The article deals with the process, concept, system and management aspects of health tourism networking. Addressing the problem of research: how to manage the networking process in health tourism. Summarizing the analysed scientific literature it can be stated that the participants of the network are not analysed individually. They are analysed in relation to other network participants, thus connecting them to a common system. Connections (links, interactions, contacts) between participants are a kind of interaction between two or more participants in a network when resources are transmitted over specific channels. Relationship is a concept that encompasses both form and content aspects. The dyadic level explores the nature of the connection between two or more network nodes. Examining the aspects of networking process management highlights the importance of strategic management and synergies with management theories: Fayol (administrative theory); agent-contract theory for networking partnerships. The aspects of management theories have applicability in the management of health tourism networking, and the decision-making process plays a crucial role – both individual and group decision making begins with a set of information that defines the situation, assesses expected benefits, anticipates possible choices, and possible consequences. The decision-making process ends with the choice of a specific alternative. By applying the CMO configuration model to the decision making process, a systematic solution mechanism is created for each problematic situation. In order for the Lithuanian health tourism segment and its organizations to function as an integrated system and develop along the path of sustainable development, it is expedient to develop a common strategy in the planning process, envisaging the vision, goals and objectives of Lithuanian health tourism and ensuring a feedback mechanism. To implement this process, it is recommended that a formal health tourism network (involving health service organizations, the scientific community) would be established, based on participant agreements. The aim of this network is to create and develop a variety of health tourism services. The resulting networks are formalized through contracts, legal acts, memoranda of understanding, general agreements, so the relationships, functions and responsibilities of their participants are clearly defined.
Health tourism is when patients travel to another state (or within a country) to improve or restore health (Hudson and Li, 2012). Recent studies show that health care spending is on the rise, averaging around 9 percent of GDP in OECD countries, and that the right balance needs to be struck between spending on disease prevention and treatment. Assessing the problem field of the health tourism industry and the current situation, the following key problems are identified: lack of communication and support between health tourism policy makers and health tourism organizations; lack of a culture of cooperation and organizational partnership between the public and private sectors; lack of strategic planning; gaps in the targeted distribution of responsibilities between actors in the health tourism network; resistance of the public and private sector to change. Thus, the article solves the problem – how to ensure the effective application of the principles of organizational wisdom in the health tourism industry? According to the authors, it is expedient for the organizations involved in this complex field of tourism to base their activities on the principles of organizational wisdom. The aim of the article is to propose the application of the principles of organizational wisdom in the health tourism industry. For the systematic review, scientific articles were searched in databases: Cambridge Journals Online; EBSCO; Emerald Publishing; SAGE Journals Online; Science direct; Taylor & Francis. The scientific articles included in the systematic review cover the period 1999-2020. The following methods are used to present the results of the research: comparative analysis, synthesis, graphical representation and generalization. The study identified the following essential principles of organizational wisdom that are appropriate to adapt in the health tourism industry: transformational leadership; organizational culture, management structure and teamwork; recognition of environmental change and rapid and effective response to it; systemic thinking; interaction between different organizations that can lead to high-quality solutions (innovation); the ability to accumulate organizational memory to compare past and present situations and decisions made. The authors in the article substantiate the opinion that the sustainability of the application of these principles depends on the mechanism of organizational partnership in organizing / creating health tourism cooperative. Such an organization has: a balanced structure and clearly defined roles and responsibilities of participants; long-term commitments are matched by specific short-term objectives that can be measured; periodic evaluation of the effectiveness of the role played by each partner; accurate and effective communication between partners and all stakeholders.
Medicinos turizmo organizacijas galima vadinti kompleksinėmis sociotechninėmis organizacijomis, kurios veikia sudėtingoje dinaminėje aplinkoje. Todėl šios organizacijos yra veikiamos išorinių ir vidinių rizikos veiksnių, kuriuos reikia identifikuoti / analizuoti / vertinti / prioretizuoti ir valdyti. Šiame straipsnyje autorius sprendė problemą – kaip veiksmingai valdyti medicinos turizmo rizikos veiksnius. Analizuodamas mokslinę literatūrą autorius nustatė, kad užtikrinti sėkmingą rizikos valdymo procesą galima laikantis šio nuoseklumo: rizikos analizė; galimų nelaimingų įvykių / veiksnių numatymas; strateginis planavimas; kontrolės ir grįžtamojo ryšio užtikrinimas; rizikos profilio sudarymas, kurio metu visi galimi rizikos veiksniai yra klasifikuojami ir prioretizuojami.
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