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Previous Volume 331:1374-1377 November 17, 1994 Number 20 Next

	Since this article has no abstract, we have provided an extract of the first 100 words of the full text and any section headings.

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Many academic medical centers are developing complex organizations of physicians and large health networks that provide managed care to large groups of people. Leaders of these centers believe that these organizations and networks will provide the financial resources that have previously been obtained through clinical care provided at the medical center itself. The rationale is that a surplus of revenues from clinical care provided by hospitals and professionals is needed to continue support for research and teaching.^1,2,3 In the race to develop academic managed-care networks, basic questions about the cultural and organizational implications of entering this competitive business have not . . . [Full Text of this Article]

The Faculty

The Departments and Chairpersons of Departments

The University

The Hospital and the School of Medicine

Potential Solutions

Partners and Organizational Issues

Address reprint requests to Dr. Mark C. Rogers at Box 3708, Duke University Hospital, Durham, NC 27710.

References

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• Ponitz, K., Mortimer, J., Berman, B. (2000). Establishing a Pediatric Hospitalist Program at an Academic Medical Center. CLIN PEDIATR 39: 221-227 [Abstract]  
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• Feldman, A. M., Greenhouse, P. K., Reis, S. E., Sevco, M. S. (1997). Academic Cardiology Division in the Era of Managed Care: A Paradigm for Survival. Circulation 95: 740-744 [Abstract] [Full Text]  
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• Grover, F. L. (1996). The Bright Future of Cardiothoracic Surgery in the Era of Changing Healthcare Delivery. Ann. Thorac. Surg. 61: 499-510 [Abstract] [Full Text]  
• Rie, M. A. (1995). The Oregonian ICU: Multi-Tiered Monetarized Morality in Health Insurance Law. J Law Med Ethics 23: 149-166  
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