An Investigation of Stakeholder Attributes, Salience and Extent of Involvement in Decisions Related to Strategic Change: Identifying a Voice for Nurses

2.50
Hdl Handle:
http://hdl.handle.net/10755/154535
Type:
Presentation
Title:
An Investigation of Stakeholder Attributes, Salience and Extent of Involvement in Decisions Related to Strategic Change: Identifying a Voice for Nurses
Abstract:
An Investigation of Stakeholder Attributes, Salience and Extent of Involvement in Decisions Related to Strategic Change: Identifying a Voice for Nurses
Conference Sponsor:Sigma Theta Tau International
Conference Year:2006
Author:Foster, Rhonda
P.I. Institution Name:Children's Hospital of Michigan
Title:Vice-President, Patient Care Services
Nurses are affected daily by the decisions of executive leadership.  Making sound, ethical decisions is related to the inclusion of relevant stakeholders.  The purposes of this study were:  1) to apply stakeholder theory to investigate who healthcare chief executives viewed as primary stakeholders when making decisions regarding strategic change and 2) to determine the relationship between the identified primary stakeholders and the perceived attributes of legitimacy, urgency, power, and salience (the degree to which a stakeholder can succeed in getting its claims or interest ranked high by the decision-maker). A survey was adapted, pre-tested, then mailed to 752 CEO's of community hospitals in the U.S. 146 we returned; 142 were usable (return rate of 19%). Most respondents were males, 46-65 years of age who held masters' degrees.  Their mean tenure as CEO was 8.4 years with a mean of 25 years of professional experience. Results confirm a relationship between perception of attributes possessed by the stakeholder and the extent of involvement in decisions.  Stakeholders perceived to possess power, urgency, and salience were rated as having higher levels of involvement in the CEO's decision-making. However, the results of this study suggest a fourth attribute is also of prime importance; that of "voice". Hospital employees and staff were ranked behind governing board, medical staff, patients, and community residents in terms of being seen as the most important stakeholders. Perceptions did not vary by the CEO's tenure or years of healthcare experience. Although hospital employees were rated as high on legitimacy, they were not rated as high on power or urgency--both of which could have been enhanced by their utilizing the attribute "voice". The need for nurses to find and use their voice in enhancing their salience for healthcare decision-making will be discussed.
Repository Posting Date:
26-Oct-2011
Date of Publication:
17-Oct-2011
Sponsors:
Sigma Theta Tau International

Full metadata record

DC FieldValue Language
dc.typePresentationen_GB
dc.titleAn Investigation of Stakeholder Attributes, Salience and Extent of Involvement in Decisions Related to Strategic Change: Identifying a Voice for Nursesen_GB
dc.identifier.urihttp://hdl.handle.net/10755/154535-
dc.description.abstract<table><tr><td colspan="2" class="item-title">An Investigation of Stakeholder Attributes, Salience and Extent of Involvement in Decisions Related to Strategic Change: Identifying a Voice for Nurses</td></tr><tr class="item-sponsor"><td class="label">Conference Sponsor:</td><td class="value">Sigma Theta Tau International</td></tr><tr class="item-year"><td class="label">Conference Year:</td><td class="value">2006</td></tr><tr class="item-author"><td class="label">Author:</td><td class="value">Foster, Rhonda</td></tr><tr class="item-institute"><td class="label">P.I. Institution Name:</td><td class="value">Children's Hospital of Michigan</td></tr><tr class="item-author-title"><td class="label">Title:</td><td class="value">Vice-President, Patient Care Services</td></tr><tr class="item-email"><td class="label">Email:</td><td class="value">rfoster@dmc.org</td></tr><tr><td colspan="2" class="item-abstract">Nurses are affected daily by the decisions of executive leadership.&nbsp; Making sound, ethical decisions is related to the inclusion of relevant stakeholders.&nbsp; The purposes of this study were:&nbsp; 1) to apply stakeholder theory to investigate who healthcare chief executives viewed as primary stakeholders when making decisions regarding strategic change and 2) to determine the relationship between the identified primary stakeholders and the perceived attributes of legitimacy, urgency, power, and salience (the degree to which a stakeholder can succeed in getting its claims or interest ranked high by the decision-maker). A survey was adapted, pre-tested, then mailed to 752 CEO's of community hospitals in the U.S. 146 we returned; 142 were usable (return rate of 19%). Most respondents were males, 46-65 years of age who held masters' degrees.&nbsp; Their mean tenure as CEO was 8.4 years with&nbsp;a mean of 25 years of&nbsp;professional experience. Results confirm a relationship between perception of attributes possessed by the stakeholder and the extent of involvement in decisions.&nbsp; Stakeholders perceived to possess power, urgency, and salience were rated as having higher levels of involvement in the CEO's decision-making. However, the results of this study suggest a fourth attribute is also of prime importance; that of &quot;voice&quot;. Hospital employees and staff were ranked behind governing board, medical staff, patients, and community residents in terms of being seen as the most important stakeholders. Perceptions did not vary by the CEO's tenure or years of healthcare experience. Although hospital employees were rated as high on legitimacy, they were not rated as high on power or urgency--both of which could have been enhanced by their utilizing the attribute &quot;voice&quot;. The need for nurses to find and use their voice in enhancing their salience for healthcare decision-making will be discussed.</td></tr></table>en_GB
dc.date.available2011-10-26T13:04:34Z-
dc.date.issued2011-10-17en_GB
dc.date.accessioned2011-10-26T13:04:34Z-
dc.description.sponsorshipSigma Theta Tau Internationalen_GB
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