Milena Vainieri, PhD, is Associate Professor in Management, Laboratorio Management e Sanità, Institute of Management, Scuola Superiore Sant'Anna of Pisa, Italy. E-mail:
Health Care Manage Rev. 2019 Oct/Dec;44(4):306-317. doi: 10.1097/HMR.0000000000000164.
One of the most distinctive management competencies is related to the ability to structure the strategic vision, develop long-term plans, and communicate them efficiently to the employees in order to empower them to enact. These managerial competencies in complex organizations are strongly related to the capacity to engage professionals as a predictor of high-performing organizations.
The aim of this study was to investigate the relationship between top management competencies, information sharing, and organizational performance in public health care system and to look at the management role in assuring information sharing on organizational strategies to achieve professionals' engagement.
METHODOLOGY/APPROACH: This relationship is empirically tested using the longitudinal data of public health care organizations from the Tuscany Region (Italy). The top management competencies and information sharing are evaluated by the heads of the departments. While information sharing refers to the organizational level (e.g., to convey the objectives), managerial competencies refer to the individual level (e.g., to manage conflict). A random effect regression model is estimated using average responses by the health organization. Data come from the multidimensional performance evaluation system (2008 to 2014 years).
Findings show that managerial competencies are positively associated to organizational performance. Moreover, managerial competencies are strongly linked to the information sharing process developed into the organizations. In particular, managerial competencies play a significant role on whole performance, and results are mediated by the use of mature information sharing instruments such as benchmarking of performance results.
Systematic information sharing process regarding performance results, goals, and organizational structure provided by top management seems an effective strategy to engage professionals. Control variables suggest that top management tenure and turnover do not have an effect, whereas bigger health care organizations seem to negatively influence this relation.
Information sharing is the basis for clinicians' engagement and adds value to organizational performance.
最具特色的管理能力之一与构建战略愿景、制定长期计划以及有效地将其传达给员工以赋予他们权力实施的能力有关。在复杂的组织中，这些管理能力与吸引专业人员的能力密切相关，是高绩效组织的预测指标。
本研究旨在调查公共医疗保健系统中高层管理能力、信息共享与组织绩效之间的关系，并研究管理在确保组织战略信息共享以实现专业人员参与方面的作用。
方法/方法：本研究使用来自意大利托斯卡纳地区的公共医疗保健组织的纵向数据对这种关系进行了实证检验。部门负责人评估高层管理能力和信息共享。虽然信息共享是指组织层面（例如，传达目标），但管理能力是指个人层面（例如，管理冲突）。使用卫生组织的平均响应估计随机效应回归模型。数据来自多维绩效评估系统（2008 年至 2014 年）。
研究结果表明，管理能力与组织绩效呈正相关。此外，管理能力与组织内部发展的信息共享过程密切相关。具体来说，管理能力对整体绩效起着重要作用，并且结果通过使用成熟的信息共享工具（例如绩效结果的基准测试）得到了中介。
高层管理人员提供有关绩效结果、目标和组织结构的系统信息共享过程似乎是吸引专业人员的有效策略。控制变量表明，高层管理人员的任期和更替不会产生影响，而较大的医疗保健组织似乎会对这种关系产生负面影响。
信息共享是临床医生参与的基础，并为组织绩效增值。
