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World J Surg (2018) 42:1655–1665

This review has several important limitations. Many articles were surveys which may have associated acquies cence and social desirability bias. The investigation pri marily focused on medical students pursuing the MD/MBA dual degree with little consideration for resident or physi cian entry level into such programs. In that same vein, little consideration was shown for similar value-added skill sets obtained by the MD/MPH dual degree. It would be rea sonable to conclude that MD/MPH dual degree would report higher public policy in healthcare exposure as compared to the MD/MBA. Finally, although important trends have been identified as a result of our work, the overall level of evidence is low, thus precluding the ability to conclude any associations or causative effects. Further, high-quality, prospective research will be needed to better elucidate such relationships. The authors identified improved work–life balance was achieved. While it is reasonable to conclude that having an MBA improves the lifestyle balance because it provides greater opportunity to obtain a PE job, which is higher paid than an MD. It remains controversial as it has limitations on adding value in the sphere of lifestyle for those who are not looking for that type of job. Therefore, we see this as an area for continued investigation in examining how the MD/ MBA and all traditional MD report finding lifestyle bal ance, outside of the context of PE. Additionally, the perspective of the study was analyzed through the lens which the authors saw the results as favorable or unfavorable to the physician executive. It is for this reason that we reached the conclusion that two degrees, particularly one with an MBA would be helpful. However, it is possible to look at this from the perspective of all physicians (i.e., those who practice medicine and are not executives). Based on the value-added skills found in this study, we believe that similar conclusions could be deduced for all physicians not just physician executives for improved overall performance. Universal assets such as strong leadership qualities, conflict negotiation and team building skills can be translated to every physician’s practice of medicine. The above notwithstanding, the authors would also like to acknowledge that the MBA degree should not be con sidered mutually exclusive for the development of the skills sets listed above. We strongly emphasize that the core elements of every medical school and residency training program should include facets of leadership development and team-building skills necessary to develop competent physicians. Therefore, this study should be a supplemental testimony for a secondary degree in addition to the core curriculum provided through medical education. It is our belief that these skills are important elements for the success of all physicians.

Fig. 3 Word cloud illustration of the values conferred upon by a MBA degree

In conclusion, this review contributes to the overall knowledge of value-added qualities gained from medical students pursuing the MD–MBA dual degree. This study will be beneficial to medical programs designing the dual degree curriculum by eluding key assets to prepare students for emerging challenges in the healthcare field. While an increasing trend has been seen in interested students pur suing the MD–MBA dual degree, this review article may peak further interest through supportive evidence for value added skills gained. Effective physician executives equip ped with a MBA degree represent a unique and highly valued group that collectively holds the promise of reshaping the landscape of our ailing healthcare systems, many of which await well-rounded, knowledgeable and clinically trained leaders. We conclude that multiple assets are gained by supplementing medical education with business training including leadership skills, financial acumen, public health strategies and team-building skills. In closing, we present a word cloud (Fig. 3) to illustrate the frequency of attributes studied in the literature review.

Authors’ contributions W.A.G. conceived and led the study. A.D.T. conducted the literature search. All three authors (W.A.G., A.D.T. and S.P.S.) contributed to analyzing the data, writing and revising the article and approved the final version of the article.

References

1. Gunderman R, Kanter SL (2009) Perspective: educating physi cians to lead hospitals. Acad Med 84(1348–135):1 2. Ackerly DC, Sangvai DG, Udayakumar K et al (2011) Training the next generation of physician-executives: an innovative resi dency pathway in management and leadership. Acad Med 86(575–57):9 3. Webpage MD/MBA Programs: association of MD/MBA pro grams (2017). http://www.mdmbaprograms.org/md-mba programs/

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