Alignment between strategy, structure and effects on the financial performance: study case of the Hospitalar Complex

Abstract

OBJECTIVES: This article aims to analyze the alignment between strategy and organizational structure, and its reflections on the financial performance of a company in the health sector, called Complexo Hospitalar (CH). METHODS: It was used a study case, of descriptive and exploratory nature, to verify the alignment and its reflexes on operational and financial performance. The main objective was to identify the development of strategies and their relationship with the organizational structure. There are in the literature opposing concepts: that the strategy determines the structure or the structure determines the strategy. The analysis of the company was based on data comprising three years of operation of the CH, besides structured interviews with managers and directors. The theoretical frameworks proposed by authors such as Mintzberg (2001), Porter (1996), Jay Barney (2007), Kaplan e Norton (2004), Fleury & Fleury (2008) Fleury (2002) Ansoff (1979) were followed. RESULTS: The result shows the lack of alignment between strategy and structure, and that the structure has seriously hindered CHs’ financial performance and operational efficiency over the past few years. CONCLUSION: It was presented as a solution, by the institution, the redirection of strategy, in order to adopt measures such as selling services to private clients and the outsourcing services for other health plans. It was found a lot of difficulty by CH in implementing the strategy. This also appears in the studied case and in literature researched (Hrebiniak, 2006).