Project Initiation for Telemedicine Services

2016 ◽  
pp. 1-24 ◽  
Author(s):  
Cynthia M. Lerouge ◽  
Bengisu Tulu ◽  
Suzanne Wood
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Business Model ◽  
Business Models ◽  
Technology Innovation ◽  
Healthcare Organizations ◽  
Data Set ◽  
Telemedicine Service ◽  
Service Line ◽  
Strategic Vision

This study investigates project initiation for telemedicine, a technology innovation in healthcare organizations that manifests both intra- and inter-organizational collaboration. Moving from a telemedicine project to a sustainable telemedicine service line can be a challenge for many organizations (LeRouge, Tulu, & Forducey, 2010). Project definition (a.k.a., initiation) sets the strategic vision for a project and has been categorized as the most important stage in a project (C. Gray & Larson, 2008) and a key element for project success (Stah-Le Cardinal & Marle, 2006). Although project management best practices have been applied in many domains, there are few studies that link published best practices to the telemedicine domain. This study first presents a model, resulting from a review of project management literature that specifies the recommended components project definition. Using this model as a foundation, the authors explore how project definition is deployed in the telemedicine domain, using the instantiation of telestroke projects for this study. The authors base their findings on a multi-case qualitative data set, with each case representing a distinct telemedicine business model. Findings from this study explicate how the telestroke project initiation process is collaboratively managed and how this process impacts the overall success of the telemedicine programs through the lens of the five distinct telemedicine business models. Specifically, this study contributes insights on key elements of project initiation in the telemedicine context as well as the effects of the varying business models (focusing on commonalities and differences).

Project Initiation for Telemedicine Services

2014 ◽  
Vol 9 (2) ◽  
pp. 64-85 ◽  
Author(s):  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Suzanne Wood
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Qualitative Data ◽  
Business Models ◽  
Healthcare Organizations ◽  
Data Set ◽  
Telemedicine Service ◽  
Service Line ◽  
Strategic Vision ◽  
Management Literature

This study investigates project initiation for telemedicine, a technology innovation in healthcare organizations that manifests both intra- and inter-organizational collaboration. Moving from a telemedicine project to a sustainable telemedicine service line can be a challenge for many organizations (LeRouge, Tulu, & Forducey, 2010). Project definition (a.k.a., initiation) sets the strategic vision for a project and has been categorized as the most important stage in a project (C. Gray & Larson, 2008) and a key element for project success (Stah-Le Cardinal & Marle, 2006). Although project management best practices have been applied in many domains, there are few studies that link published best practices to the telemedicine domain. This study first presents a model, resulting from a review of project management literature that specifies the recommended components project definition. Using this model as a foundation, the authors explore how project definition is deployed in the telemedicine domain, using the instantiation of telestroke projects for this study. The authors base their findings on a multi-case qualitative data set, with each case representing a distinct telemedicine business model. Findings from this study explicate how the telestroke project initiation process is collaboratively managed and how this process impacts the overall success of the telemedicine programs through the lens of the five distinct telemedicine business models. Specifically, this study contributes insights on key elements of project initiation in the telemedicine context as well as the effects of the varying business models (focusing on commonalities and differences).

scholarly journals Innovative Business Models in Tourism Industry

2019 ◽  
Author(s):  
Stavros Ioannis Valsamidis ◽  
Dimitrios Maditinos ◽  
Athanasios Mandilas
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Business Models ◽  
Swot Analysis ◽  
Previous Analysis ◽  
Tourism Industry ◽  
Expert Opinions

This study examines the business models of four emblematic Digital Disruptive Intermediaries (DDIs), Airbnb, TripAdvisor, Expedia and Booking.com. The sources are constituted mainly by surveys, articles and expert opinions which are the main argumentation sources. The best practices for an ideal business model in tourism industry through the analysis of the DDIs are the findings of the study. The main functions of the DDIs are Cataloguing, Reordering or filtering, Ranking and Recommending, Bundling, Sharing, Intent Casting, Channelling Actors, Pricing and Matching Actors. The originality of the paper derives from the SWOT analysis of the business models of the four well known DDIs. There is no previous analysis which evaluates the business models and discloses the main functions they perform.

