Digital Orientation of Health Systems in the Post–COVID-19 “New Normal” in the United States: Cross-sectional Survey

Khuntia, Jiban; Ning, Xue; Stacey, Rulon

doi:10.2196/30453

Cited by 7 publications

(5 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The current landscape in this vast nation of racial and geographic differences involves diabetes care via telemedicine that encompasses a variety of strategies involving a combination of virtual visits, data sharing between health care professionals and patients, and electronic communication ( 64 , 65 ). Fortunately, reimbursement and medical coverage rates by government-based and third-party payers remain high, and diabetes management by telemedicine-based modes appears to be here to stay in the pandemic, long COVID, and post-COVID eras (the “new normal”) ( 66 , 67 ).…”

Section: Telemedicine and Diabetes Care: An International Perspectivementioning

confidence: 99%

Telemedicine for diabetes management during COVID-19: what we have learnt, what and how to implement

Rosta

Menyhart

Mahmeed³

et al. 2023

Front. Endocrinol.

View full text Add to dashboard Cite

The past two decades have witnessed telemedicine becoming a crucial part of health care as a method to facilitate doctor-patient interaction. Due to technological developments and the incremental acquisition of experience in its use, telemedicine’s advantages and cost-effectiveness has led to it being recognised as specifically relevant to diabetology. However, the pandemic created new challenges for healthcare systems and the rate of development of digital services started to grow exponentially. It was soon discovered that COVID-19-infected patients with diabetes had an increased risk of both mortality and debilitating sequelae. In addition, it was observed that this higher risk could be attenuated primarily by maintaining optimal control of the patient’s glucose metabolism. As opportunities for actual physical doctor-patient visits became restricted, telemedicine provided the most convenient opportunity to communicate with patients and maintain delivery of care. The wide range of experiences of health care provision during the pandemic has led to the development of several excellent strategies regarding the applicability of telemedicine across the whole spectrum of diabetes care. The continuation of these strategies is likely to benefit clinical practice even after the pandemic crisis is over.

show abstract

Section: Telemedicine and Diabetes Care: An International Perspectivementioning

confidence: 99%

Telemedicine for diabetes management during COVID-19: what we have learnt, what and how to implement

Rosta

Menyhart

Mahmeed³

et al. 2023

Front. Endocrinol.

View full text Add to dashboard Cite

show abstract

“…Recent research provides a rationale in the technology context. For example, digital orientations of smaller and less complex health systems are not aspirational [ 31 ]. This study also implies that medium size, system-wide burden, and more hospitals in a system can have negative influences on TDDC, while health systems in the south and those with high revenue perceive TDDC negatively at an even higher level.…”

Section: Discussionmentioning

confidence: 99%

Competition and Integration of US Health Systems in the Post-COVID-19 New Normal: Cross-sectional Survey

Khuntia¹,

Ning²,

Stacey³

2022

JMIR Form Res

Self Cite

View full text Add to dashboard Cite

Background How do health systems in the United States view the concept of merger and acquisition (M&A) in a post-COVID 19 “new normal”? How do new entrants to the market and incumbents influence horizontal and vertical integration of health systems? Traditionally, it has been argued that M&A activity is designed to reduce inequities in the market, shift toward value-based care, or enhance the number and quality of health care offerings in a given market. However, the recent history of M&A activity has yielded fewer noble results. As might be expected, the smaller the geographical region in which M&A activity is pursued, the higher the likelihood that monopolistic tendencies will result. Objective We focused on three types of competition perceptions, external environment uncertainty–related competition, technology disruption–driven competition, and customer service–driven competition, and two integration plans, vertical integration and horizontal integration. We examined (1) how health system characteristics help discern competition perceptions and integration decisions, and (2) how environment-, technology-, and service-driven competition aspects influence vertical and horizontal integration among US health systems in the post-COVID-19 new normal. Methods We used data for this study collected through a consultant from a robust group of health system chief executive officers (CEOs) across the United States from February to March 2021. Among the 625 CEOs, 135 (21.6%) responded to our survey. We considered competition and integration aspects from the literature and ratified them via expert consensus. We collected secondary data from the Agency for Healthcare Research and Quality (AHRQ) Compendium of the US Health Systems, leading to a matched data set for 124 health systems. We used inferential statistical comparisons to assess differences across health systems regarding competition and integration, and we used ordered logit estimations to relate competition and integration. Results Health systems generally have a high level of the four types of competition perceptions, with the greatest concern being technology disruption–driven competition rather than environment uncertainty–related competition and customer service–driven competition. The first set of estimation results showed that size, teaching status, revenue, and uncompensated care burden are the main contingent factors influencing the three competition perceptions. The second set of estimation results revealed the relationships between different competition perceptions and integration plans. For vertical integration, environment uncertainty–related competition had a significant positive influence (P<.001), while the influence of technology disruption–driven competition was significant but negative (P<.001). The influence of customer service–driven competition on vertical integration was not evident. For horizontal integration, the results were similar for environment uncertainty–related competition and technology disruption–driven competition; however, the significance of technology disruption–driven competition was weak (P=.05). The influence of customer service–driven competition in the combined model was significant and negative (P<.001). Conclusions Competition-driven integration has subtle influences across health systems. Environment uncertainty–related competition is a significant factor, with underlying contingent factors such as revenue concerns and leadership as the leading causes of integration plans. However, technology disruption may hinder integrations. Undoubtedly, small- and low-revenue health systems facing a high level of competition are likely to merge to navigate the health care business successfully. This trend should be a focus of policy to avoid monopolistic markets.

show abstract

“…This includes the organization's digital orientation [34], innovation culture and digital readiness [37], institutional logics [47], and employee resistance [22].…”

Section: Innovation Culture and Readinessmentioning

confidence: 99%

Video quality downgrades in live-streaming: Net-neutrality Implications for platforms

Oh,

Han,

Park

2024

Proceedings of the Annual Hawaii International Conference on System Sciences

View full text Add to dashboard Cite

The COVID-19 pandemic has created a worldwide state of emergency, triggering extensive digital innovation within healthcare institutions to recover from the disrupted services caused by the pandemic. The purpose of this research is to explore the phenomena of digital innovation during these extraordinary conditions and to understand the impacts during the pandemic and beyond. To do so, we conducted a systematic literature review by analyzing 130 research articles across research disciplines that were published during the pandemic. We found that the innovation processes were highly iterative and focused on rapid diffusion to address the urgent need for stabilizing and recovering disrupted services. This short-term perspective may result in adverse impacts beyond the pandemic, such as increased inequity. Moreover, we found that some environmental factors were highly adaptive to the pandemic, whereas others were less so. We suggest that organizations should focus on the latter when building resilience to future pandemics.

show abstract

Digital Orientation of Health Systems in the Post–COVID-19 “New Normal” in the United States: Cross-sectional Survey

Cited by 7 publications

References 37 publications

Telemedicine for diabetes management during COVID-19: what we have learnt, what and how to implement

Telemedicine for diabetes management during COVID-19: what we have learnt, what and how to implement

Competition and Integration of US Health Systems in the Post-COVID-19 New Normal: Cross-sectional Survey

Video quality downgrades in live-streaming: Net-neutrality Implications for platforms

Contact Info

Product

Resources

About