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Increasingly, there is a need for managers operating in the complex
and dynamic health care environment to better understand the
competitive nature of the health care industry and the
opportunities that potentially exist within it. In response, this
sixth volume of "Advances in Health Care Management" is dedicated
to strategic thinking and entrepreneurial action in the health care
industry.
As implied in the title, this volume of eleven independent chapters
is arranged in four sections. The first section is composed of
three chapters, focusing on the health care industry itself. The
first of these serves as an introduction for this volume, with the
other two chapters taking an historical and futuristic perspective
of the health care industry, respectively. These two chapters serve
as solid contextual reference points for which we can position the
remaining manuscripts. The second section contains two chapters
that more explicitly examine strategic issues within a specified
health care context. The first of these examines strategy and
structure fit in a large sample of physician organizations, while
the latter studies a single, large medical center to demonstrate
the impact culture and human capital have on strategic outcomes.
Four chapters make up the third section, which focuses on
innovation and entrepreneurship. The first two chapters in this
section focus on the processes of entrepreneurship in the health
care environment, with both the similarities and dissimilarities
between the health care industry and other contexts being
discussed. The latter two chapters of the third section, on the
other hand, principally demonstrate the activities and implications
associated withentrepreneurship, or the lack thereof. Finally, the
fourth section contains two chapters that integrate both strategic
and entrepreneurial perspectives. One of these chapters creates a
typology of new biotechnology ventures; the focus in this chapter
is on how such firms exploit opportunities. The final chapter,
then, examines strategic corporate entrepreneurship by
comprehensively studying one major organization??'s entry into the
health care services marketplace.
Collectively, these multi-faceted chapters help to recognize and
address the often elusive phenomenon of successful strategic choice
over environmental determinism, which is aided by quality strategic
thinking and decisive entrepreneurial actions. In summary, these
chapters help to emphasize the importance of these issues to the
health care industry and the managers operating within it.
*Examines the health care and hospital industries and their
relation to entrepreneurial action and strategy
*Provides 11 valuable chapters for scholars and researchers in
sociology and healthcare
This volume on patient safety revolves around a central question:
How can the increased emphasis on patient safety among healthcare
managers be translated into better policy and reduced clinical
risk? The twelve contributions in this volume are divided between
four sections: theoretical perspectives on managing patient safety;
top management perspectives on patient safety; health information
technology perspectives on patient safety; and organizational
behavior and change perspectives on patient safety. The issue of
patient safety provides a fertile niche for management researchers
to test existing theories and develop new ones. For example, the
goal of reducing medical errors while maximizing patient health
requires not only an awareness of the tenets of evidence-based
medicine, but also the managerial theories of human relations,
organizational culture, organizational development, organizational
learning, organizational structure, quality improvement, and
systems thinking. Indeed, these and other managerial theories are
drawn upon and applied by the various contributors. Taken together,
the thirty-five authors of this volume demonstrate that the future
of patient safety requires healthcare professionals and managers
who can successfully engage in multi-faceted projects that are
socially and technically complex.
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