Are hospital managers ready for value-based healthcare?

Abstract

Purpose Hospital organisations are currently experiencing significant challenges that have encouraged a move towards a value-based approach to health care. However, such a transition requires understanding the underlying competencies required to enable such a focus. This paper aims to undertake a systematic review of the available literature on managerial competencies in hospitals and considers these in a value-based health-care context. Design/methodology/approach A systematic literature review was conducted to identify research studies that describe the characteristics of management competence in hospital environments. Findings Categories and sub-categories of management competence in hospitals were identified and considered in a value-based health-care context. Research limitations/implications The systematic literature review identifies a need for further research regarding managerial competencies of managers of hospitals. Competencies for managing in a value-based health-care model also require deeper investigation. Practical implications The categories of management competence provide guidance to organisations transitioning towards value-based health care in terms of identifying and developing management competencies. Hospitals should consider the development of a competency model that includes broader categories of competencies than purely clinical or professional competencies. Originality/value This study builds upon and advances previous reviews of management competence in hospitals, and the competency categories presented can be used as a basis to identify management competency requirements in hospitals.

The Competency Movement in Public Hospitals: Analysing the Competencies of Hospital Executive Managers

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