Managing the Medical–Industrial Complex

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Abstract
Emerging trends toward competition, entrepreneurship, and incorporation within both nonprofit and proprietary health care organizations have been discussed in these pages with increasing frequency. Some commentators have challenged the morality, integrity, and efficiency of such trends.1 , 2 Some have complained that business people have become the most important participants in health care or that administrators have changed from being servants to being masters.3 , 4 Some essays have defended the potential benefits of these trends.5 , 6 Most writers have called on the medical community to study and control the evolution of the medical–industrial complex.This challenge has been neglected so far. Instead of planning . . .

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