scholarly journals Value for all? Dynamics of partnership formation in occupational healthcare collaboration

2021 ◽  
Vol 13 (3) ◽  
Author(s):  
Anna-Aurora Kork ◽  
Inka Koskela ◽  
Merja Turpeinen
Keyword(s):  
Occupational Health ◽  
Value Creation ◽  
Developmental Process ◽  
Interorganizational Relationships ◽  
Well Being ◽  
Longitudinal Case Study ◽  
Partnership Formation ◽  
Cooperative Partnership ◽  
Occupational Healthcare

Interorganizational relationships take advantages of surrounding networks to create value. However, there is little processual understanding of how cooperative partnerships ‘work’ in healthcare collaboration. From the value creation perspective, their mobilization, management and maintenance are challenging. To understand the value of cooperative partnerships, we explore the dynamics of partnership formation in occupational healthcare collaboration. The empirical data is based on a two-year qualitative case study examining e-value co-creation in healthcare. The research data was obtained through a participatory action research method. We facilitated and followed up a developmental process of the partnership between an occupational health service company and its customer organization. This partnership aimed to add strategic value through the co-creation method to improve the well-being of employees and to promote eHealth solutions. In analyzing the data, we adopted a process orientation that allowed us to explore dynamics in partnership formation and its e-value co-creation. We used Ring and Van de Ven’s [1] framework to examine how cooperative interorganizational relationship develops through the stages of negotiation, commitment and execution. Our longitudinal case study analysis reveals how interaction, mutual sensemaking and institutional logics affect partnership and its value creation. The results show that the formation of a cooperative partnership is a challenging inter-organizational learning process. Our study demonstrates three tensions characterizing the dynamics of partnership: asymmetrical roles and positions between partners (customer and service provider) in co-creation, exploitation of institutionalized practices versus the exploration of new methods for collaboration, and tradeoffs between the operational logic and the co-creation logic. To create value for all in cooperative partnership, we emphasize the necessity of dialogue, mutual trust, interorganizational learning and processual feedback of accomplishments. At its best, cooperative partnership in healthcare collaboration can challenge existing practices of service provision and develop new concepts, roles and tools to promote health and well-being at workplaces through co-creation as a working method in occupational health collaboration.

Developing dementia: The existential experience of the quality of life with young-onset dementia – A longitudinal case study

Dementia ◽  
2018 ◽  
Vol 19 (3) ◽  
pp. 878-893 ◽  
Author(s):  
Kirsten Thorsen ◽  
Marcia Cristina Nascimento Dourado ◽  
Aud Johannessen
Keyword(s):  
Quality Of Life ◽  
Well Being ◽  
Single Individual ◽  
Longitudinal Case Study ◽  
Young Onset ◽  
People With Dementia ◽  
Treatment Support ◽  
Young Onset Dementia

BackgroundCognition and the ability to take care of daily activities and oneself gradually declines among people with dementia. Studies are scarce, especially regarding how people with young-onset dementia (YOD) (<65 years) experience the quality of their lives with the progression of dementia. People with dementia living alone face special challenges.AimTo examine the experience of the quality of life with YOD as a single person.MethodThe study presents a longitudinal case study with in-depth interviews exploring the experiences of a person with YOD. Individual interviews were conducted seven times over a period of three years from 2014 to 2017.FindingsWe examined if and how seven themes concerning the quality of life and well-being were fruitful for understanding the experiences of dementia in the everyday life of a single individual. The study explored needs and challenges during the development of dementia, and how the person reacted over time, set in context. The themes significant for well-being are: identity, connectedness, security, autonomy, meaning, growth and joy.ConclusionThe study shows how treatment, support, and services must be individualized when dementia develops in order to support identity, resources and mastering capacity, and promote well-being.

