ABSTRACT
Digital transformation in healthcare is a strategic field for both scholars and practitioners. In this study, we attempted to analyze the current state of the art about the pervasive role of digital technologies in healthcare and to identify how the COVID-19 pandemic forced all the systems to disruptively adopt novel digital technologies, which affected both management and business sides. To elucidate the role of digital technologies in healthcare, we performed a structured literature review about the state of the art of digital transformation in healthcare to identify how the healthcare sector is undergoing a renaissance due to the pandemic. Our findings show that future research falls into three promising areas: (a) digital health care services enabled by digital technologies, (b) stakeholders' engagement through digital technologies for health care services, and (c) value impact generated by the digital transformation for healthcare stakeholders. We link these areas together, showing how the different digital technologies (smart health technologies, data-enabled and data collection technologies, Industry 4.0 tools and technologies, cognitive technologies, and drug & disease technologies) lead to the provisions of digital services, operational efficiencies, and value creation in the healthcare system. We conclude the article by suggesting various directions for future research and implications for management and practice. © 2023
ABSTRACT
Crises generate disruptions, but they can also foster the development of academic moral entrepreneurship when the stakeholders'engagement is obtained. In this article, we present how knowledge translation (KT) was used to create stakeholder engagement in the academic moral entrepreneurship case of the Venice sustainability innovation accelerator (VeniSIA), an accelerator for sustainable business ventures developed by Ca'Foscari University of Venice, Italy. The extraordinary floods of 2019 and the early waves of the COVID-19 pandemic challenged the survival of the unique city of Venice, which was experiencing a decay crisis that seemed endless. However, the university functioned as a moral entrepreneur, rule enforcer, and catalyst to promote a greater common good. In a three-phase process, dedicated KT tools were adopted to commit various stakeholders from different ecosystems (academics, innovators, partners, and institutions) to align their goals to save the heritage of the city and ensure its sustainable future. This article sheds new light on the university's third mission and the potential yet decisive role of universities and researchers to foster conversations among meaningful stakeholders on topical issues that can shape the future of local and global communities. IEEE
ABSTRACT
Disasters like the recent COVID-19 pandemic can benefit from the use of digital tools and Knowledge Management Systems (KMSs) to manage the emergency and improve the resilience of the system. Such KMSs must prove the quality of the system, service, situation, and knowledge which is gathered, transferred, and shared. However, KMSs must cope with the presence of knowledge barriers, which limit to manage data and information successfully. Our chapter wants to deepen such a topic through the analysis of the case study of a web application developed by the IHU Strasbourg, one research and clinical centre, to collect and share knowledge between the end-users (citizens) and healthcare institutions, decision-makers, and public entities during the COVID-19 pandemic. Our findings highlight the need to ensure that not only the KMS possesses the recommended quality standards, but that specific features are put in place to cope with the presence of knowledge barriers, and the need for speed in the information flows to enhance resilience. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ABSTRACT
Purpose: The Italian government addressed the first wave of its COVID-19 outbreak with a series of social restrictions and calculative practices, all branded with the slogan #istayathome. The hashtag quickly went viral, becoming both a mandate and a mantra and, as the crisis played out, we witnessed the rise of the Italian social movement #istayathome. This study examines how the government's calculative practices led to #istayathome and the constituents that shaped this social movement. Design/methodology/approach: The authors embrace social movement theory and the collective identity perspective to examine #istayathome as a collective action and social movement. Using passive netnography, text mining and interpretative text analysis enhanced by machine learning, the authors analysed just over 350,000 tweets made during the period March to May 2020, each brandishing the hashtag #istayathome. Findings: The #istayathome movement gained traction as a response to the Italian government's call for collective action. Thus, people became an active part of mobilising collective responsibility, enhancing the government's plans. A collective identity on the part of the Italian people sustained the mass mobilisation, driven by cohesion, solidarity and a deep cultural trauma from COVID-19's dramatic effects. Popular culture and Italy's long traditions also helped to form the collective identity of #istayathome. This study found that calculative practices acted as a persuasive technology in forming this collective identity and mobilising people's collective action. Numbers stimulated the cognitive, moral and emotional connections of the social ties shaping collective identity and responsibility. Thus, through collective identity, calculative practices indirectly influenced mass social behaviors and the social movement. Originality/value: This study offers a novel theoretical perspective and empirical knowledge to explain how government power affects people's culture and everyday life. It unveils the sociological drivers that mobilise collective behaviors and enriches the accounting literature on the effects of calculative practices in managing emergencies. The study contributes to theory by providing an understanding of how calculative practices can influence collective behaviors and can be used to construct informal networks that go beyond the government's traditional formalities. © 2021, Matteo La Torre, Patrizia Di Tullio, Paola Tamburro, Maurizio Massaro and Michele Antonio Rea.
ABSTRACT
The article aims at deepening the topics related to the governance of healthcare organizations with prevalently female management. The paper employs a case study approach, analyzing the case of the National Centre for Oncological Hadrontherapy (CNAO Foundation), trying to identify the relevant characteristics that impact operational management. The article uses a methodology based on a single case study related to the CNAO Foundation of Pavia, Italy. The CNAO Foundation is characterized by the presence of a predominantly female middle-management (of the 128 employees, 65 are women, 30 of whom are mothers). Women lead the Scientific, Medical, Technical-Nursing direction. Female managers are also responsible for Communication and Public Relations, Quality and Regulatory Affairs, General Accounting and Taxes, Clinical Administration, Purchasing Planning and General Services. Of the 13 current medical doctors, 11 are women, including the Medical Director, in contrast with the international average, which sees only 25% of physicians in a hospital environment being women. The analysis is conducted through the CAOS model, which allows mapping both the external as well as internal features of one organization. Starting from the experience of CNAO, the framework defines the characteristics of a possible organizational model that can enhance the role of women in healthcare management in highly multidisciplinary environments and with a high impact of innovation and technology. The article contributes to the issue of gender diversity in healthcare organizations, providing the definition of the main characteristics, challenges, and opportunities. The CNAO Foundation's experience, adequately placed in the literature, allows the identification of some best practices of actual applicability for public and private healthcare organizations. © The Authors, 2021. All Rights Reserved.
ABSTRACT
The Covid-19 pandemic has impacted several business fields, besides the healthcare sector. The new situation calls for new challenges, with several organizations needing to rethink their business models. Using an EFTE (estimate, feedback, talk, estimate) approach, the article presents 50 paradoxes to rethink post-pandemic business models, highlighting those most suitable for third sector organizations.