Photo of Lawton R. Burns

Lawton R. Burns

James Joo-Jin Kim Professor of Health Care Management

Research Interests: formal organizations, health care management, hospital-physician relationships, integrated health care, physician networks, physician practice management firms, strategic change, supply chain management

Links: CV, Personal Website

Contact Information

Address: 203 Colonial Penn Center, 3641 Locust Walk, Philadelphia, PA 19104
Email: burnsl@wharton.upenn.edu
Office: (215) 898-3711

Overview

Education

PhD, University of Chicago, 1981; MBA, University of Chicago, 1984; MA, University of Chicago, 1976; BA, Haverford College, 1973

Recent Consulting

Analysis of the pharmaceutical outsourcing market, IMB, 2003-04; Antitrust implications of PHOs, Federal Trade Commission, 2004; Development of integrated delivery systems, Illinois Hospital Association, 1994-97

Career and Recent Professional Awards; Teaching Awards

2003: Board of Institute of Medicine, Health Services Research Section; 2001: Arthur Anderson Distinguished Visitor, University of Cambridge (UK); 1999:Teacher of the Year, Administrative Medicine Program, School of Medicine, University of Wisconsin; 1992-93: Edwin Crosby Memorial Fellowship, Hospital Research and Educational Trust; 1990-91: Udall Fellowship, Udall Center for Public Policy; 1997: Invited Lecture Series, Catholic University of Rome, Luiss, and National Agency for Health Care Services (Rome)

Academic Positions Held

Wharton: 1994-present (Chairperson, Health Care Systems Department, 2008-present; named James Joo-Jin Kim Professor, 1999; Director, Wharton Center for Health Management and Economics, 1999-present). Previous appointments: University of Arizona; University of Chicago. Visiting appointment: University of Wisconsin

Professional Leadership 2005-2009

Editorial Board, Health Services Research, 1994-present

Biosketch

Lawton Robert Burns, Ph.D., MBA, is the Chair of the Health Care Management Department, the James Joo-Jin Kim Professor, a Professor of Health Care Management, and a Professor of Management in the Wharton School at the University of Pennsylvania. He is also Director of the Wharton Center for Health Management & Economics, and Co-Director of the Roy & Diana Vagelos Program in Life Sciences and Management.  He received his doctorate in Sociology and his MBA in Health Administration from the University of Chicago. Dr. Burns taught previously in the Graduate School of Business at the University of Chicago and the College of Business Administration at the University of Arizona.

Dr. Burns has analyzed physician-hospital integration over the past 25 years. In recognition of this research, Dr. Burns was named the Edwin L. Crosby Memorial Fellow by the Hospital Research and Educational Trust in 1992. Dr. Burns has also published several papers on hospital systems and physician group practices. The last 13 years he spent studying the healthcare supply chain. He completed a book on supply chain management in the healthcare industry, The Health Care Value Chain (Jossey-Bass, 2002), and a recent analysis of alliances between imaging equipment makers and hospital systems. These studies focus on the strategic alliances and partnerships developing between pharmaceutical firms/distributors, disposable manufacturers, medical device manufacturers, group purchasing organizations, and organized delivery systems.  He has also edited The Business of Healthcare Innovation (Cambridge University Press, 2012) which analyzes the healthcare technology sectors globally: pharmaceuticals, biotechnology, medical devices, and information technology. Most recently, he has served as lead editor of the 6th Edition of the major text, Healthcare Management: Organization Design & Behavior (Delmar, 2011). His latest book, India’s Healthcare Industry, was just published in 2014 (Cambridge University Press, 2014).

Dr. Burns teaches courses on healthcare strategy, strategic change, strategic implementation, organization and management, managed care, and integrated delivery networks. From 1998-2002, he was a Visiting Professor in the Department of Preventive Medicine at the University of Wisconsin School of Medicine, where he taught corporate strategy to physicians. Dr. Burns also received an Investigator Award from the Robert Wood Johnson Foundation to study the reasons for failure in organizational change efforts by healthcare providers. He is a past member of the Grant Review Study Section for the Agency for Health Care Policy & Research, and a past board member of the Health Services Section of the Institute of Medicine. He is also a Life Fellow of Clare Hall at the University of Cambridge.

