Toward an “intermediary” management control of change: The case of a Moroccan hospital

Vers un contrôle de gestion « médiateur » du changement: le cas d’un hôpital marocain

Farah Douma (), Ariel Eggrickx () and Marc Bollecker ()
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Farah Douma: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Ariel Eggrickx: MRM - Montpellier Research in Management - UPVM - Université Paul-Valéry - Montpellier 3 - UPVD - Université de Perpignan Via Domitia - Groupe Sup de Co Montpellier (GSCM) - Montpellier Business School - UM - Université de Montpellier
Marc Bollecker: CREGO - Centre de Recherche en Gestion des Organisations (EA 7317) - Université de Haute-Alsace (UHA) - Université de Haute-Alsace (UHA) Mulhouse - Colmar - UB - Université de Bourgogne - UBFC - Université Bourgogne Franche-Comté [COMUE] - UFC - Université de Franche-Comté - UBFC - Université Bourgogne Franche-Comté [COMUE]

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Abstract: Faced with reforms of the Moroccan healthcare system, the case of a private non-profit hospital is a good example for exploring the conditions for an "intermediary" management control of change. Using translation theory, the research presents a "financial sustainability" problematization, which creates meaning and consensus, simple indicators, and a delegation of power to medical allies, legitimized by mobilizing external references.

Keywords: Contrôle; de; gestion; à; l'hôpital (search for similar items in EconPapers)
Date: 2019
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Published in Revue management & avenir, 2019, 6 (112), pp.59-80. ⟨10.3917/mav.112.0059⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-02884601

DOI: 10.3917/mav.112.0059

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