Edward Hughes - Faculty - Kellogg School of Management

Professor Hughes came to Kellogg from the National Bureau of Economic Research and Mt. Sinai School of Medicine in the City of New York. A graduate of the Harvard Medical School and Columbia University School of Public Health, he originally trained in General Surgery at Columbia-Presbyterian Medical Center, also in the City of New York.

In addition to his responsibilities at Kellogg, Dr. Hughes founded the University’s Center for Health Services and Policy Research (now the Institute for Health Policy Studies) and served as its Director for seventeen years. He also served as the Director of Kellogg’s Health Enterprise Management Program and is the founder of Kellogg’s joint MD-MBA Degree Program. Professor Hughes played a central role in the development of the Pharmaceutical/Biotechnology curriculum at Kellogg and for many years served as Co-Director of the Biotechnology Program.

His research interests entail the efficient utilization of resources in healthcare; health policy and economics; managed care; the pharmaceutical, biotechnology, and medical device industries; and Leadership.

In addition to his teaching "Health Policy" and "Managerial Challenges in the Pharmaceutical, Biotechnology, and Medical Device Industries" in the Health Program, Professor Hughes teaches "Managerial Leadership," an elective course in the Management of Organizations Department. He is also a Professor of Preventive Medicine in the Feinberg School of Medicine.

Areas of Expertise

Policy (Biotechnology)
Healthcare Management
Hospital/Physician Relations
Managed Care Systems

Recent Media Coverage

New York Times: WellPoint Sells Its Pharmacy Benefits Division - 4/13/2009

Fortune: Will merger be Pfizer's miracle drug? - 1/27/2009

New York Times: Pfizer Said to Be Closing In on Deal for Wyeth - 1/24/2009

New York Times: Pfizer to Cut Researchers as It Hones Its Focus - 1/14/2009

See all Kellogg in the Media

Recent Kellogg News

On the heels of the election, thought leaders converge at the Kellogg School to discuss the future of health care policy and innovation at the 21st annual MacEachern Symposium. - 10/30/2008

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Education

MPH, 1969, Public Health, Columbia University

MD, 1966, Harvard University

BA, 1962, Philosophy, Amherst College

Academic Positions

Co-Director, Biotechnology Program, Kellogg School of Management, Northwestern University, 2001-present

Professor, Preventive Medicine, Feinberg School of Medicine, Northwestern University, 1977-present

Professor, Health Industry Management, Management, Kellogg School of Management, Northwestern University, 1977-present

Founder and Immediate Past Director, Center for Health Services and Policy Research, Northwestern University, 1977-1994

Founder, Co-Chairman, Steering Committee, MD/MBA Joint Degree Program, Kellogg School of Management & The Feinberg School of Medicine, Northwestern University, 1986-1991

Director, Program in the Hospital and Health Services Management, Kellogg School of Management, Northwestern University, 1980-1983

Acting Director, Health Economics, Community Medicine, Mount Sinai School of Medicine, City University of New York, 1974-1977

Director of Field Studies, Health Economics, Community Medicine, Mount Sinai School of Medicine, City University of New York, 1972-1977

Instructor-Associate Professor, Communitiy Medicine, Mount Sinai School of Medicine, City University of New York, 1969-1977

Lecturer, School of Social Work, Columbia University, 1972-1976

Research Interests

Health policy; health management; managed care; physician behavior; physician-hospital relations; health delivery systems; economics and quality of health care; pharmaceutical, biotechnology, and medical device industries; leadership

Articles

Dranove, David, Edward Hughes and Mark Shanley. 2003. Determinants of HMO Formulary Adoption Decisions. Health Services Research. 38(1): 169-190.

Shortell, Stephen M., Robert H. Jones, Alfred W. Rademaker, Robin R. Gillies, David Dranove, Edward Hughes, Peter Budetti, Katherine S.E. Reynolds and Cheng-Fang Huang. 2000. Assessing the Impact of Total Quality Management and Organizational Culture on Mulitple Outcomes of Care for Coronary Artery Bypass Graft Surgery Patients. Medical Care. 38(2): 207-217.

