组织领域国际卫生发展的情报学分析
详细信息    本馆镜像全文|  推荐本文 |  |   获取CNKI官网全文
摘要
目的:通过对不同国家医疗卫生服务体系中组织建设相关资料进行检索、收集和情报学分析,概括当前卫生组织建设与发展研究的理论与实践经验,总结卫生行政组织和卫生服务组织研究的主流内容和热点问题、研究趋势,获取国际卫生发展过程中组织建设与发展的事实和政策依据,为医疗卫生服务体系的组织建设和发展提供决策参考。
     方法:根据研究目的和资源可及性,在选定的国内外数据资源中进行文献检索,收集整理原始文献,利用文献计量学中的数量统计、共词分析等情报学方法,采用Endnote、汤姆逊分析家分析软件和SPSS统计软件等三种分析工具对最终确定的国内外医疗卫生服务体系中组织建设相关资料进行外部特征和主题分析,并结合卫生政策领域专业知识对资料内容进行系统分析。
     结果与结论:1、总体情报学分析结果:文献计量学分析结果表明,组织领域国际卫生发展研究较为活跃的国家大多分布在欧美地区,特别是权威研究机构及高产研究机构多集中在美国、英国、加拿大、澳大利亚等国,亚非国家相对少些。针对组织领域的国际卫生研究的需求具有普遍性;组织领域的卫生发展研究历史已久但近30年尤其活跃;研究内容上组织领域国际卫生发展资料的主题广泛、分散而又有相对交叉。不同时间段的情报学分析结论:1950-1979年间的研究热点为医院管理和公共卫生管理,研究主题总体呈现分散趋势;1980-1989年间的研究热点为医院管理、员工管理和医院重组,组织创新成为新兴热点,部分主题间相关性较强;1990-1999年间医院管理热点强度开始减弱,卫生服务改革、全面质量管理、组织模型、医院重组、卫生服务组织成为主要研究热点,主题分散更加明显;2000至今的研究热点依然是医院管理,但全面质量管理、卫生服务改革、卫生服务组织、组织模型、公共卫生管理和组织效率成为新研究热点。
     2、卫生组织架构领域研究发现:卫生保健与食品与药品监管、社会保障(医疗保险)一体化管理趋势明显;政府卫生行政管理职能应更多的移向更宏观层面的政策与规制的制定与管理,机构准入、人员选拔、信息收集与传播、财政与立法等,对卫生服务组织的具体管理则逐步弱化;私立卫生服务组织在争议中不断成长壮大已成为普遍性事实,甚至已成为公共卫生产品的重要提供者;与卫生组织相关的第三方组织和创新性卫生服务管理组织成为研究者关注的热点。
     3对卫生组织绩效、策略与变革领域的研究发现:组织绩效与策略研究已成主流内容和热点问题,组织变革研究发展势头强劲;组织绩效领域的定量研究和精准化、数字化研究倍受推崇;卫生组织适应社会经济发展出现的新问题成为组织策略研究的重要内容;组织变革研究文献数量虽少但热点内容较多,其中不乏值得参考借鉴之处。
Objective: To retrieve, collect and intelligence analyze the literature of organizations of health service system in different countries, generalize the theory and practical experiences of health organizations construction and development study. To summary the research trends, mainstream and hot issues of health administrative organizations and health service organizations studies, get the facts and the policy basis of organizations construction and development in the world for the health service system building and development decision making.
     Methods: According to research purposes and resource availability, literature retrieval was used in the original documents collected within selected data resources of domestic and international. Quantity statistics and co-term analysis of bibliometrics methods as well as Endnote, Thomson Data Analyzer and SPSS statistical software were used to analyze the external features and subjects of determined organizations construction materials of health service system in the world, and health policy and professional knowledges were also used to system analysis material content.
