Journal of Management & Marketing in Healthcare最新文献

{"title":"Exploring the development of relationship marketing in the National Health Service: An empirical analysis of supplier–purchaser relationships in a quasi-market environment","authors":"M. Higgins, K. Gray, M. Bailey","doi":"10.1179/1753304X11Y.0000000005","DOIUrl":"https://doi.org/10.1179/1753304X11Y.0000000005","url":null,"abstract":"Abstract This paper attempts, through empirical research, to examine the extent to which the principles of relationship marketing have been developed within the National Health Service (NHS) in England. It examines the propensity for NHS Trust acute hospitals to develop strategic relationships with Primary Care Trusts (PCTs) and other secondary care purchasers. Within the discussion, consideration is given to the impending changes to the NHS being introduced by the UK coalition Government. The findings from this study appear to support the argument that the manifestation of relationship marketing within the health service takes a particular, and perhaps peculiar, form and have not yet developed into the customer focused relationship marketing found within commercial organizations.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129344941","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Specific features of pharmaceuticals marketing mix","authors":"V. Dickov, B. Kuzman","doi":"10.1179/1753304X11Y.0000000001","DOIUrl":"https://doi.org/10.1179/1753304X11Y.0000000001","url":null,"abstract":"Abstract The four marketing mix instruments – product, pricing, placement, i.e. marketing channels and promotion – are some of the most familiar marketing concepts. Marketing mix has survived, in its given form, both in academic circles and as a practical guide to design an offer on a specific market. Although the academic discourse is not over (which, actually, should never happen), the traditional marketing mix concept will be used here in an attempt to point at how the specific features of pharmaceutical market, and the specific features of the product itself (primarily bearing in mind ethical drugs) reflects on the conventional marketing practices.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":" 4","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132040803","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Health Management Key Challenge: How do we save European Health Systems?","authors":"P. Moreira","doi":"10.1179/175330311X13112399589933","DOIUrl":"https://doi.org/10.1179/175330311X13112399589933","url":null,"abstract":"The search for international consensus on some fundamental interventions is now a key element to foster cooperation to save Europe’s healthcare systems. This premise, though sounding like a dramatic stance, is currently shared by a growing number of policy makers and senior healthcare managers in Europe and beyond. This is the nature of a recent report by the The Economist Intelligence Unit (2011, ‘The Future of Healthcare in Europe’), which is a relevant document for our whole community as it shows the views of a certain segment of healthcare agents and investors. The key challenge and urgent political priority discussed in this report to balance sustainable healthcare national expenditure and budgets with a growing demand for expensive healthcare and related pressure to adopt new expensive technologies, is the current strategic element of a management struggle at both macro and micro levels. These two set of forces are undeniably visible in the large majority of European and northAmerican health systems. The general incapacity to cover costs of healthcare with current public budgets and levels of financing is now assumed as factual. Besides a small number of exceptions, healthcare organizations in Europe face the hardship of controlling and tackling related issues resulting from the trend for costs to soar to ‘impossible’ levels. The expectation that annual healthcare costs in some major European health systems may dangerously grow to well above 15% of public expenditure establishes a clear mindset for contemporary healthcare management priorities. At the same time, political assumptions take a new attitude of skepticism concerning the possibility of sustaining these levels of continuous expenditure growth in healthcare. In other words, there will not be enough money to support current levels of expenditure and budget growth and the traditional political support for a ‘never-ending’ increase of healthcare budgets is fading. What is then the Future for contemporary healthcare management? What are the key issues in which healthcare managers could contribute in the short term? What forces are present in the field to potentiate a balanced development?","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"206 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133038858","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Building the health news agenda in local newspapers: Lessons for health-care managers","authors":"R. Young, Saleem Alhabash, Shelly Rodgers, J. Stemmle","doi":"10.1179/175330311X13094235152218","DOIUrl":"https://doi.org/10.1179/175330311X13094235152218","url":null,"abstract":"Abstract Health news is a significant source of health information for many Americans, and recent research has explored how health news is produced from the theoretical perspective of agenda building. In addition, work in public health and mass communication has focused on the significance of the health literacy concept as a tool for journalists and as a rubric for evaluating media messages. However, little is known about health news agenda building or health literacy in relation to local newspapers. This study explores the health news agenda-building process from the perspective of both newspaper journalists and administrators from local public health organizations in one Midwestern state through online and telephone surveys. Results show that public health professionals and journalists offer significantly different definitions of health literacy and interpretations of what should constitute the health news agenda.