|
||||
|
||||
Dartmouth-Hitchcock Medical Center: Spine CareRobert S. HuckmanHarvard Business School; National Bureau of Economic Research (NBER) Michael E. PorterHarvard University - Strategy Unit Rachel GordonHarvard Business School Natalie KindredHarvard Business School March 11, 2009 HBS Case No. 609-016 Harvard Business School Technology & Operations Mgt. Unit Harvard Business School Strategy Unit Abstract: Describes the Spine Center at Dartmouth-Hitchcock Medical Center, a multidisciplinary unit that offers patients suffering from spinal problems 'one-stop' access to a range of providers including orthopedic surgeons, neurosurgeons, neurologists, medical specialists in physical medicine and pain management, mental health providers, and occupational and physical therapists. The Center was created to address what its founder, James Weinstein, M.D., saw as the uncoordinated and inefficient delivery of spinal care in the United States. The Center emphasized using non-surgical treatments (e.g., physical therapy and exercise, behavioral modification, pain-relieving drugs) as either a complement to, or substitute for, surgical procedures, and patients were actively engaged in the process of determining what type of care to pursue. In addition, Weinstein and his staff collected data from the Center's clinical practice to conduct academic research on the outcomes and cost-effectiveness of various approaches to treatment. The case allows for a critical analysis of the Spine Center's unique approach to care delivery and provides an opportunity to examine the applicability of this model in other clinical areas. working papers series Date posted: August 11, 2009Suggested CitationContact Information
|
|
|||||||||||||||||||
© 2013 Social Science Electronic Publishing, Inc. All Rights Reserved.
FAQ
Terms of Use
Privacy Policy
Copyright
This page was processed by apollo3 in 0.281 seconds