Journal of Management & Marketing in Healthcare最新文献

{"title":"The demand for EU cross-border care: An empirical analysis","authors":"Caroline S. Wagner, R. Linder","doi":"10.1179/175330310X12736577732809","DOIUrl":"https://doi.org/10.1179/175330310X12736577732809","url":null,"abstract":"Abstract Although there is much political discussion on cross-border care within the European Union, the data regarding the extent and characteristics of actual demand are poor. As national and EU policymakers as well as health insurance funds need decision support in this field, the present paper provides an empirical analysis of responses from a survey conducted to analyse experiences regarding EU cross-border care. The survey, conducted by Germany's statutory health insurance fund, Techniker Krankenkasse, selected 34,000 fund members who received medical treatment in other EU member states in 2007. A total of 11,898 questionnaires were returned within a four-week period, which is testament to the strong interest in cross-border care. The survey sample was assumed to be representative, and the results were extrapolated to the statutory health insurance system and Germany as a whole. The results show the characteristics of demand in Germany, which EU member states are most frequented, which illnesses and benefits are mainly affected, the satisfaction of insurants, and the role of planned treatments in cross-border care.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"33 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127870808","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":"Barriers and success factors in health information technology: A practitioner's perspective","authors":"Rachelle Kaye, E. Kokia, V. Shalev, D. Idar, D. Chinitz","doi":"10.1179/175330310X12736577732764","DOIUrl":"https://doi.org/10.1179/175330310X12736577732764","url":null,"abstract":"Abstract Healthcare information technology is a key factor in improving quality and reducing cost in healthcare, and yet, the successful implementation of health IT varies greatly among healthcare systems. A review of the health IT literature supplemented by an analysis of the experience of successful IT implementation in Maccabi Healthcare Services, reveals that, despite differences among countries, common barriers to implementation of health IT and common critical success factors can be identified. Barriers include lack of clear benefits, sufficient incentives and adequate support for clinicians as well as payer–provider relationships, marketplace competition and privacy legislation. Critical success factors are innovative leadership, integrated management and collaboration with the doctors based on concrete needs, benefits, incentives and support. Dilemmas for managers include proof of return on investment for health IT versus leadership and tough management decisions; the optimal balance in the tradeoff between market dynamics, competition and choice, and the value of an integrated system that can generate significant benefit to clinicians, patients and payers; and the appropriate balance between privacy and improved quality of care, including the reduction of clinical error.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133494753","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":"Innovation for healthcare reform: Creating opportunities to explore, expand and excel","authors":"Kenneth A. Rethmeier","doi":"10.1179/175330310X12665775636508","DOIUrl":"https://doi.org/10.1179/175330310X12665775636508","url":null,"abstract":"Abstract In the face of an uncertain future, ongoing political turbulence, the global economic downturn, and the frequent changes to the direction of healthcare reform in many countries, healthcare leaders face daunting challenges. As a consequence, healthcare managers at all levels need to be willing to discard the thinking and behaviours of their past and to learn new ways to embrace the opportunities before them. In short, meaningful reform in healthcare depends on innovation. Moreover, innovation is a core and critical leadership competency for sustained superior performance. This paper offers new skills and tools based on the principles of creativity and innovation. Using these tools, leaders can: have more productive conversations with their leadership teams; improve their ability to facilitate management sessions to deal more effectively with critical business issues; produce meaningful action and results to overcome the obstacles of healthcare reform; and have a greater appreciation that the premium on creativity is rising.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"39 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133316497","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":"Health technology assessment in Europe: Communicating and applying lessons learned from high-income countries to middle-income countries","authors":"V. Moran, A. Fidler","doi":"10.1179/175330310X12665793931302","DOIUrl":"https://doi.org/10.1179/175330310X12665793931302","url":null,"abstract":"Abstract Continuous innovation and research in health result in the development of new medical technologies. Such technologies demonstrate varying levels of costs and effectiveness, with some producing benefits at comparable or lower costs while others result in higher levels of health expenditure. European health systems are constrained by limited resources, and health managers and policymakers face choices regarding what new technologies to fund. Such decisions are increasingly supported by health technology assessment (HTA). While formal HTA agencies and networks are predominant in high-income European countries, they rarely exist in middle-income European countries. This is despite the fact that such countries have a greater need for the evidence base and cost-effectiveness of new health technologies to guide funding decisions due to lower levels of resources as well as increasing pressures from pharmaceutical and health-technology companies. High-income European countries should therefore provide technical assistance and support for their middle-income counterparts to institutionalise HTA in health policy-making across Europe.