Myth #4: The Healthcare System Can Be Fixed by Treating It More as a Business

Lega, Federico; Vendramini, Emanuele Antonio; Festa, Giuseppe; Coscioni, Enrico

doi:10.1007/978-3-319-53600-2_7

Cited by 8 publications

(4 citation statements)

References 28 publications

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“…In order to manage an enormous complexity, healthcare organizations need to move towards a new and more "social" model that combines public enterprise with a management system (Lega et al, 2018). This can be expressed in terms of the participation of individuals who are not only the final beneficiaries but also the agents of the creation of an IC.…”

Section: Innovation and Healthcarementioning

confidence: 99%

Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

Gravili

Manta

Cristofaro

et al. 2020

JIC

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PurposeThe aim of this paper is to analyze and measure the effects of intellectual capital (IC), i.e. human capital (HC), relational capital (RC) and structural capital (SC), on healthcare industry organizational performance and understanding the role of data analytics and big data (BD) in healthcare value creation (Wang et al., 2018). Through the assessment of determined variables specific for each component of IC, the paper identifies the guidelines and suggests propositions for a more efficient response in terms of services provided to citizens and, specifically, patients, as well as predicting effective strategies to improve the care management efficiency in terms of cost reduction.Design/methodology/approachThe study has a twofold approach: in the first part, the authors operated a systematic review of the academic literature aiming to enquire the relationship between IC, big data analytics (BDA) and healthcare system, which were also the descriptors employed. In the second part, the authors built an econometric model analyzed through panel data analysis, studying the relationship between IC, namely human, relational and structural capital indicators, and the performance of healthcare system in terms of performance. The study has been conducted on a sample of 28 European countries, notwithstanding the belonging to specific international or supranational bodies, between 2011 and 2016.FindingsThe paper proposes a data-driven model that presents new approach to IC assessment, extendable to other economic sectors beyond healthcare. It shows the existence of a positive impact (turning into a mathematical inverse relationship) of the human, relational and structural capital on the performance indicator, while the physical assets (i.e. the available beds in hospitals on total population) positively mediates the relationship, turning into a negative impact of non-IC related inputs on healthcare performance. The result is relevant in terms of managerial implications, enhancing the opportunity to highlight the crucial role of IC in the healthcare sector.Research limitations/implicationsThe relationship between IC indicators and performance could be employed in other sectors, disseminating new approaches in academic research. Through the establishment of a relationship between IC factors and performance, the authors implemented an approach in which healthcare organizations are active participants in their economic and social value creation. This challenges the views of knowledge sharing deeply held inside organizations by creating “new value” developed through a more collaborative and permeated approach in terms of knowledge spillovers. A limitation is given by a fragmented policymaking process which carries out different results in each country.Practical implicationsThe analysis provides interesting implications on multiple perspectives. The novelty of the study provides interesting implications for managers, practitioners and governmental bodies. A more efficient healthcare system could provide better results in terms of cost minimization and reduction of hospitalization period. Moreover, dissemination of new scientific knowledge and drivers of specialization enhances best practices sharing in the healthcare sector. On the other hand, an improvement in preventive medicine practices could help in reducing the overload of demand for curative treatments, on the perspective of sharply decreasing the avoidable deaths rate and improving societal standards.Originality/valueThe authors provide a new holistic framework on the relationship between IC, BDA and organizational performance in healthcare organizations through a systematic review approach and an empirical panel analysis at a multinational level, which is quite a novelty regarding the healthcare. There is little research focussed on healthcare industries' organizational performance, and, specifically, most of the research on IC in healthcare delivered results in terms of theoretical contribution and qualitative analyzes. The authors even contributed to analyze the healthcare industry in the light of the possible existence of synergies and networks among countries.

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Section: Innovation and Healthcarementioning

confidence: 99%

Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

Gravili

Manta

Cristofaro

et al. 2020

JIC

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“…Risk management systems for healthcare organisations have the inherent difficulty of measuring the outcome of health services, having to constantly address 'risky' situations (the likelihood of adverse events, economic evaluation of damages, the choice of the most appropriate treatment procedure, and so forth). Even from this perspective, it becomes increasingly more important in the organisational context to manage the cultural impact of risky situations and their related management from the points of view of the operator and the patient to properly 'integrate' risks in professional and corporate functioning (Lega et al, 2018).…”

Section: Managing Risk In Healthcare: a Cultural Perspectivementioning

confidence: 99%

Cultural approach to healthcare risk management - an Italian experience with look-alike, sound-alike drugs

Civitillo

Chouaibi

Chirico³

et al. 2021

IJMFA

Self Cite

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Risk management is fundamental in healthcare organisations at both the institutional (organisations) and sectorial (health) levels, not only as an operational technique but also as part of a managerial model. Thus, it is essential to highlight the strategic importance of the cultural impact, both clinically and financially, of correct risk integration between professional and organisational functioning. This research presents a case study of the Casa di Cura Tortorella S.p.a. (Salerno, Italy), which adopted a unique solution to handle logistical risks concerning medicines that have the potential to lead to dangerous confusions due to their similar names, dosages, packaging, and other elements (i.e., look-alike, sound-alike [LASA] drugs). Using the case study technique, the investigation highlights that the adoption of an operational mechanism for risk management, although useful, is limited if it is not supported by thorough training (for every operator) and a new organisational and cultural role, i.e., 'nursing team leaders', with responsibility for coordination and reporting, and has direct and indirect impacts on the financial performance of healthcare organisations.

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“…Bontis et al (2000) stated that “structural capital is the critical link that allows IC to be measured at the organizational level of analysis” (p. 92). Structural capital includes the complex elements through which business and social actors can meet to evaluate possible contact points and establish a willingness for future exchanges and transactions (Atalay and Anafarta, 2011; Festa et al , 2017; Lega et al , 2018).…”

Section: Literature Overview and Hypotheses Developmentmentioning

confidence: 99%

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

Fiano

Sorrentino

Caputo

et al. 2020

JIC

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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.

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Myth #4: The Healthcare System Can Be Fixed by Treating It More as a Business

Cited by 8 publications

References 28 publications

Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

Value that matters: intellectual capital and big data to assess performance in healthcare. An empirical analysis on the European context

Cultural approach to healthcare risk management - an Italian experience with look-alike, sound-alike drugs

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

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