Coopetition in health care

A multi-level analysis of its individual and organizational determinants

Daan Westra, F. Angeli, Martin Carree, Dirk Ruwaard

Research output: Contribution to journalArticleScientificpeer-review

Abstract

Cooperative inter-organizational relations are salient to healthcare delivery. However, they do not match with the pro-competitive healthcare reforms implemented in several countries. Healthcare organizations thus need to balance competition and cooperation in a situation of 'coopetition'. In this paper we study the individual and organizational determinants of coopetition versus those of cooperation in the price-competitive specialized care sector of the Netherlands. We use shared medical specialists as a proxy of collaboration between healthcare organizations. Based on a sample of 15,431 medical specialists and 371 specialized care organizations from March 2016, one logistic multi-level model is used to predict medical specialists' likelihood to be shared and another to predict their likelihood to be shared to a competitor. We find that different organizations share different specialists to competitors and non-competitors. Cooperation and coopetition are hence distinct organizational strategies in health care. Cooperation manifests through spin-off formation. Coopetition occurs most among organizations in the price-competitive market segment but in alternative geographical markets. Hence, coopetition in health care does not appear to be particularly anti-competitive. However, healthcare organizations seem reluctant to share their most specialized human resources, limiting the knowledge-sharing effects of this type of relation. Therefore, it remains unclear whether coopetition in health care is beneficial to patients.

Keywords: Coopetition, Inter-organizational cooperation, Managed competition, Human resources, The Netherlands

Original languageEnglish
Pages (from-to)43-51
JournalSocial Science & Medicine
Volume186
DOIs
Publication statusPublished - Aug 2017

Fingerprint

multi-level analysis
health care
determinants
medical specialist
Delivery of Health Care
Organizations
human resources
Netherlands
spin-off
Managed Competition
market
Proxy
Multilevel Analysis
Healthcare
logistics
reform
knowledge

Keywords

  • Journal Article

Cite this

Westra, Daan ; Angeli, F. ; Carree, Martin ; Ruwaard, Dirk. / Coopetition in health care : A multi-level analysis of its individual and organizational determinants. In: Social Science & Medicine. 2017 ; Vol. 186. pp. 43-51.
@article{0309ffdd5c794c559e893820fd0c00e5,
title = "Coopetition in health care: A multi-level analysis of its individual and organizational determinants",
abstract = "Cooperative inter-organizational relations are salient to healthcare delivery. However, they do not match with the pro-competitive healthcare reforms implemented in several countries. Healthcare organizations thus need to balance competition and cooperation in a situation of 'coopetition'. In this paper we study the individual and organizational determinants of coopetition versus those of cooperation in the price-competitive specialized care sector of the Netherlands. We use shared medical specialists as a proxy of collaboration between healthcare organizations. Based on a sample of 15,431 medical specialists and 371 specialized care organizations from March 2016, one logistic multi-level model is used to predict medical specialists' likelihood to be shared and another to predict their likelihood to be shared to a competitor. We find that different organizations share different specialists to competitors and non-competitors. Cooperation and coopetition are hence distinct organizational strategies in health care. Cooperation manifests through spin-off formation. Coopetition occurs most among organizations in the price-competitive market segment but in alternative geographical markets. Hence, coopetition in health care does not appear to be particularly anti-competitive. However, healthcare organizations seem reluctant to share their most specialized human resources, limiting the knowledge-sharing effects of this type of relation. Therefore, it remains unclear whether coopetition in health care is beneficial to patients. Keywords: Coopetition, Inter-organizational cooperation, Managed competition, Human resources, The Netherlands",
keywords = "Journal Article",
author = "Daan Westra and F. Angeli and Martin Carree and Dirk Ruwaard",
note = "Copyright {\circledC} 2017 Elsevier Ltd. All rights reserved.",
year = "2017",
month = "8",
doi = "10.1016/j.socscimed.2017.05.051",
language = "English",
volume = "186",
pages = "43--51",
journal = "Social Science & Medicine",
issn = "0277-9536",
publisher = "PERGAMON-ELSEVIER SCIENCE LTD",

}

Coopetition in health care : A multi-level analysis of its individual and organizational determinants. / Westra, Daan; Angeli, F.; Carree, Martin; Ruwaard, Dirk.

In: Social Science & Medicine, Vol. 186, 08.2017, p. 43-51.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Coopetition in health care

T2 - A multi-level analysis of its individual and organizational determinants

AU - Westra, Daan

AU - Angeli, F.

AU - Carree, Martin

AU - Ruwaard, Dirk

N1 - Copyright © 2017 Elsevier Ltd. All rights reserved.

PY - 2017/8

Y1 - 2017/8

N2 - Cooperative inter-organizational relations are salient to healthcare delivery. However, they do not match with the pro-competitive healthcare reforms implemented in several countries. Healthcare organizations thus need to balance competition and cooperation in a situation of 'coopetition'. In this paper we study the individual and organizational determinants of coopetition versus those of cooperation in the price-competitive specialized care sector of the Netherlands. We use shared medical specialists as a proxy of collaboration between healthcare organizations. Based on a sample of 15,431 medical specialists and 371 specialized care organizations from March 2016, one logistic multi-level model is used to predict medical specialists' likelihood to be shared and another to predict their likelihood to be shared to a competitor. We find that different organizations share different specialists to competitors and non-competitors. Cooperation and coopetition are hence distinct organizational strategies in health care. Cooperation manifests through spin-off formation. Coopetition occurs most among organizations in the price-competitive market segment but in alternative geographical markets. Hence, coopetition in health care does not appear to be particularly anti-competitive. However, healthcare organizations seem reluctant to share their most specialized human resources, limiting the knowledge-sharing effects of this type of relation. Therefore, it remains unclear whether coopetition in health care is beneficial to patients. Keywords: Coopetition, Inter-organizational cooperation, Managed competition, Human resources, The Netherlands

AB - Cooperative inter-organizational relations are salient to healthcare delivery. However, they do not match with the pro-competitive healthcare reforms implemented in several countries. Healthcare organizations thus need to balance competition and cooperation in a situation of 'coopetition'. In this paper we study the individual and organizational determinants of coopetition versus those of cooperation in the price-competitive specialized care sector of the Netherlands. We use shared medical specialists as a proxy of collaboration between healthcare organizations. Based on a sample of 15,431 medical specialists and 371 specialized care organizations from March 2016, one logistic multi-level model is used to predict medical specialists' likelihood to be shared and another to predict their likelihood to be shared to a competitor. We find that different organizations share different specialists to competitors and non-competitors. Cooperation and coopetition are hence distinct organizational strategies in health care. Cooperation manifests through spin-off formation. Coopetition occurs most among organizations in the price-competitive market segment but in alternative geographical markets. Hence, coopetition in health care does not appear to be particularly anti-competitive. However, healthcare organizations seem reluctant to share their most specialized human resources, limiting the knowledge-sharing effects of this type of relation. Therefore, it remains unclear whether coopetition in health care is beneficial to patients. Keywords: Coopetition, Inter-organizational cooperation, Managed competition, Human resources, The Netherlands

KW - Journal Article

U2 - 10.1016/j.socscimed.2017.05.051

DO - 10.1016/j.socscimed.2017.05.051

M3 - Article

VL - 186

SP - 43

EP - 51

JO - Social Science & Medicine

JF - Social Science & Medicine

SN - 0277-9536

ER -