Minnig, Christoph
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Kooperation in der Gesundheitsbrache
Damit unterschiedliche Organisationen im Gesundheitswesen in Zukunft vermehrter zusammen-arbeiten, sind bewusste und offene Reflexions-, Entscheidungs- und Umsetzungsprozesse notwendig. Neben anderen fachlichen, sozialen und persönlichen Kompetenzen erhalten in Zukunft das individuelle und institutionelle Kooperationsbewusstsein und die Kooperationsfähigkeit einen wichtigen und zentralen Stellenwert. Von der Veränderung des dazu notwendigen Be-wusstseins, respektive der Entwicklung und Etablierung der konkreten Kooperationskompetenz, wird es in den kommenden Jahren letztendlich abhängen, ob wir im Gesundheitswesen Ideen wie jene der integrierten Versorgungssysteme, der Versorgungsketten, oder gar von Versor-gungsregionen bewusster aufgreifen und umsetzen oder ob wir uns weiterhin abschotten bzw. uns gar in Grabenkämpfe verwickeln lassen.
Branchen- und sektorenübergreifende Partnerschaften als neues Kooperationsmodell an der Schnittstelle zwischen Markt, Staat und Drittem Sektor
Open Innovation in Geographically bounded Organizational Fields: Recent developments in the pharmaceutical industry
Many companies have changed their strategy from closed to open innovation. Empirical investigations of open innovation reveal that an ideal-typical model rarely occurs in reality. The present study identifies various open innovation approaches and analyzes regional open innovation processes to contribute to the development of a theoretically based and empirically grounded analytic concept of the linkage between regional economies and corporate regional open innovation strategies. Therefore, we focus on proximity in the open innovation process, especially the cultural underpinning of interorganizational relationships. Open innovation researchhas often neglected these two aspects. A more network-based perspective on open innovation provides a clearer and more differentiated analytic framework for understanding relationships among economic, political, and scientific actors along the “wholeinnovation chain.” To expand the regional open innovation analytical framework, we investigate open innovation processes in the Basel region life sciences industry, where two large pharmaceutical companies have shaped the region and developed different open innovation strategies.We found that companies use different open innovation strategies related to spatial scales reflecting their awareness of proximity among actors and the socio-cultural underpinning of their interactions. The cultural underpinning seems to provide an important cornerstone of success in the partner interaction. Keywords - Open Innovation, Culture, Organizational fields. Cluster, Life sciences
Latent profiles of organizational and occupational commitment among nurses and their effects on employee well-being and health
Gemeinsam mehr und Neues schaffen. Versorgungsketten als Chance und Herausforderung im Gesundheitswesen
Die Idee der Versorgungskette wird in der Theorie oft und intensiv diskutiert. Trotzdem muss festgestellt werden, dass integrierte und aufeinander abgestimmte Versorgungssysteme oder Versorgungsketten in der Praxis des Gesundheitswesens immer noch die Ausnahme darstellen. In diesem Beitrag steht einerseits zur Diskussion, welche Hindernisse einer vermehrten Verwendung entgegenstehen und andererseits, welche Herausforderungen sich daraus für Organisationen und Management ergeben können.
Leadership in self-organized systems: squaring the circle or a new kind of responsibility?
Current changes in society, in particular globalization, demographic trends, and changes in the labourmarket, have far-reaching implications for how we live and work together. Common social problems, for instance, arebecoming more complex and new problematic situations continually arise. With cuts in the social sector and increasingdemands for efficiency and effectiveness, overall conditions are becoming worse. Faced with these developments, socialsecurity systems are increasingly pushed to the limit and are forced to redefine their areas of responsibility. In addition,we must take account the issue of crowding-out processes in the social sphere. Large, mostly internationally operatingenterprises for example are increasingly receiving performance contracts from governments in the areas of elderly careor immigrant services. It is also apparent that social service organizations are overloaded and that their establishedstructures and historically evolved market positions are eroding. In the current discussion, we have to find answers toat least two questions within the context of developing organizations:1. How should we build organizations so that they are able to withstand or handle these challenges?2. How can we define the role of leadership in these organizations?First, we will discuss the concept of responsibility. We will then describe the different challenges that organizationsface, particularly in the social sector. Based on Frederic Laloux’s (2014) model of “Evolutionary Organizations,” wewill present a critical discussion of the possibilities for responsible leadership that are available to organizations in thesocial sector.