موانع توسعه استراتژی همرقابتي در زنجيره تأمين بهداشت و درمان: يک مطالعه آميخته
محورهای موضوعی : -مدیریت خدمات بهداشتی و درمانی
اسماعیل مزروعی نصرآبادی
1
*
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زهرا صادقی آرانی
2
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امین حبیبی راد
3
1 - استادیار گروه مديريت کسب و کار، دانشکده علوم مالي، مديريت و کارآفريني، دانشگاه کاشان، کاشان، ايران
2 - استادیار گروه مديريت کسب و کار، دانشکده علوم مالي، مديريت و کارآفريني، دانشگاه کاشان، کاشان، ايران
3 - استادیار گروه مديريت، دانشکده علوم انسانی، دانشگاه شاهد، تهران، ايران
کلید واژه: موانع توسعه همرقابتي, زنجيره تأمين سلامت, تحليل مضمون, رويکرد اولويت ترتيبي.,
چکیده مقاله :
مقدمه: ضرورت مسأله سلامت در هر جامعهای ایجاب میکند که نهادها و سازمانهای نظام سلامت همواره و بهطور مؤثر و کارآمد برای تقاضا به مشتریان آماده باشد. هزينههاي بالا در خريد تجهيزات و تأمين زيرساختها باعث شده است آنها به همرقابتي (همکاري با رقبا) روي بياورند. همرقابتي از رويکردهاي استراتژيکي است که در زنجيرههاي تأمين بهداشت و درمان مورد توجه زيادي قرار گرفته است. در ايران نيز همرقابتي رواج زيادي دارد اما در پيادهسازي آن موانعي وجود دارد که لازم است شناسايي و رفع گردد. در اين پژوهش به شناسايي اين موانع و رتبهبندي آنها پرداخته شده است.
روش پژوهش: اين مطالعه بهصورت آميخته و در 2 مرحله انجام شده است. در مرحله اول تحقيق با رويکرد کيفي تحلیل مضمون و مصاحبههاي نيمه ساختاريافته، موانع همرقابتي شناسايي گرديد و در مرحله دوم رويکرد اولويت ترتيبي (OPA) به رتبهبندي اين موانع پرداخته شد. جامعه آماري و مشارکتکنندگان هر دو مرحله خبرگان زنجيره تأمين سلامت شهرستانهاي کاشان و آران و بيدگل بوده که با رویکرد هدفمند انتخاب شده است. برای مرحله اول از نرم افزار مکس کیودا استفاده شده است و برای مرحله دوم از نرم افزار اکسل استفاده شده است.
نتایج: نتايج مرحله اول بيانگر 42 مانع است که در قالب 12 دسته اصلي گروهبندي شدند. در مرحله دوم، اين موانع رتبهبندي شدند. موانع به ترتيب اهميت عبارتاند از: موانع قانوني، موانع اطلاعاتي، عدم شناخت رقبا، مشکلات مالکيت معنوي، موانع رقابتي، سوابق منفي، موانع فرهنگي، مشکلات مالي و هزينهاي، ترس از عدم کنترل همرقابتي، موانع مکمل بودن، نگرش ضعيف مدير و عدم تفاهم.
نتیجهگیری: به منظور رفع اين موانع، بازنگري در اسناد بالادستي، جلسات بين رقبا، تقويت زيرساختهاي اطلاعاتي به منظور اشتراک اطلاعات و نظارت بر فعاليتها، بهينهسازي فرايندها و بهکارگيري مديران توانمند لازم است مورد توجه قرار بگيرد.
Introduction: The critical importance of health in any society necessitates that healthcare institutions and organizations remain consistently effective and efficient in meeting customer demands. High costs associated with procuring equipment and establishing infrastructure have driven these entities toward coopetition (collaboration with competitors). Coopetition is a strategic approach that has gained significant attention in healthcare supply chains. While coopetition has also become prevalent in Iran, its implementation faces various barriers that must be identify and addressed. This study focuses on identifying and ranking these barriers.
Methodology: This study conducted in a mixed-method, two-stage design. In the first stage of the research, coopetition barriers identified using a qualitative approach of thematic analysis and semi-structured interviews, and in the second stage, these barriers ranked using an ordinal priority approach (OPA). The statistical population and participants of both stages were experts of health supply chain from Kashan, Aran, and Bidgol counties, who selected with a purposeful approach. MAXQDA and Excel software used for the first and second stage, respectively.
Results: The first phase revealed 42 barriers, which categorized into 12 main groups. In the second phase, these barriers ranked. The barriers, in order of importance, are as follows: legal barriers, informational barriers, lack of competitor knowledge, intellectual property issues, competitive barriers, negative history, cultural barriers, financial and cost-related issues, fear of losing control in coopetition, lack of complementarity, weak managerial attitudes, and lack of mutual understanding.
Conclusion: To overcome these barriers, several measures should be considered including revising macro-level policies, conducting joint sessions between competitors, strengthening informational infrastructure for data sharing and activity monitoring, optimizing processes, and employing capable managers.
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