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Industry Report

Executive Search

Knowledge Graph Entities
Dominant · Search Engine Appearances ρ=0.450

AI recommendation signal analysis across 3,213 domains and 11 buyer personas in Executive Search, led by kornferry.com as the most LLM-recommended domain.

3,213Domains Tracked
11Buyer Personas
knowledge_graph_entities.report
EntityScore
Jordan/Zalaznick Advisers Inc.
82.3
KiTalent
61.9
Reporters Without Borders
60.0
Brunswick Review
55.2
Morgan Philips Group
52.3
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About This Report

How to use this page

Industry view: this page aggregates every persona's data for the whole industry, plus industry-wide queries. Pick a persona from the sidebar to narrow the lens to one segment.
Use Case

Check your knowledge-graph footprint

Wikidata is the structured knowledge graph behind Wikipedia, search engines, and many AI systems. If the graph does not know a brand, machines have less to anchor an answer on. See which entities carry this segment's topics and brands, and whether its top domains have an entity at all.

How It's Calculated

Where the numbers come from

We scan every Wikidata entity record (labels, descriptions, property values) for this segment's topic phrases and brand hostnames. Entity records are short structured data, so counts run far smaller than article text. Coverage checks which entities claim each domain as an official website.

Overview

What's on this page

Top-entity charts, the full entity table, and a knowledge-graph coverage check for this segment's most LLM-recommended domains.

Segment Totals

Knowledge graph at a glance

How much of the Wikidata knowledge graph touches Executive Search across all personas. Entity records are short structured data (labels, descriptions, property values), so these counts run far smaller than Wikipedia article text; what matters is which entities show up, not raw volume.

44K
Entities With Topic Matches
909
Entities Mentioning Brands
45K
Topic Phrase Matches
992
Brand Mentions
Top Domains

Knowledge graph coverage

Whether a Wikidata entity claims each of this segment's most LLM-recommended domains as its official website. A brand without an entity is invisible to systems that navigate the web through the knowledge graph.

10 of 25 top domains for Executive Search have a knowledge-graph entity.

DomainKnowledge Graph EntityWikidata ID
kornferry.comKorn FerryQ1728446
spencerstuart.comSpencer StuartQ7576188
heidrick.comHeidrick & StrugglesQ17110635
egonzehnder.comEgon ZehnderQ1298997
russellreynolds.comRussell Reynolds AssociatesQ39047403
wittkieffer.comNot in the knowledge graph-
boyden.comQ111363109Q111363109
bridgespan.orgBridgespan GroupQ16824323
ghsmart.comNot in the knowledge graph-
odgersberndtson.comNot in the knowledge graph-
trueplatform.comNot in the knowledge graph-
diversifiedsearchgroup.comNot in the knowledge graph-
truesearch.comNot in the knowledge graph-
alixpartners.comAlixPartnersQ4727496
koyapartners.comNot in the knowledge graph-
stantonchase.comNot in the knowledge graph-
alvarezandmarsal.comAlvarez and MarsalQ448442
linkedin.comNot in the knowledge graph-
bridgestar.orgNot in the knowledge graph-
dhrglobal.comNot in the knowledge graph-
ffi.orgFamily Firm InstituteQ5433116
riviera-partners.comNot in the knowledge graph-
rivierapartners.comNot in the knowledge graph-
amrop.comNot in the knowledge graph-
bespokepartners.comNot in the knowledge graph-
Wikidata

Top knowledge-graph entities

The entity records where Executive Search's brands and topics appear, aggregated across all personas. Brand Mentions is the more reliable single ranking here; broadly used phrases can surface large unrelated entities in the topic view. Blended merges the two on a log scale (brand mentions weighted higher, 0 to 100). Bars and entity names link to the record; entities with no label show their Wikidata ID. The table follows the selected view.


