195 related articles for article (PubMed ID: 10144895)
1. Medical staff consolidation issues and concerns.
Maynard G; Lagerwey MD; Wendling JM; Kindig D
Hosp Health Serv Adm; 1995; 40(3):348-61. PubMed ID: 10144895
[TBL] [Abstract][Full Text] [Related]
2. Mergers--true integrations.
Vigneau P; Shaw D; Smeltzer CH
Mich Health Hosp; 1998; 34(4):26-7. PubMed ID: 10182838
[TBL] [Abstract][Full Text] [Related]
3. The short-term effects of merger on hospital operations.
Alexander JA; Halpern MT; Lee SY
Health Serv Res; 1996 Feb; 30(6):827-47. PubMed ID: 8591932
[TBL] [Abstract][Full Text] [Related]
4. A blueprint for medical staff consolidation.
Wixson NE
Hosp Med Staff; 1979 Nov; 8(11):16-21. PubMed ID: 10244312
[TBL] [Abstract][Full Text] [Related]
5. Mergers--true integrations.
Shaw D; Vigneau P; Smeltzer CH
Mich Health Hosp; 1998; 34(3):15-7. PubMed ID: 10179363
[TBL] [Abstract][Full Text] [Related]
6. Medical staff merger is no easy task.
Williams AH
Hospitals; 1980 Jun; 54(11):55-8. PubMed ID: 7372293
[TBL] [Abstract][Full Text] [Related]
7. Data innovations spur physician involvement in the quality process at Memorial Medical Center of Jacksonville, Florida.
Azcuy A; Keating R
Strateg Healthc Excell; 1993 Jan; 6(1):9-12. PubMed ID: 10123357
[No Abstract] [Full Text] [Related]
8. The organized medical staff: should anyone care anymore?
Gosfield AG
J Med Pract Manage; 2005; 20(4):210-6. PubMed ID: 15779522
[TBL] [Abstract][Full Text] [Related]
9. Medical staff merger: a follow-up case study.
Wixson NE
Hosp Med Staff; 1980 May; 9(5):16-20. PubMed ID: 10246322
[TBL] [Abstract][Full Text] [Related]
10. A perceptual study of the role of the president of the medical staff.
Alpander GG; Strong RA
Hosp Health Serv Adm; 1991; 36(2):271-83. PubMed ID: 10160729
[TBL] [Abstract][Full Text] [Related]
11. Fostering collaboration by understanding physician behavior: the cancer program perspective.
Brady AM; Harvey CD
Hosp Technol Ser; 1992 Nov; 11(18):1-14. PubMed ID: 10127929
[TBL] [Abstract][Full Text] [Related]
12. Administrators and mergers: a study of administrators' perceptions.
Feldheim MA
J Health Hum Serv Adm; 2000; 23(3):248-73. PubMed ID: 11924312
[TBL] [Abstract][Full Text] [Related]
13. Control and support: what physicians want from hospitals.
Goldberg JP; Martin HJ
Hosp Health Serv Adm; 1990; 35(1):27-37. PubMed ID: 10103691
[TBL] [Abstract][Full Text] [Related]
14. Managing organizational mergers.
Kooi D; White RE; Smith HL
J Nurs Adm; 1988 Mar; 18(3):10-8. PubMed ID: 3346750
[TBL] [Abstract][Full Text] [Related]
15. Measuring hospital medical staff organizational structure.
Shortell SM; Getzen TE
Health Serv Res; 1979; 14(2):97-110. PubMed ID: 511580
[TBL] [Abstract][Full Text] [Related]
16. Hospital mergers and acquisitions: satisfying the constituencies.
Lockman SM
Healthspan; 1991; 8(7):15-9. PubMed ID: 10114028
[No Abstract] [Full Text] [Related]
17. Weathering mergers: advice for physicians and medical staff.
Johnson L
Pa Med; 1997 Apr; 100(4):12-4. PubMed ID: 9125894
[No Abstract] [Full Text] [Related]
18. The hospitalist: implications for family practice.
Chapman RW
Fam Med; 1998; 30(7):517-8. PubMed ID: 9669167
[No Abstract] [Full Text] [Related]
19. Presence and availability: staff conceptions of nursing leadership on an intensive care unit.
Rosengren K; Athlin E; Segesten K
J Nurs Manag; 2007 Jul; 15(5):522-9. PubMed ID: 17576250
[TBL] [Abstract][Full Text] [Related]
20. Policy versus practice: comparison of prescribing therapy and durable medical equipment in medical and educational settings.
Sneed RC; May WL; Stencel C
Pediatrics; 2004 Nov; 114(5):e612-25. PubMed ID: 15520092
[TBL] [Abstract][Full Text] [Related]
[Next] [New Search]
