What is it about?
Typically research splits organisational research into that in the private sector, public sector and not-for-profit sector. Yet, this ignores the fact that there are blurred edges between all three and specifically, that organisations (specifically co-operatives) can be not-for-profit in terms of not distributing profits, but also may be carried on for personal benefit. This paper considers the aspects of ownership and control and the nuances such a consideration would bring to organisational research.
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Why is it important?
The taxonomy that we develop illustrates important distinctions between non-profit and cooperative firms in the primary healthcare sector and propose testable hypotheses. Funders and regulators must recognise the differences between these firms, if public funding of healthcare is to achieve the expected outcomes.
Perspectives
By using a New Zealand healthcare example,the taxonomy shows how deciding just to fund non-profit entities can result in unexpected outcomes due to differences in control and ownership. The taxonomy could also enable large-scale empirical analysis which would show that performance will differ, depending on the ownership and control in organisations.
Professor Carolyn J Cordery
Victoria University of Wellington
Read the Original
This page is a summary of: OWNERSHIP, CONTROL, AGENCY AND RESIDUAL CLAIMS IN HEALTHCARE: INSIGHTS ON COOPERATIVES AND NON-PROFIT ORGANIZATIONS, Annals of Public and Cooperative Economics, October 2016, Wiley,
DOI: 10.1111/apce.12156.
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