122
Views
3
CrossRef citations to date
0
Altmetric
Articles

Future strategic topics in the business model of hospitals in Austria

ORCID Icon, , &
Pages 101-108 | Received 25 Apr 2015, Accepted 27 Apr 2017, Published online: 11 Feb 2018

References

  • Hofmarcher M, W Q. Austria: Health system review. Health Systems in Transition. 2013;15(7):1–29.
  • OECD. Health at a Glance 2015 – OECD Indicators. Brussels: OECD; 2015.
  • Austrian Federal Ministry of Health. The Austrian healthcare system. Vienna: BMG; 2010.
  • Naranjo-Gil D. Strategic performance in hospitals: The use of the balanced scorecard by nurse managers. Health Care Management Review. 2009;34(2):161–170.
  • Statistik Austria: Jahrbuch der Gesundheitsstatistik. Wien: Bundesanstalt Statistik Österreich; 2014.
  • Mariani L, Cavenago D. Defining hospital's internal boundaries. An organisational complexity criterion. Health Policy. 2014;117(2):239–246.
  • Hwang J, Christensen CM. Disruptive Innovation In Health Care Delivery: A Framework For Business-Model Innovation. Health Affairs. 2008;27(5):1329–1335.
  • Osterwalder A, Pigneur Y. Business Model Generation: a Handbook for Visionaries Game Changers, and Challengers. Hoboken, NJ: Wiley & Sons; 2010.
  • Kriegel J, Schmitt-Rüth S, Güntert B, et al. New Service Development in German and Austrian Health Care – Bringing e-Health Services into the market. International Journal of Healthcare Management. 2013;6(2):77–86.
  • Back Q. Enterprise Feedback Suite EFS Survey. Köln-Hürth: QuestBack; 2013.
  • Ishikawa K. Introduction to Quality Control. New York: Springer; 1990.
  • Magnussen J, Nyland K. Measuring efficiency in clinical departments. Health Policy. 2008;87(1):1–7.
  • Nolte E, Knai C, Hofmarcher M, et al. Overcoming fragmentation in health care: chronic care in Austria, Germany and The Netherlands. Health Econ Policy Law. 2012;7(1):125–146.
  • Hofmarcher M. The Austrian health reform 2013 is promising but requires continuous political ambition. Health Policy. 2014;118(1):8–13.
  • Hoess V, Thoni M, Staudinger R. DRG-based market-orientation and integrated healthcare in Austria: developing an effective product portfolio. International Journal of Behavioural and Healthcare Research. 2009;1(2):143–159.
  • Lega F. Developing a marketing function in public healthcare systems: A framework for action. Health Policy, 2006;78(2–3):340–352.
  • Hauke E. Versorgungsformen in der ambulanten ärztlichen Behandlung in Österreich: Situation – Analyse – Zukunftsperspektiven. Zeitschrift für Evidenz, Fortbildung und Qualität im Gesundheitswesen. 2009;103(9):591–594.
  • Hoess V, Thoeni M, Staudinger R, et al. Establishing ‘integrated healthcare’ in Austria. International Journal of Networking and Virtual Organisations. 2008;5(2):224–239.
  • Godman B, Bucsics A, Burkhardt T, et al. Insight into recent reforms and initiatives in Austria: implications for key stakeholders. Expert Rev Pharmacoecon Outcomes Res. 2008;8(4):357–371.
  • Vogler S, Zimmermann N, Habl C, et al. The role of discounts and loss leaders in medicine procurement in Austrian hospitals - a primary survey of official and actual medicine prices. Cost Eff Resour Alloc. 2013;11:15), doi:10.1186/1478-7547-11-15.
  • Lennerts K, Abel J, Pfründer U, et al. Step-by-step process analysis for hospital facility management: An insight into the OPIK research project. Facilities. 2005;23(3/4):164–175.
  • Solomons LC, Thachil A, Burgess C, et al. Quality of psychiatric care in the general hospital: referrer perceptions of an inpatient liaison psychiatry service. Gen Hosp Psychiatry. 2011;33(3):260–266.
  • Pferzinger M, Thöni M, Huber M, et al. Supporting quality improvement in the development of medical guidelines in Austria. Clinical Governance: An International Journal. 2012;17(1):54–63.
  • Weitgasser R, Lopes S. Self-reported frequency and impact of hypoglycaemic events in insulin-treated diabetic patients in Austria. Wiener klinische Wochenschrift. 2015;127(1-2):36–44.
