Understanding information exchange in healthcare operations: Evidence from hospitals and patients |
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| Institution: | 1. Department of Supply Chain Management and Marketing Sciences, Rutgers Business School – Newark and New Brunswick, Rutgers University, 1 Washington Park, Room 958, Newark, NJ 07102-3122, United States;2. Management Science Department, Lancaster University (Management School), Room A42, Lancaster LA1 4YX, UK;1. Department of Supply Chain Management and Marketing Sciences, Rutgers Business School – Newark and New Brunswick, Rutgers University, 1 Washington Park, Room 958, Newark, NJ 07102-3122, United States;2. Management Science Department, Lancaster University (Management School), Room A42, Lancaster LA1 4YX, UK;1. Department of Health Administration, University of Montreal, Institute of Public Health Research of University of Montreal (IRSPUM), Canada Research Chair on Health Innovations, P.O. Box 6128, Branch Centre-ville, Montreal, Quebec H3C 3J7, Canada;2. IRSPUM, University of Montreal, Canada;3. Bioethics Program, Department of Social and Preventive Medicine, IRSPUM, University of Montreal, Canada;4. École Nationale d’administration publique (ENAP), Canada Research Chair on Health Care Governance and Transformation, Euromed Management, Marseille, France;5. Strategic Market Leadership and Health Services Management, DeGroote School of Business, Canada;6. Centre for Health Economics and Policy Analysis, McMaster University, Canada;1. School of Global Innovation & Leadership, Lucas College and Graduate School of Business, San José State University, One Washington Square, San Jose, CA 95192-0164, United States;2. Department of Information & Operations Management, Mays Business School at Texas A&M University, 320 Wehner Building | 4217 TAMU, College Station, TX 77843-4217, United States;3. Abbey & Abbey Consultants, Inc., P.O. Box 2330, Ames, IA 50010-2330, United States;1. University of Texas at San Antonio, USA;2. Case Western Reserve University, USA;3. University of South Carolina, USA |
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| Abstract: | Coordination – or the information exchange among physicians and hospital staff – is necessary for desirable patient outcomes in healthcare delivery. However, coordination is difficult because healthcare delivery processes are information intensive, complex and require interactions of hospitals with autonomous physicians working in multiple operational systems (i.e. multiple hospitals). We examine how three important variables distinctive of the healthcare operations context – use of IT for dissemination of test results (ITDR) (i.e. electronic health records systems) by physicians and hospital staff, social interaction ties among them, and physician employment – influence information exchange and patient perceptions of their care. Drawing from the literature on process inter-dependencies and coordination, vertical integration and social exchange, we develop and test research hypotheses linking ITDR, social interaction ties and physician employment to information exchange relationship, and information exchange relationship to provider–patient communication. Using a paired sample of primary survey data and secondary archival data from CMS HCAHPS for 173 hospitals in the USA, we find that increased information exchange relationship drives provider–patient communication, and increased social interaction ties drives information exchange relationship. Social interaction ties fully mediates the relationship between ITDR and information exchange relationship. Physician employment amplifies the link between ITDR and social interaction ties, but does not have an effect on the link between ITDR and information exchange. We do not find a direct relationship between ITDR, and information exchange relationship or provider–patient communication. |
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| Keywords: | Hospital operations Health IT Electronic Health Records PACS Physician employment Coordination Vertical integration IT use Social ties |
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