HCM Highlights

HCM Division Highlights at AOM2022: "Creating A Better World Together"

Hybrid Session;  Mon, Aug 08, 10:00 AM, Pacific 
Session Chairs:  Brian Hilligoss, Cheryl Rathert, and Sara Singer
Plenary Speaker: Gary S. Kaplan


Plenary Talk Title: Reflections on 22 years at the Helm of Virginia Mason

Dr. Gary S. Kaplan is currently Senior Advisor and Senior Vice President for CommonSpirit Health with a special focus on Quality, Safety and Patient Experience.  Dr. Kaplan served as chairman and CEO of the Virginia Mason Health System from 2000-2020 and Co-CEO of Virginia Mason Franciscan Health in 2021.  He has been a practicing internal medicine physician at Virginia Mason Health System since 1978.

Dr. Kaplan received a degree in medicine from the University of Michigan and is board certified in internal medicine. He is a Fellow of the American College of Physicians (FACP), the American College of Medical Practice Executives (FACMPE) and the American College of Physician Executives (FACPE). He is recognized as one of the most influential physician executives in health care and is a frequent national and international speaker on Quality, Safety, Value Creation, Leadership and Governance, and Building Sustainable Cultures.

Dr. Kaplan is chair of the IHI Lucian Leape Institute for Patient Safety, and a past chair and board member of several organizations including the Institute for Healthcare Improvement, the National Patient Safety Foundation, Medical Group Management Association, and the Greater Seattle Metropolitan Chamber of Commerce.  He was a founding member of Health CEOs for Health Reform and has held leadership positions with numerous organizations, including the Washington Healthcare Forum and the National Academy of Medicine (Institute of Medicine).

During Dr. Kaplan's tenure, Virginia Mason has received significant national and international recognition for its efforts to transform health care, most notably as the leader in adapting the Toyota Production System for health care. Under his leadership, Virginia Mason has consistently been named a Top Hospital by Leapfrog and was the Top Hospital of the Decade in 2010. Dr. Kaplan received the Leapfrog Emerald Award this year for outstanding achievement by a health care leader. In addition, Virginia Mason is the only Washington state hospital to earn an A patient safety grade every year since the grading system began. 

HCM (co)Sponsored Professional Development Workshops

PDW [Hybrid], Sat, Aug 6, 8:30 AM Pacific (session 314)
Health Policy: Elevating Health Care Management Research
This PDW workshop focuses on how to elevate health care management theory and scholarship into the realm of health policy:
  • A panel of researchers and policy experts will discuss examples of where and how management scholarship has influenced health policy, and specific strategies for identifying influential policymakers and disseminating research.
  • Attendees will engage in small group discussions moderated by PDW organizers and panelists to identify individual and community strategies for elevating health care management research into health policy.
The attendees will about tangible tools to disseminate their research to policymakers, and learn practical lobbying efforts that the health care management community can adopt to bring our theory and scholarship to the forefront of health policy debate and implementation.

PDW [Hybrid], Sat, Aug 6, 10:15 AM Pacific (session 384)
Succeeding Together as a Health Services Researcher in a “B” School

This PDW features a panel discussion about the challenges and opportunities of being a healthcare / health services researcher within a College of Business (“B” School). “B” school healthcare faculty member panelists will discuss being part of a much smaller cohort within an academic unit.
The PDW includes lightning rounds about:
  • understanding the type of B school and its expectations for faculty (e.g., public vs. private; Research one vs. other; accreditation requirements; publishing requirements),
  • gaining peer acceptance in B schools,
  • the credibility of HSR literature, and journals within B schools,
  • collaborating with pure disciplinarians when you are a multi-disciplinary and industry-focused scholar,
  • career crafting, and
  • collaboration across campuses and communities from a B school home base.

PDW [Hybrid], Sat, Aug 6, 10:15 AM Pacific (session 385)
Managing Growth and Learning Across Career Stages: Academia and Beyond

This PDW workshop is designed to create a space for reflection and sharing about the varied career paths and choices HCMD members face across their career and life stages. Specifically, we seek to answer:
  • How and/or when does one decide to go back on the job market after moving to and settling down at one institution?
  • Is it possible to evolve in place, and if so, how?
  • Which factors can lead to changes in one’s emphasis on research, teaching, and/or practice?
  • What’s appealing (or not) about moving into academic leadership roles?
Workshop organizers whose careers represent different pathways (e.g. evolving in one institution; moving into academic leadership, combining research and entrepreneurship, moving institutions and roles) will briefly share their career learning and growth journeys.
Next, participants will apply the concepts of job crafting to their own career journeys in both individual reflection and then small group discussion, examining the potential for growth and learning in their current roles, as well as possible future choice points and changes. Finally, the full group will re-convene to discuss mechanisms for keeping these conversations going amongst division members over the course of our career journeys.
PDW [Hybrid], Sat, Aug 6, 11:00 AM Pacific (session 395)
Artificial Intelligence, Health Care and the Changing Nature of Organizations and Professional Work
Healthcare is considered one of the key sectors in which Artificial Intelligence (AI) systems have the potential to transform organizational realities by supporting professional tasks and enhancing organizational performance. Notwithstanding the extensive knowledge of the technical features of AI systems, less is known about the implementation of such systems in the healthcare settings such as hospitals and communities. This PDW provides participants with the opportunity to reflect on the theme:
  • How do we as management researchers should study AI in healthcare?
  • How can we meaningfully study the effects and the consequences of AI implementation on healthcare organizations and professionals?
By bringing together a selected number of scholars actively researching this topic, the PDW will explore the implications of AI for organizational dynamics and professional work. The PDW is structured in two parts:

Part 1 [open to onsite & online audience]:  a Panel discussion in which the audience will contribute questions either in advance (when registering to the PDW, Part 2) or in real-time during the event.
Part 2 [open to the onsite audience only; pre-registration required]: a round table session that will allow participants to interact with individual panelists and to engage in deeper conversations. To register for attending Part 2, please send an email to aom.aihealthcare@gmail.com indicating: (1) the question for the Panel members; (3) a brief, one-sentence explanation of your research interests as they relate to the PDW topic. Registration deadline: Friday, 15 July 2022.

For further information, please write to the PDW Organizers: Giulia Cappellaro (giulia.cappellaro@unibocconi.it), Angela Aristidou (a.aristidou@ucl.ac.uk).

PDW [Onsite Only], Sat, Aug 6, 12:30 PM Pacific (session 425)
“Hot Topics” in Health Care Management: Research Roundtables
[moderated by senior scholars]
    As the health care industry undergoes dramatic shifts in response to changes in population needs, policy reform, fiscal constraints and technological developments—in addition to the unfolding COVID-19 pandemic—the need for more research on key topics has become apparent. In this PDW, attendees will engage in two rounds of discussions, moderated by senior scholars, on six of the “hot topics” in health care management research and practice:
    1. Compassion, kindness, and well-being at work;
    2. Organizational learning and retention of lessons learned from COVID-19;
    3. Building inclusive and equitable health care and workforce;
    4. Telemedicine, health care technology/digitalization;
    5. Changing health professions in a changing world, and
    6. New models for delivering and integrating care.
    This PDW offers participants the opportunity to engage in rich research discussions, share new ideas, and make meaningful connections with potential collaborators.
    PDW [Onsite Only], Sat, Aug 6, 1:00 PM Pacific (session 436)
    Towards Health Futures: Widening the Divide Through Digital Health Innovation?
      This PDW will engage attendees to debate and get feedback on their research related to the accessibility to digital innovations and their role in producing healthcare that ensures “healthy lives and promote well-being for all at all ages” (SDG 3, UN). The application of digital innovations has increased since the onset of the COVID-19 pandemic. Yet, the pandemic has also revealed tremendous disparities in access to innovations for different groups within and between societies. In order to produce digital innovations for more inclusive healthcare, diverse participants including private sector actors are needed to invest and share data in common infrastructures and engage in joint service delivery.

