Abstract
During the past decade, there has been increasing attention paid to the growing number of nonprofit or public hospitals that have become for-profit institutions. These conversions are controversial. Advocates argue that for-profit organizations bring needed resources and experienced management to struggling institutions, improving the quality and efficiency of the care that these hospitals provide. Critics are concerned that once hospitals become “for-profit” they will focus on financial metrics such as improving payer mix and increasing volume, shunning disadvantaged patients and paying less attention to the provision of high-quality care.1

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