EntityBlendedBrand MentionsTopic Matches
Jordan/Zalaznick Advisers Inc.82.364
KiTalent61.933
Reporters Without Borders60.060
Brunswick Review55.250
Morgan Philips Group52.331
Deloitte49.640
Thomson Reuters49.640
Spencer Stuart49.122
Odgers Berndtson49.122
Daversa Partners49.122
PRL International49.122
Calibre One49.122
PricewaterhouseCoopers42.730
Arthur J. Gallagher & Co.42.730
The Chronicle of Philanthropy42.730
Rudin Center for Transportation Policy & Management42.730
Implementation Management Associates42.730
Geografiska Annaler. Series A, Physical Geography40.613
Cloudflare40.0017
Los Angeles Times33.920
Ernst & Young33.920
KPMG33.920
Bloomberg Businessweek33.920
World Press Freedom Index33.920
Mercer33.920
Pearson plc33.920
Robert Half33.920
Tricentis Tosca33.920
Bloomberg Terminal33.920
EDGAR33.920
Yahoo! Finance33.920
Computational Intelligence33.920
Davis Polk & Wardwell33.920
Frontiers of Health Services Management33.920
GuideStar.org33.920
Littler Mendelson33.920
WorkingUSA33.920
Deloitte Deutschland33.920
Reuters 3000 Xtra33.920
Axios33.920
Forbes 30 Under 3033.920
Security Engineering: A Guide to Building Dependable Distributed Systems, 2nd edition33.920
Encyclopedia.com33.920
CaosDB - Research Data Management for Complex, Changing, and Automated Research Workflows33.920
Walker & Dunlop33.920
bidirectional encoder representations from transformers33.920
NASDAQ/Ngs (Global Select Market)33.920
CB Insights33.920
The David Rubenstein Show33.920
NeverBounce33.920
Bloomberg Bpool33.920
Abroms-Engel Institute for the Visual Arts33.920
Aerotek33.920
Gallagher33.920
MRINetwork33.920
SPARQL Generation: an analysis on fine-tuning OpenLLaMA for Question Answering over a Life Science Knowledge Graph33.920
Forbes ASAP33.920
Forbes Best-In-State Wealth Advisor33.920
Forbes Top 250 Wealth Advisor33.920
ManpowerGroup33.920
Founderz33.920
Anove International33.920
Accelerating Implementation Methodology33.920
Greylock Partners31.011
Sequoia Capital31.011
Index Ventures31.011
Andreessen Horowitz31.011
Alta Partners31.011
American College of Healthcare Executives31.011
Journal of Healthcare Management31.011
Khosla Ventures31.011
Venrock31.011
Antal International Ltd31.011
Heidrick & Struggles31.011
Sapphire Ventures31.011
Dave Hollander31.011
Family Business31.011
Charles David Stanton31.011
Web of Science24.805
Microsoft22.304
By the numbers. 20 largest healthcare executive search firms ranked by number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 200522.304
By the numbers. 20 largest healthcare executive search firms ranked by total number of US placements made for senior-level (senior VP and above) healthcare executives in 200622.304
By the numbers. 30 largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 200822.304
By the number. Top 25 largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 200922.304
By the numbers. Largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 201122.304
25 largest healthcare executive search firms: ranked by total number of U.S. placements made for senior-level (senior VP and above) healthcare executives in 201122.304
Largest healthcare executive search firms. Ranked by total number of U.S. placements made for senior-level healthcare executives* in 201422.304
Largest healthcare executive search firms: Ranked by total number of U.S. placements made for senior-level healthcare executives* in 201522.304
French Wikipedia21.410
Kensington Security Slot21.410
Bloomberg Television21.410
Bloomberg L.P.21.410
Chinese Wikipedia21.410
Heinrich Heine21.410
German Wikipedia21.410
Acta Anaesthesiologica Scandinavica21.410
Uwe Timm21.410
Georg Ratzinger21.410
Fortune 50021.410
Nasdaq21.410
D Magazine21.410
Martin Jankowski21.410
Antje Rávic Strubel21.410
Helmut Reichelt21.410
Michael Meister21.410
Martin Suter21.410
arXiv21.410
Heinz Höhne21.410
Jean Ziegler21.410
Boston Consulting Group21.410
Arnold Schoenberg21.410
World Economic Forum21.410
Gartner21.410
Zeruya Shalev21.410
Russian Wikipedia21.410
Kansas City Chiefs21.410
Natalie Glebova21.410
Transearch International21.410
Albright Stonebridge Group21.410
Randstad N.V.21.410
Maya Hakvoort21.410
Dan Goldie21.410
ADVFN21.410
McKinsey & Company21.410
Hays plc21.410
Accenture21.410
Juan Atkins21.410
Fortune21.410
Deloitte Football Money League21.410
United Church of Christ21.410
Simon-Kucher & Partners21.410
Alvarez and Marsal21.410
Phyllis Dillon21.410
Julius Weismann21.410
Amgen21.410
Nils Schmid21.410
Andrascz Weigoni21.410
The World's Billionaires21.410
Andrea Röpke21.410
Andreas Raselius21.410
Nasdaq-10021.410
Arrowhead Stadium21.410
Martin Peerson21.410
Carmen Cavallaro21.410
Anna Kaleri21.410
Antje Szillat21.410
GLX21.410
Robert F. Wagner Graduate School of Public Service21.410
Global 50021.410
Silicon Graphics21.410
IRIX21.410
Q63619221.410
Thermo Fisher Scientific Inc.21.410
International Finance Corporation21.410
Firmenich21.410
Logica21.410
