This Article Full Text (PDF) References Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Similar articles in Web of Science Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Web of Science (2) Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Fried, B. J. Search for Related Content Social Bookmarking                         What's this?

Power Acquisition in a Health Care Setting: An Application of Strategic Contingencies Theory

Department of Health Administration, University of Toronto, McMurrich Building, Toronto, Ontario, Canada M5S 1A8.

Strategic contingencies theory suggests that uncertainty coping, nonsubstitutability, and centrality predict intra-organizational group power. This theory was tested in 20 ambulatory care clinic settings. Physician, nurse, and administrator power and roles were examined. Theoretical support was greatest among nurses, but less conclusive for physicians and administrative personnel, whose roles in the clinics were more clearly prescribed and determined, and influenced to a lesser degree by power-enhancing dynamics. Implications are discussed of the relevance and usefulness of strategic contingencies theory and other theories of organization in health services organizations.

Human Relations, Vol. 41, No. 12, 915-927 (1988)
DOI: 10.1177/001872678804101203


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?