The emergence of a value transformation strategic initiative in the healthcare context

A. Erin Bass, Ivana Milosevic, Mary Uhl-Bien, Meagan Millier

Research output: Contribution to journalArticlepeer-review


How do strategic initiatives emerge? Despite rich tradition in the emergent strategy literature—focused on significant organizational change—surprisingly little insight exists on the dynamics of a new initiative’s emergence. This is particularly relevant in healthcare because of the increasing pressure to implement value transformation models focused on maximizing value at the point of care. The value transformation model prioritizes the decisions of the frontline providers and thus requires their expertise and commitment for the model’s implementation and success. In our case study of a dental organization, “OptiPlex,” we trace the emergence of a value transformation strategic initiative from its origination at the point of care to its formalization into the organization’s strategic plan. Using qualitative methods, we identify three phases in the emergence of the value transformation strategic initiative, each embodying different championing behaviors necessary for the initiative’s emergence. In doing so, we explicate the nature of these behaviors and how they link up across the organizational hierarchy to drive the value transformation strategic initiative’s emergence and implementation.

Original languageEnglish (US)
Pages (from-to)273-283
Number of pages11
JournalHealth Services Management Research
Issue number4
StatePublished - Nov 2023


  • champion
  • healthcare
  • qualitative
  • strategic initiative
  • strategy process
  • value transformation

ASJC Scopus subject areas

  • Health Policy


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