 

Research

Research

Assessment of GPOs: The National Survey of Materials Management & Purchasing Executives Offical Rules


  • Guy David, Rich Lindrooth, Lorens Helmchen, Lawton R. Burns (Under Review), Do Hospitals Cross Subsidize?.  Abstract  Related Materials
  • Jeff C. Goldsmith, Lawton R. Burns, Aditi Sen, Trevor Goldsmith, Integrated Delivery Networks: In Search of Benefits and Market Effects
  • Aditi Sen, Lawton R. Burns, Michael Dandorph, Suzanne Sawyer (Draft), Physician Referral and the Potential for ACOs in Philadelphia.  Abstract
  • Lawton R. Burns, ed., India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing (2014).  Abstract
  • Lawton R. Burns, "India’s Healthcare Industry: A System Perspective". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Lawton R. Burns, "India’s Healthcare Industry: An Overview of the Value Chain". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Lawton R. Burns, Mandar Vayda, Bhuvan Srinivasan, "India’s Hospital Sector: The Journey from Public to Private Healthcare Delivery". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Lawton R. Burns, Richa Bansal, Prashanth Jayaram, "Medical Tourism: Opportunities and Challenges". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Lawton R. Burns, Ravi Shah, R. Carter Clement, Arunavo Roy, James Calderwood, "The Aravind Eye Care System". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Aditi Sen, Jessica Pickett, Lawton R. Burns, "The Health Insurance Sector in India: History and Opportunities". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014), 361 - 400.  Abstract
  • Lawton R. Burns, "The Medical Device Sector in India". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Lawton R. Burns, Ajay Bakshi, "The Medical Profession in India". In India's Healthcare Industry: Innovation in Delivery, Financing, and Manufacturing, edited by Lawton R. Burns, (2014).  Abstract
  • Lawton R. Burns, Jeff C. Goldsmith, Aditi Sen, "Horizontal and Vertical Integration of Physicians: A Tale of Two Tails". In Annual Review of Health Care Management: Revisiting the Evolution of Health Systems Organization , edited by Leonard H. Friedman, Jim Goes, Grant T. Savage, (2013), 39 - 117.  Abstract
  • Lawton R. Burns (2013), Matrix Structure, Encyclopedia of Management Theory doi: 10.4135/9781452276090 .  
  • Lawton R. Burns, Jeff C. Goldsmith, Aditi Sen (2013), Horizontal and Vertical Integration of Physicians: A Tale of Two Tails, Annual Review of Health Care Management: Revisiting the Evolution of Health Systems Organization Advances in Health Care Management, Volume 15: 39-117. (Emerald Group Publishing, 2013).    Related Materials
  • Lawton R. Burns, Corinna Sorenson, Michael Drummond (2013), Evolving Reimbursement and Pricing Policies for Devices in Europe and the United States Should Encourage Greater Value, Health Affairs, 32, 788 - 796. doi: 10.1377/hlthaff.2012.1210.    Abstract
  • Lawton R. Burns, Eduardo A Cisneros, William Ferniany, Harbir Singh, "Strategic Alliances between Buyers and Suppliers: Lessons from the Medical Imaging Industry". In The SAGE Handbook of Strategic Supply Management, edited by Christine Harland, Guido Nassimbeni, Eugene Schneller, (2013), 107 - 136.    Abstract
  • Lawton R. Burns, Mark V. Pauly (2012), Accountable Care Organizations May Have Difficulty Avoiding The Failures of Integrated Delivery Networks Of The 1990s, Health Affairs, 31, 2407 - 2416. doi: 10.1377/hlthaff.2011.0675.    Abstract
  • Lawton R. Burns, Douglas Wholey, Jeffrey McCullough, Ralph W. Muller, Peter Kralovec (2012), The Changing Configuration of Hospital Systems: Centralization, Federalization, or Fragmentation?, Advances in Health Care Management, 13, 189 - 232. doi: 10.1108/S1474-8231(2012)0000013013 .  Abstract
  • Lawton R. Burns, Stephen Sammut, David Lawrence, "Healthcare Innovation across Sectors: Convergences and Divergences". In The Business of Healthcare Innovation - 2nd Edition. Cambridge, UK: Cambridge University Press., edited by Lawton R. Burns, (2012).  Abstract