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"23 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132723530","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Organizational critical success factors influencing balanced scorecard systems in UK healthcare","authors":"M. Rodgers","doi":"10.1179/1753304X11Y.0000000007","DOIUrl":"https://doi.org/10.1179/1753304X11Y.0000000007","url":null,"abstract":"Abstract The balanced scorecard has increasingly become established as a practitioner management tool within UK healthcare organizations over the last two decades. This paper aims to outline the current organizational critical factors that have a propensity to influence the success of a balanced scorecard system within UK healthcare organizations, with focus on the system in England. The National Health Service (NHS) remains a uniquely complex sector, and is entering a period of further change. Ten critical success factors are identified, which are grouped into four over arching categories. The categories identified are: strategic purpose, design and process, contextual integration, and strategic human resource management. It is acknowledged that different approaches can be taken in terms of content and purpose for a balanced scorecard system, including systems focusing on performance measurement or strategic management. Notwithstanding such local interpretations, it is suggested that senior management must pro-actively and effectively manage the full range of organizational critical success factors identified, in order to maximize the chances of improving organizational performance in UK healthcare through local, tailored, and relevant balanced scorecard systems.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121990855","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Measuring the quality of hospital doctors through colleague and patient feedback","authors":"A. Narayanan, M. Greco, H. Powell, T. Bealing","doi":"10.1179/1753304X11Y.0000000006","DOIUrl":"https://doi.org/10.1179/1753304X11Y.0000000006","url":null,"abstract":"Abstract The requirement for doctors and other medical professionals to undertake periodic performance evaluation is growing. Tools and techniques for such performance evaluation are at an early stage of development, but it is likely that feedback from colleagues and patients will play an important role. The aim of this paper is to evaluate two feedback tools (CFET for colleague feedback and DISQ for patient feedback) for the purpose of periodic performance evaluation of doctors. The data used in this study came from over 200 doctors currently working in hospital settings within the UK. The results indicate that there is close correspondence between the outcomes of manual screening procedures used by the UK General Medical Council (GMC) and the output from the two feedback tools Also, the paper shows that it is possible to combine colleague and patient feedback for a doctor, thereby extending our knowledge of how screening techniques based on questionnaires can produce a multisource view currently not available to manual screeners. The paper concludes that feedback tools such as CFET and DISQ, provided they are grounded in core aspects of good practice, can function as a first level of screening if and when periodic performance evaluation of large cohorts of doctors is carried out.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130331011","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"‘Ascent ready?’ Quantifying and analysing the commissioning function of payor organizations in the English NHS","authors":"T. Jones, Andy Lee","doi":"10.1179/175330311X12943314049411","DOIUrl":"https://doi.org/10.1179/175330311X12943314049411","url":null,"abstract":"Abstract This article describes the results of a systematic audit of the commissioning function of a primary care trust in England in 2009. Although the context of the research was specific to a payor organization operating in a publicly funded health system, the lessons to be drawn from the methodology and results are applicable in a much broader range of settings. The paper describes how it is possible to classify, quantify, and analyse a function as complex and multi-stranded as health-care commissioning in a way that provides results that are operationally and strategically useful. Analysis provided data for use by senior management as to the resource available to support specific tasks and programmes (collections of related tasks). The conclusions identified areas for action in respect of workforce development, organizational development, and project management.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"61 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"124700243","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"On thin ice: EU health policy and politics","authors":"S. Greer","doi":"10.1179/1753304X11Y.0000000003","DOIUrl":"https://doi.org/10.1179/1753304X11Y.0000000003","url":null,"abstract":"Abstract European Union (EU) health policy debate is in a peculiar stage: on the one hand, there is an established community of EU health policy experts who understand that a broad range of EU policies that might have major consequences for health care systems. On the other hand, there are the many managers and policymakers around the EU who know little about EU health policy and have seen few or no effects. I argue that it is because EU health policymaking has slow effects, and that the challenge is in influencing it before it has had important consequences. This article first reviews the policy issues, explaining why so much EU policy activity has produced so little concrete effect - and why that situation will probably change. The establishment of a EU role in health care policy means that influence now will shape policies in the future. The second half of the article analyses the problems of coordination and attention that interfere with health care systems’ ability to identify the important issues. It argues that the problems are not so much in the management of complex knowledge as in the politics of knowledge: different interests that are contending for control over the future of EU health policy.