pp. 25-41.
- Liang, H. Xue, Y.,Byrd, T.A.,Rainer, R.K. (2004). "Electronic data interchange usage in China's healthcare organizations : the case of Beijing's hospitals", International Journal of Information Management 24: pp. 507-527.
- Mckee, J.H. (2002). Hospitals in a changing Europe, World Health Organization. Buckingham, UK: Open University Press.
- Naranjo-Gil, D. & Hartmann, F. (2007) "Management accounting systems, top management team heterogeneity and strategic change", Accounting, Organizations and Society, 32: pp. 735-756.
- Naranjo-Gil, D. (2009). "Management information a systems and strategic performances: The role of top team composition" International Journal of Information Management, 29: pp. 104-110.
- Nunally, J. (1978). Psychometric Theory, McGraw-Hill, New York.
- Porter, M.E., Olmsted. E. (2006). Redefinining health care. Creating value based competition on results, Harvard Business School Press, MA Boston.
- Schultz, F.C., Pal, S., Swan. D.A. (2004). "Who should lead a healthcare organization: MDs or MBAs?" Journal of Healthcare Management 29: pp. 103-117.
- Shortell, S. et al. (1994). "The Performance of Intensive Care Units: Does Good Management Make a Difference?" Medical Care 32: pp. 508-525.
- Simons, R. (2000). Performance measurement and control systems for implementing strategy. Prentice Hall, Upper Saddle River, NJ.
- Simons, R. (2005). Levers of organization design, Boston, MA: Harvard Business School Press.
- Van Peursem, K.A, Pratt, M.J., Lawrence. S.R. (1995). «Health management performance: a review of measures and indicators», Accounting, Auditing & Accountability Journal 8: pp.- 34-70.
- Walker, J.M. & Carayon, P. (2009) "From Tasks to Processes: The Case For Changing Health Information Technology" Health Affairs 28: pp. 467-477.