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Strategic decision-making among top executives in acute-care hospitals.
Health Mark Q. 2001; 19(1):43-59.HM

Abstract

Recent changes within the dynamic healthcare industry have necessitated further assessment of the strategic thought processes associated with financial success. Therefore, this study explored hospital executive's use of a comprehensive strategy-making process and its impact on performance in acute care hospitals. Taken as a whole, the strategy-making process is found to be positively associated with financial performance. Supplementary analysis, investigating the unique effects of environmental planning, scanning and analysis, revealed that, when considered separately, scanning and analysis contribute significantly to performance, whereas strategic planning, as classically defined, does not. Implications for decision-making in hospital settings are discussed.

Authors+Show Affiliations

Louisiana Tech University, Department of Management and Marketing, College of Administration and Business, USA.No affiliation info availableNo affiliation info availableNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

11727292

Citation

Walters, B A., et al. "Strategic Decision-making Among Top Executives in Acute-care Hospitals." Health Marketing Quarterly, vol. 19, no. 1, 2001, pp. 43-59.
Walters BA, Clarke I, Henley ES, et al. Strategic decision-making among top executives in acute-care hospitals. Health Mark Q. 2001;19(1):43-59.
Walters, B. A., Clarke, I., Henley, E. S., & Shandiz, M. (2001). Strategic decision-making among top executives in acute-care hospitals. Health Marketing Quarterly, 19(1), 43-59.
Walters BA, et al. Strategic Decision-making Among Top Executives in Acute-care Hospitals. Health Mark Q. 2001;19(1):43-59. PubMed PMID: 11727292.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Strategic decision-making among top executives in acute-care hospitals. AU - Walters,B A, AU - Clarke,I,3rd AU - Henley,E S, AU - Shandiz,M, PY - 2001/12/1/pubmed PY - 2002/1/5/medline PY - 2001/12/1/entrez SP - 43 EP - 59 JF - Health marketing quarterly JO - Health Mark Q VL - 19 IS - 1 N2 - Recent changes within the dynamic healthcare industry have necessitated further assessment of the strategic thought processes associated with financial success. Therefore, this study explored hospital executive's use of a comprehensive strategy-making process and its impact on performance in acute care hospitals. Taken as a whole, the strategy-making process is found to be positively associated with financial performance. Supplementary analysis, investigating the unique effects of environmental planning, scanning and analysis, revealed that, when considered separately, scanning and analysis contribute significantly to performance, whereas strategic planning, as classically defined, does not. Implications for decision-making in hospital settings are discussed. SN - 0735-9683 UR - https://www.unboundmedicine.com/medline/citation/11727292/Strategic_decision_making_among_top_executives_in_acute_care_hospitals_ L2 - https://www.tandfonline.com/doi/full/10.1300/J026v19n01_04 DB - PRIME DP - Unbound Medicine ER -