ArticleBMC health services research2022
Building organisations, setting minds: exploring how boards of Dutch medical specialist companies address physicians' professional performance.
Article in BMC health services research, 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 2 papers.
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
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Who cites it
2 citing papers in PubMed.
- What's up doc? Physicians' reflections on their sustainable employability throughout careers: a narrative inquiry.BMC health services research · 2024Article
- Linking leadership development programs for physicians with organization-level outcomes: a realist review.BMC health services research · 2023Review
Corrections and comments
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Authors and funding
4 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
backgroundGovernments worldwide are reforming healthcare systems to achieve high quality and safe patient care while maintaining costs. Self-employed physicians reorganise into novel organisations to meet reconfiguration demands, impacting their work environment and practice. This study explores what strategies these novel organisations use to address physicians' professional performance and what they encounter when executing these strategies to achieve high quality and safe care.
methodsThis constructivist exploratory qualitative study used focus groups to answer our research question. Between October 2018 and May 2019, we performed eight focus group sessions with purposively sampled Medical Specialist Companies (MSCs), which are novel physician-led organisations in the Netherlands. In each session, board members of an MSC participated (n = 33).
resultsMSCs used five strategies to address physicians' professional performance: 1) actively managing and monitoring performance, 2) building a collective mindset, 3) professionalising selection and onboarding, 4) improving occupational well-being, and 5) harmonising working procedures. The MSC's unique context determined which strategies and quality and safety topics deserved the most attention. Physicians' support, trusting relationships with hospital administrators, and the MSC's organisational maturity seem critical to the quality of the strategies' execution.
conclusionsThe five strategies have clear links to physicians' professional performance and quality and safety. Insight into whether an MSC's strategies together reflect medical professional or organisational values seems crucial to engage physicians and collaboratively achieve high quality and safe care.
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