The art of collective "making do"... When silos are gone!

Sonia Adam-Ledunois () and Sébastien Damart ()
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Sonia Adam-Ledunois: NIMEC - Normandie Innovation Marché Entreprise Consommation - UNICAEN - Université de Caen Normandie - NU - Normandie Université - ULH - Université Le Havre Normandie - NU - Normandie Université - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université - IRIHS - Institut de Recherche Interdisciplinaire Homme et Société - UNIROUEN - Université de Rouen Normandie - NU - Normandie Université
Sébastien Damart: DRM - Dauphine Recherches en Management - Université Paris Dauphine-PSL - PSL - Université Paris Sciences et Lettres - CNRS - Centre National de la Recherche Scientifique

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Abstract: For several decades now, the healthcare sector is exposed to multiple pressures, making it continuously instable, with growing institutional requirements, sometimes full of contradictions. In such an environment, healthcare organizations need to develop strategies to position themselves in their competitive environment: reaching a critical size (possibly through alliances or clusters), increasing specialization, etc. Organizations build strategic visions by navigating between the different requirements in the field. In this context, the question of how workers cooperate and coordinate themselves within the organization, takes another meaning.

Keywords: Healthcare organizations; silos; strategies (search for similar items in EconPapers)
Date: 2016-07
Note: View the original document on HAL open archive server: https://hal.science/hal-01362382v1
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Published in 32nd EGOS Colloquium, Jul 2016, Naples, Italy

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