Accountable Care Act (ACA)

, 176

Accountable care organizations (ACOs)

, 128–129, 182

Accreditation Council for Graduate Medical Education (ACGME)

, 157

Ad hoc debt-driven model

, 195–198

Adult social care (ASC)

, 5

Agency theory

, 178

American Medical Association (AMA)

, 80

Analysis of variance (ANOVA)

, 52

Artificial intelligence (AI)

, 101, 124, 126

Association of American Medical Colleges (AAMC)

, 78

Attorney General (AG)

, 176

Best Organizations for Leadership Development (BOLD)

, 227

“Blue sky” approach

, 131

Business model. See also Community-based model

canvas

, 10

categories for homecare models

, 13–14

“Buy and build” strategy

, 181

Care Act 2014

, 4, 6–7, 9

Care Management Company (CMO)

, 186

Care market

, 4

Care Quality Commission (CQC)

, 6

Caritas Christi Health Care

, 175–176

Caritas Christi Network Services (CCNS)

, 193

Centers for Medicare & Medicaid Services (CMS)

, 128–129, 182

Cerberus Capital

, 176

Certified nursing assistants (CNAs)

, 100

Chi-square analysis

, 52

Chief human resource officers (CHROs)

, 225

Chief operating officers (COOs)

, 225

Cleaning robots

, 122–124

Clinical decision support system (CDS system)

, 125

Coherent Regional Health Care Model

, 184–188

Community Health Systems (CHS)

, 198

Community-based model. See also Preventative model

, 18–19

case study

, 19–20

Computer-based learning (CBL)

, 159

Confirmation practices

, 19–20

Continuing medical education (CME)

, 144

Control experiences

, 279

COVID-19 impact on primary care practice sites

, 234

analysis

, 240–241

developing capacity for virtual visits

, 250

innovation preconditions and plans for sustaining virtual visits

, 250, 253, 258

limitations

, 258

measures

, 239–240

methods

, 238–241

practice site organizational characteristics

, 253, 255–256, 258

process innovations

, 255–256

protecting patients at high risk of COVID-19 and of missed, delayed, or postponed care for MCCs

, 242–247

respondents

, 241–242

results

, 241–242

safety and financial precautions

, 242

sample and data collection

, 238–239

survey development

, 238

theory

, 235–238

impact of virtual visits

, 250

COVID-19 pandemic

, 274

importance of recovery process during

, 276

Cross-sector partnerships

, 39

Cultural career constraints

, 84

Data intensity

, 10

Department of Health and Human Services (DHS)

, 116

Dependent variables (DVs)

, 51, 239

Detachment

, 277

Diagnosis-related groups (DRGs)

, 176–177

Digital communications

, 119–122

Direct payments

, 6–7

Disclosure and Barring Service (DBS)

, 6

Electronic health records (EHRs)

, 105

Electronic medical record (EMR)

, 279

Electronic visit verification (EVV)

, 122

Emergency preparedness

, 237–238

Emergent homecare models

impact of

, 5

findings

, 12–21

homecare market

, 5–7

market shaping

, 7–8

methods

, 9–12

time and task homecare model in England

, 8–9

Employee peers

, 163

Employee retention in medical practices

, 47

analysis

, 52

contributions

, 66–67

instrument and data collection

, 51

limitations and directions for future research

, 68–69

managerial implications

, 68

methods

, 50–52

results

, 53–60

sample

, 51

variables

, 52

Employee turnover

, 53–59

Environmental service (EVS)

, 100–101

Evidence-based management

, 222–223

Experiential intensity

, 10

Fee-for-service (FFS)

, 113, 180

Fee-for-value (FFV)

, 180

Filling Employee Vacancies (FEV)

, 52

Financial distress index

, 174

Focused ethnography

, 10

Frontline health care work(ers)

artificial intelligence

, 124–126

digital communications, telehealth, and telepresence

, 119–122

experimentation

, 129–132

impact of new technologies on

, 126–133

power of payment models

, 127–129

reform organizations

, 133

service and cleaning robots

, 122–124

technologies influence

, 118–126

training

, 132–133

workforce

, 133

Frontline health care workforce in United States

, 103–110

jobs

, 103–108

workers

, 108–110

Full-time equivalent (FTE)

