Abstract
What are the strategic operations choices that shape the hospital’s capabilities and at the same time define its constraints? In this article, we identify competitive capabilities hospital executives believe are required for competing successfully and discuss the strategic role of technology in hospital operations. First, a meta-process model for understanding the hospital delivery system as an organized linkage of generic processes is presented. The importance of technology as a hospital-wide process enabler in the model is illuminated. Then we explore how 65 hospital executives perceive strategic technology choices now and in the future. From the data, we identify a core set of critical success factors with respect to strategic technology use in hospitals. Wide gaps between the competitive priorities needed to achieve success and current capabilities are found. These gaps are highlighted by investigating the differences in capabilities and investments in both clinical and management technologies.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
References
Banta, H. D. (1990), “Future Health Care Technology and the Hospital,’ Health Policy, Vol 14 (1), pp 61–71.
Roth, A. V. (Spring 1993), “World Class Health Care,” Quality Management in Health Care, Vol. 1 (3). 1–9.
Roth, A. V. (1993), “Performance Dimensions In Services: An Empirical Investigation of Strategic Performance,” in Advances in Service Marketing and Management, Vol. 2, (T. Swartz, D. Bowen, and S. Brown, Eds.), JAI Press, Greenwich CT, 1–47.
Stalk, G., P. Evans, and L. E. Shulman (March–April 1992), “Competing on Capabilities: The New Rules of Corporate Strategy,” Harvard Business Review, Vol. 70 (2), 57–69.
Fitzsimmons, J. A. and M. Fitzsimmons (1994), Service Management for Competitive Advantage, McGraw-Hill, New York NY.
MacStravic, R. S. (1991), Beyond Patient Satisfaction: Building Patient Loyalty, Health Administration Press, Ann Arbor MI.
Roth, A. V. and M. van der Velde (1991), “Operations as Marketing: A Competitive Service Strategy,” Journal of Operations Management, Vol. 10 (3), 303–328.
Erickson, T. J., J. F. Magee, P. A. Roussel, and K. N. Saad (Spring 1990), “Managing Technology as a Business Strategy,” Sloan Management Review, 73–78.
Prahalad, C. and G. Hamel (May–June 1990), “The Core Competencies of the Corporation,” Harvard Business Review, 79–93.
Davenport, T. H. and J. E. Short (1990). “The New Industrial Engineering: Information Technology and Business Process Redesign,” Sloan Management Review, Vol. 4, 11–27.
Greengard, S. (December 1993), “Reengineering: Out of the Rubble,” Personnel Journal, 48B–480.
Dubin, R. (1968), Human Relations in Administration, Prentice-Hall, Englewood Cliffs, NJ.
Banta, H. D. and B. R. Luce (1993), Health Care Technology and Its Assessment: an International Perspective, Oxford University Press, New York.
Giffi, C.A., A.V. Roth, and G.M. Seal, (1990), Competing in World-Class Manufacturing: America’s 21st Century Challenge, Richard D. Irwin, Inc., Homewood, IL.
Hulin, C. L. and M. Roznowski (1985), “Organizational Technologies: Effects on Organizations’ Characteristics and Individuals’ Responses,” in L.L. Cummings and B. M. Shaw (eds.), Research in Organizational Behavior, JAI Press, Greenwich, CT.
Jacox, A. and K. M. Kerfoot (July–August 1990), “Nursing and Technology: Technology Assessment in Hospitals,” Nursing Economics, Vol. 8 (4), 276–279.
Porter, M. E. (1985), Competitive Advantage: Creating and Sustaining Superior Performance, The Free Press, New York.
Schumpeter, J. A. (1950), Capitalism, Socialism, and Democracy, Harper and Row, New York NY.
Hammer, M. and J. Champy (1993), Reengineering the Corporation, Harper Business, New York.
Hammer, M. (1990), “Reengineering Work: Don’t Automate, Obliterate,” Harvard Business Review, 104–112.
Roth, A. V., J. Julian, and M. K. Malhotra (1996), “Assessing Customer Value for Reengineering: Narcissistic Practices and Parameters from the Next Generation,”: in Business Process Change: Reengineering Concepts, Methods and Technologies (V. Grover and W. Kettinger, eds.), Harrisburg, PA: Idea Group Publishing, 453–474.
Griffith, J. R. (1987), The Well-Managed Community Hospital, Health Administration Press, Ann Arbor MI.
Heskett, J. L., W. E. Sasser, and C. W. Hart (1990), Service Breakthroughs: Changing the Rules of the Game, Macmillan, New York NY.
Grimes, D.A. (1993), “Technological Follies: The Uncritical Acceptance of Medical Innovation,” Journal of the American Medical Association.
Roth, A. V. (1996), “Neo-Operations Strategies: Linking Capabilities Based Competition to Technology,” in Handbook of Technology Management, (G. Gaynor, Ed.), New York, NY: McGraw-Hill.
Roth, A. V., W. Jackson, and P. Nandakumar (1995), “Strategic Determinants of Service Quality and Performance: Evidence from the Banking Industry,” Management Science, Vol. 41(11), 1720–1733.
Roth, A.V., (1996), “Achieving Strategic Agility through Economies of Knowledge,” Strategy and Leadership (formerly Planning Review), 30–37.
Author information
Authors and Affiliations
Editor information
Rights and permissions
Copyright information
© 1996 Kluwer Academic Publishers
About this chapter
Cite this chapter
Roth, A.V., Johnson, S.P., Short, N.M. (1996). Strategic Deployment of Technology in Hospitals: Evidence for Reengineering. In: Geisler, E., Heller, O. (eds) Managing Technology in Healthcare. Management of Medical Technology, vol 1. Springer, Boston, MA. https://doi.org/10.1007/978-1-4613-1415-8_9
Download citation
DOI: https://doi.org/10.1007/978-1-4613-1415-8_9
Publisher Name: Springer, Boston, MA
Print ISBN: 978-1-4612-8614-1
Online ISBN: 978-1-4613-1415-8
eBook Packages: Springer Book Archive