  • Dorner T, Rathmanner T, Lechleitner M, et al. Public health aspects of diabetes mellitus – epidemiology, prevention strategies, policy implications: the first Austrian diabetes report. Wiener klinische Wochenschrift. 2006;118(17):513–519.
  • Haslbeck J, Zanoni S, Hartung U, et al. Introducing the chronic disease self-management program in Switzerland and other German-speaking countries: findings of a cross-border adaptation using a multiple-methods approach. BMC Health Serv Res. 2015;15:576), doi:10.1186/s12913-015-1251-z.
  • Dormann H, Diesch K, Ganslandt T, et al. Numerical parameters and quality indicators in a medical emergency department. Dtsch Arztebl Int. 2010;107(15):261–267.
  • Hewett DG, Watson BM, Gallois C, et al. Intergroup communication between hospital doctors: Implications for quality of patient care. Social Science & Medicine. 2009;69(12):1732–1740.
  • Kuo AM, Borycki E, Kushniruk A, et al. A Healthcare Lean Six Sigma System for Postanesthesia Care Unit Workflow Improvement. Quality Management in Health Care. 2011;20(1):4–14.
  • Rissbacher C, Rissbacher C, Roehlich S. Public hospital accounting reform: the case of Austria introduction of mandatory cash flow statements for hospitals. Journal of Public Health. 2014;22(3):197–210.
  • Dickson EW, Anguelov Z, Vetterick D, Eller A, Singh S. Use of Lean in the Emergency Department: A Case Series of 4 Hospitals. Annals of Emergency Medicine 2009;54(4):504–510.
  • Van den Bergh J, Beliën J, De Bruecker P, et al. Personnel scheduling: A literature review. European Journal of Operational Research. 2013;226(3):367–385.
  • Wardhani V, Utarini A, van Dijk JP, et al. Determinants of quality management systems implementation in hospitals. Health Policy. 2009;89(3):239–251.
  • Lichtman JH, Allen NB, Wang Y, et al. Stroke patient outcomes in US hospitals before the start of the Joint Commission Primary Stroke Center certification program. Stroke. 2009;40(11):3574–3579.
  • Eiff W. Best practice management: in search of hospital excellence. International Journal of Healthcare Management. 2012;5(1):48–60.
  • Ammenwerth E, Spötl HP. The time needed for clinical documentation versus direct patient care. A work-sampling analysis of physicians’ activities. Methods Inf Med. 2009;48(1):84–91.
  • Smith PC, Stepan A, Valdmanis V, et al. Principal-agent problems in health care systems: an international perspective. Health Policy. 1997;41(1):37–60.
  • Ritrovato M, Faggiano F, Tedesco G, et al. Decision-Oriented Health Technology Assessment: One Step Forward in Supporting the Decision-Making Process in Hospitals. Value in Health. 2015;18(4):505–511.
  • Dückers MLA, Stegeman I, Spreeuwenberg P, et al. Consensus on the leadership of hospital CEOs and its impact on the participation of physicians in improvement projects. Health Policy. 2009;91(3):306–313.
  • Ovseiko PV, Buchan AM. Medical workforce education and training: A failed decentralisation attempt to reform organisation, financing, and planning in England. Health Policy. 2015;119(12):1545–1549.
  • Krogstad U, Hofoss D, Hjortdahl P. Doctor and nurse perception of inter-professional co-operation in hospitals. International Journal for Quality in Health Care. 2004;16(6):491–497.
  • Keeton K, Fenner DE, Johnson TRB, et al. Predictors of Physician Career Satisfaction, Work–Life Balance, and Burnout. Obstetrics & Gynecology. 2007;109(4):949–955.
  • Lee DH, Hong KS, Kim NY. Effects of hospital leadership, organizational systems, and ESWOS on medical error reduction. Service Business. 2016;10(1):159–177.
  • Dubois CA, Singh D. From staff-mix to skill-mix and beyond: towards a systemic approach to health workforce management. Human Resource Health. 2009;19(7):87–88. doi:10.1186/1478-4491-7-87.
  • Cassel CK, Reuben DB. Specialization, Subspecialization, and Subsubspecialization in Internal Medicine. N Engl J Med. 2011;364(12):1169–1173.
  • Kaloostia PE, Gokaslan ZL. Evidence-based review of transforaminal lumbar interbody fusion: is minimally invasive better? World Neurosurgery. 2014;82(1-2):65–67.
  • Levinea SR. Covering all the bases to improve acute stroke care. The Lancet Neurology. 2015;14(1):25–27.
