Most of the current literature on healthcare operations management is focused on importing principles and methods from manufacturing. The evidence of success is scattered and nowhere near what has been achieved in other industries. This book develops the idea that the logic of production, and production systems in healthcare is significantly different. A line of thing that acknowledges the ingenious characteristics of health service production is developed. This book builds on a managerial segmentation of healthcare based on fundamental demand-supply constellations. Demand can be classified with the variables urgency, severity, and randomness. Supply is constrained by medical technology (accuracy of diagnostics, efficacy of therapies), patient health behavior (co-creation of health), and resource availability. Out of this emerge seven demand-supply-based operational types (DSO): prevention, emergencies, one-visit, electives, cure, care, and projects. Each of these have distinct managerial characteristics, such as time-perspective, level of co-creation, value proposition, revenue structure, productivity and other key performance indicators (KPI). The DSOs can be envisioned as platforms upon which clinical modules are attached. For example, any Emergency Department (ED) must be managed to deal with prioritization, time-windows, agitated patients, the necessity to save and stabilize, and variability in demand. Specific clinical assets and skill-sets are required for, say, massive trauma, strokes, cardiac events, or poisoning. While representing different specialties of clinical medicine they, when applied in the emergency – context, must conform to the demand-supply-based operating logic. A basic assumption in this book is that the perceived complexity of healthcare arises from the conflicting demands of the DSO and the clinical realms. The seven DSOs can neatly be juxtaposed on the much-used Business Model Canvas (BMC), which postulates the business model elements as value proposition; customer segments, channels and relations; key activities, resources and partners; the cost structure; and the revenue model.
This book presents a general conceptual framework to translate principles of system science and engineering to service design. Services are co-created immaterial, heterogeneous, and perishable state changes. A service system includes the intended benefit to the customer and the structure and processes that accomplish this benefit. The primary focus is on the part of the service system that can reproduce such processes, called here a Service Machine, and methodological guidelines on how to analyze and design them. While the benefit and the process are designed based on the domain knowledge of each respective field, service production systems have common properties. The Service Machine is a metaphor that elicits the fundamental characteristics of service systems that do something efficiently, quickly, or repeatedly for a defined end. A machine is an artifact designed for a purpose, has several parts, such as inputs, energy flows, processors, connectors, and motors assembled as per design specifications. In case of service machine, the components are various contracts assembled on contractual frames. The book discusses Emergency Medical Services (EMS) and Emergency Departments (ED) as cases. They illustrate that service machines need to be structured to adapt to the constraints of the served market acknowledging the fact that services are co-created through the integration of producers’ and customers’ resources. This book is highly recommended for those who are interested in understanding the fundamental concepts of designing service machines.
Most of the current literature on healthcare operations management is focused on importing principles and methods from manufacturing. The evidence of success is scattered and nowhere near what has been achieved in other industries. This book develops the idea that the logic of production, and production systems in healthcare is significantly different. A line of thing that acknowledges the ingenious characteristics of health service production is developed. This book builds on a managerial segmentation of healthcare based on fundamental demand-supply constellations. Demand can be classified with the variables urgency, severity, and randomness. Supply is constrained by medical technology (accuracy of diagnostics, efficacy of therapies), patient health behavior (co-creation of health), and resource availability. Out of this emerge seven demand-supply-based operational types (DSO): prevention, emergencies, one-visit, electives, cure, care, and projects. Each of these have distinct managerial characteristics, such as time-perspective, level of co-creation, value proposition, revenue structure, productivity and other key performance indicators (KPI). The DSOs can be envisioned as platforms upon which clinical modules are attached. For example, any Emergency Department (ED) must be managed to deal with prioritization, time-windows, agitated patients, the necessity to save and stabilize, and variability in demand. Specific clinical assets and skill-sets are required for, say, massive trauma, strokes, cardiac events, or poisoning. While representing different specialties of clinical medicine they, when applied in the emergency – context, must conform to the demand-supply-based operating logic. A basic assumption in this book is that the perceived complexity of healthcare arises from the conflicting demands of the DSO and the clinical realms. The seven DSOs can neatly be juxtaposed on the much-used Business Model Canvas (BMC), which postulates the business model elements as value proposition; customer segments, channels and relations; key activities, resources and partners; the cost structure; and the revenue model.
