L’azienda sanitaria nell’era della Smart Health Strategy

Journal title MECOSAN
Author/s Francesco Natale, Marco Benvenuto
Publishing Year 2018 Issue 2017/103 Language Italian
Pages 24 P. 49-72 File size 24101 KB
DOI 10.3280/MESA2017-103004
DOI is like a bar code for intellectual property: to have more infomation click here

Below, you can see the article first page

If you want to buy this article in PDF format, you can do it, following the instructions to buy download credits

Article preview

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

In the last few years, the Italian HealthcareSector have been the key player ofa deep epidemiological transformation - among European countries - involvingincreasingly demand for healthcareservices and ageing. The OCSE Report[2015] states that "if it is true that, todate, 12% of global population is olderthan 65 years, in the 2050 it will be 21%", this declaration will be evenmore serious if we consider the impacton the ratio between health status andtechnology innovation (since a decadeknown as Smart Health). The mainpurpose of this paper is to try to definethe role of the strategy in the SmartHealth scenario, in order to describethe operative outlines and to discuss apriori about the Smart Health Strategy(SHS).Even more, the ratio between healthstatus and technology innovation inbuilding of a healthcare strategy seemsto be an unused aspect in Italy: nowadays,it produce an info glut, especiallyby the side of the decision maker andthe management of healthcare demand.As is well known, the strategy is importantto co-create value. Therefore, analysingimplications of Smart HealthStrategy, according to the constructionof a model that is at the base of ChangeManagement in Healthcare, requiredemonstrating its effectiveness throughan empirical study. With the findings of"Pro Domo Sud" Project", we want todefine Smart Health Strategy accordingto the logic of "public and innovationmanagement", that is the innovativechange in healthcare to support clinicalgovernment.

Keywords: Public and innovation management,smart city, smart health, clinicalgovernance, change management,health technology assessment.