      The PDW organizers invite scholars to reflect on the entrepreneurial efforts and environments needed for these health futures. R
      esearchers are invited to submit their extended abstracts (2-5 pages) by email to hannes.rothe@icn-artem.com by July 15, 2022. Find more information about this PDW at https://de-hub.org/aom/?lang=en 
      PDW [Hybrid], Sat, Aug 6, 2:15 PM Pacific (session 487)
      We Can’t Hire Our Way Out of This: International Perspectives on the Healthcare Workforce Crisis
        The Covid-19 pandemic has exacerbated many healthcare systems’ workforce challenges such as burnout, moral distress, retirements, layoffs, and turnover due to workload issues, fatigue, and/or personal issues such as caring for family members. These trends are of concern both in the United States and internationally. Healthcare workers are the cornerstone of any high-performing health system, and, by 2030, the field will require 53 to 80 million new workers across the globe.

        The decrease in the number of healthcare workers during the pandemic has resulted in several adverse outcomes including reduced quality of patient care, increased wait times, reduced patient satisfaction scores, and increased patient safety incidents and medical errors. Research into strategic human resource approaches regarding the healthcare workforce crisis is needed to identify the underlying reasons behind these issues and to map appropriate protocols towards potential solutions.

        In this PDW, established scholars will discusses the current state of the healthcare workforce in an international context, and then in breakout sessions [interactive & experiential brainstorming sessions] the attendees will share ideas for developing an actionable research agenda to address the expanding healthcare workforce crisis. 
        PDW [Onsite Only], Sat, Aug 6, 4:00 PM Pacific (session 531)
        HCM Teaching Incubator: Becoming More Effective Instructors
          This PDW will provide a forum to foster a community in which health care management scholars can discuss pertinent issues about teaching, address common questions and challenges that educators confront, and share helpful practices, tips, and ideas to become more effective instructors.

          The PDW will be conducted as a series of discussions, with participants receiving advice and helpful guidance on challenges and issues confronted in a range of educational settings. Each discussion will focus on a specific theme and include assigned "teaching mentors" who can provide expert guidance and feedback on topics relating to a variety of themes.

          Attendees are encouraged (but not required) to complete a form in advance specifying their areas of teaching interests, and teaching-related questionshttps://forms.gle/oUaovxridHvTBow5A. The PDW facilitators will incorporate these questions to create thematic topics for discussion.
          HCM (co)Sponsored SYMPOSIA

          Symposium [Hybrid], Fri, Aug 5, 5:00 PM Pacific (session 231)
          Prescribing a Business Research Agenda to Address Human Health Grand Challenges

          The COVID-19 pandemic has exposed massive flaws in human health systems worldwide. Communities with higher health deficiencies suffered even more drastic effects when COVID-19 interacted with pre-existing diseases—making COVID a more lethal virus. Considering that business can only thrive if their stakeholders enjoy good health and well-being, the critical role of business in improving health spans from occupational health and public health policy and regulations to the health of external stakeholders such as consumers and the surrounding communities. Despite the intrinsic connection between business and human health, business scholars have mainly paid attention to internal stakeholders, such as employees, and public health policy and regulations as they directly affect business, while overlooking the impact of business on external stakeholder health. This symposium intends to open a place for discussion of the role of business in tackling human health challenges and the impact of business on the health of external stakeholders such as consumers and communities. This symposium will also be a springboard to propose a research agenda for business and management scholars interested in health and the advancement in the United Nations’ Sustainable Development Goals (SDGs) for not only SDG 3 on Good Health and Well-being but also related SDGs such as SDG 2 on Zero Hunger and SDG 13 on Climate Action.

