Performance measurement to drive improvements in healthcare practice

Purpose – The purpose of this study is to contribute to the knowledge base on how performance measurement drives improvements in healthcare practice.Design/methodology/approach – The study is based ...

[1]  A. Neely,et al.  A literature review and research agenda , 1995 .

[2]  Andy Neely,et al.  Management Learning Not Management Control: The True Role of Performance Measurement? , 2006 .

[3]  Meena Chavan.  The balanced scorecard: a new challenge , 2009 .

[4]  Steve Mason,et al.  Towards a definition of a business performance measurement system , 2007 .

[5]  S. Normand,et al.  Performance Measurement in the Small Office Practice: Challenges and Potential Solutions , 2008, Annals of Internal Medicine.

[6]  Stefano Tonchia,et al.  Performance Measurement Systems , 2010 .

[7]  J J Mohr,et al.  Improving health care, Part 1: The clinical value compass. , 1996, The Joint Commission journal on quality improvement.

[8]  K. Langfield-Smith,et al.  Multiple Perspectives of Performance Measures , 2007 .

[9]  A M Epstein,et al.  Use of public performance reports: a survey of patients undergoing cardiac surgery. , 1998, JAMA.

[10]  Mattias Elg.  Performance measures and managerial work : a modified behavior setting approach to the study of usage of performance measures in managerial meetings , 2001 .

[11]  J. Pfeffer,et al.  Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-based Management , 2006 .

[12]  M. Widdowson,et al.  Case Study Research Methodology , 2011 .

[13]  R. Anthony,et al.  Management Control Systems , 2020, Management Control Systems and Tools for Internationalization Success.

[14]  David Otley,et al.  Performance Management: A Framework for Management Control Systems Research , 1999 .

[15]  J. C. Flanagan.  Psychological Bulletin THE CRITICAL INCIDENT TECHNIQUE , 2022 .

[16]  Jan Dul,et al.  Case Study Methodology in Business Research , 2007 .

[17]  W. Firestone.  Alternative Arguments for Generalizing From Data as Applied to Qualitative Research , 1993 .

[18]  Mats Brommels,et al.  Application of statistical process control in healthcare improvement: systematic review , 2007, Quality and Safety in Health Care.

[19]  Andy Neely,et al.  The Performance Prism: The Scorecard for Measuring and Managing Business Success , 2002 .

[20]  Andy Neely,et al.  A framework of the factors affecting the evolution of performance measurement systems , 2002 .

[21]  Andy Neely,et al.  Performance measurement system design , 1995 .

[22]  Ulf Ramberg,et al.  Balanced Scorecard i landsting - erfarenheter från tolv projekt i Region Skåne , 2000 .

[23]  Rodney McAdam,et al.  Performance management in the UK public sector: Addressing multiple stakeholder complexity , 2005 .

[24]  R. Kaplan,et al.  The strategy-focused organization , 2000 .

[25]  Daniel B. Fishman,et al.  The Case for Pragmatic Psychology , 2020 .

[26]  Mattias Elg,et al.  Swedish healthcare management practices and quality improvement work: development trends. , 2011, International journal of health care quality assurance.

[27]  David N. Ammons,et al.  Mini-Symposium on Intergovernmental Comparative Performance Data , 1999 .

[28]  Sylvain Landry,et al.  Schools of Thought in and against Total Quality , 1998 .

[29]  Bert Meijboom,et al.  Using quality indicators to improve hospital care: a review of the literature. , 2009, International journal for quality in health care : journal of the International Society for Quality in Health Care.

[30]  Lars-Goan Aidemark,et al.  The Meaning of Balanced Scorecards in the Health Care Organisation , 2001 .

[31]  Matthew B. Miles,et al.  Qualitative Data Analysis: An Expanded Sourcebook , 1994 .

[32]  Christopher A. Voss,et al.  Case research in operations management , 2002 .

[33]  Martin McKee,et al.  Measuring the health of nations: analysis of mortality amenable to health care , 2003, BMJ : British Medical Journal.

[34]  Lin Fitzgerald,et al.  Delivering the goods at TNT: the role of the performance measurement system , 1996 .

[35]  Kelvin F. Cross,et al.  The “SMART” way to define and sustain success , 1988 .

[36]  Mattias Elg,et al.  Alternative arguments and directions for studying performance measurement , 2009 .

[37]  J. March.  Exploration and exploitation in organizational learning , 1991, STUDI ORGANIZZATIVI.

[38]  R. Yin,et al.  Case Study Research: Design and Methods (4th ed. , 2009 .

[39]  S. Kvale.  Interviews : an introduction to qualitative research interviewing , 1996 .

[40]  Jean Hartley,et al.  Case study research , 2004 .

[41]  Oliver Koll.  The Strategy-Focused Organization: Robert S. Kaplan and David P. Norton, Harvard Business School Press, Boston, 2001, 400 pages, US$29.95 , 2002 .

[42]  P. Dimitrijevic.  Essence of Care: Patient-focused benchmarks for clinical governance , 2008 .

[43]  Robert D. Behn,et al.  Why Measure Performance? Different Purposes Require Different Measures , 2003 .

[44]  R. Kaplan,et al.  The balanced scorecard--measures that drive performance. , 2015, Harvard business review.

[45]  William J. Bruns,et al.  The information mosaic , 1992 .

[46]  F. Davidoff,et al.  What is “quality improvement” and how can it transform healthcare? , 2007, Quality and Safety in Health Care.

[47]  Jane Shen,et al.  Performance measurement and improvement frameworks in health, education and social services systems: a systematic review. , 2010, International Journal for Quality in Health Care.

[48]  B. Kollberg.  Performance Measurement Systems in Swedish Health Care Services , 2007 .

[49]  Zoe Radnor,et al.  Success factors for implementation of the balanced scorecard in a NHS multi-agency setting. , 2003, International journal of health care quality assurance incorporating Leadership in health services.

[50]  Umit Bititci,et al.  Integrated performance measurement systems: a development guide , 1997 .

[51]  Robert A. Simons,et al.  Levers of Control: How Managers Use Innovative Control Systems to Drive Strategic Renewal , 1994 .

[52]  R. Kaplan.  Strategic Performance Measurement and Management in Nonprofit Organizations , 2001 .

[53]  Paul R. Mico,et al.  Domain Theory: An Introduction to Oganizational Behavior in Human Service Organizations , 1979 .

[54]  R. Gustafsson.  Traditionernas ok : den svenska hälso- och sjukvårdens organisering i historie-sociologiskt perspektiv , 1987 .

[55]  Andy Neely,et al.  Designing, implementing and updating performance measurement systems , 2000 .

[56]  Daniel A. Levinthal,et al.  Exploration and Exploitation in Organizational Learning , 2007 .

[57]  Henry Mintzberg,et al.  Structure in Fives: Designing Effective Organizations , 1983 .

[58]  R. Kaplan,et al.  Mastering the management system. , 2008, Harvard business review.