Driving performance International studies on performance management of hospital services and health care systems in times of the COVID-19 pandemic and lessons learnt for its aftermath

This thesis explored the field of healthcare performance management and provided insights into key drivers contributing to better performance. Performance management supports reaching individual, organisational, or system goals through setting objectives, developing strategies, organising work, monitoring progress, providing feedback, taking corrective actions, and evaluating outcomes. It is inextricably linked to data and involves managerial and collaborative efforts of healthcare workers in the context of healthcare systems and services. Measurement and management policies and practices across diverse healthcare settings were researched on both hospital and healthcare system levels. With an international scope, most of this work was done during the COVID-19 pandemic, which influenced research focus and methods. The crucial role of data, people and collaboration in organisational and system-level decision-making has been identified and highlighted. Contrasting approaches in utilising performance data were revealed between hospital managers in different geographies. Additionally, the research uncovered innovative, collaborative tools and practices emerging during the pandemic alongside persistent challenges such as data silos and governance issues. This work provides insights into healthcare performance management, guiding future research and policy development toward patient-centric, resilient healthcare. Policy implications stress the importance of investing in managerial training, aligning metrics with desired outcomes, and fostering collaboration for resilient healthcare systems.