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Harvard business review

James H Lubowitz, Jefferson C Brand, Matthew T Provencher, Michael J Rossi
According to the Harvard Business Review, the optimal number of people in a decision-making group is no more than 8. Thus, it is no surprise that 18 Arthroscopy journal associate editors had difficulty making a major decision. In the end, 18 editors did successfully select the 2015 winner of the Best Comparative Study Prize. All studies have limitations, but from a statistical standpoint, the editors believe that the conclusions of the winning study are likely correct.
January 2016: Arthroscopy: the Journal of Arthroscopic & related Surgery
David G Fuentes, Rachel R Ogden, Ann Ryan-Haddad, Aimee F Strang
During our time in the 2013 Academic Leadership Fellows Program, we explored what it takes to achieve life balance through a framework presented in a Harvard Business Review article. In this Statement, we describe 5 different areas from the article that provide infrastructure for reflecting on how we have learned to approach life balance in academia. We also provide brief messages based on this reading and others to help academics' pursuit of life balance.
April 25, 2015: American Journal of Pharmaceutical Education
Rupert Dunbar-Rees, Trishan Panch, Mark Dancy
The last year has seen the publication of two papers which will radically shape the future organisation of healthcare in general, and cardiovascular disease in particular: Cardiovascular Outcomes Strategy (Department of Health) and The Strategy That Will Fix Healthcare (Harvard Business Review). Both publications set out a health delivery mechanism based around improvement of outcomes for groups of patients with similar needs. Instead of organising care around disease categories, it is proposed that the cardiovascular diseases are treated as a single family of diseases...
June 2014: Heart: Official Journal of the British Cardiac Society
William A Haseltine
Dr Haseltine speaks to Emily Culme-Seymour, Assistant Commissioning Editor William A Haseltine, PhD has an active career in both Science and Business. He was a professor at Harvard Medical School and Harvard School of Public Health (MA, USA) from 1976 to 1993, where he was Founder and Chair of two academic research departments. He is well known for his pioneering work on cancer, HIV/AIDS and genomics. He has authored more than 200 manuscripts in peer-reviewed journals and is the author of several books. He is the founder of Human Genome Sciences, Inc...
July 2011: Regenerative Medicine
Francesca Gino, Gary P Pisano
What causes so many companies that once dominated their industries to slide into decline? In this article, two Harvard Business School professors argue that such firms lose their touch because success breeds failure by impeding learning at both the individual and organizational levels. When we succeed, we assume that we know what we are doing, but it could be that we just got lucky. We make what psychologists call fundamental attribution errors, giving too much credit to our talents and strategy and too tittle to environmental factors and random events...
April 2011: Harvard Business Review
Siow-Ann Chong
AIM: To describe the establishment and development of an Early Psychosis Intervention Programme in Singapore that is based on a business model and with concepts drawn from the corporate world. METHODS: The author who directed this programme describes the circumstances that led to this initiative, the ideas borrowed and adapted from the corporate world, and the lessons learnt in setting up this intervention programme. The modus operandi of the programme is based on the Balanced Scorecard - a model which stresses four equally important components: customers, internal processes, financial health and learning and innovation...
November 2007: Early Intervention in Psychiatry
Teresa J Sakraida, Jessica D'Amico, Erica Thibault
This article describes considerations in health and behavioral sciences small grant management and describes lessons learned during post-award implementation. Using the components by W. Sahlman [Sahlman, W. (1997). How to write a great business plan. Harvard Business Review, 75(4), 98-108] as a business framework, a plan was developed that included (a) building relationships with people in the research program and with external parties providing key resources, (b) establishing a perspective of opportunity for research advancement, (c) identifying the larger context of scientific culture and regulatory environment, and (d) anticipating problems with a flexible response and rewarding teamwork...
August 2010: Applied Nursing Research: ANR
Philip S Wang, Gregory E Simon, Ronald C Kessler
OBJECTIVE: Explore the business case for enhanced depression care and establish a return on investment rationale for increased organizational involvement by employer-purchasers. METHOD: Literature review, focused on the National Institute of Mental Health-sponsored Work Outcomes Research and Cost-effectiveness Study. RESULTS: This randomized controlled trial compared telephone outreach, care management, and optional psychotherapy to usual care among depressed workers in large national corporations...
April 2008: Journal of Occupational and Environmental Medicine
Robert S Kaplan, David P Norton
Companies have always found it hard to balance pressing operational concerns with long-term strategic priorities. The tension is critical: World-class processes won't lead to success without the right strategic direction, and the best strategy in the world will get nowhere without strong operations to execute it. In this article, Kaplan, of Harvard Business School, and Norton, founder and director of the Palladium Group, explain how to effectively manage both strategy and operations by linking them tightly in a closed-loop management system...
January 2008: Harvard Business Review
Elizabeth Donley
New Web technologies provide new opportunities but also include new risks. In an article in the May 2003 edition of Harvard Business Review, Editor Nicolas G. Carr said, "executives need to shift their attention from IT opportunities to IT risks-from offense to defense." That's probably a bit extreme. A better approach is to look at IT the same way you look at any business proposition. Every decision should be an informed decision. You should weigh the opportunities against the risks in order to select the best option...
October 2007: Occupational Health & Safety
Scott W Goodspeed
This article describes the emerging trend of using metrics in rural hospitals to achieve world-class performance. This trend is a response to the fact that rural hospitals have small patient volumes yet must maintain a profit margin in order to fulfill their mission to the community. The conceptual idea for this article is based largely on Robert Kaplan and David Norton's Balanced Scorecard articles in the Harvard Business Review. The ideas also come from the experiences of the 60-plus rural hospitals that are using the Balanced Scorecard and their implementation of metrics to influence performance and behavior...
