Hospital performance: Competing or shared values?

Etienne Minvielle, Claude Sicotte, François Champagne, André-Pierre Contandriopoulos, Marine Jeantet, Nathalie Préaubert, Annie Bourdil and Christian Richard
Additional contact information
Etienne Minvielle: CERMES - UMR 8169 / U750 - CERMES - Centre de recherche Médecine, Science, Santé Société - UP11 - Université Paris-Sud - Paris 11 - EHESS - École des hautes études en sciences sociales - INSERM - Institut National de la Santé et de la Recherche Médicale - CNRS - Centre National de la Recherche Scientifique
Claude Sicotte: UQAM - Université du Québec à Montréal = University of Québec in Montréal
François Champagne: UQAM - Université du Québec à Montréal = University of Québec in Montréal
André-Pierre Contandriopoulos: UQAM - Université du Québec à Montréal = University of Québec in Montréal
Marine Jeantet: CERMES - UMR 8169 / U750 - CERMES - Centre de recherche Médecine, Science, Santé Société - UP11 - Université Paris-Sud - Paris 11 - EHESS - École des hautes études en sciences sociales - INSERM - Institut National de la Santé et de la Recherche Médicale - CNRS - Centre National de la Recherche Scientifique
Nathalie Préaubert: CERMES - UMR 8169 / U750 - CERMES - Centre de recherche Médecine, Science, Santé Société - UP11 - Université Paris-Sud - Paris 11 - EHESS - École des hautes études en sciences sociales - INSERM - Institut National de la Santé et de la Recherche Médicale - CNRS - Centre National de la Recherche Scientifique
Annie Bourdil: Hôpital Bicêtre [AP-HP, Le Kremlin-Bicêtre] - AP-HP - Assistance publique - Hôpitaux de Paris (AP-HP)
Christian Richard: Hôpital Bicêtre [AP-HP, Le Kremlin-Bicêtre] - AP-HP - Assistance publique - Hôpitaux de Paris (AP-HP)

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Abstract: Objective To find out which are the emerging views on hospital performance and to analyze how these views vary among hospital stakeholders. Methods Study setting: Three hospital stakeholder groups (physicians, caregivers, and administrative staff) in a large Paris teaching hospital. Study design: A case study combining a qualitative (interviews of 80 key hospital stakeholders and a survey of hospital staff), and a quantitative analysis (a questionnaire composed of 4 theoretical dimensions, 13 sub-dimensions, 66 items) with triangulation of the results. Results Hospital stakeholders assign greatest importance to the human relations dimension, i.e., organizational climate (professional and public service values) and quality of work life. These values attract a high degree of consensus among stakeholders (no statistical difference between physicians, caregivers and administrative staff). Conclusions Our findings challenge the mainstream view that competing values underlie hospital performance. Currently, views are to some extent shared among different stakeholder groups. A reason for this could be the need to form a more united front in the face of recent reforms. This common emphasis on professional and public service values could be the basis for formulating management priorities in teaching hospitals in order to improve performance.

Keywords: Multiple stakeholders; Performance; Teaching hospital; Shared values (search for similar items in EconPapers)
Date: 2008
Note: View the original document on HAL open archive server: https://cnrs.hal.science/hal-03477095
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Citations: View citations in EconPapers (10)

Published in Health Policy, 2008, 87 (1), pp.8-19. ⟨10.1016/j.healthpol.2007.09.017⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-03477095

DOI: 10.1016/j.healthpol.2007.09.017

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