Networks for integrated care provision: an economic approach based on opportunism and trust

Meijboom, B.R.; Haan, Job de; Verheyen, P.A.

doi:10.1016/j.healthpol.2003.11.005

Cited by 29 publications

(22 citation statements)

References 28 publications

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“…Leaders report their role in fostering a vision for acceptance by various communities of interest. However, in order to achieve this, CEOs need alignment of their internal and external stakeholders for agreement on goals and ways of meeting them [34,35]. In addition, CEOs engage specific, but diverse set of complex stakeholder relationships, each with their own interests and challenges, for a balanced airing of voices and priority setting approaches [36,37].…”

Section: Discussionmentioning

confidence: 99%

Leadership and priority setting: The perspective of hospital CEOs

et al. 2006

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Section: Discussionmentioning

confidence: 99%

Leadership and priority setting: The perspective of hospital CEOs

et al. 2006

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“…Furthermore, client interaction should be stimulated and managed during the care process in order to consult clients on their needs for care and be able to adapt and customize the care offered accordingly. Finally, whereas many care organizations and even organizational departments work according to autonomous and separate processes and structures [20], demand-based care provision implies that organizations jointly take care of a client's multiple demands and serve the client in an integrated fashion. Following these four dimensions, demand-based provision of long-term care to the elderly would then imply that care and service parts ranging from dissimilar and heterogeneous areas of life, and possibly from different organizations, are combined into a single packet offered that is in turn customized, in cooperation with the client, to the individual's needs and wants [19].…”

Section: Introductionmentioning

confidence: 99%

Improving long-term care provision: towards demand-based care by means of modularity

Blok

Meijboom

Schols

2010

BMC Health Serv Res

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BackgroundAs in most fields of health care, societal and political changes encourage suppliers of long-term care to put their clients at the center of care and service provision and become more responsive towards client needs and requirements. However, the diverse, multiple and dynamic nature of demand for long-term care complicates the movement towards demand-based care provision. This paper aims to advance long-term care practice and, to that end, examines the application of modularity. This concept is recognized in a wide range of product and service settings for its ability to design demand-based products and processes.MethodsStarting from the basic dimensions of modularity, we use qualitative research to explore the use and application of modularity principles in the current working practices and processes of four organizations in the field of long-term care for the elderly. In-depth semi-structured interviews were conducted with 38 key informants and triangulated with document research and observation. Data was analyzed thematically by means of coding and subsequent exploration of patterns. Data analysis was facilitated by qualitative analysis software.ResultsOur data suggest that a modular setup of supply is employed in the arrangement of care and service supply and assists providers of long-term care in providing their clients with choice options and variation. In addition, modularization of the needs assessment and package specification process allows the case organizations to manage client involvement but still provide customized packages of care and services.ConclusionThe adequate setup of an organization's supply and its specification phase activities are indispensible for long-term care providers who aim to do better in terms of quality and efficiency. Moreover, long-term care providers could benefit from joint provision of care and services by means of modular working teams. Based upon our findings, we are able to elaborate on how to further enable demand-based provision of long-term care by means of modularity.

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“…The literature on KM in the healthcare sector is full of references to the highly fragmented state of medical knowledge and, crucially, the need for collaboration across organizational and professional knowledge boundaries (e.g. Meijboom et al 2004). Although the fragmented or ‘distributed’ nature of organizational knowledge is not unique to healthcare organizations or the healthcare sector (Tsoukas 1996), it seems to be particularly relevant in this context.…”

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Managing knowledge in the healthcare sector. A review

Nicolini

Powell

Conville

et al. 2008

Int J Management Reviews

189

213

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Over the past decade, knowledge management (KM), as a concept and a set of practices, has penetrated into the fabric of organizational and managerial processes in the healthcare sector, which has been the site of numerous innovative KM practices. As a result scholars from a range of academic (and non-academic) fields have begun to document how KM is conceived and practised in health care, what the recurrent issues are and how they can be addressed. The purpose of this paper is to review the current literature on KM concepts, policies and practices in the healthcare sector. Based on the analysis of the most relevant contributions in the last six years, three overarching themes that have occupied the interests of authors are identified and discussed: the nature of knowing in the healthcare sector, the type of KM tools and initiatives that are suitable for the healthcare sector, and the barriers and enablers to the take up of KM practices. The paper concludes with some considerations on what the literature tells us about the state of the art and the future of KM in this important sector of Western economies.

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Networks for integrated care provision: an economic approach based on opportunism and trust

Cited by 29 publications

References 28 publications

Leadership and priority setting: The perspective of hospital CEOs

Leadership and priority setting: The perspective of hospital CEOs

Improving long-term care provision: towards demand-based care by means of modularity

Managing knowledge in the healthcare sector. A review

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