Dr. Jonathan Clark is an assistant professor of management at The University of Texas at San Antonio. He joined the UTSA faculty in 2015 after spending five years on the faculty at Penn State University. During the last two years he spent at Penn State, he also served as executive director of the Master of Health Administration program. He holds a Ph.D. in Health Policy/Management from Harvard Business School, and a master’s degree from the Harvard School of Public Health. His undergraduate degree in economics is from Boston College.
Dr. Clark has research and teaching interests in strategic management, with specific interest in understanding how leaders can create the conditions under which individuals, groups and organizations do their best collective work. To date, his work has addressed issues broadly related to strategic leadership, organization design and organizational learning, with a special emphasis on how these issues play out in the health care industry.
His research has been published in the Academy of Management Journal, Health Affairs, Health Care Management Review, Leadership Quarterly, Management Science and Organization Science. He is a member of the editorial advisory board of the Health Care Management Review.
- Organization design
- Learning and performance improvement
“Picture This: How the Language of Leaders Drives Performance,” with C. Murphy, Organizational Dynamics, forthcoming.
“A (Blurry) Vision of the Future: How Leader Rhetoric About Ultimate Goals Influences Performance,” with D. Carton and C. Murphy, Academy of Management Journal, Vol. 57, No. 6, 2014, pp. 1544-1570.
“When Do Leaders Matter? Ownership, Governance and the Influence of CEOs on Firm Performance,” with C. Murphy and S. Singer, Leadership Quarterly, Vol. 25, No. 2, 2014, pp. 358-372.
“Pressure and Performance: Buffering Capacity and the Cyclical Impact of Accreditation Inspections on Risk-Adjusted Mortality,” with T. Towers, Journal of Healthcare Management, Vol. 59, No. 5, 2014, pp. 323.
“Customer Specificity and Learning: Evidence from Outsourced Radiological Services,” with R.S. Huckman and B.R. Staats, Organization Science, Vol. 24, No. 5, 2013, pp. 1539-1557.
“From Striving to Thriving: Systems-Thinking, Strategy and the Performance of Safety Net Hospitals,” with S. Singer, N. Kane and M. Valentine, Health Care Management Review, Vol. 38, No. 3, 2013, pp. 211-223.
“Broadening Focus: Spillovers and the Benefits of Specialization in the Hospital Industry,” with R. Huckman, Management Science, Vol. 58, No. 4, 2012, pp. 708-722.
“Comorbidity and the Limitations of Volume and Focus as Organizing Principles,” Medical Care Research & Review, Vol. 69, No. 1, 2012, pp. 83-102.
“Strained Local and State Government Finances Among Current Realities That Threaten Public Hospitals’ Profitability,” with N. Kane, S. Singer, M. Valentine and K. Eckloo, Health Affairs, Vol. 31, No. 8, 2012, pp. 1680-1689.
“The Internal Processes and Behavioral Dynamics of Hospital Boards: An Exploration of Differences Between High- and Low-performing Hospitals,” with N. Kane and H. Rivenson, Health Care Management Review, Vol. 34, No. 1, 2009, pp. 80-91.