Tapping into Hospital Champions—Strategic Middle Managers

Tapping into Hospital Champions—Strategic Middle Managers

A social network analysis of eighty-nine midlevel health care professionals showed that middle managers' strategic knowledge is positively associated with championing alternative ideas and synthesizing new information for upper management. In addition, the relationship between knowledge and mid...

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Veröffentlicht in:Health care management review 2004-01, Vol.29 (1), p.8-16
Hauptverfasser: Pappas, James M., Flaherty, Karen E., Wooldridge, Bill
Format: Artikel
Sprache:eng
Schlagworte:
Access to information
Catholicism
Competitive advantage
Corporate culture
Decision making
Decision Making, Organizational
Economic Competition
Employees
Friendship
Hospital Administrators
Hospitals
Hospitals, Religious - organization & administration
Humans
Hypotheses
Institutional Management Teams
Interprofessional Relations
Knowledge
Leadership
Managers
Market positioning
Middle management
Operations Research
Organizational Case Studies
Organizational change
Organizational Culture
Organizational Innovation
Professional Role
Social networks
Social structure
Social Support
Strategic management
Studies
Teams
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Zusammenfassung:A social network analysis of eighty-nine midlevel health care professionals showed that middle managers' strategic knowledge is positively associated with championing alternative ideas and synthesizing new information for upper management. In addition, the relationship between knowledge and middle management strategic activities in informal networks is moderated by the manager's social position.
ISSN:0361-6274
1550-5030
DOI:10.1097/00004010-200401000-00003