The research focuses on a five-year evaluation of a unique model wherein primary care facilities rely on affiliated tertiary hospitals for radiological services. This collaboration allows primary care providers to access advanced imaging technologies and expert radiological interpretations that may not be available within their immediate practice settings. The idea is to distribute radiological responsibilities more evenly across the healthcare system, ensuring that all patients receive timely and precise diagnostic services regardless of their location.

One of the main highlights of the study is the strong emphasis placed on integrated health systems. Over the past decade, there has been a significant push toward creating interconnected healthcare environments that foster collaboration among various levels of care. In this model, tertiary hospitals serve as vital resources that bolster the capabilities of primary care providers, thereby creating a more streamlined pathway for patient diagnosis and treatment. The findings suggest that such collaborations not only enhance the quality of care but also promote efficiency and resource utilization within the broader healthcare system.

In examining the effectiveness of the tertiary-hospital trusteeship model, the researchers evaluated multiple indicators, including patient outcomes, turnaround times for imaging results, and overall patient satisfaction. The results of the evaluation were striking, showing remarkable improvements across all measured parameters. For instance, patients experienced shorter wait times for imaging studies and quicker access to radiological interpretations. This reduction in delays is crucial, as timely diagnoses directly affect treatment decisions and patient outcomes.

The findings also underscore the importance of training and integration between radiology specialists and primary care providers. By involving radiologists in the primary care setting through regular consultations and educational initiatives, the study unveiled an increase in diagnostic accuracy. This collaborative atmosphere fosters better communication between disciplines and enhances the ability of primary care providers to make informed decisions based on radiological insights. As a result, patients benefit from a more coordinated approach to their healthcare.

Moreover, the research indicates that the implementation of the tertiary-hospital trusteeship model resulted in a significant reduction in healthcare costs. Traditional models often lead to duplicative imaging studies and unnecessary referrals, which inflate spending without delivering corresponding benefits. By centralizing radiology services in affiliated tertiary hospitals, the integrated health systems achieved cost savings while maintaining high-quality care. This finding is particularly relevant in a landscape where healthcare budgets are increasingly constrained, and efficiency is more critical than ever.

In addition to demonstrating the effectiveness of enhanced access to radiological services, the study of Yu et al. raises intriguing questions about the future of healthcare delivery. As technological advancements continue to evolve, integration between primary care settings and specialized services will likely become more intricate. The study illustrates the potential for artificial intelligence and machine learning to enhance diagnostic processes further. As these technologies become more sophisticated, they can be harnessed to assist both radiologists and primary care providers in interpreting imaging studies, ultimately leading to better patient care outcomes.

The incorporation of telemedicine into the tertiary-hospital trusteeship model also features prominently in the study. Telehealth has gained significant traction in recent years, fueled by the COVID-19 pandemic’s challenges. By leveraging telemedicine, primary care providers can take advantage of remote consultations and guidance from radiologists without the need for physical referrals. This approach not only eliminates geographical barriers to access but also conserves valuable time and resources for both providers and patients.

Furthermore, the evaluation highlights the role of patient education in maximizing the benefits of radiological services. Ensuring that patients comprehend the necessity of imaging studies and the rationale behind specific testing can lead to increased compliance and engagement. Empowering patients with knowledge facilitates informed decision-making and enhances their experience throughout the healthcare journey. This aspect of the study ties back to a fundamental tenet of modern healthcare: the importance of placing patients at the center of their care.

The study’s findings come at a critical juncture. As healthcare continues to navigate the complexities of an aging population and rising chronic diseases, innovative models such as the tertiary-hospital trusteeship offer pathways for optimizing care delivery. The effective integration of radiology services into primary care can alleviate pressures on the healthcare system while ensuring that patients have access to the diagnostics they need to navigate their health challenges.

While the research presents compelling evidence in favor of the tertiary-hospital trusteeship approach, it is essential to recognize the challenges inherent in such collaborations. Establishing and maintaining partnerships between primary care and tertiary hospitals requires commitment and coordination. Ensuring that all stakeholders are aligned in their goals and practices is crucial for achieving the intended outcomes.

In conclusion, the study conducted by Yu et al. is a timely and important contribution to the discourse surrounding healthcare delivery models, particularly in the realm of radiology services. By exploring collaborative partnerships between primary care and tertiary hospitals, the research highlights an effective strategy for enhancing the radiology capacity available to patients. This innovative approach not only improves healthcare outcomes but also aligns with the broader movement toward integrated and patient-centered care. As the landscape of healthcare continues to change, the insights gleaned from this study may serve as a foundation for future advancements in radiology and beyond.

