Principal-Agent Theory and Organisational Change
Lessons from New Zealand Health Information Management
Bibliographic Data
| ID | 11194158 |
|---|---|
| Authors | Richard Gauld (0000-0001-5401-1192, University of Otago, corresponding author), Robin Gauld |
| Year | 2007 |
| Volume | 28 |
| Issue | 1 |
| Pages | 17-34 |
| Publication date | 2007-03-01 |
| Open Access | No |
| Type | ARTICLE |
| Venue | Policy Studies (JOURNAL) |
| Journal identifiers | ISSN: 0144-2872 • E-ISSN: 1470-1006 |
| Publisher | Informa UK Limited (PUBLISHER • GB) |
| DOI | 10.1080/01442870601121395 |
| OpenAlex | W1938678627 |
| Language | EN |
| Citations received | 2 |
| References cited | 27 |
Principal-agent theory has provided a powerful and all-encompassing framework for public sector organisation. Its influence in New Zealand since the late-1980s has been particularly strong, despite questions over its appropriateness. This article discusses the case of health information management in New Zealand's health sector which, through the 1990s, endured several policy changes. One constant during this period was reliance on principal-agent theory-inspired organisation. The article illustrates how principal-agent theory failed to create an environment conducive to effective development of health information systems. By the end of the 1990s, when principals wanted collaboration in health care, information systems developed in the preceding competitive period, with no central coordination, were simply inadequate. Based on experiences outlined in the article, four areas are noted in which principal-agent theory may need revision
Business · Computer security · Economics · Health sector · Health services · Management · Period (music · Principal (computer security · Principal–agent problem · Sociology · Computer Science · Healthcare Policy and Management · Public Policy and Administration Research
Public Services and Market Mechanisms
Government by the Market?
The Theory of Incentives
Incentives and Organizations in the Public Sector
Complex organizations
Public management
One step forward, one step back? Restructuring, evolving policy, and information management and technology in the New Zealand health sector
Managing for Outcomes’
Politics, Administration, and Markets
Public Sector Restructuring and Regional Development
From‐Long Term To Short‐Term Contracting
Making Democracy Work
"The Science of "Muddling Through
One Country, Four Systems
Path Dependency, or Why History Makes It Difficult but Not Impossible to Reform Health Care Systems in a Big Way
Reform of the Core Public Sector
A Political Perspective on Contracting Out
The New Economics of Organization
| Citations per year | 1 |
|---|---|
| Citation span | 2024 - 2025 (2) |
| Highly cited | No |