Abstract
This chapter examines the characteristics of intelligent healthcare organisations. We propose that an intelligent organisation is able to operate interactively at the boundaries between different organisations and institutions. This view holds that an intelligent organisation shares its expertise and cross-social and healthcare professional silos, learns from mistakes, has unlearning capabilities and acts adaptively in relation to changes in the operating environment. This means that the existing and classical organisation theories do not suffice anymore. This chapter discusses the need for a new interpretation of organisational theories from the perspective of intelligence with special emphasis on research discussion concerning the crossing of organisational interfaces. We also discuss the role of isomorphic mechanisms in the field of healthcare: this view holds that healthcare organisations are becoming more and more homogeneous. In addition, we incorporate the concept of ‘service space’ into the development of intelligence in the field of healthcare organisations, developed and theorised by the authors in our earlier publications. To briefly formulate this concept, we understand a ‘service space’ as a space of relations and networks of service providers, embedded as integral parts in service (eco)systems, among agencies (personal, organisational) acting through communication (flows), utilising the possibilities of ubiquitous technologies and providing customer-driven services by deploying service-dominant logic. This chapter puts the healthcare organisations at the heart of the emerging service systems. This perspective includes the idea that intelligent organisations and service systems strengthen their legitimacy only if they take seriously the role of service users, patients and citizens in various forms of co-creation and co-production of services. The concrete topics of this chapter include the rise and fall of classical organisation theories, the evolution of ‘service space’ and the new challenges for public management leadership theories and service-dominant logic—putting service users at the heart of service planning and implementation. These topics highlight the transformation from co-production to co-creation and beyond, patient-centred service models and processes as well as the role of organisation’s development activities in enhancing organisational intelligence.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsReferences
Alam I (2006) Removing the fuzziness from the fuzzy front-end of service innovations through customer interactions. Ind Mark Manag 35(4):468–480
Alam I, Perry C (2002) A customer-oriented new service development process. J Serv Mark 16(6):515–534
Alvesson M, Spicer A (2016) The stupidity paradox. The power and pitfalls of functional stupidity at work. Profile Books, London
Argyris C (1993) Knowledge for action: a guide to overcoming barriers to organizational change. Jossey-Bass, San Francisco
Argyris C (2010) Organizational traps. Leadership, culture, organizational design. Oxford University Press, Oxford
Bell D (1973) The coming of post-industrial society. A venture in social forecasting. Basic Books, New York
Billis D (ed) (2010) Hybrid organizations and the third sector. Palgrave MacMillan, London
Bogers M, Afuah A, Bastian B (2010) Users as innovators: a review, critique, and future research directions. J Manag 36(4):857–875
Bouckaert G, Halligan J (2008) Managing performance: international comparisons. Routledge, London
Bourdieu P (1984) Distinction. A social critique of the judgement of taste. Harvard University Press, Cambridge, MA
Bourdieu P (2000) Pascalian meditations. Polity Press, Cambridge
Bourdieu P, Wacquant LJD (1992) An invitation to reflexive sociology. The University of Chigaco, Chicago
Bovard T (2007) Beyond engagement and participation – user and community co-production of public services. Public Adm Rev 67(5):846–860
Brodie RJ, Glynn MS, Little V (2006) The service brand and the service-dominant logic: missing fundamental premise or the need for stronger theory? Mark Theory 6(3):363–379