monster.com21.410
Stanley Black & Decker21.410
Arts and Humanities Citation Index21.410
Bloomberg Markets21.410
West Monroe21.410
Q73599121.410
Russell Investments21.410
Association of Jesuit Colleges and Universities21.410
Chewsville21.410
Bain & Company21.410
Wiley-Blackwell21.410
Booz Allen Hamilton21.410
Johnson Outboards21.410
Tell Me Why21.410
United States Securities and Exchange Commission21.410
Forbes21.410
Leslie Bassett21.410
Northern Trust21.410
Bruno Preisendörfer21.410
GLG Partners21.410
The World's Most Powerful People21.410
CareerBuilder21.410
Carlson21.410
Indeed21.410
Forbes Global 200021.410
executive search19.203
JAMA Surgery19.203
executive search firm19.203
Healthcare Executive 1994 directory of executive search firms19.203
By the number. Largest healthcare executive search firms ranked by 2004 U.S. retained healthcare services executive search consulting fee revenue19.203
By the numbers. Executives/management. Largest healthcare executive search firms19.203
By the numbers. Executives | governance | management. Top 25 largest healthcare executive search firms19.203
By the numbers. Largest healthcare executive search firms19.203
Largest healthcare executive search firms19.203
Largest healthcare executive search firms19.203
Largest healthcare executive search firms19.203
Development and Evaluation of a Nurse Leadership Succession Planning Strategy in an Academic Medical Center19.203
The Missing Element of Private Equity: Creating Long-term Value Through Portfolio Company Board Diversity19.203
The Impact of Private Equity and Venture Capital Funds on post-IPO Operational and Financial Performance in Brazilian invested companies19.203
Succession planning in family firms: family governance practices, board of directors, and emotions19.203
Talent One Capital Partners19.203
Three-Party Exchanges: The Case of Executive Search Firms and CEO Search19.203
Talent Acquisition Partners Srl19.203
Talent Acquisition Partners (CY) Ltd19.203
Wikimedia Foundation15.202
Kat Walsh15.202
Andrew Liveris15.202
venture capital15.202
Logitech15.202
3i15.202
Amrop15.202
Family Business15.202
Dambisa Moyo, Baroness Moyo15.202
private equity15.202
Partners Group15.202
Bain Capital15.202
public company15.202
Steven Rattner15.202
family business15.202
interim management15.202
Palantir Technologies15.202
Peter Oppenheimer15.202
Acta Chemica Scandinavica15.202
Cleveland Clinic15.202
Astbury Marsden15.202
L Catterton15.202
China Venture Capital Association15.202
Chemi Peres15.202
Neeru Khosla15.202
Sankhya15.202
Seavi Advent15.202
Tellus B15.202
The Journals of Gerontology15.202
Robertino Coury15.202
Vista Equity Partners15.202
Washington Hospital Center15.202
Category:Executive search firms15.202
Category:History of private equity and venture capital15.202
Category:Members of the Free Software Foundation board of directors15.202
Category:Private equity and venture capital investors15.202
3TS Capital Partners15.202
Template:Private equity and venture capital15.202
Journal of Combinatorial Theory, Series B15.202
Journal of the Australian Mathematical Society15.202
Wikimedia Foundation Board of Trustees15.202
Acta Metallurgica Sinica15.202
Geografiska Annaler. Series B. Human Geography15.202
Journal of Materials Research15.202
history of private equity and venture capital15.202
Brian Pokorny15.202
A series and B series15.202
Opus Capital15.202
series A round15.202
Winklevoss Capital Management15.202
David MacLennan15.202
Active Owners Denmark15.202
Shanghai Venture Capital Co.15.202
National Immigration Law Center15.202
Robert S. Tucker15.202
UK Private Capital15.202
Council Capital15.202
Template:History of private equity and venture capital15.202
Frazier Healthcare Partners15.202
Acta chemica Scandinavica. Series B: Organic chemistry and biochemistry15.202
NATO advanced study institutes series. Series A, Life sciences15.202
list of executive search firms15.202
The Journal of Values-Based Leadership15.202
The continuous improvement-focused quality improvement plan.15.202
Quality improvement in neurology: AAN epilepsy quality measures: Report of the Quality Measurement and Reporting Subcommittee of the American Academy of Neurology15.202
Shrinivash vanzara (Kingofshrinivash) Founder OF SHRINIVAS ORGANISORS PRIVATE LIMITED & bhadaj BJP corporater15.202
Use of a data warehouse at an academic medical center for clinical pathology quality improvement, education, and research15.202
Systematic review of approaches to using patient experience data for quality improvement in healthcare settings15.202
Promoting clinical involvement in hospital quality improvement efforts: the effects of top management, board, and physician leadership15.202
Investigating the use of patient involvement and patient experience in quality improvement in Norway: rhetoric or reality?15.202
