Abstract
This article gives a practice-based and theoretical overview of the transformation from a traditional hierarchical organization in the care and cure sector towards a so-called Community-driven organization providing human happiness to 6000 elderly people. The actual case study is intertwined with conceptual information for better understanding of the innovative transition which took place at Humanitas. The case description includes its initial situation, its new core values, mission and objectives and shows the sequence of emerging policies and interventions that resulted in a stakeholder oriented business model for the care sector. The selected concepts are Graves' Emerging Cyclical Level of Existence Theory (or Spiral Dynamics), Ken Wilber's Four Quadrant Model, Roberts Simons' Four Levers of Control and various elements from the European Corporate Sustainability Framework sponsored by the European Commission. The conclusion marks the match between theory and practice in transforming Humanitas Rotterdam into providing cure, care, housing and well-being to elderly people.
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Marrewijk, M.V., Becker, H.M. The Hidden Hand of Cultural Governance: The Transformation Process of Humanitas, a Community-driven Organization Providing, Cure, Care, Housing and Well-being to Elderly People. Journal of Business Ethics 55, 205–214 (2004). https://doi.org/10.1007/s10551-004-1902-1
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DOI: https://doi.org/10.1007/s10551-004-1902-1