The need to succeed – learning experiences resulting from the implementation of value-based healthcare

摘要: Purpose The aim of this study has been to explore learning experiences from the two first years implementation value-based healthcare (VBHC) at a large Swedish University Hospital. Design/methodology/approach An explorative design was used in study. Individual open-ended interviews were carried out with 19 members four teams implementing VBHC. Qualitative analysis analyse verbatim transcripts interviews. Findings Three main themes pinpointing emerged through analysis: resource allocation support implementation, anchoring create engagement and dedicated, development-oriented leadership power decision. Resource included need set aside time administrative resources also adjust essential IT-systems. The work involved both patients staff found be never-ending task calling for deep commitment. hospital top management’s explicit decision implement VBHC facilitated process, but team leaders’ lack management mandate experienced as obstructing process. development process contributed not only single-loop double-loop learning. Originality/value Learning drawn have studied before, thus results could importance managers administrators wanting concept their respective organizations.