Management in Healthcare: A Peer-Reviewed Journal

2016 - 2025

From Henry Stewart Publications
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Volume 10, issue 2, 2025

Editorial pp. 108-109

Simon Beckett

How digital transformation can improve hospital operations and patient flow pp. 110-125

Lisa Padgett, Ash Goel and Kimberly Hatchel

Leveraging generative artificial intelligence to optimise a core international business process pp. 126-137

Janine R. Kamath, Nathaniel R. Witte, Josie Dappah Colon and Christine Mitchell

Future-proofing health care: The role of clinical informatics pp. 138-150

Margaret Lozovatsky, Stacy Lloyd and Laura Fritsche

Ambient intelligence in the operating room: A case study pp. 151-158

Evan D. Collins and Arielle H. Rogg

Mitigating healthcare workplace violence pp. 159-170

Christopher Lewis

‘Game Changers’ at Nicklaus Children’s Health System pp. 171-178

Dawn Javersack and Shannon Odell

Site-neutral payment reforms: Implications for cost, competition and rural health care pp. 179-191

James Dockins and Dave Lingerfelt

Practising what we preach: The implementation of a health and wellness intervention for healthcare employees pp. 192-200

Kimberly Mccarthy, Trang Dinh-Noonan, Caitlynn Jesse, Paige Sinclair and Samantha Spierling Bagsic

Volume 10, issue 1, 2025

Editorial pp. 4-5

Simon Beckett

Effective board governance is the key to supercharging quality and safety across the health system pp. 6-19

Tom Bates, Amy A. Ross, Gerald B. Hickson and Ling Zheng

Culture as competitive advantage at the University of California Irvine Health: A case study pp. 20-29

Chad T. Lefteris and Laura Hunt Newman

Bringing joy and meaning back to the workplace through patient safety strategies and connected healthcare operations pp. 30-43

Timothy B. Mcdonald and Jared Capouya

Revenue optimisation and supply enhancement: A case study of clinical operations improvement in a community-based integrated health system pp. 44-56

Gokhan Anil

Realising value-based healthcare delivery through post-acute home-based care partnership pp. 57-67

Nick Gordon and Lisa Musgrave

American Heart Association learning collaboratives: Bridging the evidence-to-practice gaps pp. 68-82

Kathleen O’Neill, Kathleen Thomas, Michelle Congdon and Michele M. Bolles

Enhancing healthcare management and performance through value-driven leadership pp. 83-89

Suyog A. Mokashi

Beyond the regulatory checkbox: The imperative pivot to strategic compliance in payer policies pp. 90-101

Tony Schueth

Volume 9, issue 4, 2025

Editorial pp. 304-305

Simon Beckett

Care transitions redesign as an innovation incubator at a regional academic medical centre pp. 306-319

Ohm M. Deshpande, Maribeth Cabie, Anita Arora and Polly Vanderwoude

A continuous pursuit of excellence: Leveraging innovative technology, operations and financial insights to overcome healthcare challenges pp. 320-327

Anna E. Schoenbaum and Jeffrey Tokazewski

Implementing a leadership system to drive change in a community-based healthcare organisation pp. 328-337

John B. Chessare, Carolyn L. Candiello and Lisa Groff-Reuschling

Disseminating the TogetherTeam Virtual Connected Care (VCC) innovation system-wide: From ideation to implementation pp. 338-344

Murielle Beene and Gay Landstrom

Advancing healthcare delivery: Embedding dyadic leadership throughout an academic medical centre pp. 345-354

Pradipta Komanduri and Jean S. Kutner

Organisational health as the unifying framework: Integrating VHA’s transformational efforts pp. 355-361

L. Michaelle Guerrero, Maureen L. Marks and Amjed S. Baghdadi

Examining the relationship between patient care quality, patient care safety and financial status of greater Chicago’s acute care hospitals pp. 362-377

Theresa A. Doby, Cheryl L. Anderson and Ron Hudak

Optimising marketing of telehealth services: Marketing to the right audience with the right message pp. 378-397

