Table 1
Transformation of integrated care governance.
| GOVERNANCE COMPONENT | TRANSFORMATIONAL DIRECTION |
|---|---|
| Organisational performance as leadership challenge | Adaptiveness to and participating in context fitting networks for wicked problems as leadership challenge |
| (Internal) supervisory boards focusing on risk reduction, quality, costs and reputation | Supervisory boards focusing on shared responsibilities in alliances for societal wicked problems |
| External supervision focusing on professions or organisations | External supervision on interdisciplinary work and inter-organisational networks |
| Involvement of employees in governance structures | Involvement of inter-organisational working employees in network governance |
| Client or citizen involvement in client boards/councils | Governance modalities that incorporate client or citizens voices in inter-organisational networks |
| Accountability towards payers and regulators | Accountability towards society (sustainability, environment, use of resources) |