Asunto(s)
Atención a la Salud , Instituciones Asociadas de Salud , Sindicatos , Médicos , Humanos , Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/organización & administración , Sindicatos/economía , Sindicatos/organización & administración , Médicos/economía , Médicos/organización & administración , Estados Unidos , Atención a la Salud/economía , Atención a la Salud/organización & administración , Patient Protection and Affordable Care Act/organización & administración , Autonomía Profesional , Negociación Colectiva/economía , Negociación Colectiva/organización & administración , Empleo/economíaRESUMEN
This Viewpoint discusses how and why cross-market hospital mergers are different than prototypical within-market mergers in their effects on patients and communities, why the trend may be accelerating, and future policy and research directions.
Asunto(s)
Leyes Antitrust , Competencia Económica , Instituciones Asociadas de Salud , Competencia Económica/legislación & jurisprudencia , Competencia Económica/tendencias , Hospitales , Estados Unidos , Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/legislación & jurisprudencia , Instituciones Asociadas de Salud/tendenciasAsunto(s)
Honorarios y Precios/legislación & jurisprudencia , Política de Salud/legislación & jurisprudencia , Seguro de Salud/legislación & jurisprudencia , Benchmarking , Atención a la Salud/economía , Gobierno Federal , Costos de la Atención en Salud/legislación & jurisprudencia , Instituciones Asociadas de Salud/economía , Política de Salud/economía , Seguro de Salud/economía , Negociación , Gobierno Estatal , Estados UnidosAsunto(s)
Competencia Económica/legislación & jurisprudencia , Sector de Atención de Salud/organización & administración , Instituciones Asociadas de Salud/legislación & jurisprudencia , Leyes Antitrust , Reforma de la Atención de Salud/legislación & jurisprudencia , Sector de Atención de Salud/legislación & jurisprudencia , Instituciones Asociadas de Salud/economía , Política de Salud/legislación & jurisprudencia , Estados UnidosRESUMEN
To succeed in the assisted reproductive technology industry, physician owners of fertility practices have to develop a wide array of business skills and expertise. In today's business world, a natural next step for many assisted reproductive practices is exploring potential mergers, sales, or acquisitions. This article will explore what factors physician owners of fertility practices should consider before pursuing a potential sale or merger; how to prepare for such a transaction; and what to expect once a transaction is underway.
Asunto(s)
Comercio/legislación & jurisprudencia , Clínicas de Fertilidad/legislación & jurisprudencia , Instituciones Asociadas de Salud/legislación & jurisprudencia , Médicos/legislación & jurisprudencia , Técnicas Reproductivas Asistidas/legislación & jurisprudencia , Comercio/economía , Clínicas de Fertilidad/economía , Instituciones Asociadas de Salud/economía , Humanos , Médicos/economía , Técnicas Reproductivas Asistidas/economíaRESUMEN
EXECUTIVE SUMMARY: The number of rural hospital mergers has increased substantially in recent years. A commonly reported reason for merging is to increase access to capital. However, no empirical evidence exists to show whether capital expenditures increased at rural hospitals after a merger. We used a difference-in-differences approach to determine whether total capital expenditures changed at rural hospitals after a merger. The comparison group (rural hospitals that did not merge during the 2012 through 2015 study period) was weighted using inverse probability of treatment weights. The key outcome measure was logged total capital expenditures.Merging resulted in a 26% increase in capital expenditures and also was associated with a significant improvement in plant age. The postmerger improvement in plant age may have been partially attributable to merger-related accounting changes and partially attributable to increased capital expenses, possibly on long-term asset renovations and replacement.These findings suggest that through mergers, rural hospital board members and executives who have accepted or are considering a merger may improve a hospital's ability to increase capital expenditures. Further, increased capital investments in rural hospitals may be an important signal to the community that the acquirer intends to keep the rural hospital open and continue providing some volume and level of services within the community. Future research should determine how capital is spent after a merger.
