Thomas D'Aunno
Thomas D'Aunno
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Professor of Public Health, NYU School of Global Public Health
Professor of Management, NYU Wagner Graduate School of Public Service
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Professional overview
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Thomas D'Aunno, Ph.D., is Professor of Management at New York University’s Wagner Graduate School of Public Service and Professor of Public Health at NYU’s School of Global Public Health. His research interests include institutional theory, organizational change, and the performance of healthcare organizations. D’Aunno was previously a faculty member at Columbia University, the University of Chicago, the University of Michigan, and INSEAD, where he held the Novartis Chair in Healthcare Management. He is published in leading management and health journals, including Administrative Science Quarterly, the Academy of Management Journal, Academy of Management Review, Annals of the Academy of Management, the Journal of the American Medical Association, Milbank Quarterly, American Journal of Public Health and Health Affairs. He served as Editor-in-Chief of Medical Care Research and Review, 2014-2018. He also is a past chair of the Academy of Management Division of Health Care Management, and a recipient of its Provan Award for distinguished career contributions to research in healthcare management and the Fottler award for distinguished service to the field.
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Education
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Ph.D., Organizational Psychology, University of Michigan, Ann Arbor, MichiganUniversity of Maryland, Community-Clinical Psychology, Baltimore County, MarylandB.A., Psychology, Magna Cum Laude, University of Notre Dame, Notre Dame, Indiana
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Publications
Publications
The financial performance of diversified hospital subsidiaries
AbstractD’Aunno, T., D’Aunno, T., Clement, J. P., D'Aunno, T., & Poyzer, B. L. (n.d.).Publication year
1993Journal title
Health Services ResearchVolume
27Issue
6Page(s)
741-763AbstractDespite its proliferation, we know relatively little about the impact of hospital restructuring to offer new services. This exploratory study examines the relationship between types of services offered and financial performance among separately incorporated subsidiaries of acute care hospitals. We draw data from the subsidiaries of all hospital firms operating in one state (Virginia) that requires reporting by all such firms. Results from multiple regression analyses of 1987 data indicate that units that existed longer, produced health care or related products, or were non profit subsidiaries of nonprofit firms tended to be more profitable than the other subsidiaries.BUILDING A MODEL OF WORK FORCE REDUCTION THAT IS GROUNDED IN PERTINENT THEORY AND DATA: REPLY TO McKINLEY.
AbstractD’Aunno, T., D’Aunno, T., Sutton, R. I., & D'aunno, T. (n.d.).Publication year
1992Journal title
Academy of Management ReviewVolume
17Issue
1Page(s)
138-137Abstract~In Reply
AbstractD’Aunno, T., D’Aunno, T., & D’aunno, T. (n.d.).Publication year
1992Journal title
JAMA: The Journal of the American Medical AssociationVolume
268Issue
7Page(s)
870-871Abstract~Ownership and performance of outpatient substance abuse treatment centers
AbstractD’Aunno, T., D’Aunno, T., Wheeler, J. R., Fadel, H., & D'Aunno, T. A. (n.d.).Publication year
1992Journal title
American journal of public healthVolume
82Issue
5Page(s)
711-718AbstractBackground. Little is known about the organization and performance of outpatient substance abuse treatment (OSAT) centers. We examine several performance measures of OSAT units, including clients treated, services provided, revenue sources, financial performance, and access to care, in relation to ownership of the center. Methods. Data were drawn from a national random sample of 575 OSAT centers (85.8% response rate) participating in a telephone survey conducted in 1988. Analysis of variance by ownership was conducted on each performance measure, with differences subjected to tests of statistical significance. Results. Descriptive results show that major funding sources differ by ownership. Private for-profit centers generate higher profits, charge higher prices, and achieve higher levels of financial performance than public and not-for-profit centers. Public centers provide better access to care for persons who are unable to pay. Conclusions. There appear to be substantial and interrelated differences by ownership type in the financing and operation of OSAT units.Payment systems and payment incentives in outpatient substance abuse treatment
AbstractD’Aunno, T., D’Aunno, T., D'Aunno, T., Edlund, M., & Wheeler, J. R. (n.d.).Publication year
1992Journal title
Public Budgeting and FinanceVolume
34Issue
3Page(s)
107-123Abstract~The effectiveness of human service organizations: A comparison of multiple models
AbstractD’Aunno, T., & D’Aunno, T. (n.d.).Publication year
1992Abstract~The organization and impact of outpatient drug abuse treatment services
AbstractPrice, R. H., D’Aunno, T., & D’Aunno, T. (n.d.).Publication year
1992Volume
3Abstract~The Responses of Drug Abuse Treatment Organizations to Financial Adversity : A Partial Test of the Threat-Rigidity Thesis
AbstractD’Aunno, T., D’Aunno, T., & Sutton, R. I. (n.d.).Publication year
1992Journal title
Journal of ManagementVolume
18Issue
1Page(s)
