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Taking a value network from concept to reality: Canadian Health Leadership Network (A Case Study)

Authors
Journal
Healthcare Management Forum
0840-4704
Publisher
SAGE Publications
Identifiers
DOI: 10.1016/j.hcmf.2014.05.005

Abstract

Abstract This article describes, in a step-by-step way, how the value network concept has been put to work to increase leadership capacity through the Canadian Health Leadership Network (CHLNet). The three phases in evolving the network are described: start-up, value creation, and consolidation phases. This is a case study that underscores the fact that networks are best facilitated rather than administered; that trust and reciprocity are the twin pillars for sustaining any network; and that leadership without ownership can be a driving force behind the success of a value network.

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