Design thinking: breaking fixation for new relationships between organizations

2017 ◽  
Vol 38 (6) ◽  
pp. 20-30 ◽  
Author(s):  
Mark Lewis ◽  
Scott Hayward ◽  
Rob Hornyak
Keyword(s):  
Value Creation ◽  
Design Thinking ◽  
Single Case ◽  
Interorganizational Relationships ◽  
Real Life ◽  
Human Cognition ◽  
Social Implications ◽  
Brick Wall ◽  
Content Type

Purpose The purpose of this paper is to show how design thinking can be a useful approach for helping interorganizational partnerships create higher levels of value creation for both parties. By integrating concepts related to human cognition, contracts and performance, the authors show how interorganizational relationships often hit a brick wall. The authors show how they can break through such obstacles in a systematic way using design thinking. Design/methodology/approach The authors anchor their conceptual and prescriptive advice in a real-life case study between a large logistics company and a global technology firm. The case study was conducted over a multiyear period with many sources of data collected: interview data, observational, participant observation, archival presentations, etc. Findings The authors show the factors that lead to rigidity in interorganizational relationships over time, and the cycle of confirmation and exploitation that truly squeezes the life out of relationships if firms are not careful. They offer a prescriptive approach for addressing this issue that should be valuable for many firms across the globe. Research limitations/implications The study is based on a single-case study, so generalizability is always an issue. However, we think that most practicing managers who have been involved (in any way) with managing an interorganizational relationship will attest to the fact that they often experience the patterns that the authors illuminate in their study. Practical implications By applying the design thinking methodology within the context of interorganizational relationships, managers will help their firms break fixation and enter entirely new plateaus of value creation for both firms. Social implications The world of work occurs through partnerships and relationships, companies rarely “go it alone”. Thus, developing the capacities in managers to continuously assess relationship efficacy, break from inertia and discover new ways of creating value will lead to positive social implications. Additionally, the design thinking methodology is based on developing empathy for others, and the authors would argue that such capabilities are sorely needed in this world. Originality/value There is a lot of work on interorganizational partnerships, but an absence of help for practicing managers on how to make such relationships great. Grounded in a real-life case study, this paper provides practical contributions to those currently managing such relationships.

scholarly journals What Happens to a Nursing Home Chain When Private Equity Takes Over? A Longitudinal Case Study

2017 ◽  
Vol 54 ◽  
pp. 004695801774276 ◽  
Author(s):  
Aline Bos ◽  
Charlene Harrington
Keyword(s):  
Nursing Home ◽  
Quantitative Data ◽  
Private Equity ◽  
Well Being ◽  
Data Sources ◽  
Investment Strategies ◽  
Longitudinal Case Study ◽  
Qualitative And Quantitative ◽  
Staffing Levels

We analyzed what happens to a nursing home chain when private equity takes over, with regard to strategy, financial performance, and resident well-being. We conducted a longitudinal (2000-2012) case study of a large nursing home chain that triangulated qualitative and quantitative data from 5 different data sources. Results show that private equity owners continued and reinforced several strategies that were already put in place before the takeover, including a focus on keeping staffing levels low; the new owners added restructuring, rebranding, and investment strategies such as establishing new companies, where the nursing home chain served as an essential “launch customer.”

Intellectual Capital dynamics: seeing them “in practice” through a temporal lens

VINE ◽  
2015 ◽  
Vol 45 (1) ◽  
pp. 46-66 ◽  
Author(s):  
Marco Giuliani
Keyword(s):  
Intellectual Capital ◽  
Value Creation ◽  
Design Methodology ◽  
Participant Observation ◽  
Longitudinal Case Study ◽  
Content Type ◽  
Changes Over Time ◽  
Over Time

Purpose – The purpose of this study is to observe Intellectual Capital (IC) dynamics “in practice” through a temporal lens by considering IC as an on-going process, and thus taking into consideration its life cycle and how it changes over time. Design/methodology/approach – A longitudinal case study has been investigated by adopting a participant observation approach to understand how the dynamics of IC are understood in practice. Findings – This study spotlights three main conceptions of IC dynamics (value creation, IC activities and organizational change) which, although generally proposed in literature as separable concepts, do co-exist and interact, in practice as is reflected in the related managerial tools. Research limitations/implications – The main limitations of this study are twofold. The first is related to the methodology adopted and in particular, to the participant observation approach. The second is related to the specifics of the case study undertaken. This paper contributes to the literature on “Intellectual Capital in action” and “Intellectual Capital in practice” by enriching the understanding of IC dynamics. Originality/value – By comparison to the extant literature in which the IC dynamics concepts are considered separately, this study combines the three different concepts and examines them in vivo, adopting a longitudinal perspective.