September 2006: Journal for Healthcare Quality: Official Publication of the National Association for Healthcare Quality
Rosabeth Moss Kanter
Never a fad, but always in or out of fashion, innovation gets rediscovered as a growth enabler every half dozen years. Too often, though, grand declarations about innovation are followed by mediocre execution that produces anemic results, and innovation groups are quietly disbanded in cost-cutting drives. Each managerial generation embarks on the same enthusiastic quest for the next new thing. And each generation faces the same vexing challenges- most of which stem from the tensions between protecting existing revenue streams critical to current success and supporting new concepts that may be crucial to future success...
November 2006: Harvard Business Review
Theodore Levitt
For all the talk about management as a science, experienced executives know that strategic decisions and tactics depend heavily on context. No one understood this better than Theodore Levitt (1925-2006). A Harvard Business School professor renowned as a founder of modern marketing, he sought above all to use his knowledge to serve the needs of businesspeople. In a series of powerfully insightful--and delightfully written--essays in Harvard Business Review, he provoked readers to reexamine their settled thinking about vital issues so that they could better meet the needs of customers...
October 2006: Harvard Business Review
Paul R Rao
UNLABELLED: Over the past decade, it has become increasingly clear that although IQ and technical skills are important, emotional intelligence is the Sine Qua Non of leadership. According to Goleman [Goleman, D. (1998). What makes a leader? Harvard Business Review, 93-102] "effective leaders are alike in one crucial way: they all have a high degree of emotional intelligence...and can also be linked to strong performance." The original five dimensions of EIQ are described and applied to both supervisory and clinical scenarios...
July 2006: Journal of Communication Disorders
Peter F Drucker
In more than 30 essays for Harvard Business Review, Peter Drucker (1909-2005) urged readers to take on the hard work of thinking--always combined, he insisted, with decisive action. He closely analyzed the phenomenon of knowledge work--the growing call for employees who use their minds rather than their hands--and explained how it challenged the conventional wisdom about the way organizations should be run. He was intrigued by employees who knew more about certain subjects than their bosses or colleagues but who still had to cooperate with others in a large organization...
February 2006: Harvard Business Review
Michael R Hillmann, Philippe Dongier, Robert P Murgallis, Mary Khosh, Elizabeth K Allen, Ray Evernham
Some teams, by the very nature of their work, must consistently perform at the highest levels. How do you--as a team leader, a supervisor, a trainer, or an outside coach--ensure that this happens? To answer this question, Harvard Business Review asked six people who work with high-performance teams to comment on developing and managing these teams. The result is a collection of commentaries from Michael Hillmann, deputy chief of the Los Angeles Police Department and commander of its Special Operations Bureau, which includes the SWAT team; Philippe Dongier, who headed up a joint United Nations/World Bank/Asian Development Bank reconstruction team in Afghanistan after the fall of the Taliban; the National Fire Academy's Robert Murgallis, who trains firefighting teams; Mary Khosh, former career coach for players with the Cleveland Browns; Elizabeth Allen, a planner of society weddings, charity galas, and corporate events; and Ray Evernham, who, as a stock-car-racing crew chief, helped driver Jeff Gordon win three NASCAR championships...
July 2005: Harvard Business Review
G Bennett Stewart
Many companies have posted impressive top-line growth over the past two decades in their respective economic regions--for instance, Wal-Mart in North America, BP in Europe, Toyota in Asia, and News Corporation in the Southern Hemisphere. But which were the best at converting all of that revenue growth into shareholder value? Harvard Business Review asked C. Bennett Stewart III, the senior partner of the consulting firm Stern Stewart & Company, and his colleagues to come up with the answer. For the period 1983 to 2003, they assembled a list of the top 20 high-growth value adders (and laggards) in each of the four regions cited above...
July 2004: Harvard Business Review
Barbara Bigelow, Margarete Arndt
Recently we talked with executive directors of healthcare organizations about the sources of information they use when conducting research. The responses were very similar. They preferred "googling," reading trusted trade journals, and reading more generic business literature such as Harvard Business Review. When asked if they ever read and used healthcare management research, they said the articles were often inaccessible. First, as CEOs faced with the responsibility for their organization's performance, they want to know whether there is anything in the research that will help them run their organizations better...
2003: Journal of Health Administration Education
C C Haddock, B Arrington, A Skelton
'Who profits from nonprofits?' asked Herzlinger and Krasker in a recent Harvard Business Review article. Their study examined whether not-for-profit hospitals achieve the intended social goals for which they are subsidised by society. In this paper, we report a reconsideration of Herzlinger and Krasker's question. Using a larger data set and a different statistical method, our findings are at variance with those of Herzlinger and Krasker and in general agreement with their critics.
July 1989: Health Services Management Research
J Fitzgerald, B Jacobsen
A recent article by Regina E. Herzlinger and William S. Krasker, "Who Profits from Nonprofits?" (Harvard Business Review, January-February 1987), reported research results on about two thirds of the hospitals in 14 for-profit or not-for-profit hospital chains and concluded that not-for-profit hospitals do not perform as well financially as for-profit hospitals, nor do they compensate for this by achieving other meaningful social results. However, the study is conceptually and methodologically flawed. The authors fail to build on any prior work that has analyzed the differences between not-for-profit and for profit hospitals or to discuss why their results conflict with prior industry research...
April 1987: Health Progress
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