117-131AbstractThis article derives hypotheses from the threat-rigidity model about organizational responses tofinancial adversity. These hypotheses are tested in a national sample of 72 randomly selected drug abuse treatment organizations. We propose that decreasing funding levels and numbers of funding sources will be associated with four classes of rigidities in organizations: (a) restriction in information processing (rigid use of existing organizational procedures), (b) constriction of control (less participative decision making), (c) conservation of resources (work force reduction), and (d) competition among members. The threat-rigidity thesis is supported by findings that decreases in total budgets are associated with rigid use of existing procedures, work force reduction, and competition among organization members. Further; decreases in number offunding sources are associated with less participative decision making, work force reduction, and more competition among members.Variations in Methadone Treatment Practices : Results From a National Study
AbstractD’Aunno, T., D’Aunno, T., D’aunno, T., & Vaughn, T. E. (n.d.).Publication year
1992Journal title
JAMA: The Journal of the American Medical AssociationVolume
267Issue
2Page(s)
253-258AbstractObjective. —To examine the extent to which outpatient methadone maintenance treatment units are engaging in treatment practices that previous research indicates are ineffective (eg, inadequate dose levels); to examine factors that may be related to variation in methadone treatment practices. Design. —Survey of unit directors and clinical supervisors. Setting. —The study includes units that vary in terms of ownership (public, private for-profit, or private not-for-profit) and setting (eg, hospital-based, mental health center—based, or free-standing facility). Participants. —A national random sample of 172 units participated, for an 82% response rate; the data were weighted to ensure that they were nationally representative. Main Outcome Measures. —Clients’ awareness of and influence on doses; units’ use of take-home dosages; upper limits on doses; average dose levels; unit emphasis on decreasing dosages; time when clients are encouraged to detoxify; average length of treatment. Results. —The data indicate that many units have treatment practices such as low average dose levels that are not effective according to the majority of previous studies. Units with higher average dose levels have longer average lengths of time in treatment. Conclusions. —Steps should be taken to monitor and, if necessary, change the treatment practices of methadone units that are providing inadequate dose levels with little client input.Decision making, goal consensus, and effectiveness in university hospitals
AbstractD’Aunno, T., D’Aunno, T., D'Aunno, T., Hooijberg, R., & Munson, F. C. (n.d.).Publication year
1991Journal title
Hospital and Health Services AdministrationVolume
36Issue
4Page(s)
505-523AbstractThis article examines changes in the influence of several key actors (state and university officials, board members, and hospital and medical school administrators) in management and policy decisions for university hospitals (UHs). We propose that the decreasing influence of external actors in UH decision making and the increasing influence of UH and medical school actors as well as UH-medical school goal consensus will be related to higher levels of UH performance. Data are drawn from a national sample of 52 UHs that participated in a study of UH decision making in 1981 and 1985. Results indicate that state and university actors lost influence in UH policy decisions between 1981 and 1985, while actors internal to academic health centers (AHCs) gained influence in such decisions. The data indicate a similar trend, although not as strong, regarding influence in UH management decisions. Results from regression analyses indicate that decreasing levels of external influence on UH decision making are related to UH effectiveness, but increasing levels of AHC influence and goal consensus have weak or inconsistent relationships with UH effectiveness. Implications for improving the performance of UHs are discussed.Isomorphism and external support in conflicting institutional environments : a study of drug abuse treatment units.
AbstractD’Aunno, T., D’Aunno, T., D'Aunno, T., Sutton, R. I., & Price, R. H. (n.d.).Publication year
1991Journal title
Academy of Management journal. Academy of ManagementVolume
34Issue
3Page(s)
636-661AbstractUsing institutional theory, we developed predictions about organizational units that moved from an environment making consistent demands to one making conflicting demands. Many community mental health centers have diversified into drug abuse treatment. The units providing those services face conflicting demands from the traditional mental health sector and the new drug abuse treatment sector about which clients to serve, how to assess their problems, and who should provide treatment. We propose that in response to such demands these units will adopt apparently conflicting practices. Also, isomorphism with the traditional sector will be positively associated with external support from parent mental health centers and other actors in the mental health sector. Results generally support those predictions.Outpatient drug abuse treatment services, 1988 : Results of a national survey
AbstractD’Aunno, T., D’Aunno, T., Price, R. H., Burke, A. C., D'Aunno, T. A., Klingel, D. M., McCaughrin, W. C., Rafferty, J. A., & Vaughn, T. E. (n.d.).Publication year
1991Journal title
NIDA Research Monograph SeriesIssue
106Page(s)
63-92Abstract~Health Care Management: A Text in Organization Theory and Behavior (S.M. Shortell and D. Kaluzny, Eds.)
