Biennial Review of Health Care Management: Meso Perspectives, Volume 8

This proposed volume will provide state-of-the art reviews of health care management, linking concerns about health care workforce management with health care organization management issues. This meso perspective, linking micro and macro organizational processes, should appeal to health care management researchers and doctoral students. Review articles in this volume will orient new and established scholars about current themes within health care management, as well as emerging themes and divergent views. The authors evaluate these future directions and offer their perspective on the direction or directions that would help build theory and improve the practice of health care management. Specifically, the volume will focus both on health care workforce management issues, including allied health professionals, nurses, and physicians, and on health care organization management issues, ranging from organizational governance and strategy to the globalization of health care organizations. Biennial Review of Health Care Management: Meso Perspectives 4 Copyright Page 5 Contents 6 List of contributors 8 List of Reviewers 10 Introduction: The 2009 biennial review of health care management 12 Organizational behavior perspectives 13 Organizational development and strategic management perspectives 15 Section I Organizational Behavior Perspectives 18 Chapter 1. The effect of emotional exhaustion and depersonalization on physician-patient communication: A theoretical model, implications, and directions for future research 20 Gap in the literature 22 A theoretical framework 23 Implications and directions for future research 29 Conclusion 34 References 34 Chapter 2. Using self-concept theory to identify and develop volunteer leader potential in healthcare 38 Introduction 39 Methods 45 Development of Themes and Construction of a Volunteer Leader Self-Concept 48 Discussion 56 Conclusion 61 References 62 Chapter 3. Leadership strategies for biotechnology organizations: a literature review 66 Introduction 67 Literature review 70 Conclusion 91 Future research 92 References 93 Chapter 4. Attribution theory and healthcare culture: Translational management science contributes a framework to identify the etiology of punitive clinical environments 98 Introduction 99 Attribution theory 101 Exemplar cases 109 Healthcare Attribution Error Model 113 Conclusion 120 Acknowledgments 121 References 122 Section II Organizational Development and Strategic Management Perspectives 130 Chapter 5. Measuring up: Are nurse staffing measures adequate for health services research? 132 Background 133 Objectives 135 Theoretical framework 136 Methods 137 Results 138 Discussion 153 Contributions, limitations, and future directions 156 References 157 Appendix. List of Fully Reviewed Articles Included in the Literature Review 159 Chapter 6. Matrix mentorship in academic medicine: Sustainability of competitive advantage 172 Introduction 173 Challenges of the changing healthcare environment 174 Barriers to institutional alignment and the nurturing and retention of ‘‘stars’’ 175 Mentorship and organizational performance 178 Matrix mentorship and academic medicine 181 Conclusion 183 Acknowledgments 184 References 184 Chapter 7. The impact of hospital ownership conversions: Review of the literature and results from a comparative field study 188 Introduction and overview 189 Salience and significance of ownership conversions 191 Strategic adaptation framework 194 Rationales for conversion and strategic choices among types 195 Hospital Ownership Conversions across Types and Over Time 200 Determinants and performance effects of conversions: review of previous research evidence 204 Field study of sixteen hospital conversions 218 Field study results 220 Summary 233 Discussion 235 Notes 238 Acknowledgment 239 References 240 Appendix A. Case study interview protocol 244 Appendix B. Hospital cases by governance transition 246