Annotated Bibliographies
1. Andritsos, Dimitrios A. and Sam Aflaki. "Competition and the Operational Performance of Hospitals: The Role of Hospital Objectives." Production & Operations Management, vol. 24, no. 11, Nov. 2015, pp. 1812-1832. EBSCOhost, doi:10.1111/poms.12416.
Annotation:
Providing financially viable hospital care that is accessible and of high quality is a key objective of any health care system; in OECD countries, nearly a third of all health expenditures is categorized as hospital spending (Maier-Rigaud 2012). However, “waiting times for elective surgery are a main health policy concern in approximately half” of those countries (Hurst and Siciliani 2003). Waiting times—in addition to reducing a health care system’s accessibility—may lead to patient health deterioration (Rossvoll et al.1993), reduced patient productivity, and income losses (Roy and Hunter 2009). It is therefore not surprising that the persistence of waiting times is perceived as a failure by the users of health care systems and features prominently in political agendas.A popular approach to encouraging hospital competition is that of providing patients with a choice of hospitals from which to receive treatment; if patients have this choice and if hospitals are sufficiently proximal, than competitive pressures may indeed come into play.
Potential Quotes:
“An important difference between our work and all three sub-streams is that we introduce a queuing model to capture a hospital’s operational behavior. This approach is “more general in its range of applications” than is the one more often employed, in the health economics literature, whereby waiting times are substituted “for price in an otherwise conventional
demand-and-supply analysis” (Goddard et al. 1995).
Assessment:
This source is credible it is written by someone who has studied the activities of hospitals for many years, and has written several articles about what he has observed.
Reflection:
This article gives very good information about how hospitals compete and it will be very useful when writing my paper. I can also use the examples of different hospitals around the U.S.
Summary: Andritsos, Dimitrios A. and Sam Aflaki. "Competition and the Operational Performance of Hospitals: The Role of Hospital Objectives." Production & Operations Management, vol. 24, no. 11, Nov. 2015, pp. 1812-1832. EBSCOhost, doi:10.1111/poms.12416. A popular approach to encouraging hospital competition is that of providing patients with a choice of hospitals from which to receive treatment; if patients have this choice and if hospitals are sufficiently proximal, than competitive pressures may indeed come into play. A comparison across the duopolistic settings indicates that the choice between homogeneous and heterogeneous competition depends on the patient's' willingness to wait before receiving care and the reimbursement level of the nonprofit sector. When the public funder is not financially constrained, the presence of a for-profit sector may allow the funder to lower both the financial costs of providing coverage and the total costs to patients. “An important difference between our work and all three sub-streams is that we introduce a queueing model to capture a hospital’s operational behavior.This approach is “more general in its range of applications”than is the one more often employed, in the health economics literature, whereby waiting times are substituted “for price in an otherwise conventional demand-and-supply analysis” (Goddard et al.1995). This source is credible because it is written by someone who has studied the activities of hospitals for many years, and has written several articles about what he has observed. This article gives very good information about how hospitals compete and it will be very useful when writing my paper. I can also use the examples of different hospitals around the U.S.
2. Agwunobi, Andrew, and Paul Osborne. "Dynamic Capabilities And Healthcare: AFRAMEWORK FOR ENHANCING THE COMPETITIVEADVANTAGE OFHOSPITALS." California Management Review 58.4 (2016): 141-161. Business Source Complete. Web. 6 Nov. 2016.
Annotation:
This article illustrates dynamic capabilities and powerful strategic management can help hospitals win sustainable competitive advantage at the enterprise level. There has always been competition and hospital CEOs have always worried about finances. Unless a hospital is the only community provider or a large prestigious academic system with low competition, failure to compete can lead to bankruptcy or acquisition by a competitor. Dynamic capabilities are uncommon competencies, resulting from a difficult collection/configuration of organizational routines, structures, and assets, which confer sustainable competitive advantage.
Potential Quotes:
David Teece defined dynamic capabilities as “the firm’s ability to integrate,build, and reconfigure internal and external competences to address rapidly changing environments in which there is deep uncertainty.” (page 143-144) “Cleveland Clinic and Germany’s Schön Klinik, have undertaken large-scale changes involving multiple components of the value agenda. The result has been striking improvements in outcomes and efficiency, and growth in market share.”22 Porter lists six interdependent “components” for creating a “high value health care delivery system,” and Cleveland clinic has implemented all six.
These are:
1: Organize into Integrated Practice Units (IPUs). [These are dedicated, integrated,
multidisciplinary care teams that provide the full care for each patient’s
condition.]
