Understanding competitive advantage in the general hospital industry: evaluating strategic competencies

Abstract

This study examines the drivers of competitive advantage within the hospital industry. Specifically, we examine both the direct and joint effects of market structure, firm-level competencies, and interorganizational relationships on organizational performance. The results of this approach indicated that managers, through their strategic actions related to the capabilities and relationships they develop and deploy, can establish advantageous competitive positions and influence the negative effects of market structure by developing important strategic competencies.

Key Determinants of Human Resource Management in Hospitals: Stakeholder Perspective

“…On the other hand, they need to be flexible, able to adapt to changes in the environment, and innovative. It is for this reason that hospitals must be treated as systems that have the qualities of being both closed and open (Shortell & Kaluzny, 2001;Douglas & Ryman, 2003). Perceiving hospitals as open systems -systems that are a part of their environmentimparts the environment with a special meaning for those managing such units.…”

An extended VRIO model as a framework for sustainable tourism planning

“…Studies show that both internal and external factors influence organisational performance and profitability throughout time [27,28] and that organizations use both approaches in the strategic analysis stage [29,30]. They are, in fact, methodologies included in the popular SWOT analysis.…”

The Role of Entrepreneurial Orientation in Achieving Organization Performance Through Business Model Innovation and Strategic Collaboration

“…This collaboration is an asset that influences market demand because it is formed through a process of engagement (Srivastava et al, 1998). Collaboration as mediation between entrepreneurial orientations on performance has not been found, although the success of the hospital is strongly associated with management collaboration with physicians (Douglas & Ryman 2003;Trybou et al, 2015;Al Amien et al, 2013) The collaboration will vary and are unique in comparable between organizations as it will depend on the elements of the policy owner respective organizations and through resource orchestration will have a positive effect on the achievement of organizational performance (Wales et al, 2013;Walter, 2006). Measurement of collaborative relationships between hospital and the physician in this study is based on two factors: the determining factors of trust and the balance factor of power or influence by management and clinicians in decision making regarding investment arrangements, the assignment of physicians, cost efficiency and togetherness in achieving goals (Succi et al, 1998;Trybou et al, 2015).…”

“…As a result of the dual role of the medical profession within the organization, the medical profession as an asset relational strategic, can be turned into a threat to the survival of the organization in the event of failure of the collaboration, with the strength of its influence on the market ( Al-Amin et al, 2013 ). With the complexity of the forms of integration or relationships hospital with a medical profession that is analogous equivalent to the role of a contractor (Sharma, 1997), and the central role of the medical profession in the operational activities of the hospital, then the ability of hospital manager to maintain the linkage in collaboration with the physician regarded as determinants of hospital competitive advantage (Douglas & Ryman 2003).…”

“…Collaboration is reflected by the mutual decision-making process and a shared responsibility, especially related to the principles and strategic decisions (Liedtka, 1996;Al Amin et al, 2013). With the complexity of the forms of integration or relationships hospital -physician relation, that is analogous equivalent to the role of the contractor off (Sharma, 1997), and the central role of the medical profession in the operational activities of the services the hospital, then the ability of hospital management to collaborate with the physician isregarded as determinants of the competitive advantage of hospitals (Douglas & Ryman 2003). Collaboration between management and the medical profession assumed to be influenced by the level of entrepreneurial orientation of each hospital.…”