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Abstract
This chapter examines how regulatory compliance with the Centers for Medicare & Medicaid Services (CMS), the transition to value-based payment models (Value-Based Care), workforce development, continuous process improvement, and manager capacity-building are articulated as interdependent dimensions of healthcare organization management in the United States. It is argued that these five dimensions, treated in isolation in current managerial practice, produce suboptimal results, and that their deliberate integration constitutes a competitive advantage and a condition for institutional sustainability in the current regulatory and payment environment.
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