The research addresses fundamental questions about the future of healthcare delivery and the essential role of diagnostics in patient care pathways. By promoting models that integrate specialized services with primary care, stakeholders can work toward a more efficient, effective, and equitable healthcare system for all. Collaborative frameworks like the tertiary-hospital trusteeship model exemplify how healthcare providers can rise to meet the challenges of a rapidly changing landscape while prioritizing patient health and wellbeing.

Subject of Research: Enhancing radiology capacity in primary care through tertiary-hospital trusteeship.

Article Title: Enhancing radiology capacity in primary care via tertiary-hospital trusteeship: 5-year evaluation in an integrated health system.

Article References:

Yu, H., Zhu, X., Zhang, J. et al. Enhancing radiology capacity in primary care via tertiary-hospital trusteeship: 5-year evaluation in an integrated health system.
BMC Health Serv Res (2026). https://doi.org/10.1186/s12913-025-13973-2

Image Credits: AI Generated

DOI: 10.1186/s12913-025-13973-2

Keywords: Radiology, Primary Care, Tertiary Hospitals, Healthcare Integration, Diagnostic Imaging, Patient Outcomes, Telemedicine, Healthcare Costs, Collaborative Care

The research meticulously delves into the multidimensional implications of digital transformation on healthcare services, evaluating both internal organizational capabilities and external effects on social impact. This comprehensive analysis is pivotal, as it unveils how healthcare organizations can evolve by harnessing digital tools to foster innovation, enhance patient engagement, and streamline administrative processes. The urgency of adopting these technologies is underscored by the growing demand for adaptive healthcare systems capable of responding to contemporary societal challenges.

At the heart of this study is the evaluation of digital maturity, which serves as a foundational element for understanding how healthcare institutions embrace technological changes. Digital maturity reflects an organization’s capacity to implement digital strategies effectively, fostering a culture of continuous improvement and innovation. It encompasses various components, including infrastructure, workforce skills, data management, and overall organizational readiness to undergo such transformation.

One of the striking findings of the study is the correlation between high levels of digital maturity and improved healthcare delivery. Organizations that have successfully integrated digital tools report not only enhanced operational efficiencies but also better patient satisfaction rates. This finding corroborates the understanding that when healthcare facilities are digitally mature, they are better equipped to anticipate and meet patient needs, ultimately leading to improved health outcomes.

Moreover, the research highlights the significance of a holistic evaluation approach. By examining digital transformation through a broad lens, the study enables stakeholders to appreciate the interconnectedness of technology adoption with organizational culture, staff engagement, and patient interactions. This multifaceted perspective is crucial for identifying potential barriers to successful implementation and revealing opportunities for synergistic advancements across the healthcare spectrum.

The implications of this study extend beyond the confines of Italy, as global healthcare systems grapple with similar challenges. As nations strive to attain universal healthcare access while maintaining quality and reducing costs, the insights gleaned from the exploration of digital transformation in Italy could serve as a valuable blueprint. By understanding and fostering digital maturity, healthcare organizations worldwide can embark on a journey towards more sustainable and responsive healthcare environments.

Furthermore, the analysis underscores the importance of leadership in driving digital transformation initiatives. The role of executives is paramount in fostering a supportive culture that embraces change, encourages innovation, and invests in the necessary resources for digital advancements. With engaged leadership, organizations are more likely to witness a successful shift towards becoming digitally mature entities, ultimately leading to better health system performance and patient outcomes.

The researchers also draw attention to the pressing need for training and upskilling healthcare professionals. As digital tools proliferate, there is an increasing demand for a workforce that is not only familiar with these technologies but is also adept at utilizing them in a clinical setting. The study advocates for structured training programs to empower staff, fostering confidence and proficiency in navigating digital platforms. This emphasis on workforce development is critical, as it ensures that technology is effectively leveraged to optimize healthcare delivery.

As part of the digital transformation journey, data security and privacy emerge as paramount concerns. The healthcare sector is tasked with maintaining stringent data protection measures to safeguard sensitive patient information while facilitating data sharing for improved care coordination. The study highlights the need for robust cybersecurity frameworks as organizations pursue digital maturity, ensuring that the trust between patients and healthcare providers remains intact amidst technological changes.

