Can hospital dashboards provide visibility of information from bedside to board? A case study approach

Pace, Adriana; Buttiġieġ, Sandra C.

doi:10.1108/jhom-11-2016-0229

Cited by 18 publications

(22 citation statements)

References 26 publications

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“…Previous literature has explored the pros and cons of Lean-based approaches (Daultani et al, 2015;Radnor et al, 2012) and hospital dashboards (Buttigieg et al, 2017;Pace and Buttigieg, 2017) in public healthcare organisations. However, while studies point to potential benefits of PMS, they also find that these benefits are not always achieved.…”

Section: Introductionmentioning

confidence: 99%

Lessons from mandated implementation of a performance management system

Marchand

Bréton

Saulpic

et al. 2021

JHOM

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PurposeLean-inspired approaches and performance management systems are being implemented in public healthcare organisations internationally. However, the literature is inconclusive regarding the benefits of these management tools and there is a lack of knowledge regarding processes for large-scale implementation of these tools. This article aims to describe the implementation process and to better understand how this process influences the mandated performance management system.Design/methodology/approachThis research is based on a comparative case study of three healthcare organisations in Canada. Data consist documents, non-participant observation and semi-structured interviews with key actors (n = 30). Analysis is based on a sociotechnical approach to management tools that considers organisational context, and the tool's technical substrate, theory of action and managerial philosophy.FindingsResults show that despite a standardised national mandate, the tool as implemented varied between organisations in terms of technical substrate and managerial philosophy. These variations are explained by the flexibility of the technical substrate, the lack of clarity of the managerial philosophy, and some contextual elements. Successful implementation may rest upon high hybridization of the tool on these different dimensions. A precise and prescribed technical substrate is not sufficient to guarantee implementation of a managerial philosophy.Practical implicationsMandated implementation of management tools may be more successful if it is explicit on the managerial philosophy, the technical substrate and the link between the two, and if it provides some leeway to adapt both to the organisational context.Originality/valueThis is one of the few studies to describe and analyse the process involved in mandated large-scale implementation of performance management systems in public healthcare organisations.

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Section: Introductionmentioning

confidence: 99%

Lessons from mandated implementation of a performance management system

Marchand

Bréton

Saulpic

et al. 2021

JHOM

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“…A practical example of a strategic dashboard is found in a study by Pace and Buttigieg (2017) where executive management had set the objective that 95 per cent of patients who visited emergency (A&E) had to be discharged from this department in less than four hours. The executive managers reviewed this key performance indicator (KPI) during monthly meetings.…”

Section: Strategic Dashboardsmentioning

confidence: 99%

“…In Pace and Buttigieg's (2017) study, the tactical dashboard consisted of daily information about the accomplishment of the goal which was set at a strategic level. Managers could analyse whether or not the target, that is 95 per cent of patients had to be discharged within four hours from the A&E, was attained.…”

Section: Tactical Dashboardsmentioning

confidence: 99%

“…The operational dashboard in Pace and Buttigieg (2017)'s study consisted of a screen in the A&E department which was mainly viewed by the clinicians. Each patient was tracked from the time of registration until discharged from A&E. The patient's status during A&E admission, such as "patient waiting for radiology", together with the name of the physician and nurse who were in charge for the patient were visible on screens and were updated in real-time.…”

Section: Operational Dashboardsmentioning

confidence: 99%

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Hospital performance dashboards: a literature review

Buttiġieġ

Pace

Rathert

2017

JHOM

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Purpose The purpose of this paper is to give a comprehensive and updated analysis of the available literature on hospital dashboards. Design/methodology/approach A search of the current literature was performed by searching electronic databases, including Google Scholar, EBSCO and Medline, as well as books. Findings In all, 48 manuscripts consisting of peer reviewed articles, conference proceedings, case reports and text books were included in this review. Practical implications Despite the numerous advantages of performance dashboards, several authors have mentioned a number of challenges. It was evident from the literature that any setting requires significant effort, especially to ensure the quality of data being collected. In fact, significant investment, both in terms of financial and human resources, is required to achieve an effective dashboard. Furthermore, most of the studies available in the literature were individual case reports or anecdotal accounts rather than empirical studies. Thus, further research is required to ascertain the effectiveness of performance dashboards. In view of these findings, each organisation should make its own decisions whether or not to adopt performance dashboards. Originality/value Most of the literature is fragmented as it reports the use of different types of dashboards, namely strategic, tactical and operational, as separate tools. This literature review contributes to knowledge as it brings together the different types of dashboards and the cascading effect of one dashboard onto another in order to achieve and retain organisational alignment with the overall strategic goals.

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“…While patient safety was, is, and will remain a topic of immense importance to healthcare, the debate in the future should venture into emerging issues. Future debates should consider patient safety issues in population aging and migration ( 4 ), burnt-out professionals ( 5 , 6 ), technology use ( 7 ), point-of-care testing ( 8 ), the influence of type of health system on healthcare innovation and therefore on quality improvement ( 9 ), and the use of hospital performance dashboards ( 10 ) for better visibility of information from bedside to board ( 11 ) so as to ensure safety in communication. It is indeed the scope of this research topic to attract the readers' interest and to keep the debate on patient safety alive.…”

mentioning

confidence: 99%