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首页> 外文期刊>Health care management review >Career histories and managerial performance of health care chief executive officers: An empirical study in the Italian National Health Service
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Career histories and managerial performance of health care chief executive officers: An empirical study in the Italian National Health Service

机译：卫生行政总裁的职业生涯历史和管理绩效：意大利国家卫生局的一项实证研究

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BACKGROUND: Organizational studies widely acknowledge the importance of the relationship between CEO's career histories and managerial performance. Although the health care management literature largely explores the role of CEOs, whether and how top managers' career histories affect their own performance remains still unknown in this industry. PURPOSE: The aim of this study was to investigate the career histories of health care CEOs and to explore their impact on managerial performance. METHODOLOGY: Primary data were collected from a sample of 124 CEOs leading health care organizations in the Italian National Health Service in 2008. Biographic data were accessed to gather information about relevant CEOs' demographics and their career histories. The relevance of CEOs' prior experience was considered, taking into account the prominence of health care organizations in which they passed through in their career histories. Regression analyses were employed to assess the impact of CEOs' career histories on their managerial performance. FINDINGS: Top managers already appointed as CEOs were more likely to achieve higher levels of performance. Careers with long tenure within the National Health Service appear to increase managerial performance. Those CEOs who accumulated prior experience in a large number of health care structures and who spent time working at the most prominent hospitals were also more likely to achieve higher levels of managerial performance. IMPLICATIONS: In health care, a CEO's career history does impact his or her managerial performance. Specifically, patterns of career that imply higher mobility across health care organizations are important. Although interorganizational mobility is significant for CEO performance, the same does not hold for mobility across industries. These findings contribute to the current debate about the need for management renovation within health care organizations.
机译：背景：组织研究广泛承认CEO的职业经历与管理绩效之间关系的重要性。尽管医疗保健管理文献在很大程度上探讨了CEO的角色，但在这个行业中，高层管理人员的职业经历是否以及如何影响其自身绩效仍然未知。目的：本研究的目的是调查医疗保健首席执行官的职业历史，并探讨他们对管理绩效的影响。方法：主要数据是从2008年意大利国家卫生局124个领先医疗机构的CEO样本中收集的。访问了个人资料以收集有关首席执行官的人口统计信息及其职业经历的信息。考虑到首席执行官先前经验的相关性，并考虑到他们在其职业经历中所经历的医疗保健组织的重要性。回归分析用于评估首席执行官的职业经历对其管理绩效的影响。结果：已经被任命为首席执行官的高级管理人员更有可能取得更高的绩效水平。国家卫生局长期任职的职业似乎可以提高管理绩效。那些在大量医疗机构中积累了以往经验并花时间在最著名的医院工作的首席执行官也更有可能取得更高水平的管理绩效。含义：在医疗保健领域，首席执行官的职业经历确实会影响其管理绩效。具体而言，暗示医疗保健组织之间更高流动性的职业模式很重要。尽管组织间的流动性对于CEO的绩效很重要，但对于跨行业的流动性却不成立。这些发现助长了当前有关卫生保健组织内部管理改革必要性的辩论。

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