HCA 610 Module 3 DQ 2 Discuss Pettigrew’s theory on the contextual dependency of strategic change

HCA 610 Module 3 DQ 2

Discuss Pettigrew’s theory on the contextual dependency of strategic change. Explain the concept of the disciplining context and why medical professionals accepted and used it. Also, explain why the internal market system, which was implemented to solve financial problems, was abandoned.

Answer:

Pettigrew’s Theory on the Contextual Dependency of Strategic Change

The contextual dependency of strategic change is a theory that states that the success of a change is dependent on the context in which it takes place. This means that there are certain contexts where a strategy will be more effective than others, and if you don’t take this into account, then your strategy may fail.

This concept is also known as “fit,” which means that your strategy needs to fit with the environment in which you’re trying to implement it. One example of this is how medical professionals accepted and used the disciplining context because it was relevant to their industry at the time. The disciplining context refers to a time when doctors were not allowed to own their own practices or hospitals; instead, they operated under strict contracts with hospitals who regulated their actions and payments.

Internal Market System Abolished

When we look at the internal market system (IMS), we see that it was implemented to solve financial problems within public hospitals. However, after some time had passed and IMS had been abandoned, new strategies emerged: single purpose institutions (SPIs). These are institutions that focus on one area of medicine instead of offering all services under one roof like before.

Question:

HCA 610 Module 3 DQ 2

Discuss Pettigrew’s theory on the contextual dependency of strategic change. Explain the concept of the disciplining context and why medical professionals accepted and used it. Also, explain why the internal market system, which was implemented to solve financial problems, was abandoned.

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