Performance Effects of Physicians’ Involvement in Hospital Strategic Decisions

Susan Meyer Goldstein, Peter T. Ward

Research output: Contribution to journalArticlepeer-review

47 Scopus citations


In recent years, many hospitals have moved to a professional management model from one of physician dominance. One result has been that physicians in some hospitals are alienated from the strategic processes of the hospital. Extant literature suggests that both physician involvement in strategic processes and investment in capability-building programs are associated with improved performance. The literature also suggests that there is an interaction between physician involvement and capability-building investments that is positively associated with performance. We explore these notions empirically using data from a sample of hospitals to evaluate the extent to which physician involvement in strategic decision making and investments in operational capabilities are associated with hospital performance. Results indicate that such proactive involvement of physicians in strategic decision making significantly affects hospital performance. In addition, investments in capability building related to employee development also affect hospital performance.

Original languageEnglish (US)
Pages (from-to)361-372
Number of pages12
JournalJournal of Service Research
Issue number4
StatePublished - May 2004

Bibliographical note

Copyright 2016 Elsevier B.V., All rights reserved.


  • employee development
  • infrastructure
  • operations proactiveness
  • operations strategy
  • ospitals


Dive into the research topics of 'Performance Effects of Physicians’ Involvement in Hospital Strategic Decisions'. Together they form a unique fingerprint.

Cite this