Roice D. Luke, Ph.D.

Professor

Department of Health Administration
Virginia Commonwealth University
BOX 980203
Richmond, VA 23298

Street address:
1008 East Clay Street, Rm. 201
(The Grant House)

804.828.5215 (V)
804.828.1894 (F)
luker@vcu.edu

Education:

The University of Michigan

1976      Ph.D., Medical Care Organization; Cognate: Health Economics

University of California, Berkeley

1969      M.B.A., Emphasis: Managerial Economics

Bio Sketch:

Dr. Luke is a specialist in strategic management and health care policy and an investigator of local health care systems, networks and markets. He has authored numerous publications and has been an active speaker on a wide range of topics focused on the changing health care industry. He served as Editor and Chief of the journal Medical Care Review and on the editorial boards of the journals Inquiry and Frontiers of Health Services Management.

He recently published the book, Healthcare Strategy: In Pursuit of Competitive Advantage. In the 1990s, he completed a federally funded study of the performance of strategic hospital alliances. And he directed a six-year study of local markets and systems, funded by four major supply and distribution companies. He is the principal developer of unique national databases on multi-hospital chains and clusters and associated market structural indicators and on large physician group practices.

Currently, Dr. Luke is studying regional systems internationally, which systems he is comparing to the so-called integrated delivery networks or systems that have sprung up here in the USA. A product of this project will be a book, tentatively entitled: System Transformation: USA and International Strategies in Healthcare Organization and Policy.

See the List of URLS for Multi-Hospital Chains

Work in Progress:

Book: System Transformation: USA and International Strategies in Healthcare Organization and Policy.

The book will examine the widely adopted pattern in North America, Europe, and other countries of focusing organizational and funding strategies on regional provider clusters. The book will assess these clusters within the frame of regionalization, a concept that has emerged in most of the advanced nations as a structural imperative for health system design. The book will explore how the IDNs in this country -- which range from private, clusters to the federally funded and operated VISNs (Veterans Integrated Service Networks) -- differ from regional models in other countries, many of which are funded and operated by their governments (e.g., Canada, the United Kingdom, France, Italy, Sweden, New Zealand, Australia). This project involves visits to selected countries to study regional systems as well as visits to over 100 systems in the USA, the latter visits conducted over the past decade.

Selected Publications:

R. D. Luke, “Reply to the Rejoinder on Taxonomy of Health Networks and Systems: A Reassessment,” Health Services Research (forthcoming in 2006).

R. D. Luke, “Taxonomy of Health Networks and Systems: A Reassessment,” Health Services Research (forthcoming in 2006).

R. Luke and S. Walston, “Healthcare Strategy,” to be published in S. Shortell and A. Kaluzny (eds.), Health Care Management:  Organizational Design and Behavior, 5th edition (New York:  Delmar Publishers Inc., 2005).

R. D. Luke and S. L. Walston, “Strategy in an Institutional Environment: Lessons Learned from the 1990s “Revolution” in Health Care,” in Advances in Health Care Organization Theory, S. S. Mick, M. E. Wyttenbach (eds), (San Francisco: Jossey-Bass, 2003), 289-323.

Luke, R. D., S. L. Walston, and P. M. Plummer, Healthcare Strategy: In Pursuit of Competitive Advantage, Chicago: Health Administration Press, 2003.

P. Olden, S. Roggenkamp, R. Luke, "Strategic Hospital Alliances and the Marketing Concept: Going Beyond the Managed Care Imperative,” Health Care Management Review 27 (Spring 2002): 33-49.

R. D. Luke, "IDN Rankings and Performance: a Comment," International Journal of Integrated Care 1 (June 2001); see: http://roquade.library.uu.nl/integratedcare/index2.html

R, D, Luke, "Review of Health Care in the New Millennium," Inquiry 37 (Spring 2001): 430-431.

R. D. Luke and J. W. Begun, "Have IDNs Failed in Healthcare?" Frontiers of Health Services Management 17 (2001): 47-52.

J. W. Begun and R. D. Luke, "Factors Underlying Organizational Change in Local Health Care Markets, 1982-1995," Health Care Management  Review 26 (Spring 2001): 62-72.

J. W. Begun and R. D. Luke, "The Changing Division of Health Labor," Advances in Health Care Management, vol. 2 (Greenwich, CN: JAI, 2001).

R. D. Luke, J. W. Begun, and S. L. Walston, “Strategy in Health Care Organizations and Markets,” in S. Shortell and A. Kaluzny (eds.), Health Care Management:  Organizational Design and Behavior, (New York:  Delmar Publishers Inc., 2000).

R. D. Luke and R. K. Shukla, “Strategy Analysis in Healthcare: Implications for Information System Strategy,” chapter in: Performance Improvement through Information Management, (NY: Springer, 1999), M. J. Ball and J. V. Douglas (eds).

R. D. Luke and R. K. Shukla, “Market Structure in Health Care,” chapter in: Performance Improvement through Information Management, (New York:  Springer, 1999), M. J. Ball and J. V. Douglas (eds).

M. J. McCue, J. P. Clement, and R. D. Luke, “Strategic Hospital Alliances Do the Type and Market Structure Matter?" Medical Care 37 (1999), pp. 1013-1022.

R. D. Luke and D. R. Wholey, “Commentary On A Taxonomy of Healthcare Networks and Systems: Bringing Order Out of Chaos,” Health Services Research (February 1999).

R. D. Luke, P. C. Olden, J. D. Bramble, "Strategic Hospital Alliances: Countervailing Responses to Restructuring Health Care Markets," chapter in: Handbook of Health Care Management, W. J. Duncan, P. M. Ginter, and S. E. Swayne (eds) (Malden, MA: Blackwell Publishers Inc., 1998), pp. 81-116.

J. Clement, M. McCue, R. Luke, and others, “Strategic Hospital Alliances: Impact on Financial Performance,” HealthAffairs (December 1997): 193-203.

R. D. Luke and J. Begun, “Permeating Organizational Boundaries: The Challenge of Integration in Healthcare,” Frontiers of Health Services Mgt (Fall 1996), pp. 46-49.

R. D. Luke and J. D. Bramble, “COTH Hospitals: Building Systems in Highly Consolidating Markets,” COTH Reports 30, Spring 1996: pp. 1-4.

R. D. Luke, Y. A. Ozcan, and P. C. Olden,  “Local Markets and Systems: Hospital Consolidations in Urban Areas,” Health Services Research (October 1995): 555-575.

R. D. Luke and P. C. Olden, "Local Hospital Cluster and HMO Penetration:  The Twin Towers of Health Care Restructuring," Medical Interface:  The Journal of the Managed Care Industry (September 1995): 71-75.

R. D. Luke and P. C. Olden, "Timing Is Everything:  Role of Information Systems in the Forming Integrated Delivery Systems,"  Health Management Technology (July 1995).

J. W. Begun and R. D. Luke, "Professionals in Society," in Professionals: Key Issues, R. A. Stebbins, M. Rosenberg, and A. Turowetz, (eds.), U of Toronto Press (1994).

R. D. Luke and J. W. Begun, “Strategy Making in Health Care Organizations,” in S. Shortell and A. Kaluzny (eds.), Health Care Management:  Organizational Design and Behavior, (New York:  Delmar Publishers Inc., 1994), pp. 355-391.

Courses:

Health Systems Organization, Financing and Performance (MHA)
Health Care Strategic Management. (MHA)
Health Care Strategic Management. (MSHA)

| top |