Sustainable valuebased care processes: governance, organizing and leadership

Purpose and goal

The project focused on strategic management and their innovative work to lead the development of sustainable, value-based care processes and flows in health care. Four interactive networking events was planned to create shared learning and innovation regarding how the gap between strategic and operational levels could be bridged. A goal was to find solutions and develop a more holistic management work by reflecting on the variations in the observed management practices.

Expected results and effects

The central challenges related to handling the gap between strategic and operational levels, which was the basis for learning network, was repeated in the network. The meetings focused this subject and was conducted but had to include a broader group of participants. A conceptual model that described the variations in management work was further developed and presented at a conference, in publications and in an educational material. Examples of developed approaches in management strategies were described by participants linked to logics of trust or control.

Planned approach and implementation

Variations of the strategic management work had been observed, and formed the basis for the learnings. The seminars included a balanced mix of short introductions of the researchers (observations, empirical findings and theories), reflections in small groups and examples of practice that had been successful, innovative or learning mistakes. Between the meetings, interviews and analysis work was conducted, which further developed the model that describes variations in management work on the strategic and operational levels.