Empirical Research in Healthcare Operations: Past Research, Present Understanding, and Future Opportunities
Published Online:8 Nov 2019https://doi.org/10.1287/msom.2019.0826
References
- (2013) The impact of size and occupancy of hospital on the extent of ambulance diversion: Theory and evidence. Oper. Res. 61(3):544–562.Link, Google Scholar
- (2014) Life is all about timing: An examination of differences in treatment quality for trauma patients based on hospital arrival time. Production Oper. Management 23(12):2178–2190.Crossref, Google Scholar
- (2014) Linking process quality and resource usage: An empirical analysis. Production Oper. Management 23(12):2163–2177.Crossref, Google Scholar
- (2011) Performance effects related to the sequence of integration of healthcare technologies. Production Oper. Management 20(3):319–333.Crossref, Google Scholar
- (2016) Team familiarity and productivity in cardiac surgery operations: The effect of dispersion, bottlenecks, and task complexity. Manufacturing Service Oper. Management 19(1):19–35.Link, Google Scholar
- (2017) The impact of health information exchanges on emergency department length of stay. Production Oper. Management 28(3):740–758.Crossref, Google Scholar
- (2019) Should hospitals keep their patients longer? The role of inpatient care in reducing post-discharge mortality. Management Sci. Forthcoming.Link, Google Scholar
- (2019) Evidence of upcoding in pay-for-performance programs. Management Sci. 65(3):1040–1060.Link, Google Scholar
- (2015) Waiting patiently: An empirical study of queue abandonment in an emergency department. Management Sci. 61(1):39–59.Link, Google Scholar
- (2016) Early task initiation and other load-adaptive mechanisms in the emergency department. Management Sci. 63(11):3531–3551.Link, Google Scholar
- (2017) The effects of discrete work shifts on a nonterminating service system. Production Oper. Management 28(6):1528–1544.Google Scholar
- (2018) The impact of e-visits on visit frequencies and patient health: Evidence from primary care. Management Sci. 64(12):5461–5480.Link, Google Scholar
- (2019) The impact of primary care workload on emergency room visits: An econometric analysis. Working paper, Wisconsin School of Business, University of Wisconsin, Madison, Madison.Google Scholar
- (2016) Past the point of speeding up: The negative effects of workload saturation on efficiency and patient severity. Management Sci. 63(4):1042–1062.Link, Google Scholar
- (2019) Operations Management (McGraw-Hill Publishing, New York).Google Scholar
- (2016) The impact of delays on service times in the intensive care unit. Management Sci. 63(7):2049–2072.Link, Google Scholar
- (2014) When to use speedup: An examination of service systems with returns. Oper. Res. 62(2):462–482.Link, Google Scholar
- (2019) Assessing the impact of service level when customer needs are uncertain: An empirical investigation of hospital step-down units. Management Sci. 65(2):751–775.Link, Google Scholar
- (2012) Process management impact on clinical and experiential quality: Managing tensions between safe and patient-centered healthcare. Manufacturing Service Oper. Management 14(4):548–566.Link, Google Scholar
- (2012) Broadening focus: Spillovers, complementarities, and specialization in the hospital industry. Management Sci. 58(4):708–722.Link, Google Scholar
- (2018) Slow first, fast later: Temporal speed‐up in service episodes of finite duration. Production Oper. Management 28(5):1061–1081.Crossref, Google Scholar
- (2009) Division of labor in medical office practices. Manufacturing Service Oper. Management 11(3):525–537.Link, Google Scholar
- (2000) To Err Is Human: Building a Safer Health System, vol. 6 (National Academies Press, Washington, DC).Google Scholar
- (2018) The impact of delay announcements on hospital network coordination and waiting times. Management Sci. 65(5):1969–1994.Google Scholar
- (2017) Gatekeepers at work: An empirical analysis of a maternity unit. Management Sci. 63(10):3147–3167.Google Scholar
- (2019) Economies of scale and scope in hospitals: An empirical study of volume spillovers. Working paper, INSEAD, Fontainebleau, France.Google Scholar
- (2017) Efficiency and optimal size of hospitals: Results of a systematic search. PLoS One 12(3):e0174533.Crossref, Google Scholar
- (2013) “Nursevendor problem”: Personnel staffing in the presence of endogenous absenteeism. Management Sci. 59(10):2237–2256.Link, Google Scholar
- (2012) The timing of staffing decisions in hospital operating rooms: Incorporating workload heterogeneity into the newsvendor problem. Manufacturing Service Oper. Management 14(1):99–114.Link, Google Scholar
