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Accreditation: a cultural control strategy.

André Paccioni1, Claude Sicotte, François Champagne

  • 1Centre of Interdisciplinary Research on Rehabilitation of Greater Montreal, Quebec, Canada. andre.paccioni@umontreal.ca

International Journal of Health Care Quality Assurance
|June 27, 2008
PubMed
Summary
This summary is machine-generated.

Accreditation in Quebec primary care fostered consultation but had limited impact on staff perceptions, remaining an external control if not fully integrated. Self-assessment may improve quality management practices.

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Area of Science:

  • Health Services Research
  • Organizational Studies
  • Quality Management

Background:

  • Accreditation is a key process for healthcare organizations.
  • Understanding its impact on internal practices is crucial for effective implementation.

Purpose of the Study:

  • To examine the effects of accreditation on organizational control and quality management.
  • To analyze these effects within two Quebec primary-care health organizations.

Main Methods:

  • A longitudinal, mixed-methods (qualitative/quantitative) multiple-case study.
  • Data collection included interviews, observations, literature review, and questionnaires.
  • An analytical model was developed to assess accreditation's impact.

Main Results:

  • Accreditation promoted consultation mechanisms and self-assessment teams.
  • Client satisfaction was a stated objective, but employee perceptions were minimally affected if not directly involved.
  • Accreditation functioned as an external, bureaucratic control when not fully integrated by staff.

Conclusions:

  • The study offers a model for understanding accreditation-driven organizational change in primary care.
  • Self-assessment against professional standards can potentially enhance quality management practices.