Outsourcing in the German Hospital Sector

Augurzky, Boris; Scheuer, Markus

doi:10.1080/02642060701207080

Cited by 15 publications

(10 citation statements)

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“…The first implication is related to outsourcing of clinical services. It was found that hospitals with smaller bed capacity have outsourced their clinical services more than the medium and large hospitals (Augurzky and Scheuer, 2007); this may have occurred due to the availability of the limited resources in small hospitals. It was also found from our study that reducing capital expenditure is one of the major reasons for outsourcing clinical services, which was also found in other literature (Augurzky and Scheuer, 2007; Guimaraes and Carvalho, 2011).…”

Section: Discussionmentioning

confidence: 99%

“…Despite its increasing popularity, outsourcing in the health-care sector, especially for public sector health, has been a recent phenomenon that emerged in the early 1990s and has become a trend for privatization movements (Augurzky and Scheuer, 2007; Guimaraes and Carvalho, 2011). In Germany, the pattern of outsourcing with respect to facility management is U-shaped, which shows that small and large hospitals have outsourced to a greater extent than the medium ones (Augurzky and Scheuer, 2007). The process of outsourcing is increasingly adopted by the public and secular nonprofit hospitals.…”

Section: Review Of Literaturementioning

confidence: 99%

“…Various studies in countries such as Germany, Taiwan and Iran show that medical facilities such as pathology, microbiology, hemodialysis, ambulance services, department of nutrition and pharmacy, radiology, magnetic imaging, computerized tomography and ultrasound show the highest percentage of being outsourced (Augurzky and Scheuer, 2007; Sendilkumar, 2020; Karimi et al , 2012; Macinati, 2008; Haiso et al , 2009).…”

Section: Review Of Literaturementioning

confidence: 99%

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Outsourcing of healthcare services in a smart city of Eastern India

Barik¹,

Rout

2021

JFM

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Purpose Owing to the rising costs and shrinking budgets; inefficiency can be observed in the financing and delivery of health service both in the private and public sectors, which is not only causing organizations to reconsider their management patterns but also to use new strategies to achieve competitive merits in the current world of business. Outsourcing is one of the best alternates. The purpose of this paper is to study: the nature and magnitude of outsourcing of health-care services in a Smart City of Eastern India; the motives behind outsourcing: and the factors affecting outsourcing decisions. Design/methodology/approach The study was conducted in Bhubaneswar, a Smart City of Eastern India and capital of Odisha State. Data relating to the outsourcing of health-care services were collected from 40 hospitals (each having a minimum of 10 beds) through a structured schedule. Descriptive statistics were calculated through Statistical Package for Social Science to substantiate the objectives. Findings Most of the clinical services were outsourced by small hospitals, while a significant portion of non-clinical services were outsourced by large and medium hospitals. Reduction in cost and better management control were the major driving forces of outsourcing. Loss of control over service providers and quality of measurement were considered as the main disadvantages in the decision-making process of not outsourcing the services by hospitals. Originality/value The study is the first-ever survey based on empirical evidence about the state of facilities management services outsourced in public and private hospitals in Odisha, India. The paper concluded that the effect of outsourcing did not synchronize successfully as shown in international literature.

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Section: Discussionmentioning

confidence: 99%

Section: Review Of Literaturementioning

confidence: 99%

Section: Review Of Literaturementioning

confidence: 99%

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Outsourcing of healthcare services in a smart city of Eastern India

Barik¹,

Rout

2021

JFM

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“…More recently, outsourcing has expanded from traditionally non-core public services such as cleaning and refuse collection to include core services and more high-risk and complex tasks (Young 2007, Jensen andStonecash 2005). In the healthcare sector, outsourcing has been extended from non-core services to include clinical services such as laboratory and diagnostic services, as well as elective surgery (Augurzky and Scheuer 2007, André and Hermann 2008, Hofer and Rohrer 2011, Guimarães and de Carvalho 2011, Macinati 2008, Barros and Monteiro 2016. In parallel to the outsourcing of elective treatment, patients in countries such as the UK, Denmark, Finland, Norway, Australia and New Zealand may opt out of public hospitals and receive elective treatment at private clinics with costs covered by a public purchaser.…”