- (2018) An examination of early transfers to the ICU based on a physiologic risk score. Manufacturing Service Oper. Management 20(3):531–549.Link, Google Scholar
- (2006) The firm specificity of individual performance: Evidence from cardiac surgery. Management Sci. 52(4):473–488.Link, Google Scholar
- (2018) Saving Patient Ryan—Can advanced electronic medical records make patient care safer? Management Sci. 65(5):2041–2059.Google Scholar
- (2017) Discretionary task ordering: Queue management in radiological services. Management Sci. 64(9):4389–4407.Link, Google Scholar
- (2013) Does multitasking improve performance? Evidence from the emergency department. Manufacturing Service Oper. Management 16(2):168–183.Link, Google Scholar
- (2019) Heuristic thinking in patient care. Management Sci., ePub ahead of print October 10, https://doi.org/10.1287/mnsc.2019.3332.Link, Google Scholar
- (2012) Accumulating a portfolio of experience: The effect of focal and related experience on surgeon performance. Manufacturing Service Oper. Management 14(4):618–633.Link, Google Scholar
- (2009) Impact of workload on service time and patient safety: An econometric analysis of hospital operations. Management Sci. 55(9):1486–1498.Link, Google Scholar
- (2011) The effects of focus on performance: Evidence from California hospitals. Management Sci. 57(11):1897–1912.Link, Google Scholar
- (2012) An econometric analysis of patient flows in the cardiac intensive care unit. Manufacturing Service Oper. Management 14(1):50–65.Link, Google Scholar
- (2017) Benefits of surgical smoothing and spare capacity: An econometric analysis of patient flow. Production Oper. Management 26(9):1663–1684.Crossref, Google Scholar
- (2019) The effects of multi-siting on performance. Working paper, Goizueta Business School, Emory University, Atlanta.Google Scholar
- (2013) Learning from my success and from others’ failure: Evidence from minimally invasive cardiac surgery. Management Sci. 59(11):2435–2449.Link, Google Scholar
- (2019) Task selection and workload: A focus on completing easy tasks hurts long-term performance. Management Sci. Forthcoming.Google Scholar
- (2019) A review of the healthcare-management (modeling) literature. Manufacturing Service Oper. Management. Forthcoming.Google Scholar
- (2015) ICU admission control: An empirical study of capacity allocation and its implication for patient outcomes. Management Sci. 61(1):19–38.Link, Google Scholar
- (2017) Refining workload measure in hospital units: From census to acuity-adjusted census in intensive care units. Working paper, University of Southern California, Los Angeles.Google Scholar
- (1994) Medicine’s Dilemmas: Infinite Needs vs. Finite Resources (Yale University Press, New Haven, CT).Google Scholar
- (2014) Stress on the ward: Evidence of safety tipping points in hospitals. Management Sci. 61(4):754–771.Link, Google Scholar
- (2019) Separate and concentrate: Accounting for patient complexity in general hospitals. Management Sci. 65(6):2482–2501.Link, Google Scholar
- (2018) Quality and efficiency of the clinical decision‐making process: Information overload and emphasis framing. Production Oper. Management 27(12):2213–2225.Crossref, Google Scholar
- (2019) Effects of rescheduling on patient no-show behavior in outpatient clinics. Manufacturing Service Oper. Managment, ePub ahead of print February 18, https://doi.org/10.1287/msom.2018.0724.Google Scholar
- (2017) When waiting to see a doctor is less irritating: Understanding patient preferences and choice behavior in appointment scheduling. Management Sci. 64(5):1975–1996.Link, Google Scholar
- (2018) The boarding patient: Effects of ICU and hospital occupancy surges on patient flow. Production Oper. Management 27(12):2122–2143.Crossref, Google Scholar
- (2018) Distance, quality, or relationship? Interhospital transfer of heart attack patients. Production Oper. Management 27(12):2251–2269.Crossref, Google Scholar
- (2016) Do mandatory overtime laws improve quality? Staffing decisions and operational flexibility of nursing homes. Management Sci. 63(11):3566–3585.Link, Google Scholar
- (2017) Can we trust online physician ratings? Evidence from cardiac surgeons in Florida. Management Sci. 64(6):2557–2573.Link, Google Scholar
- (2017) Does technology substitute for nurses? Staffing decisions in nursing homes. Management Sci. 64(4):1842–1859.Link, Google Scholar
- (2019) The impact of hospital layout on care behavior and outcomes. Working paper, Yale School of Management, New Haven, CT.Google Scholar