The influence of patients in this transformation cannot be overlooked. As empowered consumers, patients are increasingly seeking personalized and accessible healthcare options. The digital era has ushered in innovative approaches such as telemedicine and patient portals, which significantly enhance patient engagement. The study emphasizes the need for healthcare organizations to actively involve patients in their digital transformation strategies, aligning services with consumer expectations and preferences.

In conclusion, Galdiero and colleagues present a compelling case for the need to embrace digital transformation within the Italian healthcare landscape. The findings underscore that achieving digital maturity is not just an operational necessity; it is a moral imperative to enhance patient care and ensure equitable access to healthcare services. As organizations embark on this transformative journey, they must adopt a holistic perspective, embracing innovation, prioritizing workforce training, and continuously evaluating impacts on both organizational performance and patient outcomes.

As we reflect on the future, the healthcare industry stands to gain immensely from the lessons learned through this study. The pathway to digital maturity may be complex and multifaceted, but the rewards of improved patient care, enhanced operational efficiencies, and overall organizational sustainability render this journey worthwhile. The key takeaway is clear: to navigate the healthcare landscape of tomorrow, organizations must be prepared to adapt and evolve.

The call to action for healthcare stakeholders is clear. Embracing digital maturity is not just about technology; it is about reshaping the very ethos of how care is delivered. By fostering a culture of innovation and collaboration, the healthcare sector can advance towards a more connected, efficient, and patient-centered future.

Subject of Research:

Digital transformation and organizational digital maturity in Italian healthcare.

Article Title:

Mapping digital transformation and social impact in Italian healthcare: a holistic evaluation of organizational digital maturity.

Article References:

Galdiero, C., Marrapodi, R., Mele, S. et al. Mapping digital transformation and social impact in Italian healthcare: a holistic evaluation of organizational digital maturity. BMC Health Serv Res 25, 1609 (2025). https://doi.org/10.1186/s12913-025-13473-3

Image Credits:

AI Generated

DOI:

https://doi.org/10.1186/s12913-025-13473-3

Keywords:

Digital transformation, Healthcare, Organizational maturity, Patient engagement, Italy

One of the most critical aspects of Svensson’s research lies in its exploration of the dichotomy between clinical and administrative priorities. Often, the core operations, which involve patient care and medical services, can clash with the administrative endeavors focused on policies, budgeting, and compliance. This friction is not merely a theoretical concern but a practical challenge that can have far-reaching implications for the efficacy of healthcare delivery. By identifying and analyzing these conflicts, the study offers valuable insights into effective managerial strategies that can bridge the gap between these two essential components.

The tension is further exacerbated by the increasing pressures faced by healthcare organizations, including budget constraints, regulatory requirements, and the urgent need to improve patient outcomes. In this context, managers must navigate a delicate balancing act, ensuring that administrative goals do not overshadow the primary mission of delivering high-quality care. Svensson’s examination reveals that successful managerial responses necessitate not only an understanding of the operational realities but also a strategic vision that intertwines clinical objectives with administrative imperatives.

A noteworthy finding from the research is the significance of communication in alleviating conflicts. Svensson highlights that transparent dialogue between clinical and administrative teams can foster a collaborative environment where mutual respect and understanding flourish. This approach not only mitigates tensions but also cultivates a culture of shared goals and collective accountability. Therefore, the role of effective communication cannot be overstated; it is the linchpin that holds various components of healthcare organizations together.

Moreover, the study indicates that managerial responses should not be reactive but rather proactive. By anticipating potential conflicts and addressing them through strategic planning and intervention, healthcare leaders can set the stage for a more harmonious operational environment. Svensson’s insights point towards a shift in managerial mindset—moving from a combative stance to one that embraces collaboration and partnership between clinical and administrative factions. This transformation is essential for fostering innovation and adaptability in a sector that is continually evolving.

An intriguing aspect of this research lies in its emphasis on the significance of leadership styles in managing conflicts. Svensson categorizes different leadership approaches and their subsequent effects on organizational dynamics. For instance, transformational leaders who inspire and motivate their teams can effectively bridge the ideological divide between core operations and administration. In contrast, a transactional leadership style may reinforce silos and deepen conflicts, ultimately detracting from the overarching mission of the healthcare organization.

