John D Blair

• PhD
• Professor Emeritus at Texas Tech University

John D. Blair examines, in systematic detail, the challenges and opportunities that arise from the significantly different perspectives of context-specific versus context-free researchers and the literatures to which they contribute. He argues that reviews of one type or the other or both types of literatures may provide different understandings of...

Challenges and opportunities arise from the significantly different perspectives of context-specific versus context-free researchers and the literatures they contribute to. Reviews of one type or the other or both types of literatures may provide different understandings of the state of the art in a particular area of health care management. Sugges...

Article: Strategy and entrepreneurship have long been seen as separate realities to many scholars. In near-caricature form, the first has been seen as focused on large firms using explicit strategic planning methods supported by increasingly sophisticated information technology; and the second appeared primarily to reflect the actions of a determin...

Many researchers and executives have viewed fit as a key to organizational survival and high performance (Summer et al., 1990). However, the type of fit and how it can be best achieved may often be in question (Venkataraman, 1989). The current study empirically examines both external and internal fit as predictors of firm performance where: (1) ext...

Terrorists’ threats pose a grave danger to the health care environment in which we live. In the following paper, we look at how bioterrorist plots can effect a given population and show ways to dissect terrorist actions. We look at variables that use various cause and effect relationships, and lead the reader down a path of being able to use inform...

When modeling environmental jolts from terrorist attacks, various aspects should be analyzed in order to properly present an accurate configuration. The following article discusses how asymmetrical warfare has an impact on the outcomes of a terrorist attack. The several dimensions of terrorist attacks can be extracted to deduce the ways that asymme...

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This paper presents an overview of the articles used in this edition of Advances in Health Care Management. The beginning of the article gives the reader a history of bioterrorist activity within the United States, and how these events have led to current situations. It also provides a model for health care leaders to follow when looking at a biote...

The hyperturbulent health care environment is causing health care organizations to create interorganizational relationships (IORs). This article reports on a study of 686 medical groups that assessed how 11 types of IORs affected 7 dimensions of organizational performance. Organizational performance was ascertained through self-reported questions a...

How health care managers make sense of stakeholders and act strategically within these inter-organizational relationships has significant impact on organizational survival and performance. Existing research on stakeholder management has focused on managing dyadic relationships with individual stakeholders. We propose, based on serendipitous finding...

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Doctoral education varies according to how students that graduate from a particular program are prepared for various type of careers. PhD programs principally work to develop researchers; researchers produce and disseminate new knowledge in a given area of expertise. This manuscript looks specifically at a PhD program designed to produce researcher...

Leaders of health care organizations must constantly deal with paradox in and around their organizations. The paradox profile is a modeling technique for examining how organizations prioritize their dealings with the eight competing issues from which the four paradoxes are derived. This article demonstrates the leadership challenges that exist when...

Applying Porter's model of competitive forces to health care, stakeholder concepts are integrated to analyze the future of medical groups. Using both quantitative survey and qualitative observational data, competitors, physician suppliers, integrated systems new entrants, patient and managed care buyers, and hospitals substitutes are examined.

Applying Porter's model of competitive forces to health care, stakeholder concepts are integrated to analyze the future of medical groups. Using both quantitative survey and qualitative observational data, competitors, physician suppliers, integrated systems new entrants, patient and managed care buyers, and hospitals substitutes are examined.

This is the sixth in a series of articles (1) describing how to identify, assess, diagnose and strategically manage key medical group practice (MGP) stakeholders and (2) interpreting the results from the Facing the Uncertain Future (FUF) study. This article continues (from the previous article in this series) the discussion of the vital strategic s...

This is the fifth in a series of articles, (1) describing how to identify, assess, diagnose and strategically 'manage' key medical group practice stakeholders and (2) interpreting the results from the Facing the Uncertain Future (FUF) study. This article continues the discussion of the vital strategic stakeholder management process of diagnosing ke...

This article extends stakeholder management theory using data from 270 medical practice executives to identify key stakeholders and determine the "fit" between stakeholder diagnosis and stakeholder management strategy. Four optimal and 12 suboptimal situations are identified.

This article, third in a series addressing stakeholder management, presents preliminary findings of Round Two data from the "Facing the Uncertain Future" study. One purpose of this study is to determine how experts define key stakeholders of medical group practices now and how these stakeholders might change by the year 2000. This analysis highligh...