- (2018) Coordination of autonomous healthcare entities: Emergency response to multiple casualty incidents. Production Oper. Management 27(1):184–205.Crossref, Google Scholar
- (2008) Structural estimation of the newsvendor model: An application to reserving operating room time. Management Sci. 54(1):41–55.Link, Google Scholar
- (2017) Are patients patient? The role of time to appointment in patient flow. Production Oper. Management 26(3):469–490.Crossref, Google Scholar
- (2001) Organizational differences in rates of learning: Evidence from the adoption of minimally invasive cardiac surgery. Management Sci. 47(6):752–768.Link, Google Scholar
- (2006) Redefining Healthcare: Creating Value-Based Competition on Results (Harvard Business Press, Brighton, MA).Google Scholar
- (2012) Physician workload and hospital reimbursement: Overworked physicians generate less revenue per patient. Manufacturing Service Oper. Management 14(4):512–528.Link, Google Scholar
- (2017) Variety and experience: Learning and forgetting in the use of surgical devices. Management Sci. 64(6):2590–2608.Link, Google Scholar
- (2005) Individual experience and experience working together: Predicting learning rates from knowing who knows what and knowing how to work together. Management Sci. 51(6):869–881.Link, Google Scholar
- (2016) Beyond patient classification: Using individual patient characteristics in appointment scheduling. Production Oper. Management 25(6):1056–1072.Crossref, Google Scholar
- (2016) Role of bottom‐up decision processes in improving the quality of healthcare delivery: A contingency perspective. Production Oper. Management 25(3):458–476.Crossref, Google Scholar
- (2015) The impact of combining conformance and experiential quality on hospitals’ readmissions and cost performance. Management Sci. 62(3):829–848.Link, Google Scholar
- (2017) Preventable deaths in American hospitals. NEJM Catalyst (January 23), https://catalyst.nejm.org/medical-errors-preventable-deaths/Google Scholar
- (2015) The diseconomies of queue pooling: An empirical investigation of emergency department length of stay. Management Sci. 61(12):3032–3053.Link, Google Scholar
- (2017) Closing the productivity gap: Improving worker productivity through public relative performance feedback and validation of best practices. Management Sci. 64(6):2628–2649.Link, Google Scholar
- (2017) Maintaining beliefs in the face of negative news: The moderating role of experience. Management Sci. 64(2):804–824.Link, Google Scholar
- (2016) Motivating process compliance through individual electronic monitoring: An empirical examination of hand hygiene in healthcare. Management Sci. 63(5):1563–1585.Link, Google Scholar
- (2019) A survey of empirical research in operations management. Manufacturing Service Oper. Management. Forthcoming.Link, Google Scholar
- (2011) An empirical study of the relations between hospital volume, teaching status, and service quality. Production Oper. Management 20(3):303–318.Crossref, Google Scholar
- (2007) An empirical study of system improvement by frontline employees in hospital units. Manufacturing Service Oper. Management 9(4):492–505.Link, Google Scholar
- (2015) The impact of workaround difficulty on frontline employees’ response to operational failures: A laboratory experiment on medication administration. Management Sci. 62(4):1124–1144.Link, Google Scholar
- (2015) The effectiveness of management‐by‐walking‐around: A randomized field study. Production Oper. Management 24(2):253–271.Crossref, Google Scholar
- (2007) Implementing new practices: An empirical study of organizational learning in hospital intensive care units. Management Sci. 53(6):894–907.Link, Google Scholar
- (2018) Using patient-specific quality information to unlock hidden healthcare capabilities. Manufacturing Service Oper. Management 21(3):582–601Google Scholar
- (2017) Ice‐breaker vs. standalone: Comparing alternative workflow modes of mid‐level care providers. Production Oper. Management 26(11):2089–2106.Crossref, Google Scholar
- (2016) Toward an effective design of behavioral healthcare delivery: An empirical analysis of care for depression. Production Oper. Management 25(5):952–967.Crossref, Google Scholar
- (2016) Hospital readmissions reduction program: An economic and operational analysis. Management Sci. 62(11):3351–3371.Link, Google Scholar
- (2018) The impact of internal service quality on preventable adverse events in hospitals. Production Oper. Management 27(12):2201–2212.Crossref, Google Scholar