In addition to leadership style, the study underscores the role of organizational culture in shaping managerial responses to conflicts. A culture that prioritizes flexibility, inclusivity, and shared decision-making appears to be more effective in managing tensions. Svensson argues that cultivating such a culture is a long-term commitment that requires consistent effort and dedication from all levels of the organization. This cultural transformation not only enhances conflict resolution mechanisms but also positively impacts employee engagement and retention.

The implications of Svensson’s findings extend beyond theoretical frameworks; they carry practical applications that healthcare organizations can implement immediately. Training programs focused on enhancing communication skills, conflict resolution, and leadership effectiveness can empower managers at all levels to address tensions with confidence. Additionally, promoting interdisciplinary collaboration through joint meetings and projects can help dismantle barriers that often separate clinical and administrative teams.

As healthcare continues to grapple with the challenges presented by increasing patient demands and evolving regulations, the insights garnered from this study are likely to resonate with decision-makers seeking to refine their management practices. Svensson’s work acts as a clarion call for leaders in the sector to reassess their strategies for overcoming conflicts, fostering an environment that encourages collaboration rather than division.

Finally, one cannot overlook the relevance of this research in light of global health crises, such as pandemics, which have amplified the need for efficient coordination between clinical and administrative functions. Such crises demand rapid responses that require flawless communication and collaboration among all stakeholders. Thus, understanding and addressing the conflicts that arise within healthcare organizations is not just a matter of organizational efficiency; it is a necessity for safeguarding public health.

In conclusion, Svensson’s exploration of managerial responses to the conflicts between core operations and administration in healthcare is a vital contribution to our understanding of organizational dynamics. By shining a light on the importance of effective communication, proactive conflict management, and transformative leadership, this research offers a roadmap for healthcare leaders striving to create a more cohesive and resilient operational framework. As the industry continues to evolve, embracing these insights will be crucial for navigating the complexities of healthcare delivery and ensuring the best outcomes for patients.

Subject of Research: Managerial responses to conflicts and tensions between core operations and administration in healthcare.

Article Title: Taking sides or bridging worlds? Managerial responses to conflicts and tensions between the core operations and the administration in healthcare.

Article References: Svensson, I. Taking sides or bridging worlds? Managerial responses to conflicts and tensions between the core operations and the administration in healthcare. BMC Health Serv Res 25, 1453 (2025). https://doi.org/10.1186/s12913-025-13659-9

Image Credits: AI Generated

DOI: https://doi.org/10.1186/s12913-025-13659-9

Keywords: Managerial responses, healthcare operations, administrative conflicts, communication, leadership, organizational culture, collaboration.

Nursing is undeniably one of the most vital components of healthcare, providing essential support to both patients and the medical framework. However, an increasing number of nurses are exiting the profession, a trend that can have serious ramifications for patient care. This alarming exit of nursing professionals demands urgent attention, ultimately leading researchers and policymakers to examine strategies aimed at retaining this crucial workforce. The umbrella review meticulously consolidates existing research findings, providing insights into what works, what doesn’t, and why.

The retention of nurses is not merely a matter of job satisfaction—it transcends into issues of operational efficiency and quality of care. When experienced nurses leave, new hires often cannot replicate their expertise, leading to a compromise in patient outcomes. The review highlights that retention strategies, when executed correctly, can significantly enhance morale among nursing staff, fostering a more stable work environment that ultimately benefits patients. The findings reveal specific patterns and principles essential to curtailing the attrition rate.

Among the various strategies discussed in the review, mentorship and professional development programs emerge as particularly effective. These programs instill greater confidence in new nurses while simultaneously nurturing future leaders within the profession. Mentoring can bridge the gap between the theoretical knowledge gained in training and the practical realities faced in hospital environments. Nurses who feel supported are more likely to remain in their roles, illustrating that investment in staff development pays off remarkably well in retention rates.

In addition to mentorship, salary incentives and benefits are noted as powerful tools. Healthcare organizations that recognize the financial sacrifices made by their nursing staff often cultivate a sense of loyalty. When compensation packages align more closely with the demands of the profession, nurses report higher satisfaction levels. Financial incentives serve as a tangible acknowledgment of the hard work and dedication shown by nurses, bolstering their commitment to their jobs.

