Forthcoming content

A selection of the peer-reviewed articles and real world case studies scheduled for Volume 5 includes:

  • Banner Health supply chain’s strategic pivot in response to COVID-19
    Darcy Aafedt, Supply Chain IS Program Director, Banner Health
  • Rapid healthcare innovation during the COVID-19 pandemic
    Steven D. Crowley, Senior Health Systems Engineer, Management Engineering & Consulting, Mayo Clinic, et al.
  • Hospital/healthcare financial recovery under COVID-19: Financial metrics that improve understanding and action
    Steven Berger, Principal, Lumina Health Partners
  • Maintaining performance both in and out of traumatic events
    Michael E. Frisina, Founder and President, The Frisina Group
  • Redefining value in post COVID-19 healthcare
    Harold Tan, Director, Population Health Finance, National Healthcare Group, Singapore
  • Smoothing variability in patient flow to improve the value of care delivery during the COVID-19 pandemic
    Ellis 'Mac' Knight
  • Battling the COVID-19 pandemic: Intermountain’s new paradigm of emergency planning
    Brent Wigington, Director of Continuous Improvement, Intermountain Healthcare
  • Lessons learned from COVID-19: Best practices for building a more resilient healthcare supply chain
    Jackie Nguyen McGuinn, Executive Director, Global Marketing Strategy, GHX
  • Leading across complex healthcare systems: Learning from an action inquiry project
    Stefan Cantore, Senior University Teacher in Organisation Development and Management Learning, University of Sheffield
  • The '3Ps' for successful claims and reimbursement: Provider, payer, patient
    Sheila Augustine, Director of Patient Financial Services, Nebraska Medicine
  • Establishing a hybrid healthcare access model for a Mayo Clinic regional community practice
    Mark Fleischer, Principal Health Systems Engineer, Mayo Clinic, et al.
  • Worksheet S-10 is here to stay: Programme update and a look at MAC S-10 audits
    Michael Newell, Partner, and Kyle Pennington, Business Development Executive, Moss Adams
  • The supervisor’s effect on clinical workers’ job satisfaction and turnover intentions
    Michon R. Revader, Instructor, Cardiopulmonary Science Program, Louisiana State University Health Sciences Center
  • Collapsing organisational silos in health system operations
    Rhonda Stewart, Transformation Sensei, Virginia Mason Institute
  • How non-value added work affects the productivity of healthcare professionals
    Rene T. Domingo, Associate Professor, Asian Institute of Management
  • Healthcare quality: An empirical analysis in urgent care
    Drew Rosen, Professor of Operations Management and Rebecca A. Scott, Assistant Professor, Cameron School of Business, University of North Carolina Wilmington
  • First things first: Analysing predecessor programmes to glean insights about Medicare’s primary care first programme
    Jonathan Staloff, Value & Systems Science Lab, Leah M. Marcotte, MD, Associate Medical Director for Population Health and Joshua M. Liao, Medical Director of Payment Strategy, UW Medicine
  • Chipping away at the granite mountain: Challenges in transitional leadership for system change
    Curtis Turner, Professor of General Pediatrics and Pediatric Hematology and Oncology, University of South Alabama
  • Blending diverse expertise to optimize and sustain project outcomes
    Janine R. Kamath. Chair, Management Engineering & Consulting, Mayo Clinic, et al.
  • Strategic leadership: a study of strategic health leadership (SHELDR) practices among former U.S. military surgeon generals
    Douglas E. Anderson, Col (Ret), USAF, et al.
  • Bridging digital public health and healthcare
    Jose R. Masip
  • A longitudinal study of the school-to-work transition of early careerist healthcare managers
    Mark Bonica, Department of Health Management and Policy and Cindy L. Hartman, Department of Recreation Management and Policy, University of New Hampshire