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Tapping Into Patient Engagement in Organizational Performance Improvement: A Social Resource-Based View and the Role of Patient and Family Engagement
  • Jinyoung Cha,
  • Jaeyoung Jang,
  • Keon-Hyung Lee
Jinyoung Cha
Florida State University Askew School of Public Administration and Policy
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Jaeyoung Jang
UNC Charlotte College of Health and Human Services
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Keon-Hyung Lee
Florida State University Askew School of Public Administration and Policy

Corresponding Author:[email protected]

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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.
Submitted to International Journal of Health Planning and Management
07 May 2024Review(s) Completed, Editorial Evaluation Pending
15 Jul 2024Editorial Decision: Revise Minor
24 Aug 20241st Revision Received
17 Sep 2024Submission Checks Completed
17 Sep 2024Assigned to Editor
17 Sep 2024Review(s) Completed, Editorial Evaluation Pending
26 Sep 2024Reviewer(s) Assigned
30 Sep 2024Editorial Decision: Revise Minor
23 Oct 20242nd Revision Received
23 Oct 2024Submission Checks Completed
23 Oct 2024Assigned to Editor
23 Oct 2024Review(s) Completed, Editorial Evaluation Pending
28 Oct 2024Editorial Decision: Accept