Academic journal article Journal of Healthcare Management

Editorial

Academic journal article Journal of Healthcare Management

Editorial

Article excerpt

We collectively build a healthcare system and often aim to achieve a systematic structure that is "concerned with the key interrelationships that influence behavior over time" (Senge, 2006). The research articles in this issue of JHM focus on organizational systems and interrelationships that healthcare leaders can design to achieve desired outcomes. They cover systematic structures focused on fundraising activities in nonprofit hospitals, and how to develop better physical and cultural work environments to achieve better employee relations and reduce physician burnout.

Our interview is with Joel T. Allison, FACHE, CEO of Baylor Scott & White Health. He examines the opportunities and challenges involved in merging two large complementary healthcare systems into one unified organization and how to implement population health management initiatives. Mr. Allison also shares lessons learned from more than 40 years of experience as a highly effective healthcare manager and leader.

In this issue's Operations and Strategy column, Alan M. Zuckerman, FACHE, and Robert N. Golden, MD, illustrate the advantages of scale in academic medical centers in a case study from UW Health in Madison, Wisconsin. In the Population Health column, Denise M. Kennedy describes how Mayo's Model of Community Care works toward improving access, convenience, and patient satisfaction while lowering costs.

Using correlation and multiple regression analysis, Cathleen O. Erwin, PhD, et al. identify organizational characteristics associated with variations in fundraising performance in nonprofit hospitals in the United States. …

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