Knowledge-driven business model innovation through the introduction of equity investment: evidence from China’s primary market

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jiali Zheng ◽  
Han Qiao ◽  
Xiumei Zhu ◽  
Shouyang Wang
Keyword(s):  
Business Model ◽  
Business Models ◽  
Learning Algorithm ◽  
Empirical Studies ◽  
Back Propagation ◽  
Back Propagation Neural Network ◽  
Business Model Innovation ◽  
Data Set ◽  
Equity Investment ◽  
Content Type

Purpose This study aims to explore the role of equity investment in knowledge-driven business model innovation (BMI) in context of open modes according to the evidence from China’s primary market. Design/methodology/approach Based on the database of China’s private market and data set of news clouds, the statistic approach is applied to explore and explain whether equity investment promotes knowledge-driven BMI. Machine learning method is also used to prove and predict the performance of such open innovation. Findings The results of logistic regression show that explanatory variables are significant, providing evidence that knowledge management (KM) promotes BMI through equity investment. By further using back propagation neural network, the classification learning algorithm estimates the possibility of BMI, which can be regarded as a score to quantify the performance of knowledge-driven BMI Research limitations/implications The quality of secondhand big data is not very ideal, and future empirical studies should use first-hand survey data. Practical implications This study provides new insights into the link between KM and BMI by highlighting the important roles of external investments in open modes. Social implications From the perspective of investment, the findings of this study suggest the importance for stakeholders to share knowledge and strategies for entrepreneurs to manage innovation. Originality/value The concepts and indicators related to business models are difficult to quantify currently, while this study provides feasible and practical methods to estimate knowledge-driven BMI with secondhand data from the primary market. The mechanism of knowledge and innovation bridged by the experience from investors is introduced and analyzed.

How small-medium enterprises leverage intangibles during recessions. Evidence from the Italian clothing industry

2014 ◽  
Vol 52 (8) ◽  
pp. 1491-1515 ◽  
Author(s):  
Marco Cucculelli ◽  
Cristina Bettinelli ◽  
Angelo Renoldi
Keyword(s):  
Business Model ◽  
Market Share ◽  
Business Models ◽  
Additional Data ◽  
Data Set ◽  
Content Type ◽  
Contingent Factor ◽  
Small Medium Enterprises ◽  
Medium Enterprises ◽  
The Relationship

Purpose – The purpose of this paper is to focus on how investments in research and development (R&D) and advertising affect the performance of small- and medium-sized enterprises (SMEs) during recessions. Design/methodology/approach – Contingency theory is applied to a data set of 376 Italian clothing SMEs during the period 2000-2010 to test whether investment in R&D and advertising impacts financial performance differently when contingent factors (such as market share, financial leverage and business model change) are taken into account. Findings – Empirical results confirm that market share and leverage moderate the effects of investments in R&D and advertising (i.e. intangibles) on performance, and also that changes in business models are an important contingent factor that explains performance. Specifically, the paper ascertains that a novelty-centered business model, together with investments in intangibles, positively affects performance during recessions. Originality/value – This study offers an input to the debate on how SMEs develop and sustain their competitive advantage during the recession. It contributes to existent theory by showing whether and how contingencies, such as a firm's market share and leverage, moderate the relationship between performance and investments in R&D and advertising in SMEs. Second, it addresses the call for additional data “about the strategic effects of business models and how they influence the positioning of firms in their competitive environment” (Amit and Zott, 2008, p. 20) by introducing business model change/innovation as a new contingency factor and by empirically testing its effects on “objective measures of firm performance” (Bock et al., 2012, p. 301).

