Regarding the effect of the use of MIS on hospital
strategy implementation, the results show that both
styles of using MIS have positive effects on strategy
implementation, but that systematic differences
exist between strategic directions. An interactive style
seems beneficial to the implementation of both strategies
focused on cost and strategies focused on quality
and flexibility. A diagnostic style is related to the
implementation of a strategy focused on cost. These
results confirm earlier research that demonstrated that
the participation of physicians in management appears
beneficial in controlling costs, maintaining quality, and
bringing about organizational change [20,21,28]. We
also observe that the use of financial information has
a positive effect on the implementation of a strategy
focused on cost, but not on flexibility and quality.
Reversely, the use of clinical (non-financial) information
is positively related to the implementation of a
strategy focused on flexibility but not on cost. In general,
these results support that, in line with Schultz et
al. [15], CEOs with a dominant medical background
(regarding both experience and education) are more in
tune with the needs of patients and therefore are more
likely to make decisions that benefit the quality of care
delivered to patients. The implication is that training
in the administrative side of management may pay off
Regarding the effect of the use of MIS on hospitalstrategy implementation, the results show that bothstyles of using MIS have positive effects on strategyimplementation, but that systematic differencesexist between strategic directions. An interactive styleseems beneficial to the implementation of both strategiesfocused on cost and strategies focused on qualityand flexibility. A diagnostic style is related to theimplementation of a strategy focused on cost. Theseresults confirm earlier research that demonstrated thatthe participation of physicians in management appearsbeneficial in controlling costs, maintaining quality, andbringing about organizational change [20,21,28]. Wealso observe that the use of financial information hasa positive effect on the implementation of a strategyfocused on cost, but not on flexibility and quality.Reversely, the use of clinical (non-financial) informationis positively related to the implementation of astrategy focused on flexibility but not on cost. In general,these results support that, in line with Schultz etal. [15], CEOs with a dominant medical background(regarding both experience and education) are more intune with the needs of patients and therefore are morelikely to make decisions that benefit the quality of caredelivered to patients. The implication is that trainingin the administrative side of management may pay off
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