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Strategic Fit in the Healthcare IDS
Abstract
Interorganizational networks are defined as “clusters of organizations that make decisions jointly and integrate their efforts to produce a product or service” (Alter & Hage, 1993, p.2) and “advanced organizational structures perceived to improve efficiency, flexibility, and innovativeness and described as decoupled units developed because of rapid growth or knowledge and technology” (Schumaker, 2002). The healthcare integrated delivery system (IDS) is a distinct example of an interorganizational network. Defined as networks of healthcare organizations linked for the goals of clinical integration and an effective patient care continuum (Zucherman, Kaluzny, & Ricketts, 1995; Kilbridge, 1998; Young & McCarthy, 1999; Deluca & Enmark, 2002), IDSs may assume various organizational forms, namely strategic alliances, contracted networks, or joint ventures and may be comprised of multiple forms within a single network (Page, 2003). Also of interest is the distinction of the IDS as a lateral network of stakeholders, all directly serving the patient. This study uses the healthcare IDS to test a model of strategic fit and to examine differences in the nature and strength of the strategic fit to performance relationship across two distinct levels of IDS development.
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