• Korea Journal of Hospital Management
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• v.15 no.3
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• pp.143-169
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• 2010

This is a case study of Seoul St. Mary's Hospital applying a real-time enterprise (RTE) strategy to improve customer satisfaction and operational efficiency with the main process of medical institutions. The hospital is applying an RTE strategy to get real-time information on occurrences at each contact point of the main process of the medical institution from reservation to discharge through dashboard and to resolve issues through rapid decision-making. The RTE strategy of the hospital has some summaries: First, the hospital has linked a hospital management strategy to the RTE strategy to build a patient-centered treatment process. Second, the hospital has operated a control tower for change management and implementation monitoring in the process of implementing the RTE strategy. Third, the hospital has built systematic RTE-based environment as an application program in which the nU System is linked to Business Processor Renovation (BPR) promoted from 2006 on. Fourth, the hospital is applying a strategy to improve efficiency in operating the hospital by increasing customer satisfaction, removing inefficiency and variability, and managing medical resources efficiently through the RTE strategy. Fifth, it has established an information-sharing system through authority management for each user in terms of RTE information. Sixth, it has supplemented limitations of short-term information of the RTE strategy by linking the key performance index to the cost information system in order to improve performance of the RTE strategy. Seventh, it has improved customer satisfaction and achieved higher performance in improving operational efficiency, as compared with rival hospitals, through the RTE strategy.

• Korea Journal of Hospital Management
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• v.18 no.2
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• pp.127-152
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• 2013

The purpose of this study was to investigate the effect of balancing, coordinating and learning strategy on performance of private university hospitals. We think that the study will contribute to establish effective management strategy of private university hospitals. Data were collected from 69 private university hospitals. We measured balancing, coordinating and learning strategy, and perceived performance of the hospital by using 5-point Likert scale. Upper-grade general hospitals were significantly higher rate of growth and profitability than others. However, general hospitals were higher level in perceived performance than upper-grade general hospitals. Hospitals located in Seoul were significantly higher growth rate than those in other regions. Large-scale hospitals were significantly higher rate of growth and profitability than small hospitals. Qualitative performance did not different in any hospital characteristics. Growth of hospitals were significantly influenced from business strategies: selective strategy, formal coordinating strategy, and external learning strategy. Profitability of hospitals were also significantly influenced from business strategies: selective strategy, adaptive strategy, and external learning strategy. Subjective performance of hospitals were significantly influenced from external learning strategy. There were no factors that are significantly influencing on qualitative performance of hospital. To have successful performance in the competitive environment, it is recommended that private university hospitals should have to establish management strategy such as balancing, coordinating, and learning strategy.

• Asia pacific journal of information systems
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• v.10 no.1
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• pp.141-164
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• 2000

Nowadays, domestic hospital business is under the great threat from the environmental changes caused by the entrance of foreign hospitals and the technical changes related to information systems. In such a situation, to enhance the competitive edge of a hospital, it is needed to set up a competitive strategy and to construct an efficient information systems to back up the competitive strategy. If the hospital information systems(HIS) is consistent with a competitive strategy backing up, the competitive force of a hospital will be enhanced. For this respect, the influence of the competitive strategy and HIS construction environments on the performance of HIS was examined. The results suggested that if a HIS should be newly constructed or should be restructured, it is necessary to select construction environments of HIS such as physical environments, development methods and development tools to support functional strategy effectively based on the competitive strategy adopted by a hospital.

• Korea Journal of Hospital Management
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• v.4 no.1
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• pp.129-146
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• 1999

The overall objective of this article is to identify the strategic type of Korean hospitals in terms of Porter's framework and to examine differences in performance of the hospitals across strategic types. A survey was conducted through structured questionnaire for 739 hospitals in Korea and the data from 120 hospitals were utilized in the final analysis. Study results indicate that the most frequently used strategy was 'stuck-in-the-middle strategy'(26.7%), followed by 'focused cost leadership strategy'(24.0%), 'focused differentiation strategy'(20.8%), 'cost leadership strategy'(15.8%), and 'differentiation strategy'(13.7%). Overall, 'focused differentiation strategy' showed superior performance in terms of profitability of services, ability to retain patients and growth in revenue, while 'differentiation strategy' produced relatively low performance in general. Implications of these findings are also discussed.

• Korea Journal of Hospital Management
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• v.17 no.4
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• pp.87-115
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• 2012

This research classified hospital specialization strategy types through cluster analysis, analyzed fitness of hospital specialization strategy types for external environment or organizational structure, and examined relation between hospital specialization strategy types and organizational performance. This research surveyed 1,437 hospitals which have more than 30 patient's bed and practice national health service in Korea. Specifically, this research divided into two part : external fit - analysis of relation between external environment and specialization strategy, internal fit-analysis of relation between organizational structure factors and specialization strategy. also, as the organizational performance for achieving specialization strategic purpose, not only the productivity, efficiency, profit but also the medical quality was considered. In case of external fit, many hospitals chose integration type if there are a lot of competitive hospitals and regional population. Particularly, if there are many competitive hospitals, concentration type is chosen. In contrast, if there are many doctors in the region, differentiation type is chosen. In case of internal fit, according to organization type and patient's bed number, hospitals chose different types. If it is a general hospital and has a few bed number, generalization or concentration type is chosen. Tertiary hospital or the hospital with many patient's bed chose differentiation type. According to the number of specialists, if there are a few specialists, generalization or concentration type is chosen. If there are many specialists, differentiation type has high fitness for the hospital. In relation to strategy types and organizational performance, differentiation type has best result. Differentiation type has a good result in 7 items out of 11.

