Stakeholder Perceptions of Strategic Changes at HUS

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Helsinki School of Economics | D4 Julkaistu kehittämis- tai tutkimusraportti tai -selvitys
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The purpose of this research was to explore the stakeholder perceptions of strategy execution at Hospital District of Helsinki and Uusimaa (HUS) in 2007 – 2009. The primary objective was to verify which factors have had the main inhibitory impact on the overall acceptability of the strategy during the strategy process. Furthermore, the research aimed at identification of future success factors to reach the required strategy acceptance among key stakeholders. Research data was collected in a telephone survey for HUS personnel and semi-structured interviews for other key stakeholders. The data was analyzed in a framework of stakeholder theory and change management. In addition, the special characteristics of Finnish health care sector, strong professions and political governance model were taken into account. According to the research findings the strategy of HUS failed in 2008 due to challenges in several factors affecting the stakeholder acceptability. The strategy acceptance was compromised due to challenges in the areas of capability to change, effects on stakeholders’ positions, influencing possibilities, goal clarity, change complexity, management capability, and pace of change. The success of future strategies at HUS will require ability to attract a sufficient level of strategy acceptance from the multiple stakeholders. The crucial success factors include respect to the prevailing organizational culture, active stakeholder management and partnership with primary health care, demonstration of reforming real strategic choices, integration of the overall strategy to execution of operational level strategies, dialogue matching the stakeholder needs and empowering the middle management, and considerate adjustments to the pace of change as may be needed in case of challenges in the identified success factors.
strategy, Hospital District of Helsinki and Uusimaa (HUS), stakeholder theory
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