Figure 1
The Three Dimensions of WHO’s Health Care and PPACA’s Health Care.
Figure 2
Key Determinants of Organizational Behavior Transform.
Figure 3
Organizational Selectable Preker-Harding Model.
Table 1
Participants of This Interview.
| The Shenzhen Luohu Medical Group | The Anhui Tianchang Medical Community | The Beijing Children’s Hospital Pediatric Union | The Telemedicine Collaboration Network Mode of the China-Japan Friendship Hospital |
|---|---|---|---|
| Leader of the government health management department | Leader of the government health management department | Leader of the government health management department | Leader of the government health management department |
| Public health coordinator | Public health coordinator | Public health coordinator | Public health coordinator |
| Chief executive officer | Chief executive officer | Council of Specialist Union | Director of telemedicine collaboration office |
| Hospital director of the alliance | Township hospital director | Hospital director of the alliance | Hospital director of the alliance |
| Alliance policy executive | Alliance policy executive | Alliance policy executive | Alliance policy executive |
| Alliance policy coordinator | Alliance policy coordinator | Alliance policy coordinator | Alliance policy coordinator |
| Alliance policy regulator and evaluator | Alliance policy regulator and evaluator | Alliance policy regulator and evaluator | Alliance policy regulator and evaluator |
| Doctor in the alliance | Doctor in the alliance | Doctor in the alliance | Doctor in the alliance |
| Community rehabilitation center doctor | Township hospital doctor | Head of technical department | |
| Patient | Patient | Patient | Patient |
| Patient | Patient | Patient | Patient |
| Third-party news media | Third-party news media | Third-party news media | Third-party news media |
| Research expert | Research expert | Research expert | Research expert |
| Research expert | Research expert | Research expert | Research expert |
Table 2
Data Coding Scheme and Overall Content Analysis Framework.
| First-level Subdivision Codes | Second-level Subdivision Codes | Third-level Subdivision Codes |
|---|---|---|
| Macro framework of the Preker-Harding model (overall views, opinions and attitudes towards medical alliances) | Decision rights | Organizational changes Owner functions Investment decision-making rights Personnel management rights Financial management rights Social functions Government regulations Institutional environments |
| Market competition | ||
| Residual claims | ||
| Accountability | ||
| Social functions |
Table 3
Evaluation and Analysis of the Governance Structure Model of China Medical Alliance Based on Preker-Harding Model.
| The Shenzhen Luohu Medical Group | The Anhui Tianchang Medical Community | The Beijing Children’s Hospital Pediatric Union | The Telemedicine Collaboration Network Mode of the China-Japan Friendship Hospital | |
|---|---|---|---|---|
| Organizational changes | Establish an independent legal entity, corporate governance structure model | Implement the president’s responsibility system under the leadership of the board of directors | Construct a contractual management model and establish a group council and expert committee | Implement an autonomous cooperative organization model, third-party social capital participation |
| Owner functions | The board of directors exercises the decision-making power | Financial management rights are small; no decree has the right to appoint | Introduce third-party capital investment, the residual claim is large; no decree | Introduce third-party social capital, have a large residual claim; no decree |
| Investment decision-making rights | The board of directors exercises investment decision-making power and is supervised by chief accountant | The council mainly exercises decisions on large equipment purchases and infrastructure projects in hospitals | Have greater investment decision-making power | Form a benign contractual relationship with third parties, greater investment decision-making power |
| Personnel management rights | Establish a full-time appointment system with greater personnel management rights | Dynamic flow of personnel and establishment of a talent delivery system | Small personnel management power | Small personnel management power |
| Financial management rights | Partial execution of budgetary rights | Partial financial management | Introduce social capital, financial management, revenue and expenditure have autonomy | Rely on social capital to establish a contractual relationship, greater autonomy |
| Social functions | Sink high-quality medical resources and reduce the cost of patient care | Promote two-way referral, grading diagnosis and treatment | Technical problems and the distribution of medical resources in difficult diseases | Establish a telemedicine service system |
| Government regulations | Joint supervision with the group council, the board of supervisors | Health administration to obtain supervision | Industry supervision, health sector supervision | Health administration and industry supervision |
| Institutional environments | Comply with the reform requirements of the medical insurance fund management | Respond to the call for a new medical reform | Comply with the national classification and treatment policy | Comply with the national classification and treatment policy |
Figure 4
The “Inverted Triangle” Model of China’s Medical Security Supply.
Figure 5
The “Positive Triangle” Model of China’s Medical Security Service.