Coalitions of Actors and Managerial Innovations in the Healthcare and Social Healthcare Sector

This paper studies the behavior of a variety of stakeholders around the adoption of managerial innovations desired by operational managers of health services institutions. We show that if the operational manager may cause the managerial innovation, the tool prospective is subject to power games around coalitions of actors. The study of several management situations in health services institutions enables us, using the game theory, to highlight the “winning”, “losing” and “uncertain” coalitions that can achieve operational management within the establishment to settle a managerial innovation.     

The Johnson Typologies of Intimate Partner Violence: An Investigation of Their Representation in a General Population of New Zealand Women

Typologies of intimate partner violence (IPV) can inform practice and aid with the development of interventions. To maintain utility, typologies should be constantly reviewed in light of emerging results generated from internal and external validation. The presented study is an empirical exploration of the M. P. Johnson (2008 Johnson, M. P. (2008). A typology of domestic violence: Intimate terrorism, violent resistance, and situational couple violence. Boston, MA: Northeastern University Press. [Google Scholar]) typology of IPV using data gathered from the New Zealand replication of the World Health Organization Violence Against Women survey. We could not identify all types of IPV described by Johnson, and we suggest that mutually exclusive types of violent relationships do not exist. Further exploration of the validity of the Johnson typologies, including an exploration of the utility of categorization for suggesting appropriate responses to IPV, is required.     

Uses of Management Control Tools in the Public Healthcare Sector

This study focuses on identifying the specific uses of management control tools in public organizations. This research is based on interviews with managers from 43 organizations in the healthcare sector. Data was analyzed and interpreted through the methodology proposed by Gioia et al. Organizational research methods, 16(1), 15-31, (2013). The different uses specified by managers of these organizations were compared with Henri’s work Accounting, organizations and society, 31(1), 77-103, (2006). Findings show matching elements, as well as differences in public sector specificities. This study ends with a discussion about the non-use of existing tools, the multi-uses of tools and the observable dichotomy between political and management uses.