Paradigms of Change: Case Studies in Transforming Physician-Industry Interactions
Chimonas S*, DiLorenzo M and Rothman DJ
Director of Research, Columbia University Medical Center, Center on Medicine as a Profession, USA
- Corresponding Author:
- Chimonas S
Director of Research
Columbia University Medical Center, USA
Tel: (212) 305-8079
E-mail: [email protected]; [email protected]
Received date: July 19, 2016, Accepted date: August 24, 2016, Published date: August 31, 2016
Citation: Chimonas S, DiLorenzo M, Rothman DJ (2016) Paradigms of Change: Case Studies in Transforming Physician-Industry Interactions. J Entrepren Organiz Manag 5:195. doi:10.4172/2169-026X.1000195
Copyright: ©2016 Chimonas S, et al. This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Context: Academic medical centers (AMCs) and other healthcare organizations are notoriously conservative and resistant to change. Yet, in recent years, a number of healthcare organization have taken bold steps to reform physician’s relationships with drug and device companies, implementing stringent policies to control conflicts of interest in clinical care (COIC) - from bans on company-funded gifts and meals to limits on outside consulting and speaking. These sweeping initiatives are all the more remarkable in that they are not cost-neutral. Objective, Population, Sample and Sampling Technique: To be sure, these organizations are unusual. Yet their outlier status makes them all the more vital as examples of organizational change. What drove them to break from their peers and begin this transformation? How were they able to implement policies which, in many ways, run counter to organizational and individual self-interest? To answer these questions, we conducted intensive case studies at 16 institutions with exemplary COIC policies. Research Strategy: Using semi-structured interviews with leaders, administrators, faculty, and staff at all organizational levels, we investigated the origins and dynamics of policy change. We recorded and transcribed all sessions and then used NVivo software to systematically analyze the data. Major findings: In all of our case studies, success depended on a combination of leadership and strategy, focused on developing a structure and a set of incentives for change. Their experiences can guide other healthcare systems in overcoming entrenched habits, resistance, and other challenges to implement organizational change while affirming their core values and commitments.