     Results and Conclusions: 1. General results of intelligence analysis: bibliometric analysis shows that studies of health organizations development in the world were mostly found in Europe and America, especially the authority of research institutions and high-yield institutions more concentrated in developed countries, such as the United States, Britain, Canada, Australia, countries of Asian and African were relatively less. Research needs of health organizations in the world are universal; The study of health organiaztions development has a long history especially active in recent 30 years; The contents of health organiaztions development materials are widely scattered and there are relatively cross. Intelligence analysis results of different period: From 1950 to 1979, the hot issues are hospital administration and public health administration, and the overall theme of reseachs show scattered tendency; From 1980 to 1989, hot issues are hospital administration, personnel management and hospital restructuring, and organizational innovation became a new hot issue, some of the theme shows strong correlation; From 1990 to 1999, studies on hospital administration began to weaken, health care reform, total quality management, organizational models, hospital restructuring and delivery of health care organization add to the hot issues, the scattered tendency of the theme is more obvious; From 2000 to date, hospital administration remains the hot issue, but proportion of total quality management, health care reform, delivery of health care organization, organizational models, public health administration and organizational efficiency becoms larger.
     2. Founds of health organization structure studies: The trend of integrated management health care and food and drug administration, social security (health insurance) is clearly; Government health administrative functions should be towards macroscopical fields, such as policy and regulations formulation and management, institutional access, personnel selection, information gathering and dissemination, financial and legislation and so on, the specific management of health service organizations should be gradually weakening; The group of private health institutions is growing srtonger in the dispute has become a universal reality, and even as an important provider of public health products; The third-party organizations and innovative health care management organizations related to health organizations become focus of researchers attention.
     3. Founds of health organization performance, strategy and reform studies: Organizational performance and organizational strategy has become the hot issues and mainstream of the health organization study, there is a strong momentum on organizational reform research; Quantitative research, accurate and digitization in health organization performance studies are highly respected; The new problems appear during health organizations adapting to the social and economic development become an important part of the organizational strategy studies; Although the number of organizational reform literatures is small, many of them are worthy of reference to learn from.
引文
[1] HART. Letter from Westminster[J]. The Week. Br. Med. J, 1991,303:268.
    [2] Smith R. The scientific basis of ealth services[J]. Br. Med. J, 1995,311:961-62.
    [3] Hampton JR. The health of the nation’s research and development[J]. Br. Med.J, 1993, 307:78-79.
    [4] Black N. A national strategy for research and development:lessons from England[J]. Annu-Rev-Public-Health, 1997,18:485-505.
    [5] Smith R. An NHS research strategy[J].Br.Med.J. 1991, 302:1034-35.
    [6] Great Britain. Research for Health. A Research and Development Strategy for the NHS[M]. Research and Development Division, Department of Health(London): HMSO,1991.
    [7] Barnish G. A comparison of the private sector in Asia and Africa[J]. Southeast Asian J Trop Med Public Health, 1998, 29(2):319-23.
    [8] Beitsch L M, Grigg M, Menachemi N,et al. Roles of Local Public Health Agencies Within the State Public Health System[J]. J-Public-Health-Manag-Pract, 2006, 12(3):232-241.
    [9]陈文临,储振华.日本政府对医院管理的职能[J].卫生经济研究,1999,(9):44-46.
    [10] Beitsch LM, Brooks RG, Grigg M, et al. Structure and functions of state public health agencies[J]. American Journal of Public Health, 2006, 96(1):167-172.
    [11]侯建林,雷海潮,董竹敏,等.美国的医院分类体系及发展特征[J].中国卫生经济, 2001, 20(5):34-36.
    [12]李国鸿.加拿大医疗服务体系研究与启示[J].国外医学:卫生经济分册,2008, 25(1):1-6.
    [13]封禹,李筱蕾.国外政府管医院系列介绍(之二)德国政府对医院管理的职能[J].卫生经济研究, 1999, (11):30-32.
    [14]魏颖,王玉洵.韩国、日本医疗卫生保健体制及思考[J].中国卫生经济, 1994, 13(2):8-10.
    [15]石光,雷海潮.印度卫生保健体制概况--印度卫生保健体制考察报告之一[J].中国卫生经济, 2008, 27(8):91-94.
    [16]侯建林,雷海潮,韦潇,等.泰国公立医院自治改革的背景及实践[J].卫生经济研究, 2004, (12):48-49.
    [17] McCue M J, Diana M L. Assessing the performance of freestanding hospitals[J]. J-Healthc-Manag, 2007, 52(5):299-307.
    [18]何倩.德国医院管理面面观[J].中国医院院长, 2006,(3):75-76.
    [19]陈传民.澳大利亚的医院管理[J].中华现代医院管理杂志, 2006,4(1):93-95.
