The Experts below are selected from a list of 105 Experts worldwide ranked by ideXlab platform
Johan Versendaal - One of the best experts on this subject based on the ideXlab platform.
-
Horizontal Collaborative e-Purchasing for Hospitals : IT for Addressing Collaborative Purchasing Impediments
Journal of International Technology and Information Management, 2013Co-Authors: Robbert J. G. Kusters, Johan VersendaalAbstract:Horizontal collaborative Purchasing (HCP) has often been cited as a way for Hospitals to address the challenges of the rising healthcare costs. However, Hospitals do not seem to utilize horizontal collaborative Purchasing on any large scale, and recent initiatives have had mixed results. Focusing on Dutch Hospitals, in this paper we present major impediments for collaborative Purchasing, resulting in a first component of our proposed electronic horizontal collaborative Purchasing model for Hospitals; as a second component it contains a collaborative Purchasing typology. A first validation round with Hospital Purchasing professionals, described separately in Kusters and Versendaal (2011), confirmed four applicable Purchasing types and fourteen salient collaborative Purchasing impediments. The model is operationalized by including possible information technology (IT) solutions that address the specific fourteen impediments. This model is validated through methodological triangulation of four different validation techniques. We conclude that IT has the potential to support, or overcome, the impediments of HCP. The validation also reveals the need to distinguish between more processrelated, as opposed to social-related, obstacles; the immediate potential for IT solutions is greater for the process-related impediments. Ultimately, we conclude that the collaborative ePurchasing model (e-HCP) and implementation roadmap can be used by healthcare consortia, branche organizations, partnering healthcare institutes and multi-site healthcare institutes as a means to help identifying strategies to initiate, manage and evaluate collaborative Purchasing practices
-
Bled eConference - Collaborative e-Purchasing for Hospitals: IT for Addressing Collaborative Purchasing Impediments
2011Co-Authors: Robbert J. G. Kusters, Johan VersendaalAbstract:The benefits of collaborative Purchasing are many, yet in the healthcare sector, in particular at Hospitals, it is still uncommon. In this paper we identify major impediments for collaborative Purchasing, resulting in a first component of our proposed collaborative e-Purchasing model for Hospitals; as a second component it contains a collaborative Purchasing typology. After analysis of a first validation round with Hospital Purchasing professionals, the results show four applicable Purchasing types and fourteen collaborative Purchasing impediments that are perceived as important for Hospitals. The model is further extended by possible IT solutions, identified by experts, addressing the specific fourteen impediments. We conclude that the collaborative e-Purchasing model can be used by healthcare consortia, branche organizations, partnering healthcare institutes and multi-site healthcare institutes as a means to help identifying strategies to initiate, manage and evaluate collaborative Purchasing practices.
Quinn Grundy - One of the best experts on this subject based on the ideXlab platform.
-
"Whether something cool is good enough": The role of evidence, sales representatives and nurses' expertise in Hospital Purchasing decisions.
Social science & medicine (1982), 2016Co-Authors: Quinn GrundyAbstract:The emphasis on "value" within healthcare institutions has achieved unprecedented priority, particularly around the purchase of medical products and equipment. Health systems and institutions are implementing formal decision-making processes involving clinicians and supply chain professionals to rationalize Purchasing and promote cost-effective investment. One particular form of this process is the "Value Analysis" process. Drawing from fieldwork (100 h), interviews (n = 51) and focus groups (n = 4) conducted from January 2012 to October 2014 at 4 acute care Hospitals in the western United States, I analyze the ways that committee members constructed and evaluated a case for a product's value. Participants (n = 72) were a purposive sample including nurses, administrators, supply chain and industry professionals. Interpretive phenomenology served as the analytic approach to generating iterative themes. While trying to be evidence-based, Value Analysis committees lacked data related to a product's price or efficacy and relied heavily on local knowledge and expertise. Sales representatives were an integral part of the process, creating interest in the product and providing product information. As vehicles for cost-savings and quality improvement, Purchasing committees need unique support that emphasizes local contexts and expertise, while maintaining rigor and minimizing bias. Drawing from participants' experiences, and principles of health technology assessment and economic evaluation, a guiding framework is proposed to support this decision-making.
Dennis F. Thompson - One of the best experts on this subject based on the ideXlab platform.
-
Understanding Financial Conflicts of Interest
The New England journal of medicine, 1993Co-Authors: Dennis F. ThompsonAbstract:The problem of conflicts of interest began to receive serious attention in the medical literature in the 1980s1,2. Studies have described a wide range of conflicts involving physicians, medical researchers, and medical institutions (the most comprehensive is by Rodwin3). Among the areas of concern are self-referral by physicians,4–6 physicians' risk sharing in health maintenance organizations (HMOs) and Hospitals,7 gifts from drug companies to physicians,8,9 Hospital Purchasing and bonding practices,3 industry-sponsored research,10,11 and research on patients12. Yet the concept of conflict of interest itself has been inadequately analyzed, and consequently its elements, the purposes . . .
Robbert J. G. Kusters - One of the best experts on this subject based on the ideXlab platform.
