Practice Management

By P. Althausen, L. Mead. Journal of Orthopaedics and Trauma, 2014

1,797 citations recorded by the source corpus.

Summary: The practicing orthopaedic traumatologist must have a sound knowledge of business fundamentals to be successful in the changing healthcare environment. Practice management encompasses multiple topics including governance, the financial aspects of billing and coding, physician extender management, ancillary service development, information technology, transcription utilization, and marketing. Some of these are universal, but several of these areas may be most applicable to the private practice of medicine. Attention to each component is vital to develop an understanding of the intricacies of practice management.

Subfields: Economics and Econometrics, General Health Professions

View Paper: https://www.semanticscholar.org/paper/84996847dfb7f8d7a11470d4c8cf9d04d7794051

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Citations in the corpus

International strategy and performance—Clustering strategic types of SMEs (2012, background): “…(1990) and Narver and Slater (1990) elaborated further the Keith concept of market orientation.3 This construct places the highest 3 The concept can be traced back to the 1950s when Drucker (1954) argued that customers should be the foundation of an organization and the reason for its existence.”
The Relationship between Strategic Planning and Firm Performance (2012, background): “Drucker (1954) contends that strategic planning is management by plans, an analytical process and is focused in making optimal strategic decisions.”
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The impact of carbon disclosure mandates on emissions and financial operating performance (2020, background): “3 A central axiom in management accounting, dating back to Drucker (1954), states: “what gets measured, also gets managed”.”
In Search of Innovation and Customer‐related Performance Superiority: The Role of Market Orientation, Marketing Capability, and Innovation Capability Interactions (2012, neutral): “The findings also reaffirm the conventional wisdom of Drucker (1954) that innovation and marketing are two key functions that enable firms to create and serve customers.”
Effects of innovation strategies on export performance: New empirical evidence from developing market firms (2020, background): “This re-echoes Drucker's claim, “that any business enterprise has two–and only two–basic functions: marketing and innovation” (Drucker, 1954: 40).”