Asunto(s)
Gastos de Capital/estadística & datos numéricos , Gastos de Capital/tendencias , Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/estadística & datos numéricos , Hospitales Rurales/economía , Hospitales Rurales/estadística & datos numéricos , Predicción , Humanos , Estados UnidosRESUMEN
The objective of this study is to determine whether key hospital-level financial and market characteristics are associated with whether rural hospitals merge. Hospital merger status was derived from proprietary Irving Levin Associates data for 2005 through 2016 and hospital-level characteristics from HCRIS, CMS Impact File Hospital Inpatient Prospective Payment System, Hospital MSA file, AHRF, and U.S. Census data for 2004 through 2016. A discrete-time hazard analysis using generalized estimating equations was used to determine whether factors were associated with merging between 2005 and 2016. Factors included measures of profitability, operational efficiency, capital structure, utilization, and market competitiveness. Between 2005 and 2016, 11% (n = 326) of rural hospitals were involved in at least one merger. Rural hospital mergers have increased in recent years, with more than two-thirds (n = 261) occurring after 2011. The types of rural hospitals that merged during the sample period differed from nonmerged rural hospitals. Rural hospitals with higher odds of merging were less profitable, for-profit, larger, and were less likely to be able to cover current debt. Additional factors associated with higher odds of merging were reporting older plant age, not providing obstetrics, being closer to the nearest large hospital, and not being in the West region. By quantifying the hazard of characteristics associated with whether rural hospitals merged between 2005 and 2016, these findings suggest it is possible to determine leading indicators of rural mergers. This work may serve as a foundation for future research to determine the impact of mergers on rural hospitals.
Asunto(s)
Administración Financiera , Instituciones Asociadas de Salud/economía , Hospitales Rurales , Administración Financiera/economía , Administración Financiera/estadística & datos numéricos , Hospitales Rurales/economía , Hospitales Rurales/estadística & datos numéricos , Humanos , Estados UnidosRESUMEN
Patients, health care providers, and communities are all affected.
Asunto(s)
Competencia Económica , Instituciones Asociadas de Salud , Calidad de la Atención de Salud , Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/tendencias , Humanos , Cultura Organizacional , Calidad de la Atención de Salud/economía , Calidad de la Atención de Salud/organización & administración , Estados UnidosAsunto(s)
Competencia Económica , Costos de la Atención en Salud/tendencias , Gastos en Salud/tendencias , Instituciones Asociadas de Salud/economía , Leyes Antitrust , Costos y Análisis de Costo , Costos de la Atención en Salud/estadística & datos numéricos , Instituciones Asociadas de Salud/legislación & jurisprudencia , Estados UnidosRESUMEN
In most studies on hospital merger effects, the unit of observation is the merged hospital, whereas the observed price is the weighted average across hospital products and across payers. However, little is known about whether price effects vary between hospital locations, products, and payers. We expand existing bargaining models to allow for heterogeneous price effects and use a difference-in-differences model in which price changes at the merging hospitals are compared with price changes at comparison hospitals. We find evidence of heterogeneous price effects across health insurers, hospital products and hospital locations. These findings have implications for ex ante merger scrutiny.
Asunto(s)
Instituciones Asociadas de Salud/economía , Hospitales , Modelos Económicos , Competencia Económica , Planificación de Instituciones de Salud , Humanos , Seguro de Salud/economía , Seguro de Salud/legislación & jurisprudencia , Países BajosRESUMEN
During the past decade, U.S. hospitals have acquired a large number of physician practices. For example, from 2007 to 2013, hospitals acquired nearly 10% of the practices in our sample. We find that the prices for the services provided by acquired physicians increase by an average of 14.1% post-acquisition. Nearly half of this increase is attributable to the exploitation of payment rules. Price increases are larger when the acquiring hospital has a larger share of its inpatient market. We find that integration of primary care physicians increases enrollee spending by 4.9%.
