Tags

Type your tag names separated by a space and hit enter

The internal processes and behavioral dynamics of hospital boards: an exploration of differences between high- and low-performing hospitals.
Health Care Manage Rev. 2009 Jan-Mar; 34(1):80-91.HC

Abstract

BACKGROUND

Nonprofit hospital boards are under increasing pressure to improve financial, clinical, and charitable and community benefit performance. Most research on board effectiveness focuses on variables measuring board structure and attributes associated with competing ideal models of board roles. However, the results do not provide clear evidence that one role is superior to another and suggest that in practice boards pursue hybrid roles. Board dynamics and processes have received less attention from researchers, but emerging theoretical frameworks highlight them as key to effective corporate governance.

PURPOSE

We explored differences in board processes and behavioral dynamics between financially high- and low-performing hospitals, with the goal of developing a better understanding of the best board practices in nonprofit hospitals.

METHODOLOGY/APPROACH

A comparative case study approach allowed for in-depth, qualitative assessments of how the internal workings of boards differ between low- and high-performing facilities.

FINDINGS

Boards of hospitals with strong financial performance exhibited behavioral dynamics and internal processes that differed in important ways from those of hospitals with poor financial performance.

PRACTICE IMPLICATIONS

Boards need to actively attend to key processes and foster positive group dynamics in decision making to be more effective in governing hospitals.

Authors+Show Affiliations

Harvard School of Public Health, Boston, Massachusetts, USA. nkane@hsph.harvard.eduNo affiliation info availableNo affiliation info available

Pub Type(s)

Journal Article
Research Support, Non-U.S. Gov't

Language

eng

PubMed ID

19104266

Citation

Kane, Nancy M., et al. "The Internal Processes and Behavioral Dynamics of Hospital Boards: an Exploration of Differences Between High- and Low-performing Hospitals." Health Care Management Review, vol. 34, no. 1, 2009, pp. 80-91.
Kane NM, Clark JR, Rivenson HL. The internal processes and behavioral dynamics of hospital boards: an exploration of differences between high- and low-performing hospitals. Health Care Manage Rev. 2009;34(1):80-91.
Kane, N. M., Clark, J. R., & Rivenson, H. L. (2009). The internal processes and behavioral dynamics of hospital boards: an exploration of differences between high- and low-performing hospitals. Health Care Management Review, 34(1), 80-91. https://doi.org/10.1097/01.HMR.0000342980.30049.4b
Kane NM, Clark JR, Rivenson HL. The Internal Processes and Behavioral Dynamics of Hospital Boards: an Exploration of Differences Between High- and Low-performing Hospitals. Health Care Manage Rev. 2009 Jan-Mar;34(1):80-91. PubMed PMID: 19104266.
* Article titles in AMA citation format should be in sentence-case
TY - JOUR T1 - The internal processes and behavioral dynamics of hospital boards: an exploration of differences between high- and low-performing hospitals. AU - Kane,Nancy M, AU - Clark,Jonathan R, AU - Rivenson,Howard L, PY - 2008/12/24/entrez PY - 2008/12/24/pubmed PY - 2009/2/26/medline SP - 80 EP - 91 JF - Health care management review JO - Health Care Manage Rev VL - 34 IS - 1 N2 - BACKGROUND: Nonprofit hospital boards are under increasing pressure to improve financial, clinical, and charitable and community benefit performance. Most research on board effectiveness focuses on variables measuring board structure and attributes associated with competing ideal models of board roles. However, the results do not provide clear evidence that one role is superior to another and suggest that in practice boards pursue hybrid roles. Board dynamics and processes have received less attention from researchers, but emerging theoretical frameworks highlight them as key to effective corporate governance. PURPOSE: We explored differences in board processes and behavioral dynamics between financially high- and low-performing hospitals, with the goal of developing a better understanding of the best board practices in nonprofit hospitals. METHODOLOGY/APPROACH: A comparative case study approach allowed for in-depth, qualitative assessments of how the internal workings of boards differ between low- and high-performing facilities. FINDINGS: Boards of hospitals with strong financial performance exhibited behavioral dynamics and internal processes that differed in important ways from those of hospitals with poor financial performance. PRACTICE IMPLICATIONS: Boards need to actively attend to key processes and foster positive group dynamics in decision making to be more effective in governing hospitals. SN - 1550-5030 UR - https://www.unboundmedicine.com/medline/citation/19104266/The_internal_processes_and_behavioral_dynamics_of_hospital_boards:_an_exploration_of_differences_between_high__and_low_performing_hospitals_ L2 - https://doi.org/10.1097/01.HMR.0000342980.30049.4b DB - PRIME DP - Unbound Medicine ER -