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.
Snow, Charles C. & Fjeldstad, Øystein Devik (2018)
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
Snow, Charles C.; Fjeldstad, Øystein Devik & Langer, Arthur M (2017)
Increasingly, organizations are assessing their opportunities, developing and delivering products and services, and interacting with customers and other stakeholders digitally. Mobile computing, social media, and big data are the drivers of the future workplace, and these and other digitally based technologies are having large economic and social impacts, including increased competition and collaboration, the disruption of many industries, and pressure being put on organizations to develop new capabilities and transform their cultures. In this article, we provide a conceptual framework for the design of effective digital organizations. Our framework is predicated on the current state of digitization across diverse sectors of the global economy. In the digital world, all activities and transactions leave digital marks, and all actors, things, and places can be reached and affected digitally. As a result, we can design for self-organization rather than using hierarchical mechanisms for control and coordination. Such designs require the strategic and cultural alignment of digital technologies within the organization and externally with stakeholders. We propose that “actor-oriented” principles are at the heart of designing digital organizations and that, if properly applied, can result in a workplace where organization members are highly engaged and productive.
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
Measures that estimate the clustering coefficients of ego and overall social networks are important to social network studies. Existing measures differ in how they define and estimate triplet clustering with implications for how network theoretic properties are reflected. In this paper, we propose a novel definition of triplet clustering for weighted and undirected social networks that explicitly considers the relative strength of the tie connecting the two alters of the ego in the triplet. We argue that our proposed definition better reflects theorized effects of the important third tie in the social network literature. We also develop new methods for estimating triplet, local and global clustering. Three different types of mathematical means, i.e. arithmetic, geometric, and quadratic, are used to reflect alternative theoretical assumptions concerning the marginal effect of tie substitution.
Fjeldstad, Øystein D.; Snow, Charles C., Miles, Raymond E. & Lettl, Christopher (2012)
Value configuration analysis. A new view of supply 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
27(5) , s. 563- 582.
Fjeldstad, Øystein; Moen, Espen R. & Riis, Christian (2006)
Regulation and competition in the Norwegian telecommunication market
Fjeldstad, Øystein & Ketels, C.H.M. (2006)
Competitive Advantage and the Value Network Configuration: Making Decisions at a Swedish Life Insurance Company
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
(Vol. 21, no. 1) , s. 77- 100.
Fjeldstad, Øystein; Becerra, Manuel & Narayanan, Sathya (2004)
Strategic action in network industries: an empirical analysis of the European mobile phone industry
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
32, s. 397- 408.
Fjeldstad, Øystein & Haanæs, Knut (2001)
Strategy Tradeoffs in the Knowledge and Network Economy
12(1) , s. 1- 10.
Haanæs, Knut; Fjeldstad, Øystein & Sanchez, R. and Heene A. (1999)
The Strategic Link Between Competition and Competencies
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.
Fjeldstad, Øystein (1999)
The Value System in Telecommunication
Fjeldstad, Øystein D. & Stabell, Charles (1998)
Configuring Value for Competitive Advantage: On Chains, Shops and Networks
19(5)
Snow, Charles C.; Fjeldstad, Øystein D., Lettl, Christopher & Miles, Raymond E. (2010)
SPECIAL ISSUE: DESIGNING ORGANIZATIONS FOR THE 21ST-CENTURY GLOBAL ECONOMY Introduction
[Kronikk]
Snow, Charles C. & Fjeldstad, Øystein Devik (2023)
Modern Organizing
Snow, Charles C. & Fjeldstad, Øystein Devik (red.). Modern Organizing
Collaborative drug discovery: Governing large-scale distributed problem solving
[Conference Lecture]. Event
Phan, T. Binh; Engø-Monsen, Kenth & Fjeldstad, Øystein D. (2013)
Using telephone network data to study the effects of socio demographics on ego network structure
[Conference Lecture]. Event
Moen, Espen R; Riis, Christian & Fjeldstad, Øystein D. (2010)
Competition with local network externalities
[Report Research].
Local network externalities are present when the utility of buying from a firm not only depends on the number of other customers (global network externalities), but also on their identity and / or characteristics. We explore the consequences of local network externalities within a framework where two firms compete offering differentiated products. We first show that local network externalities, in contrast to global network externalities, don't necessarily sharpen competition. Then we show that the equilibrium allocation is inefficient, in the sense that the allocation of consumers on firms does not maximize social surplus. Finally we show that local network externalities create a difference between the marginal and the average consumer, which gives rise to inefficiently high usage prices and too high level of compatibility between the networks.
Fjeldheim, Paul H. (2009)
Oppgjør og kompetansekrav
[Professional Article]. (12)
Fjeldstad, Øystein D.; Miles, R. & Snow, Charles C. (2008)
Using Networks and Communities to Innovate and Commercialize
[Conference Lecture]. Event
Fjeldstad, Øystein D. & Lorange, Peter (2008)
Shaping Up Shipping: business models from an old industry with implications for modern globalization
[Report Research].
Snow, Charles C.; Lettl, Christopher, Fjeldstad, Øystein D. & Miles, R. (2008)
Organizing for collaborative innovation: The community of firms model
[Conference Lecture]. Event
Burkay, Ulas; Fjeldstad, Øystein D. & Sasson, Amir (2008)
Expectation Formationa and Growth
[Conference Lecture]. Event
Gao, J; Fjeldstad, Øystein D. & Burkay, Ulas (2008)
Relation relevance and competitive advantage: Implications for international growth strategy in network economy
[Conference Lecture]. Event
Sasson, Amir; Burkay, Ulas & Fjeldstad, Øystein D. (2008)
Expectation Formation and Market Growth in Mobile Communication Services
[Conference Lecture]. Event
Fjeldstad, Øystein D.; Løwendahl, Bente R. & Revang, Øivind (2005)
From Strategic Planning to Strategizing and Organizing in Cyclical Processes - Strategic Management in KIFs
[Conference Lecture]. Event
Fjeldstad, Øystein & Andersen, Espen (2003)
Casting off the chains: Value shops and value networks
[Professional Article]. (14) , s. 47- 53.
Fjeldstad, Øystein (2002)
Value Creation and Appropriation in Network Industries: Externalities from Servicing Related Customers
[Conference Lecture]. Event
Andersen, A.; Fjeldstad, Øystein & Viken, Marie (2001)
Increasing the cake and splitting it too: interfirm relations through phases of technology and market development
[Conference Lecture]. Event
Fjeldstad, Øystein D.; Andersen, Espen & Viken, Marie B. (2000)
Verdiskaping og internasjonal konkurransedyktighet i norsk IKT-sektor
[Report Research].
Fjeldstad, Øystein D.; Stabell, Charles & Antonsen, Ann Kristin (1998)
Value Creation and Strategic Positioning in Petroleum Exploration: Assessing the Revelance of the Value Shop Model
[Report Research].
Haanes, Knut & Fjeldstad, Øystein (1998)
The Strategic Link Between Competition and Competences
