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Aligning Ideologies and Institutions: Reorganization in the HIV/AIDS Services Administration of New York City
Author(s) -
Isett Kimberley R.,
Sparer Michael,
Glied Sherry A. M.,
Brown Lawrence D.
Publication year - 2011
Publication title -
public administration review
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.721
H-Index - 139
eISSN - 1540-6210
pISSN - 0033-3352
DOI - 10.1111/j.1540-6210.2011.02335.x
Subject(s) - administration (probate law) , agency (philosophy) , ideology , public administration , human immunodeficiency virus (hiv) , public relations , organizational theory , organizational change , political science , qualitative research , business , sociology , management , medicine , family medicine , economics , law , politics , social science
How effective was organizational reform implemented inside one critical New York City health agency? Specifically, we examine the extent to which the reorganization of the HIV/AIDS Services Administration (HASA) into the Medical Insurance Services Administration (MICSA) achieved three goals: (1) realizing synergies among the component MICSA programs; (2) cross‐fertilizing ideas among MICSA agencies; and (3) facilitating HASA operations through the lens of organization change theory. Qualitative methods including interviews, site visits, and document analysis triangulate the effects of the reorganization. Implications for organization change literature are explored, especially highlighting where more theoretical and empirical studies are needed.