AbstractD’Aunno, T., D’Aunno, T., & D'Aunno, T. (n.d.).Publication year
1990Journal title
Journal of Health Care Administration EducationAbstract~Hospital alliances : Cooperative strategy in a competitive environment
AbstractD’Aunno, T., D’Aunno, T., Zuckerman, H. S., & D'aunno, T. A. (n.d.).Publication year
1990Journal title
Health Care Management ReviewVolume
15Issue
2Page(s)
21-30AbstractThe resource dependence perspective is used to describe the formation of hospital alliances. Characteristics of alliances and their various strategies and structures are discussed. A life cycle model provides a framework for viewing the development and growth of alliances. Several dimensions for assessing alliance performance are proposed.The strategies and autonomy of university hospitals in competitive environments
AbstractD’Aunno, T., D’Aunno, T., Zuckerman, H. S., D'Aunno, T. A., & Vaughan, T. E. (n.d.).Publication year
1990Journal title
Hospital and Health Services AdministrationVolume
35Issue
1Page(s)
103-120AbstractUniversity-owned hospitals face increasingly threatening and unstable environments. This article examines the strategies that university-owned hospitals are using, and can use, to respond to their changing environments. Further, it examines factors that can hinder or promote the effective development of university-owned hospital strategies.Transformation of Institutional Environments: Perspectives on the Corporatization of U.S. Health Care
AbstractD’Aunno, T., D’Aunno, T., & Alexander, J. A. (n.d.).Publication year
1990Abstract~Decreasing Organizational Size: Untangling the Effects of Money and People.
AbstractD’Aunno, T., D’Aunno, T., Sutton, R. I., & D'aunno, T. (n.d.).Publication year
1989Journal title
Academy of Management ReviewVolume
14Issue
2Page(s)
194-212Abstract~Structural change in academic health centers
AbstractD’Aunno, T., D’Aunno, T., Munson, F. C., & D'Aunno, T. A. (n.d.).Publication year
1989Journal title
Hospital and Health Services AdministrationVolume
34Issue
3Page(s)
413-425AbstractIn response to opportunities and threats in their environments, academic health centers (AHCs) are making important changes in their structure. Several AHCs have legally separated their university hospital from the university. In contrast, other AHCs are linking the university hospital more closely to the medical school by concentrating authority for key decisions in the office of an AHC executive. This article draws from a national study of AHCs and examines the advantages and disadvantages of such changes in AHC structure. An important reason for these changes is maximizing revenues from patient care; an important consequence is the increased salience of patient care among the multiple purposes of AHCs.Managing strategic alliances
AbstractShortell, (Stephen M., Kaluzny, A. D., D’Aunno, T., D’Aunno, T., Zajac, E., & Burns, L. (n.d.). (5th eds.).Publication year
1988Abstract~Motivating People
AbstractShortell, (Stephen M., Kaluzny, A. D., D’Aunno, T., D’Aunno, T., Fottler, M. D., O'Connor, S., & Gilmartin, M. (n.d.). (5th eds.).Publication year
1988Abstract~T. Handbook of Organizational Behavior (J.W. Lorsch, Ed.)
AbstractD’Aunno, T., D’Aunno, T., Price, R., & D'Aunno, T. (n.d.).Publication year
1988Journal title
Contemporary SociologyVolume
17Issue
2Page(s)
181-18Abstract~A life-cycle model of organizational federations : the case of hospitals.
AbstractD’Aunno, T., D’Aunno, T., D'Aunno, T. A., & Zuckerman, H. S. (n.d.).Publication year
1987Journal title
Academy of management review. Academy of ManagementVolume
12Issue
3Page(s)
534-545AbstractHospital federations are a form of multiorganizational collaboration in which a management group coordinates and directs the activities of three or more organizations. This paper introduces a life-cycle model of federations that focuses on factors that influence the transition from one stage to another.Hospital-physician relations under hospital prepayment
AbstractD’Aunno, T., D’Aunno, T., Georgopoulos, B. S., D’Aunno, T. A., & Saavedra, R. (n.d.).Publication year
1987Journal title
Medical careVolume
25Issue
8Page(s)
781-795AbstractFundamental changes now occurring in the field of health Services may make it increasingly difficult to develop or maintain satisfactory hospital-physician relations. This paper examines the nature of hospital-physician relations following the introduction of an experimental hospital prepayment program that capped budgets in nine hospitals for a 5-year period. Results from longitudinal analyses based on data from key physicians, hospital administrators, and board members indicate generally positive “effects” on hospital-physician relations, except for increased strain in the System. In most respects, there were no adverse effects on the work relations of physicians, in the perceived quality of medical care, or in the institutional performance of physicians at the nine participating hospitals after the introduction of prepayment. Moreover, to some extent, the prepayment program appears to have been effective in Controlling hospital costs and is perceived by the principal participants to have been successful.The Emergence of Hospital Federations : An Integration of Perspectives from Organizational Theory
AbstractD’Aunno, T., D’Aunno, T., D'aunno, T. A., & Zuckerman, H. S. (n.d.).Publication year
1987Journal title
Medical Care Research and ReviewVolume
44Issue
2Page(s)
323-343Abstract~The University Hospital in the Academic Health Center : Finding the Right Relationship
AbstractMunson, F., D’Aunno, T., & D’Aunno, T. (n.d.).Publication year
1987Abstract~
Contact
tdaunno@nyu.edu
New York, NY