This book presents a general conceptual framework to translate principles of system science and engineering to service design. Services are co-created immaterial, heterogeneous, and perishable state changes. A service system includes the intended benefit to the customer and the structure and processes that accomplish this benefit. The primary focus is on the part of the service system that can reproduce such processes, called here a Service Machine, and methodological guidelines on how to analyze and design them. While the benefit and the process are designed based on the domain knowledge of each respective field, service production systems have common properties. The Service Machine is a metaphor that elicits the fundamental characteristics of service systems that do something efficiently, quickly, or repeatedly for a defined end. A machine is an artifact designed for a purpose, has several parts, such as inputs, energy flows, processors, connectors, and motors assembled as per design specifications. In case of service machine, the components are various contracts assembled on contractual frames. The book discusses Emergency Medical Services (EMS) and Emergency Departments (ED) as cases. They illustrate that service machines need to be structured to adapt to the constraints of the served market acknowledging the fact that services are co-created through the integration of producers’ and customers’ resources. This book is highly recommended for those who are interested in understanding the fundamental concepts of designing service machines.
A volume of essays by Mesoamerican scholars on topics ranging from Zapotec archaeology to Cuicatec irrigation and Mixtec codices to Aztec ethnohistory. Authors use a direct historical approach, the comparative method, or develop models that contribute to ethnological and archaeological theory. Contributors: J. Chance, G. Feinman, K.V. Flannery, F. Hicks, R. Hunt, M. Lind, J. Marcus, J. Monaghan, J. Paddock, E. Redmond, M. Romero Frizzi, M.E. Smith, C. Spencer, and J. Zeitlin.
Paul Vlaar s book very creatively combines three rich streams of research dealing with economic exchanges; and, in doing so, provides readers with new and important insights on trust, contracts and inter-organizational relationships (IORs). This is cross-disciplinary research at its best. Focusing on the independent and interdependent roles of contracts and trust in value creation and in value capture in IORs, Vlaar relies on solid quantitative and qualitative data to support his arguments. This book is must reading for scholars, managers and policy makers who are interested in these topics. Peter Smith Ring, Loyola Marymount University, US Paul Vlaar s Contracts and Trust in Alliances is one of the most creative contributions to the alliance literature in a very long time. Vlaar s discussion is informed by an unusually deep knowledge of the literature, and significantly pushes the research frontier by examining non-standard but crucial issues, notably how mutual understanding and recognition are preconditions for value discovery and creation. Nicolai Juul Foss, Copenhagen Business School, Denmark Paul Vlaar contends that strategic alliances and other forms of cooperation, such as buyer supplier relationships, joint ventures and offshoring initiatives, increasingly stand at the basis of competitive advantage. Although contracts and trust play a crucial role in such relationships, prior studies on both governance solutions are generally confined to single theories, paradigms and viewpoints. Drawing on an in-depth case study, survey data and conceptual developments, the author advances a more integrative framework. He probes issues such as: the tension between the need and the ability to contract trust and contracts as co-evolving and self-reinforcing phenomena contractual functions other than coordination and control dialectical tensions stemming from contract application standardization of contracting practices. By exploring these topics, the book offers novel perspectives on the role of trust in interorganizational relationships, shifting our attention and creation to the discovery of value by collaborating partners. The book offers novel perspectives on the role of contracts and trust in interorganizational relationships, shifting our attention from the creation and appropriation to the discovery of value by collaborating partners. The book will be useful for managers as well as practitioners interested in the governance and management of inter-organizational relationships. It will also be an important resource for academics and students interested in strategy, organization and organizational theory.
Drawing on a wide range of organizational examples, this book brings a new balance to assessing the role and impact of HRM. It looks at the core assumptions of an HRM perspective, and at what happens when organizations seek to implement HRM. The contributors show that there are a number of tensions and contradictions inherent in an HRM concept that raise central issues for practice. They demonstrate that HRM is one approach to employee management that will tend to prevail in certain contexts and conditions rather than universally. Specific themes include: HRM and competitive success; organizational culture and HRM; HRM, flexibility and decentralization; reward management and HRM; HRM, Just-in-Time manufacturing and new technology; HRM and trade unions; HRM as the management of managerial meaning.
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