, 52

Gender barriers

, 79–80

Gender bias

, 78

conceptual framework

, 79–80

grand challenge and pernicious problem

, 79

methods

, 80–85

results

, 85–89

variables, descriptions, and question wording

, 81–83

General partner (GP)

, 178

Governance

, 179, 184

Health maintenance organizations (HMOs)

, 127–128, 184, 186

Health policy

, 117

Health systems

, 222

Health-care organizations (HCOs)

, 274–275, 280–281

Health-care workers (HCWs)

, 274

importance of recovery process during COVID-19 pandemic

, 276

recovery from work vs. resilience

, 275–276

strategies to foster and facilitate recovery from work

, 276–280

Health-care

, 46

management

, 30

sector

, 234

workforce

, 100–102

Health-care Cost Report Information System (HCRIS)

, 228–229

Healthy foods ambassador

, 138

High road

, 134–139

Homecare market

, 5–7

Honestly significant difference (HSD)

, 52

Horizontal integration

, 186, 195, 198

Horizontal mergers

, 180

Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS)

, 228–229

Hospital ownership and financial stability

, 174

case comparisons

, 209–212

findings

, 183–208

limitations

, 212–213

prior literature

, 176–181

research methodology

, 181–183

Hospital Service Areas (HSAs)

, 32

Hospitals

, 222

Human–patient simulations (HPS)

, 164

Hypothesis testing

, 59–60

Independent Practice Association (IPA)

, 186

Independent variables (IVs)

, 51, 239

“Industry studies” research approach

, 102

Inferential statistics

, 59–60

Information technology (IT)

, 100–101

Innovation preconditions and plans for sustaining virtual visits

, 258

Institutional theory

, 177

Integration strategies

, 180–181, 184, 188

Intercorrelations

, 59–60

Interorganizational relationships

, 31

data collection and analysis

, 32–34

distinct relationship functions

, 34

methods

, 32–34

results

, 34–38

study design and sample

, 32

Introductory agency

, 15–16

Job satisfaction

, 84

Knowledge, skills, and attitudes (KSAs)

, 144

Knowledge Loss Impacts Organizational Operations (KLIOO)

, 52

Knowledge management

, 50

Leadership development (LD)

, 49–50, 52, 222

Licensed practical nurses (LPNs)

, 100

Limited English proficiency (LEP)

, 146–147

Live-in model

, 16–17

case study

, 17–18

Machine learning (ML)

, 124–125

Male culture

, 87

Management Services Agreement (MSA)

, 178

Managerial opportunism

, 177

Market

implications

, 24

shaping

, 7–8

Massachusetts Center for Health Information and Analysis (CHIA)

, 196–197

Mastery experiences

, 279–280

Medical education

, 78

Medical Group Management Association (MGMA)

, 51

Medical Properties Trust (MPT)

, 197

Mentoring, lack of

, 88–90

Mergers and acquisitions (M&As)

, 174–175

Mission

, 179, 184

Montefiore and Steward Health System Expansions

, 210

Montefiore and Steward Health System Financials

, 212

Montefiore Health System

, 175–176, 181–183, 193

integration strategies

, 184–188

ownership, mission, and governance

, 184

scale, scope, financials, and ACO care metrics

, 188–193

Montefiore’s Hospital Acquisitions

, 189–191

Multiple chronic comorbidities (MCCs)

, 235

protecting patients at high risk of COVID-19 and of missed, delayed, or postponed care for

, 242–247

Multiple sclerosis (MS)

, 17

National Academy of Medicine

, 30

National Center for Healthcare Leadership (NCHL)

, 222–223

applying evidence

, 225–227

assessing and presenting evidence

, 224

informing approach through review of prior research

, 223–224

researching leadership development and organization outcomes

, 228–229

subsequent iterations and changes over time

, 227–228

updating guiding research questions

, 223

National Health Service (NHS)

, 5–6

Natural language processing (NLP)

, 124–125

Needs analysis

, 161

New York State (NYS)

, 182–183

Occupational health psychology

, 274–275

Older adults

, 31–32

Open-ended questions

, 84

Operational succession planning (OSP)

, 47, 53

conceptual framework

, 47–48

knowledge management

, 50

leadership development

, 49–50

replacement planning

, 48–49

Ordinary least squares (OLS)

, 84

Organizational analysis

, 161–162

Organizational benchmarking

, 222–223

Organizations

, 7–8

Our Lady of Mercy Medical Center (OLM)

