Date of Conferral

2023

Degree

Doctor of Business Administration (D.B.A.)

School

Business Administration

Advisor

Peter J. Anthony

Abstract

A lack of focus on organizational strategy impedes the development of successful healthcare think tanks. Healthcare leaders are concerned about the lack of strategies and their importance in combating fraud, reducing errors, enforcing practice guidelines, and improving patient healthcare services. Grounded in the four trajectories of industry change theory, the purpose of this qualitative single case study was to explore strategies healthcare management leaders use to develop successful healthcare think tank organizations. The participants were three healthcare professionals in senior leadership positions for a healthcare think tank organization. Data were collected using semistructured interviews, a review of organizational documents, and a review of the organizational website. Through thematic analysis, five themes were identified: the importance of various stakeholders, understanding politics and current federal and state regulations, driving innovations in healthcare, focusing on low-and-moderate income families, and networking and connections. A key recommendation is for the organizational leaders to incorporate the voices of as many stakeholders as possible throughout each process, which is vital for establishing trust in the organization and its services or products. The implications for positive social change include the opportunity to address disparities in healthcare access, affordability, and the quality of care received by low-and moderate-income families.

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