Board characteristics, governance objectives, and hospital performance: An empirical analysis of German hospitals

Abstract

Hospitals can influence the emphasis placed on different governance objectives and enhance organizational success by creating boards that are small enough to be effective yet diverse enough to profit from a wide variety of expertise and experience.

Countries' experiences in reforming hospital administration structure based on the Parker and Harding model: A systematic review study

“…Finally, 39 cases were included in the study [ Figure 1 ]. [ 3 4 23 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 ] Reviewed evidence includes books and reports (3 cases) and scientific articles published in journals (36 cases).…”

“…Use of specialized committees to solve specialized issues, the sequence of regular meetings, board members benefit from hospital performance, external evaluation and monitoring of hospital performance, make appropriate corrective changes as soon as they feel the need to change, periodic assessment, professional competence of the board of directors, adequate and sufficient communication with key stakeholders and clients, reduced government involvement, increased patient involvement, increased human resource efficiency, cost reduction, sufficient attention to stakeholder benefits, responsive and responsive to strategic changes, high accuracy and transparency of decisions made, high competitiveness of services, and quasi-market performance can be considered as positive features of this structure. [ 3 27 29 36 37 46 48 54 61 62 ]…”

“…Lack of clear and transparent rules, inadequate oversight, and the risk of bankruptcy can be considered as weakness of this structure. [ 3 27 29 37 54 ]…”

“…Among the positive effects of this structure are increased technical and allocative efficiency, increased service quality, increased average bed occupancy, and reduced service cost, and the most significant negative consequence of this structure can be the increase in injustice. [ 3 29 37 48 54 63 ]…”

“…Developing and assessing key hospital performance indicators, increasing attention to social functions and social responsibility, providing financial autonomy infrastructure, addressing legal issues in using this model, using result-based payment, maximizing staff participation in purchasing/ownership hospital stakes, and attention to support and political support and power were among the corrective interventions that should be addressed in this structure. [ 3 48 54 61 62 ]…”