Assessing performance of multi‐hospital organizations: a measurement approach

Yavaş, Uğur; Romanova, N. Yu.

doi:10.1108/09526860510594758

Cited by 18 publications

(16 citation statements)

References 37 publications

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“…Samson and Terziovski (1999) in their contribution demonstrated the importance and significance of leadership, people management and customer focus as elements of TQM on operational performance in an organisation. Yavas and Romanova (2005) selected and identified 11 standard factors in order to investigate hospital performance. Hospital performance clearly shows the output of the medical services which are reflected clearly and effectively on the patients, medical staff and then on the hospitals' corporate name.…”

Section: Hospital Performancementioning

confidence: 99%

The impact of total quality management (TQM) on the hospital's performance: an empirical research

Ali

Alolayyan

2013

IJSOM

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This study is carried out to investigate the impact of total quality management (TQM) practices on hospital performance. Several studies have proven that TQM practices have a significant impact on organisational performances. However, this has not been fully addressed in many developing countries especially in the healthcare industry. Realising the need, this study seeks to explore the impact of TQM practices on the hospital performance in Jordanian hospitals. The research has been carried out in both public and private hospitals in Jordan. The data collection was gathered through a stratified random sampling method. 300 questionnaires were distributed out of 713 population samples. The response rate was 77% of the total questionnaires distributed. The findings indicate that there is a positive relationship between the variables of TQM practices and hospital performance, especially in the dimension of patient result and staff/work system results.Reference to this paper should be made as follows: Ali, K.A.M. and Alolayyan, M.N. (2013) 'The impact of total quality management (TQM) on the hospital's performance: an empirical research', Int.

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Section: Hospital Performancementioning

confidence: 99%

The impact of total quality management (TQM) on the hospital's performance: an empirical research

Ali

Alolayyan

2013

IJSOM

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“…It requires a multidimensional approach, combining financial and non-financial measures, which is crucial in the NPO context, as was also discussed by Herman and Renz (1999) and Yavas and Romanova (2005). It refers to "the ability to acquire and process properly human, financial and physical resources to achieve the goals of the organization" (Madella et al, 2005, p. 209).…”

Section: Organizational Performance Of Nonprofit Organizationsmentioning

confidence: 99%

Pathways to High Performance

Winand

Rihoux

Robinson

et al. 2012

Nonprofit and Voluntary Sector Quarterly

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Nonprofit organizations face increasing pressure to become more performance oriented. Most research has focused on the effects of a variety of independent variables on performance with little research focusing on combinations of factors that impact on performance. This paper focuses on sport governing bodies from Belgium and measures and assesses their strategic goals and potential determinants of performance. Due to the small N-sample and the causal complexity inherent in this research, a crisp-set Qualitative Comparative Analysis (csQCA) was carried out which highlighted three pathways linked with high performance. High performance could be delivered by sport governing bodies that develop innovative activities for their members and are proactive in elite sport services; or that develop innovative activities and involve paid staff in the decision-making processes; or that involve committed volunteers in decision-making processes and delegate activities they are not able to deliver.Keywords: organizational performance; sport governing bodies; nonprofit sport organizations; qualitative comparative analysis; QCA Running head: PATHWAYS TO HIGH PERFORMANCE 2 Pathways to high performance: A Qualitative Comparative Analysis of sport governing bodiesOrganizational performance is a central theme in the analysis of organizations (Cameron, 1986;Fiss, 2007;Quinn & Rohrbaugh, 1983) as many managers assess performance for benchmarking purposes. Nonprofit organizations are not exempt from this. However, little research in this field has focused on ways of obtaining high performance. Two main reasons can explain it. First, it is difficult to understand how organizational aspects of nonprofit organizations act and interact to produce performance and second, it is also difficult to define what high performance is within nonprofit organizations due to their multiple goals (Cutt, 1998;Herman & Renz, 1998;Speckbacher, 2003). This papers aims to address this gap by investigating the theory that complex constellations of factors lead to high performance in the nonprofit sector (Cairns, Harris, Hutchison & Tricker, 2007;Caldwell, Farmer & Fedor, 2008;Schmid, 2002). In line with suggestions of Wolfe, Hoeber and Babiak (2002), this research aims to investigate combinations of key determinants that can be linked with high performance of specific nonprofit organizations. This paper considers the 49 competition oriented sport governing bodies from the Wallonia-Brussels region in Belgium -the French speaking part of the Belgian Federal State as opposed to Flanders and the German speaking Community. Each governing body is responsible for a single sport (e.g., tennis, basketball, swimming) and is required to organize sport activities and competitions for their membership. Due to their recognition by authorities, regional sport governing bodies (RSGBs) all conform to the same system of regulation which allow them to receive grants, which makes it possible to compare these organizations. This paper begins with a presentation of organiza...

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“…Yavas and Romanova (2005) noted the emergence of networks and alliances among hospitals (which they called multi-hospital organisations) as a better organisational form than the traditional individual hospital, and argued that this kind of organisation pursues a diversified range of objectives (from access to new markets, to access or attainment of economies of scale).…”

Section: Literature Reviewmentioning

confidence: 98%

A conceptual framework to analyse hospital competitiveness

Eiriz

Barbosa

Figueiredo

2009

The Service Industries Journal

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This article proposes a conceptual framework to analyse hospital competitiveness at the organisational level. Hospital competitiveness, defined as the capacity a hospital has to develop a superior performance that leads it to a position of competitive advantage, may be analysed in three dimensions: organisation, strategic behaviour, and performance. Based on previous studies and on the current structural adjustment in the Portuguese public hospital sector, this article suggests the following categories: legal status, organisational complexity, and resources for the organisation dimension; stakeholders, services and inter-organisational relationships for the strategic behaviour dimension; and type of indicators, efficiency and effectiveness, and benchmarking for the performance dimension. This framework seems to be particularly useful in evaluating Portuguese hospital competitiveness and providing insights for hospitals' managers and public decision makers both from Portugal and other countries.

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Assessing performance of multi‐hospital organizations: a measurement approach

Cited by 18 publications

References 37 publications

The impact of total quality management (TQM) on the hospital's performance: an empirical research

The impact of total quality management (TQM) on the hospital's performance: an empirical research

Pathways to High Performance

A conceptual framework to analyse hospital competitiveness

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