Stanford Graduate School of Business (USA)
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Massachusetts Eye and Ear: Deciding Whether to Join Partners Healthcare
Bundorf, Mary, K; Pathipati, ACase SGSB-P92-EEconomicsThis case follows John Fernandez, CEO of Massachusetts Eye and Ear, as he evaluates whether or not his organization should join Partners HealthCare, the state’s largest healthcare provider. Starting in the mid-2000s, there was a growing trend towards provider consolidation in health care. Many physician practices joined larger groups or hospitals, while independent hospitals integrated into larger health systems. The case explores the causes an...Starting at €8.20
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The Role of Physicians in Device Innovation: Critical Success Factor or Conflict of Interest
Zenioa S; Burns L; Denend LCase SGSB-OIT105-EInformation Technologies, Service and Operations ManagementAs of 2012, the Physician Payments Sunshine Act of 2009 requires medical device manufacturers to track any payments or gifts they make to physicians that are worth more than $10 and then starting in 2013 to report those that exceed a total of $100 per year to any given doctor. While a majority of doctors, academic medical centers, and pharmaceutical and device companies generally support the principle of greater transparency when it comes to phys...Starting at €8.20
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Blue Shield of California - Teaching note
Chess, R; Saucedo, MTeaching Note SGSB-OIT112TN-EInformation Technologies, Service and Operations ManagementBlue Shield of California follows CEO Paul Markovich as he navigates the challenges of running one of the largest not-for-profit health care insurers in the United States. The case begins with a history of health insurance in the US, beginning in the 1870s and working through the origination of modern day health care in the 1920s. It then analyzes the modern day industry before diving into the challenges faced by Blue Shield of California today. ...Starting at €0.00
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SOPA: The Media Industry Fights Online Copyright Infringement - Teaching note
Callader S; Hoyt DTeaching Note SGSB-P82TN-EEconomicsIn 2011, The Walt Disney Company and other content owners aggressively lobbied Congress to pass the Stop Online Piracy Act (SOPA). The intent was to prevent unauthorized copying and transmission of copyrighted materials. This had been largely eliminated on U.S.-based websites, but some copyright owners claimed it was prevalent overseas. SOPA (and its companion legislation “Protect IP Act,” or PIPA), would allow the government or private compan...Starting at €0.00
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University Hospital: The Joint EP/CATH Lab Decision
Wu Gasper,Cindie; Schulman,Kevin; Scheinker, DavidCase SGSB-OIT120-EInformation TechnologiesHealth care management requires careful planning for efficient operations, in an environment where technology, best practices, and patient demands continue to change rapidly. This case study presents an operations management decision at a large academic medical center in response to falling demand for cardiac catheterization (CATH) procedures and growing demand for electrophysiology (EP) procedures, and requires students to consider all angles of...Starting at €8.20
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Johnson Controls, Inc. - Automotive Systems Group The Georgetown, Kentucky Plant
Roberts J; Milgrom PCase SGSB-BE9-EEconomicsThis case focuses on the auto supply industry and especially the relations between Johnson Controls (JCI) Automotive Systems Group's Georgetown plant and its main customer, Toyota Motor Manufacturing. Toyota's U.S. assembly plant, for which JCI supplies seats on a just-in-time basis. It can be used to investigate the differing patterns of supplier relations that were traditional in the U.S. and Japanese auto industries, to examine the adaptations...Starting at €8.20
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Blue Shield of California
Chess, R; Saucedo, MCase SGSB-OIT112-EInformation Technologies, Service and Operations ManagementBlue Shield of California follows CEO Paul Markovich as he navigates the challenges of running one of the largest not-for-profit health care insurers in the United States. The case begins with a history of health insurance in the US, beginning in the 1870s and working through the origination of modern day health care in the 1920s. It then analyzes the modern day industry before diving into the challenges faced by Blue Shield of California today. ...Starting at €8.20
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Uber: 21st Century Technology Confronts 20th Century Regulation
Callader S; Hoyt DCase SGSB-P81-EEconomicsUber, which began operations in 2010, provided a service that allowed customers to call for a limousine using their mobile device. A car would arrive within minutes, and the fee for the trip (including gratuity) would be charged to the customer’s credit card. The service was more expensive than a taxi, but cheaper and more responsive than a conventional limousine service. Uber did not own limousines, but contracted with existing, licensed, lim...Starting at €8.20
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Uber: 21st Century Technology Confronts 20th Century Regulation (Spanish Version)
Callader S; Hoyt DCase SGSB-P81SPEconomicsUber, que comenzó a operar en 2010, proporcionó un servicio que permitía a los clientes solicitar una limusina utilizando su dispositivo móvil. Un automóvil llegaría en cuestión de minutos, y la tarifa del viaje (incluida la propina) se cargaría a la tarjeta de crédito del cliente. El servicio era más caro que un taxi, pero más barato y más receptivo que un servicio de limusina convencional. Uber no era dueño de limusinas, pero tenía contratos co...Starting at €8.20
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Uber: 21st Century Technology Confronts 20th Century Regulation - Teaching note
Callader S; Hoyt DTeaching Note SGSB-P81TN-EEconomicsUber, which began operations in 2010, provided a service that allowed customers to call for a limousine using their mobile device. A car would arrive within minutes, and the fee for the trip (including gratuity) would be charged to the customer’s credit card. The service was more expensive than a taxi, but cheaper and more responsive than a conventional limousine service. Uber did not own limousines, but contracted with existing, licensed, lim...Starting at €0.00