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Bringing Market Medicine to Professional Account
Linda Emanuel, MD, PhD;
Stephen Latham, JD, PhD;
Mike Ile, JD;
Jeffrey Munson;
Jessica Berg, JD, PhD;
Ezekiel Emanuel, MD, PhD
JAMA. 1997;277(12):1004-1005.
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| Since this article does not have an abstract, we have provided the first 150 words of the full text PDF and any section headings. |
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Professions and trades have always differed in the social goods and goals they pursue, and for this reason medicine and business are sometimes said to be incompatible. Indeed, the potential for monetary motives to undermine medical care is so old that the earliest articulations of medical values included injunctions to care for the poor and wealthy alike and to avoid the influence of monetary gain over professional action.1,2 Nonetheless, mutually dependent, medicine and business have coexisted through the ages in necessary tension. Business needs medicine in order to provide for the health care of workers and also to capitalize on the management or investment opportunities that medical activities generate. Medicine, in turn, needs at least enough business acumen to ensure a viable delivery system and to make money for the purposes of, say, education, research, or expanding its patient population.
See also p 985.
The dynamic between medicine and
. . . [Full Text PDF of this Article]
Author Affiliations
From the Ethics Institute, American Medical Association, Chicago, Ill.
Footnotes
The opinions expressed in this article are those of the author and do not represent the official opinions of the American Medical Association.
Reprints: Linda Emanuel, MD, PhD, Ethics Institute, American Medical Association, 515 N State St, Chicago, IL 60610.
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