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Hospital performance: Competing or shared values?

Author

Listed:
  • Etienne Minvielle

    (CERMES - UMR 8169 / U750 - CERMES - Centre de recherche Médecine, Science, Santé Société - UP11 - Université Paris-Sud - Paris 11 - EHESS - École des hautes études en sciences sociales - INSERM - Institut National de la Santé et de la Recherche Médicale - CNRS - Centre National de la Recherche Scientifique)

  • Claude Sicotte

    (UQAM - Université du Québec à Montréal = University of Québec in Montréal)

  • François Champagne

    (UQAM - Université du Québec à Montréal = University of Québec in Montréal)

  • André-Pierre Contandriopoulos

    (UQAM - Université du Québec à Montréal = University of Québec in Montréal)

  • Marine Jeantet

    (CERMES - UMR 8169 / U750 - CERMES - Centre de recherche Médecine, Science, Santé Société - UP11 - Université Paris-Sud - Paris 11 - EHESS - École des hautes études en sciences sociales - INSERM - Institut National de la Santé et de la Recherche Médicale - CNRS - Centre National de la Recherche Scientifique)

  • Nathalie Préaubert

    (CERMES - UMR 8169 / U750 - CERMES - Centre de recherche Médecine, Science, Santé Société - UP11 - Université Paris-Sud - Paris 11 - EHESS - École des hautes études en sciences sociales - INSERM - Institut National de la Santé et de la Recherche Médicale - CNRS - Centre National de la Recherche Scientifique)

  • Annie Bourdil

    (Hôpital Bicêtre [AP-HP, Le Kremlin-Bicêtre] - AP-HP - Assistance publique - Hôpitaux de Paris (AP-HP))

  • Christian Richard

    (Hôpital Bicêtre [AP-HP, Le Kremlin-Bicêtre] - AP-HP - Assistance publique - Hôpitaux de Paris (AP-HP))

Abstract

Objective To find out which are the emerging views on hospital performance and to analyze how these views vary among hospital stakeholders. Methods Study setting: Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study design: A case study combining a qualitative (interviews of 80 key hospital stakeholders and a survey of hospital staff), and a quantitative analysis (a questionnaire composed of 4 theoretical dimensions, 13 sub-dimensions, 66 items) with triangulation of the results. Results Hospital stakeholders assign greatest importance to the human relations dimension, i.e., organizational climate (professional and public service values) and quality of work life. These values attract a high degree of consensus among stakeholders (no statistical difference between physicians, caregivers and administrative staff). Conclusions Our findings challenge the mainstream view that competing values underlie hospital performance. Currently, views are to some extent shared among different stakeholder groups. A reason for this could be the need to form a more united front in the face of recent reforms. This common emphasis on professional and public service values could be the basis for formulating management priorities in teaching hospitals in order to improve performance.

Suggested Citation

  • Etienne Minvielle & Claude Sicotte & François Champagne & André-Pierre Contandriopoulos & Marine Jeantet & Nathalie Préaubert & Annie Bourdil & Christian Richard, 2008. "Hospital performance: Competing or shared values?," Post-Print hal-03477095, HAL.
    • Handle: RePEc:hal:journl:hal-03477095
    DOI: 10.1016/j.healthpol.2007.09.017
    Note: View the original document on HAL open archive server: https://cnrs.hal.science/hal-03477095
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    References listed on IDEAS

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    Cited by:

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    2. Irène Georgescu, 2012. "Communication de l'information et pressions financière interne: une étude exploratoire dans une organisation professionnelle," Post-Print hal-00690953, HAL.
    3. Mauro, Marianna & Cardamone, Emma & Cavallaro, Giusy & Minvielle, Etienne & Rania, Francesco & Sicotte, Claude & Trotta, Annarita, 2014. "Teaching hospital performance: Towards a community of shared values?," Social Science & Medicine, Elsevier, vol. 101(C), pages 107-112.
    4. Mara Gorli & Serena Barello, 2021. "Patient Centredness, Values, Equity and Sustainability: Professional, Organizational and Institutional Implications," Sustainability, MDPI, vol. 13(23), pages 1-7, November.
    5. Anna Marina & Hari Wahyono & J.G. Nirbito & Bambang Sugeng, 2014. "Economic Literacy for the Basis of Organizational Performance Improvement: Evidence from Muhammadiyah Hospital Indonesia," Journal of Asian Scientific Research, Asian Economic and Social Society, vol. 4(11), pages 664-676, November.
    6. Bravi, F. & Gibertoni, D. & Marcon, A. & Sicotte, C. & Minvielle, E. & Rucci, P. & Angelastro, A. & Carradori, T. & Fantini, M.P., 2013. "Hospital network performance: A survey of hospital stakeholders’ perspectives," Health Policy, Elsevier, vol. 109(2), pages 150-157.
    7. Kristel Gache & Henri Leleu & Gérard Nitenberg & France Woimant & Marie Ferrua & Etienne Minvielle, 2014. "Main barriers to effective implementation of stroke care pathways in France: a qualitative study," Post-Print hal-01509874, HAL.
    8. Guerrero, Isabelle & Mossé, Philippe R. & Rogers, Vaughan, 2009. "Hospital investment policy in France: Pathways to efficiency and the efficiency of the pathways," Health Policy, Elsevier, vol. 93(1), pages 35-40, November.
    9. Main Naser Alolayyan & Khairul Anuar Mohd Ali & Fazli Idris, 2011. "The Impact Of Operational Flexibility On Hospital Performance In Jordanian Hospitals - Some Empirical Evidences," Journal of Global Management, Global Research Agency, vol. 2(1), pages 39-54, July.
    10. Abelson, Julia & Allin, Sara & Grignon, Michel & Pasic, Dianna & Walli-Attaei, Marjan, 2017. "Uncomfortable trade-offs: Canadian policy makers’ perspectives on setting objectives for their health systems," Health Policy, Elsevier, vol. 121(1), pages 9-16.

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