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Community health coalitions: Hospit...

Zukoski, Ann Palmer.

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Community health coalitions: Hospitals as strategic partners. Antecedents and consequences of hospital involvement.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Community health coalitions: Hospitals as strategic partners. Antecedents and consequences of hospital involvement./
作者:	Zukoski, Ann Palmer.
面頁冊數:	106 p.
附註:	Chair: Stephen M. Shortell.
Contained By:	Dissertation Abstracts International61-07B.
標題:	Health Sciences, Public Health. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9979536
ISBN:	0599858176

Community health coalitions: Hospitals as strategic partners. Antecedents and consequences of hospital involvement.
Zukoski, Ann Palmer.

Community health coalitions: Hospitals as strategic partners. Antecedents and consequences of hospital involvement. - 106 p.

Chair: Stephen M. Shortell.

Thesis (Dr.P.H.)--University of California, Berkeley, 2000.

Dramatic changes in the financing of health care have renewed the medical care sector's interest in addressing health issues at a population level. Market pressures have effectively reintroduced hospitals and health plans as “new” players in the field of community health improvement. While a large body of research has focused on evaluating public/private partnerships from a process and outcome perspective, few studies have focused on developing an understanding of how individual institutional partners contribute to health partnership outcomes. The purpose of this dissertation is to explore how hospitals are adapting and strategically responding to new opportunities and pressures to collaborate with community coalitions. This study assesses the role local hospitals play within collaborative efforts by examining antecedents and consequences of involvement.

ISBN: 0599858176Subjects--Topical Terms:

1017659
Health Sciences, Public Health.

Community health coalitions: Hospitals as strategic partners. Antecedents and consequences of hospital involvement.
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245 1 0 $a Community health coalitions: Hospitals as strategic partners. Antecedents and consequences of hospital involvement.
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500 $a Source: Dissertation Abstracts International, Volume: 61-07, Section: B, page: 3549.
502 $a Thesis (Dr.P.H.)--University of California, Berkeley, 2000.
520 $a Dramatic changes in the financing of health care have renewed the medical care sector's interest in addressing health issues at a population level. Market pressures have effectively reintroduced hospitals and health plans as “new” players in the field of community health improvement. While a large body of research has focused on evaluating public/private partnerships from a process and outcome perspective, few studies have focused on developing an understanding of how individual institutional partners contribute to health partnership outcomes. The purpose of this dissertation is to explore how hospitals are adapting and strategically responding to new opportunities and pressures to collaborate with community coalitions. This study assesses the role local hospitals play within collaborative efforts by examining antecedents and consequences of involvement.
520 $a Based on original and secondary data collected from 46 hospitals participating in the National Community Care Network (CCN) Demonstration Program, this study explores two research questions: (1) What factors affect the extent of hospital's involvement in community coalition activities? (2) What factors are associated with hospital efforts to integrate community coalition activities into their operations? Utilizing institutional and strategic management theory, this study tests hypotheses examining the extent to which technical, institutional and strategic management factors influence the two study question outcomes.
520 $a Findings indicate that there is support for using an institutional and strategic management framework to examine these research questions. Hypotheses tested indicate that both technical and strategic management factors influence hospital behavior while institutional factors appear not to be important in this context. How a hospital strategically positions itself relative to its environment is associated with higher degrees of coalition involvement and degree to which institutions integrate changes within their organization. There is evidence to suggest that decisions regarding involvement are made partly as a function of mangers determining whether the benefits of participating outweigh the costs, the hospital's strategic intent for joining a coalition and the strategic fit between the hospital's interests and coalition priorities. This research has important implications for funders and policy makers Who support community-based coalitions as well as for advancing theoretical understanding of interorganizational collaboration and institutionalization of changes within organizations.
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