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"192 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115957305","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Change? or behavioral change?","authors":"P. Moreira","doi":"10.1179/175330311X13016677137707","DOIUrl":"https://doi.org/10.1179/175330311X13016677137707","url":null,"abstract":"Literature on change proliferates. Literature on change in the context of health management has also been extensive and diverse throughout the past two decades. Yet, the actual concept of ‘change’ has deserved little attention. It has become widely acknowledged that if we do not clearly understand and define what we mean by ‘change’ it is very difficult to assess the validity of all the alleged and desired change processes in healthcare as widely announced by health leaders in the vast majority of developed health systems. My proposal in this short text is that researchers and practitioners focus their thinking and structured observation of ‘change’ on human change. Rather than the sole focus on intentional change processes reflected on organizational issues, we need to produce more knowledge and examples of good practice on the natural development of human change and consider it as a key strategic objective of health management programs and intervention. As recent population movements and social events in the Middle East demonstrate, the most important opportunities for change are those that were never anticipated and turn out to be dependent on natural human change. Overall, it is often a set of ignored human concerns considered peripheral and secondary by leaders that have the major consequences on change dynamics. This can be viewed in a number of societies in our days. This can be observed in organizations and in health systems. Unlike some viewsmay seem to have been arguing with a certain degree of ‘wishful thinking’, it seems like human change may not be solely dependent on change of processes. Indeed, we may be in need to review our approach to change. Change of processes and procedures, policies, and flows is well known to all our community in management and marketing in healthcare activities. Yet, should we also not look, and primarily, into human change? Human change is about human behavior. However, unlike changes, for instance, in administrative procedures, the behavior of human beings offers none of the administrative change features or the analytical simplicity that managers aim at with pragmatism when planning change. Our current understanding of the causes of behavioral changes and of the methods of changing behavior are in need of further certainty to support our understanding of how they may be brought about to support the implementation of health systems and organizations’ objectives. The universal nature of change poses an additional conceptual challenge – that of connecting change elements and the state of constant change of health systems and organizations with factual change of behaviors. This is a key idea for further debate and improved practice. So much so that it is widely viewed that health systems have been struggling with the same behavioral issues for decades in spite of several organizational healthcare reforms implemented in the meantime. In this sense, I would like to leave three ideas for debate and hopefully t","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115497761","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"EHMA Editorial","authors":"Elisabeth Jelfs","doi":"10.1179/175330311x12943314049619","DOIUrl":"https://doi.org/10.1179/175330311x12943314049619","url":null,"abstract":"We have recently come back from 3 days in Austria working with a group of managers, policy makers, and others from across Europe on the subject of integration in health. As many of you will have experienced, integration is a hot topic in healthcare at the moment. Both within countries and also increasingly at the European Union (EU) level, integration is often seen as a goal both within healthcare and between health and other sectors. By way of example, the recent announcement of the Commission’s Active and Healthy Ageing Innovation Partnership, a new vehicle for EU-wide action, has included models of integrated care as one of its themes, even though definitions of integration are notoriously difficult to pin down. Although a neat conceptualization of integration proved as elusive as you might expect, the similarity in many of the core issues facing the managers and policy makers meeting in Austria was very striking. All the countries represented were grappling with issues of working across organizational or sectoral boundaries, with developing appropriate policy frameworks to support integrated ways of working, and with scaling up successful pilot projects. Our 3 days of working together made it clear that ‘copy and paste’ of ideas from one system to another is rarely possible. That being said, challenge from colleagues in other countries and time to analyse the different blocks and enablers within different health systems were powerful tools for thinking differently about familiar systems and organizations. We spent part of our time in Austria on site visits, including one to a community-led facility for older people, which integrated services across the health and social care divide. In the main room of the day centre a dozen or so older people were sitting round a large table playing board games. Almost the first thing that you noticed was the smell, or rather the lack of it, although half of the older people there that day were incontinent. There was a book of photographs open on the table showing the older people involved in cooking, music sessions, and knitting: it was a picture of care that blurred the boundaries between family, community, and institution. The service had been set up largely through one senior nurse, who saw the need for better care for older people in that community and had built it up from scratch. As is common with many new services, the drive of one healthcare leader had been pivotal at its start. What was impressive about this service, however, was that it had moved well beyond the pilot project stage, developing into a financially sustainable way of providing care. The centre had also engaged a large number of volunteers from the local community, from teenagers on a gap year to music teachers. At a time when managers across Europe are dealing with budget cuts and reprovision of services, the risk is that the creativity and energy needed to build new innovative, integrated services, such as the one we saw in Austria,","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"77 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126235018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}