A Comparison of Contract-Managed and Traditionally Managed Nonprofit Hospitals

Biggs, Errol L.; Kralewski, John E.; Brown, Gordon D.

doi:10.1097/00005650-198006000-00002

Cited by 13 publications

(8 citation statements)

References 2 publications

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“…Contract management is argued to be a mid‐range strategy between more tightly integrated IOR strategies (eg, system membership, mergers) and loose affiliations such as associations whereby hospitals benefit from management resources while retaining organizational autonomy . Research has shown that financial performance and service offerings differ between contract‐managed hospitals and noncontract‐managed hospitals, although the direction of these relationships were mixed across studies and time …”

Section: Background and Conceptual Frameworkmentioning

confidence: 99%

“…25 Research has shown that financial performance and service offerings differ between contract-managed hospitals and noncontractmanaged hospitals, although the direction of these relationships were mixed across studies and time. [27][28][29][30] Network membership refers to participation in a formally organized group of hospitals or health systems that come together for a specific purpose (eg, shared educational programs, community needs assessments). 31 Network membership may entail contractual agreements or strategic affiliations between 2 or more hospitals whereby they agree to collectively pursue actions in certain areas while maintaining autonomy in other areas.…”

Section: Horizontal Iorsmentioning

confidence: 99%

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Interorganizational Relationship Trends of Critical Access Hospitals

Hearld

Carroll

2015

The Journal of Rural Health

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Our findings highlight a number of differences in the types of IORs pursued by CAHs relative to other types of hospitals and raise questions about the role of the Medicare Rural Hospital Flexibility Program in stimulating these differences. Our findings also suggest that even though the prevalence of hospitals engaging in any horizontal or vertical strategy was relatively stable, the fluctuations in the particular forms of these IORs were more dramatic.

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Section: Background and Conceptual Frameworkmentioning

confidence: 99%

Section: Horizontal Iorsmentioning

confidence: 99%

Interorganizational Relationship Trends of Critical Access Hospitals

Hearld

Carroll

2015

The Journal of Rural Health

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“…While complete ownership resulting from mergers or system acquisition may require significant organizational commitments and internal changes to realize the advantages of cooperative action, contract-managed hospitals enjoy many of the operational benefits of participation in an integrated system without sacrificing organizational autonomy and independence (Alexander and Rundall 1985;Fottler et al 1982). The benefits include, for example, improved access to management expertise, specialized administrative services, joint purchasing, and capital markets (Biggs, Kralewski, and Brown 1980;Brown and Morey 1976;Richards 1982;Wheeler, Zuckerman, and Aderholdt 1982).…”

Section: Contract Managementmentioning

confidence: 99%

Consequences of Organizational Change in U.S. Hospitals

Lee

Alexander

1999

Med Care Res Rev

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Organizational change has become commonplace among U.S. hospitals. Empirical investigations of the consequences of organizational change, however, are relatively scarce, and findings of existing studies are inconsistent. In this article, the authors review the rationale and performance implications of hospital organizational change in three areas: (1) the development of new multi-institutional arrangements, (2) change in traditional ownership and management configurations, and (3) diversification in organizational products/services and consolidation of organizational scale. Empirical research on hospital change published between 1980 and 1999 in the health services research, social science, and business literatures is reviewed to highlight the potential pitfalls that hospitals may encounter in their effort to remain viable. The article also summarizes the strengths and weaknesses of current hospital change research and provides specific suggestions for future research in this area.

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“…In general, studies evaluating the impact of contract management turn up few differences in performance between contract-managed and traditionally managed hospitals (Biggs, Kralewski, and Brown 1980). Kralewski, Dowd, Pitt, et al (1984, 480) summarize the findings from existing studies as follows:…”

Section: Contract Management Of Public Hospitalsmentioning

confidence: 99%