hospital physician relations
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.
- 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. ..
- 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. ..
- 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. ..
- Anderson H. The hospital as the network hub. Health Data Manag. 2008;16:34-6, 38, 40 pubmed
- Cohn K. Pattullo Lecture 2006. Crossing the educational chasm: preparing healthcare leaders for interprofessional practice. J Health Adm Educ. 2006;23:315-30 pubmed
- Barlow K. Choose the right reporting structure for physician reps. Health Care Strateg Manage. 2007;25:15-6 pubmed
- 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." ..
- 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
- Kissoon N, Whitehouse S. Galileo's blunders--lessons for physician executives. Physician Exec. 2007;33:32-4 pubmed
- 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. ..
- 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. ..
- Haugh R. Supply management. Chain gang. Hosp Health Netw. 2003;77:24, 27 pubmed
- Perrine L. Governance. Transforming board meetings helps heal a hospital. Trustee. 2003;56:31-2 pubmed
- Hillman K. The hospitalist: a US model ripe for importing?. Med J Aust. 2003;178:54-5 pubmed
- Ginsburg P. Financing change. Hospital relationships with physicians. Hosp Health Netw. 2007;81:suppl 10 pubmed
- Guglielmo W. Negligent credentialing: is the danger growing?. Med Econ. 2007;84:32-6 pubmed
- 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. ..
- 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
- 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. ..
- Whitham J, Bernstein S. Bonding with physicians: hospitals and IT donations. Trustee. 2007;60:29-30 pubmed
- Romano M. One of their own. Doc-execs' toughest challenges come from the inside. Mod Healthc. 2005;35:18-9 pubmed
- 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? ..
- 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. ..
- 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. ..
- 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
- Gosfield A. Stark III: Refinement not revolution (Part 2). Fam Pract Manag. 2008;15:25-7 pubmed
- Cropper D. Opening a specialty hospital with physicians. Special consideration. Physicians and administrators must commit to extensive collaboration. Mod Healthc. 2005;35:S16 pubmed
- Zigmond J. Business matters. Okla. heart institute docs sell to local hospital. Mod Healthc. 2008;38:8-9 pubmed
- Kazemek E. Physician collaboration. Is money the only answer?. Healthc Exec. 2006;21:54-6 pubmed
- 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. ..
- 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. ..
- 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. ..
- DoBias M. Safe harbors may cause waves. Not-for-profits may run into IRS problems on IT. Mod Healthc. 2006;36:8-9 pubmed
- Dudley N. Doctors and managers: capacity and funding need to be increased. BMJ. 2003;326:1213 pubmed
- 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. ..
- 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. ..
- 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
- 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. ..
- Thompson S, Salmon J. Physician collective bargaining in a U.S. public hospital. Int J Health Serv. 2003;33:55-76 pubmed
- Mascie Taylor H. Doctors and managers. Agreeing objectives could help doctors and managers work well together. BMJ. 2003;326:656 pubmed
- Patterson L, Bishop N. Doctors and managers: Commission for Health Improvement gives its perspective. BMJ. 2003;326:1214 pubmed
- 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
- Barlow K. Strategies to aid retention, foster growth, or accomplish both. Health Care Strateg Manage. 2007;25:15-6 pubmed
- Trenfield S, Jagger S. Job swap. Sleeping with the enemy. Health Serv J. 2005;115:34 pubmed
- 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. ..
- Williams T. Doctors and managers: what is the evidence base for management?. BMJ. 2003;326:1214 pubmed
- 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. ..
- Mack K. Managing the 'power of the pen'. Yielding some control can result in great physician partnerships. Healthc Exec. 2006;21:54-5 pubmed
- Wilson M, Bryan B. Working with physicians to improve patient throughput. Healthc Exec. 2006;21:22-4, 27-8 pubmed
- Lubell J. MedPAC: can't we all get along. Agency examines ways docs, hospitals compete. Mod Healthc. 2007;37:8-9 pubmed
- Hall M. Hospital growth depends on physician relations. Health Care Strateg Manage. 2007;25:6-7 pubmed
- DeJohn P. When doctors lead contracting efforts, orthopedic implant savings will follow. Hosp Mater Manage. 2006;31:1-3 pubmed
- 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