Management in Healthcare: A Peer-Reviewed Journal

2016 - 2025

From Henry Stewart Publications
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Volume 3, issue 4, 2019

Editorial pp. 300-301

Simon Beckett

Becoming a learning health system: Designing and implementing a patient-centred clinical intervention pp. 302-316

Joel E. Segel, Selena E. Ortiz, Bethany W. Shaw, Mark B. Stephens and Dennis P. Scanlon

Increasing hospital patient throughput: A gamification case study pp. 317-328

Andrew R. Gillam, Sally W. Gillam and Peggy H. Mcdaniel

Operational readiness playbook: A go-to approach to control chaos pp. 329-338

Suzanne Nelson, Jason E. Barclay, Richard J. Gray, Jan C. Jasperson and Karen J. Reinschmidt

Transforming hospital capacity management: Experience from two academic medical centres pp. 339-348

Erin Kane, Kimiyoshi Kobayashi, Peter F. Dunn and James J. Scheulen

‘We can’t afford not to do it’: One health system’s early journey into addressing social determinants of health pp. 349-361

Dennis P. Scanlon, Laura J. Wolf, Bethany W. Shaw, Jocelyn M. Vanderbrink and Diane C. Farley

Putting claims data to work: Using analytics in an evolving healthcare ecosystem pp. 362-375

Robin Gelburd

Improving health systems profitability through senior living partnerships: A strategic approach pp. 376-387

Ray Johnson and Jason Barrett

Why you should fire your board (maybe): How boards underperform and what executives can do pp. 388-394

Keith Wysocki and Kori Stanosheck

Volume 3, issue 3, 2018

Editorial: Call for papers pp. 204-205

Simon Beckett

Using a real-time location system to improve clinical efficiency in an academic ambulatory practice pp. 206-215

Rodney Haas, Genevieve Melton-Meaux, Jeffrey Blade, Lynne Fiscus and Michael Pukszta

Enterprising digital transformation across the healthcare ecosystem pp. 216-223

Melissa Hendricks and David Chou

Leadership and developing a patient experience programme pp. 224-228

Melissa Green

Telemedicine: The cure for rural outmigration? pp. 229-243

Brian Bossard and Carol Friesen

Hospitals narrowing post-acute networks in greater numbers and partnering with post-acute providers to improve outcomes, lower readmissions pp. 244-249

Josh Luke

Improving medical device safety and performance: From passive reporting to active surveillance and beyond pp. 250-261

Louise Underdahl and Francine Nelson

Direct-to-consumer advertising (DTCA) of pharmaceutical and health-care services: From hemp oil to hair transplants pp. 262-267

Peter Kalina

Performance appraisal and workplace culture: A qualitative study investigating differences in job roles and outcomes pp. 268-278

Elizabeth Goad Oliver, Karen S. Cravens and Jeanine S. Stewart

Recommended guidelines for the implementation of evidence-based design in healthcare construction pp. 279-289

Scott Christensen

Volume 3, issue 2, 2018

Editorial pp. 100-101

Simon Beckett

Funding the unfunded: Engaging healthcare organisations, governmental agencies and legislative processes pp. 102-112

Lesley French, Paula Turicchi and Katherine Yoder

Success in the new value-based healthcare world: Integration of important clinical and financial models pp. 113-131

Mike Schweitzer, Richard Doane, Glen Champlin and Joseph F. Damore

Practical applications of performance improvement techniques to streamline health-care delivery pp. 132-143

Sapan Desai and John Cosentino

Using severity-adjusted control charts to eliminate clinical variation, drive lower costs and improve care pp. 144-152

Jennie Dulac

Focus on compliance: Using data to enhance the physical environment of care pp. 153-165

Jonathan Flannery

Leadership’s role in accountable care success pp. 166-173

Morey Menacker

Delivering on the promise of your brand pp. 174-186

Jake Poore

Map-enabled experiential review: A novel approach to engaging healthcare staff in quality improvement pp. 187-198

Donna R. Cohen, Philip J. Cohen and Vitas Anderson

Volume 3, issue 1, 2018

Editorial pp. 4-5

Simon Beckett

Lead. Change. Invest. Repeat pp. 6-13

Lynn M. Torossian

Aligning single billing office technology with exemplary patient billing outcomes at Stanford Health Care pp. 14-23

Gil Radtke and Michael Honeyman

Implementation of the Best Practice Clinical Learning Environment Framework: A case study for improving learning in the clinical setting using a novel quality improvement approach pp. 24-40

Donna R. Cohen, Philip J. Cohen, Vitas Anderson, Mahyar Goodarz, Kade Dillon and Kate E Weidemann

The shifting landscape of the Medicare administrative appeals process: New opportunities for healthcare providers and suppliers pp. 41-52

Andrew B. Wachler and Erin Diesel Roumayah

A proposed data-driven health-care monitoring system using near field communication pp. 53-62

Joseph T. Catanio and Nathan Neil

Transitioning physician leaders pp. 63-67

Lily J. Henson

Managerial dichotomies in the NHS: Considering the dangers, reducing the risks pp. 68-76