Listening to diverse community voices: the tensions of responding to community expectations in developing a male circumcision program for HIV prevention in Papua New Guinea15.202
Using a national archive of patient experience narratives to promote local patient-centered quality improvement: an ethnographic process evaluation of ‘accelerated’ experience-based co-design15.202
Key elements of clinical physician leadership at an academic medical center15.202
Quality Improvement Initiative to Reduce Serious Safety Events and Improve Patient Safety Culture15.202
Community-Level Quality Improvement and the Patient Experience for Chronic Illness Care15.202
Leadership succession planning: an evidence-based approach for managing the future15.202
Improving maternal care with a continuous quality improvement strategy: a report from the Interventions to Minimize Preterm and Low Birth Weight Infants through Continuous Improvement Techniques (IMPLICIT) Network.15.202
A cross-sectional study to assess the patient safety culture in the Palestinian hospitals: a baseline assessment for quality improvement15.202
Physician leadership and quality improvement in the acute child and adolescent psychiatric care setting15.202
Maryland's approach in enhancing effectiveness and efficiency in healthcare delivery: comment on "Achieving cost control, care coordination, and quality improvement through incremental payment system reform".15.202
Using system change as a method of performance/quality improvement for emergency and trauma care of severely injured children: pediatric system performance improvement15.202
Performance Improvement/Research Advisory Panel: a model for determining whether a project is a performance or quality improvement activity or research.15.202
Quantification of the impact of multifaceted initiatives intended to improve operational efficiency and the safety culture: A case study from an academic medical center radiation oncology department15.202
Quality Improvement in Healthcare Delivery Utilizing the Patient-Centered Medical Home Model15.202
Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project15.202
The impact of transforming healthcare delivery on cystic fibrosis outcomes: a decade of quality improvement at Cincinnati Children’s Hospital15.202
Adverse Event Reporting and Quality Improvement in the Intensive Care Unit15.202
Back to the future: Patient experience and the link to quality, safety, and financial performance15.202
A developmental evaluation to enhance stakeholder engagement in a wide-scale interactive project disseminating quality improvement data: study protocol for a mixed-methods study15.202
Does physician leadership affect hospital quality, operational efficiency, and financial performance?15.202
Rate of Sentinel Lymph Node Biopsy for T2 and T3 Cutaneous Melanoma at an Independent Academic Medical Center: Observations and Lessons Learned as Part of a Quality Improvement Project15.202
Safety Culture and Senior Leadership Behavior: Using Negative Safety Ratings to Align Clinical Staff and Senior Leadership15.202
Performance improvement and patient safety program–guided quality improvement initiatives can significantly reduce computed tomography imaging in pediatric trauma patients15.202
The Relationship Between Nurse-Reported Safety Culture and the Patient Experience15.202
A Delphi study to develop indicators of cancer patient experience for quality improvement.15.202
The Crucial Role of Clinician Engagement in System-Wide Quality Improvement: The Cancer Care Ontario Experience15.202
Succession Planning and Financial Performance: Does Competition Matter?15.202
Creating a system for performance improvement in cancer care: Cancer Care Ontario's clinical governance framework15.202
Developing person-centred analysis of harm in a paediatric hospital: a quality improvement report15.202
Integrating Quality Improvement and Continuing Professional Development at an Academic Medical Center: A Partnership Between Practice Plan, Hospital, and Medical School15.202
Faces of all clinically engaged staff: a quality improvement project that enhances the hospitalised patient experience.15.202
Viewing Prevention of Catheter-Associated Urinary Tract Infection as a System: Using Systems Engineering and Human Factors Engineering in a Quality Improvement Project in an Academic Medical Center15.202
Continuous quality improvement: a survey of American and Canadian healthcare executives.15.202
Financial performance of academic medical center hospitals15.202
Management involvement on the board of directors and hospital financial performance15.202
Health Insurers’ Financial Performance and Quality Improvement Expenditures in the Affordable Care Act’s Second Year15.202
The importance of symbolic and engaged participation in evidence-based quality improvement in a complex integrated healthcare system: response to "The science of stakeholder engagement in research".15.202
"Weak" safety culture behind errors, says chief medical officer15.202
