Andrew Van de Ven, University of Minnesota

Cyclical Processes of Organization Integration: The Case of Managed Health Care
Andrew Van de Ven, Strategic Management & Organization, Carlson School of Management, University of Minnesota

Description

Semester: 
Winter 2009
Lecture Time: 
Friday, March 13, 2009 (All day)
Lecture Location: 

Room K1310, Ross School of Business

Abstract

Cyclical Processes of Organization Change Integration: The Case of a Managed Health Care Company We report findings of an eight-year longitudinal field study of events as they unfolded in developing a large vertically-integrated health care system of hospitals, clinics and health insurance plans from the time of its merger in 1994 until 2001. We observed managers of different organizational units to undertake well-intentioned actions and events for integrating their units and the overall organization. While these actions appeared consistent with their own views of organizational integration, they conflicted with those of other organizational units. Over time, integration increased within organizational units but decreased between units and the overall organization. Policies intended to integrate the organization created double binds and inter-unit conflicts that festered and grew into vicious cycles of unproductive actions and responses between organizational units. To explain these dynamics, we propose a cyclical model of virtuous and vicious circles among actions and responses during the integration journey. The model makes clear how seemingly competent, well-intentioned and well-resourced organizational participants can become entrapped in both virtuous and vicious cycles of organizational behavior.

Recording & Additional Notes

Guest Curator: Jane Banaszak-Holl, School of Public Health
Introducer: JP Stephens, Pyschology