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PublicationHealthcare quality innovation and performance through process orientation: Evidence from general hospitals in SwitzerlandAs a primary factor of technological innovation, process orientation contributes significantly to an organization's overall productivity and quality improvement. While this proposition has been confirmed for profit-oriented or- ganizations of various industries, little research exists that validates the same statement in the healthcare sector. This paper proposes and evaluates a theoretical model that investigates the effect of process orientation on hos- pitals' competitiveness and performance. The concept of the balanced scorecard is applied to comprehensively cover all facets that constitute healthcare quality innovation. A set of hypotheses is proposed conceptualizing the direct and indirect effects of process orientation on hospitals' performance (identified as patient satisfaction and financial performance) through an increase of integral competitiveness (identified as workforce conditions, operational performance and clinical quality). The model is empirically tested by means of a questionnaire-based survey among clinical and administrative management of hospitals in Switzerland. 145 complete questionnaires from 129 hospitals are analyzed. Statistical results affirm that process orientation significantly enhances hospital performance. Workforce conditions and clinical quality prove to have a significant positive effect on patient sat- isfaction, whereas the hypothesized positive effect of operational efficiency on patient satisfaction is not support- ed. Moreover, results attest the positive effect of workforce conditions and operational efficiency on financial performance, while rejecting the effect of clinical quality on financial performance.Type:Journal:Volume:Issue:
Scopus© Citations 35 -
PublicationProcess management in hospitals: an empirically grounded maturity modelIn order to improve transparency and stabilise health care costs, several countries have decided to reform their healthcare system on the basis of diagnosis related groups (DRG). DRG systems induce active competition among hospitals, forcing them to become more efficient and effective. In consequence, hospitals are investing considerably in process orientation and management. However, to date there is neither a consensus on what capabilities hospitals need to acquire for becoming process-oriented, nor a general agreement on the sequence of development stages they have to traverse. To this end, this study proposes a theoretically grounded conceptualisation of process management capabilities and presents a staged maturity model algorithmically derived on the basis of empirical data from 129 acute somatic hospitals in Switzerland. The five maturity levels start with ‘encouragement of process orientation' (level 1), ‘case-by-case handling' (level 2), and ‘defined processes' (level 3). Ultimately, hospitals can reach the levels ‘occasional corrective action' (level 4) and ‘closed loop improvement' (level 5). The empirically derived model reveals why available maturity models for process management are not applicable in the hospitals context: Their comparatively high complexity on the one hand and their strong focus on topics like an adequate IT integration and process automation on the other make them inadequate for solving the problems felt in the hospital sector, which are primarily cultural and structural.Type:Journal:Volume:Issue:
Scopus© Citations 33 -
PublicationProcess Performance Management - A Systematic Problem Analysis and Identification of Design PrinciplesBusiness processes are the means by which organisations create value. Consequently, organisations need to continuously monitor and control their processes' performance so as to provide a consistent and predictable execution quality. A number of today's organisations, however, appear to encounter difficulties with measuring and improving their processes' performance. In this paper, we set out to identify the gap between how organisations currently approach process performance management (PPM) and what they are striving to realise in the future. The systematic gap analysis results in a set of design factors that are valuable in guiding future design efforts for useful and relevant PPM solutions.Type:Journal:Volume:Issue:
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PublicationTowards Private-Public Research Partnerships Combining Rigor and Relevance in DWH/BI Research: The Competence Center ApproachBusiness intelligence (BI) and data warehousing (DWH) research represent two increasingly popular, but still emerging fields in the information systems (IS) academic discipline. As such, they raise two substantial questions: Firstly, how rigorous, i.e., fundamental, constituent, and explanatory, is DWH/ BI research? and, secondly, how relevant, i.e., useful and purposeful, is this research to practitioners? In this article, the authors uphold the position that relevance and rigor are by no means dichotomous, but two sides of the same coin. Naturally, this requires well-defined approaches and guidelines-for scholarship in general and DWH/BI research in particular. Therefore, this paper proposes the competence center (CC) approach-a private-public partnership between academia and practice. The authors illustrate how the CC approach can be applied within the field of DWH/BI and suggest that a close link between research and practice supports both enhancing relevance to practice and strengthening rigor of research.Type:Journal:Volume:Issue:
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PublicationProcess Performance Management - Illuminating Design Issues through a Systematic Problem AnalysisBusiness processes are the means by which organizations create value. Consequently, organizations need to continuously monitor and control their processes' performance so as to provide a consistent and predictable execution quality. A number of today's organizations, however, appear to encounter difficulties with measuring and improving their processes' performance. In this paper, we set out to identify the gap between how organizations currently approach process performance management (PPM) and what they are striving to realize in the future. The systematic gap analysis results in a set of design factors that are valuable in guiding future design efforts for useful and relevant PPM solutions.Type:Volume:
Scopus© Citations 8 -
PublicationTowards an Adaptive Maturity Model for Smart Grids( 2011-08-22)
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PublicationProcess Performance Management as a Basic Concept for Sustainable Business Process Management - Empirical Investigation and Research Agenda(Springer, 2010-09-13)
Scopus© Citations 8 -
PublicationProcess Performance Management - Identifying Stereotype Problem Situations as a Basis for Effective and Efficient Design Research(Springer, 2010-06-04)
Scopus© Citations 4 -
PublicationStrategic Positioning of DWH/BI research - The Competence Center Approach( 2009-12-15)
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PublicationManaging Process Performance to Enable Corporate Sustainability: A Capability Maturity Model(Springer, 2012)
Scopus© Citations 14