          •  "Coproducing Social Impact Through a Community-Empowered Human Resource Model," Andrea Maria Prado; INCAE Business School; Andy Pearson; INCAE Business School; Silvia Dorado; U. of Massachusetts, Boston; Ying Chen; U. of Rhode Island.
          • "Health-Washing in Business," Remy Balarezo; U. de Piura; Ivan Montiel; City U. of New York, Baruch College. 
          • "Evaluating the Impacts of Corporate Health Initiatives," Bryan W. Husted; Tecnologico de Monterrey; Irene Henriques; York U.; Lilia Raquel Rojas-Cruz; EGADE Business School, Tecnológico de Monterrey.
          Symposium [Onsite Only], Mon, Aug 8, 2:00 PM Pacific (session 1423)
          DEI Institutionalization in Health Care Organizations: Here Today, Gone Tomorrow?
            Following the murder of George Floyd and the subsequent summer of racial reckoning of 2020, organizations in all industries have sought to address their efforts towards diversity, equity, and inclusion (DEI), seeking to address DEI through intense focus on equitable hiring practices, fairness in compensation and promotion, and public support of social justice and progress. In health care organizations (HCO), an additional call to action emerged as reports of race-based disparities in healthcare outcomes throughout the global COVID-19 pandemic gained traction in the media. 

            These reports confirmed a decades-long scholarly exploration of health care disparities in the U.S. Health Care System, and the insufficient progress in achieving equitable health outcomes that followed. Given the decades of inaction, or insufficient action, on these important issues preceding the summer of racial reckoning, there is concern regarding the sustainability of DEI initiatives. It remains a question whether DEI initiatives are a sustainable aspect of organizational reality or if addressing these issues is a trend or fad.

            This panel symposium will discuss the exploration of DEI institutionalization in health care organizations.

            Symposium [Onsite Only], Mon, Aug 8, 4:00 PM Pacific (session 1533)
            Relationships and Resilience in the COVID-19 Pandemic

            Society, organizations, and individuals inevitably face crises that threaten their functioning and even survival. As a result, crisis management scholars have sought to explain both the nature and impact of crises and how organizations effectively prepare for, respond to, and overcome various forms and degrees of challenges (Williams, Gruber, Sutcliffe, Shepherd, & Zhao, 2017). In response to grand challenges arising from the Covid-19 pandemic, there have been numerous calls for management research to explore how health care organizations develop resilience not only to respond to adversity but also to use it as an opportunity for future growth. 

            This symposium aims to provide a unique and critical perspective that focuses on relational practices as the approach to addressing grand challenges as well as the relational capability to respond to and recover from adversity. 

            • "Use of Incident Command System to Improve Relational Capacity Among Providers," Lauren Hajjar; Suffolk U.; Julius Yang; Beth Israel Lahey.
            • "Telehealth for Coordinating Between Patients, Families, and Care Providers during COVID-19," Ben Kragen; Brandeis U.
            • "Clinician Resilience During COVID: The Role of Work-Life Balance and Relational Coordination," Heba Naim Ali; Brandeis U.; Jody Hoffer Gittell; Brandeis U.; Sien Deng, Cheryl Stults, and Meghan Martinez; Palo Alto Medical Foundation Research Institute; Suzanne Pertsch, and Lauren Weger; Palo Alto Foundation Medical Group; Ellis Dillon; Palo Alto Medical Foundation.
            • "Relationships and Resilience: How a Major Canadian Tertiary Care Center Responded to the Pandemic," Samer Faraj; McGill U.; Anand Bhardwaj; McGill U. - Desautels Faculty of Management; Kathy Malas; CHUM Research Centre
            Symposium [Hybrid], Tue, Aug 9, 8:00 AM Pacific (session 1672)
            Organizing for Resilience: How to Organize in a World of Adversity and Flux

            The aim of this symposium is to explore the concept of organizational resilience and ask what it means to organize resiliently. Researchers on four separate projects will present emerging empirical findings on how organizations in Africa, Europe, and North America organized in the face of significant adversities during Ebola and COVID-19 pandemics. The presentations included in this symposium promise to further our understanding of organizational resilience by exploring how organizations emergently adjust in the face of unprecedented and long-lasted crises and adversity. The projects also explore how capability endowments, including routines, staff, and other resources are made to work together in novel ways in response to dynamic unfolding situations. The role of temporal dynamics in resilience is also taken up by several projects.

            Kathleen Sutcliffe, a well-known expert on the topic of organizational resilience, will lead a group discussion of the four presentations and share her own thoughts about how future work could advance the theory and practice of organizational resilience.

