<![CDATA[This study aims to analyze the implementation of strategic alliances in improving the performance of Baiturrahim Hospital Jambi, particularly through cooperation with BPJS Health and private health insurance companies. This research employed a qualitative approach, with data collected through in-depth interviews, structured questionnaires, documentation, and literature studies. The analysis utilized three approaches: the Generic Fit Framework (GFF), Key Success Factors (KSF), and Value Chain Analysis. The findings indicate that the implementation of strategic alliances has generally been well established and has contributed positively to hospital performance. Based on the Generic Fit Framework, Strategic Fit achieved the highest score of 4.23, followed by Organizational Fit at 4.20, Operational Fit at 4.13, Human Fit at 3.93, and Cultural Fit at 3.73. In the Key Success Factors analysis, strategy was identified as the most dominant factor, with a score of 4.30, indicating that strategic alignment with market needs is an important determinant of alliance success. Meanwhile, the Value Chain Analysis showed that operations and distribution achieved the highest scores, both at 4.40. However, several challenges remain, including suboptimal strategic alignment, operational efficiency, responsiveness, claims management processes, and human resource competency development. Therefore, the strategic alliances implemented by Baiturrahim Hospital Jambi have provided added value and supported performance improvement, but their effectiveness still needs to be optimized through stronger strategic alignment, business process integration, improved coordination, enhanced claims management, and continuous human resource development.]]>
Copyrights © 2026
