Abstract
Hospitals have valuable resources but are have facedsignificant changes over recentdecades. The adoption of principles that drive the strategic development of business models as innovation is imperative in these institutions. This research study aims to articulate a conceptual review of business models, innovation, and sustainability transition in the context of health business. It proposes a model for future applications in hospitals. This proposed model emphasizes the relations that arise under the multiple-level perspective. It also addresses the evolution of the concepts of business models and innovation that might contribute to the sustainability transition movement once new sociotechnical systems get space in these organizations. The main results of this conceptual review are the multiple depictions of internal and external elements that mutually interact to describe the dynamics of transitions. In the landscape level, elements such as ecological modernization and corporate social responsibility interact with elements of the regime level—legal, technological, and efficiency aspects—and with the niche’s aspects, represented by transitions from low to high quality and efficiency in services. This proposed model is justified by the lack of studies that address the sustainability transition models in hospitals and by its potential of adaption to particular contexts.
Highlights
Sustainability imperatives are widespread around several economic sectors and have contributed to the achievement of social welfare, but unlimited economic growth, pursued in business, seems unrealistic [1]
The primary external constraint for hospital business is the rapid ageing of the population in unhealthy conditions
The basic design of health systems and subsequently the structuring of the hospital as an organization of specialized healthcare took place between the end of the 19th century and the beginning of the 20th century. Both the health system and hospitals went through many transitions
Summary
Sustainability imperatives are widespread around several economic sectors and have contributed to the achievement of social welfare, but unlimited economic growth, pursued in business, seems unrealistic [1]. Health services are considered valuable resources that have faced considerable changes over recent decades [2] These changes involve the management of high costs of development for raising quality standards and for the accomplishment of legal aspects (environmental and social). This scenario poses challenges to current models in health. The primary external constraint for hospital business is the rapid ageing of the population in unhealthy conditions. It generates medical and related cares [4] that demand rapid capacity of adaption regarding the management systems of the business model [5]. Innovations and systemic modifications [4,5] are necessary to underpin these changes
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