In this Element, we examine how organizational researchers have published articles contributing to organization theory in high quality organizational journals, and we examine how healthcare researchers have drawn on organization theory in healthcare management journals. We have two main aims in writing this Element. The first is to motivate scholars working in the field of general organizational and management studies to increasingly use healthcare settings as an empirical context for their work in theory development. Our second aim is to encourage healthcare researchers to increase their use of organizational theory to advance knowledge about the provision of healthcare services. Our investigations revealed a growing number of organizational studies situated in healthcare. We also found a disappointing level of connection between research published in organization journals and research published in healthcare journals. We provide explanations for this division, and encourage more crossdisciplinary work in the future.

In 1983, the first patient classification system to be used on a national basis, the Diagnosis Relate Groups (DRGs), was adopted as part of the Prospective Payment System in the United States. This system caught the attention of health policy makers in other countries, and a number of them began to implement similar approaches. What motivated them to adopt these systems? What similarities and differences were there among their experiences in implementing these systems? What can we learn about introducing change into national health systems by comparing their experiences? The Globalization of Managerial Innovation in Health Care answers these and other questions by examining patient classification systems in fifteen different countries throughout the world. The result is a remarkable collection of case studies of how change can be introduced effectively into national health systems as well as a careful synthesis of what can be learned from them.

In 1983, the first patient classification system to be used on a national basis, the Diagnosis Relate Groups (DRGs), was adopted as part of the Prospective Payment System in the United States. This system caught the attention of health policy makers in other countries, and a number of them began to implement similar approaches. What motivated them to adopt these systems? What similarities and differences were there among their experiences in implementing these systems? What can we learn about introducing change into national health systems by comparing their experiences? The Globalization of Managerial Innovation in Health Care answers these and other questions by examining patient classification systems in fifteen different countries throughout the world. The result is a remarkable collection of case studies of how change can be introduced effectively into national health systems as well as a careful synthesis of what can be learned from them.