Abstract
Previous researches show that hospital organizations have initiated improvement programs and invested considerably in the orientation and management of processes, using maturity models to improve structures and learning. In this context, the objective of the present paper is to analyze previous researches related to hospital management maturity models, using the Morton (1994) organizational dimensions' analysis model, adapted for hospital organizations. The Web of Science, Scopus, Spell, Scielo and BDTD platforms were used for this study. We screened 305 identified papers, published from January 2005 till December 2019, using search descriptors: “Maturity Model” and “Hospital management". We identified Forty-one articles as eligible for information extraction and analysis. The surveys are classified into five organizational dimensions: Strategy, Structure, Decision Making, Technology, and People. We found a predominance of the technology management dimension in 25 studies, based on the organizational dimensions. The research is essentially related to information systems, supply management and quality management. Although there are different models of hospital management maturity, it was found that the models developed for hospital organizations are mostly related to their technical / operational areas, but in a fragmented way. The present study contributes to a comprehensive literature review of hospital maturity and management models.
Highlights
An organizational structure is defined by the ways in which work can be divided into, and the coordination of activities performed by the people who work together (Mintzberg et al, 2005)
The objective of the present paper is to analyze previous researches related to hospital management maturity models, using the Morton (1994) organizational dimensions’ analysis model, adapted for hospital organizations
We found a predominance of the technology management dimension in 25 studies, based on the organizational dimensions
Summary
An organizational structure is defined by the ways in which work can be divided into, and the coordination of activities performed by the people who work together (Mintzberg et al, 2005). The search for continuous improvement in process management has determined that organizations increasingly employ process management models to evaluate organizational maturity (Oliveira, 2015). The intention of this movement is to excel in competitiveness and sustainability, in the area of activity, and in its way of working, the quality of its products and the efficient provision of services (Mani et al, 2010). There are increasingly demanding approaches to developing maturity models, there is a wide gap in the effective implementation of maturity models in complex environments (Mettler, 2010) In this sense, it is understood that one of these sectors includes hospitals. According to Celestino (2002), hospitals are complex organizations, where knowledge and maturity are essential to achieve their primary goals: unveiling and restoring patients, providing well-being to these and their relatives, as well 337
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