Intellectual capital for recovering patient centrality and ensuring patient satisfaction in healthcare sector

Abstract

PurposeWith the aim to enrich the ongoing debate about healthcare management, the paper has a twofold intent: [1] to emphasise the interpretative contribution that intellectual capital can provide to a better understanding of the relevant role of patients in the healthcare sector and [2] to investigate the relationships between the three main dimensions of intellectual capital – human capital, relational capital and structural capital – and patient satisfaction in the healthcare sector.Design/methodology/approachThe intellectual capital framework is contextualised in the healthcare sector, and the relationships among patient evaluations of human capital, relational capital and structural capital and patient satisfaction are tested via structural equation modelling (SEM) using primary data collected with reference to a sample of 561 Italian patients involved in post survey treatments in three Italian hospitals.FindingsThe role of intellectual capital in supporting a better understanding of processes and dynamics of patient satisfaction in the healthcare sector is underlined. The empirical research provides possible guidelines for recovery patients centrality in healthcare management.Originality/valueThe paper shows how an intellectual capital framework can support a better understanding and management of dynamics and processes through which patient centrality and satisfaction in healthcare management can be enforced.

The effect of talent management and human capital on sustainable business performance: an empirical investigation in Malaysian hospitals

“…Human capital may also have a defensive role in protecting products and services achieved from human capital innovations, and the freedom to circulate products; and an offensive role such as amassing product revenues, assets and intellectual property, and defining a basis for strategic alliances (Boudreau and Ramstad, 2007). Arguing that the skills required for the health-care sector are more complex than in other sectors, because mistakes have catastrophic consequences, Fiano et al (2020) and Mandal (2018) underline that health sector employees must systematically possess and obtain knowledge as a core driver of superior performance. Strong interaction between human capital and the performance and creativity of frontline health services largely impact patients' perceived value (Peng et al, 2007;Abazeed, 2017).…”

CAOS in Italian hospitals during COVID: an analysis of healthcare intangible resources

“…, 2012). Moreover, RC could impact the general reputation of organisations (Habersam and Piber, 2003), especially where there are strong cognitive involvement (Fiano et al. , 2022) as healthcare, sector in which Information and Communication Technologies and R&D investments are essential (Papa et al.…”

“…Relationships such as established links between the company, institutions and people, based on a strong sense of belonging and the capacity for cooperation (Capello and Faggian, 2005). In addition, some scholars have highlighted that RC plays a central, strategic and influential role in long-term activities and returns (de Castro et al, 2004), as it provides access to critical internal and external resources (Hitt et al, 2001;Nahapiet and Ghoshal, 1998) and reflects the value of relationships, as well as the existing quality of people and organisations (Yang and Lin, 2009;Fiano et al, 2022). Although RC is considered the most valuable intangible asset (Stewart, 1997), it has received little attention in the literature (Paoloni et al, 2020a).…”

“…, 2004), as it provides access to critical internal and external resources (Hitt et al. , 2001; Nahapiet and Ghoshal, 1998) and reflects the value of relationships, as well as the existing quality of people and organisations (Yang and Lin, 2009; Fiano et al. , 2022).…”

“…For instance, challenges of improving the quality of relationships between patients and healthcare employees with providing adequate health services and enriching positive perceptions of users of the value chain, which is composed of different actors and their specific skills (Thakur et al, 2012). Moreover, RC could impact the general reputation of organisations (Habersam and Piber, 2003), especially where there are strong cognitive involvement (Fiano et al, 2022) as healthcare, sector in which Information and Communication Technologies and R&D investments are essential (Papa et al, 2020).…”