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Influence of Strategic Control on Organizational Performance of Mission Hospitals in Kenya

Abstract


The healthcare industry is transforming and becoming complex in nature. Experts believe that the complexity might be twice that of other industries. Modern healthcare is characterized by new disease patterns; advanced technologies; unpredictable patients’ needs; and diverse workforce requirements. Hospitals are first points of healthcare service delivery and are indispensable in fostering healthy populations around the world. This study focused on mission hospitals in Kenya. In Africa, an old mission hospital was mainly a complex that included a church and a school, besides the mission hospital. Extant literature indicates that mission hospitals in Kenya contribute 43% of healthcare service delivery to the medium and low-income groups of the population that mostly reside in the rural areas. The researcher examined the influence of strategic control as one of the strategic management practices on organizational performance of mission hospitals in Kenya. In the past, mission hospitals received grants from the government and donations from churches abroad. However, this has now changed and the support given to mission hospitals is minimal. The cost of healthcare has escalated and there is a high human resource migration to countries abroad. These challenges have negatively affected the organizational performance of mission hospitals.


Keywords

Organizational performance, strategic evaluation, strategic control, hospital capability and strategy

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