Recent changes to health care reimbursements policy mandate hospitals to improve simultaneously on conformance and experiential quality. Conformance quality measures the level of caregivers’ adherence to evidence-based standards of care while experiential quality measures the level of...

This research investigates the effect of process management on clinical and experiential quality. Clinical quality measures hospital’s performance on patient safety, i.e. adherence to standards, while experiential quality relates to patient-centeredness, i.e. responsiveness to the needs and...

We study the role of process friction in increasing efficiency of service provisions. We examine one potential lever for reducing the provision of discretionary services: “justification”—an otherwise non-value-added process step that introduces process friction by forcing workers to...

Despite over a decade of attention on reducing medical errors sparked by the Institute of Medicine report, medical errors in hospitals remain prevalent. A plethora of potential solutions are suggested, yet their adoption rate is slow, partly due to implementation challenges, such as the tradeoff...

Healthcare policymakers use wait-time metrics to encourage hospital managers to improve the patient experience. In 2002, Massachusetts mandated that hospital managers develop processes to respond to boarding crises, which occur when emergency department (ED) patients experience long waits for...

Hospital managers struggle with the day-to-day variability in patient admissions to different clinical services, each of which typically have a fixed allocation of hospital beds. In response, many hospitals engage in capacity pooling by assigning patients from a service whose designated beds are...

Hospitals with Coronavirus disease (COVID-19) demand surges at the onset of the pandemic report medication shortages, a worrisome phenomenon as inadequate medication supplies negatively affect patient outcomes. The popular press implicates a lack of raw ingredients and spikes in purchases but...

Senior manager participation is a key success driver for process improvement programs. To increase their participation, we designed an intervention in which senior managers worked with frontline staff to identify and solve safety-related problems over an 18-month period. On average, the 20...

We conduct a series of experiments to study the impact of three different types of relative performance feedback (RPF) on middle-ranked workers’ output on a skill-based task. Few studies investigate the impact of RPF on middle-ranked workers, which is a substantial omission given that they...