Exploring the effects of digital healthcare platforms. A grounded theory approach
BSP Business School Berlin - Hochschule für Management, Deutschland
Currently, numerous platforms are emerging in the healthcare sector that offer a broad, heterogeneous spectrum of automated services. Initial findings seem to promise a high economic value potential. SeDiDoc, a platform for the placement of locum doctors, assumes that it will be possible to reduce placement costs by around 50 percent and significantly improve the short-term personnel coverage of hospitals (Sert 2018). Recare, a platform that focuses on discharge management, estimates that it can reduce a patient's average hospital stay by at least 0.5 days improving the follow-up treatment of the patient. However, criticism of digital platforms is also increasing. Amongst current research is the question of whether and how platform algorithms promote discrimination and exclusion (Schor 2017; Edelman et al. 2017) or whether the network-based platform business model has an inbuilt predisposition to form monopolies and therefore needs to be regulated (Haberkorn 2018).
Research on digital platforms and the services they offer is scant up to now and essentially focuses on technological aspects. So far, there is little evidence on the role and possible effects of platforms in the health care sector. In order to close this gap, we are aiming at systematically accessing effects of digital platforms and analyze respectively categorize them with regard to their significance in the health care sector. Based on the Grounded Theory research logic (Strauss/Corbin 1996, Strübing 2008) we conduct and analyze interviews, case studies and other empirical data with the aim to discover patterns in the data that allow us to formulate categories of potential platform effects. For this purpose, we follow a method pluralism with qualitative orientation and explorative intention. The purpose of the project is thus to provide an empirically based insight into the impact of healthcare platforms on key stakeholders in the health care system.
Anthropomorphizing metaphors vs. technomorphizing metonymies: Investigating key mechanisms in the attribution of organizational actorhood and responsibility
1BI Norwegian Business School, Norway; 2Copenhagen Business School, Denmark; 3Leuphana Universität Lüneburg, Germany; 4University of Lausanne, Switzerland
In organization theory, there are two diametrically opposed views regarding the prevalence of organizational actorhood, that is, the question to what extent organizations are portrayed (by themselves or others) as collective actors in their own right: On the one hand, scholars have empirically demonstrated a steady increase of public portrayals of organizational actorhood over the past decades, e.g., through anthropomorphized imaginations of the organizations as human-like/person-like actors or even “citizens”. On the other hand, we can observe a systematic downplaying of organizational actorhood, for instance, when social media organizations rather draw on technomorphized portrayals to describe themselves, e.g., as “networks” or “hubs”. In rhetorical terms, anthropomorphizations often work through metaphors, whereas technomorphizations can have the character of metonymies (i.e. that the product as part stands in for the company as the whole). We assume that it is especially the technomorphized/metonymic type self-portrayal that is used by firms to obfuscate organizational responsibility. In this study, we employ a series of vignette experiments to investigate the different effects of anthropomorphic/metaphorical and/or technomorphic/metonymic self-portrayals on individual attributions of organizational actorhood, legitimacy, and responsibility.
Die digitalisierte Organisation und ihr Anderes
ISF München, Deutschland
Der Beitrag stellt sich dem Thema ‚Organisation und Digitalisierung‘ aus einer systemtheoretischen Perspektive, um einen Begriff der digitalisierten Organisation zu entwickeln. Dabei werden drei Fragen diskutiert:
1. Was macht digitalisierte Organisationen aus?
2. Wie funktionieren digitalisierte interorganisationale Relationen?
3. Inwiefern verändert sich die nicht-digitalisierte Seite der Organisation?