Conforming to accreditation in Iranian hospitals

Agrizzi, Dila; Agyemang, Gloria; Jaafaripooyan, Ebrahim

doi:10.1016/j.accfor.2016.02.002

Cited by 16 publications

(21 citation statements)

References 72 publications

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“…Most steering mechanisms combine diverse transactional and relational elements, existing somewhere along a continuum of possibilities, with the pure forms of transactional and relational steering at each extreme (Broadbent and Laughlin, ). Moreover, transactional steering does not always operate purely in a ‘command and control’ manner, because the means or processes in working towards the goals required by regulations may be underpinned by shared values (Agrizzi et al ., ).…”

Section: Theoretical Frameworkmentioning

confidence: 97%

“…This is akin to the regulatory relationship inherent in a contract to undertake a particular project over a defined period. Previous literature has suggested that transactional steering may achieve its societal goals through the forces of law and funding (Agrizzi et al ., ; Fiondella et al ., ).…”

Section: Theoretical Frameworkmentioning

confidence: 98%

“…Reorientation is suggested to be the most common response to external regulations as it is rare for organizations to rebut external steering successfully, particularly when it is transactional (Agrizzi et al ., ; Broadbent and Laughlin, ). Reorientation can be achieved through absorption or boundary management.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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China's Healthcare Costing in Times of Crisis: Conflicts, Interactions, and Hidden Agendas

Cui

Al‐Sayed

et al. 2019

Abacus

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This paper presents a longitudinal interpretive case study on the development of healthcare costing in China over the period 2002 to 2015. Adopting a middle-range theory lens, the study explores dynamic interactions in the use of cost information among societal institutions and organizations. It reports the successful internalization of costing systems in public hospitals in Beijing, which supports the effectiveness of a hybrid steering mechanism combining both transactional and relational features; however, such successful internalization does not indicate the success of steering the lifeworld of institutions and organizations towards change.Notably, hospitals' responses to steering alter over time, from passive absorption to active manipulation, revealing how cost information may underpin hospital beliefs in marketization. At an institutional level, the paper provides empirical evidence for relational steering among societal institutions, where a reaction of 'rebuttal' is observed. It offers insights on how accounting can be a powerful tool in legitimizing such rebuttal, while keeping political considerations as hidden agendas. The findings suggest the importance of understanding lifeworld complexity at both societal and organizational levels, and cross-institutional collaboration in using accounting as a steering mechanism. The findings have important policy implications for public sector reform, both in China and worldwide.

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Section: Theoretical Frameworkmentioning

confidence: 97%

Section: Theoretical Frameworkmentioning

confidence: 98%

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China's Healthcare Costing in Times of Crisis: Conflicts, Interactions, and Hidden Agendas

Cui

Al‐Sayed

et al. 2019

Abacus

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“…Such basic requirements could be related to space and building such as a separate entrance for emergency department (ED), minimum of 9 m 2 space per bed in any inpatient room, etc 12 or human resources that hospitals have no or less control over them. 13 Against this kind of standards, hospitals may resist or game because they could not make necessary changes easily. 13,14 Moreover, we know that the effectiveness of Iranian hospital accreditation comes from its pay for performance (P4P) policy, according to which the audit scores would define hospitals' level of charges.…”

mentioning

confidence: 99%

“…13 Against this kind of standards, hospitals may resist or game because they could not make necessary changes easily. 13,14 Moreover, we know that the effectiveness of Iranian hospital accreditation comes from its pay for performance (P4P) policy, according to which the audit scores would define hospitals' level of charges. 15 Such P4P policy conflicts with the MoHME's interests; MoHME I n a recent contribution to the ongoing debate about the role of power in global health, Gorik Ooms emphasizes the normative underpinnings of global health politics.…”

mentioning

confidence: 99%

Strategic Faults in Implementation of Hospital Accreditation Programs in Developing Countries: Reflections on the Iranian Experience

Aryankhesal

2016

Int J Health Policy Manag

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Establishment of hospital accreditation programs is increasingly growing across numerous developing nations. Such initiatives aim to improve quality of care. However, such establishments, mainly incentivized by successful and famous accreditation plans in developed countries, usually suffer from lack of necessary arrangements which, in turn, result in undesired consequences. Indeed, the first priority for such nations, including Iran, is not establishment of accreditation programs, yet strict licensing plans. Similarities Between Accreditation and Olympic GamesHospital accreditation programs, with a history of more than six decades in developed nations, 1 may have some similarities with the Olympic Games. Both aimed to improve the quality and outcomes, one in care and services and the other in physical abilities and records. Both work through establishment of some type of competition, the former among hospitals and the latter among athletes and nations. Indeed, the participants may first pass some basic requirements, the basic level of standards or the qualification records to be qualified for the competition. In both events, the participants are usually among the fittest ones, well-organized hospitals and the nationally selected athletes, respectively. Therefore, the expected quality of participants in the events is much higher than what is expected from the average of typical hospitals or athletes. In both, the winners are rewarded, by a gold seal, or gold medal, which brings them other achievements such as reputation and possibly financial benefits. Both events need funding, which usually come from application fees paid by applicant hospitals or the membership fees, paid by member nations. Finally, both events take place every three-four years. Such similarities are seen between most accreditation programs of developed nations and the Olympic Games. However, the story is rather different in some developing countries. 2-5Different Story in Iran and Some Developing Countries Developing countries historically suffer from a lack of effective control over hospital establishment considerations 6,7 and Iran is no exception. Such considerations may include need assessment, site selection, mapping, construction and material, wards and spaces, staffing, and equipping. Finally after the establishment, hospitals should be monitored for their clinical processes and outcomes. to prepare themselves for the accreditation. Therefore, there would be no minimum entrance requirement for accreditation. Such obligation from the government side for national accreditation was probably in order to make sure that hospitals would not miss basic requirements, as there was no other effective means that check and control the basics across hospitals. Such basic requirements could be related to space and building such as a separate entrance for emergency department (ED), minimum of 9 m 2 space per bed in any inpatient room, etc 12 or human resources that hospitals have no or less control over them.13 Against this kind of standards...

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Context, culture and control: a case study on accounting change in an Italian regional health service

et al. 2019

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Conforming to accreditation in Iranian hospitals

Cited by 16 publications

References 72 publications

China's Healthcare Costing in Times of Crisis: Conflicts, Interactions, and Hidden Agendas

China's Healthcare Costing in Times of Crisis: Conflicts, Interactions, and Hidden Agendas

Strategic Faults in Implementation of Hospital Accreditation Programs in Developing Countries: Reflections on the Iranian Experience

Context, culture and control: a case study on accounting change in an Italian regional health service

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