Scaling Up ART Adherence Clubs in the Public Sector Health System in the Western Cape, South Africa: a Study of the Institutionalisation of a Pilot Innovation

In 2011, a decision was made to scale up a pilot innovation involving ‘adherence clubs’ as a form of differentiated care for HIV positive people in the public sector antiretroviral therapy programme in the Western Cape Province of South Africa. In 2016 we were involved in the qualitative aspect of an evaluation of the adherence club model, the overall objective of which was to assess the health outcomes for patients accessing clubs through epidemiological analysis, and to conduct a health systems analysis to evaluate how the model of care performed at scale. In this paper we adopt a complex adaptive systems lens to analyse planned organisational change through intervention in a state health system. We explore the challenges associated with taking to scale a pilot that began as a relatively simple innovation by a non-governmental organisation

L’espace enfants/adolescents, un lieu d’accueil pour les enfants et les adolescents dont un parent est atteint d’un cancer

The Children’s/Teenager’s corner is a meeting point at the hospital set up in partnership with the medical oncology teams. It is designed for children, teenagers and their respective families who come to visit a parent or a close one hospitalized for a serious illness. This location, created and suitable for children, helps to maintain the family link and communication. The activities are led by two professional psychologists who encourage personal and emotional expression through the use of tools such as games, drawing, or sharing. Entrance is free and it is open on wednesdays afternoons.SCOPUS: ar.jinfo:eu-repo/semantics/publishe

Surrendering control to gain advantage: Reconciling openness and the resource‐based view of the firm

Strategic openness—firms voluntary forfeiting of control over resources—seemingly challenges the premise of the resource-based view (RBV), which posits that firms should control valuable, rare, and inimitable (VRI) resources. We reconcile this apparent paradox by formalizing whether and when firms—consisting of resource bundles and deriving competitive advantage from exploiting selected VRI resources—may maximize profitability by opening parts of their resource base. As such, our article refines RBV-related thinking while supporting the theory's core tenets. Notably, we illustrate how a common-pool resource can become a source of competitive advantage and how firms may use openness to shape inter-firm competition