1. Электронный научный архив УрФУ
  2. 00. Общеуниверситетские коллекции
  3. Научные публикации ученых УрФУ, проиндексированные в SCOPUS и WoS CC
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dc.contributor.authorPaiola, M.en
dc.contributor.authorKhvatova, T.en
dc.contributor.authorSchiavone, F.en
dc.contributor.authorFerraris, A.en
dc.date.accessioned2024-04-05T16:28:59Z-
dc.date.available2024-04-05T16:28:59Z-
dc.date.issued2023-
dc.identifier.citationPaiola, M, Khvatova, T, Schiavone, F & Ferraris, A 2023, 'How do omnichannel strategies contribute to value-based healthcare? An orchestra-based analysis', Journal of Business Research, Том. 167, 114175. https://doi.org/10.1016/j.jbusres.2023.114175harvard_pure
dc.identifier.citationPaiola, M., Khvatova, T., Schiavone, F., & Ferraris, A. (2023). How do omnichannel strategies contribute to value-based healthcare? An orchestra-based analysis. Journal of Business Research, 167, [114175]. https://doi.org/10.1016/j.jbusres.2023.114175apa_pure
dc.identifier.issn0148-2963-
dc.identifier.otherFinal2
dc.identifier.otherAll Open Access, Hybrid Gold3
dc.identifier.otherhttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85165988400&doi=10.1016%2fj.jbusres.2023.114175&partnerID=40&md5=ad5d27ac334f0b2ffcd4b369c5109c691
dc.identifier.otherhttps://doi.org/10.1016/j.jbusres.2023.114175pdf
dc.identifier.urihttp://elar.urfu.ru/handle/10995/130671-
dc.description.abstractThe healthcare ecosystem is currently characterized by multiple interactions at different levels that call for new managerial approaches in line with value-based healthcare, where the omnichannel strategy is crucial. Drawing on the omnichannel approach in the B2B context, the overall objective of the current study is to unveil the underlying mechanisms through which a healthcare organization can transform the value creation process within its business ecosystem. An in-depth case study of an ecosystem has been used to demonstrate how the design and development of digital solutions can provide better services to the different agents involved in the healthcare sector. Our results show how an orchestra model of an innovation ecosystem effectively works and reveal the orchestration mechanisms operating in the healthcare industry, drawing on the example of the Patient Support Program (PSP) provider as the orchestrator. Moreover, key challenges have been highlighted, and the role of B2B marketing has been identified as crucial, providing important implications for managers and scholars. © 2023 The Author(s)en
dc.description.sponsorshipThe authors want to thank the Guest Editors and the reviewers of the Journal of Business Research for their valuable and constructive comments and suggestions which helped to improve the manuscript. The authors also want to thank the cultural association “Knowmedtech” (Italy) for the support in the development of this article.en
dc.format.mimetypeapplication/pdfen
dc.language.isoenen
dc.publisherElsevier Inc.en
dc.rightsinfo:eu-repo/semantics/openAccessen
dc.rightscc-byother
dc.rights.urihttps://creativecommons.org/licenses/by/4.0/unpaywall
dc.sourceJournal of Business Research2
dc.sourceJournal of Business Researchen
dc.subjectINNOVATION ECOSYSTEMSen
dc.subjectOMNICHANNEL STRATEGYen
dc.subjectORCHESTRA MODELen
dc.subjectVALUE-BASED HEALTHCAREen
dc.titleHow do omnichannel strategies contribute to value-based healthcare? An orchestra-based analysisen
dc.typeArticleen
dc.typeinfo:eu-repo/semantics/articleen
dc.type|info:eu-repo/semantics/publishedVersionen
dc.identifier.doi10.1016/j.jbusres.2023.114175-
dc.identifier.scopus85165988400-
local.contributor.employeePaiola, M., Department of Economics and Management, University of Padua, via del Santo, 33, Padova, 35123, Italyen
local.contributor.employeeKhvatova, T., Entrepreneurship and Innovation Research Center, EMLyon Business School, 23 Av. Guy de Collongue, Écully, 69130, Franceen
local.contributor.employeeSchiavone, F., Department of Management Studies and Quantitative Methods, University of Naples Parthenope, Via Generale Parisi 12, Napoli, 80132, Italy, Paris School of Business, 59 Rue Nationale, Paris, 75013, Franceen
local.contributor.employeeFerraris, A., Department of Management, University of Turin, Corso Unione Sovietica, 218 bis, Turin, 10134, Italy, Laboratory for International and Regional Economics, Graduate School of Economics and Management, Ural Federal University, Ekaterinburg, Russian Federationen
local.volume167-
dc.identifier.wos001050635600001-
local.contributor.departmentDepartment of Economics and Management, University of Padua, via del Santo, 33, Padova, 35123, Italyen
local.contributor.departmentEntrepreneurship and Innovation Research Center, EMLyon Business School, 23 Av. Guy de Collongue, Écully, 69130, Franceen
local.contributor.departmentDepartment of Management Studies and Quantitative Methods, University of Naples Parthenope, Via Generale Parisi 12, Napoli, 80132, Italyen
local.contributor.departmentParis School of Business, 59 Rue Nationale, Paris, 75013, Franceen
local.contributor.departmentDepartment of Management, University of Turin, Corso Unione Sovietica, 218 bis, Turin, 10134, Italyen
local.contributor.departmentLaboratory for International and Regional Economics, Graduate School of Economics and Management, Ural Federal University, Ekaterinburg, Russian Federationen
local.identifier.pure43262406-
local.description.order114175-
local.identifier.eid2-s2.0-85165988400-
local.identifier.wosWOS:001050635600001-
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