Same cheat, different wrapping: DRG scandals and accountability in Germany and Norway

3 Introduction 4 The context: Norwegian and German hospital governance and reforms 5 The introduction of DRG financing in Norway and Germany 7 The DRG system, its uses and its abuses 8 Political, administrative, legal, professional and social accountability 10 Converging or diverging patterns? An institutional explanatory framework 13 Two countries, eight cases, similar cheats? 14 Discussion 20 Closing arguments 23 Literature 25

[1]  Tom Christensen,et al.  The Many Faces of Accountability: Comparing Reforms in Welfare, Hospitals and Migration , 2014 .

[2]  Ingo Bode,et al.  Processing Institutional Change in Public Service Provision , 2013 .

[3]  Per Lægreid,et al.  Gaming the system and accountability relations: Negative side-effects of activity-based funding in the Norwegian hospital system , 2012 .

[4]  Thomas Bay,et al.  Gaming the system , 2011 .

[5]  Mads Leth Jakobsen.  The Effects of New Public Management: Activity-based Reimbursement and Efficiency in the Scandinavian Hospital Sectors , 2010 .

[6]  J. Klewer,et al.  Kosten aufgrund von DRG-Upcoding durch die Einführung der Diagnosis Related Groups in Deutschland , 2009, Heilberufe.

[7]  T. Hagen,et al.  Reimbursement systems, organisational forms and patient selection: Evidence from day surgery in Norway , 2009, Health Economics, Policy and Law.

[8]  J. Wallis,et al.  Leadership, Accountability and Public Value: Resolving a Problem in “New Governance”? , 2009 .

[9]  L. Siciliani,et al.  DRG prospective payment system: refine or not refine? , 2008 .

[10]  Haldor Byrkjeflot,et al.  The end of the decentralised model of healthcare governance? Comparing developments in the Scandinavian hospital sectors. , 2008, Journal of health organization and management.

[11]  Thomas Schillemans,et al.  Accountability in the Shadow of Hierarchy: The Horizontal Accountability of Agencies , 2008 .

[12]  Dag Olaf Torjesen.  Foretak, management og medikrati. En sektorstudie av helseforetaksreform og ledelse i spesialisthelsetjenesten , 2008 .

[13]  M. Bovens.  Analysing and Assessing Accountability: A Conceptual Framework , 2007 .

[14]  D. Béland.  Ideas and Institutional Change in Social Security: Conversion, Layering, and Policy Drift† , 2007 .

[15]  R. Busse,et al.  Editorial: Hospital case payment systems in Europe , 2006 .

[16]  Jonas Schreyögg,et al.  Cost accounting to determine prices: How well do prices reflect costs in the German DRG-system? , 2006, Health care management science.

[17]  Tom Christensen,et al.  Performance Management and Public Sector Reform: The Norwegian Hospital Reform , 2006 .

[18]  W. Kirch,et al.  First results of the introduction of DRGs in Germany and overview of experience from other DRG countries , 2005, Journal of Public Health.

[19]  Egil Kjerstad,et al.  Free choice, waiting time and length of stay in Norwegian hospitals , 2005 .

[20]  Egil Kjerstad,et al.  Prospective Funding of General Hospitals in Norway—Incentives for Higher Production? , 2003, International Journal of Health Care Finance and Economics.

[21]  V. Stambolović.  Epidemic of health care reforms. , 2003, European journal of public health.

[22]  K. Thelen.  Comparative Historical Analysis in the Social Sciences: HOW INSTITUTIONS EVOLVE , 2003 .

[23]  M. Wilke,et al.  Introducing the new DRG-based payment system in German hospitals: a difficult operation? , 2001, The European Journal of Health Economics (HEPAC).

[24]  R. Busse,et al.  Targets for health in Germany , 2000 .

[25]  Paul Pierson,et al.  The Limits of Design: Explaining Institutional Origins and Change , 2000 .

[26]  P. Pierson.  Increasing Returns, Path Dependence, and the Study of Politics , 2000, American Political Science Review.

[27]  R. Ellis,et al.  Creaming, skimping and dumping: provider competition on the intensive and extensive margins. , 1998, Journal of health economics.

[28]  Guje Sevón,et al.  Translating organizational change , 1996 .

[29]  J. Magnussen,et al.  Case-based hospital financing: the case of Norway. , 1994, Health policy.

[30]  W. Powell,et al.  The New Institutionalism in Organizational Analysis , 1993 .

[31]  C. Hood.  A PUBLIC MANAGEMENT FOR ALL SEASONS , 1991 .

[32]  P. Aucoin.  Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums , 1990 .

[33]  Melvin J. Dubnick,et al.  Accountability in the Public Sector: Lessons from the Challenger Tragedy , 1987 .

[34]  W C Hsiao,et al.  Lessons of the New Jersey DRG payment system. , 1986, Health affairs.

[35]  J. Mahoney,et al.  Explaining Institutional Change: Contributors , 2009 .

[36]  Gustaf Kastberg,et al.  Activity-based financing of health care--experiences from Sweden. , 2007, The International journal of health planning and management.

[37]  Martin McKee,et al.  The economic consequences of non-communicable diseases and injuries in the Russian Federation. Copenhagen, WHO Regional Office for Europe on behalf of the European Observatory on Health Systems and Policies. , 2007 .

[38]  Wolfgang Streeck,et al.  Introduction: Institutional Change in Advanced Political Economies , 2005 .

[39]  Richard Mulgan,et al.  Holding Power to Account: Accountability in Modern Democracies , 2003 .

[40]  U. Häkkinen,et al.  DRG-related prices applied in a public health care system--can Finland learn from Norway and Sweden? , 2002, Health policy.

[41]  M. Covaleski,et al.  An Institutional Theory Perspective on the DRG Framework, Case-Mix Accounting Systems and Health-Care Organizations , 1993 .

[42]  Merce Casas,et al.  Diagnosis Related Groups in Europe , 1993, Springer Berlin Heidelberg.

[43]  R. Fetter,et al.  Diagnosis related groups: product line management within hospitals. , 1986, Academy of management review. Academy of Management.