The Role of Consumers in Health Care Decision Making

1997 ◽  
Vol 10 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Kathleen Ahearn ◽  
Marguerite Donohue ◽  
Pran Manga
Keyword(s):  
Health Care ◽  
Decision Making ◽  
Chief Executive Officers ◽  
Chief Executive ◽  
Consumer Involvement ◽  
Board Members ◽  
Health Care Decision ◽  
Executive Officers ◽  
Care Decision

This paper focuses on the results of a survey of chief executive officers and consumer board members of Ontario hospitals and community health centres regarding the role of consumers in health care decision making. The opinions of both the chief executive officer and consumer board member respondents were elicited regarding the value of consumer input in decision making for the organizations studied. Results indicate that consumer board members feel that their input into organizational decision making is valued, chief executive officers value the input of consumers, and consumer involvement in decision making is increasing. More women are now involved on boards of the organizations studied, but visible minority representation remains low on hospital boards. Consumer board members feel that their decision making is influenced by providers on the board.

scholarly journals Agenda-setting in health reform:the role of community

2001 ◽  
Vol 24 (1) ◽  
pp. 161 ◽  
Author(s):  
Rosemary Aldrich ◽  
Gavin Mooney
Keyword(s):  
Health Care ◽  
Decision Making ◽  
Health Care Reform ◽  
Community Involvement ◽  
Agenda Setting ◽  
Health Reform ◽  
Health Care Decision ◽  
Reform Agenda ◽  
Care Decision

This paper presents a number of issues surrounding the setting of agendas for health care reform. We argue the needfor increased community involvement, as well as the necessity to wrest health-care decision-making from health careprofessionals, or at least to ensure that such decision-making is informed by community values.We attempt to answer a few questions: who sets the health reform agenda and who should set it, how is the agendaset and why is this critical, when and where is the agenda set, and how should the agenda be set in the future?

In retrospect: The influence of chief executive officers’ historical relative pay on overconfidence

2021 ◽  
pp. 147612702110048
Author(s):  
J Daniel Zyung ◽  
Wei Shi
Keyword(s):  
Chief Executive Officers ◽  
Empirical Support ◽  
Chief Executive ◽  
Firm Level ◽  
Self Confidence ◽  
Self Worth ◽  
Executive Officers ◽  
Leadership Research ◽  
The Relationship

This study proposes that chief executive officers who have received over their tenure a greater sum of total compensation relative to the market’s going rate become overconfident. We posit that this happens because historically overpaid chief executive officers perceive greater self-worth to the firm whereby such self-serving attribution inflates their level of self-confidence. We also identify chief executive officer- and firm-level cues that can influence the relationship between chief executive officers’ historical relative pay and their overconfidence, suggesting that chief executive officers’ perceived self-worth is more pronounced when chief executive officers possess less power and when their firm’s performance has improved upon their historical aspirations. Using a sample of 1185 firms and their chief executive officers during the years 2000–2016, we find empirical support for our predictions. Findings from this study contribute to strategic leadership research by highlighting the important role of executives’ compensation in creating overconfidence.

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