Table of Contents

Sustainable Development in Organizations

Sustainable Development in Organizations

Studies on Innovative Practices

Edited by Mattias Elg, Per- Erik Ellström, Magnus Klofsten and Malin Tillmar

An increasingly competitive environment can lead to considerable problems for many organizations as they struggle to adapt to change. As a result, they fail to create the conditions that can lead to sustainable development over the long term, thus affecting the capabilities of employees. This book provides a fresh perspective on sustainable change and development in organizations, as well as a critical perspective on lean implementation, work environment and sustainability.

Chapter 5: Towards the collaborative hospital – harnessing the potential of enabling care processes and structures

Thim Prætorious, Peter Hasle, Kasper Edwards and Anders Paarup Nielsen

Subjects: business and management, management and sustainability, organisational innovation, organisation studies


Growing patient demands and financial, clinical and quality challenges increasingly force hospitals into continuous restructuring (Bohmer, 2009; Vos et al., 2011). Wards and hospitals are merged to create economies of scale and scope (Kristensen et al., 2010). New public management (Ferlie et al., 1996), total quality management (Douglas and Judge, 2001) and accreditation (Shaw et al., 2010) are implemented to improve hospital performance. Lean, clinical guidelines and other management tools are used to rationalize processes (Bohmer, 2009; Poksinska, 2010). However, further gains from this traditional top-down restructuring appear limited (Radnor et al., 2012). Healthcare professionals also often perceive organizational restructuring as hampering work, professional autonomy and job satisfaction (Pearson et al., 1995; Every et al., 2000; Obling, 2013), although their buy-in is a key for positive outcome (Bohmer, 2012). In this chapter we propose the concept of the collaborative hospital as an organizational form that will allow hospitals to meet demands for patient treatment, quality, innovation, efficiency and financial performance and still secure high levels of professionalism and autonomy.

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