However, the review also uncovers pitfalls that accompany interventions that may seem effective at first glance. It cautions against one-size-fits-all solutions, as diverse workforce demographics necessitate tailored strategies. What may work for one group of nurses may alienate another, drawing attention to the need for inclusive policies adaptable to various needs and backgrounds. Organizations that wish to retain their nursing workforce must pay careful attention to these nuances to implement successful retention interventions.

Work-life balance stands out as another critical theme in the review. Many nurses face excessive workloads and irregular hours, contributing significantly to stress and job fatigue. Offering flexible schedules and manageable workloads can be detrimental to retention rates. The review advocates for policies that enable better work-life integration while maintaining the quality of patient care, fostering an environment where nurses can thrive both professionally and personally.

Moreover, the role of workplace culture cannot be understated. A positive organizational culture can make or break retention strategies. Teams characterized by collaboration, respect, and support contribute greatly to job satisfaction. When nurses feel valued and appreciated by their peers and supervisors, they are less likely to consider leaving their roles, reinforcing the notion that organizational commitment is a shared responsibility among all healthcare staff.

The impact of advanced technology is also highlighted in the review, as digital tools can streamline procedures and alleviate the burden on nursing staff. By leveraging technology for administrative tasks and patient management, healthcare professionals can direct their efforts toward patient-centered care, reducing frustration and enhancing job satisfaction. However, training and support for technological implementations must accompany these initiatives to ensure nurses feel comfortable and competent in using new systems.

Beyond organizational strategies, the review emphasizes the role of policy advocacy in creating a supportive environment for nurses. Legislators and healthcare leaders must collaboratively devise policies that safeguard the interests of nursing professionals while prioritizing patient care standards. Such initiatives are critical in addressing structural issues contributing to high turnover rates, including inadequate staffing levels and subpar working conditions.

A striking finding of the review is the psychological aspects of nursing that often go overlooked. Supporting mental health through counseling, peer support programs, and access to mental wellness resources can play an instrumental role in combating burnout. Healthcare organizations can integrate mental health initiatives into their retention strategies, recognizing the intrinsic link between mental well-being and job performance. By placing emphasis on mental health, nurse retention strategies can incorporate holistic approaches acknowledging the complexities of by profession.

In conclusion, the fight to retain nurses is far more than a challenge; it is an essential endeavor for healthcare systems worldwide. The umbrella review provides a thorough analysis of the effectiveness of various retention strategies, reaffirming that a multi-faceted approach is necessary. Addressing compensation, work-life balance, workplace culture, technology integration, and mental health support will be crucial for turning the tide on nurse attrition rates. By investing in these areas, healthcare organizations can create an environment that not only retains talented nursing professionals but also honors their invaluable contributions to patient care and the overall healthcare framework.

As we navigate through these challenging times, it becomes increasingly crucial for healthcare leaders and policymakers to adopt the insights gleaned from this extensive review. The journey toward retaining a robust nursing workforce requires vigilant attention, inclusive policies, and a commitment to nurturing those who constitute the backbone of our healthcare system. Only then can we hope to ensure safety and quality for patients while fostering a thriving environment for nursing professionals.

Subject of Research:

Nursing workforce retention strategies in healthcare.

Article Title:

The race to retain nursing workforce in healthcare: an umbrella review of effectiveness of retention interventions and strategies.

Article References:

Kiptulon, E.K., Elmadani, M., Szőllősi, A. et al. The race to retain nursing workforce in healthcare: an umbrella review of effectiveness of retention interventions and strategies.
BMC Health Serv Res 25, 1344 (2025). https://doi.org/10.1186/s12913-025-13365-6

Image Credits:

AI Generated

DOI:

Keywords:

Nursing workforce, retention strategies, healthcare, burnout, mentorship, workplace culture.

The investigation, articulated in the jointly authored paper titled "Private Equity in the Hospital Industry," integrates data from over 1,200 hospital acquisitions across the United States between 2001 and 2018. By employing advanced econometric methodologies and comprehensive insurance claims data, the research team, including Merih Sevilir of ESMT and IWH, Janet Gao of Georgetown University, and Yongseok Kim of Tulane University, delivers one of the most exhaustive empirical studies to date on how PE involvement impacts hospital operations, pricing strategies, staffing, and clinical outcomes.

