Information systems and strategic management

Austin, Charles J.; Trimm, Jerry M.; Sobczak, Patrick M.

doi:10.1097/00004010-199502030-00004

Cited by 14 publications

(6 citation statements)

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“…Technological context. Health care service providers usually employ a large number of administrative and medical technologies that support their strategic, administrative, and medical functions (Austin and Bowerman 2003). These administrative and medical technologies are grouped into various categories of IT applications such as Business Office, Financial Management, Human Resources, Decision Support, Managed Care, Medical Charts, and Medical Applications, based on their functionality and focus (Borzekowski 2002).…”

Section: Research Design Variables and Model Specificationmentioning

confidence: 99%

IT Capability for Health Care Delivery

Dey

Sinha

Thirumalai

2013

Journal of Service Research

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In recent years, there has been a proliferation of health information technologies (HITs) that promise to improve the delivery of care. Health care service providers are faced with an increasing push to develop electronic medical record (EMR) capability, which is the ability to leverage health IT to enable and link the clinical processes for an effective and efficient delivery of care. However, there is little guidance in the literature on the performance implications of EMR capability and whether providers should commit to higher stages of EMR capability. Based on data from 1,011 acute care providers in the United States, the findings of this study suggest that the operational performance of providers, measured as case mix index-adjusted discharges per licensed bed, is positively related to the stage of EMR capability. However, the findings also point to a cautionary insight-committing to higher stages of EMR capability may not be uniformly beneficial to all providers. The findings suggest that the choice of the stage of EMR capability is self-selected. Interestingly, if health care service providers were to be assigned to a higher stage of EMR capability (i.e., incommensurate with their idiosyncratic technological, organizational, and environmental characteristics), the potential operational performance benefit of that stage of EMR capability may remain unrealized.

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Section: Research Design Variables and Model Specificationmentioning

confidence: 99%

IT Capability for Health Care Delivery

Dey

Sinha

Thirumalai

2013

Journal of Service Research

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“…seminal work on strategic management and competitive analysis, which focused on tracking specific competitor behaviour and linking competitor analysis to competitive strategy, touched off an avalanche of publications on competitive intelligence (hereafter CI) (Peyrot et al, 2002, p. 748). Much of the CI "research" consisted of anecdotal case studies of corporate CI activity in a variety of settings: a life insurance company (Fletcher and Donaghy, 1993), the forest products hardboard industry (Munk and Shane, 1994), electric utility regional cooperatives (Galing, 1995), banks (Boucher, 1996), the health care industry (Austin et al, 1995), and multi-industry examples (Lenz and Engledow, 1986;Ettorre, 1995). Ramaswamy et al (1994) state that there has been little empirical research on CI, and the published quantitative research to date has been largely descriptive in nature, describing the distribution of CI skills, resources and capabilities across organizations (e.g.…”

Section: Introductionmentioning

confidence: 99%

Competitive intelligence: construct exploration, validation and equivalence

et al. 2008

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Purpose-Little empirical research has been conducted on competitive intelligence (CI). This paper aims to contribute to the quantitative strand of the CI literature by exploring and validating the theoretical constructs of the CI process. Design/methodology/approach-Data from 601 questionnaires filled out by South African and Flemish exporters were subjected to exploratory factor analysis and construct equivalence analysis between the sub-samples. Findings-The results showed that the CI process consists of three constructs, while the context in which CI takes place consists of four constructs. This agrees to some extent with the literature. When verifying the constructs for both cultures it was found that all but one CI context construct can be viewed as equivalent in both groups. Bias analysis identified one item in the questionnaire that was biased. Via regression analysis it was also indicated that the context in which CI takes place influences the CI process to a large extent. The research identified size as an important influencing factor in a business' CI process. Practical implications-Businesses involved in CI should take note that an improvement in their formal infrastructure, employee involvement and internal information processes could enhance their CI capability. Originality/value-This paper contributes towards the formalising of the constructs of competitive intelligence.

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“…The Information System has to manage the whole administrative workflow; with reference to a usual accounting management system [7], it must also provide a specific set of check points and management functions related to the specific needs of the Regional Agency supply chain. The workflow reported in Figure 1 highlights the high degree of integration that is required between the information systems operating in the PHC and the Central Agency.…”

Section: The Information Management Systemmentioning

confidence: 99%

Supply Chain for Regional Centralized Purchasing: An Application Model

Pepino¹

2012

IIM

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In Europe Health Organizations are progressively modifying their management models to rationalize expenditure in order to assure better levels of effectiveness and efficiency: many countries are going to centralize the management of goods and services supply. In this paper a specific model of centralized purchasing is proposed; it is particularly suitable in cases of severe economy suffering at regional level (e.g. Campania, Lazio, Calabria in Italy) or at national level (e.g. Greece, Ireland, Italy), that means in all those cases where the scale economies, obtainable by supply centralization, would be partly or totally compromised by the extra charges induced by the missing of contractual commitments. This work aims either to analyse such specific approach for centralized purchasing or to propose a simulation model based on Petri net, which could be useful for designing and managing similar case studies.

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Information systems and strategic management

Cited by 14 publications

References 0 publications

IT Capability for Health Care Delivery

IT Capability for Health Care Delivery

Competitive intelligence: construct exploration, validation and equivalence

Supply Chain for Regional Centralized Purchasing: An Application Model

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