Health Care Faculty

Vanderbilt’s health care and business management programs provide students with the opportunity to learn from and collaborate with researchers and innovators at the cutting edge of health care technology, informatics, policy and delivery models.  Representing a combination of distinguished academic researchers, leading health care practitioners and business leaders, Owen faculty work closely with student to address this rapidly growing industry from strategic, economic, ethical and operational perspectives.

In the Classroom

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Michael Burcham

Senior Lecturer of Entrepreneurship

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Michael Lapré

E. Bronson Ingram Associate Professor in Operations Management

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Rangaraj Ramanujam

Professor

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R. Lawrence Van Horn

Associate Professor of Management (Economics); Executive Director of Health Affairs

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Affiliated Faculty

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Jim Cooper

Adjunct Professor of Health Care Management; Congressman for Tennessee's 5th District

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John Doulis, M.B, B.S

Chief Information Officer, MedCare Investment Funds

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Edward W. Lomicka, CTP

Vice President and Assistant Treasurer, Community Health Syatems

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Wayne J. Riley, M.D., MPH, MBA, MACP

President and Chief Executive Officer, Meharry Medical College (MMC)

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Research Faculty

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Bruce Cooil

The Dean Samuel B. and Evelyn R. Richmond Professor of Management; Faculty Director, Executive MBA

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Luke Froeb

William C. Oehmig Associate Professor in Free Enterprise and Entrepreneurship

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M. Eric Johnson

Ralph Owen Dean and Bruce D. Henderson Professor of Strategy

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Michael Lapré

E. Bronson Ingram Associate Professor in Operations Management

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Rangaraj Ramanujam

Professor

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R. Lawrence Van Horn

Associate Professor of Management (Economics); Executive Director of Health Affairs

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Tim Vogus

Associate Professor of Management

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Research Seminars

Contracting in the Shadow of the Future

Professor Ranjani Krishnan
Michigan State University
Tuesday, Sep 23, 2014 at 9:40AM | Room TBA
ABSTRACT

 

Contracting in the Shadow of the Future

 

 

ABSTRACT

 

Contract
design involves control mechanisms that trade off the provision of ex
ante
 incentives to reduce losses from moral hazard, while avoiding
costs of ex post adaptations. We examine how this tradeoff
influences the form of the contract, namely cost-plus and fixed-price. We
investigate whether two control mechanisms, i.e., the possibility of a future
horizon, and bilateral reputation capital can mitigate the risk of
cost-inefficiency in cost-plus contracts and adaptation costs in fixed-price
contracts. We analytically show that the attractiveness of a cost-plus
(fixed-price) contract is increasing in (a) task complexity, (b) vendor rent
seeking potential, (c) contracting parties' potential for future business, and
(d) vendor reputation for cost containment (fair bargaining). We test the
model's predictions using contract data collected from the SEC material
contracts database, supplemented with hand-collected data from trade and
industry publications. Results using recursive, simultaneous, bivariate probit
estimations with endogeneity corrections support our predictions.

 

Keywords: Fixed price
contract, cost plus contract, incentives, hold up, relational contract.

 

JEL Classifications:
D23, D86, L14, M41

 

Coordinating Cross-Boundary Care Transitions

Brian Hilligos
Ohio State University
Friday, Apr 25, 2014 at 12:00PM | Room 206E (Dean's Conference Room)

Relative Prices, Payer Mix and Regional Variations in Medical Care

Sean Nicholson
Cornell University
Monday, Mar 10, 2014 at 1:00PM | Room 206E
ABSTRACT
Abstract: The use of medical services and Medicare spending vary substantially across geographic regions of the United States, as documented by Dartmouth Atlas researchers over the past four decades. We measure the extent to which regional variations in Medicare spending on physician services is due to regional variations in the generosity of Medicare relative to private insurance prices. We take advantage of exogenous changes in Medicare reimbursement rates for physician services to estimate the relationship between Medicare reimbursement, private insurance prices for physician services, and Medicare utilization and spending. We find that a one-percent increase in Medicare reimbursement for a given service corresponds to a 0.46 increase in private prices for the same service and a 0.15 percent increase in the supply of that service to Medicare patients. These results are consistent with a model where physicians alter private prices in order to achieve an optimal mix of privately-insured and Medicare patients. The resulting difference in the payer mix of patients across regions creates cross-regional variation in Medicare spending. We predict that about one-sixth of the geographic variation in medical spending can be explained by variations in Medicare profit. 

ENABLE: Efficient Novel Active Behavioral Levers

Punam Anand Keller
Tuck School, Dartmouth College
Friday, Feb 7, 2014 at 10:00AM | Room Dean's Conference Room
ABSTRACT

ENABLE interventions combine health communication, marketing, and choice architecture to increase active participation in initiating healthy behaviors. The ENABLE guidelines can be used with or without financial incentives to enroll in health programs. Support for ENABLE is obtained in six field studies. Three studies demonstrate how ENABLE can enhance enrollment in programs that do not offer financial incentives. Three additional studies show how ENABLE can increase enrollment in programs without adding to existing financial incentives.   

 

Mergers When Prices Are Negotiated: Evidence From the Hospital Industry

Gautam Gowrisankaran
Eller College of Management, University of Arizona
Monday, Feb 3, 2014 at 11:15AM | Room 216
ABSTRACT

 We estimate a bargaining model of competition between hospitals and managed care organizations (MCOs) and use the estimates to evaluate the effects of hospital mergers. We find that MCO bargaining restrains hospital prices significantly. The model demonstrates the potential impact of coinsurance rates, which allow MCOs to partly steer patients towards cheaper hospitals. We show that increasing patient coinsurance tenfold would reduce prices by 16%. We find that a proposed hospital acquisition in Northern Virginia that was challenged by the Federal Trade Commission would have significantly raised hospital prices. Remedies based on separate bargaining do not alleviate the price increases.

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