Pettigrew’s Theory on Contextual Strategic change
The concept of strategic change can be interpreted in different perspectives. Pettigrew’s theory stresses the context that involves defining the objectives, purpose, and goals that are necessary for strategic management. Successful change results from the integration between the content, the process involved and the context of the strategies. Petty grew defines context the reason behind the change and when it should take place (Osborn et. al, 2002). Context constitutes of the outer and inner context where outer context involves prevailing economic circumstances and inner context refers to the prevailing internal influences such as the health care structure, resource capabilities, and culture. Therefore, Pettigrew identifies these aspects in relation to the conceptual dependency of strategic change. They must be put into consideration for a strategic change to take place. Contextual dependency integrates all the identified aspects under outer and inner context since they influence the strategies being established for change (Osborn et. al, 2002).
The disciplinary context in the health care environment covers the medical professionals and the patient as well. The context identifies the relationship between medical professionals and patients (Stetler et. al, 2007). Each organization has a defining culture that has a disciplinary context that determines the approaches employed in treating patients and medical professionals in the healthcare environment. They agree to use it in order to maintain a good relationship with the patient and provide quality patient care as well. The internal market system used to solve financial problems was abandoned following the introduction of new approaches employed for solving the financial problems (Stetler et. al, 2007). Additionally, the approach was dropped due to the dynamic natures of the market system, which complicated the process of solving financial problems. The commercial requirements of the health care systems developed new strategies and competencies that required new strategies for solving the respective financial complications. Following the introduction of new resources in the internal market system, it was henceforth abandoned as the method for solving financial complications.
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References
Osborn, R. N., Hunt, J. G., & Jauch, L. R. (2002). Toward a contextual theory of leadership. The leadership quarterly , 13 (6), 797-837.
Stetler, C. B., Ritchie, J., Rycroft-Malone, J., Schultz, A., & Charns, M. (2007). Improving the quality of care through routine, successful implementation of evidence-based practice at the bedside: an organizational case study protocol using the Pettigrew and Whipp model of strategic change. Implementation Science , 2 (1), 3.
