Clinical Management

We strive to bridge the medical management know-do gap by researching and developing innovative management practices together with practitioners that generate value for staff and patients.

We recognize the great work that is being done in health care today. That is why our goal is to establish long-term research and educational collaborations with health care providers so that what works can be understood and shared with many. The clinical management research group aims to improve clinical impact by contributing to the knowledge about how we can coordinate, lead, and improve the delivery of health care services so as to achieve better outcomes for patients and create value for staff, individuals and their families.

We employ an action learning approach through which we and our health care partners strive to learn together as we delve into management challenges. We employ a multitude of research methodologies to analyze complex interventions. Our core expertise lies in the use of qualitative research methods. We are also developing expertise in the use of quantitative methods to evaluate the effects of multi-components interventions over time, such as Statistical Process Control Charts and interrupted time-series analysis, as well as methods to calculate the costs of healthcare processes, e.g. Time-Driven Activity-Based Costing.

Our Team

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

Pamela Mazzocato

Senior 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

Senior 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 Publications

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