Lessons learnt from applying action research to support strategy formation processes in long-term care networks

Abstract

This study demonstrates how action research (AR) that is aimed at scaling-up experiments can be applied to support a strategy formation process (SFP) in a subsidized long-term care network. Previous research has developed numerous AR frameworks to support experiments in various domains, but has failed to explain how to apply AR and action learning (AL) on the strategic level of organizational networks. Given this situation, we used a generic AR framework to explore its usefulness in supporting SFPs. The framework consists of four steps: (1) identifying the problem situation, (2) planning a solution, (3) taking action, and (4) reflecting on the action. The results show that utilizing AL in AR helps actors to reflect on and understand the challenges in forming a joint strategy in a network. We demonstrate that it can help to visualize the process and to create a common ground for discussion, to create a shared vision as well as commitment to scaling-up experiments. These insights should be used in future SFPs in networks. However, the results also show that the key barrier, the lack of executive commitment, was only identified at a late stage. This paper constitutes a first step toward a more sophisticated AR framework for strategy research. The mistakes highlighted here should help others avoid them in the future.

Keywords:

• strategy formation process
• long-term care
• scaling-up experiments

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes on contributors

Dr Hendrik Cramer is Researcher in the Department of Construction Management and Engineering at the University of Twente, the Netherlands. He is specializing in strategic management in healthcare and area development. Before he obtained his MSc in strategic management on the topic of corporate diversification strategies at Tilburg University.

Dr Geert Dewulf is Professor of Planning and Development in the Department of Construction Management and Engineering at the University of Twente, the Netherlands. He is also dean of the Faculty of Engineering Technology. Before he joined Twente University he was senior consultant at the Netherlands Organisation of Applied Scientific Research and assistant professor in Delft University of Technology.

Dr Hans Voordijk is Associate Professor in the Department of Construction Management and Engineering at the University of Twente, the Netherlands. Before he joined Twente University, he was project manager at the Netherlands Organisation of Applied Scientific Research and assistant professor at Tilburg University.

Notes

1. In the Dutch transition program,

[ … ] ‘experimenting’ refers to innovative, small-scale experiments that are conducted in practice to address persistent societal problems (Rotmans and Loorbach, 2006) … it does not refer to scientific experiments (that originated in the natural sciences [which] are also widely applied in the social sciences), which usually test a certain theory in a controlled environment such as a laboratory. (Van den Bosch 2010, 17)