The impact of collaboration strategy in the field of innovation on the effectiveness of organizational structure of healthcare institutions

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The need for innovative development of healthcare institutions is determined by the necessity to increase the efficiency of organizational processes based on the formation of new models of cooperation, which will make it possible to get access to new technologies and knowledge. The goal of the study is to determine the parameters of the impact of innovative open cooperation strategy and the strategy of innovative closed cooperation of healthcare institutions on the effectiveness of their organizational structure in the context of dissemination and the use of knowledge. Simulation modeling was applied to generate the most effective organizational management structure in the context of innovative cooperation and knowledge exchange within the organizational processes “Inside-out” and “Inside-in”. It is substantiated that the strategies of innovative cooperation “Open Innovation/Closed Innovation” have a significant impact on the organizational structure of management of healthcare institutions in terms of the “degree of centralization” (Dci), “degree of mediation” (Dii), and “degree of centralization of powers” (Dpi). The values of the selected criteria range from 25,52% to 61,50% in the case of Dii, and from 34,53% to 52,63% in the case of Dci, which indicates a higher efficiency of organizational knowledge exchange processes in healthcare institutions, which adhere to the Open Innovation strategy of innovative cooperation. Therefore, there are significant differences in the effectiveness of the management’s organizational structure depending on the degree of openness of innovative cooperation of healthcare institutions. The strategy of innovative openness allows increasing the number and quality of connections in the context of knowledge exchange between the subjects (actors, agents) of the organizational structure (in a broad sense, considering internal and external levels of externality) of healthcare institutions, regardless of the distance between them and the level of similarity.

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    • Figure 1. Conceptual model of organizational structure of a healthcare institution based on matching “factors of influence-skills” in the context of promoting Open innovation
    • Figure 2. Areas of influence of the conceptual model of medical institutions’ management in the context of promoting Open innovation on its organizational and economic mechanism
    • Figure 3. Subject-subject interactions at four levels of externality for healthcare institutions
    • Table 1. Criteria for the effectiveness of organizational structure of 8 subjects (actors, agents) of healthcare institutions from the standpoint of the Open Innovation or Closed Innovation cooperation strategy
    • Table 2. Criteria for the effectiveness of organizational structure of 10 subjects (actors, agents) of healthcare institutions from the standpoint of the Open Innovation or Closed Innovation cooperation strategy
    • Table 3. Criteria for the effectiveness of organizational structure of 12 subjects (actors, agents) of healthcare institutions from the standpoint of the Open Innovation or Closed Innovation cooperation strategy.
    • Conceptualization
      Tetiana Grynko, Vladyslav Shevchenko, Dariusz Pawliszczy
    • Formal Analysis
      Tetiana Grynko, Tetiana Shevchenko, Roman Pavlov
    • Investigation
      Tetiana Grynko, Roman Pavlov, Vladyslav Shevchenko
    • Methodology
      Tetiana Grynko, Roman Pavlov, Vladyslav Shevchenko
    • Project administration
      Tetiana Grynko, Tetiana Shevchenko, Dariusz Pawliszczy
    • Supervision
      Tetiana Grynko, Tetiana Shevchenko, Dariusz Pawliszczy
    • Visualization
      Tetiana Grynko, Vladyslav Shevchenko, Dariusz Pawliszczy
    • Writing – original draft
      Tetiana Grynko, Roman Pavlov
    • Writing – review & editing
      Tetiana Grynko, Roman Pavlov, Vladyslav Shevchenko
    • Data curation
      Tetiana Shevchenko, Dariusz Pawliszczy
    • Validation
      Tetiana Shevchenko, Roman Pavlov, Vladyslav Shevchenko