Responding to The Grand Challenges In Healthcare Via Organizational Innovation
Needed Advances in Management Research
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- Description
- Contents
- About
This book contains two Open Access chapters.
The 21st volume of Advances in Health Care Management presents informed commentaries solicited from leaders across the field of health care management. Each chapter tackles a specific health care challenge, describing the state of the research on the challenge, identifying appropriate organizational innovations to respond to the challenge, and setting out a future research agenda. Expert authors consider what is known, what is not known, and what is needed to fill the gaps and advance knowledge. Responding to The Grand Challenges in Healthcare Via Organizational Innovation explores in detail varied scenarios and suggestions for dealing with unexpected crises, improving diversity, equity and inclusion in health care, building strategic alliances for inter-sector collaboration, as well as analyzing organizational governance and physician financial risk models.
Chapter 1. Dealing with Unexpected Crises: Organizational Resilience and its Discontents; Elizabeth H. Bradley and Carlos Alamo-Pastrana OPEN ACCESS
- Chapter 2. Transformational Performance Improvement: Why Is Progress So Slow?; Dorothy Y. Hung; Justin Lee, and Thomas G. Rundall
- Chapter 3. Improve-mentation for faster testing and spread of health service delivery innovations; John Øvretveit
- Chapter 4. Management Opportunities and Challenges after Achieving Widespread Health System Digitization; Dori A. Cross, Julia Adler-Milstein, and A Jay Holmgren
- Chapter 5. Cross-Sector Strategic Alliances between Healthcare Organizations and Community-Based Organizations: Marrying Theory and Practice; Genevra F. Murray and Valerie A. Lewis
- Chapter 6. Charting A Course: A Research Agenda for Studying the Governance of Health Care Networks; Larry R. Hearld and Daan Westra
- Chapter 7. Alternative Payments and Physician Organizations; Bruce E. Landon
- Chapter 8. Addressing Equity and Social Needs: The New Frontier of Patient Engagement Research; Cynthia J. Sieck, Shannon Nicks, Jessica Salem, Tess DeVos, Emily Thatcher, and Jennifer L. Hefner
- Chapter 9. Learning Through Diversity: Creating A Virtuous Cycle of Health Equity in Health Care Organizations; Jessica H. Williams, Geoffrey A. Silvera, and Christy Harris Lemak OPEN ACCESS
Stephen M. Shortell is Professor Emeritus of Health Policy and Management and Dean Emeritus at Berkeley School of Public Health, University of California, USA. Stephen’s expertise is in policies and practices to reform health care delivery and improve the value of care provided to patients.
Lawton Robert Burns is Chair of the Health Care Management Department, the James Joo-Jin Kim Professor and Professor of Health Care Management at the Wharton School, University of Pennsylvania, USA. Lawton has worked to analyze physician-hospital integration over the past 25 years, and teaches courses on healthcare strategy change and implementation, managed care, and integrated delivery networks.
Jennifer L. Hefner is an Associate Professor in the Division of Health Management and Policy, The Ohio State University, USA. Her research focuses on applying management and organizational theories to the study of health care transformation.