hospital physician relations

Summary

Summary: Includes relationships between hospitals, their governing boards, and administrators in regard to physicians, whether or not the physicians are members of the medical staff or have medical staff privileges.

Top Publications

  1. Kaissi A. Manager-physician relationships: an organizational theory perspective. Health Care Manag (Frederick). 2005;24:165-76 pubmed
    ..Consequently, a theoretical model of manager-physician relationships that encompasses all these perspectives is developed. ..
  2. O Hare D, Kudrle V. Increasing physician engagement. Using norms of physician culture to improve relationships with medical staff. Physician Exec. 2007;33:38-45 pubmed
  3. Grauman D, Harris J. 3 durable strategies for physician alignment. Healthc Financ Manage. 2008;62:54-63 pubmed
    ..Each strategy raises different implementation concerns-for example, employment presents the issue of compensation, PSAs involve greater regulatory constraints, and income guarantees test the long-term loyalty of physicians. ..
  4. Zigmond J. Venturing outside. Providers try outsourcing to bolster cancer-care programs as new technologies, reimbursement pressures add to challenges. Mod Healthc. 2007;37:26-8 pubmed
  5. Lowes R. Doctors vs hospital: will this battle become yours?. Med Econ. 2006;83:26-8, 31 pubmed
  6. Grandusky R, Kronenberg K. Hospital-physician gainsharing. Trustee. 2006;59:15-8 pubmed
  7. Shaw G. Shape strategy with docs' location in mind. Health Care Strateg Manage. 2007;25:1-3 pubmed
  8. Rice B. Economic credentialing: when hospitals play hard ball. Med Econ. 2006;83:28-30, 32 pubmed
  9. Reece R. Observing health-care. Thoughts on being a doctor (part 1): six tips for preparing for the future and working within organizations. Conn Med. 2006;70:263-5 pubmed

