European Institute for Advanced Studies in Management (EIASM), "9TH WORKSHOP ON THE CHALLENGES OF MANAGING THE THIRD SECTOR" to be held in LUND, JUNE 13-14, 2013 参考のホームページ(EIASM) http://www.eiasm.org/r/about-eiasm

1. Creation of New Mechanisms based on Knowledge
Transfer via Social Entrepreneurship：
Case Study of Public-Private Partnerships in Preventative
Medicine in Japan
Paper presented at 9TH Workshop on the Challenges of Management the Third Sector in
EIASM, 2013/06/13. Please do not quote without author’s permission.

2. Outline
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Introduction
Literature review
Objectives of my research
Research Methods
Overview of Case ―Carepro and Nara-Prefecture
Case study
Conclusion and Discussion
References
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3. Social Problems
• Increasing of social problems all over the world
• Social problems:
Medical care, Environmental problems, Social welfare,
Education, Child care and Abuse, etc.
• Social problems are numerous, and serious.
• Search for innovative approaches to social problem-solving
→ No governments or private-sector companies are engaged in
satisfactory endeavor. (Wei-Slillern, et al., 2007)
• Social problems would not be solved…
→ Necessity of social entrepreneurship
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4. Important social problems in Japan
• The rise in the cost of medical care for patients with lifestyle
diseases
• Definition of the term ‘a lifestyle disease’:
Disease which are the accumulation of undesirable daily lifestyle
habits (Ministry of Health, Labour and Welfare; MHLW)
― For example, Diabetes, Stroke, Heart disease, Hyperlipidemia,
High blood pressure, Obesity
• Rising medical costs → strain on national finances
• Two-thirds of Japanese people die as a result of lifestyle diseases
• What can be done to reduce the number of patients with lifestyle
diseases?
→ Having regular health checkups, Monitoring one’s
own health and Lifestyle improvement
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5. • MHLW surveys Japanese people’s medical costs and conditions of
health in 2011 and 2012.
→ Medical costs are increasing every year.
One in five Japanese adults have diabetes or are likely to get
diabetes.
• It is estimated that Japanese people who don’t have health checkups
regularly are about 33 million.
• Efforts of Local governments: to promote health checkups
(Attempt to increase the percentage of people who have them)
→ Significant results have not yet been achieved.
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6. Necessity of Social Entrepreneurship
• Solutions of social problems
→ Changes in how to support actions by private sector and
government (Bornstein, 2007)
→ Growth of the social sector worldwide
→ Attention to social entrepreneurship all over the world
• Definition of social entrepreneurship in this research:
“Innovative, social value-creating activity that can occur within or
across the nonprofit, business, or government sector” (Wei-Skillern,
et al., 2007)
• In fields traditionally dominated by public sector and NPO
→ Establishment of business venture via social entrepreneurship
→ Establishment of innovative partnerships (Wei-Skillern, 2007)
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7. Significance of social
entrepreneurship in PPPs
• The importance of entrepreneurial nonprofit organizations to receive
the support of government, business enterprise, public organizations
and other organizations in order to achieve social change (Crutchfield
& Grant, 2008).
→ public-private partnerships (PPPs)
• PPPs were established as an important measure for public policy in
the 1990s. (Osborne, 2000)
→ Combination of governmental and private sector resources
and knowledge in order to realize social objectives
(Skelcher, 2007; Steijin, et al., 2011)
→ Value creation through collaboration with public sector and
private sector
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8. • Example of Anglo-American government (Schirmer & Cameron, 2012)
→ Government does not address social problems alone.
→ Partnerships of social entrepreneurs and government
• Value creation in PPPs
→ Necessity for the promotion of knowledge transfer between
organizations
→ Learning from the experiences of the other organizations
(Huber, 1991; Levitt & March, 1988)
→ Knowledge transfer from other group and organizations are an
important source of improved productivity. (Argote, 2004)
• Little attention has been given to social entrepreneurship and
knowledge transfer in PPPs.
→ This research will be worthy.
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9. Objectives of my research
• My research focuses on PPPs based on preventative medicine.
• The objectives of my research are,
(1) To demonstrate the kind of relationships social entrepreneurs
creates with its partners in PPPs
(2) To demonstrate the kind of collaboration that effectively
promotes knowledge transfer
• By transferring the knowledge particular to social entrepreneurship
→ It will lead to the creation of new value for solving social
problems.
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10. Research Methods
• Case study (Yin, 1994) and Grounded theory (Glaser & Strauss, 1967)
→ Theory building
• The Case is collaboration of Carepro and Nara Prefecture in Japan.