Brynjolfsson E, McAfee A (2014) The second machine age. Work, progress and prosperity in a time of brilliant technologies. W.W. Norton, New York
Cameron CR, Sirianne C (eds) (1996) Working in the service society. Temple University Press, Philadelphia
Checkland PB (1981) Systems thinking, systems practice. Wiley, Chichester
Chesbrough H (2006) Open innovation. The new imperative for creating and profiting from technology. Harvard Business Review Press, Boston, MA
Chesbrough H, Vanhaverbeke W, West J (2008) Open innovation: researching a new paradigm. Oxford University Press, Oxford
Chia R (2003) Organization theory as a postmodern science. In: Tsoukas H, Knudsen C (eds) The Oxford handbook of organization theory. Meta-theoretical perspectives. Oxford University Press, Oxford, pp 113–140
Cook LS, Bowen DE, Chase RB, Dasu S, Stewart DM, Tansik DA (2002) Human issues in service design. J Oper Manag 20(2):159–174
Currie C, White L (2012) Inter-professional barriers and knowledge brokering in an organizational context: the case of healthcare. Organization 33(10):1333–1361
DiMaggio PJ, Powell WW (2012) The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. In: Calhoun C et al (eds) Contemporary sociological theory. Wiley, Chichester, pp 175–192 (Originally published in 1983)
Djellal F, Gallouj F, Miles I (2013) Two decades of research on innovation in services: which place for public services? Struct Chang Econ Dyn 27(4):98–117
Doz Y, Kosonen M (2010) Embedding strategic agility: a leadership agenda for accelerating business model renewal. Long Range Plan 43(2–3):370–382
Durand R, Vergne JP (2013) The pirate organization. Lessons from the fringes of capitalism. Harvard Business Review Press, Boston, MA
Ellis K, Davis A, Rummery K (1999) Needs assessment, street-level bureaucracy and the new community care. Soc Policy Adm 33(3):262–280
Evans T, Harris J (2004) Street-level bureaucracy, social work and the (exaggerated) death of discretion. Br J Soc Work 34(6):871–895
Fernandez S, Pitts DW (2007) Under what conditions do public managers favor and pursue organizational change? Am Rev Public Adm 37(3):324–341
Fernandez S, Rainey HG (2006) Managing successful organizational change in the public sector. Public Adm Rev 66(2):168–176
Fernandez S, Choo YJ, Perry JL (2010) Exploring the link between integrated leadership and public sector performance. Leadersh Q 21(2):308–323
Fournier M (2013) Émile Durkheim: a biography. Polity Press, Cambridge
Furco A, Billig SH (eds) (2001) Service learning: the essence of the pedagogy. Information Age Publishing, New York
Grönroos C (2011) Value co-creation in service logic: a critical analysis. Mark Theory 11(3):279–301
Haveri A (2008) Evaluation of change in local governance. The rhetoric wall and the politics of images. Evaluation 14(2):139–153
Hilgers M, Mangez E (eds) (2015) Bourdieu’s theory of social fields. Concepts and applications’. Routledge, New York
Hood C (1991) A public management for all seasons? Public Adm 69(1):3–19
Hupe P, Buffat A (2014) A public service gap. Capturing contexts in a comparative approach of street level bureaucracy. Public Manag Rev 16(4):548–569
Ikeda N, Saito E, Inoue M, Ikeda S, Satoh T, Wada K, Stickley A, Katanoda K, Mizoue T, Noda M, Iso H, Fujino Y, Sobue T, Tsugane S, Naghavi M, Ezatti M, Shibuya K (2011) What has made the population of Japan healthy? Lancet 378(9796):1094–1105
Jansson A, Parding K (2011) Changed governance of public sector organisations – challenged conditions for intra-professional relations? Int J Public Sect Manag 24(3):177–186
Kaivo-oja J, Virtanen P, Jalonen H, Stenvall J (2015) The effects of the internet of things and big data to organizations and their knowledge management practices. In: Luden L et al (eds) Knowledge management in organizations, vol 224. Springer, Heidelberg, pp 495–513
Kaivo-oja J, Virtanen P, Stenvall J, Jalonen H, Wallin J (2016) Future prospects for knowledge management in the field of health. KMO 2016. In: Proceedings of the 11th international knowledge management in organizations, Article no. 40. https://doi.org/10.1145/2925995.2926006, ACM, New York. http://dl.acm.org/icps.cfm