Revisiting Project Definition/Initiation for Telemedicine Services

2020 ◽  
pp. 1215-1241
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

Integrating experiences into your business model: five approaches

2016 ◽  
Vol 44 (1) ◽  
pp. 3-10 ◽  
Author(s):  
B. Joseph Pine II ◽  
James Gilmore
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
New Technology ◽  
Experiential Marketing ◽  
Content Type ◽  
Economic Output ◽  
New Business ◽  
New Business Models

Purpose – In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises. Design/methodology/approach – The authors describe best practices for five approaches Five approaches are noteworthy: Experiential marketing (EM or XM). Digital experiences using the Internet and other electronic platforms to create new technology interfaces focused on the user experience (UX). The application of experience-staging to enhance interactions with customers. Experiences as a distinct economic offering. Designing transformational business models that allows the company to charge for the demonstrated outcomes customers achieve. Findings – Companies can innovate by recognizing trends in customer needs and aspirations that provide opportunities to develop business models that offer high value experiences or even customer transformations. Originality/value – To truly pursue experiences as a distinct form of economic output, companies must design a business model that involves charging for the time customers spend engaging with the business, such as an admission or membership fee of some sort.

scholarly journals Saudi Football Clubs Privatization Business Model

2019 ◽  
Vol 9 (3) ◽  
pp. 24
Author(s):  
Issam Tlemsani ◽  
Saleh Al Sarraf ◽  
Bader Alshowaier ◽  
Mosaed Alotaibi ◽  
Ahmad Al Semari
Keyword(s):  
Saudi Arabia ◽  
Business Model ◽  
Business Models ◽  
Kingdom Of Saudi Arabia ◽  
Strategic Vision ◽  
Football Clubs ◽  
Revenue Streams ◽  
Government Involvement ◽  
Manchester City ◽  
Best Fit

This research is an attempt to explore possible solutions to the privatization of Saudi football clubs. It examines the business models of legendary internationally renowned football clubs i.e. Barcelona, Arsenal, Manchester City, and Juventus in order to select the best fit business model to implement in the Kingdom of Saudi Arabia. The strategic vision of KSA’s 2030 is to privatize Saudi football clubs and detach them from any government involvement and make them financially independent like other successful international clubs. The purpose of this research is to provide a pathway to facilitate the Saudi Government’s 2030 vision to diversify the Saudi economy, generate income and to establish multiple revenue streams for Saudi football clubs, so they can be fully independent and not rely on any support from the government.In this research, we chose four successful international clubs; and analyze their business model. From there we chose the best fit business model that can be implemented into Saudi football clubs to start confidently when they privatize. 

Revisiting Project Definition/Initiation for Telemedicine Services

2018 ◽  
pp. 439-466
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

scholarly journals Antecedents to cognitive business model evaluation: a dynamic managerial capabilities perspective

2021 ◽  
Author(s):  
Tim Heubeck ◽  
Reinhard Meckl
Keyword(s):  
Social Capital ◽  
Business Model ◽  
Global Economy ◽  
Business Models ◽  
Strategic Change ◽  
Business Model Innovation ◽  
Data Set ◽  
Dynamic Managerial Capabilities ◽  
Human And Social Capital ◽  
Managerial Capabilities

AbstractThe increasing misalignment between the technological and economic domains in today’s digitalized global economy puts managers under constant pressure to redesign firms’ business models. Business model innovation has thus become a critical managerial challenge to develop and sustain competitive advantages. Building on the dynamic managerial capabilities perspective, we argue that managers are at the heart of strategic change through business model innovation. We hypothesize that decision-making regarding business model innovation is the outcome of how managers cognitively process information. We further reason that while managerial human capital and social capital reinforce each other, they also promote managers’ ability to consciously evaluate options for business model innovation. Our empirical study builds on a sample of firms operating primarily within the Industry 4.0 sector. The results significantly confirm managerial human and social capital as two crucial antecedents to cognitive business model innovation. Contrary to the literature, the data set does not show a significant positive relationship between managerial human and social capital. Our main contributions to the literature are twofold; from a methodological perspective, we are one of the first to construct a multidimensional measurement of dynamic managerial capabilities, while from a theoretical and practical perspective, our findings further underline the relevance of dynamic managerial capabilities for business model innovation. Finally, we discuss theoretical and practical implications and propose future avenues for research.

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