Section: Introductionmentioning

confidence: 99%

Outsourcing day surgery to private for-profit hospitals: the price effects of competitive tendering

Hagen

Holom

Amayu

2017

HEPL

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Abstract:Setting prices for elective patient treatments in private for-profit (PFP) hospitals in traditional tax-funded health systems is challenging since both the organisation of these hospitals and the tasks they perform differ considerably from what we find in public hospitals. From the year 2000, Norway became one of a few countries to gradually implement a procurement system based on competitive tendering when outsourcing elective surgery. In this study we analyse the effect of introducing competitive tendering on the prices paid to PFP hospitals. Pricing data were collected from the formal contracts awarded to PFP hospitals and defined in terms of both absolute and relative prices. We found that PFP hospitals performed day surgeries at markedly lower prices than public hospitals and that competitive tendering triggered the price reduction. We speculate that the PFP hospitals' lack of acute services, less severe patient population, reduced teaching responsibilities and ability to streamline production, as well as other factors, explain the lower prices at PFP hospitals. Cambridge University Press AbstractSetting prices for elective patient treatments in private for-profit (PFP) hospitals in traditional tax-funded health systems is challenging since both the organisation of these hospitals and the tasks they perform differ considerably from what we find in public hospitals. From the year 2000, Norway became one of a few countries to gradually implement a procurement system based on competitive tendering when outsourcing elective surgery. In this study we analyse the effect of introducing competitive tendering on the prices paid to PFP hospitals. Pricing data were collected from the formal contracts awarded to PFP hospitals and defined in terms of both absolute and relative prices. We found that PFP hospitals performed day surgeries at markedly lower prices than public hospitals and that competitive tendering triggered the price reduction. We speculate that the PFP hospitals' lack of acute services, less severe patient population, reduced teaching responsibilities and ability to streamline production, as well as other factors, explain the lower prices at PFP hospitals.

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“…The size of the hospital can affect the decision whether a hospital may outsource their IT services or not. Augurzky and Scheuer (2007) found that the smaller the hospitals, the more likely they were to outsource their IT services. This could be since the smaller hospitals are focusing more on their core businesses and find it cheaper and more efficient to outsource, and the larger hospitals have the funding to keep things in-house and maintain control.…”

Section: Outsourcingmentioning

confidence: 99%

Decision Making Surrounding IT Outsourcing within Ontario Hospitals

Stewart¹

2021

Preprint

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With the increases to healthcare expenditures and with technology playing a more critical role in hospitals, IT outsourcing has become an important topic for hospital executives. There has been a lack of research in Canadian healthcare on IT outsourcing within hospitals. This research explores the several factors associated with hospital CIOs and Managers in outsourcing their IT systems. Additionally, this research looks to identify the benefits, risks and alternatives to IT outsourcing within Canada, specifically within the province of Ontario. While transaction, agency and knowledge-based theories are discussed, they are not tested. They provide more of a guide and confirmation of these decision factors. Hospital CIOs and Managers were interviewed and recorded to determine the decision factors. Lacity et al (2010) IT Outsourcing decision model was used as a starting point for the decision factors and a Canadian model was developed from an adaption of Lacity et al work. This research provides a starting point for IT outsourcing research within the Ontario hospital sector.

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Outsourcing in the German Hospital Sector

Cited by 15 publications

References 1 publication

Outsourcing of healthcare services in a smart city of Eastern India

Outsourcing of healthcare services in a smart city of Eastern India

Outsourcing day surgery to private for-profit hospitals: the price effects of competitive tendering

Decision Making Surrounding IT Outsourcing within Ontario Hospitals

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