Thus, this study modified the measurement items of organizational performance, based on studies of Lee et al. Therefore, this study attempts to measure organizational performance in both quality and operational improvement based on relevant literature.
Book: Safer Hospital Care: Strategies for Continuous Innovation
The proposed research model Fig. Provided that an important goal of a hospital is to maximize the overall value of products and service, and to reduce cost, it is important to analyze the effects of how operational innovation will improve organizational performance through QM practices.
Process improvement and medical IT systems for operational innovation lead to value creation for customers, increased efficiency and accuracy of care service delivery, and quality care [ 30 ]. As a result, a growing number of hospitals are seeking innovation to bring efficiencies in their operation to remain competitive [ 1 ]. As process improvement and medical IT systems of operational innovation support consistent quality of care services, it can influence QM practices to reduce process variance for preventing rework and errors, decrease errors or defects, provide high quality of care service and provide safe practices [ 2 , 15 , 31 ].
A more comfortable environment for patients is ensured as the organization develops insight based on experiences about why problems occurred, which solutions worked, and how to implement solutions [ 31 ]. Also, medical IT systems are n imperative for providing ready access to patient records, accurate information about patients, and supply requirements for improving QM practices. QM practices can be achieved through process improvement and medical IT systems because QM practices adopt a number of management principles to improve customer satisfaction and performance.
Thus, operational innovation would have a positive relationship with QM practices. The following hypotheses are proposed:. H1: Process improvement will positively affect quality improvement. H2: Medical IT system implementation will positively affect quality improvement.
H3: Process improvement will positively affect safety practices. H4: Medical IT system implementation will positively affect safety practices. As discussed earlier, the key role of QM practices to improve organizational performance [ 2 , 31 , 32 ]. Lee et al. Creating a culture of quality and safety for patients is essential to successfully improve organizational performance in the hospital. QM practices ensure that processes are followed and customers are satisfied. This means that QM practices positively impacts organizational performance.
Organizational performance can be achieved through QM practices, and then organizations can improve their business performance. Consequently, quality improvement and safety practices of QM practices may have a positive relationship with organizational performance.
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The following hypotheses are suggested:. H5: Quality improvement will positively affect organizational performance. H6: Safety practices will positively affect organizational performance. Due to the nature of the data needed to perform an empirical study, hospitals with more than beds in South Korea were identified as most appropriate population sampling. The reason for this sampling approach used in this study was as follows: according to the Medical Herald [ 33 ], market value of healthcare in Korea was 9. Medium to large Korean hospitals offer high-tech medical services by combining advanced IT and biotech, and continue to make significant advances in the field.
A survey questionnaire was developed to test the proposed model, using the double translation protocol [ 34 ]. The questionnaire was developed in English first and then translated into Korean by the researcher who is an operations management faculty in South Korea. The Korean version was translated back into English by into American operations management experts who are bilingual. The two English version questionnaires based on the double translation protocol had no significant difference.
Due to the characteristics of a hospital, it was difficult to meet care team members during working hours for data collection. A total of questionnaires were distributed to care team members e. Subsequently, hospitals returned useable questionnaires a response rate of The categorized hospital type included second Occupations of the employee respondents were as follows: nurse, Variable items utilized a five-point Likert scale to measure the constructs.
All of the coefficients for the constructs exceeded the threshold value of. For validity test, principal component analysis PCA based on Varimax rotation was utilized. Also, confirmatory factor analysis CFA was employed to test how well measured variables represent the constructs.
Fornell and Larcher [ 36 ] recommended the average variance extracted by each construct should be greater than 0. All measurement items met the threshold value.
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The values of standardized regression weight of process improvement, medical IT systems, quality improvement, safety practices, and organizational performance were all greater than. For adequate discriminant validity, the square root of the AVE of any latent variable should be greater than the correlation between this particular latent variable and other latent variables [ 37 ].
As the values of composite reliability CR of process improvement, medical IT systems, quality improvement, safety practices, and organizational performance were all greater than. AMOS analytical results for the study model and estimates for the model fit measures are analyzed. As a result of the goodness of fit test, compared to the recommended values for the goodness of fit tests, in this model the value of GFI. However, the value of AFGI.
Safer Hospital Care: Strategies for Continuous Quality Innovation, 2nd Edition - CRC Press Book
Thus, H1 is supported. To drive process improvement as part of operational innovation, leaders should develop effective processes and provide support with right resources to improve quality of care [ 1 , 3 , 14 ]. When operational innovation is focused on improving operational processes, innovation leads to providing better value to customers through the reduced cost and improved quality of products and services [ 1 ].
This study had a similar result as previous studies. Therefore, H2 is supported. The benefits and problems of IT usage were reported in previous studies as follows: for benefits; reduction of redundant tests, improved quality of healthcare providers, and improved patient outcomes [ 38 , 39 ]; and for problems; lack of information on how to use IT, complication in the decision making process, and personnel issues.
This study had similar results as previous studies. Thus, leaders should know about how and where to direct their operations investments to improve quality of care service, maximize business results, and to apply better IT through the operational innovation. H3 tests the effect of process improvement as part of operational innovation on safety practices. Thus, H3 is supported. Process improvement could directly influence patient safety practices [ 40 ].
Also, the National Quality Forum and the Joint Commission suggested quality and patient safety to improve healthcare in care delivery processes. Thus, process improvement can drive safety practices as an organizational priority. Therefore, H4 was not supported. Using medical IT systems appears a typical safety practice in hospital rather than a strategic investment decision in technology as a consequence of the safety culture. However many researchers reported medical effects of IT systems implementation on reducing errors associated with dosing, decreasing human errors through automation, and improving medication safety [ 42 ].
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This study has similar results as previous studies. Then, both H5 and H6 were supported.
As discuss in many previous studies, there is a strong relationship between QM practices and organizational performance. Today, the healthcare service industry has a priority on reducing cost, and improving operational efficiency, quality of care service, safety, and customer satisfaction. Healthcare service, however, is a complex system and has many challenges. This study proposed a research model to investigate how operational innovation influences QM practice and organizational performance for health-care organizations. The six hypotheses proposed and tested using data collected in South Korea.
The results of the study shed new insights about how hospitals can implement operational innovation to improve their operations, QM practice and eventually organizational performance. The findings of the study revealed that process improvement and medical IT systems as part of operational innovation are associated with improved quality improvement. This result seems reasonable in that all of the efforts to improve quality improvement and safety practices are related to engagements and attitudes of medical staff through operational innovation. The study indicated that quality improvement.