Organisational resistance strategies to unwanted accounting and finance changes: the case of general medical practice in the UK

Hdl Handle:
http://hdl.handle.net/10142/38576
Title:
Organisational resistance strategies to unwanted accounting and finance changes: the case of general medical practice in the UK
Authors:
Broadbent, Jane
Abstract:
This paper explores the resistance strategies of organisations to unwanted changes. It is concerned with the way satellite organisations are created to provide a counter force to environmental disturbances such as changes introduced in the context of what has come to be called New Public Management. Its particular focus is with the attempt to develop and institutionalize external, “public” forms of resistance rather than undertake more internal, “private” forms. The specific empirical focus is general medical practice in the UK, where commissioning groups were formed as an alternative to GP fundholding. To help analyse this empirical detail we draw insights from Habermas’s model of society, organisational change theory and institutional theory. In the process the paper not only amplifies the empirical reactions of GP practices in the UK but also uses this empirical detail to develop the nature of this theoretical base by adding new dimensions concerning organisational resistance.
Publisher:
Emerald
Journal:
Accounting Auditing & Accountability Journal
Issue Date:
2001
URI:
http://dx.doi.org/10.1108/EUM0000000006263
DOI:
10.1108/EUM0000000006263
Type:
Article
Language:
en
ISSN:
0951-3574
Appears in Collections:
Roehampton Business School Collection

Full metadata record

DC FieldValue Language
dc.contributor.authorBroadbent, Jane-
dc.date.accessioned2008-10-05T11:05:00Z-
dc.date.available2008-10-05T11:05:00Z-
dc.date.issued2001-
dc.identifier.issn0951-3574-
dc.identifier.doi10.1108/EUM0000000006263-
dc.identifier.urihttp://dx.doi.org/10.1108/EUM0000000006263-
dc.description.abstractThis paper explores the resistance strategies of organisations to unwanted changes. It is concerned with the way satellite organisations are created to provide a counter force to environmental disturbances such as changes introduced in the context of what has come to be called New Public Management. Its particular focus is with the attempt to develop and institutionalize external, “public” forms of resistance rather than undertake more internal, “private” forms. The specific empirical focus is general medical practice in the UK, where commissioning groups were formed as an alternative to GP fundholding. To help analyse this empirical detail we draw insights from Habermas’s model of society, organisational change theory and institutional theory. In the process the paper not only amplifies the empirical reactions of GP practices in the UK but also uses this empirical detail to develop the nature of this theoretical base by adding new dimensions concerning organisational resistance.-
dc.description.provenanceSubmitted by Pat Simons (p.simons@roehampton.ac.uk) on 2008-10-05T11:04:59Z No. of bitstreams: 0en
dc.description.provenanceMade available in DSpace on 2008-10-05T11:05:00Z (GMT). No. of bitstreams: 0 Previous issue date: 2001en
dc.language.isoenen
dc.publisherEmerald-
dc.titleOrganisational resistance strategies to unwanted accounting and finance changes: the case of general medical practice in the UKen
dc.typeArticleen
dc.identifier.journalAccounting Auditing & Accountability Journalen
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