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The purpose of this paper is to examine the role of sustainable Lean patient value in relation to a long-term health condition in a healthcare context. A pragmatist research philosophy is used to conduct exploratory research utilising open data sources, semi-structured interviews, focus group meetings and participant workshops, where the quantitative data covered a 60-month period and the qualitative data collection and analysis covered a 36-month period. The findings show that Lean healthcare is overly focused on healthcare providers rather than patients leading to unmet value across the patient Value Stream. To conceptualise the findings and present the constructs and their relationships, a Lean patient healthcare framework is inductively developed. A number of propositions are advanced based on the relationships in the framework which provide a basis for further exploring improved Lean healthcare interventions in long-term conditions. The findings will assist healthcare academics, professionals and patient groupings in developing and improving Lean patient Value understanding and decision making. This will assist in effective Lean patient value creation and development for healthcare reforms and changes and in effective resource utilisation for improved and sustainable patient outcomes. [ABSTRACT FROM AUTHOR]

Rapid changes in market structures and technology lead to misalignment between strategy and operations. Whist this phenomenon is most prevalent in technology-based manufacturing industries, utility organisations (e.g. electricity and telecoms) provide a useful context to explore the Performance measurement (PM) and technology alignment challenges from a Dynamic Capabilities Theory perspective where there is a progressive shift towards deregulated markets. The aim of this paper is twofold: first, to explore the role of Dynamic Capabilities Theory and PM approaches in improving the alignment between business strategy and technology strategy (Level 1 alignment); second, to explore the role of Dynamic Capabilities Theory and PM approaches in aligning technology strategy with operational technology routines and practices (Level 2 alignment). In the absence of overarching theory, an inductive approach draws upon Dynamic Capabilities theory. Four longitudinal case studies are used leading to the development of a conceptual framework and propositions for multilevel technology alignment. Data from 38 interviews and 8 separate focus groups, documentation and participant observations (over a three-year period) are used. The theory-building process shows the need to identify and develop PM-based technology alignment Dynamic Capabilities (PM-DCs) which help in improving and maintaining alignment between business strategy and technology strategy (Level 1 alignment) and between technology strategy and technology practices (Level 2 alignment). This approach requires critically reflective action-learning approaches to identify and nurture these PM-DCs. [ABSTRACT FROM AUTHOR]

Purpose – Market deregulation in the utilities sector has led to increased competition and rising customer expectations in both established and new markets. This, in turn, has forced organisations such as electricity and telecoms to make rapid, enterprise-wide changes on an increasingly frequent basis which in turn has led to problems with alignment. Misalignment can occur at many levels and can result in misused resources, loss of competitiveness, excessive cycle times, higher costs and loss of agility. The purpose of this paper is twofold. Given the lack of overarching theory, the paper begins by borrowing from contingency, dynamic capability and organisational learning constructs, to explore the role that performance measurement models can bring to improve the alignment between business strategy and functional strategy (level 1 alignment). Second, the paper analyses the role of performance measurement models in developing functional practices aligned with supply chain management (SCM) strategies (level 2 alignment). Design/methodology/approach – The study adopts an exploratory theory-building approach using four case studies. These are used as key supply chains in both established and new business areas within two longitudinal university-industry research partnerships (each of three years duration). Data from repeat interviews (n=42), focus groups (n=10), documentation and observations is analysed and forms the basis for the development of a conceptual framework and a set of related propositions. The data analysis followed Radnor and Boaden's (2004) method for analysing interpretive research. Findings – The findings show the role and impact of performance measurement models and methods on alignment at two levels, i.e. level 1 alignment – between business strategy and functional (SCM) strategy, and level 2 alignment – between the functional strategy (SCM) and SCM routines and practices. Originality/value – To date, there are few studies which explore the development of theory and practice in relation to the role and impact of performance measurement models and methods in improving organisational alignment. This exploratory theory building study makes a contribution to this gap through the development of the conceptual framework and propositions. [ABSTRACT FROM AUTHOR]

The paper explores whether Living Labs, acting as open innovation intermediaries, can address some of the challenges surrounding the sustainable adoption of eParticipation tools and methods. We begin by analysing the existing literature on Living Labs and Open Innovation, and the extent to which Living Labs can act as innovation intermediaries as envisioned by Chesbrough (2006), Wolpert (2002) and others. We then consider the research on eParticipation, and in particular some of the risks and challenges surrounding the sustainability of innovation in this area. In the second part of the paper, focusing on the PARTERRE project, we present the methodology and key findings of six eParticipation pilots. Further comments and analysis based on these findings is provided, examining issues such as inter-cultural barriers, technological factors, organisational concerns and participant feedback. Finally, we present some conclusions in the light of the findings. [ABSTRACT FROM AUTHOR]