Strategic Positioning: A Case Study in Governance and Management

Horak, Bernard J.; Campbell, David

doi:10.1097/00115514-199811000-00010

Cited by 2 publications

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“…Previous research in the area of health services research, strategic management or information systems often focused on very specific aspects of networkability such as the strategic positioning of organizations in complex value chains, 10,11 the optimization of business processes in networks, 12 cultural and behavioural considerations of networks, 13 or information technology as means for building networking platforms. 14,15…”

Section: Introductionmentioning

confidence: 99%

An analysis of the factors influencing networkability in the health-care sector

Mettler

Rohner

2009

Health Serv Manage Res

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In most industries of economy, the production structures evolved into activities characterized by a high division of labour between the business partners combined with specialization, the standardization of service components and extensive networking. In the health-care sector, the first signs of a similar development are beginning to crystallize. As a consequence, networkability, the ability to link up with other players on the basis of commonly agreed standards for the joint provisioning of patient-centred and cost-efficient health services will emerge to a key concept for future health service delivery. As not only technical but mainly organizational and behavioural issues are actually determining networkability of health-care organizations, a holistic model for analysis is needed. In this paper, the main variables leading to an increase in this networkability are identified and compiled into a comprehensible procedure model for health-care practitioners.

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Section: Introductionmentioning

confidence: 99%

An analysis of the factors influencing networkability in the health-care sector

Mettler

Rohner

2009

Health Serv Manage Res

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Hospital Turnarounds

Freed

2005

The Health Care Manager

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Hospital turnarounds are an increasing phenomenon in an era of unrelenting financial pressure on the health care delivery system. However, the literature about hospital turnarounds contains more theories and case reports than research studies, and repeat turnarounds suggest that there is inadequate evidence about what really works. The essential role of the turnaround agent in strategy formulation and especially strategy implementation is the subject of this article. It casts a wide net over the literature of strategy, change, leadership, and management. The article traces the nature and evolution of hospital turnarounds plus the agents that effect them; summarizes the turnaround agent's 10 most potent approaches to strategy analysis and synthesis; and outlines 3 research questions about first, the recurring need for hospital turnarounds altogether; second, longitudinal evidence to support different turnaround approaches; and third, the mechanisms by which the turnaround agent both changes and is changed by the distressed hospital.

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Strategic Positioning: A Case Study in Governance and Management

Cited by 2 publications

References 0 publications

An analysis of the factors influencing networkability in the health-care sector

An analysis of the factors influencing networkability in the health-care sector

Hospital Turnarounds

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