2: Measure Outcomes and Costs for Every Patient
3: Move to Bundled Payments for Care Cycles
4: Integrate Care Delivery Systems
5: Expand Geographic Reach
6: Build an Enabling Information Technology Platform
Assessment:
This article is written in part by the CEO and Executive VP of Health Affairs for the University of Connecticut Health System. It is also credible because it was found on galileo which has a reputation of having well-written academic journals.
Reflection:
I will use the educated information found to produce a well written research paper. I will also use quotes from academic scholars and experts on the subject.
Summary:
The article “Dynamic Capabilities are Healthcare” explains how hospitals are always competing against each other wanting to be the best. Unless the hospital is the only provider around, then odds are they're competing with someone else. And failure to compete can lead to bankruptcy. This does relate to my potential topic, which is how hospitals use different programs or teams to help them stay ahead of others. Hospitals have teams that go around to each department and help them create an efficient environment that can help the overall hospital become better. Their job is make everything run smoother so the hospital is considered the best. The medical world is always changing and the employees need people to help them stay on top of new technologies and growing problems that can slow down the efficiency of the hospital, meaning they can get further behind other hospitals. This means they won't be able to compete and will lose business all together.
3. Wu, Ing-Long, and Pi-Jung Hsieh. "Hospital Innovation And Its Impact On Customer-Perceived Quality Of Care: A Process-Based Evaluation Approach." Total Quality Management & Business Excellence 26.1/2 (2015): 46. Advanced Placement Source. Web. 29 Jan. 2017.
Annotation:
This academic journal shows us why hospitals put their money certain places. It shows us what they invest in and why. It also explains why hospitals should invest more in the senior managers because they set the president in their employees which adds more to their work and makes things flow smoother.
Potential Quotes:
“Senior managers have strong incentives not only to issue ongoing mandates for organizational search, but also to imitate the search behavior of other organizations in their reference group” (DiMaggio and Powell 1983).
Assessment:
This is a credible source because it is an academic journal written by researchers from the College of William and Mary and Cambridge University.
Reflection:
I can use this academic journal because i work with senior managers mostly and i can get their opinions on this study and how they could potentially use the strategies.
Summary:
This academic journal shows us why hospitals put their money certain places. It shows us what they invest in and why. It also explains why hospitals should invest more in the senior managers because they set the president in their employees which adds more to their work and makes things flow smoother. “Senior managers have strong incentives not only to issue ongoing mandates for organizational search, but also to imitate the search behavior of other organizations in their reference group” (DiMaggio and Powell 1983). I can use this academic journal because i work with senior managers mostly and i can get their opinions on this study and how they could potentially use the strategies.This is a credible source because it is an academic journal written by researchers from the College of William and Mary and Cambridge University.
Annotation:
Providing financially viable hospital care that is accessible and of high quality is a key objective of any health care system; in OECD countries, nearly a third of all health expenditures is categorized as hospital spending (Maier-Rigaud 2012). However, “waiting times for elective surgery are a main health policy concern in approximately half” of those countries (Hurst and Siciliani 2003). Waiting times—in addition to reducing a health care system’s accessibility—may lead to patient health deterioration (Rossvoll et al.1993), reduced patient productivity, and income losses (Roy and Hunter 2009). It is therefore not surprising that the persistence of waiting times is perceived as a failure by the users of health care systems and features prominently in political agendas.A popular approach to encouraging hospital competition is that of providing patients with a choice of hospitals from which to receive treatment; if patients have this choice and if hospitals are sufficiently proximal, than competitive pressures may indeed come into play.
Potential Quotes:
“An important difference between our work and all three sub-streams is that we introduce a queuing model to capture a hospital’s operational behavior. This approach is “more general in its range of applications” than is the one more often employed, in the health economics literature, whereby waiting times are substituted “for price in an otherwise conventional
demand-and-supply analysis” (Goddard et al. 1995).
Assessment:
This source is credible it is written by someone who has studied the activities of hospitals for many years, and has written several articles about what he has observed.
Reflection:
This article gives very good information about how hospitals compete and it will be very useful when writing my paper. I can also use the examples of different hospitals around the U.S.
Summary: Andritsos, Dimitrios A. and Sam Aflaki. "Competition and the Operational Performance of Hospitals: The Role of Hospital Objectives." Production & Operations Management, vol. 24, no. 11, Nov. 2015, pp. 1812-1832. EBSCOhost, doi:10.1111/poms.12416. A popular approach to encouraging hospital competition is that of providing patients with a choice of hospitals from which to receive treatment; if patients have this choice and if hospitals are sufficiently proximal, than competitive pressures may indeed come into play. A comparison across the duopolistic settings indicates that the choice between homogeneous and heterogeneous competition depends on the patient's' willingness to wait before receiving care and the reimbursement level of the nonprofit sector. When the public funder is not financially constrained, the presence of a for-profit sector may allow the funder to lower both the financial costs of providing coverage and the total costs to patients. “An important difference between our work and all three sub-streams is that we introduce a queueing model to capture a hospital’s operational behavior.This approach is “more general in its range of applications”than is the one more often employed, in the health economics literature, whereby waiting times are substituted “for price in an otherwise conventional demand-and-supply analysis” (Goddard et al.1995). This source is credible because it is written by someone who has studied the activities of hospitals for many years, and has written several articles about what he has observed. This article gives very good information about how hospitals compete and it will be very useful when writing my paper. I can also use the examples of different hospitals around the U.S.