  • Hackl WO, Ammenwerth E. SPIRIT: systematic planning of intelligent reuse of integrated clinical routine data. A conceptual best-practice framework and procedure model. Methods Inf Med. 2016;55(2):114–124.
  • Procter LD, Davenport DL, Bernard AC, et al. General Surgical Operative Duration Is Associated with Increased Risk-Adjusted Infectious Complication Rates and Length of Hospital Stay. Journal of the American College of Surgeons. 2010;210(1):60–65.
  • Litscher G. Integrative Laser Medicine and High-Tech Acupuncture at the Medical University of Graz, Austria, Europe. Evid Based Complement Alternat Med. 2012;21; doi:10.1155/2012/103109.
  • Leopold C, Vogler S, Habl C, et al. Personalised medicine as a challenge for public pricing and reimbursement authorities – A survey among 27 European countries on the example of trastuzumab. Health Policy. 2013;113(3):313–322.
  • Brigl B, Ammenwerth E, Dujat C, et al. Preparing strategic information management plans for hospitals: a practical guideline: SIM plans for hospitals: a guideline. International Journal of Medical Informatics. 2005;74(1):51–65.
  • Theurl E, Winner H. The impact of hospital financing on the length of stay: Evidence from Austria. Health Policy. 2007;82(3):375–389.
  • Rebuge A, Ferreira DR. Business process analysis in healthcare environments: A methodology based on process mining. Information Systems. 2012;37(2):99–116.
  • Devitt R, Klassen W, Martalog J. Strategic Management System in a Healthcare Setting - Moving from Strategy to Results. Healthcare Quarterly. 2005;8(4):58–65.
  • George G, Bock AJ. The business model in practice and its implications for entrepreneurship research. Entrepreneurship Theory and Practice. 2011;35(1):83–111.
  • Morris M, Schindehutte M, Allen J. The entrepreneur's business model: toward a unified perspective. Journal of Business Research. 2005;58(6):726–735.
  • Zott C, Amit R, Massa L. The Business Model: Recent Developments and Future Research. Journal of Management. 2011;37(4):1019–1042.
  • Al-Debei MM, Avison D. Developing a unified framework of the business model concept. European Journal of Information Systems. 2010;19(3):359–376.
  • Baden-Fuller C, Morgan MS. Business Models as Models. Long Rang Planning. 2010;43(2/3):156–171.
  • Dickson PR. Person–situation: Segmentation's missing link. Journal of Marketing. 1982;46(4):56–64.
  • Demil B, Lecocq X. Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, 2010;43(2–3):227–246.
  • Lay G, Schroeter M, Biege S. Service-based business concepts: A typology for business-to-business markets. European Management Journal. 2009;27(6):442–455.
  • Dörner N, Gassmann O, Gebauer H. Service innovation: why is it so difficult to accomplish? J. Bus. Strategy. 2011;32(3):37–46.
  • Rochlin C. Distributed renewable resources and the utility business model. The Electricity Journal. 2016;29(1):7–12.
  • Andersen PH, Kumar R. Emotions, trust and relationship development in business relationships: A conceptual model for buyer–seller dyads. Industrial Marketing Management. 2006;35(4):522–535.
  • Chesbrough H. Business model innovation: it's not just about technology anymore. Strategy & Leadership. 2007;35(6):12–17.
  • Chesbrough H. Business Model Innovation: Opportunities and Barriers. Long Range Planning, 2010;43(2–3):354–363.
  • Otto B, Ebner V, Baghi E, et al. Toward a business model reference for interoperability services. Computers in Industry. 2013;64(8):887–897.
  • Bocken NMP, Short SW, Rana P, et al. A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production. 2014;65(2):42–56.
  • Naranjo-Gil D. The role of top management teams in hospitals facing strategic change: effects on performance. International Journal of Healthcare Management. 2015;8(1):34–41.
  • Dixit SK. Strategic management in hospitals – Theory and practice: Orthopedic and spine services. International Journal of Healthcare Management, 2016; doi:10.1179/2047971915Y.0000000004
  • Lega F. Strategic, organisational and managerial issues related to innovation, entrepreneurship and intrapreneurship in the hospital context: Remarks from the Italian experience. Journal of Management & Marketing in Healthcare. 2009;2(1):77–93.
  • Grigoroudis E, Orfanoudaki E, Zopounidis C. Strategic performance measurement in a healthcare organisation: A multiple criteria approach based on balanced scorecard. Omega. 2012;40(1):104–119.
  • Naranjo-Gila D, Hartmann F. How CEOs use management information systems for strategy implementation in hospitals. Health Policy. 2007;81(1):29–41.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.