Cadeia de valor da saúde: um modelo para o sistema de saúde brasileiro

Pedroso, Marcelo Caldeira; Malik, Ana María

doi:10.1590/s1413-81232012001000024

Cited by 7 publications

(6 citation statements)

References 20 publications

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“…On the opposite direction, it makes sense that the patient is pretty conscious that low quality HCS can and usually lead to more suffering and even the death, which, for this reason, triggers dissatisfaction. The definitions of Perceived Quality -e.g, the recognition by the user of the efforts to get things right, as necessary and appropriate for him/her (Pedroso & Malik, 2012) -express how important it is in HCS. Although hard to be reached (Berry & Bendapudi, 2007;Berry & Mirabito, 2010), Satisfaction with HCS comes from previous or simultaneous recognition of Perceived Quality.…”

Section: Discussionmentioning

confidence: 99%

“…Besides, perceived value in services greatly involves the client's experience when interacting with the professionals and organization to receive the offering (Voss, Parasuraman, & Grewal, 1998). This many reasons turns perceived value in HCS "difficult to understand and use properly" and "relatively little measured" (Pedroso & Malik, 2012, p. 2758.…”

Section: Perceived Sacrifice and Perceived Valuementioning

confidence: 99%

“…Perceived quality is based on the difference between the excellence or superiority of an offer relatively to the customer expectations and the competitors' offers (Urdan, 2001); this formula is similar to that of satisfaction, but the evaluated domain is different. Perceived quality can also be interpreted as the recognition by the user of the competent efforts of a supplier to get things right, as necessary and appropriate for him/her (Pedroso & Malik, 2012).…”

Section: Perceived Qualitymentioning

confidence: 99%

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The Impacts of Health Care Evaluations on the Well-Being of Low-incomers

et al. 2019

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There is a strong call for marketing research that looks at the impacts of goods and services on consumer well-being, which gains greater momentum when it comes to low-income people (Bottom of the Pyramid). This article articulates a Conceptual Model of the relations among evaluations of health care services and the well-being of the client, that arises from an adaptation of the best of the models compared by Brady et al. (2005). A sample of low-income patients, leaving care public health units in the city of São Paulo, was gathered. The structural equations modeling supported the hypotheses that link Perceived Quality and Perceived Value, Perceived Quality and Satisfaction, Satisfaction and Individual Well-being. Expressive 35.1% of the Individual Welfare variance are explained by the Model. A positive (instead of negative) the classic conception. These empirical findings are confronted with the literature. Finally, scientific, managerial, and political implications are exposed. JEL Code: I3, I14, D31.

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Section: Discussionmentioning

confidence: 99%

Section: Perceived Sacrifice and Perceived Valuementioning

confidence: 99%

Section: Perceived Qualitymentioning

confidence: 99%

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The Impacts of Health Care Evaluations on the Well-Being of Low-incomers

et al. 2019

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“…The case considers an exceptional situation (triggered by the pandemic) and the need to incorporate new knowledge (as it is a new disease), elements associated with governance and knowledge management. Thus, the suggested preliminary bibliography would be (Bayntun, Rockenschaub, & Murray, 2012;Bennington, 2010;Bohmer, 2009;Paim, Travassos, Almeida, Bahia, & Macinko, 2011;Pedroso & Malik, 2012;Vecina Neto & Malik, 2016;Zane & Prestipino, 2004).…”

Section: Preparation Preparationmentioning

confidence: 99%

HCFMUSP: Resiliência como Resposta à Pandemia de COVID-19

et al. 2021

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The teaching case describes a set of emergency actions taken by HCFMUSP to manage the needs brought by the COVID-19 pandemic in Brazil. The case objective considers the issues related to the impact of the pandemic mostly in healthcare operations, emphasizing how to: (a) adapt health system governance in response to a crisis (crisis management); (b) manage the health system capacity, which traditionally is not so resilient; (c) deal with a new disease (knowledge management). Thus, it should allow gathering elements for the management of future crises.

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“…For these transformations to be viable, healthcare providers have been undertaking significant investments, especially in the expansion and modernization of facilities, as well as in the qualification and training of professionals and the renewal and updating of information technology, among other areas (Colucci, 2013;Pedroso & Malik, 2013).…”

Section: Introductionmentioning

confidence: 99%