Jennifer L. Dapko, Elizabeth A. Krause and Silviana Falcon

Volume 9, issue 3, 2025

Editorial pp. 200-201

Simon Beckett

TAILORED appreciation: A novel, actionable and low-cost method to reduce clinician burnout pp. 202-213

Jennifer Bickel, Neil A. Busis and Christina N. Barnett

The population health journey: A change framework and lessons learned in a large clinically integrated network pp. 214-236

Nancy Beran, Ramsey Abdallah and Lora Giacomoni

Essential components for implementing care coordination and discharge procedures pp. 237-246

Ashley Daly, Sherry McCool, Bethany Bolt and Jodie Winfrey

Scaling virtual cardiac rehabilitation at Kaiser Permanente pp. 247-258

Columbus Batiste, Lisa Arellanes, Reema Shah and Allison Noel

Career advancement at the University of Texas MD Anderson Cancer Center: Approach, model and impact of continual transformation pp. 259-270

Courtney L. Holladay, Ernest Hawk, Stacie Scruggs, Timothy H. Jones, Deralyn Miller, Allyson H. Kinzel and Elizabeth L. Travis

Radical transparency: A case study in the application of high reliability organisation principles at a complex Veterans Administration Medical Centre pp. 271-281

James Doelling, Adam Butusov, Zerek D. Mayes, Angela Morris, Michael Richardson and Joyce Overman Dube

Leading with upper brain: The mindset transformations of highly effective leaders pp. 282-289

Marzena Buzanowska and Michael Frisina

Redefining the business value of healthcare infrastructure investment: Introducing plant operating cost correlation coefficients and infrastructure renewal metrics to demonstrate an ROI in reducing deferred maintenance pp. 290-299

Clayton Smith and Mark Mochel

Volume 9, issue 2, 2024

Editorial pp. 104-105

Simon Beckett

Optimising healthcare transactions: Tactics for success in a complex deal environment pp. 106-118

Feby Abraham, Ross Clements and Chris Shea

Empowering physician leaders: UPMC’s breakthrough leadership development programme pp. 119-133

Martina Bison-Huckaby, Ashley Southworth, Alexandra Kortz, Christine Hughes and Heather Reading

Leveraging RTLS to assess clinical space utilisation pp. 134-149

Laura Younan, Adam Resnick and Chris Schieffer

Using simulations to prepare healthcare leaders for an environmentally sustainable future pp. 150-158

Andrew N. Garman, Carmen Menéndez Calzada, Aoife Kirk, Tim Rogmans and Sonia Roschnik

Development of nurses’ critical thinking skills: Implications for clinical practice pp. 159-172

Janet Sternberg

Strategies for a successful collaboration between a rural hospital and an academic medical centre pp. 173-181

Erik Thorsen and James Heilman

Leading with kindness: A systems approach to subjective well-being and healthspan pp. 182-194

Stephen J. Swensen

Volume 9, issue 1, 2024

Editorial pp. 4-5

Simon Beckett

The hospital leadership model of the future: How an organisation is using the triad/dyad model to drive performance excellence and culture transformation pp. 6-20

Dennis Delisle, Naeem Ali, Deana Sievert and J. J. Kuczynski

Charting a new course for nurse education: Adapting to the evolving demands of healthcare pp. 21-32

Kitty Kautzer

A high-performance framework to integrate primary care and behavioural health pp. 33-45

Roshini Moodley Naidoo, Kailey Love, George Runger, Cameron Adams, Michael Franczak and William Riley

How to build and operationalise a hospital command centre pp. 46-56

Danielle Crawley, Nicole Engler, Jessica Stellmaker, Tamara Buechler, Mary Bany, Benjamin Dangerfield and James Newman

Exploring innovative revenue-enhancing and cost-saving initiatives for medical practices pp. 57-78

Michael O’Connell

Virtually integrated nursing care: A case study in diffusion of innovations pp. 79-88

Kathleen Huun and Rachel Spalding

CDI 2.0: Optimising CMI and risk-adjustment value through data analytics and provider education pp. 89-97

Kalee Vincent and Terrance Govender