EXPRESS: Capabilities for Value Co-Creation and Value Capture in Emergent Platform Ecosystems: A Longitudinal Case Study of SAP’s Cloud Platform

2021 ◽  
pp. 026839622110237
Author(s):  
Maximilian Schreieck ◽  
Manuel Wiesche ◽  
Helmut Krcmar
Keyword(s):  
Value Creation ◽  
Landscape Management ◽  
Third Party ◽  
Organizational Capabilities ◽  
Cloud Platform ◽  
Longitudinal Case Study ◽  
Value Capture ◽  
Wide Range ◽  
Platform Ecosystems

Companies across industries are shifting toward a platform ecosystem strategy. By leveraging cloud computing technologies, companies aim to benefit from collaboration with a wide range of third-party developers within emergent platform ecosystems. To succeed, these companies need to develop new organizational capabilities to co-create and capture value in platform ecosystems. To understand what capabilities are crucial to establish platform ecosystems and how they contribute to value co-creation and value capture, we conducted a multi-year, in-depth case study of SAP’s cloud platform project. We identified (1) technology-related capabilities (cloud-based platformization, open IT landscape management) and (2) relationship-driven capabilities (ecosystem orchestration, platform evangelism, platform co-selling) and illustrate how these capabilities help the platform owner to enable and balance value co-creation and value capture in an emergent platform ecosystem. With our findings, we contribute to the discussion on how companies can overcome the challenging emergent phase of platform ecosystems. We thereby bridge literature on value creation in platform ecosystems and on organizational capabilities. Though we conducted our study in the context of the enterprise software industry, we discuss how our findings apply to prospective platform owners from different contexts.

The Business Initiative for Technical Education (BITE)

2019 ◽  
Vol 29 (1) ◽  
pp. 8-25
Author(s):  
Jose M. Alcaraz ◽  
Rodolfo Hollander ◽  
Agustín Navarra
Keyword(s):  
Value Creation ◽  
Value Chain ◽  
Technical Education ◽  
Private Investment ◽  
Economic Benefits ◽  
Shared Value ◽  
Longitudinal Case Study ◽  
Local Cluster ◽  
Content Type

Purpose This paper aims to explore the creation of shared value (Porter and Kramer, 2011) through technical education by analyzing key events and factors associated with the midsize firm IMCA and the Business Initiative for Technical Education (BITE), a private-public alliance in the Dominican Republic. Design/methodology/approach The paper results from a five-year longitudinal case study that included an embedded participant (the third author of the paper) and was based on structured and unstructured interviews, observations and multiple archival records. Thematic and content analyses were applied to most of these sources. Findings IMCA’s staffing needs and search for a solid competitive strategy (one dependent on qualified technicians able to provide multiple services) was the original driver of BITE. The Initiative managed to enlist a formidable alliance of stakeholders, engaged in systemic, bottom-up, “small wins” approaches that targeted not only contents but also pedagogies that transformed multiple polytechnic schools. The initiative has resulted in significant corporate economic benefits and is currently altering fundamental aspects of the technical education of an entire nation. Research limitations/implications The research upon which the paper is based consists of a longitudinal case study comprising the years 2011-2015. BITE is a long-term project of which only the first stages have taken place. Originality/value The paper focuses specifically on two modalities of shared value creation: productivity in the value chain and local cluster development. It expands the understanding of important issues around shared value creation through private investment in (technical) education, particularly around the following dimensions: curricular and pedagogical transformation, stakeholder engagement and place/time scale. Insights may be of particular relevance for developing regions with significant educational needs.

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