A principal revelation from the study centers on the operational profitability of hospitals post-acquisition. Despite concerns that private equity might prioritize cost-cutting at the expense of essential services, the findings indicate that these hospitals not only stabilize financially but also sustain vital medical personnel over the long term. Cost reductions are principally driven by restructuring administrative functions, with a pronounced 33 percent reduction in administrative staff for hospitals formerly organized as non-profit entities. This nuanced cost containment approach highlights the capacity of PE ownership to reengineer institutions traditionally insulated from market pressures.

Critically, the research dispels the notion that private equity blunts access to healthcare through increased hospital closures. Comprehensive survival analysis reveals no statistically significant rise in closure rates among PE-owned hospitals compared to non-PE counterparts. This underscores that private equity, rather than dismantling healthcare infrastructure, may bolster certain operational dynamics that enhance institutional resilience.

Digging deeper into staffing implications, the study illustrates a strategic differentiation between clinical and non-clinical personnel adjustments. While administrative staff reductions were prominent, the number of core medical professionals remained intact or even slightly increased. This pattern suggests deliberate preservation of clinical capacity essential to maintaining patient care standards, even amid ownership transitions.

Another critical dimension explored involves pricing and patient demographics. Contrary to assertions that private equity firms might raise inpatient prices to maximize profits or preferentially admit younger, wealthier, or healthier patients, the research finds no significant evidence supporting such shifts. Pricing trends remain stable post-acquisition, and demographic profiles of treated patients do not statistically deviate, ensuring that equity in care access is largely preserved under PE stewardship.

Clinical outcomes, arguably the paramount metric for evaluating healthcare quality, also exhibit reassuring stability. Mortality rates, readmission frequencies, and other health outcome indicators show no meaningful deterioration under PE ownership. This empirical validation rebuts fears that privatization intrinsically endangers patient well-being and indicates that efficiency enhancements need not trade-off with clinical excellence.

Nonetheless, the study acknowledges a subtle yet noteworthy downside: a discernible decline in patient satisfaction levels following private equity acquisition. This decrease is hypothesized to stem from administrative streamlining, which may indirectly erode non-clinical patient support services such as scheduling, customer service, and facility management. While core medical services remain robust, the patient experience in ancillary domains could face challenges warranting further investigation.

From a theoretical standpoint, this research advances our understanding of how market mechanisms interact with public goods like healthcare. Private equity’s introduction into historically non-market-driven hospitals triggers a recalibration of managerial oversight and operational efficiencies without eroding essential care components. These dynamics showcase the potential for hybrid ownership models to reconcile profitability with public health imperatives.

The authors emphasize that their findings carry significant policy implications. Public fears of PE as predatory participants in healthcare can be tempered by data demonstrating their role in streamlining administrative inefficiencies and safeguarding clinical functions. Regulators may consider these insights when designing frameworks that balance investor incentives with quality assurance and equitable access.

Methodologically, the study leverages a rich dataset of insurance claims, enabling high-resolution analysis of patient demographics, pricing patterns, clinical outcomes, and employment changes pre- and post-acquisition. By integrating multiple data sources and applying rigorous statistical techniques to control for confounders, the research achieves robustness and generalizability rarely attained in health economics.

In sum, this seminal study redefines the discourse on private equity’s role in healthcare. It portrays PE investments as catalysts for operational enhancement rather than dismantling forces, particularly highlighting their impact in nonprofit hospital sectors through targeted reductions in administrative overhead. While patient satisfaction requires attention, the overall evidence supports a more nuanced view of private equity as a constructive agent in hospital management.

The paper has been accepted for publication in the Journal of Financial Economics, signifying its contribution to the academic literature on financial markets and healthcare. Its multidisciplinary approach, combining economics, finance, and health services research, opens pathways for future investigations into ownership structures and healthcare delivery optimization.

Ultimately, this research invites stakeholders—policymakers, investors, healthcare providers, and the general public—to reconsider assumptions about private equity in hospitals. Through meticulously analyzed data and careful interpretation, it becomes clear that private equity can enhance efficiency without compromising care integrity, offering a viable paradigm for future healthcare system reforms.

Subject of Research: Not applicable

Article Title: Private Equity in the Hospital Industry

Web References:

• https://esmt.berlin/person/merih-sevilir
• https://gufaculty360.georgetown.edu/s/contact/0031Q00002bh6vrQAA/janet-gao
• https://freeman.tulane.edu/faculty-research/finance/yongseok-kim
• https://www.jfinec.com/

Image Credits: Credit: IWH

Keywords: Medical facilities, Health care, Medical economics