Record:   Prev Next
Author Harmsen, Constance A
Title Transformational change and the experience of the chief executive officer in building a new hospital
book jacket
Descript 415 p
Note Source: Dissertation Abstracts International, Volume: 72-07, Section: A, page:
Adviser: Marie P. Farrell
Thesis (Ph.D.)--Fielding Graduate University, 2011
The purpose of this study was to explore the experiences of hospital CEOs considered to be exceptional leaders who brought about transformational changes through building a new or replacement acute care hospital. A qualitative, descriptive, interpretive study was conducted. Quinn's transformational change cycle was used as the conceptual framework for the study and content analysis performed. A nonprobability, purposive sample was obtained through a two-step nomination process; twelve CEOs from hospitals in nine states comprised the final study sample. Face-to-face interviews with the CEOs in their offices were conducted. In addition, triangulation methods were used as the researcher toured the hospitals, took pictures of the symbolic artifacts representing transformational change for the CEOs, and performed website reviews. The results of this study suggested that the experience of the CEO participants in this sample was consistent with the conceptual framework. Typically the CEOs expressed agreement with the elements of Quinn's transformational change cycle and reported personal transformational change occurred in them through the experience of the hospital building projects. The symbols of transformational change provided rich cultural artifacts that connected with and extended the CEO participants' visions for change. Secondary findings within this sample included the following: there was much risk for major management turnover in the first year for the majority of the hospitals; all the CEO participants believed that attention to designing and building both a new hospital and an organizational culture was necessary to produce transformational change; and the majority used evidence-based design principles to design and build their hospitals. Future research is recommended to include discovering the experiences of leadership teams in building a new hospital, the risk of management turnover the first year in newly built hospitals, outcomes of organizational change in newly built hospitals, and the application of Quinn's transformational change cycle upon other types of organizational change
KEYWORDS: transformational change, organizational change, health care, leadership, organizational culture, evidence-based design
School code: 1503
Host Item Dissertation Abstracts International 72-07A
Subject Sociology, Organizational
Health Sciences, Health Care Management
Alt Author Fielding Graduate University. The School of Human and Organization Development
Record:   Prev Next