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Social Structure of Clinics and Patient Improvement
Abraham J. Simon
Administrative Science Quarterly
Vol. 4, No. 2 (Sep., 1959), pp. 197-206
Published by: Sage Publications, Inc. on behalf of the Johnson Graduate School of Management, Cornell University
Stable URL: http://www.jstor.org/stable/2390678
Page Count: 10
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This study concerns the problem of specialization and the division of work in the context of clinical care for the chronically ill. Existing clinic organization is one of "multiple specialization," in which each patient may be referred to a variety of specialists in several clinics. An alternative structure is the "comprehensive clinic," where all medical care is centered in a single clinic under one staff. In order to test the relative effectiveness of these two systems, an experimental group of "comprehensive clinic" cases was established and compared in terms of patient improvement with a control group treated by a number of specialists. The study revealed that the null hypothesis of independence between patient improvement and type of clinic organization could be rejected and that the "comprehensive clinic" was positively associated with patient improvement
Administrative Science Quarterly © 1959 Johnson Graduate School of Management, Cornell University