Alexander Jeffrey A, Lee Shoou-Yih D
Health Management and Policy, University of Michigan School of Public Health, 1420 Washington Heights, Ann Arbor, MI 48109, USA.
Milbank Q. 2006;84(4):733-58. doi: 10.1111/j.1468-0009.2006.00466.x.
As performance accountabilities, external oversight, and market competition among not-for-profit (NFP) hospitals have grown, governing boards have been given a more central leadership role. This article examines these boards' effectiveness, particularly how their configuration influenced a range of performance outcomes in NFP community hospitals. Results indicate that hospitals governed by boards using a corporate governance model, versus hospitals governed by philanthropic-style boards, were likely to be more efficient and have more admissions and a larger share of the local market. Occupancy and cash flow were generally unrelated to hospitals' governing board configuration. However, effects of governance configuration were more pronounced in freestanding and public NFP hospitals compared with system-affiliated and private NFP hospitals, respectively.
随着非营利性（NFP）医院的绩效问责制、外部监督和市场竞争不断增加，董事会被赋予了更核心的领导角色。本文考察了这些董事会的有效性，特别是其构成如何影响NFP社区医院的一系列绩效结果。结果表明，采用公司治理模式的董事会管理的医院，与慈善型董事会管理的医院相比，可能效率更高，入院人数更多，在当地市场所占份额更大。床位占用率和现金流通常与医院的董事会构成无关。然而，与隶属于医疗系统的NFP医院和私立NFP医院相比，治理结构的影响在独立的和公立的NFP医院中分别更为显著。
