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Organisational capabilities for customer participation in health care service innovation

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  • Sharma, Shikha
  • Conduit, Jodie
  • Rao Hill, Sally

Abstract

Health care customers are demanding a more active role in the provision and development of health care services, a position supported by government health care policy in Australia. However, many health care organisations lack an understanding of the capabilities required to respond to this increased participation from customers. This study applies dynamic capability theory through a lens of co-creation to identify organisational capabilities that support customer participation in health care service innovations. A qualitative approach using convergent interviews with health care CEOs and senior managers was undertaken. As a result, four categories of organisational capabilities were identified: customer activation, organisational activation, interaction capabilities, and learning agility. Despite acknowledging the need for these capabilities, most health care organisations perceived they had not developed the required skills and resources. This study provides an insight into the organisational capabilities managers seek to improve their customer participation in health care service innovation.

Suggested Citation

  • Sharma, Shikha & Conduit, Jodie & Rao Hill, Sally, 2014. "Organisational capabilities for customer participation in health care service innovation," Australasian marketing journal, Elsevier, vol. 22(3), pages 179-188.
    • Handle: RePEc:eee:aumajo:v:22:y:2014:i:3:p:179-188
    DOI: 10.1016/j.ausmj.2014.08.002
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    2. Anning-Dorson, Thomas, 2018. "Customer involvement capability and service firm performance: The mediating role of innovation," Journal of Business Research, Elsevier, vol. 86(C), pages 269-280.
    3. Lee, DonHee, 2018. "Strategies for technology-driven service encounters for patient experience satisfaction in hospitals," Technological Forecasting and Social Change, Elsevier, vol. 137(C), pages 118-127.
    4. DonHee Lee, 2020. "Impact of organizational culture and capabilities on employee commitment to ethical behavior in the healthcare sector," Service Business, Springer;Pan-Pacific Business Association, vol. 14(1), pages 47-72, March.
    5. Handyanto Widjojo & Avanti Fontana & Gita Gayatri & Agus W. Soehadi, 2019. "Value Co-Creation For Marketing Innovation: Comparative Study In The Sme Community," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 24(03), pages 1-31, May.
    6. Ranjbarfard, Mina & Heidari, Mahboubeh, 2016. "ارایه چارچوب آموزشی منعطف و مشارکتی، بمنظور خلق مشترک ارزش در محیط‌های یادگیری مجازی [Providing a flexible and collaborative learning and educational framework for Value Co-Creation in virtual lear," MPRA Paper 114736, University Library of Munich, Germany.
    7. Cuneyd Ikbal SARIOGLU, 2020. "Customer Citizenship Behavior: Scale Development And Validation," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(1), pages 57-72, May.
    8. Cristina Mele & Tiziana Russo Spena & Marco Tregua & Mariarosaria Coppola & Marialuisa Marzullo, 2018. "What about the Internet of Everything? An exploratory study in E-health," MERCATI & COMPETITIVIT?, FrancoAngeli Editore, vol. 2018(3), pages 87-109.
    9. Urueña, Alberto & Hidalgo, Antonio & Arenas, Álvaro E., 2016. "Identifying capabilities in innovation projects: Evidences from eHealth," Journal of Business Research, Elsevier, vol. 69(11), pages 4843-4848.
    10. John Grin & Jan Hassink & Vanja Karadzic & Ellen H.M. Moors, 2018. "Transformative Leadership and Contextual Change," Sustainability, MDPI, vol. 10(7), pages 1-14, June.

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