Online from: 1996
Subject Area: Health Care Management/Healthcare
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|Title:||Integration and coordination in healthcare: an operations management view|
|Author(s):||Paul Lillrank, (Department of Industrial Engineering and Management, Aalto University, Finland)|
|Citation:||Paul Lillrank, (2012) "Integration and coordination in healthcare: an operations management view", Journal of Integrated Care, Vol. 20 Iss: 1, pp.6 - 12|
|Keywords:||Coordination of care, Design rules, Design science, Health care, Integration of care, Operations management|
|Article type:||Conceptual paper|
|DOI:||10.1108/14769011211202247 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
Purpose – The purpose of this paper is to present a definition of integration and coordination in health service production, and to derive basic design rules.
Design/methodology/approach – The paper is based on an operations management perspective and applies a design science methodology to identify purposes, contexts, and design rules.
Findings – Integration and coordination need to be conceptually separated, as the former means the merger of various service contributions into a common understanding, while the latter means the arrangement of service elements into processes.
Research limitations/implications – The paper is theoretical, and based on one perspective.
Practical implications – Basic design rules for bottom-up care integration are presented.
Originality/value – The paper provides a novel perspective to the discourse on integrated care.
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