Clinical Management

We strive to bridge the medical management know-do gap by researching, developing, and disseminating innovative management practices together with practitioners, patients, and informal care givers.

We recognize the many examples of high quality clinical work that exist across health care contexts. We also acknowledge the frustrations of staff, managers, politicians, patients, and informal care givers regarding experiences, costs, and outcomes of health care. That is why our goal is to establish long-term research and educational collaborations with health care stakeholders to understand and share concrete examples of what works and how to make things better.

The clinical management research group aims to improve clinical impact by contributing to the knowledge about how we:

  • coordinate
  • lead
  • innovate 
  • improve

health care services to generate better outcomes for patients and more value for staff, individuals, and their families.

We employ participatory multi-method research designs to contribute to our collaborators' learning and advance the existing evidence base in health care management. Our projects typically start with a real world clinical management challenge and should you find yourself in such a situation, you are very welcome to contact us. 

Our Team

The research group is co-led by Pamela Mazzocato and Carl Savage.

Pamela Mazzocato

Researcher, research group leader

Pamela Mazzocato has a background in economics and management, specifically public management. Her core competence lies in the field of Quality Improvement and Operations Management.

Carl Savage

Researcher, research group leader

Carl Savage has a background in medicine and management. His main areas of research expertise include Leadership, Learning, Organizations, Improvement and Innovation as well as a passion for improving patient safety.

Group members

The members in Clinical Management research team have multiple professional backgrounds from medicine, social science, and economics, in addition to experience working as healthcare professionals or in the non-profit sector, as well as in management and consultancy positions. These diverse backgrounds and experiences provide a dynamic foundation for our research.

Our projects 

Current projects 

  • Home monitoring for people living with chronic conditions 
  • Organisational responses to COVID-19
  • Exploring the role of machine learning/Artificial Intelligence (AI) in complex chronic care 
  • Value creating strategies/Value-Based Health Care (VBHC)
  • Patient-driven innovations
  • Team-training and patient safety 
  • AI implementation 
  • Effective medical leadership  
  • Time-Driven Activity-Based Costing (TDABC)

Completed PhD-projects 

  • Jens Jacob Fredriksson: "How can health care organizations create value? Business model explorations"
  • Marie Storkholm: "Innovation inside the box : how contextual constraints can contribute to improvement in health care"
  • Anthony Larsson: "Too big to fail? A case study of the rise and fall of a medical research infrastructure"
  • George Keel: "Counting what counts: time-driven activity-based costing in health care"
  • Mairi Savage: "Transforming medical competency into medical management capability: developing physician leaders by finding management in medicine"
  • Samira Al Rawahi
  • Mikael Ohrling: "Enterprise within the enterprise"

Selection of Key Publications

For more publications, see each individual group member's profile page. 

Medical leadership: boon or barrier to organisational performance? A thematic synthesis of the literature.
Savage M, Savage C, Brommels M, Mazzocato P
BMJ Open 2020 07;10(7):e035542

Time-driven activity-based costing for patients with multiple chronic conditions: a mixed-method study to cost care in a multidisciplinary and integrated care delivery centre at a university-affiliated tertiary teaching hospital in Stockholm, Sweden.
Keel G, Muhammad R, Savage C, Spaak J, Gonzalez I, Lindgren P, Guttmann C, Mazzocato P
BMJ Open 2020 06;10(6):e032573

Unpacking the key components of a programme to improve the timeliness of hip-fracture care: a mixed-methods case study.
Mazzocato P, Unbeck M, Elg M, Sköldenberg OG, Thor J
Scand J Trauma Resusc Emerg Med 2015 Nov;23():93

Pseudo-understanding: an analysis of the dilution of value in healthcare.
Fredriksson JJ, Ebbevi D, Savage C
BMJ Qual Saf 2015 Jul;24(7):451-7

Complexity complicates lean: lessons from seven emergency services.
Mazzocato P, Thor J, Bäckman U, Brommels M, Carlsson J, Jonsson F, et al
J Health Organ Manag 2014 ;28(2):266-88

HIV and tuberculosis coinfection: a qualitative study of treatment challenges faced by care providers.
Wannheden C, Westling K, Savage C, Sandahl C, Ellenius J
Int. J. Tuberc. Lung Dis. 2013 Aug;17(8):1029-35

Naivitetetens pris (The Price of Naïveté)
Tomson G, Savage C
Book review in Läkartidningen, 2013, 110(27-28)

Dagens utbildningssystem och morgondagens sjukvårdspersonal (The educational system of today and health personnel of tomorrow)
Tomson T, Tomson G, Savage C
Lakartidningen ;109(32-33):1388-9

Implementing organisation and management innovations in Swedish healthcare: lessons from a comparison of 12 cases.
Øvretveit J, Andreen-Sachs M, Carlsson J, Gustafsson H, Hansson J, Keller C, et al
J Health Organ Manag 2012 ;26(2):237-57

How does lean work in emergency care? A case study of a lean-inspired intervention at the Astrid Lindgren Children's hospital, Stockholm, Sweden.
Mazzocato P, Holden RJ, Brommels M, Aronsson H, Bäckman U, Elg M, et al
BMC Health Serv Res 2012 Feb;12():28

Turning the tables: when the student teaches the professional -- a case description of an innovative teaching approach as told by the students.
Savage C, Amanali S, Andersson A, Löhr SC, Eliasson Z, Eriksson H, et al
Nurse Educ Today 2011 Nov;31(8):803-8

Team behaviors in emergency care: a qualitative study using behavior analysis of what makes team work.
Mazzocato P, Forsberg HH, Schwarz Uv
Scand J Trauma Resusc Emerg Med 2011 Nov;19():70

Surviving multiple obligations through stimulation, autonomy, and variation.
Bergin E, Savage C
J Health Organ Manag 2011 ;25(4):455-68

Lean thinking in healthcare: a realist review of the literature.
Mazzocato P, Savage C, Brommels M, Aronsson H, Thor J
Qual Saf Health Care 2010 Oct;19(5):376-82

Does an outcome-based approach to continuing medical education improve physicians' competences in rational prescribing?
Esmaily HM, Savage C, Vahidi R, Amini A, Dastgiri S, Hult H, et al
Med Teach 2009 Nov;31(11):e500-6

Förslag om ny ST-utbildning fyller inte internationella krav (Proposal on new internship training doesn't fulfill international requirements).
Savage C, Harenstam KP
Läkartidningen, 2008, 105(20): p. 1457-8

Innovation in medical education: how Linköping created a Blue Ocean for medical education in Sweden.
Savage C, Brommels M
Med Teach 2008 Jun;30(5):501-7

Identifying outcome-based indicators and developing a curriculum for a continuing medical education programme on rational prescribing using a modified Delphi process.
Esmaily HM, Savage C, Vahidi R, Amini A, Zarrintan MH, Wahlstrom R
BMC Med Educ 2008 May;8():33

Teaching group dynamics--do we know what we are doing? An approach to evaluation.
Bergman D, Savage C, Wahlstrom R, Sandahl C
Med Teach 2008 Feb;30(1):55-61

 

 

Clinical Management in the Media