Hospital competition under pay‐for‐performance: Quality,mortality, and readmissions

Health outcomes, such as mortality and readmission rates, are commonly used as indicators of hospital quality and as a basis to design pay‐for‐performance (P4P) incentive schemes. We propose a model of hospital behavior under P4P where patients differ in severity and can choose hospital based on quality. We assume that risk‐adjustment is not fully accounted for and that unobserved dimensions of severity remain. We show that the introduction of P4P which rewards lower mortality and/or readmission rates can weaken or strengthen hospitals' incentive to provide quality. Since patients with higher severity have a different probability of exercising patient choice when quality varies, this introduces a selection bias (patient composition effect) which in turn alters quality incentives. We also show that this composition effect increases with the degree of competition. Critically, readmission rates suffer from one additional source of selection bias through mortality rates since quality affects the distribution of survived patients. This implies that the scope for counterproductive effects of P4P is larger when financial rewards are linked to readmission rates rather than mortality rates.     

Post‐Childe,Post‐Wirth: Response to Smith,Ur and Feinman

This is a reply to a critique of Jane Jacobs' ‘cities first' thesis with respect to agricultural origins. The critique's basic premise is that the archaeological record regarding the development of agriculture precedes the earliest cities and therefore the thesis is empirically refuted. Accepting this archaeological record for agriculture, the dispute centres on the archaeological record for city origins. Substituting a process definition of cities—city‐ness—for a ‘thing' definition (e.g. monumentality), this reply opens up pre‐Mesopotamian possibilities for city networks while conceding the difficulty in empirically obtaining evidence in earlier periods. Thus Jacobs' thesis cannot be absolutely refuted, and an exciting agenda for urban research emerges for archaeologists and social scientists.     

4 Human Rights, Global Justice, and Disaggregated States: John Rawls, Onora O'Neill, and Anne-Marie Slaughter

A bstract .   Human rights are urgently important rights that all individual persons may validly claim and that all governments are obligated to respect. According to some philosophers, no government can plausibly claim legitimate authority unless its legal and political system ascribes such rights, and no society can plausibly claim to be just unless it has a legitimate government. John Rawls presents his own version of this conception in the context of his account of the moral basis of a just global system of public law, which he calls the Law of Peoples. According to some of his critics, including Onora O'Neill, not only is the Law of Peoples statist, but also it relies on a false view of the state. O'Neill has developed a new conception of an ideally just global order in which states have fewer, and corporations more, powers and obligations to secure human rights, in contrast to Rawls's conception. Her conception is consistent with Anne-Marie Slaughter's account of the transformation of state sovereignty due to globalization. However, contrary to initial appearances, it is not the case that O'Neill's and Slaughter's views taken together require significant modification of Rawls's conception of human rights. There is no fundamental conflict between Rawls's conception of human rights and Slaughter's account of state transformation. And O'Neill's criticisms of Rawls's view are unwarranted.     

Human resource management–well‐being–performance research revisited: Past,present, and future

The authors provide an up‐to‐date theoretically based qualitative review of research dealing with the relationship between HRM, employee well‐being, and individual/organisational performance (HRM‐WB‐IOP research). The review is based on a systematic critical analysis of all HRM‐WB‐IOP studies (N = 46) published in 13 core HRM and management journals in the 2000 to 2018 period. The authors first identify different theoretical models of the HRM‐WB‐IOP relationship, which they then use to map research in the area. The results show that mutual gains conceptualisations play a dominant role in extant HRM‐WB‐IOP research, at the expense of alternative conflicting outcomes and mutual losses models, which are also shown to receive very limited empirical support across the 46 studies. As part of this mapping exercise, the authors identify important knowledge gaps in the area and conclude by setting out a number of key recommendations for future research to address these gaps.     

Imagination,Self‐Knowledge,and Poise: Jim March’s Lessons for Leadership

James G. March was a founding father of modern organization theory, and arguably its most eclectic scholar. His elegant writings, which were underpinned by a behavioural view of organizations, spanned ambiguity and choice, rationality and decision‐making, organizational change, organizational learning, and institutional theory, among others. In this editorial, we remember Jim March by reflecting on his lessons for leadership. It is structured into three parts, each portraying a key aspect of contemporary leadership: imagination, self‐knowledge, and poise. March believed that these qualities were essential to leadership, and he embodied them to the fullest.     

Entry limiting agreements: First‐mover advantage,authorized generics,and pay‐for‐delay deals

During patent litigation, pay‐for‐delay (P4D) deals involve a payment from a patent holder of a branded drug to a generic drug manufacturer to delay entry and withdraw the patent challenge. In return for staying out of the market, the generic firm receives a payment, and/or an authorized licensed entry at a later date, but before the patent expiration. We examine why such deals are stable when there are multiple potential entrants. We combine the first‐mover advantage for the first generic with the ability of the branded manufacturer to launch an authorized generic (AG) to show when P4D deals are an equilibrium outcome. We further show that limiting a branded firm's ability to launch an AG before entry by a successful challenger will deter such deals. However, removing exclusivity period for the first generic challenger will not.     

Leapfrogging, Urban Sprawl, and Growth Management: Phoenix, 1950–2000

Through a case study of Phoenix, Arizona, this paper examines how urban sprawl is linked to opportunities for capital gains. It focuses on "leapfrogging," in which developers skip over properties to obtain land at a lower price further out despite the existence of utilities and other infrastructure that could serve the bypassed parcels. The paper examines patterns of growth since 1950 and planners' efforts to structure that growth. It discusses two programs that addressed consequences of leapfrogging: development impact fees to help pay for infrastructure costs of new development and an Infill Housing Program to encourage residential development on vacant land. It concludes with a brief discussion of the future of growth management in Phoenix.     

Fits,misfits and interactions: learning at work,job satisfaction and job‐related well‐being

The resource‐based view (RBV) of the firm has focused attention on the importance of aligning employees' needs with the requirements of the jobs they do. This article focuses on how these needs and requirements interact in terms of learning. It does so in two ways. First, it develops new survey instruments to capture the learning demands of jobs and the learning dispositions of workers and uses them for the first time in a survey of 2,810 employees. Second, it examines how these person and job characteristics correlate with specific aspects of job satisfaction and job‐related well‐being. The results show that although learning alignment is associated with high levels of satisfaction and well‐being, not all learning misalignments are associated with the reverse.