Abstract
Reviews existing relevant literature on public management reforms and coordination generally and specifically for public hospitals. He grounds the book in the existing literature and identifies gaps with the aim of enhancing the theoretical and practical relevance of his research. He finds that (1) the concept of coordination is under-theorized but widely used in organizational research and practice; (2) problems of coordination have received less attention than processes of coordination; and (3) the concept of hospital system culture derived from sociological institutionalism and principal-agent theory are found to be two useful theoretical perspectives to understand how New Public Management (NPM) reforms in public hospitals influence their central coordination.
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