Paper info: LEVERAGING HEALTH CARE SERVICES WITH CONSTRUCTION PROJECTS – THE ROLE OF ACTORS IN INNOVATION PROCESSES
LEVERAGING HEALTH CARE SERVICES WITH CONSTRUCTION PROJECTS – THE ROLE OF ACTORS IN INNOVATION PROCESSES
Judit Simon, Balazs Revesz,Tibor MANDJAK ,Zsuzsanna Szalkai and Erzsebet Hetesi
Budapest University of Technology and Economics
Place of Publication
The paper was published at the 34th IMP-conference in Marseille, France in 2018.
Of all health care construction projects mainly architectural and design aspects of hospital construction are discussed in the scientific literature. However, goals of hospital construction are always more complex. Medical-professional goals are related to design goals where the building provides appropriate environmental conditions to achieve cure-related goals. Hospital construction concepts have been changing over the years, from a set of pavilions to singlebuilding hospitals to facilitate the “best medical practice”, and provide the opportunity of “efficiency”, “functionality” and “patient flows” These goals imply that patients are placed in a physical and psychological environment where their care and well-being is ensured in the hospital. This is often referred as “patient-centered care” in which “continuity”, “accountability” and “patient education” are in the center. In health care construction projects various actors have to collaborate with each other in planning and implementing the project, constructing a building. Thereby the project management tend to face considerable challenges. Research tend to focus on the implementation phase of construction projects, the actors from the “production” side are involved in most cases. Extant research has remained relatively quiet about the management challenges posed by actor diversity in innovating, and offers little empirical insight into how the bene?ts and drawbacks of actor diversity can be coped with during the longitudinal innovation process. The project that has to be carried out in collaboration with various actors can be regarded as an investment implemented in an “extensive network”, and innovation within. The paper refers to two case studies in which health care innovations implemented in an extensive network are explored. The preparation and implementation phase of each projects are analyzed in details. Research results show that mainly similarities can be found in the preparation phase of the projects, while differences can be found in the implementation phase. Both projects aimed to shorten the patient journey and to improve health care service delivery but one project seems to be less successful in supporting the organizational (health care service) innovation. The reason for that lies in the relations between and the behavior of the for-profit and non-profit actors of the projects. Research results imply that there are differences between the dynamics of the strategic nets of the two health care construction projects.