Open Business Model Innovation in Healthcare Sector

Peter Lindgren; Ole Horn Rasmussen; Helle Poulsen; Man-Sze LI; Andrew Hinchley; Alf Martin; Jorge Juan Fernandez Garcia; Tenna Korsbæk Andersen; Martin Vesterby; Trine Einterø; Kjeld  Lisby

Open Business Model Innovation in Healthcare Sector

Peter Lindgren
, Ole Horn Rasmussen
, Helle Poulsen
, Man-Sze LI
, Andrew Hinchley
, Alf Martin
, Jorge Juan Fernandez Garcia
, Tenna Korsbæk Andersen
, Martin Vesterby
, Trine Einterø
, Kjeld Lisby

Sustainable Manufacturing Systems research group

Research output: Contribution to journal › Journal article › Research › peer-review

Abstract

The Open Innovation and Open Business Model Innovation (OBMI) approach (Chesbrough 2005, 2008) has been one of the most discussed innovation frameworks in the 2000s, and probably one of the most important contributions to business model innovations (BMIs) since 2005. Managers in the healthcare sector responsible for innovations have also tried to adapt the OBMI approach as a tool among the numerous other innovation tools.
The aim of the paper is to present an initial study of the implementation of the framework of OBMI in the European healthcare sector. The study is naturally inspired by Chesbrough’s work on OBMI but also Michael Porters work on healthcare sector (Porter 2010) and shared values (Porter 2011).
The study includes four European Hospitals (University Hospital Oslo, HSDJ Barcelona, University Hospital Aarhus and University Hospital Aalborg). Data is supplemented with experience from the European and US healthcare sectors.
The paper focuses on the following research questions:
• How can OBMI be defined?
• How is OBMI used in the healthcare sector?
The paper concludes by proposing a definition of open and close business models, and open and close business model innovations.

Original language	English
Journal	Journal of Multi Business Model Innovation and Technology
Volume	1
Issue number	1
Pages (from-to)	23-52
ISSN	2245-456X
Publication status	Published - 2012

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Cite this

Lindgren, P., Rasmussen, O. H., Poulsen, H., LI, M.-S., Hinchley, A., Martin, A., Juan Fernandez Garcia, J., Korsbæk Andersen, T., Vesterby, M., Einterø, T., & Lisby, K. (2012). Open Business Model Innovation in Healthcare Sector. Journal of Multi Business Model Innovation and Technology, 1(1), 23-52. http://riverpublishers.com/river_publisher/journal_details_manage.php?page=journal_articles&issn=2245-456X&vol=1&issue=1

@article{25cb14354e6546b39b3fec0a864d4cbc,

title = "Open Business Model Innovation in Healthcare Sector",

abstract = "The Open Innovation and Open Business Model Innovation (OBMI) approach (Chesbrough 2005, 2008) has been one of the most discussed innovation frameworks in the 2000s, and probably one of the most important contributions to business model innovations (BMIs) since 2005. Managers in the healthcare sector responsible for innovations have also tried to adapt the OBMI approach as a tool among the numerous other innovation tools. The aim of the paper is to present an initial study of the implementation of the framework of OBMI in the European healthcare sector. The study is naturally inspired by Chesbrough{\textquoteright}s work on OBMI but also Michael Porters work on healthcare sector (Porter 2010) and shared values (Porter 2011). The study includes four European Hospitals (University Hospital Oslo, HSDJ Barcelona, University Hospital Aarhus and University Hospital Aalborg). Data is supplemented with experience from the European and US healthcare sectors. The paper focuses on the following research questions: • How can OBMI be defined? • How is OBMI used in the healthcare sector? The paper concludes by proposing a definition of open and close business models, and open and close business model innovations. ",

author = "Peter Lindgren and Rasmussen, \{Ole Horn\} and Helle Poulsen and Man-Sze LI and Andrew Hinchley and Alf Martin and \{Juan Fernandez Garcia\}, Jorge and \{Korsb{\ae}k Andersen\}, Tenna and Martin Vesterby and Trine Einter{\o} and Kjeld Lisby",

year = "2012",

language = "English",

volume = "1",

pages = "23--52",

journal = "Journal of Multi Business Model Innovation and Technology",

issn = "2245-456X",

publisher = "River Publisher",

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}

Lindgren, P, Rasmussen, OH, Poulsen, H, LI, M-S, Hinchley, A, Martin, A, Juan Fernandez Garcia, J, Korsbæk Andersen, T, Vesterby, M, Einterø, T & Lisby, K 2012, 'Open Business Model Innovation in Healthcare Sector', Journal of Multi Business Model Innovation and Technology, vol. 1, no. 1, pp. 23-52. <http://riverpublishers.com/river_publisher/journal_details_manage.php?page=journal_articles&issn=2245-456X&vol=1&issue=1>

TY - JOUR

T1 - Open Business Model Innovation in Healthcare Sector

AU - Lindgren, Peter

AU - Rasmussen, Ole Horn

AU - Poulsen, Helle

AU - LI, Man-Sze

AU - Hinchley, Andrew

AU - Martin, Alf

AU - Juan Fernandez Garcia, Jorge

AU - Korsbæk Andersen, Tenna

AU - Vesterby, Martin

AU - Einterø, Trine

AU - Lisby, Kjeld

PY - 2012

Y1 - 2012

N2 - The Open Innovation and Open Business Model Innovation (OBMI) approach (Chesbrough 2005, 2008) has been one of the most discussed innovation frameworks in the 2000s, and probably one of the most important contributions to business model innovations (BMIs) since 2005. Managers in the healthcare sector responsible for innovations have also tried to adapt the OBMI approach as a tool among the numerous other innovation tools. The aim of the paper is to present an initial study of the implementation of the framework of OBMI in the European healthcare sector. The study is naturally inspired by Chesbrough’s work on OBMI but also Michael Porters work on healthcare sector (Porter 2010) and shared values (Porter 2011). The study includes four European Hospitals (University Hospital Oslo, HSDJ Barcelona, University Hospital Aarhus and University Hospital Aalborg). Data is supplemented with experience from the European and US healthcare sectors. The paper focuses on the following research questions: • How can OBMI be defined? • How is OBMI used in the healthcare sector? The paper concludes by proposing a definition of open and close business models, and open and close business model innovations.

AB - The Open Innovation and Open Business Model Innovation (OBMI) approach (Chesbrough 2005, 2008) has been one of the most discussed innovation frameworks in the 2000s, and probably one of the most important contributions to business model innovations (BMIs) since 2005. Managers in the healthcare sector responsible for innovations have also tried to adapt the OBMI approach as a tool among the numerous other innovation tools. The aim of the paper is to present an initial study of the implementation of the framework of OBMI in the European healthcare sector. The study is naturally inspired by Chesbrough’s work on OBMI but also Michael Porters work on healthcare sector (Porter 2010) and shared values (Porter 2011). The study includes four European Hospitals (University Hospital Oslo, HSDJ Barcelona, University Hospital Aarhus and University Hospital Aalborg). Data is supplemented with experience from the European and US healthcare sectors. The paper focuses on the following research questions: • How can OBMI be defined? • How is OBMI used in the healthcare sector? The paper concludes by proposing a definition of open and close business models, and open and close business model innovations.

M3 - Journal article

SN - 2245-456X

VL - 1

SP - 23

EP - 52

JO - Journal of Multi Business Model Innovation and Technology

JF - Journal of Multi Business Model Innovation and Technology

IS - 1

ER -