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                <identifier>ezaposleni.singidunum.ac.rs/rest/sciNaucniRezultati/oai:1:665</identifier>
                <datestamp>2013-10-27T22:59:05Z</datestamp>
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                    <dim:field mdschema="dc" element="title" lang="en">Development of dynamic capabilities with new growth platform approach - an empirical study of private acute hospitals in Switzerland</dim:field>
                    <dim:field mdschema="dc" element="date" qualifier="issued">2013</dim:field>
                    <dim:field mdschema="dc" element="identifier" qualifier="uri">http://ezaposleni.singidunum.ac.rs/rest/sciNaucniRezultati/oai/record/1/665</dim:field>
                    <dim:field mdschema="dc" element="identifier" qualifier="uri">http://www.menadzment.tf.bor.ac.rs/mksm.html</dim:field>
                    <dim:field mdschema="dc" element="contributor" qualifier="author" authority="id:2039" confidence="-1">Z. Alimpić</dim:field>
                    <dim:field mdschema="dc" element="contributor" qualifier="author" authority="etfid:408" confidence="-1">M. Lutovac</dim:field>
                    <dim:field mdschema="dc" element="description" qualifier="abstract">Swiss health care is confronted with fundamental changes. On the one hand, there are increasing costs in patient treatments, caused by innovative technology with new highcapacity medical devices, and a lack of effectiveness and efficiency in the organisation of a hospital. On the other hand, hospitals will have decreasing revenues with the introduction of the new patient classification and tariff system DRG by 2012. For every DRG, hospitals will receive a fixed price, separate from the actual costs of the patient treatment. In this paper we explore the case of 13 successful Swiss private acute hospitals which are also confronted with these pressures to reduce their costs of patient treatment and therefore to optimise their processes of care. We focus on the RBV of the hospital, and more specifically on a dynamic capabilities . Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant best practise across firms [1]. We use the NGP to put new trends, key customers needs , and capabilities together in a framework. This is the basis for the development of a new strategy approach.</dim:field>
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                    <dim:field mdschema="dc" element="source">International May Conference on Strategic Management - IMKSM2013</dim:field>
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