    [20]陈峥.加拿大的医院管理结构[J].中国医院, 2004, 8(1):72-74.
    [21]匡莉.美国医疗卫生系统介绍[J].中国医院管理, 2000, 20(2):59-60.
    [22]胡丙杰.美国义务卫生机构简析[J].国际医药卫生导报, (17):22-23.
    [23]朱显灵.澳大利亚的医疗保障制度及实践[J].国外医学:社会学分册,1995,12(4):145.
    [24]于保荣,王维夫,李友卫,等.英国、澳大利亚和德国的基本卫生服务提供及管理体制研究[J].中国卫生事业管理, 2007, (9):641-644.
    [25] Conteh L, Hanson K. Methods for studying private sector supply of public health products in developing countries: a conceptual framework and review[J]. Soc-Sci-Med, 2003, 57(7): 1147-61.
    [26]韩鹏,陈英耀,历传琳,等.美国和英国公立医疗机构公益性的相关经验[J].中国医院管理,2008,28(2):41-43.
    [27] Fiedler J L. The privatization of health care in three Latin American social security systems[J]. Health-Policy-Plan, 1996, 11(4): 406-17.
    [28] Alonso A, Brugha R. Rehabilitating the health system after conflict in East Timor: a shift from NGO to government leadership[J]. Health-Policy-Plan, 2006, 21(3): 206-16.
    [29] Collins C, Green A. Public sector hospitals and organizational change: an agenda for policy analysis[J]. Int J Health Plann Manage, 1999 ,14(2):107-28.
    [30] Nikula R E. Organisational learning within health care organisations[J]. Int-J-Med-Inform, 1999, 56(1-3):61-66.
    [31] Howard C. Restructuring hospital-physician relationships for future success[J]. Front Health Serv Manage. 2003,20(2):23-30.
    [32] Abbey F B, Treash K M Jr. Reasons providers form PHOs[J]. Healthc Financ Manage. 1995,49(8):38-40,42,44.
    [33] Thaldorf C, Liberman A. Integration of health care organizations: using the power strategies of horizontal and vertical integration in public and private health systems[J]. Health Care Manag (Frederick),2007, 26(2): 116-127.
    [34] Reeves T C, Ford E W. Strategic management and performance differences: nonprofit versus for-profit health organizations[J]. Health Care Manage Rev, 2004, 29(4):298-308.
    [35] Steve Mayfield. Improve Organizational Performance[J]. Hospitals & Health Networks, 2006, 80:6.
    [36] Van-Herten L M, Gunning-Shepers L J. Targets as a tool in health policy. Part II: Guidelines for application[J]. Health-Policy, 2000, 53(1): 13-23.
    [37] Becker E R, Potter S J. Organizational rationality, performance, and social responsibility: results from the hospital industry[J]. J Health Care Finance. 2002, 29(1): 23-48.
    [38] Zahner S J, Vandermause R. Local health department performance: compliance with state statutes and rules[J]. J-Public-Health-Manag-Pract. 2003, 9(1): 25-34.
    [39] Barros P P. Random output and hospital performance[J]. Health-Care-Manag-Sci, 2003, 6(4): 219-27.
    [40] Reedy AM, Luna RG, Olivas GS, et al.GLocal Public Health Performance Measurement:Implementation Strategies and Lessons Learned From Aligning Program Evaluation Indicators With the 10 Essential Public Health Services[J]. J Public Health Management Practice, 2005, 11(4):317–325.
    [41] Ketchen D J Jr, Palmer T B, Gamm L D. The role of performance referents in health services organizations[J]. Health-Care-Manage-Rev, 2001, 26(4): 19-26.
    [42] Robinson V A, Hunter D, Shortt S E. Accountability in public health units: using a modified nominal group technique to develop a balanced scorecard for performance measurement[J]. Can-J-Public-Health, 2003, 94(5): 391-6.
    [43] Woodward G,Manuel D,Goel V. Developing a balanced scorcard for public health[Z]. Toronto, Ontario, 2004.7.
    [44] David H Peters, Ayan Ahmed Noor, Lakhwinder P Singh, et al. A balanced scorecard for health services in Afghanistan[J]. Bulletin of the Word Health Organization, 2007, 85(2):146-151.
