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Strategic planning processes and hospital financial performance.
J Healthc Manag. 2008 May-Jun; 53(3):197-208; discussion 208-9.JH

Abstract

Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. The purpose of this research is to provide evidence on the extent of strategic planning practices and the association between hospital strategic planning processes and financial performance. In 2006, we surveyed a sample of 138 chief executive officers (CEOs) of hospitals in the state of Texas about strategic planning in their organizations and collected financial information on the hospitals for 2003. Among the sample hospitals, 87 percent reported having a strategic plan, and most reported that they followed a variety of common practices recommended for strategic planning-having a comprehensive plan, involving physicians, involving the board, and implementing the plan. About one-half of the hospitals assigned responsibility for the plan to the CEO. We tested the association between these planning characteristics in 2006 and two measures of financial performance for 2003. Three dimensions of the strategic planning process--having a strategic plan, assigning the CEO responsibility for the plan, and involving the board--are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance.

Authors+Show Affiliations

Department of Health Care Administration, Trinity University, San Antonio, Texas, USA. amer.kaissi@trinity.eduNo affiliation info available

Pub Type(s)

Journal Article

Language

eng

PubMed ID

18546921

Citation

Kaissi, Amer A., and James W. Begun. "Strategic Planning Processes and Hospital Financial Performance." Journal of Healthcare Management / American College of Healthcare Executives, vol. 53, no. 3, 2008, pp. 197-208; discussion 208-9.
Kaissi AA, Begun JW. Strategic planning processes and hospital financial performance. J Healthc Manag. 2008;53(3):197-208; discussion 208-9.
Kaissi, A. A., & Begun, J. W. (2008). Strategic planning processes and hospital financial performance. Journal of Healthcare Management / American College of Healthcare Executives, 53(3), 197-208; discussion 208-9.
Kaissi AA, Begun JW. Strategic Planning Processes and Hospital Financial Performance. J Healthc Manag. 2008 May-Jun;53(3):197-208; discussion 208-9. PubMed PMID: 18546921.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - Strategic planning processes and hospital financial performance. AU - Kaissi,Amer A, AU - Begun,James W, PY - 2008/6/13/pubmed PY - 2008/7/18/medline PY - 2008/6/13/entrez SP - 197-208; discussion 208-9 JF - Journal of healthcare management / American College of Healthcare Executives JO - J Healthc Manag VL - 53 IS - 3 N2 - Many common management practices in healthcare organizations, including the practice of strategic planning, have not been subject to widespread assessment through empirical research. If management practice is to be evidence-based, evaluations of such common practices need to be undertaken. The purpose of this research is to provide evidence on the extent of strategic planning practices and the association between hospital strategic planning processes and financial performance. In 2006, we surveyed a sample of 138 chief executive officers (CEOs) of hospitals in the state of Texas about strategic planning in their organizations and collected financial information on the hospitals for 2003. Among the sample hospitals, 87 percent reported having a strategic plan, and most reported that they followed a variety of common practices recommended for strategic planning-having a comprehensive plan, involving physicians, involving the board, and implementing the plan. About one-half of the hospitals assigned responsibility for the plan to the CEO. We tested the association between these planning characteristics in 2006 and two measures of financial performance for 2003. Three dimensions of the strategic planning process--having a strategic plan, assigning the CEO responsibility for the plan, and involving the board--are positively associated with earlier financial performance. Further longitudinal studies are needed to evaluate the cause-and-effect relationship between planning and performance. SN - 1096-9012 UR - https://www.unboundmedicine.com/medline/citation/18546921/Strategic_planning_processes_and_hospital_financial_performance_ L2 - http://ovidsp.ovid.com/ovidweb.cgi?T=JS&PAGE=linkout&SEARCH=18546921.ui DB - PRIME DP - Unbound Medicine ER -