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Hospital capacity management: Theory...

Li, Ying.

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Hospital capacity management: Theory and practice.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Hospital capacity management: Theory and practice./
作者:	Li, Ying.
面頁冊數:	135 p.
附註:	Source: Dissertation Abstracts International, Volume: 66-02, Section: A, page: 0664.
Contained By:	Dissertation Abstracts International66-02A.
標題:	Business Administration, General. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3163865
ISBN:	0496984187

Hospital capacity management: Theory and practice.
Li, Ying.

Hospital capacity management: Theory and practice. - 135 p.

Source: Dissertation Abstracts International, Volume: 66-02, Section: A, page: 0664.

Thesis (Ph.D.)--University of Michigan, 2005.

This dissertation analyzes how a hospital can best invest in and manage its capacity. Chapter 1 serves as an introduction. Chapter 2 looks at how best to expand operating room capacity, and provides conditions under which extending the working hours in the existing operating rooms is better than building new operating rooms, recognizing the priorities of different stakeholders in a hospital. To accomplish this, start time reliability must be enhanced to induce participation from surgeons and staff in afternoon or evening shifts. Nurse shift auctions are examples that demonstrate that participation in unpopular shifts can be induced with market-based incentives. Chapter 3 surveys the emerging practice of shift auctions.

ISBN: 0496984187Subjects--Topical Terms:

1017457
Business Administration, General.

Hospital capacity management: Theory and practice.
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500 $a Chair: William S. Lovejoy.
502 $a Thesis (Ph.D.)--University of Michigan, 2005.
520 $a This dissertation analyzes how a hospital can best invest in and manage its capacity. Chapter 1 serves as an introduction. Chapter 2 looks at how best to expand operating room capacity, and provides conditions under which extending the working hours in the existing operating rooms is better than building new operating rooms, recognizing the priorities of different stakeholders in a hospital. To accomplish this, start time reliability must be enhanced to induce participation from surgeons and staff in afternoon or evening shifts. Nurse shift auctions are examples that demonstrate that participation in unpopular shifts can be induced with market-based incentives. Chapter 3 surveys the emerging practice of shift auctions.
520 $a While chapters 2 and 3 look at capacity-management at a single hospital, chapters 4 and 5 look at the consequences of capacity investments in a broader context where multiple hospitals compete for the business of a monopoly HMO. Chapter 4 shows that, when the HMO is fairly knowledgeable about the hospitals cost functions, it can perfectly forecast hospitals' rational capacity decisions. If the HMO delays its commitment to auction terms until after capacity investments are made, its ability to design an auction that appropriates all gains forces the hospitals to minimize their investments. This results in the HMO to paying more, and society bearing higher costs. If the HMO commits to a special relationship with a chosen hospital prior to capacity investments, socially optimal capacity investments can be induced from the hospitals.
520 $a Chapter 5 shows that hospitals still have an incentive to underinvest even though their cost functions are not publicly available. When the HMO's opportunity cost is not too high, hospitals prefer minimizing their investments. However, hospitals will be enticed to invest more if they know that the HMO's opportunity cost is so high that any hospital could fulfill its contract at a lower cost. Again, a situation that would seemingly increase the HMO's bargaining power in fact results in hospitals protecting themselves by investing in low fixed cost, high variable cost technologies and the HMO and society are worse off.
520 $a Chapter 6 concludes this dissertation.
590 $a School code: 0127.
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