Abstract
This chapter outlines the concept of value specifically within the context of public sector. Starting from the literature, it defines a new concept of value that better fits with the public sector organizations characteristics. In doing this it proposes a shift on the established doctrine for making the expectations of multiple stakeholders converge. Firstly, basic framework of the characteristics of public health agencies is made; secondly, the identification of the main stakeholders of public health agencies and their expectations towards these institutions; and finally a definition of health value, intended as a specification of the concept of “public value” in the context of public health organizations.
The idea of the paper and Bibliography are due to the common work of the two authors; Points 10.1, 10.2 and 10.3 are to be attributed to Patrizia Torrecchia; Points 10.4, 10.5 and 10.6 are to be attributed to Carmela Gulluscio.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
See Costa (2005, p. 36). This report is not in itself sufficient to determine the “economic sustainability” mentioned above, since it must be accompanied by the presence of other objectives of public economics that here not worth calling. Then the merits of the terminology used to define the typical income and expenses of the public sector, there is a clear reminder of accounting for some classic Italian and, in particular, at D’Ippolito for the category of “consumi di erogazione”.
- 2.
Therefore, the value can be defined as “sharing of multiple interests, expecting an adequate satisfaction (Bergamaschi 2009). In this sense, the creation of value is meant as the adoption of government choices and managerial and organizational practices allowing to obtain, over time, results with a value superior to that of goods and services necessary for their production” (Bergamaschi 2009).
- 3.
The author affirms that:
-
(a)
Public value focuses on the objectives established by public political authorities and also on community expectations;
-
(b)
The evaluation of public value is not limited to the short-term but necessarily it should be in a long-term perspective (Moore 2003).
-
(a)
- 4.
The World Health Organization (WHO) defines the health as the “state of physical, psychic and social wellbeing and not simply the absence of sickness or infirmity”.
- 5.
“The objective of the public intervention in the health sector is to reduce any suffering, prolonging and improving the quality of life. Several studies had to cope with the difficulty to reach satisfying levels of knowledge regarding the health state of the population; these difficulties are linked to the high uncertainty of defined relations between interventions and health conditions, in the great differentiation that the same pathology may assume, in the space and time that elapse between intervention and measuring of the outcome. It should not be disregarded that the health state is not only a consequence of health interventions, but also and not marginally, of other elements as environment, life and self-control conditions of individuals”. (Anselmi and Saita 2002).
- 6.
Reference is made to the necessity to guarantee timely and patient-friendly services in addition to welcoming and accessible structures.
- 7.
According to the business economics doctrine, there is distinction between managerial effectiveness and social effectiveness. The managerial effectiveness refers to the “assessment on the qualitative and quantitative suitability of the service provided compared to the objectives” whereas the social effectiveness refers to the “modification of need driven by the offer of services”. (Farneti et al. 1996).
References
Anselmi, L., Saita, M. (eds.) (2002). La gestione manageriale e strategica nelle aziende sanitarie. L’evoluzione del sistema sanitario nella prospettiva federale, Il Sole 24 Ore, Milano.
Bergamaschi, M. (2009). Creazione del valore e organizzazione in sanità. Milano: McGraw-Hill.
Costa, M. (2005). Le aziende di formazione professionale. Profili sistematici e determinazioni di ragioneria, Torino: Giappichelli.
Farneti, G., Mazzara, L., & Savioli, G. (1996). Il sistema degli indicatori negli enti locali. Torino: Giappichelli.
Marinò, L. (2001). Dinamiche competitive ed equilibrio economico nelle aziende sanitarie. Milano: Giuffrè.
Moore, M. H. (1995). Creating public value: strategic management in government. Cambridge: Harvard University Press.
Moore, M.H. (1997). Creating public value: strategic management in government. Cambridge: Harvard University Press.
Moore, M.H. (2003). La creazione di valore pubblico. Guerini e Associati, edizione italiana a cura di Sinatra A., Milano
Pollifroni, M. (2007). Public sector social responsibility. Strumenti di rendicontazione etico-sociale per l’azienda pubblica. Giuffrè, Milano.
Valotti, G. (2005). Management pubblico. Temi per il cambiamento. Egea, Milano.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2014 Springer-Verlag Berlin Heidelberg
About this chapter
Cite this chapter
Torrecchia, P., Gulluscio, C. (2014). Social Responsibility and Health Care Public Sector: Some Notes on the Concept of “Value”. In: Yüksel Mermod, A., O.Idowu, S. (eds) Corporate Social Responsibility in the Global Business World. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-37620-7_10
Download citation
DOI: https://doi.org/10.1007/978-3-642-37620-7_10
Published:
Publisher Name: Springer, Berlin, Heidelberg
Print ISBN: 978-3-642-37619-1
Online ISBN: 978-3-642-37620-7
eBook Packages: Business and EconomicsBusiness and Management (R0)