Organisational Capabilities for Customer Participation in Health Care Service Innovation

Abstract

Health care customers are demanding a more active role in the provision and development of health care services, a position supported by government health care policy in Australia. However, many health care organisations lack an understanding of the capabilities required to respond to this increased participation from customers. This study applies dynamic capability theory through a lens of co-creation to identify organisational capabilities that support customer participation in health care service innovations. A qualitative approach using convergent interviews with health care CEOs and senior managers was undertaken. As a result, four categories of organisational capabilities were identified: customer activation, organisational activation, interaction capabilities, and learning agility. Despite acknowledging the need for these capabilities, most health care organisations perceived they had not developed the required skills and resources. This study provides an insight into the organisational capabilities managers seek to improve their customer participation in health care service innovation.

How do consumer leaders co-create value in mental health organisations?

“…11 The first major contribution of the present study is that it extends the application of the framework of service-dominant logic to activities that consumers may be able to be involved in at the organisational level to co-create value within mental health organisations. The findings of the present study, interpreted through the lens of service-dominant logic, suggest that value co-creation can occur within organisations that are providing leadership opportunities for consumers in organisational activities, including leadership roles on boards and as staff members.…”

“…1 Despite the consumer movement gaining some ground, this power difference is still evidenced in the way that the service provider chooses the means and degree to which consumers can participate with its organisation or processes. 11 Thus, it is the organisations that have the power of determining the extent of leadership or participation. This view was also put forward by consumer workers in an interview study about workforce issues in mental health services.…”

“…identifying and engaging consumers who want more active roles in service innovation). 11 The service-dominant logic framework has not yet been applied to consumers of health services co-creating service value in terms of leadership of organisations. However, research undertaken from the service-dominant logic perspective has addressed the added value from consumers influencing leadership of health organisations.…”

“…Findings from interviews with healthcare executives emphasise the importance of organisations responding to consumer feedback in a timely manner. 11 Timely and appropriate response to consumers' feedback is one way to ensure that consumer participation in the process represents co-created value and is not tokenistic. One aim of the present study was to better understand how consumer leadership could add value to mental health service provision.…”

Transformative Leadership and Contextual Change

“…Central to relational leadership is the recognition that leadership in novel value creation models is in relations. Sharma et al [24], writing on healthcare innovation, has also stipulated that leadership cannot be controlled by an individual: rather it must be interdependent leadership operating at all levels of an organization. This has been confirmed in a comparative analysis by Uruena et al [25].…”