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Book part
Publication date: 7 February 2024

Anne M. Hewitt

At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public…

Abstract

At the beginning of the 21st century, multiple and diverse social entities, including the public (consumers), private and nonprofit healthcare institutions, government (public health) and other industry sectors, began to recognize the limitations of the current fragmented healthcare system paradigm. Primary stakeholders, including employers, insurance companies, and healthcare professional organizations, also voiced dissatisfaction with unacceptable health outcomes and rising costs. Grand challenges and wicked problems threatened the viability of the health sector. American health systems responded with innovations and advances in healthcare delivery frameworks that encouraged shifts from intra- and inter-sector arrangements to multi-sector, lasting relationships that emphasized patient centrality along with long-term commitments to sustainability and accountability. This pathway, leading to a population health approach, also generated the need for transformative business models. The coproduction of health framework, with its emphasis on cross-sector alignments, nontraditional partner relationships, sustainable missions, and accountability capable of yielding return on investments, has emerged as a unique strategy for facing disruptive threats and challenges from nonhealth sector corporations. This chapter presents a coproduction of health framework, goals and criteria, examples of boundary spanning network alliance models, and operational (integrator, convener, aggregator) strategies. A comparison of important organizational science theories, including institutional theory, network/network analysis theory, and resource dependency theory, provides suggestions for future research directions necessary to validate the utility of the coproduction of health framework as a precursor for paradigm change.

Book part
Publication date: 6 December 2021

Amanda L. Brewster

Leading health care institutions have recommended greater alignment among health care and social services organizations as a strategy to improve population health. Deepening our…

Abstract

Leading health care institutions have recommended greater alignment among health care and social services organizations as a strategy to improve population health. Deepening our understanding of how interorganizational relationships among health care and social service organizations influence care for people with complex needs could improve the design of interventions aimed at aligning these organizations to achieve health goals. Accordingly, we used qualitative methods to (1) elucidate the functions performed by health care and social service organizations caring for older adults and (2) investigate corresponding relationship forms. In-depth interviews with 175 representatives of health care and social service organizations in 10 communities were analyzed. Three distinct interorganizational relationships functions emerged: First, interorganizational relationships gave organizations a deeper and more accurate understanding of how their work was interdependent with the work of other organizations in the community. This function was achieved through coalitions that loosely tied large numbers of organizations and allowed information to flow among them. Second, interorganizational relationships allowed organizations to take joint action toward a shared goal, a function achieved in the form of pairs or small groups of organizations working closely together. Third, interorganizational relationships fostered accountability, with one organization advocating for the needs of clients or patients with another organization. Our results suggest that initiatives to promote regional alignment among health care and social services organizations may benefit from flexible models that anticipate a narrowing of partners to achieve tangible outcomes. Initiatives also need to accommodate low-level conflict that routinely exists among organizations in these sectors.

Details

The Contributions of Health Care Management to Grand Health Care Challenges
Type: Book
ISBN: 978-1-80117-801-3

Keywords

Article
Publication date: 16 May 2019

Mary Ellen Brown, Tracey Rizzuto and Pallavi Singh

Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest…

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Abstract

Purpose

Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions.

Design/methodology/approach

A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact.

Findings

The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions.

Originality/value

The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.

Details

Leadership & Organization Development Journal, vol. 40 no. 4
Type: Research Article
ISSN: 0143-7739

Keywords

Content available
Book part
Publication date: 23 April 2021

Thomas G. Pittz and Melissa L. Intindola

Abstract

Details

Scaling Social Innovation Through Cross-sector Social Partnerships: Driving Optimal Performance
Type: Book
ISBN: 978-1-80043-539-1

Article
Publication date: 4 March 2022

Ferran Vendrell-Herrero, Marco Opazo-Basáez and Josip Marić

This article seeks to characterize and assess a new type of resilient, socially conscious and competitive enterprise that simultaneously encompasses open and social innovation …

Abstract

Purpose

This article seeks to characterize and assess a new type of resilient, socially conscious and competitive enterprise that simultaneously encompasses open and social innovation – aligning both business and social outcomes – and which will gain increasing importance in post-pandemic competitiveness.

Design/methodology/approach

A mixed method approach based on sequential deductive triangulation analysis (QUAN/qual) is used. First, data gathered from the Chilean innovation survey is used to quantify the percentage of firms implementing open and social innovation simultaneously, and to assess their relative performance in relation to other types of innovative firms. Second, a qualitative multiple-case study analysis reveals the perceptions of senior managers regarding the applicability of this approach in terms of building resilience and strengthening future competitiveness in line with sustainable development goals.

Findings

Social innovation is a relatively rare event (7.2% of firms in the sample). While social innovation occurs equally in monopolistic and perfectly competitive industries, the authors’ findings suggest that in order to adopt social and open innovation effectively, firms need to set entry barriers such as economies of scale. On the other hand, open innovation is a more common event (15.4% of firms in the sample), which correlates closely with absolute and relative performance indicators. Moreover, the results suggest that open innovation enables a greater understanding of societal needs, thus making social innovation more effective.