Kodner D (2009) All together now: a conceptual exploration of integrated care. Healthc Q 13(4):6–15
Kolb D (1984) Experimental learning: experience as the source of learning and development. Prentice Hall, Englewood Cliffs
Koppell JGS (2005) Pathologies of accountability: ICANN and the challenge of “multiple accountabilities disorder”. Public Adm Rev 65(1):94–108
Kurkela K, Virtanen P, Stenvall J, Tuurnas S (2016) Älykäs kokeilu- ja kehittämistoiminta kunnissa. Kuntien kokeilutoiminta älykkäiden kokonaisratkaisujen mahdollistajana. Loppuraportti (available in Finnish, Experiment and development activities in municipalities. Experimenting facilitating integrated intelligent solutions in municipalities. Final report.) Acta No. 263. The Association of Finnish Local and Regional Authorities, University of Tampere, Helsinki
Larsen P, Tonge R, Lewis A (2007) Strategic planning and design in the service sector. Manag Decis 45(2):180–195
Lipsky M (1980) Street-level bureaucracy. Dilemmas of individual in public service. Russell Sage Foundation, New York
Lyngsø AM, Godtfredsen NS, Høst D, Frølich A (2014) Instruments to assess integrated care: a systematic review. Int J Integr Care 14(3):1–15
Maglio P, Breidbach C (2014) Service science: toward systematic service system innovation. In: Newman A, Leung J (eds) Bridging data and decision. Tutorials in operations research, pp 161–170. http://pubsonline.informs.org/doi/book/10.1287/educ.2014
Maglio P, Spohrer J (2013) A service science perspective on business model innovation. Ind Mark Manag 42(5):665–670
March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87
Matthing J, Kristensson P, Gustafsson A, Parasuraman A (2006) Developing successful technology-based services: the issue of identifying and involving innovative users. J Serv Mark 20(5):288–297
Michel S, Brown SW, Gallan AS (2008) Service-logic innovations: how to innovate customers, not products. Calif Manag Rev 50(3):49–65
Molin MD, Masella C (2016) From fragmentation to comprehensiveness in network governance. Public Organ Rev 16(4):493–508
Nonaka I, Hirose A, Takeda Y (2016) Meso-foundations of dynamic capabilities: team-level synthesis and distributed leadership as the source of dynamic creativity. Glob Strateg J 6(3):168–182
Normann R (1995) Service management: strategy and leadership in service business. Wiley, New York
North DC (2005) Understanding the process of economic change. Princeton University Press, Princetown, NJ
Osborne S (2010) Introduction. The (new) public governance: a suitable case for treatment? In: Osborne S (ed) The new public governance? Routledge, London, pp 1–16
Osborne S, Radnon Z, Nasi G (2013) A new theory for public service management? Towards a (public) service-dominant approach. Am Rev Public Adm 43(2):135–158
Pestoff V (2012) Co-production and third sector social services in Europe: some crucial conceptual issues. In: Pestoff V, Brandsen T, Vershuere B (eds) New public governance, the third sector and co-production. Routledge, London, pp 13–34
Pollitt C, Bouckaert G (2011) Public management reform: a comparative analysis. New public management, governance and the neo-Weberian state. Oxford University Press, Oxford
Praetorius T, Becker MC (2016) How to achieve care coordination inside health care organizations: insights from organization theory on coordination in theory and in actio. Int J Care Coord. Published online on 2.3.2016, https://doi.org/10.1177/2053434516634115
Prahalad CK, Ramaswamy V (2004) The future of competition. Co-creating unique value with customers. Harvard Business School Press, Boston
Pugh DS (2007) Introduction to the fifth edition. In: Pugh DS (ed) Organization theory. Classic readings. Penguin Books, London, pp xi–xiii
Rashman L, Withers E, Hartley J (2009) Organizational learning and knowledge in public service organizations: a systematic review of the literature. Int J Manag Rev 11(4):463–494
Saks M (2013) Regulating the English healthcare professions: zoos, circuses or safari parks? J Prof Organ. Published online on December 17, 2013, https://doi.org/10.1093/jpo/jot001
