Management
Strategic alliances refer to the wide range of the inter-organizational relationships in the healthcare sector, which further the objectives of the involved organizations. The joint ventures, for instance, are the cooperative forms of an organization among the independent parties, which might compete otherwise (Heward, Hutchins, & Kelleher, 2007). These alliances are often loose arrangements among various organizations designed for the achievement of long-term strategic purposes. The healthcare organizations face different uncertainties and challenges. For instance, as the government cutbacks threaten their funding, these organizations, through the strategic alliances, will attempt to reduce such uncertainties concerning their environments (Burns et al., 2012).
Characteristics of Strategic Alliances
These characteristics vary depending on the type of alliance formulated among the healthcare organizations. First, coordination is a feature of these alliances, which encompasses the degree of the coordination of the services and the programs among the organizations. Formality is another significant feature (Burns & Muller, 2008). Some of the arrangements are formal requiring legal contracts and written agreements whereas others are formed based on mutual understanding. Commitment is another characteristic, which defines the type of the contributions made to shared endeavors by each of the organizations (Hung, Hwang, & Liao, 2005). Last, there is asymmetry where is certain arrangements or alliances, there is the expectation of greater involvement from some of the participants.
Benefits to Different Members
The strategic alliances are a reflection of the fundamental shift in the operations of the healthcare organizations, especially for the common purpose, which is elemental in solving of the common or individual challenges faced by the members. These alliances also provide the member organizations with ways of managing the growing interdependence and complexity while also maintaining a sense of organizational autonomy (Leatt & Barnsley, 1994).
References
Burns, L. R., Bradley, E. H., Weiner, B. J., Shortell, S. M., Kaluzny, A. D., & Zajac, E. J. (2012). Managing Strategic Alliances. In Shortell and Kaluzny's health care management: Organization, design, and behavior. Clifton Park, NY: Delmar Cengage Learning.
Burns, L. R., & Muller, R. W. (2008). Hospital-Physician Collaboration: Landscape of Economic Integration and Impact on Clinical Integration. Milbank Quarterly. doi:10.1111/j.1468-0009.2008.00527.x
Heward, S., Hutchins, C., & Kelleher, H. (2007). Organizational change--key to capacity building and effective health promotion. Health Promotion International. doi:10.1093/heapro/dam011
Hung, W., Hwang, H., & Liao, C. (2005). Establishing strategic alliance among hospitals through SAIS: a case study in Taiwan. International Journal of Electronic Healthcare. doi:10.1504/IJEH.2005.006475
Leatt, P., & Barnsley, J. (1994). Physicians in health care management: 9. Strategic alliances and relationships between organizations.