Research limitations/implications

Theoretical developments coupled with descriptive and qualitative evidence reveal the innovative capabilities that up-and-coming enterprises may possess. The findings suggest that at times of far-reaching technological, social and political change, enterprises should share some of their knowledge and resources with wider society. Only then will more equal, resilient and cohesive societies be built.

Originality/value

This article combines two seemingly unrelated literature streams (open and social innovation) in order to elucidate the enterprise of tomorrow, which will be capable of achieving sustainable development whilst reaching high levels of competitiveness.

Details

Journal of Enterprise Information Management, vol. 36 no. 1
Type: Research Article
ISSN: 1741-0398

Keywords

Book part
Publication date: 12 December 2022

Genevra F. Murray and Valerie A. Lewis

While it has long been established that social factors, such as housing, transportation, and income, influence health and health care outcomes, over the last decade, attention to…

Abstract

While it has long been established that social factors, such as housing, transportation, and income, influence health and health care outcomes, over the last decade, attention to this topic has grown dramatically. Reforms that promote high-quality care as well as responsibility for total cost of care have shifted focus among health care providers toward upstream determinants of health care outcomes. As a result, there has been a proliferation of activity focused on integrating and aligning social and medical care, many of which depend critically on cross-sector alliances. Despite considerable activity in this area, cross-sector alliances in health care remain largely undertheorized. Both literatures stand to gain from more attention to carefully knitting together the theoretical and management literature on alliances with the empirical, health policy and health services literature on cross-sector alliances in health care. In this chapter, we lay out what exists in the current scientific literature as well as a framework for considering much needed work in this area. We organize the literature and our commentary around the lifecycle of alliances: alliance formation, including factors prompting alliance formation, partner selection, and alliance goals; alliance maturity, including the work of these cross-sector alliances, governance, finance and contracts, staffing structure, and rewards; and critical crossroads, including alliance timelines, definitions of success, and dissolution. We also lay out critical areas for future inquiry, including better theorizing on cross-sector alliances, developing typologies of these cross-sector health care alliances, and the role of policy in cross-sector alliances.

Details

Responding to the Grand Challenges in Health Care via Organizational Innovation
Type: Book
ISBN: 978-1-80382-320-1

Keywords

Article
Publication date: 23 November 2020

Krichelle Medel, Rehana Kousar and Tariq Masood

The increasing risk of natural disasters is challenging humanitarian actors to create resilient disaster management systems. However, the role of the private sector in disaster…

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Abstract

Purpose

The increasing risk of natural disasters is challenging humanitarian actors to create resilient disaster management systems. However, the role of the private sector in disaster management operations (DMOs) is not as prominent as the role played by (inter)governmental agencies. This article aims to investigate the relationship of collaboration and resilience in disaster management supply networks (DMSNs).

Design/methodology/approach

Supply network resilience criteria were defined as robustness, flexibility, velocity and visibility based on the literature review. DMSN capabilities were identified characterising each resilience criterion through the development of the Collaboration–Resilience (COLRES) Analysis Framework for DMSNs. This theoretical model was then applied to an empirical case study in the Philippines using semi-structured interviews for data gathering.

Findings

A total of 46 cross-sector collaboration activities were identified across four disaster management phases and linked to the resilience criteria. A causal analysis of each collaboration activity and its outcome was conducted to identify relationships between collaboration types and resilience constructs. Based on these results, patterns were identified, and dependencies between collaboration and resilience were defined. Collective DMSN resilience (DMSNRES) enabled by existing cross-sector collaboration activities was evaluated against a future disaster scenario to identify resilience gaps. These gaps were used to recognise new cross-sector collaboration opportunities, thereby illustrating the continuous process of resilience building.

Research limitations/implications

This research provides new insights on how private sector is involved within a DMOs through collaboration with the government and other NGOs. It augments existing literature on private sector involvement in DMOs where common perception is that the sector is only involved in short-term response and recovery activities. This study finds that the private sector can be operationally involved not just in post-disaster activities, but also in mitigation and preparation phases as well. This then sets a new baseline for further research on private sector involvement within DMOs. As this study provided a novel framework to analyse collaboration activities and its impact to DMSN resilience, future work could be done by applying the model to further cases such as other countries'. DMSNs, or to more specific contexts such as inter-organisational collaborations rather than big sectors. A more detailed assessment method against a future disaster will prove relevance for the model in providing practical insights on how resilience can be built in DMSNs.

Practical implications

This research proposed a novel DMSN collaboration-resilience (COLRES) model (Figure 11) to analyse existing processes in preparation for specific disasters. Practitioners may be able to use this model with the goal of identifying resilience gaps to fill and continuously improve their processes. The model also provides practitioners the lens to improve processes with the perspective on collaboration to complement government and NGO efforts and expertise with those of the private sector. For the private sector perspective, this research provides new insights on how they can be more involved with the community to provide more sustainable and long-term contributions to the society.