Schillemans T (2011) Does horizontal accountability work? Evaluating potential remedies for the accountability deficit of agencies. Adm Soc 43(3):387–416
Schneider B (1984) The service organization: climate is crucial. Organ Dyn 5(2):52–65
Schneier B (2015) Data and goliath. The hidden battles to collect your data and control your world. W.W. Norton & Company, London
Sennett R (1992) The fall of the public man. W.W. Norton, New York (Originally published in 1972)
Shostack GL (1977) Breaking free from product marketing. J Mark 41(2):73–80
Shultz M (2001) The uncertain relevance of newness: organizational learning and knowledge flows. Acad Manag J 44(6):661–681
Spohrer J, Freund LE (eds) (2013) Advances in the human side of service engineering. Taylor & Francis Group, Boca Raton
Spohrer J, Maglio P (2008) The emergence of service science: toward systematic service innovations to accelerate co-creation of value. Prod Oper Manag 17(3):238–246
Spohrer J, Maglio P, Bailey J, Gruhl D (2007) Steps towards a science of service systems. Computer 40(1):71–77
Stacey R (2010) Complexity and organizational reality: uncertainty and the need to rethink management after the collapse of investment capitalism. Routledge, London
Starbuck WH (2003) The origins of organization theory. In: Tsoukas H, Knudsen C (eds) The Oxford handbook of organization theory. Meta-theoretical perspectives. Oxford University Press, Oxford, pp 143–182
Tuurnas S (2016) The professional side of co-production. Acta Universitatis Tamperensis 2163, Tampere
Tuurnas S, Stenvall J, Rannisto PH (2015) The impact of co-production on frontline accountability: the case of conciliation service. Int Rev Adm Sci 82:131–149. https://doi.org/10.1177/0020852314566010, first published on July 2, 2015
Vargo SL, Lusch RF (2004) Evolving to a new dominant logic for marketing. J Mark 68(1):1–17
Vargo SL, Lusch RF (2008) Service-dominant logic: continuing the evolution. J Acad Mark Sci 36(1):1–10
Virtanen P, Kaivo-oja J (2015) Public services and emergent systemic societal challenges. Int J Public Leadersh 11(2):77–91
Virtanen P, Stenvall J (2014) The evolution of public services from co-production to co-creation and beyond – an unfinished trajectory for the New Public Management? Int J Leadersh Public Serv 10(2):91–107
Virtanen P, Kaivo-oja J, Ishino Y, Stenvall J, Jalonen H (2016a) Ubiquitous revolution, customer needs and business intelligence. Empirical evidence from Japanese healthcare sector. Int J Web Eng Technol 11(3):259–283
Virtanen P, Laitinen I, Stenvall J (2016b) Street-level bureaucrats as strategy shapers in social and health service delivery: empirical evidence from six countries. Int Soc Work 16(3):1–14. https://doi.org/10.1177/0020872816660602
Virtanen P, Uusikylä P, Jalava J, Tiihonen S, Laitinen L, Noro K (2016c) Valtioneuvoston yhtenäisyys – kansainvälinen vertaileva tutkimus [available in only in Fiinish, The unity of government – an international comparative study]. Valtioneuvoston kanslia, Helsinki. Accessed at www.tietokauttoon.fi
Walker L, Gilson L (2004) We are bitter but we are satisfied: nurses as street-level bureaucrats in South Africa. Soc Sci Med 59(6):1251–1261
Weber M (1947) In: Henderson AM, Parsons T (eds) The theory of social and economic organization. The Free Press, New York. Originally published in 1924
Wright S (2006) The administration of transformation: a case study of implementing welfare reform in the UK. In: Henman P, Fenger M (eds) Administering welfare reform – international transformations in welfare governance. Policy Press, Bristol, pp 161–182
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2018 Springer International Publishing AG
About this chapter
Cite this chapter
Virtanen, P., Stenvall, J. (2018). Intelligent Healthcare Organisations and Patient-Dominant Logic in the New Service Space. In: Intelligent Health Policy. Springer, Cham. https://doi.org/10.1007/978-3-319-69596-9_5
Download citation
DOI: https://doi.org/10.1007/978-3-319-69596-9_5
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-69595-2
Online ISBN: 978-3-319-69596-9
eBook Packages: MedicineMedicine (R0)