FeaturesStrategic Management and Performance Differences Nonprofit versus For-Profit Health OrganizationsReeves, Terrie C.; Ford, Eric W.Author Information Terrie C. Reeves, PhD, is Assistant Professor, School of Business Administration, University of Wisconsin-Milwaukee. E-mail: [email protected]. Eric W. Ford, PhD, is Associate Professor, Health Systems Management, School of Public Health and Tropical Medicine, Tulane University, New Orleans, Louisiana. E-mail: [email protected]. Health Care Management Review: October 2004 - Volume 29 - Issue 4 - p 298-308 Buy Abstract Despite mixed and contradictory findings, for-profits (FPs) and nonprofits (NPs) are assumed to be similar health services organizations (HSOs). In this study, a fifteen-item scale assessing HSOs' strategic management capacity was developed and tested using fifty-seven FP and twenty NP organizations. Then, using item response theory, the items were hierarchically profiled to produce two strategic profile models, a general and an FP anchored model. We find that deviation from the general profile, but not capability attainment level, is related to two of three financial measures. We conclude that studying FPs and NPs together is appropriate. © 2004 Lippincott Williams & Wilkins, Inc.