    [45] Schalm C. Implementing a balanced scorecard as a strategic management tool in a long-term care organization[J]. J Health Serv Res Policy, 2008,13(S1):8-14.
    [46] Schwartz J.The balanced Scorecard Versus total Quality Mangement:Which is better for your organization?[J]. Military Medicine, 2005, 170(10):855-858.
    [47] Rollins J, Lee K, Xu Y, et al. Longitudinal study of health maintenance organization efficiency[J]. Health-Serv-Manage-Res,2001, 14(4): 249-62.
    [48] Luoma K, Jarvio M L, Suoniemi I, et al. Financial incentives and productive efficiency in Finnish health centres[J]. Health-Econ, 1996, 5(5): 435-45.
    [49] Katharina Hauck,Andrew Street. Performance assessment in the context of multiple objectives: A multivariate multilevel analysis[J]. Journal of Health Economics, 2006, 25(6):1029-1048.
    [50] Kunkel S, Rosenqvist U, Westerling R. The structure of quality systems is important to the process and outcome, an empirical study of 386 hospital departments in Sweden[J]. BMC Health Services Research, 2007, 7:104-112.
    [51] van den Heuvel J, Bogers A J, Does R J, et al. Quality management: does it pay off?[J]. Qual-Manag-Health-Care, 2006, 15(3): 137-49.
    [52] Wallick W G. Healthcare managers' roles, competencies, and outputs in organizational performance improvement[J]. J-Healthc-Manag, 2002, 47(6): 390-401, discussion 401-2.
    [53] Page C K. Performance improvement integration: a whole systems approach[J]. J-Nurs-Care-Qual,1999,13(3): 59-7.
    [54] Nacy Royal, Maureen Bueno.Improving performance through Change:An Academic Medical Center’s Experience[J].Nurs Admin Q, 1999, 23(2):74-82.
    [55] Rogers L M. Meeting the Center for Medicare & Medicaid Services requirements for quality assessment and performance improvement: a model for hospitals[J]. J-Nurs-Care-Qual, 2006, 21(4): 325-30.
    [56] Ford E W, Duncan W J, Ginter P M. The structure of state health agencies: a strategic analysis[J]. Med-Care-Res-Rev, 2003, 60(1): 31-57.
    [57] Caron A, Jones P, Neuhauser D,et al. Measuring performance improvement: total organizational commitment or clinical specialization [J]. Qual Manag Health Care,2004,13(4): 210-5.
    [58] Westgard J O. Internal quality control: planning and implementation strategies[J]. Ann-Clin-Biochem, 2003, 40(Pt6): 593-611.
    [59] Sahney V K. Generating management research on improving quality[J]. Health Care Manage Rev, 2003, 28(4): 335-47.
    [60] Nelson E C, Splaine M E, Plume S K, et al.Good measurement for good improvement work[J]. Qual-Manag-Health-Care, 2004, 13(1): 1-16.
    [61] Macinati M S.The relationship between quality management systems and organizational performance in the Italian National Health Service[J]. Health-Policy, 2008, 85(2): 228-41.
    [62] Gitlin M C. Strategic planning, operations management, and fiscal analysis and control: organizational imperatives[J]. Pain-Med, 2003, 4(4): 308-10.
    [63] Moore L G, Wasson J H. The ideal medical practice model: improving efficiency, quality and the doctor-patient relationship[J]. Fam Pract Manag, 2007,14(8): 20-4.
    [64] Warwick M T .Comments on 'Performance management of the Royal Colleges of Medicine and Surgery'[J]. J-R-Soc-Med, 2007, 100(9): 410-1.
    [65] Rotarius T, Fottler M D, Blair J D.Medical group affiliations: interorganizational relationships and organizational performance[J]. Health Care Manag-(Frederick), 2003, 22(1): 27-33.
    [66] van Eyk H, Baum F. Learning about interagency collaboration: trialling collaborative projects between hospitals and community health services[J]. Health-Soc-Care-Community, 2002, 10(4): 262-9.
    [67] Anderson R.Partners in public health[J]. Hosp-Health-Netw, 2007, 81(3): 88.
    [68] Dahl M. Performance improvement (PI)[J]. Health Care Food Nutr Focus, 2005, 22(6): 11-2.
