Financial management of public services in a hybrid organisation: a learning approach in inter-organisational settings

A1 Journal article (refereed)

Internal Authors/Editors

Publication Details

List of Authors: Jean Claude Mutiganda
Publication year: 2016
Journal: International Journal of Public Sector Performance Management
Journal acronym: IJPSPM
Volume number: 2
Issue number: 4
Start page: 310
End page: 330
eISSN: 1741-105X


This paper uses organisational learning theory to analyse the process
of implementing a budget cuts policy imposed by a political hierarchy in a
public sector organisation. Data is from a field study conducted in a hospital
district in Finland from 2009 to 2015. The study shows that delegating
managerial power to the managers of clinic groups, positive managerial
coaching, active communication among clinic managers, allowing clinic
managers to set priorities in redesigning clinical activities, specifying the
budgetary responsibilities of clinic managers and using a specific timetable to
monitor clinical performance, are among the factors that facilitates
inter-organisational learning and change at clinic group levels. To
institutionalise the change at organisational level, members of the executive
committee of the hospital district use their systemic power and managerial
diagnostics systems to monitor the implementation of managerial goals in clinic
groups regularly.


Budget cuts, change management, clinical performances, financial management, Finland, healthcare service, hospitals, inter-organisational change, managerial goals, organisational learning, politics, power, public sector

Last updated on 2019-19-08 at 07:01