Institutions for Collaboration: Overview

Michael E. Porter; Willis M. Emmons III

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Background Note | HBS Case Collection | January 2003

Institutions for Collaboration: Overview

by Michael E. Porter and Willis M. Emmons III

Abstract

Provides an overview of the wide variety of organizations other than firms, government ministries and regulatory agencies, and universities that may have significant effects on competitiveness. These intermediary entities, referred to as institutions for collaboration (IFCs), include, for example, chambers of commerce, industry associations, professional associations, trade unions, technology transfer organizations, quality centers, think tanks, university alumni associations, and others.

Keywords: Globalization; Labor Unions; Organizations; Competitive Strategy; Technology;

Format: Print

1 pages

Educators Purchase

Citation:

Porter, Michael E., and Willis M. Emmons III. "Institutions for Collaboration: Overview." Harvard Business School Background Note 703-436, January 2003.

About the Authors

Michael E. Porter

Bishop William Lawrence University Professor

Strategy

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Willis M. Emmons

Senior Lecturer of Business Administration
Director, C. Roland Christensen Center for Teaching and Learning

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Case | HBS Case Collection | April 2018 (Revised September 2019)

Growing a Cluster: The Singapore Biomedical Sciences Initiative

Michael Porter and Christian H.M. Ketels

Citation:
Porter, Michael, and Christian H.M. Ketels. "Growing a Cluster: The Singapore Biomedical Sciences Initiative." Harvard Business School Case 718-428, April 2018. (Revised September 2019.) View Details

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Article | Health Affairs

Navy Medicine Introduces Value-Based Health Care

Alee Hernandez, Robert S. Kaplan, Mary L. Witkowski, C. Forrest Faison III and Michael E. Porter

In 2016 the newly appointed surgeon general of the Navy launched a value-based health care pilot project at Naval Hospital Jacksonville to explore whether multidisciplinary care teams (known as integrated practice units, or IPUs) and measurement of outcomes could improve the readiness of active duty personnel and lower the cost of delivering care to them, their dependents, and local retirees. This article describes the formation of the project’s leadership structure; the selection of four conditions to be treated (low back pain, osteoarthritis, diabetes, and high-risk pregnancy); the creation of the care team for each condition; outcomes and costs measured; and the near-term changes in outcomes during the twelve-month pilot period. Patient outcomes improved for three of the four conditions. We describe factors that contributed to the project’s success. After the pilot concluded, the Navy combined the back pain and osteoarthritis IPUs into a single musculoskeletal clinical unit and established a similar IPU at another naval hospital and its clinics. The diabetes IPU was continued, but the high-risk pregnancy IPU was not. We offer several observations on the elements that were key to the success of the project, explore challenges and opportunities, and suggest that the pilot described here could be taken to greater scale in the Military Health System and elsewhere.

Keywords: military health system; Health Care and Treatment; Cost Management; Projects;

Citation:
Hernandez, Alee, Robert S. Kaplan, Mary L. Witkowski, C. Forrest Faison III, and Michael E. Porter. "Navy Medicine Introduces Value-Based Health Care." Health Affairs 38, no. 8 (August 2019): 1393–1400. View Details

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Case | HBS Case Collection | March 2017 (Revised July 2019)

Walmart: Navigating a Changing Retail Landscape

Michael E. Porter and Jorge Ramirez-Vallejo

As the largest company, by revenue, in the world, Walmart has been a lightning rod for criticism. However, in an attempt to stay ahead of traditional and digital retailers, and keep customers satisfied with evolving demands, the company is strengthening its competitive advantage by creating Shared Value. Current CEO, Doug McMillon outlines his strategy for fending off competition, navigating a challenging retail landscape, and positioning Walmart as a leading retailer for today and the future.

Keywords: shared value; strategy; Retail industry; department stores; sustainability; social responsibility of business; Value Creation; Competitive Strategy; Corporate Social Responsibility and Impact; Retail Industry;

Citation:
Porter, Michael E., and Jorge Ramirez-Vallejo. "Walmart: Navigating a Changing Retail Landscape." Harvard Business School Case 717-474, March 2017. (Revised July 2019.) View Details

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Institutions for Collaboration: Overview

Abstract

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