    [69] Gamm L, Kash B, Bolin J. Organizational technologies for transforming care: measures and strategies for pursuit of IOM quality aims[J]. J Ambul Care Manage, 2007, 30(4): 291-301.
    [70] Styer K A .Development of a Unit-Based Practice Committee: A Form of Shared Governance[J].AORN-J, 2007, 86(1): 85-93.
    [71] Van Herten L M, Gunning Schepers L J. Targets as a tool in healthpolicy. Part I: Lessons learned[J]. Health-Policy, 2000, 53(1):1-11.
    [72] Eeckloo K, Van Herck G, Van Hulle C, et al. From corporate governance to hospital governance. Authority, transparency and accountability of Belgian non-profit hospitals' board and management[J]. Health-Policy, 2004, 68(1): 1-15.
    [73] Martelli F, La-Torre G, Di Ghionno E, et al. Health technology assessment agencies: an international overview of organizational aspects[J]. Int J Technol Assess Health Care, 2007, 23(4): 414-24.
    [74] Dennis J Scotti, Joel Harmon, Scott J Behson, et al. Links among high- performance work enwironment,service quality,and customer satisfaction:an estension to the healthcare sector[J]. Journal of Healthcare Management, 2007,52(2):109-125.
    [75] Jurkat H B, Raskin K, Cramer M. German medical hierarchy: the ladder to quality of life?[J]. Lancet, 2006, 368(9540): 985-6.
    [76] Elliot B. Labour markets in the NHS: an agenda for research[J]. Health Economics, 2003,12:797–801.
    [77] Kankaanranta T,Nummi T,Vainiomaki J,et al. The role of job satisfaction, job dissatisfaction and demographic factors on physicians' intentions to switch work sector from public to private[J]. Health-Policy,2007,83(1): 50-64.
    [78] Statistics about Physicians, Finnish Medical Association[EB/OL]. (online at the Web. From: http://www.laakariliitto.fi/files/laakarikysely2004.
    [79] Berenson R A, Ginsburg P B, May J H. Hospital-physicians relations: cooperation, competition , or separation[J]. Health Aff (Millwood), 2007, 26(1):w31-43.
    [80] Cohn K H,Allyn T R. Making hospital-physician collaboration work[J]. Healthcare Financial Management, 2005,59(10):102-106.
    [81] Ginn G O, Henry L J. Wellness programs in the context of strategichuman resource management[J]. Hosp-Top,2003,81(1): 23-8.
    [82] Khatri N, Wells J, McKune J, et al. Strategic human resource management issues in hospitals: a study of a university and a community hospital[J]. Hosp-Top, 2006, 84(4): 9-20.
    [83] Harris C, Cortvriend P, Hyde P. Human resource management and performance in healthcare organisations[J]. J-Health-Organ-Manag, 2007, 21(4-5): 448-59.
    [84] Fritzen S A. Reorienting Health Ministry roles in transition settings: capacity and strategy gaps[J]. Health Policy, 2007,83(1): 73-83.
    [85] Collins C, Green A. Public sector hospitals and organizational change: an agenda for policy analysis[J]. Int J Health Plann Manage, 1999,14(2):107-28.
    [86] BC Purohit. Private initiatives and policy options: recent health system experience in India[J]. Health policy and planning, 2001, 16(1): 87–97.
    [87] OReilly,M. The privatization of Canadian health care is moving into high gear[J]. CMAJ,1995,152(11): 1877-8.
    [88] Schlaff A L. Lack of national primary care organization partnerships with community groups to promote health care reform[J]. Am J Public Health. 2005, 95(5): 832-4.
    [89] Weil T P. Governance in a period of strategic change in U.S. healthcare[J]. Int J Health Plann Manage,2003,18(3): 247-65.
    [90] Lipcamon JD. Managing Change within the Healthcare Environment[J]. Radiol-Manage, 2003,25(6): 20-2, 25.
    [91] Walston S L, Chou A F. Healthcare restructuring and hierarchical alignment: why do staff and managers perceive change outcomes differently?[J]. Med-Care, 2006, 44(9): 879-89.
    [92] Walston S L, Lazes P, Sullivan P G. Improving hospitalrestructuring: lessons learned[J]. Health-Care-Manage-Rev, 2004, 29(4): 309-19.
