New growth platform framework for Swiss acute hospitals; an empirical study for the development of dynamic capabilities
Sažetak
Swiss health care is confronted with fundamental changes. On the one hand, there are increasing costs in patient treatments, caused by innovative technology with new high-capacity medical devices, and a lack of effectiveness and efficiency in the organisation of a hospital. On the other hand, hospitals do have decreasing revenues with the introduction of the new patient classification and tariff system DRG (Diagnosis Related Groups) by 2012. For every DRG, hospitals will receive a fixed price, separate from the actual costs of the patient treatment. In this paper it was explored the case of 13 successful Swiss private acute hospitals which are also confronted with these pressures to reduce their costs of patient treatment and therefore to optimise their processes of care. This research focuses on dynamic capabilitie of the hospitals. The research is started with the evaluation of new trends, key customers’ needs, and capabilities, with questionnaires for attending physicians and hospital managers. The NGP approach gives hospital managers the enough crucial information for a strategy formulation in fundamental changing environments, which is the key contribution of this manuscript.
Reference
Barney, J.B. (1986). Organizational culture: can it be a source of sustained competitive advantage? Academy of Management Review, 11(3):656–665.
Collis, D.J., & Rukstad, M.G. (2008). Can you say what your Strategy is? Harvard Business Review: 1-9.
Conant, J.S., Mokwa, M.P., & Varadarajan, P.R. (1990). Strategic types, distinctive marketing competencies and organisational performance: A multiple measures-based study. Strategic Management Journal, 11 (5): 365-383.
Eisenhardt, K.M., & Martin, J.A. (2000). Dynamic Capabilities: What are they? Strategic Management Journal, 21: 1105-1121.
Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E., & Tatham, R.L. (2006). Multivariate Data Analysis. 6th Edition. Upper Saddle River, NJ: Pearson/Prentice Hall.
Helfat, C.E., Finkelstein, S., Mitchell, W., Peteraf, M.A., Singh, H., Teece, D.J., & Winter, S.G. (2007). Dynamic Capabilities: Understanding Strategic Change in Organizations. Oxford: Blackwell Publishing.
Huber, G. & Power, D. (1985). Retrospective Reports of Strategic-level Managers: Guidelines for Increasing Their Accuracy. Research Notes, 6: 171-180.
Jager, C.J., Vos, S., Borgers, M., Harmsen, F., Brinkkemper, S., & Wijngaert, L., (2008). Controlling risk prior to offshore application development. Department of Information and Computing Sciences, Utrecht University, Technical Report UU-CS-2008-009, ISSN: 0924-3275.
Laurie, D.L., Doz, Y.L., & Sheer, C.P. (2006). Creating New Growth Platforms. Harvard Business Review, 84(5): 80-90.
Miles, R.E, & Snow, C.C. (2003). Organisational Strategy, Structure, and Process. 2nd edition. California: Stanford Business Books, University Press, Stanford.
Parks, D.M. (1988). Business Level Strategy, Competitive Forces, and Performance; an empirical study of mid-size manufacturing firms. Docoral dissertation, Texas A&M University.
Porter, M.E., & Teisberg, E.O. (2006). Redefining Health Care: Creating Value-Based Competition on Results. Boston: Harvard Business School Press.
Sirmon, D.G., Hitt, M.A., & Ireland, R.D. (2007). Managing firm resources in dynamic environments to create value: looking inside the black box. Academy of Management Review, 32(1): 273-292.
Teece, D.J., Pisano, G., & Shuen, A. (1997). Dynamic Capabilities and Strategic Management. Strategic Management Journal, 18(7): 509-533.
Tin, T.J. (2003). An empirical study of medium to large-sized companies in Singapore – Environment, Competency, Strategy types and Performance. Docoral dissertation, The Henley Management College, Brunel – The University of West London.
Winter, S.G. (2003). Understanding dynamic capabilities. Strategic Management Journal, 24(10): 991-995.
The Author wishes to submit the Work to SJM for publication. To enable SJM to publish the Work and to give effect to the parties’ intention set forth herein, they have agreed to cede the first right to publication and republication in the SJM Journal.
Cession
The Author hereby cedes to SJM, who accepts the cession, to the copyright in and to the paper.
The purpose of the cession is to enable SJM to publish the Work, as first publisher world-wide, and for republication in the SJM Journal, and to grant the right to others to publish the Work world-wide, for so long as such copyright subsists;
SJM shall be entitled to edit the work before publication, as it deems fit, subject to the Authors approval
The Author warrants to SJM that:
- the Author is the owner of the copyright in the Work, whether as author or as reassigned from the Author’s employee and that the Author is entitled to cede the copyright to SJM;
- the paper (or any of its part) is not submitted or accepted for publication in any other Journal;
- the Work is an original work created by the Author;
- the Author has not transferred, ceded, or assigned the copyright, or any part thereof, to any third party; or granted any third party a licence or other right to the copyright, which may affect or detract from the rights granted to SJM in terms of this agreement.
The Author hereby indemnifies the SJM as a body and its individual members, to the fullest extent permitted in law, against all or any claims which may arise consequent to the warranties set forth.
No monetary consideration shall be payable by SJM to the Author for the cession, but SJM shall clearly identify the Author as having produced the Work and ensure that due recognition is given to the Author in any publication of the Work.
Should SJM, in its sole discretion, elect not to publish the Work within 1 year after the date of this agreement, the cession shall lapse and be of no further effect. In such event the copyright shall revert to the Author and SJM shall not publish the Work, or any part thereof, without the Author’s prior written consent.