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As Mosadeghrad (2014) has noted,

Healthcare service quality is even more difficult to define and measure than in other sectors. Distinct healthcare industry characteristics such as intangibility, heterogeneity, and simultaneity make it difficult to define and measure quality. Healthcare service is an intangible product and cannot physically be touched, felt, viewed, counted, or measured like manufactured goods. Producing tangible goods allows quantitative measures of quality since they can be sampled and tested for quality throughout the production process and in later use. However, healthcare service quality depends on service process, customer, and service provider interactions. Some healthcare quality attributes such as timeliness, consistency, and accuracy are hard to measure beyond a subjective assessment by the customer.

In addition, according to Bansal and Malhotra (2018), the essential components such as leadership style and practice, management, innovation, organizational structures, and patient-centered care are important for healthcare providers. Moreover, Harris and Mayo (2018) have observed that aspects like leadership behavior, work environment, work culture, and other things can play a critical role in the healthcare professions to improve patient care and job satisfaction.

Finally, according to Witjas-Paalberends et al. (2018), patient care involves things such as trust and decreasing conservation in the field that can increase or help to move quickly in the healthcare technologies (advanced big-data), and strategies in collaborative health innovations.

In summary, Cordery and Howell (2018) have reasoned that non-profit organizations were more likely to operate in trust goods such as health. Cordery and Howell (2018) agreed that governments prefer to fund non-profit organizations. For that reason, non-profit providers would deliver higher quality service to unprofitable patients and respond to community needs.

References

Bansal, R. N., & Malhotra, M. (2018). Catalyzing Public Healthcare Efficacy: Striking the Right Cords of Leadership. Journal of Clinical and Diagnostic Research, 12(10), 16. https://doi-org.lopes.idm.oclc.org/10.7860/JCDR/2018/31233.12090

Cordery, C., & Howell, B. (2017). Ownership, Control, Agency and Residual Claims in Healthcare: Insights on Cooperatives and Non-Profit Organizations. Annals of Public & Cooperative Economics, 88(3), 403424. https://doi-org.lopes.idm.oclc.org/10.1111/apce.12156

Harris, J., & Mayo, P. (2018). Taking a case study approach to assessing alternative leadership models in health care. British Journal of Nursing, 27(11), 608613. https://doi-org.lopes.idm.oclc.org/10.12968/bjon.2018.27.11.608

Mosadeghrad A. M. (2014). Factors influencing healthcare service quality. International Journal of Health Policy and Management, 3(2), 7789. https://doi.org/10.15171/ijhpm.2014.65

Witjas-Paalberends, E. R., van Laarhoven, L. P. M., van de Burgwal, L. H. M., Feilzer, J., de Swart, J., Claassen, E., & Jansen, W. T. M. (2018). Challenges and best practices for big data-driven healthcare innovations conducted by profit-non-profit partnerships – a quantitative prioritization. International Journal of Healthcare Management, 11(3), 171181. https://doi-org.lopes.idm.oclc.org/10.1080/20479700.2017.1371367

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