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"102 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121583555","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":"Communication — An important management task in the hospital market","authors":"M. Martini","doi":"10.1179/175330310X12665775636346","DOIUrl":"https://doi.org/10.1179/175330310X12665775636346","url":null,"abstract":"Introduction Corporate communication is considered a top management task in the healthcare system and especially in the hospital environment. This was not always the case. Over the years, the changing and growing competitive market has strongly advanced the professionalism of communication, public relations and marketing in private as well as in public hospitals. Especially for private providers who have entered the market within the last few years, it is of vital importance to have a sophisticated communication concept and structure to quickly build and maintain a strong corporate identity and respectable image and reputation. The hospitals I got to know as a young intern, more than 15 years ago, did not employ public relations or communication consultants. In most hospitals, external and internal communication was a long-neglected field. Even if hospitals employed public relations or communication consultants, their tasks were mostly confined to organising open-house events and publishing patient brochures. Communication concepts and communication strategies were foreign words for most hospital managers. Communication was accepted as a costly chore, accorded little credit by the medical or administrative management. A radical change came within the last one and a half decades, as more private healthcare companies appeared on the hospital market and an increasingly competitive environment was promoted. New regulatory frameworks and cost structures have forced hospitals to curb rising costs while increasing output and improving performance. To be able to survive and grow in this market, hospitals must become customer and serviceoriented healthcare centres. Besides traditional nursing and medical care, patient-centred services are becoming increasingly important.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"7 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115135511","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":"Patient flows as a key driver of university hospital modernisation: Lessons for other transitional countries from the Serbian case","authors":"Annette Katrava, I. Jekic, G. Boulton, Maja Vučković-Krčmar","doi":"10.1179/175330310X12665775636544","DOIUrl":"https://doi.org/10.1179/175330310X12665775636544","url":null,"abstract":"Abstract This paper describes the planning and implementation of patient flows as a key driver of university hospital modernisation in four large tertiary-care institutions in the Republic of Serbia. The project, supported by EU funding, aims to support the interrelated processes of health service delivery changes and major infrastructure investment. Together, the four clinical centres host over 2 million outpatients, 220,000 inpatients and 120,000 operations each year. All four have complete or partial pavilion (standalone) structure (from ten to more than 30 buildings) and fragmented patient flows (eg interrupted patient flow due to limitations of infrastructure and poor service organisation). A main project goal is to centralise facilities and to separate patient flows into four major patient groups (outpatients, day-patients, emergency patients and inpatients) and patients for surgery/intensive care. This paper will provide insights into the challenges and successes of a major hospital infrastructure investment project that combines organisational changes to meet healthcare reform targets for improved health service delivery to patients.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125149855","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":"Managing professionals: The otherness of hospitals","authors":"P. Berchtold, C. Schmitz","doi":"10.1179/175330310X12665775636427","DOIUrl":"https://doi.org/10.1179/175330310X12665775636427","url":null,"abstract":"21 DOI: 10.1179/175330310X12665775636427 Peter Berchtold is Co-Director of the College for Management in Healthcare (College M), an institution of management development as well as of research and consulting in healthcare management. After an academic career in internal medicine, Peter was general manager of the Department of Medicine at the University Hospital in Bern, Switzerland until 1998. At College M, he designs and directs multidisciplinary management programmes for senior health professionals as well as significant research projects such as evaluation of various aspects of integrated healthcare. He is also President of the Swiss Forum Managed Care. Christof Schmitz is Co-Director of College M, which has its main strength in the interdisciplinary and systemic approach to the management of institutions in healthcare. Christof studied business administration and sociology by academic training. His special concern is the otherness of professional organisations and the development of appropriate structures, processes and cultures. He trains, consults and researches in the field of managing professionals. Introduction Systematic management development — a standard process in many large companies nowadays — is still rarely practised in hospitals. It is still unusual to find hospitals that invest in management. While management programmes are provided by various institutions, they are mostly of a singular nature and have little connection with the objectives and strategic intentions of the organisation in question. The reasons for this are many and varied. Two of the most important reasons are the fact that management competence has been a low priority for such institutions to date, and the even lower availability of management programmes specifically designed for hospitals. The first reason is attributable to the fact that, until only a few years ago, management and positioning issues to be tackled were few and far between. There was therefore little need to specify management and management competence for the hospital organisation. Secondly, and as a result of this, management as a discipline neglected the unique nature and special characteristics of this type of organisation. Hospital management has been understood as practising health economics. The specific organisation of hospitals and its challenges for management has only recently been highlighted by related studies.1–5 We hypothesise that hospitals are truly different and that their otherness is not well understood by the management experts or by the public. This otherness is defined by an exceptionally strong internal differentiation. Glouberman and Mintzberg have demonstrated this using a model: the so-called ‘hospital cross’ (Figure 1).6 The differentiation of the four quadrants, cure, care, control and community, each with its own languages, forms and cultures, points to the challenges entailed in the overall management of such