Performance Measurement and Compensation Practices in Hospitals: An Empirical Analysis in Consideration of Ownership Types

Against the background of regulatory initiatives that put hospitals under increasing financial pressure, we explore performance measurement and compensation practices in hospitals through a multiple case study. We extend previous research by comparing practices among different ownership types (i.e. public, non-profit, and private) and by providing initial evidence on compensation schemes for the clinical staff. Our empirical investigation is embedded in the ‘stewardship–agency axis’ that allows the development of theoretical arguments about the interdependencies between ownership and performance measurement systems (PMS). We distinguish two primary levels of analysis – the types of measures implemented and their linkage with compensation and decision-making. Our findings suggest that the types of measures are primarily affected by regulatory pressures, while powerful internal actors considerably influence the linkage between these measures and compensation. Consistent with our theorised patterns, cross-case analyses indicate differences between ownership types concerning the performance dimensions that are prioritised and the linkage of performance measures with compensation of the clinical staff. Together, these findings provide evidence on the interdependent effects of the regulatory environment, the type of ownership and internal actors on a hospital's PMS. We also provide some tentative explanations for these findings based on insights from institutional and behavioural theory.     

Charging parking by the minute: What to expect from this parking pricing policy?

In the days when parking had to be charged by a person or a mechanical device, it made sense to charge by blocks of time. However, these days, computers are capable of charging by the minute (or second if an operator so chooses), so technically there is no need for block pricing and the pricing strategy can be a policy decision. Operators, in one hand, are unaware of the impact of this measure on parking turnover and may believe that daily income will be affected. Businesses, on the other hand, will want to know if the measure has an effect on whether or not trips motivated by non-social activities will be carried out, given that they are spontaneous and are directly related to a client's perception. Finally, practical implications in terms of client response have not been studied, since smaller charging blocks may be considered as a disincentive to make additions to stay duration; this has repercussions on turnover and consequently on wait time at the entrance. This paper covers the abovementioned topics based on a study carried out in Barcelona (Spain).     

Premium-Markenpositionierung am Point of Sale

Premium-Marken werden nicht nur durch eine einzigartige Leistungsgeschichte gepr?gt, sondern erarbeiten sich das Vertrauen der Kunden t?glich neu. Eine hochwertige Markenpositionierung am Ort des Verkaufs unterstützt dieses Bemühen und rundet es ab. Das Praxisbeispiel des internationalen Premium- Hausger?teherstellers Miele zeigt, wie sich der Point of Sale für eine erfolgreiche Premium- Positionierung nutzen l?sst und welche inhaltlichen und organisatorischen Herausforderungen dabei zu meistern sind.     

Do new brooms sweep clean? When and why dismissing a manager increases the subordinates’ performance

If a manager stays in office for a long time he will have learned much about his subordinates. Thus competition among them will be weak as the manager has made up his mind who is suited best for which position. With a new manager the “race” for favorable tasks is restarted leading subordinates to exert higher effort. But for the firm-owner the trade-off arises that with a new manager effort is larger but the quality of task allocation is worse since information is lost. The optimal dismissal policy will be nonmonotonic in the expected heterogeneity of the subordinates’ abilities.     

Marktkonzentration und Marktmachtanalyse für den deutschen Regelenergiemarkt

We analyze the German market for tertiary electricity reserves in 2008. The cost of tertiary reserves of about €200 million accounted for 15% of the total cost of system services. The aim of the paper is to analyze the market structure to reveal possible opportunities for the execution of market power. To do so, we apply various concentration measures for the total market, as well as for all submarkets (i.e., different time frames, positive and negative reserves). We analyze: market shares, Herfindahl-Hirschman-Index, Pivotal Supplier Index (PSI) and the Residual Supply Index (RSI). Based on all concentration indicators, we find that all submarkets are best characterized as tight oligopolies with a (competitive) fringe. The four largest companies always qualify as being jointly dominant according to German competition law. The role of the fringe firms is, however, not negligible, in particular not for positive reserves. Strongest indication for market power is found for negative reserves from 0–8 a.m. Our analysis highlights that relying on single concentration indicators (e.g., market shares) can be misleading. It is sensible and often necessary to consider the full set of indicators.     

Understanding culinary tourist motivation,experience, satisfaction,and loyalty using a structural approach

Research on culinary tourism lacks an empirical examination of the relationship between motivation, experience, satisfaction, and loyalty. Drawing on the extant literature, this paper examines the relationships between antecedents and outcomes of culinary tourist participation in cooking classes using a structural equation modelling approach. Based on a convenience sample of 300 international tourists at cooking schools in Chiang Mai, Thailand, the structural model confirmed direct and indirect interrelationships among four main constructs of the study. It was found that culinary tourists’ motivation positively influences both the culinary experience and satisfaction; and that the culinary tourist experience is positively associated with both culinary tourist satisfaction and loyalty, suggesting that the more tourists are motivated to participate in cooking classes, the more experiential value and satisfaction are perceived. Moreover, the more experiences encountered at the cooking class, the more satisfied and loyal the tourists become. Understanding the key motivators and elements of satisfaction in cooking classes can contribute to the achieving of sustainable destination loyalty. The findings are relevant to Destination Management Organisations (DMOs) as part of developing sustainable strategies that are in line with specific culinary needs and experiences of cooking class participants.     

Beyond the visual dimension: Using ideal type narratives to analyse people's assessments of landscape scenarios

In this study it was investigated how local stakeholders in a Swiss mountain area assess visual and non-visual aspects of different landscape scenarios, taking into account their values and assumptions. For this analysis, a procedure was developed that involves a novel tool in landscape research, ideal type narratives. Three scenarios of agricultural and conservation policy developments were drawn up for the year 2030, and their assumed landscape consequences for the study area were visualised using computer-aided photo-editing. The scenarios were rated by stakeholders both in terms of their visual and non-visual consequences, and discussed in a group meeting. The results suggest that most stakeholders prefer a highly structured cultural landscape, similar to the landscape prevalent in the area before the onset of agricultural mechanisation. Stakeholders are, however, not willing to pay the social, economic and cultural costs that restoring such a landscape would entail; in an overall assessment they prefer a Business as Usual scenario that assumes a future life situation similar to the present one.     

Einzelbesprechungen

Ohne Zusammenfassung     

China’s Corporate Governance and Reforms

I. IntroductionSince 1978, China’s economic reforms have called for an incentive mechanism to beincorporated in the state-owned enterprises (SOEs), while the reforms have demonstratedconsiderable success. In the early 1990s, the Chinese government took further steps andbegan to list SOEs on stock exchanges to raise external capital and improve their efficiency.Corporate governance still remains an important issue in China as shown by the largenumber of corporate failures and scandals in r…