Strategic alliance: adapting to the business environment in long-term care.
This article is addressed to long-term-care administrators and planners as well as purchasers of long-term care. Believing the current and future business environment will force continued adaptation in long-term-care organizations, the authors utilize nine categories to map pressures for change: cultural, technological, educational, political, legal, natural resource, demographic, sociologic, and economic. Long-term-care organizations, especially those that are not-for-profit, are becoming members of alliances as one way of addressing these pressures. This article describes and presents a case example of a composite alliance to demonstrate the advantages of membership in a strategic alliance. We also present examples of ways in which alliance members use strategic partnerships to improve their ability to manage these forces.
Mara
Cynthia Massie
CM
Penn State University, 777 West Harrisburg Pike, Middletown, PA 17057-4848, USA. czm10@psu.edu
Ziegenfuss
James T
JT
D003132:Commerce; D003299:Cooperative Behavior; D017598:Efficiency, Organizational; D006265:Health Care Coalitions / Q000458:organization & administration*; D019981:Health Care Sector; D006801:Humans; D007373:Interinstitutional Relations; D008134:Long-Term Care / Q000458:organization & administration / Q000639:trends; D009735:Nursing Homes / Q000458:organization & administration*; D009937:Organizational Objectives; D014481:United States