[PDF] Public-private partnerships in hospital innovation: what lessons for

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Faïz Gallouj1, Céline Merlin1, Anne2

Clersé (Université Lille 1)

Louvain School of Management (FUCaM)

The European

Commission

Abstract

innovation and learning dynamics at work. Drawing on a

Public

Faïz Gallouj1, Céline Merlin1, Anne2

1 Clersé (Université Lille 1)

Louvain School of Management (FUCaM)

Introduction

average dialogue between clinicians and hospital management landscape12HCG) 3

Agences R ARS).

PPPs is based on two more or less explicit premises. The first, explicit premis 1 regional level e L

2 Groupement de coopération sanitaire

3 of the care provided) or qualitatively (effectiveness of the service provided, above and beyond 4. which innovation is considered solely in terms of cost reduction or increased profitability, in 4

1. The hospital as a

Figure 1: An exogenous view of innovation:

Y/X productive

efficiency

Public Xi

Private Xj

Technical progress

technique

Black box

noire X: factors of production Y: products This approach to the product, to innovation and indeed to partnership does not seem to us the black box in order to better understand the full complexity of innovation and to identify 1.1 extended Figure 2: The product as the conjunction of vectors

5 was suggested by De

characteristics [C] [Y] [T] competences

Final or service

characteristics immaterial technical characteristics competences

This characteristics

i) with particular technologies. This functional decomposition, which is also therefore a mobilised directly (without any technological mediation) in order to produce utilities point of view. These characteristics describe the utilities (in the meaning given to the term in simply as the aggregation of various kinds of constituent servicesi).i Table 1: A framework for analysing the hospital product (after Dje

Action on the columns: innovation driven by

intensive organising principles (+ or -)

Organisations Constituent

services Compe tences

Service mediums and

corresponding operations or functions and associated technologies

Utilities

O S C M I K R Y

Action on the

rows:

Innovation

driven by extensive organising principles (+)

Regressive

organising principles (-)

O1 S11 s1

s2 s3 s4 S12 S13 S14 S15

O2 S21

S22 S23 S24 S25 S26

O3 S31

S32 S33 S34 S35 S36 This framework for analysing the hospital product i), i);

1.2 The organising principle

The extensive organising principle will lead to rows cf. T 2. 2.1 to a number of different things. It may refer, firstly, to the realisation of an infrastructure the justification for this type of PPP is that they are a means of either reducing costs a p(2009) innovation

2.2.1 Simple IPPPs

‡ Simple IPPPs set

‡ Simple IPPPs whose aim is to produce technol

etc.) calls

‡ Simple IPPPs with a focus on non

grounds that the parties have similar values 7

Groupements de Coopération Sanitaire/

A) [ 7 with other medical or medico 8

2.2.2 Complex IP

OH IMŃP POMP VRPH RI POHVH IRUPV MUH ³QRQ-SURJUMPPHG´

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