Tapping Into Patient Engagement in Organizational Performance
Improvement: A Social Resource-Based View and the Role of Patient and
Family Engagement
Abstract
Over the past two decades, patient-centered care has gained global
prominence, emphasizing collaboration among patients, families,
caregivers, and healthcare professionals to improve healthcare delivery.
Recognizing the foundational role of patient participation in enhancing
clinical outcomes, healthcare organizations increasingly integrate
patient inputs and resources into their management strategies. Patient
and Family Advisory Councils (PFACs) represent a primary form of
collective patient engagement at the organizational level. PFACs
actively engage in all levels of the hospital system to enhance quality
improvement and meet the demands of patients. Despite PFACs’ recognized
importance, empirical evidence regarding their roles as strategic
resources and impact on hospital performance remains unexplored.
Incorporating patient engagement into SRBV, this study addresses how
comprehensive strategic resources are associated with a hospital’s
quality of care and patient satisfaction outcomes. Utilizing
hospital-level data from 2018 to 2020, a cross-sectional time-series
ordered logit analysis examines the quality of care and satisfaction
models. The findings reveal that patient engagement, physical resources,
and human capital are positively associated with hospital quality of
care and patient satisfaction. In contrast, a social resource – a
minority population – is negatively associated with hospital outcomes.
This study contributes theoretical and practical implications. It
synthesizes patient engagement into the SRBV approach and provides
consistent empirical evidence. In addition, it suggests evidence for
practitioners to develop and manage patient engagement as a strategic
resource.