A strategic change/organizational ecology based theory of post-bankruptcy performance in healthcare firms

Abstract

This paper develops a theory regarding the determinants of post-bankruptcy performance of healthcare firms. Specifically examined are the potential effects of strategic change (i.e. refocusing), organizational size, slack and munificence on post-bankruptcy performance. It is theorized that bankrupt healthcare firms that refocus have greater post-bankruptcy performance than all other firms. It is also theorized that greater organizational size, slack, and munificence enhance post-bankruptcy performance. The theory developed in this paper highlights the benefits of refocusing the diversified healthcare firm, the liabilities associated with diversification in the healthcare industry, and organizational ecology theories and perspectives regarding organizational size, slack, and munificence. In addition, this paper aims to provide richer insight into our understanding of the post-bankruptcy performance of healthcare firms.

Citation

Dawley, D.D., Hoffman, J.J. and Hoelscher, M. (2002), "A strategic change/organizational ecology based theory of post-bankruptcy performance in healthcare firms", Advances in Health Care Management (Advances in Health Care Management, Vol. 3), Emerald Group Publishing Limited, Leeds, pp. 299-318. https://doi.org/10.1016/S1474-8231(02)03013-6