Strategic management and performance differences: Nonprofit versus for-prof it health organizations

Academic Article

Abstract

  • Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate.
  • Authors

    Digital Object Identifier (doi)

    Author List

  • Reeves TC; Ford EW
  • Start Page

  • 298
  • End Page

  • 308
  • Volume

  • 29
  • Issue

  • 4