Organizational transformation: A systematic review of empirical research in health care and other industries

Shoou Yih Daniel Lee, Bryan J. Weiner, Michael I. Harrison, C. Michael Belden

Research output: Contribution to journalReview articlepeer-review

26 Scopus citations


Health care organization leaders and policy makers seeking ways to reform the delivery of health care have become increasingly interested in transformational change. To foster understanding of how organizational transformation occurs and to stimulate further research, we report findings from a systematic review of empirical research on transformational change in the health care and non-health care literature, with a focus on the antecedents, processes (or paths), and outcomes of transformational change. Fifty-six studies, of which 13 were in health care, met our selection criteria. With one exception, all were published since 1990, indicating the recent upsurge of interest in this area. Limited differences were found between health care and non-health care studies. Available research documents the multiplicity of factors affecting change and the complexity of their interactions, but less information is available about the processes of transformational change than about its antecedents and consequences. Research and practice implications are discussed.

Original languageEnglish
Pages (from-to)115-142
Number of pages28
JournalMedical Care Research and Review
Issue number2
StatePublished - Apr 2013
Externally publishedYes

Bibliographical note

Funding Information:
The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: The first two authors, Lee and Weiner, received funding from the RWJF Investigator Awards in Health Policy Research (Grant # 63906) for their effort in the study.


  • health care
  • organizations
  • systematic review
  • transformational change


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