, 186–187

Ownership

, 177, 179, 184

structures

, 175

Patient care quality

, 192

Patient experience

, 222

Per member per month (PMPM)

, 113

Perceived utility of training

, 162

Person analysis

, 162

Personal protective equipment (PPE)

, 274

Planning For Filling Vacancies After (PFFVA)

, 52

Planning For Filling Vacancies Before (PFFVB)

, 52

Political opportunism

, 177

Population health management (PHM)

, 174, 182

Practice site organizational characteristics

, 256–258

Practices Formal Leadership Development (PFLD)

, 52

Practices Informal Leadership Development (PILD)

, 52

Preventative model

, 20

case study

, 20–21

Preventing Knowledge Loss (PKL)

, 52

Primary care physicians (PCPs)

, 121

Primary care practices

, 234–235

Private equity (PE)

, 174

firms

, 174–175, 181

model

, 178

ownership

, 179

Private investment fund

, 174–175

Process innovations

, 255–256

Quadruple Aim

, 100

approach and data

, 102–103

frontline health care workforce in United States

, 103–110

high road

, 134–139

labor market impact of technological change

, 114

impact of new technologies on frontline health care workers

, 126–133

scale, substitution, and reinstatement effects

, 114–115

sector

, 111–114

sector-specific drivers of technology adoption

, 116–118

technologies influence frontline health care work

, 118–126

work-centered vs. technology-centered adoption

, 115–116

Qualitative analysis

, 85

Quantitative analysis

, 84

Queen Bee Syndrome

, 88

Real estate investment trust (REIT)

, 197

Recovery experiences

, 277

Recovery from work

, 274–276

strategies to foster and facilitate

, 276–280

Recovery process during COVID-19 pandemic

, 276

Relative value units (RVUs)

, 164

Relaxation

, 280

Reliability

, 59

Replacement planning

, 48–49

Resilience

, 275–276

Schedules

, 276–277

Sector-specific drivers of technology adoption

, 116–118

Securities and Exchange Commission (SEC)

, 206

Self-funded market

, 7

Self-limited aspirations

, 84

Senior leadership team (SLT)

, 222

Service Employees International Union (SEIU)

, 134, 182–183

Service robots

, 122–124

Smart carts

, 122–123

Social exchange theory (SET)

, 47

Standard deviation (SD)

, 52

State-funded care

, 6–7

State-funded market

, 7

Steward Health Care System

, 181–182

ad hoc debt-driven model

, 195–198

governance structure

, 195

LLC

, 193–208

ownership, mission, and governance

, 193–195

scale, scope, financials, and ACO outcomes

, 198–208

Steward Research & Specialty Projects Corp. (SRSPC)

, 207

Steward’s Hospital Acquisitions

, 199–202

Support for training

, 163

Survey development

, 238

Task analysis

, 162

TeamSTEPPS® teamwork training

, 144

Technology-centered adoption

, 115–116

Telehealth

, 119–122

Telepresence

, 119–122

Three-dimensional breast imaging (3D breast imaging)

, 128

Time and task homecare model in England

, 8–9

“Time and task” model

, 4, 7

Time intensity

, 10

Trainee motivation

, 144

Training

content

, 162

design

, 164

logistics

, 158–159, 163

Training and Education Fund (TEF)

, 137

Training motivation and transfer in hospitals

limitations and future research

, 165–166

methods

, 146–148

practical implications

, 161–165

results

, 148–159

theoretical model

, 145–146

Triple Aim

, 100

Turnover rate (TR)

, 59

Turnover ratio (TR)

, 52

Two-person career structure

, 84

Uberization model

, 12–15

case study

, 15–16

UK Industrial Strategy

, 4

University HealthSystem Consortium (UHC)

, 224

Uses Practices To Share Knowledge (UPTSK)

, 52

Uses Tools To Share Knowledge (UTTSK)

, 52

Validity

, 59

Value proposition

, 9–10

Value-based care (VBC)

, 101–102, 113

Vertical integration strategies

, 180, 184, 186, 195, 198

Virtual reality (VR)

, 144

Virtual visits

impact of

, 250

developing capacity for

, 250

innovation preconditions and plans for sustaining

, 250, 253, 258

Vulnerable populations

, 258–259

Work environment

, 165

Work-centered adoption

, 115–116

Workforce recruitment and retention

, 20