Le aziende sanitarie sono chiamate ad affiancare una logica volume-based ad una value-based. Tale transizione è in linea con il cambiamento della pubblica amministrazione, che vede la progressiva integrazione dei principi del New Public Management (NPM) con una logica di Valore pubblico (VP). A partire dalla teoria delle institutional logics e delle risposte al pluralismo istituzionale, lo studio si propone di esplorare in che modo le aziende sanitarie pubbliche italiane stiano integrando la logica di VP nei loro sistemi di pianificazione e misurazione della performance (SPMP). Tramite analisi documentali e interviste, lo studio fa emergere una significativa eterogeneità, identificando le sfide all’integrazione sostanziale, come la formazione, il commitment della leadership e il supporto regionale.
Public healthcare organizations are increasingly required to integrate a volume-based logic with a value-based approach. This transition aligns with broader changes within the public sector, marked by the integration of New Public Management (NPM) principles with a Public Value (PV) logic. Drawing on the institutional logics theory and the literature on responses to institutional pluralism, this study explores how Italian public healthcare organizations are incorporating the PV logic into their planning and performance measurement systems (PPMS). Through document analysis and interviews, the study reveals significant heterogeneity, highlighting key challenges to substantive integration, such as training, leadership commitment, and regional support.
Cette étude explore comment les établissements de santé publics italiens intègrent la logique de la Valeur Publique (VP) dans leurs systèmes de planification et de mesure de la performance (SPMP), dans un contexte de transition d’une logique volume-based à une approche value-based. En mobilisant la théorie des logiques institutionnelles et les réponses au pluralisme institutionnel, l’analyse documentaire et les entretiens révèlent une grande diversité d’approches. L’étude identifie plusieurs défis majeurs à l’intégration effective de la VP, notamment la formation des acteurs, l’engagement du leadership et le soutien institutionnel au niveau régional.
Public healthcare organizations are increasingly required to integrate a volume-based logic with a value-based approach. This transition aligns with broader changes within the public sector, marked by the integration of New Public Management (NPM) principles with a Public Value (PV) logic. Drawing on the institutional logics theory and the literature on responses to institutional pluralism, this study explores how Italian public healthcare organizations are incorporating the PV logic into their planning and performance measurement systems (PPMS). Through document analysis and interviews, the study reveals significant heterogeneity, highlighting key challenges to substantive integration, such as training, leadership commitment, and regional support.
Cette étude explore comment les établissements de santé publics italiens intègrent la logique de la Valeur Publique (VP) dans leurs systèmes de planification et de mesure de la performance (SPMP), dans un contexte de transition d’une logique volume-based à une approche value-based. En mobilisant la théorie des logiques institutionnelles et les réponses au pluralisme institutionnel, l’analyse documentaire et les entretiens révèlent une grande diversité d’approches. L’étude identifie plusieurs défis majeurs à l’intégration effective de la VP, notamment la formation des acteurs, l’engagement du leadership et le soutien institutionnel au niveau régional.
