srausche's performance [2 articles]

Abstract

The performance of medical groups is receiving increased attention. Relatively little conceptual or empirical work exists that examines the various dimensions of medical group performance. Using a national database of 693 medical groups, this article develops a scorecard approach to assessing group performance and presents a theory-driven framework for differentiating between high-performing versus low-performing medical groups. The clinical quality of care, financial performance, and organizational learning capability of medical groups are assessed in relation to environmental forces, resource acquisition and resource ...

Abstract

This study compares the financial and productivity performance of hospital- versus physician-owned medical group practices. Nineteen hospital-owned and twenty-three physician-owned family practices were matched by location (state) and size (full-time equivalent providers). The data were obtained from the 1998 Medical Group Management Association (MGMA) Cost Survey database. The focus of this study is on the "bottom-line" performance of the organizations as well as the production costs of the different type of practices. Analyses of these data consider staffing differences, charge and ...

Note (first note only)

Research questions: • How do hospital-owned and physician-owned family practices differ with respect to financial performance (bottom-line performance)? • What factors contribute to those differences? Data: 1998 MGMA Cost Survey Sample: 19 hospital-owned and 23 physician-owned family practices matched by location and size Statistics: • descriptive statistics and t-tests to evaluate significant differences in means between the two practice types • hypothetical description of factors that could contribute to differences with comparison of underlying factors (descriptive statistics) Major findings: • Physician-owned physician group practices have higher charges, higher operating costs, and higher bottom-line