Hospital network performance: A survey of hospital stakeholders’ perspectives

Bravi, Francesca; Gibertoni, Dino; Marcon, Anna; Sicotte, Claude; Minvielle, Étienne; Rucci, Paola; Angelastro, Angela; Carradori, Tiziano; Fantini, MP

doi:10.1016/j.healthpol.2012.11.003

Cited by 19 publications

(21 citation statements)

References 12 publications

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“…With respect to staff, the major factors driving their perception included work environment, pay and benefits, work hours, adequacy of the resources required to complete the work and scopes of learning. 6 For child patients, the treatment and friendliness of the doctors, their outfits (dress), child friendly environment, gifts and toys and so on determine their perception. Similarly, the major factors driving the perception of the parents of the child patients and adult include the expertise of the dentist, information about the treatment and time it will take, cleanliness and hygiene, friendliness of doctor, clinic infrastructure and so on.…”

Section: Discussionmentioning

confidence: 99%

Perception of Stakeholders towards the Shine Dental Clinic

Mainali

2019

J Chitwan Med Coll

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Background: For the betterment of an organisation, stakeholder’s perception plays a vital role by helping to alter the environment of the workplace as well as the overall operation and management of the organisation. This study aims to explore the stakeholders’ perceptions about services and management from every aspect by studying the positive and negative remarks given by them. Methods: A descriptive cross-sectional research design was used among 68 respondents which included- patients, parents, institutional clients and employees. Results: It was found that the stakeholders of the Shine dental clinic, both the staff and clients/customers were satisfied with the by the clinic. Customers mainly build their perception to be positive or negative in terms of the factors such as the clinic’s environment, effective service delivery, maintenance of the clinic, the treatment and communication of the health workers and timely delivery of the service. Meanwhile, the staff determined the perception of the clinic in terms of salary and benefits, friendliness of top management, scope of learning and self-development, and so on. Conclusions: The stakeholders of the clinic perceived the clinic as a promising clinic and were satisfied with all the services and facilities provided to them. More people are becoming aware about the clinic with time, but it is needed for the clinic to be more visible in the social media for additional brand awareness.

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Section: Discussionmentioning

confidence: 99%

Perception of Stakeholders towards the Shine Dental Clinic

Mainali

2019

J Chitwan Med Coll

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“…Although the official term “hospital network” is used to describe the 2017 hospital sector reform in Poland, its actual meaning is not consistent with the commonly accepted definition. In the literature, the term is usually used to describe a group of hospitals that cooperate with each other to coordinate and deliver health care services for a given population . The aims of building such networks may include improving coordination of care and hospital productivity, containing costs, enhancing information, and knowledge sharing .…”

Section: Discussionmentioning

confidence: 99%

“…In the literature, the term is usually used to describe a group of hospitals that cooperate with each other to coordinate and deliver health care services for a given population. [50][51][52] The aims of building such networks may include improving coordination of care and hospital productivity, containing costs, enhancing information, and knowledge sharing. 6,51,53 In the case of Polish reform, the implemented changes did not involve the element of cooperation between hospitals.…”

Section: Discussionmentioning

confidence: 99%

Building hospital capacity planning mechanisms in Poland: The impact of 2016/2017 regulatory changes

Dubas‐Jakóbczyk

Sowada

Domagała

et al. 2018

Health Planning & Management

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Capacity planning is a crucial component of modern health care governance. The aim of this paper is to analyze the requirements that need to be met to build effective hospital capacity planning mechanisms in Poland. In this context, the recent regulatory changes strongly influencing hospital sector functioning, including introduction of health care needs maps, capital investment assessment, and hospital network regulations, are analyzed. Some possible ways forward, based on review of international experiences in hospital capacity planning, are discussed. Applied methods include literature review and analysis of statistical data as well as desk analysis of key national regulations related to hospital sector. Results indicate that at the system level, the process of capacity planning involves 4 elements: capital investment in facilities, equipment, and technology; service delivery; allocation of staff; and financial resources. For hospital capacity planning to be effective, the strategic decision at the macrolevel must be complemented by appropriate management of individual hospitals. The major challenge of building hospital capacity planning mechanism in Poland is imbedding it into the overall health system strategy. Because of the lack of such a strategy, the practical implementation of the ad hoc changes, which have been introduced, shows some inconsistencies. The regulations implemented between 2016 and 2017 provided a basis for hospital capacity planning, yet still need evaluation and adjustments. Also, including a mechanism for human resources planning is of crucial importance. The regulations should provide incentives for reducing oversized hospital infrastructure with simultaneous development of the long-term and coordinated care models.

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“…Via quadro de valores competitivos, exploraram um mecanismo de governança específica. Bravi et al (2013) Realizaram, em 2009, uma pesquisa em cinco hospitais de uma rede italiana de oncologia para examinar e comparar as opiniões sobre o desempenho da rede hospitalar de stakeholders internos (médicos, enfermeiros e pessoal administrativo).…”

Section: Aubry Richer E Lavoie-tremblay (2014)unclassified

Gestão dos Stakeholders na Captação de Recursos nos Hospitais Filantrópicos e Religiosos

2014

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Os hospitais sem fins lucrativos de origem religiosa constituem uma parte vital do sistema de saúde no Brasil. Pela natureza da atividade que desenvolvem, esses hospitais têm uma enorme pluralidade de stakeholders e um complexo processo de criação de valor. Este estudo tem por objetivo compreender a potencial associação entre a gestão dos stakeholders e o sucesso na captação de contribuições financeiras voluntárias. O tema em análise situa-se na área do comportamento organizacional e está pouco explorado na literatura, por isso optou-se por uma investigação qualitativa e exploratória. Com base em fontes documentais e em entrevistas semiestruturadas com os presidentes dos conselhos de administração, desenvolveu-se um estudo comparativo de dois casos (hospitais). O quadro teórico de referência cruza os fundamentos da Teoria dos Stakeholders com a Teoria da Dependência de Recursos. O estudo revelou que, em ambos os casos, a gestão dos stakeholders é ainda incipiente e pouco estruturada; consequentemente, não foi possível responder conclusivamente à questão de partida. Contudo esta pesquisa traz importantes esclarecimentos sobre a questão e abre novas possibilidades de investigação.

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Hospital network performance: A survey of hospital stakeholders’ perspectives

Cited by 19 publications

References 12 publications

Perception of Stakeholders towards the Shine Dental Clinic

Perception of Stakeholders towards the Shine Dental Clinic

Building hospital capacity planning mechanisms in Poland: The impact of 2016/2017 regulatory changes

Gestão dos Stakeholders na Captação de Recursos nos Hospitais Filantrópicos e Religiosos

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