• PHONE: 617-353-5003
  • EMAIL:  altucker@bu.edu
  • OFFICE: 658A
  • OFFICE HOURS:
    Tues. 04:00PM - 06:00PM
  • ADDRESS: BOSTON UNIVERSITY
    Questrom School of Business
    Rafik B. Hariri Building
    595 Commonwealth Avenue
    Boston, MA 02215

PROFILE SUMMARY

Dr. Anita L. Tucker is an Associate Professor at the Questrom School of Business at Boston University. Prior to joining Boston University, Professor Tucker taught at Wharton, Harvard, and Brandeis Business Schools. She has bachelor's and master's degrees in Industrial Engineering and Operations Research, and a doctorate in Business Administration. Before pursuing her doctorate, Anita worked in operations positions for General Mills and the Electric Boat division of General Dynamics. Her manufacturing experiences are therefore diverse: ranging from fruit-on-the-bottom yogurt to nuclear submarines.

 

She investigates how service process design impacts quality and efficiency. In particular, she has studied care delivery processes in hospitals. Her research finds that a lack of internal integration results in a culture of workarounds that wastes up to 10% of staff’s time. She leverages principles from operations management to help hospitals decrease workarounds and create an improvement-oriented culture. Her research has won numerous awards including a Best Dissertation award from AcademyHealth, a Sloan Industry Studies Fellowship, a best paper award from California Management Review, seven best paper proceedings awards from the Academy of Management, and outstanding abstract from AcademyHealth.

 

Professor Tucker teaches operations management, service operations, quality improvement, healthcare operations,  operations strategy and supply chain management at the undergraduate, MBA, executive, and doctorate levels. She has written case studies and conducted research on process improvement in collaboration with hospitals such as Kaiser Permanente, Cincinnati Children’s, Cleveland Clinic, Brigham and Women’s, Newton-Wellesley Hospital, and Beth Israel Deaconess Medical Center. She has taught her cases in executive education programs for Harvard Medical School, Harvard School of Public Health, Harvard Macy’s Institute and Brigham and Women’s Hospital. She has presented her research at Boston Children’s Hospital, Johns Hopkins Hospital, Institute for Healthcare Improvement, Improvement Science Research Network, and Vermont Oxford Network.

  • CURRENT COURSESOpen or Close

    GSM OM726 F1 Creating Value Through Operations and Technology

  • PUBLICATIONSOpen or Close

    JOURNAL ARTICLES:

      Tucker, A. L., & Berry Jaeker, J. (2017). Past the Point of Speeding Up: The Negative Effects of Workload Saturation on Efficiency and Patient Severity. Management Science, 63(4), 1042-1062. Catonsville.
      See Publication Online

      Nembhard, I., & Tucker, A. L. (2016). Applying organizational learning research to accountable care organizations. Medical Care Research and Review, Thousand Oaks.
      See Publication Online

      Song, H., & Tucker, A. L. (2016). Performance Improvement in Health Care Organizations. Foundations and Trends in Technology, Information, and Operations Management, 9(3-4), 153-309. Hanover.
      See Publication Online

      Senot, C., Chandrasekaran, A., Ward, P., Tucker, A. L., & Moffat-Bruce, S. (2016). The impact of combining conformance and experiential quality on hospitals’ readmissions and cost performance. Management Science, 62(3), 829-848. Catonsville.
      See Publication Online

      Tucker, A. L. (2016). The impact of workaround difficulty on frontline employees’ response to operational failures: A laboratory experiment on medication administration. Management Science, 62(4), 1124-1144. Catonsville.
      See Publication Online

      Song, H., Tucker, A. L., & Murrell, K. (2015). The diseconomies of queue pooling: An empirical investigation of emergency department length of stay. Management Science, 61(12), 3032-3053. Catonsville.
      See Publication Online

      Tucker, A. L., & Singer, S. (2015). The effectiveness of Management-By-Walking-Around: A randomized field study. Production and Operations Management, 24(2), 253-271. Miami.
      See Publication Online

      Tucker, A. L., Heisler, W., & Janisse, L. (2014). Designed for workarounds: A qualitative study of the causes of operational failures in hospitals. The Permanente Journal, 18(3), 33-41.
      See Publication Online

      Singer, S., & Tucker, A. L. (2014). The evolving literature on safety walkrounds: Emerging themes and practical message. BMJ Quality and Safety, 23(10), 789-800. London.
      See Publication Online

      Nembhard, I., & Tucker, A. L. (2011). Deliberate learning to improve performance in dynamic service settings: evidence from hospital intensive care units. Organization Science, 22(4), 907-922. Hanover.
      See Publication Online

      Tucker, A. L., Singer, S., Hayes, J., & Falwell, A. (2008). Front-line staff perspectives on opportunities for improving the safety and efficiency of hospital work systems. Health Services Research, 43(5 part 2), 1807-1829. Malden.
      See Publication Online

      Tucker, A. L. (2007). An empirical study of system improvement by frontline employees in hospital units. Manufacturing & Service Operations Management, 9(4), 492-505. Hanover.
      See Publication Online

      Tucker, A. L., Nembhard, I., & Edmondson, A. (2007). Implementing new practices: An empirical study of organizational learning in hospital intensive care units. Management Science, 53(6), 894-907. Catonsville.
      See Publication Online

      Tucker, A. L., & Spear, S. (2006). Operational failures and interruptions in hospital nursing. Health Services Research, 41(3), 643-662. Malden.
      See Publication Online

      Tucker, A. L. (2004). The impact of operational failures on hospital nurses and their patients. Journal of Operations Management, 22(2), 151-169.
      See Publication Online

      Tucker, A. L., & Edmondson, A. (2003). Why hospitals don’t learn from failures: Organizational and psychological dynamics that inhibit system change. California Management Review, 45(2), 55-72. Berkeley.
      See Publication Online

      Tucker, A. L., & Edmondson, A. (2002). Managing routine exceptions: A model of nurse problem solving behavior. Advances in Health Care Management, 3(1), 87-113. Oxford.

      Tucker, A. L., Edmondson, A., & Spear, S. (2002). When problem solving prevents organizational learning. Journal of Organizational Change Management, 15(2), 122-137. West Yorkshire.
      See Publication Online

      Song, H., Tucker, A. L., Murrell, K., & Vinson, D. (Accepted). Closing the productivity gap: Improving worker productivity through public relative performance feedback and validation of best practices. Management Science, Catonsville.

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