The healthcare executive's role in ensuring quality and patient safety15.202
Private equity ownership and nursing home financial performance15.202
Leadership succession planning: a governance imperative15.202
Practice Policy and Quality Initiatives Quality Improvement and Confirmation Projects: Facilitating Rapid, Measurable Performance Improvement15.202
Motivators and barriers to using patient experience reports for performance improvement.15.202
The rise of interim leadership. Trend offers new opportunities to veteran healthcare executives15.202
Nursing leadership succession planning in Veterans Health Administration: creating a useful database15.202
CNE article: safety culture in Australian intensive care units: establishing a baseline for quality improvement15.202
Individual quality improvement in acute coronary syndromes: a performance improvement initiative.15.202
Comparison of Direct Patient Care Costs and Quality Outcomes of the Teaching and Nonteaching Hospitalist Services at a Large Academic Medical Center15.202
Succession Planning in an Academic Medical Center Nursing Service15.202
In this together. Two "masters" of healthcare leadership share strategies to achieve physician alignment15.202
Quality Improvement and Confirmation Projects: Facilitating Rapid, Measurable Performance Improvement15.202
Quantum Growth Ventures15.202
Dynamic Leadership Succession: Strengthening Urban Principal Succession Planning15.202
A crisis management quality improvement initiative in a children's psychiatric hospital: design, implementation, and outcome15.202
The Relationship of Hospital CEO Characteristics to Patient Experience Scores15.202
The imperative of culture: a quantitative analysis of the impact of culture on workforce engagement, patient experience, physician engagement, value-based purchasing, and turnover15.202
Reduction of venous thromboembolism (VTE) in hospitalized patients: aligning continuing education with interprofessional team-based quality improvement in an academic medical center15.202
Showing the Unsayable: Participatory Visual Approaches and the Constitution of 'Patient Experience' in Healthcare Quality Improvement15.202
Evaluating the board chair. Creating a process for assessing leaders reinforces a commitment to governance accountability and continuous improvement.15.202
Quality as gospel. They might be devoted to different approaches and processes, but healthcare executives are taking on quality improvement with almost religious zeal15.202
Clinical leadership: using observations of care to focus risk management and quality improvement activities in the clinical setting15.202
Kevin Lofton. Financial turnaround at Howard merits award as Young Healthcare Executive of the Year by ACHE (American College of Healthcare Executives).15.202
Considerations for healthcare executive-supplier interactions15.202
A Model for Physician Leadership Development and Succession Planning15.202
Clinical Quality Improvement Curriculum for Faculty in an Academic Medical Center15.202
Social media and healthcare quality improvement: a nascent field15.202
Quality improvement and ethics: performance improvement in an oncology practice.15.202
Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project15.202
Use of CAHPS® patient experience survey data as part of a patient-centered medical home quality improvement initiative15.202
What are the effective ways to translate clinical leadership into health care quality improvement?15.202
Lean thinking in emergency departments: concepts and tools for quality improvement15.202
Practitioner Application: The Relationship of Hospital CEO Characteristics to Patient Experience Scores15.202
Clinical leadership and quality improvement: vital for good health care15.202
Journal of Patient Experience15.202
Patient satisfaction with point-of-care laboratory testing: Report of a quality improvement program in an ambulatory practice of an academic medical center15.202
Using Quality Improvement Methods to Improve Patient Experience.15.202
Neonatal Unit Hemolysis Rates From an Academic Medical Center: A Quality Improvement Project15.202
Physician Engagement in the Transformation of the Pediatric Patient Experience15.202
Response to: ‘Improving the care of patients with a hip fracture: a quality improvement report’ by Hawkes et al15.202
A physician leadership development program at an academic medical center15.202
The Top 30 Rising Stars Program: An Inter-Organizational Approach to Leadership Succession Planning15.202
Using continuous quality improvement to implement a clinical governance framework in a mental health service15.202
Professional policy statement. Lifelong learning and the healthcare executive.15.202
Patient Experience: The New Heart of Healthcare Leadership15.202
Kathryn Fagg15.202
Patient involvement in quality improvement: is it time we let children, young people and families take the lead?15.202
