Abstract
Insufficient attention to organizational issues has prevented outcomes management from achieving its full potential. This article examines the impact of structural, cultural, and cognitive factors on outcomes management. Organic structures differ from mechanistic ones in regard to the organization and implementation of the outcomes management function. Organizational cultures determine the degree of acquisition, sharing, and use of outcomes information by organization members. Cognitive factors affect the level of member compliance with outcomes management initiatives. This article also discusses managerial implications and develops research propositions.
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