Medical Tourism: A Nurse Executive’s Need to Know

Abstract

edical tourism is evolving as a rapidly growing market that spans the globe. As insurance premiums rise and co-payments for surgical procedures increase, US citizens are seeking affordable medical care that is not available in the United States. For people in countries outside the United States, wait lists limit and prohibit access to surgical procedures, so these prospective patients search for opportunities that provide additional options for surgical care outside their home countries. Nurse executives in perioperative settings might ask, “Why do I need to know about medical tourism?” The answer lies in their desire to be effective leaders and the accountability inherent in being competent at their leadership role. Competencies are considered the single biggest contributor to the difference between effective and ineffective managers. A number of major health care organizations have identified key competencies for clinical and organizational leadership roles. In particular, the American Organization of Nurse Executives (AONE) has outlined competencies expected of managers at all levels and in all settings. The AONE listing has become the standard in expectations of nurse leaders and managers. The AONE competencies include communication, knowledge of the health care environment, leadership, professionalism, and business skills. To be knowledgeable about the health care environment,