Q5629695515.202
The moderating role of stakeholder management and societal characteristics in the relationship between corporate environmental and financial performance15.202
Telltale signs your board of directors may be providing ineffective governance15.202
Returns to Operating Room After Neurosurgical Procedures in a Tertiary Care Academic Medical Center: Implications for Health Care Policy and Quality Improvement15.202
Psychosocial Crisis Management: The Unexplored Intersection of Crisis Leadership and Psychosocial Support15.202
Crisis Leadership by Mayors: A Qualitative Content Analysis of Newspapers and Social Media on the MH17 Disaster15.202
What do venture capital and private equity firms do? Some current and historical examples15.202
An Integrated Corporate Governance Framework and Financial Performance in South African-Listed Corporations15.202
Changing the Business Model: Effects of Venture Capital Firms and Outside CEOs on Portfolio Company Performance15.202
Family Governance and Firm Performance: Agency, Stewardship, and Capabilities15.202
The ‘war for talent’: The gatekeeper role of executive search firms in elite labour markets15.202
A Review of “The Directory of Venture Capital and Private Equity Firms: Domestic and International”15.202
Special issue on private equity and venture capital topics15.202
Venturing forth: Venture capital and private equity information in academic business libraries15.202
The ABCs of private equity and venture capital data and information15.202
The directory of venture capital & private equity firms (20th Ed.)15.202
Pratt's guide to private equity & venture capital sources15.202
DOES STAKEHOLDER ORIENTATION MATTER? THE RELATIONSHIP BETWEEN STAKEHOLDER MANAGEMENT MODELS AND FIRM FINANCIAL PERFORMANCE15.202
CLINICAL LEADERSHIP AND THE CHANGING GOVERNANCE OF PUBLIC HOSPITALS: IMPLICATIONS FOR PATIENT EXPERIENCE15.202
Venture equity15.202
Template:Executive search firms15.202
Mobility and Cash Compensation: The Moderating Effects of Gender, Race, and Executive Search Firms15.202
Executive search relationships – contacts between executives and search firm professionals: scale development and validation15.202
Pathways for Health Equity Quality Improvement Strategy15.202
Quality Improvement Strategies to Increase Human Papillomavirus (HPV) Vaccination15.202
Quality Improvement Strategies to Increase Human Papillomavirus (HPV) Vaccination in Integrated Healthcare Delivery Systems15.202
Improving the management of musculoskeletal conditions: can an alternative approach to referral management underpinned by quality improvement and behavioural change theories offer a solution and a better patient experience? A mixed-methods study15.202
The growing pains of physician-administration relationships in an academic medical center and the effects on physician engagement15.202
Patient experience feedback in UK hospitals: What types are available and what are their potential roles in quality improvement (QI)?15.202
Northgate Capital15.202
2014-205 - SEC Charges New York-Based Private Equity Fund Adviser With Misallocation Of Portfolio Company Expenses (NAID 144010395)15.202
Ten tips for working with retained search firms15.202
Using an Executive Search Firm15.202
hospital chief executive officer15.202
Changing jobs? A look at employment and agencies and executive search firms15.202
Performance improvement through quality improvement teamwork15.202
A money-making 'venture'. Healthcare executives need to spend time on research and development via venture capital15.202
A users group approach to quality improvement across an integrated healthcare delivery system15.202
Age discrimination and the healthcare executive. American College of Healthcare Executives Public Policy Statement15.202
Executive search firm 1993 directory15.202
Playing the right cards: how to deal with an executive search firm15.202
CEO succession planning--a critical step for TQM hospitals15.202
American College of Healthcare Executives. Professional Policy statement. Evaluating the performance of the hospital CEO15.202
1995 Executive search firm directory15.202
1995 Directory of Executive Search Firms15.202
What you should know about executive search firms15.202
When the search consultant calls. A nationally recognized authority shares tips for working with search consultants15.202
Leadership succession planning: would nursing benefit?15.202
American College of Healthcare Executives. Public policy statement. Age discrimination and the healthcare executive. May 1995 (revised)15.202
Working with an executive search firm: Part I--The candidate's perspective15.202
Working with an executive search firm: Part II--The hiring organization's perspective15.202
American College of Healthcare Executives. Professional policy statement: lifelong learning and the healthcare executive15.202