    [93] Aiken L H, Clarke S P, Sloane D M. Hospital restructuring: does it adversely affect care and outcomes?[J].J Nurs Adm, 2000,30(10):457-65.
    [94] Weil T P. Hospital downsizing and workforce reduction strategies: some inner workings[J]. Health-Serv-Manage-Res,2003,16(1):13-23.
    [95] Lukas C V, Holmes S K, Cohen A B, et al. Transformational change in health care systems: an organizational model[J]. Health Care Manage Rev, 2007,32(4): 309-20.
    [1]毛群安.韩国医疗保险制度的启示[J].中国卫生经济,1993,12(11):60-62.
    [2]周传章.对美国卫生事业的考察与思考[J].江苏卫生事业管理,1995,6(5):273-276.
    [3]侯建林,雷海潮,董竹敏,等.美国营利性和非营利性医院的比较研究及对我国卫生改革的启示(之一)[J].中国卫生经济,2001,20(6):14-17.
    [4]雷海潮,侯建林,董竹敏,等.美国营利性和非营利性医院的比较研究及对我国卫生改革的启示(之二)[J].中国卫生经济,2001,20(6):18-20.
    [5]李新华.美国医疗保健其本情况及对我国相关改革初步建议[J].现代预防医学, 2007,34(15):2909-2912.
    [6]刘克军.论美国医疗保障制度及其对我国的启示[J].中国卫生资源,2006,9(2):81-83.
    [7]王芳,卢祖洵.英国卫生服务提供模式及卫生保健制度的主要特征[J].国外医学?社会医学分册,2005,22(4):145-149.
    [8]杨小兵,卢祖洵.美国公共卫生突发事件应急体系的结构分析[J].医学与哲学, 2004,25(5):14-15.
    [9]徐芬,李国鸿.国外医疗服务体系研究(一)[J].国外医学·卫生经济分册,2005, 22(3):97-100.
    [10]徐芬,李国鸿.国外医疗服务体系研究(二)[J].国外医学·卫生经济分册,2005, 22(4):145-152.
    [11]戚龙虎.乡村卫生服务管理一体化模式的建立与实施[J].中国乡村医药杂志,2002, 9(10):57.
    [12]郑云蒸,何寒青.浅议农村地区构建县、乡二级公共卫生服务体系的可行性[J].中国初级卫生保健,2008,22(1):40-42.
    [13]郝晓宁,李士雪,许宗余.我国城市社区卫生服务机构组织形式和管理模式现况研究[J].中国卫生经济,2006, 25(6):10-12.
    [14]陈文.美国卫生服务组织变革的介绍[J].中华医院管理杂志,2001,17(9):571-574.
    [15]李倩,吴妮娜,李永斌,等.新西兰卫生体制改革[J].中国社会医学杂志,2007,24(4):233-235.
    [16]吴妮娜,李倩,马丽娜,等.瑞典卫生体制改革[J].中国社会医学杂志,2007,24(4):235-237.
    [17]黄丽佳,马丽娜,初笑宇,等.加拿大卫生体制改革概况[J].中国社会医学杂志,2008, 25(4):217-219.
    [18]王昆,林良强,熊继平,等.比利时卫生体制改革概况[J].中国社会医学杂志,2008, 25(3)148-149.
    [19]刘东兴,王继武,冯文,等.公立医院产权改革研究综述[J].中国医院管理,2004,24(11):10-11.
    [20]张琦,陈兴宝.六西格玛模式在医院管理中的应用[J].中国卫生事业管理,2004,(4):245-247.
    [21]孙玉安,高倩,韩同钦,等.持续质量改进用于医疗质量管理的研究[J].中华医院管理杂志,2001,17(11):678-680.
    [22]余震,张亮.全面质量管理及其在医院管理中的应用[J].中华医院管理杂志,2006, 22(7):467-470.
    [23]谢宏,张丽娟,王健生.医院管理中的组织设计问题[J].现代医院,2006,6(11):1-2.
    [24]蔡志明,王琦,王光明,等.医院绩效评估与绩效管理[J].中国医院,2005,9(2):42-46.
    [25]潘胜东,余华,何晓华,等.综合性医院临床科室内部绩效评价体系的构建[J].中国医院管理,2007,27(11):18-19.