This article presents an analysis of Round One data with a focus on integrated delivery systems/networks (IDS/Ns). These complex, multifaceted organizations are growing in importance in the turbulent health care industry. The emergence of these multi-organizational forms requires that all health care industry organizations--medical groups, hospital...

Authors summarize preliminary results from the first round of a two-round modified Delphi study called "Facing the Uncertain Future." Health care experts were asked to comment on the status of the health care industry in 1994 when the study began and their predictions for change by 1999. Major findings based on the 580 responses received include: (...

Expectations of the U.S. military health care system are becoming more numerous and complex. A managerial approach that encompasses recognition of economic, political, and structural variables is required. The article presents a "stakeholder management" perspective that incorporates a classification of types of stakeholders and details strategies f...

Urban-rural hospital affiliations are an outgrowth of both the external pressures on rural hospitals to survive and the need for urban hospitals to maintain or increase their share of the tertiary referral market. This article discusses the significant role of stakeholders in these affiliations, develops a fourfold typology of urban-rural hospital...

The current research literature on strategy formation processes (formulation and implementation) in health care organizations is reviewed. A new, integrated model of the linkages between strategy formation process and content is developed based on the general strategic management literature. This framework is applied systematically to the health ca...

Physician executives need to negotiate effectively with a wide range of parties. In those negotiations, they should consider the relative importance of both substantive and relationship outcomes in selecting initial negotiation strategies. Of course, these strategies may or may not be successful, depending on the strategies used by the other party....

Executive Overview To cope with the environmental turbulence and uncertainty facing many U.S. industries, business executives must effectively manage their stakeholders. Stakeholders include those individuals, groups, and other organizations who have an interest in the actions of an organization and who have the ability to influence it. The stakeho...

Effectively Manage Key StakeholdersThis helpful book shows health care executives how to integrate their day-to-day activities with their organization's strategic objectives. Using an explicitly strategic approach, it will help managers understand and put into practice the skills they need to manage key stakeholders effectively.

Negotiation is an important way for physician executives to manage conflict and to accomplish new projects. Because of the rapidly changing nature of the health care environment, as well as conflicts and politics within their organizations, managers need to effectively negotiate with a wide range of other parties. Managers should consider the relat...

This paper describes the changing recruitin environment during the 15 years since the inception of the All-Volunteer Force. It describes the origins of the "dual market" strategy, which'segmented the recruiting market, and focuses on the systematic development of one of the most important recruiting policy initiatives in the 1980s—the Army College...

The framework presented here challenges health care executives to manage human resources strategically as an integral part of the strategic planning process. Health care executives should consciously formulate human resource strategies and practices that are linked to and reinforce the broader strategic posture of the organization. This article pro...

Joint ventures between hospitals and the physicians on their medical staffs have produced successes and failures. Each joint venture has two very different dimensions of success--financial and collaborative. The most successful ventures are able to accomplish both of these often conflicting goals. To enhance hospital executives' success in joint ve...

If physician executives are to be effective in confronting the environmental turbulence and uncertainty facing their organizations, they must effectively manage their stakeholders. This article extends the stakeholder approach described in the May-June 1989 issue of Physician Executive as a tool for the physician executive in the development of pra...

If physician executives are to cope with the environmental turbulence and uncertainty facing their organizations, they must effectively manage their "stakeholders." The stakeholder approach helps integrate managerial concerns that are frequently treated separately, such as strategic management, marketing, human resource management, "organizational...

Negotiation is one important way for hospital executives to manage conflict and to accomplish new projects. Because of the rapidly changing nature of the health care environment, as well as conflicts and politics within their organizations, managers need to negotiate effectively with a wide range of other parties. Hospital managers should consider...

A key stakeholder perspective, informed by illustrative quantitative and qualitative data, is developed for hospital administrators. These data provide answers to the questions, Who matters to hospitals? and Why do they matter? A tool kit for assessing stakeholders also is presented to help hospital executives identify their institutions' key stake...

A conceptual and empirical analysis of the strategic vulnerability of HMOs shows that they are strategically vulnerable on the social dimension of stakeholder supportiveness. One of the major implications of this finding is that HMOs' cost leadership strategy cannot be sustained, given the competition from such substitutes as PPAs.

Executives should consciously formulate negotiation strategies which are linked to the broader strategic posture of the hospital. This approach provides a diagnostic and action-oriented framework for (1) determining and focusing on desired outcomes and (2) anticipating actions stakeholders are likely to take.

