Colleagues,
Please consider submitting your research to The Case Journal's Special Issue on
Leadership Development in Healthcare.
We welcome full-length cases, compact cases, articles, and conceptual papers. Submission Deadline is
January 31, 2022, by 11:59 PM EST.
A Workshop on the Special Issue will be held during the NACRA 2021 Annual Conference (Virtual, October 14-16, 2021).
About the Call:
Background and Rationale for the Special Issue:
Healthcare leaders are responsible not only for the financial viability of their organizations but also for the health of patients, the satisfaction of providers, care delivery to underserved populations, digital transformation, and regulatory compliance (Braithwaite & Travaglia, 2008; Hillman & Dalziel, 2003; Grigoroudis, Orfanoudaki, & Zopounidis, 2012). To respond productively to these demands, leaders must develop capabilities to manage complex dynamics both within and beyond organizations, i.e., reliability, teamwork, crisis management, financial viability, network building and stakeholder management. How leaders navigate these complexities to drive positive outcomes for their healthcare organizations is less clear.
Given this, the field may be ripe for new cases with insight into leadership development in healthcare. Healthcare leaders must develop new capacities and focus on creating conditions for others to be adaptive in the face of growing challenges (Uhl-Bien and Arena, 2018). This requires cases to embrace a context-sensitive approach that describes the unique adaptations, challenges, and opportunities healthcare leaders face and how leaders may best navigate them.
Key aims for the special issue:
- Address key concerns leaders of healthcare organizations face now and in the future.
- Provide a nexus of business and healthcare to understand the unique challenges and opportunities healthcare leaders encounter across many timescales.
- Explore decision foci in healthcare with an emphasis on business tools for analysis and solution generation.
Teaching cases that capture the stories, voices, and experiences of healthcare leaders can provide contextually driven insights for individuals across business and healthcare disciplines. For students, trainees, and aspiring leaders, these cases may be especially helpful for understanding the unique context of healthcare, or for a better understanding of healthcare management. Decisions/challenges faced may be in any of the following areas:
Specific topics:
- Strategic decision-making in healthcare
- Stakeholder management
- Management training
- Leading for reliability in healthcare
- Power and influence
- Crisis management
- Team and team dynamics
- Relational dynamics/relational leadership
Cases selected for this special issue will contribute to the growing concentration on leadership development in healthcare. The future of healthcare management relies on strong, adaptive leaders, and cases provide the opportunity for students and instructors of many varieties to explore the unique challenges and opportunities healthcare leaders face in this context and to develop competencies to manage them productively.
Submission Information
We welcome full-length cases, compact cases, articles, and conceptual papers. Additional information on each submission type and author guidelines can be found here.
Of note, in addition to full and short cases, The CASE Journal also invites submissions of articles relating to case teaching, case writing, case reviewing, and similar topics. Conceptual papers and papers reporting original research as well as the applied implications of others’ research in terms of case teaching, research, and instruction are welcome, as are creative learning, research and writing methods that have been tested in the classroom or in practice, including critical incidents and industry or technical notes.
We are especially interested in cases written by healthcare leaders, new case writers, graduate students, and interdisciplinary teams. To support new and early career case writers, The CASE Journal has developed the following resources:
- Case study writing guide: https://www.emeraldgrouppublishing.com/how-to/authoring-editing-reviewing/write-a-teaching-case-study
- Teaching note guide: https://www.emeraldgrouppublishing.com/how-to/authoring-editing-reviewing/write-a-teaching-note
- The Emerald Cases Hub
- The Emerald Cases Hub is a free online multi-media resource for all case writers and case teachers, including interactive and video content designed for faculty new to case teaching, as well as more experienced case writers looking to improve their skills. There’s content containing advice from lead case writing experts and teachers on how to motivate students and get the most of experiential learning with cases, such as the modules “How to engage students in case studies” and “Encouraging deeper thinking”. Emerald recently added content on how to teach case studies online, including tips on “How to select the right case study” and “What are the challenges with online learning”. The modules on case writing take the author through every stage of the case and teaching note writing process, from conducting research, writing, and responding to peer review. For free access to the Cases Hub, register online at https://bit.ly/caseslearninghub
The submission deadline is January 31, 2022, by 11:59 PM EST.
Submissions may be made to the manuscript system.
Author guidelines may be found on the journal's page.
References
Braithwaite, J., & Travaglia, J. F. 2008. An overview of clinical governance policies, practices, and initiatives. Australian Health Review, 32(1): 10.
Hillman, A. J., & Dalziel, T. 2003. Boards of directors and firm performance: Integrating agency and resource dependence perspectives. The Academy of Management Review, 28(3): 383.
Grigoroudis, E., Orfanoudaki, E., & Zopounidis, C. 2012. Strategic performance measurement in a healthcare organization: A multiple criteria approach based on balanced scorecard. Omega, 40(1): 104–119.
Uhl-Bien, M., & Arena, M. 2018. Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1): 89–104.
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Erin Bass
Associate Professor
Univ. of Nebraska Omaha
Omaha NE
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