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World J Surg (2018) 42:1655–1665

Table 2 continued

First author

Article type

Factors

Participants (n)

Findings

Sherrill [9]

Case control

L, C, I

MD/MBA and traditional medical students (202)

after completing the MBA program. Similarly, Koegh [14] conducted a study in which nearly 86% subjects reported a greater financial understanding following the MBA dual degree. Likewise, Frich [22] found that financial manage ment knowledge was cited as contributing particularly strong value added to the overall benefits of the MBA degree. According to Orlando [4], the MBA curricula incorpo rate key financial concepts and economic principles that should enable physicians deal effectively with chief financial officers, interpret financial statements as well as create effective and sustainable cost/payment structures. Zheng [11] also points out that the MBA may be helpful in understanding how funds get channeled through depart ments and hospitals, and how different institutions operate internally. Lusco [26] agrees that the MBA is becoming an increasingly essential asset in teaching some basics of accounting as well as personal financial responsibility to educate practicing surgeons and surgical residents. Furthermore, Satiani [27] and Pham [28] both report that surgeons gained fundamental knowledge in the areas of strategic financial planning, cost concepts and financial mathematics. Among key components of the curriculum is the ability to evaluate investment in equipment and tech nological enhancements by employing established methods of calculating net present value, book rate of return, pay back periods and internal rate of return. [27] The concepts of assigning fixed and variable costs, sunk costs, depreci ation, opportunity cost and time value of money have helped surgeons make sound decisions for the future. In fact, Love et al. [23] suggest that the business back ground better prepares physicians for changing indicators of financial performance such as ‘‘satisfaction, medical error rates and infection control.’’ Others have shown that Dual-degree MD/MBA students rated most highly factors such as career opportunities, opportunity for innovation, opportunity to be a leader in medicine and opportunity to make a difference in medicine Dual-degree MD/MBA students acquired advanced skills in business strategy, finance and organizational management Respondents reported relying on their resources of professional skills and experience in negotiation with staff in clinical environments MD/MBA respondents believed that their business degree sharpened their leadership skills and helped navigate the complex healthcare environment within their surgical career

Sherill [12]

Case

L, C, I, W, P

MD/MBA and traditional medical students at six medical schools (154)

control/survey

Spehar

Survey

L, T, N Physician executives at

Norwegian public hospitals (30)

Zheng

Survey

L, F, T, N MD/MBA graduates at six institutions (87)

Factors: leadership (L), career advancement (C), finance (F), team building (T), income (I), negotiation (N), work–life balance (W), malpractice litigation (M), population health (P)

the MD/MBA graduates learned that there is no success without collaboration and teamwork which equips physi cian executives to better achieve greater buy-in and collect everyone’s input. Meanwhile, Krupat [17] asserted that dual-trained physicians were able to function more effec tively as part of increasingly large and complex organiza tions. Frich [22] found that the MD/MBA promotes collaboration and interdisciplinary work with physician leadership to ensure high-quality health care. Orlando’s study [4] mentions that participants worked together and forged bonds that facilitated more effective in problem solving and long-term, sustainable professional relationships. Zheng [11] added that team building and human resource management are skills acquired by sur geons with a background in business. Love [23] reports that both physician and employee job satisfactions are impor tant clinical indicators of excellence, thus reinforcing the importance of teamwork. Spehar [16] found that MD/MBA graduates are taught principles of coalition building, and have a better ability to gather influential people together, thus playing a vital part in building power and influence. In addition, Attri [25] found that dual-degree graduates are taught that quality of patient care depends on effective teamwork for which multidisciplinary communication is an essential part.

Understanding of finance (n = 9)

The value of an MBA degree in preparing aspiring physi cians to adequately understand the clinical implications of each financial decision was addressed in nine articles. Parekh [24] conducted a survey indicating that 67% respondents reported gaining a better understanding of the financial and business aspects of the healthcare system

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