Amelia Compagni
After receiving a degree in Biology from the University of Pavia, I moved to Vienna, Austria for a PhD in Genetics working on cancer genetics at the Institute of Molecular Pathology. After my PhD (1995-2000) I spent my post-doctoral fellowship at Cancer Research UK, in London, where I worked on the genetics of development (2000-2004). I then decided that it was time to shift to the social sciences, and, in order to gain new knowledge, I attended the Master in International Health Management, Economics and Policy (MIHMEP) at Bocconi University (2006). The course made me certain that studying public management and, in particular its applications to the healthcare sector, was exactly what I wanted to do.
Since 2023 Director, Center for Research in Health and Social Care Management (CeRGAS), SDABocconi School of Management
2018-2022 Academic Director, World Bachelor in Business (WBB), in collaboration with USC Marshall and HKUST
Since September 2015 Associate Professor in the Dept. of Social and Political Sciences (SPS), Bocconi University
Assistant Professor (2009-2015) in the Dept. of Social and Political Sciences, Bocconi University
Research Fellow at the Institute of Public Administration and Healthcare (2008-2009), Bocconi University
Since March 2006 Affiliate to the Center for Research in Health and Social Care Management (CeRGAS)
Healthcare management, policy and management issues related to innovations in healthcare, professional dynamics in healthcare organizations
Responding to professional knowledge disruptions of unmitigable uncertainty: the role of emotions, practices and moral duty among Covid-19 physicians
ACADEMY OF MANAGEMENT JOURNAL, ForthcomingUnpacking hybridity: development and first validation of a multidimensional instrument to profile hybrid professionals
PUBLIC ADMINISTRATION, ForthcomingSocial control agents and the evolving definition of wrongdoing: the case of the gray area around the mafia
Research in the Sociology of Organizations: Volume on Wrongdoing, misconduct, and scandals, ForthcomingCorona-regionalism? Differences in regional responses to COVID-19 in Italy
HEALTH POLICY, Vol 125, Issue 9, 1179-1187, 2021Maintaining strategic ambiguity for protection: struggles over opacity, equivocality and absurdity around the Sicilian Mafia
ACADEMY OF MANAGEMENT JOURNAL, Vol. 64, No. 1, 1-37, 2021Response to COVID-19: Was Italy (un)prepared?
Health Economics, Policy and Law, 1-13When peers count: the effects on integrated type II diabetes care of communication within general practitioner-only subgroups in interprofessional primary care teams
HEALTH CARE MANAGEMENT REVIEW, 44(1):67-78, 2017How early implementations influence later adoptions of innovation: social positioning and skill reproduction in the diffusion of robotic surgery
ACADEMY OF MANAGEMENT JOURNAL, 58, 1, 242-278, 2015Governing through evidence: a study of technological innovation in health care
JOURNAL OF PUBLIC ADMINISTRATION RESEARCH AND THEORY, 24, 4, 843-877, 2014Multi-professional primary care units: what affects theclinical performance of Italian general practitioners?
MEDICAL CARE RESEARCH AND REVIEW, 71, 4, 315-336, 2014Sustaining Universal Health Coverage: The Interaction of Social, Political, and Economic Sustainability
VALUE IN HEALTH, 16,1, supplement, S34-S38, 2013Implementing performance-based funding for health research: when governance and procedural fairness matter
PUBLIC ADMINISTRATION, 90: 313-334, 2012Explaining the unexpected success of the smoking ban in Italy: Political strategy and transition to practice, 2000-2005
PUBLIC ADMINISTRATION, 88: 819–835, 2010I teach courses in management of public sector organizations, healthcare management and I qualitative research methods.