| Titre : | Adoption of hospital case management : economic and institutional influences. (2005) |
| Auteurs : | ROGGENKAMP (Susan-D) : USA. Department of Management. Health Care Management Program. Walker College of Business. Appalachian State University. Boone. NC. ; Gloria-J BAZZOLI ; Kenneth-R White ; Virginia Commonwealth University. Department of Health Administration. Richmond. VA. USA |
| Type de document : | Article |
| Dans : | Social science and medicine (vol. 60, n° 11, 2005) |
| Pagination : | 2489-2500 |
| Langues: | Anglais |
| Mots-clés : | Organisation ; Gestion hospitalière ; Soins intégrés ; Théorie ; Innovation ; Etats Unis ; Amérique ; Incitation ; Economie santé ; Amérique du Nord |
| Résumé : | [BDSP. Notice produite par INIST-CNRS AA3vVR0x. Diffusion soumise à autorisation]. Case management became prevalent in US hospitals in the 1990s and is believed to be beneficial in controlling resource utilization, improving quality of care, reducing variation of care processes and enhancing both patient and staff satisfaction. This research investigates the adoption of case management by US hospitals at three time periods : 1994,1997, and 2000. We propose that both economic and institutional factors influence the adoption of this management innovation, with economic factors being more influential in early and mid-periods (1994-1997) and institutional factors being more influential in later periods (after 1997). Using American Hospital Association Annual Survey Data and community data from the Area Resources File, we assess the relationship of baseline (1994) hospital and market characteristics to the likelihood of early adoption compared to late adoption, and mid-adoption compared to late adoption. We confirm that both economic and institutional forces influence the likelihood of early and mid-period adoption of case management compared to late adoption. We conclude that institutional influences aimed at achieving or maintaining legitimacy may be as strong a motivator for hospitals to adopt case management as are economic incentives. Implications for practice and further research are discussed. |
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