A configurational view of executive selection behaviours: a taxonomy of USA acute care hospitals

Landry, Amy Yarbrough; Hernandez, S. Robert; Shewchuk, Richard M.; Garman, Andrew N.

doi:10.1258/hsmr.2009.009027

Cited by 5 publications

(12 citation statements)

References 48 publications

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“…According to this approach, organizations are characterized by interrelated features that form context-dependent configurations [14, 15], viewed as holistic entities [16, 17]. Identifying such configurations helps to understand relationships between organizational characteristics [18], as well as to provide a means of assessing organizational performance. This contrasts with traditional methods of evaluating impacts of organizational models focusing only on individual features of organizations [16].…”

Section: Introductionmentioning

confidence: 99%

“…Previous studies using configurational approaches have focused on different dimensions or organizational components, such as organizational differentiation, integration and centralization [19], staffing, scope of practice and work environment [20], or processes, structure, environmental factors and strategy [18]. Lamarche et al [14] analyzed primary care medical practices based on four organizational components: 1) the organization’s vision , that includes beliefs, representations, values and goals that allow actors to communicate and assign meaning to their actions, 2) its resources , that relate to the quantity and quality of resources used in carrying out activities, 3) its structure , which includes laws, rules, conventions, etc.…”

Section: Introductionmentioning

confidence: 99%

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Physiotherapy practice in the private sector: organizational characteristics and models

Perreault

Dionne

Rossignol

et al. 2014

BMC Health Serv Res

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BackgroundEven if a large proportion of physiotherapists work in the private sector worldwide, very little is known of the organizations within which they practice. Such knowledge is important to help understand contexts of practice and how they influence the quality of services and patient outcomes. The purpose of this study was to: 1) describe characteristics of organizations where physiotherapists practice in the private sector, and 2) explore the existence of a taxonomy of organizational models.MethodsThis was a cross-sectional quantitative survey of 236 randomly-selected physiotherapists. Participants completed a purpose-designed questionnaire online or by telephone, covering organizational vision, resources, structures and practices. Organizational characteristics were analyzed descriptively, while organizational models were identified by multiple correspondence analyses.ResultsMost organizations were for-profit (93.2%), located in urban areas (91.5%), and within buildings containing multiple businesses/organizations (76.7%). The majority included multiple providers (89.8%) from diverse professions, mainly physiotherapy assistants (68.7%), massage therapists (67.3%) and osteopaths (50.2%). Four organizational models were identified: 1) solo practice, 2) middle-scale multiprovider, 3) large-scale multiprovider and 4) mixed.ConclusionsThe results of this study provide a detailed description of the organizations where physiotherapists practice, and highlight the importance of human resources in differentiating organizational models. Further research examining the influences of these organizational characteristics and models on outcomes such as physiotherapists’ professional practices and patient outcomes are needed.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Physiotherapy practice in the private sector: organizational characteristics and models

Perreault

Dionne

Rossignol

et al. 2014

BMC Health Serv Res

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“…Cost-leadership LTCFs with a coefficient value of −0.03 exhibit biased valuation of IPC monetary spending, whereas hybrid-oriented organizations (the coefficient value of 0.14) appear biased in measuring probabilities. The literature notes that cost leaders in hospitals mainly focus on cost control and the efficiency of existing operations [ 46 , 47 ]. Similarly, our findings show that administrators of cost-oriented organizations think about the consequences of COVID-19 risk in a loss-averse way.…”

Section: Discussionmentioning

confidence: 99%

“…Actual measures and actions may depend on different regions and facilities [ 44 ]. In the hospital setting, the extant literature identifies that organizational variables, such as strategy types [ 45 , 46 , 47 ] or business environments and contexts [ 48 , 49 ], affect managerial decisions and performance. Similarly, organizational characteristics and strategy types of LTCFs should be considered in managers’ decision-making, given the complex political, legal, societal, business, and financial environments created by COVID-19.…”

Section: Literature Reviewmentioning

confidence: 99%

Perception Bias Effects on Healthcare Management in COVID-19 Pandemic: An Application of Cumulative Prospect Theory

Wu¹

2022

Healthcare

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Coronavirus disease 2019 (COVID-19) has posed severe threats to human safety in the healthcare sector, particularly in residents in long-term care facilities (LTCFs) at a higher risk of morbidity and mortality. This study aims to draw on cumulative prospect theory (CPT) to develop a decision model to explore LTCF administrators’ risk perceptions and management decisions toward this pandemic. This study employed the policy Delphi method and survey data to examine managers’ perceptions and attitudes and explore the effects of sociodemographic characteristics on healthcare decisions. The findings show that participants exhibited risk aversion for small losses but became risk-neutral when considering devastating damages. LTCF managers exhibited perception bias that led to over- and under-estimation of the occurrence of infection risk. The contextual determinants, including LTCF type, scale, and strategy, simultaneously affect leaders’ risk perception toward consequences and probabilities. Specifically, cost-leadership facilities behave in a loss-averse way, whereas hybrid-strategy LTCFs appear biased in measuring probabilities. This study is the first research that proposes a CPT model to predict administrators’ risk perception under varying mixed gain–loss circumstances involving considerations of healthcare and society in the pandemic context. This study extends the application of CPT into organizational-level decisions. The results highlight that managers counteract their perception bias and subjective estimation to avoid inappropriate decisions in healthcare operations and risk governance for a future health emergency.

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“…One reason could be the mutually reinforcing benefits of a hospital's emphasis on product, services, quality, process innovation, and cost control. Prior research has shown that hospitals can pursue a hybrid strategy successfully with potentially better financial outcomes than those pursuing a pure generic strategy (31,44,49). Thus, we propose that:…”

Section: Original Articlementioning

confidence: 99%

The association between strategic group membership and hospital financial performance

Ghiasi¹,

Weech‐Maldonado²,

Zengul³

et al. 2022

J Hosp Manag Health Policy

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Background:The health care industry is facing constant changes from health care reform; demanding consumers; and new expensive forms of treatment. These changes put more pressures on hospitals and their ability to remain profitable. Understanding how to improve hospital financial performance by applying an appropriate strategy increasingly turbulent environment remains a key concern to managers and researchers.The overall purpose of this study was to identify the strategic group structure of the hospital industry and to examine the effect of strategic group membership on hospital financial performance.Methods: We examined longitudinal data (2006 to 2016) for US urban general acute care hospitals from three secondary datasets: the American Hospital Association (AHA) Annual Survey, Medicare Cost Reports (CMS), and Area Health Resource File (AHRF). Multiple regression analysis with control for time and state fixed effects was used for data analysis.Results: Our results suggest that on average about 37 percent of hospitals pursue cost-leadership strategy, and about 5 percent of hospitals pursue the differentiation strategy. Hospitals with hybrid strategy outperform hospitals with cost-leadership strategy and stuck-in-the-middle. Conclusions:The absence of a coherent strategy (i.e., stuck-in-the-middle) is likely to lead to poor performance. The results demonstrate the usefulness of strategic group studies like this study as a method for managers to assess their current strategic positioning.

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A configurational view of executive selection behaviours: a taxonomy of USA acute care hospitals

Cited by 5 publications

References 48 publications

Physiotherapy practice in the private sector: organizational characteristics and models

Physiotherapy practice in the private sector: organizational characteristics and models

Perception Bias Effects on Healthcare Management in COVID-19 Pandemic: An Application of Cumulative Prospect Theory

The association between strategic group membership and hospital financial performance

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