ABSTRACT
This is the fourth in a series of articles describing and interpreting the results from the Facing the Uncertain Future (FUF) study. This article focuses on one vital aspect of strategic stakeholder management: assessment of key stakeholders. Specifically, the article uses Round Two data and presents an assessment of four key medical group practice stakeholders: integrated delivery systems/networks (IDS/Ns), managed care organizations (MCOs), physicians and hospitals. These key stakeholders were identified by medical group practice executives as some of the most important stakeholders in the year 2000. These four stakeholders are assessed on the criteria of organizational control, coalition formation, control of resources, and relative power. The FUF study was conducted jointly between the Center for Research in Ambulatory Health Care Administration (the research and development arm of MGMA), and The Institute for Management and Leadership Research (IMLR), College of Business Administration at Texas Tech University, Lubbock, Texas. MGMA's American College of Medical Practice Executives, faculty of Texas Tech University's Ph.D. and M.B.A. Programs in Health Organization Management (HOM), and faculty from the University of Alabama at Birmingham collaborated on the project. Abbott Laboratories, Abbott Park, Ill., provided funding for the FUF project. The administration of Round One was completed in the Fall of 1994. The administration of Round Two was completed in the summer of 1995. Selected Round One and Round Two results have previously been presented in educational programs and publications.
Subject(s)
Community Networks/organization & administration , Group Practice/organization & administration , Hospital-Physician Joint Ventures/organization & administration , Managed Care Programs/organization & administration , Cooperative Behavior , Health Resources , Health Services Research/methods , Investments , Leadership , Operations Research , Power, Psychological , United StatesSubject(s)
Hospitals, Voluntary/statistics & numerical data , Hospitals/statistics & numerical data , Organizational Affiliation , Ownership , Pastoral Care , Patient Acceptance of Health Care/statistics & numerical data , Religion and Medicine , Consumer Behavior , Data Collection , Decision Making , Hospital Bed Capacity, 500 and over , Humans , Southeastern United StatesABSTRACT
A conceptual and empirical analysis of the strategic vulnerability of HMOs shows that they are strategically vulnerable on the social dimension of stakeholder supportiveness. One of the major implications of this finding is that HMOs' cost leadership strategy cannot be sustained, given the competition from such substitutes as PPAs.