            • "Towards a Diachronic Perspective on Coordinating in Crises: Enacting Temporal Elasticity," Lisa Harborth; U. of Hamburg. 
            • "Organizational Resilience as a Function of Emergent Coordination: The Integration of Critical Care," McKenzie Lloyd-Smith; Bayes Business School (formerly Cass). 
            • "A Cornerstone of Organizational Resilience: Balancing Formal and Informal Practices During Crisis," Tuna Cem Hayirli; Harvard Business School; Masha Kuznetsova; Paul Biddinger; Harvard Medical School; Elizabeth Bambury; Harvard T.H. Chan School of Public Health; Mariam Krikorian Atkinson; Harvard U.
            • "Modes of Adjustment: There’s More Than One Way to Organize Resiliently," Brian Hilligoss; U. of Arizona; Jeff Larson; U. of Arizona; Alden Lai; New York U.; Elena Maria Wong; U. of Arizona; Matthew John DePuccio; Rush U.
            Symposium [Onsite Only], Tue, Aug 09, 2:00 PM Pacific (session 2053)
            Sustainable Careers in Nursing: Focusing on Health, Happiness and Productivity
            The purpose of this symposium is to illustrate factors that resided on a personal and contextual level that affect the sustainability of a career in the nursing profession. This symposium features four research studies: one quantitative and two qualitative empirical examinations, and one systematic literature review. These papers focus on the individual level, the work-family intersection, the team, and the organizational context as well as the institutional context. Altogether, the four papers aim to address a rich variety of individual and contextual layers for sustainable careers in nursing. In the end, discussants will reflect on the issues examined in their papers and come up with ideas for connecting the insights. 

            • "Proactive Personality, Recovery Experiences, Stress, and Turnover Intention of Registered Nurses," Christine Brown Mahoney; Minnesota State U., Mankato; Marilyn L Fox; Minnesota State U.
            • "The Country and Occupation Contexts Enabling Informal Childcare and Nursing Careers," Wee Chan Au; Newcastle U. Business School; Melika Shirmohammadi; U. of Houston; Mina Beigi; Southampton Business School, U. of Southampton
            • "Organizational Resources for Sustainable Careers in Nursing," Markus Latzke; IMC Krems; Beatrice Van Der Heijden; Radboud U. Nijmegen; Harald Stummer; UMIT Tirol; Stephanie Kainrath; UMIT Tirol
            • "Uniformity Along the Way: Scoping Review on Basic Structures of Nursing Education in OECD Countries," Julia Van Kraaij; Radboud U. Medical Center; Hester Vermeulen; Spaarne Gasthuis Academy; Catharina Van Oostveen; Erasmus U. Rotterdam
            Symposium [Onsite Only], Tue, Aug 09, 2:00 PM Pacific (session 2070)
            Advancing Leadership Development in Healthcare: Where Are We and Where Are We Going?
            Leadership development in healthcare continues to garner attention amongst scholars and practitioners due to the additional complexities that healthcare leaders face. This symposium reviews the current state of leadership development in healthcare and explores some critical questions and exciting new directions.
            • "Healthcare Leadership Development: Where does the industry stand?" Melanie Paige Standish; Illinois Institute of Technology
            • Exploring the differences between physician and administrative leaders," G. Logan Rife; Gina Phelps Thoebes; U. of Akron; Tracy Hopkins Porter; Cleveland State U.
            • What makes an effective dyad pair: A needs analysis for dyad leadership," Christina Noelle Lacerenza; U. of Colorado, Boulder; Stephanie Zajac;
            • Healing our future: Preparing future health professionals to lead" Andrew N. Garman; Rush U.; Rahul Patawari; Rush U. Medical Center
            HCM (co)Sponsored SYMPOSIA

