• Barbara Dembowska
  • Hanna Lewandowska



hospital, human capital, knowledge, intellectual capital, health policy, intangible asset


Strategic management of each organization is closely related to changes occurring in its closer and further environment. They can occur at the regional, national or global level as a stimulator or destabilizer of the adopted strategy. However, without taking into account the current factors having a direct or indirect impact on the functioning of the organization, it is impossible to determine its long-term goals, adopt possible directions of development and implement methods thst leads to the achievement of the assumed goal.

Healthcare organizations (public hospitals) are the most sensitive to any changes and turbulences that occur. Implementation of the strategy in such organization requires not only taking into account demographic forecasts, but state's health policy as well. This policy has a significant impact on the quantity and quality of the provided services. The reference base is not only material goods (e.g. modern medical apparatus and equipment), but also the involvement in the whole process the employees who are the most important resource of any organization providing health services. Knowledge of senior and middle-level medical staff, creats an intangible asset of an organization, allows planning, implementing and providing the adopted strategy. Without taking this into account, good implementation of the adopted strategy is impossible. Therefore, in this context, the self-assessment of senior and middle-level medical staff regarding the degree of usage their knowledge in the organization is important. This thesis seems obvious, but it is extremely often overlooked and ignored by decision-makers not only at the organization level, but also at the central level.



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