    [26]张英.医院绩效考核常用方法的应用[J].中国卫生质量管理,2004,11(5):36-38.
    [27]陈瑶,张治国,苏建军,等.分层AHP法在确定区属医院绩效评估指标体系权重中的应用[J].医学与社会,2007, 20(2):35-37.
    [28]于德华,黄爱莉,吕嘉品,等.对国内医院绩效管理实施现状的文献评析—2001-2005年医院绩效管理文献回顾[J].卫生软科学,2006,20(6):553-554.
    [29]McKee,-M; Edwards,-N; Atun,-R. Public-private partnerships for hospitals[J]. Bull-World-Health-Organ.2006 Nov; 84(11): 890-6.
    [30]Bloom A. Hospital co-locations: private sector participation in the hospital sector. In: Bloom A (editor) Health reform in Australia and New Zealand. Melbourne: Oxford University Press; 2000.
    [31]Rotarius,-T;Fottler,-M-D;Blair,-J-D.Medical group affiliations: interorganizational relationships and organizational performance[J]. Health-Care-Manag-(Frederick). 2003 Jan-Mar; 22(1): 27-33.
    [32]Ford,-E-W; Duncan,-W-J; Ginter,-P-M. The structure of state health agencies: a strategic analysis[J]. Med-Care-Res-Rev. 2003 Mar; 60(1): 31-57.
    [33]Black,-N. A national strategy for research and development: lessons from England[J]. Annu-Rev-Public-Health,1997,18: 485-505.
    [34]Eeckloo,-K; Van-Herck,-G; Van-Hulle,-C; Vleugels,-A. From corporate governance to hospital governance. Authority, transparency and accountability of Belgian non-profit hospitals' board and management[J]. Health-Policy. 2004 Apr; 68(1): 1-15.
    [35]Luoma,-K; Jarvio,-M-L; Suoniemi,-I; Hjerppe,-R-T. Financial incentives and productive efficiency in Finnish health centres[J]. Health-Econ. 1996 Sep-Oct; 5(5): 435-45.
    [36]Omaswa,-F; Burnham,-G; Baingana,-G; et al. Introducing quality management into primary health care services in Uganda[J]. Bull-World-Health-Organ,1997,75(2): 155-61.
    [37]Fielding,-J-E; Luck,-J; Tye,-G. Reinvigorating public health core functions: restructuring Los Angeles county's public health system[J]. J-Public-Health-Manag-Pract. 2003 Jan-Feb; 9(1): 7-15.
    [38]Dung,-P-H. The political process and the private health sector's role in Vietnam[J]. Int-J-Health-Plann-Manage. 1996 Jul-Sep; 11(3): 217-30.
    [39]Dansky,-K-H; Weech-Maldonado,-R; De-Souza,-G; Dreachslin,-J-L. Organizational strategy and diversity management: diversity-sensitive orientation as a moderating influence[J]. Health-Care-Manage-Rev. 2003 Jul-Sep; 28(3): 243-53.
    [40]Wallick,-W-G. Healthcare managers' roles, competencies, and outputs in organizational performance improvement[J]. J-Healthc-Manag. 2002 Nov-Dec; 47(6): 390-401.
    [41]翟树悦,吴健.国外医疗机构实施绩效管理实例分析[J].中国医院管理,2004,24(4):24-27.
    [42]郭洪梁,张岚,李希.构建医院绩效考核指标体系[J].四川医学,2007,28(4):440-442.
    [43]鄂琼,陈英耀.世界卫生组织欧州办事处医院绩效评价框架简介及对我国的借鉴意义[J].中国卫生质量管理,2006,13(4):86-88.
    [44]Paleologou V, Kontodimopoulos N. Developing and testing an instrument for identifying performance incentives in the Greek health care sector[J].BMC Health Serv Res. 2006:118.
    [45]Reiter KL, Nahra TA. Hospital responses to pay-for-performance incentives[J]. Health Serv Manage Res. 2006(19)2:123-134.

© 2004-2018 中国地质图书馆版权所有 京ICP备05064691号 京公网安备11010802017129号

地址:北京市海淀区学院路29号 邮编:100083

电话:办公室:(+86 10)66554848;文献借阅、咨询服务、科技查新:66554700