  • Lawton R. Burns, Sean Nicholson, Joanna Wolkowski, "Pharmaceutical Strategy and the Evolving Role of Mergers and Acquisitions (M&A)". In The Business of Healthcare Innovation - 2nd Edition. Cambridge, UK: Cambridge University Press., edited by Lawton R. Burns, (2012).  Abstract
  • Lawton R. Burns, The Business of Healthcare Innovation - 2nd Edition. Cambridge, UK: Cambridge University Press. (2012).  Abstract
  • Lawton R. Burns, Christopher Chen, Jonathan Godin, Aditi Sen, Wharton/UPHS Study of ACOs: Stakeholder Views in the Philadelphia Marketplace  Description
  • Lawton R. Burns, Lyn Denend, Stefanos Zenios (2011), The Role of Physicians in Device Innovation: Critical Success Factor or Conflict of Interest?, Stanford University, Graduate School of Business  Abstract
  • Lawton R. Burns, Guy David, Lorens Helmchen (2011), Strategic Response by Providers to Specialty Hospitals, Ambulatory Surgery Centers, and Retail Clinics, Population Health Management, 14 (2), 69 - 77. doi: 10.1089/pop.2010.0021.  Abstract
  • Lawton R. Burns, Edward J Zajac, Thomas A D'Aunno, "Managing Strategic Alliances ". In Shortell and Kaluzny's Healthcare Management: Organization Design and Behavior , edited by Lawton R. Burns, Elizabeth Bradley, Bryan Weiner, (2011), 321 - 346.  Abstract
  • Lawton R. Burns, Elizabeth Bradley, Bryan Weiner, Shortell and Kaluzny's Healthcare Management: Organization Design and Behavior (2011).  Abstract
  • Lawton R. Burns, Elizabeth Bradley, Bryan Weiner, "The Management Challenge of Delivering Value in Health Care: Global and U.S. Perspectives.". In Shortell and Kaluzny's Healthcare Management: Organization Design and Behavior , edited by Lawton R. Burns, Elizabeth Bradley, Bryan Weiner, (2011), 2 - 32.  Abstract
  • Lawton R. Burns, Jeff C. Goldsmith, Ralph W. Muller, "History of Hospital/Physician Relationships: Obstacles, Opportunities, and Issues". In Partners in Health, edited by Jay Crosson, Laura Tollen, (2010), 18 - 45.  
  • Robert J. Town, Douglas Wholey, Feldman Roger, Lawton R. Burns (Working), “The Welfare Consequences of Hospital Mergers”.
  • Lawton R. Burns, Rajiv Shah, Frank A Sloan, Adam C Powell (2009), The impact of hospital ownership conversions: Review of the literature and results from a comparative field study, Biennial Review of Health Care Management: Meso Perspective (Advances in Health Care Management, Volume 8), Emerald Group Publishing Limited doi: 10.1108/S1474-8231(2009)0000008011.  Abstract
  • Lawton R. Burns, Michael Housman, Robert Booth, Aaron Koenig (2009), Implant Vendors and Hospitals: Competing Influences over Product Choice by Orthopedic Surgeons, Health Care Management Review, 34(1): 2-18, 2009.  Abstract
  • Lawton R. Burns, Michael Housman, Charles Robinson (2009), Market Entry And Exit By Biotech And Device Companies Funded By Venture Capital, Health Affairs, Web Exclusive. December 2, 2008. W76-86.    Abstract
  • Lawton R. Burns, Mark V. Pauly (2008), Price Transparency For Medical Devices, Health Affairs, 27(6): 1544-1553, 2008.    Abstract
  • Lawton R. Burns, J. Andrew Lee (2008), Hospital purchasing alliances: utilization, services, and performance, Health Care Management Review, 33, 203 - 215. doi: 10.1097/01.HMR.0000324906.04025.33.  Abstract
  • Lawton R. Burns, Ralph W. Muller (2008), Hospital-Physician Collaboration: Landscape of Economic Integration and Impact on Clinical Integration, Milbank Quarterly, 86(3): 375 - 434, 2008.    Abstract
  • Robert J. Town, Douglas Wholey, Roger Feldman, Lawton R. Burns (2007), “Hospital Consolidation Increases Racial and Income Disparities in Health Insurance Coverage, Health Affairs, 26 (4), 1170 - 1180.  
  • Robert J. Town, Douglas Wholey, Roger Feldman, Lawton R. Burns (2007), “Revisiting the Relationship between Managed Care and Hospital Consolidation”, Health Services Research, 42 (1), 219 - 238.  
  • Lawton R. Burns, Robert Town, Douglas Wholey, Roger Feldman (Working), The Welfare Consequences of Hospital Mergers.  
  • Lawton R. Burns, Rosemary Stevens, Charles Rosenberg, eds., History And Health Policy In The United States. (New Brunswick, NJ: Rutgers University Press). (2006).  Abstract
  • Lawton R. Burns, The Health Care Value Chain: Producers, Purchasers, and Providers. (San Francisco: Jossey-Bass). (2002).  Abstract

