Promozione dell’equità in sanità e programmazione aziendale: evidenze da uno studio di caso esplorativo

Anteprima

Questa ricerca analizza gli strumenti ed i processi attraverso cui le aziende sanitarie promuovono il principio di equità, integrandolo nell’ambito della programmazione aziendale. Affrontare e contrastare le disuguaglianze di salute è un tema prioritario a livello sia di politiche pubbliche, sia di interventi aziendali. In particolare, le aziende sanitarie hanno una responsabilità fondamentale nell’attivare processi programmatori ed attuativi volti alla riduzione delle disuguaglianze di salute, anche tramite l’applicazione di specifici strumenti di analisi e valutazione dell’equità. La letteratura aziendalistica offre, tuttavia, scarse evidenze a tale proposito. I risultati di questo lavoro, basati su uno studio di caso esplorativo, evidenziano una diffusa sensibilizzazione culturale relativa all’equità all’interno dell’azienda oggetto di studio, unita all’applicazione sperimentale di alcuni strumenti ad hoc, anche in sede di programmazione. Nel contempo, si illustrano una serie di complessità riconducibili alla natura del principio di equità, che si caratterizza per essere ampio, elusivo e difficilmente misurabile.

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This study explores the instruments and the processes through which healthcare organizations promote the health equity principle and integrate it within their organizational planning. Addressing and opposing health inequalities is a priority issue in terms of both public policies and organizational actions. In particular, healthcare organizations have a fundamental responsibility in activating decision-making and implementation processes aimed at reducing health inequalities, also through the application of specific tools for analyzing and assessing health equity. In this respect, however, little empirical evidence is to date offered by the management literature. The results, based on an exploratory case study, highlight a pattern of widespread cultural sensitization related to health equity across the organization, coupled with the experimental application of some ad hoc tools, within organizational planning too. The findings also illustrate several complexities deriving from the nature of the health equity principle itself, which appears to be broad, elusive, and difficult to measure.

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Key words: Equity, Healthcare organizations, Organizational planning

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