1,720,984 research outputs found
Outsourcing in Sanità
No full textIl ricorso all’esternalizzazione si inquadra tradizionalmente in politiche di conte- nimento di costi e ricerca dell’efficienza da parte delle imprese, configurandolo come una pratica aziendale virtuosa, attraverso la quale si attua la gestione strate- gica dei processi aziendali. Di converso, nei settori di pubblica utilità, l’impiego di politiche di esternalizzazione ha dato luogo a dibattiti controversi. In particolare, per quanto riguarda la sanità pubblica, le scelte di esternalizzazione sono coerenti con una più generale trasformazione verso la managerializzazione delle aziende ospedaliere, non sempre e non da tutti giudicata positivamente.The outsourcing is part of traditional policies to lower costs and search efficiency by businesses, configuring it as a business practice aimed at value creation. By contrast, in public utilities, the use of outsourcing policies has given rise to controversial discussions. In particular, as regards public health, the choices of outsourcing are consistent with a more general transformation to managerialization of hospitals, and not always viewed positively by all
Caring More By Doing Less? An Enquiry About The Impacts Of Outsourcing On Patient Care
No full textThis study seeks to understand the potential impact of outsourcing on healthcare processes. By referring to a wider scope of industries and sectors, as they have been the experimental fields of most of the studies on outsourcing, we highlight the pros and cons of the externalization of activities related to patient care. Our purpose is to show and contextualize the (yet) ambiguous effects of relying on external partners in delivering services related to the health of patients. We argue that the seek for efficiency might sometimes hinder the global outcome of care; further we state that given the peculiar nature of the healthcare, outsourcing needs to be used within a wider strategic analysis of the activities. This study starts with a review of the literature on outsourcing strategies applied to healthcare sector and it also proposes an analytical model for decision-making. The main conclusion is that healthcare organizations should set up proper mechanisms for the governance of the overall transactions related to outsourcing in order to extend the span of control over the external providers as long as the effectiveness and the efficacy of the general outcome is not compromised. Both private and public health providers could benefit from a more reliable model for deciding on the span of their activities that can be outsourced
Tackling uncertainty through information sharing: an evidence from a digital business social network
No full textWhen birds of a feather don't flock together: Diversity and innovation outcomes in international R&D collaborations
No full textCollaboration is a key to success. Nonetheless, collaboration dynamics are affected by partner compatibility, which, in turn, is strongly affected by team member diversity. Studies on team diversity have shown significant variation in the magnitude, significance, and causal direction of the correlations. We examine how international R&D teams collaborate, investigating the impact of team diversity on innovation. We focus on institutional diversity to analyze how, together with the duration of the collaboration, it affects innovation outcomes. We argue that institutional diversity hampers effective knowledge sharing and negatively affects innovation outcomes. However, this negative effect is mitigated by the duration of the R&D collaboration. The longer the diverse actors collaborate, the more likely they are to overcome the barriers of institutional diversity and find effective modes of collaboration for knowledge transfer and innovation. We test our hypotheses in the context of 3658 clinical trial projects conducted between 2001 and 2015
Corrigendum to “Central positions and performance in the scientific community. Evidences from clinical research projects” [J. Bus. Res. 68(5) (2015) 1074–1081] (Journal of Business Research (2015) 68(5) (1074–1081), (S0148296314003397), (10.1016/j.jbusres.2014.10.009))
Full text linkCorrigendum text: Authors would like to correct an imprecise definition, with respect to the variables used in the paper. On page 1077, column 2, second paragraph, the definition of closeness centrality should read as: “Closeness centrality is the reciprocal of farness (Bavelas, 1950) and indicates how “close” a node is to all the other nodes within the network.” And not as reported in the article: “Closeness centrality is based upon “the frequency with which a point falls between pairs of other points on the shortest or geodesic paths connecting them” (Freeman, 1979).” While this has no effect on the article development, hypotheses or analyses, which are all based on the idea and measure of closeness centrality, the sentence wrongly reports the definition of betweenness centrality (Freeman, 1979)
Sustainability in Agribusiness. The Impact of Societal Challenges, Technological Advancements, and Development Goals
No full textReti strategiche: far leva sulla complementarità per uscire dai confini distrettuali
No full textNetwork relations are not a new phenomenon in the Italian industrial context: they are a distinctive trait of industrial districts. Nonetheless, it is necessary to redesign the traditional network model, and take into consideration that networks do not only emerge from proximity – as in the case of districts – but also strategically, across more complex and international markets, extracting value from relations. This article focuses on strategic networks – i.e. an aggregation resulting from joint projects – as empirical element capturing the theoretical concept of such network relations. More specifically, we use an original dataset composed by formal network contracts flourished in the area of Brescia, and we additionally compare it to the area of Lecco. We perform a descriptive analysis with the specific aim of understanding the development of this type of networks
Digitalization within food supply chains to prevent food waste. Drivers, barriers and collaboration practices
No full textFood supply chains increasingly rely on big-data management solutions to foster collaboration across the food supply chain and improve business performance. However, little is known about collaboration practices that actors on the digital food supply chain adopt to solve problems such as food waste, or about the drivers and barriers related to the digital transformation of the food supply chain. Most of food waste studies rely on quantitative analysis, which cannot reveal relevant details about the tensions and dynamics of collaboration. We conducted a qualitative study drawing on eighteen in-depth interviews - of managers of large multinational and local organizations covering different and relevant roles on the digital food supply chain - to investigate how organizational and food supply chain processes are affected by the digitalization of the operations along the food supply chain. By triangulating emerging findings with literature on supply chain management we discuss different views about collaborative practices for food waste prevention in the food supply chain and provide insights on how supply chain design and firms' operations have been re-conceptualized with the usage of digital technologies and on the institutional forces both limiting (barriers) and fostering (drivers) the diffusion of the digital food supply chain
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