Strategic operations management decisions and professional performance in U.S. HMOs

Journal of Operations Management · 1995 · Volume 13 · Issue 4

Abstract

Professional service organizations are becoming an increasingly important segment of the service sector in the U.S. but little attention has been paid to the management of these organizations, particularly in relation to technical performance. This paper reports the findings of a survey of managers of Health Maintenance Organizations (HMOs) which related operations management decisions about organization, workforce management, quality management and planning and control, to clinical process and outcome performance. This research demonstrates thatmanagerialdecisions do affectclinicalperformance in HMOs. These findings have implications for both researchers and practitioners. For researchers, the study provides a framework for future research on the important link between management decisions and technical performance in professional service organizations. For practitioners, this study suggests that technical performance will be enhanced when professional work is appropriately managed.

Keywords

Service operations, Operations strategy, Empirical research

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