Date of Conferral
2020
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
William Stokes
Abstract
In response to healthcare payment policy reforms, billions of dollars in healthcare provider charges are challenged annually. Following the implementation of the Virginia workersâ compensation medical fee legislation, healthcare organizations experienced declining worker compensation medical fee schedule reimbursements and lack of profitability. Grounded in the adaptive cycle model, the purpose of this qualitative single case study was to explore strategies 2 urgent care center (UCC) leaders in Virginia used to increase profits after implementing the Virginia workersâ compensation medical fee legislation. Data were collected via in-depth interviews and a review of company documents. Thematic analysis was used to analyze data. The findings revealed 4 organizational strategies: develop controls, increase organizational knowledge, measure organizational performance, and evaluate products and services. Urgent care center leaders who adopt these strategies could develop a strategic plan that improves their bottom line. Implications for positive social change include the potential for healthcare leaders to assist UCCs and other healthcare organizations in navigating healthcare policy reforms to create sustainable organizations. A sustainable organization can increase access to care and strengthen the U.S. healthcare delivery system for individuals, families, and communities.
Recommended Citation
Thompson, Drema M., "Urgent Care Centers and Workersâ Compensation Medical Cost Containment" (2020). Walden Dissertations and Doctoral Studies. 9280.
https://scholarworks.waldenu.edu/dissertations/9280
Included in
Health and Medical Administration Commons, Organizational Behavior and Theory Commons, Public Policy Commons
