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Sanders Hospital and Health Center: A Case Study

Author

Listed:
  • Ken Chadwick
  • James J. Chrisman
  • Anthony F. Jurkus

Abstract

This case study examines Sanders Hospital's (fictitious name) decision on a strategy for developing a specialized cardiovascular program. Cardiovascular services had been identified as an opportunity to assist Sanders better compete in the turbulent hospital industry. The hospital was in the process of determining the best alternative for seizing and pursuing this opportunity. Two options were under consideration. First, Sanders could implement the program internally and compete directly in the market. The second option was to jointly develop the cardiovascular program through an alliance with one of the two regional hospitals who were contemplating entering Sanders’ market area.

Suggested Citation

  • Ken Chadwick & James J. Chrisman & Anthony F. Jurkus, 1997. "Sanders Hospital and Health Center: A Case Study," Entrepreneurship Theory and Practice, , vol. 22(1), pages 75-89, October.
    • Handle: RePEc:sae:entthe:v:22:y:1997:i:1:p:75-89
    DOI: 10.1177/104225879702200105
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    References listed on IDEAS

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    1. Thomas S. Gruca & Deepika Nath, 1994. "Regulatory change, constraints on adaptation and organizational failure: An empirical analysis of acute care hospitals," Strategic Management Journal, Wiley Blackwell, vol. 15(5), pages 345-363, June.
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    Cited by:

    1. Erik Monsen & R. Wayne Boss, 2009. "The Impact of Strategic Entrepreneurship inside the Organization: Examining Job Stress and Employee Retention," Entrepreneurship Theory and Practice, , vol. 33(1), pages 71-104, January.

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