Asunto(s)
Economía Hospitalaria/organización & administración , Honorarios Médicos/estadística & datos numéricos , Medicina General/organización & administración , Gastos en Salud/estadística & datos numéricos , Instituciones Asociadas de Salud/economía , Administración Hospitalaria , Pautas de la Práctica en Medicina/organización & administración , Economía Hospitalaria/estadística & datos numéricos , Instituciones Asociadas de Salud/organización & administración , Instituciones Asociadas de Salud/estadística & datos numéricos , Administración Hospitalaria/economía , Humanos , Pautas de la Práctica en Medicina/economía , Pautas de la Práctica en Medicina/estadística & datos numéricos , Estados UnidosRESUMEN
On the basis of a Salop model with regulated prices, we investigate quality provision behaviour of competing hospitals before and after a merger. For this, we use a controlled laboratory experiment where subjects decided on the level of treatment quality as head of a hospital. We find that the post-merger average quality is significantly lower than the average pre-merger quality. However, for merger insiders and outsiders, average quality choices are significantly higher than predicted for pure profit-maximising hospitals. This upward deviation is potentially driven by altruistic behaviour towards patients. Furthermore, we find that in the case where sufficient cost synergies are realised by the merged hospitals, there is a significant increase in average quality choices compared to the scenario without synergies. Finally, we find that our results do not change when comparing individual decisions to team decisions.
Asunto(s)
Altruismo , Competencia Económica , Instituciones Asociadas de Salud/economía , Hospitales , Calidad de la Atención de Salud/economía , Humanos , Modelos EstadísticosAsunto(s)
Atención a la Salud , Instituciones Asociadas de Salud , Atención a la Salud/economía , Atención a la Salud/organización & administración , Atención a la Salud/normas , Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/organización & administración , Instituciones Asociadas de Salud/normas , HumanosAsunto(s)
Instituciones Asociadas de Salud/tendencias , Mejoramiento de la Calidad , Radiología/tendencias , Eficiencia , Objetivos , Instituciones Asociadas de Salud/economía , Humanos , Principios Morales , Innovación Organizacional , Radiología/economía , Radiología/normas , Mecanismo de Reembolso/tendenciasAsunto(s)
Leyes Antitrust , Competencia Económica/legislación & jurisprudencia , Sector de Atención de Salud/economía , Sector de Atención de Salud/legislación & jurisprudencia , Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/legislación & jurisprudencia , Seguro de Salud/economía , Seguro de Salud/legislación & jurisprudencia , Áreas de Influencia de Salud/economía , Áreas de Influencia de Salud/legislación & jurisprudencia , Costos de la Atención en Salud/legislación & jurisprudencia , Humanos , Patient Protection and Affordable Care Act , Estados UnidosRESUMEN
In 2007, the Norwegian Parliament decided to merge the two largest health regions in the country: the South and East Health Regions became the South-East Health Region (SEHR). In its resolution, the Parliament formulated strong expectations for the merger: these included more effective hospital services in the Oslo metropolitan area, freeing personnel to work in other parts of the country, and making treatment of patients more coherent. The Parliamentary resolution provided no specific instructions regarding how this should be achieved. In order to fulfil these expectations, the new health region decided to develop a strategy as its tool for change; a change "agent". SINTEF was engaged to evaluate the process and its results. We studied the strategy design, the tools that emerged from the process, and which changes were induced by the strategy. The evaluation adopted a multimethod approach that combined interviews, document analysis and (re)analysis of existing data. The latter included economic data, performance data, and work environment data collected by the South-East Health Region itself. SINTEF found almost no effects, whether positive or negative. This article describes how the strategy was developed and discusses why it failed to meet the expectations formulated in the Parliamentary resolution.
Asunto(s)
Instituciones Asociadas de Salud/economía , Instituciones Asociadas de Salud/organización & administración , Hospitales Públicos/economía , Hospitales Públicos/organización & administración , Eficiencia Organizacional , Instituciones Asociadas de Salud/métodos , Humanos , Noruega , Recursos HumanosRESUMEN
Investment, especially through merger and acquisition (M&A), is a leading topic of concern among health care managers. In addition, the implications of this activity for organization and market concentration are of great interest to policy makers. Using a sample of 2256 firm-year observations in the health care industry during the period from 1985 to 2011, this article provides novel evidence that managers learn from financial markets in making capital expenditure (CAPEX) and M&A investment decisions. Within the industry, managers in the Drugs subsector are most likely to do so, whereas managers in the Medical Equipment and Supplies are least likely to do so. We find informative stock prices improve firm financial performance. This article highlights the importance of financial markets for real economic activity in the health care industry.