Leadership and Quality Improvement

Campbell, Robert M.; Mohl, Larry

doi:10.1007/978-1-4471-6566-8_17

Cited by 2 publications

(2 citation statements)

References 3 publications

(3 reference statements)

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“…Physician leadership aptitude can be objectively assessed and leadership competencies measured. Leadership performance can be developed 5 …”

Section: Leadershipmentioning

confidence: 99%

Training residents/fellows in paediatric cardiology: the Emory experience

Campbell

2016

Cardiol Young

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Pediatric cardiology fellowship is a very busy time, with new responsibilities, new knowledge, new technology and fast pace. Above and beyond the science and art of pediatric cardiology, we emphasize that our cardiology fellows are in the middle of the "people business", with additional roles and responsibilities as they serve their patients and communities. This manuscript provides insight into these opportunities for our pediatric cardiac professionals.

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“…Physician leadership aptitude can be objectively assessed and leadership competencies measured. Leadership performance can be developed 5 …”

Section: Leadershipmentioning

confidence: 99%

Training residents/fellows in paediatric cardiology: the Emory experience

Campbell

2016

Cardiol Young

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“…When successful, R&D initiatives result in technological capabilities, inter-organizational collaborative efforts such as joint ventures and alliances lead to the creation of social capital, intra-organizational collaboration leads to social capital and organizational culture, and a successful product launch leads to the establishment of brand-name capital (Chatain, 2010;Czarniewski, 2015;Wismor, 2015). Most of these resources cannot be easily purchased in factor markets, but must be built through new combinations undertaken within and between firms (Campbell and Mohl, 2015). An emphasis on resources and capabilities adds substance to the otherwise opaque concept of new value creation, since newly created, unappropriated value may become embedded in resources which may in turn be amenable to valuation techniques (Auer and Petit, 2015).…”

Section: Envelopment Strategymentioning

confidence: 99%

Multi Sided Platforms (MSPs) Value Captation and Monetization Strategies: A Strategic Management Perspective

Sabourin¹

2016

BMS

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The fundamental basis of all multisided business platforms is the value proposition offered to consumers, on one hand, and to business buyers, on the other hand, and so our starting point must be with the fundamentals concerning the management of value propositions. The competitive strategies of monetization and value creation include: Envelopment, overlapping, freemium, advertising and asymmetry information methods. In this paper, we allude that multisided platforms to play the role of resource integrators, involving consumers and business partners in a process of co-creation of value-an integrated, a networked business model. This is primarily due to a shift in the relative influence of different business stakeholders in the context of the business modeling of two-sided multisided platforms.

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Leadership and Quality Improvement

Cited by 2 publications

References 3 publications

Training residents/fellows in paediatric cardiology: the Emory experience

Training residents/fellows in paediatric cardiology: the Emory experience

Multi Sided Platforms (MSPs) Value Captation and Monetization Strategies: A Strategic Management Perspective

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