Without new ways to think and manage itself strategically,
academic healthcare faces terminal deterioration. Heightened
competition and changing dynamics have brought turbulence to
teaching hospitals, and the main impact has been financial.
Langabeer and Napiewocki give health care executives the tools and
concepts of strategic management they need and ways to strengthen
analytic skills, all based on up-to-date empirical research, cast
in language they can grasp and relate to, and specially tailored to
help teaching hospital administrators cope successfully with
today's marketplace challenges. Board members, trustees, and others
with decision- and policy-making responsibilities will also find
the book essential, as well as their teaching colleagues and
students on their way up in the hospital industry.
The authors maintain that if nonprofit teaching hospitals are to
compete successfully with private for-profit hospital chains, not
only must they learn the terrain of the playing fields, they must
also learn how the game itself is played. Langabeer and Napiewocki
offer that knowledge, and in doing so have written the first book
of its kind to address comprehensively the entire realm of
strategic management aimed clearly at teaching hospitals and major
academic medical centers. With findings from primary empirical
research into a large sample of teaching hospitals and focusing on
the statistical relationships to economic performance, they provide
crucial insights into why certain hospitals are more effective than
others. Their book will also help healthcare executives relate
strategy research on industrial organizations to their own teaching
hospital environments. In doing so, their book fills a void in the
literature on business strategy that for too long has caused
consternation among healthcare administrators and aspirants
alike.
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