More Information

Publications62

  1. Pickoff R. Pay for performance--for whom the bell tolls. Physician Exec. 2005;31:12-4 pubmed
    ..Pay -for-performance programs require physician oversight and adherence to high ethical standards if they are truly going to succeed. ..
  2. Jarrard D, Brown M. Common ground: hospitals, physicians and outpatient centers. Trustee. 2005;58:20-2, 1 pubmed
    ..Physician-owned ambulatory surgery centers are projected to keep growing. For at least one hospital, it's a sign to start partnering and stop competing. ..
  3. Serb C. Strategic savings. As supply costs climb, hospitals rethink their purchasing strategies. Hosp Health Netw. 2004;78:54-8, 60 pubmed
    ..The prices for certain supplies far outstrip general inflation and, executives say, could undermine the financial viability of some service lines. That's forcing some hospitals to rethink their purchasing strategies. ..
  4. Anderson H. The hospital as the network hub. Health Data Manag. 2008;16:34-6, 38, 40 pubmed
  5. Cohn K. Pattullo Lecture 2006. Crossing the educational chasm: preparing healthcare leaders for interprofessional practice. J Health Adm Educ. 2006;23:315-30 pubmed
  6. Barlow K. Choose the right reporting structure for physician reps. Health Care Strateg Manage. 2007;25:15-6 pubmed
  7. Thakkar R, Wright S, Alguire P, Wigton R, Boonyasai R. Procedures performed by hospitalist and non-hospitalist general internists. J Gen Intern Med. 2010;25:448-52 pubmed publisher
    ..Hospitalists perform inpatient procedures more often and at higher volumes than non-hospitalists. Yet many do not perform procedures that are designated as hospitalist "core competencies." ..
  8. Shutt S, Tague R, Jensen M, Forrest D, Hartz C. Readers' perspectives. The recent revisions to federal rules to permit information technology donations to physicians will help spur I.T. adoption. Do you agree or disagree?. Health Data Manag. 2007;15:64 pubmed
  9. Kissoon N, Whitehouse S. Galileo's blunders--lessons for physician executives. Physician Exec. 2007;33:32-4 pubmed
  10. Anvik T, Holtedahl K, Mikalsen H. "When patients have cancer, they stop seeing me"--the role of the general practitioner in early follow-up of patients with cancer--a qualitative study. BMC Fam Pract. 2006;7:19 pubmed
    ..Patients and GPs call on hospital doctors to initiate such collaboration. ..
  11. Gosfield A, Reinertsen J. Sharing the quality agenda with physicians. Trustee. 2007;60:12-4, 16-7, 1 pubmed
    ..Hospitals cannot hope to improve quality without physician engagement--and the board's role in working to build and sustain a shared agenda with its medical leadership and staff is paramount. ..
  12. Haugh R. Supply management. Chain gang. Hosp Health Netw. 2003;77:24, 27 pubmed
  13. Perrine L. Governance. Transforming board meetings helps heal a hospital. Trustee. 2003;56:31-2 pubmed
  14. Hillman K. The hospitalist: a US model ripe for importing?. Med J Aust. 2003;178:54-5 pubmed
  15. Ginsburg P. Financing change. Hospital relationships with physicians. Hosp Health Netw. 2007;81:suppl 10 pubmed
  16. Guglielmo W. Negligent credentialing: is the danger growing?. Med Econ. 2007;84:32-6 pubmed
  17. Fannin J, Barnes J. Recruitment of physicians to rural America: a view through the lens of Transaction Cost Theory. J Rural Health. 2007;23:141-9 pubmed
    ..The TCT model can be used by rural hospital administrators to assess economic incentives for physician recruitment. ..
  18. Bisognano M, Byrnes J, Zimowski J, Ward B, Smithson K. Communicating the financial case for clinical improvement. HFMA roundtable. Healthc Financ Manage. 2006;60:suppl 1-4 following 44 pubmed
  19. Howard C. Restructuring hospital-physician relationships for future success. Front Health Serv Manage. 2003;20:23-30 pubmed
    ..Specifically, the article details the manner in which our system has evolved physician-relations activity to maintain an effective strategy during times of significant change in the healthcare industry. ..
  20. Whitham J, Bernstein S. Bonding with physicians: hospitals and IT donations. Trustee. 2007;60:29-30 pubmed
  21. Romano M. One of their own. Doc-execs' toughest challenges come from the inside. Mod Healthc. 2005;35:18-9 pubmed
  22. Serb C. Stark redo. Hospitals hesitate to help digitize doctors' offices until the 'relaxed' rules are further clarified. Hosp Health Netw. 2007;81:34-6, 38, 2 pubmed
    ..Observers expected hospitals to leap at the chance to help wire physicians' offices after the government relaxed its rules in August. So what's holding them up? ..
  23. Gosfield A. The doctor-patient relationship as the business case for quality: doing well by doing right. J Health Law. 2004;37:197-223 pubmed
    ..Finally, it reiterates the author's previously proposed five principles for quality, as well as her unified field theory of quality, all of which are designed to advance quality in a very different way. ..
  24. Crainich D, Leleu H, Mauleon A. The optimality of hospital financing system: the role of physician-manager interactions. Int J Health Care Finance Econ. 2008;8:245-56 pubmed publisher
    ..Our analysis suggests that regulation policies in the hospital sector should not be exclusively focused on the financing system but should also take the interaction between physicians and hospital managers into account. ..
  25. Haugh R. Finance. Doctors pitch in. To get more cash coming through the door, hospitals ask physicians to improve billing. Hosp Health Netw. 2005;79:28, 30 pubmed
  26. Gosfield A. Stark III: Refinement not revolution (Part 2). Fam Pract Manag. 2008;15:25-7 pubmed
