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Article
Publication date: 12 October 2023

Jens Hemphälä and Magnus Eneberg

The increasing size of the elderly population is emerging as a primary catalyst for the escalation of healthcare expenditure, and a sense of urgency is manifest. However, the…

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Abstract

Purpose

The increasing size of the elderly population is emerging as a primary catalyst for the escalation of healthcare expenditure, and a sense of urgency is manifest. However, the complexity of the health- and elderly care systems provides challenges in improving system efficiency. Hence, the system-level understanding of the main obstacles to integration care needs further exploration. In order to better integrate health- and elderly care, the study needs to identify the actual misalignments underpinning the issue. This study provides the theoretical foundations for resource misalignments and provides empirical examples of these.

Design/methodology/approach

Semi-structured interviews with multiple stakeholders on various hierarchical levels were carried out to create a more complete view of the system and resources deployed in health- and elderly care. The application of user-centered design methods and co-creation with employees have also been crucial to the outcomes of the study.

Findings

Results show that health- and elderly care is a large-scale complex system. The overlapping and mutually reinforcing misalignments are: (1) regulation and policy differences, (2) stakeholder quantity and variation, (3) external control of health- and elderly care, (3) decreasing collaboration and (4) communication channels and IT development.

Originality/value

This qualitative study builds on institutional theory and resource integration theory and contributes with empirical descriptions of misalignments in the health- and elderly care system. These descriptions will serve as points of departure for systems design to improve the efficiency and effectiveness of health- and elderly care.

Details

Journal of Integrated Care, vol. 31 no. 5
Type: Research Article
ISSN: 1476-9018

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Article
Publication date: 13 July 2012

Fausto Di Vincenzo, Jens Hemphälä, Mats Magnusson and Daniele Mascia

There is a lack of studies investigating the role of the structural configuration of social capital – more specifically, structural holes – for employees' individual learning. The

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Abstract

Purpose

There is a lack of studies investigating the role of the structural configuration of social capital – more specifically, structural holes – for employees' individual learning. The objective of this paper is to address this gap in the literature, ultimately enhancing understanding of the link between the structural configuration of social capital and individual learning.

Design/methodology/approach

An online questionnaire survey was administered to employees affiliated to 22 pharmacies in Sweden to gather attributional and relational data on the individual level. Social network analysis techniques were used to describe salient structural characteristics of individuals' social capital. The impact of social capital on individual learning was explored through ordinal logistic regression models based on maximum likelihood estimations.

Findings

The presence of structural holes initially increases the degree of individual learning, then reaches a maximum and begins to gradually decrease.

Practical implications

The results of the study provide valuable input for the development and management of networks within firms, in order to improve learning and innovation. In addition, given the close proximity between learning, as conceptualized in this study, and other job attitudes, human resource management practices in general could benefit greatly from the results.

Originality/value

In this paper, the authors focus on the structural configuration of social capital, more specifically structural holes, and its inter‐relationship with learning. Although prior literature has analyzed various beneficial effects of social capital, this study is the first of its kind to investigate the role of the structural configuration of the social capital for employees' individual learning.

Details

Journal of Knowledge Management, vol. 16 no. 4
Type: Research Article
ISSN: 1367-3270

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