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