The Challenges of Hospitals’ Planning & Control Systems: The Path toward Public Value Management

Sabina Nuti, Guido Noto, Tommaso Grillo Ruggieri and Milena Vainieri
Additional contact information
Sabina Nuti: Management and Health laboratory, Institute of Management—Department Embeds, Sant’Anna School of Advanced Studies, 56127 Pisa, Italy
Guido Noto: Department of Economics, University of Messina, 98122 Messina, Italy
Tommaso Grillo Ruggieri: Progettazione e Sviluppo del Sistema Informativo, Gestione dei DWH e dei Sistemi Decisionali, 16121 Genoa, Italy
Milena Vainieri: Management and Health laboratory, Institute of Management—Department Embeds, Sant’Anna School of Advanced Studies, 56127 Pisa, Italy

IJERPH, 2021, vol. 18, issue 5, 1-14

Abstract: In the last decades, public management has been subjected to a shift from the New Public Management (NPM) paradigm to the Public Value Management (PVM) one. Thus, management practices such as Planning and Control (P&C) systems have been called to evolve accordingly. The health care sector has not escaped this process. This paper focuses on the evolution of hospitals’ P&C systems to support the paradigm shift from the NPM paradigm to the PVM one. In particular, the paper aims at exploring whether hospitals’ P&C systems in Italy evolved, or are evolving, consistently with PVM and what are the expected benefits related to such a paradigm switch. To address the research aim, the paper is based on a review of scientific and grey literature and the case study of the diabetic-foot pathway in an Italian Regional Healthcare System. The results of this study show that the current P&C systems in Italian hospitals are not yet designed to support the shift toward the PVM approach and are still mainly focused on financial aspects and intra-organizational dynamics. Combining traditional P&Cs with performance measures assessing the system’s outcomes may support hospitals in aligning their goals with the health system they are operating within and, therefore, P&C systems may represent an important driving force toward change. Such results provide suggestions for both practitioners and academics on how to adapt P&C systems to better support the implementation of current strategies of the public sector.

Keywords: planning and control; healthcare; hospital; public value management; performance management (search for similar items in EconPapers)
JEL-codes: I I1 I3 Q Q5 (search for similar items in EconPapers)
Date: 2021
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

Downloads: (external link)
https://www.mdpi.com/1660-4601/18/5/2732/pdf (application/pdf)
https://www.mdpi.com/1660-4601/18/5/2732/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jijerp:v:18:y:2021:i:5:p:2732-:d:512992

Access Statistics for this article

IJERPH is currently edited by Ms. Jenna Liu

More articles in IJERPH from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().