Dynamics and the Dynamism of Strategy in Inter-organizational Network—Research Project Assumptions

Sus, Aleksandra; Organa, Michał

doi:10.1007/978-3-030-30549-9_16

Cited by 4 publications

(11 citation statements)

References 34 publications

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“…Other integrated HN included, besides hospitals, different types of healthcare providers such as primary care and social care facilities in Canada ( Breton et al ., 2013 ), Italy ( Romiti et al ., 2018 ), Portugal ( Franco and Duarte, 2012 ), The Netherlands ( Van Der Schors et al ., 2021 ; de Regge et al ., 2019 ) and in the USA ( Spitzmueller et al ., 2020 ). Many multidisciplinary networks were organized according to the scope of services provision around specific high-priority health programmes (traumatology, mental health) ( Nicaise et al ., 2013 ), palliative care, chronic obstructive pulmonary disease (COPD) and oncology networks in Quebec ( Wankah et al ., 2018 ; Tremblay et al ., 2019 ) and in Poland ( Sus et al ., 2019 ) and maternal neonatal care in Tanzania ( Sequeira D’mello et al ., 2020 ).…”

Section: Resultsmentioning

confidence: 99%

“…Inter-organizational collaboration has proven to be beneficial in the development of joint strategic plans and the successful implementation of planned joint actions within HN ( Chu and Chiang, 2013 ; Sus et al ., 2019 ; Hyrkäs et al ., 2020 ; Van Der Schors et al ., 2021 ). Moreover, it has also proved appropriate in facilitating the development of strategic healthcare alliances and the expansion of networks to include other types of health facilities ( Bernardo et al ., 2012 ; Bagwell et al ., 2017 ; Cazin et al ., 2022 ; Vindrola-Padros et al ., 2022 ).…”

Section: Resultsmentioning

confidence: 99%

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Unravelling collaborative governance dynamics within healthcare networks: a scoping review

Belrhiti,

Bigdeli,

Lakhal

et al. 2024

Health Policy and Planning

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In many countries, healthcare systems suffer from fragmentation between hospitals and primary care. In response, many governments institutionalised healthcare networks (HN) to facilitate integration and efficient healthcare delivery. Despite potential benefits, the implementation of HN is often challenged by inefficient collaborative dynamics that result in delayed decision-making, lack of strategic alignment and lack of reciprocal trust between network members. Yet, limited attention has been paid to the collective dynamics, challenges, and enablers for effective inter-organisational collaborations. To consider these issues, we carried out a scoping review to identify the underlying processes for effective inter-organisational collaboration and the contextual conditions within which these processes are triggered. Following appropriate methodological guidance for scoping reviews (Arksey and O Malley, 2005), we searched four databases (PubMed (n=114), Web of Science (n=171), Google Scholar (n=153), and Scopus (n=52) and snowballing (n=22)). Thirty-seven papers addressing HN including hospitals were included. We used a framework synthesis informed by the (Emerson, 2011) collaborative governance framework to guide data extraction and analysis, while being sensitive to emergent themes. Our review showed the prominence of balancing between top-down and bottom-up decision-making (e.g., strategic versus steering committees), formal procedural arrangements, and strategic governing bodies in stimulating participative decision-making, collaboration, and sense of ownership. In a highly institutionalised context, the inter-organisational partnership is facilitated by pre-existing legal frameworks. HN are suitable for tackling wicked healthcare issues by mutualising resources, staff pooling and improved coordination. Overall performance depends on the capacity of partners for joint action, principled engagement and a closeness culture, trust relationships, shared commitment, distributed leadership, power sharing and interoperability of information systems. To promote effectiveness of HN, more bottom-up participative decision-making, formalisation of governance arrangement and building trust relationships are needed. Yet, there is still inconsistent evidence on the effectiveness of HN in improving health outcomes and quality of care.

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Section: Resultsmentioning

confidence: 99%

Section: Resultsmentioning

confidence: 99%

Unravelling collaborative governance dynamics within healthcare networks: a scoping review

Belrhiti,

Bigdeli,

Lakhal

et al. 2024

Health Policy and Planning

View full text Add to dashboard Cite

show abstract

“…In the case of communication regarding information technology, digitalization, the possessed amount of knowledge on a given topic, and thus the ability to acquire, understand and accept new content, does not necessarily correspond to the position held. It should be remembered that not only the position but also technical knowledge is important when receiving the communicated content [138]. In the case of an information technology message, knowledge may be structured differently from the traditional organizational hierarchy.…”

Section: Digital Strategies Communicationmentioning

confidence: 99%

“…To increase the effectiveness of the message, it is worth taking care of a kind of marketing of internal information channels. When using a given channel is associated with a specific reward, the chance of reaching the recipient with an important message increase [138]. It is worth remembering that it is not enough to broadcast information through multiple channels; they must also be credible and accepted by the recipients, so it is worth using for such communication also those channels that are not necessarily official, but by finding acceptance among the recipients, they increase the effectiveness of the message (blogs, cloud, social media posts, Instagram, Facebook, YouTube, etc.)…”

Section: Digital Strategies Communicationmentioning

confidence: 99%

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

et al. 2021

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Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.

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“…However, the public sector has also been severely affected. The observations of the authors of the article and the research work conducted by the interorganizational oncology network [2][3][4][5][6], the beginning of which dates back to 2019 (the pre-pandemic period), led to several conclusions. These conclusions formed the basis for the research assumptions adopted in this article: i.…”

Section: Introductionmentioning

confidence: 99%

Effectiveness of Network Relations in Poland during the Economic Crisis Caused by COVID-19: Interorganizational Network Viewpoints

Sus¹,

Organa

Hołub-Iwan³

2023

IJERPH

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The global pandemic triggered by the SARS-CoV-2 virus has caused marked changes in the economic landscape in essentially every branch of the economy. The pandemic has disordered lives across all countries in the world and also affected the public sector in interesting ways. Our empirical research, of which selected elements are presented in this paper, was conducted under pandemic conditions. This paper aims to identify the relationships between selected distinguishing features of the oncological interorganizational network (exchange, engagement, reciprocity) and determine their effectiveness under the conditions of the economic crisis caused by the COVID-19 pandemic. A side thread, which concludes the article, is the introduction of the category “economic virus” into management terminology; i.e., a set of factors causing economic crises with a microbiological genesis. Of particular importance are considerations regarding the uncertainty of the length and depth of the health crisis-related economic effects in financial markets and corporate decision making.

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Dynamics and the Dynamism of Strategy in Inter-organizational Network—Research Project Assumptions

Cited by 4 publications

References 34 publications

Unravelling collaborative governance dynamics within healthcare networks: a scoping review

Unravelling collaborative governance dynamics within healthcare networks: a scoping review

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

Effectiveness of Network Relations in Poland during the Economic Crisis Caused by COVID-19: Interorganizational Network Viewpoints

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