PurposeThe purpose of this paper is to build a new model of organisational change in Chinese hospitals drawing in all the key factors which explain the change process. At a time of significant change in Chinese hospitals, understanding change recipients’ responses is critical. For this study, a model of their responses to change has been constructed from previous models and compared with a case study of dramatic change in a Chinese hospital. A new model has been produced which may be generalizable to other Chinese hospitals.Design/methodology/approachTwo existing models of organizational change were merged, and the new model was tested using data collected from a research site at a single Chinese hospital where the change program included the balanced scorecard performance management system, a new pay-related performance system and significant strategic change.FindingsA final revised model was created which built in the external context, including the professional culture and national culture which have complex impacts on individuals during a change process, in both beneficial and harmful ways.Research limitations/implicationsMulti-informants for data collection and longitudinal design in future research would be required for the further understanding of the relationships between the variables of this study. A single case study is not sufficient; broader testing is required.Practical implicationsThe factors that impact on the individuals during change should be understood better by Chinese hospital managers.Originality/valueThis is a new model which adds to the existing literature. Although it is built primarily around hospitals, it may have relevance to other contexts in China.
Chinese Management Studies – Emerald Publishing
Published: Nov 7, 2016
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