Abstract
The aim of this study was to investigate how the PDS, run by 21 regional authorities called County Councils in Sweden, have managed to keep a strong market position in a time of changes in political ideologies and increased competition with the private sector.
Methods: All PDS-managers (Chief Dental Officers) having had the leading position for at least five years (n=22) were asked to participate in a semi-structured telephone interview about their leadership – a study approved by the Ethical Review Board of Malmö University. Sixteen persons participated and they were questioned about the impact of their leadership on the present position of the PDS-organisation, visions, short-time goals and strategies in use, personal actions and opinions on the progress of the competition situation. The questions were sent to CDOs by email before the interview. The interviews were audio taped and transcribed and analysed using the qualitative content analysis method.
Results: The CDOs had handled the situation of increased competition through brand building, “Folktandvården” (in Sweden the name of the national PDS), and core value work related to both patients and employees, and less through competitive analysis. However, limited liability company CDOs had a slightly different appearance in their way to describe visions, strategies and short-time goals than the CDOs working in County Councils having more traditional administration forms for the PDS. They used business concepts such as customers, market shares, and yield ups, which did not emerge as clearly in the answers of the other CDOs. Most CDOs considered their own acting as important for a successful development of their PDS organisation.
Conclusions: The PDS seems to have a strong position in the Swedish dental care market and much effort had been put into consolidating this position.
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