ORBi: Rouhana Rima - The design of performance monitoring systems in healthcare organizations : a stakeholder perspective

Reference : The design of performance monitoring systems in healthcare organizations : a stakeholder...


	Document type :	Scientific journals : Article
	Discipline(s) :	Business & economic sciences : Accounting & auditing
	To cite this reference:	http://hdl.handle.net/2268/133819

Title :	The design of performance monitoring systems in healthcare organizations : a stakeholder perspective
Language :	English
Alternative title :	[fr] Le design des systèmes de pilotage de la performance dans les organisations hospitalières : une approche par les parties prenantes
Author, co-author :	Rouhana, Rima [Lebanese International University of Beyruth > > > >]
	Van Caillie, Didier [Université de Liège - ULg > HEC-Ecole de gestion de l'ULg : UER > Diagnostic et contrôle de l'entreprise >]
Publication date :	Undated
Journal title :	European Journal of Public Health
Publisher :	Oxford University Press
Audience :	International
ISSN :	1101-1262
e-ISSN :	1464-360X
City :	Oxford
Country :	United Kingdom
Keywords :	[en] Performance Monitoring Systems ; Healthcare Organizations ; Stakeholder ; Management Control Systems ; Hospitals ; Theory of Leadership
	[fr] Systèmes de Pilotage de la Performance ; Organisations de soins de santé ; Parties prenantes
	[en] Systèmes de Contrôle de Gestion ; Hôpitaux ; Gestion hospitalière
Abstract :	[en] Monitoring the hospital’s performance is evolving over time in search of more efficiency by integrating additional levels of care, reducing costs and keeping stuff up-to-date. To fulfill these three potentially divergent aspects and to monitor performance, healthcare administrators are using dissimilar management control tools. To explain why, we suggest to go beyond traditional contingent factors to assess the role of the different stakeholders (governments, patients, authorities, personnel and administrators) that are at the heart of any healthcare organization. So, the main interest of our empirical study is to appraise how healthcare managers can foster strategic “alignment” in chaotic environments. To investigate this subject, we rely first on seminal studies to appraise the role of the main healthcare players and their influence on some organizational attributes (essentially size, lifecycle, structure, climate and technology in use). We then consider the managerial awareness and the perception of a suitable management control system (MCS) to promote a strategy-focused organization. Our methodology is based on a qualitative approach of twenty-two case studies, lead in two heterogeneous environments (Belgium and Lebanon). This method allows to illustrate, for each healthcare player, its positioning within the healthcare systems. Thus, we define how its role, its perception and its responsiveness manipulate the organization’s internal climate and shape the design of the performance monitoring systems. Our findings are expected to add knowledge on the reasons of the choice of adequate management systems, within three different healthcare organizational structures: university, general/university and general hospitals.
Research units :	Centre d'Etudes de la Performance des Entreprises - C.E.P.E.
Target :	Researchers ; Professionals ; Students
Permalink :	http://hdl.handle.net/2268/133819

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