• Proceedings of the Korean Operations and Management Science Society Conference
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• 2004.05a
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• pp.552-555
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• 2004

IT investments of hospitals are growing exponentially and various information systems such as OCS (Order Communication System), EMR (Electronic Medical Record), PACS (Picture Archiving and Communication System), ERP (Enterprise Resource Planning) have been implemented at a number of hospitals in Korea. We have surveyed and analyzed the current status of hospital information systems of major hospitals in Korea, and proposed an information strategy for e-Hospital implementation. Firstly, implementation status of major subsystems of HIS such as OCS, PACS, and EMR has been surveyed and types of IT personnel management have been examined. Based on the field survey result, an information strategy for e-Hospital implementation has been proposed, that can be referenced by hospitals to build their own information strategy. We expect that the study result can contribute to understanding the present status and issues of HIS and information strategy planning of hospitals.

• Korea Journal of Hospital Management
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• v.12 no.4
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• pp.68-95
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• 2007

The purpose of this paper is to provide the comprehensive review of empirical investigations in strategy content in healthcare organizations. Given the absence of relevant reviews in assessing an external validity of strategy content research in the healthcare industry, the paper, by taking convergent view, discern two main streams of research in the school of content: (1) the strategy-structure-performance (SSP) contingent, and (2) competitive strategies which test the propositions that business strategy, industry structure (IO economics). Finally, the paper suggests some future direction for research in this area.

• Journal of the Korea Convergence Society
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• v.6 no.6
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• pp.57-63
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• 2015

The objective of this research is to find out how strategy development and deployment effect on patients satisfaction, employee satisfaction, and work process in Korean hospitals. Previous researches suggested when establish a strategy had to reflect internal ability which are work process, employee satisfaction and others and external ability which are patients satisfaction and others. As a results, strategy development positive influence on patients satisfaction, employee satisfaction and work process, and strategy deployment positive influence on patients satisfaction, employee satisfaction and work process as well. Patients satisfaction positive influence on hospital performance and work process influence on hospital performance but employee satisfaction is not.

• Pediatric Gastroenterology, Hepatology & Nutrition
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• v.20 no.3
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• pp.178-185
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• 2017

Purpose: To evaluate the outcomes of a hybrid prophylactic strategy to prevent cytomegalovirus (CMV) disease in pediatric liver transplantation (LT) patients. Methods: CMV DNAemia was regularly monitored by quantitative nucleic acid amplification test (QNAT) and was quantified in all children. CMV infection and disease were defined according to the International Consensus Guidelines. The hybrid strategy against CMV infection consisted of universal 3-week prophylaxis and preemptive treatment of intravenous ganciclovir regardless of the recipient's serostatus. Results: A total of 143 children who underwent living donor LT were managed using the hybrid strategy. The overall incidence of CMV infection by QNAT was 48.3% (n=69/143). The highest CMV DNAemia positivity was observed in 49.2% (n=60/122) of children in the D+/R+ group, followed by 46.7% (n=7/15) in the D+/R- group. CMV disease was noted in 26.1% (n=18/69) patients. Forty-three (62.3%) children had undergone preemptive therapy consisting of intravenous ganciclovir. No symptomatic patients developed tissue-invasive disease, resulting in no CMV-associated mortality. Conclusion: The incidence of CMV infection was high in pediatric LT patients despite the hybrid strategy. However, tissue-invasive disease in pediatric LT did not occur.

• The Journal of Information Technology
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• v.10 no.4
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• pp.69-83
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• 2007

As a hospital environment is reconstructed from supplier-centered values to consumer-centered ones for the existence in the rapidly changing medical market, it can be said that not only must old slogans such as unconditional restructuring, remodelling, etc. be reconsidered, but a new strategy for the development and renovation of a hospital must be urgently required. Accordingly, development of customer-oriented practical strategies is needed and it appears possible to develop marketing and manage contacts, as a practical management strategy, for raising satisfaction of internal and external customers. The ultimate goal of such strategy development may be to ensure consistent potential development by maintenance of existing customers and securing new customers through a strategy of satisfying both existing and new customers. It appears that the competition in the medial will be keener in the future by human resources, members of an organization, Under these circumstances, and in relation to appearance of a new type of occupation of a coordinator, if a hospital could offer appropriate service which can meet the demand of the customers by efficiently utilizing the limited resources through efficient management of contacts between the customers and personnel, the competitive power of a hospital would be much stronger. Therefore, it is necessary to seek customer-impressing management by utilizing a coordinator as a more specialized intermediary as well as many-sided contact management through positive introduction of an expert coordinator system for internal and external customer contact management. It is expected that a hospital can secure a competitive advantage in the market through strategy development supported by an expert coordinator and increasing competitive power by means of practice of a developed creative strategy.