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عنوان فارسی مقاله:
بهبود کیفیت مراقبت های بهداشتی: چشم انداز نوآوری فن آوری و مدیریتی
عنوان انگلیسی مقاله:
Improving healthcare quality: A technological and managerial innovation perspective
سال انتشار : 2016
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بخشی از مقاله انگلیسی:
2. Healthcare quality innovation
The cost versus merits of new technology adoption is not the intended focus of this editorial. Researchers have already studied the benefits of health information technology (HIT) adoption versus financial investment (Hillestad et al., 2005; Schoen et al., 2006); the impact of Electronic Health Records (EHR) implementation in practice: the quality or efficiency in ambulatory care (DesRoches et al., 2008); the quality of medical care and healthcare (Jamal et al., 2009); and EHR and the impact of decision support (DS) on ambulatory care quality (Romano and Stafford, 2011). While TFSC routinely highlights the significance of technology and its impacts, technological innovation is not the only solution for healthcare innovation. It is our belief that, due to its sheer size and complexity, healthcare innovation is necessary in every healthcare sub-sector. The healthcare industry roughly consists of four sectors: health service providers (physicians and hospitals), health service buyers or payers (insurance companies), regulatory agencies (FDA), and suppliers (pharmaceutical companies) (Burns et al., 2011). To usher in innovation engagement from each sub-sector, the theoretical and empirical studies of healthcare innovation must become more vigorously active, which is why we focus on holistic approaches to innovation in the healthcare industry that make a major contribution to healthcare researchers and practitioners. To better understand innovation in health care, it is necessary to briefly discuss the healthcare sub-sectors. As healthcare service providers, hospitals strive to increase cancer survival rates, reduce surgery recovery times, enhance the quality of life of patients with chronic diseases, and improve longevity and preventative disease measures. These overarching goals should not be confined by cost or by process improvement practices (Porter, 2010). However, this is typically not the case, as cost effectiveness and process measures have become the most validated methods of evaluating hospital performance to determine their sustainability. For example, the Balanced Scorecard was developed by Kaplan and Norton (1996) and serves as an integral measure of both external and internal aspects of a hospital organization, such as customer service, innovation, learning, and financial performance. In contrast, the total quality management (TQM) tool examines process measures of patients in hospitals (Carman et al., 1996; Douglas and Judge, 2001). Currently, public and private efforts to report on hospital performance have utilized both process and outcome measures (see the accreditation of hospitals by the Joint Commission on Accreditation of Healthcare Organizations (JCAHO) and Healthcare Effectiveness Data and Information Set (HEDIS)). These process measures include evidence-based care guidelines, which enable hospitals and health service providers to confine their processes to a measurable level of performance (Palmer, 1997). The empirical research paper by Cleven et al. (in press) supports the increased use of process measures. These authors conclude that the attentiveness toward process in Swiss Hospitals has meaningful findings for researchers and practitioners in that the process-oriented construct is positively correlated with both quality of care and financial performance. The pharmaceutical industry is a supplier of medications, another integral component of healthcare innovation. Two approaches to innovation dominate studies in the pharmaceutical industry: knowledge protection as innovative incentives based on laws and legal agencies and knowledge sharing and transfer as innovative activities both within and between firms. The expedited process for new drug applications (NDAs) encourages pharmaceutical companies to develop novel drugs from new molecular entities and grants protections for them, enabling companies to capitalize on their research and development (R&D) investments into their lengthy drug development process (Kesselheim, 2010; Kushner, 2008). Under current regulations, the pharmaceutical industry has produced new drugs along with new patents and exclusivity rights. The number of patents and their length of exclusivity often determine the economic value of new medications and provide companies with financial compensation for their long investment process. Knowledge sharing and transfer within and between pharmaceutical and biotech R&Ds were examined as innovation activities (Cummings and Teng, 2003; Gassmann and Reepmeyer, 2005; Orsenigo et al., 1997). In terms of innovation and innovation management, the pharmaceutical industry is exemplary at interconnecting new knowledge creation, new drug development, and economic value creation. Along this same line of research, a paper by Dong and Yang (in press) investigates the murky area between knowledge spillover and new product development in the US pharmaceutical industry and reports a significant implication of knowledge centrality when analyzing network and patent citations.
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