In The News

Knowledge @ Wharton

Courses

Current

  • HCMG841 - Health Services System

    This course provides an overview of the evolution, structure and current issues in the health care system. It examines the unique features of health care as a product, and the changing relationships between patients, physicians, hospitals, insurers, employers, communities, and government. The course examines three broad segments of the health care industry: payors, providers and suppliers. Within the payor segment, the course examines the sources and destinations of spending, managed care (HMOs, PPOs),employer based health insurance, technology assessment, payor strategy, and efforts to pay for the elderly, the poor & the medically indigent. Within the provider segment, the course examines the impact of cost containment and competition on hospitals and integrated delivery systems, long term care and disease management, and the important role of epedemiology in assessing population health needs and risks. Within the supplier segment, the course will examine developments in the biotechnology, pharmaceutical, medical devices, genomics and IT industries. NOTE: This is a required course for Wharton Graduate Health Care Management majors; it counts as an elective course for all other Wharton Graduate students. It is also open to Law School and Nursing School students with a joint Wharton Program.

    Please note that during the Wharton Pre-term program, there are three additional sessions that serve as important background material for this course. The instructor presumes you know this material when the regular course begins.

    HCMG841751 

Previous

  • HCMG841 - Health Services System

    This course provides an overview of the evolution, structure and current issues in the health care system. It examines the unique features of health care as a product, and the changing relationships between patients, physicians, hospitals, insurers, employers, communities, and government. The course examines three broad segments of the health care industry: payors, providers and suppliers. Within the payor segment, the course examines the sources and destinations of spending, managed care (HMOs, PPOs),employer based health insurance, technology assessment, payor strategy, and efforts to pay for the elderly, the poor & the medically indigent. Within the provider segment, the course examines the impact of cost containment and competition on hospitals and integrated delivery systems, long term care and disease management, and the important role of epedemiology in assessing population health needs and risks. Within the supplier segment, the course will examine developments in the biotechnology, pharmaceutical, medical devices, genomics and IT industries. NOTE: This is a required course for Wharton Graduate Health Care Management majors; it counts as an elective course for all other Wharton Graduate students. It is also open to Law School and Nursing School students with a joint Wharton Program.

