Objective: This is the first study in Morocco to assess whether integration of the hospital accreditation programme generates organizational changes, based on the case of a health care institution in Morocco.
Methods: Quantitative and qualitative data were collected by means of questionnaires sent to professionals,focus groups, review of documentation and direct observation.
Results: The results indicate that the organization comprised components ensuring the success of the programme, as a shared vision was established with stakeholders in the programme with the development of skills, despite the lack of incentives and resources, centralizing the planning approach around the steering committee at the start of the project. As in many other countries, in which studies have shown the positive impact of accreditation on various domains of the health institution, we have also observed many changes. The most important changes concerned acquisition of management by quality, and new practices emerged following preparation for accreditation: planning, monitoring and evaluating the implementation of performance indicators and in-house quality audits, as well as risk management and development of writing skills.
Conclusion: The institution has certainly made significant organizational changes, but the accreditation programme is not currently a sustainable strategic management technique, due to the constraints on the institution that interfere with the sustainability of the approach, the governing body must investigate the real reasons of dysfunctions and the best ways of addressing them