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Abstract Background Health care networks are widely used and accepted as an organizational form that enables integrated care as well as dealing with complex matters in health care. However, research on the governance of health care networks lags behind. The research aim of our study is to explore the type and importance of governance structure and governance mechanisms for network effectiveness. Methods The study has a multiple case study design and covers 22 health care networks. Using a configuration view, combinations of network governance and other network characteristics were studied on the level of the network. Based on interview and questionnaire data, network characteristics were identified and patterns in the data looked for. Results Neither a dominant (or optimal) governance structure or mechanism nor a perfect fit among governance and other characteristics were revealed, but a number of characteristics that need further study might be related to effective networks such as the role of governmental agencies, legitimacy, and relational, hierarchical, and contractual governance mechanisms as complementary factors. Conclusions Although the results emphasize the situational character of network governance and effectiveness, they give practitioners in the health care sector indications of which factors might be more or less crucial for network effectiveness.

About the Guest Editors Ruth Boaden is Senior Lecturer in Operations Management at theManchester School of Management, UMIST and Director of Health Organisations ResearchCentre. Her research interests cover a wide range of areas within health services managementand include work in IT in primary care, electronic health records, reengineering in acute trusts,critical path analysis in cancer care, the management of emergency admissions and bedmanagement

Admission scheduling is identified as an important strategy to match supply and demand in acute care hospitals. During the last decades, many different theoretical models of admission scheduling have been developed, but only a few of them have reached the stage of implementation. Several authors have given some indication that there may be a gap between theory and practice of admission scheduling. In this study we try to describe this gap using a two‐stage research methodology: an extensive literature review in order to determine the theoretical functional requirements for a system that supports the admission scheduling decision and a telephone survey in order to learn more about the admission scheduling practice in Belgian hospitals. The study finds a large gap between the theoretical requirements and the practical application of admission scheduling in hospitals. In summary, most hospitals have not worked out an admission scheduling policy indicating which resources are critical in the scheduling process and how information on the availability of these resources can be captured.

Firms striving for long-term profitability need to build stronger customer-firm relationships by getting their customers more engaged with the firm. One path to this end is introducing practices to manage different forms of customer engagement behaviors (CEBs). To develop more effective and efficient CEB management practices, this research proposes and empirically tests a theoretical model on managerial and psychological processes to encourage CEBs that are embedded in a broader network of customers and stakeholders. Based on qualitative and quantitative studies in nursing homes, we demonstrate that organizational support and overall service quality toward significant others influence some forms of CEBs—more particularly feedback and positive word of mouth (WOM) behaviors—through customer affect toward the organization. It is interesting to note that customer affect toward the organization encourages WOM behaviors, while it discourages feedback behaviors. Conversely, managerial processes that increase customer role readiness—such as organizational socialization and support from other customers—were found to have a positive impact on all forms of CEBs. This research helps managers of nursing homes and other services with a broad network of customers and stakeholders to improve existing CEB management practices and develop new CEB management practices that are beneficial for the firm and its stakeholders.

Purpose
Process management approaches all pursue standardization, of which evidence-based medicine (EBM) is the most common form in healthcare. While EBM addresses improvement in clinical performance, it is unclear whether EBM also enhances operational performance. Conversely, operational process standardization (OPS) does not necessarily yield better clinical performance. The authors have therefore looked at the relationship between clinical practise standardization (CPS) and OPS and the way in which they jointly affect operational performance. The paper aims to discuss this issue.


Design/methodology/approach
The authors conducted a comparative case study analysis of a cataract surgery treatment at five Belgium hospital sites. Data collection involved 218 h of observations of 274 cataract surgeries. Both qualitative and quantitative methods were used.


Findings
Findings suggest that CPS does not automatically lead to improved resource or throughput efficiency. This can be explained by the low level of OPS across the five units, notwithstanding CPS. The results indicate that a wide range of variables on different levels (patient, physician and organization) affect OPS.


Research limitations/implications
Considering one type of care treatment in which clinical outcome variations are small complicates translating the findings to unstructured and complex care treatments.


Originality/value
With the introduction of OPS as a complementary view of CPS, the study clearly shows the potential of OPS to support CPS in practice. Operations matters in healthcare standardization, but only when it is managed in a deliberate way on a hospital and policy level.

Purpose
– The purpose of this paper is to argue that in order to achieve customer centricity through business process management (BPM), companies have to obtain the profound understanding of customers' processes and when necessary change not only the interactions with but also the processes of their customers. A method is presented that allows doing this in a systematic manner.


Design/methodology/approach
– A case study of a large multinational company was conducted. Several different sources and methods were used, including document analysis, interviews and a qualitative analysis of responses to open-ended questions. Data were gathered at three points in time: before, during and after the implementation of the presented approach.


Findings
– The method that was successfully employed by the case organisation consisted of combining BPM with service blueprinting, and of extending these efforts by integrating the customers' internal processes into the scope of improvement.


Research limitations/implications
– The paper does not thoroughly evaluate the long-term effects of the proposed approach. Some results of the case study analysis had to be excluded from this paper due to reasons of confidentiality.


Practical implications
– The paper presents an approach for organisations to not only understand the needs of their customers but also the way in which their product is used in customers' processes. In this way BPM can be implemented in a truly customer-oriented way.


Originality/value
– This paper extends previous work by presenting one way in which BPM can follow up on its promise of increasing an organisations customer orientation. While servitisation has received a lot of attention in various disciplines, its application within BPM research and practice has been scarce.