• Analytical methods: Qualitative analysis of interviews and
secondary data
Interviews
→ (1) Structured interview, (2) Semi-structured interview
Secondary data
→ Carepro’s homepage, President’s blogs, Newspaper accounts,
Magazine articles,
Nara’s homepage, Publications by Nara Prefecture
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11. Description of Carepro
• Location: Tokyo, Foundation: 2007
• Leading social venture company in Japan
• Mission: Producing innovative health care services and contributing
to the creation of healthy society
• The major pillar of businesses:
Quick health checkups at low price and in a short time
― For example; Measurements of blood sugar, neutral lipid,
cholesterol and blood pressure, etc.
― (1) a directly-managed store, (2) holding events
• Service provision place:
In train stations and in the corners of drugstores, etc.
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12. • Carepro’s services and business models are innovative in Japan.
(1) Japanese medical care functions around local governmental
bodies, physicians associations, and local hospitals.
→ People have their health checkups at hospitals or clinics.
(2) There are many people who don’t have regular health checkups
in Japan.
→ The number of patients with lifestyle diseases which could
be prevented by having health checkups is on the rise.
• Main targets: Housewives, Self-employed workers, Job-hopping parttime workers
― They haven’t had health checkups for a long time.
Reasons:
They don’t have enough time for health checkups.
They cannot afford health checkups.
They have too much confidence in their health.
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13. Carepro’s homepage
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14. ↑ Provision of quick health check services in drugstore.
(Carepro’s homepage)
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15. ← Measurement of blood sugar level
(Carepro’s homepage)
Provision of quick health
check services →
(Carepro’s homepage)
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16. Description of Nara Prefecture in Japan
• Population: About 1.4 million people (2012)
― In recent years, the population decline.
• The aging rate: 23.8% (2011) → Above the national average
• Rising medical cost have become an issue.
• Nara Prefecture has been worried over the low percentage of people
having health checkups.
• Carepro and Nara Prefecture formed the first partnership in Japan
and collaborated to provide Carepro’s services to the residents of
Nara.
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17. Kyoto
Nara Prefecture
Tokyo
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18. Case Study
• In April 2012, collaboration between Carepro and Nara Prefecture
→ Provide Carepro’ services to the residents of Nara
• Implementation period: Four-day, “Health checkups events”
• Event place: Two drugstores in Nara
• Collaboration objectives:
(1) To recognize the importance of health checkups
(2) To create an opportunity for people to have regular health
checkups.
• Key benefits of collaboration Carepro and Nara Prefecture
→ (1) Enhancing the legitimacy of Carepro’s services
→ (2) Creation of new innovative health checkups models
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19. The process of collaboration between Carepro and Nara
Forming
Partnerships
Advance
Deliberation
Key person
→ Convinced the governor of Nara Prefecture, the Nara Medical
Association, and hospitals and clinics in Nara.
During a two-month period, Carepro provided detailed explanations
to Nara Prefecture of accomplishments to data and services.
→ Nara made a decision to provide support to Carepro and agreement
for collaboration
Holding the Trial
Event
Trial event for Carepro’s services held at health promotion event hosted
by Nara. There is coverage of TV station.
→ Awareness of Carepro’s survices improved.
Service users: 30 people
Holding the
Collaborated Health
Checkup Events
Two months after the trial event, the events held in collaboration with
Nara. This event was led by Carepro.
Nara provided administrative support (publicity activities, etc.).
Service users: 200 people
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20. Outcome of the collaboration
• Service users: 200 people
• User’s attribute: Over half of the people who used Carepro’s services
do not regularly have health checkups.
→ Many of them: Housewives
• Some people test results is abnormal values.
• Some people decide to improve lifestyle.
• Changes in the attitudes toward health checkups by residents who
used Carepro’s services.
• It was possible to gain awareness toward Carepro’s innovative
services, enhance legitimacy, and create new values for health
checkups in Nara Prefecture.
→ To the first step of social problem solutions
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21. Conclusion and Discussion
• Key points to the promotion of knowledge transfer
(1) Equal relationship between partners by key person
(2) Prior consultation to consider closely capabilities and
performances of partner
(3) The height of the willingness to solve social problems
(4) Legitimacy from local residents and Nara Prefecture
• Through collaboration between Carepro and Nara Prefecture…
― It was possible to change residents’ attitude toward health
checkups, and create awareness of the importance of having
them.
• Carepro’s innovative services could create new values for health
checkups.
→ Knowledge form social entrepreneurship leads to the creation
of new value.
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22. Future topics
• Analysis of multiple cases
→ Comparative analysis, Full generalization of research results
• Time series analysis
→ Change of local resident’s consciousness, Trends in health
care costs, A number of patients with lifestyle diseases, etc.
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23. References
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Argote, L. (2004). Organizational Learning: Creating, Retaining and Transferring
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Management Studies, Vol.45, pp.675-698.
Bornstein, D. (2007). How to change the world: Social entrepreneurs and the
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Skelcher, C. (2007). Public-Private Partnerships and Hybridity. In Ferlie, E., Lynn,
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Glaser, B.G. and Strauss, A.L. (1967). The discovery of grounded theory: Strategies
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