an organisation. The task is to focus consistently on th","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123397784","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":"Aligning the stars and shrinking the gap between health services decision making and research in Canada","authors":"M. Brosseau, Erin Morrison, Jessie Checkley, T. Rathwell, S. Sheps, S. Law","doi":"10.1179/175330310X12665775636463","DOIUrl":"https://doi.org/10.1179/175330310X12665775636463","url":null,"abstract":"Abstract Canada is internationally known for its universal healthcare system. Like other nations, Canada's publicly funded healthcare system struggles with challenges related to escalating costs, complexity of care and sustainability. The Canadian Health Services Research Foundation (CHSRF), through its flagship programmes — Capacity for Applied and Developmental Research and Evaluation (CADRE) and Executive Training for Research Application (EXTRA) — strives to meet those challenges by improving the capacity of researchers and decision makers to make evidence-informed health service decisions. This paper showcases the significant strides being made by the programmes in adapting the linkage and exchange approach, through national-level data and narrative accounts from key stakeholders. The paper concludes with remarks on potential future directions for CADRE and EXTRA, and their alignment with CHSRF's strategic priorities.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"11 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125487523","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":"Health and social assistance during economic and financial crisis","authors":"A. Fidler, V. Moran","doi":"10.1179/175330310X12665775636300","DOIUrl":"https://doi.org/10.1179/175330310X12665775636300","url":null,"abstract":"© W. S. Maney & Son Ltd. 2010. Journal of Management & Marketing in Healthcare. VOL. 3 NO. 1. PP 4–8. APRIL 2010 DOI: 10.1179/175330310X12665775636300 Armin Fidler is Lead Advisor for Health Policy and Strategy in the World Bank’s Human Development Network. Dr Fidler has an MD from the University of Innsbruck; a diploma in tropical medicine and hygiene from the Bernhard Nocht Institute; and a master’s degree in both public health and health policy and management from Harvard University’s School of Public Health. He also has certificates in management from the Harvard Business School and in public finance and welfare economics from the London School of Economics and Political Science. Valerie Moran is a junior professional associate in the World Bank’s Human Development Network. Since joining the World Bank in October 2007, she has worked primarily on issues relating to the financing and delivery of healthcare services in low and middle-income countries. Her educational qualifications include an MSc in health economics from the University of York, an MA (hons) in economics and a BA (hons) in economics, sociology and politics from the National University of Ireland. The global community is in the midst of a financial and economic crisis that has been hailed as the worst since the Great Depression. Europe has not escaped this crisis and the region has experienced contracting economic growth along with rising unemployment and falling public revenues. And while there is already talk about a potential economic recovery in some countries, the damage of the recession will be longer lasting for the social sectors. The poor and vulnerable are most at risk from the negative impacts of the current economic climate which exacerbates the effects of a concurrent food and energy crisis for the poor — exacerbating inequity and inequality — a problem in Europe even before the current downturn. But the middle class is also threatened by unemployment, failing safety nets and exposure to catastrophic health expenditures. The health sector is not immune to the global downturn; health systems and their funding are also expected to be adversely affected in Europe. While very little is empirically known about the impact of the crisis on individual health status, previous economic and financial crises indicate that health expenditures recover to pre-crisis levels much slower than general government expenditures.1 But in low income countries the impact of health budget cuts may not be felt as strongly due to the low budget execution capacity in those countries even during economic growth periods. Fixed costs for installed infrastructure, wages and salaries are difficult to cut due to strong political resistance from trade unions and consumers, giving policy makers few degrees of freedom to reallocate or find savings within the health budget. This implies that investments in capital expenditures and recurrent costs for maintenance are usually the first to suffer. While some","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"4 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130364970","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":"Involving patients and providers to develop an Irish patient education tool on medication safety","authors":"H. Dunne, M. Boyce, M. Graham, C. McDonough","doi":"10.1179/175330310X12665775636625","DOIUrl":"https://doi.org/10.1179/175330310X12665775636625","url":null,"abstract":"Abstract Let's Talk Medication Safety was developed to encourage members of the public to play a more active role in their medication management and to work in partnership with healthcare providers to reduce errors and improve safe practice. This paper discusses the processes undertaken to develop an effective patient education tool. Patients, the public and healthcare providers were involved in all stages of its development. The main areas of concern were established as: patients not knowing the basics of their medicine; the lack of knowledge about the interaction between medicines; and over and under-prescribing. Mistakes with medication are most likely to happen at the point of handover of care. As such, the information provided concentrated on the interface between hospital and community care. A pilot assessment of the booklet found that it tended to increase knowledge and influence behaviour in relation to medication safety. The study concludes that simple and direct educational material, which involves both service users and providers throughout the development process, seems to be effective.","PeriodicalId":354315,"journal":{"name":"Journal of Management & Marketing in Healthcare","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-04-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131461509","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}