An exploration of management practices in hospitals

McConnell, K. John; Chang, Anna Marie; Maddox, Thomas M.; Wholey, Douglas R.; Lindrooth, Richard C.

doi:10.1016/j.hjdsi.2013.12.014

Cited by 25 publications

(29 citation statements)

References 40 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Organizational learning is particularly important in highly competitive industries and industries with rapidly changing knowledge bases [ 15 ]. In hospitals, which fall into the latter category, there is significant room for improvement in performance [ 16 , 17 ]. Organizational learning is critical in health care settings, as patient outcomes depend on provider performance [ 18 ].…”

Section: Introductionmentioning

confidence: 99%

Organizational culture in cardiovascular care in Chinese hospitals: a descriptive cross-sectional study

Yin

Downing

et al. 2015

BMC Health Serv Res

View full text Add to dashboard Cite

BackgroundOrganizational learning, the process by which a group changes its behavior in response to newly acquired knowledge, is critical to outstanding organizational performance. In hospitals, strong organizational learning culture is linked with improved health outcomes for patients. This study characterizes the organizational learning culture of hospitals in China from the perspective of a cardiology service.MethodsUsing a modified Abbreviated Learning Organization Survey (27 questions), we characterized organizational learning culture in a nationally representative sample of 162 Chinese hospitals, selecting 2 individuals involved with cardiovascular care at each hospital. Responses were analyzed at the hospital level by calculating the average of the two responses to each question. Responses were categorized as positive if they were 5+ on a 7-point scale or 4+ on a 5-point scale. Univariate and multiple regression analyses were used to assess the relationship between selected hospital characteristics and perceptions of organizational learning culture.ResultsOf the 324 participants invited to take the survey, 316 responded (98 % response rate). Perceptions of organizational learning culture varied among items, among domains, and both among and within hospitals. Overall, the median proportion of positive responses was 82 % (interquartile range = 59 % to 93 %). “Training,” “Performance Monitoring,” and “Leadership that Reinforces Learning” were characterized as the most favorable domains, while “Time for Reflection” was the least favorable. Multiple regression analyses showed that region was the only factor significantly correlated with overall positive response rate.ConclusionsThis nationally representative survey demonstrated variation in hospital organizational learning culture among hospitals in China. The variation was not substantially explained by hospital characteristics. Organizational learning culture domains with lower positive response rates reveal important areas for improvement.Electronic supplementary materialThe online version of this article (doi:10.1186/s12913-015-1211-7) contains supplementary material, which is available to authorized users.

show abstract

Section: Introductionmentioning

confidence: 99%

Organizational culture in cardiovascular care in Chinese hospitals: a descriptive cross-sectional study

Yin

Downing

et al. 2015

BMC Health Serv Res

View full text Add to dashboard Cite

show abstract

“…Regarding the normative, technical and administrative instruments, lean thinking guides should be standardized and simplified care processes in order to reduce bureaucracy and facilitate health care. These changes inspired by lean reduce ambiguity at work, a more continuous flow of care, and allows team members to be more autonomous in the execution of activities and problem solving 36 - 37 , 53 - 56 , 66 - 67 .…”

Section: Discussionmentioning

confidence: 99%

Lean thinking in health and nursing: an integrative literature review

Magalhães

Erdmann

Silva

2016

Rev. Latino-Am. Enfermagem

View full text Add to dashboard Cite

Objectives: to demonstrate the scientific knowledge developed on lean thinking in health, highlighting the impact and contributions in health care and nursing. Method: an integrative literature review in the PubMed, CINAHL, Scopus, Web of Science, Emerald, LILACS and SciELO electronic library databases, from 2006 to 2014, with syntax keywords for each data base, in which 47 articles were selected for analysis. Results: the categories were developed from the quality triad proposed by Donabedian: structure, process and outcome. Lean thinking is on the rise in health surveys, particularly internationally, especially in the USA and UK, improving the structure, process and outcome of care and management actions. However, it is an emerging theme in nursing. Conclusion: this study showed that the use of lean thinking in the context of health has a transforming effect on care and organizational aspects, promoting advantages in terms of quality, safety and efficiency of health care and nursing focused on the patient.

show abstract

“…There are two common estimation methods for panel data analysis, fixed effects and random effects. 30 Consider the simple case of the panel model in Equation 10:…”

Section: Methods: Regression Trees and Linear Panel Modelsmentioning

confidence: 99%

“…Finally, a growing important strand of literature has begun to study the impact of management practices on hospital performance, providing strong evidence on the role of management practices in driving hospital productivity. [7][8][9][10] This research contributes to the study of hospital productivity in several ways. Building on the earlier research, we first focus on the impact of efficiency-enhancing mechanisms a hospital puts in place to improve performance.…”

Section: Introductionmentioning

confidence: 99%

Hospital productivity: The role of efficiency drivers

Ali

Salehnejad

Mansur

2019

Health Planning & Management

View full text Add to dashboard Cite

Summary A major feature of health‐care systems is substantial variation in hospital productivity. Hospital productivity varies widely across countries. The presence of such variation suggests potential areas for improvement, which can substantially lower health‐care costs. This research aims to investigate factors that may explain variations in hospital productivity by constructing a longitudinal data (panel) on English NHS hospital trusts. It also seeks to explore possible interactions among the factors in a data–driven manner. We employ unbiased panel regression tree techniques from the machine‐learning literature to explore the complex interactive structure of the data. We next use econometric panel regression to deal with individual hospital effects to identify some of the determinants of hospital productivity. The findings point to the significance of efficiency‐enhancing mechanisms for hospital productivity, including measures to reduce the length of stay, increase day case (outpatient) surgery rate, and to minimize errors. Further, such measures are shaped by more fundamental factors such as the availability of human capital and management practices. Our results underscore the importance of within‐hospital efficiency‐enhancing mechanisms to cost‐adjusted hospital productivity. Improving hospital operational processes will enhance productivity. At a deeper level, human capital and management practices are likely to be most critical.

show abstract

An exploration of management practices in hospitals

Cited by 25 publications

References 40 publications

Organizational culture in cardiovascular care in Chinese hospitals: a descriptive cross-sectional study

Organizational culture in cardiovascular care in Chinese hospitals: a descriptive cross-sectional study

Lean thinking in health and nursing: an integrative literature review

Hospital productivity: The role of efficiency drivers

Contact Info

Product

Resources

About