            • "A New Frontier: Patients as Sources of Creative Ideas for Health Care Improvement." [Designated as a “Best Paper” for HCM] Authors: Yuna Lee; Columbia U.; Rachel Grob; U. of Wisconsin, Madison; Ingrid Nembhard; The Wharton School, U. of Pennsylvania; Dale Shaller; Shaller Consulting; Mark Schlesinger; Yale U.
              This research examines the potential of systematically elicited creative ideas to catalyze innovation in ambulatory care. Drawing on the literature on creativity and user-based innovation, we developed and tested a survey approach to elicit patients' creative ideas for health care improvement. Patients' creative ideas addressed care experiences broadly and were significantly associated with closed-ended patient experience scores, which suggests perceived improvement gaps and idea sharing are correlated.
            • "An Expanded 4I Framework to Conceptualize Inter-Organizational Learning in the Global Health Sector." [Designated as a “Best Paper” for HCM] Authors: Breanna K. Wodnik; U. of Toronto; Meena Andiappan; U. of Toronto; Jim Lavery; Emory U.; Erica MC Di Ruggiero; U. of Toronto.
              The literature for learning in the global health sector is sparse and, to our knowledge, a conceptual model for organizational learning in the field has not been identified. This article proposes an expansion of the 4I framework for organizational learning to guide the creation, retention, and transfer of knowledge within and across global health organizations by adding two additional levels to account for inter-organizational learning in the global health sector (pathways across organizations via formal or informal partnerships and communities of practice, and a macro level ‘coordinating body’, e.g., the World Health Organization), and two additional processes by which inter-organizational learning occurs across these two levels. The modified ‘6I’ framework may provide a basis for assessing and implementing organizational learning approaches in global health programming. 
            • "Of Novices and Experts: Settling Expertise Differences Following a Hospital Merger." [HCM Division Best Paper Winner; HCM Division Best Paper Based on a Dissertation Winner; Designated as a “Best Paper” for HCM] Author: Karla Sayegh; U. of Cambridge.
              While much is known about expertise integration across different occupations, researchers have paid less attention to how expertise integration occurs when distinct groups from the same occupation need to work together. This study examines how communities of experts in a single occupation settle their practice differences and converge (or not) on common practices following a hospital merger. We conducted a two-year ethnographic study of how two neonatal intensive care units belonging to Canada's largest hospital network synchronized their care practices in a merger. Contrary to expectation, we find that novices, a group that usually has the lowest power and status in an organization, may play a pivotal role in challenging differences and enhancing an organization’s ability to improve expert practices in the context of a merger. Successfully standardizing practice may entail the enactment of rules that reflect best practices and accepted scientific evidence in the occupation's explicit body of knowledge; however, while scientific knowledge provides a foundation for settling differences, experts often push back against rules because working with them diverges from the established and tacit ways by which experts perform their work (i.e., through intuition and judgement based on experiential knowledge). Thus, managers may need a complex repertoire of interventions to facilitate practice convergence, but in the process, ironically, experts may have to regress to working according to rules, much as novices do in their quest to become an expert.
            • "The Relationship of Registered Nurse Staffing and Nursing Home Quality Measure Star Ratings." [Designated as a “Best Paper” for HCM] Authors: Doug Whitman; Webster U.
              Today’s nursing homes are under immense pressure from government regulators to improve quality while simultaneously facing a reduction in reimbursement rates. The question facing nursing home administrators is how to improve quality as measured by the government and healthcare organizations. This study used recently released electronic payroll data to report nursing labor hours more accurately, and it utilizes the government standard of 17 quality measures that make up the star ratings. This study leverages the Resource-Based View of the Firm theory with the Donabedian structure/process/outcome framework to analyze the relationship of RN staffing mix with quality measure star ratings using ordered logistic regression on a panel dataset of 13,406 unique nursing homes during the period 2017-2019.
            • "Organizational Factors Associated with Perceptions of Continuity during Post-Acute Transitional Care." [Designated as a “Best Paper” for HCM] Authors: Dori Amelie Cross; U. of Minnesota; Julia Adler-Milstein; U. of California, San Francisco; Carolyn Tory Harper Hogan; Ohio State U.
