Results suggest that reengineering without integrative and coordinative efforts may damage an organization s cost position. The use of steering committees, project teams, codification of the change process, and executive involvement in core changes modifies the results of reengineering to improve an organization s competitive position. In a national sample of hospitals, reengineering alone was not found to improve the relative cost-competitive position. Organizations attempting to improve their cost competitiveness must consider the way in which change is implemented. This research suggests that the process of change may be as important as the change instrument.
Additional research is needed to explore differences between early and late adopters.
Official journal of the Academy for Health Services Research and Health Policy. Association for Health Services Research . All rights reserved.