  27. Cropper D. Opening a specialty hospital with physicians. Special consideration. Physicians and administrators must commit to extensive collaboration. Mod Healthc. 2005;35:S16 pubmed
  28. Zigmond J. Business matters. Okla. heart institute docs sell to local hospital. Mod Healthc. 2008;38:8-9 pubmed
  29. Kazemek E. Physician collaboration. Is money the only answer?. Healthc Exec. 2006;21:54-6 pubmed
  30. Henzke L, Forster K. Call of the riled: addressing the financial impact of ED call coverage. Healthc Financ Manage. 2007;61:78-82 pubmed
    ..Involve the medical staff. Understand your market. Include performance standards. Revisit your hospital's call coverage program annually. ..
  31. Smithson K, Baker S. Medical staff organizations: a persistent anomaly. Health Aff (Millwood). 2007;26:w76-9 pubmed
    ..In many hospitals, it is difficult to determine whether the MSO is the key to clinical improvement or the biggest barrier. ..
  32. Schramko T. The characteristics of an effective physician-hospital working relationship: an exploratory study. Health Care Anal. 2007;15:91-105 pubmed
    ..Understanding the factors that contribute to an effective working relationship can help in designing contracts with physicians and better utilize resources at the physician private practice level, as well as at the hospital level. ..
  33. DoBias M. Safe harbors may cause waves. Not-for-profits may run into IRS problems on IT. Mod Healthc. 2006;36:8-9 pubmed
  34. Dudley N. Doctors and managers: capacity and funding need to be increased. BMJ. 2003;326:1213 pubmed
  35. Carey K, Burgess J, Young G. Specialization and physician-ownership in the US hospital industry: beyond the moratorium. Health Econ Policy Law. 2007;2:409-18 pubmed publisher
    ..And caution will be required not to compromise the capacity of community general hospitals to service more complex patients and to maintain the social safety net. ..
  36. Maeng D, Scanlon D, Chernew M, Gronniger T, Wodchis W, McLaughlin C. The relationship between health plan performance measures and physician network overlap: implications for measuring plan quality. Health Serv Res. 2010;45:1005-23 pubmed publisher
    ..This implies that more provider-oriented measurement, such as would be possible with accountable care organizations or medical homes, may facilitate patient decision making and provide further incentives to improve performance. ..
  37. Best R. Remote access for physicians. SSL VPNs offer advantages for healthcare organizations that want to provide mobile physicians with secure access. Health Manag Technol. 2003;24:44-6, 48 pubmed
  38. Ernst C. The interaction between cost-management and learning for major surgical procedures - lessons from asymmetric information. Health Econ. 2003;12:199-215 pubmed
    ..If surgery volume interacts with physicians' informational rents, an optimal management reaction to the presence of learning may result in a policy, which is the exact opposite of the one under symmetric information. ..
  39. Thompson S, Salmon J. Physician collective bargaining in a U.S. public hospital. Int J Health Serv. 2003;33:55-76 pubmed
  40. Mascie Taylor H. Doctors and managers. Agreeing objectives could help doctors and managers work well together. BMJ. 2003;326:656 pubmed
  41. Patterson L, Bishop N. Doctors and managers: Commission for Health Improvement gives its perspective. BMJ. 2003;326:1214 pubmed
  42. Portwood L, Vintges M, Vaurain R, Goodroe J, Downing S, Lopez F. Lower supply costs, higher quality. Working with your medical staff on physician preference items. Panel discussion. Mod Healthc. 2006;36:58-61 pubmed
  43. Barlow K. Strategies to aid retention, foster growth, or accomplish both. Health Care Strateg Manage. 2007;25:15-6 pubmed
  44. Trenfield S, Jagger S. Job swap. Sleeping with the enemy. Health Serv J. 2005;115:34 pubmed
  45. Valenstein P, Wagar E, Stankovic A, Walsh M, Schneider F. Notification of critical results: a College of American Pathologists Q-Probes study of 121 institutions. Arch Pathol Lab Med. 2008;132:1862-7 pubmed publisher
    ..Although failure to notify caregivers of critical results may represent an important patient safety vulnerability, the timeliness of laboratory notification is a minor contributor to total test turnaround time at most institutions. ..
  46. Williams T. Doctors and managers: what is the evidence base for management?. BMJ. 2003;326:1214 pubmed
  47. Cohn K, Allyn T. Making hospital-physician collaboration work. Healthc Financ Manage. 2005;59:102-4, 106, 108 pubmed
    ..A hospital medical advisory panel of physicians can champion collaboration. A three-stage framework of proactivity, collaborative conflict, and containment can help resolve physician-hospital competition. ..
  48. Mack K. Managing the 'power of the pen'. Yielding some control can result in great physician partnerships. Healthc Exec. 2006;21:54-5 pubmed
  49. Wilson M, Bryan B. Working with physicians to improve patient throughput. Healthc Exec. 2006;21:22-4, 27-8 pubmed
  50. Lubell J. MedPAC: can't we all get along. Agency examines ways docs, hospitals compete. Mod Healthc. 2007;37:8-9 pubmed
  51. Hall M. Hospital growth depends on physician relations. Health Care Strateg Manage. 2007;25:6-7 pubmed
  52. DeJohn P. When doctors lead contracting efforts, orthopedic implant savings will follow. Hosp Mater Manage. 2006;31:1-3 pubmed
  53. Zuckerman A. What would you do? What should this hosipital do about its physicians developing a freestanding endoscopy unit?. Healthc Financ Manage. 2007;61:122, 124 pubmed