Does Ownership Matter Under Challenging Conditions?: On the relationship between organizational entrepreneurship and performance in the healthcare sector

Hinz, Vera; Ingerfurth, Stefan

doi:10.1080/14719037.2012.757348

Cited by 36 publications

(46 citation statements)

References 57 publications

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“…One hundred ninety-two hospital managers responded to the survey (response rate = approximately 20%). The response rate of our sample is consistent with previous research on hospital performance (Hinz & Ingerfurth, 2013;Vera, 2006). In addition to the survey data on hospital cooperation behavior, we used the proportion of unionists, politicians, and lawyers in hospital governing boards drawn from the same survey for a two-stage least-squares (2SLS) estimation with instrumental variables.…”

Section: Data Sourcessupporting

confidence: 75%

Cooperation for a competitive position

Büchner

Hinz

Schreyögg

2015

Health Care Management Review

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Section: Data Sourcessupporting

confidence: 75%

Cooperation for a competitive position

Büchner

Hinz

Schreyögg

2015

Health Care Management Review

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“…These hospitals are particularly influenced by market mechanisms and focus on performance (Onyx & Maclean, 1996). This idea is consistent with empirical evidence that shows that nonprofit hospitals are less likely to exhibit innovative behavior than are for-profit hospitals (Hinz & Ingerfurth, 2013;Shortell, Morrison, & Friedman, 1990). This idea is consistent with empirical evidence that shows that nonprofit hospitals are less likely to exhibit innovative behavior than are for-profit hospitals (Hinz & Ingerfurth, 2013;Shortell, Morrison, & Friedman, 1990).…”

Section: Hypothesis 1 (H1)supporting

confidence: 74%

“…A related research stream focuses on individuals' perceptions of these organizational differences, which lead to sector-specific stereotypes (Drevs, Tscheulin, & Lindenmeier, 2014). Public hospitals are often viewed as more bureaucratic, with a focus on political objectives and community needs (Hinz & Ingerfurth, 2013;Tiemann & Schreyögg, 2009), and nonprofit hospitals are associated with trustworthiness and warmth (Schlesinger, Quon, Wynia, Cummins, & Gray, 2005). These stereotypes might imply a stronger association with other-oriented, "meaningful" service provision.…”

Section: Fit Between Individual Motivational Factors and Organizational Differences Due To Ownershipmentioning

confidence: 99%

Does Motivation Matter for Employer Choices? A Discrete-Choice Analysis of Medical Students’ Decisions Among Public, Nonprofit, and For-Profit Hospitals

Winter

Thaler

2016

Nonprofit and Voluntary Sector Quarterly

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Physicians are crucial resources for medical service provision, and aggravated physician shortages enhance the need to understand employer preferences and thus perceived employer attractiveness. Our study analyzes how differences in individual motivational factors explain intentional employer choice in the hospital industry. This study focuses on medical students who are faced with their first employer selection. Using a large-scale survey of medical students (n = 563) in Germany, we analyze these choices using multinomial logit models. The analysis shows that heterogeneity exists in students' preferences for hospital ownership type and an employer's highlighted benefits. The likelihood of making certain choices is significantly related to both otherrelated motivational factors, such as altruism and commitment to public interest, and self-oriented motivational factors, such as financial security and work-life balance. The results are discussed, and management implications for nonprofit and other hospitals are derived.

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“…103 The rationale for granting such autonomy is based on the idea of creating market competition between different types of providers (public, private and third sector), and incentivising innovative and efficient choices by providers by giving them a right to retain ‘surplus’ resources. 104,105 The primary emphasis here is on efficient resource utilisation, although policies of this type are also intended to enhance quality of care and responsiveness to patient needs. 102…”

Section: Resultsmentioning

confidence: 99%

What’s Needed to Develop Strategic Purchasing in Healthcare? Policy Lessons from a Realist Review

Sanderson

Lonsdale

Mannion

2018

Int J Health Policy Manag

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Background: In the context of serious concerns over the affordability of healthcare, various authors and international policy bodies advise that strategic purchasing is a key means of improving health system performance. Such advice is typically informed by theories from the economics of organization (EOO). This paper proposes that these theories are insufficient for a full understanding of strategic purchasing in healthcare, because they focus on safeguarding against poor performance and ignore the coordination and adaptation needed to improve performance. We suggest that insights from other, complementary theories are needed. Methods: A realist review method was adopted involving 3 steps: first, drawing upon complementary theories from the EOO and inter-organizational relationships (IOR) perspectives, a theoretical interpretation framework was developed to guide the review; second, a purposive search of scholarly databases to find relevant literature addressing healthcare purchasing; and third, qualitative analysis of the selected texts and thematic synthesis of the results focusing on lessons relevant to 3 key policy objectives taken from the international health policy literature. Texts were included if they provided relevant empirical data and met specified standards of rigour and robustness. Results: A total of 58 texts were included in the final analysis. Lessons for patient empowerment included: the need for clearly defined rights for patients and responsibilities for purchasers, and for these to be enacted through regular patientpurchaser interaction. Lessons for government stewardship included: the need for health strategy to contain specific targets to incentivise purchasers to align with national policy objectives, and for national government actors to build close, trusting relationships with purchasers to facilitate access to local knowledge about needs and priorities. Lessons for provider performance included: provider decision autonomy may drive innovation and efficient resource use, but may also create scope for opportunism, and interdependence likely to be the best power structure to incentivise collaboration needed to drive performance improvement. Conclusion: Using complementary theories suggests a range of general policy lessons for strategic purchasing in healthcare, but further empirical work is needed to explore how far these lessons are a practically useful guide to policy in a variety of healthcare systems, country settings and purchasing process phases.

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Does Ownership Matter Under Challenging Conditions?: On the relationship between organizational entrepreneurship and performance in the healthcare sector

Cited by 36 publications

References 57 publications

Cooperation for a competitive position

Cooperation for a competitive position

Does Motivation Matter for Employer Choices? A Discrete-Choice Analysis of Medical Students’ Decisions Among Public, Nonprofit, and For-Profit Hospitals

What’s Needed to Develop Strategic Purchasing in Healthcare? Policy Lessons from a Realist Review

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