Process maturity and patient orientation in times of a health system reform

Abstract

PurposeThis study investigates the impact of the degree of process maturity on the degree of patient orientation in the context of radical process changes. The study is based on a sample of healthcare providers in Ukraine which experiences a fundamental transformation of its healthcare system.Design/methodology/approachThe investigation was conducted among the full population of the chief physicians from 53 medical institutions (hospitals, general practitioners centers, dental clinics, and maternity clinics) in one of the largest cities in Ukraine. We investigated the maturity of the process of interaction with patients as perceived by these top managers. We applied variance-based structural equation modeling (SmartPLS3).FindingsThe study shows that each stage of process maturity predetermines the following one. With regard to the impact of each stage of process maturity on patient orientation, all stages show a positive and significant relationship toward patient orientation, i.e. even the lowest stage of maturity is critical for patient orientation. A further contradictory finding to extant literature is, that based on the set of indicators, the process appears to be in different stages at the same time. This speaks against the regular sequence-based approach toward process maturity.Originality/valueAlthough it has been assumed that higher degrees of process maturity are associated with higher customer (patient) orientation, this work shows that the relationship holds also for each stage of process maturity separately. This research is based on a very unique sample – the almost complete set of chief physicians and their deputies of practically all medical institutions of a large city.

AI-driven Optimization in Healthcare: the Diagnostic Process

“…A standard deviation of only 10 minutes drives patient utility (and, thus, the overall system welfare) into negative values. Consequently, process standardization is of the highest priority (Bogodistov, Moormann, Sibbel, Krupskyi, & Hromtseva, 2021). The overall utility becomes negative if the processing time is greater than 15 minutes or less than about 7 minutes.…”

Developing organizational resilience from business process management maturity

“…Maturity models continue to be developed and operate as a tool that allows organizations to classify their processes according to how they are structured, described, managed, evaluated and optimized (Bogodistov et al, 2022;Dijkman et al, 2015;Lockamy III & McCormack, 2004;Object Management Group, 2008;Oliveira, McCormack, & Trkman, 2012;Ongena & Ravesteyn, 2020;Saravia-Vergara et al, 2020). Specifically, regarding the business process maturity model, developed by the Object Management Group (OMG) and applied in this study from the version adapted by Dijkman et al (2015), we observed the institution of five distinct levels of maturity, used to theoretically understand the respective variable.…”

“…Therefore, the conceptual domain of the construct BPMM is defined as the degree of evolution of process management practices undertaken by companies when executing their operations. Such practices are allocated to maturity levels, which result in reporting on the organization’s capabilities to manage its business processes (Bogodistov et al ., 2022; Dijkman et al ., 2015; Object Management Group, 2008; Ongena & Ravesteyn, 2020; Saravia-Vergara et al ., 2020; Sincorá, Dias, Louro, Amaral, & Alvarenga, 2019).…”

“…In this context, business process management “BPM” emerges as a powerful alternative to support the decision-making process and generate superior performance results. BPM is a strong alternative since the benefits deriving from its practice are evident in different business contexts, proving to be fundamental for the organization to obtain a competitive advantage in its markets (Baiyere, Salmela, & Tapanainen, 2020; Battisti, Shams, Sakka, & Miglietta, 2020; Bogodistov, Moormann, Sibbel, Krupskyi, & Hromtseva, 2022; Fosso Wamba & Mishra, 2017; Lizano-Mora, Palos-Sanchez, & Aguayo-Camacho, 2021; Saravia-Vergara, Sanchís-Pedregosa, & Albort-Morant, 2020; Silva, Longaray, Munhoz, & Castelli, 2019).…”

“…This assertion is supported by numerous studies that demonstrated a positive association between maturity in process management and some aspects of organizational performance. Examples include Lockamy III and McCormack (2004), Hammer (2007), Oliveira (2009), Dijkman, Lammers, & Jong (2015), Ongena and Ravesteyn (2020), Bogodistov et al . (2022) and many others.…”