American College of Healthcare Executives. Professional policy statement. The role of the healthcare executive in a consolidation, merger, acquisition, or affiliation. November 199715.202
Viewpoint: the board of directors' role in quality improvement15.202
Search firm executives speculate on slowdown in hospital CEO turnover15.202
Public policy statement. The healthcare executive's role in community health improvement. November 1997. American College of Healthcare Executives15.202
Working toward a full recovery. Hospital CEO gets crash course in crisis management after boy's death15.202
Using an executive search consultant to find the right executives15.202
Moving on? Choosing the right executive search consultant15.202
Guidelines for a Visiting Healthcare Executive Program. Foundation of the American College of Healthcare Executives and Association of University Programs in Health Administration15.202
Joint American College of Healthcare Executives/AUPHA (Association of University Programs in Health Administration) Committee on guidelines for a visiting healthcare executive program15.202
What the board should expect from an executive search firm15.202
A research agenda for hand therapy15.202
Working effectively with an executive search consultant15.202
Performance improvement in the era of quality improvement15.202
[Quality improvement, training and clinical governance: the role of the chief medical officer and his staff]15.202
Executive dialogue series. Performance improvement in the era of quality improvement15.202
Using quality improvement methods to improve door-to-balloon time at an academic medical center15.202
Rhode Island Department of Health Strategic Plan: 2004-2010. Goal 6: Quality improvement and regulatory compliance15.202
Most freestanding hospitals do not conduct leadership succession planning15.202
Closing the leadership gap: Boards drive the CEO succession process. Is your transition plan ready?15.202
The impact of international recruitment on healthcare delivery in France15.202
Physician leadership development: a strategic imperative for integrated healthcare delivery15.202
The healthcare executive's role in ensuring quality and patient safety15.202
Examination of how a survey can spur culture changes using a quality improvement approach: a region-wide approach to determining a patient safety culture15.202
Application of International Classification Injury Severity Score to National Surgical Quality Improvement Program defines pediatric trauma performance standards and drives performance improvement15.202
The expanding role of compensation committee. Responsibilities can include performance evaluation and succession planning15.202
ASQ health survey highlights communication, patient experience. Service quality equals financial performance for many15.202
Reducing Co-Ordering of Amylase and Lipase Testing at an Academic Medical Center: A Quality Improvement Project15.202
Practitioner Application: Blueprint for Sustainable Change in Diversity Management and Cultural Competence: Lessons From the National Center for Healthcare Leadership Diversity Demonstration Project15.202
Poster 495 Patient Experience in an Outpatient Pain Clinic: A Plan-Do-Study-Act Quality Improvement Project15.202
Multidisciplinary Prerounding Meeting as a Continuous Quality Improvement Tool: Leveraging to Reduce Continuous Benzodiazepine Use at an Academic Medical Center15.202
Baby-Friendly as a Regional Collaborative Quality Improvement Project in an Academic Medical Center Environment15.202
Short-Term Clinical and Quality Outcomes Have Inconsistent Changes From a Quality Improvement Initiative to Increase Access to Physical Therapy in the Cardiovascular and Surgical ICU15.202
Achieving CT Regulatory Compliance: A Comprehensive and Continuous Quality Improvement Approach15.202
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Quality Improvement of Colonoscopy at a Tertiary Care Academic Medical Center15.202
Effects of national culture on leadership succession planning in small-to-medium scale family enterprises15.202
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Strategic stakeholder management, environmental corporate social responsibility engagement, and financial performance of stigmatized firms derived from Chinese special environmental policy15.202
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Generational transition in family business and the distribution of capitals in social reproduction strategies15.202
AAOIFI governance standards: Sharia disclosure and financial performance for Islamic banks15.202
Regulatory Constraints on Financial Performance of Insurance Firms in Egypt: Structural Equation Model15.202
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The Effect of Board of Directors Characteristics on Firm’s Financial Performance: An Empirical Study on the Most Active Firms in the Egyptian Stock Exchange15.202
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