Jove
Visualize
Contact Us
JoVE
x logofacebook logolinkedin logoyoutube logo
ABOUT JoVE
OverviewLeadershipBlogJoVE Help Center
AUTHORS
Publishing ProcessEditorial BoardScope & PoliciesPeer ReviewFAQSubmit
LIBRARIANS
TestimonialsSubscriptionsAccessResourcesLibrary Advisory BoardFAQ
RESEARCH
JoVE JournalMethods CollectionsJoVE Encyclopedia of ExperimentsArchive
EDUCATION
JoVE CoreJoVE BusinessJoVE Science EducationJoVE Lab ManualFaculty Resource CenterFaculty Site
Terms & Conditions of Use
Privacy Policy
Policies

Related Experiment Videos

Untangling healthcare competition.

I C Harris1, R R McDaniel

  • 1Management Department, University of Texas at Austin.

Health Progress (Saint Louis, Mo.)
|October 5, 1993
PubMed
Summary
This summary is machine-generated.

Related Concept Videos

You might also read

Related Articles

Articles linked to this work by shared authors, journal, and citation graph.

Sort by
Same author

Practice jazz: understanding variation in family practices using complexity science.

The Journal of family practice·2001
Same author

Mergers and acquisitions in professional organizations: a complex adaptive systems approach.

Seminars for nurse managers·2000
Same author

Managing health care organizations: where professionalism meets complexity science.

Health care management review·2000
Same author

Physicians and decisions: a simple rule for increasing connections in hospitals.

Health care management review·2000
Same author

A view from complexity science.

Frontiers of health services management·1999
Same author

RN participation in organizational decision making and improvements in resident outcomes.

Health care management review·1999
Same journal

Addressing the Social Determinants of Health: The Role of Health Care Organizations.

Health progress (Saint Louis, Mo.)·2018
Same journal

Mission and Leadership: Developing a Catholic Ministry Assessment.

Health progress (Saint Louis, Mo.)·2018
Same journal

Priests Who Minister to Patients Regarding Physician-Assisted Suicide.

Health progress (Saint Louis, Mo.)·2018
Same journal

Ministerial Juridic Persons And Their Communion With Diocesan Bishops.

Health progress (Saint Louis, Mo.)·2018
Same journal

Preparing the Next Corps of Ethicists.

Health progress (Saint Louis, Mo.)·2018
Same journal

Realizing Our Common Goodness: One Sacred Encounter at a Time.

Health progress (Saint Louis, Mo.)·2018
See all related articles

Healthcare competition differs from traditional models, involving physicians, payers, and patients as distinct actors. Understanding these three competitive arenas is crucial for hospital strategy and adaptation.

Area of Science:

  • Health Services Management
  • Health Economics
  • Strategic Management

Background:

  • Traditional economic models of competition assume a single actor for consumption, compensation, and benefit, which is inadequate for healthcare.
  • Healthcare transactions involve three distinct actors: physicians (consumers), third-party payers (customers), and patients (clients).
  • Hospitals operate in multiple competitive arenas, necessitating a nuanced understanding beyond traditional market dynamics.

Purpose of the Study:

  • To propose a three-pronged competitive perspective for healthcare providers, moving beyond traditional economic assumptions.
  • To clarify the distinct competitive dimensions and audience criteria for hospitals.
  • To enhance understanding of complex marketplace interactions among hospitals, physicians, payers, and patients.

Related Experiment Videos

Main Methods:

  • Conceptual analysis of neoclassical economic assumptions in healthcare competition.
  • Identification of three distinct competitive arenas for hospitals: technological (physicians), financial (payers), and marketing (patients).
  • Examination of the interrelationships between hospitals, patients, physicians, and third-party payers.

Main Results:

  • Hospitals compete for physicians on technology, for payers on finances, and for patients through marketing.
  • The role of price in controlling behavior is complex due to multiple actors and decision dynamics.
  • Hospital selection is influenced by expected services and convenience, not solely price.

Conclusions:

  • Recognizing the multifaceted nature of healthcare competition is vital for effective hospital management.
  • This perspective clarifies competition, disentangles buyer roles, highlights critical skills, and defines audience-specific criteria.
  • Understanding these dynamics improves organizational communication, strategic focus, and adaptability to market changes.