Quality & Quantity

, Volume 47, Issue 3, pp 1445–1457 | Cite as

Factors affecting development of crisis management mechanisms in hospitals

Article

Abstract

The growing competition among hospitals has almost dissolved hospitals’ absolute dominance over the physician–patient relationship. Many existing systems or regulations governing public organizations are so rigid that outstanding physicians in public hospitals may easily depart or be head hunted by competitors. Therefore, there will be more and starker challenges ahead of public hospitals. Through collection and analysis of a large sample, we attempt to apply a unique data validation method—nonlinear fuzzy neural network model to investigate the research issue. The questionnaire was administered to chairmen or physicians taking administrative positions in Taiwan’s public hospitals. The empirical results are as follows: Uncertainty of the hospital business environment is positively correlated with development of crisis management mechanisms; Operation of crisis management mechanisms is positively correlated with establishment of a medical risk management system; Organizational culture in public hospitals is disadvantageous to operation of crisis management mechanisms.

Keywords

Crisis management Organizational culture Fuzzy neural network model 

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Acquier A., Gand S., Szpirglas M.: From stakeholder to stakeholder management in crisis episodes: a case study in a public transportation company. J. Conting. Crisis Manag. 16(2), 101–114 (2008)CrossRefGoogle Scholar
  2. Barney J.: Organizational culture. Acad. Manag. Rev. 11(3), 656–665 (1986)Google Scholar
  3. Beckman H.B.: The doctor-patient relationship and malpractice-lessons from plaintiff deposition. Arch. Intern. Med. 154, 1365–1370 (1994)CrossRefGoogle Scholar
  4. Booth S.A.: Crisis management strategy: competition and change in modern enterprise. T.J. Press Ltd, London (1993)Google Scholar
  5. Chen Y.-C.: Restructuring the organizational culture of medical institutions: a study on a community hospital in the I-Lan area. J. Nurs. Res. 16(3), 211–218 (2008)CrossRefGoogle Scholar
  6. Demichela M., Piccinini N., Romano A.: Risk analysis as a basis for safety Management system. J. Loss Prev. Process Ind. 17, 179–185 (2004)CrossRefGoogle Scholar
  7. Elsubbaugh S., Fildes R., Rose Mary B.: Preparation for crisis management: a proposed model and empirical evidence. J. Conting. Crisis Manag. 12(3), 112–127 (2004)CrossRefGoogle Scholar
  8. Flegeer M.E.: Assessing organizational culture: a planning strategy. Nurs. Manag. 24(20), 39–41 (1993)Google Scholar
  9. Gutheil T.G., Bursztajn H., Brodsky A.: Malpractice prevention through the sharing of uncertainty-informed consent and the therapeutic alliance. New Engl. J. Med. 311(1), 49–51 (1984)CrossRefGoogle Scholar
  10. Hallikas J., Karvonen L., Pulkkinen U., Virolainen V., Tuominen M.: Risk management processes in supplier networks. Int. J. Prod. Econ. 90, 47–58 (2004)CrossRefGoogle Scholar
  11. Hill C.W.L., Jones G.R.: Strategic Management-An Inegrated Approach, 4th (ed). Houghton Mifflin, Boston (1998)Google Scholar
  12. Israeli A.A.: Crisis management practices in the restaurant industry. Int. J. Hosp. Manag. 26(4), 807–823 (2007)CrossRefGoogle Scholar
  13. Israeli A., Reichel A.: Hospitality crisis management practice: the Israeli case. Int. J. Hosp. Manag. 22(4), 353–372 (2003)CrossRefGoogle Scholar
  14. Jarvenpa S.L., Staples D.S.: Exploring perceptions of organizational ownership of information and expertise. J. Manag. Inform. Syst. 18, 151–183 (2001)Google Scholar
  15. Leonard M., Frankel A., Simmonds T., Vega K.B.: Achieving Safe and Reliable Healthcare: Strategy and Solutions. Health Administration Press, Chicago (2004)Google Scholar
  16. Lerbinger O.: The Crisis Manager: Facing Risk and Responsibility. Lawrence Erlubaum Associates, New Jersey (1997)Google Scholar
  17. Levinson W.: Physician-patient communication: the relationship with malpractice claims among primary care physicians and surgeons. JAMA 277(7), 553–559 (1997)CrossRefGoogle Scholar
  18. Link P., Marxt C.: Integration of risk and chance management in the cooperation process. Int. J. Prod. Econ. 90, 71–78 (2004)CrossRefGoogle Scholar
  19. Marabell P., Fitzsimmons L.W.: Understanding the powers of effective communication. Mich. Med. 88, 38–39 (1989)Google Scholar
  20. Meyers A.R.: Lumping it: the hidden denominator of the medical malpractice crisis. Am. J. Public Health 77, 1544–1548 (1987)CrossRefGoogle Scholar
  21. Mitroff I.I.: Managing Crisis Before They Happen: What Every Executive and Manager Needs Know About Crisis Management. American Management Association, New York (2001)Google Scholar
  22. Mitroff I.I., Pearson C.M.: Crisis management: A diagnostic guide for improving your organization’s crisis preparedness. Jossey-Bass, San Francisco (1993)Google Scholar
  23. Mitroff I.I., Pearson C.M., Pauchant T.C.: Crisis management and strategic management: similarities, differences and challenges. Adv. Strateg. Manag. 8, 235–260 (1992)Google Scholar
  24. Parhizgari A.M., Gilbert G.R.: Measures of organizational effectiveness: private and public sector performance. Omega 32, 221–229 (2004)CrossRefGoogle Scholar
  25. Penrose J.M.: The role of perception in crisis planning. Public Relat. Rev. 26(2), 155–171 (2000)CrossRefGoogle Scholar
  26. Perrow C.: Normal Accidents, Living with High-Risk Technologies. Basic Books, New York (1984)Google Scholar
  27. Reason J.: Human Error. Cambridge University Press, Cambridge (1990)CrossRefGoogle Scholar
  28. Schein E.H.: Organizational Culture and Leadership, 2nd (ed). Jossey Bass Publisher, San Francisco (1992)Google Scholar
  29. Seren S., Baykal U.: Relationships between change and organizational culture in hospitals. J. Nurs. Scholarsh. 2, 191–197 (2007)CrossRefGoogle Scholar
  30. Shapiro R.S., Simpson D.E., Lawrence S.L., Talsky A.M., Sobocinski K.A., Schiedermayer D.L.: A survey of sued and nonsuked physician and suing patients. Arch. Int. Med. 149(10), 2190–2196 (1989)CrossRefGoogle Scholar
  31. Shaw J.: Tracking the merger: the human experience. Health Serv. Manag. Res. 15(4), 211–223 (2002)CrossRefGoogle Scholar
  32. Sommer A., Pearson C.M.: Antecedents of creative decision making in organizational crisis: a team-based simulation. Technol. Forecast. Soc. Change 74(8), 1234–1251 (2007)CrossRefGoogle Scholar
  33. Sugeno, M.: Industrial applications of fuzzy control. Elsevier Science Pub. Co. (1985)Google Scholar
  34. Taiwan Health Care Reform Foundation: Reference on Medical Disputes, Taipei (2003)Google Scholar
  35. Valente C.M., Antlitz A.M., Boyd M.D., Troisi A.J.: The importance of physician-patient communication in reducing medical liability. Md. Med. J. 37, 78 (1988)Google Scholar

Copyright information

© Springer Science+Business Media B.V. 2011

Authors and Affiliations

  1. 1.Department of Business ManagementNational Kaohsiung Normal UniversityKaohsiung CityTaiwan

Personalised recommendations