Predicting Patient Length of Stay Using Artificial Intelligence to Assist Health Care Professionals in Resource Planning and Scheduling Decisions

Artificial Intelligence (AI) significantly revolutionizes and transforms the global healthcare industry by improving outcomes, increasing efficiency, and enhancing resource utilization. The applications of AI impact every aspect of healthcare operation, particularly resource allocation and capacity planning. This study proposes a multi-step AI-based framework and applies it to a real dataset to predict the length of stay (LOS) for hospitalized patients. The results show that the proposed framework can predict the LOS categories with an AUC of 0.85 and their actual LOS with a mean absolute error of 0.85 days. This framework can support decision-makers in healthcare facilities providing inpatient care to make better front-end operational decisions, such as resource capacity planning and scheduling decisions. Predicting LOS is pivotal in today’s healthcare supply chain (HSC) systems where resources are scarce, and demand is abundant due to various global crises and pandemics. Thus, this research’s findings have practical and theoretical implications in AI and HSC management.

Building and Sustaining Organizational Capacity in Voluntary Sports Clubs: Findings From a Longitudinal Study

Despite a rich literature on organizational capacity (OC) in voluntary sports clubs (VSCs), few studies have examined OC building and its long-term sustainability. Against this background, the authors identified changes in OC among VSCs that participated in a club development program and examined the sustainability of these changes. The authors collected survey data 9 months after participation comparing the participating VSCs (n = 62) with similar nonparticipating VSCs (n = 64). A selection of the participating VSCs was then contacted 3–4 years later for a follow-up survey (n = 48) and focus group interviews (n = 5). The results show that (a) significant differences in human resource capacity, planning and development capacity, and infrastructure and process capacity were visible between the participating and nonparticipating VSCs, and that (b) certain changes in OC remain in the clubs 3–4 years after participation. A sustainable change was that core volunteers related differently to the work in their respective VSCs.