              Perception of information continuity at Skilled nursing facilities (SNFs) with hospitals is a critical indicator of their staff’s ability to provide safe and effective post-acute patient care. This perception depends on the quality of information sent to and received from hospitals during the patient transition. This study assessed the transitional care environment in two steps: first analyzing the extent of hospital-SNF integration behaviors (i.e. preferred network status) that could strengthen perception through relational familiarity; next, analyzing the presence of discordant or disruptive transitional care practices. The results show that the perception of continuity mediates the relationship between hospital information-sharing practices and transitional care outcomes (e.g. readmissions). 
            • "When and How Do Daily Mortality Cues Trigger Power-Seeking versus Helping Behavior?" [Designated as a “Best Paper” for HCM] Authors: Sejin Keem; Portland State U.
              Although extant research has shown that mortality cues provoke anxiety-related responses, theories provide diverging perspectives on how mortality cues might impact workplace behaviors. In a healthcare setting, we examine when and how mortality cues prompt power-seeking behavior versus helping behavior on a daily basis. We conducted an 11-day experience sampling study of 102 nurses at intensive care units. Results show that mortality cues experienced at work are related to two distinct pathways—death anxiety and death reflection; death anxiety in turn prompts power-seeking behavior at low levels of job meaningfulness, while death reflection promotes helping behavior when job meaningfulness is high. We extend the literature on workplace mortality cues by providing a balanced model explaining when and how employees demonstrate differential behavioral responses to mortality cues
            • "Reducing Treatment Errors in Hospitals: The Role of Employee Voice in Unsafe Clinical Practice." [HCM Division Best Theory to Practice Paper Winner; HCM Division Best Student Paper Award Winner; Designated as a “Best Paper” for HCM] Author: Nicole Hartwich, and David Antons; RWTH Aachen U.
              Incorrect treatment in hospitals can lead to serious harm and can even result in the death of patients. This work theorizes and empirically investigates whether and under what circumstances employee-voiced concerns reduce fatal patient safety incidents over time. Integrating insights from the attention-based view of the firm with voice literature, we stress the importance of feedback from hospital employees for reducing treatment errors and theorize that increases in collective voice can reduce fatal patient safety incidents. This study analyzed a panel of 132 UK acute care hospitals over 2015 - 2019, and 1,347,617 hospital staff survey responses using hybrid regression to test the postulated dynamic theory. The results show that one standard deviation equivalent increase in voice within the organization reduces the fatal patient safety incidents by 9 percent over time, whereas a similar voice increase between hospitals reduces the fatal patient safety incidents by 30 percent. 
            • "Physician-Hospital Integration and its Effect on Hospital Performance: A Study of U.S. Hospitals." [Designated as a “Best Paper” for HCM] Authors: Soumya Upadhyay; U. of Nevada Las Vegas; William Opoku-Agyeman; U. of North Carolina, Wilmington.
              In a dynamic healthcare industry, aligning the goals and objectives of hospitals and physicians through integration has been suggested as a means of influencing performance. Physicians’ leadership and active involvement in the governance as a result of integration, can direct resource usage, EHR implementation, price negotiation, better coordination and continuity of services for patients. All of the above can impact hospitals’ quality and financial performance. A longitudinal study design was used to analyze the association between physician-hospital integration and its impact on hospital performance. The independent variable explored three different dimensions of integration- high, low, and overall integration. The dependent variables consisted of quality outcomes (readmission rates) and financial outcomes (total and operating margins). Our dataset comprised of hospital level data from 2014 to 2018, and contained 6,000 U.S. hospital year observations. Findings showed no impact of physician-hospital integration on quality outcomes and financial performance. High integration hospitals did not show any significant relationships with quality outcomes and financial performance as compared to hospitals that did not have high integration. Physician hospital integration may not have the potential to bring clinical integration even though vertical integration is present. A commitment to improving quality as a strategic priority may be key in impacting quality outcomes, followed by financial performance. A culture of safety needs to be fostered in hospitals, for quality and patient safety to improve. Organizational culture and mindset of quality and safety need to be nurtured through physician involvement in hospitals’ decision-making..