-
Horizontal Collaborative e-Purchasing for Hospitals : IT for Addressing Collaborative Purchasing Impediments
Journal of International Technology and Information Management, 2013Co-Authors: Robbert J. G. Kusters, Johan VersendaalAbstract:Horizontal collaborative Purchasing (HCP) has often been cited as a way for Hospitals to address the challenges of the rising healthcare costs. However, Hospitals do not seem to utilize horizontal collaborative Purchasing on any large scale, and recent initiatives have had mixed results. Focusing on Dutch Hospitals, in this paper we present major impediments for collaborative Purchasing, resulting in a first component of our proposed electronic horizontal collaborative Purchasing model for Hospitals; as a second component it contains a collaborative Purchasing typology. A first validation round with Hospital Purchasing professionals, described separately in Kusters and Versendaal (2011), confirmed four applicable Purchasing types and fourteen salient collaborative Purchasing impediments. The model is operationalized by including possible information technology (IT) solutions that address the specific fourteen impediments. This model is validated through methodological triangulation of four different validation techniques. We conclude that IT has the potential to support, or overcome, the impediments of HCP. The validation also reveals the need to distinguish between more processrelated, as opposed to social-related, obstacles; the immediate potential for IT solutions is greater for the process-related impediments. Ultimately, we conclude that the collaborative ePurchasing model (e-HCP) and implementation roadmap can be used by healthcare consortia, branche organizations, partnering healthcare institutes and multi-site healthcare institutes as a means to help identifying strategies to initiate, manage and evaluate collaborative Purchasing practices
-
Bled eConference - Collaborative e-Purchasing for Hospitals: IT for Addressing Collaborative Purchasing Impediments
2011Co-Authors: Robbert J. G. Kusters, Johan VersendaalAbstract:The benefits of collaborative Purchasing are many, yet in the healthcare sector, in particular at Hospitals, it is still uncommon. In this paper we identify major impediments for collaborative Purchasing, resulting in a first component of our proposed collaborative e-Purchasing model for Hospitals; as a second component it contains a collaborative Purchasing typology. After analysis of a first validation round with Hospital Purchasing professionals, the results show four applicable Purchasing types and fourteen collaborative Purchasing impediments that are perceived as important for Hospitals. The model is further extended by possible IT solutions, identified by experts, addressing the specific fourteen impediments. We conclude that the collaborative e-Purchasing model can be used by healthcare consortia, branche organizations, partnering healthcare institutes and multi-site healthcare institutes as a means to help identifying strategies to initiate, manage and evaluate collaborative Purchasing practices.
Lawton R. Burns - One of the best experts on this subject based on the ideXlab platform.
-
Hospital Purchasing alliances: Ten years after.
Health care management review, 2018Co-Authors: Lawton R. Burns, Allison D. BriggsAbstract:BACKGROUND Most Hospitals outsource supply procurement to Purchasing alliances, or group Purchasing organizations (GPOs). Despite their early 20th century origin, we lack both national and trend data on alliance utilization, services, and performance. The topic is important as alliances help Hospitals control costs, enjoy tailwinds from affiliated regional/local alliances, and face headwinds from Hospital self-contracting and criticism of certain business practices. PURPOSE We compare the utilization, services, and performance of alliances in 2004 and 2014. APPROACH We analyze alliances using two comparable surveys of Hospitals. We use significance tests to assess changes in alliance utilization, services, and performance (e.g., cost savings). We also assess the use of regional/local alliances affiliated with national GPOs. RESULTS Purchasing through national alliances has somewhat diminished. Over 10 years, Hospitals have diversified GPO memberships to include regional/local alliances (many affiliated with their national GPO) and engaged in self-contracting. At the same time, Hospitals have increased purchases of many categories of supplies/services through national GPOs and endorsed their value-added functions and increasingly important role. Hospitals report greater satisfaction with several GPO functions; performance on most dimensions has not changed. CONCLUSIONS National alliances still play important roles that Hospitals find valuable. PRACTICE IMPLICATIONS Purchasing alliances continue to play an important role in helping Hospitals with both cost savings and new services. Their growing complexity, along with growing use of self-contracting, poses managerial challenges for Hospital Purchasing staff that may require greater Hospital investment.
-
Hospital Purchasing alliances: utilization, services, and performance.
Health care management review, 2008Co-Authors: Lawton R. Burns, J. Andrew LeeAbstract:Background: Hospital Purchasing alliances are voluntary consortia of Hospitals that aggregate their contractual purchases of supplies from manufacturers. Purchasing groups thus represent pooling alliances rather than trading alliances (e.g., joint ventures). Pooling alliances have been discussed in the health care management literature for years but have never received much empirical investigation. They represent a potentially important source of economies of scale for Hospitals. Purposes: This study represents the first national survey of Hospital Purchasing alliances. The survey analyzes alliance utilization, services, and performance from the perspective of the Hospital executive in charge of materials management. This study extends research on pooling alliances, develops national benchmark statistics, and answers important issues raised recently about pooling alliances. Methodology/Approach: The investigators surveyed Hospital members in the seven largest Purchasing alliances (that account for 93% of all Hospital purchases) and individual members of the Association of Healthcare Resource & Materials Management. The concatenated database yielded an approximate population of all Hospital materials managers numbering 5,014. Findings: Hospital Purchasing group alliances succeed in reducing health care costs by lowering product prices, particularly for commodity and pharmaceutical items. Alliances also reduce transaction costs through commonly negotiated contracts and increase Hospital revenues via rebates and dividends. Thus, alliances may achieve Purchasing economies of scale. Hospitals report additional value as evidenced by their long tenure and the large share of purchases routed through the alliances. Alliances appear to be less successful, however, in providing other services of importance and value to Hospitals and in mediating the purchase of expensive physician preference items. There is little evidence that alliances exclude new innovative firms from the marketplace or restrict Hospital access to desired products. Practice Implications: Pooling alliances appear successful in Purchasing commodity and pharmaceutical products. Pooling alliances face the same issues as trading alliances in their efforts to work with physicians and the supply items they prefer.