  • HCMG845 - Managed Care and the Industrial Organization of Health Care

    This course, co-taught with Brad Fluegel (former Executive VP of Wellpoint, Inc and current Chief Strategy Officer at Walgreens) will focus on two interrelated topics: managed care and market structure. The section on managed care will cover strategic planning and marketing of managed care services, operational issues in developing a managed care network, actuarial issues, and the management of physician behavior. The section on health care market structure will analyze strategies of vertical integration and horizontal integration (M+As), and their attempt to alter the balance of power in local healthcare markets. The section will also analyze the operational issues in managing cost and quality in an integrated system, integration along the supply chain, and the performance of these systems, and the bargaining and negotiation between hospitals, physicians, and health plans.

  • HCMG890 - Advanced Study Project Seminar

    There are three ASP Seminars: HCMG 890-001 Management of Health Care Service Businesses; HCMG 890-002 Medical Devices; HCMG 890-003 Health Business and Policy

    HCMG 890-001: This course examines issues related to managing or investing in Health Care Services Businesses. Defined as companies that manage, distribute or provide health care services, the Health Care Services sector touches almost every other portion of the health care system. We will study the key managementissues related to a number of different health care services businesses with a focus on common challenges related to reimbursement, regulatory, margin, growth, and competitive issues. We will make extensive use of outside speakers who will be current industry leaders within different sectors of the health care services industry and will address the current management issues they face in running their businesses. We will also hear from Private Equity professionals and people involved legislatively in Washington with health care services. Students will then be asked to develop a plan to both buyout and subsequently manage a specific health services businesses. Students will present their plans to a panel of leading Health Care Private Equity investors. The prerequisite for this course is HCMG 841.

    HCMG 890-002: Successful medical devices are an amalgamation of creative and innovative thinking, clinical expertise, and engineering know-how that endures intense regulatory and reimbursement scrutiny. This course will provide a foundation for understanding the nuances of the medical device industry. It will cover topics ranging from device design and discovery, regulatory issues, marketing, reimbursement, management, and strategy. Classroom activities will be supplemented with optional tours of hospitals, research and manufacturing facilities, and hands-on demonstrations of devices. Though the course is intended primarily for MBA students, it will be open to medical and engineering students as well as to hospital house staff.

    HCMG 890-003: This course will discuss how healthcare businesses(life sciences, health plans, and providers) and businesses providing health benefits are affected by government policies. Such actions include changes in the government's role as a payer, rules about insurance coverage for workers and dependents, and regulations dealing with workplace health and product safety. They also include regulations, subsidies, taxes, and public payments for health care goods and services supplied by organizations including for profit corporations, professional firms, and nonprofit entities. Finally they include organizations created by businesses and others to affect (lobby) government actions concerning health, health care, or health spending. Rather than ask the usual policy question about what business behaviors and reactions mean to the government's health policy, the course will ask what government health policy means to business. Methods of health policy analysis (which explores the equity and efficiency consequences of alternative policies) will be used, along with positive (descriptive) models of political economy (median voter, interest groups) and the public budget. Evaluation will involve written policy analyses, mock testimony, and policy critiques.

  • HCMG899 - INDEPENDENT STUDY

    Arranged with members of the Faculty of the Health Care Systems Department. For further information contact the Department office, Room 204, Colonial Penn Center, 3641 Locust Walk, 898-6861.

  • MGMT782 - Strategic Implementation

    This course is directed toward the attainment of five interdependent objectives 1) to develop an understanding of strategy implementation in complex organizations; 2) to understand how organizational planning, design, control and human resource decisions are interdependent and critical to successful implementation; 3) to develop a sensitivity to the "realities" of strategy implementation in "real world" organizations; 4) to obtain a deeper understanding of your personal management style and how it may help or hinder strategy implementation; and 5) to become a better communicator and implementer of strategy. To meet these course objectives, the emphasis will be on learning powerful ideas about how to be systematic in strategy implementation efforts, making use of research about case problems, class discussions, in class exercises, and student presentations. Much of the learning will take place in group discussions outside the classroom in preparation for the time we meet in the classroom.