Analysis of the function orientation and social environment of medical institutions run by state-owned enterprises / 中华医院管理杂志

In order to give full play to the social functions of state-owned enterprises running medical institutions, find out the functional orientation, and maximize their role in the context of regional health planning, the author made a comprehensive analysis of the functional orientation of state-owned enterprises running medical institutions. It is suggested that governments at all levels should integrate the state-owned enterprise-run medical institutions into the regional medical and health service system for overall planning, provide reasonable support and compensation for the public welfare responsibilities and tasks undertaken by state-owned enterprise hospitals, provide policy space for their exploration and innovation, and support the collectivization development of state-owned enterprise-run hospitals.

Analysis on the effect of resource integration of medical institutions run by state-owned enterprises / 中华医院管理杂志

With the deepening reform of state-owned enterprise-run medical institutions, a large number of medical institutions have entered the state-owned enterprises dominated by the health industry through resource integration. The research team conducted in-depth research on six medical institutions run by state-owned enterprises and analyzed the effect of resource integration. The research found that the investment of the holding enterprises in hospitals was significantly increased, the talent team tended to be stable, and the scope and volume of medical services were improved, but there were still problems such as insufficient participation in market competition and large differences in hospital operation, which needed to be further explored in practice.

Strategic analysis of the development of medical institutions run by state-owned enterprises in China / 中华医院管理杂志

In order to adapt to the development of market economy, the original medical institutions run by state-owned enterprises have undergone restructuring reform, but these medical institutions have not fully played their role. Through the sampling survey and research interviews of several medical institutions run by state-owned enterprises, it was found that many problems such as unclear functional positioning, imperfect regional health planning, unclear responsible subjects and inadequate financial support hindered the development of medical institutions run by state-owned enterprises. In order to develop healthily, medical institutions run by state-owned enterprises need to cooperate with various parties to improve supporting policies, optimize their business environment, and build and improve the health service system.

Leviathan as a partial cure? Opportunities and pitfalls of using the state-owned apparatus to respond to the COVID-19 crisis / ¿Leviatán como una cura parcial? Oportunidades y dificultades al usar el aparato estatal para responder a la crisis de COVID-19 / O Leviatã como uma cura parcial? Oportunidades e armadilhas no uso do aparato estatal para responder à crise da COVID-19

Abstract While some argue that market forces are imperative to stimulate the increased supply of critical products and services to address the COVID-19 crisis, others contend that dealing with the pandemic requires coordination and rapid adjustments in supply that may be constrained by a host of factors. Although discussions have centered on policies to promote financial liquidity, we examine whether the state apparatus-not only state-owned enterprises but also development agencies and investment funds-can innovate and adjust production processes to improve infrastructure and capabilities to prevent and treat the disease. Potential actions include public-private effort addressing both discovery and coordination problems-such as a collaborative effort to develop prevention and treatment technologies, as well as state capital to stimulate retooling and expansion of strategic infrastructure. The state apparatus can also help access remote and critical areas with relatively lower private returns. In contrast, support to industries must be implemented with caution, especially for sectors whose demand may suffer permanently due to lifestyle changes. Exit strategies must be carefully crafted to avoid the risk of perpetuating unjustified and ineffective state support, establishing milestones and termination clauses based on clear performance indicators. We argue that, although using the state apparatus as a countermeasure entails a set of risks, not using it may increase the risk of extending the crisis and end with an overloaded state sector (e.g., due to massive bailouts), challenging the implementation of subsequent adjustments.

Resumen Mientras que algunos sostienen que las fuerzas del mercado son imperativas para estimular el suministro de productos y servicios críticos para enfrentar la crisis de COVID-19, otros recomiendan coordinación y ajustes rápidos en el suministro que pueden estar limitados por varios factores. Si bien las discusiones habituales se centran en políticas para promover la liquidez financiera, examinamos si el aparato estatal ‒no solo las empresas estatales, sino también las agencias de desarrollo y los fondos públicos‒ puede promover la experimentación y el ajuste en los procesos de producción. Las acciones potenciales incluyen esfuerzos público-privados que buscan el descubrimiento y la coordinación, como los esfuerzos de colaboración para desarrollar tecnologías de prevención y tratamiento, así como inyecciones de capital para estimular la expansión de la infraestructura estratégica. El aparato estatal también puede ayudar a acceder a áreas remotas y críticas, con rendimientos privados más bajos. Por otro lado, el apoyo selectivo a las industrias debe implementarse con precaución, especialmente en sectores cuya demanda puede sufrir cambios permanentes debido a un nuevo estilo de vida. Para evitar el riesgo de perpetuar el apoyo estatal injustificado, las estrategias de salida deben diseñarse cuidadosamente, con hitos y cláusulas de terminación basadas en indicadores de desempeño. Aunque usar el aparato estatal como contramedida conlleve su propio conjunto de riesgos, quizás paradójicamente no usarlo también aumente el riesgo de extender la crisis y de dar como resultado un sector estatal hinchado (por ejemplo, debido a rescates masivos), lo que dificulta la implementación de ajustes posteriores.

Resumo Enquanto alguns argumentam que as forças de mercado são imperativas para estimular a oferta de produtos e serviços críticos para lidar com a crise da COVID-19, outros recomendam coordenação e ajustes rápidos na oferta que podem ser limitados por uma série de fatores. Embora as discussões usuais coloquem foco em políticas para promover liquidez financeira, examinamos se o aparato estatal - não apenas empresas estatais, mas também agências de desenvolvimento e fundos públicos - pode promover experimentação e ajuste nos processos de produção para aumentar a infraestrutura e capacidade de prevenção e tratamento. Ações potenciais incluem esforços público-privados buscando descoberta e coordenação - como esforços colaborativos para desenvolver tecnologias de prevenção e tratamento, além de injeções de capital para estimular o reequipamento e a expansão da infraestrutura estratégica. O aparato estatal também pode ajudar a acessar áreas remotas e críticas, com retornos privados relativamente mais baixos. Por outro lado, apoio seletivo às indústrias deve ser implementado com cautela, especialmente em setores cuja demanda pode sofrer alterações permanentes devido a mudanças no estilo de vida. Para evitar o risco de perpetuar apoio estatal injustificado e ineficaz, estratégias de saída devem ser elaboradas com cuidado, com marcos e cláusulas de término com base em indicadores de desempenho. Embora o uso do aparato estatal como contramedida acarrete seu próprio conjunto de riscos, talvez paradoxalmente não utilizá-lo também aumente o risco de estender a crise e acabar com um setor estadual inchado (por exemplo, devido a resgates maciços), tornando mais difícil a implementação de ajustes subsequentes.