hh.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Who counts when health counts? A case-study of multi-stakeholder initiative to promote value-creation in Swedish healthcare
Medical Management Centre, Department of Learning, Informatics, Management and Ethics (LIME), Karolinska Institute, Stockholm, Sweden.ORCID iD: 0000-0001-6563-7721
Medical Management Centre, Department of Learning, Informatics, Management and Ethics (LIME), Karolinska Institute, Stockholm, Sweden.ORCID iD: 0000-0003-2836-903X
Medical Management Centre, Department of Learning, Informatics, Management and Ethics (LIME), Karolinska Institute, Stockholm, Sweden.
Medical Management Centre, Department of Learning, Informatics, Management and Ethics (LIME), Karolinska Institute, Stockholm, Sweden.
2022 (English)In: Health Services Management Research, ISSN 0951-4848, E-ISSN 1758-1044Article in journal (Refereed) Epub ahead of print
Abstract [en]

A European initiative to design a “medical information framework” conceptualised how multiple stakeholders join in collaborative networks to create innovations. It conveyed the ways in which value is created and captured by stakeholders. We applied those insights to analyse a multi-stakeholder initiative to promote improvement of Swedish healthcare. Our longitudinal case study covered totally fifty stakeholders involved in a national project, aiming at designing a system to support value-based evaluation and reimbursement. During the project the focus changed from reimbursement to benchmarking. Sophisticated case-mix adjusting algorithms were designed to make outcome comparisons valid and incorporated in a software platform enabling detailed analysis of eight patient groups across seven regional health authorities. Those were deliverables demonstrating value created. However, the project was unable to transfer the system into routine use in the regions, a failed value-capture. The initial success was promoted by collaborative processes in diagnosis-specific working groups of well-informed and engaged professionals. The change of focus away from reimbursement decreased the involvement among health authorities, leaving no centrally placed persons to push for implementation. It highlights the importance of health professionals as the key stakeholder, who has both the know-how instrumental to creating an innovation, and the local involvement guaranteeing its implementation.

Place, publisher, year, edition, pages
London: Sage Publications, 2022.
Keywords [en]
multi-stakeholder, innovations, collaboration, networks, health care, value-based healthcare
National Category
Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
URN: urn:nbn:se:hh:diva-47071DOI: 10.1177/09514848221100751OAI: oai:DiVA.org:hh-47071DiVA, id: diva2:1669455
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2012-1688Available from: 2022-06-14 Created: 2022-06-14 Last updated: 2022-06-21Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full text

Authority records

Savage, Carl

Search in DiVA

By author/editor
Tragl, LeonardSavage, Carl
In the same journal
Health Services Management Research
Health Care Service and Management, Health Policy and Services and Health Economy

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 31 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf