Title

Medical Group Affiliations: Interorganizational Relationships And Organizational Performance

Keywords

Interorganizational relationships; Medical groups; Organizational performance

Abstract

The hyperturbulent health care environment is causing health care organizations to create interorganizational relationships (IORs). This article reports on a study of 686 medical groups that assessed how 11 types of IORs affected 7 dimensions of organizational performance. Organizational performance was ascertained through self-reported questions about performance relative to local market competitors. Respondents believed that, to varying degrees, all IORs lead to a competitive advantage over local competitors in all seven performance categories. There was no consistent pattern for either loose or tight linkages to be associated with superior performance. Consequently, loose linkages may be preferable to tighter linkages (i.e., membership in a fully integrated delivery system) that require higher levels of resource commitment. © 2003 Lippincott Williams & Wilkins, Inc.

Publication Date

1-1-2003

Publication Title

Health Care Manager

Volume

22

Issue

1

Number of Pages

27-33

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1097/00126450-200301000-00005

Socpus ID

0038192462 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/0038192462

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