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Value configurations for balancing standardization and customization in chronic care: a qualitative study.

Christian Colldén^1,2, Andreas Hellström³, Ida Gremyr³

¹Department of Technology Management and Economics, Division of Service Management and Logistics, Chalmers University of Technology, Gothenburg, Sweden. christian.collden@chalmers.se.

BMC Health Services Research

|August 21, 2021

Summary

Balancing healthcare customization and standardization requires parallel value configurations, not organizational separation, to improve quality and efficiency in chronic mental health care. This approach addresses resource scarcity and dual demands effectively.

Keywords:

Customization Healthcare management Individualization Mental healthcare Organizational architecture Personalization Quality in healthcare Standardization Value configurations Value in healthcare

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Area of Science:

Healthcare Management
Operations Research
Mental Health Services

Background:

Increasing demands for both customization and standardization in healthcare operations.
Scarce resources necessitate improved efficiency for healthcare managers.
A proposed framework of three value configurations (shop, chain, network) for efficient healthcare value creation.

Purpose of the Study:

To explore the use of value configurations for balancing standardization and customization.
To examine these configurations in the context of chronic mental health conditions.

Main Methods:

A typical case study illustrating conflicting demands and the value configurations framework.
Qualitative data collection via focus groups, interviews, and a national care pathway document.
Data analysis using an insider-outsider approach.

Main Results:

Operationalization of standardization and customization was delegated and ad hoc, often worsened by resource scarcity.
Value configurations framework proved useful for discussing and redesigning care operations.
All three configurations (shop, chain, network) were present in chronic mental health care, with 'shop' being overarching.

Conclusions:

Challenges the concept of organizational separation of care based on value configurations.
Proposes parallel, explicated value configurations as a strategy for improving healthcare quality and efficiency amidst dual demands.
Recommends further investigation into combined and intermediate value configurations.