Location and service mix decisions for a managed health care network

For managers of managed health care organizations, the problem of designing a competitive multiple facility network cannot be solved by existing mathematical models. This paper thus presents a nonlinear integer model for determining a facilities design strategy that embodies the economic tradeoffs encompassed in a competitive strategy: minimizing cost and maximizing market share. The integrated location and service mix model determines the number, location and service offerings of facilities that maximize profitability in a two-level hierarchical referral delivery network where an organization's market share is represented by a multiplicative competitive interaction model. To demonstrate the usefulness of the proposed integrated model, a series of problems is solved by an interchange heuristic and compared to the solutions derived by a simpler approach that ignores market competition.     

Complex home care: part III--economic impact on family caregiver quality of life and patients' clinical outcomes

Family caregivers perform a significant role in the care of patients with chronic illnesses and prescribed life-long complex home care treatments. Both quantitative and qualitative data from this study suggest the mental health burdens and financial costs of home parenteral nutrition (HPN) caregiving are extensive. In this study, the variability in HPN out-of-pocket expenses and the uncertainty of incurring such extensive costs created additional financial worries within already stressed families. Based on these data, interventions to improve caregivers' sleepiness, depression, and physical health could be hypothesized to improve both patients' and caregivers' quality of life and reduce the frequency of patients' catheter-related infections. These specific nursing interventions also could improve caregiver health and subsequently reduce the costs of caregivers' health care.     

Research note and communication mergers that last: A predictable pattern?

This paper examines the current ownership of 434 large acquisitions made by publicly traded U.S. firms between 1967 and 1969. It is found that the majority of these acquisitions are still held by the acquiring firms. Unrelated acquisitions were resold at a moderately higher, though not significantly different, rate than related acquisitions. These results are discussed in the context of the commonly held view that unrelated acquisitions of that period were poorly conceived additions.     

Trading incentives to meet the analyst forecast

We examine stock sales as a managerial incentive to help explain the discontinuity around the analyst forecast benchmark. We find that the likelihood of just meeting versus just missing the analyst forecast is strongly associated with subsequent managerial stock sales. Moreover, we provide evidence that managers manage earnings prior to just meeting the threshold and selling their shares. Finally, the relation between just meeting and subsequently selling shares does not hold for non-manager insiders, who arguably cannot affect the earnings outcome, and is weaker in the presence of an independent board, suggesting that good corporate governance mitigates this strategic behavior.