lnu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Lean Healthcare and Ontario Case Costing: An Examination of Strategic Change and Management Control System
Linnaeus University, School of Business and Economics, Department of Management Accounting and Logistics. (CMAR)ORCID iD: 0000-0003-0378-2995
Goodman School of Business, Brock University, Canada.
2013 (English)In: Paper presented at the 9th Asia-Pacific Management Accounting Association Annual Conference, Nagoya, Japan, November 1-4, 2013, 2013Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

In this paper we examine how two different strategic changes influence the Management Control Systems in six Ontario based hospitals. These changes are: 1. new funding regimes based on Ontario Case Costing and, 2. Lean Healthcare initiatives in Ontario Hospitals.

The Ontario Case Costing (OCC) approach is based on the traditional MAS assumption that more accurate costs will lead to lower costs through better management decisions of some sort. In contrast, Lean Healthcare is premised on the assumption that the primary path to better performance is realized by individual employees, who serve as the leading actors in a daily process of waste removal and efficiency improvement.

Based on the MA literature and on information about both the OCC and Lean Healthcare initiatives, we expect there to be significant frictions inside the financial management staff as well as between the Lean initiative and the financial management staff related to the OCC mandate. This study examines this set of interactions to learn how these issues impact the employees involved. In particular, the Ontario context allows us to examine the variety of responses to the interaction of Lean healthcare strategy and a traditional MAS such as OCC.

We find that the MASs of hospitals in our sample are too loosely coupled to develop the frictions indicated by traditional MAS theory and propose modifications in application of the theory to accommodate this observation.

Place, publisher, year, edition, pages
2013.
Keywords [en]
Field study, Lean healthcare, MAS, Communication
National Category
Business Administration
Research subject
Economy, Ekonomistyrning
Identifiers
URN: urn:nbn:se:lnu:diva-30165OAI: oai:DiVA.org:lnu-30165DiVA, id: diva2:662358
Conference
The 9th APMAA, Asia-Pasific Management Accounting Association Annual Conference: "Challenges for Management, Accounting: Issues in Theory and Practices", Nagoya, Japan, November 1-4, 2013
Projects
Lean Healthcare in Ontario, Canada
Note

Finansiär av detta forskningsprojekt är Canadian Academic Accounting Association.

Available from: 2013-11-06 Created: 2013-11-06 Last updated: 2017-02-17Bibliographically approved

Open Access in DiVA

No full text in DiVA

Authority records BETA

Alpenberg, Jan

Search in DiVA

By author/editor
Alpenberg, Jan
By organisation
Department of Management Accounting and Logistics
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

urn-nbn

Altmetric score

urn-nbn
Total: 297 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf