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• Case | HBS Case Collection | June 2016 (Revised January 2020)

  University of Hong Kong: Bridging East and West

  William C. Kirby, Joycelyn W. Eby and John P. McHugh

  In the early 20th century, the University of Hong Kong (HKU) was established in order to serve as a bridge between mainland China and the British Empire. As an elite institution in the 21st century, HKU continued its role as a bridge, connecting mainland China, Hong Kong, and the world, but in a very different global context. President Peter Mathieson believed that HKU still had an important role to play but knew that HKU needed to adapt to China's growing global presence and the increasing influence of mainland Chinese universities. Mathieson needed to break through institutional complacency and unite HKU's oft-divided students, faculty, and administration behind a plan that would allow HKU to thrive in a landscape in which it competed not only with other institutions in Hong Kong, but also with the increasingly strong key universities in China as well as with leading institutions around the world. Would HKU be able to maintain its position as a top institution linking East and West in an increasingly connected and complex global society?

  Keywords: university administration; university curriculum; university faculty; Higher Education; Curriculum and Courses; Education Industry; Hong Kong; China;

  Citation:

  Kirby, William C., Joycelyn W. Eby, and John P. McHugh. "University of Hong Kong: Bridging East and West." Harvard Business School Case 316-068, June 2016. (Revised January 2020.)  View Details

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• Teaching Note | HBS Case Collection | January 2020

  Parrot: Navigating the Nascent Drone Industry

  Rory McDonald and Anibha Singh

  Citation:

  McDonald, Rory, and Anibha Singh. "Parrot: Navigating the Nascent Drone Industry." Harvard Business School Teaching Note 620-086, January 2020.  View Details

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• Article | New England Journal of Medicine | January 2, 2020

  Changes in Quality of Care After Hospital Mergers and Acquisitions

  Nancy Dean Beaulieu, Leemore S. Dafny, B. E. Landon, Jesse Dalton, Ifedayo Kuye and J. Michael McWilliams

  Background: The hospital industry has consolidated substantially during the past two decades and at an accelerated pace since 2010. Multiple studies have shown that hospital mergers have led to higher prices for commercially insured patients, but research about effects on quality of care is limited. Methods: Using Medicare claims and Hospital Compare data from 2007 through 2016 on performance on four measures of quality of care (a composite of clinical-process measures, a composite of patient-experience measures, mortality, and the rate of readmission after discharge) and data on hospital mergers and acquisitions occurring from 2009 through 2013, we conducted difference-in-differences analyses comparing changes in the performance of acquired hospitals from the time before acquisition to the time after acquisition with concurrent changes for control hospitals that did not have a change in ownership. Results: The study sample included 246 acquired hospitals and 1986 control hospitals. Being acquired was associated with a modest differential decline in performance on the patient-experience measure (adjusted differential change, −0.17 SD; 95% confidence interval [CI], −0.26 to −0.07; P=0.002; the change was analogous to a fall from the 50th to the 41st percentile) and no significant differential change in 30-day readmission rates (−0.10 percentage points; 95% CI, −0.53 to 0.34; P=0.72) or in 30-day mortality (−0.03 percentage points; 95% CI, −0.20 to 0.14; P=0.72). Acquired hospitals had a significant differential improvement in performance on the clinical-process measure (0.22 SD; 95% CI, 0.05 to 0.38; P=0.03), but this could not be attributed conclusively to a change in ownership because differential improvement occurred before acquisition. Conclusions: Hospital acquisition by another hospital or hospital system was associated with modestly worse patient experiences and no significant changes in readmission or mortality rates. Effects on process measures of quality were inconclusive. (Funded by the Agency for Healthcare Research and Quality.)

  Citation:

  Beaulieu, Nancy Dean, Leemore S. Dafny, B. E. Landon, Jesse Dalton, Ifedayo Kuye, and J. Michael McWilliams. "Changes in Quality of Care After Hospital Mergers and Acquisitions." New England Journal of Medicine 382, no. 1 (January 2, 2020): 51–59.  View Details

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