Reverse Referral Decisions for Telemedicine-Based Healthcare Alliance Considering Patient Online Choice Behavior

IF 2.7 3区 经济学 Q2 ECONOMICS
Miao Yu, Bowen Jiang, Zhi-Yu Li, Wen-wen Wang
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引用次数: 0

Abstract

To address the disparities between medical resources and patient needs in large general hospitals (GHs), this study examines the coordination of referral processes between GH and community health centers (CHCs) enabled by telemedicine-based online service channels used by GH as gatekeepers. A three-stage game model is developed within a queuing theory framework to investigate the dynamic decision-making interactions among patients, CHC, and GH. The equilibrium decisions are given concerning the arrival rates of both initial offline and online patients, the service capacity of CHC, and the referral threshold of GH. The analysis compares system performance under partial and full referral scenarios. The findings reveal a counterintuitive result: Partial reverse referral from online services may prompt the CHC to reduce its service capacity for profit-seeking purposes, thereby diminishing patient welfare. Numerical experiments indicate that the online reverse referral mechanism is effective when the scale of online patients is sufficiently large. When patient scale is inadequate, the CHC, lacking profit margins, tends to withdraw from the referral system. Moreover, under conditions of expanded GH service capacity, partial reverse referral outperforms full reverse referral in improving overall system efficiency.

考虑患者在线选择行为的远程医疗联盟反向转诊决策
为了解决大型综合医院(GHs)医疗资源和患者需求之间的差异,本研究考察了GH和社区卫生中心(CHCs)之间转诊过程的协调,这些转诊过程是由GH作为看守者使用的基于远程医疗的在线服务渠道实现的。在排队理论框架下,建立了一个三阶段博弈模型来研究患者、CHC和GH之间的动态决策互动。给出了初始离线和在线患者到达率、CHC服务能力和GH转诊阈值的均衡决策。该分析比较了部分引用和完全引用场景下的系统性能。研究结果揭示了一个违反直觉的结果:来自在线服务的部分反向转诊可能会促使CHC降低其服务能力,从而降低患者的福利。数值实验表明,当在线患者规模足够大时,在线反向转诊机制是有效的。当患者规模不足时,缺乏利润空间的CHC往往退出转诊系统。此外,在扩大GH服务能力的条件下,部分反向转诊在提高系统整体效率方面优于完全反向转诊。
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来源期刊
CiteScore
1.40
自引率
18.20%
发文量
242
期刊介绍: Managerial and Decision Economics will publish articles applying economic reasoning to managerial decision-making and management strategy.Management strategy concerns practical decisions that managers face about how to compete, how to succeed, and how to organize to achieve their goals. Economic thinking and analysis provides a critical foundation for strategic decision-making across a variety of dimensions. For example, economic insights may help in determining which activities to outsource and which to perfom internally. They can help unravel questions regarding what drives performance differences among firms and what allows these differences to persist. They can contribute to an appreciation of how industries, organizations, and capabilities evolve.
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