OM Forum—People-Centric Operations: Achievements and Future Research Directions

Roels, Guillaume; Staats, Bradley R.

doi:10.1287/msom.2021.0977

Cited by 36 publications

(20 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The possible unaddressed factor in this challenge, we argue, could be the untapped role of individual physician providers (Anand et al. 2021, Roles and Staats 2021). Physicians, especially attending physicians, have been deemed critical for hospitals’ economic success (Sager and Socolar 2005, Taheri et al.…”

Section: Introductionmentioning

confidence: 94%

“…By examining the link between individual and inter‐organizational care coordination on ancillary cost, we propose a multilevel approach to evaluate healthcare delivery decisions and demonstrate the importance of looking into both hospital and individual physician level characteristics when studying the cost implications during healthcare delivery (Arora et al. 2015, Roels and Staats 2021). Further, we identify the cost benefits of multisiting physicians, reconciling the inconsistency of performance implications from previous literature by theoretically differentiating operational learning from conceptual learning during multisiting.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Ancillary Cost Implications of Physicians Multisiting and Inter‐Organizational Collaboration During Healthcare Delivery

Lan

Goradia

Chandrasekaran

2022

Production and Operations Management

View full text Add to dashboard Cite

T his study investigates diagnostic testing and pharmacy expenditures, commonly referred to as ancillary costs in the United States acute-care hospitals. These ancillary costs are charges associated with services provided to support patient treatment, including laboratory, radiology, and pharmacy charges. Despite of investment in inter-organizational and technological collaboration practices, these costs continue to rise. Our research examines the role of individual healthcare providers, namely multisiting physicians, who practice at more than one hospital, in reducing ancillary cost. We also look at how inter-organizational collaboration measured by the hospital's affiliation in an accountable care organization (ACO) model affect this relationship. To do this, we assembled a unique data set of 163,617 patients treated by 4411 physicians at 182 hospitals in Florida from 2014 to 2016. Using an econometric estimation approach accounting for endogeneity, we find that patients treated by multisiting physicians experienced, on an average, per-hospitalization reduction in laboratory and radiology charges of 58.57% and 30.11%, respectively. These savings increase when multisiting physicians have less practice experience. We also find that hospitals participating in ACO model complement the savings achieved through multisiting physicians in the form of even lower pharmacy costs. In post-hoc analyses, we find such cost reduction comes from reducing the total number of procedures or tests ordered. We also show that the lower treatment charges do not compromise the clinical quality of patients treated by multisiting physicians. Collectively, the findings offer important insights to the healthcare operations management literature on the interaction between individual-organizational collaboration efforts and patient-level outcomes.

show abstract

Section: Introductionmentioning

confidence: 94%

Section: Introductionmentioning

confidence: 99%

Ancillary Cost Implications of Physicians Multisiting and Inter‐Organizational Collaboration During Healthcare Delivery

Lan

Goradia

Chandrasekaran

2022

Production and Operations Management

View full text Add to dashboard Cite

show abstract

“…While much of OM/OR research has traditionally treated people as resources—for example, the “servers” in a queuing system can be people or machines—the scope of our research has been extended to include behavioral operations and people‐centric operations (Donohue et al., 2020; Roels & Staats, 2021). These streams of work have revisited received notions of the motivations and biases of human actors within operational systems.…”

Section: Opportunities For Future Researchmentioning

confidence: 99%

Social impact operations at the global base of the pyramid

Jónasson¹,

Ramdas

Sungu

2022

Production and Operations Management

View full text Add to dashboard Cite

In recent years, our field has seen an increase in research that explicitly emphasizes an objective of social impact in the most unprivileged parts of the world-the so-called global base of the pyramid (referring to the 2.7 billion people living on less than $2.50 per day, the largest but most resource-poor economic group globally). This trend seems to cut across the traditional application areas of OM and OR, and it coincides with an increased emphasis on environmental and social governance (ESG) values in industry, a greater prominence of the United Nations' Sustainable Development Goals (UN SDGs) and increases in social impact research in other academic fields. In this paper, we pull together representative examples from our field of what we consider as social impact research aimed at improving living conditions at the base of the pyramid.We first examine the scale and scope of work published in Production and Operations Management over the last 25 years, and then provide a broader summary of the spectrum of research within OM and OR that constitute this stream of literature. We adopt the stance that OM and OR should embrace the current societal emphasis on social responsibility and positive social impact-and strive to contribute to the most pressing problems for those living at the base of the pyramid. Although our field has produced a body of work addressing such problems, individual research projects of this type are usually not viewed as falling under the broad umbrella of Social Impact Operations (SIO), but rather are classified as part of the closest application area. By providing an initial overview of this work we wish to celebrate the contribution of our field to this area, highlight common themes, catalyze a dialogue across application areas among researchers with a common perspective, and identify opportunities for future research.

show abstract

“…We choose these two variables because they capture both the extensive margin and the intensive margin and, as shown below, can effectively identify distinct driver segments. Finally, the optimal number of driver clusters is determined with the average silhouette score following prior literature (e.g., Pagell et al, 2015; Roels & Staats, 2021). This metric justifies a two‐cluster solution for each city (please see Figure A‐4 in Appendix ).…”

Section: Conditional Average Treatment Effect: Heterogeneity Across D...mentioning

confidence: 99%

The effects of surge pricing on driver behavior in the ride‐sharing market: Evidence from a quasi‐experiment

Miao

Deng

Wang

et al. 2022

J of Ops Management

View full text Add to dashboard Cite

Surge pricing has been used to coordinate supply and demand in the ride-sharing industry, but its causal effects on driver behavior remain unclear. This motivates us to examine how surge pricing causally affects driver earnings and labor supply by leveraging a unique quasi-experiment, in which a leading ride-sharing company in China introduced surge pricing in two cities at different times. Using a difference-in-differences design with the causal forest method, we find that surge pricing led to increases in drivers' weekly revenue. Decomposing the weekly revenue into "intensive margin" and "extensive margin" factors, we discover two countervailing effects at play: a cherry-picking effect and a competition effect, and the daily revenue decreased because the latter dominated. Consequently, the increased weekly revenue can be explained by the extensive margin: drivers worked on more days to compensate for the decreased daily revenue, a result consistent with the income targeting behavior. Finally, we examine heterogeneous treatment effects across drivers, and find that surge pricing enticed more part-time drivers to flood the market and crowd out full-time drivers, and that the increase in the drivers' weekly revenue was primarily driven by part-time drivers. Therefore, the benefit of surge pricing was unevenly distributed across drivers.

show abstract

OM Forum—People-Centric Operations: Achievements and Future Research Directions

Cited by 36 publications

References 37 publications

Ancillary Cost Implications of Physicians Multisiting and Inter‐Organizational Collaboration During Healthcare Delivery

Ancillary Cost Implications of Physicians Multisiting and Inter‐Organizational Collaboration During Healthcare Delivery

Social impact operations at the global base of the pyramid

The effects of surge pricing on driver behavior in the ride‐sharing market: Evidence from a quasi‐experiment

Contact Info

Product

Resources

About