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Title: De invloed van organisatiecultuur en responsiviteit van een evaluatie op standaardisering van beleid en agendavorming. Een meervoudige casestudie naar de invloed van een landelijke evaluatie van casemanagement dementie in negen regio's binnen Nederland
Authors: Broek, AK
Keywords: evaluation
evaluation influence
organizational culture
risk tolerance
standard setting
agenda building
agenda setting
case management dementia
Issue Date: 25-Sep-2014
Publisher: Open Universiteit Nederland
Abstract: Introduction This thesis reports on the outcome of graduate research into the influence of organizational culture and responsiveness of an evaluation on standard setting and agenda building. The framework for this research was provided by the model of evaluation influence by Mark & Henry (2004). The research was carried out on the basis of the 2012 national evaluation of case management dementia of Nivel (Netherlands Institute for Health Services Research) and the Trimbos Institute. The model of evaluation influence contains a large number of processes, of which only the concepts mentioned below were included in the research. Literature research Organizational culture Since organizational culture is an extremely broad concept, a restriction was applied on the basis of relevant literature, to cover only the aspects of flexibility and control. From a comparison between the providers, a rough classification can be made into more control-oriented cultures with a major role for rules and supervision, and more flexibility-oriented cultures with more room for risk tolerance and innovation. Responsiveness Responsiveness is closely related to the concept of relevance. Johnson et al. (2009) found contradictory results in respect of the influence of relevance on evaluation utilization when comparing six different studies. Standard setting Standard setting is a concept that has been described in detail in various sciences. What the descriptions have in common is that a process is specified which aims to set a uniform standard in respect of a particular case. The research examines to what extent the evaluation report has led to standard setting of policies in a region. Agenda building The concept of agenda setting in the model of evaluation influence has been replaced by agenda building, with the focus on the selection of subjects considered sufficiently important to discuss and decide upon within or outside organizations. Central question The central research question is: To what extent do organizational culture in terms of flexibility versus control among providers of case management dementia in various regions and responsiveness of the national evaluation of case management dementia influence standard setting and agenda building within these regions? Research method The research method chosen is a multiple case study. For the purpose of this research, 13 interviews were conducted in 9 different regions and additional information was requested from two other respondents. The respondents were employed as coordinator of a regional chain of network dementia and/or as provider of case management dementia. The interviews were of a semi-structured nature. Results The nine cases (regions) were divided into two groups: two regions where interviews were conducted with providers with a demonstrably different organizational ¬culture, and seven regions where this did not occur. Based on the results of one case in the first group, an assessment could be made of the possible influence of organizational culture on standard setting. In addition, the results of varying cases from both groups contributed to assessments of the relation between responsiveness and standard setting, and standard setting and agenda building. Conclusion The results show that on the basis of the cases researched, it was not demonstrated that organizational ¬culture in terms of flexibility and control has an influence on standard setting. Moreover, it was found that responsiveness has a positive influence on standard setting, but also that high responsiveness certainly not always results in standard setting. Furthermore, no proof was found of influence of standard setting on agenda building. There are, on the other hand, strong indications that agenda building has a positive influence on standard setting.
Appears in Collections:MSc Management Science

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