Explaining the accreditation process from the institutional isomorphism perspective: a case study of Jordanian primary healthcare centers. (20th October 2016)

• Record Type: Journal Article
• Authors: Alyahya, Mohammad; Hijazi, Heba; Harvey, Heather
• Is Part Of: International journal of health planning and management. Volume 33:Number 1(2018)
• Page Start: 102
• Page End: 120
• Publication Date: 2016-10-20
• Subjects: institutional theory -- isomorphism -- isomorphic pressures -- accreditation -- healthcare center; Health planning -- Periodicals; Health services administration -- Periodicals; Santé publique -- Planification -- Périodiques; Santé, Services de -- Administration -- Périodiques; 362.1068
• DOI: 10.1002/hpm.2397
• Languages: English
• ISSNs: 0749-6753

Abstract

Summary: Background: While the main focus of accreditation initiatives has been on hospitals, the implementation of these programs is a relatively new notion among other types of healthcare facilities. Correspondingly, this study aims to understand how accreditation is perceived among primary public healthcare centers using an isomorphic institutional theory. Design/Methodology: Semi‐structured, in‐depth interviews were conducted with 56 healthcare professionals and administrative staff from seven non‐profit healthcare centers in Jordan using an explanatory case‐study approach. Results: The informants' narratives revealed that all three components of institutional theory: coercive, mimetic, and normative pressure, were drivers for institutional change in seeking accreditation. There was an overlapping and blending between the three various types of pressure. While participants perceived that healthcare centers faced formal and informal pressures to achieve accreditation, health centers were reluctant about the time, amount of effort, and their ability to achieve the accreditation. Ambiguity and fear of failure forced them to model successful ones. Moreover, the findings revealed that normative values of health professionals enhanced institutional isomorphism and influenced the accreditation process. Conclusion: Identifying these isomorphic changes may help key stakeholders to develop plans, policies, and procedures that could improve the quality of healthcare and enhance accreditation as an organizational strategic plan. Moreover, the study provided explanations of why and how organizations move to adopt new interventions and grow over time. Copyright © 2016 John Wiley & Sons, Ltd.