Academic medical centres in the Netherlands: muddling through or radical change?

Cardinaal, Ester M. M.; Tjan, Martijn J. H.; Jeurissen, Patrick P. T.; Berden, Hubert

doi:10.3389/fpubh.2023.1252977

Cited by 1 publication

(1 citation statement)

References 35 publications

(42 reference statements)

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“…Finally, a European comparison of AMC governance has shown that AMCs struggle to adapt to changing circumstances [2]. A Dutch study found that this is (partly) due to the fact that working with (in) these large organisations is severely hampered by organisational complexity, lack of mutual trust and common interests, and perverse systemic incentives [34]. As noted in the study by van den Hoed et al there are preconditions for the successful implementation of innovative business models [33].…”

Section: Barriers and Challengesmentioning

confidence: 99%

Use of business model potential in Dutch academic medical centres—A case study

Cardinaal,

Truijens,

Jeurissen

et al. 2024

PLoS ONE

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Academic Medical Centres (AMCs) are large organisations with a complex structure due to various intertwined missions and (public) roles that can be conflicting. This complexity makes it difficult to adapt to changing circumstances. The literature points to the use of business models to address such challenges. A business model describes the resources, processes, and cost assumptions that an organisation makes in order to the delivery of a unique value proposition to a customer/patient. Do AMC business operations managers actually use business models to address challenges and operate in a way that enables AMCs to adapt to changing circumstances? This study explored whether the use of a business model is a starting point for bringing about change in AMC operations. A case study design was considered appropriate to explore the knowledge and experience of business models among business operations managers of Dutch AMCs. Through purposive sampling, participants were invited to participate in a questionnaire to provide in-depth and detailed information about the use of business models in AMCs. Our research showed that a business model can support the complex organisation of an AMC, but the design and use of business models varies. In general, respondents attribute more potential to the use of a business model than they experience in daily practice. The majority consider a business model to be suitable for bringing about change, but see it only sparingly used in their own AMC. This is the first study to provide some initial insights into the use of business models in Dutch AMCs. We can assume that improvements are possible in order to optimise the change potential of business models in AMCs worldwide. In order to successfully implement an innovative business model, the interpretation of the concept of a business model and the creation of a framework of preconditions should be taken into account. Healthcare providers, policy makers or researchers should explicitly identify the environment in which the model will operate. In particular, by identifying the level of readiness for change readiness at all levels of the organisation.

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Section: Barriers and Challengesmentioning

confidence: 99%