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If hospital managers are to cope with the environmental turbulence and uncertainty facing hospitals, they must effectively manager their stakeholders. The stakeholder approach helps integrate managerial concerns normally treated separately, such as strategic management, marketing, human resource management, organizational politics, and social respo...

This article concerns the sociology of management as a science. Different types of cosmopolitan activities are examined: content (direct contribution to content of scholarly knowledge), process (indirect contribution to scholarly knowledge) and mixed activities. The nature and consequences of the "Matthew Effect" (advantage leads to advantage) are...

Context-free versus context-specific research orientations are discussed as researchers' cognitive styles that influence the way in which management research is conducted. Context-free research is considered as that conducted by researchers interested in phenomena (e.g., motivation, leadership, strategic planning) free of the particular organizatio...

The United States is at a crossroad in its treatment of Chapter 11 of the Bankruptcy Code, which deals with reorganization of bankrupt organizations. It is vital that the issues surrounding the debate be properly framed. This paper attempts to do just that by reviewing the evolution of bankruptcy law, assessing the impact of Chapter 11 leniency on...

A number of works included in an upcoming book dealing with the above topics are briefly discussed within the context of this systems-wide model. These papers help form the basis for a much needed research road-map to assist the Army in the extensive change efforts required. (Author)

The context in which quality circles operate is an important to their long-term viability as is their internal structure. These contextual contingency variables—participants' attitudes, work setting, organizational culture, and the environment—represent factors that lie at the heart of the QC's ability to be integrated into Amerian organizational s...

There has been a growing interest by American production and manufacturing organizations in the concepts and techniques being used by Japanese managers. In particular, quality circles have been found to be valuable in some companies and have thus been seen by many as being the answer to the declining productivity in companies in the United States....

The end of conscription and the transition to the all-volunteer force changed the organizational nature of the military. The most important impact was on recruitment of youth. This article addresses the question of whether or not the military, under all-volunteer conditions, provides a competitive workplace for young people. This question is answer...

Adequately measuring the success of quality circle programs, even in blue collar jobs, is difficult. Thus, federal managers must consider whether quality circles can be utilized effectively in government, particularly with white collar employees, and whether the anticipated results are worth the anticipated costs of implementing them. The authors r...

The nature of racial differences or similarities in job satisfaction within a military context is an enduring research and policy issue. Studies of the American Soldier during World War II found patterns of service-related attitudes among black soldiers that anticipated contemporary concerns. Black soldiers, on the average, expressed a greater sens...

The United States armed forces have undergone three major interrelated changes during the past four decades. First, along with other industrial nations of the western world, they have abandoned the 'mass force' model of rapid mobilization in times of war and demobilization in post-war periods in favor of a large standing force-in-being. Second, the...

The end of military conscription in the Unites States and the advent of the all-volunteer armed force have placed the American military in the position of competing against civilian sector employers, in the labor market, for quality personnel. Contemporary concerns within the civilian sector regarding quality of work life have made it necessary for...

Overall, noncareer enlisted soldiers are generally negative about the military and appear to reflect little integration with its values, although they are positive about their interpersonal and social relationships. Career oriented groups are well integrated, both socially and in terms of values, into the military system. (Author/WI)

There is little consensus among scholars regarding the level of esteem the American people have for the U.S. Military. This article examines these attitudes through an analysis of survey data collected between 1964 and 1975 from three major data sets. The authors categorize the data into to seven major categories, and provide an evaluation of leade...

This report presents findings from three nationally representative samples: (1) civilians surveyed in early 1973; (2) Navy personnel surveyed in late 1972 and early 1973; (3) Army personnel surveyed in late 1974 and early 1975. Each of the surveys used the same basic 16-page self-administered questionnaire. The survey findings reveal differences in...

A "separate military ethos" appears to have emerged in the all-volunteer force, made up of "career men" rather than citizen soldiers. While Janowitz and Moskos had discerned the racial imbalance in the all-volunteer force, this article addresses a potential "pro military" ideological imbalance resulting from career-oriented recruits. The larger pop...

Peer Reviewed http://deepblue.lib.umich.edu/bitstream/2027.42/67723/2/10.1177_0095327X7500200106.pdf

http://deepblue.lib.umich.edu/bitstream/2027.42/50870/1/91.pdf