Polly Pascoe

Patient bias and discrimination towards providers pp. 77-81

Peter Kalina

Strategies for managing workforce generations that work pp. 82-91

Steven Bahnemann, Joan Bryant-Mandler, Aric Knutson and Julie Yost

Volume 2, issue 4, 2018

Editorial pp. 288-289

Simon Beckett

Emerging virtual care methods to improve access to behavioural health services within the ambulatory care setting pp. 290-300

Martha Whitecotton, Manuel Castro, Kate Rising and Erica Todd

Wellness Care Plans: An innovative approach for high-needs healthcare users pp. 301-309

April Kyle, Melissa K. Merrick and Steve Tierne

RHÖN-KLINIKUM’s campus-concept approach to dealing with an age-dominated healthcare system without economising pp. 310-321

Bernd Griewing, Lisa Mueller, Dominik Walter, Harald Auner, Sebastian Griewing and Johannes Marte

The Organisational Performance Tracker: A framework for system-wide improvement pp. 322-335

Paula Jacobs and Michael Ugwueke

Physician compensation in a confusing and disordered reimbursement environment (volume to value) pp. 336-345

Justin Chamblee

Impacting population health through innovative marketing pp. 346-357

Erinne Kovi Dyer, Kate Fox Nagel and Andy Kaplan

MACRA: Charting your course using CMS data pp. 358-372

Melinda Hancock and Doral Davis-Jacobsen

Hardwiring hospital-wide flow to drive sustainable competitive performance pp. 373-387

Thom Mayer and Kirk Jensen

Volume 2, issue 3, 2018

Editorial pp. 196-197

Laura Alves

Turning artificial intelligence into impact: An action plan for providers pp. 198-206

John W. Showalter and Trey La Charité

Utilising advanced event metrics to create more efficient and effective philanthropic events at Mayo Clinic pp. 207-217

John Downer

Co-management agreements: An approach to physician–hospital alignment and integration pp. 218-229

John Harding, Robert E. Kelly Jr., John Becker and Richard Priore

Communicating outside the inbox pp. 230-235

Stephanie Price

Evolution of ‘radical convenience’ delivered in an integrated healthcare model pp. 236-244

Paul Szilagyi and Ara Telbelian

Integrating Twitter into your physician communication strategy pp. 245-253

Dan Dunlop

Strategies for reversing and eliminating physician burnout pp. 254-263

Michael E. Frisina

Efficient care delivery of effective hepatitis C virus treatments in Medicaid beneficiaries without cirrhosis pp. 264-277

S. Mantravadi

Volume 2, issue 2, 2017

Editorial pp. 105-106

Stephen Dickens

Shared Leadership for Nursing pp. 107-114

Todd Neubert, Judy Williamson and Heather Brace

Creating and leading a quality improvement culture at scale pp. 115-124

Elaine Mead, Cameron Stark and Maimie Thompson

‘This is our day’: How Tufts Medical Center does the Boston Marathon pp. 125-135

Ashley E. Robshaw, Laura J. Carideo, Matthew B. Mostofi, Brien A. Barnewolt and Robert A. Osgood

Why repeal and replacement of the Affordable Care Act would have minimal impact, if it occurs at all pp. 136-143

Bob Stearnes

Building a grateful patient donor pipeline through strategic events pp. 144-152

Alessandra Garber and Robin Merle

Patient access metrics in the ambulatory enterprise pp. 153-164

Elizabeth Woodcock, Sarah Kier and Vivian Zhao

Addressing burnout by enhancing resilience in a professional workforce: A qualitative study pp. 165-178

Janine Kamath, Michele R. Hoover, Tait Shanafelt, Amit Sood, Patrick B. Mckee and Sarah R. Dhanorker

A roadmap for using SharePoint to enhance organisation and management functions: Case study of a healthcare organisation pp. 179-188

Hanan Al Thagafi and Tahani Daghistani

Volume 2, issue 1, 2017

Editorial pp. 4-5

Simon Beckett

Curating health system integration through value-driven change: Adaptive leadership in a complex environment pp. 6-18

Richard Choong, Learne Durrington and Chris Kane

Case studies in rehabilitating dysfunctional but highly influential hospital employees: Diagnostics and tools for leaders pp. 19-28

Cindi Baldi and Geoffrey Tumlin

Effective rostering and staffing levels pp. 29-36

Maria Nicholson and Jill Jarvis

Now is the time for ambulatory centralised scheduling: How to assess your organisation's readiness pp. 37-42

Kathy Hughes and Kevin Ormand

Health Care Systems' relationships with the public are an essential factor if they are to survive financial pressures on the NHS in England pp. 43-52

Alex Baylis and Marcus Powell

Delivering continued improvements and positive outcomes for patients pp. 53-66

Chike Okocha

Scoping review of inter-professional teamwork theories in health care: Implications for policy, practice and research pp. 67-85

Grace Liu and Peter Tsasis

Leading transformational culture change through conversations pp. 86-96

Stefan P. Cantore