  1. Borgonovi E. (2013). Le politiche nel settore della salute: logica del pendolo o della convergenza nel sistema di tutela della salute. Mecosan, 16(62): 3-8.
  2. Allen P. (2000). Clinical governance in primary care. Accountability for clinical governance: developing collective responsibility for quality in primary care. British Medical Journal, 321: 608-611.
  3. Anavitarte L., Tratz-Ryan B. (2010). Market Insight: “Smart Cities” in Emerging Markets. Stamford: Gartner.
  4. Barnard M., Stoll N. (2010). Organisational Change Management: A rapid literature review. Bristol: Centre for Understanding Behaviour Change. – Testo disponibile al sito: http://www.bristol.ac.uk/media-library/sites/cubec/migrated/documents/pr1.pdf.
  5. Barresi G. (2004). La misurazione della performance nelle aziende ospedaliere. Torino: Giappichelli Editore.
  6. Benvenuto M. (2008). I sistemi informativi per la gestione integrata e ottimizzata delle risorse nel campo delle malattie cardiovascolari. Electronic Thesis Dissertation, Universita di Pisa, -- Testo disponibile al sito: https://etd.adm.unipi.it/t/etd-03072008-170915/
  7. Benvenuto M. (2009). La primary care con particolare attenzione al ruolo della medicina di base per l’efficienza e appropriatezza prescrittiva. Il Sistema sanitario della Basilicata nel 2008. Una risorsa qualificante in uno scenario in cambiamento. New York: The McGraw-Hill Companies.
  8. Benvenuto M. et al. (2015a). A novel approach to co-create value in health care system: the Pro Domo Sud experience. In: The R&D Management Conference 2015, “(FAST?) CONNECTING R&D”, Pisa, 23-26 June.
  9. Benvenuto M. et al. (2015b). Diagnostic and therapeutic path of breast cancer: effectiveness, appropriateness, and costs – results from the DOCMa study. Clinical Interventions in Aging, 10: 741-749. DOI: 10.2147/CIA.S75486
  10. Benvenuto M. et al. (2008). Assistenza Primaria: Un modello Innovativo per la Salute. Tecnica Ospedaliera, luglio.
  11. Benvenuto M. et al. (2017). A New Social and Technological Paradigm to Assess Chronic Patient Management Process: Preliminary Results. Management Studies, 5(6): 525-540. DOI: 10.17265/2328-2185/2017.06.005
  12. Borgonovi E., Fattore G., Longo F. (2015). Management delle istituzioni pubbliche. Milano: Egea.
  13. Borgonovi E., Compagni A. (2013). Sustaining Universal Health Coverage: The Interaction of Social, Political, and Economic Sustainability. Value in Health. Special Issue, 16(suppl. 1): S34-S38.
  14. Borgonovi E. (2012a). Sperimentazioni gestionali e razionalizzazione della spesa pubblica. Mecosan, 82: 3-8.
  15. Borgonovi E. (2012b). Revenue e spending review in sanita. Mecosan, 81: 3-7.
  16. Borgonovi E. (2007). Salute: un bisogno, tante dimensioni. Mecosan, 16(63): 3-7.
  17. Braithwaite J., Travaglia J.F. (2008). An overview of clinical governance policies, practices and initiatives. Australian Health Review, 32(1): 10-22.
  18. Butera F. (2012). Il cambiamento organizzativo e la spinta dal basso: vincoli e opportunita. In: AA. VV., Il Customer Satisfaction Management per la qualità dei servizi. Maggio 2012, Progetto Migliora-PA – realizzato da FORUM PA e Dipartimento per la Funzione Pubblica.
  19. Cameron E., Green M. (2004). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London-Philadelphia: Kogan Page Publishers (2015).
  20. Casati G., Vichi M.C. (2002). Il percorso assistenziale del paziente in ospedale. Milano, McGraw-Hill. Cassa depositi e prestiti (2013). “Smart City – Progetti di sviluppo e strumenti di finanziamento”. -- Testo disponibile al sito: https://www.cdp.it.
  21. Cernigliaro D. (2000). Il cambiamento organizzativo della Pubblica Amministrazione nell’ottica della Qualita Totale. Diritto&Diritti, 6.
  22. Del Vecchio M. (2008). Assetti istituzionali, corporate governance e aziende sanitarie pubbliche. Mecosan, 67: 433-448.
  23. Del Vecchio M., Cosmi L. (2003). Il risk management nelle aziende sanitarie. Milano: McGraw-Hill.
  24. Favretto G. (2007). Organizzare la soddisfazione in sanità. Milano: FrancoAngeli.
  25. Fontana F. (2005). Clinical governance: una prospettiva organizzativa e gestionale. Milano: FrancoAngeli. Fritzenschaft T. (2014). Critical Success Factors of Change Management. Berlin: Springer Science & Business Media.
  26. Giffinger R., Fertner C., Kramar H., Kalasek R., Pichler-Milanovic N., Meijers E. (2007). Smart cities – ranking of European medium-sized cities.
  27. Vienna, Centre of Regional Science. -- Testo disponibile al sito: http://www.smart-cities.eu
  28. Kim W. C., Mauborgne R. (2003). Tipping Point Leadership. Harvard Business Review. – Testo disponibile al sito: https://hbr.org.
  29. Meaney M., Pung C. (2008). McKinsey global results: Creating organizational transformations. The McKinsey Quarterly, August.
  30. Meneguzzo M. (1996). Strategie e gestione delle reti di aziende sanitarie. Milano: Egea. Ministero del Lavoro e delle Politiche Sociali (2010). “Rapporto sulla non autosufficienza in Italia”. -- Testo disponibile al sito: https://www.socialesalute.it/res/download/RapportosullanonautosufficienzainItalia27072010.pdf.
  31. Nam T., Pardo T. A. (2011). Conceptualizing smart city with dimensions of technology, people, and institutions. In: Chun S. A., Luna-Reyes L., Atluri V. (a cura di). Proceedings of the 12th Annual International Digital Government Research Conference: Digital Government Innovation In Challenging Times. New York: Association of Computing Machinery Inc.
  32. Natale F. (2012). Clinical Governance e Risk Management nelle aziende sanitarie. Milano: McGraw-Hill.
  33. Natale F. (2014). Smart Cities Management. Principi e sistemi aziendali per le città intelligenti. Milano:
  34. McGraw-Hill. Pagano A., Vittadini G. (2004). Qualità e valutazione delle strutture sanitarie. Milano: EtasLibri.
  35. Rebora G., Minelli E. (2007). Change Management. Come vincere la sfida del cambiamento in azienda. Milano: EtasLibri.
  36. Sala G. (2012). L’ascolto e poi? Come si gestisce il miglioramento. In: AA.VV., Il Customer Satisfaction Management per la qualità dei servizi. Forum PA e Dipartimento per la Funzione Pubblica.
  37. Schellong A. (2008). Citizen Relationship Management. Bern: Peter Lang.
  38. Semple Piggot C. (2002). Programmazione strategica in sanità. Milano: McGraw-Hill.
  39. Viola C., Benvenuto M. (2014). Data Envelopment Analysis (DEA) for the evaluation of Public Healthcare Structures. Electronic journal of applied statistical analysis: decision support systems and services evaluation, 5(1): 67-82.
  40. Washburn D., Sindhu U., Balaouras S., Dines R. A., Hayes N. M., Nelson L. E. (2010). Helping CIOs Understand “Smart City” Initiatives: Defining the Smart City, Its Drivers, and the Role of the CIO. Cambridge, MA: Forrester Research, Inc. World Health Organization – WHO (2016). “Global diffusion of eHealth: Making universal health coverage achievable – Report of the third global survey on eHealth”. Ginevra: World Health Organization.
  41. Wright J., Hill P. (2005). La governance clinica. Milano: McGraw-Hill.
  42. Wyke A. (2011). The future of healthcare in Europe. The Economist. -- Testo disponibile al sito: http://perspectives.eiu.com/healthcare/futurehealthcare-europe/white-paper/future-healthcareeurope?redirect=TRUE.
  43. Health Consumer Powerhouse (2015). “Euro Health Consumer Index. Report”. -- Testo disponibile al sito: https://healthpowerhouse.com.

Francesco Natale, Marco Benvenuto, L’azienda sanitaria nell’era della Smart Health Strategy in "MECOSAN" 103/2017, pp 49-72, DOI: 10.3280/MESA2017-103004