Perspective of Business Models and Innovation for Sustainability Transition in Hospitals
Abstract
:1. Introduction
2. Materials and Methods
3. Literature Review
3.1. The Overview of the Peculiarities of the Business Models in the Hospital Context
3.2. Innovation under the Perspective of Business Models in the Hospital Context
- (i)
- organizational innovations (micro level) refer to the organizational structure in a general way, e.g., the implementation of quality control, work organization, and treatment protocols;
- (ii)
- service innovations (micro level) refer to changes in the way hospitals provide services to customers, e.g., the creation of support services to families of chronic diseases such as cancer and HIV-related diseases;
- (iii)
- technological innovations (meso level) refer to the adoption of all kinds of technologies, as equipment, materials, information systems, and biotechnology; and
- (iv)
- the social and cultural innovations (macro level) refer to culture and the sociology of work in hospitals, such as the development of training programs based on the solution of problems and the improvements in working conditions.
3.3. Sustainability Transitions
3.4. The Multiple-Level Perspective
4. Results
4.1. The Healthcare Business Model Innovations for Sustainability Transition
- Awareness—generate awareness of the chain in general for the need for actions to change sustainability;
- Culture of sustainable business models—create a centralized chain of business model development aimed at sustainability, and stimulate a chain for the sustainability of business models oriented towards updating actions for sustainability;
- Management of the initiative—create a new initiative, disseminate information on ongoing actions, keep informed, and inform the list of signatories;
- Innovation Management—develop management of ideas and innovations of the chain. It is treated in a systematic way, encompassing the strategy, resources, governance, organizational models, processes, and tools geared to a generation of organizational culture conducive to innovation;
- Involvement of external actors—Engage all actors, encourage the participation of industries, actions, and other forms of support.
4.2. Discussion
4.3. Implication
5. Conclusions
Author Contributions
Funding
Conflicts of Interest
References
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Authors | Concepts |
---|---|
Shafer et al. [16] Casadesus-Masanell and Ricart [17] | The business model is defined as representing the organizational fundamental strategic choices and logic to create and to capture value from a value network. The business model is the result of strategies chosen and implemented by the organization. |
Zott et al. [18] | The business model is the representation of the content, the structure, and the governance of transactions designed to create value by exploiting business opportunities. |
Osterwalder et al. [30] | The business model is the description of the value offered by the organization for one or several customer segments as well as the architecture of the organization and its network of partners for the creation, marketing, and distribution of this value and its relationship with capital to generate profitable and sustainable revenues. |
Timmers [34] | The business model can be defined as the structure for the flows of goods, services, and information, including descriptions: of the various business actors and their roles, of the potential benefits to the business, and of the sources of resources. |
Chesbrough and Rosenbloom [35] | The business model is the mediating construct between technology and economic value with an underlying cognitive role. |
Zott and Amit [36] | The business model can be defined as the structure, content, and regulation of the transactions between the organization and its exchange partners, that is, it represents the conceptualization of the transactional link pattern between the organization and its partners. |
Zott and Amit [37] | The business model can be defined as the structure, content, and management of transactions between the organization and its partners, defining the resulting links. |
Wikström et al. [38] | The business model describes the activities of the organization to deliver value to the customer. |
Amit and Zott [39] | The business model is the representation of the content, the structure, and the governance of the organizational transactions to identify business opportunities for value creation. |
Authors | Concept |
---|---|
Schumpeter [57] | Innovation is defined as a process characterized by the description of the present, termed and “creative destruction”,conceived through the introduction of a new good or new quality of a good, a new production booth, the opening of a new market, the conquest of a new source of raw material, or still the creation of a new form of organization. |
Hekkert and Negro [59] | Innovations in the organization are changes that impact the behavior of economic actors, whether at its external level (national, regional, and sectoral) or internal level. |
Freeman and Perez [60] | Innovation can be distinguished in categories in terms of the intensity of the modification in the organization. The importance of innovation raises questions about the ways of structuring the organization for innovation. |
Fussler and James [61] | Innovation is qualified as one of the five competitive criteria of the organization, which are aligned and integrated with generic competitive strategies. |
OECD [62] | Innovation is the implementation of a new or significantly improved product, process, marketing method, or organizational method in practices, business, workplace organization, or external relations. |
Christensen et al. [63] | Innovation can be disruptive that means the rupture of an old business model that changes the bases of competition. It aims to give rise to new markets and new business models by presenting more efficient solutions than the existing ones. |
Balan and Lindsay [64] | Innovation process requires specific conditions. The conditions are related to the ability to mobilize and to manage resources and routines to develop and to introduce of new products and services. |
Tidd et al. [65] | Innovation is a consequence of organizational processes aligned with the organizational strategies that generate projects for competitive advantage. |
Gallouj and Savona [66] | Innovation capacity is the ability of the organization to generate value to the customer through the development and introduction of new products and services or the reduction of costs induced by the process of value creation. |
Gunday et al. [67] | Innovation is considered to be evolution and new applications, with the aim of launching the novelty for the market. Innovation is of great commercial importance, because of its potential to increase the efficiency and profitability of the organization. Therefore, innovation plays a significant role in creating differences performance and competition between organizations, regions, and even countries. |
Business Model | Sustainability Transition | |
---|---|---|
Concept | The business model refers to the description of the value offered by the organization to its clients, as well as the architecture of the organization in relation to its network of partners for the creation, commercialization, and distribution of this value and its relationship with capital, to generate revenues profitable and sustainable | Sustainability transition involves a range of changes in different dimensions: technological, organizational, market, institutional, material, political, economic, and sociocultural, which create the necessary configurations for the construction of contexts that can be modified |
Key issues | * Lack of vision of organizations * Innovation is a driver of improvement * Positive impacts in the internal and external context * The doubt about whether the organizations are prepared to generate business models with a vision for sustainability | * Lack of vision of organizations * Innovation promotes sustainability transition * Results are always collective * The doubt about the issues for the organizations and society to further develop sustainability transition actions |
Wide scope | Internal and external contexts | Internal and external contexts |
Focus | Oriented to the business market, mainly in the exchanges between the parties of the supply chain | Aimed to the development of strategies for sociotechnical and sociocultural actions that promotes future sustainability |
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Lopes, C.M.; Scavarda, A.J.; Vaccaro, G.L.R.; Pohlmann, C.R.; Korzenowski, A.L. Perspective of Business Models and Innovation for Sustainability Transition in Hospitals. Sustainability 2019, 11, 5. https://doi.org/10.3390/su11010005
Lopes CM, Scavarda AJ, Vaccaro GLR, Pohlmann CR, Korzenowski AL. Perspective of Business Models and Innovation for Sustainability Transition in Hospitals. Sustainability. 2019; 11(1):5. https://doi.org/10.3390/su11010005
Chicago/Turabian StyleLopes, Catia Milena, Annibal José Scavarda, Guilherme Luís Roehe Vaccaro, Christopher Rosa Pohlmann, and André Luis Korzenowski. 2019. "Perspective of Business Models and Innovation for Sustainability Transition in Hospitals" Sustainability 11, no. 1: 5. https://doi.org/10.3390/su11010005
APA StyleLopes, C. M., Scavarda, A. J., Vaccaro, G. L. R., Pohlmann, C. R., & Korzenowski, A. L. (2019). Perspective of Business Models and Innovation for Sustainability Transition in Hospitals. Sustainability, 11(1), 5. https://doi.org/10.3390/su11010005