Strategic analysis of the Alabama nursing home industry.

摘要

The results of the analyses indicate quality performance differences among the strategic group identified in this study. Three performance measures were analyzed in this study. Statistically significant financial performance differences were not found among the identified strategic group and strategic orientations. Strong statistical evidence was found indicating that quality performance, as measured by the total number of inspection deficiencies, was related to strategic group membership and strategic orientation. Weak differences in efficiency performance were found for the strategic orientations. No statistically significant difference was found in mean financial performance between strategic groups, ownership status, or location types. No statistically significant difference was found in mean efficiency performance between strategic groups, ownership status, or location types. No statistically significant difference was found in mean financial performance between strategic orientations, ownership status, or location types. No statistically significant difference was found in mean efficiency performance between strategic orientations, ownership status, or location types. The main effect for quality performance and strategic groups was significant (p .0001). The p values for mean quality performance differences between ownership types and mean quality performance differences between location types (0.7615 and 0.0514, respectively) indicate that their relationships with facility deficiencies were not significant. None of the interactions was found to be significant. The results of the post hoc analysis indicated that 4 of the 15 strategic group comparisons were significant (p 0.0089). The results for strategic orientation indicate significant performance differences for facilities that followed the differentiation focus strategy.; This study was not longitudinal, but could serve as a baseline study for the stability of strategic group over time. The groups identified in this study should be fairly stable because of the structural inertia issues that exist in the nursing home industry. This study found that the best strategy performance was by facilities that followed focused differentiation and those facilities that focused on narrow range of services outperformed facilities that followed a low-cost leadership strategy. Findings support research that health care organizations pursue either low-cost or focused differentiation but not both (hybrid strategies).; The current study found the competitive market for Alabama nursing homes to be characterized by high Medicaid participation, low numbers of not-for-profit facilities, and low market penetration of managed care. These market characteristics imply that managed care market penetration is weak, and the high percentage of Medicaid participation will make it difficult for Alabama facilities to survive if Medicaid reimbursements are decreased.