Creating better value in health care service today is very challenging. The social pressure to do so is real for every health care system and its leadership. Real benefit has been achieved in manufacturing sector work by the use of “value-chain” thinking, which assumes that the work is a series of linked processes necessary to make a product. For those activities in health care systems that are similar, this model may be very helpful. Attempts to “install” the value chain widely in health care systems have, however, been frustrating. As a result, well-meaning leaders seeking better value have resorted to programs of cost reduction, rather than service redesign. Professionals have not been very happy or willing participants. The work of health care service invites an expanded model of value creation, one that better matches the work. This paper proposes a networked architecture that can mobilize and integrate the resources of health care professionals, interested patients, family, and other community members in the delivery and improvement of health care systems. It also suggests how this value-creation architecture might contribute to research and the development of new knowledge. Two cases illustrate the proposed architecture and its implications for system design and practice, technology development, and roles and responsibilities of all actors involved in health care systems. We believe that this model better fits the need of making and improving health care services. This expanded understanding of how value is created invites attention by senior leaders, by those attempting to facilitate the improvement of current systems, by patients and clinicians involved in the daily work of health care service coproduction, by those charged with the preparation and formation of future professionals, by those who measure and conduct research in health care services, and by those leading policy, payment, and reimbursement systems.
Purpose This paper aims to identify promising areas for future business to business (B2B) governance research. Design/methodology/approach This paper uses a theoretical approach. Findings Most governance research in marketing is conducted within the context of value chains (Porter 1985). There are great opportunities for governance researchers in marketing to improve the understanding of B2B relationships in problem solving and networking services. Moreover, rapid innovations taking place in networking services are changing the institutional environment across all forms of value creation. This in turn impacts how the nature and governance of relationships in the broader economy are understood. Originality/value The literature on B2B relationship governance is primarily rooted in one particular form of value creation, namely, the “value chain” (Porter, 1985). The authors examine whether the current conceptualization of B2B relationship governance is equally applicable for firms that have a different value creation logic and therefore engage in exchange relationships that differ in their object of exchange.
Fjeldstad, Øystein Devik (2018)
Value Creation, Business Models and Organization Design in a Digital World
Sasson, Amir (red.). At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management
Snow, Charles C.; Fjeldstad, Øystein Devik & Langer, Arthur M (2017)
Despite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive
Eriksson, Kent; Fjeldstad, Øystein Devik & Jónsson, Sara P. (2017)
Transaction services and SME internationalization: The effect of home and host country bank relationships on international investment and growth
Value configuration analysis. A new view of supply management
Jan Stentoft Arlbjørn, Árni Halldórsson, Marianne Jahre, Karen Spens (eds.), Northern Lights in Logistics & Supply Chain Management
Eriksson, Kent; Fjeldstad, Øystein & Sasson, Amir (2007)
Knowledge of Inter-customer Relations as a Source of Value Creation and Commitment in Financial Service Firm's Intermediation
Service Industries Journal, 27(5), s. 563- 582.
Fjeldstad, Øystein; Moen, Espen R. & Riis, Christian (2006)
Regulation and competition in the Norwegian telecommunication market
Competition and Welfare: The Norwegian Experience, Lars Sørgaard (ed)
Fjeldstad, Øystein & Ketels, C.H.M. (2006)
Competitive Advantage and the Value Network Configuration: Making Decisions at a Swedish Life Insurance Company
Long Range Planning, 39, s. 109- 131.
Fjeldstad, Øystein; Fjeldstad, Øystein & Jakobsen, Erik W. (2005)
Transaction organizations and transaction cost analysis a theoretical investigation of the domain-expansion decisions of firms employing a mediating technology
Scandinavian Journal of Management, s. 77- 100.
Fjeldstad, Øystein; Becerra, Manuel & Narayanan, Sathya (2004)
Strategic action in network industries: an empirical analysis of the European mobile phone industry
Scandinavian Journal of Management, 20, s. 173- 196.
Andersen, Espen & Fjeldstad, Øystein (2003)
Understanding inter-firm relations in mediation industries, with special reference to the Nordic Mobile Communication Industry
Industrial Marketing Management, 32, s. 397- 408.
Fjeldstad, Øystein & Haanæs, Knut (2001)
Strategy Tradeoffs in the Knowledge and Network Economy
Business Strategy Review, 12(1), s. 1- 10.
Fjeldstad, Øystein (1999)
The Value System in Telecommunication
Liberalising European Telecommunication
Becerra, Manuel & Fjeldstad, Øystein (1999)
Expansion Del Modelo La Cadena De Valor: Estudio De La Conducta Competitiva en el Sector Europeo de Teloefonia Movil
?, 5(1), s. 61- 79.
Haanæs, Knut; Fjeldstad, Øystein & Sanchez, R. and Heene A. (1999)
The Strategic Link Between Competition and Competencies
Formulating Competence-Based Strategy
Fjeldstad, Øystein D. & Stabell, Charles (1998)
Configuring Value for Competitive Advantage: On Chains, Shops and Networks
Strategic Management Journal, 19(5)
Snow, Charles C.; Fjeldstad, Øystein D., Lettl, Christopher & Miles, Raymond E. (1)
SPECIAL ISSUE: DESIGNING ORGANIZATIONS FOR THE 21ST-CENTURY GLOBAL ECONOMY Introduction
Organizational Dynamics [Kronikk]
Snow, Charles C. & Fjeldstad, Øystein Devik (2023)
Modern Organizing
Snow, Charles C. & Fjeldstad, Øystein Devik (red.). Designing Adaptive Organizations
Fjeldstad, Øystein Devik & Snow, Charles C. (2023)
Actor-Oriented Organizing
Snow, Charles C. & Fjeldstad, Øystein Devik (red.). Designing Adaptive Organizations