Date of Conferral
2-17-2025
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
Cheryl Waters
Abstract
Hospitals in the United States spend more on healthcare than other modernized countries, yet the nation has a lower life expectancy. Some U.S. healthcare leaders lack effective strategies to balance cost reduction and quality care, leading to financial strain, declining net patient revenue, and compromised patient outcomes. As a result, hospitals face increased risks of closure, which negatively impacts access to care and overall healthcare system sustainability. Grounded in the complex adaptive system and Lean Six Sigma, the purpose of this qualitative pragmatic inquiry was to identify and explore effective strategies healthcare leaders in the United States use to improve the quality of patient care at a lower cost. Data were collected from six healthcare leaders via semistructured interviews. Four themes emerged: (1) transitioning from fee-for-service to value-based care models, (2) leveraging data analytics and technology to monitor patient outcomes and reduce waste, (3) incentivizing physicians to align with cost-saving measures, and (4) fostering systemwide collaboration between clinicians and business leaders. A key recommendation is for healthcare leaders to employ strategies to identify and eliminate medical procedures that do not meet medical necessity and cause wasteful spending. The implications for positive social change include the potential to increase patients’ quality of care while sustaining the financial viability of local hospitals.
Recommended Citation
Taylor, April, "Strategies Hospital Leaders Use to Reduce Cost While Improving the Quality of Care" (2025). Walden Dissertations and Doctoral Studies. 17369.
https://scholarworks.waldenu.edu/dissertations/17369