2. Agwunobi, Andrew, and Paul Osborne. "Dynamic Capabilities And Healthcare: AFRAMEWORK FOR ENHANCING THE COMPETITIVEADVANTAGE OFHOSPITALS." California Management Review 58.4 (2016): 141-161. Business Source Complete. Web. 6 Nov. 2016.
Annotation:
This article illustrates dynamic capabilities and powerful strategic management can help hospitals win sustainable competitive advantage at the enterprise level. There has always been competition and hospital CEOs have always worried about finances. Unless a hospital is the only community provider or a large prestigious academic system with low competition, failure to compete can lead to bankruptcy or acquisition by a competitor. Dynamic capabilities are uncommon competencies, resulting from a difficult collection/configuration of organizational routines, structures, and assets, which confer sustainable competitive advantage.
Potential Quotes:
David Teece defined dynamic capabilities as “the firm’s ability to integrate,build, and reconfigure internal and external competences to address rapidly changing environments in which there is deep uncertainty.” (page 143-144) “Cleveland Clinic and Germany’s Schön Klinik, have undertaken large-scale changes involving multiple components of the value agenda. The result has been striking improvements in outcomes and efficiency, and growth in market share.”22 Porter lists six interdependent “components” for creating a “high value health care delivery system,” and Cleveland clinic has implemented all six.
These are:
1: Organize into Integrated Practice Units (IPUs). [These are dedicated, integrated,
multidisciplinary care teams that provide the full care for each patient’s
condition.]
2: Measure Outcomes and Costs for Every Patient
3: Move to Bundled Payments for Care Cycles
4: Integrate Care Delivery Systems
5: Expand Geographic Reach
6: Build an Enabling Information Technology Platform
Assessment:
This article is written in part by the CEO and Executive VP of Health Affairs for the University of Connecticut Health System. It is also credible because it was found on galileo which has a reputation of having well-written academic journals.
Reflection:
I will use the educated information found to produce a well written research paper. I will also use quotes from academic scholars and experts on the subject.
Summary:
The article “Dynamic Capabilities are Healthcare” explains how hospitals are always competing against each other wanting to be the best. Unless the hospital is the only provider around, then odds are they're competing with someone else. And failure to compete can lead to bankruptcy. This does relate to my potential topic, which is how hospitals use different programs or teams to help them stay ahead of others. Hospitals have teams that go around to each department and help them create an efficient environment that can help the overall hospital become better. Their job is make everything run smoother so the hospital is considered the best. The medical world is always changing and the employees need people to help them stay on top of new technologies and growing problems that can slow down the efficiency of the hospital, meaning they can get further behind other hospitals. This means they won't be able to compete and will lose business all together.
3. Wu, Ing-Long, and Pi-Jung Hsieh. "Hospital Innovation And Its Impact On Customer-Perceived Quality Of Care: A Process-Based Evaluation Approach." Total Quality Management & Business Excellence 26.1/2 (2015): 46. Advanced Placement Source. Web. 29 Jan. 2017.
Annotation:
This academic journal shows us why hospitals put their money certain places. It shows us what they invest in and why. It also explains why hospitals should invest more in the senior managers because they set the president in their employees which adds more to their work and makes things flow smoother.
Potential Quotes:
“Senior managers have strong incentives not only to issue ongoing mandates for organizational search, but also to imitate the search behavior of other organizations in their reference group” (DiMaggio and Powell 1983).
Assessment:
This is a credible source because it is an academic journal written by researchers from the College of William and Mary and Cambridge University.
Reflection:
I can use this academic journal because i work with senior managers mostly and i can get their opinions on this study and how they could potentially use the strategies.
Summary:
This academic journal shows us why hospitals put their money certain places. It shows us what they invest in and why. It also explains why hospitals should invest more in the senior managers because they set the president in their employees which adds more to their work and makes things flow smoother. “Senior managers have strong incentives not only to issue ongoing mandates for organizational search, but also to imitate the search behavior of other organizations in their reference group” (DiMaggio and Powell 1983). I can use this academic journal because i work with senior managers mostly and i can get their opinions on this study and how they could potentially use the strategies.This is a credible source because it is an academic journal written by researchers from the College of William and Mary and Cambridge University.