Inovação gerencial no setor saúde: um estudo sobre a aplicação do balanced scorecard em um hospital privado situado em São Paulo - SP.

AUTOR(ES)
DATA DE PUBLICAÇÃO

2008

RESUMO

The challenge of finding new ways to appraise company performance, which are not limited to accounting and financial indicators, was a great motivation for the development of the Balanced Scorecard (BSC). It is a strategic management system, which translates organizational mission and strategy into a broad group of organizational performance measurements as allocated under the following perspectives: financial performance, knowledge of the client, internal processes, learning and growth. In addition to following financial performance, the BSC at the same time monitors the evolution of intangible assets, such as the acquisition and development of intellectual capital, which permits the strengthening of the organizational capacity to generate sustained profits for shareholders, as well as benefits for its clients, necessary for future growth. This case study seeks to know and analyze the implantation and the principal results of the first application of the Balanced Scorecard in a hospital organization in Brazil, carried out in a large private hospital, located in the city of São Paulo, and focused on high complexity procedures. This research is classified as a single case study of the case-example type, with qualitative and deductive methodology of a descriptive and exploratory nature. The study is composed of bibliographical research, documental analysis and semi-structured interviews made with the professionals of the strategic and tactical sectors of the organization. The data analyses used the content analysis technique and semantic categorization criteria. The period under study started in January 2003 and ended in October 2007. The study also analyzes if the BSC can be considered a management innovation and if it fulfilled this role in the hospital studied, considering its organizational change context. The results obtained affirm the characterization of the BSC as a management innovation. The assistance production process of the hospital under study is also considered innovative, although the application of the BSC did not permit this appraisal, since its efficacy was hindered by occurrences in the formulation of some indicators and by intense changes that occurred in the hospital organization. The study also permits to infer that the BSC fits the health sector issues context as a management innovation capable of giving support to competitiveness, to quality and as a new strategic management strategy perspective, but reaffirms the central position of man in the decision making process and the need to reflect on the limits of contribution of this system of strategic management.

ASSUNTO(S)

mudança organizacional competitividade management innovation hospital management gestão hospitalar balanced scorecard estratégia organizacional balanced scorecard organizational change organizational strategy administracao inovação gerencial competitiveness

ACESSO AO ARTIGO

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