Disruptive collaboration: a thesis for pro-competitive collaboration in health care
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Authors
Dredge, Carter
Liljenquist, D
Scholtes, Stefan
Publication Date
2022-03-29Journal Title
NEJM Catalyst Innovations in Care Delivery
ISSN
2642-0007
Publisher
NEJM Group
Volume
[online]
Type
Article
This Version
VoR
Metadata
Show full item recordCitation
Dredge, C., Liljenquist, D., & Scholtes, S. (2022). Disruptive collaboration: a thesis for pro-competitive collaboration in health care. NEJM Catalyst Innovations in Care Delivery, [online] https://doi.org/10.1056/CAT.22.0057
Abstract
There are strong arguments for more competition in health care to drive significant improvements in the U.S. system. These arguments are sound, as a general rule. However, there are some problems in health care that are so large or complex that to achieve the desired competition, more novel forms of collaboration are also required. One form of collaboration — called disruptive collaboration — involves a large number of incumbent firms collaborating to collectively disrupt an entire subindustry. Such collaboration is scalably facilitated through a new vehicle called the Health Care Utility Model — a novel business model in which incumbent institutions form a self-sustaining, mission-driven corporation to provide essential products and services for customers and society at the lowest sustainable cost. Once formed, these health care utilities act as industry-competition boosters in competitively stagnant markets such as those dominated by hard-to-compete-against oligopolies.
Embargo Lift Date
2022-08-29
Identifiers
External DOI: https://doi.org/10.1056/CAT.22.0057
This record's URL: https://www.repository.cam.ac.uk/handle/1810/339486
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