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(Health Care Management Review[TA])
1,655 results
  • Resource-based view on safety culture's influence on hospital performance: The moderating role of electronic health record implementation. [Journal Article]
  • HCHealth Care Manage Rev 2018 Aug 28
  • Upadhyay S, Weech-Maldonado R, … Smith DG
  • CONCLUSIONS: Safety culture has a direct positive relationship with financial performance (operating margin). Furthermore, having basic EHR as compared to not having EHR further enhances this positive relationship. On the other hand, safety culture does not have a direct association with quality performance (readmissions) in most cases. However, safety culture coupled with basic EHR functionalities, compared to not having EHR, is associated with lower readmissions.Hospitals should strive to improve patient safety culture as part of their strategic plan for quality improvement. In addition, hospital managers should consider implementing EHR as a resource that can support safety culture's effect on outcomes such as financial and quality performance indicators. Future studies can examine the differences between basic and advanced EHR presence in relation to safety culture.
  • How to make a job more than just a paycheck: Understanding physician disengagement. [Journal Article]
  • HCHealth Care Manage Rev 2018 Aug 03
  • Yanchus NJ, Carameli KA, … Osatuke K
  • CONCLUSIONS: There are commonalities and differences in the drivers of physician engagement and disengagement. Our results shed light on why physicians might withdraw from inherently meaningful work. These findings can inform organizational efforts toward decreasing physician disengagement and increasing and maintaining an engaged physician workforce.To reduce physician disengagement, we recommend leadership development around key skills (i.e., visibility, transparency, accessibility). We also suggest that improving supervisors' (e.g., clinical service chiefs') knowledge about workflow processes, staffing needs, patient panel sizes, and administrative tasks carried by physicians could better balance physicians' workload. Finally, human resource systems can help reduce disengagement by adjusting hiring and training processes to mitigate low staffing levels.
  • The impact of accountable care organization participation on hospital patient experience. [Journal Article]
  • HCHealth Care Manage Rev 2018 Aug 03
  • Diana ML, Zhang Y, … Counts CR
  • CONCLUSIONS: ACO participation improved some aspects of patient experience among hospitals with prior good performance. However, hospitals with historically poor performance did not benefit from ACO participation.Prior care coordination and quality improvement experience position Medicare ACOs for greater success in terms of patient experience. Hospital leaders need to consider the potential negative consequences of ACO participation and the hospital's preparedness for care coordination.
  • Hospital purchasing alliances: Ten years after. [Journal Article]
  • HCHealth Care Manage Rev 2018 Aug 03
  • Burns LR, Briggs AD
  • CONCLUSIONS: National alliances still play important roles that hospitals find valuable.Purchasing alliances continue to play an important role in helping hospitals with both cost savings and new services. Their growing complexity, along with growing use of self-contracting, poses managerial challenges for hospital purchasing staff that may require greater hospital investment.
  • How different governance models may impact physician-hospital alignment. [Journal Article]
  • HCHealth Care Manage Rev 2018 Aug 03
  • Burns LR, Alexander JA, Andersen RM
  • CONCLUSIONS: Employment models promote greater alignment on some (but not all) dimensions, controlling for physician selection. The impact of employment on alignment is not large, however.Hospitals and accountable care organizations that rely on employment may achieve higher physician alignment compared to the other two models. It is not clear that the gain in alignment is worth the cost of employment. Given the small impact of employment on alignment, it is also clear that they are not identical. Hospitals may need to go beyond structural models of integration to achieve alignment with their physicians.
  • The boundary-spanning behavior of nurses: The role of support and affective organizational commitment. [Journal Article]
  • HCHealth Care Manage Rev 2018 Jul 24
  • De Regge M, Van Baelen F, … Trybou J
  • CONCLUSIONS: Perceived support has an important influence on the boundary-spanning behavior of nurses. This study emphasizes the importance on how support exerts an influence on boundary-spanning behavior and underscores the importance of affective organizational commitment. Health care organizations, supervisors, and coworkers are essential in fostering boundary-spanning behaviors of nurses, both directly and through the development of affective organizational commitment. These actors should therefore be aware of the way they behave and the implications their behavior may have.
  • A relational perspective on care coordination. [Journal Article]
  • HCHealth Care Manage Rev 2018 Jul 24
  • Ghaffari A, Wells R, … Siañez M
  • CONCLUSIONS: Care coordination may entail limited interactions with patients and community partners, especially at program inception. As care coordination programs mature, interactions may become more frequent and influence with partners may expand.Decision makers should support care coordinators in improving the quality of their communication with both patients and community partners, as well as allow time for these relationships to develop.
  • Strategy and risk sharing in hospital-postacute care integration. [Journal Article]
  • HCHealth Care Manage Rev 2018 Jul 24
  • McHugh JP, Zinn J, … Mor V
  • CONCLUSIONS: The design of care management models could benefit from elevating the role of postacute care providers in the current array of risk-based payment models, and these providers should consider developing deeper relationships with select postacute care providers to achieve cost containment.
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