            • "Through the Looking Glass: Healthcare Management’s Biggest Challenges in the Wake of Crisis" [HCM Division Best International Paper Winner] Authors: Rachel Gifford, Frank Christian Van De Baan, Daan Westra, Dirk Ruwaard, and Bram Fleuren; Maastricht U. 
              At the onset of the pandemic, scholars quickly synthesized prior healthcare management literature to offer insights and strategies that could help healthcare managers and systems cope with and respond to the challenges the crisis brought on. This paper examines the central challenges facing healthcare managers in the present day, nearly three years into the pandemic era, working to extend current scholarship and bridge the practice and theory divide. Drawing upon the initial scholarly work that emerged during first year of pandemic, this study employs a longitudinal study with hospital executives and management to explore the persistent challenges facing managers in practice. The results add important contextual differences and puts a spotlight on three key issues facing healthcare managers beyond the crisis: the centrality of human resource constraints (amidst increased demand), expanding the focus on collaboration (and rethinking competition), and reconsidering the approach to leadership (inclusive versus decisive).
            • "Collaboration in Complex Institutions: Contradictions of Patient-Centered Interprofessional Care." Author: Issac Lim; U. of Oxford.
              Previous studies of complex institutional environments have tended to focus on contestations rather than collaborations. This paper contributes to the institutional theory literature on institutional complexity by unpacking how different health care professionals collaborate in environments with contradictory institutional logics. Specifically, the study shows health care professionals respond to the contradictions brought about by the meta-institutional logic of patient-centered care. In response to contradictory institutional logics, health care professionals enact lubricative collaborative practices to allow the concomitance of multiple institutional logics. This paper presents a stark contrast to prior depictions of institutional logics in the literature in which scholars described institutional actors as participants in institutional contestations as opposed to institutional collaborations. The former assumed the presence of incommensurable institutional logics as a bug whereas the latter assumed the presence of incommensurable institutional logics as a necessary feature of a complex society. In fact, low capacity and low capability for incommensurable institutional logics are indicators of a highly homogenous institution that will struggle with complex institutional environments because of its limited relevance and scope of influence.
            • "Effective Leaders(hip) in Community-Academic Health Partnership Projects: A Qualitative Study" Author: Choiwai Maggie Chak, and Lara Carminati; U. of Twente.
              This study conducted an inductive, qualitative analysis of 32 semi-structured interviews using grounded theory approach to deepen our understanding of how project leaders can lead effectively in different community-academic health partnerships (CAHPs). The resulting process model illustrates the cycle of effective leaders(hip) and contribute to the literature on CAHP, leadership development, and complexity leadership theory in three ways: (a) the model depicts the strategies enabling leaders to navigate typical project challenges and perform leadership tasks effectively; (b) the model distils four beneficial qualities (i.e., adopting a proactive attitude, having an open and adaptive mindset, relying on peer learning and support, and emphasizing self-growth and reflexivity) which CAHP project leaders require to develop themselves into effective leaders; and (c) the model illustrates leaders’ dynamic developmental logics and processes of effective leadership and their contributions to better project functioning in diverse CAHPs.
            • "Teams in Crisis: Team Familiarity and Performance During COVID-19." Author: Alexandra Bray; Yale School of Management; Rohit Sangal; Yale School of Medicine; Marissa King; Yale U.
              Research on fluid teams has consistently found positive effects of team familiarity on performance in a variety of settings. Conventional wisdom suggests that during a crisis, when stress and uncertainty are likely to disrupt team function, familiarity would be especially important to performance. However, there is little empirical research investigating the relationship between familiarity and performance during a crisis. This study analyzes patient and provider data from the emergency department (ED) of a large hospital spanning Jan 2018 - Nov 2020. The results show that team familiarity was significantly associated with patients spending less time in the ED, a key metric of ED performance. However, team familiarity was less important during COVID-19 than during more routine periods. Furthermore, in the context of a secondary crisis – times of high acuity – it was found that crisis not only decreased the importance of familiarity but might even render it disadvantageous. The study concludes that team familiarity is not as important to performance during a crisis as it is during routine times.