A glance at the competing values framework of Quinnand the Miles & Snow strategic models: case studies in health organizations

• Autor(a) principal: Morais, Luís F.
• Data de Publicação: 2013
• Outros Autores: Graça, Luís M.
• Tipo de documento: Artigo
• Idioma: eng
• Título da fonte: Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)
• Texto Completo: http://hdl.handle.net/10362/19815
• topic: Strategy; Leadership; Innovation; Change; Health organizations; Case study; Estratégia; Liderança; Inovação; Mudança; Organizações de Saúde; Estudo de caso

A B S T R A C T - The present research seeks to describe and understand how strategy influences leader-ship and how this in turn interacts in the process of innovation and change in healthorganizations.This is an exploratory and descriptive study that involved five health organizations: fourPortuguese and one Spanish. We used a mixed approach of research (qualitative and quan-titative), which enabled us to understand, through case study, how strategy and leadershipwere articulated with innovation in these five health organizations.Despite their complexity and specificity, both the model of Miles & Snow (organizationalstrategy) and the model of the Competing Values Framework of Quinn (organizational cul-ture and leadership), suitably adapted, have proven heuristic power and are able to beapplied to healthcare organizations.Public and private healthcare organizations, as well as public–private partnerships, can betracked and monitored in their processes of innovation and change in order to understandits kind of culture, leadership or organizational strategy adopted.Health organizations coexist in a continuum, where the environment (internal and external)and time are key factors which determine the strategy to be adopted. Here too dependingon the dynamic and complex reality where the organization moves, there are no pure types.There is indeed a great organizational plasticity and flexibility.Leaders usually carry the formal authority by circular normative. They are not pairs (orprimi inter pares). Instead they are, sometimes, in a position of superiority, when the bestthing is partnership, collaboration, cooperation, building consensus and cooperation withall stakeholders, in order that they are the real protagonists and facilitators of change andinnovation.