Impact of Hospital Management Strategies on the Quality of Clinical Care: A Systematic Review | ||
| Journal of Medical and Life Science | ||
| Volume 7, Issue 3, September 2025, Pages 414-423 PDF (1005.76 K) | ||
| Document Type: Original Article | ||
| DOI: 10.21608/jmals.2025.444378 | ||
| Authors | ||
| Abdulrahman Nasser Alammar* 1; Abdulelah Qalet Al Mutairi2; Naif Abdulaziz Al Harbi3; FAWAZ AYESH J ALOTAIBI4; Rawan Ahmed Dabloul4; Meshal Ibrahim Alabaidi5; Fahad Sulaiman Almousa6; Meshari Zayed Almutairi7; Ahmad Saud Alkhashman8 | ||
| 1Master Quality and Patient Safety Improvement, Northern Area Armed Forces Hospital, SA | ||
| 2Health Services Administration, Northern Area Armed Forces Hospital, SA | ||
| 3Quality and Patient Safety Department, Northern Area Armed Forces Hospital, SA | ||
| 4Prince Sultan Military Medical City, SA | ||
| 5Pharmacy Technician, Prince Sultan Medical City, Riyadh, SA | ||
| 6Internal medicine, King Fahad Medical City, SA | ||
| 7Family medicine, King Fahad Medical City, SA | ||
| 8Family medicine, Prince Sultan Military Medical City, SA | ||
| Abstract | ||
| Background: Hospital management strategies play a crucial role in shaping clinical care quality, influencing patient outcomes, operational efficiency, and adherence to evidence-based practices. Despite growing recognition of their importance, the effectiveness of these strategies varies across different healthcare settings, necessitating a systematic review of recent evidence. Aim: This study synthesizes empirical research on the impact of hospital management strategies—such as Lean Management, Six Sigma, Total Quality Management (TQM), and patient-centered care—on clinical quality indicators, including patient safety, treatment outcomes, and staff satisfaction. Methods: A systematic review of peer-reviewed studies (2000–2025) from databases like PubMed, EMBASE, and Web of Science was conducted. Quantitative studies employing cross-sectional, intervention-based, and observational designs were analyzed using tools like ROBINS-I to assess bias. Key outcomes included structural quality, clinical adherence, health outcomes, and patient satisfaction. Results: Findings indicate that 49.5% of management-care quality associations were positive, with structural quality showing the strongest improvements (79%). Clinical quality and health outcomes followed (60% and 57%, respectively), while patient satisfaction remained largely unaffected (80% null associations). Leadership engagement, health IT integration, and organizational culture were critical moderators. Conclusion: Hospital management strategies significantly enhance structural and clinical quality but require contextual adaptation. Future research should employ causal designs (e.g., RCTs) and qualitative methods to explore implementation barriers. | ||
| Keywords | ||
| Hospital management; clinical quality; Lean Management; Six Sigma; patient safety; systematic review | ||
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