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Identifying competitive strategies to improve the performance of hospitals in a competitive environment

Overview of attention for article published in BMC Health Services Research, November 2017
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Title
Identifying competitive strategies to improve the performance of hospitals in a competitive environment
Published in
BMC Health Services Research, November 2017
DOI 10.1186/s12913-017-2699-9
Pubmed ID
Authors

Chuan-Hui Chang, Yu-Ching Chiao, Yafang Tsai

Abstract

This study is based on competitive dynamics theory, and discusses competitive actions (including their implementation requirements, strategic orientation, and action complexity) that influence hospitals' performance, while also meeting the requirements of Taiwan's "global budget" insurance payment policy. In order to investigate the possible actions of hospitals, the study was conducted in two stages. The first stage investigated the actions of hospitals from March 1 to May 31, 2009. Semi-structured questionnaires were used, which included in-depth interviews with senior supervisors of 10 medium- and large-scale hospitals in central Taiwan. This stage collected data related to the types of actions adopted by the hospitals in previous years. The second stage was based on the data collected from the first stage and on developed questionnaires, which were distributed from June 29 to November 1, 2009. The questionnaires were given to 20 superintendents, deputy superintendents, and supervisors responsible for the management of a hospital, and focused on medical centers and regional hospitals in central Taiwan in order to determine the types and number of competitive actions. First, the strategic orientation of an action has a significantly positive influence on subjective performance. Second, action complexity has a significantly positive influence on the subjective and the objective performance of a hospital. Third, the implementation requirements of actions do not have a significantly positive impact on the subjective or the objective performance of a hospital. Managers facing a competitive healthcare environment should adopt competitive strategies to improve the performance of the hospital.

X Demographics

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The data shown below were collected from the profiles of 3 X users who shared this research output. Click here to find out more about how the information was compiled.
Mendeley readers

Mendeley readers

The data shown below were compiled from readership statistics for 73 Mendeley readers of this research output. Click here to see the associated Mendeley record.

Geographical breakdown

Country Count As %
Unknown 73 100%

Demographic breakdown

Readers by professional status Count As %
Student > Master 14 19%
Student > Ph. D. Student 8 11%
Student > Bachelor 6 8%
Student > Doctoral Student 5 7%
Researcher 3 4%
Other 7 10%
Unknown 30 41%
Readers by discipline Count As %
Business, Management and Accounting 13 18%
Nursing and Health Professions 7 10%
Medicine and Dentistry 6 8%
Economics, Econometrics and Finance 3 4%
Computer Science 3 4%
Other 10 14%
Unknown 31 42%
Attention Score in Context

Attention Score in Context

This research output has an Altmetric Attention Score of 2. This is our high-level measure of the quality and quantity of online attention that it has received. This Attention Score, as well as the ranking and number of research outputs shown below, was calculated when the research output was last mentioned on 21 April 2018.
All research outputs
#13,888,543
of 23,020,670 outputs
Outputs from BMC Health Services Research
#4,866
of 7,707 outputs
Outputs of similar age
#223,115
of 437,787 outputs
Outputs of similar age from BMC Health Services Research
#69
of 107 outputs
Altmetric has tracked 23,020,670 research outputs across all sources so far. This one is in the 38th percentile – i.e., 38% of other outputs scored the same or lower than it.
So far Altmetric has tracked 7,707 research outputs from this source. They typically receive more attention than average, with a mean Attention Score of 7.8. This one is in the 35th percentile – i.e., 35% of its peers scored the same or lower than it.
Older research outputs will score higher simply because they've had more time to accumulate mentions. To account for age we can compare this Altmetric Attention Score to the 437,787 tracked outputs that were published within six weeks on either side of this one in any source. This one is in the 47th percentile – i.e., 47% of its contemporaries scored the same or lower than it.
We're also able to compare this research output to 107 others from the same source and published within six weeks on either side of this one. This one is in the 34th percentile – i.e., 34% of its contemporaries scored the same or lower than it.