Objectives. To assess the impact of total quality management (TQM) and organizational culture on a comprehensive set of endpoints of care for coronary artery bypass graft surgery (CABG) patients, including risk-adjusted adverse outcomes, clinical efficiency, patient satisfaction, functional health status, and cost of care. Methods. Prospective cohort study of 3,045 eligible CABG patients from 16 hospitals using risk-adjusted clinical outcomes, functional health status, patient satisfaction, and cost measures. Implementation of TQM was measured by a previously validated instrument based on the Baldridge national quality award criteria. Organizational culture was measured by a previously validated 20-item instrument. Generalized estimating equations were used to control for potential selection bias, repeated measures, and intraclass correlation. Results. A 2- to 4-fold difference in all major clinical CABG care endpoints was observed among the 16 hospitals, but little of this variation was associated with TQM or organizational culture. Patients receiving CABG from hospitals with high TQM scores were more satisfied with their nursing care (P = 0.005) but were more likely to have lengths of stay 10 days (P = 0.0003). A supportive group culture was associated with shorter postoperative intubation times (P = 0.01) but longer operating room times (P = 0.004). A supportive group culture was also associated with higher patient physical (P = 0.005) and mental (P = 0.01) functional health status scores 6 months after CABG. Conclusions. There was little effect of TQM and organizational culture on multiple endpoints of care for CABG patients. There is a need to examine further the relationships among individual professional skills and motivations, group and microsystem team processes, specifically tailored interventions, and organization-wide culture, decision support processes, and incentives. Assessing the impact of such multifaceted approaches is an important area for further research.

Prince, Thomas R., Edward Hughes and Stanley R. Pliska. 1979. An Assessment of the Validity of the Results of HCFA's Demonstration and Evaluation Program for the Early and Periodic Screening, Diagnosis and Treatment Program (EPSDT): A metaevaluation. Center for Health Services and Policy Research.

Book Chapters

Gillies, Robin R., Katherine S.E. Reynolds, Stephen M. Shortell, Edward Hughes, Peter Budetti, Alfred W. Rademaker, Cheng-Fang Huang and David Dranove. 2000. "Implementing Continuous Quality Improvement." In The Quality Imperative: Measurement and Management of Quality in Healthcare, edited by John R. Kimberly and Etienne Minvielle, 79-102. London, UK: Imperial College Press.

Teaching Interests

Health policy; health care industry; managed care; pharmaceutical, biotechnology, and medical device industries; leadership

Full-Time / Part-Time MBA

Health Policy (HEMA-441-0)

This course counts toward the following majors: Health Enterprise Management, Health Industry Management

Health policy drives the American healthcare system. Every actor in the industry - whether one is working for a pharmaceutical, biotech or medical device firm, a provider or a payer - is affected by it. Health policy determines payment rates, access to technology, access to care and ultimately who lives or dies. Understanding the process of health policy-making in the United States and being able to influence that process are critical to the success of senior managers in our nation's health industry. This course establishes a conceptual framework for understanding health policy and the forces that shape it, details the health policy process so it can be understood and influenced, and examines in detail a number of critical health policy issues such as the Medicare drug benefit, the enhancement of access and the reimbursement for biotechnology products and medical devices. The highly interactive course features debates and panels, including some with leaders in healthcare policy.

Managerial Challenges in the Pharmaceutical, Biotech, and Medical Device Industries (formerly HIMT-453-0) (HEMA-453-0)

This course counts toward the following majors: Health Enterprise Management, Health Industry Management, Technology Industry Management

course provides an overview of the pharmaceutical, biotechnology and medical device industries. It explores their history, growth, organizational structure, vital statistics, recent performance, social contribution and prospects for the future. It examines the critical interrelationships between the firms within and across the three industries and the centrality of these interrelationships for product development and sales. Particular attention is placed on the regulation that impacts these industries and its implications for firm behavior, technological innovation, product development, adoption and costs, and marketing and sales strategies. Also addressed is the strategic management of firms in the three industries. The course is an elective for three majors: Health Industry Management, Biotechnology, and Technology and E-Commerce.

Managerial Leadership (MGMT-468-0)

This course counts toward the following majors: Human Resource ManagementB>

This course is designed to help students understand the character and challenges of leadership as it exists and can exist in various organizational settings. It is intended to provide insights into the demands of leadership and explore how leadership skills can be developed and applied most effectively. Interaction with guest lecturers provides an opportunity to observe and dissect various approaches to leadership. The objective of the course is to help students prepare for, and make them more sensitive to, continuing opportunities for improving their own managerial and leadership capabilities.

Managerial Leadership (formerly MGMT-468-0) (MORS-468-0)

This course counts toward the following majors: Human Resource Management, Management & Organizations.

This course is designed to help students understand the character and challenges of leadership as it exists and can exist in various organizational settings. It is intended to provide insights into the demands of leadership and explore how leadership skills can be developed and applied most effectively. Interaction with guest lecturers provides an opportunity to observe and dissect various approaches to leadership. The objective of the course is to help students prepare for, and make them more sensitive to, continuing opportunities for improving their own managerial and leadership capabilities.