Social implications

With disasters becoming more complex and frequent by the day and as humanitarian actors focus on improving their expertise, the need for every piece of the society to contribute to disaster risk reduction is continuously intensified. This research shows that each sector of the society can take part in disaster management operations to reduce unpredictability, lives impacted and increase speed of response and recovery. Each sector of the society can be of great contribution not only during post-disaster response and recovery but also during pre-disaster mitigation and preparedness phase. As such, this research echoes the call for everyone to be involved in disaster risk reduction and mitigation as a way of life.

Originality/value

This research ultimately finds that cross-sector collaboration builds resilience in DMSNs through capacity building, redundancy sourcing, information reliability and logistics responsiveness. This study shows that the private sector is able to go beyond existing short-term partnerships by participating in the 46 collaboration activities identified across four disaster management phases in order to build resilience in DMSNs.

Details

Journal of Humanitarian Logistics and Supply Chain Management, vol. 10 no. 4
Type: Research Article
ISSN: 2042-6747

Keywords

Article
Publication date: 22 February 2013

Rod Erakovich and Trisha Anderson

The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational…

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Abstract

Purpose

The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational capacity building through cross‐sector collaboration. This topic is considered from both a contemporary and an evolutionary perspective.

Design/methodology/approach

This paper is based on research from secondary sources.

Findings

This paper identifies barriers to collaboration and measures for effectively creating organizational change to build cross‐sector capacity.

Research limitations/implications

While considerable literature exists on organizational change, none includes the need for cross‐sector collaboration to increase management capability to move beyond current economic, social and market development capacity. This study addresses this gap.

Practical implications

The adoption of management practices to understand values across sectors will improve effectiveness of organizations across sectors. These recommendations will also facilitate economic development reform efforts of policy makers.

Originality/value

The paper, based on original research, makes a significant contribution to the ability to understand managing in a cross‐sector collaborative manner.

Details

International Journal of Public Sector Management, vol. 26 no. 2
Type: Research Article
ISSN: 0951-3558

Keywords

Article
Publication date: 19 September 2016

Colleen Casey, Jianling Li and Michele Berry

The purpose of this paper is to analyze the institutional and social forces that influence collaborative data sharing practices in cross-sector interorganizational networks. The…

Abstract

Purpose

The purpose of this paper is to analyze the institutional and social forces that influence collaborative data sharing practices in cross-sector interorganizational networks. The analysis focusses on the data sharing practices between professionals in the transportation and public health sectors, areas prioritized for collaborative action to improve public health.

Design/methodology/approach

A mixed methods design is utilized. Electronic surveys were sent to 57 public health and 157 transportation professionals in a large major metropolitan area in the USA (response rate 39.7 percent). Focus groups were held with 12 organizational leaders representing professionals in both sectors.

Findings

The application of the institutional-social capital framework suggests that professional specialization and organizational forces make it challenging for professionals to develop the cross-sector relationships necessary for cross-sector collaborative data sharing.

Research limitations/implications

The findings suggest that developing the social relationships necessary for cross-sector collaboration may be resource intensive. Investments are necessary at the organizational level to overcome the professional divides that limit the development of cross-sector relationships critical for collaborative data sharing. The results are limited to the data sharing practices of professionals in one metropolitan area.

Originality/value

Despite mandates and calls for increased cross-sector collaboration to improve public health, such efforts often fail to produce true collaboration. The study’s value is that it adds to the theoretical conceptualization of collaboration and provides a deeper understanding as to why collaborative action remains difficult to achieve. Future study of collaboration must consider the interaction between professional specialization and the social relationships necessary for success.

Details

Journal of Health Organization and Management, vol. 30 no. 6
Type: Research Article
ISSN: 1477-7266

Keywords

Article
Publication date: 12 February 2021

Francois Duhamel, Isis Gutiérrez-Martínez, Sergio Picazo-Vela and Luis Felipe Luna-Reyes

The authors propose a conceptual model that explains how interorganizational relations in public-private IT outsourcing (ITO) may enhance public value in public administrations…

Abstract

Purpose

The authors propose a conceptual model that explains how interorganizational relations in public-private IT outsourcing (ITO) may enhance public value in public administrations through process improvement.

Design/methodology/approach

The research design is based on the development of a theoretical framework based on the integration of transaction cost theory (TCT) and the resource-based view (RBV), and empirical interview data from IT managers in state and local governments in Mexico.

Findings

First, public-private ITO does produce specific process improvements in Mexico's public administration given its specific institutional context. Second, public value depends on the alignment between the characteristics of IT project activities and the attributes of outsourcing as a mode of governance. Third, process improvements moderate this relation. Fourth, relevant process improvements are identified on an empirical basis, showing the importance of institutional conditions in the determination of public value through interorganizational relationships in the public sector.

Practical implications

The authors suggest new roles for public managers as orchestrators of interorganizational relations, and specify the orientation relevant process improvements could take in a specific institutional context.

Originality/value

Through this study, it is possible to gain both theoretical and practical understanding of process improvements in public administrations to enhance public value.

Details

International Journal of Public Sector Management, vol. 34 no. 5
Type: Research Article
ISSN: 0951-3558

Keywords

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