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Enhancing board oversight on quality of hospital care: An agency theory perspective
Source: oce-ovid-com.proxy.library.vcu.edu
Article summary:
1. This article explores the role and practices of governing boards in quality oversight through the lens of agency theory.
2. Data from a survey conducted by The Governance Institute in 2007 was merged with data on hospital quality to compare hospital quality performance in relation to the adoption of board practices.
3. Practices such as requiring major new clinical programs to meet quality-related criteria, setting some quality goals at the “theoretical ideal” level, and requiring both the board and medical staff to be involved in setting the agenda for discussion on quality were found to have significant association with better performance on process of care and/or risk-adjusted mortality.
Article analysis:
The article is generally trustworthy and reliable, as it is based on data from a survey conducted by The Governance Institute in 2007 which was then merged with data on hospital quality from two federal sources that measured processes of care and mortality. The study sample includes 445 public and private not-for-profit hospitals, providing a good representation of U.S. community hospitals. Furthermore, the article employs an agency theory perspective to look at the role of hospital governing boards and their practices in strengthening oversight for quality of care, providing an update to prior research on this topic.
However, there are some potential biases that should be noted when considering this article's trustworthiness and reliability. Firstly, while the study sample includes 445 public and private not-for-profit hospitals, it does not include investor-owned hospitals or those located in certain regions (e.g., South or West). This could lead to bias if these excluded groups differ significantly from those included in terms of their board practices or quality performance measures used in this study. Secondly, while the article provides an update to prior research on this topic, it does not explore any counterarguments or present both sides equally when discussing its findings; instead it focuses solely on how board practices can enhance accountability for quality oversight without considering any potential drawbacks or risks associated with such practices. Finally, while the article provides evidence for its claims (e.g., linking survey results with measures of hospital quality performance), it does not provide any evidence for its theoretical framework (i.e., agency theory). As such, readers should take caution when interpreting its findings within this theoretical context without further evidence supporting its claims about how board practices can enhance accountability for quality oversight.